Good afternoon. Welcome to this press conference on the 1/2-yearly accounts for the first 1/2 of 2022. Welcome to all those who are here and those who are connected online. We're going to present the results. First of all, a few highlights. The highlights for the first 1/2 is a record-breaking order intake with the export Rafales, and especially those of the UAE, to Greece for 6 additional aircraft, and a strong recovery of Falcon orders with 41 Falcon ordered this first 1/2. At the same time, the new difficulty because of the crisis you have gone through. This creates a certain complexity in the supply chain and a shortage of workforce that we can see in our company and in all the companies that contribute to the building of our aircraft. The context, you know about the context. It's a difficult context between Russia and Ukraine with the war in Russia, a global health crisis that is still persisting. Although we thought that the COVID was behind us, actually, at the beginning of this year in January, we were still hit. We went back to working from home. Some countries closed their borders, like China, and there was a reemergence of the virus, and it still is the case now. The presidential elections in France with the Re-Election of President Macron, the legislative elections that didn't give any majority to any party, and so a new formula in the Fifth Republic in terms of our government. This crisis created high inflation that you can see today, and this might remain at this very high level. We're beginning to see signs of concerns about growth. Our supply chain is under pressure. It has started again with our Rafale and Falcon successes, but also with the recovery of Airbus. The ramp up is once again the topic. After 2 years of whatever might happen in France, this going back to work, this intensive going back to work is difficult, especially since we have shortages in terms of our resources and energy is also going to weigh on this issue in terms of our supply chain and socially also because of inflation. Therefore, we have a very complex environment. As for the Ukraine crisis, some sanctions have been decided by the EU and by the United States and by others too, other countries. We complied with these sanctions, and we implemented in Dassault and for our subcontractors the whole issue related to these sanctions. This means freezing all our plants in Russia. We had an office in Moscow in the civil area for our Falcons. We had a subsidiary of Dassault Falcon Service to support our Falcon aircraft locally, Falcons that are operating in Russia, therefore, and we stopped and ceased all our commercial activities, our sales of aircraft to that country. There are some Counter-Sanctions also in certain areas that have affected us and our supply chain. Now, the risks of our supply chain, the crisis in 2020 because of the COVID, this continued until 2021, the crisis in Russia and Ukraine, and a new supply chain that had to be installed. Strong risks in our electronic components because of the COVID crisis. If there was an extension of the crisis in other areas in the globe, we all have trouble finding electronic components, and this is a major concern. Of course, we have taken a certain number of measures, and as you might have seen last week, the president launched and increased the manufacturing and development capacity of STMicroelectronics with the Franco-Italian partnership. The outlooks are favorable for the company. When you look at the orders, historically, they're quite strong, so we'll have to increase our pace and ramp up. The supply chain is still concerning us. We are keeping a close eye on it, thanks to the control towers that we have set up at Dassault and at the GIFAS. As for our programs, the Rafale and other contracts were signed last year, but they were implemented in April this year, so this will ensure workloads until 2031 for our factories. Greece has ordered 6 more Rafales. Indonesia has signed 2 contracts, 36 aircraft. They are still not enforced, so we're waiting for this enforcement this year, and we are executing and delivering 7 export Rafales. The guidance for the year is to deliver 13 Rafale in 2022. We have a lot of prospects with whom we are discussing, and these are additional promising contracts for the years to come. Now we're going to continue the development of work in France on our F4 standard, which is the armed forces standard for the UAE and for France. The launch of the productivity works to allow batch 5 contract for 2023, around 42 aircraft. We're thinking with France about a war economy because the president talked about the war economy. We are talking about this with the Ministry of Armed Forces to see what that would mean for us industrialists on the whole and on a case-by-case basis. This is generic work that we are beginning to do, and we will see this in the future French military program law that was announced last week by the president. Military support, as you've seen in the film, and before talking about the support for the Mirage 2000, we are delivering the retrofits of Mirage 2000D. The Mirage 2000D will keep flying together with the Rafale aircraft with the air-air and air-ground improvements. RAVEL for Rafale or ATL2 for Ocean and BALZAC contract for the Mirage 2000D, but also for the other 2 Mirage 2000 that are still flying and they'll still fly in the coming years. For the export support for our fleets and all the service platforms that we're setting up to improve the support and be as close as possible to our clients for all the Rafales that were delivered to four countries, Egypt, Qatar, India and Greece. Our training center in Mérignac is still running, especially now to train pilots and Greek mechanics who have bought the Rafale. Future Combat Air System launched in February 2020. Phase one work was completed at the beginning of the year. We are waiting for the contractualization of the phase one B. After phase one A, this contract should have been signed at the end of last year or before the end of 2021. We encountered a few interpretation difficulties of what prime contractor means between Dassault and Airbus, and we are still at that point right now. Eurodrone, as we saw in the film, the contract was signed by OCCAR to Airbus. Airbus is the prime contractor. Dassault will be the subcontractor. That's not a problem for us, and we are working with Thales on the communication system within this framework and on the control systems of the Eurodrone. Falcon mission aircraft. 4 Falcons were ordered by the Republic of Korea. These will become maritime surveillance aircraft. The Albatros, this is being developed. There are 7 aircraft and Archange, the military aircraft with 2 aircraft in backlog after the Gabriel. Maritime patrol aircraft, we delivered the fifth aircraft. There are still more to be delivered, and we're thinking about what could be the future maritime surveillance system in France. We have a Falcon 10X that we'll give to the DGA as a Pre-Study in the coming weeks. As for the Falcon, as I was saying at the beginning, sales are picking up, 41 deliveries. This figure is slightly higher actually because we've canceled the aircraft ordered from Russia in accordance with the clients since we won't be able to deliver them. Therefore, a very good number of Falcon orders. The market is very buoyant, especially in Europe and in the United States. We are enriching the range for the end of the development of the 6X. The program is running well, and I'll have the opportunity to talk about this again. We're still working with other partners on the development and the use of technologies to reduce the carbon footprint of business jets and especially the use of the SAF, whether they're green or the future SAFs. The alternative ones, the open ones, which are synthetic, so that we can really reduce, therefore, by 50% the consumption of the existing aircraft, and we will go beyond with the future aircraft. Of course, the reservation is that these SAFs have to be produced according to the right quantity and distributed to the airports. These SAF will cost a little more than kerosene, but we in-house, Dassault and our business jet clients are ready to pay a little more for the use of these aircraft with fuels that will have less carbon in them. This is the range, Falcon range. Falcon 2000, 4,000 nautical miles to the 10X. You have the Falcon 6X at 5,500 nautical miles, the Falcon 8X, 6,500 nautical miles, the Falcon 7X slightly under, and the older ones, the Falcon 900, which are still being sold with a range of 4,750 nautical miles. The Falcon 6X were entered into service, as we said at EBACE business show. We had a lot of difficulties because of the COVID crisis. Therefore, we're a bit behind schedule. We would rather take more time to make sure that we have the capacity, that we have certification and the capacity to deliver the first aircraft. The commissioning was put off to mid 2023, when it was actually planned beforehand to the beginning of 2023. The aircraft is finalizing a world tour. It's gone round the world almost. It's gone through Asia, the United States, Europe. It's a world tour that allows us to show the aircraft to our clients on the spot and to test the aircraft in operational conditions with an entire crew on board. They can see all the defects, because this aircraft is very young. We are still ramping up our industrial pace. We have the first aircraft that are being prepared at Little Rock for completion. The cabin, which is a very spacious cabin, you saw a few pictures in the film, was awarded for its design by several organizations, and this is a real success for us, and I hope that our clients really appreciated the flight. Falcon 10X, we are still developing it. Servicing will be at the end of 2025 with a wide range, so this is an ultra-long-range aircraft. We are developing a new cockpit. We have a technology and innovation center. All this was presented. The cabin, we're really insisting on that in terms of comfort, because these are long flights, because it's an Ultra-Long-Range aircraft, and the design has already received a certain number of awards thanks to the Mock-Ups, Mock-Up of size one that we have manufactured and that we're taking around the world so that our future clients might realize how pleasant it is and how efficient this cabin is once this aircraft will be flying. The state of the program, we've finished the wind tunnel test. We have produced the first parts of the Falcon 10X. The development of the Pearl 10X engine is taking place well, with 1,000 test hours. We are quite satisfied with this development. Of course, it's a very ambitious plan, and the COVID issues have stopped us from working as we usually do with an integrated platform in Saint-Cloud before each one goes back to his company to carry out the ad hoc development. All the difficulties in the 2020, 2021 can be felt on our program, but we're still ambitious, and we are sticking to this schedule for the late 2025. The Falcon after sale, Falcon support, we've gone round with our seminars, in-person seminars, and our clients can be informed about the latest in terms of support, the possibility to improve, to optimize the Falcon flights. A lot of publications that we carry out, but it's easier to explain all that when the clients are there in person. All this is very popular. The fact that we can reorganize these seminars, we can meet our clients again therefore. We are developing a global SAP for global management. You know, we had one in France for the eastern part of the world and another one in the United States in our subsidiary, Dassault Falcon Jet in the United States and the whole of the U.S., Canada and South America. We've done that to facilitate the life of our clients. Not easy to merge 2 existing subsidiaries, so we met a few difficulties that bothered our clients, but now we're correcting all that. There are some good things, and sometimes there are difficulties, and we should be able to talk about that. The service center network, it suffered because of the COVID, and part of this network is suffering because of the Russian crisis, because certain number of Russian aircraft were supported in Switzerland by our subsidiary, TAG Maintenance Services. Now it is still a difficulty because they haven't gone back to the level of activity that they had in 2019. From this general presentation, and as a complement to the film, I will give you some first 1/2 results. 127 aircraft have been ordered, 41 Falcons and 86 Rafales, sharp increase. 21 aircraft are delivered, 7 Rafale and 14 Falcons. Our backlog stands at 247 aircraft, 82 Falcon, 125 exported Rafale and 40 Rafale for France. That is 28 for 42 plus the 12 to replace the secondhand aircraft which were shipped to Greece. This means EUR 16.3 billion in terms of order intake. In terms of sales, 3.1 billion. That's equivalent to last year. Backlog as consolidated one is now at EUR 34.1 billion with a high percentage, thanks to the export of Rafale. This is 65% of our backlog and 22% for Rafale France and 13% for Falcons, because that's the cumulative backlog. Of course, the Falcons will be delivered faster than the Rafales, but the turnover is slightly different. There's a high percentage of Rafale to export, 22% also for France, 31% for Falcons, which does reflect how buoyant the activity is in the company when it comes to the distribution between export, France, Falcon and Rafale. We have the 10X and the 6X, and one is ramping up, so EUR 278 million of net sales increasing compared with last year's H1. We will have a self-funded R&D which will be higher than in 2021. Thales has also closed its books for the first 1/2. We'll be publishing tomorrow. 10.8% of our net sale and EBIT EUR 726 million, that is 8.8% of net sales versus 7.7% in the first 1/2 of last year. It shows our contribution to the net sales. 3.098 billion euros, 2022, to be compared with last year, EUR 200 million of operating income, 6.5% of operating margin increasing by 0.9%, compared with the first 1/2 of 2021. Financial income is the same. Thales and other equity affiliates proportionate consolidation EUR 183 million. Corporate taxes, roughly the same as last year. Our net margin of EUR 318 million, that is, 10.3%, sharply increased, comparing with 2021. Our cash is standing at 6.3 billion euros, thanks to the Rafale exports contracts. Now, the guidance remains unchanged. Delivery of 13 Rafales and 35 Falcons in 2022, with a slight decrease in our net sales compared with 2021, as announced earlier this year, in spite of all the difficulties in accessing spare parts and the supply chain shortages that we have reported so far. That's all for our results, and now we can move on to the Q&A session. I'm from Frankfurter Allgemeine Zeitung. You mentioned the negotiation on SCAF with Airbus and Airbus Defence and Space, and I have 3 questions. Do you think that there could be some failure in finalizing contract, and would there be a plan B for the FCAS? Is there any political support for this project? Thirdly, you've mentioned that 2040, 2050 are more realistic as a due date for the FCAS. Could you tell us why? Now, the first question is, what do you mean by failure? To me, a failure would be that the armed forces are not happy with the aircraft we deliver. What is really important is that we're sure, just like when you build a house, that you have the right, robust, and solid foundations which do require a prime contractor and an architect who will be committing themselves so that the house will be solid because of solid foundations. We've used explicit assumptions that any industry would abide by. That is a strong prime contractor. That's why Leonardo and myself, I've asked Airbus to be strong prime for this project. We have accepted this. We just ask for reciprocal and to be recognized as one key partner for the NGF. This is only one part of the FCAS. It's the one pillar of the FCAS. For this particular pillar, we have been appointed to be the prime contractor so that we ask for this to be complied with, not only in phase 1B, but up to the flight, because we want to deliver aircraft to operational armed forces. That's our commitment. This is our pledge. That's what we've asked Airbus to trust us so that this leadership by Dassault Aviation can be performed without any obstacle. It doesn't mean that we are against cooperation. We want to cooperate just like we did with NEURON with 6 countries, and this has allowed us to have a demonstrator being shown. This is what we've done with the NGF. We have a demonstrator which was compliant to the expected performance level and even better than that with Dassault Aviation as the lead architect of the projects and DGA, the French DGA, was the lead in this program with the various partners who accepted their role. This is what we are calling for as a success. Now, if it's not possible, you might call it a failure. I'm just saying this is a reality. Is it a political project? Well, of course it is. But should a political project give preference to political constraints or preference to industrial development, which will help us to achieve a high level of performance in our armed forces? The context is such that we should guarantee high level of performance of our armed forces. A 1/3 question regarding the time scale. I've said, in an exaggerated fashion, 2040 to 2050. But everything was to be Well-Organized so that the first flight would be at the end of 2025, and then it was 2026, and then 2027. Now we've lost 3 years over the last 2 years now. If I were to extrapolate on a 20-year program, I've added 10 years, so it's rather short. What does that mean, the 2050? It means that if every 2 years or every year we have to Re-Discuss with our partner because they disagree with us while we are supposed to be the lead, then it's not possible, unless we have all the time available. These are the statements that I've made. Yesterday, the Tempest was presented with a 2025 for the demonstrator, 2035 for an operational aircraft. Don't you think, as my colleague said, that it will be a failure for the FCAS if there's a competition? We've seen that in Europe, some European member states would buy some American aircraft. Wouldn't they buy also aircraft from the British-Italian coalition? What BAE Systems has announced is in line with what I've just said. BAE Systems is the leader. Saab is not a co-contractant or a main partner. BAE Systems are the lead. They said, "We will have our aircraft flying in 2025." Okay, we'll see. It's in 3 years from now. This is what I'm asking for. I'm not opposed to a partnership with the 3 partners, that is France, Germany and Spain. Right from the beginning, this is what I said, which was quite unusual and exceptional for our group, but not with any type of organization method. I'm not saying that I'm right and that Airbus is wrong. It's just that we have diverging views. I'm asking for a strong leadership by Dassault so that we can quickly achieve the result that is having a demonstrator flying where the specifications are more or less agreed upon by the 3 countries. Now in order to get to the point, you need a leader. In industry, when you build a high-level building or an Airbus aircraft, you have a leader. It doesn't mean that you not cooperate with others. We do cooperate with Falcons, with subcontractors, just like I do accept being a subcontractor of Airbus for Eurodrone. Airbus committed itself with OCCAR, so we'll make sure that we meet our commitments, provided Airbus also meets its commitments for OCCAR. I didn't ask for being the co-developer of Eurodrone. We've asked for some parts of the contract, and this is what made sense. It's not a duplication that's gonna make Europe efficient. It's not about copying or doing the same as what others do. That's my view. Indeed, it is a political project, and BAE is a leader, and NGF is only one pillar. As I said, Dassault should be the strong prime leader of the NGF and recognized by the 3 nations and by our main partner, that is Airbus. Once this is in black and white, there's no problem. As Guillaume Faury said, we're not far from it, but we're not there yet. It seems to me that so far you've been quite successful. These Rafales sell like hotcakes. Falcons is all over the world. With the 10X, you've come from an industrial action, which was quite difficult. It seems to me that there will be many more obstacles, at least 2. First of all, the FCAS. Don't you think that it's just a web of or an entanglement of impossibilities? Both countries, France and Germany are not compatible when it comes to industrial cooperation and defense policy. The 2 companies, Airbus and Dassault, are not compatible. Airbus doesn't have the capacity, it doesn't wanna hear about you being the lead. Don't you have a B plan? Could you please tell us more about this B plan? The second obstacle that I foresee is this huge workload on the company. How are you going to cope? Have you planned to hire more people at the group level? What are the profiles that you want to hire? Above all, are you going to have more people on the shop floor? This is an obstacle which is probably a challenge, which is far more difficult to take up than others because the recruitment of engineers will be faced with difficulties with many young graduate students who are demonstrating against aircraft because of CO2 emissions. How are you going to attract these new generation of young engineers? Well, thank you for highlighting all the future challenges. I'll try and answer your questions one by one. Now, the non-compatibility, I think we found a solution. What that is, a clear leadership by Dassault and the first pillar. If it is not accepted, well, you may call it a failure, or there will be a plan B, whatever it is. There will be a plan B, but I cannot disclose anything at this stage because the day I talk about it, I'll first report to the authorities and first and foremost to the French Ministry of the Armed Forces. The time hasn't come to talk about this, but we're working on it. Now, the reference to the Baudouin de Navarre is Lagardère is rather closer to Airbus than Dassault. Any industry should have a plan B. Now, this FCAS, the NGF is still on the table. We're still working on it, but I cannot accept any conditions, and I'm not going to challenge the initial assumptions just because we have diverging views today. I would like to be in the command and control position, and this is not accepted by Airbus. This is the only problem to be solved. Now regarding the recruitment in the second question, it is difficult. It is. Even though we have a high unemployment rate in France, all companies in all sectors have difficulties in hiring people. We are fortunate at Dassault, thanks to our DNA, is that people who join Dassault love aircrafts. What you've said, and which has meant our success, is that we have programs underway, and that when we export one Rafale, you need to develop new Rafales. You need to send people all over the world to support the aircrafts. People know that they will be touching the aircraft. We try to have some good connection between Saint-Cloud, Mérignac, and Istres so that people still are in touch with kerosene. Sorry for that. Yes, we need more engineers and more trainees and interns in our shop floor. When it comes to the recruitment, it's 1,300 people for the group. At this stage, we have already hired more than 700 people, so more than 50% of the 1,300 we were planning. We've simplified the processes. We went through the fast-track process, even though we have all these clearances to go through, so you cannot hire anyone. It's complex because we're a cutting-edge defense industry, but we have managed. Now, what is more difficult is the supply chain. I'm also the president of the UIMM, the union of the steel industry in France. All the companies in this sector in France have great difficulties in attracting, recruiting, and hiring. We'll have to be attractive to have more people hired in industry, and that's why I'm champion of the industrialization of our country. Industry doesn't mean only design, it's also manufacturing and the chain of subcontractors. It doesn't mean that everything's gonna be made in France, but that we have strong assets in France. We'll have to be able to lead a policy of industrialization that everybody's calling for, even though over the last 20 years, we've observed a de-industrialization of France. Maybe the COVID pandemic was an eye-opener to many people, but we'll have to help the training centers, the national education system, higher education. Institutions to gear these young people to the industry. We're still fortunate at Dassault, we have a turnover which is very, very low compared with the average rate. It's a few people who resign per year. People join after their university studies and they leave when they retire. We are a small company. We're not like Lockheed or Airbus or Boeing. We are 12,000 people. We all know each other. We are all aircraft lovers, and people do not demonstrate in the streets in front of our buildings because they don't like aircraft. It doesn't mean for the same reason that there's not going to work to find solutions to reduce our greenhouse emissions. We have nice challenges ahead, but I'd rather have these challenges with a backlog and rather than having a very low level in our backlog and difficulties in hiring people. No, there are some issues that will keep us very busy for many days around. Good afternoon, Sarah White from the Financial Times. I'd like to go back to the FCAS. So how long can you continue like this without an agreement with Airbus? And do you have a deadline to decide? I had a question. Industrially today, what is your major challenge? Is it your supply chain or energy issues? What is concerning you most? I just wanted to have an idea what's your major challenge. To answer your second question first, our major challenge is the supply chain. We have to make sure. You know, the supply chain is huge, and by supply chain, I mean first rankers, and we work with SMEs, but each company with whom we work, they work with other companies. When the crisis with Ukraine started, we started mapping who worked with whom until the bottom, because you have the supplies, major elements, and then you have the material also. Material, how do we secure it, et cetera. That's the first challenge currently with the crisis in Ukraine, the COVID crisis, because that did not help in our logistics. It make things more complicated, and the redistribution on who is going to do what in a certain number of domains. That's number one really for us. As for the FCAS, I've already expressed myself. I'm going to say it once again. Sooner or later, we have to say go or stop. We're going to leave ourselves until the end of the year. This is what I had said. Our teams have been redistributed elsewhere. We have work. They cannot just stay for 6 months, a year without doing anything, remain idle until the deal is signed. They have been redeployed. If we find an agreement that would suit everybody, then we'll need to have the time to remobilize our teams, to find the forces to do all this. Right now, they're doing other tasks. We'll need time to enforce this contract if we ever manage to sign it. The end of the year for me, so that we can make a decision in the next weeks, in the coming couple of months, end of the year. It is not an ultimatum, but we cannot just stay like that with the pen up in the air for years. Pierre Tran, Defense News. You talked directly with Mr. Guillaume Faury? We talk to each other every day. He's the manager of GIFAS. We have a lot in common, a lot of topics in common, especially the aeronautical supply chain. We're both worried about that, and we talk a lot about this. We don't talk much about the FCAS. Why? Why not? That's the question. Because the people I talk to are German and Spanish, and Guillaume Faury is not German nor Spanish. Small explanation. Well, you have a program in defense, so you have Germany, Spain, and France, and there's a champion. In pillar one, you have the French champion, who is Dassault, who is French, and the Frenchman managing. In Germany, you have a company called Airbus Defence and Space, and the manager is German, Michael Schöllhorn. That doesn't mean that Guillaume is not piloting the whole, but the main person is Michael Schöllhorn for the FCAS. You have another person in Spain, which is Airbus Spain. When we are all 3 of us together, I have 2 Airbus in front of me, and then I can still talk to Guillaume. Mr. Faury is the manager of all managers. Well, Germany and Spain, yes, he's the manager, but I'm not to deal with that, whether it's Michael or the Spanish. The Spanish person reports directly to Michael, you see? It's Airbus, no doubt about that. I have no doubt about who is steering Airbus, and I've precisely answered your question. A very quick question on the acceleration of the production units of Rafale. The President talked about the war economy and how far can you go in your production? Well, we had anticipated what the President was going to say because we anticipated the passage to phase 3 of Rafale. We might not need it today, but we've anticipated because we believe that we might have some other contracts, so we wanted to go a bit faster, and we were hoping to have contracts for France. We hope that batch 5 will be signed. Just, I should remind you that for France, there was a delay in the deliveries of aircraft delivered to France. The 42, 28 aircraft, it's been a long time we should have delivered this to France, and upon the request of the French authorities, we've delayed this, and it'll be delivered only at the end of the year, 2022, and especially from 2023 onwards, plus the 12 aircraft replacing the 12 Greek ones, so that will be 40. All these aircraft are planned according to the French military programming law. If we have to accelerate, we will accelerate, but we need time to accelerate. We can't just click our fingers and accelerate the delivery of aircraft, fighter aircrafts. It's not that we cannot accelerate things at Dassault, but there's the entire supply chain. As I've been telling you, there are difficulties, so everybody should be able to accelerate at the same time. In order to increase the pace by 1 point, it requires a year. If you deliver or manufacture an aircraft in 3 years, the time to increase the pace, you need 1 more year. Of course, we can always make efforts and mobilize ourselves, but there is a shortage of workforce. We cannot double the production chains overnight. We won't have enough labor. We can't ask people to work day and night. Our employees agree to work overtime, and that's great because it can increase their wages. They agree to work a little more, and that's great. Call on part-time workers, but that helps us gain time, save time, because we have to train. You hire young people, but it isn't because they come out of school that they know what is an aircraft. The acceleration we're going through right now, well, we have to accelerate even further, and today, it won't be that easy to do so. We are discussing with the Ministry of the Armed Forces on what a war economy means. I mean, we're just beginning our discussions, so we have to think about the acquisition processes. You were talking about the FCAS. Well, you know, with n EUROn, it was fast because then EUROn was ordered, the demonstrator was ordered up to the first flight. Even the test period, there wasn't a phase 1A, 1B, 2, and endless discussions between each phase. If we had signed all these contracts right from the beginning, it would have gone faster. It's a bit, a way we need to prepare our contracts faster. It's not only the industrialists, but it's the industrialists with the DGA, the Ministry of Armed Forces, and the budget. We need to have the budget, too. We're thinking about all this, and this is just the beginning. Tell me if I'm wrong, but when on TV, I saw the 2 Rafales colliding and landing without any problems, I thought I understood why you were so strict about the controls. They must be really robust because the 2 aircraft landed as if nothing had happened. Here, more than the flight controls, it's the four-leaf clover that worked because they were very lucky. It could have been far worse. It could have ended very badly. They were very lucky. In spite of all the damage, they could go back, fly back, and it was a real miracle. We're very proud of our flight controls, as you know. We're very proud of them because it is the cornerstone wanted by Marcel Dassault, and we've developed our capacities based on that. We developed our components, our electrical boards, the architecture, et cetera, and all this is integrated at the beginning with the design office, at the design office. Even the Americans recognize that that's the place where we're the best in the world. That's why we're very proud of this. It's good if it can save aircraft, but we have high-performance aircraft, especially, not only Rafales, but our Falcons, too. Well, I think that we're through with all the questions for the summer. There may be more questions in March, but it's really great to have this exceptional number of new orders. We won't always have such semesters. I'd like to thank you all. Wish you a nice summer, either working or on holidays for those who can take holidays, and you must take holidays from time to time to take rest. Thank you very much, and have a nice evening.