Hello, I'm Andreas Pabst, CFO of WashTec, and I warmly welcome you. Thanks for tuning into WashTec's second capital markets webcast. After we got very good feedback following our first webcast in July, we decided to move on with this format and give you a deeper insight into our business from different angles, not only focusing on pure financial figures, but also giving a little bit more flavor on how our business works and why it is so resilient and why it is in a pretty good condition. With me today, I have my board colleague, CEO and CTO, Michael Drolshagen, and our Manager for the Business Line Consumables, Juergen Ankner. We will guide you through today's agenda. First, I will give a short introduction and explain why we have chosen the topics for today. After that, Juergen will give you a deep dive into our consumable business in Europe. This will be followed by Michael explaining in detail how our different efficiency programs will boost our EBIT margin in the next years. Of course, at the very end, we will answer all the questions you might have. I would like to start my introduction with a short recap about our midterm financial targets, meaning what do we want to achieve until 2027. First, we want to grow top line on 5% on annual average. In the first nine months of 2025, we delivered. Revenue grew by 7.2%. Secondly, we are aiming for an EBIT margin of 12%-14% in 2027. In the third quarter of 2025, we already had 11.8% EBIT margin. As a third very important financial KPI, we want to drive our free cash flow to a range of EUR 40 million-EUR 50 million per year. Also here, we are developing well. Our free cash flow for the first nine months of 2025 exceeds prior year's figures by 11.2%. Finally, we look sharply at return on capital employed. The target for 2027 is more than 28%. In September 2025, we are already standing at 25.7%. After nine months in 2025, we are really on the right path to achieve our targets. There is still a way to go. Today, we want to explain to you a little bit more how we will reach our targets. Now, let's dive a little deeper into our expectations about revenue development. Overall, we want to grow 5% in average per year. We also want to increase our portion of recurring revenues, meaning sales from service and consumables, from 38% in 2022 to around about 50% in 2027. In other words, we expect that revenue streams with service and consumables grow faster than the one with equipment. In our first capital market webcast, we gave some insight how our digitalization initiatives will help us here. Today, we explain in more detail how we will develop our European consumables business. Later, Michael will explain how the Global Scope Configurator will support these ambitions. Higher revenues in general and higher recurring revenues will drive our profitability measured in EBIT margin. That alone will not be enough to achieve the financial targets in 2027. We also need more efficiency in our company. That is exactly why we have set up several efficiency programs. Just to name some of them, there's the optimization of the production footprint, the program installation cost reduction, our efforts for a better quality excellence, and last but not least, our ambitions to lower the production cost of our products. These programs are not easy ones. There's a lot of detailed work and a lot of small little steps to improve. Early investments are also necessary. Only acting so, we will be able to harvest at the long end. That is also the reason why our EBIT margin path to 12%-14% in 2027 will not be a linear one. There will be smaller steps in 2025 and 2026 and a bigger one in 2027. That is what we see as of today and what we also see currently in our internal discussions in the course of the budget for 2026 and the midterm plan for the next three years. On this slide, I want to show on which cost blocks the different programs mainly attack. In the middle, you see the cost composition of our three business lines. The program of optimization of our production footprint mainly triggers, and that's not surprising, the labor cost for equipment. Also quite obvious which costs are attacked by the installation cost reduction program, the installation cost for our equipment, which are, in our understanding, still too high. The program of quality excellence focuses on the labor costs in the service field as well as on the warranty costs. Working on cost down of products and modularization mainly aims for lower material costs for equipment as well as lower labor costs and service as products become easier to handle. Last but not least, there is the introduction of the Global Scope Configurator. With that new tool, we will not only be able to decrease some costs in indirect departments, but we are targeting for increasing revenues if we really offer our full product range at any time to our customers. This is another important step in our vision towards being a real solution provider. With that brief introduction, I now hand over to Juergen, who will give you a deep dive into our business line consumables in Europe. Juergen, it's your turn now. Thank you. Yeah, thank you. Yeah, hello. My name is Juergen Ankner. I'm the Head of the Business Line Consumables and Managing Director from AUWA Chemicals. I have been working for WashTec and AUWA for 14 years in different roles like project management, head of industrial engineering, and Vice President product line rollover. Since WashTec acquired AUWA in 2008, AUWA is a success story. Back then, AUWA generated EUR 14.4 million in revenue. Today, we are on track to exceed EUR 64 million by 2024, representing a compound annual growth rate of nearly 9% over more than 15 years. This is consistent profitable growth. What makes this story so compelling? First, innovation and portfolio expansion. From ShineTechs in 2008 to SelfTechs in 2012, the TechsLine in 2015, and Green Car Care in 2021. We have continuously introduced new high-quality solutions that meet evolving customer needs. Most recently, MagicCare and CHEM-IN-A-BOX are setting new standards in quality, convenience, and sustainability. Second, profitability. AUWA is not just growing. It is the most profitable business line within WashTec with a strong EBIT ratio. Our cost structure is highly efficient, and our ability to command premium pricing ensures robust margins. Third, strategic importance. Consumables are a recurring revenue stream, creating stability and predictability. They strengthen customer loyalty and lock in long-term relationships, which is critical in a fragmented market. Every new equipment sale is an opportunity to expand consumables penetration and will still have significant untapped potential. AUWA has become a cornerstone of WashTec's success story. I want to give you a quick snapshot of where we stand and what comes next. Our operations are split between Augsburg, where we focused on R&D, and Grebenau, which houses our production facility. With around 70 highly skilled employees across R&D, production, product management, sales, and administration, we have built a strong team in a lean and efficient organization that delivers exceptional results. Today, AUWA offers over 100 product formulations based on a modular recipe concept and structured into three product lines: basic, standard, and premium. This flexibility allows us to serve a wide range of customer needs while maintaining strong margins. Our current production volume is approximately 20,000 tons, supported by high-quality standards, including certifications such as ISO 9001, 14001, 50001, and Nordic Swan. These credentials reinforce our commitment to quality, sustainability, and environmental responsibility. However, here is one key point. Capacity is becoming a strategic priority. Demand for our consumables continues to grow strongly, driven by innovation, recurring revenue streams, and increasing penetration among existing customers. If we want to maintain this growth path, we must ensure that our production capacities enable our growth path over the next years. This is not a challenge. It's an opportunity. By investing in additional capacity, we can unlock further volume growth, enhance our market leadership, and continue delivering the highest EBIT ratio within WashTec. We want to make AUWA and the supply chain ready for the next chapter. It's all about growth. AUWA's success is built on one clear principle: focus. We are not trying to be everything to everyone. Instead, we concentrate on what we do best: vehicle washing and the complete range of cleaning solutions around it in the B2B segment. Our portfolio covers every car wash segment: rollover systems, tunnel washers, truck and bus washers, jet wash stations, water recovery solutions. This breadth ensures that AUWA can serve the entire spectrum of car wash operators, from small independent businesses to large-scale commercial fleets in the key account business. For each segment, we offer dedicated product lines tailored to specific operational needs. This is not a one-size-fits-all approach. It is based on a modular recipe concept to allow a wide product range for a customer-centric strategy that drives loyalty and recurring revenue. Beyond the washing process itself, we provide complementary solutions that strengthen our position as a full-service provider: car wash and wash bay cleaning products, fuel farm maintenance solutions, cleaning wipes, sales support, and marketing tools. This integrated offer creates a unique competitive advantage. Customers do not buy just chemicals. They buy a complete solution that simplifies operations, ensures quality, and maximizes profitability. Let's take a closer look at AUWA's position in the European car wash consumables market. The total market size is approximately EUR 300 million, and AUWA holds a leading position with a 20%-25% market share in Europe. This is a strong foundation. What makes this opportunity truly exciting is the market structure. It is highly fragmented, which creates room for further consolidation and growth. Across Europe, we see clear regional strengths and opportunities. In DACH and the Netherlands, with a market volume around EUR 100 million, AUWA is the market leader in the rollover segment, and we are focusing now on growth in the tunnel segment. In the U.K. and Ireland, a market worth EUR 25 million, we have a strong position in key accounts, especially in tunnel washes. In France, Iberia, and Italy, with a combined market of EUR 100 million, we lead in rollover segments and see growing potential in other segments. In the Nordics, a EUR 50 million market, we are the clear market leader and see growing potential in truck and bus wash solutions. In Eastern Europe, particularly Poland, the market is smaller, around EUR 25 million, but growing fast, offering attractive expansion opportunities. Finally, exports to all countries where we do not have own companies remain a stable business bundled with equipment sales. In total, AUWA combines market leadership with untapped potential. This is enough potential to grow in our focused B2B vehicle wash market. In the long term, there is also an opportunity to grow in car wash segments near our current focused segment in a moderately growing market. As I mentioned, the European car wash consumables market is highly fragmented with more than 15 active players. This fragmentation creates both challenges and opportunities, and AUWA is uniquely positioned to capitalize on them. Our competitive environment consists of several groups: car wash equipment manufacturers with their own consumables business, such as Istobal, Christ, and Kärcher, multinational consumable providers including Nerta, Fleury, and IPA Compound, local car wash consumable providers, often small regional players with limited scale, and large chemical groups with car wash divisions such as Sonax, Kiel, Stockmeyer, and Autosmart. Despite this crowded landscape, AUWA, together with WashTec, stands out as a full-service provider with deep expertise and strong brand recognition. We combine premium product quality with integrated solutions, which gives us a clear competitive edge. AUWA has the scale and capabilities to lead this process. Our strong market position and profitability allow us to pursue organic growth through innovation and customer penetration, while also considering inorganic growth. The car wash consumable market is evolving quickly, and AUWA is not just keeping pace. We are shaping the future. Our strategy is built on anticipating megatrends and developing solutions specifically tailored to these margins. Sorry, to these changes. Let me highlight the key drivers now. First, subscription models gain market share. Car wash subscriptions are becoming increasingly popular, driving higher wash frequency and customer loyalty. This trend means more consumables usage. Second, premium single car washes as a counterpart to subscriptions. Operators specialized on single pay models will focus on high quality. Premium car washes will require top-tier products and strong brands. Third, automation and rising labor costs. Labor shortages and cost pressures are enhancing automation. Providing solutions around consumables will become standard. Fourth, electricity eats fuel: new business models. As man sites turn into unmanned stations, especially we already see it in markets like Norway, new business models will emerge. Fifth, sustainable products and lower CO2 footprint. Environmental regulations and waste cycle management are becoming stricter. Minimization of waste and emissions are no longer optional. It is essential. AUWA is not reacting to trends. We are anticipating them, scanning the market day by day, and innovating ahead of the curve. Our R&D pipeline is aligned with long-term market drivers, securing relevance and growth for decades. For the mentioned trends, we already have answers in different markets. AUWA is not reacting to trends. We are anticipating them, scanning the market day by day, and innovating ahead of the curve. Our R&D pipeline is aligned with long-term market drivers, securing relevance and growth for decades. For the mentioned trends, we already have answers in different markets. Our success is not just about selling chemicals. It is about creating partnerships that drive mutual growth. Our vision is clear. We want to be a solution provider, not just a consumable supplier, and work hand in hand with our customers to achieve one common goal: increase revenue and maximize EBIT. How do we respond to the five market trends? We deliver on this promise with five key pillars. First, products. Our portfolio includes premium solutions like MagicCare, designed to deliver superior cleaning performance and customer satisfaction. AUWA is already with a scalable solution that fits subscription-based business models, which includes products with a perfect price-performance ratio. For every business and performance level, we have the right answer on the product side. Second, customer loyalty. We build long-term relationships through innovative models such as bundling of equipment, consumables, and service contracts and paper wash contracts. These approaches create predictable revenue streams for both AUWA and our customer. Third, smart supply. AUWA is already working on future concepts for unmanned car wash stations, ensuring our products and services fit the future operational landscape. With full-level displays, range calculations, and complete supply chain management, we ensure customers never run out of stock. This reduces downtime, saves costs, and optimizes operations, directly impacting profitability. Fourth, services around car wash. We go beyond chemicals by offering, for example, hall cleaning, sludge removal, and refill service. These additional services simplify operations for customers and strengthen our role as a trusted partner. Last but not least, sustainability. Solutions like CHEM-IN-A-BOX and Green Car Care meet growing environmental demands while maintaining performance. Sustainability is not just a trend. It's a competitive advantage, and AUWA is leading with these eco-friendly innovations that combine performance with responsibility. I want to give you now three examples and deeper insights. In AUWA, in 2025, AUWA launched MagicCare, and it is already proving to be an exceptional success. This is not just another product. It is a premium innovation that has the potential to become a global brand and redefine the car wash experience worldwide. What makes MagicCare so extraordinary? High-end polish through active modified polymers for a deep, lasting shine, outstanding water-repellent effect, ensuring superior protection, and sealing of micro-scratches, enhancing vehicle longevity. From a business perspective, MagicCare is a margin powerhouse. It is a premium product with a premium price per kilogram. It drives higher chemical usage per wash, increasing revenue per transaction. It opens doors for cross-selling opportunities, helping AUWA to win new customers and expand market share. The story does not stop here. MagicCare is attracting global interest. Its unique value proposition resonates across markets, from Europe to North America and the Middle East. This positions AUWA to scale the success story internationally, leveraging our strong distribution network and WashTec's global footprint. As I mentioned before, we believe that long-term success comes from building strong, lasting relationships with our customers. One of the most powerful tools we have to achieve is smart supply. Why is smart supply so important? Let me explain how. Smart supply provides continuous level measurement and low-level alerts, ensuring customers never run out of stock. Leak alerts add an extra layer of security, reducing operational risks. Operators receive real-time data and reporting options, enabling them to track usage, optimize inventory, and plan proactively. This transparency builds trust and strengthens customer relationships. With systems like CHEM-IN-A-BOX and Offboard Tanks, we simplify logistics and reduce complexity. These solutions are designed to minimize downtime and maximize efficiency. Measurement data is transferring across independent systems, allowing predictive planning and automated replenishment. This means fewer manual interventions and more time for operators to focus on their core business. Our Green Car Care line represents consistently sustainable and innovative solutions. We follow a zero-waste strategy and use ecologically sound transport packaging like CHEM-IN-A-BOX. All products are highly biodegradable and made with premium ingredients that combine maximum cleaning performance with outstanding material and environmental compatibility. We also optimize the use of material and energy and ensure independent certification by the institute SGS [Reseniors]. This gives our customers and partners confidence that Green Car Care is not just a promise; it's reality. Green Car Care is not just a sustainability initiative. It is a strategic growth driver for AUWA and a competitive advantage. Be sure, there are even more topics for presenting AUWA as an outstanding company, but we would run out of time. Let me summarize now why our consumable segment is not only the most profitable business line within WashTec, but also a key driver of future growth. First, volume and pricing. In 2024, we sold over 17,000 tons of consumables, and there is still plenty of room to grow. Our strong market position allows us to maintain premium pricing at more than EUR 3.70 per kg. This combination of scale and pricing power creates a highly resilient revenue stream. Second, cost structure and margins. Our cost composition is optimized for profitability. With material costs at 25-35% and labor costs at just 10%-15%, this business line delivers the highest margins across WashTec divisions. Third, customer potential. Around 70% of our insular base are so-called sleeping customers, existing equipment owners who are not yet purchasing consumables from us. This represents a massive untapped opportunity. By leveraging our position as a full-service provider, we can convert these customers and drive incremental growth. Finally, market leadership. In Europe, we already hold a 20%-25% market share in a highly fragmented market. This leadership gives us a strong platform to consolidate further and capture share from smaller competitors. With this significant potential in the market and our strong products, we will continue to deliver robust annual growth into the future while maintaining a strong margin on consumables. For investors, this means predictable cash flow, strong EBIT contribution, and sustainable long-term returns. AUWA's consumables business is not just profitable today. It is a growth engine that will combine to deliver volume for years to come. Thank you for your attention. I want to hand over to Michael Drolshagen. Thank you, Juergen. This was, like always, very interesting. Thanks for the insights. Dear Sir or Madam, dear investors, analysts, interested parties. I would also like to welcome you to our second Capital Markets webcast. Following our first webcast on July 1st, I would like to focus today on the efficiency programs in Europe. Let us therefore delve into our efficiency programs, a key lever for WashTec's future profitability. Your interest and trust are both an incentive and an obligation for us. Our goal is clear. We want to simplify processes, reduce cost, and increase speed, all without compromising on quality and service. What does that mean in concrete terms? Let us dive into the details of our efficiency programs together and show how we are positioning WashTec for sustainability and future success. Our efficiency programs are a key component in achieving our midterm target EBIT margin of 12%-14%. Just to repeat our midterm targets, we are aiming for free cash flow of EUR 40 million-EUR 50 million, average revenue growth of 5% per year, and a ROCE of over 28%. As just explained, the key levers with regards to our EBIT margin target are our efficiency programs. The five programs we consider most important are our Global Scope Configurator, cost reductions, robotic modularization, quality improvement, optimization of the production footprint, and reduction of installation costs. Our message is clear. We have had a very strong third quarter and are fully on track to achieve our targets in 2025. For 2026, it will be crucial to focus on our further efficiency programs in order to realize disproportionate EBIT margin growth by 2027. We will discuss now these programs in more detail. One key element of our efficiency strategy is the optimization of our production footprint. Our goal is to leverage the core competencies of the WashTec supply chain at the Augsburg site while benefiting from the labor cost advantages in Czechia. The roles are clearly defined. Pre-assembly and module assemblies will be manufactured in Czechia in future and delivered just in time to Augsburg for final assembly. An important milestone was the agreement to relocate 85 jobs to Czechia, which we signed together with the Works Council in April 2025. The expansion of the site in Czechia, New Rani, with a second hall for assembly and a warehouse for regionally sourced components will start shortly. In addition, we are examining further potential through additional in-house production at the existing Plant 1 in New Rani. Our expectation is that the relocation of the machines and 85 jobs from Augsburg to Czechia will be completed by the end of 2026. Therefore, the full savings will take effect from 2027 on. We will invest part of the savings in Augsburg, for example, in a training and education center. Well-trained employees, especially in the operational area, bring faster solutions for our customers, higher satisfaction among our employees themselves, and ultimately shorter training periods until our employees are fully operational, which in turn has an impact on our margin and, above all, on our customer satisfaction. Ladies and gentlemen, let us now turn to a particularly effective lever on our efficiency program, reducing installation costs. In a highly competitive market environment, it is crucial to achieve maximum efficiency not only in production, but also in the delivery and installation of our systems. Why is the topic of installation so important? Currently, installation costs account for a double-digit percentage of machine sales. This is a significant proportion that has a major impact on our results. At the same time, we see that installation capacities repeatedly become a bottleneck, especially in times of high demand. That is why we have put together a comprehensive package of measures that addresses several levels. Our strategic goals are clearly defined. We want to significantly shorten the installation process. Our goal is to reduce throughput time by a double-digit percentage. We want to use existing capacities more flexibly and efficiently in order to avoid bottlenecks and respond more quickly to customer requirements. We want to reduce the overall cost of installation in the long term. How do we achieve this? A key element is the introduction of the hub concept, which we will roll out gradually from the first half of 2026. Regional hubs will serve as consolidation centers where machines and components are bundled and optimally prepared for delivery. This will enable us to significantly reduce delivery times to customers. In addition, we are making our installation teams more flexible. This means that we are setting up the teams in such a way that they can be deployed quickly and efficiently depending on demand and the order situation. This allows us to avoid idle times and better occasion peaks. Another important point is the close integration of processes between sales, purchasing, production, and installation. By harmonizing and standardizing these processes, we are reducing interface losses and avoiding unnecessary complexity, especially with peripheral and smart parts, which have often led to delays in the past. What do we expect to achieve? The program is already well on track. We are confident that these measures will not only significantly reduce installation costs, but also further increase customer satisfaction. After all, faster, more efficient, and smoother installations mean less downtime and faster commissioning of our customer systems. We will see first effects as early as 2026, with full savings and efficiency gains expected from Q1 2027 onwards. This will enable us to make an important contribution to achieving our financial goals while strengthening our competitiveness in the market. Let us now turn to another key component of our efficiency strategy, quality excellence. For WashTec, quality is not just a promise to our customers, but a decisive competitive factor and an integral part of our corporate culture. An important step on our path to even greater quality is the standardization of quality feedback from all areas of the company. We refer to this as our quality sensor system. Until now, quality data and feedback have often been recorded and evaluated in different ways. In order to obtain a truly holistic and comparable view of our quality, we have defined a uniform system for recording, evaluating, and analyzing this feedback and will establish it across the board in 2026. This means that whether it's production, assembly, service, or sales, all areas will provide their quality feedback according to the same standard and criteria. This will create transparency, enable us to identify trends at an early stage, and take targeted countermeasures. Our goal is not only to combat symptoms, but to identify the actual causes and remedy them in a sustainable manner. To this end, we have established cross-functional quality teams that use a ranking system similar to an FMEA assessment to determine the importance, or in other words, the criticality of the quality issue. This quality ranking is then used to work through the issues from most important to least important, step by step improving our overall quality from component quality and parts availability to the simplicity of our products and processes. How is the quality KPI determined? This indicator is composed of various standardized quality feedback, such as complaint rates, internal errors, feedback from the field, and service calls. All data is consolidated in an integrated KPI dashboard, which enables an objective and data-based assessment of quality. The QKPI is therefore not only an early warning system, but also a control instrument for targeted improvements. The importance of the QKPI is also reflected in its anchoring within the company. From 2026, it will be mandatory for all managers to include it in their MBOs. This means that every manager will be directly responsible for WashTec's quality targets in the future. Our claim: With this consistent standardization, focus on root cause elimination, and clear assignment of responsibility, we are laying the foundation for sustainable quality excellence. In this way, we are not only securing our competitiveness, but also the trust of our customers today and in the future. Let us now turn to another key lever of our efficiency strategy: targeted cost reduction through product modularization and complexity reduction. Firstly, we want to significantly reduce the complexity of our products by reducing the number of components and consistently streamlining processes. Secondly, we are focusing on the standardization and harmonization of key components across the entire product portfolio. This creates synergies, simplifies production, and increases efficiency. Thirdly, we are striving to significantly reduce the production costs of all WashTec systems, with SmartCare as our flagship product. We have set ourselves clear milestones. For SmartCare, we are aiming for a production cost reduction of at least a high single-digit%. Another focus is on the alignment and standardization of components such as frame and functional parts, especially across the rollover platforms. We see great potential here through complexity reduction, modularization, and standardization, as well as the harmonization of central components. We estimate a reduction in variant diversity of over 20% at component and module level, which will also have an impact on our supplier base and its consolidation. However, the effects here in the supplier base will be felt downstream. Let me summarize it this way: Two become one out of two rollovers, and we are confident that our SmartCare SE will be ready and available to order in 2027, featuring the modules and advantages of SmartCare Connect, as well as those of SoftCare SE. The goal is clear and is being pursued with enthusiasm: significant savings and further simplification of our product platforms by 2027. With the Global Scope Configurator, we are focusing on standardization and digitalization in sales. The aim is to establish a uniform configuration process for all European WashTec markets in the first step. This ensures consistent quality and facilitates expansion not only for our equipment, but for all our products. We are replacing local Excel price lists with a modern, centralized sales platform that, on the one hand, improves the customer experience through transparent options, such as a high-end washing and drying package, thereby strengthening our market position, and, on the other hand, creates buildable and configurable products through interfaces to our ERP system. These standardized back-office processes reduce manual effort and complexity. The SAP-based configuration logic with automated validation and complete software integration minimizes errors and ensures reliable processes. The successful pilot in Germany and Austria has been completed, with the introduction of further products and expansion to other countries to follow in 2026. We expect to see the first savings as early as 2026. At this point, I would like to emphasize once again the central importance of our efficiency programs for WashTec's profitability and future viability. The initiatives presented today are not isolated measures, but rather interlock like gears and together unfold their full effect. Optimization of the production footprint by relocation, pre-assembly, and module assembly to Czechia, and clearly defining the roles of our various locations, we are laying the foundation for sustainable cost reductions and a more flexible, efficient supply chain. Full implementation by the end of 2026 will lead to noticeable savings from 2027 onwards and further strengthen our competitiveness. Installation cost reduction. One particularly effective lever is the reduction of installation costs. With the introduction of the hub concept, the increased flexibility of our installation teams, and the harmonization of processes between sales, purchasing, manufacturing, and installation, we are significantly reducing installation times and lowering costs in the long term. We will see first effects as early as 2026, with full savings and efficiency gains expected from 2027 onwards. Quality excellence as a driver for efficiency. By standardization and digitalization of our quality feedback, our QSensor technology, and consistently analyzing causes, we are ensuring that quality is not only improved in the short term, but raised to a new level in the long term. The QKPI is a key management tool that will become mandatory for all managers and the executive board from 2026 onwards. Quality will thus become an integral part of our corporate management and contribute directly to profitability. Cost-cutting products and modularization. The reduction in variant diversity, modularization, and standardization of key components enable us to significantly reduce production costs across the entire portfolio. We expect a cost reduction of at least 5% for SmartCare in particular. We will see the greatest effects in 2027 when the programs are fully implemented and the supplier base has been consolidated for new machines. Reduction in installation costs. Global Scope Configurator. The digitalization and standardization of the sales process through the Global Scope Configurator ensures greater transparency, fewer errors, and more efficient processing. We will realize initial savings as early as 2026, which will increase further in subsequent years. Overall assessment and outlook. All of these programs are on track and will take full effect from the end of 2026 and in 2027, respectively. They are key to achieving our ambitious targets, in particular an EBIT margin of 12%-14%, free cash flow of EUR 40 million-EUR 50 million, and ROCE of over 28%. Our efficiency programs are therefore not just a short-term cost-cutting exercise, but a comprehensive transformation process that will make WashTec sustainably profitable, resilient, and future-proof. We are investing specifically in the right levers to create long-term value for our customers, our employees, and you, our investors. The good thing is that we can do this from our position of strength, proactively and creatively. There are currently other industries and companies that are operating in emergency mode and reactively. As in 2025, we would like to showcase one of our latest product developments in 2026. Next year, the focus will be on JetWash, its digitalization and customer centricity, and of course, our JetWash chemicals. Car Care becomes an experience and WashTec's new JetWash self-service car wash. Thanks to perfectly coordinated technology, water and chemicals, laundry customers can effortlessly achieve brilliant results without compromise. Every wash cycle impresses with its simple operation, maximum cleanliness, and a sparkling finish that inspires enthusiasm. At the same time, operators benefit from a robust, durable system that combines the highest quality with maximum cost-effectiveness. Wash and Pay, the flexible washing concept. Customers pay for the washing day for the time they actually need for cleaning. It is simple and transparent. The scope of services can be expanded individually, for example, by integrating a vacuum cleaner for interior cleaning. Wash and Pay is an innovative business model that enables operators to achieve significantly higher margins while offering maximum convenience for customers. As we heard before, Magic Care for rollovers, now we also want to provide for our JetWash business, Magic Care high end polish, now also available for our self-service car washes. Magic Care provides extreme shine, color depth, and an immediately visible beading effect. The outstanding drying and car results are visible to the naked eye after the first application. Thanks to innovative active modified polymer AMP technology, a unique 3D protective layer is created that allows paintwork and colors to shine with unparalleled depth. The effect intensifies with every wash. Maximum shine, intensive protection against environmental influences, and impressive surface smoothness. This turns car into an experience and every wash into a wow moment. I'm already curious to see what our team has in store for us then also in 2027. Thank you very much. Now let's start with the Q&A session. If you want to ask a question or want to dial in, please put the blue question button as usual. There's the first question from Stefan Augustin from Warburg Research. Stefan, I tried to put you live. Does it work? I think that looks good. Yes, hello. Some quick questions. Actually, the first one is a little bit on the chemical side and the installed base. Very quickly, you say you have a 20%-25% market share in Europe, while you say you penetrate around 30% of your own installed base right now. If I have that quite right in my head, you say you have around 50% of the market share of the installed base in Europe. Very quickly, summing that up, if you would double your or add twice your market share, gaining your complete penetration of your installed base, that would be a bit high compared to your machine installed base. There seems to be a slight mismatch. Can you elaborate on that one? Is there, I mean, a specific difference between tunnel penetration and rollover penetrations? Exactly. This is the topic. We have 50% market share in the rollover segment from the equipment side and not in the overall segment like JetWash, tunnel, and so on. We think from a realistic standpoint that we can double the rollover undelivered or not delivered locations from us. That means currently from 30% to 60% is a realistic case. The overall tons means something between 8,000 and 12,000 tons in addition if we can achieve that. I think 1,000 tons, right? Eight? Sorry, 1,000 tons. Otherwise, we can put it on the table here. Sorry, 1,000 tons. Yeah, 8,000 to 12,000 tons. Yeah. All right. Okay. That gives then also an idea about the price per kilogram. I think that is EUR 3.7 per kg. Is that right? Yes. Okay. Thank you very much. I also do the calculation somehow correctly. If I would go from the total equipment sales of, let's say, something a bit north of EUR 250 million, and you say 10% is the installation cost, and you want to save 10%, so we can put directly a EUR 3 million ticket round on that one if it comes through. Is that also quite good calculation? Not so bad. Okay. Thank you very much. That would be the questions from my side. You're welcome. Thank you. He's much faster than I calculate normally. It's interesting. Yeah, Mr. Augustin is doing pretty well. Currently, are there any other questions? If yes, please just press the button. Let's wait for a second. No? I guess there are no further questions. From our side, thank you very much for the patience and for the interest in WashTec. We wish you a nice Wednesday night, and hopefully see you soon. Sorry, I need to interrupt you. Oh. There were two questions. There were two questions now. One is from Alexander Galitza. From how can I offer? Alexander? No, I guess you're live. Mr. Galitza. Okay, it's not here of stum. Okay, I think so. Now he's removed. New techniques. There's also a question from Richard Schramm. Let's try this one. If we cannot get in, Mr. Galitza. Mr. Schramm, can you somehow? Yeah, he had geschrieben. Are the extra costs for transferring workload to Czechia already taken? No, not all. So we have extra costs for moving the first 30% of our topics to Czech Republic, and this is already spent in 2025 for sure. We have other topics with the new plan 2, where we have the pre-assembly, where we also have to put some budget into it, but not as high as expected before because we can use plan 1 for the sheet metal parts. This would have been the very expensive part, which we now keep in place as it is today. We have also done some cost-cutting here with renting a smaller plant in addition and not a completely new one in Czech Republic. The answer to your question is we have spent already for the topics we already moved to Czech Republic, and we have some additional budgets in our 2026 planning. Yes, this was the question from Mr. Schramm. Now let's try once again with Alexander Galitza. Now it should work normally. I think so. Mr. Galitza. I think we have opened the line. Probably you can write your question. Oh, Mr. Alexander writes that he has some tech issues. We also can answer your question afterwards after the call. If you have any, then please just contact us. That means so far. Sorry, tech issues. That is all we had already. Yeah. Okay. I do not see any further questions now. Maybe let's wait some seconds more then. Got it. No further questions. it. No further questions. it. No further questions. We see no further questions right now. Okay. I am going to interrupt if we get new questions. Thank you very much for your time, for your attention, and as I mentioned, for your interest in WashTec. This makes us very proud. We wish you a pleasant afternoon, and hopefully we see us sooner than later. Thank you and goodbye. Thank you. Bye-bye.