Good morning. Good afternoon, everyone. I have the pleasure today to present to you the Fnancial Results for 2021. Loic Jenouvrier, CFO of Global Blue, will help me in this task, and we will cover three subjects. A deep dive on the financial performance, and business update on last year, and our latest recovery scenario. Without further ado, Loic, I give you the floor for the financial performance 2021. Thank you, Jacques. Good morning and good afternoon, everyone. I will be presenting you the Global Blue's financial performance for the financial year 2021. I will start with the main takeaways that summarize this financial year. I will take you through the income statement, followed by a geographical overview of the international shoppers' activities. We'll then look to the cost structure, the net financial debt development, and I will conclude with a summary of the company's liquidity. As a reminder, Global Blue's financial year is from April to March. Without further ado, I suggest we start with slide six to see the main takeaways for the financial year 2021. There are three main takeaways. First, COVID-19 has very significantly disrupted the travel retail industry, and Global Blue has recorded a drop of 89% in revenue. This drop is, of course, totally driven by COVID-19, which has nearly completely stopped international and intercontinental travel since March 2020. Second takeaway, we have implemented a wide-ranging savings program to mitigate this revenue decrease. As a result, Global Blue fixed adjusted operating expenses have been reduced by 53% during this financial year. Third key point, Global Blue's liquidity stands at €266 million, consisting of €183 million of cash in our balance sheet, as well as €83 million of additional liquidity. This implies that our fixed expenditures are well covered into calendar year 2022, and I will come back to this point in more details in the following slides. Let's move now to slide seven. On this slide, we are presenting our adjusted P&L. Adjusted because it excludes all exceptional items, which are mainly one-off cash or non-cash items related to the combination with FPAC, as well as the amortization of acquired intangible assets, essentially related to the purchase price allocation made in 2012 when Silver Lake and Partners Group bought Global Blue. You will find in appendix all the reconciliations to the nearest IFRS financial metrics. As already mentioned, Global Blue revenue decreased by 89% and the adjusted EBITDA was - EUR 39.9 million this financial year, compared to EUR 170.7 million last year. Adjusted operating expenses have been reduced by 66% compared to last year, mainly thanks to the management savings program swiftly implemented as early as spring 2020, when travel restrictions occurred. After D&A, finance, income tax, and non-controlling interest, Global Blue adjusted net income group share was - EUR 89.8 million, compared with EUR 71.9 million last year. In the coming slides, I will give you more details on the different P&L items. We can now move on to slide eight for our tax-free shopping segment. TFS sales in-store decreased by 93% and the revenue decreased by 91%. On this slide, you can get a flavor by geography of the issued tax-free spend, which is basically sales for which a tax-free form has been issued in store. You can see that Europe's level of issued tax-free spend was 10% of last year's volume and 7% in APAC. In Europe, you can see a ramped phase profile with basically no volume in April and May 2020, when almost all the shops were closed, and starting from June 2020, a slow recovery. Still in Europe, we note that the performance of the cross-border business, which recovered partially its volume to pre-COVID like volumes. Cross-border business is, for example, GCC visitors in Turkey, Ukrainian or Belarusian in Poland, or Swiss in Germany or France. In APAC, we have three main countries being Japan, South Korea, and Singapore. Singapore borders were closed, explaining why the level of this business in this country was extremely low. Moving now on slide nine for our AVPS segment. AVPS sales in-store decreased by 71% and the revenue decreased by 77%. The AVPS performance is slightly better than the TFS one. The reason is that it is a bit less dependent on international and intercontinental flights. This Global Blue segment benefits from three characteristics. First, the cross-border business like Swiss, U.K., or Czech visitors in Euro countries. Second, many foreign long-term residents in Europe are using the dynamic currency conversion when they withdraw cash at ATMs. Third, our AVPS business in Australia is essentially domestic. I suggest we go now to slide 10 for a deep dive into Global Blue's adjusted operating expenses. As you have seen in our adjusted P&L, the adjusted operating expenses decreased by EUR 165 million or 66%, moving from EUR 249.7 million last year to EUR 84.6 million this year. Variable costs were reduced by 89%, in line with the 89% revenue decrease. Besides this natural volume-driven reduction, this slide also shows the 53% reduction of adjusted fixed operating expenses already mentioned in the introduction. These short-term savings of EUR 84 million were achieved by leveraging on available government support as well as the company savings program. For personnel cost, depending on the jurisdiction, Global Blue furloughed staff or has reduced working hours and in parallel has applied for employee salary support scheme introduced by certain governments. Global Blue also reduced permanently headcount through business restructuring in different countries and functions. For non-personnel cost, we renegotiated contracts with business partners and reduced local-level third-party employment or advisory services. As a result, we have been able to significantly reduce both personnel and non-personnel fixed operating expenses. Moving on to slide 11, you can see there the development of Global Blue's adjusted depreciation and amortization, as well as the net finance cost. Adjusted D&A increased by EUR 2.6 million or 7%. This evolution is a consequence of our increased investment in technology in the prior financial years, consistent with our focus on digital innovation. D&A is now expected to stabilize. For net finance costs, they have decreased by EUR 7.9 million or 25%, mainly thanks to better margins following the implementation of new debt facilities in the context of the combination between FPAC and Global Blue. Let's move now to slide 12 to see the analysis of our net financial debt variance. After an EBITDA of -EUR 39.9 million, the level of CapEx was EUR 21.2 million, essentially related to technology development. We have been able to reduce our level of capital expenditures by 44% compared to last year, but we nevertheless continue to invest in strategic projects for the company's future. Changes in working capital were again positive by EUR 19.8 million following an inflow of EUR 89 million last year, and this is driven by the reduction of business linked to COVID-19. Indeed, in a period of travel disruption, cash generation during the first few months increases as a result of a reduction in cash outflow for VAT refunded to international shoppers, and a cash inflow from short-dated VAT receivables from merchants or tax authorities for the VAT associated with earlier refunded TFS transactions. The income tax paid was EUR 5.5 million compared to EUR 28.1 million last year. The payment of this year are mainly deferred payment derived from prior years' results. After interest, this payment and before exceptional items, Global Blue's net financial debt increased by EUR 83.7 million. Exceptional items represented an outflow of EUR 64.8 million, essentially driven by the combination with SPAC for EUR 49.1 million and one-off business restructuring for EUR 10.3 million. Global Blue raised EUR 58.7 million to acquire ZigZag with an initial cash consideration of EUR 52.5 million. In summary, this financial year, Global Blue net financial debt increased by EUR 142.3 million. We can now move on to slide 13 to have an overview of Global Blue net financial debt as of March 31st 2021. Our net financial debt amounted to EUR 546.2 million. It was constituted of EUR 630 million of senior debt, EUR 99 million of revolving credit facility, and EUR 182.8 million of cash and cash equivalents. Both senior debt and revolving credit facility have a maturity date of August 28 2025. In February 2021, we obtained a covenant waiver from our lenders and therefore the first testing date will be in September 2022, which will be semi-annual and will start on a leverage ratio not exceeding 4.75, stepping down progressively to 3.5 by maturity. Last but not least, let's go now to slide 14 for the liquidity analysis. As mentioned in introduction, Global Blue's liquidity stands at EUR 266 million, consisting of EUR 183 million of cash in our balance sheet, as well as EUR 83 million of additional liquidity. The EUR 83 million additional liquidity includes $75 million of supplemental liquidity facility provided by pre-transaction shareholders in connection with the combination with SPAC. It is available until the end of February 2022 with a two-year maturity once drawn. On the left-hand side of the slide, you can see the monthly average fixed expenditures of this financial year, which amounted to EUR 10.8 million. It was composed of EUR 6.2 million for fixed adjusted operating expenses, EUR 1.8 million for capital expenditures, EUR 1.3 million for lease payment, and EUR 1.5 million for interest paid. With EUR 266 million of liquidity, this implies that our fixed expenditures are well covered into calendar year 2022. This is the end of the financial section, I leave now the floor to Jacques Stern, Global Blue CEO, to present the business update of the recovery scenario. Thank you, Loic. Second chapter, business update. You have understood that 2021 financial year were tough for Global Blue. Despite that, we have been able to move our strategic agenda up. A couple of information to show the initiative which has been done during the year. If I first start by tax-free shopping on the commercial side, a lot of activity, a lot of gain, both on the global account side and the local account side, as you can see in this slide. I won't mention everything, but globally, we have been able to sign Ralph Lauren, Canada Goose, and Louboutin, and those clients have been rolled out. You see that also, in certain country like Japan, which is in the course of digitalization, we have signed up a lot of clients with whom we work in Europe, but we were not yet working in Japan with. Namely, Furla, Moncler, Celine, Adidas, Richemont, Longchamp. You can see also on the right side of the slide that in terms of local account, we have been able, in particular in France and in Poland, but also in Japan, on the back of digitalization to sign up new clients, either from competition or from a greenfield point of view. A lot of positive activity. On the digitalization of the tax-free process, there also rapid increase of the digitalization, and you may remember that it's important because this drive more adoption by consumer, which drive more volume on our side. We call that success ratio. You can see in this slide that the number of countries which have been moving toward the digital validation has moved from 49% last year, the financial year finishing in March 2020, and to 77% at the end of March 2021. A big movement, of which we can mention that Japan, Russia in particular are contributing to this increase. Another thing which is, I think, positive to mention during this year is that the active discussion with authority to move to further digital validation in new countries have also progressed. You see that there's only less than 1% of our sales in store where we are not having a digital validation, mandatory or optional, or where we have not active discussion. Among the active discussion, countries like Netherlands, like Greece, like Germany, have moved toward this category. Therefore, we reaffirm what we are saying is that in the coming years, all the countries will move to digital validation. As said, this is something which is important for us in terms of increasing our volume, because clearly, digitalization leads to more adoption by consumer of our solution. We have also, in terms of tax-free, continued the innovation, both in terms of, I would say, customer experience, but also continuing to reinforce the foundation. If I start by the customer experience, two initiative to mention. We have launched, during the year, the first self mobile issuing solution, which mean that the tourist can, by himself, issue the tax refund on his mobile, which for certain category of people is interesting, in particular the young people. We, of course, continue the traditional way, i.e., an issuing done by the merchant on the premises, which is usually, especially for non-frequent shoppers, still what they look for in the stores. We have also, through our partnership with Alipay, you may recall that Ant, the parent company of Alipay, is shareholder at 6.5% of Global Blue. Through a strong partnership with Alipay, we have also continued to enhance the consumer journey for Chinese tourists, and in particular, to enable now those Chinese tourists to have their refund directly on Alipay through a combination between Global Blue and Alipay. On the other side, we have continued to reinforce the foundation for our data monetization by creating a new data warehouse which allows to get instant information and therefore to drive more accurate information for our merchant. Also, there also on the marketing front, launch new brand mini program with Alipay, which has not been yet launched officially because we are waiting for the return of Chinese, but which is ready for launch as soon as it will be the case. On added value payment services, there are also a lot of activity during the year. First, on the left side of the chart, slide 19, in terms of signing up new acquirers such as, for example, UCS in Russia, also SIA in Italy, also Worldpay in U.K., and more globally in continental Europe. Also cross-sell our DCC solution through a new channel like ATM. Nexi is, in Italy, one of our largest POS acquire partners there, and we succeeded to cross-sell our solution of DCC on ATM. You see that on top of those new acquirers or PSP, we have signed up with our partners acquire a lot of new merchants to this DCC solution or MCP solution. You see a couple of names well known below. On the right side of the chart, also for more, I would say, fully payment solution, i.e., in particular the hotel gateway. We have been successful during the year to roll out in 63 sites our new OPI solution, which is a gateway plus tokenization, with the main brand that you can see on the back. We have more than 150 sites, which are going to be rolled out in the current financial year with the following feature that you are seeing on the slide. A lot of activity, positive activity, which will be, I would say, element which will be positive when the international tourism will start again. Last but not least, toward our ambition to become an omni-channel technology payment partners for our merchants, we have done some active steps to that. First and foremost, by creating Global Blue Ventures, which is a corporate venture focusing on three main areas in the RetailTech environment, e-commerce, store digitalization, and clienteling. Beside that, we have made two investments. One majority stake at the end of March 2021, which is ZigZag. ZigZag is one of the leaders in Europe of the e-commerce return, which basically replaced the traditional paper-based label in the box. Obviously this is a company, especially during this period of COVID, which has a tremendous growth because answering the problem of the moment, in particular in terms of e-commerce. We have also take a minority stake in a company named Yocuda, which is a leading digital receipt provider, a leader in the U.K., and for which they also have a lot of objective in terms of development and cross-sell with our merchant network, which is one of our key assets. As you see, a lot of initiatives despite the COVID-19 disruption, but a lot of activity which will be asset when the recovery will be there. Which is a good transition for me to drive you through our latest recovery scenario. You may remember this slide, which basically we have already showed to you a few quarters ago, which is our, I would say, scenario of recovery for the tax-free shopping and travel in general. Basically, which are based on five phases, and also three key events, which will trigger this gradual return to normal. Let me be more, I would say, specific on this scenario and how, in particular, we assess the recovery profile. We believe that there's three main drivers to be considered. First and foremost, and it's obvious, the willingness of international shoppers to travel. You will see in the next slide that we still have a very strong support from international shoppers willing to travel and shop again. Secondly, the question of when they will be able to do so. Therefore, obviously linked with how the pandemic will be over and linked definitely with the vaccination. Some projection of when the herd immunity in our origin and destination market will be there. The last driver, which is when we project corridors to be reopened, which take into account not only the sanitary decision but also the government decision to reopen the border, which normally is linked, but in some case, it cannot be linked. It's important to de-correlate the sanitary condition, then the government decision to reopen the border. Three main drivers. I will take you through those three drivers. The first one, as I was mentioning, most important one in a certain way, which is the international shopper's willingness to travel and shop again. You may remember that we survey every month around 15,000 international shoppers who have been shopping with Global Blue in the last two years, among 6.5 million of contacts that we have in our database. Every month we ask them a simple question, which is, are you intending to have an overseas trip in the next months if the borders are open and if there's no quarantine which is in place? You see that over the last months, we have reached a kind of a plateau around 60%. 60% of the consumer are saying that when the condition are met, they are ready to very quickly travel and shop again. You see on the right side of the chart that there's difference between nationality, which will also lead to what are the nationality which will come first. You see that Russian, American are clearly within, particularly Americans, thanks to the vaccination campaign, have really increased the level of confidence in traveling again. Whereas for the Chinese, we are still at a low level, 42% of intention to travel as soon as the condition are there. You see that the Gulf countries or the GCC are somewhere in the middle. Overall, we can see through those consumer survey that there's a strong appetite from a lot of the nationality to travel and shop again as soon as possible. Second driver, which is when the vaccination campaign will have an effect on the impact to travel again. Clearly there we linked the vaccination campaign to the herd immunity, which basically usually is set to be around 70% of the global population, i.e., when 70% of the population in a given country will be fully vaccinated. This is a time where herd immunity is reached, this is therefore the time where the global travel will restart because the condition will be met. You can see that so far no country yet have reached this herd immunity, but it's almost the case in some country, like in the U.S., like in Great Britain and some other country in the world, clearly also some country in particular in APAC and in Europe are following the pace of being between 30% and 50%. Based on that, we have tried to make a projection based on the figures available by the various government to assess when this 70% of the total population fully vaccinated will be reached. You see, which was basically what I was mentioning a minute ago, that currently end of June, there's very little number of countries where it's the case. You see Israel and couple of countries from the Gulf, the GCC, in terms of origin countries which are today have reached this herd immunity, but they only account for 8% of our total selling store base of 2019. In terms of destination, you see that it's even 0%. It translate why today we have this recovery level, which is only 10% compared to 2019 or 90% down compared to 2019 because we have not reached this level. The good news is by the end of the summer, a lot of things will have moved through this vaccination campaign. If you look to the origin market, you see that U.S., China, and U.K. will be able to contribute to 60% of our total origin market based on 2019. Also the destination market, mainly Europe, but also Singapore, will have reached by September, which means that at that time, the corridors between the origin market on the right and the destination market on the left will be in theory open, i.e., the necessary sanitary condition will be met in order to resume travel. Even more importantly, you can see that by the end of 2021, we would have most of our origin country, 75% being fully vaccinated, and almost all our destination country, being fully vaccinated, in particular, Korea, Turkey, and Japan. Japan being very important, as you know, for us. The good news is the vaccination campaign is going full speed in a lot of countries. There's other country which are not there, especially from the Africa or South America, but you can see that by the end of the year, most of our origin country and destination country will be covered, which is a very good sign for the overall recovery of our business. Last but not least, the third driver. It's very good to have the vaccination, and in theory, to have the sanitary condition met. Obviously, it will also depends on the government to recognize that and to open up the borders, which is by definition very important. There are also couple of information to share with you. First of all, our main market, Europe, which account for 70% our sales in store in terms of destination market. Thanks to the new intra-EU sanitary protocol, people can move around Europe if they have a double vaccination, which has been approved by the EU or the WHO, and also with PCR test. More importantly for our business, some country, if not most of the European country, have extended that to non-EU countries. Typically, destination country from Greece have said that, somebody fully vaccinated from outside of the EU, Russia, U.S., GCC, if they have been vaccinated with EU or WHO-approved vaccination, can come without any quarantine to Greece. Obviously, the quarantine, we all understand that is a key element on that. Very good news because it mean that, already during the summer, we should see a certain level of open up. Obviously, you have seen in my previous chart that the reality is that it's only by the end of the summer that most of our destination and origin country will be fully vaccinated. It mean that we will see a start of recovery, most probably in the summer. The real trigger will be post-summer. On the APAC side, there, the situation is less favorable because as of today, most of the border are fully locked. In particular China, in terms of origin country, is not allowing apart essential business, its citizen to travel abroad, which mean that if you combine that with a restriction in destination country, Japan, Korea, and Singapore, the business so far will be still very minimum. The best that we can hope is some corridors between two, I would say, fully vaccinated country can start after the summer. In summary, what is our scenario? I insist on that it's a scenario because there's a lot of moving pieces, government decision, we can be changed at any time, and we have seen that recently. What is our industry scenario for tax-free in terms of recovery for Q3? Q3 meaning the summer, and Q4 2020, meaning the autumn. After 10% ish, during the spring, from April to June, we are expecting that the industry should recover to a level between 15% and 20%, mostly driven by Europe, and the regional shoppers in Europe, including the British, which can now shop tax-free in Europe after the Brexit. For the autumn 2021, so the Q4, we are expecting a recovery which could go to 20%-25% of 2019 figures, based on American, Russian, in particular, being capable to come in Europe to visit and shop Europe, but also, some shopper from Singapore, shoppers in Asia, in Singapore. Still very early, still very linked to a change of government decision. Clearly, a path through the vaccination, to gradual recovery of the business. Recovery of the business, what does that mean to our long-term profitability, especially following the saving program that Loic has detailed to you a couple of minutes ago? Two elements to have in mind. First, we have an EBITDA break-even point at 25% recovery compared to 2019- 2019-2020. We have a cash breaking point. What is the difference between the two? Obviously, lease payment, tax, and interest. We have a cash breaking point at 40% of 2019-2020 revenue. First element to have in mind, those two figures. Second element to have in mind is how the saving program that we have implemented in the financial year 2021 will maintain its effect on the long term. A few elements to share with you there. First, on the left, a reminder of Loic comments, which was EUR 84 million of savings or 53% of fixed cost compared to the EUR 159 million of fixed cost. Fixed cost for 2020-2021, which were EUR 75 million. Question on the right is how much of this EUR 84 million will be saved on the long term? We have already communicated this information, but I think it's important to remind you that our goal is to have a long-term saving of EUR 50 million. What is the bridge between this EUR 84 million and the EUR 50 million? Couple of elements there. First, obviously, government grants will fade, if not are already disappearing as of now. This will have a negative impact on the short-term saving of EUR 18 million. Second, we will have to replace, when business is resuming, some fixed cost that was taken out from the business, but which are required when we are going back to a sizable recovery element. EUR 10 million of rehiring will be done and also EUR 6 million of rent reduction. There also, you may recall that during this 2021 financial year, we have renegotiated lease with the airport, and this has bring a EUR 6 million positive EBITDA, including in the EUR 84 million. It's how you go to the EUR 50 million of long-term savings. There also, as mentioned during our last call, and we confirm that today, we have a certain level of semi-fixed or semi-variable cost. When business will resume, we will there also have to rehire some position, in particular in the POS or in operation center in Bratislava. As an example, at a level of 70% recovery, this will lead to EUR 8 million more cost, leading to EUR 42 million of saving long term at a level of 70% recovery. If you now move to the slide 32, it's a slide which basically show you, based on certain recovery scenario, what would be the implication of the long-term saving on the profitability. On the left part, you have the last figure before COVID. We were trading at EUR 187 million EBITDA, which was 42% EBITDA margin. As mentioned two seconds ago, if we are recovering up to 70% of the 2019-2020 figures in terms of revenue, this will imply a EUR 42 million saving plus a natural impact on the EBITDA of EUR 83 million. De facto, if we recover only 70%, it mean that the EBITDA will be EUR 124 million, within which EUR 42 million would be long-term saving. If we project ourselves into a scenario of 100% recovery, which is what we believe will happen in the next coming years, you can see that the benefit of the long-term saving program would be EUR 35 million, enhancing therefore our EBITDA to EUR 221 million compared to EUR 187 million for the same type of revenue, which would have a consequences and improvement of 800 basis points in terms of EBITDA margin. In summary, I would say that even when the recovery is coming, we will benefit from the work which has been done in terms of restructuring the company by having better margin, as shown in this slide 32. It's time for me now to conclude. What is the most important for us is, and we have challenged ourselves is, does our long-term growth driver have changed during this COVID period? After reassessment, we are convinced that this is not the case. I remind you what are the three main pillar of that. First, the dynamic in terms of emerging country, i.e., more middle class, leading to more people in emerging country willing to travel and to shop abroad. This had been the main growth driver for Global Blue for many, many years, in particular, which led to double-digit growth in the last 10 years. Clearly, when we recover from COVID, this dynamic will stay. Second dynamic is a VAT dynamic. What does that mean? It means that in the last 30 years, we have seen more and more country in the world adopting VAT as a tax scheme. Alongside this tax scheme, have also adopted the tax-free shopping scheme for tourists to be more attractive. We believe, and we are seeing that in terms of potential of new opening of country, we are seeing this dynamic being very strong, even during the time of the COVID. The last one is a digitalization dynamic, which one of the slides that I was showing before. There, the principle is very simple. Today, there's still friction without digitalization in the system, and we therefore don't have an adoption from consumer of our solution in all the cases. More digitalization means more adoption of the tax-free by international shopper, which means more volume in our system. Those three remains. They were there before COVID, and they remains. During this year, we have add up one more, which is called the e-commerce dynamic. Through our acquisition of Zigzag, we enter in this e-commerce world, therefore, it will be also, for the future, one our new driver. Therefore, more than ever, we believe that we have a strong fundamental to lead to further growth in the coming years when COVID is fading. This is what we wanted to tell you with Loic about our financial year 2021. Obviously, we will update you on all the news of the group in the next quarter. Thank you very much for listening, and see you soon.