Good evening, all. Thank you for being present for this half-year presentation of the outcome of the Group's 2023. I commend all the members of the management and the directors who are with us tonight. First half year, 2023, is the continuity of the trends noticed over the first half of 2022 that were discussed previously. The commercial activity remains very dense in our LOBs, with the exception of property, as testified by the Book of Orders, strongly on the rise. The construction is rising in all the LOBs, especially Energy Systems and Eiffage Métal. Activity in Europe, outside of France, is on a high growth, over 20%. Concessions, we enjoy the growth of the motorway traffic and port traffic, as well as the ramping up of our new assets. In construction, activity remains resilient in spite of the decrease of property. Decrease offset by strong activity in refurbishing of the buildings and new buildings of public buildings and industrial buildings. The fall of property is sustainable, as testified by the marketing of housing units that slowed down 710 units compared to 1,500 as compared to the first half 2022. Refurbishing of building was always the core of our activities, but it's interesting to highlight that after several years of growth, the relative paths of the renovation and the new in the housing units and offices are now more balanced. Two illustrations, very different on screen. The five-star Hotel Regina in Biarritz, a masterpiece of Belle Époque, with the refurbishing of 72 rooms in Art Deco style and the heavy restructuring of an office building occupied by the weekly L'Obs, Place de la Bourse in Paris, mixing conservation of the architectural heritage and energy performance. We also closed the deal for the refurbishing on occupied site of the Résidence du Lac in Bordeaux. Very complex works. Renovation of a park of 8 housing units, 330 apartments. Property, some nice operations like those 98 housing units split over five buildings in Suresnes. We started the works during the summer for a delivery on the third quarter 2025. Another example on the right of the screen with the Îlot Jardin in Lyon. Nine buildings of 357 units with a strong environmental ambition around a garden of 40,000 sq ft, with terraced roofs shared, with a lot of vegetation. In collaboration with CREPI, 30,000 hours of professional integration on the project to support people looking for work. Development remains a good way to secure property in the long run. The neighborhood remains very important to implement low-carbon strategies, circular economy, mutualization of the usage, and social inclusion. In the extension of the demonstrating place of Allar in Marseille, completed in March 2023, we launched the marketing of Smartseille 2, a mixed operation that will welcome 45,000 square meters of housing units, offices, shops, and equipments. Goyer, our leader facade builder in France, aluminum and glass, is also developing a renovation on screen. The deconstruction and new facades of the Ariane Tower at La Défense. These works are performed on an occupied site. Roads also had a better resistance, as expected, with the growth of its activity to the tune of 7.2% in France. In the city of Angers, Eiffage Route implemented the new works of the new line of streetcar, 10 km, inaugurated this summer. Once again, Eiffage Route was awarded for one of its innovative solutions, DromoTherm, developed with Cerema and Université Savoie Mont Blanc. Solution enabling to capture solar energy of a roadway to store it before redistributing it in a nearby building as heating or domestic hot water. You see the demonstration project that we made in Chambéry. In spite of the conclusion of the first stage of the Grand Paris Express projects, Eiffage Génie Civil has a very good visibility with the Norway E18 in Norway and the high-speed train HS2 in the U.K., going full speed. Germany, with the structure contracts of the underground in Toulouse and the line—Turin line, without leaving aside the bids underway for the lots of the new stage of the Grand Paris Express and the confirmation of the restart of the nuclear French program. After four years, our teams completed the Eol. Train, enabling to power up the catenary of the SNCF Réseau. This works participate in the extension of the underground and train RER to the west of Paris, a sustainable mobility solution for over 650,000 passengers daily. On the line of the future underground Metro of Toulouse, that will close in 2033, the preparatory works are finished. 1,400 people will work on this project to implement the 12.7 kilometers of tunnel, nine station, and ten servicing facilities. We concluded last May the global market performance for the technical center of maintenance of Villeneuve-d'Ascq, to the tune of EUR 450 million. 35,000 square meters of flooring to build without any interruption of operation. It's the implementation for six years of the buildings and the rail. It proves the relevance of our model of integrated offer, and the capacity to offer turnkey solutions in the managements of rail infrastructures. Eiffage Métal shows a regular traction with over 50% of growth in the half year. Growth always borne by the offshore wind farms and beautiful projects of infrastructure, like the bridge of Leverkusen in Germany. We just closed a contract for the implementation of a second bridge on the Rhine River. Eiffage Métal has industrial capacity unparalleled in Europe. The Lauterbourg factories in France and Hanover in Germany are specialized in those buildings. Albacete in Spain is focusing on the masts for wind farms offshore. Abrantes in Portugal is specialized in structures and buildings for solar farms. Newcastle in the UK, Baarle, Arendonk, and Hoboken in Belgium, Zary, Niemodlin, and Legnica in Poland, and Fos-sur-Mer in France, are focusing on the offshore wind farms. To face the evolution of the size of the windmills, the development of the floating and the new substations in DC, we invested in those factories so as to adapt our capacities of production, and we recently acquired a new production site in Vlissingen, in the Netherlands. As you have seen on the opening video, we have launched the first pontoon of the Provence Grand Large, assembled in our factory of Fos-sur-Mer. Those constructions as tripods, 45 meters high, will support farms, wind farms, producing 8.4 megawatts. Provence Grand Large will be the first wind farm park, floating wind farms of the new generation. In Germany, on the call for tender, we have been awarded as a JV to secure, and then to conclude the building of a bridge over the Rhine in Leverkusen. Contract was terminated, anticipated termination by its public client. This touchy operation was perfectly mastered and is finished without any problem, as you can see on screen. Moreover, the client just trusted us again by allocating the implementation of a second bridge, twice 4 lanes, in parallel to the first. The two bridges, once implemented, will replace the existing one, which is under-dimensioned, totally under-dimensioned. Supported by the ecological transition, Eiffage Énergie Systèmes enjoys a good traction on all its market in France, the rest of Europe and internationally, and remains very active on external growth. After a year of meticulous work, our teams delivered this year the new inside lighting of the Abbey of Mont Saint-Michel, and the bringing up to standards of the fire protection. A very complex project due to the excess 300 steps, heli-hoisting for equipment of over 150 kilograms. Being in the heritage of the UNESCO, meant to have no visible electric wire. Recently, as a JV, we won a fire maintenance of the site of La Hague for Orano for seven years. A contract including predictive maintenance, thanks to a 4.0 digitalization solution of intervention and data mining. Eiffage Énergie Systèmes is proud to contribute to the restoration of the Cathedral Notre-Dame de Paris, with a contract that we won with the JV for low and high voltage, heating, ventilation, plumbing, power generator, and fire and safety. No visible cable and make no holes in any stone. Our teams, French and Spanish, remain very active on the development of solar farms in Europe, Africa, and Latin America. The market is dynamic, as testified by the 500 MW that we delivered and powered up first half-year. The dynamic of external growth started by Eiffage Énergie Systèmes for the past five years remains one of the growth levers of the line of business. In the first half-year, it acquired four companies, small-sized entities, enabling to increase its territory coverage and strengthen its expertise over Europe. VSK, Netherlands company, design, construction, maintenance of electric panels. Safety Service on the promising market of fire safety in the Netherlands. Pulsar Consulting, Belgian company specialized in the bespoke applications for industrialists. And the Lafosse Group, based in the Marche region, completing our know-how in our traditional lines of business and improving, especially our territory coverage in the Cotentin area. Before moving to the concessions, I wish to put forward some iconic projects. As you know, we really like our compact organization, giving us a lot of efficiency, what it's about to, succeed in very significant size projects, needing the mobilization of several of our lines of businesses. Larger, more powerful, the data centers are being developed in Europe to face the growing needs of data hosting. This market, really ramping up, is a source of opportunities for the group. Until 2024, the 400 employees of Eiffage Génie Civil, Eiffage Énergie Systèmes, will ensure the implementation of the largest data center in France for CloudHQ. The implementation of the new Palace of Justice of Lille for the Ministry of Justice, for an amount of over EUR 85 million, needs the mobilization of Eiffage Construction, Goyer, Eiffage Énergie Systèmes. Last example, the gigafactory of electric batteries built for ACC in Billy-Berclau Douvrin, inaugurated end of May 2023, after a year of work. This project, which is a turning point in the reindustrialization of France, and is part and parcel of the ecological transition, was implemented by Eiffage Génie Civil, Eiffage Énergie Systèmes, Eiffage Route, and Eiffage Métal. We cannot but talk about the dimension of this building: 61,000 square meters, 644 meters long, 100 meters large, 20 buildings and other annex buildings. Visibility in the works is very good, to the tune of our Book of Orders and strong increase. Notwithstanding that, this book doesn't include, for standard reasons, several contracts on several years signed, like Nové, I'll get back to that. Lyon-Turin lines, and Cielis, the market for public lighting and signals in the city of Paris. All of these contracts represent over EUR 2 billion of works to be made until 2032. We are very involved in studies on other contracts, very significant ones, on long-term contracts involving all of our lines of business for works. In the concessions, first half year remained dynamic with an augmentation, increase of the airport traffic and contribution of new activities to the sales. In order to maintain our balance works concession, it is absolutely paramount to create new concessions to succeed to APRR, AREA who will be terminated by 2035 and 2036. I added to the global scheme I presented a year ago, you have it here on screen. It integrates now the extension of three years of the airport of Lille, and the EUR 1.5 billion investment made over 12 months, with a strengthening to the capital of Getlink and the Millau Viaduct, and the acquisition of Sun'R. Marking highlight of the half year, the starting of the contract of concession of housing units for the Ministry of the Armies, Defense Ministry in France, Nové, contributing to the tune of EUR 22 million. The management of the park by the teams of Nové, we have launched six projects of building new buildings and four operations of refurbishing. We'll have launched 30 projects by the end of the year, over the 732 made, sum total, over 200 projects simultaneously. The project, I remind you, will generate until 2030, close to EUR 1.5 billion works for Eiffage Construction, will ramp up with about EUR 200 million expected for 2024. This contract, over 35 years, is within the program of Ambition Logement, of the family plan of the Ministry of Defense for the deployment of offer of housing for the members of the ministry in a very ambitious environmental process. Air traffic shows signs of uptake. After the pandemic, the uses of travel have changed with a very important decrease of the business travels. But travels are back, especially on the international segment. Toulouse-Blagnac Airport offers since this year, new destinations with Air Canada and Qatar Airways. Traffic of the Lille Airport is focusing on the Mediterranean area: Spain, Portugal, Greece, Morocco, Algeria, with a very strong offer, with no less of seven destinations. We proceeded to the integration of Sun'R first half year, which is now the platform of development of concessions in renewable energies of the group. The half year has also experienced the participation of Eiffage to 18.8% of the capital of Getlink. In the motorway concession, as we have said a few years ago, that we are ready to strengthen ourselves in the existing concession. This is what we've done with the A41 and APRR in 2020, 2021, A65 in 2021, and the viaduct of Millau this year. In June, we became single shareholder of the viaduct of Millau, with a buyback of 49% of the société of the viaduct that were held by the Banque des Territoires. In the motorway concessions, the traffic is rising as compared to the first half year, 2022, and we go on with our investment projects. Those past years, we intensified installations of charging stations, electric charging stations, high power on our networks. With 100% of our rest areas that are equipped, we could answer the requests of our users. Now, with the application fulli that enables to localize the charging stations and in real time their availability, we contribute to reduce the carbon footprint of our motorways and favoring the development of new mobilities. We support also the development of carpooling in France, offering always more dedicated parking lots close to the cloverleafs. To welcome drivers and passengers, some, like on the A43 on Lille Métropole, a system of station parking, connected parking, to be informed in real time of the available parking lots. We have 5,000 parking lots for car sharing, with 7,000 planned for 2025. With the installation of solar farms on our brownfield motorways, we participate to the energy transition of our motorways. We have six solar farms. Two will be inaugurated in a few days. Eleven other solar farms are in project. One of our major challenges remains the hiring, integration, and the loyalty of our employees. We have to be attractive to be supporting our development in France and in Europe. Our growth is depending on it. We must have a human resources policy which would be very clear, and carbon climate engagements that are really confirmed. Recently, we published our second plan for biodiversity. It presents action plans for all the lines of business and identifies the sources and the level of impacts on the factors of pressure of biodiversity. We published in April, our fourth climate report. It deals with our climate strategy and publishes the figured targets of the reduction of the greenhouse gas effects of the group. We must remain innovative. As you know, we implemented for a certain amount of years, an internal fund supporting the research and the fine-tuning of solutions for alternates, enabling us to make a difference on some projects. The high school Gergovie, in the city of Clermont-Ferrand, is a nice example. It was awarded the most ambitious labels, thanks to the biosourced elements favoring the local economy: woods for the frames and straw for isolation. This high school was awarded the Golden Trophy, the highest distinction of the competition, Innovate for a Sustainable World, of the Entreprises Générales de France, du Bâtiment et Travaux Publics. Other example, Fair Facade. Enabling reductions of the carbon footprint of the facade, the mixed concept, aligning wood and aluminum, shows its capacity of deconstruction that will enable to reach a level of 94% recyclability. Going beyond the regulation, Goyer was selected among 2,500 files for this new concept of eco-innovating facades at the third edition of the great exhibition of Made in France, organized at the Élysée Palace, to put forward the French know-how. We have to be also a driver with all the partners of the ecosystem of building, so have to have low carbon solutions. Sequoia, that we have created in 2019 with Impulse Partners, contributes to that. It has been widened to an industrial club with other partners. Last July, we announced the laureates of the fifth call to solutions on the topics of deconstruction and the responsible use of water. You see the laureates on screen. During the fall last edition, over 250 innovative solutions were made on Sequoia by startups, SMEs, and SMIs. Some over 20 experiments were made with the partners of the club. We also organized the second edition of the competition for students, Eco Skill Challenge, enabling them to contribute to a more respectful construction for the environment, offering, developing four topics: biodiversity, low carbon, water, wet milieus, and circular economy. We don't like ideas to mobilize collective intelligence, participating and promoting our hallmark, business mark, which is brand, which is a key for the success of our development. Well, following this, 360 degrees of our highlights, let's get back to the major figures of the half year. Sales increasing to the tune of 10.4% compared to the first half of 2022, testifying of the good traction of most of our lines of business. Operational result, rising by 9.1%, and a net result increased by 10.7%. This operational performance, combined with a good mastering of our need in WCR, enables to have a free cash flow significant in spite of the strong cyclicity of our works businesses. Net gearing progress to the tune of EUR 660 million, but it's to be put, facing a external growth for over EUR 1.7 billion over the same period. And the book of order is in significant increase by 10%, thanks to the traction of our goodwill. All this leads us to confirm our perspectives 2023, namely, a growth of the activity in building and concession, and the growth of the results. Thank you for your attention. I leave the floor to Christian Cassayre for the financial elements. Thank you for your attention. Good evening, everyone. So let's take a closer look at the figures mentioned by Benoît. Consolidated, the revenue is up ten point four percent, and this is mostly organic growth, and this is consistent, homogeneous between concession and contracting. Concession, there's a scope change. That's Sun'R. That was, we just told you, and we started two operations, Nové and the A79 motorway. That contract was won through a call for bids, and so this is organic growth. But all in all, with these three assets, we have three point. That accounts for three% out of ten point four percent in growth. Looking at contracting, on the left-hand side, you see differentiated growth for each business line. I'll go into the detail of that. On the right-hand side, you can see that the trend that was found already in 2021, 2022, strong growth in Europe, up 22.4%. They were 23% in 2022, plus 21% in 2021. And so now we're looking at 35% of our contracting business is conducted outside France. In the annexes, you'll find the details on a country-by-country basis, and you have significant growth in Germany and Spain. Now, in line with this, growth momentum and therefore volume, profit margins are up to 2.1%. All in all, contracting contributes EUR 178 million to profit from ordinary operations, up more than 30%. As we do with every year, we remind you of the non-representative aspect of these figures, especially for infrastructure. For concessions now. Concessions are slightly down in terms of the profit margin. This is mostly due to the dilution brought about by the three new concessions. Margin, profit margin would stand at 49.3%, on the 2022 scope, without these new operations. The residual gap compared with 2022 is due to additional depreciation at APRR, or amortization rather, at APRR after the commissioning of some of our major assets that was planned, that was part of the business plan. On the holding company, there was additional charge due to the company savings plan. That was accounted for with a new accounting method. So this is a, it's a non-cash, it's a purely accounting charge, and that explains more than the gap that you see on the table. We only have one capital increase per year for employees, and that usually takes place in H1. In each of the branches, in each of the business lines, in construction, revenue was slowed down in H1, +1.5% after +8% in the previous half year. So that's sorry, +1.5% in Q2 after +8% in Q1, so 6.3% for the half year. So there's a slowdown mostly to new residential property, especially in France, and that is affecting our development property development business, but also the building of the construction of property for other players or developers. In property, this is a severe decline, -16% in revenue. Reservations divided by more than halved. These figures are down compared to the average market, because we're being deliberately selective, because we have an agile structure due to our builder-developer profile, and we have very light structures. Of course, we only have EUR 33 million in operating profit. Of course, we are confident that we can deliver a profit in the short and medium term, but of course, the profit margin may be high, but the revenue will be lower. In terms of contracting the strong segments described by Benoît have offset the decline in new residential property in dollar terms rather than in volume, but we have therefore remained profitable in that business. Here you have a picture of the Athletes Village in Saint-Ouen. This is a JV. It's a construction operation, but also property development, because these, these housing units will be sold after their first use. This was a rather, unusual eco-design, site, built in, a tight, tight timetable. 990,000 hours of work was deployed with small companies of the solidarity economy. In infrastructure, there's low revenue, but there are disparities. There's less in terms of civil works. That is because of the completion of some operations of Grand Paris Express. EUR 110 million revenues this year, compared to EUR 300 million in H1 2022, and the A79 has brought in EUR 100 million in H1 2022, and this is being completed now. Roads were profitable to the tune of 7% growth of 7%. Metal took advantage of the boom of the offshore wind turbine. Internationally, growth 22.7% was driven by infrastructure projects in transportation projects in Germany. Roads in Spain, our project in the U.K. and Norway, but also metal in Europe, Germany, Spain, Belgium, and the U.K. Growth upwards of 40%, as in France, again, for wind turbine. This is, of course, due beneficial to the profit margin, and mostly for metal. And of course, the civil works projects are in line with our planning and operations budget. This is the Saint-Denis Pleyel railway station. This is very unusual, the largest in Grand Paris Express. The structure of concrete was built as part of the bid for part one of line 16. Our teams will be working there for railways. There will be five interconnections with metro lines, including four new metro lines and RER D. Regarding energy systems, that business line is enjoying steady growth at 15.4% because of dynamic markets, upwards of 10% in organic growth, but of course, external growth as well. This is particularly significant in France, where we included in in Q4 2022, SNEF Telecom, whose mobile network business is now grouped under our new, our own brand, Sinecty. International business is driven by our European subsidiaries, which all are enjoying double-digit growth. Profit margin has improved because, A, there's more volume, but also because we've worked hard on choosing value-added bids. This is the same in France and around the world. We have plus 30 basis points. This is Saint-Denis and Saint-Ouen. This is a geothermal power plant being built by Eiffage Énergie Systèmes. That will provide renewable energy to the two cities of Saint-Denis and Saint-Ouen, pumping 70-meter-deep water at 14 degrees Celsius, which will cool or heat facilities, depending on the needs. We were again under a tight timetable, only five months, to complete part 1 of that project. On APRR, traffic turned out to be more dynamic in H1 than expected, and that is why a good contribution was made to EBITDA. Regarding our financial performance, there are two items that I should mention. First, the upward trend of depreciation, plus EUR 31 million on H1. This is because of the commissioning of some of our assets, mostly the A418 Grenoble. But of course, the depreciation is all the more higher when the residual duration of the concession is short. The highest interest and financial charges for Eiffarie on a variable basis rate and APRR is gradual on the bonds that we are redeeming. In 2023, we issued EUR 700 million new debt in bonds with a coupon of 3.125%. The Millau Viaduct, that bridge, will be receiving the Olympic Flame in 2024. It will go over the Causse hills on the thirteenth of May, going one kilometer on that bridge, and then will go down to town, and will go around for two or three kilometers with 15 flame holders. Beyond and above APRR, motorway traffic is higher in 2022 than on our other concessions. Airports also have regained momentum, not back to their pre-crisis levels, but we have become more, we have improved operating efficiency with significant cash flow. We are continuing with our diversification roadmap. Three new assets, I mentioned, contributing EUR 52 million to revenue, and we're working on railway and leisure ports projects. After the rugby World Cup coming up, the Pierre Mauroy Stadium in 2024 will host 36 basketball games between 26th July and 11th August, and 16 games of handball, including the two finals for men and women. Regarding the financial statements, well, we have here the income statement. The cost of debt is up EUR 33 million, including EUR 18 million on APRR and EUR 11 million on the Millau Viaduct. Most, the principal of the debt is in index-linked, inflation-linked, and you'll see the details of financial expenditure in the annex. The other products of income and expenditure, financial income and expenditure, includes additional EUR 29 million in income. This is a mark-to-market of Getlink as part of the first consolidation through the equity method on the twenty-seventh of April. This is in line with new standards. Last year, we had EUR 3 million as part of dividends received from Getlink. So we have the share of profits from the period from twenty-seven April to thirteenth of June. That includes EUR 7 million from Getlink then, so we have less on this line than last year. The effective income tax, corporate income tax rate, as last year, is 26.3%, close to the average of 25.8%. It should be slightly higher for the year as a whole. Net profit attributable to the group is EUR 392 million, up 10.7%. Regarding the debt net, net debt here, we have the figures. EBITDA is up EUR 173 million. The seasonal variation in WCR is stable at EUR 484 million for the group as a whole, including EUR 466 million for contracting. That variation is less than in 2022. That was EUR 540 million for contracting in 2022. Even though there's more revenue, more business, so it means that cash is well, it's kept under control. Interest and taxes is higher than last year, of course, and so our operating cash flow is EUR 7,724 million, compared to EUR 600 million in 2022. Regarding capital expenditure, we have an additional EUR 70 million in contracting. Half of that is due to more business, but the other half is specific capital expenditure, industrial investment in the metal branch, to adapt our production capacities for offshore wind mills, wind turbines. In concessions, there's lower capital expenditure, that's because of the completion of 79, and the Nové work is only just starting. All in all, capital expenditure stands at about EUR 450 million, down EUR 150 million, and free cash flow is positive at +EUR 276 million. That is quite significant. External growth includes, the 236 million paid out for the purchase of the 49% stake in the Millau bridge, as well as a few small acquisitions, mostly in energy systems. And then, capital operations, dividends paid by APRR to its minority shareholder, the dividend paid by Eiffage to its shareholders, EUR 350 million, and, buying and selling of shares. All in all, the debt at 30th of June stood at EUR 10.6 billion. If you look in the detail of the debt, on the right-hand side, you have the debt without recourse of concessions. It's down EUR 300 million since the beginning of the year. That's in black. The net cash available for the holding company in the contracting business in red. Well, that number is negative at 30th of June, -EUR 193 million. The EUR 587 million that we had available at the end of 2022 were used to pay for the acquisitions of the first half of the year and the variation in WCR. But it is a negative figure. It should be qualified, because it includes a non-cash EUR 166 million debt. This is an accounting number, and that is the value of purchase options of minority interest for the construction companies that we have under control. This is not an actual debt with banks. It does not carry interest, but according to accounting standards, it is financial debt. So that's EUR 166 million of paper debt. Now, beyond these figures, the cash position is listed in the annex. It is significant, EUR 3.6 billion, even though it's down because of recent capital expenditure. But also, we have a deliberate policy of reducing our short-term and cash equivalent instruments so as to reduce the net interest charge. The order book, finally, is still high with differentiated movements. You can see the figures on the right-hand side. The variations reflect the trends of the sectors and indeed reflect the comments made by Benoît earlier on. So that requires no further comments from me. And now the time has come for questions and answers. Thank you for your attention. Well, in fact, maybe before leaving the floor to you for the Q&A session, I think there's one question that you all have on your mind, and I think we'll not get back to. It's the additional tax on the motorways. It was alluded to by several cabinet ministers on a regular basis. The media discussed it several times, but as of today, you have to know that we have the same information that you have. No discussion whatsoever with the government for the time being. We have no knowledge of the consultation he had with the Council of State, conversely to what he had said he would do to publicize it, to make it public. We do not have any information about the projects of the draft finance law. So it is impossible to react or to comment at this stage about the intentions of the government. One element, for the background is, as you know, we are questioning all those issues of overprofitability. There was a additional statement of the regulator, beginning of July, who's sharing our position. You can be sure that we'll remain attentive to the developments, and we have the firm intention to have everybody abide by our contracts. Before raising the questions, just one point to the base of the amount of taxes is not publicized for the good reason that the project of budget was not presented to the parliament. We know only the mass expenses, but we have. We've been informed by September 20 to close this discussion. I have some technical questions. First, can we have a overview of what's happening at Sun'R in terms of activity? Question two, in terms of investment, investments decreased at first half. We are at 268. What can be consolidated by the end of the year? What can we foresee also in financial expenses, mass and rates of financial expenses? And an overview of the CapEx at APRR, and for this year and for next year also. Cecile, regarding Sun'R. So, Simon. Good evening. I'll get back to Sun'R. We ramped up at the capital of Sun'R by the end of the year. Sun'R has three lines of business: production of renewable energy and development, agrivoltaism with Sun'Agri, and Voltaire Green energy. We are in the process of integrating them and implementing the synergies. 100 megawatts of production of energy for Sun'R in its portfolio. Today, with the industrial and synergies of the group, we have a portfolio of 400 megawatts of development. We're talking about development. We know that all the projects will not be led to the very end. Sun'Agri is also being developed, made some inaugurations. One will take place next week in the city of Loriol, and Voltaire goes on with its progression of, energy provider. We are currently in an integration phase. It's happening very well with the teams of Sun'R. What we can say about the 400 mega, we're not in Spain with lots of 50, 100 megawatts. We're in France. It's gonna be progressive on implementation of, blocks of a few megawatts, 10 megawatts here and there. Christian, can you add on the investments? APRR, maybe, Philippe? Yes, good evening, all. For the CapEx of APRR, I confirm for 2023, the figures announced during the meeting end of February, i.e., 350, 350, 350 million EUR. Regarding 2024, I confirm also the perspective of EUR 360 million-EUR 370 million, 370. Next year, we'll have the first works linked to our investment plan, our new plan of investment, which was the object of a decree by the end of January this year. Yeah, about the traffic of APRR. There must be some works north of Fontainebleau. Yes, there is an impact linked to this new section between Saint-Germain sur-l'Eau and Évry. To the tune of 10 points, I'd say, a dozen of points of, on all the network. You didn't ask the question, but I'll give you some indications on the traffic of the summer. Since we still have a few days in August, we can give you the figures for July. You notice all the traffic of the first half year, very dynamic, with a growth of 3%, boosted a little bit by a agenda effect over this half year compared to 2022. The traffic of July plus August was less dynamic than the first quarter, but it's in growth, growth to the tune of 0.5 points. The LV was impacted by the rise of the price of the oil. And it was the first summer post-COVID, and we had very good figures last year. Thank you, Philippe. Beyond APRR, EUR 250 million, the main acceleration is SENAR. And the financial rate. Financial. We give you the detail of all our debts and variable. We have the debt of FRE and the debt of Millau. We have very little variable debt, and we renewed the Prairie Ranch. I reminded you, you have the planning of the debts. It's per assets that you have to reason. You have PPP, you have the expenses per lot. It would not be meaningful if I tell you those little details. On the face of it, no main evolution, except the financing of the new assets, of the new debts, either by SPVs or by the WCR. We have to count facing the CapEx, a financing to the rate of the market of today. Thank you for this presentation. I'm from JP Morgan. I'd like to have a few answers about the net gearing, the net debt. It is rising, including accounting, debt, and cash. Can you get back to what we can foresee for the future of this year compared to last year? I think the consensus was stable, but will there be an increase or take into account the evolution of the first Q? We are not guided by the debt rather than the result. You have all the elements. EUR 166 million, and the figure will not evolve unless new acquisitions of non-cash debts, as I explained, minority interest for the part remaining to be acquired. If we had to exert the options of acquisition options, it's an addition of debt to EUR 166 million that was already in the debt of last year. I alluded to it this year because we're at the -EUR 190 million for the construction. This is why I alluded to it. But then we have the cash flows of Eiffage. We have no special points beyond the CapEx I talked about. Savings on our construction buildings. Okay, on the margins concessions, we have seen that there is a decrease due to the dilution through the new concessions, but also a ramping up of the amortization of APRR. You said 49.3% with. It will be the margin calculated on the like-for-like 2022, excluding the dilutive impact of the new acquisitions. Okay. The amortizing will weight 0.6%. And I've seen also that on the airports, there is an amortization. So at the end of the day, should we go on projecting margins decreasing on the concessions as of now? No. But the sensitivity to what's gonna happen at the first half year regarding motorway traffic is important. We cannot reason global margin concession, as if we had implemented the whole semester. Will the sensitivity be 0.6 or more or less? It will not impact the margin of the concessions. Without this key element, it's difficult to anticipate the consolidated margin of the concessions of the end of the year. The margin will increase, the goodwill will be better, the operating result before amortization and goodwill will be improved. The equation remaining is the traffic of the concessions on the second half year, I mean, third quarter, in fact. We have also taken into account that CG Log is a concession, but there's a tremendous amount which is subsidized, so we're not in the risks. There's a small traffic risk, so to speak, but as you imagine, we have to maintain the capacity for those of the employees of the ministry to remain housed. So the traffic is something different. We're close to a PPP, closer to PPP than to a concession, if I had to summarize. So on this part of the activity, you cannot profit off the ROC, ROC rates. I had another question on the margins, but on building. You said that the contribution of property was stable compared to 2022 for the time being, but it, we expect a contraction on the margins due to a lowest sales. As of when? Well, as of now, we'll have a contraction at the second half year on the margin of property. What's the size? Contraction. That will depend about the amount of marketing of the second semester, second half year. I get back to the debt, what I said previously, beyond new acquisitions, given the only acquisition that we implemented until today, if we would not make new acquisitions, generation of cash flow will produce a deleveraging. I think the projection of analysts depend on the fact of the level of investment and external growth that has been modeled, especially in the energy and system branch. Doing such and such operation at the second half or at the beginning of 2024, will change the physiognomy of the debt. Yeah, a general issue. You presented a slide on the acquisitions. What is to be expected? What is the policy of M&A as of now? What are the targets? What are the priorities of Eiffage, given that there's always this sword of Damocles of 2035? Well, 2035 is not tomorrow morning. Why did I put this slide? Because it's the four components enabling us to create new assets of concessions. We don't change our mind. We're focused on our geography, European geography. And basically, we had a reservoir across the capacity of buying the minority assets, because there's no interest to acquire more minorities. Even they sell from APRR, it will not change the mechanic. And on the others, who have globally, we moved to 100% on the assets on which you had rights of preemption, that we could negotiate in a satisfactory way. Now, there still are bids on projects that are mobilizing less capital on smaller sizes, in plaisance, in yachting ports or in concessions in France, that were made in the sixties, seventies. So there are major investments to be made. We focus on where there will be more investments, because our competitors do not like works as much as we do. To secure a new asset, there's always on the way, the A 412 call for a bid. We talk about the motorway near Dreux. From time- to- time, there are some topics on which we are ready to look into. More projects on the Belgian territory, on concessions which are at the same time infrastructure and road. But it's not a massive asset that will totally change the picture. What we imagine is that a portfolio of concession that was hyper-focused on the assets, APRR, AREA, the future is seen as some motorway concessions, some port, airport concessions, renewable energy. It's not gonna be acquisitions, it's gonna be development. By developing ourselves, those platforms, knowing that today the demand is such that the builder is in a much better position, and it's a strong position to have a possibility to build on the renewable. We already said that on the offshore windmill, it's not to the scale of the balance sheet of the group. We remain builder and operator, so a large part that we are ready to ramp up on Getlink. This is how we imagine the portfolio of the company, more balanced. And in Getlink, always a direction, we will not change our idea every other day. You asked the question a certain amount of time. We answered, if I remember, in 2018, when you looked into what happened. I think we globally walked the talk. We will go on doing it, yes, but we are ready to ramp up in a more important way. It's a listed asset, so the limit to 30% is understandable by everybody. And to overpay, to have more, it's useless. And when you see what it represents at the balance sheet of the group, if we had 35% of the assets, it's already very important because conversely to APRR and AREA, it's very concentrated because everybody goes through the tunnel. Well, financially, our asset on motorway is spread over tens of thousands of kilometers, so it seems to us to be the right scale. Thank you very much. Hello. Stifel, I have three questions. First, in 2022, you gave an idea about the evolution of the growth and margins expected 2023 for contracting. Is it possible to redo that for the second half year or over a year? Second question is about the energies and the opportunities of acquisitions. Do you still see good opportunity of acquisition at reasonable price for medium to large size companies, over EUR 100 million sales? And my last question is, LV, is it possible to have more details about the figures that we could get on the horizon for five, 10 years in terms of revenues and margins? About the evolution of growth and margin, I think it's nice try, but we are not guiding ourselves on 2023. I answered your question about the medium long term, and it didn't change ever since. We consider then, on the construction, with the resilience of our model of promoter builder, we will suffer due to the decrease of the property, because even if we have good margins, we will be on smaller volumes. However, we have a traction on other markets which are rather interesting. The refurbishing projects are more and more important, and they are more and more looking for a global performance. So you need technical capacity, which are very developed to grab those markets. It's very large markets of renovation. We're not a lot to be able to answer it, so there's a very great selectivity. It's not easy. They are suffering every day, but they do not intend to not to be able to offset what they miss on the one side. On the other side is the resilience of the model to maintain the margins in the long run. It's tougher, but there's no reason not to do it, so remain in attraction and a dynamic to retrieve, in the long run, a margin of construction, be back to the 4% we made, and the duration is, you know, it's possible. On the infrastructure, it's a mix with specialty businesses like metal, on which we have profitability, which are greater, and road businesses, road jobs, road, which is evolving in an important way. The volumes are maintained, but we have more and more recycling, more and more urban development with landscapes, and the professionals of the road will tell you that our figure is less and less black, i.e., they will less and less use the industries. We always said that we are penalized because we are less industrial than some of our competitors, less recourse to the industry, so we'll be less penalized. Basically, we remain convinced that we'll be able to look for margins at 3.5%-4% on those businesses. On civil engineering, there's much more support of major processes, projects. We have a lot of public works that were not designers, so we take less risks. So globally speaking, on the margin, on all of the infrastructure, we should be able to aim at 3.5% margins, and the energy system will ramping up. We will not stop. And I told you that we would be able to go for a 5.5 or even more on the medium range. This is the global mechanic doing that during a full year, 'cause here we're at half year. This is what it doesn't seem I mean, it seems rational to aim at a global average at 4% due to the various mixes I put forward. No evolution, globally speaking, this is what we successfully did during the half year. This is proving that we're on this roadmap and no reason to leave it. Regarding Nové, the figures, we have EUR 1.4 billion in capital expenditure. So, I mean, there was, well, EUR 1.5 billion in contracting, but that's a revised bid. 10% equity, so I'm giving you the full figures for the two partners. So the EUR 1.3 billion in debt for the project as a whole. Capital expenditure will take place between now and 2028, 2029, with a gradual increase. 2024, we're looking at about EUR 150 million in CapEx for Nové, and the EBIT margin on the revenue, on the operating revenue, would be about EUR 40 million, with 8%-10% EBIT. But it's dilutive in terms of concession margin, but it is, it does generate more profit and more EBIT for Eiffage. Ludovic, can you give details on this question of potential acquisitions for the energy systems business? Yes, good evening, everyone. On energies and systems, we are driving through our growth operations. Four operations so far this year, and there are more underway, or at least, these are bolt-ons mostly. We are looking at smaller operations. We try and purchase deals at the right price. So when there are big projects going up for bids, we usually stay away, but we might be interested. I mean, if there's a good opportunity, as we had last year with SNEF Telecom, we will make the effort and make the acquisition. Having said that, in Europe, our strategy remains the same. We want to be stronger everywhere, especially in those areas where we haven't got a footprint. We haven't got footprints everywhere, and so our bolt-on strategy consists in completing our footprint, just like we have in France, so as to have a full coverage of the territory, so as to be always close to everything and offering specialties that provide value added. And that is the strategy we've been conducting year- on- year. And as I said, there are a number of operations we are considering as we speak. I believe there's a question here. Yes, if I may, a follow-up question, because we were looking at the refurbishment business. I think I remembered that margins on these projects tend to be higher than in the new residential property. It's true for social housing. When you're looking at commercial property, it's not quite true. But it's true for social housing, refurbishment is more profitable than the building of new property. Yes, well, on social housing, rehabilitation, refurbishing, we had projects worth about EUR 100 million. So players that can take on such a project with all the technical challenges, and performance generated from the circular economy on a project worth EUR 100 million for social housing, with people in it, living there, you need good technical know-how to pull it off. So we end up having fewer players, and some of the players haven't got a presence locally, and what they do want is local players, people who will be able to be actually present on the sites. And very often on these sites, what you have is people who were actually born in the very housing units that are being renovated, and that's the sort of thing we're trying to do to be better accepted. And the one other item I would mention, more and more, we have been upgrading our own workers so that the upscaling, skilling our own workers. So, if we have somebody going into your apartment to refurbish your bathroom or whatnot, these people have got to be skilled for there to be trust with the tenant living there. So we're working on that, and that really does drive growth in France and indeed in other countries where we are engaging in that business. Are there further questions? Yes, indeed. If there aren't any, well, I suggest we get together outside the auditorium for refreshments. Thank you.