Good morning. Good afternoon, ladies and gentlemen. Thank you for standing by. Welcome, and thank you for joining the Q2 Analyst and Investor conference call. Throughout today's recorded presentation, all participants will be in a listen-only mode. The presentation will be followed by a question-and-answer session. If you would like to ask a question, you may press star followed by one on your touchtone telephone. Please press the star key followed by zero for operator assistance. It's my pleasure, and I would like now to turn the conference over to Aldo Kamper. Please go ahead, sir. Okay. Thank you, and welcome ladies and gentlemen to our Analyst and Investor conference for the Q2 and first half of 2022. Let me present to you the highlights of the past quarter before I hand over to our CFO, Harald Nippel, who's with me here, who will run you through our financials. Before I can start with the actual presentation of our results, however, I must first address a new reporting pattern in this quarter's results. As you might recall, we have signed a sales agreement on our Business Group Automotive Cable Solutions, or in short, BG AM, in May this year. Transaction is well on track. Closing is expected in the Q4 of 2022. For this reason, BG AM is recognized as discontinued operations from the Q2 of 2022 onwards. To ensure comparability, we have stated the respective prior year figures for continuing and discontinued operations. With this important technicality out of the way, let me present to you the highlights of the Q2. Q2 sales from continuing operations were down 8.5% to EUR 933 million, mainly as a result of deconsolidation effects from other already closed disposals in our Wire & Cable Solutions division within the past twelve months, such as the BG IN that closed in the Q1 of this year. Sales in WSD, the harness business we focus on going forward, grew by 7.7% compared to the previous year. This corresponds to an organic growth of 1.8%. Including sales of EUR 380 million from discontinued BG AM operations, group sales totaled EUR 1.25 billion. EBITDA before exceptional items from continuing operations in the Q2 stabilized at EUR 40 million. We're particularly happy about the significant improvement in performance in our Wiring Systems Division, which improved its EBITDA before exceptional items from EUR 4 million to 11 million compared to the previous year's quarter. This result was driven by a good operating performance on the back of improving demand and positive effects from agreements with several major customers to compensate for costs incurred in connection with our volatile call-offs. Nevertheless, our results continue to be skewed by an inflationary environment, in particular by higher material costs. Also here, we have made significant progress and have negotiated the pass-through of such costs with many of our customers. The effect of this will increasingly show in the second half of the year. Furthermore, the effects of the Ukraine war and disruption to global supply chains remain a challenge for efficiencies in our plans. Free cash flow from continuing operations went down from last year's -EUR 21 million to -92 million, which is first of all the result of higher working capital. Free cash flow from discontinued operations at -EUR 29 million, resulting in a total group free cash flow of -EUR 121 million compared to -EUR 11 million one year ago. Let me also give you an update on the current situation of our plants in the western Ukraine. Thanks to the unwavering commitment of our Ukrainian colleagues, production in both sites remains stable. Today, and during the last months, we're able to deliver all customer call-offs for our Ukrainian plants. In parallel, we are working on the precautionary and supportive duplication of capacities in our global production network to be prepared for all situations. Shortly after the Q2, we agreed also on a refinancing plan with our syndicate banks to extend our existing financing instruments until the end of 2025. As already mentioned, this agreement is still subject to approval and full documentation. In the next step, we have now entered into constructive talks with our promissory note holders to conclude the refinancing plan and thus secure the ongoing financing beyond 2022. However, despite an encouraging overall performance in the Q2, we still have only a very limited visibility on further development of our business in the current year. The Ukraine war, material inflation and volatility, supply chain disruption, lockdowns in China remain risk factors that are difficult to assess still at this stage. Therefore, our outlook for the financial year 2022 remains unchanged from our assessment of mid-May. We continue to expect lower sales, EBIT before exceptional items and a lower free cash flow for 2022 compared to our initial guidance published on 17 February. With this, I hand over to Harald, who will take you through our financials. Thank you, Aldo, and good morning, everyone. Let us take a look on our group sales on page three. Sales from continuing operations declined by 8.5% to EUR 933 million year-on-year. This was primarily driven by deconsolidation effects of 14.8% from completed WCS disposals within the past months. Most notably, the sale of our Business Group Industrial Solutions closed in the Q1 of this year. These combined deconsolidation effects were partially offset by +3.2% copper price effects, 2.5% FX effects, and 0.7% higher organic sales in the group. The slight organic growth represents positive organic growth of 1.8% in the WSD, which was partially offset by a - 3.9% organic sales development in the remaining, now much smaller WCS operations. Please compare our solid organic growth with, in WSD with the overall flattish global car production in Q2 according to the IHS numbers. Including sales from discontinued operations, namely BG AM of EUR 318 million, our group sales in the Q2 went moderately down to EUR 1.25 billion from EUR 1.3 billion last year. Let us now turn to page four for an overview of our earnings. Our adjusted EBITDA from continuing operations, which adjusts EBITDA for non-recurring effects relating to the refinancing of the group, M&A transactions, restructuring measures, and the Ukraine war, slightly improved from EUR 13 million to 14 million compared to the previous year's quarter. This operating result from continuing operations benefited from positive effects of successful compensation agreements with customers for costs incurred in connection with their volatile call offs mainly in the Q1 of this year. These effects are reflected in others. We have also agreed on compensation for material cost inflation that will noticeably support our margins in the second half of the year. The category others, furthermore, includes positive effects in the low double-digit million EUR range from lower costs related to both the COVID pandemic and supply bottlenecks for components compared to the previous year's quarter. These positive effects were mostly offset by negative effects of EUR 24 million, resulting from material and salary inflation, as well as - EUR 5 million from deconsolidation effects of WCS disposals and - EUR 3 million from volume mix and price effects. We are placing a strong focus on compensating for cost inflation in our new strategy and performance program Value Plus, and have made agreements with several customers, which will support our margins in the second half of the year. Adjusted items in our continuing operations were EUR 13 million from M&A related costs, EUR 2 million from restructuring costs, EUR 4 million from refinancing costs, and last but not least, EUR 1 million from direct cost impact related to the Ukraine war. With total exceptional items of - EUR 20 million, our reported EBITDA from continuing operations stood at -EUR 6 million at the end of the Q2, compared to -EUR 1 million comparable prior-year basis. Including a positive reported EBITDA of EUR 4 million from discontinued operations, our reported EBITDA on a group basis reached -EUR 2 million in the Q2 of 2022, compared to EUR +25 million 12 months ago. Let us now take a look at the free cash flow development on page five. Our free cash flow from continuing operations decreased to - EUR 92 million from - EUR 21 million compared to last year's Q2. The sharp quarter-on-quarter decline you see on the right-hand side is mainly the result of a cash inflow of EUR 278 million from the sale of BG IN in the Q1 of 2022. The cash flow comparison with last year's Q2 shown in the bridge mainly shows cash outflow from the change of net working capital, driven by higher receivables, partially due to the claims which were not yet cash effective in Q2. Compared to last year's quarter, we also had a lower cash effect from factoring. The cash inflow shown in others includes advanced payments by customers for the duplication of our Ukraine plant, as well as effects from deferred taxes. The free cash flow from discontinued BG AM operations stood at -EUR 29 million in the Q2, resulting in a group free cash flow of -EUR 121 million compared to -EUR 11 million a year ago. I will now continue with a more detailed look on our division, starting with WSD on slide six. Sales in our Wiring Systems Division, which includes 100% continuing business, increased by 7.7% to EUR 879 million. This development was driven by positive copper price related effects of 3.2%, positive FX effects of 2.7%, and an organic growth of 1.8%. Overall, volumes were positive despite volatile customer call-offs as a result of ongoing disruptions in the global supply chains. On a geographical basis, sales of our WSD division in the Q2 grew by 12% each in the EMEA region as well as in the Americas. Only Asia saw a sharp 28% decline in sales compared to last year's quarter, which clearly reflects the COVID lockdowns in China. EBITDA before exceptional items in WSD improved from EUR 4 million to 11 million compared to previous year's quarter. This is the result of a slightly higher volumes as well as agreements reached with customers to compensate for higher costs caused by volatile call-offs. Negative factors were continued burdens from increased material and logistics costs, salary inflation, and persistent volatility of call-offs caused by the semiconductor crisis, the Ukraine war, and the COVID-related lockdowns in China. After exceptional items of - EUR 6 million, WSD's. Reported EBITDA reached EUR 5 million in the Q2 e xceptional items were mainly pro rata costs for refinancing, whereas EUR 1 million were related to the Ukraine war. Let us now move over to slide seven for a look in order intake of WSD. Order intake of WSD in the Q2 alone reached an expected project volume of EUR 1.3 billion, more than doubling compared to the EUR 500 million in the previous year's quarter. At the end of the first half year of 2022, our year-to-date order intake in WSD reached an expected project volume of EUR 1.7 billion compared to EUR 0.7 billion in the same period of last year. In line with our strategy and performance program, we continue to be highly selective in our order intake. Our order backlog in WSD per end of June 2022 reached an expected total project volume of EUR 22.2 billion. With this order backlog, there are e-mobility products which with an expected volume of EUR 7 billion. We are confident regarding the order intake in the second half of the year. As an example, our Langfang joint venture in China has just received a major contract of over EUR 1 billion for platform including high voltage and low voltage harnesses. Let us now continue with the WCS division on slide eight. After the signing of the sales agreement for BG AM in May, the continuing operation of our WCS division, which mainly consists out of our business group products solutions or BGPS in short, with a clear goal to complete the gradual separation from all WCS activities in the near future, we've already kicked off the sales process for BGPS in the Q2. This divestment will be the final step to fully focus on LEONI on our core business, the wiring system divisions. In the Q2, WCS sales from continuing operation came down to EUR 55 million compared to EUR 204 million 12 months ago. This change is mostly due to major changes in the consolidation scope from completed sales of several WCS units within the past 12 months, most notably, as i mentioned, the sale of BG IN closed in the Q1 of 2022. EBITDA before exceptional items in WCS from continuing operation reached EUR 3 million in the Q2 compared to EUR 10 million 12 months ago. This change is mainly the results of the lack of earnings contribution from several disposed WCS units, including BG IN. Reported EBITDA in WCS from continuing operation increased to EUR 39 million from EUR 1 million in last year's Q2. This increase is the result from the sale of our LEONI Fiber Optics units, which we closed in the Q2, as well as a profit of EUR 50 million from a group internal sale of LEONI brand from BG AM to the LEONI holding as a preparation of the carve-out. The latter effect, however, is neutralized on group level through consolidation. Sales in WCS from discontinued operation, representing BG AM, reached EUR 318 million in the Q2 compared to EUR 276 million 12 months ago. In the same period, reported EBITDA from WCS from discontinued operations decreased from EUR 26 million to now EUR 4 million. Let us now take a look at our key balance sheet items on slide nine. Before I start, though, let me also briefly elaborate how BG AM has been accounted for in the balance sheet. Here we treat BG AM in the same way as we have done so in the past for other ongoing non-completed asset disposals. This means that all assets and liabilities of BG AM have been reclassified as assets held for sale. In the balance sheet per end of the Q2, also all net financial debt items shown in this slide include all assets and liabilities held for sale. Per end of the first half year, our total equity increased to EUR 264 million compared to EUR 229 million per year-end 2021. Our equity ratio improved to 7.9% compared to 6.7% per year-end, in particular, due to the extraordinary gains. Financial leverage, which we defined by net financial debt divided by trailing 12 months EBITDA, was stable at 5.2 per end of June 2022 compared to the year-end 2021. As our net financial debt includes assets and liabilities held for sale, including those of BG AM, we are using total group EBITDA, including from discontinued operations for this comparison. Please note, in this calculation, we adjusted the trailing 12 months EBITDA as of June for the book gain of EUR 125 million from the BG IN sale in the Q1. At the end of the first half year, our total assets and liabilities were reduced by 4%, mainly as the result of the disposal of the Business Group Industrial Solutions in the Q1. I will now continue on slide 10 for a detailed look at our financial position. Total financial debt, including leasing liabilities and before deduction of cash positions, moderately reduced from EUR 1.7 billion at year end 2021 to EUR 1.66 billion at the end of the first half year 2022. As you are all aware, in the beginning of July, we have agreed on a refinancing plan with our syndicate banks to extend the financing instruments until the end of December 2025. The term sheet is still subject to final approvals and the full documentation, which is currently addressed. The refinancing plan foresees a combined capital increase from both authorized capital and the issuance of a mandatory convertible bond in a joint amount of up to 50% of LEONI's current share capital. In the second step, we have now entered into talks with the creditors of our promissory note loans, who will need to agree on this refinancing plan in order to conclude the refinancing discussions and to secure LEONI's financing until the end of 2025. The end of the first half year of 2022, our liquidity, including undrawn credit lines and cash, stood at EUR 324 million compared to EUR 372 million 12 months ago. The liquidity position includes cash of exactly EUR 200 million at the end of June. With this, I hand over back to Aldo. Thank you, Harald. Let me now talk about the topic beyond the economics of our business that is very dear to me personally, our sustainability efforts, which are laid out clearly and measurably in our recently published sustainability program called ReWire. With ReWire, we are aiming for climate neutrality by 2045 in all scopes, efficient sparing use of material and resources, as well as good working and living conditions where LEONI is located around the world. Our clear goal is to be the partner of choice in the market for resource-efficient and climate-friendly mobility, and to be an attractive employer and active buyer to communities we produce in. Following the recommendations of the Science Based Targets initiative, we have defined measurable steps on the way to achieving a 90% reduction in LEONI CO₂ emissions along the Scope 1, 2, and 3 by 2050 compared to the base year of 2021. For this, we will drastically increase the use of renewable energy. Our goals are 80% renewables by 2025 and 100% by 2030 respectively. Given the wide range of geographies we are working in, this is not always as simple in the taking. Alongside this, we will also improve our overall energy efficiency. Along Scopes 1 and 2, we will reduce our CO₂ emission by 17% until 2025, and 38% by 2030. Alongside Scope 3, we will lower emissions by 10% until 2025, and 23% by 2030. Furthermore, the company also sees great potential in increased use of recycled material in its products, building on initial successes, specifically with raw material of copper. Beyond the direct impact, we also make an impact indirectly, namely through our products. We are developing wiring systems with optimized architectures that will contribute to making e-mobility more affordable and is more accessible to a broader audience. We support the reduction of CO₂ emissions by reducing weight of our harnesses and by minimizing the energy consumption on every mile driven. ReWire also includes the issue of decent work by ensuring good working and living conditions at our facilities around the world. Against this backdrop, the sustainability program focus especially on the aspects of upskilling employees, occupational health and safety, and through social projects in the communities where LEONI staff lives. ReWire also sets a firm target for further increase of diversity and multiculturalism in the workforce and management. Let me be clear. For us, sustainability is neither a short-term trend nor an end in itself. The fight against the climate change will permanently change our environment and therefore also our core business. By initiating LEONI's development into a climate neutral automotive supplier, we're not only strengthening our long-term relationships with our customers and partners who are equally ambitious in their climate goals, it also ensures our long-term license to operate. Let us now conclude this presentation on our Q2 with my summary on slide 12. With the concluded Q2, we proved that LEONI's core business, WSD, is increasingly stabilized and able to deliver a positive operating performance, even in a very challenging environment. We again have been confronted with semiconductor shortages, direct and indirect effects from the war in Ukraine, and cost inflation. Nevertheless, WSD saw solid organic growth, and the cost compensations agreed with customers are a very important step towards stabilizing the financial performance in this volatile environment. Our good year-to-date order intake highlights the trust of our customers who count on LEONI's technology, quality, and reliability. We are currently proving the latter once again against the backdrop of the Ukraine war by being able to meet all customer call-offs without restriction despite the war, a great achievement of our Ukrainian colleagues, supported by the whole LEONI family. We have also reached an important milestone regarding the carve-out of our WCS division by signing the sale of our Business Group Automotive Cable Solutions to STARK Corporation at an attractive valuation level. In July, we have reached an agreement with the syndicate banks on a refinancing plan, and this moved one decisive step closer to securing the financing of LEONI beyond 2022. Even in the face of the current challenges, and with the refinancing ongoing, we're not losing sight of long-term issues. With our sustainability program, ReWire, we've defined clear targets to operate even more sustainable with regard to climate, resources, and people. We are constantly stabilizing LEONI by relentlessly pursuing the improvements in our core business and taking major steps in our refinancing. With all this, I'm optimistic about the mid and long-term prospects for LEONI. In the short term, our view of the further business outlook, unfortunately, remains clouded. We continue to be challenged by an exceptionally volatile environment of ongoing supplier crisis for semiconductors and other materials, strong inflationary trends, as well as the ongoing major uncertainties arising above all from the war in Ukraine. Uncertainty also continue to exist due to corona-related disruption of the global supply chains and production stoppages in the automotive industry, as is currently evident in China. In addition, the fundamentally high and recently strong fluctuating copper prices also makes the forecast difficult. As a result, our ability to forecast remains significantly impaired at present, and the forecast published on 14 March remains unchanged. We continue to expect lower sales, EBITDA before exceptional items, and a lower free cash flow for 2022 compared to our initial guidance published on 17 February. We're continuously monitoring sector-specific developments, such as production plans of auto manufacturers and the situation in Ukraine and, of course, the war specifically. We will publish a new outlook as soon as a sufficiently stable environment is in sight. With this, I thank you for your attention. Miles and i are now happy to take your questions. Ladies and gentlemen, at this time, we will begin the question-and-answer session. Anyone who wishes to ask a question may press star followed by one on their touchtone telephone. If you wish to remove yourself from the question queue, you may press star followed by two. Anyone who has a question may press star followed by one at this time. One moment for the first question, please. The first question is from Marc Tonn from Warburg Research. Please go ahead, sir. Yes, good morning, and thank you for taking my question. First one would be on the negotiation with the customers which you have. Could you give us, let's say, as much detail as possible on, let's say, where you get compensation, how this is organized, how much of this, let's say, you could also get in a retrospective way for cost increases you have already seen in the past quarters. And, let's say, perhaps some indication where the willingness to provide compensation is the highest with materials. Salary inflation also, let's say, something which may be more of an issue in the quarter ahead i s it the volatility in call off? Where do you still see the largest room where you may still want to, let's say, further negotiate any potential price increases in the future? That would basically be my question for now, and I come back with another one perhaps after this one. Okay. Yeah, thanks for your question, Mark. Yeah, let me just lay out the landscape there a bit t here are different aspects of this. I think the first was the negotiations on the reimbursement of the costs that were caused by the volatility. We struggled tremendously, and we've also seen it in our numbers in the Q1 by a very large amount of very short-term shutdown days that of course lead to significant cost because we can't fire our people if you have a shutdown for a week. Flexing is difficult in that environment, and that means that we have a significant amount of cost that we need to pass on, and that has basically been settled. We have found agreements with our customers that we found reasonable to compensate us for these shutdown costs that we had in the Q1. Of course, there are also shutdowns in the Q2 i t is a little bit less. Partly that has also already been compensated. Given the fact that we were able to get to in principle agreements on these kind of costs for the cost of the Q1, I'm also optimistic as we get the same settlements for the cost in the Q2. The second bucket that comes to mind is then the material inflation, and here also we have been making good progress, not with all customers yet, but with the majority of our customers we've reached agreements here, in a number of cases also, including indexation, so similar to copper and an automatism where material price difference are directly translated into customer price changes. In some cases, it is an agreement on how we have now come to a settlement, and we will look at it again in the next quarter, or in six months from now, to again look at what the material prices have done in the meantime and then again come to an agreement. Here we're not completely done yet with all customers, but we are in constructive dialogue i m expecting also here to settle with the remaining customers on compensation. Some of these agreements will also include retroactive aspects that basically then refund the material price increases we have seen since the beginning of this year. The topic that you raised in terms of wages, of course, the next topic on the horizon. At the moment, we mainly still have wage increases that are negotiated in the environment before the general inflation shot up so much. We do expect that wages will become a bigger topic going forward. Similar to raw material price increases, we will have to also negotiate these. Here we are at the beginning because it's like with material price increase, you first have to see the increase and then you negotiate. It will be similar on wages that we have to see what is the true picture in the next quarters or next year that we will be confronted with. Again, we'll have a similar discussion on material price increases with our customers on that as well. Then the other part that is not so much a worry that we already spoke about last quarter is the Ukrainian topic. Also here, of course, we have significant cost for duplication as well as after work different piece prices i f you make a harness not in only one location in Ukraine, but for safety reasons, you start to produce a part of that in another location as well, the piece prices are higher, as you can imagine. Here we have reached a very good understanding with our customers. We have already gotten significant monies up front for the capacity extensions that we need to do in other locations to compensate for Ukraine volumes as duplication, and also have reached our understanding on the piece prices or the contracts for the piece prices going forward. Also here we have made, I think, good progress in stabilizing this topic as well for us. Very lengthy a answer, but a lot of topics to cover i hope that helps you understand the situation. Very helpful. Thank you very much. The next question would be on the order intake at WSD, which is now, let's say, up year-over-year and let's say up at year y ou said you will still be selective. Would you, let's say, is it a general change in trend now that you're, let's say, getting a bit more back on the offensive when it comes to, let's say, revenue generation in the years ahead? Or is it just basically catching up from very low levels, which we've seen in the past years? The second question regarding, or let's say the second point regarding order intake would be- -could you give some kind of a split between, let's say, LEONI as consolidated and Langfang on the other side? Because I think you mentioned it separately for at least with regards to an expectation for what you would expect in the second half, as this is not included in revenue, the Langfang number. Right. That is, let's say, on a like-for-like basis. The question after that would be with regard to the capital hike, which you may have to do in the amount of up to EUR 132 million from 50% authorized capital. As it looks today and looking at the share price and all the volatility in the market, it may be that with 50% capital hike, EUR 132 million may not be reached. Is there any risk to the, let's say the overall agreement if this number turns out lower or is it just like if it's, let's say EUR 100 million, just to give a theoretical number, it would still be okay as long as it is 50% in terms of capital rise? Thank you. Okay. Yeah. I'll let Harald answer that last question l et me quickly talk about order intake. The order intake number for the first half year does not include Langfang. It never includes Langfang because it's a non-consolidated joint venture. There was no order intake for Langfang in the first half year i n the second half year, as Harald outlined, we just got a very large order for a large platform, and that will then also continue to fill Langfang for the years to come. As you know, that is usually good business for us. Otherwise, the order intake, I look at it similar to what you say. Yes, it is much better than last year. It also is now basically back to a normal order intake run rate, if you will. If we want to grow with the market, low single digit number, for the next years, we will need to get an order intake that is roughly in the range of our revenue. The EUR 1.7 million that we have now compared to the revenue that we're generating is roughly that number. We'll have to do something similar in the second half year to basically continue to fill our pipeline to continue this business at this size with a manageable and controlled growth going forward. I think we have a very good process now in place in being selective in the programs that we go for. We really look 18 months ahead of the programs that are coming up for a bit and have a structured process every quarter to say what are the ones that we're hunting for, which are the ones that we don't want or don't need, ones that don't fit in, or where we expect unattractive pricing levels. Through that process, we try to manage it, but it'll always be a bit chunky t hey don't just come in every month, these orders. They come in once in a while and then bigger amounts, and this quarter was a good quarter in that respect. Well, can you? We are comparing against the low levels of last year. Yeah. Which is very clear t o the second part of your question, the agreeing with the banks. The opting lenders, they basically get a preferential treatment with an additional payback of the existing loans. As you mentioned, EUR 132 million will be turning into equity. This goes hand in hand with the 50% capital increase. That could be capital increase or the issuance of a mandatory convertible bond. If the stock price level is not justifying or it's not reflecting the full EUR 132 million, this is not putting the financing solutions at risk. That is a risk of the opting lenders that will go hand in hand with the preferential initial payment at day one. Perfect. Thank you very much. You're welcome. The next question is from Akshat Kacker from JP Morgan. Please go ahead. Thank you. Akshat Kacker from JPMorgan t hree from my side, please t he first one coming back to WSD profitability. You did 1% margins in the Q2 after a negative result in the Q1, which is based on much better negotiations from your customers y ou do highlight that you expect that momentum to improve going in the second half. Is it possible to quantify what kind of margins are you thinking about in the second half for the WSD business? That's the first question i 'll follow up with other two later, please. Thank you. Well, I think you have to see the Q2 in the light of two topics. The one is that I described is a reimbursement for the costs that we had in the Q1. To some extent, the result is supported by the reimbursement of those costs that we incurred in the Q1. At the same time, I also said we have now negotiated new pricing levels with many of our customers that will help us going forward. I think in that mix, you can already see the direction that it goes. I think it is the second half w e are not giving specific guidance, so also cannot be too specific here. You have these two counteracting effects w e have some tailwinds t hat you need to consider if you look at the performance of the Q2. At the same time, we have structurally better pricing for the second half year agreed with many of our customers, so that should at least compensate the tailwinds that we had in the Q2. Thank you, Aldo. Can I just ask this probably in a different way? Is it possible to quantify the benefits that you've already received in the first half? What proportion does that make up of the full year compensation that you're expecting to get? Not fully understanding that question. For the- The total price recoveries from OEMs in the first half this year. I can understand that a lot of them are retroactive as well, but the total EUR amount probably in the cost recovery that you've already received. The topic of the cost recovery in this quarter is mainly the cost recovery for the shutdown days that we had, for the short-term shutdowns that they compensated us for, and that was a solid double-digit number. What we still have digested in the Q2 that we basically get reimbursed through better pricing going forward is the material price increase. That is still a burden in the Q2 that has not been compensated yet, but will be compensated by better prices going forward. Understood. That's very clear t hank you. The second one on working capital c an you just talk about your assumptions for the second half of the year in terms of how much inflow do you expect from the high buildup that you had in the first half? And just where are you currently on the financing of working capital? How much more room do you have on these backing facilities? Yep. If you look at the working capital, you need to understand that, especially if you compare it against the working capital of last year, that in the Q2 of last year, we had lower sales or sales going down, so we had a reduced working capital. Whereas in 2022, we have increasing working capital level, increasing sales and therefore increasing working capital level. If we look at the sales going forward, we basically see that with the Q2, we had a, let's say, call in parentheses, a normal quarter in terms of top line. We expect this normal level to continue also for the second half of the year. There's one element in addition to this. At the end of the Q2, we had the finalization of major customer reimbursement in the double-digit million EUR range, which were addressed, concluded, and also put into accounts receivables, however, not yet paid, and we expect this to go down. If I could just follow up on the factoring levels across receivables and payables, and is there more room to expand those, please? Yes. There's more room. There's a three-digit million EUR room still available for factoring. Understood. The last one on interest costs. I know negotiations with creditors of the borrower's note is still ongoing, but based on your negotiations on the RCF lines, what should we expect in terms of cash interest going forward, please? Yeah. In the past, we had the guidance that our interest rate is a low single-digit area, and we're still in the first third of a low digit interest. However, on the upper end and not on the lower end. Great. Thank you. Ladies and gentlemen, as a reminder, if you would like to ask a question, you may press star followed by one on your telephone. There are no further questions at this time, and I hand back to Aldo Kamper for closing comments. Please go ahead, sir. Thank you very much, and thank you very much for joining us today. Hope to soon see you also in person again. That would be nice. After all the COVID-related web calls that we had and telephone calls that we had, I hope that we all get out a bit more, and then again can also meet in person, have a more intensive dialogue in that way as well. Thanks for joining today, and I wish you a good further day and week. Thank you. Bye-bye. Ladies and gentlemen, the conference is now concluded, and you may disconnect your telephone. Thank you for joining, and have a pleasant day. Goodbye.