Hello, and a very warm welcome to Polygiene Group's second quarter 2026 webinar. Today's presentation will be divided into three sections. Our CFO, Niklas, will start with the financial update, after which I will provide an overview of the business. Then we will conclude the session with question and answer. With that, Niklas, over to you. During the quarter, we did see an increase of sales with around 1%, and with a negative effect of around 2%, the actual increase was 3%. It is SEK 32.1 million versus SEK 31.9 million. We also had an improvement in margin, 71% versus 63%. That includes a positive impact of 2% due to effects. We also had a positive price impact. We have been a little bit ahead of the curve when it comes to the increased cost of silver, and we have managed, mainly in Addmaster, to increase the price to the customers before we actually have had the actual cost increase. We also have repricing at the distributors at Polygiene, which had a one-time effect around SEK 1 million-SEK 1.5 million on the margin. We had lower operating costs, SEK 18.9 million versus SEK 19.8 million. Lower cost in travels, tests, legal, and IR. All of that then generated a positive EBITDA of SEK 3.0 million versus SEK -1.2 million, and a positive EBIT of SEK 1.6 million versus SEK -2.6 million. Looking at the cash flow, we also had a positive cash flow with SEK 6.1 million, versus last year of SEK -12.6 million. We had a really good AR collection during the quarters. We had some late inventory build-up, but that was then offset by the accounts payable. Last year, we had the dividends paid out for the first part of the dividends in late May, maybe in June. Then we had a bit of earlier inventory build-up that was not offset by the accounts payable. At the end, that then resulted that we have at the time, end of the period, we had a positive cash situation of SEK 50.3 million versus SEK 47.4 million last year. Going into a little bit more details on the sales. Overall, we could see an increase in both EMEA and America, while the region Asia was flat versus last year. We saw a drop in the global. The global then impacted Polygiene, which was down 10% versus last year, now representing 58% of the total versus 65% last year. We had sales of SEK 18.5 million this year versus SEK 20.9 million. As we said, the difference is in the global sales or the distributors, which is then inventory adjustments of around SEK 4 million. All regions are in line or above. We saw actually quite big growth in Americas versus last year with almost 40%. Looking at Addmaster, we had an increase of 24%, going from SEK 11 million to SEK 13.6 million in the quarter, and was then representing 42% of the total versus 35% last year. The growth was mainly driven by sales in EMEA. Thank you, Niklas. Before I move into the business update, I would like to take a moment to thank Niklas personally for his dedication and contribution to Polygiene Group over the past years. It's been a real pleasure working alongside him, and I would like to thank him for the support and professionalism he has shown throughout the leadership transition in the last seven months. Today's presentation was his final investor webinar before he leaves the company at the end of August. On behalf of everyone at Polygiene Group, I would like to wish him every success for the future. Looking ahead, I'm also pleased to welcome Anders Nordgren, who joins us as our new CFO on the 17th of August. The planned overlap with Niklas will ensure a smooth handover and continuity for the business. Now, looking beyond the quarterly financial, the key takeaway from Q2 is that we have made tangible progress against the strategy we introduced at the beginning of the year. Market conditions remain challenging, but we have strengthened the business in the areas where we can control. If you recall, at the beginning of the year, I introduced four strategic priorities for the Group. Six months later, those priorities remain unchanged, and more importantly, during the second quarter, we continued to turn strategy into execution. While the financial results reflect the current market environment, the progress we've made against these priorities reflects the business that we are building for the future. The pricing transition is now complete. Our innovation pipeline is building commercial momentum. We have taken further steps to simplify our organization in the Americas, and we continue to strengthen and reposition Addmaster as a trusted technical solution provider. The remainder of today's update will show how each of these priorities is progressing. Our first strategic priority this year was to manage the impact of higher silver price, and I'm pleased to say that this transition is now complete. While silver prices have stabilized, they do remain at around twice the average level seen during 2025, which makes it essential that we continue our adjusted pricing model. During Q2, we completed the final transition across both our Freshness and Addmaster businesses, and that included, as Niklas mentioned earlier, the repricing of the remaining distributor inventories. From Q3 onwards, all the sales will now reflect the new pricing structure, but also the new cost of silver, so it allows us to move beyond the transition phase. Just as a reminder, the objective has never been to expand margin. It has been to recover the higher cost of silver while preserving the gross profit we generate for each sale. As we communicated previously, because selling prices are now higher, the reported gross margin percentage will naturally be lower. This is simply an accounting consequence of the pricing mechanism. This is not a deterioration in the underlying economics of the business. On the positive side also, with the pricing transition now behind us, we can devote more of our attention to the strategic initiatives that will drive future growth. On this topic, innovation remains one of the key drivers for our long-term growth strategy. We continue to build a balanced innovation pipeline with technologies at different stages of commercial development. ShedGuard is now focused on supply chain optimization following successful customer validation, and we are preparing for a broader commercial relaunch of the technology later this year. OdorCrunch2.0, which was launched only in March this year, continues to generate very strong customer interest. Extensive mill trials are underway, that provides us with very valuable feedback as we look to optimize the technology ahead of a wider commercial rollout. StayCool, which was launched last year, has now progressed into commercial adoption. We're seeing increasing order volumes, new programs with global brands, and growing interest from customers looking to combine Freshness and thermal comfort. The balance is important here because it creates multiple opportunities for future growth rather than relying on just any single product. Of course, innovation only creates value if customers adopt it, and that's exactly what we are seeing across a growing number of customers and market sectors. During the quarter, we continued to strengthen relationships with existing partners while also expanding into new customer segments. These examples on these slides demonstrate that we're not simply winning customers, we are broadening where and how our technologies are used. Starting on the left, Kingsland is a leading equestrian brand, this demonstrates how we are deepening a long-standing partnership through joint marketing, sales support, training, and expanded product collaboration, helping to drive the brand's long-term growth. As a result, selected lines within Kingsland's spring and summer 2027 collection will become the first in EMEA to feature the full combination of Polygiene StayFresh, OdorCrunch, and StayCool all together in one garment. [Chassagne], in the middle, illustrates how our technologies continue to expand beyond sports and outdoor into premium lifestyle apparel, opening new customer segments, and further diversifying our customer base. Finally, on the right-hand side, Orbit International demonstrates growing adoption within professional workwear, another important adjacent market where we see significant long-term growth potential. Together, these examples show that diversification isn't just a strategic ambition, it is being delivered through customer adoption and across a broad range of markets and applications. Executing our strategy also requires the right organization, capabilities, and culture. During the second quarter, we have continued to strengthen each of these areas. In May, we brought colleagues from across the group together for our annual company meeting in Berlin. It was an important opportunity to align the organization around our strategic priorities, strengthen collaboration across teams, and reinforce a shared direction as we continue to build the business. We've also taken further steps to integrate our solid surface business in the Americas into Addmaster. This creates a simpler operating model. It brings technical and commercial expertise together within one organization, and most importantly, it's improved profitability through a more efficient cost structure. Finally, we've enhanced Addmaster with two important appointments. Adrian Davenport has returned to the business as Technical Manager, bringing extensive experience and a deep understanding of both Addmaster product and our customers. Dr. Kurt De Meyer will be joining us early August as Head of Commercial Growth, bringing more than 20 years of experience and specialist expertise in antimicrobial technologies. Together, they further strengthen both the technical and commercial capability, which we need to support Addmaster's next development phase. Taken together, these initiatives across these slides ensure that we have the right people, the right structure, and the right capabilities to execute our strategy and support sustainable, profitable growth. Continuing on Addmaster, the fourth strategic priority is to strengthen that side of the business by building on what has always been one of Addmaster's greatest strengths, technical expertise. For more than 25 years, Addmaster has helped customers solve complex technical challenges across a wide range of industry. Whilst in recent year, following the COVID pandemic, the business became increasingly associated with antimicrobial and consumer-facing application, today, we are returning to the broader technical heritage. We are expanding our presence in industrial and technical application. For this, scientific and regulatory leadership remains at the heart of this strategy. We need to give customers confidence in both our expertise and our technologies. How we do that? We do that through close collaboration with customers and active engagement across industry trade association, and we are expanding our solution into a really wide range of application, from water and construction to automotive, packaging, and healthcare. The key message here is that this isn't about changing what Addmaster is. It's about returning to its technical roots while expanding the market and applications we serve. To conclude, if I was to leave you with one key message today, it is this. The market conditions remain challenging, and recovery is likely to take time. However, over the past six months, we have consistently executed the strategy we committed to. We've completed the pricing transition, we are building a stronger innovation pipeline, we are expanding into new markets and customer segments, we are strengthening the organization, and we are restoring Addmaster's position as a leading technical solution provider. Those action won't transform the business in one single quarter, but together, they are building a stronger, more resilient company that is better positioned for sustainable, profitable growth. Thank you, and we're now happy to take on your questions. We had some questions prior to this presentation. I will guess some of them we have already answered in the presentation, but I will go through them and see if there are anything that hasn't been touched upon. I think the first one we have is a little bit that we haven't touched upon is around the stock market, how we can create more interest around it and what we're doing. Yeah. Actually, we did attend some IR event this year. I was in Stockholm twice in March with Redeye and in June with Aktiedagarna. We will look into the second half of the year to also do some events similarly. Also, I would say prior to that, we were focusing a little bit on the retail part. We've been out visiting 10-15 small Aktiespararna communities and presenting the company. We also got some questions about ShedGuard, StayCool, and OdorCrunch 2.0. I think we already answered that one. A little bit on the business development at Addmaster. I think we talked about that. Any clear actions going forward? Yeah, I think we've been going through that, the ones that you presented when you started and both in, I would say, last quarter and also this quarter, following up and showing the progress on that one. I think we touched upon that one as well. There's another one here we probably have talked about, and that's a lot of brands are talking about phasing out silver. What timeline do we see for potentially phasing out of Polygiene StayFresh, and how big part is the StayFresh of our total sales? StayFresh today is the majority of our sale on the textile side. However, what's important to understand, and we did, our marketing and regulatory team together, put a very good document that is available on our website, both the Addmaster and the Polygiene website, about making sure we don't put all the silver into one bag. Not all the silver are being banned in Europe. It is certain type of silver, and the one we are currently working with are still being supported, and we are working very closely with the silver supplier to make sure those remain available for the European market. Having said that, yes, there is a market demand for non-silver-based biocides, and we are working on that. We are, for example, working with a technology called StayFreshBIO. It is still in its early days, the technology. We have been running some mill trials. At the moment, we are just waiting for the final push on the regulatory side from the supplier before we can roll that technology out more broadly. Of course, with OdorCrunch 2.0, switching from antimicrobial to more odor control technology is also part of the strategy to diversify our portfolio and be able to answer the brands who are looking for non-biocide technology. We are actively pursuing both avenues, but it is also very important to remember that not all silver are being removed from the market. There was a question about the increased silver price, what impact it has had during the quarter. I think as we said, and as you also presented in the details, Sandrine, we're a little bit ahead of the curve. We've been able to put in the new pricing structure for Q3. In Q2, there's actually obviously more positive impacts as we've been a little bit ahead of it, and we have the new pricing structure in place for the second half when we will see the cost increase in the material as well. The question about the strong cash flow, if we can expect the positive cash flow quarter-to-quarter going forward. I would say the main reason for having a positive cash flow in Polygiene is that we have a profitable business. We are a very asset-light company. If we are profitable over time, we will of course have a positive cash flow over time as well. It can depends on quarter-by-quarter. If you are profitable over time, we will generate a positive cash flow. Let's see if there are any questions coming in during the meeting. No questions during the meeting. It was a lot of good questions, I would say. Okay, thank you. The next quarterly report is scheduled for the 22nd of October, 2026. With that, we wish you a good summer and look forward to speaking with you again in three months' time.