Good morning, everyone. Before we start with the official part of this presentation, we would like to thank our board of directors for extending David's and my contract ahead of schedule, allowing us to continue the execution of our long-term strategy. Let us now officially begin today's presentation with a short review of last year's performance in summarizing our key achievements in full year 2025/2026. Overall, we made strong progress on both our strategic initiatives and cost measures, which translated into improved structural cost indicators as well as a better result before and after taxes. This is laying a solid foundation for our future development. Let me highlight the key cost savings achieved in 2025/2026. Within our Zukunftsplan, we concluded more than 550 exit agreements, conducive to structurally adjust our personal cost base. We reallocate the production of the Speedmaster CX 104 to China, the launch of our low-cost country footprint in North Macedonia, and we accelerate our key digitalization initiatives. In addition, we made substantial progress in executing our strategic transformation. In that context, the following developments are particularly noteworthy. First, we further expanded our digital business, including the ramp-up of digital print through strategic partnerships with Canon and Ricoh. Second, we signed a strategic partnership agreement with Masterwork, significantly expanding the scope and depth of our collaboration beyond the previous sales cooperation. Third, we completed the integration of Polar, further enhancing our market position and operational platform by striving for further M&A, even extend our position as the leading player in our industry. Fourth, we successfully transformed Amperfied's business model from a hardware-focused player to a fully integrated solutions provider in charging technology. As most promising driver for future growth, we established a further pillar in security and defense, successfully initiating our activities in high growth and future-orientated markets. Taken together, these measures have started to improve our cost base and earnings profile, reinforcing the foundation for sustainable and profitable growth going forward. They are crucial to securing Heidelberg's long-term competitiveness. With that, I'll hand over to Volker. Thank you, Jürgen. Hello, everyone, and welcome from my side. Fiscal year 2025/26 marked a year of setting the strategic direction for Heidelberg. With mentioned key initiatives already underway and partly delivered, providing a solid foundation for our mid to long-term ambitions. Despite geopolitical tensions and the volatile macro environment, Heidelberg demonstrated resilience, delivering order intake of around EUR 2.25 billion, and a slight growth in net sales to roughly EUR 2.3 billion, with a clear improvement in momentum towards the fourth quarter. At the same time, the adjusted EBITDA margin reached out at 6.6%, affected by continuously negative currency effect and customs issues in U.S., a weaker product mix, and accelerated investments in new promising activities outside the core business. Net result improved to EUR 15 million compared to prior year. This strong performance was primarily driven by an increase in EBIT of EUR 6 million, as well as an improvement in the financial result of EUR 4 million. Furthermore, next page. Furthermore, we strengthened our balance sheet, reflected in an improved equity ratio of 27.2% and solid net financial position. In absolute terms, equity increased to EUR 568 million, supported by higher net income and favorable pension effects. Headcount decreased from 9,309 to 9,065, resulting in approximately 6% personal cost savings. Excluding the restructuring provision booked in fiscal year 2024/2025, the net impact amounts to EUR 23 million. Operationally, we delivered positive cash flow of EUR 36 million, while free cash flow of negative EUR 19 million reflects lower prepayment and restructuring. In fiscal year 2025/2026, Heidelberg continued to operate in a challenging environment with geopolitical uncertainty, including tariff discussions and the Iran conflict, weighing on customer investment behavior. Heidelberg was not immune to these market conditions and external circumstances in fiscal year 2025/2026. As a consequence, order intake came in at EUR 2.25 billion, as expected below the prior year peak with a book-to-bill ratio of 0.98. It is important to flag at that point that customers still rely on Heidelberg products and services and have not opted for other solutions in the meantime. Cancellations are and remain the exception. Summarized, underlying demand remains resilient overall, supported by our global diversification, which continues to provide revenue visibility and stability despite ongoing currency headwinds. Let me now turn to our guidance for the fiscal year and how we delivered against it. The overall performance can be described as satisfactory despite external headwinds. Net sales came in at EUR 2.293 billion, slightly above the prior year, but 2.4% below guidance due to currency effects, while at constant currency sales reached EUR 2.362 billion and were fully in line with our expectations. At the same time, adjusted EBITDA margin reached 6.6%, falling short of the guided improvement to up to 8% in a challenging environment. While operational discipline, progress in new business areas and higher earnings before and after taxes underline the continued execution of our strategy. Having discussed our performance and delivery against guidance, let me now turn to our strategy and how we are positioning Heidelberg for a promising future. For this, I hand over to David. Thank you, Volker. Hello everyone and also welcome from my side. I will start with an update on our strategy progress, focusing on strengthening our core business. In packaging, this means clearly positioning Heidelberg as an end-to-end system integrator across the value chain. It expanded beyond printing and converting into upstream and downstream processes with a strong focus on measurable customer outcomes, higher OEE, reduced downtime, and faster time to market. Packaging remains a core growth driver, supported by structural trends and our strong exposure to attractive segments such as pharma, food, labels, and luxury packaging. The key differentiator is our connected and integrated offering, enabling digitalization, traceability, and serialization. This increases customer relevance, particularly in regulated and brand-sensitive industries, and supports value-based pricing. To accelerate this transformation, we are building a strong ecosystem of partners, allowing us to expand capabilities with relatively low capital intensity and extend our reach along the full packaging chain. Building on our strength positioning as an end-to-end system integrator, the next step is how we extend this into a truly integrated ecosystem. At interpack, we demonstrated how we bring together materials, production, and logistics into seamless workflows, going well beyond traditional printing. The key enabler here is our digital layer, where we integrate capabilities such as serialization, authentication, and traceability, allowing customers to create fully transparent and data-driven packaging processes. At the same time, we are strengthening our positioning and sustainability, combining high-performance substrates with our process expertise to enable more efficient resource-saving production. All of this translates into clear customer benefits, higher automation, greater transparency, and faster end-to-end processes. Overall, this packaging business into a fully integrated, scalable, and future-ready solution offering. The print market is becoming increasingly hybrid, with shorter run lengths, more small jobs, and growing cost pressure, combined with a shortage of skilled labor. Our answer is to provide fully integrated workflows, combining offset and digital technologies, giving customers the flexibility to adapt to these changing requirements. At the same time, we are moving towards autonomous production enabled by AI-driven solutions such as Prinect Touch Free, which automatically optimizes production decisions across the entire workflow. A key pillar is our lifecycle business, where data-driven services help maximize uptime, reduce downtime, and protect customer investments. With a global service network of around 2,300 experts, we ensure high availability and increasingly expand these capabilities beyond print into adjacent industries. This transforms Heidelberg from a machinery provider into a digital service-driven solution partner with recurring revenue potential. With our Prinect Touch Free workflow software, we have achieved a milestone in the automation and AI-based optimization of production planning and control in commercial printing, including hybrid printing, which gives us a clear competitive edge in the global market. Here, we intelligently integrate various printing technologies with pre-press and post-press into a comprehensive system. This system not only controls individual steps as is typical with traditional automation, but also calculates and manages all processes autonomously. Here, we create measurable added value for our customers across the entire life cycle through connected solutions, intelligent data models, sustainable technologies, consumables and global service excellence. Let us now switch the focus from our product strategies to our international expansion plans. China recently recorded its strongest order intake in a long time. With our new targeted strategy, we will further enhance efficiency to continue growing in China. In India too, we are pursuing a dedicated initiative to further secure and strengthen our access to the market. The African countries and Vietnam are also focus markets for us. This means that we are unlocking new potential with tailored strategies. In Brazil, thanks to a strong sales and service network, we see an opportunity to capitalize on the promising market growth. Packaging printing is also a key growth driver here, fueled by rising prosperity and the increasing use of paper packaging. We are now also seeing positive trends in Mexico over many quarters, driven primarily by nearshoring. With that, let me conclude the section on our geographic expansion strategy across customers and end markets. Equally important are the geographic plans to ensure further competitiveness of Heidelberg as base for stakeholder value creation. As part of our efficiency and cost optimization strategy, we are establishing a low-cost country footprint in North Macedonia. We have created a new entity, Heidelberg Industrial Solutions, operational since beginning of 2026, starting with the assembly of post-press equipment and scalable over time. Execution is progressing quickly. Production start already in 2026 in an interim setup, while the final site is being developed with ramp up towards 2028. The location offers a very attractive cost position at China level, combined with government support for both CapEx and OpEx. Overall, this is a key lever to structurally improve our cost base and support margin expansion. Having laid a strong foundation through consistent cost optimization, we now shift our focus with full conviction to unlocking substantial growth opportunities in new markets beyond Heidelberg core business. With that, I will hand back to [Jürgen]. Thank you, David. Building on our strategic progress and the investments we have made, we align closely with the German high tech agenda, which identifies around EUR 1.7 trillion of unmet potential, and where we see attractive opportunities for Heidelberg to participate in selected high-growth areas. In AI and robotics, we already leverage strong capabilities in software and automation, including our Prinect ecosystem and process electronics. This forms scalable foundation to expand into industrial automation and AI-driven applications beyond our core markets. In climate neutral mobility, we are building on our strength in sensor-based control, industrial logistics, and connected technologies to participate in the transformation toward more sustainable and automated mobility solutions. In electric and electronics, we benefit from our engineering expertise and manufacturing capabilities here in Germany, enabling us to provide high-tech components, sensor integration, and industrial control systems. Especially Heidelberg proven skills in robotics and microelectronics are a key enabler to enter and develop in defense industry. In accordance with this high-tech agenda, we position Heidelberg as a partner for rapid industrial scaling. With HD Advanced Technologies, we are establishing a further growth pillar, leveraging our existing industrial and engineering capabilities and capacities to expand into new compelling high-tech markets. W hat sets us apart is that we don't start from scratch. About 80% of the required technologies, expertise, and capacities come directly from our core business, enabling a fast and efficient market entry, so we are ready. This is built on a broad improvement capability base from precision engineering, including casting, machining, and mechatronics, to system integration, combining sensor technology, measurement systems, and control software to electronics and software. Including power electronics and embedded development, and extending into digital monitoring and life cycle solutions such as remote services, performance optimization, and AI. What is critical is that we combine all of these into end-to-end industrial solutions, and this is exactly our USP. This enables us to take existing technologies, industrialize them, and scale them efficiently into new applications. Accordingly, we are targeting with HD AT global mega trends such as security, energy, robotics, AI, and mobility. We built a new scalable high-tech business for Heidelberg. Building on this proven operational foundation, which rely on spanning infrastructure, technology, and end-to-end capabilities, and long-standing track record, we will now highlight our latest achievements. End of July 2025, Heidelberg started its defense journey, signed the MoU with VINCORION Advanced Systems. With VINCORION as a strategic partner, Heidelberg has established a collaboration aimed at the development of industrialization and construction of energy control and distribution systems. In this way, the alliance will help boost technological sovereignty and safeguard domestic value chains. The partnership is progressing according to plan, with first revenues already generated in the full year 2025, 2026. As another important milestone, Heidelberg enters the critical sector and signed the MoU with Ondas in December 2025. The critical market we are addressing is large and supply-driven, accordingly high promising and quite attractive. Critical infrastructure is cross-sectoral and will become increasingly regulated with more than 2,000 operating sites in Germany alone. What makes this particularly compelling is that investments are non-discretionary, driven by regulation and security requirements. The market is also structurally attractive, with recurring revenues and replacement cycles creating long-term visibility. This is exactly the type of market where our capabilities create strong differentiation. In addition, demand is highly civil and defense applications, providing a high degree of resilience. Combined with strict regulatory requirements, this results in a large, stable, and scalable market environment. Overall, this represents an attractive fit for Heidelberg's system integration and industrialization capabilities. Positioning ONBERG as a one-stop shop for autonomous counter-drone solutions. A cornerstone of Heidelberg's defense strategy is ONBERG, our joint venture with Ondas established in recent months. Here we combine a leading proven drone technology with our engineering and industrialization competence to develop defense solutions addressing the European market for ensuring Europe's security. The ambition is clear: building a one-stop shop for autonomous counter-drone solutions, especially for critical infrastructure. We follow a phased approach, starting with market access and distribution, moving into localization, and ultimately industrial-scale production in Germany for Europe. From a timing perspective, we are progressing well. Approvals are on the way, and first revenues are expected towards year-end. This is a disciplined and scalable entry into a highly attractive regulated market. Expanding into new business areas requires an appropriate organizational structure. In this context, HD Advanced Technologies was established. With HDAT, we are not just participating in new markets. We are actively building a new growth business, a second engine for Heidelberg. We start from a position of strength, leveraging our existing core competencies in precision engineering, system integration, and industrialization. On this phase, we develop technology partnerships, particularly in the U.S. and Israel, giving us direct access to leading-edge innovation. Our role is to industrialize these proven technologies and bring them into scalable market-ready solutions, where Heidelberg's capabilities create real differentiation. This enables us to address attractive supply-driven markets in Europe and beyond, including security, defense, and other high-growth applications. Overall, this is a clear build-up story from core capabilities to partners to scalable industrial businesses, creating a new sustainable growth pillar for Heidelberg. Heidelberg's defense activities are not limited to partnerships and collaborations. Our proprietary UGV development highlights our strong in-house capabilities to drive and scale defense projects. Now we start the video. Yeah. At the same time, we are expanding into charging infrastructure operations and opening our service network beyond the print industry. Our subsidiary, Amperfied, operates according to its three-tier business model. One, Amperfied provides operational management services to corporate clients. This segment is growing organically by over 10% annually and generates stable cash flows. Examples of corporate clients, SAP and Siemens Energy. Second, Amperfied ensures operational management at public charging stations and logistics sites. Their focus is on maximizing availability through recurring monthly fees. Our next goal is to enter the market with our own DC product in the second half of the fiscal year. Amperfied offers services for third-party hardware. This is the third point. As many customers operate multiple brands. These activities have also already begun. Initial revenue from customers has been generated, and numerous accounts are currently in contract negotiations. Building on this strategic positioning, let me now turn to our outlook and the guidance for financial year 2026, 2027. Looking ahead to full year 2026, 2027, we see no signs of a material improvement in the economic environment and anticipate continued challenging conditions. We expect stable net sales at around prior year's level and a noticeable improvement in adjusted EBITDA margin. Our guidance is supported by three key levers: targeted regional and portfolio expansion, ongoing cost discipline, and increasing benefits from our supply. For the first time, we are also providing guidance at segment level, further increasing transparency on our business development. In Print & Packaging Equipment, we expect a noticeable decline in sales, reflecting the continued cautious investment environment. At the same time, margins are expected to increase significantly, supported by efficiency measures and structural improvements. In Digital Solutions & Lifecycle, we anticipate slight sales growth driven by our lifecycle business, with a temporary slight decline in margin due to mix effects and the ramp-up of digital business. In HEIDELBERG Technology, we expect significant growth in both sales and margin, supported by strong momentum in industrial applications such as e-mobility as well as security and defense. Overall, this segment will underline our increasing contribution from higher growth, higher margin businesses. Taking a step back to summarize the key drivers behind our outlook and midterm development. First, our dual-use strategy. Expanding into high growth, less cyclical areas through HD Advanced Technologies, makes our business more resilient and strengthens long-term growth. Second, system integration and packaging. By offering end-to-end solutions across the value chain, we clearly enhance our value proposition and differentiation. Third, efficiency and cost discipline. Increasingly supported by digitalization and AI, which will drive further savings and margin improvements over time. Together, these drivers underpin our strategy and give us confidence in delivering sustainable, profitable growth. Thank you very much for listening and looking for your questions. Thank you very much. Dear ladies and gentlemen, if you would like to ask a question and are dialed in via phone, please press star nine and the pound key to raise a question. I repeat, the combination is star nine and the pound key. If you are watching us online, please press on the dial-in button and then raise your hand to ask a question. I repeat, you will find a button with a phone symbol that says Dial-in. Please click on that and then click on the hand symbol to raise your questions. There are two ways. We are looking forward to your questions. One moment for the first one, please. The first question is from Stefan Augustin, Warburg Research. Please go ahead. Thank you very much for taking the question. The first one is quite obvious on the guidance theme. They cannot hear you. You cannot hear me? Yeah. Connection issue, I suppose. I can hear very well, Mr. Augustin. Please stay on the line. Thank you. I would suggest, dear host, could you please dial in again? There seem to be a network issue. One moment please. Please hold. Please stay on the line. We will continue in a short moment. We are trying to connect the host to the meeting. One moment please. Please hold for a little while longer. We are right back. We are back in line. Yes, we can hear you now. Could you please repeat your question? Yes, sure. I hope everybody can hear me. Yes. Good. It is actually on the guidance, you have relative targets for the respective segments, and I wonder if you can clarify a little bit what is meant with the different wordings. I mean, flat is obviously quite clear, but what is a significant or a very significant increase or improvement? This is Volker Herdin speaking. I can answer your question. We have on a flat, we have a bandwidth between 0% and 1%. We have light between 1% and 5%. Between 5% and 10%, we have basically significant and over 10% is strong or excellent. Okay. When we think about HEIDELBERG Technology, obviously we come from a quite low base. The above 10% is in absolute terms, not so much. Can you here, let's say, have a direct absolute scope? Should we look for something like rather EUR 50 million or EUR 20 million or EUR 100 million? Basically, in overall, we come back to a level, especially in Print & Packaging Equipment, back to level seen in 2024, in the business year, fiscal year 2024, 2025. On the Digital Solutions & Lifecycle, we will increase and we have a revenue growth driven dip in adjusted EBITDA margin. In HEIDELBERG Technology, we have a low to middle double-digit percent increase in sales and adjusted EBITDA impacted by [inaudible investment expenses and Heidelberg IT in a strong increase. Okay. I should expect still losses at HEIDELBERG Technology? Yeah. We will have, especially this fiscal year, high investments and high free payments for growing especially this business. Since advanced technology includes from now on Amperfied in our industry, the HEIDELBERG Industry product. Especially Amperfied, we need to scale up, and in the defense, we need to scale up. This will be also for a strong fall for cash. [However], it secures our future in the following years. I fully understand that one. Thank you. On the new production facility in Macedonia, you mentioned that this is post-press production partially. Is there relocations to be expected and is that, let's say, pointing to a one-off for the transition of, for example, Ludwigsburg, where you currently produce the post-press equipment? [So, here] Schmedding speaking. As with post-press equipment, mainly for Polar first step and some components. We are ramping up and we're building the expertise on site and maybe let's see how things are developing, of course. Idea is also to transfer also other, first of all, easier, I would say, products to the site, and afterwards, from time to time, of course, we are ramping this up to more complex products. This is the plan. All right. Thank you. Then finally, before I go back into the queue, can you give an update on how the market and the order intake has continued in China versus your last statements a couple of weeks ago? Do we still continue to see good demand? Yes. [David] Schmedding again speaking. Clear statement, yes. The trend is continuing. Luckily, the trend is pretty positive over the last weeks, and we expect also to be continued. Thank you very much. I go back in the queue. Further questions, Mr. Augustin. At the moment, I have no further questions. A little reminder, dear ladies and gentlemen, if you are dialed in via phone, please press star nine and the pound key to raise a question. If you are joining online, please press the dial-in button and then raise your hand. The next question is from Norbert Kalliwoda from Dr. Kalliwoda Research. Please over to you. Okay. Hello. Good morning. Can you hear me? Yes. Hello. Super. Thank you so much for your presentation. I have two questions. The first is, you have this software platform, Prinect. Maybe you can tell us or give us some more details about how many clients use this or how they use the cloud service or the software as a service. The second question is, you mentioned the new business will contribute with EUR 300 million sales until 2029. Do you expect the biggest share of that in 2028, 2029, or do we see still in 2026 and 2027 a relevant success? Thank you so much. First of all, answering your question on Prinect. Today we have thousands of customers using our cloud services, first of all, starting, of course, with the freemium model, with our HEIDELBERG Customer Portal, so customer portal. Customer has access to this portal, and this portal is designed so that customers can, let's say, buy additional licenses. This is the starting point. Of course, the Prinect environment, our workflow software, especially highlighting our Prinect Touch Free as a new development, connecting the different Prinect capture, different printing technologies. We have also thousands of customers paying for this on a monthly basis. Here we have only a subscription model available. Customers have to buy a subscription on a monthly basis and to pay our services. This is on Prinect and going into the future. The Touch Free topic is AI-driven. We are helping your customer to improve efficiency and effectiveness of the production workflows by automatically helping them to drive their production. The share of the sales over the next years. Of course, we have a clear target. This has been communicated in a three-year plan with the EUR 300 million on top growth coming from our new areas. This has been communicated. Of course, we are expecting also first revenues in this fiscal year. First revenues on a small scale, as Jürgen said, for the in-store business are in. For the ramp-up, of course, is part of our plan. We are still targeting all the first results to be shown in this fiscal year. Okay. Yeah. Thank you so much. Thank you very much for your questions. Dear ladies and gentlemen, last call. Please press star nine pound key now if you're dialed in or click on the dial-in button in the webcast interface. There seem no further questions to be incoming. Thank you very much, dear ladies and gentlemen. [Ah] there's a follow-up question from Stefan Augustin, Warburg Research. Please over to you again. Yes. Thank you. Thank you. Some smaller follow-ups. Can you elaborate a little bit, what is the expansion on with the Masterwork cooperation? That would be the first one. The second one is, would you give us an update on your plans for the entry into the very large format segment? Finally, should we expect from the ONBERG JV, a significant or a reasonable deterioration in the financial results? Thanks for your questions. First of all, talking about the expansion of the Masterwork cooperation, yes, last year, this is something which we have communicated, we extended the cooperation contract for 10 more years. Mainly being the distributor and also service provider for Masterwork products outside of China. We extended here also the scope of the portfolio, which is part of the cooperation, covering more of the relevant machines for the post-packaging industry. Just one example is corrugated, as just one highlight here. Of course, this is also something what we have in our pocket. This is joint development of the machine with some expertise from us to produce them at Masterwork in China. This will be somehow announced in the course of the year, we are close to the market entry. This is the first point on Masterwork. VLF, please excuse me, there is no change compared to our last communication. Of course, we are following the market developments, what was going on, as soon as we have some updates here, you will be the first ones when we communicate any news. Jürgen also speaking for ONBERG. Of course, we expect business with ONBERG. We have a very attractive booth at the ILA in Berlin, starting today. We expect an MoU to be announced tomorrow. These defense activities, they have a full pipeline and multiple opportunities, these are in development. More to come, listen tomorrow, I would say. Yes, fully understood. Just the question is that, you consolidate the JV and the financial result, and I would expect, let's say, a negative net in the JV in the first year. The question is if this is something that is off scope, we should, let's say- It's not significant. Recognize in our forecast. No, this is not significant. Yeah. Yeah. The last one, you pointed a couple of times out to more investments into HDAT. How should we think about a free cash flow in 2026, 2027? I know it's not an official guidance KPI, but I'm just curious. Right. Yeah. Basically the expansion, especially in this segment, is significant. It requires significant prepayments, it is fair to assume that investment in defense will weigh on FCF in a larger scale, leading to a negative generation next year. That is this business year. From after that business year into following years, that will then count and turn into positive profitability. All right. Thank you very much. Thank you very much for your questions. With that, we close the Q&A session, I hand the floor back over to the host. Yeah. Thank you very much, and see you soon. Bye-bye. Bye-bye.