Okay, I think it's 2:00 P.M. now. Hello, everyone, and thank you for joining Remedy Entertainment webinar. My name is Elina Petäjäjärvi, and I am a member of the Remedy Investor Relations team. Today, we will go through Remedy's business review for January-September 2022. With me are Tero Virtala, Remedy CEO, and Terhi Kauppi, Remedy CFO. We will have a Q&A session after the presentation. Okay, Tero, the floor is yours. Okay, Elina Petäjäjärvi. Thank you and hello, everyone, and welcome also on my behalf. Straight on to our quarter three. In our third quarter, our revenue grew by 7% to EUR 7.9 million. EBITDA decreased to -EUR 2.3 million and operating profit to -EUR 3 million. The decrease in profitability was mainly due to increased external development costs, especially related to Alan Wake 2 and Codename Condor. Terhi Kauppi, our CFO, will a bit later discuss more detail on the financials. As you all know, in August, during quarter three, we also had to lower our outlook for this year, and this was due to lower than expected game royalties this year and our decision to take extra time to develop game Codename Vanguard. We decided still to keep the game longer in the current proof of concept phase and postpone the expansion of the development team until next year. This was done in order to give the team the time required to really design, prototype, and test the key elements of this big game before we move on to the phase where we also will need a larger team. In September, we also announced a new option plan directed to key persons of Remedy. We have had a similar model now for years, and it's one of the important tools we have in our use in this highly competitive talent market to really get, keep, and reward our world-class talent. Overall, in the third quarter, our main focus has definitely been on the five games we have in development. We will make these five games the excellent games they can become, as we know that each one of them has the potential to be a major success one day in the future. As can be seen from our project portfolio, during the past years, we have successfully built our multi-project model. Our game development capabilities are in good shape, our financial position is strong, and we have the right business partners for each of the five games we are developing. Four of these games, namely Condor, Heron, Alan Wake 2, and Vanguard, they are all based on Remedy-owned brands. One of these games, Max Payne, is based on an external brand but has a great strategic fit to us. With our current game road map and strengthened development capabilities, we are planning to launch at least one new game per year from 2023 to 2025, accompanied then in addition by additional free and sellable content. If we have a closer look on each of these five games, first game, Codename Condor. This is the four-player co-op player versus environment game, a spin-off of Control. Condor continues our collaboration with 505 Games that was started with Control, but this time with the model that supports Remedy to also take next steps in the gaming industry value chain. We, Remedy, we are developing the game of course, but we are also co-financing and co-publishing it with 505 Games. Condor as a development project continues in the proof of concept stage with good progress so far. Our development team has clearly found clever ways how we are utilizing the wider world of Control with game designs that clearly give an interesting cooperative gameplay experience that fits well into the world of Control. These designs in a service-based games, there are many designs that need to fit together, but the designs are now being prototyped, and the gameplay already in this early phase feels fun. Why I'm saying this is that the question, does the game feel fun? It's one of the key questions for any game. The quest for finding the fun in game development at times takes a long time. The longer it takes, the more uncertainty and risk it builds for the projects in the later stages. Finding the recipe for fun with core gameplay already this early phase has been a very positive and good achievement from our Condor team. Naturally, the game is still in a proof of concept phase, so still there are unproven areas and a lot of work still ahead of us. We are giving the team time to work on a multitude of important game designs and finalize the key pillars before we move the project to the next development phase. Codename Heron, the other game in the world of Control. This is the bigger budget Control game. We have already agreed the high-level collaboration terms with our partner 505 Games for the Control. Game is currently in the early phases in concept stage, but has advanced well. Actually based on this well progressing early development, the team size has already gradually been increased. We will still keep the team in a moderate size in this early phase and give the time needed to continue concepting and again prototyping the game designs. The Heron team is also in collaboration with our Northlight team, developing selected technologies and tools that we see are needed to realize the ambitious vision that we have with Heron. Of course, we have Alan Wake 2. This is the long-awaited sequel to the award-winning 2010 psychological thriller. The sequel, Alan Wake 2, builds on many of the strengths that already existed with Alan Wake, but also brings new elements and takes Alan Wake as an IP to next levels. Alan Wake 2 is a survival horror game with Remedy's take on what survival horror is. We are partnering with Epic Games on this game. The game is in full production and will be launched as planned in 2023. There is still work to be done, but the game is coming together on all fronts at the moment. User testing continues, and the feedback so far from the user research has been encouraging. When I'm personally looking at the game as it is and how it's coming together, I'm confident to say that in 2023, we will launch an excellent game. We have game code-named Vanguard in development, our free-to-play cooperative multiplayer game, service-based game. This is co-financed and co-published with our partner Tencent. The game continues in the proof of concept stage and overall Vanguard as a service-based free-to-play game will be a game which has a rich world and also selected new elements that will make this game a multiplayer game that stands out from all the other multiplayer games out there. Some of the designs that are needed for that, they are already clear. Some are still taking shape, clarifying. We of course have the designs in place, but it's highly important that the team prototypes and tests all these designs before we then move into next phases. It's a big overall service-based game. We want to make sure that all these different elements merge together in the right way before we then move into next phases and are sure that then it's all time more about execution than design and planning. The most recent one of our game projects is Max Payne 1 & 2 remake, Max Payne 2: The Fall of Max Payne and the original iconic Max Payne. These games, they are published by Rockstar Games, with whom we have a partnership, and definitely Max Payne fits well with many of our strengths as a studio and also has good business potential with well managed risk towards us. Our team is still in the early phases developing the game and also utilizing quite effectively our production and technology synergies from our different projects and also developing certain ones that the other projects can utilize. We are in the early concept phase in this with this game. In a way, after the projects, few words on our people, 'cause as we have been emphasizing number of times, at the heart of Remedy are world-class talents, our people. We have continued successfully our recruitments, keeping the bar all the time high. We now have 360 people. We are all the time taking further the ways how we can onboard, support, develop our people, and with these people, build high-performing game teams. There is an additional aspect actually in relation to people on which I have been happy and also relieved in relation to year 2022. As we all know, fortunately during this year, COVID, and especially the restrictions related to it, have started to ease up. Having discussed with many other companies in technology sector and of course in gaming, many companies have this year seen higher amounts of leavers as well. In a highly competitive talent market, people always have new opportunities if they want to pursue those. During COVID times, it seems that a bit more of these people who may have had interest to change jobs have actually delayed those plans and stayed with their existing employers and jobs. Now, when the world is again opening up, many companies with whom we have discussed have seen a bit higher amount of leavers, like the two years of COVID had accumulated potential leavers who had not left, and now in a way that accumulation is realizing. We also at Remedy saw that as a risk earlier this year, hearing this information from other companies, but have been investing into our people and people processes ways of working for years. We have taken all these elements further this year, and looking now at our first nine months of 2022, I'm really happy that we haven't seen any drastic changes or spikes of leavers, and we have been able to really keep our talents. On top of that, when the recruitment works, we have been able to continue recruiting, getting new top talent, and we have seen that all the time in the growing number of talents which, as I said, is now 360. We also have our second studio now in Stockholm, Sweden. It's in operation, and we are selectively step by step growing it. Now, while our own talents more and more focus on the most crucial parts of the games we have in development, we complement this with external development partners that bring to us their special expertise and also allow us to scale up the productions when needed. We are seeking all the time for good partners who can bring us valuable competencies, give us scalability, and most of all help us execute our game projects in the intended scale, time and quality. In 2021 or early 2021, we raised capital to be able to invest into games in which we see major future potential. The increase in this external development is part of these well-planned investments, and we are all the time continuing to expand external development capabilities in a managed way. However, now it's no longer just expanding. We have been able to build the partnership, learn and develop our ways of working, and this continues. Our capabilities in this are now in a level that we can really collaborate much better with our partners and also utilize these external development partners well for the benefit of our games. All this, our own talents, our expansion in Sweden, Stockholm, and our external development, it all supports us to develop our games, our five games, and one day launch them successfully and reach our long-term growth objectives. This is my part. Let's now talk more on financials, and I'll hand over to Terhi. Thank you, Tero. Yes, good afternoon also to everyone on my behalf. Let's take a little bit deeper look into our quarter three financials. Overall, we had revenue growth. The growth was 6.8% year-on-year, and the composition of our revenue was such that we had 95% of the total development fees and 5% of the total revenue was royalties. The development fees year-on-year grew by 38%, and the growth was driven mainly by Alan Wake 2 and Max Payne remake projects. Then the decrease in royalties was 80%, and that's mainly due to the fact that the Control game is not anymore creating such amounts of royalties as a year ago. We did not receive any royalties from Crossfire or from Alan Wake Remastered. Looking at the more historical perspective and also the year-to-date numbers. During this year we have had quite good revenue growth overall, over 20%, and that's like EUR 5 million more of revenue year to date than one year ago. When looking at the full year or these nine months that we have behind us, we have now about 11% of royalties from total revenue, whereas in comparison period last year, that was 29%. Our development fees have been growing by over 50%, whereas also the royalties have been decreasing by 53%. Also here, as seen from the graph, the quarter four 2021 figures were very high due to the development fees received to compensate the past work for Vanguard and the Alan Wake 2 scope increase. Going forward, we have exceptionally high comparison figures ahead of us. About the profitability, and yes, as said, there has been a drop, and the quarter three EBIT was -EUR 3 million. That's -38% of revenue, whereas in the comparison period, we had only slightly negative EBIT level. The increase in the external development cost impacted the profitability level. This was expected, planned, an important investment for us. Also, the composition of revenue, just explained with the lower royalty share, impacts the EBIT level. Looking at little bit, components behind the EBIT. The external development fees, without taking into account the netting effect of the capitalization, they increased by EUR 2 million year-on-year to EUR 4.5 million, and that's like, 74% more than a year ago. The main drivers for this were the projects Alan Wake 2 and Condor, where we used significant amounts of outsourcing. Personnel expenses had a slight 5% increase despite the increase of over 12% in personnel overall, and this is explained by a lower level of bonus accrual since we have accrued a lesser amount of EBIT than a year ago at this time. In the capitalizations, we're also on a lower level, 19% compared to quarter three, and the capitalizations are driven by capitalization percentages defined per project. So there is some variation over time. Our cash level and operating cash flow are in a good level. The operating cash flow was at about a similar level as in the comparison period, EUR 4.7 million, but this reminds us and also seen in the graph, there is quarterly variation. The total cash level is about at the same level as a year ago, so EUR 63 million. We have been able to maintain a good cash position, and that allows us to invest into good quality games as planned. When we raised the funds from the market in the early 2021, the intention was exactly this. We secure the cash position and enable investing in our own games. We have done, and that is now visible in the numbers as predicted. The current profitability level, as said, is impacted by increased investments to product development, especially our own IPs, and by composition of revenue, so the lower level of royalties. Overall, we see the possibilities for our top-line growth and improved profitability in the long run. That in mind, we make operationally wise decisions, although in short-term, this impacts our numbers because with a strong cash position, we build up basis for the long-term success. Couple of slides about our portfolio and the long-term opportunities again. We have a balanced portfolio. First of all, we have these subcontracting-type agreements currently with Rockstar Games. We are working there with the partner IP, and we are, in a way, offsetting the discontinued operations project with this. We are also working with 505 Games and Epic in a model where we own the IP and the publishing partner funds the development either fully or partly, and then we share the game sales profit. We are taking steps towards the self-publishing, but in a risk-controlled manner, and we are now first starting with co-publishing, like with Codename Condor and Codename Vanguard, and these are IPs owned by Remedy. We do not yet have any projects where we would be self-publishing fully, but this is a future opportunity. What does this mean in terms of timing and in terms of revenue potential? When talking about these partner IP projects, during the development phase already, we normally have margin. So that's already, as such, a good business for us and then additionally, we also have possibility to games sales royalties, but to somewhat lesser extent than in the models where we partner with our publisher, and we build up the games based on our own IP. During the development phases, there is variation on how profitable is that during that phase, and clearly the fuller, higher profitability possibilities are in the game sales and the royalties. When we are moving into more co-publishing model, we are investing more ourselves, but also we have a higher potential in terms of royalties. Yes, we do not yet have the self-publishing model, but there clearly the pure potential in terms of profitability is in the game sales royalties. In regards to timing, we can see that the more we have projects towards co-publishing, self-publishing, the longer it takes for us to really benefit out of the game sales royalties. Also it's good to know that, depending on publisher agreement, there might be a recouping element before the royalties are paid out. Yes. Please, Tero, you can continue now from here. Our outlook, as we announced in the early part of quarter three in August, is that with the updated outlook, we are expecting our revenue to remain at the previous 2021 year's level and operating result to decline significantly compared to year 2021. As a comparison, in 2021, our revenue was EUR 44.7 million and operating profit EUR 11.4 million. We now have the organizational capabilities and also the partners to develop the current five games we are working on. Full focus of the whole company is now to develop these games into the excellent games they will become. When done by talented people that we have in well-working teams with the support that we now as a company can provide to world-class creative and technology game projects, each one of these games has a potential to be a major success. We will have a steady flow of successful game launches starting from next year, 2023. Our long-term objectives, they remain the same. By 2025, by year 2025, we have created several successful games and at least one major hit game, a game that reaches the global top-selling charts and can keep on succeeding. We have the unique creative skills and can create worlds, characters, stories that build powerful brands. We will own at least three expanding game brands, all with long-term hit potential. We also will have commercial capabilities so that we ourselves can select the right commercial model for each of our future games. For some, it might be self-financing, for some self-publishing, working with publishing partners for others. Great people definitely continue to be a key focus for us. We aim to be the most attractive gaming industry employer in Europe. As has been said, we aim to reach each of these objectives while having a profitable and growing business in which we also manage our risks well. That's it, from our part. As I said, presentation and, now it's time for Q&A. Maybe we'll first take the ones that have been sent. Sorry, we need to dive in a bit deeper. ... to see them. Okay. The first question is that, in the second quarter report, it was mentioned that Condor was moving towards pre-production. Now it's still in a proof of concept phase. Has there been some delay with the project? Condor has been progressing as has been planned. As was said in the question, in a way, it's all the time moving towards pre-production. And as I just explained in the presentation, there have been a lot of good developments happening in Condor. Now we are following our internal stage gate process where the projects are moving from concept to pre-production to next phases after that. It's in our own hands to decide when we let the project move forward. Typically, in a way, when moving on from pre-production, in a way, always after that point, there are still some open questions and uncertainties. We can't, in a way, get the security on all the different designs, and it's our own evaluation that what's the level of open questions or uncertainties that we still accept after that phase. In a way, some companies I know, they are quite loose in this type of evaluations. I think in the past, we have also been looser, in a way, more loose. We have been more loose in letting projects to proceed. One of the learnings that we have had, why we are nowadays much stricter in evaluating projects in these early phases, is that the more we can really prototype and in concrete ways evaluate and validate in the playable build in these early phases, the less surprises and delays which are then, in a way, slower to solve and require much more investment in the later phases we will have. Now with Condor, the progress, I would say overall has been good with the game. We have been happy with the work that the team has been doing. We are kind of like all the time moving, in a way, towards the actual pre-production phase. We are still, in a way, requiring the team to prove certain key designs so that we can lock them, and when we move on, we are certain that, in a way, those questions will not again come to us when the team is bigger and the investments are already higher. Then a second question was that any update on Alan Wake Remastered sales figures? No, in a way, concrete update. We haven't, or Epic hasn't, shared those numbers publicly. As we said, in a way, the sales are progressing along our own forecasts, but the game hasn't yet recouped, and we haven't yet received royalties. We are expecting that the bigger, in a way, sales phases will start happening once at some point, in a way, Alan Wake 2 gets into a phase where it has more marketing, more visibility, and then one day when it's out in the market. A question that, "What are the biggest risks and possible issues in the five games that you are developing?" Well, in a way, all of these games, they are ambitious games. There are, in a way. What we are aiming to do with all of these games is that they have to be excellent games, but all of them also need to bring in elements that make them stand out, make them unique in the market. There are new elements in each of these games, and typically, in our type of games, it's really not finding the design. The designs we find, and they are quite clear in a way, the creative parts. But being able to execute, implement those in a way that the entity feels really good and fun to play, and then be able to do those in a manageable budget and schedule, that's always the big question. I wouldn't in a way, in that sense, maybe start outlining individual issues with each of the projects. Maybe a topic that is good to highlight that we have now spent six years in building our multi-project model, and now the organization capabilities, partnerships start to be in place that we really have a functional multi-project model. There are a number of other gaming companies that at the moment are aiming to build the same model. It will take for them years. It's a challenging model for many to build. I'm really happy what we have been able to do. Now in relation to our games, what we need to pay attention to is that in order to get these synergies from the multi-project model, we need to be quite decisive and strict in keeping the game projects long enough in the early phases, not only for the sake of an individual game. We need to do that for the individual game that we have the designs clear, in a way, prototype proven, so that when we move on, we could be more certain that we don't face big fundamental changes later in the development cycle of that game. 'Cause then it's going to take more time and more money. There is the additional reason that if we face that type of situations later in the life cycle, then in a way, the time to develop that game will be longer, and people will be in that game project longer. Freeing up them for the next projects we have in the pipeline will take a longer time. There is the risk of this type of cascading effect, and that's also one of the reasons why we have learned and we are paying a lot of attention in the early phases of the game development and games that we now have in development. Maybe Terhi to you- Yes. The next one. Regarding the fluctuations both in income royalties, et cetera, and in costs, external development costs, for example, could you consider giving better forward-looking guidance on those in order to avoid surprises which now seem to be coming or at least perceived to be surprises? Overall, what we have said about our cost level and the investments, we have said for a long time, and especially after we raised EUR 40 million from the market, that we will be investing heavily in our own IPs. In practice, what it means that we will recruit more people, and we will use more external development. To really increase those is a rather sort of a steady upwards ongoing process. What is affecting the profitability shifts on a quarterly basis is really much the timing of the revenues, and it means the timing of the development fees and the timing of the royalties. Yes, the quarterly numbers are fluctuating, and we have said many times already that that is happening and that will happen. We have given the guidance for the market for the full year—for the full financial year, and that is what we are forecasting, and that's what we are keeping our eyes on. On a quarterly basis, we do not give the guidance. Okay. There is regarding self-publishing, what kind of funding, cash level. What kind of funding or cash level would that require? Assuming that those are much higher, how would you describe those needed financial muscles, and how do you see acquiring those needed financial muscles? Well, we now have the 5 games in development, and our full focus is on those. These 5 games don't yet include full self-publishing or funding. In that sense, in a way, it would be a question for some of our future games, later in the future. I'm not going to speculate too much on that. In a way, when interested in the levels, we have said that on average, in a way, our game budgets are between EUR 30 million-EUR 60 million. On top of that comes in a way the marketing investments. Typically, when the games are service-based games, they will require also additional development budgets after the first launch. Yes, definitely in our type of games, the in a way financial investments needed for full self-financing and self-publishing, they are significant. In a way, we want to build a position that one day in the future, we have the full availability to decide on all of our future games what's the right model. It's not necessarily still in the future the model that we should go for. We have always been really good in partnering with world-class, in a way, the biggest gaming industry players in the world. For us, the most important thing is that we are still at our roots. We are a creative organization. That's the biggest thing that separates us from many of the other, in a way, companies out there. We have the unique ability to create memorable, long-lasting gaming brands, excellent games out of these brands. That's still the core focus. Now, yes, we do want to make this in a way that they would have the maximum business opportunity and potential. We see that the most important thing is to consider that how we can build the biggest cake out of these games. If the cake is big enough, we are more than happy to share that with a partner who has been helping us to build that. That's still going to be a key strategy for us going into the future, that we will strengthen our capabilities all the time on the creative technology game development aspects to be able to create the games that have the biggest potential out there in the market. We build sufficient commercial capabilities that we can always decide what's the best, in a way, business model to be able to benefit from these games. Is there any chance Alan Wake 2 will be sold on Steam platform at some point? In a way, our publisher is Epic Games, and this type of questions are in their field, so I won't speculate on that. This we have agreed that's a question to our publisher partner. In the first week of October, there was news about Tencent Holdings, who is in the process of changing their acquisition strategy in terms of looking out for opportunities in acquiring gaming assets in Europe. What's your point of view on this? Again, in a way, I can't speculate on behalf of our partners. Can you say anything at all on when can we expect some more information, marketing on Alan Wake 2? Again, in a way, we don't want to. In a way, we have a great game in development. As we have said, that game will launch in 2023. Now, at some point, the marketing campaign will start and then that's one important element to make then the launch of the game successful. Again, that's something that our team is planning with our publisher, Epic Games, and we definitely don't want to spill out any information that might take some of the power off from the marketing campaign that at some point in the future will start. Are there any ongoing discussions on Heron, and how can you elaborate what is said here regarding 505 Games' part in the game? Well, when the time comes, we will then of course inform the markets. We have so far said that we have had good collaboration in relation to Control brand overall with 505 Games. Along our announcement on the deal with 505 Games on Condor in the summer 2021 we also announced that high-level collaboration terms in relation to Heron have been agreed, but we haven't yet informed on anything else. Does Condor EUR 25 million initial budget include live service phase? The EUR 25 million initial budget is up until the launch of the game. It's a service-based game that of course then also after that will require development, and that's done in collaboration with our partner. Can you elaborate on your CEO comment that Remedy is evolving towards a higher margin, more scalable consumer business? Are your plans to finance your game projects to a larger extent in the future? Well, Terhi has in the presentation presented the one slide that hopefully opened up this question a bit more. We are now focused on these five games we have in development. Especially when we compare to our past when we had two or three projects and in a way only Control back in those days was a game in which we were co-financing the game and had a bigger revenue sharing part. Now, when we look at our games, yes, we have Max Payne, where there is a royalty opportunity, but all the other games have a bigger opportunity also, either for higher royalties or for the revenue share. We were referring to that then when we go in a way into the future few years, we will have out there in the market multiple games that all have a significant royalty upside opportunity for us. As we all know, in a way, that is a very scalable business, that the investments, majority of the investments have already been done, and whether the game sells 1 million units, 2 million units, 3 million units, the related costs are no longer increasing in the same proportion. It is still somewhat unclear to investors what the business structure around Heron looks like. Does Remedy currently finance more than half of the project? Will Remedy and 505 Games evaluate both publishing and platform deals for the games? Then also, will Condor have a game as a service model? Well, as I just said, in a way, we haven't yet shared any additional news on Heron, but at the moment, we are ourselves, in a way, funding the Heron development. At some point, in a way, when we will inform that we have a deal for Heron, we will also inform on the financing, publishing, the commercial model. Yes, Condor will have, Condor is a service-based game, meaning in a way that yes, we will launch the game, but after that the game will continue developing and there is also going to be a monetization model related to that. On the long-term 25 plan, how do you define a major hit game in terms of copies sold? I understand that you can't give a specific figure, but the ballpark figure would help understanding your own definition of major hit game. With each of these five games, this is, we always build a business case for our games. In relation to that business case, we also have defined what's the overall genre of the game, in a way, what is the target audience. We are estimating what's the potential size of the target audience. What are the comparable games? In a way, how well have the biggest games in these categories done? We want to be, when we launch, one of the absolute top games in those categories. Depending on the game, we are then making comparisons to these games out there in the market, and we want to be one of those games on the top of that category. I don't want to give any number values in a way. They differ so much based on the free-to-play game, service game with potentially bit different model, and then a traditional, in a way, single-player AAA game. Can you elaborate on the strength of your recruitment project and say anything on how many full-time employees you are looking to add in the coming twelve months? Well, in a way, I would say that we have an exceptionally strong recruitment capabilities, and that capability has been built during the past six years' time. Of course, it's supported overall by the good perception of Remedy in the employment market, in the talent market, how Remedy is seen, what type of games we develop, what's overall the sentiment in the developer community towards Remedy. When we started transforming Remedy six years ago towards the multi-project model, we of course saw that in the long term, we do need more developers. At Remedy, they need to be world-class developers, in a way, the best developers out there. We back then started building our recruitment capabilities. We now, just as an example, we are 360 people, and we are using wide number of tested, proven recruitment agencies and partners in the market. On top of that, we have five full-time recruiters internally inside Remedy. They are doing a certain part of the job, but then we also have our internal organization, both in a way the discipline experts who are responsible for certain, in a way, special disciplines in the company, and then we have the project leadership teams, who are typically the ones who are looking for these people. We have also taken our time not just in finding and recruiting these people, but to do the recruitment process, the evaluation, towards these people that we are able to convince them why Remedy is a good place, but we are also able to evaluate via different steps that these people are the right ones for Remedy, for our current needs, and for the projects that are looking for them. I think on top of that, then when we have invested lot into the different HR processes, what are the life cycle steps of an employee within Remedy and how we can support people, first of all, to find the right role at Remedy, to develop their personal skills, kind of like find the next career steps internally, rewarding all these elements. I think all together it now can be seen as a well-functioning, both well-functioning retention and well-functioning recruitment. Can we say how many full-time employees? We haven't, we are looking in the coming next 12 months' time. We haven't shared that type of information. Just looking at our website, it's visible there. I would say that at the moment we have between 35-40 open positions on our website even, and that amount hasn't been changing that much during the past couple of years. Can you share how many copies have so far been sold of the Control game? Not the exact number, but we have said it previously that the amount is over 3 million units at the moment. Could you give rough estimate of a yearly budget for live service phase for Condor? No, that information hasn't yet been shared. That seemed to be the questions. Good questions. Thank you. Okay. Like Tero said, I think our time is up, and those were all the questions for today. Thank you for the call and the questions. We will be back with the next earnings webinar, that is our financial statements release 2022, on February tenth. That's all for now. Have a great weekend. Bye-bye.