Welcome back to our last but not least presentation before the lunch break. Douglas AG is presenting itself and it will be presented by Daphne, Czarniak, who is Director of Investor Relations, and Nicholas Essa, who is Manager, Investor Relations. Same format as all the other slots today, roughly 20 minutes of presentation, ten minutes of Q&A. Questions can be entered using the chat box on the lower right hand screen, and we will address them during the Q&A. Keeping all this in mind, Daphne. Nicholas. It's all yours. Thank you very much for the kind introduction. Thank you very much for Mwb for for having us and presenting our well, our equity story and a bit of our latest results. My name is Daphne Zuniga, and with me is Nicholas of the IR team. And we also happy to take your questions. In the end. So I'm going to capture well, like different interests. So for the people that know Douglas and for the people that do not know Douglas. So basically, let me start with the first slide. So we are the leader in the European beauty market, measured by the reach and basically by our number one omnichannel position. We have accumulated among all our markets. We are basically present. It's not on the slide, but with around 60% revenue on shops and around the other part comes from our online business. So we have more than 1900 stores within our European presence and a strong brand awareness of around 90%. So basically what we actually initiated at the. IPO was the strategy. Let it bloom. So let it bloom is actually a strategy based now on, well, three commercial pillars and one foundation. We altered the strategy towards one foundation, which is focused on supply chain optimization. And obviously some other internal topics to make our operating model more efficient and work worthy. So basically, what do we want to achieve? We want to be the number one premium beauty destination in all our markets. So basically if you search for certain product, we need to be as differentiated that we have the assortment to be the number one. Omnichannel. Beauty destination. So all of these three pillars are actually intertwined. Being distinct by your assortment, being the number one premium beauty destination. No matter which channel you actually access, it could be online and it could be in the store. But obviously we prefer both channels, but we think it's a valid model to be present in both channels. And I will talk about the one foundation further on about our supply chain optimization and further products, or further Like processes. So omnichannel, what does it actually mean? Number one, beauty destination in Europe and being present as an omnichannel premium beauty house. So basically what we want to, we want to expand as many customer journeys from the shop to online and online to the shop. And basically what we also see is that people in Germany, around 25% of people that browse online also buy in the shops. So for us, it's not only there is the migration to online, but it's also can be followed via our strong customer loyalty card data. We have, we have more than 65 million customers that have the loyalty card among Europe. And we can actually evaluate the customer journey. Adequately. So basically, in the end, what does it. How do you measure if the omnichannel business model is successful? You look at the cross sales. Which are actually in the e-commerce channel, and they're basically consists of click and collect, click and collect, express and in-store orders. And when you see that, you isolate that this services have been up 18% in the queue in the Q3. And then also, what's important, the average sales, I mean, the customer spends around €321. In within Douglas AG and the purchase frequency is 5.8 times four point. Eight times. Sorry. So basically overall, the source remain a critical touchpoint within our network. We now have around 1965 stores across Europe. And as I said before, the store is a critical touchpoint. So 75% of the customer journeys actually involve store visit. So. But at the same time, the customers embrace, obviously, the seamless shopping, which I basically talked about before. And here you can say that especially our click and collect express share has gone up like 38%. So with the overall, like omnichannel business model and the differentiation and the current presence we have, it's important that you position yourself within the categories. Obviously, fragrances has been our main category. And then the next one is skincare and makeup and hair care. But we're investing more and more attention towards haircare, which is one of our growing product segments. Why fragrances is still a very attractive segment, but nevertheless, there are different trends within the fragrances segment. On the one hand, you've got people looking for highly premium fragrances, so we are kind of the niche accelerator for fragrances. That's what we want to be. And on the other hand, you have young people that looking for an entry point and they rather buy body mass and are looking for soul. But we are focusing basically on the prestige, on the niche fragrances. That's why we want to be an accelerator in so looking at the. Ferentiation. I mean, it's just like a visualization of which brands. We have exclusivity and which brands we are having in our portfolio and how we actually successful in gaining more exclusive brands. And obviously, we also have our own corporate brands, which you don't have like here. But in the end, we have our own portfolio of our brands, meaning one, two, three, which basically covers the entire trend of creating beauty skincare, routine. Doctor Susanna von Schmiedeberg, which covers anti-aging. And we basically this plus gaining more exclusivity and exclusive brands, makes the differentiation makes us stronger within our competitive landscape. So you can see like illustrated that the exclusive brands or the just the sales within this category has gone up 15% in Q3. What I mentioned before is basically like, what's the one foundation? I mean, our one foundation basically consists of like excelling on the operating model. And basically one part of it is having a supply chain, state of the art supply chain that serves the online channel as well as the shop channel. Equally. So in the end, what do you want to have? You want to have at least the least space to use in within the shop and the most availability in the shop. So what you need is like a supply chain, like center or supply chain. We call it like basically, or six, 7OX or spread around Europe. There are clusters. They serve our cluster, our country cluster to make the products available in time. And basically like reduce obvious storage space within the stores. So overall, this transfers in the long run to better working capital management. Of obviously the improved cash generation. This is maybe if you look at Amazon, nothing special. But within our industry, this is basically like a state of the art way to, to well, run your supply chain effectively. So. Overall, what you have to keep in mind, I mean, the people that have been looking at our results. Recently have been seeing our guidance. Update and our, well, our navigation through this current market environment. So obviously, the current in beauty environment is growing, but it's driven by several markets like Southern and Central Europe. But nevertheless, there is a consumer demand and the opportunity to spend your disposable income on cosmetics, perfume is quite muted. So overall we see pressure on our gross profit margin. And we see this. Growth in sales plus around 15% adjusted EBITDA margin. And the net leverage of 3 to 3.5 times. If some of you have looked at the consensus, which we publish on the on the website as well, and will be published on the website, so basically, the consensus is in good shape as well for the current current year. And reflects it. So the equity story, what does it all sum up to? I mean, like what we want to be seen at and what makes the stock attractive is we are a leading well, omnichannel beauty house, so to speak. We have a leading market position at brand portfolio, especially like in Germany. I mean, like, and we are very much leading in the in the store field. We have the unique omnichannel business model, meaning that's the only viable model. We believe in that's going to be sustainable within the premium beauty. You have to find your operating model. You have to adjust to the trends. You have to somehow make. Your business. Grow. Profitably.