Good morning, ladies and gentlemen. Welcome to the presentation of our half-year 2022 results. My name is Peter Stierli. I will be your host today, and I'm here with our CEO, Wolfgang Wienand, and our CFO, Reto Suter. This session is split in two parts. We will first have the presentation of our financial results together with a strategic outlook. We will have Q&A session. For the Q&A session, when it starts, you can press the Audio Q&A button below your webcast window, and you will be connected to our operator, who will put you into the queue to ask your question. You can also already now submit your question by typing it into the text field below the webcast window. With that, and without further ado, I would like to hand over to our CEO, Wolfgang Wienand. Yeah. Thank you very much, Peter, and also warm welcome from my side. We will be happy to actually guide you through our financial figures and also adding a bit more color on what we did with the company over the past six months and what we plan to do with Siegfried in the future. As always, we try to provide you with a meaningful title, which essentially already contains the most important messages of the following presentation. This time it is with strong momentum through turbulent times. Siegfried significantly increases sales and profits despite a challenging environment. I think most of us can probably quite well relate to the term of turbulent times. What it meant for Siegfried and how we dealt with that challenge, we will talk about in a minute. As always, please read our safe harbor statement carefully, take note, feel bound to it, and respect the terms of it. By that, I come to a slide that we introduced for the first time in February of this year, which is kind of the playing field. The main topics about which we will continue to talk in our reporting. We will not always touch upon all of them. Clearly, talking about our business, how it is growing, our margins, financing capacities from cash flow. That's gonna be the part of Reto in a bit, and I will then take over to actually talk about the company itself, facts, strategy, execution and future outlook. Before we come to the specific financial data, a brief executive summary. In the first half of 2022, Siegfried significantly increases sales and profits despite a challenging environment. Strong profitable growth, net sales up to a bit more than CHF 586 million, which is a plus of more than 25% in Swiss francs, and even more, almost 30% in local currencies. The difference is obviously resulting from significant foreign exchange headwinds. The Core EBITDA, so what we made and how we translated our sales into profits, amounted to CHF 130 million, which is up more than 60% as compared to previous year, which leads to an expanded margin of 22.2%. Core net profit at CHF 65 million, and very important for a growth business like ours, significant increase of operating cash flow before changes in net working capital. Based on these strong figures, based on this strong first half 2022, we decided to actually upgrade our full year 2022 outlook, considering that there, of course, still is macro uncertainty, and now expect the growth in net sales to be above 15% at constant currencies and a Core EBITDA margin in the range of the profitability of the first half 2022. Some highlights already now, on which I will elaborate further in the presentation. I think it's an important message that, I mean, even though being pretty busy with keeping our business, our company on track, of course, we continued to implement our strategy, which is geared towards long-term profitable growth. First and probably foremost, proactive management of our business portfolio which relates to the imperative to mitigate negative effects from macroeconomic challenges on our profit and loss statement through a robust business model. I think we have proven this once more. Good customer relations, foresight and planning. We will talk about that in a bit more detail later. Mission accomplished. Successful integration of the acquired Drug Product sites in Spain, which was a major step for the company, adding almost 40% of associates at the beginning of 2021, and significant capacity and business. Of course, so far being still part, to the last degree, when it comes to systems and IT infrastructure, of Novartis with them providing transitional services to us. But of course, that needed to end and we are actually very close to that end and did it successfully so far. We continue to invest into our network to support long-term growth. The Center of Excellence in Barcelona is one important topic. We talked about that previously and the new large-scale production facility for drug substances in Minden. We continue to have appetite for M&A, so our outlook and our ambitions are to grow organically as well as acquisitively. Our ESG journey, an important activity at Siegfried, also is on track. That has been recognized and appreciated by an external agency once more, MSCI, which increased its sustainability rating of Siegfried from A to now double A. A very good result, I guess. That is when I hand over to Reto so that he can guide you through the financial facts and figures. Thank you very much, Wolfgang, and a warm welcome also from my end. It's a pleasure to guide you now through the details of this very good set of numbers of the first half of 2022. What you see here on this slide is the top-line perspective, where we reported a strong increase of net sales to CHF 568.7 million, a +25.7% in CHF, and a growth of 29.9% in local currencies. Just for the avoidance of doubt, this growth does not include any acquisition effect. It does not include one-offs. It, however, does include, of course, price increases, as mentioned. It's also fair to state at this point in time that we compare H1 2022 to a soft H1 2021. What you see further is that both of our clusters contributed significantly to that growth, with Drug Substances growing by 23.7% and Drug Products growing even stronger by 28.5%. That stronger growth obviously led to the solution, led to the situation that we now record 42% of our sales in the Drug Products cluster and 58% of our sales in the Drug Substances cluster. You see it from the difference between growth in Swiss francs and growth in local currencies, quite strong foreign exchange effects in this first six months. We had a depreciation of the euro against the Swiss franc and an appreciation of the US dollar against the Swiss franc. As we do more than half of our revenue in the euro and only at around 15% in the dollar, it's clear that the result was headwind, so went against us. As always, I present the reconciliation, the bridge between the reported numbers under our accounting standards, which is Swiss GAAP FER, to core EBITDA, and then further down to core net profit. You see on this bridge here that the adjustments are small in numbers. We adjusted to core EBITDA only CHF 2.2 million, which is on two effects. On the one hand side, we have adjusted and reclassified the current net interest on foreign pension plans of the CHF 0.6 million down into the financial result. You will see that again under adjustments to core net profit. This is something that we do in each and every reporting period. Secondly, what we have also done is that we have adjusted for restructuring costs, CHF 1.6 million, which related to performance enhancement program on some of our sites, not the Spanish ones. This is one-off, non-recurring, so we took that out. On the adjustments to Core net profit, in addition to the reclassification of the interest in foreign pension plans, we have the reversal of the step-up on the deferred tax assets of CHF 0.9 million. Also, this is an adjustment that you see actually in every reporting period. On this slide, how well did we do in translating the increased sales quantum into profitability? We did that quite well, I'd say, looking at this slide. It was based on a strict cost management, a very strong market position, and actually a very continued dialogue with clients, so that we had been able to avoid adverse effects on our cash flow and actually limit the impact of inflation onto our margin. However, we also have played offense. We had positive developments in our businesses, including the vaccines business, and we also have been successful in actively managing our portfolio. That means that we have not only been able to grow the business significantly, but at the same time also increase the profitability on all the levels quite significantly. We have increased the Core gross profit to CHF 156.4 million, which translates into a margin of 26.7%. Core EBITDA, which is an important KPI for us, grew to CHF 130.2 million, which corresponds to a margin of 22.2%. Core EBIT and core net profit grew substantially, and we actually doubled net profit and resulted in a core net profit margin of 11.1%. Onto the core income statement. I've already touched upon the net sales. I've already touched upon the core gross profit. Let's quickly spend some time on SG&A. When analyzing that, you see that the SG&A block as a total relative to sales was stable, so at around 11% of sales. However, what you see here is that the core admin and general overhead costs, both relatively, as well as in absolute terms, has grown. The reason for that is that we had a soft H1 2021, so a soft basis for comparison, H1 2021. I'm thinking of STI provisions here. That's the reason for that. What you also see on this slide is that the core income taxes came in higher, both absolute as well as in relative terms. This is due to a mix, as we generated much more pre-tax profit in higher tax environments than usually. Again, we were able to double core net profit despite these higher taxes. On to the cash flow statement, which is an important statement for us, as you know, generating cash is what we need in order to be able to continue to grow. What you see here is that we have been able to really strongly increase the operating cash flow prior to changes in the net working capital to CHF 128.1 million. That is really great. On the net working capital development side, you see that we have continued to significantly invest into our inventory position. For the first six months of 2022, we have been really close to our supply chain and have, in a regular basis, taken proactive decisions on ordering certain raw materials early, on stocking up on certain elements, you know, build safety stock. You know, the supply chain challenges in some very limited instances also led to reschedulings of production, meaning longer throughput times. All of this has increased the inventory position. On the cash flow from investing, this is at around CHF 60 million, very much the same as in H1 2021. On the cash flow from financing activities, you saw that we have been able to delever a bit and that we have also purchased some treasury stock here. On the capital allocation framework, this is a slide that we use internally quite a bit. What is this all about? You've seen that before. It's about generating cash. How do we do that? By strong top line growth, by at the same time expand the margin, so increase the quantum of cash generated. Which cash that we use then to support our strategy evolve, which means investing in organic growth, not only in CapEx capacity technology, but also in our capabilities and into our people. On the funding structure, maybe a word on that, we are currently quite efficiently funded on a Swiss franc basis and are good to go for the next few years. What you also see in terms of funding is that we have been able to delever. We're currently at a leverage ratio of 1.5-1.6, which compares to 2.0 at the end of 2021, which means that even in this first six months of 2022, we have increased our financial capabilities and our dry powder. These were my remarks. With that, I hand over again back to Wolfgang. Yeah. Thank you very much, Reto. Let's move on to, I mean, what happened at Siegfried and what actually supported this financial set of financial figures. Let's start with what I called mission accomplished in my executive summary, the successful carve-out and integration of the acquired drug product sites in Spain. I mean, three headlines in a way, on time, in full, on budget. Let's go through all those things and spend a bit of time on it. First of all, the separation of the sites and the post-merger integration is being executed as planned before closing. The carve-out IT separation, I mean, that affects more than 100 systems per site, and is a pretty complex process from Novartis is successful or underway. Successful in El Masnou, where, on April eighth, we actually did the cut over without any major issues, and, the cut over in Barberà de Vallès, is due for next Monday. Barberà de Vallès will also be the site, the first site in the Siegfried network, which will be upgraded to SAP S/4HANA. I mean, that's a huge effort and sounds easy now. But, behind that are, I mean, many people actually on the side and also from corporate preparing that diligently together with the colleagues, of Novartis. Based on their huge experience from previous acquisitions and actually strong commitment, I would say, and hard work, they have been able and will be able to actually make those typically heart attack moments of IT cut overs to smooth events within the Siegfried network. Equally important, besides those technical issues, to really carve out and include the sites into Siegfried is, of course, what is happening on the new business development front for those capacities. First projects have been won, and are already in execution on both sides. I think that's good news. The business development team is working hard on that, but actually, is successful already. We stick to our expectation and our confidence to see noticeable new business, in 2023 or 2024. In full, both sides are now really true members, also technically, of our network, but also mentally. I mean, adding 40% more people at 1,000, to the old Siegfried with 2,500 people, of course, is also mentally quite a disruptive change. How the people on the Spanish sites, but essentially all people at Siegfried, managed to actually build this one group, this one family, this one network, was actually great to see. We spend a lot of time on that, of course, as well. Just recently in May, we had our corporate leadership conference in Basel with 150 leaders of Siegfried from all over the network. These have been extremely productive and reassuring three days of hard work. Reassurance and providing clarity on our strategic ambitions, but of course also on building our, let's say, human network and also having fun. Alignment of all core processes, including finance, quality, supply chain management, in order to really be able to capture the synergies from having these two strong assets within our network. Another good sign also for, let's say, the softer side of the integration is that an increasing number of global functions have been transferred to Barcelona, as service hubs in the field of finance, for example, and IT. Also the first senior leaders from the two sides have assumed global responsibilities in the meantime. Really now working and speaking for the whole network, process, which will clearly continue based on the significant talent pool that we acquired together with the sites. On budget, also important, we are within the initial budget, so no change. We are within the time frame, no change there as well, despite the very complex IT carve-out. What we also did, in the course of transforming those captive manufacturing sites into true CDMO capacities, we also increased the level of cost flexibilization at both sites in order to be ready to respond to fluctuating market demands. Mission accomplished on that end. Let's now briefly reflect on what I guess all of us in different aspects and circumstances of course, but all of us experienced throughout not only the last six months, but probably more one and a half or two years, but especially during the last six months. Our ambition is that we stay focused in order to stay where we have been able to stay so far, which is ahead of the wave. A few, I mean, headlines here. COVID-19, of course, we have a continued focus on the protection of our employees. Absenteeism still is an issue, of course, because also Siegfried people get ill, and we see a higher amount of absenteeism, which leads to challenges in our production planning. So far, all our sites have been able to essentially mitigate almost all and any negative impacts for us, and for our customers. The war in Ukraine. I mean, from a Siegfried perspective, good news is that we don't have a direct exposure in terms of sales and supply to the whole region. However, this being a terrible event in the course of European history, I guess, of course, it had consequences in many instances, which also affected Siegfried. Some of the terms later, supply chain disruption, inflation, and especially energy crisis are obvious consequences from actually both COVID-19 and the war. Supply chain disruptions, and Reto talked about that. We deliberately decided to actually mitigate those risks by investing essentially is the better term in this case, investing into our inventory by stockpiling raw materials, critical raw materials, and also intermediates. That helped us to actually deliver that strong first half. We also offer internal backup solutions if desired within our global network and really can play the benefit of having huge capacity being one of the largest, especially in the drug substances, a small molecule space, one of the largest CDMO in the world. Inflation, extremely important topic, obviously, because with manufacturing costs, energy costs, personnel costs, any kind of costs actually rising significantly over the past 6-8 months. We had to respond to that in order to protect ourselves, our customers, and also our profit and loss statement, and in that sense, our ability to actually continue to invest in our future. We did that first and foremost, of course, by stringent cost control, because that is the basis so that you can go to your customers and actually ask for reasonable solutions in terms of covering cost increases. We did that successfully with many of our clients, which helped to actually protect our cash flow. We continued, of course, to work on our portfolio, which was instrumental in mitigating that impact as well. Last but not least, energy crisis, very much a European topic, where we actually side by side went through the challenges and decided upon how to reduce consumption and how to, as quickly as possible, implement changes to our energy supply and switch to alternative energy sources where possible. By doing that, we do have pretty good visibility on the individual risks of our sites and feel confident that we will be able to manage impact of energy shortages. Of course, that is somewhat limited. I mean, at a certain point in time, you will need gas to run a chemical operation, which, for example, applies to Minden. You can only go so far. In terms of preparing ourselves, taking out risks of our operations, we have gone a long way. What we do, as a further measure, of course, is to work towards a priority status of our manufacturing, of our operations in case of a heavy shortage, based on the systemic relevance of Siegfried as a manufacturer of essential pharmaceutical products. We are in good contact with essentially all relevant authorities and governments in the European countries in order to be recognized as such an operation. We will, and we talked about that before, despite all those challenges, despite, let's say, a certain amount of distraction as well, we will continue to strengthen our core by continued organic investments, and we will continue to use M&A to enter into adjacencies and beyond. The fact that we have been able to successfully integrate the two Spanish sites speaks for that. Also, the fact that we have been able to continue to invest into our manufacturing network, and I will talk to that later, are proof of this ambition and this ability, I think, that despite those distractions, we will be able to further develop our company. This is a slide that you know, so it's consistent. It states our ambition, and let's still briefly go through that. I mean, we do have a time horizon, of course. Along those time horizon, we will actually tackle different opportunities, different strategic ambitions. First and foremost, the closest in terms of timeline, is to continue to grow the existing core, to grow who we are today. That is about small molecule drug substances. It's about oral inhalation, solid dosage forms in drug products, aseptic fill-finish, and to further strengthen our integrated drug substances and drug product development services. That's gonna continue. We are also ready to add adjacencies, so to diversify into other attractive CDMO market segments, which could be large molecule formulation, particle technologies, encapsulation, drug product delivery systems, or ADCs. Probably further out, we also continuously look at opportunities in the field of antibody cell gene therapy, bio vectors, bioengineered vaccines. M&A strategy execution always on, also in turbulent times. What did it mean specifically? We might separate our activities here into three pillars, organic investments, portfolio management, and mergers and acquisitions. Organic investments going on essentially as planned. The new large-scale production plant in Minden is well underway. It's gonna be an investment of up to CHF 100 million as a whole. Of course, the project team is facing challenges in terms of delay of supply and increased prices as well, and we see that. Still, based on hard work, commitment, support, the project team in Minden together with the corporate ladies and gentlemen, has been able to so far to keep the project on track, and we will be able to inaugurate that plant in 2024 for manufacturing. Actually do the Spatenstich, don't know the English word right now, next week. This important project for our Drug Substances network is well on track despite challenges. Center of Excellence in Barcelona, another investment up to CHF 50 million, equally true. That's gonna be finished this year and ready to take on new business and to support our customers with high-value development services out of Barcelona. We added a filling line in Hameln, so aseptic fill-finish, a very attractive segment for Siegfried, and executed that project also as planned. The R&D center in Evionnaz will also be implemented and become available to support our business development activities and future growth in the small molecules drug substances part of our business, and digitalization is a topic always on. Portfolio management, I won't spend too much time on it, but myself and also Reto referred to that as one important part and root cause for our ability to not only defend our cash flow, but also expand our profitability of the overall product portfolio. M&A is a topic along the lines, along the themes just discussed. You please can take from that that we continue to create opportunities for long-term growth by adding capabilities and expanding capacities for the benefit of our customers, stakeholders, and shareholders. That leads me to the last slide. A bit looking ahead actually, Siegfried's ambition is unchanged. Consequently, deliver profitable growth by investing in the global network and executing value-adding M&A. Growth of underlying business, at least in line with the CDMO market, active portfolio management, further strengthen our operational and pricing excellence, continued investments, and M&A. That all is supposed to lead us step by step over time to further evolve as a global leader in the CDMO space, be the strongest team running the most competitive network, have critical size in all our segments, and be the most trusted partner of the pharmaceutical industry. All this culminating, and I'm happy to repeat that, in the upgraded outlook for the full year 2022, growth in net sales expected to be above 15% at constant currencies with a Core EBITDA margin in the range of the profitability of the first half of this year. With that, I thank you for your attention and actually hand over to Peter to actually guide us through the Q&A session, where we will be happy to take your questions and provide as meaningful answers to you as possible. Thank you very much.