HKScan's second quarter EBIT increased to EUR 3.7 million, while in the comparison period it was EUR 0.1 million. Our comparable EBIT was EUR 0.7 million, when in the comparison period it was EUR 0.6 million. Although our EBIT increased, there is a clear need for improvement. In Finland, we made decisions concerning strategic investments to grow in new product categories, resulting in a reversal of previously recorded impairment of fixed assets. This also had a major impact on our EBIT. Company's cash flow after investments improved by more than EUR 38 million to EUR 14.3 million. The acquisition of Vantaa land plot weakened the comparison period's cash flow, but even adjusted, our cash flow improved. Company's balance sheet strengthened, and our net gearing decreased to 92.8%. I'm pleased that our largest markets, Finland and Sweden, performed well. In Denmark and in the Baltic, situation is not satisfactory, and the result was a clear disappointment. Corrective actions have already been started. In Denmark, the avian flu affecting the whole industry, resulting in restrictions in exports outside EU, had a major negative impact on our EBIT. For the other part, our strategy to create more added value portfolio in Denmark progressed as planned. In the Baltics, market prices declined due to the low import prices, and defending our market position weakened our EBIT. In Estonia especially, the coronavirus pandemic has been difficult, causing higher cost in our production. Higher inflation rate in all our market areas caused also cost pressure. For the first half of the year, HKScan's EBIT increased by more than EUR 6 million to almost EUR 3 million, while it was still negative in the comparison period. Our comparable EBIT was still half a million EUR negative, it was still, however, clearly better than in the comparison period. In Finland, the EBIT was nearly EUR 9 million, and in Sweden, EUR 1.5 million better than in the comparison period. In Denmark and in the Baltics, our EBIT weakened. Cash flow from operating activities strengthened by EUR 7 million, thanks to efficient working capital management. During second quarter, we also made strategic investment decisions to grow in profitable and growing product categories. We aim to grow in snacks and meals, we are investing in production technology in Finland. During the review period, Mäkitalon Maistuvat joined our partnership network. In April, they launched ready-to-eat salads in strongly growing product category. To complement our sales and distribution partnership, we acquired 25% ownership of Mäkitalon Maistuvat at the end of June, which strengthens our position in plant-based meals. Company's 3-year turnaround program is ending at the end of 2021. We can already say that the company has risen from a deep financial crisis to a situation where our financial base is more stable. The original profit improvement target has not been fully reached, but also the coronavirus pandemic and animal diseases have been slowing down the profit improvement. However, our comparable EBIT has improved every quarter from the comparison period during the turnaround program. Also, improvement in net gearing has brought more flexibility on the balance sheet. It is clear that company's balance sheet and profitability in any of our market areas are not on a sufficient level. This is why we continue focusing on profitability improvement in our core business, both commercially and by improving the cost effectiveness in our operations. In line with our long-term strategy, HKScan is growing into a versatile food company. At the same time, when developing our core business, we will seek for new profitable growth and take up new opportunities, taking into account our financial resources. A partnership strategy plays a crucial role in this, since through partnerships, we can move into new product categories and business areas quickly and also in an agile way. To enable the execution of our food company transformation strategy, we need a strong balance sheet as we aim to build new food businesses alongside our current core businesses. To increase the financial flexibility, we are constantly evaluating the role of our current businesses as part of the group and our strategy. The ending turnaround period will be followed by a phase where improving the profitability of our core business will remain a priority. We will also strengthen our balance sheet in different ways. We have been externally recognized for our advanced responsibility work, which will create a solid foundation for our business development and strategy execution. Our outlook for 2021 remains unchanged. Our strategy is to grow into a versatile food company, which creates strong shareholder value. I wish you all a nice summer and see you again in November.