Good morning, everyone. Thank you very much, Peter, for this introduction and for hosting us today. Welcome everyone to One QRC, One Queen's Road Central, to the bank that's known as the Hong Kong Bank. All of you have seen this iconic building. We celebrated 40 years, was it two months ago. We had Lord Foster, Norman Foster, with us for the celebration. It was one of the highlights of his career, probably one of the starters of his career. Actually what you've also seen in the video, some of you know, 161 years ago, in exactly that same spot, we set up The Hongkong and Shanghai Banking Corporation. In March, in Hong Kong, a few weeks later in Shanghai, within 10 years in most of Asia, within one year, we were already in Osaka and Kobe. We were within a few years in Vietnam, Malaysia, Thailand, or Cochinchina, or Malaya, or the Siam Kingdom, et cetera. I think what's important when you look at that history is that, number one, we were set up by our customers. We were set up by those merchants, those entrepreneurs, those shipping companies who needed a bank that served their needs. They needed a bank that has their trust, and they needed a bank that was focused on delivering what they needed and what their ambitions are. They needed a bank that is relationship-driven. They also needed a bank that allow them to grow and grow with them. This is why we ended up setting shop in so many geographies across Asia and the rest of the world. London, a year after we opened Hong Kong, but in France, we opened in Lyon because that was the silk capital of France, not in Paris. In the U.S., 10 years on, we opened in San Francisco because that was the port city. They needed a trade bank. They also wanted a bank that calls Hong Kong home because they collectively called Hong Kong home, however much their business was international and trading-related. Finally, many international banks have heard about this need and felt that they want to sail and come to Hong Kong and set up shop. They need a bank to set up quickly before any of these internationals come and try to build something. The first ship was due in a week, coming from India, with bankers. They had five days to build the bank, and in five days, all the articles of association and the licenses were there. That was a bank that was agile, delivering to our customers fast for our customers. You look at our ambition today and our three priorities. Our ambition is to be the world one more slide. To be the most trusted bank globally, putting customers at the heart of everything we do. Our three strategic priorities is to be simple and agile, and that's in order to be responsive to a fast-changing world, to be able to adapt, and to be able to help our customers adapt and move at their speed. Second priority, driving customer centricity. We are a relationship-driven bank. This is how we were built. This is our DNA. We're not a product push bank. We're a bank that delivers to customers' needs, customers' goals, and their evolving needs and the future needs and goals. Number three, we deliver focused, sustainable growth. Focused on where we're best at serving our customers, and sustainable because they're growing year after year after year, and we want to grow with them year after year after year. They need to count on us today. They need to know that we're here for them in 10 years' time, 20 years' time, and longer. Never had our ambition, our three strategic priorities, been so aligned to our DNA. Equally, never had our ambition and three strategic priorities been so well-positioning us for the world of the future, for the uncertainties that we're facing, for the innovation that is coming. These are our basic DNA that are helping us position very well for the future. We set up four businesses. The first thing we did about 20 months ago is, well, set on a course to be simple and agile. I have to say, sometimes in our history, we didn't live up to the DNA and we became somewhat complex. We're reversing that journey very fast. We set five strategic missions to be simple and agile so that we can be responsive to a developing market and moving at the pace and the speed that our customers need us to move at. First thing we did is we reorganized our structure to align it to our strategy. I'm pleased to say we have called Hong Kong a home market. We also have U.K. as a home market. These are two home market businesses where we have a leading position. We also have two network businesses, Corporate and Institution Banking, supporting our wholesale customers' global aspirations, the world trade bank. Also Wealth and Premier Banking, supporting our customers manage their personal finances, trusting us with their hard-earned savings, trusting us as a custodian of their savings and the manager of their savings. Second, after we set up the structure with these four businesses, we set up a leadership structure to be able to deal with it by de-duplicating certain areas where we were too over-matrixed. Now at the Group Operating Committee, that is dropped from 18 to 12 members, 60% of the revenue has single line of accountability at my Group Operating Committee, and therefore fully empowered line of accountability. Importantly, 15% of our Managing Directors, we were able to reduce. That's about 300 MDs without impacting the business. These were roles that were duplicated due to the previous setup. That's done. Number three, we promised you $1.5 billion of simplification saves to be taken to the bottom line. That's about 8% of the payroll cost. We promised you that by the end of 2026, a 2-year journey. By the half-year results, we will have delivered it six months ahead of time in 18 months. We already, as of today, have actioned $1.4 billion of the $1.5 billion savings that we committed. Last year, in our P&L, we managed to get $600 million of those saves. That equated to about 4,400 full-time employees. By the half-year, we will update you about the closing of this program of $1.5 billion full saves, annualized, and the impact in terms of how much reduction of employees. I have to say, this is non-impacting of revenue. These are simplification that's driving through the organization from the business setup and the leadership setup. That will be driven through. At the half-year, the ahead will turn into done on this slide. Okay. Number four, $1.8 billion of cost reallocation. This is where we decided to review our participation choices and to review those areas that are not strategic, where we don't matter for our customers to do them, and then we shed them. We focus, we reinvest those costs taken out. We reinvest them in those activities where we matter for our customers, where we drive growth, where we drive returns, and where we have competitive advantages. We've already decisioned 12 exits, $0.8 billion worth of those costs, associated revenue about $1 billion. We have under active execution, including some of the three strategic reviews that we called out, $0.5 billion. I'm expecting on that first chunk of $1.5, by the end of the year to be vastly delivered, broadly, substantially delivered. Mind that the cost saves will only happen after the exit is complete. The decisions, the signing of some of these M&As will take us 12 months before the actual saves come and that we can redeploy it. You have to assume that redeployment will deliver higher revenue and higher returns than the revenue that's taken out, because we're reinvesting it in those areas of higher growth potential and higher returns. There's a $0.3 additional coming from the privatization of Hang Seng, which we discussed at length at previous results. These are the reported basis cost takeout. Our ambition is to deliver more than that in terms of cost takeout, more like $0.5 billion. From an M&A reporting standards, 0.3 was the number that is auditable, and we're expecting to deliver those by the end of 2028. That will be substantially moving forward. The final point, Number five, is really where you're going to hear me talk about for the next few years, because that's going to be a multi-year journey. This is really an upgrading of our operating model. This is HSBC re-engineering itself, rewiring itself to be simpler, to be agile, and to be able to deliver fast. two big work streams under this category. The first one is a demise work stream. We're killing non-strategic or legacy applications called out here, and we're tracking this. We're also killing legacy products and all the processes and procedures linked to legacy products. We're killing spreadsheets, EUCs that are not needed. We're killing URLs, we're killing cost centers, and we're streamlining by taking down all of those. We'll be talking about that in the coming quarters. The second work stream under this is we are simplifying policies, process, procedure, automating and embedding controls in an automated way. We have more than 50 of those process procedures that are in the process of being simplified. Now, how are we going to go about that? That's probably one of the challenges we're going to face. Well, if I was here in 2020 talking about this, I would be telling you that we're going to put dozens and dozens of Six Sigma process engineers, giving them a process, giving them weeks and weeks to be able to review it and redesign it, re-engineer it, and then another weeks and weeks and weeks to develop a new one. Fortunately, I'm doing this in 2026, 2025 started, and we have generative AI. Generative AI is going to be a material accelerator of these initiatives. I'm going to take two minutes to talk about generative AI. We set a vision and we set three goals. I'm going to read the vision. Vision is to empower our colleagues to use AI in order to create personalized experience for each customer or client to deliver it safely, in real time, and at scale while we keep human judgment, human decision-making, and human accountability at the core. Let me unpack. First, empower our colleagues. We have 200,000 colleagues. We all know generative AI will destroy certain jobs and will create new jobs. My initial mission is I need 200,000 colleagues with us on this journey. However many will be left at the end of the journey isn't the problem. The problem is how can we make sure that those 200,000 colleagues have been given all the capabilities, the training, the tools to make themselves future ready, be more productive versions of themselves. Importantly, how can they be on the journey with us, not fighting us, not disenfranchised, not anxious, overwhelmed, and resisting the change? That's our first mission. Everyone will be given training capabilities, productivity tools, specialized tools, coding assistance, so that they can become a better, more productive, higher-performing version of themselves. Okay. It's on them to use these tools and be future ready. It's on us to make sure that they're all given these opportunities to come along the journey with us. Number two, simplify. Goal number two, simplify and scale how we operate. This is what I was just mentioning earlier, the more than 50 work streams that we're simplifying. We appointed already a chief AI officer. He already delivered end-to-end the KYC onboarding process for corporate institution banking with material productivity saves and time save. Now we've given him oversight across the bank, all our value streams, businesses and functions, technology and operations to help us redesign, collectively redesign with the help of AI, with the help of external partners, all these processes. More than 50 of those. Mission, achieve real time or near real time. It's a moonshot, but imagine we're onboarding in real time. Credit card application approval in real time. Wholesale revolving credit facility approval in real time. Capital allocation in real time. That's the moonshot. We're bringing time down materially, but the idea is if you're fully automated, your customer life cycle should come to nil. Third, we want to personalize experience for customers at scale. This is where it's not anymore about productivity or cost gains, it's going to be about acquisition of more customers and more revenue. There's a revenue element, there's a new customer element in this third goal, which is the personalization of experience. We are putting these tools in the hand of all our frontline colleagues today. They will be using them, be it relationship managers, wealth advisors, contact center operators, salespeople, et cetera. In the future, if these tools have proven their worth and we train them well, and then we control them well, we can put them in the hand of our customers. There are a number of initiatives that we called out. You can see the next slide will show two initiatives in terms of simplification, the KYC one, as well as the financial crime risk monitoring. Just to give you an idea, KYC, we achieved 55% productivity, 50% reduction in client onboarding time. Of course, the moonshot is 100% reduction, but that's a fantastic journey so far. Financial crime risk monitoring, we are 4x better at detecting financial crime. We're 2x faster in the investigation, and we have 70% fewer false positives. You can see the benefits. They're already live. We're using them. They're already delivering the productivity gains that we see now. On the right side of the slide, you will see how we're hyper-personalizing customer experiences. I won't go through those details, but that's the contact center example and the Wealth AI example where we're personalizing the experience. Okay. Now I'm moving on to the third strategic priority, which is focused sustainable growth. As you can see in our four businesses, Hong Kong business, U.K. business, international wealth and premier banking, as well as Corporate Institutional Banking, we have multiple growth drivers. We have a good track record of growth. You can see 2024 - 2025. You can see our deliveries in 2026. Importantly, you can see that our return on tangible equity for the first quarter 2026 is above 17% for each of those businesses. In 2025, it was above mid-teens for each of those businesses. Let me unpack one by one. Let's start with the Hong Kong business. Hong Kong, we're the Hong Kong Bank. Hong Kong, as you heard from Peter, is a super connector to the mainland, is a super connector for the mainland companies who want to go international. They come to Hong Kong as a launchpad to go international. It's also set to become the largest cross-border wealth hub before the end of this decade, superseding Switzerland. A lot of it is coming from China or from Asia in general or internationally. That is the opportunity, we doubled down on it. We took Hang Seng private, and we thought with the two banks and the two brands of HSBC and Hang Seng, we should be able to get maximum opportunity from these underlying structural growth drivers. If you look at our position in Hong Kong, with a deposit base of HKD 619 billion, we're practically twice the second-largest peer. We're coming from a position of material, substantial leadership. We're investing fast and hard because that opportunity is massive. We onboarded 1.2 million new personal banking customers in Hong Kong, 2025 alone. We onboarded 800,000 in 2024. We could onboard 1 million customers per annum for the next 20 years if you assume, among other, that the mainland Chinese middle class looking for international investment aspirations for their savings is going to choose Hong Kong as their financial center. We need to be geared up for that. Between Hang Seng Bank and HSBC, we have 10 million customers. About 15%-20% are non-resident. Still, that leaves us with more customers than there are people, including toddlers, in Hong Kong. That's because many of them are customers of both brands. They love the two propositions. Differentiated, but they like both. We're building and strengthening our market share, we're acquiring new customers at pace, and we're building wealth capabilities here to support the growth of Hong Kong and to support this launchpad from China to the world. Second business to call out, Asia wealth opportunity. Our wealth business is essentially driven by Asia. It's two-thirds of our wealth business. Wealth in Asia is set to grow 7% CAGR for the next five years, one of the fastest-growing wealth opportunities on the planet. Our brand, our heritage, our position in all these Asian markets, as Peter was saying, more than 150 years for most of these markets, our deep connections with these markets, our capability to onboard from the new emerging affluent, all the way to the affluent, all the way to high net worth, following their personal journeys. Our capability to onboard from our corporate institutional banking, the founders, the entrepreneurs, the C-suite, coming over and helping them with their wealth are all channels where we can be a leader for growing this business. We also want to convert them to invest with us. We still have 65% of our premier customers who still don't have wealth products with us. You can imagine how seamless it should be for us building product capabilities and converting these deposit customers to become also investment customers with us. We have multiple booking centers. One of the biggest wealth drivers today is how our customers can use a diversified booking center structure for their wealth management globally. We have eight booking centers globally that we can offer them. That is a unique position. Now, wealth already is 25% of group revenues between fees and NII from deposits. Wealth is already 25% of the $70+ billion of group revenue. In Asia, in wealth balance terms, we're already the leader with more than $1 trillion of wealth balances. We're a leader with some margin to the next one, the Swiss, and we keep investing to grow even faster. Third business, CIB. I want to call out two features driving growth in CIB. The first one is Asia buys Asia. We coined this term. Asia buys Asia basically is reflective of how much more trade and investment flows are taking place within Asia, how much this is driving GDP growth in Asia, expected to be another 1.8% additional GDP growth due to this intra-Asia flow, Asia, Middle East. As Peter said, we have presence in 18 markets in Asia, + 10 markets in the Middle East. That's 28 markets for our 50-odd markets globally, and we're a leader in practically all these markets in trade. We're number one. Market share in Hong Kong, more than 30% in trade. What's important is shipments in 2025 in Asia hit a record high. One can argue there is a trade and tariff war going on. Asia buys Asia is growing relentlessly, strongly, and we're extremely well connected to this opportunity. Now, if you look at our business, wholesale transaction banking, which captures trade payments in Asia, we're more than twice larger in revenue terms than our second-best competitor. We're more than 2.5 x larger than the average of our next three competitors. That's our leadership position. We're investing. We're investing in deposit growth, we're investing in network capabilities, and very importantly, we're investing in innovation. You'll hear from Manish later on how we're investing in tokenized deposits, real-time payments, stablecoins, and you'll hear also how we're investing in our various platforms for blockchain-related activities. Those investments, we will be therefore, with all the rollout of what we're doing, the leader in driving innovation in payments or in general in wholesale in Asia. The second thing I want to call out about CIB is the global flows, because we have a global network, not just an Asia network. I think this is very important. 85% of CIB customers are multi-jurisdictional customers. More than half their revenue, they book outside their home market. This is us at our best as a network bank. 65% of those customers are customers whose home market is in the Americas, in Europe, or in the U.K. Our presence in the Americas, in Europe, in the U.K., is critical to bank these customers in their home market, at their head office, so that we can capture their flow. If you look at their flow, 50% of that flow comes back to Asia. Asia is a big beneficiary, not just from within Asia, but from this Western American, European, U.K. business that is coming to Asia. If you look at the Americas, that's mostly the U.S. really, it is one of the largest contributors to revenue in Asia, but also everywhere. That's a very important feature to call out. Of course, there is the intra-Asia flow, and you can see the Chinese mainland Hong Kong flow, which is demonstrating how the Chinese mainland customers are using Hong Kong as a launchpad for their international aspirations. Okay, the last business I want to call out, you'll only hear about this from me, the U.K., because we're in Asia, and we're doing Asia seminar. In November, David Lindberg, our U.K. CEO, will talk to you a little bit more in detail about that. There are a few things I want to call out about the U.K. business. The first one is if you combine our ring-fence bank and non-ring-fence business in the U.K., we're talking a business that generates, in the U.K. alone, $19 billion of revenue. We're talking in the U.K. alone, a business that's driving $570 billion of deposits. We're talking basically a top 3 bank in the U.K. When you consider the number 1 and number 2 banks in the U.K. are domestic-only bank, we are the leading international bank in the U.K. Flat. By being the leading international bank in the U.K., the U.K. is extremely important for us, and you can see the flows from the Americas and Europe to the U.K., as well as the flows from the U.K. all the way into Asia. We're extremely important to the U.K. as a bank. We are the bank that is making the U.K. a global hub as well. With that, we have a full day. I'm not going to go through the agenda. You have it. You will hear from all my colleagues, well, a very large number of my senior leadership team here. I'm extremely proud of every single one of them and what they've achieved as individual leaders as well as teams, and I'll leave you to hear from them. That's your day one agenda. That is the day two agenda where we take you through some more of our businesses. Then I'm going to close on just a few items, my final remarks. The first one is we are becoming simple and agile as we've always meant to be, building a bank for the future and leading in innovation. Strategic priority number one. We're a customer-centric bank with high-quality customer franchise, unrivaled customer franchise, and each of our businesses is built on trust, is growing its revenues, is growing its deposits, and is delivering above 17% returns. We're a bank that is delivering focused, sustainable growth from a position of undisputed leadership, being the number one bank in Hong Kong by miles, the number one wealth manager in Asia by a certain distance, and the number one transaction bank in Asia as well by a certain distance. We're doubling down our investments to be able to capture the structural growth opportunities and continue taking market share. Importantly, and finishing on that note, we are built on strong foundations. The world is uncertain. The world's evolving fast. Our positioning is extremely supportive of us helping our customers navigate these uncertainties. We have very strong balance sheet. We have a hallmark financial strength, liquid, highly capitalized, prudent risk management. We have a brand trust and a heritage that's unrivaled. We have a power of a global network that is not only broad, but more importantly, deeply rooted and culturally deeply aligned to all our customers and decision-makers and policy-makers in all those markets where we operate. We have one of the most attractive cultures with people, highly skilled, with deep product expertise. On that note, I'm going to ask Pam to come and take you through additional information. Thank you very much, everyone. Good morning, and a very warm welcome. Thank you for joining us today. I've had the pleasure of meeting most of you, so I'm going to spare you the introduction. I think you know me well enough by now. The gray hair tells, so it's a good recognition. We have been looking forward to this seminar for some time. It is really an opportunity for us to step back from the earning cycle and talk in depth about the bank we are building. Georges has spoken about where we have come from, where we are today, and where we are going next. I'm going to talk to you about the strong foundations we are building from. First, the discipline and focus we are applying, and that really matters. Second, how we are driving growth, because growth is the next stage of our journey, and we are going to absolutely double down on it. Third, the choices that we are making in order to create that growth, which is bang on strategy and gives us that operating leverage as we move forward. Now let's start first why we are confident in delivering our targets. Now, I believe that results speak for themselves. Our financials show a consistent improvement. Revenue has grown 5%, and earnings per share 11% on a two-year CAGR basis, excluding notables. RoTE is 1.2% higher, to the best level that we have achieved in the last two decades. This is unlocking true shareholder value no matter where you are. It provides us with a platform to raise our ambition, and it gives us the confidence to continue to build from the strong foundation. Let's just turn to the targets we set in February. I'm going to offer you some context on the targets you're familiar with. When developing them in line with our conservative nature, we want to give you targets that we intend to achieve under a range of scenarios. There are a range of plausible scenarios we consider when we set our targets. Behind that, we are ambitious. Now, what does that mean? It really means that our goals are pushing us to improve, to think differently as Georges called out, and raise our performance further. I'm often asked, "You just look at your targets, and then do you stop?" I said, "Do you think I'm going to stop there?" The targets are there for us to run the bank to deliver on those targets. We don't stop there. They are the baseline from which we continue to build. Let's look at the foundations underpinning our targets. As Georges said, banking begins with trust, and that's our hallmark strength. Customers place their money with institutions they see as safe, stable, and who will protect their money. That is even more important when the world around us, the macro environment, is uncertain and volatile. That trust truly matters to us. Deposits for us are more than just funding. They reflect the confidence our customers have in us, and they reflect the strength and growth potential of our franchise. We hold a surplus of deposits in each of our major currencies, in each of our four businesses, and in each of our major operating entities. We are very pleased with that, but we work hard to earn our customers' trust. We do not take it for granted. This trust gives us the resilience through cycles and a strong foundation for growth. In the first quarter results, we gave you some additional deposit disclosures because we wanted you to see the quality, diversification, and strength of our $1.8 trillion deposit base. We also shared with you how $1.2 trillion of our deposits are instant access. Relationship balances. They are global, and they fund each of our four businesses. Turning to how our deposits are driving earnings. Most of our banking NII is deposit driven. Our loan-to-deposit ratio is 55%. We have a strong track record of growing deposits as the 4% CAGR on the slide shows. Our deposits relationships then give us a deeper engagement over time with all our customers, and they lead to wealth and investment products, payments and cash management, trade, and foreign exchange. Simply put, the value of our relationship with our customers can and does extend well beyond the deposit itself. That is just the starting point. It gives us high-quality recurring revenues that support high-quality fee and other income revenues. Our global network and deep franchise drives connectivity across our businesses and markets through our global footprint. What this does is it strengthens both the resilience as well as the sustainability of growing earnings for the bank. Let's look at these instant access deposits specifically. A defining strength of a deposit base is that 70% comes from instant access. This is across our retail, wealth, commercial, and wholesale transaction banking businesses. These are balances connected to our customers' everyday activities, true relationship balances. For retail customers, it reflects us having a primary banking relationship with each and every customer. For commercial customers, it reflects operating accounts, transaction banking, and cash management flows of our customers. Our relationship-led deposits are driven by the role we play in our customers' financial lives and not just simply pricing. As the slide shows, our instant access deposits fund 124% of our loan book. For peer banks, it is below 100%. What does it really mean? Simply, it makes us less reliant on market funding than any peer. It gives us flexibility. When we see attractive lending opportunities which are on target, on strategy, within our risk appetite, we can and we do move quickly. It also means we generate our strong return on tangible equity with lower balance sheet leverage than many of our peers, and that is a key strength for us. Our deposits provide the foundation for our growth. When we think about growth and where it comes from, of course, we think about Asia because it's at the heart of who we are. Let's turn to it now. Asia, as you saw in the video, and Peter mentioned, and Georges, it has been our heartland for more than 160 years. It is driving 60% of global growth and 40% of global GDP. We are prime positioned to take advantage of those evolving trends. Asia is at the center of new trade, capital, and wealth flows. We are a leader in Asia, and it is a leading contributor to the group, its performance, as well as growth trajectory. Across the region, our international network and customer franchise gives us real competitive strength. You can see this in our 7% customer deposit and 5% revenue CAGRs in what has been a challenging falling rate environment. That is why our success in Asia is key to delivering our targets, and it is built on the strength of our customer relationships and the trust they have in us in every market. At this seminar, we'll talk about the opportunity we see and where we are making investments to grow. Let's look first at our most recent growth investment, Hang Seng Bank. We now own two iconic banks here in Hong Kong. Like HSBC, Hang Seng Bank is a bank built on the trust of its customers. It has history and heritage, deep customer relationships, and is the leading local community bank here in Hong Kong, and that truly matters. We see significant opportunity to build on the strengths of Hang Seng Bank, particularly in wealth, SME, and MME banking, where customer relationships run deep and banking needs are rapidly evolving, and we are there to serve our customers. We also see the opportunity to simplify how we operate together, to co-build capabilities, align technology and infrastructure more effectively, upgrade systems, and invest for the future. I'll not talk more about this slide. You've heard us. Our ambition does not stop at just the numbers there. There are the blank boxes there and that really call out that once impairments normalize, as we are seeing through the stabilization of the Hong Kong commercial real estate, and growth comes in, we see an even further upward trajectory than the numbers that have been called out at the year-end results. Now, Luanne and Maggie will talk in depth about both of our franchises, and I'm sure they're going to be far more eloquent because they live here all the time, irrespective of how much I travel and get to know the place. I'm sure you'll be very keen to hear from them later this morning. Now I'm going to move next to wealth. As we've said before, we are a customer relationship bank. We are building the bank around these customer relationships, and wealth is no different. Our relationships reach across retail, wealth, and corporate banking. When we think about wealth, our starting point is our relationships that have spanned decades, even generations, particularly in Asia, which is our heartland. That is why we have built a full suite of products so that we can serve our customers through all life stages, and that is our key strength. Now, this gives us multiple opportunities to support our customers with their wealth and business needs. Now, particularly in Asia, where we're seeing rising wealth and entrepreneurship driving long-term structural growth, we are there on the ground to take those opportunities and to continue to build on the strength of our customer relationships. Now, just to help you see the significance of our wealth franchise, we are providing new disclosures today. Wealth generates a quarter of our group revenue, and two-thirds of that 25% comes from here in Asia. What the disclosures also show is that the major contributor to banking NII is wealth deposits. These wealth deposits generate 20% of our group banking NII, and again, two-thirds of that comes from Asia. It is our intention to continue to seize the wealth opportunity in front of us. We are well-positioned with how we have prioritized these markets, how we are investing in wealth, and the heritage and the history we come from. Let me briefly conclude before we move to the management presentations, which I know you have all been eagerly waiting for. Trust sits at the center of our business. It supports lower funding costs, drives resilient earnings, and is the foundation, and a very solid foundation indeed, for future growth. We have an integrated network business with strength in our capabilities across payments, trade, FX, and security services. That really helps us navigate our customers in what is being a more and more volatile, uncertain world. This is an important part of our growth story, and we will discuss further with some of my colleagues this afternoon. Our network is truly unique. It has scale, it has breadth, and the depth of a customer base. That gives us a very broad base of opportunities to continue to grow. Now you can see after all that, why we are truly excited about the next phase of our journey, which is going to be a journey of growth. As a starting point, we are the number one bank in Hong Kong, and we intend to drive further growth. We are the number one wealth manager in Asia, and we intend to capture the structural growth opportunity ahead of us. We are the number one wholesale transaction bank across the region, and we will grow with the trade, capital, and investment flows shaping Asia's future. We are investing in innovation to position us to remain at the forefront of new forms of finance, particularly in digital assets and currencies. That is how we are building a modern bank, a bank built for the future. I'll now invite David and Rosha to take it from here