Hello, a warm welcome to everyone joining our virtual webinar on Henkel Adhesive Technologies today. I'm Leslie Iltgen, Head of Investor Relations at Henkel, and today joined by our CFO, Marco Swoboda, and Business Unit Head of Henkel Adhesive Technologies, Mark Dorn. Before handing over to Marco, please let me remind you that this event will be recorded and a replay will be made available on our Investor Relations website. Before we begin, please also take careful note of the disclaimer on page two of our presentation. With this, it is my pleasure to hand over to our CFO, Marco Swoboda. Please go ahead. Yeah, thanks a lot, Leslie, and a warm welcome to everybody on the call. Today we want to have a strong focus on Henkel Adhesive Technologies, one of our two great businesses, and have the pleasure to have Mark Dorn as Business Unit Head here with me, who gives you then all the insights. A short intro maybe now to Henkel, just in a nutshell on the full year numbers 2024. Henkel has a long history, 148 years with brands and technologies. Now, meanwhile, close to EUR 22 billion turnover in 2024, EUR 3 billion EBIT, 47,000 employees, and good sustainability credentials following a clear agenda of purposeful growth. When we now browse into the two business units, we have market-leading positions in both of the businesses where we play, and for Henkel Adhesive Technologies, you will learn more about it, but also here having very strong business in all the different segments, as well as in Consumer Brands in the markets that we are in. In terms of turnover, both business units constitute roughly half of the group, so that means for Henkel Adhesive Technologies is an EUR 11 billion business here subdivided into three divisions. What is a good reason for also investing into that business that we do like quite a lot, I must say? We lead the markets in very interesting end market areas and also shape the markets for tomorrow. It's a business that on the one hand builds on also trusted brands, but at the end it's a very customer-centric solutions that we do offer in the different SBUs that we manage. It's a business that is characterized by innovations, and also that is what brings growth, and that is how we position that business, and also we make use of sustainability, not just as it is our belief that that is an integral part of the strategy of the group, but also in Henkel Adhesive Technologies in particular, we use that as a competitive advantage, bringing sustainable solutions to our customers, and continuously investing into Henkel Adhesive Technologies, we do both organically but also inorganically. In terms of investing organically, it's interesting to note from a financial perspective, we run an asset-light business model. So it's not characterized by a lot of CapEx, it's essentially a know-how business. That's how we drive that business going forward, and Mark will allude to that in a minute. Inorganic growth also is a very important part. That's how we want to also add interesting technologies to the portfolio, for example, or also expand into geographies maybe we are not yet so strong. Integral part also of our strategy acquisitions with our criteria that we have for Henkel, there has to be a strong strategic fit, has to be financially attractive, and then for sure an availability in terms of target being accessible. With that, now handing over for the deep dive to Mark Dorn. Thank you, Marco, and thank you, Leslie. Welcome, everybody, to the wonderful world of Henkel Adhesive Technologies, and quite often a picture says more than a thousand words, and a movie shows a little bit more. So we'll start a little bit with a clip first. At Henkel Adhesive Technologies, we pioneer sustainable bonding, sealing, and coating solutions to solve customers' challenges of today and beyond. For more than 100 years, we have been shaping the industry with the broadest solution portfolio. Our in-depth industry know-how, technology expertise, and powerful brands make us the partner of choice for around 100,000 customers around the globe. With our unmatched technology portfolio, we are innovating solutions that transform the tomorrow. In our global inspiration centers, we collaborate with customers, industry partners, and academia. More than 3,000 technology experts apply our expertise to individual needs and co-develop tailored innovations, designing new products, increasing performance, and making products more sustainable. Sustainability is anchored in everything we do. We lead by example, improving our own footprint towards climate-neutral operations, and we leverage our unique value chain position to drive the sustainability transformation together with our partners. Serving over 800 industry segments, our solutions are seamlessly integrated into the details that matter. We shape the future of mobility, enable technological innovations in electronics, and develop tailored solutions for industrial markets. We help pave the way towards a circular economy in packaging and consumer goods. We enable sustainable urbanization and improve the everyday living with solutions for craftsmen, construction, and professionals, and we enhance the lifetime of our customers' products in general manufacturing and maintenance. With the best team in the industry, we are outperforming markets and drive profitable growth both organically and through attractive M&A opportunities. We are committed to creating sustainable growth and long-term value for our customers, consumers, and shareholders. At Henkel Adhesive Technologies, we make it happen. A little bit more about Henkel Adhesive Technologies and a few fun facts also to illustrate what we all do and where we are active, and also some of the segments which drive and have driven to where we are today. If you look at the top left, I mean, one out of three athletic shoes that are being produced have a Henkel adhesive solution embedded in the design and in the manufacturing process. Currently, we sell roughly four Pritt sticks every second, and if you look at the global car build rate, roughly 150 cars are being built every minute. In 140 of those, we have at least one solution that is used today, and that is driven a lot by key brands, and you've seen it also in the video, especially with Loctite, which is the biggest brand that we have overall in Henkel. However, at the same time, also other brands for Teroson in automotive, Bonderite for our metal treatment, Aquence for our water-based technologies, and Technomelt for our hot melt technologies. Brands which in the B2B world are very well known. Then we have also more B2C or B2 professional brands with Pattex, Ceresit, and Pritt, where also Loctite plays an important role. And give you some examples. If you look at a modern smartphone today, there are over 50 adhesive solutions in a smartphone. And this is not only in glass bonding front or back, but also looking especially at camera modules where we have a quite intricate complexity where with the solution that Henkel Adhesive Technologies brings to the plate, we're able to improve the performance of the final product. Also mentioned in the video, the partnership and the trusted relationship with our customers is a key part. We serve over 100,000 customers directly and indirectly, and also, there where channel partners make sense, to work trustworthy and trustful with channel partners, and also more fun fact, there's a nice YouTube video where three grams of a super glue adhesives is enough that we can pull a 200-metric-ton train, but what does that all mean and what are the reasons why we are in a market position where we are? First of all, we are shaping the industry standards for adhesive sealants and coatings, so what does it actually mean? With the position that we have in each of those technologies, we're able to work and collaborate with our customers, co-design often with our customers to shape the standards, to influence the standards in a certain way, being the expert in a lot of areas. I'll touch on that a little bit further in a couple of slides. What it means nominally, we have a market where we see with the technologies and the footprint we're active, a TAM, so total accessible market of roughly EUR 80 billion, and we see ourselves having roughly a market share of 14%. That makes us roughly at least double the size of the nearest competitor. At the same time, you can see it's a very fragmented market, and Marco also alluded that both organic and inorganic growth is an important pillar, and that's also where we do see further opportunities building on the strengths that we have in the market position and also leveraging the balance sheet that we have overall as Henkel. At the same time, we serve over 800 industries. What does that mean? For Henkel Adhesive Technologies, we're very much on one hand a chemical player, so using chemistries and chemical molecules from our suppliers, in many cases formulating, in some cases reacting into adhesive solutions and selling on the other hand then to our customers. So we bridge the know-how of the chemical world. At the same time, we have a lot of technical expertise facing the customers, facing the market. They speak the language of our customers. They speak the language of the industries in which we're active. As quite often the underlying problem that we see in aerospace, in semiconductors, in automotive or food packaging essentially are quite often similar type of questions. However, the language, the words, the testing methods can be very specific in each industry, equally the certification. And that is something where in the value chain we play a very special role. And that's why we are organized in our business by industries. We publish revenue data on the three divisions. And if we look at the three divisions, one is mobility and electronics. So here we serve not only the automotive OEMs, also the Tier 1s and sometimes down to Tier n, so including automotive components, but also a strong focus area of e-mobility. So all the plug-in BEVs play a role in this market, metal coils, so metal treatment in all types of shapes, electronics, semiconductor packaging, aerospace, also industrial assembly are all areas which are bundled in that one division. And the logic is there that there's a lot of common technology in some of the same questions that are coming, like thermal management, how to get or dissipate heat from a source to a heat sink at the same time, speaking the same language in the industry and transforming the learnings that we have. The second division, packaging consumer. Here it's a lot about food safety, food and beverage applications, but also hygiene, so especially baby diapers, for instance, feminine high care, but also sports and fashion, flexible packaging, end-of-line packaging. This is where more of the bulk of the business is taking place, and it's also a technology enabler for some of the specialty areas that we have in electronics and mobility and also in crafts and construction and professional. And for those two segments, we see ourselves clearly as a number one in the market. For the third division, crafts and construction and professional, it's a more brand-oriented, combined with technology-driven business. So here we serve the do-it-yourselfer. So if you go to a big box retailer in Europe or the U.S. where you see a lot of our brands like Loctite, OSI, GE in the U.S., or Pattex or Ceresit in Western and Eastern Europe, we serve the construction market. We also serve the engineered goods because also here we see a further industrialization of the construction segment where we can also bring know-how that we have in other areas into the advancing industrialization of construction. And then we call the professional business, which is our SME market or route to market for small and medium enterprises. Here it is primarily driven through the Loctite brand. It is also where in our maintenance, repair, and overhaul, we call that internally MRO, made acquisitions in 2023 and 2024 to strengthen the business, especially in the maintenance area of hydrocarbons and what we call pipes and piles, critical infrastructure types of topics, but also in mining operations and all types of general small and medium enterprises, and here we also have our vehicle repair and maintenance business, which leverages the know-how and the approval set we have in our automotive OEM in tier one to serve through the channel in case of repair needs, and here overall, number three in the market, and if we delineate that, it is clearly driven by construction where we are not in the top five. In the other two areas, we are clearly either number one or number two in the market, so what does that mean financially? Marco already alluded to that a little bit. In 2024, we had EUR 11 billion in sales. The three divisions are not quite equal in size, but hovering around a third. So crafts and construction and professional is 34% of the revenue of the entire business unit, packaging consumer goods with 30%, and mobility and electronics with 36%. In 2024, we achieved a good OSG of 2.4% and achieving a record EBIT for Henkel Adhesive Technologies of just north of EUR 1.8 billion and leading to an EBIT margin of 16.6%. Henkel Adhesive Technologies is truly a global business. You can see that the split between the different regions that in Europe we have 32% of our sales, followed by North America with 26%, Asia Pacific with 23%, and then Latin America with 9% and IMEA 10% equal shares in that area. And how we have achieved that and what is really a key part of our business model? As I mentioned earlier, we are the bridge between the chemical world and our customer base. What is important is looking at or creating customer value through the solutions that we bring to the market. And that is driven by several aspects. One is technology leadership. So we define our technology that we have in so-called 12 platforms. And what is important from a customer perspective, and these are all liquid adhesive solutions, that we are chemistry agnostic. What does it mean? When a customer comes with a request, we're agnostic of the specific solution. We have technologies like polyurethane, silicones, acrylic, epoxy, and you name it. We don't have a specific preference because we're also a capital-light or asset-light business, and we work a lot with our supply base to formulate the technologies as they serve best to the needs of our customers. That has the advantage that we can truly deliver the best solution for our customer regardless of what the underlying technology is. And having this so-called independence or being technology agnostic creates a great level of trust that we are not biased in a certain area when it pertains to liquid adhesives. The second pillar also on technology is very much around sustainability, how we enable sustainability, what value we play in the value chain, and how we can work with our customers to not only focus on bonding, looking forward also on how to do debonding, debonding on command to enable circularity. Overall, Adhesive Technologies, we have a very small percentage of the bill of material. However, the impact that we have with performance, enabling circularity is quite large, and that allows us also to capture the value of a certain part of the value chain as we do. The key element is to do that collaboratively and co-creating with our customers. We do a lot of design workshops. We try to understand the solutions, have quick iterations in short intervals in order to find the best solution and create the best solution for our customer, which also leads to an important aspect of our portfolio management because a lot of products have unique value propositions, and it leads to a very broad portfolio, and it's one of the key competitive advantages for us being able to handle the complexity that we have in the field, that we also look at our portfolio to identify white spaces, to also leverage the strengths that we have on a balance sheet to look into inorganic opportunities, and with the entire network we have, we have a truly global business, especially with multinationals as a customer. It doesn't matter if the requirement is in Europe, in North America, Asia. We're able to serve in the same way across all these different geographies. We have 6,500 customer market-facing experts that can help and advise our customers in their day-to-day needs. We have a global supply chain primarily producing in the region for the region with an ability and capability to transfer formulation and technologies between the different regions to serve the needs of our customers. And this is also enabled by our global research and development network where, with our inspiration centers, we're able to co-create with our customers in the different areas. Focusing a little bit more on innovation, for us, innovation excellence is a key pillar to drive innovation and to fuel our growth. On the left, you see the five megatrends: sustainability, mobility, connectivity, digitalization, and urbanization, which I think are well-known, and they're driving certain aspects. In the lower part of this triangle, you see the core technology portfolio. Here we invest in our first-class R&D infrastructure. We look at accelerating time to market where we use automated and digitalization tools. We invest in artificial intelligence to drive both efficiency and effectiveness. Then in the middle pillar, we look at new technology platforms. How do we develop the next generation of product? How do we work with our customers and collaborate with the entire ecosystem to create new solutions, which are the superstar products of tomorrow? And the tip of the pyramid is really looking at what could be different business models, where could we have new businesses, automated data-enabled services where we have Loctite Pulse as an example, which we're starting to scale now. And all those three components, with focusing on the core, maintaining the competitiveness, investing continuously in R&D there, and then creating a broader and more differentiated portfolio on the top of the pyramid, are key components. And we do that on a truly global scale. We just had our inauguration of our inspiration center in Shanghai two weeks ago, where we have an offspring of our main inspiration center here in Düsseldorf. We are nearing completion of our inspiration center in Brazil, in the outskirts of São Paulo. And with various centers that we have, we have over 3,000 R&D experts. We spend over EUR 300 million in R&D. And if we look at the new products introduced over the last five years, that represents roughly a quarter of the revenue that we generate. And as I mentioned earlier, that translates roughly or is driven by the 12 technology platforms that we have. And for us, continuously investing in R&D and also doing it in a very differentiated manner because some of the segments that we have, like electronics, require a significantly higher spend in R&D than more mature industries in packaging or consumer adhesives. I already touched on the unique position that we have in the value chain. And I think this is really important for us that all three pillars that you see here are working together and are an intrinsic part of our business model. So I start out on the left, which starts with design and R&D, that we are involved early on in the design and R&D phase of our customers. What is the problem? What problem are they trying to solve? How can we potentially start off with a digital twin? How do we simulate and use FEA, so finite element analysis, to design a solution which is driven also on the expertise of the data cards that we have before anybody ever touching a product in the lab? Once we formulate a product and we have targets on which we work on, we go into testing. And the testing part has two components. Not only the typical lab simulation that we have, it's also at the same time where we in our inspiration centers can mimic the industrial processes of our customers and replicate that at a similar scale. And we use the same equipment that our customers use in an even larger scale. That means that the data points that we generate are easily validated and correlate quite well to what our customers find. So that also enables us a faster speed to market and also continues to deliver trust between our customers and ourselves. And the third part is then bringing that all to life, being able to produce the product that we've designed and then successfully tested and being able to produce them where our customers ideally need them and also ramping up. And we follow our customers, which is also driven by the capital-light product. And we've seen this now also in some of our businesses where there are, through the overall geopolitical situations, some value chains moving some of their manufacturing bases where we're in a very good position to follow our customers or go alongside with our customers to produce where those products are needed. And besides the core, we also look at adjacencies. And if we look at Adhesive Technologies today, it has a decades-long tradition of M&A. So we want to look both in the core to say that is something where we do see either geographic white spots or where we see technologies where we are not as strong as we'd like to be. We're also looking at adjacencies to say what are technology and markets that we don't serve today, also what is familiar as a business model to us. If we look at the priorities, we look at what's the strategic fit, what's the financial fit, and also from an integration feasibility to say what is the cultural fit and the organizational compatibility. If we look over the track record over the last three, four decades, Adhesive Technologies has been built a lot through acquisitions. Loctite, as the most iconic brand, has been acquired, but also Teroson, which is a key of our automotive business, was a key acquisition. Also our thermal management and electronics business has been acquired. National Starch was a key enabler. And more recently with Critica Infrastructure, Seal for Life, and GE bolting on specific businesses which drive exceptional value for us. The next part is also very much around, excuse me, sustainability. And that is something which is near and dear to the heart of Henkel overall. We were the first company to publish a sustainability report in the German DAX, and it's also something in the entire DNA of our organization. And also here, with a similar part of the role that we play in the value chain that we can design, we can test and produce, sustainability is becoming an ever-important part. What is also important here is that sustainability in itself has a limited value for our customers. It is a sustainability combined with the innovation that creates a lot of value and that, in our view, differentiate ourselves and gives us a USP with our customers, so what we try to enable is, first of all, emission reductions directly and also material efficiency, and in the video, you saw that Scope 1, 2 on our own operations, and we are on a very good path, as also outlined in the early introductory slide of what also for the Henkel Group we have achieved in CO2 emissions, and we are on path to be net zero for Scope 1 and 2 by 2030. We look at beyond that time frame. We have committed as Henkel overall SBTi targets until 2045, and the main driver there is Scope 3. Here we leverage the position, our value chain, to say what can we do with our suppliers, getting the measurement and the data in place to have a clear baseline, and then working with our customers to determine and calculate their carbon footprint. Then what can we do from a design capability to help our customers and collaborating with our suppliers to enable circularity, to enable debonding on command, also have compatibility with recycling because that can be sometimes detrimental for certain value chains like pyrolysis and catalyst damages. The third part is on chemical safety, that with chemicals under discussion, that we're clear on what products we want to phase out. Also, when we design new products, that we design with intent and that we know what type of advantages the different molecules have. If we look at that today, roughly 20% of the sales today already have a positive contribution either in areas climate, circularity, safety, and nature. This can be bio-based polyurethane system for smartphone applications. This can be enabling debonding also in electronics. We're working heavily and intensively with automotive OEMs and Tier 1 suppliers on debonding on command. These are quite advanced technologies where our know-how on sustainability and our unique role in the value chain help us to drive value for our customers. Putting that all together, and what does it mean for our midterm financial ambition? Adhesive Technologies, we focus our investing into high-growth segments. We have a broad portfolio in the industry, and we're leveraging our technology and the value chain position with our customers to really drive an organic sales growth in the midterm of 3%-5%, and also then resulting into an EBIT plan and ambition of the high teens, and that also enabled by continuously investing into innovation and also leading the sustainability transformation and the megatrends that we see there, and that is where we as Henkel Technologies believe that we have a unique position overall. With that, I would hand over back to Marco. Yeah, thanks a lot, Mark, and indeed, coming back to Henkel's midterm financial ambition as a whole and just in a nutshell, we strive for creating long-term shareholder value, and we do that with our strong businesses that have leading positions in the markets where we play. We have superior technologies in both of the businesses, also driving the business with iconic brands. As a group, we have a strong financial foundation. That brings me to our defined midterm financial ambition. For the group, we strive for 3-4% organic sales growth and adjusted EBIT margin of around 16% and an adjusted EPS growth, mid- to high-single-digit% growth at constant currencies, including M&A, and that should also cater for continued free cash flow expansion. With that, maybe handing over to Leslie for then the final summary. Thank you very much. Thanks, Marco. Thanks, Mark, for being here with us today and for this deep dive into adhesive technologies. Always interesting. With that, we would like to close today's presentation. Thank you very much for your attention.