Ladies and gentlemen, welcome to the Schindler conference call on Q3 results 2021 conference call. I am Paul, the conference call operator. I would like to remind you that all participants will be in listen only mode, and the conference is being recorded. The presentation will be followed by a Q&A session. You can register for questions at any time by pressing star and one on your telephone. For operator assistance, please press star and zero. The conference must not be recorded for publication or broadcast. At this time, it's my pleasure to hand over to Marco Knuchel, Head of Investor Relations. Please go ahead, sir. Good morning, ladies and gentlemen. Welcome to our nine months 2021 results conference call. My name is Marco Knuchel. I'm Head of Investor Relations at Schindler. I'm here together with Thomas Oetterli, our CEO, Schindler Group. Urs Scheidegger, our CFO. As usual, Thomas will start and U rs will then lead us through the financials. After the presentation, we're happy to take your questions. I would like to ask you to limit yourself to two questions only. Thank you very much in advance. With that, I hand over to Thomas. Thomas, please go ahead. Thanks, Marco. Good morning, ladies and gentlemen. Also, a warm welcome from me, too. It is the sixth quarter in the midst of a global pandemic, and I sincerely hope that you are well and healthy. Looking back at these past 21 months, I believe it's safe to say that we all have and still have to show new levels of resilience and agility at the same time. Our world, our ways of working and communicating have been transformed, and the environment we are operating in continues to be fast-changing. We face two transformational revolutions at the same time, at tremendous speed, and with more and more, sometimes yet to be revealed interdependencies. Digitization meets decarbonization, and both affecting us and our customers in unprecedented ways, and equally providing new opportunities to adapt our offering and challenge the current status quo. As one of the responses to these tectonic shifts, we launched Top Speed 23, our program to accelerate digital transformation and product innovation. We will provide a more detailed update on the progress of this program with our 2021 full-year results. One thing I can tell you, the energy in the project teams is accelerating, and we are driving at top speed. Now, let me dive into today's presentation, and we start with slide 2. We see markets recovering at varying speed, and COVID-19 related restrictions continue to have negative effects in Asia, Pacific, and Latin America. The pandemic has introduced more volatility and has made our world far less predictable. Equally, we are faced by accelerated economic and social changes globally. One of those is the events unfolding in the Chinese property market. While Schindler does not have any material exposure to Evergrande or Fantasia or others, we are keeping a close eye on the developments. Our exposure with Chinese customers is well diversified, with a healthy mix of government and privately owned companies. The majority of our ongoing projects are pre-financed. Nonetheless, looking at the Chinese construction sector overall, we have been observing prolonged execution time in the most recent past. One big challenge of the past nine months involves global supply shortages, with disruption at suppliers all over the world and delays in construction activities. Add to that rising cost for material and components, and the shipping resulting from overbooked container ships, congested ports, and shortages of truck drivers against the backdrop of rapidly rebounding consumer demand. This cost inflation and supply chain issues have negatively affected our revenue as well as our operating results in the Q3. Year-to-date results, however, are back to 2019 pre-pandemic levels. Let me now hand over to our CFO, Urs Scheidegger, for more financial details. Urs, over to you. Thank you very much, Thomas. Good morning to everybody. Let me take you through the financials for the Q3 and the nine months of 2021. Despite persisting uncertainties, disruptions in supply chains, and related delays on construction activities, and the higher prior year baseline, Q3 order intake was increasing at solid growth rates. With that, we are on slide 3. In the Q3 of 2021, order intake reached CHF 3 billion, corresponding to an increase of 10.4% or 8.8% in local currencies compared to prior year. With this, the Q3 2021 order intake exceeds 2019 by 2.6%, and equivalent to a growth of 8.4% in local currencies. Order intake grows by 12% to CHF 9 billion in the first nine months of the year, corresponding to an increase of 12.3% in local currencies. It's also reaching pre-pandemic 19 levels. The following slide 4 provides an overview of order intake growth by region and product line, nine months year to date versus the first nine months of 2020. Order intake includes all product lines, New Installation, Modernization, repairs, and maintenance. All regions and product lines generated growth. The Asia Pacific region generated highest growth rates, up mid-teens, driven by New Installation and Modernization. The America region was only slightly behind, recording strong growth across all product lines, while the EMEA region generated mid-single-digit growth and very solid results across all product lines. New Installation remained robust, generating mid-teens growth in value terms, and we're almost 20% up in units. After a slow start to the year, growth in Modernization accelerated from the Q2 and exceeded the prior year by more than 20% after nine months. Repairs followed a similar pattern and resulting in low double-digit growth, while maintenance was steadily mid-single digit up. Our portfolio of maintained units increased by more than 5% compared to the end of September 2020. As of 30 September 2021, our order backlog was CHF 9.8 billion, corresponding to a strong increase of 9.6%, respectively 6.7% in local currency. Backlog margins overall product line were a bit under pressure due to the very significant material cost inflation compared to the previous year. I'm now moving to slide number 5. In the Q3, revenue increased by 1.9% to CHF 2.8 billion, corresponding to an increase of 0.4% in local currencies. As per our full year guidance, it was expected to record lower growth rates in the second half year due to a tougher prior year comparison and the ongoing disruptions in global supply chain, resulting in delays in construction activities. In the first nine months of 2021, the revenue amounted to CHF 8.3 billion, which is equivalent to an increase of 7.4%, respectively 7.6% in local currencies. It surpassed pre-pandemic levels, which is remarkable considering the strong appreciation of the Swiss franc since 2019. The translation loss was CHF 555 million during this time period. All regions generated growth driven by China that improved more than 20%. Asia Pacific, other than China, the Americas, and EMEA regions all were mid-single digit up. New Installation increased low double digits, while Modernization was only slightly up. Repairs and maintenance both recorded mid-single digit growth. M&A activities contributed about 2 percentage points to the growth, mainly attributable to the financial consolidation of our joint venture, Volkslift Schindler in China in July 2020. I'm now moving to slide 6. Foreign exchange translation effects had a negative impact of CHF 20 million versus Q3 2020. Due to the strengthening CHF, mainly against the USD, the BRL, and the TRY, while the EUR, the CNY, and the AUD were supportive for once. I continue with slide 7. In the Q3 of 2021, the EBITDA-adjusted reached CHF 308 million, equivalent to a decrease of 8.6%, respectively 10.4% in local currencies. The EBITDA-adjusted margin reached 11.0%. The slowing operating revenue growth due to the supply chain disruptions affected the efficient project execution, and the material cost inflation very significantly accelerated and was impacting the bottom line. EBITDA-adjusted margin year to date reached 11.4%, 90 basis points up from previous year and almost on par with 2019 levels. Top Speed 23 program costs were CHF 16 million, restructuring costs CHF 20 million, and expenses for building lease amounted to CHF 18 million. In the Q3, real estate gains of CHF 20 million were realized, which were also considered in the EBITDA adjustments. On slide 8, you see the first nine months of 2021. EBITDA adjusted reached CHF 946 million, supported by the top-line growth, the operating leverage, efficiency and cost optimization, positive effects of the introduction of our modularity products, and lower operating expenses due to COVID-19. These factors were compensating price and backlog margin pressure, as well, and most importantly, the significant material and freight cost inflation and supply chain disruptions. On slide 9, you see the net profit. Net profit totaled to CHF 689 million in the first nine months of 2021, surpassing pre-pandemic levels and an increase of 26% compared to prior years. This result was supported by substantially lower restructuring costs, while the financial result line was more negative than in the previous year, due to comparatively less foreign currency gains. On slide 10, cash flow from operating activities was broadly unchanged and could be kept at CHF 968 million as a result of rigid net working capital management and cost-saving measures across the group. Networking capital and net liquidity remains at robust levels. I conclude with the outlook for 2021 on slide 12. Markets are recovering at varying speeds, while competition remains intense. At the same time, material costs will be an issue also in the Q4, and we expect some additional CHF 40 million-CHF 50 million until the end of the year, which then would add up to some CHF 140 million-CHF 150 million for the full year 2021. Shortage of electronics and other components are adding to the situation as it results in delays on construction sites across the globe. The latest developments in the China property market are a challenge we are closely monitoring. Barring unexpected events, Schindler confirms the full year 2021 outlook of a revenue growth between 4%-7% in local currencies, with net profit reaching between CHF 840 million-CHF 900 million. With that, I hand back to Marco. Thank you, Urs. We are happy to take your questions now. I would like to remind you to mute yourself if you have questions only t hank you. We will now begin the question and answer session. The first question comes from Lucie Erzgräber from Morgan Stanley. Please go ahead. Good morning, gentlemen. Thanks for taking my question. The first one is around the nature and, I guess, the duration you are seeing in terms of- Yes, Lucie, you are not audible. -the headwind. Can you hear me? Yes. Now we can hear you g ood morning, Lucie. Okay. Perfect g ood morning. Good morning, gentlemen t hanks for taking my question. The first question I had was around the nature and potentially the duration of the headwind that you were mentioning around supply chain constraints and how this is affecting you. Are you able to give us an indication around how much longer it takes for projects to actually get executed in this context? When you think about the situation now in 2021, how do you see this evolving into 2022? I guess my question is: Do you think we are now at the worst possible kind of outcome in terms of headwind? Or do you think things are staying at that level or would improve or would get worse? Thank you very much for the question, Lucie. It is true, at the moment, it is very challenging, I have to say, and there are different type of challenges, I have to say. One is the electronic shortage. I think I don't have to tell to anybody what is at the moment happening you know, i t is quite severe. It is very difficult to source microelectronics at the moment. I have to say that we have done really very intensive work over the last couple of months. We were able to mostly mitigate this topic. It depends a little bit on the different chips we need. What we have done, we have tried to build up alternative sources. Yeah We also have worked very hard with our suppliers to increase the engagement. We have bought a lot of chips also on the spot market. Of course, we are also working on design changes so, c ertain chips which are not really available at the moment, we try to redesign our boards, and to switch to chips which are more available. Far, in the worst case, we start with the mechanical parts, and then before we have to hand over to the customer, we are then installing the electronics. I think this topic of the electronic shortage will go into 2022. This is definitely not yet over. There are different, let's say, meanings and opinions. A lot of people say it goes until Q2, maybe even until the mid of next year. This will be a challenge for us, definitely, for a minimum the next six months. Now, there are also other shortages. Shortages in steel, in copper, in aluminum. Here, I think we have seen, in the Q3, certain real shortages. I think it has a little bit eased up, I have to say, the shortage itself, but the price levels have gone through the roof, in all fairness. We have seen that some of our suppliers were struggling to get material, and so they could not deliver on time material to our factories, so we were supporting them in their purchasing of raw material. There I have the feeling, but it's very difficult to make a clear point to the future i have the feeling that from a material supply, we are okay, but from a material cost, we are not okay. This is still on a very high level a t the moment, looking forward, I have not yet signs that this, let's say, very high cost level will come down. The third element is freight. Freight costs also went through the roof, and it's lacking containers, w e have problems at the ports. Here, I have to say, we do have the benefit that we are producing in all the major markets by ourselves, so we are a little bit less dependent on those shippings but s till, costs are high. We are lucky that we produce in China, in India, in Europe, in North America, and in Latin America, and this helps us. Electronic shortage, in a nutshell, I don't see any slowdown of the problem until mid of next year. I think in other materials, it's a question of cost, and freight, it's also mainly a question of cost, but not so much a question of supply. I like to complement on the question of material cost inflation. We have now seen accelerated and significant material cost impact in Q3 of about CHF 50 million additional material inflation after a half-year closing of CHF 40 million. CHF 90 million versus last year. I do expect this will be even higher in Q4, CHF 50 million-60 million additional. With that, we reach a full year material cost inflation of CHF 140 million-150 million compared to last year. If prices are at the level we see it now, obviously this has an additional incremental impact also for 2022 on material costs across the board, which can be in the range of CHF 70 million - CHF 100 million. Of course, this is uncertain. It really depends how raw material prices are now developing into the first half-year of 2022. Just maybe a quick follow-up on that, o ne thing you haven't mentioned is labor shortages. Is it an issue now in terms of your project execution? or it's not yet an issue? or not an issue at all? Labor shortage is always an issue, it's not only the absolute amount, it is also qualified labor. We do a lot of efforts to train people. We are also very close to our subcontractors a t the moment, I can confirm that we have enough capacity to roll out the backlog. We have enough capacity w hat we see is that in many countries, there is a pressure on wage inflation, especially for the next year, and u sually, we have something like 2% of wage inflation, and it probably plays up to 3% next year. Thank you m y second question was around China t hanks for giving us some color around your exposure, notably to Evergrande. Aside the Evergrande situation, which I understand you're not materially exposed to, how do you think about the dynamic that we have observed on the property stocks in China? which are down for the past 12 months and seem to be even kind of worsening. How do you think about that dynamic as you go into 2022? and also some of the restriction on local government around the debt level? Because I know you're also quite exposed to infrastructure in China. This Three Red Lines policy, of course, was to control the debt level and to have a healthy balance sheet for the real estate developers. I think the Chinese government wants to minimize the risk to become a systematic risk. This has been implemented, in fact, already more than one year ago for the top 12 developers, and then it has been expanded in 2021 industry-wide. I think the authorities focus really to stabilize also house prices. They don't want to have speculation, t hat's a key goal they have. I think the government, according to my observation over many, many years, they are quite good in tightening or untighten certain measures. Now the top 50 developers, they have more than half of all the construction activities, or when we measure floor space sold, more than 50% are sold to the top 50 developers. The good thing is none of those top developers has a real substantial market share, more than 3%, 4%, 5% but s till, we have seen that Evergrande is probably something like 4% of the total market, and we all know that there are some turbulences. Looking forward, we see, of course, that there are cash constraints with quite some developers. I believe that the second half, and we see that there is, let's say, postponement of construction. There is a very cautious buying of new land. Also when you look on floor space started, Q3 definitely went down substantially y ou see it also in one of our backup slides, that in Q3 we were going down, or China was going down by 17%. I would assume that also the next Q2 or Q3 are challenging. We should not forget the first half year, of course, was a little bit overstated because we had a very low baseline in 2020, so we had a baseline effect. There was some catch-up from the second half of 2020 and the first half of 2021 so t he market was, in fact, in the first half year, quite strong. We have seen that there is a slowdown happening in Q3. I'm expecting the same in Q4. I'm also expecting, but now we look really into the future. I believe that the first half year in 2022 will be challenging. In the midterm and in the long run, I have to say, China is such a big market with such a lot of people still moving into the cities i 'm sure that the markets will bounce back. The next couple of months will be challenging, and we do expect that market 2022 compared to 2021 will slightly go down in new equipment, mainly driven by the first half of 2022. Thank you very much. The next question comes from the line of Andre Kukhnin from Credit Suisse. Please go ahead. Good morning. Thank you very much for taking my questions. I'll focus on the net price and the margin dynamics t he questions I have are really versus that extra carryover raw materials impact that you indicated for 2022, do you think the pricing actions that you are taking or have taken already will be sufficient to offset that? Maybe if you could talk related to that on the pricing dynamics and the take-up of the price increases globally and across the business lines, that would also be great. Maybe just to conclude that, taking the net price into account and the other factors on 2022, do you still feel confident that you'll be able to move margins higher in the year of 2022 versus 2021? Thank you. Thank you, and good morning, Andre. Maybe I start with the question number two, talking a little bit about the pricing, and then maybe the, let's say the impact, also timing impact, maybe I give to Urs. The fact is that we have to distinguish between the different businesses so w e have the service business where we do service and repairs. There we are continuously working also on the pricing, and it has a short-term impact. In, for example, in repairs, where you do also deliver spare parts. If you increase the prices, you can quite short-term mitigate cost increases you are facing, and we have done that. In the service business, usually we are increasing the prices once a year i t's normally based on a index. The index usually refers to certain inflation content t his can be labor inflation, but also partially material inflation and, w e will continue to work on our pricing also in the service business. Much more challenging is, in fact, the new equipment and the Modernization business or the project business. In the New Installation business, and in the Modernization, we have started to work on pricing already in the middle of the year. Depending on the markets, I think we see now impacts already coming up in Europe, but also in the Americas. It is a little bit more challenging in Asia Pacific and in China. China, as one of, or maybe the most competitive market. We have not seen that market prices are going up, w e always say there is a slight negative market price impact, and we also saw that in Q3. Important is that in this project business, when you start to increase the prices, you do not have an immediate impact on your P&L. It takes between 12 to 18 months until you really see it going through your P&L, when you start to execute your orders. When you try to fast-forward that towards to 2022, I think 2022 will be challenging. But i can confirm that nothing has changed in our ambition that we would like to improve every year i have to admit, 2022 will be more challenging. It might be maybe a slight improvement, but the overall strategic direction does not change. Maybe Urs you can highlight a little bit, how we see the different timings and the impacts. Certainly. It's certainly more challenging now into 2022, as the material cost inflation is higher than anticipated earlier. In our closing, it was expected to have a material cost inflation of CHF 100 million-CHF 120 million, upper range. Now we need to expect an inflation this year of CHF 140 million-CHF 150 million, which is an increase of CHF 20 million-CHF 30 million inflation this year, which has to spill over into next year. As Thomas was indicating, there is a lag of the price increases in the project business, in New Installation and Modernization. From offer to order, it certainly takes about six months on a global average. From order intake to revenue generation, there is also a timing aspect of 12-18 months. That means, until we have the price increases in the P&L. It will go into the second half year of 2022 for the project business. Of course, for the repair business and the smaller Modernization activities, price increases have a bit faster, a shorter lead time and effect. Wage inflation, was indicated by Thomas, will be higher next year, of about maybe 3% next year versus the 2% this year, t hat is clearly also a headwind t his we have to compensate. With the strong efficiency measures, we are intensively working in the field and also in our back office activities. We need to materialize the impact of the cost optimization program, and the full benefit of the modularity program, which is finished by end of the year, and then we have the full impact next year. With that, as Thomas said, we aim certainly to have a slight margin expansion next year but t here are a lot of uncertainties. There are really a lot of moving parts right now economically around the world. Very helpful. Thank you very much m ay I just follow up on the service price increases? Could you give us some idea of the order of magnitude in that segment? Well t his depends always on the country, I have to say you know, w e do not disclose the overall price increases but i can say we do not expect any dilution of our margin in the service business. The only issue you have is usually those indexes are looking back to the last year. As we expect some headwind from increased wage inflation in 2022, this should be a tailwind for the price increases in 2023. You sometimes struggle with the proper timing, because usually those indexes or inflation forces are looking back for 12 months. We have not so much inflation yet in 2021. This challenges us a little bit, but we will compensate that with efficiency improvement so i n the service business, I clearly can say we will not see a dilution. Great. Thank you. I'll go back in the line. Thank you. The next question comes from the line of Rizk Maidi from Jefferies. Please go ahead. Good morning, gentlemen. Thank you for taking my questions. I have two to you, and perhaps the first one is on the efficiency gains and the total savings that we should expect into 2022 so t hanks for giving us all the clarity on the cost inflation, on the wage inflation headwind, c an you just help us with the offsetting factors there? If you could just give us any numbers on the different program, whether that's cost optimization program, what would be the impact from modularity next year? given the programs ending this year, and any other programs you're running? I'll start there. Yeah. Maybe yours. Right. Let's start with the modularity program, which is now coming to an end. We were successfully rolling it out. We have additional material savings this year of CHF 60 million-70 million. With that, we reach CHF 200 million as we have expected. That clearly will help us now going forward with a much more standardized product range, with much less variances, to work on our purchasing power. This will clearly help us to mitigate a bit of the material cost inflation. We also have the cost optimization program, which we rolled out last year. We have as well in that aspect, about CHF 60 million now this year, as savings. We expect another CHF 40 million-50 million for next year, and then it will be closed as well. In addition, and most important, the group is working on operational efficiencies. We get efficiency in the field with a much more denser and growing service portfolio, and that delivers service efficiency. Also with the rollout of our new elevator products modularity, we will get New Installation efficiency in the fields. For sure, those measures, that's our aim, shall compensate and slightly overcompensate the current headwinds. More I cannot yet say for 2022 i t's too early. There are too many moving parts, w e will give an update in the next conference call. The second question is on the China outlook t hanks for giving us an early look into 2022. From where we stand, it looks like you're seeing it as a year of two halves, so essentially having a sort of a negative impact in first half, then perhaps less so in second half. I'm a bit surprised by this comment, and maybe the question here is how do you see the phasing of those bad construction statistics hitting the Chinese elevator market? More specifically, the floor space started or the reduction in land sales, that to me would essentially mean that it will have a much longer impact on the Chinese elevator market, not just in first half 2022. Just perhaps any color here would be helpful. Well, you are right. Usually, when you look on floor space started or real estate investments, then you usually can add, depends a little bit on the segment, 12-18 months, when you see the impact on the markets now. It already started, in fact, in Q2 2021, that floor space started, went slightly down and a little bit accelerated in Q3. This will somehow impact the market of our business definitely in the first half year of 2021. Maybe it goes a little bit longer t hat could be. I also have learned that whenever the real estate market is a little bit shaking, the government takes immediate actions. They, in fact, want that every citizen in China has an apartment, and this is very important also from a cultural aspect. I believe that what I have seen over many, many years, the Chinese Government is adjusting their measures quite rigid and fast. If there is some slowdown in the market, they will open up the one or the other measure more on the consumer side. You will have an increase of floor space sold. The inventories will further go down t he cash is coming to the developers. The developers are starting to reinvest into new projects. Whether this is now exactly by the middle of the year or it is a little bit later, that's difficult to exactly assess. We believe that overall, the market 2022, as I mentioned, will slightly go down and l et's also not forget that when you compare the first half of 2022 with the first half of 2021, you will have a baseline effect. The first half of 2021 was super strong, catching up a little bit from the 2020 development and i f you take away that baseline, then you come maybe baseline effect and the catch up, then you come to a weaker second half. We see that maybe on this weaker second half, with some pressure in the first half, and we believe that t owards the second half of 2022, it might come up again. Okay. Thank you very much. Thank you. Good morning. The next question comes from the line of Martin Hüsler from Zürcher Kantonalbank. Please go ahead. Oh, thank you for taking my questions, and good morning. I have two questions f irst of all, coming back to China again. It might be helpful if you got an idea. You roughly have 16% of your overall sales in China. How does this look like if we look at separate segments? such as how much of the 16% is from developers? how much is from infrastructure and commercial construction activities? If you could maybe try to give us some more insight into that. The second question would be if this change in market dynamics in China, if this does change at all any of your strategy, how to address the market? i.e., if you now find it more feasible maybe to push the channel of distributors or if you stick to your proven strategy that you like to have a higher conversion rate, i.e., which means that you rather have your own distribution network? Good morning, Martin t hank you very much. Two very good questions so i n China, when you talked about the split maybe, yes, we have expanded our sales with larger developers over the last couple of years. I would say today we are somewhere at roughly 1/3 of our sales we do with large developers, and 2/3 we do with smaller ones or own sales, activities for the public transport so w e can say it's 1/3 to 2/3. We are a little bit under-balanced, compared to the market i f you say that the top developers have more than 50% of the market, we can say we have less than this 50%. In these turbulent times, whether one or the other large developer is now under pressure, it is not yet, I have to say, impacting us i don't want to be too optimistic, but I think we are quite well-balanced in our risk exposure. Nevertheless, going maybe forward, we do not really have planned a change in our strategy. We always said that we want to further increase our share of key accounts. This is something we do, and we are progressing well on that. A couple of years ago, when we go 10 years back, we had no exposure at all with large developers n ow we are at 1/3, and we want to further increase that. We are very selective. Cash control and risk control is absolutely a must for us. We'd rather prefer to skip one opportunity if we are not sure that whole cash collection is possible, then we step back and leave the field to someone else. The second topic you mentioned is distributor. Yes, we do have distributor business and w e always said it should not be more than 25%-30%. We don't want to change that. There is not a change in strategy. You mentioned it correctly, it's much more difficult to convert new orders into the maintained portfolio, and t he portfolio in China is a key strategic target for us w e want to keep our high conversion rate or even further improve our conversion rate. We don't want to change our strategy because long term, it will be important to have a solid portfolio in China. Okay, thank you. That answers my questions. Thank you. The next question comes from the line of Ricky German from Kepler Cheuvreux. Please go ahead. Good morning, gentlemen t hanks for taking my questions. Two, if I may, f irstly, if you could elaborate a little bit on the operating cash flow development in Q3. If I remember correctly, it was down more than 20%. I realize that there's quite a bit of volatility from one quarter to the next, but close to 25% seems to be pretty harsh, at least at first glance i f you could just explain what's been happening there, that would be very helpful and m y second question- -would be on Schindler Ahead, and if you could give us an update on your penetration rate with paying customers for Schindler Ahead in the market and how that's developing with respect to your own expectations and what you're seeing on the pricing front there, whether you still command a nice price premium versus traditional service. Thanks. Thank you. I take first the operating cash flow question. Indeed, we need to be careful in comparing quarterly cash flows t hey are volatile. I do recommend that you observe and monitor this metric much more on a full year basis. However, Q3 versus Q3 2020 obviously was very much impacted as we had a very strong net working capital improvements last year. You have watched that, the group has made substantial progress in the networking capital inflow over the last two years, and in particular 2020. Now this is very much flattening downwards. There were also some non-cash items last year. For example, we had a higher bad debt allowance provided last year due to COVID-19, which is not anymore needed this year, and the collection was actually solid. As a third element, in some locations, we are building a big stock and inventories, as we have to purchase whatever is available in the market, shortage of material, and in some locations, we were able to get the material with bigger amounts. This was also a little bit impacting the cash flow of Q3. Maybe to the second question regarding Schindler Ahead, I can reconfirm that we have an attachment rate, as we call it, which is still above 50%, and we also still are generating this 10%-15% premium, where we have an Ahead contract. Maybe just one additional information, of course, due to the electronic shortage we had in Q3 and starting in Q2, we had not enough Ahead equipment to equip every single unit because we were having this shortage of microelectronics. The team has done a very good job. They have found new sources w e also found, together with our new suppliers, way now that we can now deliver all the Cubes, so we don't have any shortage there anymore. Our plan, we have internally, which I cannot share in detail, but we will come to our target level by the end of 2021. In this Q1, there will be a huge effort by the team to do this mass connectivity, which we have also communicated on the Top Speed 23. Now we are somehow back on track in our installation of Cubes. There will be a huge effort in October, November, December, yes, and then continuing next year but i think I can say that we are happy with all our KPIs in the Ahead business. Many thanks. Thank you. The next question comes from the line of Andrew Wilson from J.P. Morgan. Please go ahead. Hi. Good morning t hanks for taking my questions i 've only got two relatively quick ones left, so hopefully it'll be straightforward. Just on China, again, just on the prepayment side, I just wanted to check if you've seen any sort of change in terms of contracting trends or contracting terms on the prepayment side, or whether that was similarly unchanged so far. Right. First of all, in China, payment terms in the New Installation business are more favorable than on a global average. Meaning, we have coverage with down payments to the work in progress when projects are in execution, which is significantly higher than 100%. Those payment terms have not much changed or are relatively stable, particularly in the residential business. In the residential business, they are relatively stable, w e are watching them very carefully, as Thomas was already indicating. Strong credit assessments are in place for customers, and the cash collection has always been and is very much in our focus, and you see the results of this strong focus in the net working capital improvement and also in our liquidity to the balance sheet. Of course, also in the segments of Chinese public transport particularly, payment terms are very demanding. That is not new. Those ever very fiercely competed in the market. As a result, we get the cash. It takes time, but we get the cash on public transport projects. Thank you. That's very helpful and m aybe just a quick, I think it's probably a clarification question, just on the raw materials guide. I think you previously sort of wrapped up raw material and logistics cost headwinds together. I'm assuming today's comments are on a similar basis. I guess linked to that, I think you previously guided to sort of the margin backlog being, I think it was about a 50 basis points impact on the 2021 and the 2022 margin. I'm assuming there's no, I guess, update on those previous comments. First of all, apple to apple, we are talking about material and freight cost inflation, which we have now to lift up, I said before, from upper level of CHF 120 million to the CHF 140-150 million this year. This includes both elements. Having said that, freight is about 10% of this incremental inflation impact so m ost of all, it's clearly on the material cost inflation. On the backlog margins, for our memories, we said we have this 50% margin drop on the overall order intake between 2019 and 2020, which of course comes into execution in 2021 and in 2022. We also said since Q4 2020 that the margin has been relatively stable sequentially quarter- to- quarter. Now with the higher material inflation compared to earlier expectations, particularly in Q3 and now going forward, obviously these backlog margins are a bit under pressure for the execution short term, Q4, Q1, a little bit into Q2, until again, new order intake is flowing into it with higher prices, which then shall compensate the material cost inflation. That's very helpful. Thank you very much for the clarification. The next question comes from the line of Patrick Rafaisz from UBS. Please go ahead. Yes, thank you g ood morning, everyone. Two questions, please t he first one would be, a follow-up on China y ou drew a pretty complete picture here on what you're expecting on the New Installation side of things going into 2022. If you throw in Modernization and service into the mix on a revenue level, would you still say that China will likely be down slightly in 2022 versus 2021? Was that just really purely a comment on the New Installation side? This was a pure comment on the New Installation side. It's clear that all the units which are executed by us or by the whole market, it always flows into the service business of the market. This is growing every year you know w hen you think about an installed base, which is CHF 7.5 million-CHF 8 million, and you have 500,000, 600,000 new equipment coming in, this is always increasing your installed base t he service market continues to grow. You mentioned correct, we also see that now, we already see that the Modernization business is starting to expand, and we also had good growth from a lower level, of course, much lower level, in China for the Modernization business t hese are double-digit growth and high double-digit growth we have. We talk about definitely more than 20% growth year-over-year in the Modernization business, but it's still a much lower base than what we have in the New Installation business. If you fast-forward five, six, seven, eight years, the picture will look different, and the Modernization market will be much, much bigger than it is today. We'll get closer to the New Installation market, which probably over many years then will slightly come down. Our mentioning was really New Installation business. Okay. China could actually still be flattish, if not slightly up in 2022. If you take everything together, yes. That's probably a right assumption. Okay, excellent. Thank you t he second question is on your order intake outside of China, going into Q4 now y ou talked a lot about the supply chain challenges, and shortages and some project delays. Is that something that you particularly feel in your revenues? on the execution side? or is that also impacting the order intake? So far it has not impacted our order intake. Very often, due to the long lead time, people are maybe not so much scared about what happens in 18 months. You have seen that our Q3 results in terms of order intake were pretty solid, to use the expression, of course. I'm also expecting that we will have solid order intake in the next couple of quarters. Where you are right is I have seen the one or the other larger project where there is some postponement, not governmental projects, but privately financed projects where- The developer says, "Wow," it's not only the cost for an elevator, it's the cost for concrete, for steel, the cost for wood went through the roof and t hey are, let's say, recalculating the business case of buildings and saying, "Hmm, shall I start now at the peak of cost? Maybe I postpone my construction a little bit," This might lead to the one or the other delay of decision also for the elevator and escalator business but a ll in all, I have to say, I'm confident about our order intake also in the next couple of quarters. That's super helpful. Many thanks. Thank you. The next question comes from the line of Dominic Hudson from RBC Capital Markets. Please go ahead. Yes, hi there t hank you for taking my question j ust one quick clarification question from me, regarding costs related to the Top Speed program. You previously guided for cost here of CHF 40 million-CHF 60 million. Can I just check that we're still on track to hit that range? given that we only had CHF 60 million of these costs in the first nine months? Thank you. We are still on track on this so important TS23 program. We said CHF 40 million-CHF 60 million i would assume we have CHF 50 million-CHF 60 million now for the full year, meaning I do expect a significant amount to be booked in Q4. That's great. Thanks very much. Thank you. The next question comes from the line of Miguel Borrega from Exane BNP Paribas. Please go ahead. Hi, good morning, everyone. Just two questions from me t he first one is on your order intake in China i see that in the first half of the year, in value, it was over 20%, now o ver the last nine months was between 10% and 20%, but in unit terms, it remains up by over 20% for the nine months in the first half of the year. Is this a function of mix? or perhaps some pricing pressure? I think it is both. It is a function of mix. I just mentioned before, that this topic of large project is a little bit lacking. Of course, you have a mix change that you are more in the residential business, that the average amount per unit is lower, you do have a mix impact. As Urs Scheidegger myself said before, there is some pricing pressure w e saw that already in the first two quarters, and definitely it also was there in the Q3. There is a last topic you should also not forget. It is that we now consolidated in this year, since the mid of last year, we consolidated Volkslift. This was then accelerating the mix change, because Volkslift mainly is in the residential area. The mix was organic mix change, but it was also a mix change via M&A, where we have much more units due to the first consolidation and t he units are more from the residential area, which have a lower average price. Very clear t hank you. Then I would be interested in understanding the revenue slowdown in the quarter from project delays c ould you give us more color on that? Any particular region, do you feel developers in China are slowing down construction on purpose? or just generally construction works are seeing just some delays and you can't effectively make the delivery? Well w e saw that there was mainly a slowdown. When you look on the first three quarters, this was not China, I have to say you know t he China revenue still was very, very strong also in the Q3. We were a little bit weaker in Europe because, in Europe, the topic of material shortage was stronger than maybe in the rest of the world. The slowdown was especially driven by European delays. One reason is, of course, that some of the material for our suppliers is coming from other continents. With the freight, with the high cost, they were struggling to get enough material to supply to us and then us to supply to the customer o n top of it, the customers also delayed some of the constructions. Almost in every country in Europe, you have a slowdown or a postponement of construction activities. We just are part of this process w e are not the root cause. We are just following also this slowdown in the European markets. Interestingly enough, it was especially more in the northern part of Europe, Switzerland, Germany, the Nordics, the U.K., Eastern Europe, where we saw more slowdown than, for example, in the southern countries. Very clear. Thank you very much. The next question comes from the line of Joel Spungin from Berenberg. Please go ahead. Good morning, everyone. Just a couple of quick ones j ust coming back on China again, I'm afraid. Just thinking with regards to your comments around the Chinese market being down from your installations in 2022, which seems pretty reasonable, what do you think the implication is for pricing as a result of that? obviously, you've said that pricing is pretty fierce in China anyway, and that's been a year where growth has been good. Is it reasonable to expect an intensification of pricing pressure in 2022 in China if the market is going to shrink? I think there is a risk for that c learly, there is a risk of intensified fierce price competition. If the cake becomes smaller and everybody has an internal budget to reach or to exceed what they have sold this year, then from mathematics, it doesn't work. Everybody is struggling to reach their numbers. There is a risk that some companies will try to get more share via price and o n the other side, I have to say, everybody's facing this raw material cost increase. The cost structure is unfavorable for everybody, and the price structure might be also a little bit unfavorable. In all fairness, we are discussing that, of course, as well in our teams, and we want to hold the line and to work on pricing also in China. This is clearly our ambition. I cannot guarantee that everybody will follow, let's say, that clever approach. Okay. Thank you for that m aybe just to follow on that, I don't know if you have any observations around the market dynamics in China j ust thinking about that, is there any sign of stress amongst any of the local players? Maybe that some of them, this might act to actually force them out of the market? maybe to put that another way, is it your observation that the Western OEMs are taking share in China? This I cannot comment, i have to say, first of all, it's too early now with the latest development. I can definitely say, the market in China is very competitive for everybody, and size matters. Yes, it's true that the large OEMs do have the advantage of economies of scale, and the smaller ones always are suffering more when prices are going down t his was always the case, and I do not see a reason why that should be different so, u sually in difficult times, you have more power if you are, first of all, acting company-wide, everywhere, and also if you have a certain size. Okay. Thank you very much for that. Thank you. The next question comes from the line of Bernd Pomrehn from Vontobel. Please go ahead. Good morning, gentlemen. We all know that the supply chain of your industry is heavily depending on China, and it seems that the current supply chain and logistics issues will be here for longer. Has this an impact on your view of how the supply chain in your industry should be organized in general? Thank you. Thank you, Bernd and g ood morning t his is, of course, a very strategic question. Usually, strategy should not be driven by a very short-term environmental change. I can say that overall, we do have quite a good setup of our supply chain and w e saw that also in the pandemic, beginning of last year. We were able to supply to our customers all the time. This was mainly due to the fact that we have, in our most relevant markets, own supply chain entities. You are right, not in every market you have the same supplier base. A lot of suppliers, even in Europe, they are sourcing their sub-components out of China. As we see at the moment, a certain de-globalization trend, this has put more pressure on the supply chain w hat we did, we were opening up new sources. We have helped our suppliers also to develop new sourcing channels for themselves, to be a little bit more independent from the one or the other sub-supplier, or also from the one or the other market. I do not see that this can become now a bigger issue for us. This is not visible to us. Okay. Very clear. Thank you, Thomas. Thank you. The next question comes from the line of Chand Bashist from Societe Generale. Please go ahead. Good morning, gentlemen. I have just one question that I wanted to confirm on your plans on mass connectivity, given the current scenario on component shortages, and if you see any shift in the timeline related to the impact from mass connectivity, which I guess was earlier mentioned from 2023 onwards. Is the current component shortages impacting that timeline? Thank you. Thank you for this question, Chand, n o, there is no change in our plan. We are fast track working on the mass connectivity. I mentioned that in Q and 3, we had shortage, but we were overcoming that situation, and I can confirm that we now can work according to our very aggressive plan until the end of 2023. There is no change in that. Thank you. Thank you. There are no more questions at this time. Thank you very much for attending this conference call. It's Marco speaking again, by the way. We'd like to close now. Please feel free to reach out to me if there are any follow-ups. The next event is the full year results on 16 February 2022. Thank you very much again, take care, and goodbye. Thank you, and goodbye. Thank you very much. Ladies and gentlemen, the conference is now over. Thank you for choosing FreeConferenceCall.com, and thank you for participating in the conference. You may now disconnect your lines. Goodbye.