You are executing a cost-saving initiative, but a lot of these costs are being reinvested into the business. What else are you looking to implement as you move into the Amplify strategies from 2027 and beyond? What are the new initiatives that excite you the most? We brought forward PMI, so that was one of the elements that we were looking at. We are also looking at what happens vis-à-vis cash. We're looking at what we do in terms of the private market, just acknowledging the size and scale of that. Now, that's not going to be for every client. We're also looking at the fund structure that we do because necessarily private assets don't lend themselves to daily liquidity and daily pricing. We are looking at all of that component, and that will be part of the Amplify phase. We're also looking at how we use our data in a far smarter way so that we can prompt our advisors and their teams in terms of propensity models and in terms of looking at clients' portfolios and their circumstances, what might be missing from their portfolio, what kind of conversations the advisors should be having next. Not only having those conversations, also prioritizing which conversations the partnership should be having. At the moment, a partner might look through the book and make sure every client gets covered every year, and the bigger clients get covered multiple times. It will also, I think, start encouraging some advisors to look at their books and say, "Right, some of the smaller element of fund, we should possibly sell off and give to some newer advisors." Spend time focusing on a smaller segment of clients where the opportunity is larger. We've seen where advisors have done that in the past. They've often had the best year post that, where they've focused on those clients that they know and actually have done better, bigger share of wallet. Those clients have also brought in similar clients, etc., with larger funds so that business has grown. We have quite a few advisors who have built and sold and built and sold and built and sold parts of their business as they re-engineer and, I suppose, re-energize themselves every three to five years with a new cohort of clients, slightly small initially, and then rebuilding their book. What role? I mean, AI is clearly everyday discussion topic these days. I know you are a person of people's business, so perhaps not so disrupted by it. If you think about this technology that is emerging and you pair it with, for example, some of the recent regulatory changes such as targeted support, is it more of a threat? Is it more of an opportunity? Do you think you will just be able to leverage AI to increase productivity? Is there a risk that it might come against you a bit because maybe it will manage to serve maybe the lower end of the market a bit more effectively? AI is something we're keeping a very, very close eye on. There's a lot of talk about it. There's a lot of discussion. We envisage that AI at this stage and for the next few years, being able to facilitate and improve elements of the productivity, being able to streamline elements, be able to shorten cycles and processes, and simplify elements quite significantly. We think that at the more retail side of the market, we think AI can play a bigger role. We think at the higher end, people want that personal connection. It's incredibly valuable. If we look at the research that we and others have done, it says that what clients that get advice value is trusted relationship, a relationship where people feel safe. There's somebody looking after your affairs you don't need to stress about. It's the emotional side. The logical side kicks in further down the list of priorities about the investment performance, and then it's about the fees. I don't think AI is going to be able to replace that personal connection and connectivity. I think we have a little way to go for it on that side. We are keeping a very close eye on it. We constantly have teams going out to different players looking at what the latest kittens, the latest opportunities are so that we stay alive to it and understand how it might impact our business, both good and potentially on a negative side. If I have to play maybe devil's advocate with that, is there not a risk that with AI, for example, you basically delay the time when somebody decides to pick up advice, which typically is later in life, I guess end of their 40s, maybe in their 50s? If you are onboarded with a pretty good AI power, let's say D2C investing type of proposition, is there a risk that these clients might actually stay for longer on a D2C proposition before switching? Actually, interesting. The base hypothesis there is not quite right in that at the moment, we are getting a larger share than we have for many years of clients in their mid to late 30s. We're getting clients very early on, trying to actually instill the behaviors and patterns early on so that those who are based in London, when it comes time to bonus season, the advisors write with them in terms of making the most of all their kind of pensions, tax opportunities, ISAs. We're building in those good patterns and good behaviors right from the get-go. I do see an element of where more and more people are looking to AI for some element of financial advice. What's not clear is whether people are acting upon it. We all know that actually most of those kind of chat engines are really kind of scraping the website to look for various components and coming up with things closer to targeted support. If you do not provide the right information to the tool, it is not going to give you the right advice. I know the regulator is pouring all over that because they are worried about the unregulated nature of what is effectively a regulated activity. It is something I think that we are going to look at. I think it is something for the kids of some of our clients. They might be interested in playing and experiencing with some of that. We need to make sure that we are walking that journey, we are alive with it, we are embracing the technology, not running away from it. I think if we use it to facilitate, support, and embrace our advisors with technology, that will be the better outcome rather than saying it's all technology or solely the advisors. If instead, if I think about the iNetwork segment, which is where you say you want to move a bit, it looks like it goes a bit in the opposite direction, so more bespoke type of solutions. Are there any obvious low-hanging fruits there? You say you want to recruit people to change the service provided. What is the ingredient that you're missing and you need? I think what is the feedback we've had from the partnership, we had a number of roundtable discussions with a number of partners. The general feedback was one of for large complex cases, we need a better Alms concierge service to support the advisors and the clients tailor certain components. Unless we have enough capability, a bit like a fast track at the airport, the fast track route needs to be available, needs to work, needs to work smoothly. If everybody's got a queue like everybody else in the north and south components, etc., and wait with everybody else, it doesn't feel special. Some of the folk are going to then kind of move off. We were effectively looking to create a fast track route with all the various kit and capability so it feels different, it is different, it is smoother, etc. That's the component we haven't had up to now. It's creating that aspect that will be very important for the existing clients and existing advisors. Actually, it's going to be how do we retool some of the advisors to pivot more into the space and how do we encourage them to sell off or to bring in another advisor to look after some of their lower fund clients so that they have the capacity to be able to focus more on that component. I have maybe one final question and then I see if there are any questions from the audience. You are a highly cash generative business. When you announced the provision, you changed your distribution policy. You brought it down to 50% of underlying cash results, but with a component which is buyback, which is fixed, and then the rest done. A component of dividend, which is fixed, and then the rest done with buyback. It looks things are in a much better place than what they were. Just a year ago, you reversed already part of the provision. You clearly have been doing phenomenally well in terms of flows. [Foreign language] Great. Thank you very much. We're here with Christian. Christian, it's great to have you. You just had your investor update on Monday. I suggest you have a look at the slides. A lot of details around the business outlook and the guidance and targets. We want to unpack that a little bit today. I remember last year, Christian, we were here and we were discussing, can Deutsche make 10% RoTE in 2025, which is your target for this year. There was a lot of skepticism still at that time. Clearly, that skepticism has been cleared up. Now, you have a new RoTE target of 13% + by 2028. Really, it would be great to hear how the strategy has evolved, the scaling up of the Global Hausbank strategy, and how you see the 13% RoTE target, which is a medium-term target, and how should we think about Deutsche Bank's long-term targets. Thank you, Ciaran, and welcome everybody. Always great to be in this, I have to say, one of the nicest halls I know in London. Nice environment. Look, I'm really pleased with the overall development of the bank and everything. What we presented on Monday is a part of a really long-term journey for Deutsche Bank. I knew that when I took over in 2018, also when we had our first restructuring then in 2019, I knew that after the first two or three years, we can really start building the future of Deutsche Bank. We did this in 2022 when we called our strategy to become the Global Hausbank. We have made step by step over the last three years to get there. You just mentioned the 10%. I I think we are very much on track to achieve that with all the numbers which we have shown to the market. Now, it's the next evolution in the strategy. What is very important to understand, and that was key for the management when we were sitting together since May and preparing the investor day for Monday, it is clear that we have a far longer story beyond 2028. Therefore, it's an evolution of this Global Hausbank strategy. Now, we are calling it scaling at the Global Hausbank because our clients, the overall environment, really view us as their Global Hausbank, and now we can build on it. 13% or larger 13% in 2028 is another milestone only. It will go beyond that. I do believe we need to stay credible, and therefore we are doing it step by step. What makes me most confident about this plan is, to be honest, Ciaran, that we, starting in the management board, have fixed the core. Now, we can focus on that, what others have done already, and that is growth, day-by-day efficiencies, and applying a different type of discipline and management of capital. These three levers on its own, totally in our hands, will bring us to the above 13%. From that, honestly, we want to march on. Unpacking a little bit more the targets. As you mentioned, 13% RoTE by 2028, the medium target below 60% cost-income target or guidance. Are these the right numbers in your view in terms of the mix of the group, the way the group is positioned? Tell us about how you get there. You clearly have additional targets around these group targets. How do you actually get to these numbers? First of all, it's different than six years ago because, to be honest, when I presented in 2019 the strategy also in London, to be very honest, these were top-down numbers. I said, "This is the minimum we need to achieve." All that what we presented on Monday is bottom-up. We have detailed business plans for each number which we presented to 2028. I have the biggest confidence in delivering on the growth side, on the cost side, and on the capital side because I can see that for each sub-businesses, it's not only assumptions, we have the underlying plans. What we wanted to show in the environment where we are is a credible plan, but a plan where we beat and race. That's for me most important. I wanted to have a plan where year by year we are showing improvements. We know that there are lots of opportunities for us, and we want to grab them, whether it's opportunities in Germany, whether it's opportunities in Asia Pacific. We want to invest into them. We also said, and this was one thing for Raja, our new CFO, who came in, he said, "I want to see improvement year-over-year." We have planned that in a way that I think it's not only credible, but we have detailed assumptions for all of that. I do believe that actually it's rather a prudent plan because a lot of upside which we actually see, not only in the home market but also in other business and areas are not part of the plan. Therefore, I'm so confident that we achieve the larger 13%, but also that there is room for further growth actually beyond 2028. Again, it's based on a very focused growth story. We know exactly where we have opportunities to grow, where we don't have yet the market share which we should have. It is now, while having fixed the core also on the regulatory remediation side, that we can put all the focus actually on spending money in the operational efficiencies. Last but not least, making sure that every day when we deploy capital, we make sure that our hurdle rates are met. Clearly, one part of this improving RoTE and this new scaling up Global Hausbank strategy is growth. You have a hurdle rate which we estimated 13%, and you generate 40% of your business at this hurdle rate. You want to scale it up to 70% and take more share in that. Can you discuss the growth areas where you see opportunities and where you're focusing on to scale up to the 70%? It's a mix, exactly right. We call it at the end of the day the SVA methodology. Also, as a result, if you look at SVA, all three items or all three levers I'm talking about are positively paying into SVA, growing, taking costs out, and obviously allocating the capital in a smarter and more disciplined way. Now, when we think about growth, I do believe that we in particular have a better chance in the asset gathering business, whether it's in the private bank, in the asset management, but also in parts of the corporate bank. We have a tendency that we were very much focused in the private bank on the lending part, mortgage business, partially consumer finance. If you really see the environment in Europe, in particular in our home country, the biggest focus for the next 10 years is actually on the pension and investment business. That was the reason why I asked Claudio almost three years ago to come actually to the board of Deutsche Bank because he has an investment background. I do believe that the biggest chance where we can actually grow in the private bank is in this asset-light business and in making sure that our 18 million clients in Germany outside the wealth management lines, so 18 million retail clients, have access to the best investment products. 83% of the Germans, it's our most recent survey, are clearly saying that they do not believe that the state pension on itself will be sufficient for their age. They need actually a private pension. The chance for Deutsche Bank with the product delivery we have in wealth management, asset management, and in the IB for these 18 million clients is fantastic. For the first time, we have the chance to serve these 18 million clients with one platform. Postbank clients in Deutsche Bank, 14 million clients, did not have access to investment products in the past. Now, they have. If you think about what the most urgent need for these clients is, it is investment. Just there, we have an unbelievable chance to grow, and obviously, it is a capital-light. Corporate bank, the next one. In corporate bank, if you really think about what is happening, it is very much about cash management, payments, services. When you think about where we invested over the last three years, it was exactly in those areas. We fixed, again, on the regulatory side a lot, where do we want to grow in cash management on the corporate side and on the institutional management side. We actually did not grow on the institutional cash management for the last five years because we fixed the core. Now, we can do it. We have invested into programs like we come out now in 2026 with the Miles & More program with Lufthansa. It is a 10-year contract. It is 10-year annuity streams. Now, other corporates in Germany are seeing that we can offer this platform, and they are asking us whether we can work together. Again, asset-light. In this regard, we are obviously then taking down a little bit those products where from an SVA point of view, and that is the reason why we are only at 40% in the past, we have not delivered the returns. Again, Claudio started this year. We reduced mortgages in Germany, increasing the SVA. Therefore, it's a focused growth story on areas where we know we can take market share, and the environment is positive for that. At the same time, a smarter allocation of capital. Yes, you can see it very nicely in the German bank already where you're not growing risk-weighted assets and your returns are constantly improving as you're increasing the fee side. Last year, when I was here, you asked me, and actually, you challenged me for years whether we will be ever able to show a return on equity in the overall private bank of larger 10%. I told you the mid-teens digits will be there. Our target is larger 18%, and we are now already above 10%. It's above 10% is obviously not sufficient, but you see the turnaround because we started to do it right. We should maybe talk about Germany a bit more. As you have a EUR 5 billion revenue growth target between 2025 and 2028, you mentioned EUR 2 billion of that is Germany related. Clearly, how much should we think about the German stimulus as a driver of the revenue guidance? Look, the Germany story is twofold. To immediately answer your question, our Deutsche Bank research believes that Germany will grow next year with the stimulus and the changes by the government by approximately 1.5%. We didn't take that. Our assumption is actually that the GDP growth in Germany for the plan, the assumption for the plan is 1.2%, where I think, you know what, it's the right number. I think there is a good chance that we see a higher number, and that would be upside to the plan. Coming back to your question, the first thing, what we need to do better in Germany has nothing to do with any changes on the political side, on the economic side. We simply need to harvest our home market better. Are we in most of the segments the number one? Yes. I am disappointed with kind of the quality of the number one. We can be better. I'll give you one example, and therefore Fabrizio made the changes also in the leadership in the corporate bank, moving them to Germany. We have a cross-sale ratio with the top 250 German clients, corporate clients, DAX companies, MDAX companies, up to the large 50 of approximately 5x-6x. You know Germany quite well. You come to the clients where they are as international as a Siemens or Mercedes, but they are family-owned, they are mid-cap, hidden champions, but all in a revenue environment between EUR 1 billion and EUR 5 billion, but not listed. Our cross-sale ratio is unfortunately south of 5. Why? Because we have not covered that segment in the way we have covered the large ones. Therefore, we said we can be better there. What we can do for the large ones, we can do actually for that segment. That is the reason why I wanted to send the clear signal, irrespective of what is happening on the political side, we can do better in Germany. Therefore, you see that of the EUR 2 billion you are quoting, more than 50% has nothing to do with the stimulus program. It's simply the way that we are better exploiting our clients in Germany and that we are doing more business and we can do this. The external environment in this regard, Ciaran, is helping us because the clients in each and every meeting I have with the wealth management client and in particular with the CEO of a corporate client, be it a family-owned or a listed company, one of the top three questions is risk management. What they need is an international bank with a big network and investment banking products so that I can risk manage their risks. Therefore, we have a real chance with the existing clients to do more. That's number one. Number two is, of course, that we want to benefit from the stimulus program and what is happening there. I can tell you in particular in the areas of defense and infrastructure, we are seeing it. We are seeing it actually very much. In those areas where we can't do something directly because at the end of the day, it's potentially above our risk appetite, there we are working with institutions like KfW in order to channel the money which is coming from the state, leverage it with guarantees, with first-loss pieces, with other investors. There, to be honest, we are, in my view, like a spider in the net because we have worked with KfW through COVID for decades actually, and now we have the chance to leverage the stimulus program. It's actually two items. Yes, all the changes we see in Germany, but in particular, working on ourselves with new processes, a different coverage system to exploit that market better. You mentioned penetration. It really feels like you're moving to a different level of, as you say, upscale the Global Hausbanks, the penetration of the client base. Can you just talk a little bit what has in that case changed? Is it also technologies that you have a better understanding of the client demand? Is it you're more comfortable on the capital side? Is it just the perception of the bank has changed or products? Or is it all of these things together? Just to understand for the audience also what is this kind of uptake of SVA penetration? Because you were at 20% I think in 2021. Yes, we were. And 2024, you were in 25%. I think we were even below 20% in 2021. Look, it's all of that. To be very honest, if you are in a situation like we were in 2019 and 2020 where you fight your legacy assets, where you have a lot of litigation out there, when you have legal issues, regulatory remediation, to be honest, the focus of the management on the best capital allocation does not get the top priority. It is what it is. Of course, in a situation where you got seven rating upgrades from rating agencies over the last five years, your perception with clients is a much better one than before. Therefore, reputation in particular for a bank, we are a people's business. We do not have an asset like a car company. Reputation and trust is our key cornerstone, and we regained it. That is the reason why we see this momentum. If you have this momentum from the outside, you know, Ciaran, what is happening? I've been 36 years with Deutsche Bank. When I came in 1989 to Deutsche Bank, every person in this bank was proud to work for Deutsche Bank. We lost that. We lost that in the years after the financial crisis. Now, we regained it. If you see in our people survey from 2018 to 2025, the ratio of being proud again for Deutsche Bank, it goes like our profitability. We can still go higher. If you have this feel again, this dedication of the people, the passion of the people, then this is another factor why it's going better. Thirdly, the environment out there is net-net beneficiary for us because what is happening around the world is that the people are uncertain. We have a volatile situation, and that means that, again, an expertise and offering about actively risk management, our clients giving advice, super important whether you talk private, corporate, or institutional clients. There is the third thing, and we should never forget that. In this situation where the geopolitical situation is like it is, and in my view, it will not change, the call for a European alternative is bigger and bigger. The mandates we received over the last 12 months, of course, we had to do a good pitch, but also for the reason that they said, "We like the U.S. banks. They are fantastic, but we want to have for that decision a European alternative at the table," is unbelievable. That is our chance. Look at Europe, how many Global Hausbanks out of Europe you have left with the offering we have and with the network. All this together with the focus of the management now kind of freed up from the past and focusing on growth and on the active management of the bank. That is the reason why we have such a momentum, and it will not stop. It's good to see you're based on our numbers and number one, five fixed income house in the world, the biggest in Europe. We are fighting with you always. In Europe, yes, you do. You're really the top player in Europe, clearly, and globally number five based on our numbers. You're Euroclear number one. Number one. Despite those concerns, you kept the key market shares. Because we focus on that. Therefore, I think a lot of decisions, and I'm sure I've also done mistakes, but a lot of decisions we took since 2018 were the right ones. Remember 2019 when we said, "Deutsche Bank is a global debt powerhouse. Let's focus on the FIG business." People were not sure whether it works because of that focus, because we rooted the investments into that. The job Ram Nayak has done to reposition us as the number one in Europe, to make sure we are number three in Asia. For the time being, we are number seven in the U.S. We will become number five in the U.S. in the FIG business with all the focus we are putting on this. This focus was always the most important, and we did this on our strengths. Now, in the next phase of the strategy, we focus on the items I just mentioned: asset gathering, corporate bank, and I tell you, we'll see the same result. Moving to scaling the operational model has been a big thematic. What does it actually mean in practice? In that context, one question that I've asked you a lot in the past in the conference calls is about cost flexibility because you have a cost-income guidance of below 60% now by 2028. When the revenue picture changes, which is clearly also important from a multiple perspective. It means operational efficiencies or operating efficiencies means actually, in my view, two things. Number one, the investments we are doing over the next three years, plus sort of say extra investments next year where we got a lot of questions on Monday, are all hinting at two items. Number one, making the client experience better and really taking cost out of the front-to-back processes in the bank. If you now look where our investments are going, 70%-80% is going into business growth and operating efficiency. If you look back three or four years ago or two years ago, half, if not more than half, into regulatory remediation. We can now direct the investments into everything which makes us leaner or where the client is getting a better experience. If I'm talking about growing my assets and doing investment business for 80 million retail clients, your question must be immediately, "Well, Christian, you can't do that via branches in Germany because you can't cover a normal retail client one-to-one." Therefore, Claudio is getting the investments to actually establish a digital investment platform for 80 million clients, and we will be there. If you think about the next one, I told you that I want to exploit better my clients and do more business in Germany. We need to redesign the credit process for German mid-caps. A lot of investments is going into an AI-dominated credit process without changing the risk appetite for mid-caps. The time from origination to approval will be reduced in a significant way. Everything what we are now doing is actually either improving the client experience or reducing cost or actually doing both. That is where we invest. Now, to your question, of course, we can stop that. Therefore, look, we have EUR 2 billion in cash terms. We have EUR 2 billion of CTB investments every year. We have some extra investments next year. If we need, we can stop it. It's not that I'm saying I'm locked in for the next two or three years. To be honest, with the momentum we see, I do not think that I need to be in that position. Theoretically, I could do it. The nice thing is, which again, and thanks to Roger and the way we have planned it, I am not allowing a year where we are not making progress. 2026, despite the investments, will be the next year of progress in terms of RoTE. That is key for us. Maybe just to detail that out a little bit because I think there have been some questions post-investor day. Aussie returns basically is a cost upfront and the returns later, i.e., is it more of a hockey stick trajectory? In that context, can you just outline a little bit how you think about the progression of investments? Will we still look at 10% + RoTE in 2026 for the group as well despite the investments that are coming? As I said, it will be an improvement year-over-year as we are very confident that we are above 10% in 2025. You have the answer for 2026. We also said, look, we have now an opportunity, whether it is in Germany, whether it is in certain parts of asset gathering, whether it is in the advisory scheme in the capital markets business to grab business. Therefore, we want to invest. Despite the investments, clear management team to improve returns year-over-year and then even more improve it in the years 2027 and 2028. It will be a year-over-year improvement, yes. You clearly have given a cost guidance as well for 2028. Of course. For 2028, we have given a cost guidance, and we have gross efficiencies of EUR 2 billion. I think we earned the credibility. We had up to two years ago, we gave ourselves EUR 2 billion of gross efficiencies for 2025. We saw that we are better. We upgraded it to EUR 2.5 billion. We will meet the EUR 2.5 billion. Now, we again gave EUR 2 billion. You know me a bit well. Obviously, internally, I've asked for more, right? It's beat and raise. Maybe changing gears and looking at capitalistic discipline. Clearly, we talked about SVA. We talked about growth. One key area is also improving revenues to risk-weighted assets by 100 basis points by 2028. Please talk to us about what areas, where do you see the opportunities to achieve that? Yeah. Look, first of all, I think we need to, and this is really a little bit also education. We have not run the bank in the last six years based on the SVA model. Therefore, we started at the beginning of the year with the fourth quarter results in January. I talked about Deutsche Bank 3.0, and for the first time, I mentioned the word SVA. We started to sort of say informally introduce it this year, got the transparency that finance gives to the people, the transparency, how is their portfolio looking based on SVA. Hence, we have built the platform to do this now. There is a far different attention in the bank for SVA. Everybody now understands how we are driving it, and compensation will be linked to it because otherwise, I would not be consequent. Second, there are a lot of pieces in Deutsche Bank where our SVA is very positive already. We have some areas in the sub-portfolios and kind of in each and every business except asset management where we are in parts SVA negative. I gave you the example of mortgages. Therefore, we took a conscious decision to say, "Look, let's reduce mortgages in the white label area for DSL." We simply stopped it. We are not originating anymore. Could we have done it four or five years ago with the reputation we had at that point in time in our home country? No. Now, we can do it. We didn't even lose clients because of that. The next one is in the corporate bank. We have a wonderful corporate bank, but we are too heavy compared to our cash business in the trade finance business. If you compare, again, Deutsche Bank with JP Morgan, if you compare the weightings, the ratio, how big we are in trade finance versus cash, you have a better ratio. We want to change it. We want to, over time, change the ratio of how exposed are we to trade finance with the clients versus cash. We are having the discussions. The third one is pricing. Pricing is an issue, Ciaran, which we could not raise in the situation we were three years ago with our clients. Now, we can do it. Now, we are doing it, obviously, in a way that you are doing it step by step. The clients have an understanding, and I said it exactly like that in my prepared remarks on Monday, that we need to deploy our capital commercially. Now, if you have the transparency for each and every relationship manager that he can see the SVA contribution of his client, then he also knows far better what he needs to change. That is what we are doing. Mortgages in Germany, trade finance in the corporate bank, some areas in the fake financing where I think we can even do better. There are potentially certain sub-business on the edges where, at the end of the day, we might exit it completely. We are not talking openly about those, obviously. If I do not think that we can turn something sustainably around, then there are no limits, and we will do this. Last but not least, as a result of that, PB, CB, and the investment bank, all three each will increase SVA by EUR 1 billion by 2028. Yeah, around EUR 3 billion. You have a model now where you can see a client view, I assume, where you can see exactly what does a client generate across the different segments. That's exactly it. You need this management tool. Again, you can criticize us for that. We didn't have that in the past. Now, we have it. Even when you have it, you first need to do the education of your people. They need to understand the concept. We have all done that. Now, we can apply it. It's an optimization of forward. Yes. Now, looking at your capital levels, capital ratio 14% +, please talk to us about payout, which is 60% target. How should we think about the mix and progression of that? First of all, we wanted to send a signal that also with the healing of the bank, with the transformation being done, I'm always going, we are now a normal bank, that obviously we also want to put the shareholder sort of say more into the focus and also really appreciate that what our loyal shareholders have done with us. Therefore, we said, "Look, we earn more money. There is a rising profitability, and we want to actually give back more to our shareholders." Now, how does it work? A higher payout ratio, 60%. Now, from a how is it comprised? Raja said it, and I think it's right. We have seen over the last three years an increase of our dividends on an annual base by 50%. I think we will further see increases in dividends, but not potentially with another 50%. We will actually balance that with higher buybacks. Clearly, more distribution to our shareholders, but a different mix between dividends and buybacks. Dividends will increase, but most likely not after next year because we still plan to go for another 50% increase for the dividends paid in May for 2025. After that, not such a steep increase, of course, an increase, but more via buybacks. You just said it. Our guidance is 13.5%-14%. We do believe that actually with all I see, that there is a good path to be sustainably above 14% on top of the 60% payout ratio. Obviously, if we are sustainably above 14%, then there is excess capital to be distributed. It really is. It's been a quite impressive journey from where, as you said, I remember going to the U.S. marketing and all. I talked about counterparty risk of Deutsche Bank to a lot of hedge funds to 10% RoTE, which we discussed last year to now discussing 13% and above. Everything seems to come quite nicely together with a nice German stimulus on the back as a tailwind. Fourth quarter, we've talked a lot about strategy, but we should touch on fourth quarter. How should we look ahead of the fourth quarter, but also look ahead for next year? Positive. Look, one thing is clear. The fourth quarter is always, compared to the first three quarters, a bit weaker. I don't know what is happening after, what is it, after Thanksgiving. I'm always thinking in Auntie Dunkfest for Thanksgiving. Therefore, we are prudent, but we see a very nice run in asset management, private bank, corporate bank, very stable to that numbers. I think even a little bit better, in particular in asset management in the fourth quarter, but otherwise to the numbers we have seen before. As I said, on the earnings call, we had a really nice October. I think it all gives us the confidence that we deliver the larger 10%. Therefore, it gives us the operating momentum that we continue into 2026. As I said, we want to have a 2026 which is better than 2025. Hence, there is no pause. There is no transition year. Yes, we will invest a bit more, but with a clear aim also to start delivering more. Therefore, the fourth quarter is actually with all its uniqueness, like you always have in the fourth quarter, but it's a quarter which will bring us and show at the end of the year that we are above the 10% RoTE. It's another confirmation of the momentum in the bank. With that, I think we open up for questions. It's been so far quite a shy audience, I have to say. Very shy audience. There is quite a few. There's one, yeah. Thank you. Quick question on stablecoins. How do you see the competitive environment when it comes to mobility of capital impacting the balance sheet and with the profitability of banks in general? I guess extended, how high is that on your priority list, if at all? Thank you. It is on my list. It's not the number one priority, but it's clearly a priority topic. To be honest, if you see the activities we have in the corporate bank, which we have in asset management in DWS, you can see that in certain areas we are even a leader in Europe. You may have also seen the announcement that we are working together with some European and U.S. banks on a stablecoin initiative. Clearly, I think if we miss that boat, then we may have a competitive issue, and therefore, we want to position us at the forefront of this. Maybe to add, we have been doing a lot of researches comparing the different European players. I think also with your background as number one in Euroclear, you are actually coming up in our research at least quite advanced relative to most of your European peers. There are a few out there which are keeping up with you, but I have to say Europe is generally behind the U.S., but you're really keeping up in terms of most of the projects which are well advanced on your side relative to both on tokenized deposits, etc. Exactly. A lot of credit to Fabrizio and Stefan Hoops, who have both actually invested a lot of time in that. I'm speaking to my colleagues of the European banks, and as you're saying, we have with three, four other banks, we are really pushing this. I think we must be, in particular because of our number one status in Europe on the clearing side, we must be on top of that. Yeah. Any more questions? I have lots to go. There's one. Just with the sort of application of technology to your cost base, why shouldn't you deliver much more cost savings rather than on a five to 10 year view? Oh yeah, I never said that I'm not delivering more, and I never said that 60% is the end game. I try to say my first answer, we are on a journey. To be honest, look, I'm super confident that we achieve larger 13% below 60% cost-income ratio by 2028. Again, it's a milestone in a journey, and therefore, we must go further down. Technology is a great example. We had, I don't know how many discussions on application of AI, and two comments on that. Number one, again, Raja and James told us, "Look, let's go prudent with the assumptions." If I just think about how we apply cost savings in the application of AI when it comes to coding, then there are competitors out who think this will save in terms of coding cost, this will save 30%, 40%, or 50% over the next three or four years. We apply 20% because I want to beat and race. Therefore, I gave you the example that without even AI over the last three years, we came up with a EUR 2 billion efficiency, we delivered EUR 2.5 billion. That is the way I want to convince the market. I think on AI, I really do believe this is part of the upside which we introduced to you on Monday, that I think 13% or larger, 13% is the floor. One of the upside is AI, and therefore, I am so optimistic that we are better. There is more to it. It is not only AI in itself. The most important on AI, and that is what we are daily discussing with our managers, is actually the leadership on AI because I get a lot of use cases, great use cases, and saying, "Look, with AI, I can do that and that and that." You need to do the consequence management thereafter. Therefore, we decided, for instance, in research, David Folkerts-Landau said, "With AI, I can actually cover up to 50% more corporates in terms of research than before." I told him, "Either you agree with Fabrizio that we are doing it, it's good for our client relationship, or we need to discuss something else." That translation of AI into management leadership is for me the most important. I will not be the most sophisticated one in order to change the coding of Deutsche Bank. I'm not a tech, but it's my job to make sure that AI is combined with leadership. If we do this, to be honest, way more than 20% than what we have in our plan. Christian, lastly, we have talked a lot about bottom-up execution, improvement of penetration of your client base. It's a very much bottom-up driven strategy. Where do we stand on inorganic growth from your perspective in terms of either add-ons or anything else? Look, I'm of the conviction if you have, like we, the key levers in your hand, in our own hand, organically to grow to above 13% over the next three years, that gets our full priority. Now, if there is a unique opportunity in businesses where I think it's easier to do M&A, but really unique issues like wealth management, asset management, we potentially would look at it. M&A, also per Raja's presentation on Monday, if you look at the ranking, has the lowest ranking because we believe it's in our hand. If I can drive something organically, I always prefer that. It's been a pleasure, Christian. Thank you. We hope to have you here next year again to see the progress and a strategy which is really a major shift from the discussions we had last year and even especially the years before. Thank you. Thank you.