Good afternoon, ladies and gentlemen. [Foreign language] We're back to double-digit EBITDA margin. We have a very successful roll-out of HalfPrice in Poland and abroad and we have strengthened the structure of the shareholder group as well as the management of the above and so they're going to be able to achieve a very high, fast-paced growth rate. Look at each one of these levels, each one of these tenets right now. We have a record-breaking top line. Q2 was better than not just Q2 of 2020 because we've far outpaced it, but it's also better than Q2 2019. It was the best top-line quarter in the history of the group. What has contributed to that result? We're pleased when we can show you these type of graphs, which reflect and show that each one of our segments, each one of our brands is making a positive contribution to the 43% increase in e-commerce. We have very strong e-commerce, strong brands and so our e-commerce platform is not suffering, even though the retail segment has been quite strong. Modivo is up nearly 95%. DeeZee, HalfPrice has also shown up with some PLN 40 million and then 1 quarter ago it was a mere PLN 1 million. Of course, the retail sector hasn't negatively affected e-commerce. E-commerce has grown by another 4 percentage points to 43% year-on-year. We're going to look at each one of these segments separately, and we're going to start with CCC. CCC has rebuilt its sales very quickly and this has happened because within our strategy, we said the leitmotif is that we are basically focused on our customers. We're walking step-by-step with the customer. What does that actually mean at CCC? Well, we have 3 major directions, three major avenues. First, we're building out our product offering. One example is the Badura brand, which was recently mentioned. It's now already on our shelves. It's in our e-commerce and it's selling quite well. Along with Gino Rossi, it's expanding the price points upwards. In terms of the premium price points, the next part is the new digital channel of sales. We're entering six new markets. We're expanding our geographic presence, our footprint, we're also present in other marketplaces and with specific products. The third element are tools to enhance the customer experience. These are just some of the examples, like PayPo, so you buy it now, pay later and pay afterwards. In our retail brick-and-mortar stores, we're one of the only people who've been able to do that across Europe. Another example is that we're even more strongly linked to our express delivery. We have a very unique approach in tens of cities. Within 90 minutes, we're able to make those deliveries. We're going to expand this service to other markets outside of Poland. What have we paid attention to? In terms of our concentration on customer needs and looking at the youngest customer groups, we've finished up the back-to-school season, which was dedicated to our younger customers, which is a very important component of Q3. We're pleased with that in two dimensions, in terms of our business, in terms of our branding. In terms of our business, we've been able to achieve very rapid growth in sales of some 36% year-on-year. That's the top-line growth. Our gross margin on sales is even faster because it's grown at 59% year-on-year. We've been able to achieve what we wanted to. We're fighting for margin. We decided that we wanted to enter AW without using rebates. That's something we did on discounts. We were focusing on the quality of our products and our communication, and this is something that has paid off. The second aspect in terms of our branding, well, this is no less important. We've created a very good perspective for our customers in terms of how our customer can assess us using the NPS score, and the collections have been received, welcomed very formally. We can look at one of the campaigns we utilized in the back-to-school campaign, and this was done within the 360-degree marketing. This K-pop tour, which is utilizing a very well-known popular pop group from Korea with influencers, very different types of activities utilizing the roles of influencers. This was a very successful campaign, so you're going to have an opportunity to see it right now with your very own eyes. We've shown CCC to be an open brand, open to young people. Through these positive emotions that you've seen on this short clip, we've been able to build good relations with a very important client group. For me, this is a very important event, and I'm happy with it because this is an investment, a long-term investment in building long-term relations with our youngest customer group, which will be an important group of customers for many, many years to come. Focusing on our customers, you can see throughout our brands, especially in our eobuwie.pl, e-commerce brand. This is a brand that's been growing at a much faster clip than its competitors. It's not stopping. It continues to grow. We're continuing to grow that business, scale it up. It's got enormous potential. How have we been doing that? We are developing channels of sales. We have Slovenia that's opened up, we have an omnichannel store in Prague. We have same-day delivery. This is an important moment in time, we've seen very rapid sales growth in that store. We're also ramping up that potential by referencing customers through these tools and facilities where you have comfort, which only eobuwie.pl is able to provide. Our innovative service, which is called esize.me, utilizing scanners, and we've developed that to include another four markets on top of Poland. We're utilizing the scanning functionality to make sure that shoes fit people's feet, and this is done international markets as well, and this is an important milestone in the growth of eobuwie.pl. You can't have happy customers ramped up operations unless you have rapid deliveries, credible deliveries, and supply chain. This has to be done as the company grows quickly. You have to scale up logistics, this is something that's happening in eobuwie.pl as well. A lot of it has happened in Q2. You can see those elements which will define the positive future of eobuwie.pl and they address the peaks that we have in front of us, like Black Friday. eobuwie.pl has gone through some pretty important structural changes. We have some ownership changes. The new ownership structure has been solidified. SoftBank has joined us. The largest global technological fund, which is investing in companies, in pearls like eobuwie.pl. We've also changed the structure of the management team. Damian Zapłata has joined that, a very experienced, seasoned manager in e-commerce who's the CEO of that company and in the future, a shareholder. This chapter has wrapped up. We're going to do the IPO in 2022, 2023. That'll be the next chapter. The story about eobuwie.pl wouldn't be complete unless we were to talk about Modivo, which is a younger element of the eobuwie.pl group. Modivo is a precursor of the apparel within the CCC Group. This is something that's picking up in importance across the group and how important Modivo is. This part of our operations is testified to by the revenue. Since we started in spring of 2019, we've got 30 times growth. In Q2 2020, we've doubled, we have PLN 100 million in revenue in a quarter. It's got 12% share of the sales in eobuwie.pl. How has this been done? We've been building the value for the customers, expanding the footprint, the conversion, the basket value of customers over time, and also having a loyalty club, the first one in Modivo. This has been very successful. We've also developed the technology which improves conversion, which is raising the ARPU per transaction. You can see creative styles, very nice interactive solutions, which enable you to select the various elements of your clothing, and then you can drop them into your basket, and that improves the sales parameters. Apparel is not only the domain of Modivo, as you know, in December of 2020. DeeZee has also elected to go into clothing and expanding the category to include apparel. We have the two major axes of growth for DeeZee. What are the aspects of this dynamic growth after less than a year? They're very satisfactory. In Q2, nearly 20% of the sales have come from apparel. You should remember that it's not even a year has passed, so it started less than a year ago. How has this been done? We're utilizing the potential in the customer base. We're ramping up the brand awareness, and we've expanded the geographic presence to six markets. These markets are some 35% of the sales revenue. We're going to fire up another three markets. We're going to have a total of nine countries where we'll be selling DeeZee. This fashion and the expansion, this applies not only to DeeZee, but also to our youngest segment, our newest youngest brand, which is the off-price, where we have the HalfPrice format, which has started less than half a year ago. We can say that we're very pleased, we're elated with the outcome of this start. Why this launch? Because we've got dynamic growth. We have some 30 stores that have been opened. This is not easy to do in the current market conditions and with investments. We have some 50,000 sq m. This is a big event, a flagship event. We've done some restructuring of CCC stores, so we're decreasing the size. We're on plan in the markets. We're present in Poland, in Czech, Hungary, Austria. Pretty soon we're going to be in Croatia as well. This geographic accessibility is happening within our biggest stores. 2,500 sq m, 800 sq m, we have HalfPrice. We have sales revenue, the revenue is much better than we had with CCC there. We're very pleased with that. The third cause of our satisfaction is that we've been able to scale up our offering. Through off-price and achieving and satisfying customer expectations. We have more, 2x the number of SKUs. We have 5x more brands available. That means that we're very strongly developing our brand here and focusing on customer needs. Another key event that took place in Q2, continuing Q3 with respect to individual segments, and I'd like to ask Kryspin, who's our CFO, and I'd like to ask him to tell us a little bit about the financial results delivered by these various segments. Thank you very much, Marcin. Ladies and gentlemen, welcome. We'd like to go ahead and talk about the financial results of the group. I'll walk through the various segments, and I'll start with CCC. In Q2, we continued the revision of our points. We closed 35 stores that weren't profitable with half of them, where we reduced the space. We've earmarked that space to HalfPrice. We've opened several new stores, and we've increased the most forward-looking stores in terms of their size. If we look at traffic coming back after the lockdown, and we see e-commerce growing and growing, this means that the revenue has improved per square meter by some 37% year-on-year. We've been able to achieve now PLN 628 per square meter, which is 10% higher than what we saw in 2019. What contributed to that revenue spike? We have a 31% increase where the Romanian market grew by some 87%, and the Hungarian market with 29% and 26% growth in Poland. This is where we saw the biggest growth. We had brand, DeeZee. This was some 75% January. Lasocki was 19%. We've been improving the gross margin, and this is a result of the increasing first prices and effectively managing our discounting policy, the rebate policy. Our own brands, Jenny Fairy and Lasocki, generate the gross margins. We've been able to improve our margins by some six percentage points. Transferring production to Asia has improved our margins. In Q2, we've optimized the costs of operation of our brick-and-mortar stores. It's down by 2.4 percentage points as a result of renegotiating contracts, lease contracts. They represent a smaller percentage of revenue. We've effectively managed the other costs of maintaining stores, we've been able to reduce that by some 2.8 percentage points. If we look at the OpEx increase, this is a result of for our salaries. This is because of the low base effect, because we had some co-financing or subsidies during the COVID period. We can see costs that are up in terms of marketing, selling expenses, because as revenue grew and we saw higher costs of transportation, which is a result of higher sales in e-commerce. This is why that has increased. We had higher gross margin. We've been able to improve our profitability of the segment to 11.6%. It's almost eight percentage points higher year-on-year. Now, let's take a look at the results of the eobuwie. Including Modivo, we have a growth rate in our revenue in excess of 50%, and the foreign markets were the biggest drivers. Western Europe was the fastest-growing area. France, 167% growth. Germany, 88%, and Greece with 78% growth. The margin that we were able to command there is 43.6%. This is the gross margin, and it's higher than the margin that we commanded prior to the pandemic. Comparing to 2020, we can see that there are two contributing factors for the margin being lower. We had very good purchasing conditions during the pandemic, and then we had more sales this year. This transferred or had an outcome effect on the profitability of 10.32 sales. The difference in profitability between Poland and the other regions is a result of the product mix and having higher margin products with a bigger stake. We also had FX differences and also the producers' prices on international markets. What do the results of Modivo look like? In Q2, we saw that sales revenue was nearly twice as high with the margin more or less at the same level. The major growth contributors are foreign markets. Western Europe is the fastest-growing area. We have nearly four times growth. Greece, Italy, and France are amongst those markets. As we improve the profitability, this is a result of the ramping up of the scale of business, the economies of scale. What about the overall eobuwie.pl group? We have a top line up by some 50%, the operating profit is nearly 6% of sales revenue, which is in line with our expectations. As I've mentioned previously, this was a result of a lower margin, higher logistics costs, which were dictated by the higher prices of courier messenger services, while at the same time the average ticket basket value was falling. We had very active marketing efforts to continue growing sales, especially in our new markets. Now we can talk about our new segment, which is HalfPrice. As Marcin mentioned previously, Q2 was a period of intensive growth in the HalfPrice. We opened up 19 stores in Poland. As of today, we have 30 stores on four markets outside of Poland. We have Austria, Czech Republic, and Hungary. We're continuing our expansion in the latter half of the year. The gross margin of 53.2% is above our assumptions. It doesn't take into consideration certain discounts. We have a 6.6% result of profitability amongst functioning stores. What's happening with our uncertain If we look at DeeZee sales, it's up by more than 80% in line with expectations, primarily as a result of entering new markets, Romania, Czech Republic, Slovakia, Hungary, and also expanding the apparel. The average gross margin is 56%, which is some 10 percentage points higher than the margin we saw in Poland. This is because of differences in FX rates as well as lower discounts. The profitability of this segment, which is quite high for e-commerce, it's 9.3%. Nevertheless, it's lower than last year, primarily because of the investments we made in development as well as the marketing expenditures and performance as well as the costs of courier services that we've incurred on international markets. Let's go ahead and sum up the result of the CCC Group. In Q2, we had an EBITDA of PLN 231 million. The operating result was improved as a result of the following factors. We had record-high top-line performance, which was in excess of PLN 2 billion. We have a clear improvement in the margin by 2.2 percentage points. This is a result of effectively managing first price as well as making changes to the discounting policy. Cost growth rate was much lower than the growth rate of revenue. We also had restructuring in the Austrian and Swiss markets. The reported results were lower than the ones we published in the preliminary results on the second of August by some PLN 32 million. This was a result of a one-off event. This was a settlement of the motivation program for the management team. As of 31 July 2021, the group had reduced its debt by some PLN 283 million to PLN 928 million. During the first half of the year, the group generated an EBITDA of PLN 266 million. We've seen some changes in the networking capital. After AW21, we had some investment expenditures of PLN 120 million. That was our CapEx. This was linked to the development of the HalfPrice network. We had some investments in the eobuwie.pl group, and we were also doing some refreshing of CCC stores, and these expenditures were offset by the sales of the business in Switzerland. If we look at financial flows, this was primarily linked to the sales of shares in eobuwie.pl, as well to the 2 investors, as well as payments for lease contracts, rental leases, rental agreements. If we look at what's happening with inventory or stocks, we're building basically our stocks for AW21 as well as SS2022. We have eobuwie.pl and HalfPrice moving up here. We can see that the inventory is growing at a slower pace than revenue. 90% of our stocks are linked to this year's collections, we're optimizing our working capital. As a result, we're increasing the turnover of our inventory. We have more frequent deliveries of product, and that means we're able to react more flexibly to needs. We have the right products in the right places at the right time. Basically we're going to be implementing an OMS system. We're in the process of implementing that at present. As a result, we've been able to reduce the cash conversion cycle from 149 to 127 days. I'd like to thank you for your attention. I'd like to go ahead and give the floor back now to Marcin. Thank you very much, Kryspin. Let me recap. I usually talk about what's contributed to the results of the group and the customer satisfaction, which is the very high-quality products. We're very pleased with our preparations for winter. As you can see, autumn is prevalent also in our shelves in the stores, as well as a large amount of winter. We can see what our brands have put in place for this season of the year. This is what Gino Rossi, universal classical approach, this would emphasize the modern aspects of our brand. This is item number four in the ranking of brands. It's got 5% of our sales. We have Badura, which is a new brand in our fashion portfolio. We have high price points here. It's a well-known, liked brand, but it's gone through a lifting, it's very popular amongst Internet sales customers, this is something that very much pleases us. We have Lasocki, which is the top number one classical style for every occasion and very fashion-oriented. It's close to nature. That's how we portray it. That's how we're building the identity. That means we can build our ecological lines of products. We have now a capsule brand within the brand of Lasocki. We have recycled footwear, we have a session about this capsule dedicated to this capsule. This is very interesting and very nice. That's how I'd put it. We've collaborated together with the Academy of Fine Arts. This specific design that actually won is done by a student, Joanna Winczyńska, who several months ago designed these recycled shoes. In the near future, they're going to be on our shelves, and they will be sold through the e-commerce. It's a nice way to expand our portfolio of products where we're following corporate social responsibility and sustainability. Another brand that we want to talk about is Jenny Fairy. This is brand fast fashion and the group's response to this brand. It's got 18% of our sales. We have got the newest fashions, the most fashionable colors and styles. A lot has been said about Jenny Fairy as a result of the campaign, which is the Jenny Fairy Rose Garden campaign, which has generated spectacular reach. That means we've got very good business results. We have 10 million people have seen it through the digital, that's more than we have in our target group, which has been defined for this brand. Our share of voice in television in September is about 50%, which is a record-breaking level for a television campaign. I'd like to go ahead and invite you to watch this clip, which is set in the 1970s, the stylism of the 70s. Right now it's seen to be something that's quite nice and quite attractive in pop culture in the California mountain region. It's something that's very nice to listen to and nice to look at What is the business result of a good product and good communication of this brand, Jenny Fairy? Well, from the beginning of the year in the autumn and winter season, it's the top brand in our sales at present. This is our way of starting strongly in this season along with back to school. I mentioned already that we're very pleased with that, but we want to talk about some of the challenges that are related to the autumn and winter collection. There are discussions about some of the challenges linked to the supply chain, where we mentioned about that when we talked about the problems with suppliers and deliveries. We want to tell you very succinctly and briefly that we're fully prepared to sell our autumn and winter collection 2021. We've prepared ourselves very well for the spring and summer 2022 campaign. Why do we have so much certainty? We have three reasons for that. First, the products are available. If we look at the AW collection, which we'll have on board until January, we have the full collection. Exactly 97% of the collection has been delivered to our warehouses, our central warehouse for e-commerce, or it's in the stores on the shelves. The remaining 3% is en route, and at the same time, there's no risk that it won't be delivered on a timely basis. If we look at the spring and summer collection, 100% of it has been ordered. Is being produced on schedule. Some 50% of the demand we have for the sales in the SS21 campaign is already available in the form of stock. This is a very comfortable situation. The second reason why we're convinced that we're very well prepared for the upcoming period is that we have the flexibility in the delivery chain, the supply chain. Several things are important. We've implemented three important IT systems, which for the first time, give us a view on where things are, where they're coming in from, where it is on the seas. We've enhanced our skills. We've brought on some experts on supply chain management and deliveries. We've become more flexible in terms of the available suppliers. Our base of suppliers has more than doubled, the last thing is that we've expanded also the partners we have for logistics purposes. We have twice as many as we had before. 100% of the 1,000 containers that we need for the upcoming season have been secured. We have a very comfortable situation as a result. For more than a year, we've known and have been tracking these difficulties. We started working on this much, much earlier in order to be able to prepare for this properly. A lot has been said. This is the third block. When we talk about cost inflation, of course, that applies to all parties across the board, and we should have clarity on that, and it applies to us as well. On top of suppliers and transport, we're more than mitigating that through our active price policy. As you've heard in the back-to-school campaign, we've reduced rebates, discounts, and discounts in CCC were always high, but now we don't use those high discounts. We're pleased with the gross margin. We don't think it's going to be lower. In fact, we expect that it's going to be a little bit higher. This means that we can focus on our strengths. Having a unique format of HalfPrice, scaling it up. E-commerce, where we're very strong, we want to be even stronger. We want to utilize what used to be a painful element. This is digitalization and technology. Today, we're a team that is very strong. Every day is getting stronger with ultra great talents we're bringing in from the fashion industry. You've seen the results in Q2 in our results. You're also going to be able to witness those things in subsequent quarters. We're going to talk more about that when we speak about the presentation of our strategy, which we plan to do that in autumn. I think this will happen in November, about how and where and why we see the strategy fleshing out as it does. In Q2, I want you to remember Q2 in the following. This is a record-breaking top-line performance, a very strong e-commerce, even though our brick-and-mortar network is doing very well. We have a high level of EBITDA of 11%. We've been developing the HalfPrice network with some 50,000 square meters. Eobuwie has a new shareholder structure and a new management team with dynamic growth. I'd like to thank you very much for your attention. I'd like to ask you to pose your questions now, and we'd be more than happy to respond to your questions. [Presentation] We're going to go ahead and start the Q&A session. Let's go ahead and look at the first question. The first two questions pertain to the supply chain management. You posed a large number of questions concerning the subject matter. We've basically compiled them to two questions, which I'll go ahead and read out, but I think they really reflect the questions that you've posed. The first question, the company has said next year's spring and summer selections are on the production and logistics side. Are there any threats to SS22 deliveries? I'll respond to that question even though I have the impression, for sure, that at least in part, I responded to that question during the body of the presentation itself. I think this topic is sufficiently important that it's worthwhile to reiterate this message. We feel very comfortable in terms of our preparations, in terms of the AW21 as well as SS22 collection. I've pointed out to you that when we talk about the autumn and winter collection, we can sum it up as follows, that we're totally prepared. We have the entire collection on board through the end of the sales period, through the end of January. If we look at the spring and summer collection, the process of preparation is something that we assess very well. We feel comfortable. We have some 47% of the products we need to sell during spring and summer. Of course, we want to make sure that the rest of the product merchandise reaches us prior to the sale start, and we're quite calm about that. Why is there a distance in terms of what we're communicating as a company today and what you might be hearing in recent weeks and globally and locally in terms of supply chain difficulties or troubles? Well, those challenges, we basically anticipated them at least one year ago. They were the natural offshoot of the experiences, well, some of the experiences. For several years, I was also managing in the automotive sector, supply chain management. It's a very complicated supply chain. We had even a small movement in Europe leads to difficulties amongst the Asian suppliers. In 2020, we saw the turmoil in place. The retailers, the customers, were shorting their purchase orders. That had a big impact in Asia. You have to understand the nature of the labor market in China in order to really fathom what's going on. This is not the first crisis that we've gone through, so the rebalancing usually takes up to two years in supply chain. This is something that we had anticipated and contemplated, and that's why we decided to prepare ourselves. We changed our sales calendar. We accelerated the deliveries by several weeks. Of course, we have higher inventory stocks than we might like to have, but we have full comfort in terms of having total access to product, and we don't have to worry about having access to the stock. We've also prepared for this on a systemic basis, a systemic approach. We built IT tools. We strengthened the competencies on the HR side. We've expanded, doubled the supplier base, or we've doubled our marine transport arm. Up until the end of the collection for SS '22, we have access to the containers. We've done our homework. Our people in transport have been active for more than a year. We're 100% comfortable in terms of our position. Please go ahead and remember about this subject. Well, this is something that you can basically dig into in our report, in the non-financial report, in our sustainable strategy. More than half of our suppliers we've been working with for several years, in some cases more than 10 years, and more than half of these suppliers are producing solely for us. They are locked in to us. Basically, this is an extended supply chain, which goes back into Asia. There's no moral hazard here about who they're going to be producing for, because we've been working together for better and for worse, and this has been the case for some 15 years. Having in mind our policy that we have towards the suppliers, we're generating additional benefits. We have security in terms of getting the product. We have the comfort of deliveries, and so we have full comfort. Production for the spring-summer collection, transport has been contracted. For spring itself, we're well-prepared to a large extent, especially since we have mid-October now. I can assure you and calm you, and I wanted to tell you why we have a difference between ourselves at CCC and other global and local players who have been speaking and communicating about the supply chain management tribulations recently. Do you anticipate your costs and the supply chain growing in terms of production and transportation? To what extent will they affect your own cost of sales? I'll try to respond to that question. Ladies and gentlemen, we mentioned during our presentation, but I'll try to clarify this subject once again. The situation we're encountering right now in the marketplace where we have higher costs of transportation, this is because of freight costs. Well, freight costs have grown 10 times compared to what we observed prior to the pandemic. This applies to the entire retail industry, that means for our group that we have an increase in our cost of sales of some eight percentage points. We have a loss of margin of some 2.2%. The increase in costs is something that we observed where we had a margin that was up by 2.2% year-on-year. We have a method in which to deal with that. Above all, that's because we're effectively managing our discount policy, and our discounting policy has changed materially compared to last year. We're selling more products at the first prices, and at the same time, we're following customer expectations. We're enlarging the product offering through quality, and so we have higher price points there. Have in mind brands like Gino Rossi and Badura in particular. Thank you very much. The next question, how have you been managing to manage costs and control costs in eobuwie, marketing costs in eobuwie? Is the next quarter going to be an increase in profitability for the company? Let me begin with the general. We're very pleased with the results generated by eobuwie in Q2. If you look at the competitors' results, you should share our satisfaction and elation. We have some 9% profitability, so halfway within the target range that we guide you to in terms of trying to achieve an 8%-10% EBITDA return. Along with Modivo, we want to grow very dynamically. We're increasing the markets, we're enlarging categories, new solutions, and we're investing a lot in the logistics and marketing. On top of that, the level of marketing costs in eobuwie has the rate to be a little bit higher than amongst players who are growing at the level that we see in eobuwie. In subsequent quarters, we intend to grow equally dynamically. The proportions will remain more or less, but I think there's going to be a downward trend because we're investing in branding campaigns, we're improving conversion, we're improving our SEO performance. A lot's happening here. The costs of marketing against revenue long-term should be lower in that share of costs. If we look at the peer group, so we have some of them where their growth rate is half of what we see in eobuwie. We can say that the profitability starts to look similar to ours, but the growth rate is half of ours. We have other companies with growth rate that's similar to us, but their EBITDA is -1%, -2%, -3%. Having all of that in mind, we're within our targets. We're pleased. We're elated with the results. We're fighting for the market with high levels of profitability, and this is something that really distinguishes us from our competition at Eobuwie. "Please tell us what is the net debt of the group today after settling for the transaction on the shares of Eobuwie?" Ladies and gentlemen, one moment ago, we discussed in detail our net debt at the end of Q2, which is PLN 928 million. If we look at the debt we're going to have at the end of Q3, you'll learn about that in 2.5 weeks, along with our preliminary results, which we'll publish on the 24th. Sorry, on the secondnd of November. What is the share of the operating results or the EBITDA does leather footwear have? If we look at the omnichannel approach, we can talk about 33% in the margin by PLN, and that's for the most recent 12 months. The next question has been posed on the English language change. I'll go ahead and read it in the original language. Can you give us some color on the improvement of margins? Does this refer to online and traditional retail? Yes. We've mentioned this mechanism, how we're going to improve our margins. On one hand, we're reckoning with higher costs of our logistics costs. Of course, we'll have negotiations with suppliers about the new seasons. On the other hand, if we look at the demand side, we monitor the market on an ongoing basis. If we look at the implementation of products with higher margins, this is one of the things we're doing, and then lower discounting. We feel quite calm, and we believe that we're going to be able to control this margin. We do see headroom for us to continue growing that. Thank you very much. "What type of growth in CapEx for space do you anticipate?" I think we can respond to this question in two elements. First, the main part of our expansion in space is we're rolling out the HalfPrice concept. Basically, we have a large number of new stores for HalfPrice to make sure that they have a decent share of our sales. That's what we'd like to say today. In November, we'll publish our strategy. I assume it's going to be a strategy. Certainly, as I said, it will be in autumn, and then we'll have the opportunity to talk about what we see in upcoming years, what awaits us. The next question in English, "Can you give us an update on the current liquidity position?" Sure. We've completed the refinancing process in the first half of the year. In September, we signed a contract with PFR, the Polish Development Fund. So we gaze into the future with a sense of calm. In terms of the long-term debt, this is PLN 2 billion. The financing and the refinancing agreement that we signed with banks give us a horizon of 4- 5 years. The next question pertains to Q3. "How is this quarter looking in terms of sales in the brick-and-mortar network and online?" As I mentioned, with respect to this quarter, in terms of Back to School and the Rose Garden campaign, we're quite pleased entirely, as well as with respect to the individual components of that quarter. What's the most important thing for us, and we would like for you to take this away from this conference as a takeaway. We have a very good launch into the autumn. Back to School wasn't so good in recent years, but this year it's been very good. That execution has been very good. Basically this chain is working very well. If Modivo continues working, so it's very important, so we're very pleased. The next element that we would like for you to draw attention to, and this is resounding in what we said, we've changed our promo policy, and that means we have much lower discounts. At the same time, we're very pleased with the sales results. Two and a half weeks, we'll publish prelim results. For Q3 in terms of business results and Prices. We continue to uphold what we say, that we have three strong engines, drivers. We've got basically brick-and-mortar, e-commerce and HalfPrice. There's a high level of comfort and satisfaction with what's happening here. Would Dariusz Miłek like to sell his shares? If so, what percentage of his shares? If not, why has he put forward a motion to convert his shares from registered shares into bearer shares? I don't know of any such intention. You'd have to ask Dariusz Miłek that question. In terms of the conversion, please have in mind, this is a procedural aspect that comes from the rights issuing that we had in April of 2020 in order to give the opportunity in that first pool to allow fund investors to have access. Basically, Dariusz Miłek and Ultro had a year for those shares to be approved for admitted for trading. That's more or less it. There's no other topic there. The plans in terms of the pace of growth in eobuwie for revenue and its profitability and the IPO, just as I mentioned, we're very pleased with the concept, which we call eobuwie in conjunction with Modivo. We're happy with the growth rates, with the profitability. Along with the new CEO, Damian Zapłata, we can say that we're going to throw it into a higher gear and we're very pleased with the observations we've seen in terms of what we can actually strengthen eobuwie and write a new chapter. You'll be able to learn more at the time of the new strategy, which we plan to publish in the near future. I'd ask you for a little bit of patience. The timing of the IPO, I mentioned about that previously, is in place. We're talking about 2022/2023. The priority, of course, is to build and scale up eobuwie while retaining an exceptional level of profitability, having in mind that growth rate and the results. What percentage of the merchandise in the group of CCC is currently produced in China, and how might this change in terms of the production structure in the future, having in mind your plans? I can give you a reflection of today because this is something that changes. We have flexibility in our supply chain. This is something we've been working on for the last two years, especially over the last 12 months. What we disclose in our reports, basically one third is in China, one third is in Poland, and one third is in India and Bangladesh. We don't produce in Vietnam, which had some additional perturbations. We have some 60 suppliers in China. What I want to draw your attention to in this structure, this production mix in terms of that loyalty of our suppliers and the stability of our suppliers, this is something that's very critical. More than half has been working with us for several years, more than a dozen or so years, are working only for us. That's very important to have in mind in terms of the supplier base. In your opinion, during this trade fiscal year, will you have a higher revenue gross margin results than you had in 2019? We're on track with our, barring any extraordinary events at the end of the year, I would say yes. Our revenue and the percentage of e-commerce profitability, gross margin, these are those elements which we're driving to meet our ambitions that we outlined at the beginning of the year. The next question coming in from the English language chat, what kind of areas will be covered in the new strategy published in November? Let me start once again. This is not just a simple publication of a new strategy. Our task that we assigned to ourselves over the last half of the year, that's how we captured in the company. We wanted to look under every stone. We wanted to turn over every stone and become more effective. We found tens upon tens, close to 100 ways of streamlining the business in e-commerce operationally in terms of our processes and in terms of what we defined. We're very pleased with what we've defined. We've scaled up our level of ambition and attuned it to market opportunities. In geography, it's an evolution, not a revolution. We want to take advantage of all of the post-COVID opportunities which have popped up, and we've utilized them to some extent over the last six months. We've described them, the mega trends, we've described them very well, and we've made very good decisions under the previous strategy, which was Go 2022. As you've seen behind me, the group is changing. It's becoming more of a conglomerate of businesses where each one of them has a slightly different identity, a different P&L. Each one of them means something a little different. Within this strategy, we want to show you more of that and what's the most important thing to us for a longer period of time. Basically, the customer has to be at the very center of our intention. We want to develop and nourish those relations with the customer. We want to get ahead of the customer expectations. We want to be fully attuned to those customer needs and expectations. This is something that's really repositioned us and given us a lot of comfort. There's going to be a lot of technology, and there's going to be a large number of themes in terms of these brands that you can see here, Modivo, HalfPrice, DeeZee, how in fact they're going to be coming onto a four times bigger market in apparel than just shoes and footwear themselves. Give us an opportunity to discuss that in November. Thank you very much. Next question. What's going to happen in terms of the final accounting for the transaction in Q3 of the shares in eobuwie? Will the company report a profit on that transaction in its P&L? In Q2, we had the transaction with Cyfrowy Polsat that was booked. In Q3, we'll book the transaction with A&R Investments. The results will be visible in the standalone financial statements, it won't affect, of course, the consolidated financial statements. Thank you very much. It seems that we've fielded all of the questions that you posed during the Q&A session. Let me remind you that we, as the IR team, are at your behest, we are counting on your questions coming in after the conference as well. I'll give the floor to the CEO to wrap up. I'd like to thank you very much for your attention, for your presence during today's earnings conference, and I hope, and I'm expressing this on behalf of Kryspin as well, I hope that we've expressed some interesting information and we've responded to your questions. We see that a large number of your questions, I think more of the questions, if I've understood Vojtěch correctly, is focusing on the supply chain. I want to mention once again that we're very well prepared. We've got comfort in terms of quality, in terms of quantity. We've got great merchandise. That's the big message for the second half of the year. We have the strategy to be announced in the near future. We'll report the prelims for Q3. Stick with us. Thank you very much for your attention. Thank you very much. Okay, thank you very much.