All right. Welcome to our year-end report. This is Torbjörn Kronander, and I have with me Mats Franzén, and we will go through the report. I will say next slide when we change slides. We go for the second slide now, the value we create for customers. Sectra is doing business in Imaging IT, where we do large installation, large IT systems installation, taking care of the images of hospitals and healthcare providers. To some extent, also veterinarian clinics, but that is a small part of the business. Mainly the human medical care, and we take care of the images in hospitals. We started with radiology, we're increasingly doing other images as well, creating a central image repository and management system for hospitals. Then we have Business Innovation, which is small spin-offs of the medical side right now. One is special software for planning and follow-up orthopaedic procedures, not the least follow-up, which is very important. We also do an area of Medical Education, which had a boost as many medical students have not been allowed to go into the hospitals. They've been educated from home. We create value, and we provide a means for them to be taught at home from the universities despite being locked in. We have Secure Communications, where we actually provide security for society, both for communications means, but also for critical infrastructure, et cetera, which is an increasingly large problem in modern societies. Next slide. We go through the Q4 highlights. Next slide. We increased our profitability, and we had record-breaking order bookings for the full year. The order bookings for the full year is up 46% to SEK 2.6 billion. We have not been at that level ever before. We increased our profit by share by 16% to SEK 7.15 per share. We also have a nice cash flow per share, which is up 26% to SEK 9.66 per share. Next slide. Our financial targets from left to right are in priority, equity to assets ratio. Our customers are very dependent on our systems. We have a no-fail option. If they fail our customers' businesses, we have a severe blow, and therefore we cannot be risky in any way. We need to provide trust. That also goes for financial trust. We have a target to be above 30% in equity assets ratio. We are currently at 54.2%, so well above the target in that aspect. The second highest priority is profitability, operating margin. Note these are hygiene measures. The first two targets are hygiene measures, which should be above 15%. That's the hygiene of healthy business. We don't need to be at the current 21.4%, which mainly came around because we have been very careful with cost due to the pandemic, we have increased our profits and margin, though we have not grown so much on top line. The third, which is our main target when the two first are fulfilled, that is unlimited upwards, that is growth of profit per share over a five-year period, that should be above 50%, which is an equivalent of 8%-9% per year. We are currently well above double that at 115.7%. Next slide. We have seasonal effects. We're also seeing the pandemic, which has, of course, affected us as everyone else. We have large variations between quarters. We already had. They continue to be large, but over time they will gradually decrease, not the least because we are in the transition to selling Software as a Service instead of software as a license. That is quite a large change that we will live through over several years, but it's a change that most of the software industry is doing, and so are we. It will strain our cash flow a little bit over some years, but it will be very good long term. It will also decrease the variation between quarters as people pay for usage instead of when they buy licenses. We also see from the pandemic a travel and marketing cost increase post-pandemic, but we don't think we will go back to historic levels. There will be somewhere in between where we have been now and where we used to be. Not the least because we have learned, and customers have learned, that you can do a lot of things remote that we always before traveled for. Next slide. Q4 highlights in Secure Communications. We have established a cooperation with a Swiss firm, Wire, to have a user interface for digitally secure communications where we can provide a very safe underpinning to it and platform for that communication. That means we by cooperation, reach much more functionality than we could have possibly done ourselves. We also have an extended contract with Dutch Ministry for secure communications as a service. We are increasingly selling also our communication products as a service, as a subscription. You pay per month and you get a phone that is encrypted, more or less. We do not think we have adequate margins yet, that has been because we've been doing some growth initiatives that equal some investments. We have had growth, and we have had also increases in margin over the last year, though they're not on levels we want them to be yet. Next slide. As for Secure Communications financial performance, we had a turnover of SEK 207 million or SEK 208 million, which is up from SEK 189 last year. We had an operating profit of SEK 9.5 million, up from SEK 2.9 last year. Operating margin is 4.6%, which is above 1.5%. Quite a lot below where we need to get the Secure Communications to be long term. Next slide. Our growth initiatives in Secure Communications is to use a trend we have seen in the pandemic. People have been working at home. People who work with very sensitive tasks and sensitive business, they need to sit at home with a mobile secure workplace. They need to sit as if they were in the office. This has opened quite a large market for very secure remote workplaces, mobile secure workplaces, and we see a large trend there that will drive the market. When you see critical infrastructure, we provide a SOC, 24 by seven surveillance of quite a lot of critical infrastructure, not the least, mainly in Sweden yet, but we're increasing. We see a little business coming in from neighboring countries as well. This is costly when you begin doing it, because when you have only a few customers and a high cost for having that SOC operation 24 by seven profitability is low. When you increase volume, it will increase. However, the pandemic has really slowed down this area. This is an area we cannot go without meetings, physical meetings, and that has been slowed down. We also do the highest possible security level secure voice communications, mainly in EU and Sweden and in Netherlands. That is secure voice on the secret level. We do high-speed network encryption units on the secret and top-secret level. Next slide. We have Q4 highlights in Business Innovation, which is our orthopaedics and our education business. These have now also been put into their own legal entities to clean up the accounting structure a little bit in the company. They are still accounted for under the Business Innovation segment, as they are much smaller than the other areas. This area has had a very strong negative impact from COVID-19. The number of elective procedures, for instance, in orthopaedics, has gone down by 80%. Of course, that is our main target for the orthopaedics business, that means the customers have no money for the time being, they then cannot invest. Next slide. As you see, our revenue in this area has gone down to SEK 55.8 million from SEK 78.1 million. We barely made profit, SEK 0.8 million from SEK 12.9 million, the operating margin is not large at 1.4%. However, we think this will recoup. The people who need a new prosthesis, a new hip has not gone away. There's a large mountain of need built up that needs to be taken care of in the next few years. Next slide. The growth initiatives in Business Innovation is Medical Education transitions. We have had some very spectacular orders into some large universities, not the least in Southern Europe and South America and Far East, where students have been at home, and they want to be taught from remote. Before we mainly did teaching in class with a large table that we did anatomical teaching on. Now we also provide the same software, same support, but sitting remote on a PC or a tablet remote. That means lower payment, of course, per seat. These cannot pay the price for a table. Very often this also comes over to a subscription demand, so each student pays for subscription on their software. We see an interesting growth in that area where people want to continue to be taught remote. We also have new areas within orthopaedics, mainly in Implant Movement Analysis, which is post-operation. When you have a prosthesis, and it begins to hurt, the orthopaedic surgeon has two choices: either to treat this with medicine, if it's an infection around the implant or actually do a revision. That is to put in another implant. Revisions are very expensive, very risky, and you want to avoid them. We have a new tool in our IMA, Implant Movement Analysis, that can be used to determine who needs to be re-operated and who do not. That is a very interesting area as revisions are so expensive and dangerous. We also do more or less the same technology for something we call Computed Tomography Micromotion Analysis. It's basically the same thing, but it is research and clinical evidence building on new prosthesis, where we have large prosthesis companies that trust us. They order a study from us, we can analyze if the prosthesis is stuck over time. For instance, between months, if it moves in the body. We have a research area mainly focused on AI for medical applications and future applications at the time to be. Next slide. We have our main area, Imaging IT Solutions. The Q4 highlights, we have several orders in Sweden for cloud services. Almost everything we sell in Sweden now, or I would say literally everything we're selling in Sweden now, is cloud-based solutions, where we provide from a private cloud, not the public cloud, but from private cloud hosted by ourselves, software for the hospital, so they don't need to have all the servers on-prem in the hospital itself. We also see an increasing interest for Sectra One, which is our Software as a Service model, which means that we get paid for usage and sell for the license upfront. We introduced that one year ago, and we see now three new U.S. contracts during Q4 and a large interest in this area, not the least because hospitals have a problem with liquidity right now, and they still need to buy things. They often prefer to pay for usage. We have several new clinics and networks that have chosen the Sectra Digital Pathology Solution. We have orders for also new countries in that area. We are big in Israel, for instance, we are big in Korea, and we're big in France, areas where we have not been a large player before. Next slide. The financial performance of Imaging IT is that we actually shrunk a little bit in accounting in Swedish krona's to SEK 1,397 million turnover, down from SEK 1,428 million last year. We have an operating profit that has gone up, so our margins have increased substantially. This is not the least because of less travel and less marketing activities, much less exhibitions, et cetera. Next slide. Our growth initiatives in Imaging IT Solutions, we are selling into some new markets. For instance, some markets in the Far East, both direct and indirect. We do Enterprise Imaging, including digital pathology, Integrated Diagnostics, and cardiology. We are the only vendor to our knowledge yet, but there are more coming in, that have all medical imaging in one single system, which means a large saving for the hospitals. They don't have to invest so much if they can use the same system for pathology, radiology, cardiology, ophthalmology, dermatology, or other actually large imaging systems in hospitals. We are focusing on the U.S., the world's largest market. We have the highest customer satisfaction ranking there, and we have a small but growing market share in the U.S., which is also seen, as you will see later, where the U.S. is now our largest market. Next slide. I will leave the word to Mats Franzén, here will tell you about the financials better. Thank you, Torbjörn. Good morning, everyone. Next slide, please. When we look at the major numbers there, we see that the order bookings for the full year had quite a good trajectory. We usually say, we keep saying, I think with a good reason, that order intake is fairly volatile. We can see that as for this financial year, we actually have had good traction for all four quarters, actually. There hasn't been that much of a swing in order intake. I wouldn't go so far as to call that a trend shift, really. By default, I think it's something that also can happen, obviously, that you have a stable period as well without the overall trend being materially different. We didn't really meet last year's fourth quarter in terms of order intake, although it was substantially above sales. Just with the currency, we saw a slight traction upwards in terms of sales, which is a good thing considering the times we're living in. The book-to-bill or the order bookings ratio is now at 1.6, and it was just short of 1.10 last year. As you all know, we have had quite a lot of headwind in terms of currency over the last year, especially in the later part of the financial year, but we have been able to accommodate that, I think. Next slide, please. The major currency fluctuations, and we have had some limited possibilities, partly in terms of deployments. However, the recurring revenue has kept up strongly. We don't report that separately, but that has been a good buffer for us here. As most of you know, I guess 70% of that, I would say, foreign currency is mainly European, pound sterling, and US dollar. Following up on that, the markets where we have a high share of new sales have been adversely affected the most, whereas the markets where we rely more heavily on an installed base of customers and recurring revenue has been more resilient to impacts from the pandemic. Service sales in the U.K. has increased, but also in terms of hardware has been declining, which also can be interesting in terms of analyzing the gross profits for those who do that. Next slide, please. Obviously by just the sheer number and the sheer size, Imaging IT is most adversely affected in terms of currency. What is a good thing for us here is that Secure Communications actually continued to report safe growth, whereas as we have been touching on previously, the Business Innovation has been struggling more in terms of elected related businesses like the orthopaedics side. Next slide, please. Earnings-wise, we had a good earnings development throughout the year and not least in the last quarter. As Torbjörn previously mentioned, the margin this corresponds to is, I would say, a bit pumped up by the fact that we do not have an as is basis in terms of operating costs. We do not see that this last year is something that's a steady state going forward, or hopefully we can see a business going back to, if not post-COVID, but at least normalizing to the extent that we can visit customers and do what we do more in direct interaction with customers. Although we have learned a lot during this year in terms of doing business remotely, obviously. Higher gross margins, we said. Normally, fourth quarter is a strong, not only in earnings, but also in gross margin-wise, since it's a higher share of license or software revenue, which has a higher margin. If you compare the fourth quarter to what is really the gross margin for the full year. Also, we managed to actually beat last year's fourth quarter somewhat as we had more hardware in the fourth quarter last year, in the U.K. especially, which is a smaller amount that now is more heavy on the service side where we have better margins. The software portion between in the fourth quarters are fairly the same, about 32%. We don't go into detail from the margins, but that gives you sort of a pointer on what happens on the aggregated level. Next slide, please. As for cash flow, it was a strong year. First, we focused on this, but it also obviously we have had some help in terms of business shrinking somewhat on top line, more than we thought, and we managed to get a better profit than last year, obviously, and that doesn't carry as much capital tied up in working capital as we would otherwise have seen. In all fairness, we also have had a bit lower investment levels. All in all, that has contributed to a really strong fourth quarter in terms of cash flow. As you can see from the graph here, the in between quarters are very volatile in how cash flow develops. That was it for me. All right, Torbjörn Kronander, that is me, I come back. Next slide. Sectra The Way Forward. We take the next slide again. Our focus forward is continuing to strive for high customer satisfaction. All business is centered around that. Also in the pandemic, a lot of our customers provide very critical functions for society to function. It's our job to keep them able to do that in a very efficient way. They need to be happy. They cannot be stressed because the IT system, et cetera, doesn't work. After high customer satisfaction, you cannot provide high customer satisfaction with unhappy employees. It simply doesn't work. We strive a lot of having good, smart employees who know what they need to know by Sectra. That company culture is very important. That has been a little difficult during the pandemic. We cannot call people together for training, et cetera, as you cannot travel. That's something we have to increase spending on in the full year to kind of get all the new people we have on board to get to this kind of culture sessions, et cetera. That we normally do here in Sweden. Not a tremendous cost, but very important to keep employees motivated so they can provide customers with good service and products. Of course, we need to have profitable growth. We will not hesitate on that one. The fourth one that we strive for is Skate to where the puck is going to be. It's very important for us, et cetera, to develop things for the world as the world will look a few years out from now. If you always develop things to where we are, that will be a problem. I'll come back to that in a few slides. Next slide. This year has been great. As we informed about last report, we won five Best in KLAS Awards in PACS and digital pathology. We were Best in KLAS for large U.S. hospitals, which is our prime area of interest. Which means we have the happiest customers with quite a large margin to the second one in the U.S., large hospitals. Of course, we can never compete with really big companies on marketing campaigns and marketing. We need to have happy customers who tell each other that they're happy, and we see that in increasing demand in the U.S. coming up as we have seen from the sales curves in the U.S. We also won PACS in Canada. They do not differentiate large and small hospitals in Canada, so we won it all over. We also won small hospitals in the U.S. That is not our prime segment, but we won that because we have the correct culture to take care of everyone who trusts us as customer. We won PACS for Europe, that we were second in last year. That's an improvement, and we're very happy for that. Then there was a new category, digital pathology, which is actually a non-U.S. There are not enough customers in the U.S. yet to do that ranking for the U.S. only. In the world outside the U.S., we won that also, happy customers in digital pathology, which is a new area, which is very important for us. Next slide. We like quotes at Sectra. This is a quote from Edwards Deming, a person who was a consultant on the Japanese government after the war, when the Japanese changed from junk industry to a very high-quality industry. We like that quote, and we have it in memory all the time. Profit in business comes from repeat customers. Customers that boast about your product or service and that bring friends with them. That's how we motivate our high customer satisfaction ranking and how it actually works. Sometimes people forget that in the new internet era, it's as true as ever and will forever be, is in our view. Next slide. Skate to where the puck is going to be. It's rumored that Wayne Gretzky was the best hockey player in eight years in a row, he was not particularly good in anything on the field, when they asked him, "Why are you so good? You're not good at anything. You're not good at skating. You're not particularly good at shooting. Why are you good?" He said, "I don't skate to where the puck is. I skate to where the puck is going to be." That is, you can read the play. That is very important for us. If we start developing products today, they will be ready two, three, four years out from now. If we only develop for the needs of today, we will be wrong when that time comes. We've been very successful. Back in digital pathology, we started when we saw this opening up as opportunity possibility. We're still unique, even though more companies are coming in now, in that we were there when the market came. We have been doing this over and over again. Sometimes we have failed, most often we've been good at it. Proactive healthcare is at core of society's needs. That will be there now. It's also there four or five years away. Medical community needs consolidated IT systems so we can do all imaging in one system. They need to improve workflows and integration. The level of burnout in U.S. radiologists is scarily high, and more than 50% of U.S. radiologists say that they are on the risk of being burned out. Our job is to help them out, to make them more effective so they can come home to their families in normal time despite the increasing workloads. We also use AI to gain efficiencies. AI will not replace doctors and medical radiologists for a long time to come, perhaps not ever, but it can help them out in becoming more effective, and that's our job to help them out with that. Secure mobile workplaces, you don't have to go to the office to do your work, also in sensitive environments. Secure communications channels, you can communicate or say you can do a Teams meeting over a secured channel instead of being forced to do it in unsecured channels. Some completely new areas, which is Sectra Implant Movement Analysis, allowing orthopaedic surgeons to use four new implants instead of one revision that was done unnecessarily, also risking patient lives. Digitized pathology imaging, which is only in its very infancy right now, a very early phase in the market, where the whole world will, of course, go digital also in pathology as the market matures. Next slide. We are increasing recurring revenue. The intent is to become a Software as a Service company. Paid usage improves value for both customers and vendors. Most of us pay now, for instance, Microsoft licenses. We don't go to the shop on the corner to buy that box of Microsoft Word, Excel, and PowerPoint as we did 10, 15 years ago. We buy Office 365. We pay per month. We pay probably more over 10 years for that than we would have done otherwise, but we're happy with it. We get upgrades. Microsoft makes more money. We as customers are more happy with the other money, and we are moving there also in our products, especially in Imaging IT, but also in the other areas. We have a new bottom, business model Sectra One, introduced in May last year. That will play a very important role in Sectra's future. You pay a combined payment, so you get everything we have in imaging, and you pay as you use the different parts. The transition will be over several years, but it has been accelerated by COVID-19. Next slide. This is something we repeat internally over and over again. It's quite easy to create happy customers. Just live and act. The only rule that you have in all religions that we have encountered, all belief systems and all religions have one common rule, which a little variation of the same, but it's do unto others as you want them to do to you. In the negated form, do not do to others what you do not want them to do to you. That is a cultural thing we try to enforce or motivate all over the company, and it's working quite well. It's quite easy. Just don't forget. Next slide. Our philosophy regarding shareholders is that if you have happy customers, you have happy employees that can provide and support the customers to make them happy. You have a good long-term strategy in growing markets. It's much easier to grow in a growing market than in a market that is stable, and both cybersecurity and healthcare is growing by external forces. If you have reasonable cost control, shareholders will be happy. It comes in that order, and I think we've shown over the last year that it has worked. Next slide. The proposals to the annual meeting, which will be in September here in Linköping, or actually, it will be virtual this year. We have a split 5:1, and we have a share redemption program of SEK 450 per share. If we do the split before that split, it will be SEK 90 or SEK 80.9 per share after split. Upcoming financial reports and the AGM. We have a three-month interim report coming up September 3rd, and the annual general meeting is September 14th this year. I remind you that your feedback is very important for you. Please go to the www.sectra.com IR survey and fill in your feedback on these presentations. We'll try to modify them and improve them after feedback we get from you, or send an email to info.investor@sectra.com to tell us what you want us to do different in the general presentations. Next slide. We have the time for questions. If you follow online, please use the email button or send questions to info.investor@sectra.com, and we'll try to reply to them right away. Thank you. Ladies and gentlemen, if you have a question for the speakers, please press zero one on your telephone keypad now. Our first question comes from Kristofer Liljeberg from Carnegie. Please go ahead. Your line is now open. Yeah, thank you. I'll start with three questions, and then I'll get back to the queue. First one, I wonder about this difference in reported sales growth and the FX-adjusted growth. Reported is 3%, FX-adjusted is 23% in the quarter, while at the same time, your major currency is down or 5%-9% worse year-over-year. Also, if you look at the FX effect you have reported for individual quarters, they appear to be larger than the full year figures. That, if you could explain this, it would be very helpful. I wonder about the large sales in the rest of the world in Q4. I think it's by far the largest quarter ever for that region. Is this digital pathology? You mentioned that, but if it's something else. I also wonder if you could discuss a little bit about the operating leverage in the large service segment. I think that was the only segment that was up in reported currency in Q4, and at the same time, you have this, I think, gross margin second highest level ever or something. Thank you. All right. I will leave the first one about the FX to Mats. Okay. Yeah. Morning, Kristofer. Yes, you're right. The way we calculate this is on accumulated values, less previous accumulated periods, and in times with large currency fluctuation, that might skew the quarterly numbers in a way that might be bigger than they should be if the quarter was calculated in isolation. Now, we will revisit this and do the quarterly wise numbers and see to what size effect that might have, and then we will be able to get back to you. We thank you for that observation, as that leads us to an improvement opportunity that we appreciate. You're good at finding small things or important things in our accounting, Kristofer. Thank you very much. The reason it's becoming so big, that's because of the large currency movements this year. Yeah. In normal year, you wouldn't see that, right? Right. We haven't seen it at all in the last two years in any quarter, in the first quarter. That's a bit unfortunate this quarter. The second question are large rest of world products, and what they are including. Rest of world is actually a mix of pathology that has been in several markets, but also in radiology where we have some business on the difference there. We also have an impact from New South Wales, which has now become operational and thus paying off money to us. New South Wales in Australia was an order we took more than a year ago, they're now coming online, and they are contributing on a recurring revenue basis. Your third question, can you please repeat the third question, Kristoffer? Yeah. I'm just trying to understand what type of operating leverage you have in the large service segments. I understand there's a lot of different type of product sets you have in there. The reason I'm asking is that I think at least at the reported basis, that was the only segment that were up in year-over-year. At the same time, you have this historically strong gross margin. If there's a correlation between these two? I wouldn't say that there is a clear pattern to that. You're correct in that this year, I think we're about 62% of total revenue is in the service side, whereas it was 57% or something like that last year. We have seen a strong traction also in fourth quarter now where it's just short of 55%, and last year it was 51%. The trend is clearly upwards. I wouldn't be able to answer more detail on how that is really plays out in different projects or markets for now. The observation is true, and it carries some above average support in terms of the contribution compared to the hardware side, but not as good as the software on the other side. It's in between, but it's helpful. In the service, is it correct to assume that there's a lot of man-hours here so that operating leverage is less than for the software? Yeah. Man-hours is a significant contributor in that part from the revenue stream, yes. Okay. Thank you. I'll get back to you. Thank you. Next question comes from Karl Norén f rom Danske Bank. Please go ahead, your line is now open. Yes, good morning. I have a couple of questions. If we start with your access to hospital now in the later part of the quarter and also maybe in May, what can you say? Have you been given more access to hospital, and is it easier for you to install now than for, let's say, three months ago? That's the first one. I have a question regarding the transaction, which was announced yesterday. I think you saw it where CompuGroup Medical acquired VISUS Health IT, which I think was Best in KLAS in Europe last year, if I'm not wrong. I just want a question, how do you believe this changed the market environment in Europe for you? What's your thoughts on combining this EMR provider, so to say, with a PACS provider? Do we have any successful companies doing both as of today? If you could just remind me on that one. Thank you. All right. As for access to hospitals, there is some easier ways now in the U.S. It's lighting up a little bit in the U.S., for the rest of the world, it's no change. Europe is still in lockdown, especially hospitals. Very difficult to cross borders. There is no substantial change now compared to what it has been over the last 12 months. It will probably lighten up, ease up, in the fall of this year, we don't see it yet. For Q1 this year, there will be no substantial change. As for the transaction with CompuGroup acquired VISUS, that's interesting. CompuGroup has acquired quite a lot of companies. They are a house who pick up medical companies all over, among others. They own the EMR of Stockholm in Sweden, and they have acquired a very significant part of other EMR business. In general, they have picked up companies who have been mature. We don't know what the impact will be. VISUS has been a good company, though we have mainly seen them in the DACH region, German-speaking regions. We have not met them very often head-to-head outside of Germany. They have a very significant market share in Germany, though, especially for mammography. We don't see that this will really change the picture. To try to lock customers into EMRs by adding images to EMRs has been tried. XRA tried it. XRA acquired several EMRs about 10 years ago. It didn't go very well. Customers do not like to be enforced to buy products. They want to buy by free choice. Also other companies like Cerner have been trying to do PACS over many years, but they have also not been very successful. It's quite different to manage images and manage small transactions of textual character. Of course, the reply is we don't know what the impact will be, but it's not something that will keep us awake at night within next half year or so. Okay. Thank you. Very interesting. Can I also, last question on, can you say anything about how the sales within digital pathology has been developing during the year, and what sales do you have in this segment as of now? We have chosen not to publish the share we have in digital pathology, but as you can see from our stream of press releases, it's definitely rapidly increasing. We are very well positioned. We're number one in class worldwide. We open up new markets with it. In radiology, the markets are quite saturated. Very few hospitals use film anymore. Everyone's digital. To grow in digital radiology into new country, you have to replace an incumbent. That is difficult if people are happy or okay with incumbents. Digital pathology opens a spearhead to go into new markets, and then we can come in with radiology after. We're using it, opening up new markets. We've seen it in France, where we have some very prominent cancer institutes going our way. We see it in Israel, we see it in Korea, we see it in the U.S. Not the least, we see it in Sweden. Sweden is today still by far the world leader in digital pathology. We have an absolute dominant market share in Sweden. It's a growing area, but we don't publish how large it is compared to the rest of the business. Okay. Thank you. Just as a question from us, on the other operations, you had a SEK -26 million on the EBIT booked. Is this related to financing or FX movements, or could you elaborate a bit on that, please? Sorry, could you put this year? Yeah, for the fourth quarter, I think you had a SEK -26 million. Yeah. It is part of the costs that we do not push forward to the same extent as we have to the other segments. One of those is profit sharing for employees that we take as a central cost, and that is a significant part of that difference. Okay, this will continue going forward, or? Well, let's see what the future holds in terms of employee remuneration, but this is the explanation for this year at least. Okay, thank you. That's all from me. Thank you. As a reminder, if you do wish to ask the question, please press zero one on your telephone keypad now. We have a follow-up question from Kristofer Liljeberg from Carnegie. Please go ahead. Your line is now open. Thank you. One more from me. When it comes to the margin target, I understand, of course, costs are temporarily over here, but I think you also said that some traveling costs, et cetera, will not come back. Still, you're keeping the margin target unchanged. What's the reason for that? We see huge opportunities for growth. We have 15% because we need to have a healthy business. We should not go below that. If we get money above that, we should invest it in future growth and sales. We have digital pathology. We are world unique. We're world unique in what we do in orthopaedics. We're world unique in many things we do, and for the benefit of shareholders long term, we should invest in that growth instead of taking out too much margin right now. Now, we took the number 15% many years ago to provide a healthy margin, but whatever comes above that should long term be invested in future growth. Since it's a target of being above 15%, I think previously you said it should be pretty close to that. Do you see an opportunity that it could maybe be a little bit higher or a little bit more above 15% than what you thought a year ago, maybe? The target is still 15%. Right. Right now, we also see a big transition into Software as a Service. When that is fully implemented, we don't know what the future will bring. That will not be a bad situation where everything is Software as a Service-based, especially after the initial period of four to five years amortization for the customers. That is a few years out. Right now we need money for that transition because there will be a strain on both profitability and especially cash flow. We also see that we don't know what's going to happen post-COVID, we've been a little bit careful. We like to be careful when we don't know what's coming, et cetera. We've been a little bit more careful with investment than normal, and it's been almost impossible to open up new countries when we can't travel. Okay. As there appear to be no further questions, I'll return to speaker for any closing remarks. Okay. We see, do we have anything coming in over email? No, we have no email questions today. All right. We have no further questions. I thank you very much for your attendance. I do hope that next year we can do this live as we normally do in real life, as the youngsters say, but this time we had to do virtual also this one. The normal quarterly report will continue to be done over the internet as now, but the one per year we'd like to do in real life. I thank you for this, and most welcome to join us for more questions over email and so on if you want to do that further on. Thank you. Goodbye.