Ladies and gentlemen, good morning. Welcome to this joint shareholders' meeting that is taking place behind closed doors in Paris from the HQ, and which is being broadcast directly on the internet. The context of COVID-19 has meant that our company this year, again, had to do this in this way for our shareholders' meeting. The health and the safety of our teams and, of course, our shareholders and service providers are a priority. Today, it's also Earth Day, and I wanted to hear of this, and you will see that your company is fully committed to fighting global warming as well as pandemics in this Earth Day. Unfortunately, I couldn't be present in Paris at HQ, so our shareholders' meeting will be presided over by Mr. Rigaudy, our Chief Financial Officer, and I'll give him the floor without further ado. Thank you, Daniel. Good morning, ladies and gentlemen. I'm also very happy to be able to welcome you here at HQ of Teleperformance SE in Paris that I'm going to chair exceptionally. Mr. Julien was saying, and given the sanitary regulations, only a small number of people are present, i.e. the people who fulfill the functions that are necessary for the offices, i.e. Jacques Pierre, representing KPMG, who are your auditors, Mr. Patrick Thomas, who is the main director. There is a bailiff here also, Mr. Perrot, to note that everything is done regularly, and no admission card has been delivered for this shareholders' meeting. Given the technical difficulties, for instance, remote authentication and checking of all the shareholders, no audiovisual system has been set up. There is a Q&A session that has been organized. We are being broadcast directly from our internet website. You have the possibility of raising your questions immediately, and we can answer those questions. Joint answers will be given to questions that have the same content. I would suggest that we officially open this session and constitute the offices. The function of scrutator has been granted to the 10 shareholders who have the greatest number of votes on the April 2nd, 2021. None of those who had been asked to do so having come forward, Madame Vernier and Dejocas have accepted the function. Mrs. Sonia Cheurfa, who is in charge of the stock issues and corporate law, will be the secretary. All of the votes that were expressed for this shareholders' meeting were done so by mail. 3,671 shareholders voted, which represents 41,120,404 shares and 41,121,408 shares, respectively, for an extraordinary part of the voting. 70% have been reached. We therefore have the quorum. The joint shareholders' meeting is therefore validly constituted, and I declare the meeting open. I'm going to give the floor to Madame Sonia Cheurfa for the legal obligations. Thank you. This is the first convocation. It was sent out by notifications published on the BALO on the March 3rd, the April 2nd, and in the Petites Affiches on the April 2nd, 2021. In compliance with the rules that are in force, the documents have been put at the disposal of the shareholders on the internet website of Teleperformance and at headquarters for those who wish to have this. This constitute the offices file. There is a presentation of the resolution, report of the board, the information concerning the renewal of directors, anything that's been published officially, the convocation brochure, and documents for the registration in 2020. All of the shareholders have received these documents as per the law. Your meeting will deal with 16 ordinary decisions and four extraordinary ones. You can find them on page 30 of the brochure. The first one will be approval of the statutory financial statements at December 31st, 2020. The appropriation of 2020 results. Statutory auditors special report. Approval of the information under Article L. 22-10-9 of the French Commercial Code. Approval of Daniel Julien as remuneration, as well as Mr. Rigaudy. The policy for the remuneration of directors, Chairman, and Chief Executive Officer. Renewal of five directors, Mr. Daniel Julien, Emily Abrera, Alain Boulet, Robert Paszczak, and Mr. Stephen Winningham. The authorizations to be given to the board for the purchase of its own shares. On an extraordinary basis, the authorizations to be given to the board to cancel the shares repurchased by the company, delegation of authority to be given to the board, cooperation of reserves and/or premium, modification of Article 21 of the articles of association, so that it be compliant with 225-39 of the Commercial Code, and powers for formalities. I now give the floor to Mr. Julien. Thank you very much. We are going to look at the highlights for this year. I think that you will be seeing this display. The highlights for 2020. As you know, our company is one of the world leaders for corporate services and integrated digital solutions. We ended up with 380,000 employees, talking 265 languages and dialects with 450 sites over the world. Most of which at the end of 2020 were marginally used insofar as we had, during the year, switched more than 250,000 employees working from home. We have 170 markets and 83 countries. Now, 2020 was a record growth year. This like-for-like turnover was at EUR 5.732 million, which represents a growth like-for-like of +11.6%. This growth is basically due to the growth of digital economy, where our group is extremely present. We also recorded, during the Q4 of 2020, a like-for-like growth, which speeded up more than 23%. This acceleration comes also from the implementation of supporting actions to the governments in Europe, mainly, and in Britain in the anti-COVID-19 fight. Our profitability for 2020 turned out to be quite solid, with an EBITDA of EUR 735 million, i.e., an operational margin of 12.8%, despite the quasi-interruption of the visa activities of TLScontact and despite the acute depression from March to April or May 2020 that we experienced at the time of the emergence of the crisis. During the H2 of the year, our operational margin came back to pre-COVID-19 levels, i.e., 15.7%. The group experienced a great generation of cash and therefore creation of value. Net available cash flow was EUR 487 million, i.e., plus 52% compared to 2019. The dividend per action that we're offering is EUR 2.40, unchanged since 2019. Which means that the hike of the distribution will be 43% against 35%, and which should go back to normal for the 2021. As soon as the crisis came up, we defined three ideas. First, protection of the health of our employees, the protection of the business, and financial robustness. This was translated into the net creation of more than 50,000 jobs per year and a very strong commitment towards diversity. Indeed, at the end of 2020, we had 28 certified Great Place to Work. This certification is done by a third party, and it represents 87% of the headcounts of the group at the end of the year. Now, in terms of diversity, 52% of the employees of the group are women and 28% of them are members of the management committee. We have clear objectives to increase that percentage further. The transformation of the group and the delivery of services by the group was extremely clever because we converted more than 200,000 jobs into working from home in a period of two months at the summit of the crisis, when all of the economies were locking down. This meant that we developed an integrated digital platform for remote work, which is sustainable. It's called Teleperformance Cloud Campus, present today in 32 countries. We announced the acquisition of Health Advocate in the U.S. in October of 2020. How did we manage this health crisis? Well, the first thing is that we looked at things in general terms, and then we defined a dedicated governance: a meeting of the board every other week, a management committee enlarged to 35 top managers, and a worldwide task force. The Crisis Transformation Committee, as we called it, that gathered 100 key managers of less than 40 years old and people in charge of the implementation of the anti-COVID-19 actions. This CTC, Crisis Transformation Committee, operated in a PMO mode, project management office, in other words. The three priorities, as I said, were protection of the employees with the definition of health and standards and social distancing that were complied with to the tune of 100% everywhere. Followed by a weekly assessment audited by a specific team of auditors as to the compliance with these health regulations. Protection of jobs by helping both clients and governments, which led to a great satisfaction for the customers and an increased part of the market. The protection of the group and enhancing of our financial cash flow, first by adapting our costs to the renewed activities, avoiding any unnecessary expenses. Securing EUR 1.5 billion in cash flow with new lines of financing. By confirming our investment grade BBB- with stable prospects confirmed by Standard & Poor's. Today, Teleperformance, of course, continues to apply all of these measures because the crisis is not over. In fact, we are at the peak of a third wave. Furthermore, we are associated to our employees in different countries of the world to give them easy access to vaccination. Finally, we accompany governments in continental Europe and the U.K. in their vaccination campaigns. These measures were hailed widely by our clients throughout the world. As you can see here, a few examples. From managing the health crisis, we switched to developing a new working organization that be sustainable for the next few years. In other words, they are here to stay. It's a digital platform of the system, which has been entitled TP Cloud Campus, integrated, within which you find all of what is done within the company. Recruitment, training, management, animation, and also the virtual social environment. It's a sort of second life, if you like. Teleperformance Cloud Campus should represent between 40% and 50% of the operational headcounts of Teleperformance after the crisis, even. It's a real transformation. It's an in-depth transformation of the way Teleperformance is organized and that we purport to keep for the future. I think that we are going to show you a little film, a little video to give you a concrete illustration of this. Campus. [Presentation] [Presentation] [Presentation] You see, this is an example of what we do in French, and that accounts for a bit less than whatever it is, 4% or 5% of our business. Obviously, Teleperformance Cloud Campus is being developed in our major languages in our major markets, namely English, Spanish, Mandarin, Portuguese, German, et cetera. Let me now give the floor to Olivier Rigaudy for the annual results. Yes. Thank you, Daniel. Let me give you a quick overview of our accounts for 2020 and also briefly revisit the H1 numbers. 2020 first. As you can see here, this is self-explanatory. 2020 was a year with strong resilience of our financials. As Daniel Julien said, our organic growth was up 11.6%, slightly less with the Forex impact. Current EBIT are EUR 735 million, more or less the same as last year. Net result per share, EUR 5.52. Quite remarkable indeed. This is the growth of our sales. Yes, there has been here a negative impact of Forex, due to the impact of currencies in Latin America, Indian rupee, and U.S. dollars in the H2 of this year. It has not held our growth back because of the EUR 600 million or so organic growth, meaning that we reached EUR 5.732 billion in sales. What's interesting is the variation in our business over the course of the year. At the beginning of the year, the business was normal, above the 7% growth expectations. Between March and May, overall lockdown, our sales went down, being even negative in April. As of June, as soon as the situation picked up, our sales increased significantly, also a strong growth in Q4, which clearly shows how healthy the group is despite the difficult crisis. Briefly here, our growth is underpinned by the diversification of our customer base and the growth of the digital economy. As we've been able to see over the last few years, the sectors in which we do business has changed significantly. We're increasingly active in consumer goods, health insurance, and financial services. This means that there's less concentration and therefore fewer risks, lower risks. We also are increasingly closely connected to the digital world and finding also major accounts and global businesses with global companies. You see here the numbers for 2020, we're down to EUR 735 million. Yes, there was a drop in H1, as you can see, we dropped from EUR 327 million in H1 2019 to EUR 253 million. There was a strong increase over H2. Not only was there a strong increase, but also the margin was the same in 2019 and 2020, which clearly there again illustrates the strong health of the group. Let me say that, as Mr. Julien just said, that TLScontact, the visa business, was completely at a standstill across the world, and led to some significant losses over H2. I don't think I want to look at all these numbers in detail. Once again, I think you'll find them in the work, but maybe just two key messages. First of all, our sales have gone up 11.6%, but maybe what's more significant is the tremendous growth over Q4. That is a good sign for 2021. This is the result of strong business on our Core Services and maybe more significantly in Europe. Not to mention, of course, our Specialized Services business, which includes visas, but also online interpretation in the U.S. This was only just starting to rejoin with positive numbers in Q4. This clearly shows how positive this online interpretation business is. Profitability now. Here, you see once again, the 15.7% are in H2 2020, exactly as it was in 2019. That's very promising indeed, as concerns 2021. On the basis of the savings that we mentioned, and also its stickiness towards global accounts and global companies, we've been able to pick up our business and have high profitability in H2 2020. If you look here at the operating profit, you see that it's slightly down because of a accounting operation, a goodwill worth EUR 37 million, but nothing more. Net income after tax, EUR 324 million. Here, what's worth mentioning is a reduction of the financial costs. Actually, we were able to bring down our financial costs, although there were some non-cash expenses or expenditures that were booked. The rate might be slightly different, but it's also due to the various tax rates in the different countries. All in all, EUR 324 million net profit and net profit per share EUR 552. As was also mentioned earlier, cash flow. Cash flow generated by the group, EUR 487 million after investment for 2020. We were therefore, and that is what it shows, able to go on investing significantly and also strengthening our relationships with our customers and also bringing down our working capital requirements. This clearly is a result of the very strict and controlled and stringent management over the whole year. Financial structure of the group is very stable, very strong. As you can see, we paid back 400 and some million EUR. The credit rating was confirmed by Standard & Poor's as BBB- in April 2020. Dividend, stable in absolute value. The payout rate is slightly down, or up rather, given the drop in sales. We're pleased to see that we have kept dividend payout unchanged. Can I maybe briefly move on now to sales for Q1, published a few days ago? There again, we've got record highs. Organic growth worth almost 36%. We had a very strong growth for our initial original business. It's true that we also enjoyed the government support from a number of governments across Europe, mainly in Europe and in the U.K. Here are the numbers for 2021, Q1 2021. Core Services is almost up 40%. That's Anderson Exceptional. The numbers are up across the board with slight variations from one area to the next, but depending on the business conducted there, but it is very satisfactory. What's also interesting is that our Specialized Services are back in the black, even though TLS is still suffering significantly from the crisis, but it does show that all the business of the group is still on the rise despite the tricky health condition. Maybe also briefly, a quick look at the outlook for 2021. On the strength of all the numbers I mentioned, we've decided to adjust our guidance accordingly. We expect a growth of sales at least 12%, organic growth, and the EBITDA over sales margin at least equal to 14%, so above 14% for 2021. We intend to integrate Health Advocate over Q2 once we have the legal authorizations, and it would join the scope of the group by the end of June. Outlook for 2021. We aren't just adjusting these numbers. We have, in fact, significantly raised our forecasts in terms of organic growth. Our initial forecasts were 9% up like-for-like, and now we're at +12% on a like-for-like basis. Our business trend for the year, as you can see over Q1, is very positive, and we are also increasing market shares on a market that's growing 3%, 4%, maybe 5%. Europe is very dynamic, and I'd like to pay tribute to that. That hasn't always been the case. I'll mention it here, and I'd like to commend the work done by our managers in Europe. Ibero LATAM has been experiencing growth. Untold growth indeed. It's related to the quality of the work done, but also to the fact that the Ibero LATAM area is benefiting from a rearranging of the American business towards nearshoring. Mexico, Colombia, and Central America, rather than offshoring to the Philippines. Indeed, given the specific circumstances in the Philippines, the appeal towards the Philippines is not what it used to be for large U.S. corporations. Barring any unexpected events, Health Advocate should be integrated in the next few weeks. It's in the U.S. We're just waiting for the last pieces of paperwork, and that should broaden substantially the scope of our Specialized Services business, which incidentally, and I'll say it once again, do add value, more so even than our Core Services. This is undoubtedly good news for the company. Let's maybe now move on to Corporate Social and Environmental Responsibility. We've decided to spend some time on this because it's a very topical issue. Topical indeed, maybe it's not so topical for Teleperformance. For many years now, the company has already been active in Corporate Social Responsibility. What are our commitments, our undertakings? We want to be the preferred employer or the employer of choice on our market. That means that we have to look at engagement of staff, well-being in the workplace, professional development, health and safety, human rights, diversity and inclusion. You will see that in greater detail in a moment, I can tell you that in the most part, the group has been certified by independent third parties as being a Great Place to Work. Second item, we want to be a trusted partner. A trusted partner for all those who are within our ecosystem. Talking therefore here of business ethics It's true that we have a major business in the U.S., where regulations are very stringent. We naturally were made aware of this quite some time ago. We are part of the UN Global Compact and have been since 2011, so for the last 10 years. Anti-bribery policies at Teleperformance have been written up, reviewed, and audited for many years indeed. Being a trusted partner means that we have to be an expert partner, and having best practices across the world does increase the trust that our clients have in us. Having more than 800 people in knowledge services, technology, and analytics and processes mean that we are in a position to supply architectured solutions for our customers. Now, we also know that data safety is particularly significant. Just look at the GDPR. We also have auditing and auditors from across the world. We also have security operational centers monitoring our networks day in, day out, round the clock. You know, since we are a public company and you are our shareholders, our performance is sustainable and lasting. As you are our shareholders, you know that our attempt is not only sustainable, but really here to stay. Now, we are also a force of good. We didn't wait for this to become fashionable. We created Citizens of the World in the communities where we operate, and for instance, needy children or education through a program called Citizens of the World. We make sure that we draw the attention, and we teach the best practices for the protection of the planet through this program. These two programs were created in the middle of the years 2000, i.e., more than 15 years ago. We're very happy that such subjects should become fashionable today because it goes to show that 15 or 10 years ago, we were right in focusing on such fundamental elements of the corporate responsibility. In order to have an even more concrete idea of these commitments and to follow up, we decided to create within Teleperformance a directorate that reports directly to the executive officer, that relies on our ambassadors, that puts in place the piloting policy for this CSR. We've got a CSR committee within the board, the aim of which being to guide the work which is carried out by executive bodies on this matter. The three key fields, i.e., to be the preferred employer on the market. Our objective is to reach 90% by 2021, and we've already reached 87%. Go to 90 and then 93 and then 95, et cetera. Of course, we're not starting from scratch, are we? Secondly, the governmental footprint. We wish to accelerate our fight against climate change. Today is Earth Day, and we are, of course, dedicated to play our role. We are going to enlarge the part of renewable energy in total electrical consumption in the world. We want this to switch to at least 25% by 2023. We've already also committed within the Science-Based Targets, SBTi initiative, which is a very strong commitment towards the fight against climate change. Finally, equality of genders. By 2023, we wish to have a minimum of 30% women within the executive committee. Let's see more in detail what this might entail. Being the favorite employer on the market. You have a picture of where we stand today. As you can see on the Ibero LatAm zone, I think we're covering every country where we're present. You can see that Teleperformance Brazil was certified for the 11th time in a row. You see that Portugal, for the 10th time. Dominican Republic, sixth, El Salvador, seventh. If we look at Europe, you find Morocco, Greece, Tunisia, Albania. They are all certified for the third or fourth time. Germany was certified for the very first time. Britain has just been certified. Our efforts are deployed everywhere. By the same token, I put England and you forgot that they had left. Forgive me. Now, English-speaking world, you will see that in China, we are certified for the third time. We are the only company in our field of activity that be certified Great Place to Work in the U.S. Are they? Finally, in India, seventh time we are certified. You see, this is a commitment that is long-lasting. Now, acting for diversity, inclusion, and parity. We have got 52% women within the group, 45 in management positions, 25 within the executive committee. As I said, we want these figures to go up. There's one thing I'd like to tell you, and that is that recently, Teleperformance was ranked 32nd amongst 3,700 international company by Equileap. What does this mean? It means that we are ranking within the 1% of the best companies in terms of diversity, inclusion, and parity in the world. I can tell you that we are going to continue on this line. Reducing our impact on the environment is also a commitment in 2020, which was a bit exceptional before because of the lockdowns and very little traveling. We managed to reduce our carbon footprint per employee by 25%. At a time when traveling is going to pick up, this will be a fight that we have to lead. Obviously, we have our digital platforms today, but managing a worldwide company also means a lot of face-to-face meetings, which entail traveling to see the teams, to see the clients, because today, after we've lived this digital life for one year, this is needed. This being said, we are going to measure this carbon footprint and select high-performance sites systematically, and we are going to make our employees aware of this need. We're going to increase the renewable energy part. It was 17% in 2020. We aim at 20% in 2021 and 25% in 2023, and we mean to go even further. This is a recognized model. Here you have the different entities that acknowledge this, whether the FTSE, the stock exchange, MSCI, Euronext, IAPO, UN Global Compact. We're part of the advanced club here for the quality of our documents. This is a model that is recognized by all, this CSR model. After talking about our corporate and environmental responsibilities, let me quickly go back to our fiduciary responsibility vis-à-vis our shareholders, i.e., creating value for them. Have we created value? Did we in 2020? Just look at this. In December 2019, when COVID wasn't even there. Between that date and March 2021, we increased the value of Teleperformance securities by more than 50%. During that same period of time, our reference index, the CAC 40, you know that we became listed mid-2020, increased by 4%. Up to you to judge what this means. Let's see how our shareholders are distributed. We've got a floating account of 100%. This is the hardcore. 89% are institutional, 11% others, mainly individuals and financial brokers and myself. Where are our shareholders? Well, just like our activity, I suppose more than half of them are Anglo-Saxon. USA, U.K. A small quarter is French. The other small quarter is European, outside of France, and Asia represents 4%. That's what I wanted to tell you. I'm going to give the floor to the Lead Independent Director, Mr. Patrick Thomas. Thank you, Mr. Chairman. Ladies and gentlemen, I'm going to present a summary of the governance for Teleperformance SE in 2020. The report can be found in the universal registration document on page 115 and following. It's available on the website, and in particular, the principles and governance structure and the elements of remuneration that are paid or allocated to the officers, including those that will be the subject of a vote from your meeting. For the most part, I'd like to underline the following part. The board is made up of 16 members amongst which six women, seven nationalities are represented within it. In 2020, two directors representing the employees were appointed during the year and are now part of the board. The board is now independent, as nine members are independent and composed of experienced recognized professionals in different fields and at international level. You will have to decide on the renewal of the mandates for five of these directors. This is the subject matter of 11-15. The approval of this resolution will maintain an independent, experienced board with a highly international footprint. During 2020, the board met on nine occasions officially, with a virtual seminar for the operational strategy and many other times informally. In the midst of the COVID-19 crisis, the board would meet every other week to follow the situation and see the effect of the remedial measures. The attendance rate was 99%. A description of the work that was carried out is presented in the universal document for 2020. The Board is assisted by three specialized committees: Audit for Risk and Governance, Alain Boulet; Remuneration and Appointments, Robert Paszczak; and since the January 1st, 2021, the CSR, presided over by Angela Maria Sierra-Moreno. They're all made up either to the tune of a majority or totally by independent Directors and presided by an independent part. All of this will be presented on page 151 and following in the document. As to the structure of the General Management, as you can see on this table, it hinges around the Executive Committee and the General Board. This governance has shown that it was very efficient in picking up the various challenges that were imposed by the worldwide health crisis. Let me sum up the elements that pertain to the remuneration policy for the policies offered for 2021. For the implementation of the remuneration 2020 under the ex-post vote, the principles and philosophy of TP are detailed and summed up in the documentation for this meeting. The vote on the fifth resolution aims at approving all of the information relating to the remuneration policy for 2020 for the officers, i.e., directors, the General Manager, and the Chief Executive Officer. As far as the remuneration of the Director General, they were approved by the shareholders meeting on the June 26th, 2020. Ninth resolution. It indicated the policy provided for the alignment of the financial criteria of variable remunerations with the guidance that had been stated and then published in July 2020. As far as the remuneration for the executive director, this was done in compliance with the decisions of the shareholders meeting on the June 26th, 2020. This is the 10th resolution, this was also done in the same way by alignment of the remuneration. It is proposed today under the seventh resolution to approve it. Eighth resolution is the remuneration policy 2021 that applies to board members. It is unchanged and relies on an annual budget approved on the May 9th, 2019, with the following idea. A fixed part for the members of the board, another one which is specific as the lead director, one of which is a lump sum due to attendance and absence of remuneration for somebody who would be paid by a group. The details of all this can be found in the report on corporate governance. The ninth resolution will aim at approving the remuneration for 2020 as it applies to the general manager. It's unchanged. The amount of the variable remuneration is exposed as a maximum amount, not a target amount, and extra remuneration can only be granted if there is super performance. The annual variable part will be granted in light of financial criteria. All of this being detailed in the report on corporate governance. Finally, 10th resolution aims at approval of the remuneration policy as it applies to the head of the executive director. This remains unchanged. As for the general manager, variable amounts are maximum amounts, and this annual amount is submitted to financial and extra-financial criteria and relates to the various amounts under the mandate and long term, as detailed in the corporate governance. Thank you for your attention. Thank you. Let me now give the floor to Mr. Jacques Pierre from KPMG. Thank you, sir. Ladies and gentlemen, on the basis of the mission entrusted to us by your general assembly, let me introduce to you and present the reports on the audited account for the financial year ending on the December 31st, 2020. We're talking about the annual accounts, the consolidated accounts, the related party agreement, and an agreement under reduction of capital under resolution 17. As is now practiced, let me just recount and restate the main conclusions. As concerns the consolidated account and the financial statements covered by resolutions one and two, let me first of all say that we have conducted on the basis of the rules applicable in France. We conducted our work under the independence rules applicable, we did not offer any services banned by the code of ethics of our profession. We also checked the honesty and conformity of the consolidated statements and annual statements in the information given to you, including the information relating to compensation, benefits, and others paid to company officers. We certify that the consolidated statements and the annual accounts for the financial year running to December 31st, 2020 are proper and sincere and give a clear and honest representation of your company at the end of the financial year. We draw your attention to the following. In the broader context of our work, we paid special attention to a number of key items in the audit. First of all, valuation of goodwill and also depreciation of shareholdings. This was justified by the fact that these assets are significant in the consolidated balance sheet of TP SE and also because of the assessment that the management must make to value these assets. On this basis, we consider that the presentation of the yearly accounts and the consolidated accounts to be submitted within the yearly financial report do in fact comply with the European standard model. As concerns related party agreements under resolution four, we were not informed of any agreement approved by a previous general assembly and still active, nor have we been informed of any such agreement to be signed. Lastly, under Resolution 17, we also worked relating to the possible repurchase of company shares of a 26-month period within a limit of 10% of social capital. No specific comments on this one. Thank you. Thank you, sir. Let's now move on to shareholder questions, should there be any. Questions asked on the website will be passed on to us. Maybe Madam Cheurfa can read them out if there are any such questions. Can I first of all say that we received 13 written questions from the Forum for Responsible Investment, who are shareholders of the company. Questions relating to environmental issues, social issues, and governance issues. You will find the answers to these questions under the general assembly tab on the website. Any questions? Madam Cheurfa says, "No questions on the chat." Maybe we should wait a few more moments before we move on to the resolutions and the votes. You have the floor, madam. Thank you, Olivier. The resolutions are to be found in the notice of meeting, found on the internet, pages 30 and following. The quorum, as I've said, is 70.01%. There is a double voting route for those shares that have been held for at least four years. As concerns majority, let me remind you that we are talking about a simple majority for ordinary resolutions, so resolutions one to 16, and a two-thirds majority for the resolutions coming under the extraordinary meeting, namely resolutions 17 to 20. Given the current statutory and regulatory rules applicable for these assemblies held behind closed doors, everything was tallied yesterday. Let me read the numbers out. This will be published online later. First resolution, approval of the statutory financial statements for the year ended December 31st. Approved, 99.93%. Second resolution, ordinary AGM. Approval of the consolidated financial statements for the year ended December 31st, 2020. Adopted, 99.93%. Third resolution, ordinary AGM. Appropriation of the 2020 results, determination of dividend, and payment to EUR 2.4 per share, to be paid on the April 29th, after detachment of the coupon, April 27th. Approved, 99.86%. Fourth resolution, approval of the special report of the statutory auditors on related party agreements and acknowledgement of the absence of any new such agreements. Resolution approved, 100%. Fifth resolution, approval of the information referred to in paragraph Roman one of Article L. 22-10-9 of the French Commercial Code for the company's directors and executive officers. Resolution passed, 99.3%. Resolution six under the ordinary AGM. Approval of the fixed, variable, and exceptional elements comprising the total remuneration of benefits of all kind paid in 2020 financial year or granted in respect to the 2020 financial year to Monsieur Daniel Julien, Chairman and Chief Executive Officer. Resolution passed, 61.16%. Resolution seven, approval of the fixed, variable, exceptional elements comprising the total remuneration and the benefits of all kinds paid in the 2020 financial year or granted in respect of 2020 to Monsieur Olivier Rigaudy, Deputy Chief Executive Officer. Resolution adopted, 66.24%. Resolution 8, approval of the remuneration policy for directors for 2021. Adopted, 99.99%. 9th resolution, approval of the remuneration policy for the Chairman and Chief Executive Officer for 2021. Approved, 85.12%. 10th resolution, approval of the remuneration policy for 2021 for the Deputy CEO. Adopted, 87.38%. 11th resolution, renewal of the term of office of Mr. Daniel Julien as a director for a three-year term. Adopted, 76.79%. 12th resolution, renewal of the term of office of Mr. Alain Boulet. "Sorry, my mistake," says Sonia Cheurfa. Resolution 12 relates to the renewal of the term of office of Mrs. Emily Abrera as a director for a three-year term. Adopted, 90.45%. 13th resolution, renewal of the term of office of Mr. Alain Boulet as a director for a three-year term. Adopted, 92.71%. 14th resolution, renewal of the term of office of Mr. Robert Paszczak as a director for a two-year term. Adopted 85.62%. 15th resolution, renewal of the term of office of Mr. Stephen Winningham as a director for two years. Adopted 95.89%. 16th resolution, under the ordinary AGM, authorization to the Board of Directors to allow the company to repurchase its own shares. Adopted 99.53%. 17th resolution under the extraordinary AGM. Authorization to be given to the Board to cancel the shares repurchased by the company under the provisions of Article L. 22-10-62 of the French Commercial Code. Approved 99.6%. 18th resolution. Extraordinary AGM again. Delegation of authority to the Board of Directors to increase the share capital by capitalization of reserves, profits, and all premiums. Approved 99.82%. 19th resolution. Updating of Article 21 of the Articles of Association of the company in accordance with Article L. 225-39 of the French Commercial Code. Approved 99.21%. Last resolution, powers for formalities following the AGM. Adopted 100%. That is it. Thank you, Sonia. I believe we've gone through the whole agenda, and I'll call the meeting to a close. Maybe give Mr. Julien the floor for a few concluding words. Thank you. Let me first of all thank all the members of staff and employees and managers of Teleperformance, for indeed, they have brought about the performance that was submitted to our shareholders today. Can I also thank our customers for their loyalty, thank our various business partners for their support, and also thank all those who are part of the Teleperformance ecosystem. Your company is strong and dynamic. 2021 will be a good year, a strong year. We have really gone into the age of digital transformation and are combining individuals, human beings, and the benefits of artificial intelligence. The company will forge ahead on that line, on that path, to go on bringing value to its clients. Thank you