Good day, ladies and gentlemen. Welcome to the full year 2020/21 results conference call of Ypsomed. At this time, all participants are in a listen-only mode. Later, we will conduct a question-and-answer session. Instructions will follow at that time. I would like to introduce your host for today's conference, Mr. Thomas Kutt, Head of Investor Relations. Sir, the floor is yours. Thank you, Melanie. Good day, ladies and gentlemen, and thank you for joining us for our full year 2020/21 results earnings conference call. Joining me today are Simon Michel, CEO, and Niklaus Ramseier, CFO. Our press release report and presentation discussing our financial year 2020/21 performance are also available in the media and investor section of our website. With that, I will turn the call to Simon. Simon, please. Thank you, Thomas, good morning, good afternoon, ladies and gentlemen, for this presentation of our full year 2020/21 results. We will show you how robust our business model is. We are delivering product for chronically ill people independent from a pandemic, it has shown in both our business areas that the demand is still here despite of the virus. What we have done over the past 12 months is really executing on our YDS strategy while at the same time keeping more patients on YpsoPump. Now the growth, obviously, on YpsoPump side has been below our expectations simply because we have not been able to meet doctors and clinics during the pandemic time. On injection systems, we have had a very strong H1 with a slightly weaker H2. With Geopain, AstraZeneca, for instance, on Astra, several PTH launches with Pfenex, Alvogen, Mochida, ATP in Japan, and Gedeon Richter, but also UnoPen in Russia for Geropharm, just to name a few, we have been able to deliver on our pipeline, leveraging our platforms. With 17,500 Southern patients on YpsoPump, we are below our original expectations. Obviously, we wanted to reach 20,000, but nevertheless, we have used the time to progress on our technical enhancements and on our YpsoPump models which we are going to present to you later on. With on the same level as the year before, we are on the way to our midterm targets. Let me highlight a couple of elements on our strategy. As you may have seen in the annual report, we are now no longer presenting YDC and YDS separately but really reporting integrated on our four strategic initiatives, our four strategic pillars. The first one, innovation and digital health, was mainly focusing on the enhancement of YpsoPump system, integrating Dexcom CGM sensors, and making progress on our AID program. At the same time, we have been able to close the deal with Schott and Lonza for the industrialization of YpsoDose large volume injector. On a global scale, talking about affordability and access and expansion, we have been able to sign in November this very important deal for us with Eli Lilly. Eli Lilly is going to launch our pump in the U.S. market in 2022, and we are going to show you today a bit more details. We have also been able to de-risk the pump business by settling with Insulet end of last year and by divesting YpsoPump program, being leaner and more focused for our core YpsoPump activities. In our third strategic initiative, the topic around responsibility and sustainability, we have been able to enhance massively on our path towards net carbon zero. We have been signing the Science Based Targets initiative, which gives us ambitious targets to take our carbon emission out of our products, our programs, our installations, in order to eventually deliver carbon net zero to our pharma clients. We are going to show you how we do that. On the platform level and on the operational excellence level, we have expanded the capacities in Schwerin by implementing two new lines for open injectors but also implementing now the line for infusion sets, for the open infusion sets for YpsoPump. We are ready for the MDR change. As some of you may know, in Europe, today is a quite important day with MDR, the new Medical Device Regulation, going into action. Switzerland, not being part of the European Union, needed to actually move the product into the EU. We have done that on a legal perspective. We are ready. We have no interruptions at all now with this new regulation. COVID has been a special time for many of us. COVID has, of course, an effect on most companies' strategies, on most companies' way they look at their business. When you look at Ypsomed and look at COVID, it has actually enforced on our main growth drivers. Self-care, for instance, is a topic which is inherently clear, moving therapies from hospitals to home care. Self-care is getting more and more important. Digitization. Doctors want to stay into contact with their patients. More and more digitization is being accepted by patients. More and more pharma companies are seeking digital solutions to integrate their products with big data. Affordability. We have also seen that chronic diseases, although such as this virus, are obviously global topics. Chronic diseases as well, cancer, asthma, migraine, diabetes, just to name a few. These are chronic and global issues. We are able to deliver products not only to the first world but also to emerging markets, China and Southeast Asia. Supply chain, we have been able to show that our supply chain is very robust. From generating the supply from granulate for our plastic molding until educating our patients, we have not had any interruption in our supply chain during that crisis. Partnering. We have been able to sign a deal with Dexcom, to sign a deal with Eli Lilly, to sign several pharma deals without even seeing the people, which gives me confidence that we are robust in also such a special time to deliver on our promise. Let me use the time with slide six here to get a bit into more detail on how we see our strategy and what our growth drivers are and what our purpose is. I would like to start with our fourth pillar, technology platforms and operational excellence. Obviously, self-care and home care is a global need, and the growth driver here is simply these chronic conditions and the aging population. This market will stay, and this market will grow, and Ypsomed is delivering because we have these platforms in place. We are extremely efficient to put new companies, new products, new indications online onto our products, and we continue to work on lean management. We continue to work on taking costs out to stay productive and to be able to deliver such products to patients in need. How we do that? We are doing that in a responsible manner, in a sustainable, responsible manner by also taking action on the climate challenge. Paris 2050 is a duty for all of us, and also Ypsomed will do its part. Our vision is clearly to be carbon net zero on Scope 3 by 2040, and Scope 1 and 2, and I'm going to explain you that, by 2030. 10 to 20 years before Paris is obliged to deliver. Access and expansion, our third pillar. It is very important that we are not only addressing new drugs, innovators, but also biosimilars. This is sometimes a little discussion, why are you delivering products to innovators and also to biosimilars? It is our global duty to deliver to all of them and to really be a packager of modern drugs for both companies in the Western and in the emerging markets. Global access to therapy is a key purpose of Ypsomed, and we're going to deliver that also in the future. The fourth pillar, innovation and digital health. Obviously, the trend towards liquid drugs, and I've been talking to you about that before, is unstopped. More and more drugs are being delivered subcutaneously via injection. They can no longer be swallowed because the stomach would not allow to pass the molecule. This trend is ongoing, and this trend, combined with digitization, is an important growth driver for better therapy outcome. Together with digitization, we are able to take action on the behavior to actually work on the behavior of patients, I'm going to show you that, to enhance and to increase the therapy outcome. A key purpose for modern therapy and for modern medicine. If you look into our annual report, we are now following these SDGs. As you may know, there are 17 Sustainable Development Goals of the UN, and Ypsomed is actively working on 13 of them. We are looking into our four strategic areas of actions and we are measuring in all details how we are doing, how we are enhancing the quality of life of people with chronic disease. At the moment, we are delivering products to 6.4 million people with the goal to deliver products to 10 million people by 2025. A clear goal to enhance the quality of life. We are also looking at topics like gender equality, like taking care of our nature and we are measuring that. We want to become better as a company, as an organization. Because we profit off this recurring business because the growth trends of liquid drugs, the growth drivers of self-care and biosimilars are a reality, we believe in our business models. We've been using the past 12 months to improve our competitive position, especially in the area of the pump, where we need to come up to Insulet, to Tandem, and to Medtronic by making our product even higher automated. We are going to unlock the market potentials and increase shareholder value. This is why we have not been restructuring. We have not cut jobs. We have not been too scarce on spendings. We have invested CHF 143 million in R&D and capacity expansion and we have employed 110 new people. We believe in our strategies, we believe in our story and that's why we are growing. We are growing and investing in growth. This is what you see on slide nine here. We are investing not anymore so much in concrete and steel but much more in software and IT. I've been telling you that already last year but we are increasing the speed of putting more people into our company that are knowledgeable in the area of software architecture, cyber security and cloud business. Turning a company from a pure medical device manufacturer into a company that delivers successful medicine, that delivers successful therapy, of course requires new abilities. This is what we have done over the past 12 months with an extreme speed and we are going to continue that. Also next year, we are going to see a similar level of investment in the area of CHF 130 million, we are calculating, with a similar trend towards intangible assets where we invest continuously in software and IT. This graph is showing you that we have added 110 additional people with 106 of them in Switzerland. Of course, on the sales level, still resilience. I mean, 2.4% is not great. We had expected more but obviously we have not been able to put more patients on the product in Europe here. I mean, in Europe, most of the clinics have been closed to train people. This was the same situation for our other colleagues in the market like Medtronic and Tandem. It's been a very similar situation. It shows that the model is resilient and robust. I mean, every patient on YpsoPump is still ordering infusion sets, and people on our pens and OpenCheck still require them. We have not been declining. We have been stable. Delivery Systems now has clearly overtaken YDC by showing a 10% top-line growth. Let me now deepen a bit into Delivery Systems. We have shown a reliable performance on introduced products. Some of the new products that have just been launched, such as the asthma products, for instance, though, had a slightly weaker H2. Because of offices being closed in many clinics, also our pharma clients have not been able to really push those products out into the market. That's why they've seen a bit less sales in H2 versus H1. The performance though, on projects or new projects has been over our expectations. We have delivered many products for the clinics and we have been especially able to acquire a record 36 new projects in Delivery Systems. This graph is showing you how we have been growing. Roughly 11% on injection systems and 7% on contract manufacturing. That's roughly 100 million pens for pen components for Sanofi. Roughly a growth of 7% despite of negative FX effects. Pretty well done here. What we see here is that the second half 2021 has usually been slightly stronger than the half year before 2019, 2020. Obviously not where we wanted it to be. What we see now already showing in the first months of the new business year is clearly accelerating. It's accelerating both on delivering of product into the market, so commercial products, also on projects itself. We see this growth with H1 that is clearly stronger than H1 2021, and a much stronger H2 2021, 2022 as we progress into the new business year. On diabetes care side, as I mentioned, Ypsopump shows a recurring business model. I mean, infusion sets have to be changed every couple of days. This is the reason also why actually the total sets sold has been bigger than the year before, we have not been able to sell as many pumps, we definitely needed to accelerate here also on a commercial level. We have spent a seven-digit amount of money in the announcements and the commercialization of our loop program here in Europe. Really pushing the message out that Ypsomed delivers not only a naked pump, a pure pump but also a pump that talks to sensor, a pump that uses algorithms and that is bringing the closed loop to patients that want to use that. As you may have seen, we have also made an organizational change. I'm exchanging here the responsible person for diabetes care. Eberhard is going on early retirement by end of the year and we are going to strengthen here the organization also from that perspective. mylife Loop program has been progressed and obviously we spend a lot of time with our friends from Indianapolis here with Eli Lilly to progress on the U.S. market entry 2022. De-risking infusion business was also a major topic on our end. I wanted to finish the intellect topic, so get it done. Very happy here that we have been able to settle this intellect and resulting in a decent solution with $41.25 million. We have achieved a great amount that supports up on our cash position. It's less than we have explained to the market two years before but obviously we have set a bit high in order to settle on a high amount. We are really content and think it's a good deal that we did here in the end with Insulet and solving that problem and really keep that now behind us. At the same time, we have divested Ypsopump, Ypsomed program. We have sold to TecMed AG. It's a fully owned company by my father. It was a logical decision in order to take some financial burden off of Ypsomed. As you may know, Ypsopump program is a CHF 100 million investment, and I just wanted to focus our resources more on the short and near-term products and propositions and not in those long-term propositions. We have sold for CHF 30 million. We've made CHF 5 million profit on our bottom line. We have an preemption right, so we are able to sell it. If we don't want to sell it, if we leave it up to somebody else, if TecMed AG decided to sell it to somebody else, we have a 20% earn-out here. Pretty good situation for us. We are still developing it. The financials come from TecMed AG. 5.3% decline top line. As you may see here, it's mainly because of less sold pumps but also because we have sold less pen needles in the U.S. The Walmart relationship has been stopped, so we are seeking here new sources, new channels, and working on that. We have also been reducing the shifts from seven to five days in order to take care of our bottom line here in the pen needle business. Let me now move over to the EBIT bridge, showing you, explaining you how you can really compare core and core EBIT. As you may have read in the annual report, we had a small restatement, a positive restatement of CHF 400,000. The German tax authority has been paying us EUR 3.5 million for a past tax money that we have paid too much. The actual EBIT 2019/2020 is CHF 9.7 million. Now we have to take non-recurring elements, non-recurring effects out if you want to compare the last year with the year 2021. These are two elements. Number one is the impairment on the FDA, the first try to bring Ypsopump to the FDA. The CHF 3 million we have to take out. Also, there is these one-time higher licensing fees that we were able to achieve. It was a one-time effect in the business year 2019/2020. The real core EBIT, the chunk of space that we have to look at is roughly CHF 8 million. What has happened in the past year? We have grown on a bottom-line perspective with CHF 9 million on YDS, we did a pretty good job here. We have sold CHF 1 million more EBIT on YpsoPump infusion sets, lost CHF 3 million because we sold less pen needles and some less grips. We've done a bit better on Ypsotec, our metal business. Of course, now we have the full year engineering with our capacity expansion program, which leads to slightly higher amortizations of CHF 3 million. This is the actual core EBIT, how I see it, how we deliver it. When I talk to my team and I compare 2019 to 2020, I compare the eight to the 13. That's the operational delivery, what we did. Now we have those one-time effects with YpsoPump and Omnipod, which delivers us the real EBIT that we have been presenting to you, CHF 9.3 million. I hope this graph helps you to understand a bit how these results have been shaped. Outlook. Outlook for the financial year 2021/2022. We are very positive on injection systems, and we foresee again the growth of 20%. That's actually the midterm growth paths we see on a compound average. We see those 20% also over the next three, four years, really enabling us to double the business again. We came from CHF 100 million- CHF 200 million within three years, and now we want to bring it from CHF 200 million to CHF 350-ish million, CHF 400 million in the next three and a half years. This is really this progression we are making here in the injection systems business, so the own manufactured products. We are also going to catch up in pump. I'm pretty convinced that in late summer, September latest, we are going to be pretty much back to normal here in Europe. It has a lot to do with vaccinations. We see those countries where vaccinations is advanced, we see a higher pickup again on new pumps. It's pretty much linked to that. We have other countries where vaccinations is still much, much lower, like Germany, which is much behind, unfortunately. We see not yet the same uptake as we see in other countries. During the year, we will definitely see here a certain pickup. Our guidance is on a top-line level, it's a small double-digit growth, and on a bottom level, it's doubling to tripling of the operating result. Coming from CHF 9.3 in the area of CHF 20 million-CHF 30 million. It's a bit of big range, we know but we have this uncertainty here on YpsoPump. We have the uncertainty on potentially additional sales on project revenues on YDS. That's why we feel comfortable today to give you that range. Our midterm plan to reach CHF 100 billion is the same as has been before. We need now six to nine more months, obviously, because of the corona and YpsoPump situation. By 2023, 2024, we are going to reach that target. For our annual general meeting, coming up on the 30th of June, we are going to propose to the shareholders that we are able to increase the share capital at any time for the next two years by issuing a maximum of one million fully paid and registered shares in order to give us freedom. Freedom to act, freedom to accelerate on growth. We have a couple of pretty large deals in our pipeline on the device side, especially on UnoPen, but also on Ypsomed, which we just need to put us in a situation to be able to order additional manufacturing equipment. For that purpose, we need this flexibility. We also see a couple of opportunities out in the digital space. We don't necessarily need to develop everything in-house. There's a couple of ideas here but no concrete option at the moment. A couple of ideas on how we can accelerate in our digitalization plans here, especially looking at Ypsomed Delivery Systems. I'm very happy and proud to be able to propose Ms. Betül Susamis Unaran as a new Member of the Board of Directors to the annual general meeting. As of July, Betül will join our Board. She brings a great background out of digitalization. She is at the moment leading the strategy and digital team in Zur Rose Group. That's one of the major pharmacy chains here in Europe. With her background in Novartis and Ferring, she clearly understands the needs of big pharma biotech in the world of digitalization. With that, ladies and gentlemen, I would like to just take a few more minutes to dive a bit deeper into innovation and digital health, specifically into the four core pillars of our strategy. I'm starting with innovation and digital health. I show you this graph again, because it's still our plan, how we enhance our mylife YpsoPump proposition by going into loop. We launch now the Assist function that is bringing the CGM signal onto the iPhones and onto the Android phones. After summer, early winter, we are going to launch the Dose function in order to be able to bring the remote dose to patients using YpsoPump. Now, what is different to what we have told you in November is that we have decided to launch an interoperable loop solution. As you may know or still know, we have signed the Dexcom deal not only to get the access to the SDK, software development kit, for the sensor data but also to get access to the TypeZero algorithm from Virginia. Now, this TypeZero algorithm is going into a clinical study at the Imperial College, it's called the BELIEVE study, in late fall 2021. This is taking its time, and then it's taking, of course, the whole registration here with MDR in Europe. That's because we do not want to wait two years until patients on YpsoPump have access to a loop solution. We have signed a deal with a company which I would not like to name yet because of competition reasons but a solution which is at the moment being integrated, a solution that has access to our pump and that will steer our pump and deliver not only dose and suspend functions, but also enhanced hybrid closed loop functions, such as adapting the basal rate. For patients, in the end, it doesn't really matter whether the app is a mylife app and mylife logo or not, it's a loop solution. Patients can profit from this small and lightweight, beautiful pump with a pre-filled syringe, a very simple user interface, and all those nice elements that YpsoPump is delivering plus the function to loop. That's an interesting proposition we are really motivated to launch here in Europe in summer 2022. We are now also bringing on innovation side, this digitalization to the world of YDS with the clear vision of digital health, the clear vision to enhance the therapy outcomes of patients with chronic diseases. I've shown you this graph here three years ago already. It's the same situation. Non-adherence is a huge challenge for global healthcare systems because the majority of patients with chronic diseases don't take care of themselves. We have to motivate them to do better therapy. We have to change their behavior. This cannot be done if you don't see your doctor anymore. Digital solutions come into action. It is very different on why the adherence is not good. Some patients live in different environments. Some people have issues with their disease. Some people are just people and they forget, and we have to motivate them on doing a better therapy. Advanced and smart services, what does it mean for Ypsomed? Of course, we are still delivering injection devices. That's our core. In our heart, we are still a plastic molding company. We are molding 10 billion plastic parts per year. We are assembling them into devices with a high automation, large factories on a high productivity level. That's the core, and that will be the same. That's our platform strategy. Top of that now, we are delivering smart devices, add-ons, smart add-ons that are reading out the devices and send the data into the cloud through different means, via mobile phone or directly to the cloud, where the data is then aggregated, it's calculated, and it's put up in a manner that our pharma clients can do something. We want to go on further. We want actually to take action on the therapy itself by bringing solutions into the hands of patients that are enhancing their therapy on a day-to-day basis. A solution that is supporting the way patients are doing their therapy by monitoring the therapy, by asking about the pain levels, by asking about the movement issues they have in the case of rheumatoid arthritis, by gathering data through the mobile phone behavior. These mobile phones measure a lot. By implementing digital companions, digital avatars that support the behavior and takes influence on the behavior of patients to do a better therapy and to coach, of course, patients along their home care with the clear goal to increase the quality of life and reducing risks for late complications, not only in diabetes. If you do a good therapy in oncology, you may live longer. There's a big motivation that you do it, and we want to support our patients here. By this, we avoid the burden of a third burden on the healthcare system, and this is probably the main reason why this will pay off for all of us. Pharma companies in the end are going to sell more drugs because patients will be longer on the therapy. We see this as a service element that's doing good by enhancing the life of people with chronic disease but at the same time generating more revenues for our pharma clients. There's a big win-win here that Ypsomed is playing, and we are the integrator. We are the company that has the data at hand. We are pushing them in the name of the patient, obviously, into the cloud and support the patient by helping them. Ladies and gentlemen, this is Ypsomed's digital transformation. Digital transformation is not the Webex, how we talk to each other. Digital transformation is the move from pure device delivery to delivery of successful therapy. If we look in five years back, we will have been progressed on that path. Our second strategic pillar is access and expansion. Obviously, Lilly is the core that we have to deliver. This relationship is important for us. It's important because it supports us in our U.S. venture, and the relationship is crystal clear. Ypsomed is the marketing authorization holder with the FDA, obviously in a close collaboration with Lilly R&D. Lilly has a global access, a global right to promote the product in the U.S. exclusive. Lilly is going to market the product. Lilly is going to train the patients. Lilly is going to be the first one to pick up the phone when a patient calls. Ypsomed is always there with a team on the ground to support on second level and to support on the supply as the product will launch. This is the same graph we have shown you on November 29, 2020. It shows the first two product propositions with second half of 2022, the first product with the remote bolus function, mid 2023, mid-late 2023, the AID-enabled solution. Our two teams in Switzerland and in the U.S. are working closely together to deliver this proposition into Lilly's portfolio of products in order to move therapy of diabetes forward in America. We see great opportunities in access and expansion also in delivery systems. Of course, the core of it is the platform element. We profit from the drivers and the fundamental drivers I've been explaining to you in the beginning. This is why I have been able to close 36 additional projects. If you look back last year, we have been at 30-ish, the year before at 25-ish. We accelerate by putting new drugs onto our main platforms, existing platforms, and new platforms. If you look into the first month already of this new business year, the momentum is still here. We are growing and we don't see the end. More and more molecules are moving into devices. If you just look at oncology, there are over 1,000 PD/PD-X clinical studies ongoing here on this planet. This is crazy. All of them are home care. We need to prepare ourselves for more and more deals to bring liquid drugs into the hands of patients at home. This is why we are also working on the portfolio of our devices. This graph shows you nicely how we evolve from the 1 mL- 2.25 mL, higher volume open injector. We are working on the higher viscosity open injector with a stronger spring system for a very high viscous drugs that are like oil or honey. We need to have a strong support here to bring the drug into your body. If you think about larger volumes. We connect the device. The latest evolution is the sustainability by delivering products without any carbon footprint, CO2 neutral devices into the hands of our pharma clients, into the hands of our patients. I can tell you, this is a real competitive advantage we have out in the market. The third strategic pillar is platforms and operational excellence. Obviously in the core, in the heart of it, is our platform and device strategy. It is what we've been working on for the past 10 years. It proves it works. We have been able to deliver on the promise to be fast and with much smaller risks. If a customer starts with us at the first red square here, they have the option to choose from a variety of products that are tested, that are IT safe, and that are industrialized. We only go into customization programs and the time from the start, the signing of the contract into the clinic is no longer four or five years. It's halfway to one year. We go into clinic. After clinic, we go into the registration. Ypsomed is supporting its clients on this path towards market until commercial launch happens. We have been able to reduce the timelines massively from the old time. This is the Ypsomed platform strategy, and this is the reason for Ypsomed's wide success. We have changed the rule of the game by no longer selling projects, but by selling products. This is why we are growing on our platforms. We are investing in our platforms, in open injectors, in disposable devices. Now into electronic and smart devices, and the latest adding to YpsoDose. The large volume injectors we are working on at the moment with two large clients, adding two more up in this year, bringing larger volumes of drugs up to 10 mL into the body of ill people, especially in the space of oncology, where you do a therapy only once per month or every other week. Of course, YpsoPump. Ypsopump is a platform itself. The U.S. version will be slightly different, the core is identical. It's the same drive. It's the same electronics. It's just some software changes. It's a platform as well. We leverage on it also in the case of Lilly. When you look at operations, we have used this year not only to enhance on the capacity expansion in Schwerin. We have also used the year to make some changes in how we look at lean management, how we look at lean transformation. With the change in the management and production, we have now new responsibility here that takes a much closer look into the way we look at overall equipment effectiveness. We are measuring every step we are doing and we have clear ambitious targets to get rid of the waste, get rid of the scraps, to be more effective and more productive here. Not only from a cost perspective but of course because of a cost perspective, but also because of a sustainability perspective to actually be more effective and more resourceful. What we have delivered over the past 12 months, doubling the capacity for open injectors. We are going to double again over the next three years by delivering more capacity here, in the Switzerland but also especially in Schwerin, filling this large building. We see a clear plan towards 2024, 2025 to really fill this very large infrastructure and a clear way forward with planned capacities for projects in our pipeline. With that, I am coming to the last topic, the last pillar, responsibility and engagement. We have done our homework here and been analyzing the carbon footprint on the Ypsomed group level for 2019. It was very important, very interesting for us to see where this emission comes from. Interestingly, only 3% of the carbon emission comes from Scope 1 and 2. Electricity, heating, transport, traveling. It's not because of COVID. It's really a smaller part of the real carbon footprint. I mean, we have been changing a lot of the heating away from fossil fuels into reusing of the heat that we generate in the factories. We have done a lot of the homework. The large chunk of the carbon footprint that we are delivering, that we are emitting, comes from granulate and comes from new machinery, new buildings. This is where we have to work on. We have to reduce or exchange or substitute material here in the future. It's very important now that we have a clear view on what we are doing. In 2019, it has been over 110,000 tons of CO2. We have to take our share here and also be responsible. That's why we have been able to sign the SBTi, the Science Based Targets initiatives. A very strong and strict set of rules on how you progress, that you are really going to look at the challenge from a scientific perspective, that you first reduce, substitute. You think in a circular manner, that you take material back as you work with recycled material in packaging, et cetera. We are clear now. We have signed that all towards that initiative that by 2030 we will be carbon net zero in Scope 1 and 2, by 2040, also in Scope 3. On the way, obviously, we are delivering products with a smaller footprint such as the YpsoMate Zero. We're also going to launch the UnoPen Zero at a later stage. It's clear that we have to take carbon emissions out of the product. 10 to 20 years ahead of Paris Agreement 2050 goal. That is our belief, that's our promise towards our clients. The YpsoMate Zero, I'm very much convinced that this is going to change our industry. We are also going to announce in the near future a partnership with companies along the whole value chain, from glass manufacturers, from plunger manufacturers, from sealers, to deliver as an industry towards Big Pharma biotech carbon net zero products into the hands of patients. We're doing that by substituting and by offsetting. If you want to know more about our advancement in sustainability, read our annual report. We are communicating as of today in an integrated manner along those four strategic areas of actions, and no longer clearly distinct between YDS and YDC. Obviously, those are still our two segments, how we report financially. With that, ladies and gentlemen, I would like to hand back to Thomas. He sits opposite of me here in Burgdorf. Thomas, it's yours. Simon, thank you very much for this very interesting explanations and lots of information. I'm sure we have now a couple of questions. I kindly ask the operator to start the Q&A. Melanie, are you so kind? Thank you, Thomas. If you would like to ask a question, please press star 14. I repeat, star 14. We have the first question from Chris Gretler. I will open the line. Thank you, operator. Good afternoon, Simon and Thomas. Thanks for the opportunity. I have actually three questions. Maybe start first on the pipeline in injection business. Actually, the 36, could you put that into a context of the total number of projects you have, and maybe also give an indication of how many of these 36 or of the total are actually in the different phases of commercialization, either in generics or phase III or so, to get a bit of a sense there, kind of the potential is in this development project pipeline? The first one. Sure. Thank you, Chris. Good question. In total, we have at the moment roughly 100 projects in the company, 36 new ones. If you look at those 36, it's a split of roughly 50/50 between new drugs and biosimilars, with more new drugs in the auto-injectors and a bit more biosimilars in the space of UnoPen, so disposable pens. I think what is interesting to look at, if you look at those new deals, that we have an increased level of large deals. If you look back, we had an average of one to two deals, which are going to deliver CHF 10+ million peak sales. Out of the 2021, 36 projects that we have acquired, we have seven that are delivering CHF 10+ million per year revenue. The increase of size of deals has been interesting to look. If you talk about timing, obviously, it's for all of the projects pretty similar. They all move into customization program, then into clinic, and then into registration phase, and this is a four-five year path. Those 36 ones are now moving into that funnel. They are all going to customization. Some of them have longer, some of them have shorter clinical trials but they are all going through these funnels. The projects, or specifically the products that we are going to see launching in 2021 and 2022 are projects that we have acquired four-five years ago. This is how I would like to bring it into perspective. Does this help? Yeah, no, very much. Essentially, I guess there were also a few dropouts. If I look at kind of relative to the total pipeline, it is basically pretty much a third that is new. Basically, it provides certain evidence to your growth projections, I guess one can conclude here. That's very much so.[crosstalk] And we just get[crosstalk] Yeah, totally. I mean, it's very important. This gives us also this clear visibility, and this is why we are convinced to double again in the next good three years, because we understand our pipeline. You are absolutely right. I mean, obviously, there are dropouts but this is in the area of 10-ish, 10%, 12%. Out of 100, 10-15 do not make it. In this magnitude, it's pretty good calculable. If I just look at your fiscal 2022 guidance. You're saying that your own injection business should grow 20% or so. Let's say, it's now something like CHF 35 million-CHF 40 million incremental sales. Taking a 35%-40% margin on it would be like CHF 15 million-CHF 20 million in incremental operating profit, which is pretty much the low end of your guidance range that you provided. Does the guidance essentially does not include any improvement on the pump side? Is this kind of the right way to think of it? Pretty much going into this direction, we see an improvement on the pump side. Obviously by adding now more patients again, we'll definitely be reduce from 40-ish to 30-ish negatives but we still see a strong negative effect in this new year. If you look at the guidance, you guide 20% growth in injection systems. The contract business you have to actually take out. If you look at the CHF 211 million that we delivered, you have to take CHF 40-ish million out of contract business. This is roughly staying flat, right? We are at CHF 170 million. If you grow with 20%, this is what you have to take into calculation. Making your assumptions with CHF 15 million additional bottom line is pretty good. This is basically how growth comes from. As you know, we are delivering YDS. It can make bottom line over the coming three years, mainly out of delivery systems. Our goal is to reach the CHF 100 million with YDS easily and just making YDC profitable by 2023, 2024. That's our job. We reach the CHF 100 million that we are projecting. Yes, sir. Okay, just one question. I noticed in the accounts, kind of the capitalized R&D stayed high. I also noticed that there was this patent investment. Could you maybe, kind of indicate for what that was? There was another investment that took my attention, this CeQur investment. What was your assessment there? Kind of why was it so small, relatively speaking? It sounds like it is a pretty interesting technology. I was just wondering what was the thought process behind that. Thank you. I can start with the first question. Of the CHF 100, I mean, CHF 140 obviously is more than we have guided in a year ago. We have hoped to be in the range of CHF 110, CHF 120. This patent opportunity is in the space of pumps and I cannot go deeper. It basically paves the way in certain critical areas of infusion business to be safe, especially in the U.S., and it was a very important crucial investment for us to be safe and to have freedom to operate in many new areas of infusion business. This is number one. If you talk about CapEx, CHF 140 is obviously at the high end, and we still see CHF 130-ish for the current business year, mainly focusing more and more on the software development. We've known the team for 12 years and we never really believed in them until they have changed the product. They have changed from their own product into the product they've acquired from J&J, then they need to divest their assets. This CeQur patches is really a game changer for type 2 patients. I really much believe in the product. From Ypsomed perspective, it's a financial investment. Also with a private investment in them. All in all, we are a bit higher than what we show in the books here on Ypsomed's balance sheet. Really believe in the story, and I just think it's interesting also for Ypsomed to follow such a venture. It shows what is possible in America, how to access the market. By being a shareholder, also shows small shareholders it puts a topic on the agenda of the board just to look at the company, how they are doing, what they are doing. I'm very convinced that CeQur, they'll do very good with their very special new proposition in between a pen and a pump. It's really a 1.5 pen or a 0.75 pump. It's a really interesting proposition that the world of diabetes has been waiting for. Yeah. No, I would agree. Thanks for all your comments. Appreciate it. Thank you, Chris. Chris, thank you. Operator, next question, please. There are actually no more requests to speak, so I repeat how to do so. Please press star one four. Hello? Yes, dear Michael Jung, you can speak. We will hear you. Oh, okay. Sorry. Just one follow-up quickly. On the new projects you mentioned in injection systems, the 36 or maybe also in the next one, two or three years, where do you see the most dynamic environment? I guess it's oncology and I guess the seven you mentioned before on Chris' questions with 10 million-plus potential per year. I guess that many of them are actually in oncology. Is that the right way of looking at it? When you look at it in these areas, actually it's rheumatoid arthritis and psoriasis, and many of those autoimmune diseases that come first. We see a magnitude of new products that make life easier for people with those autoimmune diseases. Oncology is actually the second wave. First oncology launch or first launches we see not before 2024, 2025. Yes, you're right. In these 36, there are a couple of oncology indications involved, we see indications all over the space. In diabetes, we see new growth hormones coming quicker, more long-term growth hormones. Especially in the area of autoimmune disease. It's extremely spread. It's spread about on a wide range. The first wave now is actually RA, autoimmune diseases, second wave is oncology. Okay, thanks. Michael, obviously many oncology drugs are today available in IV solution in the hospital. This trend towards home care and self-care is really accelerating that. We are in discussions with all of the oncology players in the world that are working on reformulating the drug so that it can be put into a large volume injector, YpsoDose, or into an auto-injector, an YpsoMate. It's a global trend that we see, and we are in all those discussions and negotiations, or have especially also now closed deals that we have been reporting. Okay, thanks. There are no more questions. I hand over to Thomas. Okay. Thank you. Thank you, Melanie. Thanks, ladies and gentlemen, for your interest in Ypsomed. I think it was an interesting year, 2021. Everybody has faced challenges, and it was a challenging situation. Of course, we are confident so far and we are content with our results. Of course, we are affected. We have been affected, each segment differently, but at all. Most important, we look forward. Our strategy, our business model has been proven. It is a privilege to supply people with chronic conditions. It's a recurring business and therefore, we uphold our midterm targets. Thanks for your interest, and if you have any further questions, please feel free to contact me anytime. Thanks a lot. Stay healthy. Have a nice day. Operator, you may close all lines. Hello?