Good afternoon. Welcome to the Jefferies 2024 Global Healthcare Conference. It's my pleasure to introduce Ville Iho, the CEO of Terveystalo. This will be a 25-minute presentation with a five-minute Q&A at the end. Thank you. All right, thank you. Good afternoon from my behalf as well. There's some coming and going, but let's wait a couple of seconds. All right, welcome. I guess not everybody in the room knows Terveystalo, so a couple of basic facts on who we are. Terveystalo is a leading healthcare platform in the Nordics, providing outpatient services for mainly private customers. Some services to public, but mainly private customers. We are EUR 1.3 billion in revenue currently. Strong profitability, improving profitability. As I said, revenue split skewed towards private funding, which makes us resilient not only for political moves, but also for inflation and such. We are a fee-for-service private money provider. We are known for a vast network. We are present in Finland with more than 300 units and in Sweden with 150, but more and more so also in the digital space. 24/7 availability for digital channels and good access to services also in brick -and -mortar. 15,000 professionals today and 1.2 million individual users or individual customers in Finland are our main market. As already said, we are mainly a private provider. In our main business, which is healthcare services, EUR 1 billion business. This is the revenue split. So 61% corporate customers, fee-for-service model. 30% consumers, either paying by themselves out of pocket or with insurance money. Again, fee-for-service. Then 9% public business. That one also mainly fee-for-service, but some fixed contracts. So again, private business fee-for-service model, really dynamic, flexible, resilient way to do business. Our main value proposition to our customers is integrated care, meaning fast access not only to physical treatment, but also to digital channels. 24/7 availability, fast access, fast throughput through integrated care chains and data-proven medical outcomes. In our model, the beauty is that we are able to operate with the same customer, with the same wallet throughout one patient journey. Not only operationally, but also medically and commercially, and that allows us to integrate, to optimize, to integrate care chains, integrate channels, and create value for customers, but also to do excellent business at the same time. We have invested to integrate this model and to perfect this model. We have invested a lot into digital space. We continue to do so, and there's a lot of additional opportunities to improve productivity, efficiency, throughput time availability in our model, and I will discuss that one a little bit in later stage. This is how the business is split as a structure, so our main business, as I said, is healthcare services, which was already presented, EUR 1 billion business, high profitability, fairly high growth rate. Second one is portfolio businesses, which is mainly public businesses in Finland, but some commercially driven businesses as dental business as prime example. Then we have Swedish occupational healthcare business, which is the minority partner in this portfolio. As a group, as I said, we are EUR 1.3 billion improving profitability today at 12.3%. Now, maybe the main takeaway from this presentation is not only the business model, but the progress that we have presented during the last couple of quarters. So basically, 24 months back, we were in a situation where the EBITDA percentage was trailing down. It was close to 8%. Then we set out to do a turnaround. We made some promises to the investor community and to the market. We said that next year, 2025, we'll reach 12% in EBITDA at the same time we are able to grow the business. And now, as you can see from the LTM figures, we have overperformed clearly ahead of time. We are today already, this year, LTM is 12.3 and continues to improve. Maybe the most impressive thing in this picture is that we have been able to do this one against very, very tough market conditions. As I said, we are mainly in private, and our biggest business being in Finland. In Finland, the consumer market has never been more negative than it has been throughout this period. So consumer confidence, clearly negative, clearly down. Corporate and business confidence also down, not all-time low, but really, really negative. So against a bear market, we have been able to not only increase the revenue, but clearly turn around the profitability and create a sustainable base for future growth and even improving profitability. Public market has been down also, so no boost from any of the market segments, neither in Finland nor in Sweden, and still, the results can be seen here. What we have done during this period is, I would say, a classical turnaround exercise and program where we have pulled all of the levers available and perfected our model, commercial actions, productivity boost, and cost cutting. This has, as I said, created a robust and sustainable growth for our next phase. We'll discuss the next phase more in detail in our capital markets day in a couple of weeks, so it's the 4th of December, but the future of Terveystalo will be profitable growth and rewarding our investors and shareholders. We have further opportunity to increase our profitability. It's not going to be driven as a turnaround centralized program. It's going to be organic growth, and it's going to be driven by additional investments into the technology. We are leading in use of some of the technologies. We have invested, as I said, in integration, efficiency, measuring the outcomes. We increase investments into AI-driven applications and see clear potential for further improvement. At the same time, when we have turned around the company, grown the business, improved the profitability, the customer satisfaction has also reached all-time high. So it's like a full home run: profitability, revenue growth, customer satisfaction. Also, medical quality KPIs have improved, and there's no sort of weak spot in our story this time around. We, of course, hope also for the markets to turn around. We cannot impact that one, but one can say that it cannot be any worse than it has been during the past 24 months. We are ready and willing to tap improving market, so as a recap, we are a leader in an inflation-resilient, structurally healthy, and profitable growing market. The growth stems from two different sources. We are in private money, and that will be boosted and supported by funding gap that governments do have, so there's no way governments can sort of replace the private money that we operate with additional funding. They have a hard time in fulfilling their current obligations, and the funding gap is widening, actually, not closing, so the private money and the role of private money in our markets will grow, and we are in that space. We are a leading player in that space. The other gap which will boost the business is the productivity gap. We have clear areas where we have clear productivity gain over the public system, and public is in the future. Over time, they are prone to buy services from us when they see that the productivity gap is there, and we are able to improve their processes, so both of these gaps will boost our business going forward. Megatrends will increase the overall demand for healthcare services. Demography in the markets where we are operating will support growth. Also, the price of the services is increasing, and hence the full market picture is healthy. We have a scalable business model, and we are driving on digital. We can still perfect our model with further investments, but the platform is there, and the investments that we are about to make will have a really positive return on investment. We have demonstrated profitable growth that will continue. There's further potential to continue on that journey. The cash flow that we are generating enables us not only to invest into the growth, but also to reward our investors. We have, as I said, maintained throughout the journey our place as a preferred supplier for consumers, consumer or customer satisfaction all-time high, and also for the professionals as a preferred place to work. So all of the elements for future growth and success are in place. We have demonstrated that success in the past, and with some time in the future, improving market conditions, it will be even better. So with that one, I will take questions if any. Henry Elphick from Mansfield Advisors. It sounds like a very incremental great story, sort of more of the same better execution. I wondered whether there was ever an appetite in that out-of-hospital market to move into new adjacencies or into new geographies and whether M&A is going to come back on the agenda? Yeah, very good question. So as I said, it's going to be profitable growth, and the tone of voice is incremental still. So we are not looking to make any big leaps. We see potential in further improving what we are doing today. There will be some new areas of business that we are looking at currently, but they are not totally new things to us. So they are more like incremental moves. Please. Just with your margin improvement, is there a ceiling for margins? I know this is incremental, but with continuous improvement, do you just go on and on and on, and now it's forever good, or where do you might see ceilings where there's a kind of balance and you might look to have to do something more? That's an excellent question, so we'll discuss the financial targets of our next phase in the capital markets day, and there, of course, you will maybe get more answers to that question, but we can still, especially in healthcare services, our main business, especially with the help of technology, do material improvements to the margin level.