Thank you very much, chairperson. Thank you, Johan. My name is Nathalie Ahlström, as the Chairman of the Board, Paul Ehrnrooth told you. I started in this position in November 2020, and before that, I was a member of the Board, and therefore, I already knew the company before stepping in. Before my career in this company and before my career as the CEO, I've been involved in the daily business. I've discussed with our customers, with staff members, and I visited several places on the market. Before joining Fiskars, I lived in Asia, in Central Europe, and I worked for Fazer. Now it's my great pleasure to work here at Fiskars Corporation. Looking at year 2020, it was an exceptional year. The environment was very unstable, as it still is. In February, we started to see corona effects in Asia, and March and April were the most difficult months in Europe. Our quick reaction capacity and agile activities and agile reactions enabled us to have, after all, a very successful year of 2020. We achieved strong growth, and we achieved several one-off savings, and all this resulted in a very successful year 2020 for Fiskars. Looking at a longer perspective, it is clear that our main target is to achieve growth, to achieve organic growth in Fiskars Corporation. The last three quarters have shown that we can grow. We are agile, we are active, and therefore we have all the capabilities for growth. We have already achieved some growth during the last year and the years before, and our growth drivers include several factors. We are close to the customers, we have digital solutions, and we can offer creative and environmentally friendly solutions to our customers. We focus on growth. Looking at our portfolio, we have a very good balance in our brand portfolio. At the same time, we have our iconic products. Looking at our geographical split, we can see that America and Europe are equally important, and strong development has been visible on both continents. The United States is still our biggest market, very important to us, whereas Finland is actually only less than 10% of our net sales. Our market share in Asia is growing. Last year, we achieved 7% of growth in Asia. That was a very good result. At the same time, the Fiskars Corporation grew by 2.2%. Strong portfolio, iconic products, and agile and active way of doing business, these are our growth drivers. Year 2020 was a strong year for us. We had strong demand at the end of the year. We achieved cost savings, and we also implemented our restructuring programs in a very successful manner. This will be continued this year. Our comparable EBITDA achieved 12.3%, and our long-term target is 12%. That is a very good result, and we still have this set target of 12%. Our reported EBITDA margin was 11.3%. In conclusion, last year was very successful. Cash flow, of course, developed in a very favorable way. We achieved good results, and at the same time, our working capital was lower. This resulted in healthy cash flow, which is good news for the future. Looking at our different business areas, let's start by Business Area Vita. Key categories, tableware, drinkware, interior. No growth here because this is the business area that was worst hit by corona. No traveling, stores were closed. U.K., Ireland, Finland, all of our strongest markets suffered a lot from the pandemic. Still, we were able to achieve nearly 6% growth, which is a very good result. We achieved one-off savings, cost savings, and a very strong last quarter of the year. In the end, that was not that bad at all. Business area Terra, including key categories, gardening, outdoor, and watering, a very strong year, nearly 12% growth, and of course, profitability increased as well. A very strong year for Business area Terra, indeed, in all key categories. In the end, our most profitable business area, Business area Crea, scissors and creating, cooking are the key categories here, and we also saw very strong growth here, more than 13%. A very profitable business, very focused business, and very agile team doing it. At the same time, we focused on some key points in our strategy. Sustainability is key, being environmentally friendly. This is something that comes very naturally to us. We are, by nature, a very environmentally friendly company. This is something that consumers appreciate as well. What we want to do in terms of sustainability is that we want to fight against the throwaway culture. We want to promote solutions that are fit to circular economy. We have very stable and very strong products that last for decades, if not centuries. We also want to promote carbon neutral business and future. We want to adapt our business accordingly. We want to be a carbon neutral company in the near future. This is in line with the 1.5-degree environmental target. At the same time, sustainability means to us that we want to increase joy for individuals and communities. We want to increase people's quality of life. Sustainability is number one key corner of our strategy. Looking at some of our examples of last year, our recycled scissors, a very innovative product, a new generation general-purpose scissors. They were launched in Finland in January. This is a very good example of how we can combine sustainability and good commercialization. This is a very good result and fascinating, fantastic product. We also have launched the vintage concept in Finland. Consumers can bring their used Iittala and Arabia tableware to participating stores and resell them. This is something that we have expanded also to Sweden. This is a very good act. It has been very warmly welcomed on the market. This is part of our bigger service concept thinking, and there's more to go in this field. Looking at our organization, we did some restructuring last year, and now it looks really good. Looking at the organization chart, we have our business areas, and at the same time, we have the Fiskars Group platform that creates competencies, functional skills and competencies for sales, marketing, supply chains, digitalization, and all the rest. Fiskars Group platforms are very strong, and on the basis of this, our fantastic brand can grow for the future. What is new here in our organizational chart is that we have put together consumer experience and communications recently, and this has been done in order to crystallize our message to the consumers, and we want to have our communication in line with our fantastic brands. At the same time, we have appointed a new manager for digital management, Peter Cabello Holmberg. He will be part of our management group, and this is just one example of our digital development. We want to be close to our customers in a digital manner. This is something that is very important to us, and it's clearly reflected also in our management team. This is our group leadership team. We have some new members here. James, the head of Terra business area. He's in the U.S. Peter, who will start next Monday, he's based in Copenhagen. A fantastic team. Our strategic priorities, we are implementing our strategy all the time, of course, and this year we focus on a couple of points. Growth is number one, as I already mentioned, and the ongoing reform and transformation programs will be finalized. Growth drivers, just to repeat, to be close to the consumer, digital development, be close to consumers' needs, digital transformation means online stores and data analytics and also sustainability. This is the way forward. We will continue implementing our strategy. Looking into 2021, the outlook for this year. We have established that our expected result is EUR 110 million EBITDA. The reason for this goal is that at the moment, we are still suffering from the pandemic. Visibility is very poor. Today, this Thursday, we still have 15% of our stores closed. Many markets have lockdowns in Europe, and therefore, stores remain closed, and it's very difficult to see the way forward. At the same time, we were able to achieve some one-off savings last year. This improved our results to a great extent, but this is not something that we can continue this year. We have to focus on growth, and therefore, we cannot cut the marketing expenses this year. This is our outlook for 2021. Last but not least, some long-term financial targets. They remain unchanged. We focus on growth, profitability, of course, and our balance sheet remains strong, as the chairman said. The dividend policy proposal also remains the same. We will continue increasing our dividend on the years to come. Last, I would like to thank you all. This has been a very different year. We have worked together as a strong, agile team. We have the courage and energy and passion, and with all these qualities, we continue towards the new year. I'd like to thank you all. Thank you all, the shareholders, consumers, and everybody. Thank you.