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Operator: Ladies and gentlemen, thank you for joining us, and welcome to Penguin Solutions Second Quarter Fiscal 2026 Earnings Call. [Operator Instructions] I will now hand the conference over to Suzanne Schmidt, Investor Relations. Suzanne, please go ahead. Suzanne Schmidt: Thank you, operator. Good afternoon, and thank you for joining us on today's earnings conference call and webcast to discuss Penguin Solutions Second Quarter fiscal 2026 results. On the call today are Kash Shaikh, Chief Executive Officer; and Nate Olmstead, Chief Financial Officer. You can find the accompanying slide presentation and press release for this call on the Investor Relations section of our website. We encourage you to go to the site throughout the quarter for the most current information on the company. I would also like to remind everyone to read the note on the use of forward-looking statements that is included in the press release and the earnings call presentation. Please note that during this conference call, the company will make projections and forward-looking statements, including, but not limited to, statements about the market demand, technology shifts, industry trends and the company's growth trajectory and financial outlook, business plans and strategy, including investment plans, product development and road map, anticipated sales, orders, revenue and customer growth and diversification and existing and potential strategic agreements and collaborations. Forward-looking statements are based on current beliefs and assumptions and are not guarantees of future performance and are subject to risks and uncertainties, including, without limitation, the risks and uncertainties reflected in the press release and the earnings call presentation filed today as well as in the company's most recent annual and quarterly reports. The forward-looking statements are representative only as of the date they are made, and except as required by applicable law, we assume no responsibility to publicly update or revise any forward-looking statements. We will also discuss both GAAP and non-GAAP financial measures. Non-GAAP measures should not be considered in isolation from, as a substitute for or superior to our GAAP results. We encourage you to consider all measures when analyzing our performance. A reconciliation of the GAAP to non-GAAP measures is included in today's press release and accompanying slide presentation. And with that, let me now turn the call over to Kash Shaikh, CEO. Kash? Kash Shaikh: Good afternoon. Thank you for joining our second quarter FY '26 earnings call. This is my first earnings call as CEO of Penguin Solutions, and I'm excited to step into this role. I want to start by thanking Mark Adams for his leadership and for the strong foundation he built. Since joining in early February, I've spent significant time with customers, partners and our teams around the world. I've witnessed the strength of the company, both in our technology and our customer relationships. What is clear is this. AI is moving from experimentation to production with workloads increasingly shifting towards real-time inference. We are already seeing this translate into customer demand beyond hyperscale across enterprise, neoclouds and sovereign AI markets. We expect this transition to expand our addressable market and drive increased demand for integrated AI infrastructure, where Penguin is already winning. We see this firsthand in the breadth of our deployments from a sovereign AI factory, Haein in South Korea to enterprise voice AI with Deepgram to large-scale research systems with Georgia Tech, along with a growing pipeline across all 3 market segments. What makes this opportunity so significant is that the architecture of AI is also changing. Model training was largely compute bound, inference powering agentic AI is memory bound and latency sensitive. We believe this is driving a rearchitecture of the data center across compute, memory, interconnect and software. We also see AI driving memory demand, not only for the high-bandwidth memory or HBM used with GPUs or other accelerators, but also for general-purpose memory. General purpose compute wraps around every GPU build-out and whether it's reinforcement learning pipelines or inference serving, that workload runs on processors backed by significant memory content across the entire system. So while memory markets are cyclical, we believe AI is adding a more durable layer of demand for memory. As AI factories scale, I expect customers to increasingly prioritize partners that deliver with speed and precision, along with full stack AI factory platform capabilities, including compute, scalable memory systems, cluster management software, end-to-end services and a partner ecosystem to deliver a differentiated solution. Time to deployment is now directly tied to time to first token. Against this backdrop, we are building Penguin into an AI factory platform company. Our AI factory platform is built around 6 core elements. First, Penguin ClusterWare, our AI infrastructure management software. Second, our new Penguin MemoryAI line of systems designed specifically for AI inference workloads. Third, Penguin Advanced Computing Systems optimized for AI workloads. Fourth, Penguin OriginAI factory architectures, our reference designs for AI factories. And fifth and sixth, end-to-end services and our partner ecosystem. Production-grade AI factories require full stack design across compute, memory, storage, networking and software. We partner with leading AI companies, including NVIDIA and SK Telecom and partners like Dell. We also offer complete end-to-end services spanning design, build, deploy and managed services. We are strategically positioned at the intersection of AI infrastructure and memory with a long track record in both. Few, if any, companies combine these capabilities at scale. We believe that together, our AI infrastructure and memory expertise position us to meet the evolving requirements of AI infrastructure as it shifts towards inference workloads. This supports our ability to develop differentiated solution. Given the momentum we are seeing in our AI infrastructure business and the significant market opportunity ahead of us, we are very focused in this area. We plan to invest more in our AI factory platform to accelerate our AI business growth, specifically in product innovation, go-to-market and customer engagement. In March, at NVIDIA GTC Conference, we announced 2 AI inference-centric solutions aligned with this strategy. First, the Penguin MemoryAI server. Building upon our Compute Express Link or CXL-based memory expansion capabilities, we introduced a new line of scalable memory systems called MemoryAI. CXL is a high-speed interconnect that enables scalable, shared memory across GPUs and CPUs. We also announced the immediate availability of our new MemoryAI KV Cache server. Here KV or key value cache stores inference context to accelerate large language model responses. Second, the expansion of our OriginAI Factory Architecture portfolio, which now includes blueprints that address the larger workloads and the low latency demands of AI inference. We also continue to expand capabilities of ClusterWare toward a unified control plane for AI factory infrastructure, integrating the open ecosystem to deliver repeatable production scale deployments. To accelerate the innovation and strengthen our leadership team, we recently appointed Ian Colle as Senior Vice President and Chief Product Officer. Ian brings more than 2 decades of experience building AI infrastructure platforms and scaling high-performance computing, most recently at Amazon Web Services. He was recently named by HPCWire to its People to Watch 2026 list, reflecting his reputation in the industry. Now let me briefly address our second quarter performance. In Q2, we delivered net sales of $343 million. Non-GAAP gross margin was 31.2%. Non-GAAP diluted earnings per share were $0.52. These results reflect strong demand and execution in memory and continued progress in our AI/HPC business. Before turning to the segments, I would like to address our updated outlook. As Nate will describe in further detail, following our solid Q2 net sales and EPS performance, we are raising the midpoint of our full year net sales and EPS outlook. We are raising our outlook for our integrated memory business, fueled by AI-driven demand, strong execution by our team and favorable pricing dynamics. While our second half advanced computing net sales outlook is lower than our prior expectations, we are encouraged by strong year-over-year Q2 bookings growth for non-hyperscaler AI/HPC business, which included 5 new AI/HPC customer wins that brings our first half total this year to 7 new AI HPC logos compared to 3 in the first half of last year. With that context, let me turn a closer look at each of the segments. Starting with advanced computing, net sales for the quarter were $116 million, representing 34% of total company net sales and declined year-over-year. Advanced Computing net sales for the second quarter reflect both the timing of large deployments and our transition away from hyperscaler concentration. They also reflect the previously disclosed wind down of our Penguin Edge business. We believe diversification of [ net sales ] and wind down of Penguin Edge will strengthen the long-term quality of the business. As I mentioned, we are transitioning our AI infrastructure business from hyperscaler concentration toward a more diversified customer base across enterprise, neocloud and sovereign AI. This transition is showing very encouraging progress, but we still have more work to do. Non-hyperscale AI/HPC net sales grew 50% year-over-year for the first half of the year, representing over 40% of first half segment net sales, supported by strong non-hyperscale year-over-year booking growth in the quarter, including 5 new AI/HPC logos across financial services, biomedical research and energy. We expect further diversification in the second half of the fiscal year. Our AI HPC pipeline continues to strengthen with opportunities to acquire additional logos in the second half of the fiscal year across enterprise, neocloud, sovereign AI customers. As previously discussed, these engagements typically progress over many months from prospecting to design to award, followed by contracting and ultimately, system build and deployment. While the sales cycle can be long, often 12 to 18 months and can introduce quarterly net sales variability, it also supports deeper customer relationships, repeat business and a more durable long-term growth. I'm encouraged by the trajectory of the business and the signals we are seeing in the market. Beyond the numbers, we are also seeing increased activity in specific enterprise verticals. For example, we recently announced our collaboration with Deepgram and Dell to support enterprise voice AI deployments. This win highlights the growing demand for low-latency, production scale inference infrastructure in real-time applications. In this engagement, Penguin designed and deployed an optimized inference environment built on Dell PowerEdge servers and NVIDIA RTX Pro 6000 Blackwell GPUs. This solution facilitates Deepgram's speech-to-text, text-to-speech and voice agent functionalities for applications within health care and retail sectors. This case study also demonstrates how design and integration expertise delivers differentiated value. As inference workload scale, we expect these types of deployments to become an increasingly important driver of AI infrastructure demand. Georgia Tech's AI Makerspace developed in partnership with NVIDIA is a strong example. Our relationship with Georgia Tech continues to grow and validates Penguin's ability to help organizations move efficiently from concept to production-grade AI infrastructure. Now turning to Integrated Memory. Net sales for the quarter were $172 million, representing 50% of total company net sales and grew 63% year-over-year. AI-driven demand remains strong across networking, telecommunications and computing market segments. Pricing dynamics were favorable and although supply remained tight, we continue to manage constraints effectively through our supplier relationships and disciplined procurement. Stepping back, our AI/HPC and memory segments taken together enable us to integrate compute and memory architecture in ways that meet the requirements of production AI environments. Memory architecture is becoming increasingly central to AI performance, particularly as inference workloads scale. Our early investments in CXL position us well as customers evaluate more dynamic memory architectures. Furthermore, we are beginning to see this demand translate into customer deployments, including a recent substantial order for CXL cards from a generative AI company building solutions for inference workloads. This reinforces our strategic position at the intersection of memory and AI infrastructure to capitalize on the next phase of AI, focused on inference powering agentic AI workloads. These solutions are sold to enterprise AI infrastructure buyers, the same customers we serve in our AI HPC business. For example, we sold our CXL-powered KV Cache servers to a Tier 1 financial institution for their on-premise AI factory. In parallel, we continue to advance development of our Photonic memory appliance or PMA, formerly referred to as OMA, which is designed to extend memory capacity and bandwidth for large-scale AI environments. We were an early investor in a photonic memory company, Celestial AI, reflecting our long-standing focus in memory architecture innovation and our early conviction in the importance of optical interconnects for next-generation AI systems. Celestial AI was recently acquired by Marvell in a multibillion-dollar deal. Beyond the portion of proceeds we received from the acquisition as an investor, we are positioning ourselves for future growth in this market. As inference workloads expand, technologies like PMA can help address key memory scaling challenges in the next-generation AI systems. Last but not least, LED. Net sales for the quarter were $56 million, representing 16% of total company net sales and were down 7% year-over-year. The business continues to operate with focused leadership and dedicated operational discipline. While market conditions remain mixed, we are maintaining a disciplined approach to investment and capital allocation. We are focused on optimizing portfolio value while concentrating resources on areas where we see the strongest long-term returns. In close, the demand for data center AI infrastructure and memory is expanding rapidly. AI factories are becoming infrastructure that powers artificial intelligence across a range of industries. As AI shifts toward inference and agentic systems and scales across large enterprise, neocloud and sovereign AI environments, we expect demand to accelerate. At the same time, memory is becoming a defining constraint and a defining opportunity. Penguin sits at the intersection of AI infrastructure and memory innovation. And we believe that is a powerful position to be in. Our focus is clear. We are prioritizing 4 areas. First, to invest in product innovation across our AI factory platform, particularly at the intersection of AI infrastructure and memory to drive profitable growth; second, to execute with speed and precision; third, to deepen customer engagement and our ecosystem to support long-term growth; and fourth, to continue diversifying our customer base while building toward more consistent and predictable growth. We believe this focus positions us well to execute in a rapidly evolving market while continuing to build a durable and scalable business. With that, I'll turn it over to Nate. Nate Olmstead: Thanks, Kash. I will focus my remarks on our non-GAAP results, which are reconciled to GAAP in our earnings release tables and in the investor materials available on our website. With that, let me now turn to our second quarter results. In the quarter, total Penguin Solutions net sales were $343 million, down 6% year-over-year. Non-GAAP gross margin came in at 31.2%, which was up 0.4 percentage points versus Q2 last year. Non-GAAP operating margin was 13.2%, down 0.2 percentage points versus last year, and non-GAAP diluted earnings per share were $0.52, flat year-over-year. In the second quarter of fiscal 2026, our overall services net sales totaled $64 million, up 1% versus the prior year. Product net sales were $279 million in the quarter, down 8% versus the prior year. Net sales by business segment were as follows: In Advanced Computing, Q2 net sales were $116 million, which was 34% of total company net sales and down 42% year-over-year. This sales decline reflects both the ongoing wind down of our Penguin Edge business and hyperscale hardware sales in Q2 last year, which did not recur in Q2 this year. Drilling down deeper into our advanced computing results, our non-hyperscale AI/HPC net sales were down 35% year-over-year in the quarter, but up 50% for the first half of the year. Given the project nature of the business, where sales can be lumpy from one quarter to the next, we believe looking at the multi-quarter trend is a helpful way to evaluate the growth in this portion of our business. In addition to solid first half growth in our non-hyperscale AI/HPC business, we continue to make good progress on diversifying our net sales to new customer segments. For the first half of the year, the non-hyperscale AI HPC business represented more than 40% of total advanced computing net sales versus approximately 20% in the first half of last year. We expect to see our mix of net sales from enterprises, neoclouds and sovereign AI customers increase further in the second half of this fiscal year. In Integrated Memory, Q2 net sales were $172 million, which was 50% of total company net sales and up strongly with 63% growth year-over-year. And in optimized LED, Q2 net sales were $56 million, which was 16% of total company net sales and down 7% versus the same quarter last year. Non-GAAP gross margin for Penguin Solutions in the second quarter was 31.2%, up 0.4 percentage points year-over-year and up 1.2 percentage points sequentially with strong margin performance in each business, driven primarily by product mix in advanced computing, favorable pricing in memory and tariff recovery in LED. We currently project lower gross margins in the second half, driven by a higher mix of lower-margin AI hardware and memory sales, rising memory costs in our AI factory solutions and less tariff cost recovery in LED. Non-GAAP operating expenses for the second quarter were $62 million, down 3% year-over-year and relatively flat sequentially. We expect a modest sequential increase in operating expenses in the second half, reflecting normal seasonality and increased investments in R&D, including for our ClusterWare software and MemoryAI solutions. Q2 non-GAAP operating income was $45 million, down 8% year-over-year and up 9% versus last quarter. Operating margins were down 0.2 percentage points versus the prior year, but up 1.1 points sequentially, driven by higher sequential gross margins in both memory and advanced computing. Non-GAAP diluted earnings per share for the second quarter were $0.52, flat versus Q2 last year and up 7% versus the prior quarter. Adjusted EBITDA for the second quarter was $50 million, down 6% year-over-year and up 11% versus the prior quarter. Turning to the balance sheet. For working capital, our net accounts receivable totaled $371 million compared to $330 million a year ago, with the increase driven by higher memory sales volumes and variations in sales linearity across the quarters. Days sales outstanding were healthy at 50 days, consistent with the prior year and down 1 day versus last quarter. Inventory totaled $322 million at the end of the second quarter, up from $200 million a year ago, reflecting increased memory costs, growth in our memory business and strategic purchases to fulfill memory and AI demand in the second half of the year. Days of inventory was 51 days, up from 37 days a year ago and 38 days last quarter, primarily due to our strategic memory purchases and the timing of receipts and shipments. Accounts payable were $401 million at the end of the quarter, up from $238 million a year ago due primarily to higher memory costs, growth in our memory business and the timing of purchases and payments. Days payable outstanding was 63 days compared to 44 days last year and 55 days last quarter. The year-over-year and quarter-over-quarter movements were due to the timing of purchases and payments. Our cash conversion cycle was 38 days, an improvement of 5 days compared to Q2 last year and up 3 days versus last quarter due to the timing of purchases and payments. Consistent with past practice, days sales outstanding, days payables outstanding and inventory days are calculated on a gross sales and a gross cost of goods sold basis, which were $672 million and $578 million, respectively, in the second quarter. As a reminder, the difference between gross and net sales is primarily related to our memory businesses logistics services, which are accounted for on an agent basis, meaning that we only recognize the net profit on logistics services as net sales. Cash, cash equivalents and short-term investments totaled $489 million at the end of the second quarter, down $158 million versus Q2 last year and up $28 million sequentially. The year-over-year fluctuation was primarily due to proceeds from the issuance of preferred shares in Q2 of last year, offset by debt repayments for our term loan in Q4 of last year. Sequentially, the cash increase was due to cash generated from operating activities as well as approximately $32 million received from proceeds from the disposition of our investment in Celestial AI in connection with its sale to Marvell Technology. These sources of cash were partially offset by our share repurchase activity in the quarter. We ended the quarter with $450 million of debt, down $20 million versus last quarter due to the retirement of our 2026 convertible notes. In total, we closed the quarter in a net cash position. And based on our current debt maturity schedule, have no further scheduled debt payments due until 2029. Second quarter cash flows provided by operating activities totaled $55 million compared to $73 million provided by operating activities in the prior year quarter. The decrease in cash flow in the quarter versus last year was due primarily to investments in net working capital to support growth for the second half of this fiscal year. For those of you tracking capital expenditures and depreciation, capital expenditures were $2 million in the second quarter and depreciation was $5 million for the quarter. Wrapping up our cash flow activities, we spent $32 million to repurchase approximately 1.7 million shares in the second quarter under our stock repurchase program. As of February 27, 2026, an aggregate of $64.5 million remained available for the repurchase of our common stock under the current authorization. And now turning to our outlook. Given our solid half 1 performance and an improved half 2 outlook for our Memory business, we are raising our full company net sales and non-GAAP diluted EPS outlook for the year, which at the midpoint now calls for 12% net sales growth and $2.15 of non-GAAP diluted EPS, up from our previous outlook of 6% net sales growth and $2 of non-GAAP diluted EPS. As a reminder, our full year outlook assumes that we will continue to diversify our customer sales mix and does not include any advanced computing AI hardware sales to hyperscale customers. And also consistent with our assumptions from last quarter, our FY '26 financial outlook reflects the ongoing wind down of our high-margin Penguin Edge business. We expect sales from this business to essentially cease by the end of fiscal 2026. The combined effect of these 2 assumptions in our FY '26 outlook remains approximately a 14 percentage point unfavorable year-over-year impact to our total company net sales growth and approximately a 30 percentage point unfavorable impact to Advanced Computing. With that said, our full year net sales outlook reflects the following full year growth ranges by segment. For Advanced Computing, we now expect full year net sales to change between minus 25% and minus 15% year-over-year. While our Advanced Computing net sales outlook for this fiscal year is lower than our previous forecast, we are encouraged by our AI HPC bookings, including several new logos and pipeline growth. As it has previously, this outlook reflects the Penguin Edge and hyperscale hardware sales impacts mentioned earlier. For memory, we now expect net sales to grow between 65% and 75% year-over-year, driven by strong demand and a favorable pricing environment. And for LED, we continue to expect net sales to decline between minus 15% and minus 5% year-over-year. Our non-GAAP gross margin outlook for the full year is now 28%, plus or minus 0.5 percentage points. We adjusted our gross margin outlook down by 1 percentage point to account for a higher mix of memory sales, which have a lower gross margin than our company average and higher memory costs in our AI hardware business. Our full year expectation for total non-GAAP operating expenses remains $250 million, and we have narrowed that range to plus or minus $5 million. For FY '26, we now expect a non-GAAP diluted share count of approximately 53 million shares, down from our prior outlook, primarily reflecting the impact of our recent share repurchases. Our non-GAAP full year diluted earnings per share is now expected to be approximately $2.15, plus or minus $0.15. Our forecasted FY '26 non-GAAP tax rate remains at 22%. And while we expect to use this normalized non-GAAP tax rate throughout FY '26 and beyond, the long-term non-GAAP tax rate may be subject to changes for a variety of reasons, including the rapidly evolving global and U.S. tax environment, significant changes in our geographic earnings mix or changes to our strategy or business operations. Our outlook for fiscal year 2026 is based on the current environment, which contemplates, among other things, the global macroeconomic environment and ongoing supply chain constraints, especially as they relate to our advanced computing and integrated memory businesses. This includes extended lead times for certain components that are incorporated into our overall solutions impacting how quickly we can ramp existing and new customer projects and fulfill customer orders. Our outlook also contemplates the industry-wide higher costs for memory, which may slow customer demand for our products and solutions and may lower our gross margins in our advanced computing and memory businesses. Overall, we believe our focused execution, disciplined expense management and balance sheet strength provide a strong foundation for sustained profitable growth. We expect these qualities to support our continued progress as we pursue opportunities to enhance long-term shareholder value. Please refer to the non-GAAP financial information section and the reconciliation of GAAP to non-GAAP measures tables in our earnings release and the investor materials on our website for further details. With that, operator, we are ready for Q&A. Operator: [Operator Instructions] Your first question comes from the line of Katherine Murphy from Goldman Sachs. Katherine Campagna: I'll ask about the raised Memory segment outlook for 65% to 75% growth. How much of this is from increased favorable pricing versus demand for new product categories? And as a follow-up, how should we think about the impacts to the operating margin outlook for this segment and the investments that need to be made into new technologies like CXL and photonic memory appliances? Nate Olmstead: Kath, it's Nate. So on the memory outlook, listen, we're really pleased with the demand that we're seeing as well as the favorability that we see in the pricing environment. I would say for the increase that we're seeing in the second half, that's majority pricing but demand is also very strong across telco, networking, AI-driven demand is just very strong. In fact, to get to the high end of that outlook really just refers to our ability to secure materials, which is really the only inhibitor we see right now to raising that outlook here in the second half. So we're chasing materials. We're using the balance sheet to strategically purchase ahead where we can, but the demand is very strong in memory. In terms of the investments, we've reflected it in the outlook. So I kept the OpEx for the year at $250 million, plus or minus $5 million. We're balancing the portfolio as we always do, to look for opportunities to accelerate our investments in innovation in AI or in the memory solutions that we've been talking about. But that's all included in the outlook. I expect the operating margins for memory to remain pretty healthy in the back half of the year. I do expect some pressure on gross margins in AI as we see a higher mix of new hardware shipments in the second half as well as factoring in some of the higher memory input costs that we have in that business. Operator: Sorry, your next question comes from the line of Brian Chin. We're experiencing some mild technical difficulties. My apologies. Your next question comes from the line of Brian Chin from Stifel. Brian Chin: Maybe first question, I guess, in Advanced Computing, what changed that caused you to lower the midpoint of your prior guidance to the new range you've communicated? And can you describe how booked you are to that midpoint of that new range? Kash Shaikh: So one of the main factor is the lag between our bookings and the revenue. Our revenue lags about 3 to 6 months from the time of the bookings. And this is primarily driven by the timing of the deployments, in some cases, the material availability and so on and so forth. And given where we are in terms of our fiscal year, we have 5 months remaining. So going forward, most of the bookings that we are expecting may not materialize into the revenue for the second half of this fiscal, but we believe that it will have a positive impact, obviously, going into the first half of the next fiscal. So that's one of the reasons that we are lowering the guidance for advanced computing driven by the deployments. But we are seeing strong momentum in our pipeline as well as bookings. Bookings grew very significantly in Q2 for non-hyperscale AI/HPC business, which is very strategic for us, and we are encouraged to see the progress. We closed 5 new logos with AI/HPC in Q2. And in first half, that takes the total to 7 new logos as compared to 3 new logos last year. So we are very confident in our ability to execute. The main issue at this point is timing. Brian Chin: Okay. Yes. I appreciate that, Kash. And it sounds like you're pretty well booked into the fiscal second half lowered outlook and that some of these new bookings are more kind of beyond a 6-month window. Also thinking about growth in the business, obviously, there's that sort of headwind that you helped to clarify in terms of reduction in hardware revenue to the new hyperscaler, the wind down of Penguin Edge. And so 30 percentage point impact, if we kind of net that against the guidance, maybe 10% growth for this year, net of that in that segment. So moving forward, as you survey the business and you haven't been in the role that long, and you think about what that sort of apples-to-apples growth rate was or is tracking to for this fiscal year, how are you thinking about sort of target growth rates for the advanced computing business moving forward? Kash Shaikh: So overall, let me give you a data point. So the first half of this fiscal, our net sales grew about 50% year-over-year for non-hyperscale AI/HPC business, representing 40% of the overall mix of advanced computing, which is almost 2x of what we closed last fiscal. So the growth is substantial in terms of the bookings as well as the revenue that we see, and we expect that to continue. And as we continue to close the bookings converting the pipeline, we see strong pipeline across all 3 segments that I mentioned between enterprises, on-prem AI deployments, significant activity with sovereign AI customers as well as neocloud customers. Operator: Your next question comes from the line of Matthew Calitri from Needham & Company. Matthew Calitri: Matt Calitri here from Needham. Do the new memory launches mark a shift in strategy on that front? Just curious because in the past, the company has talked kind of more about the niche parts of the integrated memory business and noted it's early on things like the CXL front. But now it sounds like memory is expected to be a larger driver as part of this AI factory platform. So just wondering if anything has changed there. And what gives you confidence there's durable demand here? Kash Shaikh: Yes. So it is a part of our strategy. The MemoryAI appliances that we launched about a month ago starting with GTC is a part of us investing more in our AI factory platform strategy. So there are 6 elements to this strategy and MemoryAI is one of the strategic elements where it is very timely if you look at how AI is transitioning from model training to inference. And in the workloads where you are focused on inference, memory becomes an increased requirement because of lower latency as well as larger context size for inference, powering the agentic AI. So this is very strategic for our business. In fact, we are leading the market in this area, taking advantage of our unique position at the intersection of memory and AI infrastructure. and combining the deep understanding and architecture, we introduced this MemoryAI KV cache server as one of the products in the line of MemoryAI. We are working on other products, and we will continue to invest and in fact, invest more in this area to take advantage of the market opportunity because the timing is perfect and our leadership in the MemoryAI line of products. To give you a proof point, the, one of the new logos we acquired Tier 1 financial institution. Not only we are deploying the AI infrastructure, AI factory deployment for them, they also purchased our CXL-based KV cache server, which is a proof point of as customers are transitioning from training and bringing AI on-premise in their factories, deploying on-premise, focusing on inference and powering agentic AI, it is very strategic for us and the timing is just right. So we expect to see this demand, and we plan to continue to invest in this area. Matthew Calitri: Awesome. That's great to hear. And then, Nate, with a new CEO in the seat and some moving pieces around sales cycles and supply chain, did you change the guidance philosophy at all or embed any additional conservatism? Any color on the puts and takes there would be helpful. Nate Olmstead: Yes. Matt, no, no change in the philosophy. We -- Kash and I are very quickly aligned, I think, on how we think about tracking the business and looking at things. And in fact, I think with our new CRO, who came in a couple of quarters ago, he's done a nice job of adding some more rigor to the planning process in our AI business and just improving the visibility there a little bit. But it's a challenging environment from a supply chain standpoint, and we're, of course, got a lot of experience managing supply chain in our memory business. And I think that that's an advantage for us in an environment like this. Operator: Your next question comes from the line of Samik Chatterjee from JPMorgan. Manmohanpreet Singh: This is MP on behalf of Samik Chatterjee. So my first question is I just wanted to double-click on your advanced computing guidance. You mentioned that a lag of 3 to 6 months for the revenue, which you will book in your second half. But was there a change observed for the bookings which you did in first quarter or any change relative to what were you expecting to do in 2Q? And I have a follow-up as well. Nate Olmstead: Yes. MP, I think bookings were strong in Q2, really good growth sequentially and year-over-year. I do think that the deployment cycle has lengthened a little bit with some of the supply constraints, in particular, on memory, things have gotten a little bit longer. But we're really pleased with the 5 new logos. And I think demand is good. We're seeing good strength in the pipeline, and it's also diversifying nicely across the non-hyperscale segments such as enterprise and neocloud and sovereign. So I think we feel really good about the demand. I think this is just an issue of a little bit of timing as we can convert bookings into revenue. Manmohanpreet Singh: Okay. And my second question would be also on advanced computing and your AI factory-related business. Like does NVIDIA coming up with their own reference designs for factory-level solutions? Like how does that play relative to you? Like is that a tailwind for you? Or is that a headwind for you? Like can you please help us understand...? Kash Shaikh: Yes, we believe this is an advantage for us. So we work very, very closely with NVIDIA and some of the wins that I mentioned, for example, the Tier 1 financial institution recently along with our MemoryAI product in this transaction. NVIDIA worked very closely with us, and we are working with NVIDIA leveraging their reference design, combining that with our AI factory platform and complementing NVIDIA's NVI as an example, to provide full stack to our customers. So their blueprints are more complementary to our AI factory platform and the components that make up for it. So we are actually quite excited about those blueprints and working very closely with NVIDIA to capture the opportunities, especially as NVIDIA is increasingly focused on enterprise, it aligns with our strategy and go-to-market. Operator: Your next question comes from the line of Ananda Baruah from Loop Capital. Ananda Baruah: A couple, if I could. Kash, and maybe Nate as well, earlier remarks were that you're seeing increased momentum across neocloud, sovereign and enterprise. And you mentioned 1 of the 2 of the new wins. Do you have -- and I think, Kash, you had mentioned you've made some specific or at least general inferencing remarks, including around agentic. Do you have any specific context you can give us around what your customers are telling you their thrust in inferencing is right now and maybe the degree to which agentic is showing up there. Like we just want to get a sense of what the customer activity tone is like behaviorally, say, over the last 90 to 180 days. Do you have anything there you can share with us to make it a little bit more experiential for us? And then I have a quick follow-up too. Kash Shaikh: Sure. we believe we are early in the adoption of inference with these customers, but it is increasingly deployed as in customers as they move towards agentic, inference provides the opportunity for powering the agentic. And when you think about inference, I'll give you an example of why the architecture is changing and why memory is becoming increasingly critical in inference as compared to the model training. So for example, let's say, if you are writing a book and if you have to write a new sentence without having the memory as a supporting component for you, you will have to reread the entire book before writing the next sentence. So in the inference, you're doing an inference on a lot of data you already have. And if you have a component where the book you have written so far is stored, so before writing the new sentence, you don't have to reread the book. That's kind of how it is changing for the enterprises and other segments. And we see customers already deploying it and the architecture is changing, which is why not only we have the opportunity and advantage to provide them our AI infrastructure as well as the services, increasingly, we are seeing the demand for our MemoryAI portfolio, where they are deploying AI infrastructure and increasingly inference, they need products like that to be able to provide that memory component for the inference so that the responses of LLMs can be much more faster than they would be otherwise. Ananda Baruah: I got it. That's helpful. And just one last -- one quick follow-up, I'm mindful of the time here in case there's anybody behind me. The CXL product, it sounds like you -- to the earlier question, it sounds like you guys are a little bit more enthusiastic about the CXL sleeve today than you were maybe 90 days ago, you have the new products out at GTC. Is that accurate statement? Are you expecting maybe it's because of these new products, a little bit more -- and certainly some of the NVIDIA announcements at CES as well. But are you expecting a little bit more revenue a little bit sooner than maybe you were CXL-wise 90 days ago? And then a quick second part to that. Do you need photonics to work before you really get CXL amplification? Like do you need CPO or photonics to work before you can really amplify CXL and scale out -- or scale up? That's it for me. Kash Shaikh: Yes. So let me address your CXL question first. I think CXL adoption is timely given the transition to inference because, as I mentioned, with inference, you need increased memory for faster LLM responses. And what CXL provides compute Express Link is you can share the memory between for GPUs and CPUs. So what it allows is new memory pooling, which is an advantage in inference workloads. So while CXL was obviously available for the last, I'd say, few quarters, it is driving that -- that inference adoption is driving the adoption for CXL and this transaction that I mentioned where we received an order, it's actually an enterprise generative AI company working on inference workloads. So you can imagine, CXL cards make sense for them because those workloads need increased memory and the memory pooling capabilities provided by CXL between GPUs and CPUs are an advantage for those kind of customers. And then in terms of photonic memory appliance that we are working on in our partnership with Celestial AI, which is now obviously Marvell, that provides increased capability because obviously, when you have photonic connectivity, then you have increased capacity to share the memory. So it takes it to the next level. However, CXL in itself is an advantage. We can take it to the next level with the photonic appliance. There is another element which is KV Cache that I mentioned, MemoryAI, KV Cache server, which is essentially providing much more responsiveness for larger context workloads, again, used in inference. So various requirements, you can think of it as inference has various requirements related to memory and the type of workloads it has and some of it is latency. So these components between CXL or the CXL-based KV Cache which provides increased responses and larger memory -- largest context sizes and then taking it to the next level photonic memory make up various use cases for inference. So inference gets mainstream, we will have an advantage of this portfolio helping with various use cases of inference. Operator: Your next question comes from the line of Kevin Cassidy from Rosenblatt. Kevin Cassidy: And just the gross margin for the memory, your gross margin was up in the quarter and memory revenue was up strong. And I just want to understand what the dynamics were there. Nate Olmstead: Yes, sure, Kevin. We saw a little favorability in memory margins. Some of that is mix, a little bit stronger demand in flash actually, which is a little bit higher margin product for us within the portfolio. And then also some of the pricing increases, we were able to capture a little bit of margin upside on that just based on the timing of our inventory purchases relative to the timing of shipments and sales to customers. Kevin Cassidy: Okay. So you kind of -- as you look out to the second half of the year, you see that catching up to the price increases compared to... Nate Olmstead: Yes. So as the price increases slow, right, if that's an assumption that you use that price increases are going to slow, then we would see -- we would expect to see less margin favorability from that because it'd be less of a timing difference between -- or less of a price variation between the timing between purchasing inventory and selling. But we have been using the balance sheet to try to secure inventory where we can. It's a tight market. So it's not unlimited supply. But where we can, we're using the balance sheet to try to gain a little bit of an advantage. Kevin Cassidy: Okay. And maybe just as we're talking about memory, as you get to these CXL systems, would you expect that's going to be higher margin than the module business? Nate Olmstead: Yes, we do. It's really a solution. It's got software aspects to it, some good differentiation on the hardware as well. So I see that as a nice margin opportunity for us down the road. Operator: At this time, there are no further questions. I will now hand the call over to Kash Shaikh, CEO, for closing remarks. Kash Shaikh: Thank you, operator. We see AI shifting towards inference with demand expanding beyond hyperscaler to enterprise, neocloud and sovereign AI customers. We are still in early shift in this transition, but the combination of our customer demand, product innovation and booking momentum gives us the confidence in the path ahead. We believe we are well positioned at the intersection of AI compute infrastructure and memory, and we are making good progress diversifying our customer base. My focus is on strong execution across product innovation, customer engagement and diversification, disciplined capital allocation and investment in our AI/HPC business to support the long-term growth. We look forward to updating you on our progress. Operator: This concludes today's call. Thank you for attending. You may now disconnect.
Operator: Good day, and welcome to the Lamb Weston Holdings, Inc. Third Quarter 2026 Earnings Call. Today's conference is being recorded. At this time, I would like to turn the conference over to Debbie Hancock, Vice President of Investor Relations. Please go ahead. Debbie Hancock: Good morning, and thank you for joining us for Lamb Weston Holdings, Inc.’s Third Quarter Fiscal 2026 Earnings Call. I am Debbie Hancock, Lamb Weston Holdings, Inc.’s Vice President of Investor Relations. Earlier today, we issued our press release and posted slides that we will use for our discussion today. You can find both on our website, lambweston.com. Please note that during our remarks, we will make forward-looking statements about the company's expected performance that are based on our current expectations. Actual results may differ materially due to risks and uncertainties. Please refer to the cautionary statements and risk factors contained in our SEC filings for more details on our forward-looking statements. Some of today's remarks include non-GAAP financial measures. These non-GAAP financial measures should not be considered a replacement for, and should be read together with, our GAAP results. You can find the GAAP to non-GAAP reconciliations in our earnings release and the appendix to our presentation. Joining me today are Mike Smith, our President and CEO, and Bernadette Madarieta, our Chief Financial Officer. Mike and Bernadette will provide prepared remarks, and then we will be available to take your questions. I will now turn the call over to Mike. Mike Smith: Thank you, Debbie. Good morning, and thank you for joining us today. I want to start by thanking the Lamb Weston Holdings, Inc. team around the world for their hard work in what continues to be a dynamic market. Their expertise, disciplined execution, and willingness to embrace change and act with urgency have been instrumental in the progress we are making. In the third quarter, we delivered another solid performance, the fifth quarter in a row of in-line or better results, demonstrating that we continue to do what we said we would do. This strength supports our updated fiscal 2026 outlook, including a tighter guidance range and a higher midpoint of net sales and EBITDA. This was led by ongoing momentum and a strong sales performance in our North America business, where customer wins, share gains, and strong retention delivered 12% volume growth and 5% net sales growth in the segment. Over the past year, we have made considerable progress in this business across our operations, and most importantly, with our customers. This has enabled us to grow while restaurant traffic and consumer sentiment have been soft. Overall, QSR traffic was up 1% in the third quarter. Bernadette will speak to this in more detail. In North America, our focus this year was on strengthening our customer partnerships and consistently executing. We finished our customer contracting season with a higher retention rate and solid new customer acquisition. At our production facilities, we have delivered improvement in our run rates and core operational KPIs. We are generating cost savings ahead of plan across our business. And our employee engagement scores have improved significantly. Our International business, as expected, was challenged by an evolving market environment resulting from a significant surplus in the European potato market due to expanded potato acreage and a robust crop of potatoes during the last growing season; local sourcing in developing regions such as the Middle East, China, and India, which is affecting exports from Europe to those markets; and persistently lower restaurant traffic in key countries. We are taking decisive actions to manage our business in the near term and protect profitability. During the third quarter, we announced the closure of our Monroe, Argentina plant, and consolidated production from the Latin America region in our new, modern Mar del Plata, Argentina facility. As we previously announced, we began temporarily curtailing a production line in the Netherlands at the beginning of the fourth quarter. Further, the company does not plan to resume production in one of our previously curtailed Australia locations. While we believe the competitive backdrop in certain international markets may result in less capacity expansion than was anticipated, we are focused on controlling what we can control, acting with urgency across the company, and being disciplined in our capital investments. It has been a year since I joined you for my first earnings call as CEO. Over that time, we have taken significant actions to improve our performance. We developed and in July began executing our Focus to Win strategy to drive targeted decision-making and actions. This strategy is a departure from Lamb Weston Holdings, Inc.’s previous focus on growth and scale. Instead, we are taking a more thoughtful approach to where we are, geographically and from a capability perspective, positioned to win long term, including where our customer proposition is strongest, and making sure any investments we make are evaluated through this customer- and return-centric framework. As we near a year working with this paradigm, the changes are significant and inform our decision-making and how we compete for business on a daily basis. As part of these efforts, we set a target of $250,000,000 in cost savings by fiscal year-end 2028. Our first goal was to achieve $100,000,000 in savings in fiscal 2026. As of the end of third quarter, we have already delivered on those full-year savings and are tracking ahead of our program target. These savings have afforded us the opportunity to make selective investments in support of our customers. We believe these targeted reinvestments have been the right long-term choice for our business. They have been particularly powerful as they are paired with the improvements we have made in execution to deliver higher consistency and quality for customers, and our continued commitment to product innovation. Altogether, these have combined to drive substantial improvement in our positioning with customers, which is reflected both in strength in retention and new customer acquisition. But to be clear, the actions we have taken and will continue to take on cost and capital deployment opportunities are structural. As we move forward, we believe they make us a more competitive organization while also positioning us for improved operating leverage in a more favorable price mix environment. We are also evaluating additional opportunities for improvement and savings across the organization, the details of which we will share in the future. Perhaps most importantly, we believe we are just getting started. Our new executive chair, Jan Props, brings extensive experience and an intense focus on operating execution from his time at AB InBev. Jan is highly focused on helping us evaluate opportunities to improve in international markets, where his experience in a leading global company is providing valuable perspective on how to navigate a dynamic environment. We will also soon welcome Jim Gray, our incoming CFO, who will bring an additional fresh perspective to our work. We also have a refreshed board, with seven new members since July, with expertise in food, consumer goods, agriculture, supply chain, and finance. This group is focused on improving performance, driving better returns on capital, and driving long-term shareholder value creation. As I have said before, business turnarounds are not linear. But nine months into Focus to Win, we are making clear progress against our key business objectives. We have significantly improved our position with customers, we are improving our North America operations, and are controlling the controllables internationally in a dynamic market, while we work to deliver on the cornerstone of our strategy, prioritizing markets and channels. With that, let me get to some specifics to illustrate the progress we are making. First, strengthening customer partnerships is central to executing our strategy. We have made meaningful progress in deepening and strengthening our relationships with customers this past year. As part of the analysis we did last year, we evaluated and streamlined our U.S. commercial go-to-market strategy and structure. Importantly, our direct sales team has positively impacted our selling on the street, including execution of pricing and working through challenges directly with customers. This is a key market differentiator and a core component of our customer partnership model. Our team is 100% focused on fries and the attractive financial role that they serve our customers. We have also augmented our direct team with a broker model in key channels where we saw this to be the most efficient way to immediately accelerate our near-term competitiveness. Second, in our Achieving Executional Excellence pillar, we are focused on continuing to build an agile and best-in-class supply chain that allows us to operate efficiently and consistently while balancing supply and demand. This includes curtailing production when needed, closing production facilities that do not meet our customer and efficiency standards, and restarting production seamlessly as we did in North America. Finally, within our efforts to set the pace for innovation, I want to highlight our Grown In Idaho brand. We invested in a landmark category study highlighting how consumers think, feel, and shop for frozen potatoes. This work led to a reinforcement of the Grown In Idaho brand essence. As a result, we are launching a new brand positioning that is rooted in “real,” and created for people who value where their food comes from. Shortly, you will begin to see this brand show up on shelf with new packaging and a new, clear message tied to “made with real Idaho potatoes.” Moving to slide eight, as you know, over the past several months, we were engaged in contract negotiations for the 2026 potato crop. In North America, contract negotiations are nearly complete. Overall, we expect a low- to mid-single-digit percent decline in raw potato price in the aggregate and have largely secured the targeted number of acres across our primary growing regions. Planting is on schedule for the early potato varieties. We expect planting for the main harvest to be completed by April. In Europe, fixed price contract negotiations for the 2026 crop are underway and progressing as planned. Based on our current indications, overall pricing is pointing toward a mid-teens decline in our contracted agreements from 2025. Fixed price contract planning across the European growing regions will continue through April. We will provide our customary update on the outlook for the North American and European potato crops when we report fourth quarter earnings in July. In addition, we do not currently anticipate a material impact from recent fuel and fertilizer inflation to impact our fiscal 2026. In closing, our Focus to Win strategy is taking hold. Our focus is solidly on our customers as we strive to strengthen our partnerships around the world. It is on executing exceptionally well, delivering on our cost savings work. We are identifying and driving opportunities created from heightened accountability around our goals and by building a culture of continuous improvement in cost and capital management, agility, and improving our capital efficiency. I will now turn the call over to Bernadette to review the quarter and our outlook. Bernadette Madarieta: Thank you, Mike, and good morning, everyone. I am starting on slide 11. Third quarter net sales increased 3%, including a $47,000,000 benefit from foreign currency translation. On a constant currency basis, net sales were essentially flat with last year. Volume increased 7%, led by solid execution in North America including customer wins, share gains, and strong retention. This more than offset softer demand in key markets in our International segment. Price mix declined 7% at constant currency, reflecting the targeted investments in our customers for price and trade support that Mike mentioned earlier; adverse product mix as consumers shift towards value-oriented channels and brands and chain restaurants, which typically carry lower prices; and softer industry demand in key international markets as well as increased competitive export dynamics, which most notably affected our EMEA business. Let me provide context on what we are seeing in traffic trends. In the U.S., QSR traffic turned positive for the first time since late fiscal 2024, up 1% for the quarter. QSR burger traffic grew in February, although it was down 1% for the full quarter. QSR chicken remained a bright spot with continued growth. Internationally, most markets saw low-single-digit declines in restaurant traffic. In the U.K., our largest international market, QSR traffic declined approximately 1%, showing improvement versus recent quarters. Looking at our segments, North America net sales increased 5%. Volume increased 12%, driven by recent customer contract wins, share gains, and strong retention across our customer base, as well as the relatively lower volume comparisons this quarter last year. Price mix declined 7%, with roughly half of the decline coming from price and trade support. The remaining half reflects mix, as growth with both new and legacy chain customers continues, and as consumers shift from branded to private label products. In our International segment, net sales declined 1%, including a $44,000,000 benefit from foreign currency. At constant currency, net sales declined 9%. Volume declined 2%, primarily due to softer demand in key markets and a more challenging comparison. Last year, third quarter volume grew 12%. Outside of EMEA, volume grew in China and Latin America, and year to date volume is up across every region outside of EMEA. Price mix declined 7% at constant currency, reflecting price and trade support for customers and unfavorable geographic and customer mix as lower-priced regions and customers are growing. We also expect some impact from the conflict in the Middle East, and excess international capacity remains a factor. We will continue managing these dynamics with a disciplined approach. On slide 12, adjusted EBITDA declined $101,000,000 compared to last year, to $272,000,000. Adjusted gross profit declined $93,000,000. The primary drivers were unfavorable price mix; a $33,000,000 net pretax charge to write off excess raw potatoes in the International segment due to lower-than-planned sales and a stronger-than-expected crop yield; and higher fixed factory absorption costs in Europe and Latin America, as underutilized production facilities carried higher costs. And finally, a year-over-year headwind. Last year, we realized the benefit of processing directly from the field in the third quarter. This quarter, given lower inventory levels, we realized the benefit beginning in the second quarter, which created a tougher comparison against last year's unusually strong third quarter gross margin. These headwinds were partially offset by higher sales volumes, benefits from our cost savings initiatives, and improved operating efficiencies in North America. Input costs excluding raw potato prices increased year over year, driven by tariffs; edible oils, notably canola oil; as well as increased fuel, power and water, labor, and transportation costs. As Mike mentioned, we expect potato input costs to decline in the upcoming crop year. Most of our tariff exposure relates to imported palm oil. Recent trade agreements eliminated that tariff, which is a positive development for our cost structure going forward. We will see some tariff expense in the fourth quarter, as we sell through existing inventory that was purchased before the change. In the third quarter, we recognized approximately $4,000,000 of tariff expenses, and unless the agreements change, we do not expect to incur this cost after the fourth quarter. Turning to SG&A, adjusted SG&A increased $9,000,000 versus last year. The cost savings we delivered in the quarter were more than offset by normalized compensation and benefit accruals tied to performance achievement, along with the write-off of $13,000,000 of capitalized costs from projects no longer under development. To help show these dynamics and the underlying drivers of SG&A performance, turn to slide 13, which outlines SG&A trends and the actions underway. In the last year, we reviewed our SG&A efficiency, including input from outside advisors. Building on that work, we developed targeted action plans to reduce SG&A through our cost savings program that will continue to drive improvement over time. As a reminder, adjusted SG&A includes several strategic items: revenue-linked advertising and promotion; royalties from growing our retail business; miscellaneous income and expense items such as asset write-downs; and noncash depreciation and amortization. Revenue-linked expenses have remained relatively flat as a percent of sales, while amortization has increased as we have implemented new cloud-based and ERP platforms. Adjusted SG&A as a percentage of sales peaked in fiscal 2023, driven largely by the European joint venture consolidation and ERP implementation costs that were incurred ahead of go-live. On a normalized basis, excluding amortization, asset impairments, and normalizing incentives at a one-time payout, fiscal 2023 SG&A as a percentage of sales was 8.5%. Since then, we have taken action to streamline our cost structure. SG&A now stands at 7.8%, a 70-basis-point improvement versus fiscal 2023, and about 70 basis points above the 7.1% level we saw in fiscal 2019, before COVID and our major global expansions. The increase relative to 2019 primarily reflects investments to enhance our IT capabilities. While we have made meaningful SG&A progress, we continue to identify and execute against additional SG&A efficiency opportunities within the framework of our cost savings program. We will provide an update on our plans and progress as we proceed. Turning to segment EBITDA on slide 14, in the North America segment, adjusted EBITDA declined 4%, or $13,000,000, to $290,000,000. This was fully driven by customer price trade support and mix, while the underlying fundamentals of the business—volume growth, lower manufacturing costs per pound, and lower segment SG&A—partially offset the increase in price mix. In our International segment, adjusted EBITDA declined $76,000,000 to $19,000,000, primarily reflecting lower sales, namely in Europe where restaurant traffic and softer exports from excess industry capacity remains challenging; higher manufacturing cost per pound, including the $33,000,000 net pretax charge to write off excess raw potatoes; higher fixed factory burden from underutilized production facilities in Europe and Latin America; and input cost inflation outside of raw potatoes. To mitigate these headwinds, we took the actions Mike spoke about, to temporarily curtail production of a line in the Netherlands and permanently close a production facility in Argentina. These impacts were also partially offset by our cost savings initiatives. Turning to the balance sheet and cash flow, slide 15 summarizes the strong cash flow that continues to support our strategic and financial priorities. Cash generation has improved meaningfully this year. Year to date, we generated $596,000,000 of cash from operations. That is up $110,000,000 versus last year. This improvement reflects strong working capital execution, driven primarily by lower inventories in North America and, to a lesser extent, the timing of accounts receivable collections. Our focus on execution and capital stewardship enabled us to deliver $339,000,000 year to date in free cash flow—an increase of $417,000,000 year over year. Capital expenditures were $257,000,000 year to date, down $37,000,000 from last year. We now estimate full-year cash spend to be approximately $400,000,000, aligned with our focus on maintenance, modernization, and environmental projects. Our liquidity remains strong. We ended the quarter with approximately $1,300,000,000 of liquidity. Net debt was $3,900,000,000, and our net debt to adjusted EBITDA leverage ratio was 3.4 times on a trailing twelve-month basis, consistent with last year's third quarter and aligned with our balance sheet priorities. Turning to slide 16, we remain committed to returning cash to our shareholders through our dividend and opportunistic share repurchases. During the first three quarters of the year, we returned $205,000,000 to shareholders, including $155,000,000 in cash dividends and $50,000,000 of stock repurchases. We did not repurchase shares during the third quarter. After the quarter ended, however, and through March 30, we have repurchased approximately $43,000,000 of stock, or 1,100,000 shares, at a weighted average price of $41.50 under a 10b5-1 trading plan. And earlier this week, the Board approved the next quarterly dividend of $0.38 per share, payable on June 5. Turning to our outlook on slide 17, we are raising the low end of our net sales guidance and increasing the midpoint. We currently expect net sales in the range of $6,450,000,000 to $6,550,000,000, including an approximate 1.8% foreign exchange benefit, or about $95,000,000 year to date. Adjusted EBITDA is now expected to be in the range of $1,080,000,000 to $1,140,000,000, which includes our current assessment of the additional risk associated with the ongoing Middle East conflict. In North America, we expect high-single-digit volume growth in the second half, which also includes the benefit of an additional week of sales in the fourth quarter. As I noted earlier, third quarter growth was elevated because we were lapping an unusually low quarter last year. In our International segment, full-year volumes are still expected to grow. However, we anticipate year-over-year declines in the second half, as we lap unusually strong performance last year and as the fourth quarter is further pressured by the evolving conflict in the Middle East. For reference, sales to the Middle East represent a high-single-digit percentage of the International segment's volume year to date. Price mix in the fourth quarter will remain unfavorable at constant currency. We expect the price declines to moderate slightly in the quarter, supported in part by the recent price increase we implemented in early March to offset inflation. The price increase affects our noncontracted North American business. On mix, we assume ongoing pressure to persist for now, reflecting continued growth with chain restaurant customers and a shift toward private label offerings with retail customers. In our International segment, we expect to continue to face headwinds from the dynamics we have discussed. Adjusted gross margin is expected to decline seasonally in the fourth quarter—down 250 to 300 basis points from the third quarter's 20.9%—including our current estimate of the potential impact from the conflict in the Middle East. Adjusted SG&A continues to benefit from our cost savings initiatives. In the fourth quarter, SG&A dollars are expected to increase slightly from the third quarter, due primarily to an extra week of expenses as well as incremental innovation and technology investments. We expect a full-year tax rate of approximately 28%, with fourth quarter in the mid-teens. The full-year tax rate includes approximately $20,000,000 of adjusted tax impact from losses in jurisdictions where we do not expect to receive tax benefits. We now anticipate full-year depreciation and amortization of approximately $395,000,000, compared with the prior estimate of $390,000,000. The team continues to execute well in what remains a dynamic environment. We are entering the final quarter with a strong balance sheet, disciplined cost management, and a sharp focus on operational performance. Before I hand it over, I do want to acknowledge the leadership transition. This is my final call as CFO, with Jim stepping into the role tomorrow. I am fully committed to ensuring a smooth transition, and I am incredibly proud of the work this team delivers every day. With that, I will turn it over to Mike. Mike Smith: Thank you, Bernadette. As we shared today, we are committed to doing what we say we will do, recognizing that the environment is evolving quickly. North America is executing well, and we continue to have room to grow that business. Internationally, we are taking actions to manage our costs and position us in a fluid market. Our international focus is fortified with Jan being on board. And finally, we are remaining disciplined in our capital investments and evolving Lamb Weston Holdings, Inc. into a business that can enjoy strong and growing returns on capital. Before we turn the call over to Q&A, I want to thank Bernadette. During her time with the company, she has been a dedicated partner and leader, including the past five years as CFO, during a period of tremendous change in our industry. We appreciate all she has contributed to Lamb Weston Holdings, Inc. and wish her continued success moving forward. We will now open for questions. Operator: If you would like to ask a question, if you are using a speakerphone, please make sure your mute function is turned off to allow your signal to reach our equipment. Again, press star one to ask a question. We will take our first question from Tom Palmer with JPMorgan. Tom Palmer: Good morning, and thanks for the question. Maybe you could just start out asking on utilization rates—I know you have done a lot of work in terms of your plant footprint here over the last several quarters, including the updates today internationally. So U.S., I think you had the new lines or the previously shuttered lines ramping back up. Where do you sit in terms of ideal rates there? And then with all the actions you are taking internationally, is that going to get you into kind of more of that targeted, you know, 90-plus percent range? Thanks. Mike Smith: Appreciate the question, Tom. Overall in North America, we are in the low 90s. With some of the adjustments that we have made, to your point, we are excited that we have been able to bring back online some of those previously curtailed lines. That allows us to be more flexible with our customers to make sure that we deliver for our customers at those high fill rates moving forward. I will tell you, though, it also allows us to be more thoughtful about the volume that we bring on board moving forward. When I look at the International business, we have curtailed some lines. We have closed the Monroe facility down in Argentina and moved that volume into the Mar del Plata facility. And we will continue to evaluate based on supply and demand and the outlook of the business. I will tell you, not all of our plants make the same items. They have different technologies and different capabilities, so it is not as easy as turning off one line and bringing another one back on. So we want to make sure that we are delivering the right capabilities to our customers as they expect from Lamb Weston Holdings, Inc. moving forward. Tom Palmer: Okay. Thank you. And then on the pricing environment in Europe, I know it is hard to be overly specific. I think there are kind of two nuances this year. One is just the competitive environment generally, but I think secondarily, spot potatoes, as I understand it, are really cheap, and that is causing some maybe heightened pressure given you guys contract in terms of margin. When we think about next year and the 15% decrease, if that is how the industry is buying, I am trying to think more, like, do you get more on an even scale with the industry next year as you look at it, and maybe we could see more of a margin recovery on that basis. Mike Smith: Yes. It is a combination of multiple factors. It is the capacity imbalance that we are seeing in Europe. It is slower demand, and it is that potato crop. So when you think about capacity in Europe, it is not only excess capacity in Europe, but also they typically would export to markets like the Middle East, China, and India, and there has been some new capacity that is there. There is also the restaurant traffic softness that we are seeing across Europe. But to your point, the third element of that is the crop. Now the great thing about our business is each year you have a reset on that crop. Typically in Europe, we will contract in that 70% to 80% range of fixed price contracts. The other kind of 20% to 25% range is in open price contracts. With the reset for this year, we are contracting less acres, and we believe that based on the demand in the market, the rest of the growers will be doing the same thing. Tom Palmer: Okay. Thank you. Operator: If you find that your question has been answered, you may remove yourself from the queue by pressing star two. We will go to our next question with Peter Galbo with Bank of America. Peter Galbo: Hey, Mike, Bernadette, good morning. Mike Smith: Hey. Hey. Good morning. Peter Galbo: Mike, my first question is on just North America price mix. There are a few moving pieces there, I think, as we get through Q4 and into next year. The mix headwind, I think, from more chain, but then you mentioned today, I think, a March price increase. And then with potato costs kind of being deflationary in North America for this summer. I just want to kind of gauge as we get through the first half of next fiscal year where pricing is kind of set, the risk that we continue to kind of see slippage in price mix maybe into the back half of 2027 and beyond, just given the factors that we are outlining today? Mike Smith: A few things, Peter, on that. Our expectation is that we are going to continue to have some price mix pressure into fiscal 2027. Obviously, with those decisions that we have made around pricing in the current fiscal year, we will have that lapping effect into fiscal 2027. We do see price mix moderating, including some of the benefits of the actions that you talked about. Keep in mind that we see inflation, and we have had inflation over the last several years outside of potatoes. We need to make sure that we do the best we can to cover that. We will provide guidance on fiscal 2027 like we normally do with our Q4 earnings, and we will be able to give more clarity on what that might look like for fiscal 2027 at that time. Peter Galbo: Okay. Thanks for that, Mike. And if I go to the reduced CapEx guidance, I think you talked a bit more about maintenance CapEx, and thinking back a few years ago, even to the Investor Day, there was discussion around not just capacity expansion, but some kind of elevated structural CapEx for things like wastewater treatment. Have you been able to mitigate a lot of maybe what some of those structural step-ups would be? Are those no longer kind of in play? I am just trying to understand the $100,000,000 decline with a quarter to go, and then maybe how we might think about that going forward. Mike Smith: I think just as a reminder, obviously, we were spending a lot on capital when we were doing the greenfield expansions. And, obviously, we have enough capacity in our footprint and do not need that spend. I would say what you are seeing right now is a reflection of that disciplined decision-making. We will continue to have those environmental wastewater capitals. We have to do that as regulations change in some of the states in which we operate. But we are really trying to manage our capital spending and make sure that we make the right decisions that have strong returns. That being said, there is some timing elements to some of the capital this year that will flow into next year. But we will come back next quarter and talk about what that fiscal 2027 looks like. Bernadette Madarieta: Yeah, and, Peter, just to confirm, we have spent the $100,000,000 that we anticipated spending on environmental expenditures this year. So we are on the path of spending those environmental expenditures over that five-year plan that we have laid out. Peter Galbo: Okay. Very clear. Thanks, guys. Operator: Once again, if you would like to ask a question, we will take our next question from Matt Smith with Stifel. Good morning. Mike, wanted to pick back up on the North America top line comments. Volumes are quite strong in the quarter and accelerated on a sequential basis. As you exit this year, can you talk about the volume trajectory based on recent business wins and share gains? And with the utilization rate back in the low 90s and QSR traffic sequentially improving, do you deemphasize going after volume to improve your leverage at this point and get more choiceful about volume? And just how does that play out as you look forward over the next year or so? Mike Smith: I appreciate the question, Matt. We have been focused on driving those customer partnerships, and that is really focused on the quality, the consistency, innovation, and value, and making sure that our customers are getting the product on time and in full when they need them. And the great thing that I am seeing across our organization is we are really creating a culture throughout our organization of putting that customer first, regardless of what function you are in. Obviously, we have made some great improvements with those customers, and we are seeing the volume flow through. As I mentioned earlier, as that volume continues to come through and we see our utilization rates in more of those normalized ranges, it does allow us to be more thoughtful about the business we pick up and about how we manage volume into the future, for sure. Matt Smith: Thank you for that. And a follow-up on the inflation and cost outlook. You talked about the fourth quarter seeing continued cost pressure. Are you expecting incremental potato write-offs? Or was this a full evaluation of the stock you have and you think you have cleared the decks at this point? Meaning the carry-in crop 2027, your inventory levels will be in a reasonable place. Thank you. Mike Smith: We do not anticipate additional raw write-offs. I think the third quarter write-off reflected current expectations of demand view and what we are seeing for this crop season. We continue to evaluate that based on what we see in the Middle East. But as of right now, we do not anticipate any additional write-offs based on where the demand is flowing and the best estimates of our business. Matt Smith: Appreciate that. I will pass it on. Operator: We will go next to Robert Moskow with TD Cowen. Robert Moskow: Thanks. Maybe just if you could give any kind of an update on what you are seeing in North America competitors' supply chain footprint. I think they are coming towards the end of some long-term expansion projects, some of them greenfield. Do you think that those are on track? Are they still ramping at this point, or did they fully ramp and we do not have to worry about further capacity coming online for the next twelve months? Mike Smith: I cannot speak to their production and what our competitors are doing. I know that their facilities are up and running. And I will tell you, based on the work that we are doing around our customers, we are winning, and our customers are continuing to choose Lamb Weston Holdings, Inc., and we are seeing that volume growth across our business. Overall, we are starting to see some of the price mix moderating, including some of the actions that North America recently took. But the teams are winning. I think our utilization rates are getting back to where they need to be in the low nineties, and that allows us to be very thoughtful about that volume that we take on in the future. Robert Moskow: K. K. Thank you. Operator: And we will take our next question from Alexia Howard with Bernstein. Good morning, everyone. Can I just ask to begin with about the potato write-off in Europe? Are there actions that you can take to avoid that happening again by better demand planning? Is that something that we should not anticipate going forward, or is it something that continues to be a question mark? Mike Smith: It is a good question. We have made some adjustments in how we are procuring raw in Europe for this next crop season that will, hopefully, allow us to be a little bit smarter and give us a little bit more flexibility in that moving forward. I think you have seen that this year in North America. We have procured the right amount of potatoes. We have stronger supply and demand signals and some capabilities internally that are making us stronger and allow us to do a better job of predicting what those demand signals will be in the future. Alexia Howard: Great. Thank you. And then just to hone back in on North America, obviously, the new customer wins recently have been lower-priced private label or chain customers on the restaurant side. Now that the capacity utilization is back up into the nineties, it sounds like you can be more selective in who you pick up going forward. Does that mean as we look out into fiscal 2027, we could see positive price mix trends, or is this the new normal? And what gives you the right to win in some of those more profitable accounts that might be out there? Mike Smith: I think we are probably a little bit too early. We are going through our annual operating plan right now, so we will come back at Q4 and share what that might look like for fiscal 2027. The one thing I do want to remind the group about is the new business that we have picked up with some of those large chain customers or even some of the private label business in retail in North America. Those have been new propositions to the industry. They were not currently purchasing frozen fries, and so it has created some mix headwind, but it is new business that just makes the industry stronger overall and fills the capacity that is out there in the marketplace. Alexia Howard: Thank you. I will pass it on. Operator: And we will go next to Scott Marks with Jefferies. Scott Marks: Hey. Good morning. Thanks very much. First thing I wanted to ask about, just within North America, if we think about the current 90% utilization rate, how much in the way of other curtailed lines do you currently have in North America? And how much incremental capacity do you have available to bring back online should conditions warrant such action? Mike Smith: For the most part, we have restarted most of our curtailed lines. And so this allows us to still have flexibility to meet customer demand, but also, as I have said earlier, just be more thoughtful about that business that we bring on in the future. Scott Marks: Okay. Clear on that. And then as we think about internationally and just some of the dynamics going on across the world, wondering what you can share with us in terms of what you are seeing from competitors in terms of their own capacity or where or how they are choosing business in a different fashion versus what they may have done historically. Mike Smith: I cannot speculate on what competitors are doing and so forth or others in the industry, but I can tell you the pace of announcements has slowed. We have heard of some short-term industry capacity curtailments, specifically in Europe, as they manage through the crop and the slower demand. But we think, or we believe, that the competitive backdrop in some of these international markets may result in less capacity being built than was maybe previously thought, just given the market or industry dynamics. Scott Marks: Appreciate it. I will pass it on. Operator: And we will go next to Marc Torrente with Wells Fargo Securities. Marc Torrente: Hi, good morning, and thank you for the questions. I guess, first, on the cost savings program, it now looks like you expect to exceed the prior $250,000,000 target. Maybe any more color on where the incremental savings are coming from—more on COGS or SG&A side? And where do you think you can get those expense levels to over time? Mike Smith: We are on track to exceed the plan, like we talked about, even here in fiscal 2026. I would say we are driving a cultural shift and a different mindset around costs in our organization, and we really have a strong focus on continuous improvement. A lot of that incremental cost savings that you are seeing is actually hitting the cost side—supply chain side of things—more so than any other areas. Obviously, we have identified some additional costs as Jan comes in and does his onboarding, as well as Jim, given Jim is going to be the one who is leading this for our organization. We will allow them to take a look at where the opportunities are, and at the right time, we will come back and share what any future cost savings plans might look like. Marc Torrente: Okay. Great. And then the topic of portfolio management has been brought up recently. Maybe just more on how you are thinking about your positioning, where to win and opportunities in certain regions, and, I guess, general strategic approach going forward? Thanks. Mike Smith: A big piece of our Focus to Win plan is prioritizing markets and channels. And we are doing that. As Jan comes in, he has a really strong background in those international markets. He has been the CEO and led organizations in a number of the markets in which we operate. He is going through his onboarding process right now. He is assessing our different businesses around the globe, and he will be on the call next quarter and be able to give his perspective and insights into what he is seeing. But we continue to look at our business overall and are really focused on what are the markets where we have the right to win long term and what adjustments we need to make within our markets to make sure we are successful and drive our business and meet our customers' expectations long term. Operator: And we will go to our last question, Carla Casella with JPMorgan. Carla Casella: Hi. Thanks for taking the question. Your tariff discussion was very helpful. I am just wondering if you can also talk to the Middle East conflict and the costs you could potentially see in higher transportation or key raw materials, and if you are seeing any disruption there on the cost side. Mike Smith: I think the impact in the Middle East is ultimately going to depend on the length and severity of the conflict. There are three areas of risk that I see in the Middle East. One is, obviously, lower volumes to the region. I think Bernadette shared in the prepared remarks that the Middle East makes up a high-single-digit percent of our International segment. And, obviously, if volumes—or if it becomes a prolonged conflict—that does potentially have some impacts on inventories. But for me, as I look at this, it is more around the increased volatility in some of the commodities—things like packaging, fuel, and so forth. And that impacts markets around the globe. Obviously, we are working through our annual operating plan right now. We will come back next quarter and talk about what the fiscal 2027 outlook looks like and communicate at that point what those risks could be. But we feel good about the opportunities and the abilities that we have in order to pass through some of those costs as they come through. Bernadette Madarieta: And, Mike, the only other thing I would add on the cost side is that as part of our broader risk management framework, we do hedge portions of our key inputs to reduce volatility. That does not eliminate all of the price risk, but the combination of our hedging program and diversified sourcing in our commercial agreements gives us that balanced level of protection. Carla Casella: Okay. Great. Thank you. Operator: That will conclude our Q&A session. I will turn the conference back to Debbie Hancock for any additional or closing remarks. Debbie Hancock: Thank you, Lisa, and thank you to everyone for joining us today. The replay of the call will be available on our website later this afternoon. I hope everyone has a good rest of your day. Operator: That concludes today's call. Thank you for your participation. You may now disconnect, and have a great day.
Operator: Good day, and welcome to the Conagra Brands Third Quarter Fiscal 2026 Earnings Q&A Call. [Operator Instructions] Please note this event is being recorded. I would now like to turn the call over to Matthew Neisius, Senior Director of Investor Relations for Conagra Brands. Please go ahead. Matthew Neisius: Good morning, everyone, and thank you for joining us. Once again, I'm joined this morning by Sean Connolly, our CEO; and Dave Marberger, our CFO. We may be making some forward-looking statements and discussing non-GAAP financial measures during this Q&A session. Please see our earnings release, prepared remarks, presentation materials and filings with the SEC in the Investor Relations section of our website for descriptions of our risk factors, GAAP to non-GAAP reconciliations and information on our comparability items. I'll now ask the operator to introduce the first question. Operator: Our first question comes from Andrew Lazar with Barclays. Andrew Lazar: Maybe, Sean, to start off, I really like your thoughts on if the industry does end up facing another round of broad-based inflation, I guess, whether you think Conagra and the industry at large would be able to count on pricing as but one lever to help offset it as it has in the past or if this time is different, just given consumers are particularly value conscious at this stage? And I ask it because I think some industry players clearly are needing to remain highly focused on debt paydown and protect profitability even if it prolongs sort of the volume recovery dynamic. Sean Connolly: Yes. Great question. Here's how I would tell you to think about that. First, as a reminder, believe it or not, it was all the way back at the beginning of our fiscal '24 when we pivoted to a focus on restoring volume growth in frozen and snacks, even if it meant eating some inflation and enduring some margin compression. Well, that strategy has proven to be quite effective because you've seen our volume trajectory improve every quarter since with the exception of that brief period last year where we had the temporary supply constraints. So we're very pleased and pleased to see our total portfolio growing again this quarter. As for what comes next, our plan at this point is to stay agile. If inflation is benign, you'll see us likely continue to focus on continued volume momentum. If for some reason, inflation was to go the other way, we'll keep our options open. After all, we are a company that is intensely focused on maximizing cash flow. And we've already proven that we can move the volume needle to growth in frozen and snacks when we need to. So net, we'll be agile. But right now, I would say it's too early to speculate on a particular course of action. There's 3.5 months to go before we guide for fiscal '27. And obviously, a lot can unfold by the hour these days, and certainly a lot can unfold in the next 3.5 months. One thing we can be sure of is that we will drive a lot of productivity while we optimize all our other levers to mitigate any inflation that might come our way. And remember, we did take pricing this year on a bunch of products, our canned foods and our cocoa-oriented products and the elasticities have been quite encouraging. So let's see how the dust settles, and then we'll take the smartest course of action to deal with whatever we're seeing at the time. But as I sit here today, I see a lot of positives. The business has strong momentum, especially in frozen and snacks. Shares are excellent. Cash flow is strong. Productivity is robust, and people are highly engaged in delivering some of the most exciting innovations we've had. So a lot to feel good about. Andrew Lazar: Great. And then just, Dave, real quickly, maybe I guess what sort of visibility do we have at this stage on costs going into fiscal '27, just based on where you might already have some hedges in place. I'm not asking, obviously, for your overall inflation estimate or whatever for next year. But just how much visibility do you think you have or based on where you already know what you've got in place? David Marberger: Yes, Andrew, let me give you a little color there. So for our fiscal '27, our material spend coverage is generally consistent with the prior years at this point. So we're roughly 60% covered, and this is total materials, 60% covered for Q1 and roughly 40% covered for the full fiscal year. Areas where we have a bit more coverage than historically would be steel, freight. Remember, we contract line haul. That's a big percentage of our freight. And so that's on contract. And then some of our crop-based ingredients, we have better coverage and then a little bit less coverage on diesel fuel. We're covered through the end of this fiscal year there, but not as covered as we've been in the past. And just as a reminder, proteins probably have the lowest coverage of anything. So for next year, we're only about 15% covered. We're more spot market when it gets to the animal proteins. So hopefully, that gives you a little bit of a feel. Operator: Our next question comes from David Palmer with Evercore ISI. David Palmer: Those were precisely my questions. So let me just follow up on that a little bit. When you look at your portfolio, you've obviously been prioritizing volume over the last fiscal year, and that has helped. And there are some other notable companies in the space that have been aggressive in this prioritizing volume first, just like you. I wonder where we are now in terms of where you think your pricing power is? Do you feel like you're in a better spot now with regard to relative price points to private label in some of your categories versus main competitors and others in terms of your just volume momentum overall? And I really am asking because in the past, you've said things like we'll be okay if inflation is not over 3% in terms of getting to our algo. And I just wonder if today, if we do go over 3%, if you'll be able to drive profitable growth going forward? Sean Connolly: David, it's Sean. First of all, private label, just since you brought that up, we underindexed in terms of private label development in our categories, particularly in our -- almost nonexistent in our biggest business, which is Frozen Meals. But our strategy has been what I've called the horses for courses strategy where our growth businesses have been focused on getting back to volume growth, that's frozen and snacks, and that is happening. Our Staples business is focused on cash maximization. That's a lot of things like our canned food business. And we have taken inflation-justified price on those categories, and we've seen good elasticity. So it's a surgical approach that we've taken historically. And -- but make no mistake about it because we've dealt with the most protracted inflation super cycle that I've certainly seen in my 35 years of doing this. And after a few years of every company taking justified pricing, investors said, "Look, you can't shrink your way to prosperity, show us that you can get the volumes moving again." And we have done that. And our portfolio responsiveness, I think, has outpaced our peers, which shows you we are delivering good value, and we are delivering exciting innovation. But as I mentioned to Andrew, as to what's to come, we'll see what the field gives us when we've got to snap the chalk line here. And if things settle down with the war and things like that and things look more benign, I think it makes sense to stay focused on keeping the momentum that we've got in volume. But if, for some reason, things broke the other way, and we're looking at a whole slog of new costs, we can pivot as well because to the degree you do take price and you sacrifice a little volume, it's more of a volume sabbatical than it is a permanent volume rebase, and you tend to see the volumes come back when inflation moves again and you see those prices get rolled back. So as I said, we've got to stay agile, but feel really good to see that we have a portfolio that is responsive to proper pricing and wise investments and strong innovation when we need it to be. But look, investors always want to see top line and bottom line growth. Sometimes the macro environment can make it challenging to do both at the same time. We'll stay agile, and we'll post you as we get to next quarter in terms of what we're seeing and what the exact plan is. Operator: Up next, we have Megan Clapp with Morgan Stanley. Megan Christine Alexander: I just wanted to start with maybe a question on the fourth quarter. As you look at the third quarter, you obviously had some nice momentum, a return to org sales. There were a lot of moving parts just with the retailer timing and some of the year-over-year dynamics. So as we think about the fourth quarter, maybe you can just help us with some of the building blocks as we think about top line and should shipments generally match consumption. And then on the op margin line, can you just help us kind of understand the building blocks to the sequential improvement that's embedded as well? Sean Connolly: Megan, it's Sean. Let me start by tackling the shipment versus consumption question because I saw a couple of early reports this morning that I think might have that wrong. I would not spend a lot of time overthinking shipments versus consumption because with our company, because of the supply interruption last year and then some merchandising timing shifts in frozen this year out of Q2 into Q3, our shipment patterns have moved around a bit compared to what they normally do. But over fiscal '25 and fiscal '26 combined, we are basically shipping almost exactly to consumption, which is what we always do as a company. It's just been a bit lumpier quarter-to-quarter because of those dynamics. And so with respect to this quarter, I wouldn't get overly exercised around there's an implication in Q4. It's actually more the reversal of Q2 which was where we had a bunch of holiday shipments last year, those -- and merchandising shipments this year moved to Q3. So not a lot of drama there, and that's the shipment versus consumption piece of the year to go. Dave, do you want to tackle anything else? David Marberger: Yes. And just to add to that, Megan, we do expect positive organic net sales growth in Q4. That's obviously implied with our full year guide to the kind of the midpoint of the range for organic. Consumption and shipments should be more in line in Q4, talking to what Sean just explained. And we have -- we're excited about our innovation slate and you start shipping some of that innovation, so you start to see some of that in Q4. So they're really the building blocks for the top line. As it relates to operating margin, yes, we expect an inflection from Q3 to Q4. Really, the big drivers of that A&P as a percentage of sales will not be as high in Q4 as it was in Q3. So it will be more in line with that kind of 2.5% average. The 53rd week actually gives some leverage in terms of overall operating margin. And then just some of the seasonality of trade, timing of productivity, timing of inflation, all those kind of things give us additional kind of benefit in op margin relative to Q3. So I would say they're the kind of the key building blocks. Megan Christine Alexander: Okay. That's helpful. And just as a follow-up, the op margin, you're now expecting at the high end of the guide. Could you maybe just talk about what's driving that? And as we look at the exit rate on the fourth quarter, I think it implies something above 12%. Understanding there's a lot of moving parts right now, but if inflation kind of stays in this low single-digit range as you would hope it moderates to and normalizes over time. Like, should we think about that exit rate as being informative of kind of a starting point going forward at this point? David Marberger: Yes. Regarding the last part of your question, I'm not going to comment on fiscal '27. What I can say is -- and if you just look at when we gave guidance at the beginning of the year, 11% to 11.5% operating margin when there were so many things going on at that time. And since then, there have been so many dynamics, I feel really good that we're actually now going to guide to the higher end of that range. And that all starts with our inflation call, which was core inflation and tariffs. We're pretty much on that call. Our productivity programs are really doing well. The investments we've made in our supply chain and technology and in process are really, really delivering. And so they're really the key. As Sean talked about, we have taken price increases, particularly in our canned products and the elasticities have been in line. And so when you kind of look at it, it's how we planned the year. There obviously have been some puts and takes. But generally speaking, we feel really good that we're coming in as we expected to on margin. And we expect that productivity to continue into next year. Obviously, we have more work to do on inflation. There's a lot of dynamics. Things are changing all the time. But I talked about the coverage we have. We are locked in on certain key areas, which is good for us. So we feel good that the building blocks for next year's plan are there, but we have to wait the next 3 months to give specific guidance, obviously. And then it's not operating margin. But on the free cash flow front, we continue to feel really good. We took our conversion up to 105% from 100%, and we took it up at CAGNY. And this is all from focus that we have in this company on free cash flow. It's part of the culture. It's part of the incentive plan for everybody in this company that's compensated, free cash flow is in their incentive. And so we're very focused on it in areas like cash tax efficiency, areas like Ardent Mills, where although our equity profit is off $0.10, our cash is on plan. So they're going to continue the dividend at plan despite the equity earnings being down. And then inventory. We build up inventory levels coming out of COVID, our safety stocks were high, and we've continued to ramp that down. And if you look at our balance sheet, we have $2 billion of inventory. And with Project Catalyst and us being able to leverage AI and other technology, we think we have a long runway to keep taking inventory out and be more competitive. So we're pretty bullish on that front. We'll talk more about that when we give guidance. But obviously, that has a cost impact as well. So I would say they're the building blocks and foundations how to think about margin kind of ending this year going into next year. Operator: Our next question comes from Peter Galbo with Bank of America. Peter Galbo: Dave, maybe if I could just start on Ardent Mills, the change or the revision to that line item, I think it's the second one of the year. And historically, in that business, when there has been a lot of wheat volatility, you've been able to take advantage. And I think in Q4, you're kind of calling that maybe it's the opposite. So I just want to understand kind of what's happening there, particularly in the fourth quarter. And then just any early read on kind of how we might start to think about the run rate of Ardent for '27? Sean Connolly: Sure, Peter. So just taking it from the top, as I've talked about, broadly speaking, Ardent has 2 sources of revenue and profit. They have their core business margin where they mill flour and sell that at a profit. That business is consistent and that business is tracking. And then they have what we call commodity trading revenue. And that's where there's a lot of activity, hedging and different arbitrage where Ardent can be in a position to make a lot of money. And what really drives the upside there are overall wheat prices and the volatility of the markets. And through the -- really through the first 3 quarters of this year, the wheat prices have been low and there's been less volatility in the wheat market. So not as much opportunity for Ardent to take advantage on the commodity trading side. Obviously, with the start of the war, wheat prices have gone up in the futures and volatility has increased. And so you don't see those benefits immediately. And so with our forecast for this year, we've called the number where we are now. But clearly, there is more volatility that the Ardent team is working through now. We will work through it as well to just determine what kind of impact that could have on next year. We don't have line of sight to that at this time. But there is more volatility at this point since the war. Peter Galbo: Okay. That's helpful. And Sean, I think on Dave's initial comments on inflation for next year, he mentioned a bit on contracting on certain crop-based ingredients. There's a lot of, I think, concern in the market just given where fertilizer costs have gone and you all are a pretty big procurer of vegetables. So just how you all are thinking through that, what the conversations are like with your growing partners and whether that's really an issue for this growth season or whether it's more of a '27 growth cycle event? Sean Connolly: Well, fertilizer, it would be more of an F '28 event than F '27. But I would say conversations are very productive. I think everybody is in the same boat, Pete. I mean, it's kind of like the news of the hour around here that we're responding to. And so it's just super dynamic. We got to stay on top of it. It changes day-to-day, and you got to be agile. That's why I started my comments today to Andrew in saying we will be responsive to the hand we are dealt, and we will choose the smartest course of action. And that's just kind of the nature of operating in incredibly dynamic times. Operator: Our next question comes from Tom Palmer with JPMorgan. Thomas Palmer: Maybe I could just start off with a clarification on some of the inflation and freight commentary. You noted that you're covered in terms of contracts. I think in the past, when we've seen rates run up, not totally dissimilar to now, we have seen spot running well above contracted rates and maybe contracted rates not holding in the way that you might think of a contract holding. I guess, to what extent you're seeing that now, especially when I look at some of that margin pressure in the refrigerated business this quarter? David Marberger: Yes. So spot was actually running low for a lot of our fiscal year. Spot has now spiked up and is above sort of contracted rates. A high percentage of our freight, as we kind of look into next year, is contracted line haul, so a high percentage. So a smaller percentage is spot. That market has spiked up like you just alluded to. But we've incorporated all that for our fiscal '26 guide. And then as I mentioned, next year, we're covered through a good part of next fiscal year with our freight contracts, and that's a high percentage. We do have some spot, but a high percentage is contracted. Thomas Palmer: Okay. And then following up on Ardent, you mentioned earlier on the strong free cash flow conversion, some of that was aided by not lowering the distributions from Ardent even as earnings have maybe not come in quite the way you expected. If we think about a potential rebound next year in Ardent's earnings, to what extent should we think about that flowing through to free cash flow generation, so essentially increasing the distributions versus more just fully covering the distributions in terms of the earnings? David Marberger: Yes. So Tom, we look at this on a kind of a year-by-year basis. We have a lot of discussion with our joint venture partners on capital allocation priorities. As a kind of a general rule, Ardent Mills does an outstanding job managing their balance sheet. They keep their leverage low, and they're really efficient with their cash flow. So this year, they were in a position to be able to hold to plan despite some of the volatility I described earlier on the commodity trading revenue. So as a general rule, we set -- we have a sort of a payout ratio level that we set going into the year. And then we look at how the year plays out and then we modify from there. But generally speaking, we feel very good about the cash generation of Ardent Mills and getting timely distributions. Operator: Our next question comes from Robert Moskow with TD Cowen. Robert Moskow: A couple of questions. One, Dave, can you remind us what the tariff component of your cost inflation is this year? I think it's like 2% or so. And how should we think about it for fiscal '27? Does it lap? Will it turn to a 0? And is that -- does that automatically get you some relief in your inflation for next year? David Marberger: Yes, Rob. So generally, kind of, going into the year, our overall inflation was 7%, 4% was core and 3% were gross tariffs before mitigation. And we track mitigation as part of productivity, and we estimated 1% in mitigation. And so as we look -- and that's pretty much played out. There's been some volatility, obviously, with the IEPA tariffs, but then we have the new tariffs that have come in. And so not a material change, I would say, to the original estimate, a little bit favorable, but then our core inflation has been a little unfavorable. So we're still at that kind of total 7%, call it. As we look to next year, because we had mitigation that we're going to wrap, there is going to be some headwind from a kind of wrap perspective in tariffs. And so we originally said 1% mitigation, which would imply $80 million of headwind. We don't think it's going to be that much. It might be more like half of that, but we are going to have some headwind with tariff just because we're wrapping on the mitigation that we had this year that now flows -- won't flow into next year. Thomas Palmer: Okay. I'll follow up on that. And then more broadly, I mean, the retail consumption data, Sean, looks really strong on a 2-year volume CAGR basis for frozen. But then when I just look at your shipments and I try to do that same 2-year CAGR just for Refrigerated & Frozen division, it's down on a 2-year basis, and that's trying to normalize for the supply chain disruption. Is that just because this division has, like, refrigerated brands that have been down over that 2-year period that are -- that you're not including in that Nielsen data? Sean Connolly: I'm not sure exactly what you're looking at, Rob, but that could be a piece of it. I mean, there are some of the refrigerated businesses that are nowhere near the strategic priority as our frozen business, as an example. So we -- those could be categories where as we follow our horses for courses approach that it's more of a value over volume. But I would say, in general, on the core frozen business, you've seen strength on a 1-year and you see strength on a 2-year, and staggering market share data around 88% of that business holding or gaining share, which I know was a central focus for investors last year when we had the supply interruption. It's like, will this bounce back? Will it bounce back strong? And it has bounced back. So our refrigerated businesses, some of those businesses are more about cash contribution. There are some particularly high-margin businesses in there. And so much -- some of those refrigerated businesses, we treat more like some of our center store businesses like cans, where we manage them for cash and not as much for volume growth. That's probably what you're seeing there. Dave, do you want to add to that? David Marberger: Yes. Just -- Rob, just -- and I'll let you kind of follow up checking numbers. But if I just look at my -- the Q3, obviously, this quarter for shipments for R&F volume was plus 3.9%. Q3 a year ago was minus 3%. So on a 2-year basis, volume is actually up in shipments. Robert Moskow: Yes. I was referring to overall dollars are down. So -- but yes, I agree with you, Dave. David Marberger: Thanks. Operator: Our next question comes from Chris Carey with Wells Fargo. Christopher Carey: I wanted to see if you maybe could just take sort of a 2-, 3-year view on the margin trajectory for your key U.S. businesses. The Grocery & Snacks business has seen pressure, but there's clearly been more pressure on the refrigerated and frozen side. When you kind of digest that past few years, what are the key challenges that have impacted the business? Obviously, there's been inflation, but I wonder if there are other things under the hood. And as you look out over the next several years, how tangible -- how is your ability to kind of claw back some of those margins? And maybe you can comment on your medium-term productivity initiatives as well. So I'd love any thoughts there. Sean Connolly: Yes. Chris, let me give you my thoughts on that. We are the biggest frozen food manufacturer in North America, if not the world. And we have, as a company, seen in this now 5-, 6-year deep inflation super cycle, we've seen a massive increase in the cost of goods that we've had to deal with. And after about 4 years of taking inflation-justified pricing in order to kind of protect margins, that's where we said on our growth business is you can't shrink your way to prosperity. And that's led by frozen. So we did pivot the strategy to stop taking at some point, all this inflation justified pricing in frozen to get volumes moving again. But that means we had to eat some of that higher cost. And as a result, that business, in particular, because it's so strategic to us, we got volumes moving. They're moving extremely well again this quarter, but we've had to eat some cost. And a lot of that cost has been in animal protein because, as you know, animal proteins have been up. So that is exactly what has driven the margin compression in the frozen business, and it was a choice we made to protect our leading market shares and protect our sales. And if you looked at even the velocities across our portfolio that came out yesterday, I think we've got the best velocities by a good chunk in the group. So now the question comes, what's next? Obviously, we've got the war curveball that we're dealing with. But as I said last quarter, we absolutely -- assuming we can get some element of normalcy, we absolutely expect margin expansion going forward, particularly in frozen. And the building blocks haven't changed. It starts with productivity. In fiscal '26 between core productivity and tariff mitigation, that number is just over 5%, which is very strong. Second, at some point, we're going to get inflation relief, hopefully back to our -- closer to our typical 2%. Certainly, getting the war behind us would help with that. Third, we've got the advancement of our supply chain resiliency investments, including the chicken plants, and that's going to enable us at some point to repatriate outsourced volume, which will be a good guy for margin. And then fourth, we are taking price, and we have taken price surgically, and we've seen encouraging elasticities. And then the fifth thing is, as you've heard me talk in the last couple of quarters, we've kicked off this Project Catalyst, which is an ambitious initiative to reengineer our core work processes, leveraging technology. And that's going to be a benefit to both the P&L and the balance sheet. In the P&L, it will be a benefit to sales. It will be a benefit to profit. In the balance sheet, we see opportunity there in terms of reducing working capital, increasing cash. And that's a real tangible and exciting opportunity. So yes, it's margin and it's more than margin in that particular project. So put those things together, and we feel very good about the margin outlook from here. Obviously, it wouldn't hurt if the world settled down a bit. But we'll deal with that because that's not something we control. We got to respond to that. Christopher Carey: Okay. All right. Great. And just, Dave, the free cash flow conversion has been a really good story. You upped that at CAGNY and a small increase again today. Are we run rating at a new level for free cash flow conversion? Do you see a level of sustainability up here over 100%? And then just it's kind of a confirmation of a prior question. The dividends are staying on Ardent or I think the cash component of Ardent has maintained despite the income statement component coming down. Does that get reset next year? Or can you maintain a level of dividends? And by the way, I know you're not guiding to Ardent and nor am I suggesting, but is there some sort of like mark-to-market that needs to happen there? So that's kind of just a quick follow-up, and same things on cash. David Marberger: Yes. Okay. Well, let me start with the free cash flow conversion. So we're not going to guide to that now. What I would say is we always target a 90% or better free cash flow conversion as the base. Given our earnings and our ability to convert that to cash just in the normal course, we feel 90% is the appropriate target. So to get above that, we need to find additional cash-generating ideas. We've done that with cash tax efficiency this year with different planning that we've done that's really helped us there. And the big thing has been working capital specific to inventory, and I talked about it earlier. We have a significant amount of inventory, and we believe we have great opportunity to really reduce that inventory in future years. We -- our inventory increased coming out of COVID because we had a lot of demand and we increased our safety stocks. And now we're methodically reducing it with our supply planning systems and our process. But when we leverage some of these new tools with AI now, we think that we can continue that acceleration of inventory reduction, and that's the kind of thing that's going to take you above 90%. So again, I'm not going to specifically guide on that today, but we're laser-focused on inventory. And a big part of that, too, I've done this a long time, to be able to take inventory down, you have to have alignment between supply chain, sales and finance. And it may sound simple, but sometimes that doesn't always happen. And we have great alignment here, and it starts at the top in terms of a commitment to taking inventory out. So we're investing and we feel pretty bullish on our ability to take that out. As it relates to Ardent Mills, I would just -- when we set equity earnings for Ardent, we always have a payout ratio on those earnings, and that's how we start the year. And that payout ratio is pretty high. It's not 100%, but it's pretty close. And then we go from there. And so this year, the earnings fell, but we kept the dividend to plan. So our payout ratio is above 100%. But you always reset it every year so that the dividend payment and the equity earnings to start the year are pretty much in sync, and then we evaluate their balance sheet as we go each quarter. Operator: Our next question comes from Scott Marks with Jefferies. Scott Marks: First thing I just wanted to get clarity on, in terms of the volume growth in the business, wondering if you can help us understand how much of that was driven by some of the retailer inventory adjustments? And how much of it would you attribute to just recovery from the supply chain disruptions a year ago? Sean Connolly: Well, we certainly undershipped last quarter, Scott, and we caught that back up because the merchandising events moved into Q3. And so the shipments associated with those moved into Q3. So we're -- on a 2-year basis, as I mentioned before, we basically shipped consumption, and there's not a material gap there at all. In terms of the takeaway portion of it, it's strong on a 1- and a 2-year basis. And if you look at the mix of TPDs versus velocities, the hero there has really been the velocity piece, and that's driven in large part by just the strength of the innovation we've seen. So very pleased with the consumer takeaway that we've seen, particularly in frozen and snacks, which is obviously you could see in -- some of the data has been quite strong. Scott Marks: Understood. Appreciate that. And then a follow-up just quickly. I know last quarter, you've been talking about the new big chicken facility, talking about bringing in-house some production and that had been on track. Just wondering if you can share an update on that, how that's progressing versus expectations. Sean Connolly: Yes. We sell a lot of chicken, and we use a lot of chicken in our products, and it's a combination of baked or roasted, whatever you want to call it, and fried. Both have been strong. Both projects are tracking right where we need them to be. We still do have production on the outside. That will continue for a little bit. But then at some point, when we're -- all our work is complete, we'll have an opportunity to bring that back in as a good guide to our margins. David Marberger: Yes. And just on the baked side, we did complete that project, and we're starting to bring that volume back this year. And so as we go into next year, that should be a tailwind in terms of having full year on that. And then the fried, we've made investments, and that's going to go out longer. Operator: Out next question comes from Carla Casella with JPMorgan. Carla, is it possible your line is muted? It's open on our end, but I'm still unable to hear you. Matthew Neisius: I think that might be the last question. So why don't we go ahead and wrap today? Operator: All right. This concludes our question-and-answer session. I would like to turn the call back over to Matthew Neisius for closing remarks. Matthew Neisius: Thank you, Bailey, and thank you all so much for joining us today. Please reach out to Investor Relations if you have any follow-up questions. Operator: The conference has now concluded. Thank you for attending today's presentation. You may now disconnect.
Operator: Good morning, everyone, and welcome to the Cal-Maine Foods, Inc. third quarter fiscal 2026 earnings conference call. All participants are in a listen-only mode. To ask a question, please follow the operator instructions during the Q&A. Please note this call is being recorded. I will now turn the call over to Sherman Miller, President and Chief Executive Officer of Cal-Maine Foods, Inc. Please go ahead. Sherman Miller: Good morning. Thank you for joining us today. I want to remind everyone that today’s remarks may include forward-looking statements. These are based on management’s current expectations and are subject to risks and uncertainties described in our SEC filings. Let me start by sincerely thanking our teams across the organization whose execution, focus, and commitment to excellence drive the operational and financial performance that underpins everything we do. Their hard work and dedication continue to set us apart, and these results are a direct reflection of their efforts. In February, we shared the sad news of the passing of longtime board member Jim Poe. Over more than two decades, Jim made a lasting impact on the company, and we extend our heartfelt condolences to his family and loved ones. Today, we announced the appointment of Dudley Woolley to the board to fill the vacancy left by Jim. Dudley brings deep expertise in risk management and governance along with a strong track record of leading growth-oriented organizations and driving operational performance. We look forward to the perspective he will add as we continue to strengthen our business, enhance earnings visibility, and focus on long-term value creation. Before Max walks you through our results in detail and provides additional color on our financial performance, I would like to spend a few minutes discussing how we think about the long-term direction of the business and how the strategy we are executing is designed to create durable value over time. When investors evaluate Cal-Maine Foods, Inc., they often focus on the consistency of our execution. That reputation has been built over time, not in any single quarter. It reflects the accountability, operational excellence, and continuous improvement embedded across the organization. At Cal-Maine Foods, Inc., our objective is straightforward: to compound intrinsic value per share over time, through thoughtful portfolio evolution, efficient operations, and prudent capital allocation. While short-term earnings will naturally fluctuate in a cyclical industry, our focus remains on strengthening the long-term earnings power and resilience of the business. In practical terms, that strategy centers on several priorities. First, we continue to expand our specialty egg mix. Specialty eggs represent a larger portion of our portfolio; they support structurally stronger margins, more stable demand characteristics, and improved returns on invested capital. Second, we are continuing to evolve our pricing structures. Over time, we are increasing the share of our business that operates under structured pricing arrangements. We believe this helps improve the stability and predictability of realized pricing across the cycle. Third, we are expanding our prepared foods platform. Prepared foods broadens our addressable market, leverages our vertically integrated chilled egg inputs, and establishes a complementary long-term growth platform alongside our core shell egg business. At the same time, we continue to reinforce the operational strengths that have long defined the company. Investments in biosecurity, productivity, and vertical integration strengthen our cost leadership and support reliable operating performance across cycles. Together, we believe these actions will steadily improve the quality and durability of our normalized earnings power while strengthening the company’s long-term competitive position. Against that backdrop, let me highlight a few key developments from the third quarter and the first three quarters of our fiscal year that reflect how the strategy is translating into execution. Unless otherwise indicated, all comparisons are to the comparable period of fiscal 2025. In 2026Q3, specialty eggs drove a greater portion of shell egg sales, accounting for 50.5% of total shell egg sales compared to 24.4%. Prepared foods accounted for 9.5% of net sales compared to 0.8%. Specialty eggs and prepared foods combined accounted for 52.9% of net sales compared to 24.0%. In the first three quarters of 2026, specialty eggs drove a greater portion of shell egg sales, accounting for 42.7% of total shell egg sales compared to 29.2%. Prepared foods accounted for 9.3% of net sales compared to 1.0%. Specialty eggs and prepared foods combined accounted for 45.7% of net sales compared to 28.6%. Importantly, the egg market in 2026 provided a real-time test of our strategy. Periods of price softness can create noise around near-term performance, but they also provide an opportunity to demonstrate that our results are not simply a function of spot market conditions. Instead, our performance reflects how effectively we manage mix, pricing structures, cost, and capital across the cycle. What we are really seeing is a market that is still being impacted by high-path AI, but to a much lesser extent than last year. The disruption has not gone away; it is still a reality, but it is not driving the same level of supply shock or panic-driven purchasing. Supply has improved, and retailers and foodservice operators are not rushing to build inventory, which has put downward pressure on wholesale prices, with retail adjusting more gradually. The key data points for December to February make that clear. The average layer hen flock is up about 2.2% year-over-year and depopulations are down 70.6% year-over-year. While high-path AI is still present, the magnitude of disruption is meaningfully lower and that is what is showing up in pricing. On the demand side, consumption remains stable to improving, with a few timing dynamics influencing near-term trends. In retail, volumes are up about 3% year to date. What is important is that our market is broad-based. Growth is showing up across both value and premium segments. In foodservice, demand is beginning to recover, with increased traffic and egg servings increasing, particularly in quick service. More broadly, eggs continue to benefit from strong structural tailwinds. They align with high-protein and health-focused diets, fit well with convenience and portable meal formats, and remain a nondiscretionary item once a consumer is in the channel. So overall, demand is holding up well, and what we are seeing in the market today is much more about supply recovery and timing shifts than any fundamental change in consumption. You can see our strategic framework reflected in the acquisition of the shell egg, egg products, and prepared foods assets of Creighton Brothers and Crystal Lake that we announced during the quarter. This transaction expands the geographic scale of our shell egg platform and adds nearby liquid egg capacity that supports our internal sourcing strategy for egg-based ingredients. We believe that over time, integrating shell egg production, egg products, and prepared foods more tightly within our value chain will help strengthen supply security, improve operational efficiency, and reinforce the economics for our prepared foods platform. With that, let me turn the call over to Max to drill down into our financial results and discuss our capital allocation framework. Max? Max Bowman: Thanks, Sherman, and good morning, everyone. As a reminder, we published our third quarter earnings release and the 10-Q this morning. Additionally, we published a brief earnings presentation on our website. These documents contain detailed information on our financial results. I will touch on the highlights for 2026Q3. Unless otherwise indicated, all comparisons are to the comparable period of fiscal 2025. For 2026Q3, net sales were $667.0 million compared to $1.4 billion, down 53%. Conventional egg sales were $283.2 million compared to $1.0 billion, down 72.1%, with 70.1% lower selling prices and 6.7% lower sales volumes. Specialty egg sales were $289.1 million compared to $328.9 million, down 12.1%, with 16.9% lower selling prices and 5.8% higher sales volume. Our average breeder flocks grew 13%, total chicks hatched rose 41.7%, and the average number of layer hens expanded 2%. Prepared foods sales were $63.6 million compared to $11.8 million, up 441.2% year-over-year, and compared to $71.7 million, down 11.2% quarter-over-quarter. Our majority-owned subsidiary, Kupini Foods, delivered strong momentum with sales increasing by 283%, contributing positively to the overall prepared foods portfolio. In prepared foods, Q3 represents a trough driven by the timing of previously announced planned network optimization and expansion activities. The near-term margin pressure is largely volume-driven, reflecting temporary downtime and under-absorption of fixed cost, along with some mix headwinds as the network transitions and we increase the use of cost-type pricing arrangements that enhance stability. As capacity comes back online, we expect a progressive recovery beginning in Q4, with margins trending back toward baseline through fiscal 2027 and 2028 as scale and network efficiencies are realized. We expect prepared foods capacity to increase more than 30% over the next 18 to 24 months. Importantly, demand remains intact. This is a function of execution timing, not structural weakness, and these investments position prepared foods as a more durable, high-margin growth platform. Overall, gross profit was $119.3 million compared to $716.1 million, down 83.3%, primarily driven by 56.5% lower shell egg selling prices, partially offset by a decrease in the price and volume of outside egg purchases, as our percentage produced-to-sold increased 3.1 percentage points to 91.5%. Operating income was $35.9 million compared to $635.7 million, down 94.3%, an operating income margin of 5.4%. Net income attributable to Cal-Maine Foods, Inc. was $50.5 million, down 90.1%. Diluted earnings per share were $1.06 compared to $10.38, down 89.8%. Cost of sales decreased 21.9%. Lower costs associated with egg purchases and egg products more than offset the increase in prepared foods cost due to the acquisition of Echo Lake Foods as well as the increase in our farm production and processing, packaging, and warehouse costs. SG&A expenses increased 4.2% due to the addition of Echo Lake Foods and increased professional and legal fees. This was partially offset by lower employee-related costs. Net cash flow from operations was $103.6 million compared to $571.6 million, down 81.9%. We ended the quarter with cash and temporary cash investments of $1.152 billion, down 17.3%. We remain virtually debt free. We repurchased 329,830 shares of common stock under our current share repurchase authorization during the quarter for a total of $24.3 million. The repurchase program permits us to purchase up to $500.0 million, of which $350.8 million remains available. For 2026Q3, we will pay a cash dividend of approximately $0.36 per share to holders of our common stock pursuant to our variable dividend policy. The dividend is payable in May 2026 to holders of record on 04/29/2026. The final amount paid will be based on the number of outstanding shares on the record date. From a financial perspective, our priorities remain centered on strengthening the durability and predictability of Cal-Maine Foods, Inc.’s earnings profile while maintaining a structured and flexible capital structure. Our capital allocation framework is designed to support long-term per-share value creation while preserving the financial resilience necessary to navigate a cyclical industry. First, we will prioritize investment in high-return organic growth opportunities. This includes investments that expand specialty egg capacity, improve productivity and operational efficiency, and support the continued development of our egg products and prepared foods capabilities. To that end, our prepared foods expansion initiatives are progressing on schedule and in line with plans previously communicated. At Echo Lake Foods, the network optimization and capacity expansion project is underway and expected to add approximately 17 million pounds of annual scrambled egg production capacity throughout fiscal 2027. In addition, the previously announced high-speed pancake line continues to advance as planned, and it is expected to contribute an additional 12 million pounds over the course of fiscal 2027. Separately, our joint venture, Kupini Foods, is investing $7.0 million through fiscal 2028 to expand production capacity by approximately 18 million pounds through the installation of new equipment and production lines. Collectively, these initiatives remain on track and are expected to increase Cal-Maine Foods, Inc.’s prepared foods production capacity by more than 30% over the next 18 to 24 months as the projects are completed and ramp up as planned. Second, we pursue selective acquisitions that strengthen the company’s strategic positioning and meet stringent return thresholds. Our acquisition of certain assets of Creighton Brothers and Crystal Lake is a good example of this approach. The transaction expands the geographic scale of our shell egg platform while also adding nearby liquid egg capacity that we believe will strengthen our integrated value chain. Third, we return excess capital to shareholders through our variable dividend framework and, when appropriate, opportunistic share repurchases. Underlying this entire framework is a commitment to maintaining balance sheet strength. A strong liquidity position provides the flexibility to invest across the cycle, respond to strategic opportunities, and navigate industry volatility. This systematic approach allows us to balance growth, resilience, and shareholder returns while preserving the long-term optionality that is critical in our industry. Over time, we believe the combination of portfolio evolution, disciplined capital allocation, and balance sheet strength will continue to enhance the company’s normalized earnings power per share and support durable value creation for shareholders. That concludes my review of the financial results. I will now turn the call back to Sherman. Sherman Miller: Thanks, Max. Looking ahead, we believe Cal-Maine Foods, Inc. is well positioned to benefit from durable shifts shaping the egg category. By building on the structural strength of our core shell egg platform while expanding across specialty eggs, egg products, and prepared foods, we believe we are strengthening the resilience and quality of our business over time. This progression is expected to help enhance the durability of our earnings profile and position Cal-Maine Foods, Inc. to deliver sustainable growth and long-term value creation. With that, I will turn the call back over to the operator to begin the Q&A portion of today’s call. Operator: We will now begin the question-and-answer session. To ask a question, you will need to press star 11 on your telephone. You will then hear an automated message advising your hand is raised. To withdraw your question, please press star 11 again. We ask that each participant limit themselves to one question and one follow-up. Once your questions have been answered, please reenter the queue if you would like to ask additional questions. We will pause for a moment while we compile our Q&A roster. Our first question comes from Heather Jones with Heather Jones Research LLC. Your line is open. Heather Jones: Good morning. Thanks for the question. Congratulations on the quarter. I want to start with specialty pricing. That was where much of the upside was relative to our estimate for the quarter. The California price had rallied nicely over the course of a few weeks, but it has recently begun to pull back, though still not back to the Q3 lows. Would you expect Q4 specialty price to be similar to Q3, or is there some other dynamic that we need to consider there? Sherman Miller: Good morning, Heather. Thank you for the question. Specialty eggs continue to be extremely exciting for us, and as we move into Q4 and beyond, we see that as a huge part of our differentiation and our ability to diversify. The specialty prices, as we have mentioned before, have a smaller piece of that category tied to the market, and if that market moves up and down, there is some flex. But for the most part, those prices are a lot more stable. Max, you might want to give a little bit more color on that. Max Bowman: Yes. As Sherman said, Heather, our specialty pricing does not fluctuate that much. We call out that the vast majority of our specialty pricing is either grain-based or a fixed-price type arrangement—cost-plus—so it stays pretty flat. There is a component that, as you call out, ties to the cage-free California market. It varies from quarter to quarter, but roughly I would say about 12% or in that range. Depending on how that price reacts this quarter and coming quarters, that will largely drive a lot of that movement, but we expect specialty price to stay pretty consistent. Heather Jones: Okay. Thank you for that. And then on my follow-up, it is just on the prepared foods business. I think I caught you saying that you expect the margin for that business to trend back to baseline through 2027 into 2028. Are you not expecting it to fully get back there until 2028? And when you say baseline, there were some quarters where it was north of 20%, but I believe your baseline is 19%. Is it unlikely to get back to where it was a few quarters ago, and how should we update our thinking on baseline? Max Bowman: I will take that one. We think Q3 represents a trough quarter. What you are seeing is anticipated impacts of some of the network expansion and capacity initiatives that we have mentioned. In the quarter, we saw lower volumes and then margin pressure as we go through these reconfigurations. When you have lower volumes, the first thing that happens is under-absorption of fixed cost, and that was one of the major headwinds for the quarter. As we roll into Q4 2026, we expect to see some of that rebound begin to come back online. It will be tempered a little bit, as sales mix tied to the end of the school year will partially offset some of that margin recovery, and that is just a normal seasonal dynamic. It is not an execution issue. We are currently, because of these reconfigurations, having a slightly less desirable product mix that is impacting our margins, but that will improve over time too. All these things are transitional and not reflective of underlying demand, which we still believe to be strong. We continue to migrate from market-based pricing towards grain-based and longer-term pricing arrangements. This moderates near-term pricing upside, but we are looking at the long-term durability and stability of our business, and we think it enhances that. As we begin to see this recovery in Q4 2026, we will see higher capacity and better utilization of that capacity. That margin recovery will really start showing up toward 2027 and into 2028, when the volumes we have talked about through the additional investment that we are making in Echo Lake as well as Kupini will be fully online. When you speak of the 19% to 20% margin, that was the margin we had called out at Echo Lake. Kupini is coming along, and the other elements of our prepared foods we continue to work on as well. We think we are taking some short-term pain now for better long-term positioning and gain in the future. We feel more positive as we go into 2027 and early 2028 that we will really see the fruits of that, along with the 30% growth that we had talked about from these investments. Sherman Miller: Thank you, Max. The only thing I will add, Heather, is just getting the nuts and bolts in the right place for long-term performance and growth and having streamlined operations and really strategically placing the four Echo Lake facilities in the right manner—to have our flour products to the northern two facilities and the egg-type products in the southern two facilities, which happen to be very close to Creighton Brothers, which can supply the eggs long term. So a lot of good progress there. Heather Jones: Okay. Thank you so much. Operator: One moment for our next question. Our next question comes from Pooran Sharma with Stephens Inc. Your line is open. Pooran Sharma: Thank you and congrats on the quarter here. I wanted to focus on pricing for the conventional eggs. It did come in a little bit higher than we were modeling, and you have stated in the past that your new hybrid pricing model gives you a better floor. Looking at the price ratio between your conventional egg pricing and what we track with the USDA, we just have not seen it this high in over a decade. Could you help us and the investment community understand how to think about your cost of production for your conventional eggs based on some of the disclosures you have in your filings, and then marry that with what kind of high-level rate of return you generally expect from these types of assets? Sherman Miller: Good morning, and thank you for the question. I will start off and then pass it to Max. I think you pegged it very well. You are seeing reduced volatility, and as we mentioned with hybrid pricing, there are trade-offs. On the top side there is an opportunity, but on the bottom side there is as well, and that is what you are seeing in this quarter. Market realization certainly benefits from this as well as, as we have mentioned before, having longer-term arrangements. So any top-side slippage is certainly balanced with downside uplift. That depends heavily upon the type of arrangement, and the real win here is us working with customers to not only benefit the type of eggs you are talking about, but also specialty eggs and prepared foods that we also value very highly. On the cost side, there is certainly a lot going on geopolitically around the world. Grain is one of the things that has come up in the news over the last few weeks, particularly tied to fertilizer, and our consultants assured us that probably 90% of the inputs have already been locked. So fertilizer costs for this planting season should not cause too much disruption, but fuel transporting not only grains but everything else is certainly in the news and is real. The reassuring piece is that we have been here many times before, and we navigate that not only by using our scale, but also by using things like our warehousing and our inventory and managing through situations like this. Max, what would you add? Max Bowman: Pooran, when you talk about hybrid pricing, you are talking primarily about our conventional eggs. As you know, we only report one segment today, so we do not give complete margin information and returns on conventional versus specialty. But hybrid pricing does exactly what you called out and what we have said before. What we hope to get is more stable and resilient, continuous profit. I am not saying it will always be a profit, but certainly we are taking some off the top for high returns from conventional and trading that for longer-term, more stable earnings. As we grow, that is a piece of the puzzle, and where we look for really good growth and even better returns would be from our specialty and our prepared foods business. We look at the conventional business as our baseline. It is important because of its size and scale that it is strong and operates profitably and consistently, and that is what the hybrid pricing does. Then we continue to invest in prepared foods and specialty where we hope to get higher returns. We do not disclose individual returns for conventional and specialty at this time, but we have said in the past that our return on invested capital is double digit, well above our cost of capital. We feel good about the returns as we sit today, not only from conventional, but the opportunities in specialty and prepared foods. Pooran Sharma: I appreciate the detail there, Sherman and Max. From a capital allocation front, you still have a strong balance sheet. In our recent conversations, you had called out liquids as an area of focus. As you are looking across the M&A landscape, does that remain an area that you want to continue to build, or are you looking at it more opportunistically in terms of what is out there in conventional, specialty, or more prepared foods assets? Sherman Miller: I will start by commenting on Creighton Brothers. As we pointed out, there is liquid egg capacity there, and it is very close to our prepared foods operations that ultimately will be producing egg products in the southern two plants. Our capital allocation hierarchy still remains intact to pursue selective, accretive M&A where returns are compelling. We believe that we have more ways to grow than ever before, including conventional eggs, specialty eggs, prepared foods, the ingredients that you mentioned, and also brands tied to prepared foods. On the ingredient piece, we want to, over time, closely align our needs within Echo Lake. As we mentioned before, there are some arrangements that we are working through that we inherited, but we think that Creighton Brothers is certainly a very strategic move in making that come to pass. Max Bowman: In the materials we published, we have an investor deck with a few slides that recap our capital allocation for the last twelve months ending at the end of our third quarter. There is a lot of balance there, and it shows that in a lot of ways, we are putting our money where our mouth is. It represents about $1.0 billion of capital that was allocated. About 38%, or $384.0 million, went to dividends to our shareholders. About $299.0 million, or 30%, went to acquisitions, including Echo Lake, Clean Egg, and Creighton Brothers that we just announced. Remember, we have been in a time when acquisitions are sometimes considered tougher because of the very good markets we have been in, yet we have been able to deploy capital toward these acquisitions that we believe really advance our goals for the long term. On the CapEx side, we allocated about $117.0 million, or 17%, including about $35.0 million of maintenance CapEx. Our share repurchases were about 15%, or over $150.0 million. That gives a good view of where we are spending our money. As Sherman says, our focus is really long-term shareholder value. We look at things opportunistically, and we want to do the things that we think clearly enhance our earnings quality and portfolio growth and resiliency. Pooran Sharma: Great. Thank you for the detail. Operator: One moment for our next question. Our next question comes from Leah Jordan with Goldman Sachs. Your line is open. Leah Jordan: Thank you. Good morning. I wanted to ask about demand. You talked about it being resilient in the quarter, but could you provide more color on the trends you are seeing within your branded portfolio specifically? What are the growth opportunities you still see there, including any potential opportunity to gain more contracts or exclusivity over time? Sherman Miller: Good morning, Leah. Thank you for that question, and I will certainly get to the branded. At a higher level, retail egg volumes are up about 3% year to date through late February. The incredible thing about that is it is broad across segments—from conventional, cage-free, free-range, and pasture-raised. Foodservice is also showing early signs of recovery, with January marking a clear inflection point—traffic up about 1% year-over-year with dollars up about 4%. Eggs continue to be well positioned with the long-term consumer shift toward high-protein diets, supported by their strong nutritional profile, and affordability is a huge plus for us right now as a tailwind. On our branded side, we continue to grow through establishing production to support it. As Max has mentioned, the projects that are coming online now and in the next few months set us up to be able to continue to grow that. We have seen growth this quarter and are planning future growth as well. Max, what would you add? Max Bowman: I would say that our specialty, not just branded but specialty, was up 6% for the quarter. That is higher than the overall market for specialty. As Sherman says, it is broad-based across cage-free, free-range, and pasture-raised. Importantly for us, from a volume perspective, it was a record specialty quarter, which I think is notable, particularly considering that lower conventional prices sometimes temper specialty growth because the consumer goes for the cheaper egg, yet we were still able to get some growth. I did not mention our nutrient-enhanced or our branded relationship with EB, but that is something we continue to work to grow and think there is opportunity for some more regional growth into the fourth quarter and beyond. The projects we have called out—the 1.1 million cage-free hens we are adding at five locations—are progressing. A couple were done; one will finish late in this fourth quarter, and another will finish in August of this year, after this fiscal year. We still see growth in our specialty business ahead and think there is great opportunity there. Leah Jordan: Thank you. That is very helpful detail. For a follow-up, switching over to feed, given the shift in grain markets in recent weeks, could you provide more color on how you are thinking about your feed costs over the coming quarters and as you start to plan into FY 2027? Any mitigation you have there should we see costs continue to rise? Sherman Miller: Yes. We continue to measure and mitigate risk, and that includes utilizing our grain warehousing, basis locks, or hedging strategies where applicable. These grain-based agreements help offset the effect of grain price changes. The planting intentions report yesterday was viewed by some as fairly neutral. Compared to last year’s predictions, it is very close to what actually got planted—corn down about 3.5 million acres and beans up about 3.5 million. We really focus on the carryout; a 14% stocks-to-use is bearish. Geopolitical effects can change things in a hurry—from the Middle East to fertilizer and fuel costs—but we have been through this many times and continue to utilize all of our tools to mitigate risk the best we can, and we will continue to do that. Max Bowman: I think you have covered it, Sherman. Leah Jordan: Great. Thank you. Operator: One moment for our next question. Our next question comes from Benjamin Mayhew with BMO Capital Markets. Your line is open. Benjamin Mayhew: Hi, good morning. Thanks for the questions. First, can you help us better frame up the current supply environment, particularly in the specialty egg category? Competition seems to have picked up there quite a bit year to date, with more promotional activity seen. What is your view on the sustainability of the supply growth rates we are seeing? Sherman Miller: Ben, good morning. Thank you for that question. As we mentioned a few minutes ago, specialty is an area we continue to grow. The first step is having supply, so as some of these projects come online, that certainly indicates that we are going to be prepared for that type of growth. The last few years have been very light on promotions—there was a shortage of eggs and promotions were not needed. Going forward, we promoted across all sets for the last few years, so we will continue to fall back into that routine and see good results coming from it. Max, anything to add on that question? Max Bowman: I think that pretty much covers it. Benjamin Mayhew: And thinking about your organic growth investments, how do you view the trade-offs between investing in productivity enhancements up and down your value chain versus adding more capacity at this point? Given the current market environment, how are you thinking about deploying your capital there? Sherman Miller: Back to capital allocation, capital is allocated to the opportunities that most clearly enhance our earnings quality, portfolio resilience, and long-term shareholder value. There are more ways than ever for us to consider that. We consider five buckets: conventional eggs—we continue to grow, and the Creighton Brothers acquisition had additional conventional eggs that fit very nicely, especially in the liquid piece; specialty eggs—those organic projects have been going on, as well as we have had M&A through Creighton, where we also picked up about 500,000 cage-free hens; prepared foods—we have $36.0 million of expansion projects going on there as well as continuing to look for M&A and opportunities; and ingredients—a big opportunity for us to make sure that our production is aligned. We do not just focus on specialty eggs, but we know we must have the supply needed to grow those, and I believe we are in the right position to do that. Max Bowman: You covered it. The only thing I will add about productivity is our culture with roughly 50 operating locations. We are always ranking those one against the other, trying to learn what one is doing that is really good, or if there is one underperforming, how we can get that underperformer to duplicate the results of the top third of our business. It is a constant analysis of productivity and looking for ways to bring our whole enterprise up as we identify things across it. Scale and the opportunity to look at 50 locations gives you a lot of opportunity for continuous improvement. That is always part of our focus. Benjamin Mayhew: Great. Thank you, guys. Have a great rest of your day. Operator: One moment for our next question. Our next question comes from Ben Klieve with Benchmark. Your line is open. Ben Klieve: Hi, thanks for taking my questions and congratulations on a nice quarter. My first question is a follow-up to the conversation around the hybrid pricing model in conventional eggs. Could you elaborate on the behavior of your retail partners as commodity egg prices came down intra-quarter—sub-$1.00 at various points? Have those retailers that moved to contract-based pricing over the past year or two reconsidered that move in the face of low commodity prices, or has the willingness to move from market-based to contract-based remained consistent? Sherman Miller: Good morning, Ben. Thank you for that question. This quarter was certainly a test for whatever strategy a retailer had, with the market ranging up to $2.69 all the way down to $0.85 within the same quarter in the Southeast market. Strategies were definitely tested. As we have mentioned, there is protection for our customers on the upside, and on the downside there is protection for us. Depending on their go-to-market strategy—whether it is high-low or everyday low price—different arrangements favor one retailer versus the next. Overall, the strategies performed exactly like they were designed to, and you are seeing some of that benefit in our market realization this quarter. Ben Klieve: Very good. My follow-up question pivots to prepared foods. You educated us on the state of this market, and after Echo Lake you announced another acquisition a few weeks ago. Can you educate us on the size of the addressable market and the degree of fragmentation within it? Are you looking to continue this acquisition pace, or have you reached a reasonable level of market share within this space? Sherman Miller: Ben, we certainly have not topped out here. Crystal Lake, which came with Creighton Brothers, as noted in our announcement, was more a distribution of Echo Lake products, so I would not really say it is doubling down at this point. We do continue to grow that both organically and through M&A as opportunities present themselves. We will be very strategic and make sure that we stay concentric while we do that in the breakfast channel. We will not get too far outside of our core competencies. Ben Klieve: Very good. I appreciate you taking my questions. Congratulations again on a nice quarter. I will get back in the queue. Sherman Miller: Thank you. Operator: I am not showing any further questions at this time. I would like to turn the call back over to Sherman. Sherman Miller: Thanks, everybody. It was an exciting quarter for us, and we are very grateful for everybody’s attendance today and your continued interest in Cal-Maine Foods, Inc. Operator, we are ready to conclude the call. Operator: This concludes the question-and-answer session. A replay of today’s call will be available via webcast in approximately two hours after this call. The webcast will be available on demand for a year. It can be accessed by going to the company’s website, Investor Relations section. In addition, a transcript of today’s call will also be posted on Cal-Maine Foods, Inc.’s website, Investor Relations section. Thank you for joining us today. You may now disconnect.
Philippe Palazzi: Good evening, everyone. I'm pleased to hold this presentation today together with our CFO, Angelique Cristofari. Just keep in mind that the figures we are presenting today are financial data that have not been yet approved by the Board of Directors and as well, they are not audited. Angelique will provide further details later on regarding the financial framework behind all these figures. I will start with a short introduction on where we stand in our transformation journey, followed by our key financial indicators for the full year '25. Then I will provide you with a brief reminder of our Renouveau strategic plan ambition, and I followed by an overview of key '25 business achievement per brand. Then Angelique will walk you through our financial performance for '25, and I will close the presentation by providing you with some perspective and insight on the French retail market. We'll take your questions at the end of the presentation. Let's start with a quick update on the turnaround plan status. Casino turnaround is a long-term 3-phase mission, restore, recover and grow. After an intense period of transformation, we're entering in the phase of recovering. Our strategic plan, Renouveau 2030 defined in Q4 '24 had been updated and expanded by 2 years last November with the objective to generate value over the period '26, 2030. We have also launched in November '25, the adaptation, the strengthening of our balance sheet structure. Angelique will provide you with more details during this presentation. Let me first start by introducing our '25 financial data estimate. First and foremost, '25 marks a new momentum in a strong increase in profitability for the group. '25 financial data estimates are fully in line with our value creation plan and confirm that the turnaround is well underway. Regarding our sales performance and for the first time since the financial restructuring, we are posting a positive like-for-like sales growth. Net sales reached EUR 8.3 billion with a like-for-like growth of plus 0.5% versus PY. Regarding our profitability, adjusted EBITDA before lease payment is growing by 14% versus last year and reached EUR 655 million. This result reflects the efficiency of our cost optimization, our store fleet rationalization measures and last but not least, the improvement of our retail gross margin. The adjusted EBITDA after lease payments reached EUR 198 million, representing a growth of EUR 86 million. Finally, our free cash flow reached minus EUR 120 million, an improvement of EUR 519 million versus PY. Let me give you a brief reminder of our Renouveau strategic plan ambition before to enter into the key business '25 achievement per brand. If I have to summarize our long-term strategy in one sentence, I would say, differentiate brands as possible and centralize resources as necessary. We are a group of 7 well-known brands that are all unique and complementary, which is Casino, Cdiscount, Franprix, Monoprix, Naturalia, Spar and the last one, Vival. We are now fully engaged in delivering Renouveau 2030 ambitions to offer our customers the best brands in convenience retailing. We have just updated and expanded our Renouveau strategic plan by 2 years and our vision, mission and direction remain unchanged. Our 2030 strategic plan is based on 5 key strategic levers supporting unchanging core vision for the group, strength of our brands, our culture of service, our strength as a group, the energy of our people and our societal and environmental values. These levers are all connected, interconnected and declined per brand to specific actionable measure. The entire company is focusing on execution on a day-to-day basis. Before providing you with the key business '25 achievement per brand, let me give you a brief summary of our Group '25 focus. Here are 6 core execution focus of 2025. First, brands and store concept investment, focusing on actions on creating, testing and launching pilots and rolling out store concept as well as refining brand personality. Investing in our franchisee development with now circa 85% of our store portfolio is franchised, streamlining our store portfolio to eliminate loss-making store with profitability as a key driver versus market share at any cost, managing COGS improvement, rationalizing and massifying private label volumes, increasing national brands assortment overlapping across brands, implementing Aura Retail and Everest alliances and continuing cost reduction, notably through the rollout of several group shared services such as IT, accounting, payroll, legal, name it. Last but not least, cash management with a definition and a follow-up of a detailed CapEx program and optimization of our remodeling costs. I will now guide you through an overview of the key business '25 achievement per brand. Let me start first by Monoprix. For you recall, Monoprix business unit represents 624 stores by the end of 2025, of which 283 are owned stores and 341 are franchised. Let me present to you in one slide the main Monoprix achievement in 2025. Monoprix sales reached EUR 4 billion in 2025, representing a like-for-like growth of plus 0.6% and an adjusted EBITDA growth by 10.9% versus PY. The results reflect the good performance of Monoprix, especially in fresh products, nonfood categories such as fashion and home decoration. What are the main Monoprix achievement in '25? First, several initiatives have been launched in the key quick meal solution market. Monoprix defined, tested and launched the new concept La Cantine in 12 stores by the end of '25, posting encouraging double-digit growth. During Q2, Monoprix introduced a new quick meal solution assortment with circa 250 SKUs rolled out in all of our stores. Second, regarding the food category, Monoprix was focusing on developing fresh category with the rollout of 25 new fresh counter and 14 stores with a new fruit and veg concept. The team continued to strengthen Monoprix singularity and personality brand, thanks to the introduction of over 800 innovation to the assortment this year. As far as the nonfood is concerned, Monoprix sustained growth in the beauty and fashion category by defining, testing and launching a new beauty concept rollout already in 14 stores and by developing a new collection supported by our 11 partnership with designers in '25 in home and fashion category. Fourth, we have also worked to continue our digitalization to position Monoprix as an omnichannel brand. To name a few, we extended our partnership with Amazon to 22 additional cities. We developed quick commerce solution with Uber Eats and Deliveroo covering today 92% of our store network in France. We finally developed our new e-commerce site, [monoprixshopping.fr], dedicated to fashion and decoration categories. In parallel, we kept on working core retail fundamentals, improving product availability and reducing shrinkage, increasing the number of conveyor belt checkouts plus 10 points versus last year, giving more shelf space to highly profitable nonfood category. We took the opportunity by closing 28 magazine and newspaper departments in our store. Regarding the Monoprix and Monop' store network management, 26 new stores opened over the period, while 20 underperforming ones were closed. 30 owned stores were switched to franchise. And last but not least, we started store remodeling with 7 stores in 2025. Let's now continue with Franprix. For you recall, Franprix business unit represent 999 stores by the end of 2025, of which 296 are owned stores and 703 are franchised. Let me present to you in one slide main Franprix achievement in '25. '25 obviously was for Franprix, a year of unlocking potential. Franprix sales reached EUR 1.5 billion in '25, almost flattish with -- sorry, adjusted EBITDA growth by circa 20% versus PY. The execution of the Renouveau strategic plan includes several important achievements. First, the rollout of our performing oxygen concept in 89 stores in '25, summing up to 107 stores at year-end. As far as our quick meal solution is concerned, we have proceeded with important space reallocation for snacking, development of a new stacking assortment and menu such as breakfast at EUR 1.9 or pizza menu at EUR 5.5, positioning Franprix as the cheapest among all our own competition in the market and launching a set of exclusivity such as Krispy Kreme. We also launched several customer-focused commercial initiatives. The new loyalty program, bibi! with circa 50,000 additional subscribers in '25. We launched as well the PF initiative that includes essential articles at highly competitive price. The rollout of daily in-store services such as Nannybag, Franpcles, et cetera. And finally, the rollout of Leader Price as a core private label of Franprix and Tous les jours as a brand as an entry price range. We also developed specific B2B promotional offers under the concept of buy more, pay less to help our franchisee in boosting their sales and profit. And finally, in terms of store network management, we maintain a disciplined approach with 20 new store opening, 85 store exit and 6 own store converted to franchise. Now let's continue with Casino, Spar and Vival brands. For you recall, Casino, Spar and Vival business unit in France represent 4,528 selling points by the end of 2025, of which 236 are owned stores and 4,292 are franchised, which is 95% of the stores are franchised. Let me show you in one slide, like for the previous brands, '25 achievement. Casino, Spar, Vival sales reached EUR 1.28 billion in '25, representing a positive like-for-like growth of plus 0.6% with an adjusted EBITDA decreased by circa minus 37% versus PY, mainly driven by HM/SM disposal dis-synergy that we carry them since '24. The execution of the Renouveau strategic plan includes several important achievements. We launched in '25 2 new store concepts. We defined, tested and launched the new concept of Spar called Origins in 5 stores by the end of 2025, posting encouraging double-digit growth. We defined a new Casino brand identity in Q4 2025. And the first store -- the first 2 store, I must say, will be inaugurated not later than tomorrow in Saint-Etienne. And in case you are close by, please, you will be welcome to visit us. In the key quick meal solution market, we continue to roll out of our Coeur de Ble concept with 53 corners deployed in '25, summing up since '24 to 62 stores up to date. We complete our snacking assortment by introducing 70 new SKUs in '25. We also launched several customer-focused commercial initiatives. We continue to roll out our Coup de pouce loyalty program launched in '24 with circa 128 new subscribers in 2025. In parallel, the team continues to strengthen Casino, Spar, Vival singularity and personality, thanks to the introduction of new assortment tailored to the trade areas as well as corner of Naturalia, for example, in 20 stores. As for Franprix, we introduced B2B promotional offer, buy more, pay less type of, and we launched new IA functionality of Casino Pro. Casino Pro is a tool for franchisees in ordering too but help them to better manage their store performance. In terms of store network management, we opened 151 new selling points, 1,052 stores were exited and additionally, 78 owned stores were converted to franchise. Now let me switch to Naturalia. For you recall, Naturalia business unit represent 213 stores, of which 152 are owned stores and 61 are franchised, means 29% on franchise. Let me show you in one slide what have happened in '25 for Naturalia. It was a year of growth acceleration for Naturalia. Sales reached EUR 300 million, representing a positive like-for-like growth of plus 8.6% and an adjusted EBITDA increase by circa 57% versus PY. Main achievement for Naturalia was the rollout of our performing La Ferma concept in 25 stores in '25. End of December to date, 36 stores are already rolled out. Naturalia had launched a new organic quick meal solution concept in 35 stores and a new beauty concept in 47. Teams have also worked to continue Naturalia digitalization by adding 7 new stores with our partner, Uber Eats and launched several commercial initiatives. In terms of store network management, 6 underperforming stores were closed and 1 store was opened in 2025. Let's finalize an overview per brand of '25 by Cdiscount. '25 was for Cdiscount the year of customer acquisition. Cdiscount GMV reached EUR 2.75 billion in 2025, representing a growth of plus 3.5% versus PY, EUR 1 billion of net sales and an adjusted EBITDA of EUR 67 million. Starting with our solid B2C performance, we saw sustained 3P momentum with a GMV increase by 7.7% in '25, reaching plus 8.1% in Q4. Our marketplace business grew representing now 67.3% of our total GMV, a 2% point increase over '24. We continue to expand our customer base, acquiring 2 million new customers in 2025. Our major investment plan has been fully deployed, providing support for both sales uplift, brand equity and obviously, customer acquisition. Moving on to our B2B activities. We've seen significant progress in enhancing the experience of our sellers, resulting in a notable or noticeable 20% reduction in support tickets. Furthermore, our Retail Media business has experienced strong growth with net sales up 13% compared to last year. Finally, we developed in-house conversational chatbot deployed with more than 900,000 customers, leveraging generative AI to enhance search and improve conversion. Let me now share with you a few group initiatives, starting with our store portfolio streamlining and how we strengthen our relationship with our franchisee. We continue streamlining our store portfolio to eliminate loss-making store and coordinate selective expansion with profitability, as I said, as a key driver versus market share at any cost. From Jan to end of December, 1,178 stores left our network portfolio. During the same period of time, we also opened 207 stores, and we switched 112 stores to franchise. In parallel, we continue to strengthen our franchisee relationship by organizing, for example, annual franchisee event, sharing monthly newsletter, implementing B2B Net Promoter Score and involving our current franchisees in the franchisee selection process for new store openings. Finally, we support franchisee store performance by providing them with user-friendly store performance report versus their local competition, for example, or versus the average network performance. As far as cost reduction is concerned, we have put a lot of effort in efficiency improvement, cost reduction and CapEx monitoring. In the first half of '25, we successfully launched 7 group shared service centers covering key functions like IT, accounting, payroll and [others]. We kept on increasing the assortment overlap for national brands across all our business units. We are continuously managing our CapEx with detailed calendarization and reduction of our concept remodeling cost per square meter. Finally, we strengthened our process to recover overdues receivable, ensuring better financial discipline. And last but not least, 2 purchasing alliances are now operational, supporting our retail gross margin improvement. The Aura Retail purchasing alliance with Intermarche and Auchan in place since March 2025 for large 20/80 supplier, the European Everest purchasing alliance since August '25 for international purchases. By the end of '25, 37 supplier were rolled-out. Let me now hand over to Angelique. Angelique Cristofari: Thank you very much, Philippe, and good evening to you all. Let me first provide the context and financial framework behind these key financial data estimates for 2025. This publication is intended to provide the market with financial information relating to 2025, subject to the formal approval of the financial statements for the year. As such, this information does not stem from a full set of financial statements since it has neither been approved by the Board of Directors nor audited by the statutory auditors. However, the process related to the preparation of the consolidated financial statement has been completed. This financial data have been prepared on a similar basis as that used for preparation of the consolidated financial statements in accordance with the IFRS reference framework and are based on the information known by the group as at the date of this presentation. These data have been reviewed by the Board of Directors at its meeting held today. The approval of the financial statements on the basis of the going concern assumption remains subject to a favorable outcome of ongoing negotiations among the stakeholders involved in the group financial restructuring. Here is a summary of our full year financial data estimates. As you can see from the table, the trend is reserve positive with a net sales like-for-like growth over the full year period at plus 0.5%, driven by solid initial reserves results of the rollout of new concepts in the food business and the sustained momentum of the nonfood activity. So a significant improvement in profitability with a 14% growth in adjusted EBITDA driven by, first, the implementation of action plans such as reducing shrinkage and improving receivables collection. Second, the benefit of purchasing massification under alliances. Third, the measures to streamline the network, as Philippe mentioned, and fourth, our cost discipline. Our consolidated net loss group share would come out at minus EUR 402 million, mainly due to the net financial expenses in continuing operations. Free cash flow before financial expenses remains negative at EUR 120 million, representing a strong improvement versus last year, mainly derived from the growth in operating cash flow and the change in working capital. Net debt stood at EUR 1.5 billion, up EUR 290 million compared to December '24, still impacted by cash outflows from discontinued operations. The group liquidity position was EUR 1 billion at the end of December '25. It includes operational financings for which the group has obtained from its creditors, an extension of the maturity to May 28 of 2026. The group aims to reach an agreement with its creditors and FRH, its main shareholder within this period and at the latest by the end of June. Let's now go into the market environment. According to Circana data for 2025 and more specifically the FMCG category, value sales across all channels were up plus 1.9% in '25 with inflation up plus 0.6%. The positive news last year is that volumes rebound in 2025 with plus 0.9% growth versus '24 after 4 years of decline in France alongside a slight premiumization trend. Combined with moderate inflation, these factors are driving revenue growth. In this context, the convenience store segment continued to outperform other store formats in '25 in both value, plus 6.3% and volumes, plus 4.9%. This supports our strategic positioning in line with changing consumer trends. As for Monoprix, its performance followed the general trend among supermarkets category. However, in Q4, market trends were marked by a significant decline in festive products in all segments over the key 4-week period ending January 4. It was minus 4.4% in value and minus 3.4% in volume. A similar trend was also observed in our operational performance for December '25. First of all, a quick overview of our group sales figures. Full year 2025 net sales totaled EUR 8.3 billion, up 0.5% like-for-like. This performance must be split into, first, a return to growth for our convenience brands, up plus 0.7% like-for-like with 0.6% at Monoprix and Casino, Spar, Vival, while Naturalia increased by plus 8.3%, but Franprix slightly declined. Second, a minus 0.7% decline for Cdiscount on net sales, sorry, which, however, reflects an improvement over the year with a strong acceleration in Q4 with plus 3.7%. On the GMV side, as Philippe mentioned, Cdiscount was up plus 3.5%, also supported by an acceleration in Q4 with plus 6%. Let's now focus on Monoprix. Monoprix net sales amounted to EUR 4 billion in '25, up plus 0.6% like-for-like, of which minus 0.5% in Q4. Nonfood sales representing about 30% of net sales were up plus 2.1% and once again supported the trend driven by Fashion & Home, which is outperforming the market. Food sales representing about 70% of net sales were stable, reflecting a contrasted performance with positive momentum in fresh products, plus 1.3%, offset by unfavorable market trends in festive products in December, as mentioned before. The brand recorded a plus 0.4% increase in footfall in '25. And in terms of adjusted EBITDA, Monoprix totaled EUR 424 million in '25, up EUR 42 million year-on-year. This change is driven by the reduction in shrinkage, the margin gains resulting from the alliance with Aura Retail, the cost savings, which partially offset the rise in store staff costs. Franprix net sales came to EUR 1.5 billion in '25, slightly decreasing by minus 0.4% like-for-like, of which minus 1.4% in Q4. The good performance of stores converted to the oxygen concept was offset by negative impacts from price cuts rolled out in September '24 and the nonrenewal of a promotional operation in Q1 '25. However, footfall rose by plus 3.8% in 2025, of which plus 2.5% in Q4 as a result of commercial offer developments. Loyalty program acceleration, as Philippe mentioned, the [prix francs] campaign with prices cut and frozen on 30 private label products, the development of services such as Francples for key duplication service or the Nannybag luggage security service. Adjusted EBITDA for Franprix totaled EUR 136 million in 2025, up EUR 22 million year-on-year, driven by strong cost management and lower impairment of receivables as a result of actions to streamline the store network. Casino Brands net sales amounted to EUR 1.3 billion in '25, up 0.6% like-for-like, of which 0.3% in Q4. 2025 net sales performance was positively impacted by strong momentum for seasonal stores as well as the efficiency of the supply chain with an improvement of service rate at 94.9%, plus 2.5 points versus 2024. Adjusted EBITDA amounted to EUR 29 million in '25, down EUR 17 million year-on-year. Excluding the impact of EUR 21 million in dis-synergies on operating costs and EUR 12 million in logistics dis-synergies, adjusted EBITDA would have increased by EUR 16 million, supported by the important streamlining of the store network and cost savings. As for Naturalia, sorry, net sales came to EUR 310 million in '25, up plus 8.3% like-for-like, of which plus 8.4% in Q4. The brand definitely benefited from a good momentum in the organic market and the success of its La ferme concept plus the effectiveness of measures taken in terms of product offering and assortments. E-commerce sales also performed well in '25 for Naturalia with double-digit growth of website, plus 19.1%, while the partnership with Uber Eats on quick commerce continues to be rolled out, covering 72 stores at the end of '25. Naturalia continues to benefit from a strong growth in footfall, up plus 8.2% in '25 and a solid loyalty customer base since 74% of its revenue is generated by loyalty cardholders. Adjusted EBITDA amounted to EUR 22 million in '25, up EUR 8 million year-on-year, driven by volume, FX and cost discipline. As for Cdiscount, the brand has enjoyed positive momentum in '25, thanks to its relaunch strategy initiated 18 months ago. Global GMV has returned to growth in '25, supported by marketplace GMV with plus 8% growth, while the direct sales GMV decreased by minus 1%, but keeps recovering with a return to growth in Q4, plus 3%. Cdiscount net sales came to EUR 1 billion in '25, down 0.7%, of which plus 3.7% in Q4, confirming the sequential improvement underway since 2024. Adjusted EBITDA came to EUR 67 million in '25, down EUR 4 million year-on-year due to higher marketing costs as part of this reinvestment plan, which was partially offset by strong commercial momentum, operational efficiency and cost savings. By contrast, adjusted EBITDA after lease payment increased by EUR 5 million, primarily supported by a significant decrease in lease payments resulting from the rationalization of warehouse capacities. By walking through the P&L statement, we would arrive at a consolidated net loss of EUR 402 million, including a net loss from continuing operations of minus EUR 571 million and the net profit from discontinued operations of plus EUR 168 million. The net loss from continuing operations was mainly impacted by EUR 64 million trading profit resulting from an adjusted EBITDA of EUR 655 million, but EUR 591 million of depreciation and amortization. Second, a reduction in other operating expenses, which amounted to minus EUR 258 million in 2025, including EUR 87 million related to assets disposals, mainly real estate assets, minus EUR 275 million asset impairment losses, including EUR 218 million in goodwill impairment and minus EUR 41 million from risks and litigations. A negative impact of EUR 369 million from net financial expenses, including a net cost of debt of EUR 192 million, interest expenses on lease liabilities for EUR 145 million and the financial cost of CB4X for Cdiscount of EUR 25 million. As regards the discontinued operations, the net profit of EUR 168 million was mainly due within the HM/SM segment to favorable settlements of liabilities related to reorganization costs, termination of operational contracts and store closures. It thus reflects costs that are ultimately lower than initially estimated. In 2025, we then reported a free cash flow deficit of EUR 120 million, an improvement of EUR 519 million versus 2024. This change reflects the growth in adjusted EBITDA after lease payment for EUR 86 million, a positive impact of EUR 403 million due to change in working capital. As you know, 2024 was marked by the financial restructuring with a return to normalized payment terms leading to a higher level of disbursement in '24. On 2025, we saw the implementation of the suppliers shared service center with a new organization requiring a complete overhaul of processes. Changes in working cap was also impacted by faster inventory turnover due to seasonal effects end of '25. Generally speaking, the basis of comparison had been adversely affected last year as well by the payment of EUR 153 million social security and tax liabilities placed under moratorium in '23, of which EUR 142 million coming from working capital and EUR 11 million from taxes. Excluding this effect, the free cash flow before financial expenses last year would have been negative for minus EUR 486 million, and the free cash flow would then have increased by EUR 360 million positive year-on-year. Now starting from the minus EUR 120 million free cash flow of the previous slide, our net debt position has been mainly impacted by the net financial expenses, of which EUR 118 million interest paid for the reinstated term loan. EUR 19 million cash flows from discontinued operations and asset disposal, including a negative impact of EUR 152 million in cash related to discontinued activities, but a positive impact of EUR 170 million from real estate disposals. As a result, our net debt has increased by EUR 290 million to EUR 1.5 billion end of 2025. On this slide, we can see our debt maturity profile. As you know, most of our debt accepted our main RCF matures in March next year. And for operational financing, we have secured last week an extension of the maturity from our banks until the end of May 2026. In the meantime, ongoing discussions with creditors are continuing with a view to reaching a comprehensive agreement that would, in particular, extend the maturity of the operational financing to a longer term and also revise downward the cost of debt. You can also see on the right the cost of our main debt instruments. In light of this maturity and cost of debt, last November, the group has launched a work to adapt and strengthen its financial structure, as most of you know. Now let's give you some insight on our liquidity position at the end of December last year, which standed at EUR 1 billion, including EUR 11 million of undrawn overdrafts. All the other credit lines were drawn as of December 2025, as you can see here, the main RCF for EUR 711 million, EUR 149 million of overdraft facilities, EUR 95 million of the Monoprix exploitation's RCFs and EUR 60 million of the French state-guaranteed loan, plus EUR 36 million of Monoprix Holding's bilateral lines of credit and EUR 20 million of another bank available line. Just as a reminder, under the loan documentation, available cash is defined as cash and cash equivalents, excluding the float and any trapped cash. Now moving on to our financial covenants. The financial covenants under those financing agreements include EUR 100 million minimum liquidity on the last day of each month. Hence, EUR 1 billion end of December was satisfying. And the same covenants also applies to each month of the subsequent quarter. Here, important for you to know that our liquidity position estimate for the end of Q1, which is tomorrow, is EUR 0.8 billion, of which EUR 0.2 billion is attributable to factoring, reverse factoring and similar programs. The total net leverage ratio at the end of each quarter must also comply with specific thresholds. As at December '25, this ratio was 4.66 based on EUR 194 million covenant adjusted EBITDA and EUR 900 million covenant net debt. It is below the threshold of 7.17, we were to comply with, and it doesn't take into account, sorry, any pro forma restatement as granted by the documentation. I would add that the ceiling of this ratio is set at 7.41% for March '26, and our EBITDA forecast for Q1 is to ensure compliance with this March test. Let's now focus on the project to adapt and strengthen the financial structure of the group. In order to support the execution of the strategic plan and in light of the maturity of our various indebtedness, we have initiated work to adapt and strengthen our financial structure since last November '25. The key terms of the proposals made by either the controlling shareholder or the creditors were made public in February and March and are detailed in the presentation available on the group website. It's important to highlight that such -- should such a transaction to adapt and strengthen the financial structure be completed, it would result in a significant dilution for existing shareholders. The company has last week secured an extension of the standstill agreement from the RCF, TLBs and operating financing creditors until May 28, 2026, while the standstill granted by the Quatrim creditors is in the process of being extended from end of April to end of May. Banks have also agreed to extend the maturity of the operational financing to the end of May 2026. As of today, unfortunately, no agreement has been reached between Casino, FRH and the creditors regarding the adaptation and strengthening of the Casino Group financial structure and discussions are continuing. So that concludes my presentation. Thank you for your attention, and I give the floor back to Philippe for his closing remarks. Philippe Palazzi: Yes. Thank you, Angelique. I will go to a conclusion. That means I would like to provide you with an overview of our market perspective and upcoming challenges that Casino Group will face in the coming months. First of all, I'm convinced that we are at the right place and at the right moment. Convenience retail market, as you have seen in the Angelique presentation, shows a positive trend aligned with change in the consumer habits, especially in the growing segment of quick meal solutions. There are still white spot for expansion in our targeted zone in France. Organic specialized distribution and e-commerce penetration are still growing, offering important opportunities for the group. Main French retailer operate -- move towards growing convenience retail sector on which there is significant investment, especially in Paris. [Recovery] will increase drastically in the upcoming months, most likely leading to a territory and price war. Moreover, traditional retailer position is exposed to risk from the aggressive expansion of nonfood discounters and ultrafast fashion e-commerce platform such as Temu or Shein. Finally, from a macroeconomic perspective, we'll also face consumption decline mainly to political instability in France, low consumer confidence, recent conflict in Middle East and the oil price increase. It's now the moment to conclude. I would say that we are in a dynamic convenience market at the right place, with the right brands at the right moment, but in a market increasingly competitive where players are fighting for price leadership. '25 financial data estimates are fully in line with our Renouveau 2030 business plan and confirm the relevance of our positioning and the successful execution of our strategic plan. We'll focus during the coming months on execution and constantly adapting our model to market evolution as well as to market revolution. I would like to thank you for your attention, and we will now answer your questions. Thank you. Angelique Cristofari: Okay. Then the first question is, when will the group pay the rest of the Quatrim bond given the high interest burden? So you may have noticed that EUR 21 million were repaid last Friday to the Quatrim secured bondholders. Hence, the nominal amount of the Quatrim bond is now EUR 120 million versus what it was end of December. The gross asset value of our real estate asset presently stands above EUR 200 million at the end of last year. And we are ahead of schedule, which means that thanks to this disposal program, we have reduced the coupon at 7.5% since April 2025 instead of an initial coupon of 8.5%. This bond matures on January 27, and it benefits from a 1-year extension option exercisable by the company, which will be -- we will see in the future how this is extended. We also have a question from ODDO. What to expect on margins from Casino and Cdiscount, which were somehow below expectations going forward? On margin, Casino and Cdiscount are not below our expectations. In the next year, we expect that Casino free cash flow should be 0 in 2030, as was shared through the Renouveau 2030 plan, and it should be for Cdiscount a EUR 67 million free cash flow. Philippe Palazzi: Yes. I think the question -- I will take that one. The question is it seems that somehow CapEx is below target slightly, but above all is it enough to growth in the context of increasing competition in proximity. I mean cash flow reached EUR 252 million in '25, slightly below our plan of EUR 263 million. It was just phasing effect we had at this time. As you recall in the presentation that I mentioned that we are very careful in the cost per square meters and as well as to make sure that we implement the right CapEx at the right store and at the right place. This year, we have accelerated at Monoprix as well all the investment, the CapEx investment we are doing in turnaround stores. You know that every store by the end of the plan of Monoprix will be touched till 2030, every single store will be touched on that one. If you take '25, 2030 is more than EUR 1.7 billion that will be invested into our network. And yes, to answer your question, is highly sufficient to fight against competition and even leading the pack. Angelique Cristofari: Yes. We have a question on net debt. So can you elaborate on the position as of December '25 and real estate disposals? How much of the cash from those disposals? Is this level of net debt a kind of run rate? Or shall we make some retreatment to have an idea of the real net debt, excluding divestments? So the consolidated net debt stood at EUR 1.5 billion end of December, increasing by EUR 290 million, as explained during the call. This variation was mainly impacted by real estate disposal for EUR 170 million, but financial expenses for minus EUR 382 million. Cash flows from discontinued operation for EUR 152 million and free cash flow before financial expenses of minus EUR 120 million. So net debt end of December '25 was yet impacted by the real estate disposals and discontinued activities, notably as indicated. Ongoing discussions to change the group financial structure will impact what is the level of group indebtedness and cost of debt going forward. So it's a bit early to answer what is the run rate for the net debt. Philippe Palazzi: And apparently, there is no more questions. But we would like to thank you for the time today and for your question. And we're going to see most of you quite pretty soon. And next financial update will be end of the quarter as well, first quarter. Thank you.
Operator: Thank you for joining today's conference call to discuss Tilray Brands' financial results for the Third Quarter of Fiscal Year 2026 ended February 28, 2026. [Operator Instructions] I'll now turn the call over to Ms. Berrin Noorata, Tilray Brands' Chief Communications and Corporate Affairs Officer. Thank you. You may now begin. Berrin Noorata: Thank you, operator, and good morning, everyone. By now, you should have access to the earnings press release, which is available on the Investors section of the Tilray Brands website at tilray.com and has been filed with the SEC and OSC. Please note that during today's call, we will be referring to various non-GAAP financial measures that can provide useful information for investors. However, the presentation of this information is not intended to be considered in isolation or as a substitute for the financial information presented in accordance with GAAP. The earnings press release contains a reconciliation of each non-GAAP financial measure to the most comparable measure prepared in accordance with GAAP. In addition, we will be making numerous forward-looking statements during our remarks and in response to your questions. These statements are based on our current expectations and beliefs and involve known and unknown risks and uncertainties, which may prove to be incorrect. Actual results could differ materially from these described in those forward-looking statements. The text in our earnings press release includes many of the risks and uncertainties associated with such forward-looking statements. Today, we will be hearing from key members of our senior leadership team, beginning with Irwin Simon, Chairman and Chief Executive Officer, who will provide opening remarks and commentary followed by Carl Merton, Chief Financial Officer, who will review our financial results for the third quarter of fiscal year 2026. And now I'd like to turn the call over to Tilray Brands' Chairman and CEO, Irwin Simon. Irwin Simon: Thank you, Berrin, and good morning, everyone. It's been an exciting year at Tilray Brands. We delivered a record quarter with continued international expansion across our platforms. I also want to briefly highlight our BrewDog acquisition. When you have good news, you go to the tallest building and scream it and don't wait. This transaction positions Tilray at approximately $1.2 billion global revenue company on an annualized basis and meaningfully strengthens our long-term growth profile. I've done over 100 acquisitions in my life, and I've never received more calls, congratulations and a brand with more awareness on a global basis, which helps Tilray to be at the forefront around the world. Since 2019, we have transformed the company from a Canadian cannabis business with approximately $50 million in revenue to a global lifestyle consumer products company approaching over $1 billion in revenue on an annualized basis, providing the strength and effectiveness of our strategy and our execution going forward. We are building a diversified global platform grounded in a long-term vision of bringing people together through meaningful connection. With a strong team and clear priorities, we remain confident in our path forward. Today, Tilray leads its global platform as the #1 cannabis company in Canada by revenue, the fourth largest craft brewer in the U.S., a global leader in medical cannabis and a wellness leader in North America. And now with BrewDog, the #1 craft brewer in the U.K. Transforming this business has not been easy. We operate in highly regulated environments globally. Face cannabis regulatory reform in the U.S. and navigate constraints across international markets. At the same time, we've strengthened our global brand portfolio, scale and optimize our cultivation capabilities and our brewing capabilities, built a $0.5 billion beverage platform within a long-established category and established a meaningful wellness strategy. This level of progress reflects both the pace of our execution and the strength of our strategic foundation and the teams that we have in place. Yes, there have been challenges along the way, particularly with integration, and there will continue to be challenges. This takes time. But today, we see the pieces coming together in the way that few businesses can replicate, and we're building something truly differentiated. And our Q3 results reflect this in the third quarter and consecutively from Q2 to Q3, we delivered record results with net revenue reaching $207 million, reflecting 11% organic growth year-over-year and gross profit increasing to $55 million, up 6% from the prior year despite ongoing industry and macroeconomic headwinds, we also maintained a strong financial position ended the quarter with $265 million in cash, restricted cash and marketable securities and approximately $3.5 million in net cash, providing the flexibility to invest in growth while maintaining financial discipline. Our Q3 results reinforce the momentum we outlined last quarter, improving fundamentals, sharper execution and increasing leverage from our diversified global platform. Turning first to our cannabis business. We delivered strong results this quarter across our global platform, with continuous momentum in both Canada and our international markets. As the regulatory environment evolves, particularly in the U.S., we're well positioned with scale infrastructure and experience to expand this business globally, we've built this platform deliberately, and we're ready to execute as opportunities develop. Q3 was the largest quarter ever for international cannabis growth. We generated $24.1 million in net sales with 73% year-over-year growth and 20% sequential growth. This was driven by exceptional sales volume growth. Medical cannabis flower volume was up 100% year-over-year and medical cannabis oil volume was up 90% year-over-year. Tilray holds top position by a significant margin in the medical cannabis oil category across leading international medical markets while we leverage our expertise and reputation in the doctor-led distribution channels. Germany, our largest international market grew 43% year-over-year, an important achievement for our international team as they continue to navigate evolving regulatory framework and significant price compression across global markets. Notably, we overcame $7 million in price pressure that flows directly to the bottom line. Turning to our medical distribution business in Europe. I'm extremely proud to say that CC Pharma was recognized as one of the top 100 innovators, leaders and trusted partners in the European pharmaceutical market. Congratulations to the team on a great accomplishments for continuously driving our business forward. Our Tilray Pharma business grew 35% year-over-year to $83 million, making it our highest ever third quarter for sales and profitability. The increase in distribution revenue in the period was driven by portfolio optimization, mix, positive market trends and increased medical device sales. Our recently announced partnership with Alliance Healthcare further strengthens our leadership in Germany, expanding our reach to more than 16,000 pharmacies, up from 13,000 previously. In addition, we entered into a partnership with Smartway, a leading U.K.-based pharmaceutical distribution company to expand the availability of our pharmaceutical products across the United Kingdom. Together, these partnerships speak to the strength of Tilray Pharma as a valuable strategic asset within our global medical cannabis platform. Looking ahead, our distribution business is laser-focused and driving future operational efficiencies, be automation, centralized sourcing, harmonized packaging and label that sets us up with vertical integration for our cannabis business. Turning to Canada. Our Canadian cannabis business continues to deliver strong results. We reinforced our position as Canada's leading cannabis company by revenue on a trailing 12-month basis, and our adult-use medical grew 8% year-over-year to almost $40 million of net revenue. This performance speaks to the strength of our portfolio and the resilience of our commercial execution and the team that we have in place today. From a market share perspective, Tilray maintained the #1 market share position in cannabis dried flower, pre-rolls, beverages, oils and chocolate edibles. Importantly, this leadership reflects the strength of our tiered brand strategy in dried flower, Tilray is the only licensed producer with 3 brands in the top 10. In pre-rolls, we hold 2 of the top 3 brands. And in beverages, we delivered the top 2 brands in the market during quarter 3. This approach diversifies our reliance across brands and facilities while allowing us to serve the seed consumer segments with clearly differentiated offerings. From a brand portfolio perspective, Broken Coast delivered its strongest quarter in the past 2 fiscal years, growing 16% year-over-year. We also continue to innovate with our core categories launching Good Supply, Where's My Bike and Blueberry Donuts cannabis strains during the quarter. both of which finished the quarter among the top 10 dried flower SKUs in British Columbia, and we plan to scale them nationally and introduce additional genetics in Q4 and into fiscal 2027. Finally, we also introduced a new brand, Portal, featuring vapes, infused pre-rolls late in the quarter. While still early, we're beginning the national rollout. We expect to launch a Portal to build upon our momentum and drive meaningful growth in these key categories going forward. And we're also making clear progress in high-growth price-sensitive categories such as vapes. Quarter 3 marked our strongest vape quarter in the past 2 fiscal years, reestablishing Tilray as a top 10 player in the category. Importantly, this performance reflects our disciplined approach to revenue generation. We intentionally scaled back our vapes volume until we achieve the right cost structure and return the category to profitability. After 7 years of federal cannabis legalization in Canada, we are modernizing the store. We built a strong foundation on Canadian cannabis, and we're now advancing to the next phase transforming our cultivation platform through AI-driven growing systems, next-generation genetics and improved yields across our operations. We're executing a comprehensive end-to-end upgrade of our cultivation capabilities. And while this transition is still underway, we're already seeing progress as we move towards more consistent, higher quality and more efficient production. This evolution is designed to enhance margins, strengthen product quality and position us ahead of the curve as the industry continues to mature. In the U.S., we continue to monitor the rescheduling of medical cannabis and are actively engaged with legislators and regulators. We're also evaluating our participation in the center for Medicare and Medicaid Innovation pilot programs. Tilray is well positioned to contribute to the pilot program with its proven track record of operating at a scale in a highly regulated medical cannabis globally. Moving to our beverage business. This quarter and shortly after the quarter end, we successfully executed against our key strategic priority to expand our global beverage platform through a strategic licensing partnership with Carlsberg and the targeted acquisition of BrewDog, strengthening our portfolio, improving utilization and advancing our global growth strategy. We are honored and proud to begin our partnership with Carlsberg, one of the world's leading brewers starting in January of 2027. Through this partnership, we'll produce, market and distribute a portfolio of leading Carlsberg brands across the U.S., leveraging our brewing network, commercial capabilities and our national distribution footprint. We expect this to drive immediate scale accretive to revenues, supported by increased volumes, expand shelf presence and a more favorable product base. Following the Carlsberg announcement and post quarter close, we acquired craft beer icon, BrewDog, creating approximately $500 million global craft beverage platform on a pro forma basis. We acquired BrewDog's global IP, strategic brewing and brewpub assets across the U.K. Ireland, Australia and the U.S., creating immediate scale, strengthening our infrastructure and broadening our international reach. This positions us to extend our reach into previously untapped markets such as the Middle East, Asia Pacific and take our U.S. brands globally while strengthening their portfolio with a highly recognized craft brand. We acquired this platform for approximately EUR 40 million, which reflects a fraction of its replacement cost. This strategic acquisition has significantly accelerated the implementation of our global strategy by several years. Now turning to the results of our beverage business. We're making disciplined progress on the integration of our beverage acquisitions, while staying focused on the work still ahead to generate growth and profitability. As expected, beverage net revenue of $43 million in Q3 was impacted by margin-focused actions as well as industry-wide softness. These margin-focused initiatives are delivered and necessary to reset the business for profitable long-term growth. What's important is that the underlying fundamentals are improving. Through Project 420, we rationalized the portfolio, removing nonstrategic SKUs to improve velocity, margin and execution. We continue to focus on cost discipline, delivered over $6.2 million in annualized savings during the quarter, completing our target synergy program of $33 million enabling us to achieve approximately 32% gross margins despite significant input costs and headwinds. Without these decisive actions taken, margin would have been more significantly impacted. Operationally, we're building a more focused, higher performing portfolio, we're prioritizing fewer, bigger, better innovations aligned with consumer demand. Products like Pub Light are expanding distribution and our ready-to-drink cocktails on the West Coast are delivering margin accretive growth. We're also starting to see sequential improvement across our core brands, including Sweetwater, Shock Top, Blue Point, Revolver and Montauk. Looking ahead, we expect continued momentum on improving fundamentals and a stronger path to growth. Within the spirits category, in Q3, we focused on enhancing our commercial plan. Wholesale completions were 160 basis points above the national spirits trends, demonstrating strong consumer demand and awareness. Our ongoing efforts remain focused on expanding product distribution to additional states and beyond. Regarding our U.S. hemp-derived THC beverage business, we continue to offer Fizzy Jane's, Happy Flower, hemp-derived THC beverages in 5-milligram and 10-milligram formats through nationwide retail partnerships, including major wine, liquor and grocery outlets across the country. While federal and regulatory changes may affect HDD9 products after November 2026, we continue to stay engaged with legislators and regulators who are closely monitoring the development in Washington. Turning to wellness. Net revenue increased by 16% to $16.4 million in the quarter, driven by our focus on value-added innovation across superseed, better-for-you breakfast and snacking and continued momentum in the high-vol energy grade. We'll continue to focus on distribution expansion broader assortment and promotional improvements while continuing to strengthen the profitability profile of wellness business. With that, I will now turn that over to Carl. Carl? Carl Merton: Thank you, Irwin. Before I begin, please note that we present our financials in accordance with U.S. GAAP and in U.S. dollars. Throughout our discussions, we will be referring to both GAAP and non-GAAP adjusted results and we encourage you to review the reconciliation contained within the press release of our reported results under GAAP with the corresponding non-GAAP measures. This quarter, we achieved record third quarter revenue and strong year-over-year improvements in gross profit and adjusted EBITDA and we are reaffirming our adjusted EBITDA guidance for fiscal 2026. Net revenue was a third quarter record of $206.7 million, an 11% increase year-over-year. Revenue growth was across multiple businesses. Cannabis net revenue increased 19% year-over-year to $64.8 million during the quarter, driven by strong growth in gross international cannabis revenue of 73% and 8% in net Canadian adult-use and medical cannabis. The exceptional revenue performance of our international cannabis business solidifies our point from the last conference call that Q4 2025 and Q2 and Q3 of this year's performance are more indicative of what investor expectations should be going forward. Growth in international cannabis accelerated based on an enhanced supply chain, increased patient adoption in certain markets and our targeted expansion into emerging markets. This quarter, we continue to strategically reallocate supply from the Canadian wholesale market to higher-margin international markets and we'll maintain this approach as those markets continue to scale. Year-to-date, we allocated approximately 6 metric tonnes of product from Canada to international markets, which continues to supplement our ever-increasing cultivation in [indiscernible]. Distribution net revenue increased 35% to $83 million based on a focus on higher velocity and margin SKUs and positive impacts from foreign exchange rates. We expect distribution to continue to be a strong contributor as it complements and scales alongside our international business. Beverage net revenue for the quarter was $42.6 million compared to $55.9 million in the prior year. However, the results do not fully reflect the operational progress we have made in the segment. During the quarter, we successfully completed Project 420, closing and delivering $33 million in annualized cost savings, which improved the underlying cost structure of the business. Those cost savings are not always visible in our margin results as they've been largely offset by almost $2.9 million of higher aluminum costs year-to-date and lower overhead utilization rates. Getting our cost structure right in beverage has been and will continue to be a key focus area for us. Looking ahead, Carlsberg represents a compelling opportunity for us through a partnership with one of the largest global brewers. The relationship enables us to improve overhead utilization without deploying capital to acquire a brand while creating meaningful operational leverage. It also provides multiple avenues to strengthen the platform including increased scale with key global raw material suppliers and the ability to collaborate and learn from one another on innovation and best practices to support long-term growth. BrewDog represents an equally compelling opportunity to strengthen our beverage business in the future, but for different reasons as it is more about an international opportunity. The BrewDog transaction was unique because it represented a chance for the business to start with a clean piece of paper and hand select the best and most important elements of a strong business that was placed in administration for reasons other than its core business. After this transaction, Tilray strengthens BrewDog, BrewDog strengthens Tilray. Lastly, wellness net revenue in the quarter was $16.4 million, growing 16% year-over-year based on our focus on high-value innovations the continued strength of high-vol and growth in the ingredient sales channel. In terms of contribution, cannabis accounted for 31% of revenue, beverage revenue was 21%, distribution was 40% and wellness was 8%. Moving on to profitability. We achieved a record third quarter gross profit of $55 million, a 6% year-over-year increase. Gross margin was 27% compared to 28% last year. By segment, cannabis gross margin was 40% for the quarter compared to 41% year-over-year and remained largely flat, primarily due to price compression in international markets, which reduced international cannabis revenue by approximately $7 million despite higher gram equivalent sold. Distribution gross margin increased to 12% this quarter compared to 9% year-over-year due to favorable changes in product mix and increases in average selling price during the quarter. Beverage gross margin was 32% this quarter compared to 36% in the prior year quarter. This change was a function of lower overhead absorption rates and higher input costs, including the previously discussed aluminum costs. Wellness gross margin increased to 33% during the quarter from 32% year-over-year as strategic price increases largely offset an unfavorable change in sales mix. Net loss was $25.2 million, a $768.3 million improvement compared to a $793.5 million loss year-over-year or a net loss per share of $0.24 compared to a net loss per share of $8.69. The improvement in both net loss and net loss per share is primarily driven by the onetime noncash impairment we reported in the prior year quarter. Adjusted net income and adjusted net income per share, which both exclude the noncash impacts of amortization, stock-based compensation, impairments and nonrecurring charges, improved $5.3 million year-over-year to $2.4 million and $0.02 per share, compared to an adjusted net loss of $2.9 million and adjusted net loss per share of $0.03. Our adjusted cash operating income for the quarter was $4.1 million compared to a loss of $3.1 million last year. Adjusted EBITDA for the quarter increased 19% to $10.7 million compared to $9 million last year, reflecting continued execution against our strategic plan, particularly from our international cannabis business. Cash flow used in operations was $21.9 million compared to $5.8 million last year. The increase in cash used in operations was largely related to inventory ahead of our seasonally stronger fourth quarter and accounts receivable for our growing international cannabis business. Excluding the impacts of working capital, cash generated from operations was $3.4 million compared to cash used in operations of $9.3 million in the prior year. We ended the quarter with cash, restricted cash and marketable securities of $264.8 million and a net cash position of $3.5 million, which improved $40.2 million from a net debt position year-over-year. As we have recently demonstrated our strong liquidity position has enabled us to act decisively in a dynamic environment and provides continuing flexibility to pursue strategic opportunities. We remain focused on managing and strengthening our balance sheet throughout the remainder of the year and beyond. Lastly, we are reaffirming our fiscal 2026 adjusted EBITDA guidance of $62 million to $72 million. Operator, we can now open the call for Q&A. Operator: [Operator Instructions] And the first question is from the line of Kaumil Gajrawala with Jefferies. Kaumil Gajrawala: Can you guys hear me now? Irwin Simon: Yes. Carl Merton: Yes. Kaumil Gajrawala: Great. I wanted to first maybe ask about the supporting the international business in the context of Canada looks like it's also stabilizing. So you have a lot of growth and great margins in one. But on the other hand, you've got stabilization in your bigger markets. So how are you managing the balance between those two? Irwin Simon: What was the line? I didn't hear. You broke up the last piece, the cannibalization? Kaumil Gajrawala: Not cannibalization, but just managing the balance between supporting your international business and what looks like stabilization in Canada? Irwin Simon: And you're talking cannabis right now for us, right? Kaumil Gajrawala: Yes, cannabis. I'm sorry, this is about cannabis. Irwin Simon: Yes. Yes. Okay. So listen, I think the big thing is, number one, we are bringing on our Masson grow facility in Gatineau, which is increases our -- we're going from 137 metric tonnes of grow to almost 200 metric tonnes of grow. And also, we're bringing on outdoor grow in Cayuga. So number one, when we now have plenty of growth, and this has been a tougher year on yields in that, and that's sort of what you heard me say as we're overhauling things and modernizing things on better yields in the Canadian market. On the other hand, the good news is our Cantanhede facility in Portugal and our Germany facility is probably producing some of the best yields and some of the best flower that we ever had. So the number -- the most important thing is we have plenty of supply to supply the European market. The other thing is we're seeing price compression, which I talked about, with the growth that we're having with yields, we'll be able to support that. And I think the most important thing in Europe is this here, consistent supply. We've not had consistent supply. Number one. Number two, one of the things in Europe, you have to wait for permits, and that has slowed down to getting our sales out there. We've seen a real big improvement in the Portuguese government. I want to thank them. They modernize this now, where sometimes it'll take a month, you can see 3 days now. So being able to get product to our customers is something very important. And then with that, we have perfected our grow and our yields, that will help our margins continuously, and deal with price compression. And I think the important thing is from Tilray standpoint, with our Tilray products with our innovation, with our brands, the big opportunity for us is if we got consistent product, we're going to get the volumes and how do we deal with price compression? If price compression consistently happens, we have supply, and I think we have more supply than anybody there. So it's something that we're aware of. We dealt with it in Canada. We've had $250 million of price compression over 5 years in Canada, and we dealt with that. So not that I want to see that in Europe, but it's something we can deal with either now having supply, now having good yields, now having good grow over there to do it both in Canada and Europe. And there's no one else out there that has the supply that we have, both from the Canadian market today and the European market. Kaumil Gajrawala: Got it. And on Project 420, now that I guess, it's coming sort of towards the end or at completion, is there a new project? Or is it sort of more ongoing business as usual as we look forward from a productivity standpoint? Irwin Simon: This is a good question. I mean there is absolutely project ongoing. We never just say, okay, we made a $33 million, $35 million of cost savings, stop. Now with BrewDog in the mix and bringing that together, both internationally and domestically in regards to buying hops, cans, labels, et cetera. And it's definitely something as we combine now. And just remember, we've gone from a $200-plus million beer business, almost $0.5 billion now in size. So from scale, that's going to help us. And as we look at rationalization continuously on our plants, we look at rationalization on distributors. We just said, how do we bring all the organizations together, there'll definitely be additional cost savings available to us. Operator: Our next question is from the line of Robert Moskow with TD Securities. Xin Ma: This is Victor Ma on for Robert Moskow. So I just want to ask about international first. International grew 73%, Germany grew 43%. What drove this delta? Was it shipment timing or permit delays that -- from the previous quarter that were fixed this quarter? And in terms of kind of looking at growth going forward, is that 43% growth rate for Germany? Is that kind of a good run rate to use and looking at growth for the segment? Irwin Simon: So number one, there was some products that did not get shipped in the second quarter because of permits, but there's products that did not get shipped in the third quarter because of the permit. So it equals out. In regards to what was the growth? The growth was based on us having supply and demand. And I'm not sure, again, we have a big fourth quarter, what is the true run rate there. And the big thing is what I said before, what the market is realizing, what patients and what doctors are realizing is that we will have supply. We will have good flower, we will have lots of innovation, we'll have some good oils. And again, we will be price competitive. So what is the right growth number? I'm not ready to give that yet. But again, there's big opportunities for us in the international markets, not only in Germany and Poland, the U.K. and other markets, it's additionally other markets that we're looking at to open up and what will happen in Spain, what will happen in France. And so we're really excited. The other thing that we have there with our CC Pharma, Tilray Pharma and some of the stuff that we're doing in the U.K. and being vertically integrated as we sell through our distributor and sell directly through our distributor into the drug stores, helps us that where we're a grower, where we've got a brand. And then we have -- the third part of it is where we have from a vertical integration, the distribution going to the drugstores. So that helps us tremendously, too. Xin Ma: Got it. And then my second question is on the beverage segment. So in terms of just rising aluminum costs from the Midwest premium related to the tariffs and then additional supply shocks from the Iran conflict. How -- can you offer any color in terms of how hedged you are on your aluminum exposure? And how -- what's the benefit in terms of kind of scale that adding Carlsberg into the U.S. portfolio give towards managing that cost impact? Irwin Simon: So I'm going to let Carl talk about the hedge in a second because we are hedging on some things. But listen, adding Carlsberg in there with a good-sized business, adding BrewDog in there and then being able to buy on global contracts is going to be very, very helpful for us. Right now, a lot of our hops for BrewDog internationally come from Washington State. But we, right now, as we put this together and listened, having Carlsberg, who is one of the largest brewers in the world and possibly buying into their contract, and we still have left over whether there are hops in that from our ABI stuff. So there's lots of opportunities from a scale to be buying hops and cans, and that's the big one to watch out for is as aluminum prices have gone up and Carl, will talk about hedges. Listen, the big watch out there is what happens with fuel and from a standpoint there is the unknown. But Carl, from where we're hedged -- Carl, do you want to talk about that? Carl Merton: Yes. I mean you answered most of it, but just specifically on the hedge for aluminum, we're currently hedging 65% to 75% of our buy on a month-to-month basis, and we're hedging a year out. Xin Ma: Got it. And just one last question, if I can. In terms of just the distribution gains from the shelf resets that typically happen in the spring. How are those conversations going? How is that tracking? Any color you can share there? Irwin Simon: So going well. I will say this here, we gained and we lost. And the big part of it is this here, we're in the craft beer category, lost some space out there. But I think the big thing is this here, where we didn't -- when we bought the Molson's piece and prior to that when we bought the ABI piece, from a timing standpoint, we lost a lot of SKUs where we had no influence in no part of it. So again, it goes against us. Now we've gained a lot of distribution. And the big thing is this here just because we gain distribution and make sure the product sale. So plus-plus, we probably lost more. But again, it's okay because it was the SKUs that were not part of us at the time. And the new SKUs and the new products and new innovation is what we're excited about and where we've gained. And we had some big days at Walmart. We had some big days at Kroger, Albertsons and some other ones across Shop & Shop across the board. So all in all, we're happy with what we got. And listen, I'd rather the set get smaller and us be a bigger player in a smaller set than just have a big set out there. So there's a lot of resetting happening within the craft beer industry in regards to the size and what retailers need out there. Carl Merton: Just to supplement that a little, when Irwin talked about the acquisitions, it's more about the timing of the acquisitions because we bought those brands after the initial discussions on spring resets that already happened. Irwin Simon: And we were not the ones presenting those spring resets. But now whether it's the Molson or the ABI, and that's sort of where we'll be next year in January as we take on Carlsberg, we'll be out there presenting in February -- January, February for the next spring resets for Carlsberg. Operator: Our next question is from the line of Bill Kirk with ROTH Capital Partners. William Kirk: I want to spend a little time on the improvements at Tilray Pharma. Carl, you mentioned a focus on the highest velocity SKUs. So what SKUs or product types are those that are leading the way? And then maybe more importantly, how can you or how are you leveraging this improved CC Pharma for your cannabis business in Germany? Irwin Simon: So I'm going to -- Rajnish, since you're on the call, I'm going to let you jump in here because you're the one managing this. I think there's three things here. Number one, it's the buying that our guys are doing over there. Number two is our assortment. And number three, as we now look to sell our products into Italy and we sell our products into the U.K. Rajnish, do you want to go into the specifics of what the products are that we've really seen the increase in sales? Rajnish Ohri: I mean, there is a group of products revenues, we have about 2,800 SKUs. So what we have done is basically identified SKUs which have higher velocity to go. So there is a bunch of about 50 top SKUs which are right now working where there is a high velocity which we focus on, not just on velocity, but also on the gross margins. So these are the two criteria for us to look at in terms of the growth. And then we are adding the medical cannabis portfolio. I mean, the medical cannabis portfolio is helping us to grow both in margins as well as in revenue because per unit revenue is much higher and margins are better. So these are the two big things in terms of the selling side of the business. And of course, on distribution, we are now -- with our new alliances, which are coming forward, we are now actually increasing our distribution across the pharmacy channel, which helps us to grow not just per unit, but also in the depth of distribution and the width of coverage of pharmacy. So this is really on the seller side. But more importantly, also on the buy side, I think we are now -- our purchasing is becoming much more robust in terms of the timely decisions. We've implemented automation in our purchasing system, which predicts the pricing patterns and then it helps us to take decisions quicker. So I mean these are a few things which in the pharmacy distribution is helping us to grow. And then, of course, on the operations side, a lot of our business, we are also looking at in-house packaging to out-house packaging and whichever way is working for us, there's a big team, which is working to make sure that there is a consistency in supply from the operators, both in-house and out-house, and that's also helping us to improve the margins. Irwin Simon: When we bought CC Pharma, that was a big part of it. But again, it was bought during the Aphria time was for a tender, and was the age of sub-pharmacies. That was not really happening, number one. Now -- and there was challenges with getting different medicines as we're buying all different types of medicines. But as Rajnish said, we're focused on the core medicines with the higher margins. And we've done a lot of automation at CC Pharma. The other thing is what's happened, we've gone from servicing 13,000 drugstores now to 16,000 drugstores. So we've expanded the amount of drugstores in Germany. The other major thing is as we expand out CC Pharma into Italy and into the U.K. is a bigger platform that we'll be selling through. Not the highest margins, but again, as the volume grows, there's a lot more contribution. And as we put a lot more cannabis through it with much higher margin, you're going to see the margin grow there dramatically. William Kirk: Awesome. Thank you for the detailed answers. My second question, Irwin, in the opening comments, you talked about now being a run rate of $1.2 billion in revenue. The last 12 months, I think, it's something like $850 million. So is the bridge between the two? Is that mostly the revenue from acquired BrewDog assets? And I asked because you didn't take all the assets. So how much of the BrewDog revenue that they've released in their annual reports is generated by the assets that you took on and now have? And how much of their annual revenue was tied to assets that you didn't take. Irwin Simon: So let's say between $225 million to $250 million is what we have taken, okay? And again, we took all the U.K., Ireland, Scotland distribution through retail, we've taken it through on-premise. And we've taken 16 brewpubs in U.K., Ireland and Scotland. We've taken the brewpubs in Australia, we've taken the distribution in Australia. We've taken three brewpubs ourselves, and -- 2 brewpubs ourselves and there's three franchises. There's 15 other franchises out there today around the world that we sell them beer to and we get some type of royalty. In regards to the U.S., we've taken the distribution, the manufacturing in the U.S., and we've taken with them Las Vegas, Columbus, St. Albany and Cincinnati is -- and Cleveland, I'm sorry, and the airport in Columbus. That's what we've taken there. So it's somewhere between $225 million and $250 million in sales that we have taken. In regards to the other piece, Bill, it's all coming from growth, and that's where it's going to come from. And don't forget, you saw from a standpoint there, what we've gone through is SKU rationalization in regards to our beer business. If you take what we're down this year and what was SKU rationalization, what was distributor rationalization, and what was product rationalization, I mean quite a bit of sales come out of our business. Operator: Our next question comes from the line of Aaron Grey with Alliance Global Partners. Aaron Grey: First question for me. I just want to dig a little bit more in terms of hemp. So in terms of your outlook potentially for changes to come before the ban on any product is more than 0.4% THC coming to fruition in November. And then taking that into context, how you're looking at the CMS program, you mentioned potentially looking to enter into that. So how are you looking at potential opportunity there, particularly if there is a restriction on THC products and how appealing that program will be for patient adoption or rejection? And then just how you think about that longer-term opportunity there? Irwin Simon: So number one, let me go back to HDD9 and how we're looking at that. We're looking at it three ways. Number one, it gets extended and stays as is. Number two, there is some type of new legislation that comes out that regulates it either 3, 4 or 5 milligrams, and which would be great and that way we can sell it or the ban in November of 2026 happened, and it completely stops. Listen, I think it's going to be one or two. That will be my opinion. In regards to our CBD drinks into Medicare and that within the U.S. Listen, we have Happy Flower, we have the drinks, we're prepared for that now. It's just making sure that as we talk to the FDA, and we talk to them that how we go about it and how we do it. So we're able to do it. We have the products to do it. It's just making sure the right approvals, and we have a team that is working on this within the U.S. regulations and what could happen here. So stay tuned for that. Aaron Grey: Okay. Great. Appreciate that color, Irwin. Second question for me, I just wanted to go back in terms of alcohol gross margin and the outlook. Carl, I know you mentioned in terms of how you guys are hedging some of the aluminum. But just taking a step back and -- level, there's been some lumpiness. You guys now have Project 420 now completed. So how should we think about that margin for the segment going forward? 4Q, I imagine obviously be higher just given the higher sales flow-through, but just on a full year basis, just how best to think about the gross margin there? Carl Merton: So Aaron, good question. If you look at where we are right now, I think this represents the bottom. We have done a significant amount of work, and we'll continue to do work to manage costs and to keep costs at a reasonable level versus where our volume is. As we said on the call, we've got some headwinds with aluminum costs, and there's potential for headwinds with fuel surcharges and things like that, that we're going to keep a close eye on. But the key is really in the overhead utilization rates. And as we've adjusted to that, and we continue to make adjustments going forward, like we'll see that start to come up over time. And right now, we think this is the bottom of the trial. Irwin Simon: And Aaron, I think there's -- once again, you remember, we get in the beer business in late 2020, with Sweetwater and the acquisitions of the three brands in the West Coast and Montauk and then the ABI pieces and the Molson pieces. We had a onetime had 10, 11 manufacturing facilities. And since then, now with Carlsberg coming on, with the rescaling of the beer business and the SKU rationalization. It hasn't been the easiest road for us, but nothing dissimilar that was cannabis in regards to as we opened up the grow facilities, and we had to go deal with it. But now we got time. We now have the right sets in place. We have the right new products in place. We had some new products out there that didn't do as well as we thought. So as Carl said, now with the purchasing power between BrewDog International, between bringing Carlsberg on with us, we feel good about moving forward where we've done a lot of the overhauling. We're now down to 7 manufacturing facilities. We might even get smaller in regards to that. In regards to the facility in Columbus, Ohio, which is a beautiful facility. And what are we moving there from HDD9, if that is a product that's able to stay within the portfolio. We have a great energy drink called, High Voltage, that's growing in leaps and bounds. Some of the other non-alc products that we have out there today that we will move into our facilities. And as we introduce a lot of Vodka Seltzers and some of the other drinks that we're doing, we'll look to bring most of that in-house. And we will have capacity, as we have a great plan to grow Carlsberg. We think the growth opportunity of Carlsberg is tremendous of what we can do with that brand. So again, it's -- we've only been at this 5 years where most craft brewers have been out there a long, long, long time. And we've had some pain, but we've managed through it. And I think we've really got it in a good place now from a scale standpoint. I don't -- I know, I could be wrong, I think we'll combine with BrewDog and what we're doing today, it's almost 18 million cases of beer that we'll be selling that's between the worldwide. So we're buying lots of cans, we're buying lots of hops, we're buying lots of ingredients here. And yes, some of it is across the water. We're buying lots of kegs, but how do we utilize that? We're just not a little craft brewer anymore from a standpoint there. Operator: Our next questions are from the line of Pablo Zuanic with Zuanic & Associates. Pablo Zuanic: Yes, congratulations on the very strong international growth and also very nice to see the share count being stable quarter-on-quarter. Look, I have three questions on Germany specifically, and I'll try to keep it brief. The first question I want to get your take in terms of the advantage of being vertically integrated versus the many distributors out there, I mean for a while, we saw that the distributors were growing faster. We saw consolidation, Curaleaf by Four 20, High Tide by Remexian, more recently. But now with lower prices, some of the distributors are being squeezed out and they don't seem to have a very stable supply chain. So I'm just trying to understand if you can remind people of the advantages in Germany, especially where the market is evolving or being vertically integrated versus the distributor model. The second question is that it would help if you can expand on your route to market? Like how many people do you have on the ground? How many people are visiting doctors? How many people -- what are the efforts in terms of reaching out to patients given all the restrictions. But just if you can give more color on your route to market in Germany. And the third, which is related to all of this, I could make the argument, playing devil's advocate, that pharmacy reach does not matter too much, right, that all these numbers that we hear about CC Pharma and Alliance now are not so relevant when the doctors and the patients are making the decision and the 80/20 rule applies, right? We know that maybe 50 pharmacies, especially online account for the bulk of sales and only 1 of 7 pharmacies sell medical cannabis. So why does pharmacy reach matter in the short term and in the long term? I know there's a lot there, but there are three questions on international that would help if you can cover. Irwin Simon: I hope I can remember all three, okay? And number one, to your point, and I stressed this before, from a growth standpoint of having our Cantanhede facility and that up and going the way it is today and growing some of the best cannabis that it ever has and having the permits to get out of Portugal into Germany is a major, major advantage to us, and this is what helped us in the quarter to get the sales. And again, as we're getting yields and flower to become that low-cost, that low-cost seller in there in the marketplace and deal with price compression. Number two, you heard me talk about now as we bring on our facility in Gatineau, Quebec, that is a GMP facility. And that from a supply standpoint, and I got to tell you, because originally, we were going to sell that and thank God, we didn't because from electricity costs, from labor cost, that is an excellent facility and it's an excellent facility for us to have and supply the international market, and that's what it will do because it's GMP, because it's a lower cost facility. And then our German facility, which originally we were selling 2 to 3 metric tonnes that are there and Rajnish and the team has done a great job of getting that up into additional metric tonnes and before that we were only allowed to sell into the German government there. So to your point, Pablo, yes, we have supply. Yes, we can be that lowest cost producer. And yes, the big thing is we can be consistent. In regards to the customers that we're selling to. I'm going to let Rajnish talk about what we have on the ground there and the infrastructure in a minute, but just going through the pharmacies, you may not agree that having a vertical integration. So number one, having CC Pharma. The big part of the CC Pharma today's business is not the cannabis business. But there's 3 things CC Pharma does. It has 16,000 pharmacies and a lot of these pharmacies, Pablo, are buying medical cannabis. So now they have the ability and at the end to sell, it has the ability to go to pharmacies, number one. Number two, there's a lot they can do in regards to online and selling online through CC Pharma, and that is something that we're working on. And again, as we look at expanding our product lines in Germany, whether it is vapes, whether it is pre-rolls, CC Pharma has medical license and an application that they can do these things for, and we're looking at numerous things with the CC Pharma. So today, having it, it's very important for us. It has a tremendous network too with other CC Pharma types of distributors that we can sell products through them too. So CC Pharma has a relevance to us, and it's a big relevant for us in the cannabis grow market where no one else really had a CC Pharma today. Rajnish, in regards to your sales organization on the ground, go ahead. Rajnish Ohri: Yes. So two things here. I mean, so there is a price compression in Germany, which is kind of changing the route to market and the route to market is diverting, becoming more integrated. The distributor is now getting squeezed out because of the margins, et cetera. So I think -- we don't see it now, but we do see it going forward that the route to market will become more direct to pharmacies and through the channels of prescriptions to doctors, et cetera. So CC Pharma and our medical team there is presently working along with the prescribers and also in the pharmacies to work and build this integrated supply chain to reach the patients. So that's number one. Number two, to your question of what's the feet on street we have today 2 teams which work on the street. One is the one which work with the prescribers. This is a team of about 20-plus people who are medical representatives and medical advisers, who work on with the prescribers. And then we have a team with CC Pharma, which is also about 7 to 8 people who are basically telecall services people who continuously to work with pharmacies to make sure that the prescriptions, which we reach there and the stocks are available for them. So there is a twin approach there, both at the pharmacy and at the prescriber level at the ground in Germany. And as we go and see this forward, I think -- and these are signs which we see in the market today that the route to market is going more direct than through the distribution. So with CC Pharma and Tilray Medical team, I think this change we are seeing, and we also see data coming to us, which is telling us that the pharmacy sales are improving, still small, but improving compared to what the distribution sales have been. Irwin Simon: And Pablo, not only that, what we have internationally today, I mean, basically, we have marketing teams, we have R&D teams, we have quality teams. We have a researchers working on our different cannabis streams and genetics over there from a medical standpoint that when doctors prescribe for pain, for anxiety, for cancer we can grow and support it. So again, what we're not is just somebody selling into the marketplace. I mean, as Rajnish said, we have a big infrastructure in Canada and Portugal, we have in Germany. And then we have a team that support it in London in regards to the marketing team, and there's a whole supply team. And the good news is we have moved a lot of our Canadian colleagues over there to help us with this grow. You were going to ask something else. Go ahead, Pablo. Pablo Zuanic: I mean, that's great color. Can I add just one more quickly? You mentioned that you're keeping an eye on the CMS program in the U.S. for a full-spectrum CBD. Does that mean that you would be considering or looking at buying a U.S. CBD brand? Irwin Simon: So we have a brand today called Happy Flower, okay? We produce CBD products internationally. So we have formulations. We have products. It just got to fit to what the U.S. standards are and regs are here. But, listen, I've always liked if it made sense to buy something that gives you a foothold in there. But like anything, we have the ability today to do our own with CBD products. Operator: Our next question is from the line of Kenric Tyghe with Canaccord Genuity. Kenric Tyghe: The majority of my questions have been asked, but just a couple of quick follow-ups. With respect to the beverage segment, you called out trough margins in quarter. Is that including or excluding the BrewDog integration? Just trying to get a handle on whether that's a trough on legacy or trough on go forward, and how we should think about that evolution of the margins? Irwin Simon: No. BrewDog, from lease margins, BrewDog was acquired, March 2, so there's nothing in here in regards to BrewDog. And there's nothing in here in regards to Carlsberg from a margin standpoint. And again, from a procurement, from the sales, from an infrastructure, from manufacturing, again, I'm not going come out there with numbers, but I would think there would be upside just putting volume. Kenric Tyghe: Great. And that was the gist of the question was just on that evolution from here forward with Carlsberg and BrewDog, but I can leave it there. Just a follow-up with respect to the brewpubs and that footprint. Just with how consumer trends and consumption patterns have changed. How are you thinking about that footprint going forward? And is it becoming more important to you as a sort of a strategic buffer on the consumption side? Any color around the BrewDog -- sorry, around the brewpub footprint would be useful. Irwin Simon: Listen, good question. It's something today within Tilray, we have 18 of our own brewpubs here in the U.S. So again, it's something we understand. In regard to the U.K., Ireland, Scotland and the other markets, listen, I'm big on brewpubs to look at them from a marketing tool and to build our brand out there. So bringing people together. And that's the whole thing on longevity today to bring people together. And a big part, and I plan to spend a lot of time looking at our brewpubs in regards to what we got to do to interact with our customers that come there, how do we serve them good food and good value. I've also talked about whether it's Carlsberg, Guinness or our other beers of how we bring other beers into there because if they don't want BrewDog, we want them to come to our brewpubs at least to enjoy our food, enjoy the environment, and maybe we can convince them to have BrewDog. Is that going to be a big part of our growth as a part of our strategic plan to open up another 100 of those? No. It's a big part of those to look to upgrade them, to put more TVs, more interactive types of communications in regards to getting more and more of our consumers to that and is something, yes. Is there an opportunity for us to franchise more and more BrewDogs, where we did not take them and make them franchisees? Absolutely, yes. So there's some exciting things here as we look to grow from a franchise model as we look to increase the sales with the ones we own and where we license the brand today in airports. And that's something that we're looking at too because there's -- with airports today, you license your brand name, you collect a royalty and you sell product. So that's how we're looking at these brewpubs. Operator: At this time, I'll turn the floor back to management for closing remarks. Irwin Simon: Well, thank you, everybody. Number one, it April Fools' and our numbers are not April Fools' joke. So that's the good news, okay. Our numbers are some real strong numbers out there. Congratulations to the team on the growth. And not one of these businesses, nothing has been easy out there, in regards to what we deal from a regulatory standpoint, what we deal in regards to pricing, in regards to tariffs and just looking at the consumer today. And again, if you stop and look at Tilray from 2019 to hitting over that $1 billion mark with the acquisition of BrewDog, it's a very exciting time for us. In regards to where we're going in 2027 and with 2 months left in our quarter of 2026, there's a lot to be proud of here. And as you heard me talk about the big overall that we're going to do in the Canadian market in regards our genetics, in regards to our strains, in regards to using AI to help us there, in regards to how we modernize those facilities and take out lots of costs. And Blair and the team have done a tremendous job in doing that. And again, as you come back and think about what we have in grow today and how we've converted these facilities to much more economical and dealt with the challenges of the cost of utilities in Ontario. So again, we've accomplished a lot in the Canadian market and the only market where recreational cannabis is legal in the world and at the same time, dealing with and growing our medical market and introducing more and more patients and consumers to the product. In regards to the U.S., listen, again, I'd like to see some better results coming out of our beverages business. But on the other hand, as you bring everything together since late 2020, and we're here where we are today, I see some good light at the end of the tunnel here of what we're building here and being the fourth largest craft brewer out there and the fourth largest craft beer business. There's been a lot of changes in the craft beer business, it's been a lot of changes in the beer business. And one thing I can tell you is I really feel we got the footprint right, we got the model right, and now we got the product right because we brought up a lot of SKUs. We have over 18 brands. We have over 900 distributors. We've had multiple people, multiple contracts out there that we had to deal with, whether it's buying kegs, cans, hops, et cetera. So as we bring all that together. In regards to our spirits business, you heard me talk about our depletions on Breckenridge being up. We've dealt with lots of distributor transition out there with RNDC, now being acquired by Reyes, which is good news for us, and it's something that we will consolidate into the new Reyes distribution system. In regards to some other changes in the market, it's something we're going to do. But what I'm really happy about and seeing our Breckenridge, some of the new stuff that we're really coming out with in regards to our tequilas, our drinks with moonshot -- our Mountain Shot, it isn't moonshot. Some of our non-alc drinks and some of our products there. But it's great to see some of the stabilization that's going to happen in regard to the distribution business. Listen, this industry is a difficult industry with a 3-tier system, and you can have the greatest products, but it's the distribution that you need. In regards to international, again, Rajnish and team have done some great things in regards to the international piece and the grower and dealing with the regulated market in regards to medical cannabis, dealing with permits when you ship out of the country or permits when you ship into the countries. And again, what we've had to do to get our Cantanhede facility up to the yields and up to the grow that we've done in Canada and up to being able to supply consistent product to the marketplace and back to Pablo's point before, that's something that Tilray now is going to be known for because if you think about it, look where our volumes are today and look where they were a year ago and how we've doubled in the quarter. So a lot to be proud of there. And again, there's a lot more that we're going to do in those marketplaces. We had to overcome Germany being only sold into the German government, which we're losing money and almost doubling the amount of production coming out of that facility. And now we're running Cantanhede probably at 50%, 60% capacity, and we have tremendous opportunities to grow more and more in our Cantanhede market. Really, the highlight is where we've come with CC Pharma. Where we are at 2%, 3% margins and closer to 5%, 6% margins now and really see the opportunity in that business and see opportunities from an integration standpoint and even seeing it grow throughout the rest of Europe. And last not -- well, our wellness business in regards to Manitoba Harvest, and the growth within that business and the growth in regards to some of the beverage businesses that's been in that business. Listen, we'll see what happens in regards to Delta-9, I think as you heard me say, there's three options out there, either 1 or 2 will happen. I'll be disappointed if it's 3. But again, we're out there in full force selling our products today that we have in the marketplace and sticking with it and out there lobbying the government to really take a hard look at that. So last but not least, on March 2, I just sort of want to step back one second in regards to Carlsberg as we announced our partnership with Carlsberg. And it's something I'm very proud of because I grew up in Carlsberg. It's a worldwide brand. It's one of the largest brewers out there. What a class organization to be associated with. I spent lots of time with the Carlsberg team. And it's tremendous what we can learn from Carlsberg. And what we have the ability to tap into their knowledge base, tap into their new products, tap into their marketing things. And I always say this here, when I grow up, I like just to be like Carlsberg. It's something that we aspire to, and having that for the U.S. and the U.S. being the biggest beer market in the world, Carlsberg is looking for some big things for us, and I promise we're not going to let them down. Last but not least, in regards to BrewDog. Listen, I looked at BrewDog numerous times throughout the years in the acquisition, I congratulate the founders for what they did in regards to building this brand and what they did in regards to opening up these beautiful brewpubs around the world today. And since 2015, and basically 10, 11 years what they've built. Unfortunately, not everything goes as planned. And Tilray, when it had the opportunity to participate in the administration to buy this without being able to do due diligence, the way we could, but we knew the brand, without being be able to go into data rooms and ended up buying this at a little over EUR 40 million is something that I'm excited about. But I always say it's not what you bought it for, it's what you do with it. And with that, there's a lot to do. And this changes a lot within Tilray in regards to our beverage business, our worldwide known of who Tilray is. You heard me say in my comments, that I've done lots of acquisitions, whether it's at Anheuser or here, and I've never had so many reach outs about the brand, BrewDog and the excitement that is. So we're pretty excited. It's just a month that we owned the business. We're in the midst of getting our hands around this. And one of the big things, this business as it was going through in administration was in the midst of either being shut down or sold in pieces or sold as a whole like us. So it's almost like we're starting this back up again, and getting it back up to capacity, getting the factories back up, making sure we have hops, where suppliers didn't get paid and there are ransom suppliers that we've got to do that. There was employees that had their resume on the streets that didn't know if they were going to have a job or not, and that's something that we've got to make sure. So stabilization, as I keep saying, is the key to this here. And with that, we will have in place great strategic plans to grow the business in the U.K., Ireland, we'll have great plans in place for Australia. In Europe markets, we'll have plans in place for a franchise and what we will do with our current brewpubs, and what we're going to do in the U.S. So there's a lot of exciting things with BrewDog that we can do and will do. And remember, there's a lot of heavy lifting there and how do we integrate it within our business. So with that, some exciting things happen at Tilray. Let me tell you, as I always say, there's 2x4s that hits you in the head every day. And that's something we live by and how do we deal with it. I want to thank everybody for getting on our call today and listening to us. Happy Passover, Happy Easter to everybody, and enjoy some good beer out there, enjoy some of our good cannabis and to March Madness. Hey, when you're watching March Madness this weekend, make sure you have one of our great beers that we produce out there. Thank you very much for listening to us today. Operator: This will conclude today's conference. You disconnect your lines at this time. Thank you for your participation. Have a wonderful day.
Operator: Good day, and thank you for standing by. Welcome to the Second Quarter 2026 Franklin Covey Earnings Conference Call. [Operator Instructions] Please be advised that today's call is being recorded. I would now like to hand it over to our first speaker, Boyd Roberts, Head of Investor Relations. Please go ahead. Boyd Roberts: Good afternoon, everyone, and thank you for joining us today on Franklin Covey's Second Quarter 2026 Earnings Call. We appreciate having the opportunity to connect with you. Before we begin, please remember that today's remarks contain forward-looking statements as defined by the Private Securities Litigation Reform Act of 1995, including, without limitation, statements that may predict, forecast, indicate or imply future results, performance or achievements and may contain words such as believe, anticipate, expect, estimate, project or words or phrases of similar meaning. These statements reflect management's current judgment and analysis and are subject to a variety of risks and uncertainties that could cause actual results to differ material -- materially from current expectations, including, but not limited to, risks relating to macroeconomic conditions, tariffs and other risk factors described in our most recent Form 10-K and other filings made with the SEC. We undertake no obligation to update or revise any forward-looking statements, except as required by law. Now with that out of the way, I'd like to turn it over to Mr. Paul Walker, our CEO. Paul Walker: Thanks, Boyd. Good afternoon, everyone, and thank you for joining us. It's great to be with you and to have the opportunity to share our results for the second quarter and provide an update on the business and our outlook for the remainder of the year. We're pleased with our results in Q2. Revenue and adjusted EBITDA grew year-over-year, met our expectations and were above consensus. As we've shared previously, fiscal 2026 is a year of execution and a return to growth. And we're encouraged by the continued progress and momentum we saw in the second quarter and throughout the first half of the year. Invoice amounts in the quarter grew 5%, driven by 7% growth in Enterprise North America, or 10% when excluding our government business, which was impacted by the disruption caused by a reduction in federal spending. Invoiced growth overall was also driven by a 7% growth in Enterprise International. We expect invoice growth to remain strong through the balance of the year. Because a significant portion of invoice growth is recognized over time, this positions us for accelerating reported revenue, adjusted EBITDA and cash flow in fiscal '27. In Enterprise North America, growth was broad-based. We saw strong sales of subscription and services to new logos, continued strong retention and meaningful client expansion, resulting in one of our highest revenue retention levels in recent periods. Services bookings also continue to be strong and are up 9% for the year as of this week, reinforcing the importance clients place on the business outcomes we help them achieve. In addition, deferred subscription revenue grew 16% year-over-year and the percentage of revenue under multiyear contracts increased to 62%, reflecting both client confidence and the long-term nature of our partnerships. In an environment where leaders are working to accelerate results while navigating uncertainty and disruption, Franklin Covey continues to be sought out as a key partner in addressing the human side of strategy, execution, change management including related to clients' implementation of AI and achieving measurable performance transformation. We expect the momentum we've experienced in the first half to continue to be strong through the second half of the fiscal year. Turning to our business outside of North America. Our International business delivered strong performance, partially benefiting from foreign exchange with invoiced amounts growing 7% and particularly strong performance in our direct offices where invoiced amounts grew a strong 14%. And in our Education business, reported revenue grew 16% in the quarter, driven by strong demand for Leader in Me services and materials. We feel very good about the momentum in Education and the business is positioned well for a strong second half and full year performance. Overall, we remain confident in achieving our full year revenue and adjusted EBITDA guidance and in the strength of the foundation we're building for accelerated growth in fiscal '27. Jessi will provide more detail on our specific segments in her remarks in a few moments. I'm going to focus the remainder of my remarks today, first, on Enterprise North America, which makes up more than 50% of total company sales and the area in which we have invested for accelerated growth. And second, I'll talk briefly about the strategic importance of what we do and why a growing number of organizations are partnering with Franklin Covey to drive the human side of strategy and transformation, particularly as a simultaneously leveraged AI to transform. So first, as it relates to Enterprise North America. Enterprise North America, which represents more than half of our total revenue, is at an important inflection point. The growth we're seeing reflects both the increasing strategic importance of what we do for our clients, and the traction from the go-to-market transformation we implemented last year. We're now seeing clear evidence that these investments are driving stronger new client acquisition, deeper client relationships, and greater expansion within key accounts. Key results embedded in the second quarter's overall 7% increase in invoiced amounts in Enterprise North America include the following: First, we had strong sales to new clients or to new logos, reflecting a combination of both subscription sales and services. Second, our balance of deferred subscription revenue grew a very strong 16% year-over-year to $59 million, building on the 8% growth in deferred subscription revenue last quarter. Third, we again had a strong logo or client retention quarter. Fourth, we achieved strong existing client expansion where expansion drove one of the highest overall revenue retention percentages we've achieved. Fifth, the percentage of our revenue, which is contracted for multiyear periods increased to 62%. With our sales engine accelerating as planned, I'd like to focus the remainder of my remarks on the strategic importance of what we do and the growing need organizations have for a partner who can help them unleash their organizations to achieve breakthrough results, and why we believe our position has strengthened in the current environment. Artificial intelligence is creating extraordinary new possibilities for organizations. But before addressing that directly, it's helpful to step back and consider a broader pattern we've seen over time. Franklin Covey has been a trusted partner to leaders and organizations through multiple periods of significant disruption, from the digitization of business processes to the global financial crisis to rapid shifts in how and where we work and where work gets done like during the pandemic. In each case, one principle has remained consistent. In times of disruption and transformation, the need for strong leadership, trust and disciplined execution increases. It doesn't decrease. We believe AI follows the same pattern. And as a result, there are 3 things that are important to understand about how AI interplays with our business. The first of these, as I noted, is that AI is actually increasing the premium on human leadership and execution. AI is accelerating change inside organizations. It has the potential to raise productivity, expand spans of control and increase the pace and complexity of decision-making. As routine work is automated and access to information becomes more widely distributed, the differentiators for organizations increasingly become judgment, trust, collaboration, alignment and disciplined execution. At the same time, we're seeing how AI has the potential to reduce the amount of routine and analytical work organizations do, we also see how AI is increasing opportunities that can result from strong leadership, high trust, winning cultures and great execution. The second area and the second interplay is that our model is built around behavior change and collective action tied to real measurable performance outcomes. Our model is not about just delivering content or software digitally. Our role is to help organizations strengthen the people side of execution, helping leaders clarify priorities, align teams, build capability and create accountability systems that translates strategy into measurable results. For many of our clients, Franklin Covey functions as a long-term performance partner to their leadership teams and their organizations overall. While a significant portion of our revenue is subscription-based, our model is fundamentally different from SaaS. Our subscriptions are related and related services are tied to enterprise-wide performance outcomes and long-term partnerships, not simply software usage. This positions us as a performance and advisory partner rather than a software provider. For example, this is reflected in our work with health care systems, where we partner directly with Chief Nursing Officers to strengthen leadership capability, trust and execution across care-providing teams. This drives higher employee engagement, lower nurse turnover and improved patient satisfaction and outcomes, which also directly impacts hospital reimbursement. This reflects the core of our model, the integrated combination of content, technology, services and advisory applied together to drive sustained behavior change and collective action across organizations. That capability and the measurable outcomes it produces is not something AI can replicate at scale. We also saw this in the second quarter with a large technology company that selected Franklin Covey to support the CEO's strategy to transform the organization to an AI-enabled operating model. While the strategy is technical in nature, successful execution of this transformation shift in their business will depend heavily on strong leadership, successful change management and high-trust fast-moving culture, all areas where we're a key partner. This work that we're involved in is about changing collective behavior across teams and organizations, something fundamentally different from simply providing access to ideas or content. The significant impact our engagement and solutions have is exactly what is behind the fact that even in and perhaps especially in times of significant change, we continue to retain a high percentage of clients and they continue to extend both the duration and size of their contracts with us. The third interplay with AI is that we have significant room for growth within our existing client base. Today, our solutions typically reach only a small portion of the employee population within our client organizations, generally in the range of 5% to 10%, which provides substantial room for growth over time, even in a more efficient or AI-enabled workforce. We saw this clearly in the second quarter where we delivered one of our strongest expansion quarters in recent periods, driven by increasing demand for enterprise-wide transformation and leadership capability. Taken together, these dynamics position us well in an AI-driven environment. At the same time, we're continuing to evolve our solutions to incorporate AI in ways that increase the value we provide to our clients. We're embedding AI-enabled coaching and execution tools into our platforms and we're helping organizations lead the human side of AI adoption. We're seeing this play out directly in our business through strong client expansion, increasing multiyear commitments and growing demand for enterprise-wide transformation engagements. These trends reinforce our conviction that as organizations navigate increasing technological change and complexity, the need for strong leadership, trust-based cultures and disciplined execution will continue to grow. Stepping back from all of that, as I conclude my remarks here today, I just would say that we're pleased with the momentum we're seeing in the Enterprise North America portion of our business and across the business as a whole. Driven by this momentum and the expected strength in Education, we believe we're well positioned to deliver meaningful invoice growth this year, and to establish the foundation for significant growth in reported revenue, adjusted EBITDA and cash flow in fiscal '27 and beyond. I'd now like to turn time to Jessi to share more detail on our second quarter results. Jessica Betjemann: Thanks, Paul, and good afternoon, everyone. Franklin Covey continued to see strong demand for our solutions in the second quarter, and as Paul discussed, the strategic investments we've undertaken to transform our Enterprise North America go-to-market strategy are continuing to gain traction. We expect fiscal 2026 to be a year of execution where our adjusted EBITDA and free cash flow will return to growth and where our meaningful growth in invoiced amounts will set us up for accelerated growth in fiscal 2027. In my remarks today, I'll start by providing some details of our second quarter financial performance, then I'll turn to our balance sheet and capital allocation priorities. And finally, I will provide additional context around our reaffirmed fiscal year '26 financial guidance. Total second quarter reported revenue was $59.6 million. Revenue, which was in line with our expectations for the quarter, was flat to the prior year as a 4% decline in reported revenue in the Enterprise division was offset by a 16% improvement in the Education division. Foreign exchange rates had a $0.7 million favorable impact on our consolidated revenue in the quarter. Importantly, our consolidated invoiced amounts grew by 5%, resulting in a 7% increase in deferred revenue at the end of the second quarter, establishing the foundation for accelerated growth in reported revenue in fiscal 2027. A summary of our consolidated financial results is on Slide 3 in the earnings presentation. Consolidated subscription and subscription services revenue recognized for the second quarter increased 3% to $50.9 million. We are especially pleased that consolidated subscription and committed services invoiced amounts for the quarter was up 16% to $39.3 million, continuing the growth we saw in the first quarter for the Enterprise North America and now including growth in Enterprise International. The total value of contracts signed in the second quarter grew 8% to $53.7 million, and was led by the Enterprise division, which raised the value of contracts signed by 12%. The foundation for increased future growth remains solid and is evidenced by the 7% year-over-year increase in our consolidated deferred revenue balance to $101.5 million, which will be recognized as reported revenue in the coming quarters. The total amount of unbilled deferred revenue contracted for the second quarter was also strong, increasing 9% to $10.6 million, with the total balance increasing 1% over the prior year to $64.9 million, which will convert to invoiced amounts and deferred revenue in the future. Gross margin for the second quarter was 75.9% compared to 76.7% in the prior year due to increased amortization of capitalized curriculum expenses and a shift in mix of services delivered and products sold during the quarter. Operating selling, general and administrative expenses for the second quarter were $41.2 million, which was 6% lower than the $43.7 million in the prior year, reflecting reduced associate costs and other cost reduction efforts taken in fiscal 2025 and in the first quarter of this year. Adjusted EBITDA for the second quarter was $4.1 million, an increase of 99% or $2 million compared to last year's second quarter, reflecting the stable revenue, gross margin and lower SG&A expenses I just mentioned. Foreign exchange rates had a $0.2 million favorable impact on our adjusted EBITDA in the quarter. During the second quarter, we continued to streamline our business in certain areas of our operations. We incurred $1.5 million in expense for this restructuring activity, which consisted of severance and related costs. We realized a net loss of $2 million compared to a net loss of $1.1 million in the prior year, reflecting the $1.5 million increase in restructuring costs, a $1.3 million increase in share-based compensation expense and $0.5 million increase in building exit costs, which primarily consists of legal expenses. These increases were partially offset by decreased SG&A expenses. Cash flow from operating activities for the first 2 quarters of fiscal '26 increased 28% to $16.4 million, reflecting the strength of second quarter operating cash flows of $16.3 million versus a negative $1.4 million of cash used in the second quarter last year. This was driven by improved receivables collections and higher invoiced amounts. These improvements offset lower operating income and increased capitalized development costs in the second quarter of fiscal '26 compared with the prior year. Free cash flow for the second quarter was $13.2 million compared to a negative $3.6 million of cash used last year. I'll turn now to a discussion of our business divisions. For the second quarter of fiscal '26, our Enterprise division generated 70% of the company's overall revenue, with the Education division generating 29% of the company's revenue. Second quarter Enterprise division invoiced amounts grew 7% to $52 million. Second quarter Enterprise Division's reported revenue was $41.6 million or 4% lower when compared to $43.6 million in the prior year. As shown on Slide 4, the North America segment invoiced amounts grew a consecutive 7% this quarter to $42.7 million, and excluding government contracts, it grew 10%. We are encouraged by the continued progress this quarter in invoiced amounts, which reflects the positive momentum coming from our investments to transform our Enterprise North America go-to-market organization, and we expect this to translate into increased reported revenue in future quarters. Last quarter, I highlighted an important change aligned with our strategic focus on solution selling, whereby clients now may contractually commit upfront for services, which will be delivered over time as we bundle content and predefined services together. In the second quarter, approximately $3.5 million in invoiced amounts was for such contractually committed predefined services. And while we continue to recognize the revenue upon delivery, because these services have been contractually committed upfront, any unused fees are guaranteed and will be recognized at the end of the contract term. On Slide 10 in the appendix to our earnings presentation, our roll-forward analysis of deferred revenue includes both subscription and committed services amounts and the timing for revenue recognition for committed services will depend on the delivery schedule of our clients. The North America segment's reported revenue of $32.5 million accounted for 78% of our Enterprise division sales in the second quarter of fiscal '26, and was 6% or $2 million lower than prior year, primarily due to lower subscription revenue recognized as a result of a lower invoiced amount and deferred revenues last fiscal year. Adjusted EBITDA for the North America segment increased $1.1 million to $5.9 million for the second quarter of fiscal '26 compared to $4.8 million last year, primarily due to lower SG&A costs resulting from the restructuring activities in recent quarters. Our balance of billed deferred revenue in North America was $59.3 million at the end of the second quarter, an increase of 16% from the prior year and unbilled deferred revenue was $61.1 million, an increase of 3% from the prior year. Importantly, the number of North America's All Access Passes contracted for multiyear periods increased to 59% in the second quarter compared to 55% last year, and the contracted amounts represented by multiyear contracts increased to 62% compared to 61% in the prior year. As shown on Slide 5, second quarter revenue from our Enterprise International segment, which is the combination of our International Licensee revenue and our International Direct Office revenue was $9.2 million. This accounts for 22% of our total Enterprise Division revenue and represented a 1% increase over the prior year of $9 million. International Direct Office revenue, which accounts for approximately 70% of total international revenue increased 7%, driven primarily by improved year-over-year revenues in France and China due to a foreign exchange currency benefit, while International Licensee revenue, which accounts for approximately 30% of total international revenue decreased 10% from the prior year. Invoiced amounts for our International Direct Offices grew 14% year-over-year. And while 6 points of this growth is due to foreign exchange, we are encouraged by the overall growth trend this quarter. Adjusted EBITDA in the second quarter of fiscal '26 for the International segment was $1 million compared with $0.5 million in the prior year, driven by increased revenue and lower operating costs, including lower bad debt expense compared with the prior year. Now turning to our Education division. As shown on Slide 6, revenue in the second quarter increased 16% to $17.5 million. This primarily reflects increased training and switching revenue from the delivery of more than 300 additional training and coaching days compared to last year as well as an additional symposium event and increased purchases of classroom and training materials by schools. Invoiced amounts in the second quarter of fiscal '26 of $8.5 million decreased slightly from the $8.6 million generated in the prior year, partially due to the timing of a large statewide deal, whose revenue began in the first quarter of fiscal 2025, but which is expected to fall into this year's third and fourth quarters. Education subscription-related revenue increased 19% in the second quarter to $12 million compared to $10.1 million in the prior year. Adjusted EBITDA for the Education division in the second quarter was $0.4 million compared to a loss of $0.3 million in the prior year due to increased revenue. Education's balance of billed deferred revenue decreased 4% to $36.1 million as a result of the strong increase in the number of as days associated with the Leader in Me subscriptions that were delivered in the quarter. We currently expect Education to have a strong year in fiscal 2026, with the pattern of large, invoiced amounts and recognized revenue to come in the back half of the year and especially in the fourth quarter. I would like to now spend a few minutes discussing our balance sheet and capital allocation priorities. We continue to pursue a balanced capital allocation strategy focused on 3 primary areas that are aligned with our strategic goals. First, maintaining adequate liquidity and flexibility. Our total liquidity remains strong at over $76 million at the end of the second quarter, with $13.7 million of cash on hand, even after having repurchased $17 million of our stock, combined with the company's $62.5 million credit facility, which is fully available. Second, investing for growth. We will continue to invest in strategic opportunities to drive improved market positioning, accelerated profitable growth and financial value, such as our continued investments in product innovation, business transformation initiatives and opportunistic acquisitions when available. And finally, continuing to return capital to shareholders as appropriate. In the second quarter, we purchased approximately 922,000 shares in the open market at a cost of $16.5 million. And in January '26, completed the $20 million 10b5-1 purchase plan we initiated in November of 2025. The company also acquired approximately 25,000 shares to cover income taxes on stock-based compensation awards issued during the second quarter for a value of $0.4 million. Year-to-date, the company has purchased nearly 1.6 million shares of its stock for $28.1 million. During the last 12 quarters, the company has used 130% of free cash flow to buy back shares. We have a $50 million share repurchase authorization from the Board of Directors with $20 million remaining after the 2 10b5-1 plans we had in place have now been completed. We remain committed to being disciplined stewards of capital whilst being focused on driving long-term value creation. Now turning to our guidance for fiscal 2026. We continue to affirm the revenue and adjusted EBITDA guidance for the year, as shown on Slide 7. Our projections reflect the positive momentum we are seeing and expecting in both the Enterprise and Education divisions, balanced with a disciplined view of the risks and opportunities ahead as we continue to execute in an uncertain macro environment. We continue to expect to achieve solid growth in invoiced amounts this year as demonstrated by the progress in Enterprise North America and the International segments this quarter. Our revenue guidance of $265 million to $275 million is after reflecting the lower deferred revenue generated in fiscal 2025 and the conversion lag of invoiced to reported revenue in the year as a portion of the invoiced growth will go on to the balance sheet as deferred revenue. We continue to expect fiscal '26 adjusted EBITDA in the range of $28 million to $33 million, capturing the benefit of our cost reduction efforts including additional restructuring actions taken this quarter while maintaining flexibility to manage through continued macro uncertainty. We expect revenue to be slightly higher in Q4 compared to Q3, with approximately 50% to 55% of back half revenue in Q4, reflecting normal seasonality, especially in the Education division and the timing of delivery of client services. For adjusted EBITDA, we expect approximately 60% to 65% to be generated in the fourth quarter, driven by the strong contributions from the Education division along with expected overall margin expansion as cost savings and operating leverage build through the back half of the year. With our transformation investments behind us and the expected increase in operating leverage, we believe the company would deliver EBITDA and free cash flow growth, with improved margins and free cash flow conversion in fiscal 2027 and thereafter. Grounded in strong client retention, expanding demand for our services and the resilience of our business model, we remain fully committed in creating long-term value for our shareholders and clients. Before I pass it back to Paul, I would like to thank the entire Franklin Covey team for their hard work and dedication to our business and for providing the unparalleled service to our clients. With that, Paul, I now turn it back to you. Paul Walker: Thank you, Jessi. That was great. And as we prepare to open the line for questions, I'll just reiterate what Jessi said in thanking our teams for their hard work. We're pleased with the momentum that we're seeing right now across the business and look forward to a great second half of our year. And with that, we'll ask the operator to open up the line for questions. Operator: [Operator Instructions] Our first question will come from the line of Alex Paris from Barrington Research. Alexander Paris: Congrats on the better-than-expected results in the first quarter. Now we have 2 consecutive quarters of growth in invoiced amounts in North America and Enterprise. So it's not simply a data point. We have 2 data points so we can draw a line. And I think you said that you expect that to continue to be the case through the balance of the year. Is that correct? Paul Walker: Yes. We did. Yes. Jessica Betjemann: Right. Alexander Paris: Good. And then just one quick point of clarification. Jessi, you said that revenue is slightly higher in the fourth quarter than the third quarter, 55% and 45%. Is that how we look at the second half of the year? Jessica Betjemann: That's right. Alexander Paris: Yes. And then adjusted EBITDA, it will be $60 million to $65 million in the fourth quarter. So I guess what is that... Jessica Betjemann: A little bit more on EBITDA as we talk about our restructuring and some of the cost operating leverage will increase towards the back half of the year, but more heavily weighted towards Q4, but then also because of the contributions of EBITDA coming from Education in Q4. Alexander Paris: Yes, makes sense. And it's a typical seasonal pattern anyway, right? Jessica Betjemann: That's right. Very similar to what we normally have. Alexander Paris: Good. The -- next question is really a question about the macro environment, Paul. I think in response to a question last quarter, you sort of said it was neutral. There's some both positives and negatives. I wonder if you could just kind of freshen up that response for us. Paul Walker: Yes. I'd say it's largely unchanged from what we saw a quarter ago. And but -- and so neutral in the current environment better than it was a year ago at this time. I remember we were reporting Q2 a year ago and there was quite a bit of uncertainty for lots of reasons. And while there's still uncertainty out there, I think our clients have adjusted to that, the current environment, and it feels a little bit more stable for us, certainly now than it did a year ago and largely unchanged from what we saw a quarter ago. Alexander Paris: Great. And then again, with this ramping up of invoiced amounts, we would expect growth in revenue, EBITDA and free cash flow in fiscal 2027 and beyond. And then to that point, I think the last time you gave longer-term guidance was on the Q4 '24 conference call, after making the announcement about the sales force transformation. Obviously, with tariffs and government shutdowns and war, that's -- it kind of changed it a little bit. I'm wondering, number one, when will you update that longer-term guidance with -- is that potentially a fall 2026 event? And then second -- answer that first, and then I have a follow-up. Paul Walker: Yes. Okay. Jessica Betjemann: Let me start with -- in the fall and our Q4 call is when we're going to provide the guidance for our fiscal year 2027. We'll be going through our planning cycle in the summer. And as we work through that, we'll be updating our 5-year plan at that time. And we'll make a call as to whether or not we provide some direction with the longer term. Alexander Paris: So obviously, you'll do one for yourselves. The question is what will you share with us this fall, right? Jessica Betjemann: Well, we'll work through that, Alex. Alexander Paris: Okay. No problem. And then -- but in the meantime, adjusted EBITDA margins in fiscal 2024 kind of peaked at 19.2%. And 2025 is significantly lower, 10.8%. And I think based on your guidance, we're expecting a little margin expansion in 2026 and then more in 2027. Is 20% adjusted EBITDA margin still a reasonable target? It's only slightly above the fiscal 2024 level over the next several years. And will you get there by 100 or 200 basis points a year sort of thing? Jessica Betjemann: Yes. I mean so we are planning to increase and improve our operating leverage. I think our goal is to have around 1 point improvement a year. And whether or not that can be accelerated or not, we'll determine that as we work through our long-term planning. But I think that is roughly what seems reasonable to me. Paul Walker: And we do believe that, that 20% that we nearly got to is still a good number out there. And all these investments were meant to permanently reset the cost structure of the company. We were -- it was to accelerate growth and certainly get us back up to that level. And who knows if we could ever get above that level, maybe. Operator: Our next question will come from the line of Jeff Martin from ROTH Capital Partners. Jeff Martin: I was curious if you could go into a little bit more on the Education side of the business, had a very good quarter. What you're seeing as states and districts and obviously, you're having some success there. So maybe an update there would be helpful. Paul Walker: Yes. Great question. Sean is here next to me. I'll ask him to make a comment, but it was a good quarter. And congratulations, Sean, on the great quarter. Go ahead and share a few thoughts. Michael Covey: Yes. So a few things on Education. We're feeling really good about the year and where it's headed for a few reasons. We have a really good pipeline of new opportunities, probably the best we've ever had in terms of large opportunities. We have 3 state-level opportunities. These are very large multimillion, multiyear deals. We've got large district opportunities larger than we've had before. So that's really positive. We've got really strong funding partners out there, and this is in the range of $20 million a year in help from partners that help schools get off the ground. And those partnerships remain in place right now. We feel good about -- we're aligned well with market needs. There's a lot of big issues right now after COVID, getting test scores up is like the #1 thing. The U.S. is still struggling with that, and we are aligned well and we've got great data around how we can increase math and reading scores. Teacher retention, a lot of teacher burnout. We're really good at that. And we've got great data that shows that we retain -- Leader in Me schools are 600% more likely to retain their teachers than non-Leader in Me schools. And then mental wellness continues to be a big factor, and we're well aligned to address those issues. So just given the pipeline we have, the large opportunities we have in place that we need to close, of course, in the third and fourth quarters, we're feeling really good about the year. Some of the headwinds are still there. The Department of Education, there's still some uncertainty with what the Trump administration is going to do, but it's better than last year, much better. And so that helps. The ESSER funds, expired COVID relief funds are gone. So that's a factor 2. And there's some declining enrollment in the public sector, they're moving to a lot of people -- a lot of kids are moving to charter schools, private schools and home schools, and we're well equipped to help with a lot of the -- I mean to deliver on those other channels as well. But I just feel like the tailwinds are stronger than the headwinds, especially the funding partners. We've got a great reputation in the marketplace. This is how we get state bills as we start with a single school then a district goes really well, leads to state confidence and then they get behind us. So all things considered, we're feeling good about the second half of the year and where we're headed overall. Jeff Martin: That's great color. Thank you, Sean. Paul, could you go into some detail with respect to -- I mean invoice growth is 7%, so obviously a positive inflection. How does that compare with what you were thinking internally maybe? And then what, if anything, do you see in the near future accelerating that growth from here? Paul Walker: Yes. Great. Yes, 7%. So 5% overall for the company invoice growth in Q2, which we felt good about that. And then as you mentioned, 7% kind of the engine pulling that as we alluded to last quarter and as we went through the transition of our sales force was Enterprise North America. So 2 quarters in a row, 7%. We feel good about that and feel that, that will continue to generate good invoice growth this year in the back half and for the full year at both the Enterprise division level, specifically but also for the company. And as we mentioned that, that invoice growth out ahead of our reported revenue growth will help us next year in generating more substantial reported revenue growth. So I do feel good about the continued momentum there on the invoice growth side. Operator: The next question will come from the line of Nehal Chokshi from Northland Capital Markets. Nehal Chokshi: Congratulations on this really strong free cash flow. And just a comment here real quickly before I get into my question. But with more than free cash flow deployed in share buybacks and given Franklin Covey shares are trading at basically 6x free cash flow, 4x fiscal year '24 free cash flow, really happy to see the bold move to aggressively buy back shares at this incredibly attractive valuation. So just applaud of that. Now I do have some questions. Excluding government, invoice value is up 10% year-over-year on Enterprise North America. It's a really nice core number that I'd like to focus on. Can you help break up that invoice value growth between, say, new customers and existing customers? Jessica Betjemann: I mean we have not been disclosing that level of detail now. But we did have -- I mean, overall, the new customers in North America combined, we had very strong performance this quarter that we continue to -- that we had in Q1 as well, but we don't provide the details of the invoiced amounts. Paul Walker: I'd maybe point you, Nehal, just -- agree what Jessi said, point you to 2 things, and I mentioned this in my remarks. But to Jessi's point, yes, we continue to see another good quarter with new customers and the overall invoice growth from new customers, we're pleased with that again in Q2 after a really good quarter in Q1. And then with our existing customer base, we actually had quite a strong expansion quarter. As you know, when we initiated our go-to-market transformation, there were 2 core bets in that move. One was that we could win more strategic, larger new customers and that we could move our way into the expansion opportunity that existed within our existing customers, where, on average, we're kind of 5% to 10% of the way penetrated into what we think is the addressable population inside the vast majority of our existing clients. And in Q2, we saw a really good expansion. And so really both sides of the house had good quarters as we think about that 7% or 10% without government overall invoice growth. Nehal Chokshi: Okay. Great. And presumably, you're expecting both new customers and ongoing expansion of existing customers to continue to power the year-over-year growth. It's not one -- exclusively one. Paul Walker: Holly Procter is here by the way, too. Holly, any thoughts on that? Holly Procter: Nehal, yes, we expect both the new logos to continue to grow and for us to make continued improvements on both retention and expansion. I'll call it just a couple of areas that we're seeing some great growth that will contribute on both sides of the house. The first is the specialization in health care. We've seen -- we made a big investment in the current customer base that we have around health care. There's real organic use cases that we can make a real impact around patient staff and nurse retention. So we've seen real lift there. The second is a new horizon for us, but we're also starting to gain great traction is around helping companies through their AI transformation. Both of those, we think, will fuel growth on both the new logo side of the house and the customer side. Nehal Chokshi: Got it. And then Paul, you mentioned that, on average, 5% to 10% penetrated of the addressable opportunity. That's on a user basis within an existing customer. Is that correct? Paul Walker: That's right. That's right. And then there's really -- yes, significant upside for us in attaching services on top of that. But yes, that's specifically referencing kind of the user base. Nehal Chokshi: Okay. And then that user base that you're referencing, is that just leaders? Or is that also knowledge workers? Or is that the whole labor force is given organization? Paul Walker: Yes. Yes, great question. So we have kind of a little formula, if you will, that adjusts for certain portions of populations that we aren't really well suited to address. So you get into factories and things like that, that's not exactly where we play. So depending on the industry, so it's leaders, it's knowledge workers. And in some organizations like tech, it's -- that's almost everybody in the company. And for other organizations that might have a massive manufacturing footprint, we may not be working with everybody all the way down the front line, although we do quite a bit of work in manufacturing with our 4 disciplines of execution solutions. So -- but yes, it's kind of a formulaic-based approach that we have. It's not the entire population of a company. Nehal Chokshi: Great. Okay. A couple more questions from me. So what was the driver of this strong free cash flow, $13 million, $9 million above your $4 million adjusted EBITDA. Can you help us understand that? Jessica Betjemann: Yes. We had a very strong positive swing in the net working capital. So a lot of it was with regards to the collections on AR. As you can see in the balance sheet, the AR balance went down. So that was a huge contributor to the improvement in our free cash flow. And we continue to expect that our free cash flow will be -- I know last quarter, we had negative free cash flow. We expect going forward, we'll continue to have positive free cash flow and especially be strong in Q4 when we have the strong net income and EBITDA in Q4 coming through. Nehal Chokshi: Okay. Great. So you kind of already answered my follow-on question, but just to be clear, I think historically, you guys have talked about free cash flow roughly matching EBITDA on a trailing 12-month or forward 12-month basis? Is that the way that we should continue to think about this? Or is there some deviation from that? Jessica Betjemann: Well, so I'm not particularly sure of the exact comment. I mean I think that we do have -- 2025, we had lower EBITDA to free cash flow conversion. We expect our free cash flow conversion to increase over time because we're not a heavy capital-intensive business. And the amount that we spend on CapEx and capitalized development is relatively steady going forward. So as our operating leverage and our EBITDA increases, we expect that we should have stronger conversion over time. Nehal Chokshi: Okay. But you're not expecting to get back to close to 100% conversion that you were reflecting in fiscal year '24? Jessica Betjemann: No. I mean I -- no. I mean definitely an improvement from the 42% level that we had in 2025, but it wouldn't be 100%. So there will be some strong. Nehal Chokshi: Yes. Understood. Understood. And then you talked about your fiscal year '26 guidance unchanged. And the way to think about parsing out that effective next 2 quarters of guidance in terms of typical seasonality. Can you just remind us what is actually typical seasonality for 2Q to 3Q and 3Q to 4Q? Jessica Betjemann: So what we are projecting in terms of the revenue and EBITDA for Q3 and Q4, that's basically -- that has been the normal seasonality. When you look at last year, we were pretty much in that same range of what we're expecting now as well. So it's been similar. Nehal Chokshi: Right, right. So like last year, it was about a $7 million Q-o-Q increase from the second quarter, third quarter, and then $4 million from third quarter to fourth quarter? Jessica Betjemann: Yes. Last year, if you were to look at Q3 revenue, for example, it was around 49% in Q3 and EBITDA was around 38%. So roughly within the same range of what we're seeing now. Operator: Our next question will come from the line of Dave Storms from Stonegate. David Storms: Just wanted to start with maybe some commentary around the new logo sales. I know in the past, right, new logos tend to come on as either pilot based first or maybe a specific project that the company is looking to accomplish. Could you maybe spend a little time talking about what you're seeing in the current marketplace and maybe tailored to the AI trends if you're having clients come on with a specific goal in mind or if they are maybe a little more highly oriented to start? Jessica Betjemann: Yes. And just to make sure I understood, Dave, the question is around how much of our new logos are pilots and then some examples on the use cases? David Storms: Exactly. Jessica Betjemann: Perfect. Very few of our new logos are pilots. It's really hard to pilot a solution like ours. You either want to drive behavior change and make a big impact in your org or you don't. And so we really don't see any pilots. On the AI solution, it's a great question. There's a ton of interest around this right now. There is not an org that we're partnering with or that we're interested in partnering with that isn't trying to figure this out. And one of the unique things about an AI transformation is it's both top-down and bottoms-up. So the question earlier around who does it touch inside the org, it touches everyone and nobody has figured out exactly how to get this right. And there's so much around the way that you deploy your leaders to navigate this type of large-scale transformation that's critical to get right. And so we're excited to help a lot of companies with this transformation. David Storms: That's great commentary. I really appreciate that. I also want to maybe spend a little bit of time, Paul, you mentioned that you had a really strong expansion quarter. And just thinking about how -- you also mentioned you had maybe 2 quarters of a neutral macro environment. Can we apply that same kind of mentality to maybe a logo recapture rate? Do you have any thoughts around maybe what you're seeing in the market about clients coming back now that the dust has settled a little bit? Paul Walker: Yes. I'll just make a quick point and then ask Holly to comment on that as well. That is actually a metric we do track. We have a mantra around here and its client for life. And when we lose a client, we agonize over that. And so it is actually a metric that we track internally. We don't disclose it. But we are intent on trying to get those clients back regardless of the reason they needed to leave or -- and so Holly, any commentary on or thoughts about what we're seeing there, what you and the team are driving? Holly Procter: Yes. We absolutely see a really healthy win back rate as Paul referenced. So as needs inside their organization shift, they go from trying to drive a high-trust workforce to try to prepare our workforce for AI transformation, then needs evolve over time, and there might be gaps between one deployment and the next deployment. So if we do a good job on the first round, we're excited to welcome them back on the second round. And then I think just a point on the environment, one of the things I don't think we talk about enough and a structural advantage that we have is the breadth of the market that we serve. Our addressable market is enormous, not just in the company type that we pursue, but it's across segments, across buyer types, across use cases, there's virtually no company that isn't trying to solve the issues that we attach to. And so in a world where there's a sector that's down, we can quickly pivot to go after a sector that's up with enormous upside for us. So we move very fast when the market has highs and lows. David Storms: That's great. If I could just sneak one more, and I would love to spend a little time on the International sector. I know it's not as big for you guys, but it does seem like it's having some strong growth even after accounting for foreign exchange. I guess is there anything to highlight here as to what's working? Is this just general tailwinds and you're catching it right? Maybe any thoughts there would be great. Paul Walker: Yes. One thought is -- it's just a couple of thoughts. So we are porting over into International much of the learnings and the strategies that Holly and team have been deploying inside Enterprise North America, that was always the plan. And so we -- now that we've got Enterprise North America, the structure up and running and through that change, where International has been fast followers there. And so I think we'll continue to benefit from that. Second, in the second quarter, China didn't continue to decline for us and was actually flattish. And so that helps from a year-over-year standpoint as well. And... Jessica Betjemann: Also France. Paul Walker: And then we brought France on as a direct office, i.e. a little over a year ago. And we're seeing good growth in France. We continue to see good growth from our German operation that we brought over from a licensee to a direct office a few years ago. And so there's some good performance across international directs in particular, in the second quarter. And we look forward to seeing as we -- as they embrace more and more of what we've been doing in Enterprise North America, I think there'll be good quarters out ahead of us as well. David Storms: That's great. Thank you for the commentary and good luck on the next quarter. Paul Walker: Yes. Thanks, Dave. Operator: Thank you. I'm not showing any further questions at this time. I would now like to turn it back over to Paul Walker for any closing remarks. Paul Walker: Thank you very much. Thanks, everyone, for joining us today. Thanks for your great questions, and we appreciate you and all that you do to understand our story and where we're headed as a company. We feel great about our momentum. Big thanks to the overall Franklin Covey team as well for their hard work, and we wish you a great evening. Thanks. Operator: Thank you for your participation in today's conference. This does conclude the program. You may now disconnect. Everyone, have a great day.
Unknown Executive: [Audio Gap] I'm honored to become the host and to brief you on the performance of China Coal Energy, Shanghai Energy and Xinji Energy. We have this consolidated earnings briefing and to do the reports and outlook. We want to express our gratitude for the Shanghai Stock Exchange, Roadshow Center and all the live streaming platforms, and we appreciate your support for our group. Those attending our meetings, we have Mr. Gao Shigang, China Coal's Party Secretary, Board member; Ms. [indiscernible], China Coal's Independent Executive Director and CFO, Chai Qiaolin, [indiscernible] General Manager for the Chemicals Department; Vice Director for Marketing Department, Mr. Li Ping; China Energy's Chairman, Mr. Zhang Futao; Independent Executive Director, Mr. [indiscernible]; General Accountant, Mr. Zhang Chengbin, Energy General Manager, Mr. Sun Kai; Independent Executive Director, Mr. Yao Zhishu; Vice President, Guoxiu Zhang, General Accountant, Mr. [indiscernible], Board Secretary, Mr. Dai Fei and all the business heads for the 3 subsidiaries. We have 5 items on the agenda. First is the basics about China Coal Group, our performance in the 14th Five-Year Plan, our outlook for the next Five-Year Plan outlook. And then the 3 listed subsidiaries will brief you on our performance, our tasks completed and our work tasks for the 2026, and then we will have the Q&A session. Let's give the floor to Mr. Gao Shigang to give you a briefing about the China Coal Group, our achievements in the 14th Five-Year Plan and the outlook for 2026 and the next 5-year period. Shigang Gao: Distinguished Investors, ladies and gentlemen, good afternoon. Welcome to the 2025 Collective Performance Briefing for China National Coal Group's listed subsidiaries. I would like to express my sincere gratitude for your continued attention and support for China Coal. I will provide a brief overview from 4 aspects; the basic profile for China Coal and its listed subsidiaries, key achievements during the 14th Five-Year Plan and the development plan for the 15th Five-Year Plan and analysis of industry trends, outlook for 2026. First, overview of China Coal. China Coal is a key state-owned backbone enterprise under the supervision of SASAC as a central enterprise, covering the entire coal industry chain shoulders' important mission of ensuring national energy security. Our core businesses include coal development utilization and trading, electricity and heat production and supply, coal-based new materials and related chemical product development, equipment manufacturing and engineering and technical services. We have controlled proven coal resources reserves exceeding 70 billion tonnes with a total capacity of 310 million tonnes and annual trading volume of 400 million tonnes. We operate and construct 11 chemical projects with a total capacity exceeding 20 million tonnes we have an installed capacity of over 47 gigawatts for thermal power in operation and under construction and renewable installed capacity of 7 gigawatts. We hold controlling stakes in 3 listed subsidiaries, China Coal Energy, Shanghai Energy and Xinji Energy. By the end of 2025, the group's managed total assets exceeded RMB 650 billion with 120,000 employees. We have received an A rating from SASAC for operational performance for 6 consecutive years and have been listed in the Fortune Global 500 for 6 consecutive years. China Coal Energy, the core listed subsidiary of China Coal Group. It's a large-scale energy enterprise integrating coal production and trading, coal chemicals, power generation and coal mining equipment manufacturing. It was listed in Hong Kong in December 2006, and we returned to Asia market in February 2008. Shanghai Energy was listed on the Asia market in August 2001, primarily engaged in coal electricity, railway operations and integrated energy services. Xinji Energy was listed on the Asia market in December 2007 and became a holding subsidiary of China Coal in 2016, mainly involved in coal electricity and renewable. Second, the key achievements during the 14th Five-Year Plan period and development plan for the 15th Five-Year Plan. During the 14th Five-Year Plan period, China Coal and its listed subsidiaries diligently implemented the requirements from SASAC. We adhered to the general principle of pursuing progress while ensuring stability, enhancing efficiency from existing assets and driving growth through new businesses pursued 2 integrated business models, established and refined governance systems, innovative information disclosure, strengthened IR management, took measures to enhance market cap and promptly conveyed confidence while stabilizing expectations. We delivered remarkable achievements characterized by steady growth, structural optimization. The key features are: first, focusing on core businesses with enhanced core competitiveness with the mission of ensuring national energy security. During the 14th Five-year plan period, we fulfilled medium- and long-term coal contracts of 730 million tonnes, reserved 160,000 tonnes of fertilizers and supplied nearly 10 million tonnes of urea, and provided over RMB 110 billion in benefits to society. We completed investments exceeding RMB 200 billion and paid total taxes with over RMB 180 billion contributing to local economies. We optimized our industrial structure. Total coal production capacity reached 310 million tonnes per year, up by 22% versus 2020. Installed capacity of thermal power in operation and under construction exceeded 47 gigawatts, quadrupling versus 2020. Installed capacity of renewable in operation and under construction surpassed 7 gigawatts, achieving leapfrog development. Significant progress was made in the 2 integrated business models. Through coordinated efforts in resource and marketing, we leveraged the synergies of the full coal-based industrial chain. Distinctive integrated coal electricity chemicals, renewable industrial chain with China Coal characteristics has gradually taken shape. Second, we focused on strengthening our business, achieving improvements in scale and efficiency. The enterprise has grown rapidly with total assets increasing from CNY 400 billion in 2020 to over RMB 600 billion. Production volumes of major products achieved substantial growth. Since 2023, coal production has remained above 240 million tonnes. Power generation went up by over 80% and the output of coal chemical was above 10 million tonnes, maintaining a safe, stable, long-term full capacity and optimal operating status. The average annual operating revenue during the 14th Five-Year Plan period was up by 80% compared with the previous period. Profitability was enhanced with average annual total profit exceeding CNY 40 billion. Thirdly, we focused on value creation, achieving quality improvement for listed subsidiaries. During the 14th Five-Year period, China Coal achieved an average annual total profit of CNY 30 billion, up by 253% versus 13th 5-year period with market cap growing by approximately 200%. We consistently ranked among the top of the China Top 100 listed companies and received the Shanghai Stock Exchange's A rating for information disclosure for 16 consecutive years. Shanghai Energy focused on strengthening its fundamentals, making efforts in areas such as system optimization, lean management, policy utilization and bidding procurement, achieving cost reduction and efficiency improvement. Its average annual profit grew substantially, while its assets, market cap and stock price all maintained a stable upward trend. Xinji Energy promoted transformation and upgrading, advancing the integrated development of coal and power during the 14th Five-Year Plan. Its installed thermal power capacity went up by 298% from 2 gigawatts at the end of the 13th Five-year period to 7.96 gigawatts at the end of the 14th Five-Year Plan period, proving the effectiveness of the 2 integrated business models. Its average annual operating revenue increased with both average annual profit and asset growing. During the 14th Five-year period, the 3 listed subsidiaries cumulatively paid out dividends of CNY 30.9 billion, up by 360% versus the previous Five-year period. By the end of the 14th Five-Year Plan period, the combined market cap of the 3 listed subsidiaries reached CNY 176 billion. Fourth, we focused on problem-oriented approaches, achieving significant improvements in risk prevention and control capabilities. Safety supervision responsibilities were strengthened, safety awareness among all employees was enhanced, system support capabilities were reinforced. Overall safety production remained stable. We continue to strengthen pollution prevention and control, promoted application of clean production and energy saving emission reduction technologies, carried out mine ecological restoration, land reclamation, biodiversity protection and improved ecological environment in mining areas. Each listed subsidiary improved its ESG governance system, advancing specialized work such as climate change and double materiality analysis. Fifth, we focused on innovation-driven development, gaining momentum for transformation and development. The group refined its innovation system featuring a small internal brain plus large external brain. We established the National Natural Science Foundation of China Enterprise Innovation and Development Joint Fund in the field of Coal Energy, the National Key Research and Development Program, Disruptive Technology innovation key project, Energy Low Carbon Joint Initiative, reorganized the National Key Lab of digital and Intelligent Technology for Unmanned Coal Mining, established Energy and Low-Carbon Innovation Center of the Beijing-Tianjin-Hebei National Technology Innovation Center, got approval for the construction unit of the Central Enterprise Industrial green low-carbon original tech source and a leading technology-based enterprise with focused on national strategic needs. The development of original technology in the strategic emerging industries, the group increased our R&D spend by 2.2x compared with 13th Five-year period. Breakthroughs in key technologies were advanced, including special catalysts for polypropylene units filling the technology gaps. During the 15th Five-Year Plan period, China Coal and China Coal Energy will be guided by the Xi Jinping thought on socialism with Chinese characteristics for a new era, fully implement the spirit of the 20th National Congress of the CPC and its subsequent plenary sessions fully implement the new development philosophy, deeply implement the renewable security strategy of 4 revolutions and cooperation, respond to the major strategic decision of carbon peaking and carbon neutrality, fulfill our mission of ensuring national energy security, strengthening SOEs and state-owned capital and leading the high-quality development of coal industry, adhere to the dual wheel drive of efficiency gain of existing assets and transforming incremental assets practice. The 2 integration plus model build a hedging mechanism against the downward risk of the external market for own coal and against future carbon emission constraint, create an industry chain of coal, electricity, chemicals, renewable with China coal characteristics expand in emerging industry. Shanghai Energy will leverage its 3 major bases in Jiangsu Xuzhou, Shanxi and Xinjiang as strategic pillars to strengthen its coal power generation and renewable and integrated energy services. It will accelerate innovation, industrial transformation, achieving complementary advantages and tiered succession among its basis to become a benchmark for China Coal Energy's transformation in the Yangtze Delta region. Xinji Energy will focus on the Anhui and Jiangxi region aiming to create a CNY 100 billion level energy supply industrial cluster in East China. It will promote co-development of coal, thermal and renewable power with 7 major industrial bases in Huainan, Fuyang, [indiscernible] and Jiangxi, laying a solid foundation for high-quality development. China Coal will leverage the synergy of its listed companies to enhance high-end energy supply and service guarantee capabilities, striving to become a highly competitive integrated energy player by 2030 and by 2035, a world-class energy company with multi-energy complementarity, green and low-carbon exemplary leadership and modern governance. Third section, industry analysis. 2026 marks the start of China's 13th Five-Year Plan. China's development is characterized by strategic opportunities and risks with increasing uncertainties. The company's production operation reform and development will face a complex external environment. In macro economy, the world is undergoing accelerated changes with increasingly complex and intense great power competition affecting domestic development. At the same time, China has mismatched supply and demand and many risks and hidden dangers in key areas. However, the fundamentals supporting China's long-term positive economic outlook, including a stable economic foundation, numerous advantages, strong resilience and great potential remain unchanged. Supported by serious macro policies, especially the 15th Five-year plan, the development has great prospects. In terms of industry operation with profound adjustments in the global energy landscape and parallel construction of a new energy system, the green and low carbon transition is a long-term process. Ensuring energy security is essential for stable economic and social development and coal's role as a primary energy source and a safety net is more prominent. Considering international geopolitical tension, the supply and demand of China's coal market in 2026 is expected to be tight. The LTA mechanism for ensuring the supply of thermal coal will still be an anchor and the spot price of coal is likely to rise with more fluctuations. Looking into the 15th Five-year period, we are still in strategic window of opportunity. The foundational role of coal and thermal power will be strengthened and new power system with renewable as the mainstay is being accelerated. Technological and industrial innovation is integrating and a unified national market is advancing. This period presents both opportunities and challenges as well as pressures and drivers. Facing this new landscape, China Coal possesses the following advantages: first, resource and scale, abundant coal resources, ample production capacity, strong internal synergies, a solid development foundation and considerable industry influence. Second, value creation advantage. Lean management has been implemented with notable cost reduction efficiency gains and economic benefits and our operational performance consistently ranks among the top of the central enterprises. Third, industrial chain synergy. We continue to optimize our industrial structure, integrating coal, coal chemicals, renewables with more resilience. Fourth, innovation and mechanism. Investment in technology continues to grow. The science and innovation system is refined, giving us more momentum. Fourth section, outlook for 2026. In 2026, China Coal will adhere to the general principle of pursuing progress while ensuring stability, efficiency gains from existing assets and growth from new businesses focused on our core business, deepen reform and innovation, accelerate the green transformation, co-work development and safety, strengthen core functions and competitiveness, promote high-quality development and contribute to ensuring national energy security and achieving a good start for the 15th Five-Year plan. First, we will scientifically optimize production organization develop potential and enhance efficiency. We will carry out special actions to improve quality and efficiency, strengthen refined management and cost control. Second, we will focus on project development and advance strategy implementation. We prepare the 15th Five-year plan, develop the coal electricity, chemicals, renewables business, strengthen the modern industrial system, create new growth engines and enhance the hedging capacity. Third, we will consolidate and deepen reform achievements and drive reform to greater depth. We promote reform to the grassroots level, remove institutional and mechanism obstacles. Fourth, we will strengthen the management of listed subsidiaries and solidify investment value. We will improve the market cap management, enhance the quality of information disclosures, strengthen investor communication and maintain overall stability in operational performance, barring significant market changes. Dear friends, the development of China Coal is inseparable from your trust and support. We will always uphold the principle of openness, transparency and mutual benefit to continue to improve our management to accelerate green transformation and innovation and strive to become a trustworthy outstanding listed company with long-term investment value. We firmly believe that with the joint efforts of all shareholders, investors and all sectors of society, China Coal will take on greater responsibility and make even greater contributions to the advancement of Chinese style modernization. Thank you. Unknown Executive: Thank you, Mr. Gao. Now let me give you a presentation of the operating performance of China Coal Energy during the 14th Five-year plan and the work arrangement for '26. So dear investors and analysts, I will begin with the performance presentation of China Coal Energy. Unless otherwise specified, this is subject to the Chinese accounting standard. China Coal Energy has resolutely implemented decisions and plans of the Central Committee and firmly grasp the theme of high-quality development and earnestly practiced development strategy of improving efficiency in existing operations and transforming new ones. It has accelerated the advancement of 2 joint operations and actually building the 2 hedging mechanisms, continuously enhancing development resilience. First, high coal output and stable sales with enhanced efficiency during the 14th Five-year plan, the company resolutely showed the mission of ensuring energy supply and carrying out in-depth benchmarking of refined management, we have achieved a total of 639 million tonnes of commercial coal output, an increase of 43% compared with the 13th Five-Year Plan and a total of 1.4 billion tonnes of commercial coal sales, an increase of 52.7% compared with the 13th Five-Year Plan period. In '25, the company made every effort to ensure safe and stable supply of coal and fully release the production capacity of high-quality mines. To maximize output and benefits, the company strengthened the management of coal quality at the source. We have increased the mining area by 18%, optimizing the output. However, due to stricter safety supervision and changes in the geological conditions, the company's coal output decreased. The total commercial coal output was approximately 135 million tonnes, a decrease of 1.8% but still at a relatively high level in history. The company adhered to the general tone of a stable and refined sales, strengthened the coordination between production and sales and deeply implemented the marketing strategy of a segmented product and segmented markets. It innovatively launched a new trading model such as a virtual coal mines and maintained the sales base under the background of deep pressure in the industry. The fulfillment rate of the medium and long-term contracts for thermal coal exceeded 90%, fully playing a role of a stabilizer in energy supply. In '25, the total commercial coal sales were 256 million tonnes, a decrease of 10.2%. And the self-produced commercial coal sales were 136 million tonnes, a decrease of 0.9%. And the purchased coal sales were 109 million tonnes, a decrease of 23%. The average sales price of self-produced commercial coal was CNY 485 per tonne, a decrease of 13.7%. Among them, the sales price of the thermal coal was CNY 448, a decrease of 10.2%. The sales price of coking coal was CNY 949, a decrease of 24.3%. The sales price of purchased coal was CNY 492 per tonne, a decrease of 15.6%. Second, stable and refined sales in coal chemical industry and rapid growth in new energy business. During the 14th Five-Year Plan, the company's coal chemical business maintained a very robust curve. The total output of major coal chemical product was 28.9 million tonnes, an increase of 49.2% compared with the 13th Five-Year Plan. And the total sales volume was 29.545 million tonnes, an increase of 49.9% compared to the 13th Five-Year Plan. The total installed capacity of wholly owned and controlled coal-fired power plants under construction and operation was 53.9 million kilowatts, an increase of 58%. The total installed capacity of new energy has also reached 12 million kilowatts, growing from scratch. In '25, the company's coal chemical business adhered to the standard operations, strengthening basic management and successfully completed the national commercial reserve tasks. The total output of major product was 6.06 million tonnes, an increase of 6.5%. Among them, the output of polyolefins was 1.38 million decreased by 8.5%. The output of urea was 2.134 million tonnes, an increase of 14.1%. The output of methanol was 1.955 million tonnes, an increase of 13% and the output of ammonium nitrate was 0.58 million tonnes, an increase of 1.9%. The company continuously improves its marketing network, flexibly adjusted sales strategies, optimizing the layout and flow direction. In '25, the total sales volume reached 6.356 million, an increase of 8.8%. Specifically, the sales volume of polyolefins was 1.381 million tonnes, a decrease of 9%. The sales of urea was 2.423 million tonnes, an increase of 18.9%, the sale volume of methanol was 1.963 million tonnes, an increase of 14.4%, and the sales volume of ammonium nitrate was 0.58 million tonnes, an increase of 3%. The sales price of polyolefin was CNY 6,337 per tonne, a decrease of 9.4%. The sales price of urea was CNY 1,752, a decrease of 14.4%. The price of methanol was CNY 1,737 per tonne, a decrease of 1.1% and the price of ammonium nitrate was CNY 1,776 per tonne, a decrease of 13.5%. Thirdly, upgrading of coal mine equipment services and the prominent value of financial business. During the 14th Five-Year Plan, the coal mine equipment business promoted the improvement and expansion of joint storage and supply and intelligent transformation, achieving a total output value of CNY 50.41 billion, an increase of 56.6%. The financial business is centered on the construction of the treasury system and continuously improving the level of centralized and lean management, maintaining an asset scale of over CNY 100 billion, and net profit continued to grow steadily. In '25, the coal mining equipment business will accelerate its transformation towards intelligent manufacturing plus modern services, achieving a total output value of CNY 9.21 billion. We have also obtained international orders worth CNY 1 billion, an increase of 22.9%. We have also been highly rated by SASAC. Fourthly, in-depth promotion of lean management. During the 14th Five-Year Plan, the company deeply implemented standard cost management and all production centers established cost control mechanisms. In '25, in the face of a CNY 77 per tonne decrease in average selling price of self-produced commercial coal, the company deeply carried out the lean management approach. The unit sales cost of major product decreased significantly. In '25, the unit sales cost of self-produced commercial coal was CNY 251.51 per tonne, a decrease of CNY 30.2 per tonne or 10.7%. Specifically, material cost decreased by CNY 5.45 or 9.4%. Labor cost decreased by CNY 0.82 per tonne or 1.4%. Depreciation and amortization increased by CNY 1.76 or 3.9%. Maintenance expenses decreased by CNY 1.26 or 11.6% Transportation and port charges decreased by 1.82 or 3.2% and other costs decreased by CNY 22.63 or 43%. So this was mainly due to the company's implementation of cost management and also the optimization of production organization, which led to a decrease in the material cost per tonne of coal. Additionally, due to the need for safety production and future production continuation, the use of -- there's an increase of unit depreciation and amortization costs. And in 2025, due to the decline of the purchasing price of raw coal and fuel coal, the unit sales cost of some product decreased year-on-year, specifically, the unit sales cost of polyolefin was CNY 6,136, a decrease of 1.6%. The unit sales cost of urea was CNY 1,297 per tonne, a decrease of 21.7%. The unit sales cost of methanol was CNY 1,321 per tonne, a decrease of 35.7% and the unit sales cost of ammonium nitrate was CNY 1,412 per tonne, an increase of 7.4%. Number five, the company maintained a stable business performance and continuously optimizing the financial structure. During the 14th Five-Year Plan, the company strengthened the operation management and focusing on improving quality and efficiency. We have reached annual revenue of CNY 198.2 billion, an increase of 91.8%. And the average annual profit was CNY 30 billion, an increase of 253%. The weighted average return on net asset increased by nearly 6 percentage points compared to the end of 13th Five-Year Plan. The average annual net cash flow from operating activities was CNY 39.7 billion, an increase of 109%. The company's market cap increased by 209%. And the total net profit attributable to parent company over the past 5 years was CNY 88.7 billion, laying a solid foundation for the long-term development. In '25, because of the decline in the market price of coal and chemical products, the company achieved a revenue of CNY 148.1 billion, a year-on-year decrease of 21.8%. The total profit was CNY 26.6 billion, a year-on-year decrease of 15.7%. The net profit attributable to parent company was CNY 17.9 billion, a year-on-year decrease of 7.3%. The comprehensive GP margin was 27.5%, an increase of 2.6%. The basic earnings per share was CNY 1.35. Despite the overall pressure in the industry, the company still maintained a strong profit resilience. The company continuously strengthens cash flow management with a net cash inflow from operating activities of nearly CNY 30 billion, providing a solid support for business development and shareholder returns. The asset liability ratio further decreased to 45.8%. The capital structure became more stable and the risk resilience is increased. The changes in the total profit in '25 were as follows: firstly, the unit sales cost of self-produced commodity coal decreased, increasing profit by CNY 4.16 billion. Second, the reduction in taxes and surcharges increased the profit by CNY 0.8 billion. Thirdly, the power business increased the profit by CNY 0.7 billion. Fourthly, reduction in period expenses increased the profit by CNY 0.53 billion. Fifth, the reduction in impairment provisions increased the profit by CNY 0.426 billion. The main profit decreasing factors were: first, the decline in self-produced commodity coal pricing by 10.5%. Second, the main coal chemical enterprises reduced profits by CNY 0.36 billion. Thirdly, the decrease in the sales volume of self-produced commodity coal reached profit reduced profit by CNY 0.35 billion. Fourthly, the reduction in investment income reduced the profit by CNY 0.34 billion. Fifth, the decrease in nonoperating income and expenses reduced profit by CNY 0.087 billion. Number six, the company steadily advances the 2 joint operations and enhance the momentum for development. During the 14th Five-Year Plan, the company accelerated the 2 joint operation program and also being the 2 hedging mechanisms of coal electricity, chemical and new energy, accelerating the installation of key projects. In 2025, the company's CapEx plan was closely centered around coal, about CNY 21.678 billion. And during the reporting period, a total of CNY 19.92 billion was completed, achieving 91.9%. Relevant key projects were steadily advancing. For example, the Libi Coal Mine is expected to achieve the dry operation by end of '27 and the Weizigou Coal Mine is expected to achieve a try operation by end of '26. The Wushenqi power plant is expected to be in operation in the second half '27 and the Yulin Coal Deep Processing Project has entered the equipment installation stage. The company's CapEx plan for '26 was CNY 21.32 billion, an increase of 7.05% compared with 2025. By business segment, the Coal segment plans to allocate CNY 7.24 billion. The Coal Chemicals segment, about CNY 8.48 billion; the Coal Power segment, about CNY 2.18 billion; the New Energy segment, about CNY 2.6 billion, the Coal Mining Equipment and other segments, about CNY 739 million. Seven, the foundation of safety and environmental protection remains solid. In '25, the company has strengthened the foundation and consolidating the basics, increased the safety protocols and carried out in-depth safety production efforts with no major safety incidents. The company strengthened the pollution prevention and ecological governance and also established a long-term mechanism. The regionalization and specialization reform was deepened. And the company maintained a leading position in the top 100 Chinese listed companies and has received an A level information disclosure evaluation from the Shanghai Stock Exchange for 16 years in a row. Number 8, the dividend payout policy continuously been optimized. The shareholder returns remained stable during the 14th Five-Year Plan. The company's cumulative dividends were CNY 28.2 billion, an increase of 393%. And since its listing, the company's cumulative dividend has reached CNY 46.1 billion. In '25, to enhance the investment value of the listed company, the company's Board of Directors proposed to distribute RMB 5.07 billion in a cash dividend to shareholders in '25, which is 35% of the company's shareholders' share of profit. After deducting the interim dividend of CNY 2.2 billion already distributed, the cash dividend to the distributed to the shareholders is CNY 2.87 billion. Number 2, main work arrangements for '26. In '26, the company will continue to adhere to the general principles of seeking progress while maintaining stability, improving efficiency and striving to have a good start of the 15th Five-Year plan. The company plan to produce and sell over 130 million tonnes of self-produced commercial coal with 1.45 million tonnes of polyolefin product and over 2.03 million tonnes of urea under the condition that the market does not undergo significant changes, the company will strive to maintain overall stability of revenue and profit. And also the company will fully ensure a stable supply of energy to fulfill its responsibility of energy supply security, accelerating the transformation and upgrading of energy service business to ensure the efficient and smooth operation of the entire value chain from production, transportation, sales, distribution and usage. And second (sic) [ third ], we will deepen the lean management and the cost control for the Phase 2 of Yulin Chemical project. And number four, we'll steadily promote the 2 joint operation programs as well as the co-electricity chemical, new energy industrial chain to promote the green development. Number 5, continuously deepen enterprise reform and mechanism innovation to consolidate the achievements of reform and improvement and to stimulate organizational vitality and talent potential. Number 6, we also strengthen the level of digitalization, increasing R&D investment as well as to cultivate new high-quality productivity with Chinese coal industry characteristics. And number 7, we will also enhance the ability to prevent and resolve major risks. We will strive to further consolidate the foundation of market value management. And number 8, the company will continuously consolidate the foundation of market value management as well as the level of corporate governance and the quality of information disclosure. Dear investors and analysts, looking back to the 15th Five-Year Plan and 2025, China Coal Energy against a complex and dire market environment, we have demonstrated resilience. And in 2026, we'll continue to maintain this attitude to forge ahead and also to reward our shareholders with even greater returns. Thank you. Unknown Executive: Thank you. Now please join me to welcome Mr. Zhang Futao from Shanghai Energy to present the performance in '25 as well as the work arrangement for '26. Zhang Futao: Dear Mr. Gao, Mr. [ Jiang, ] distinguished guests, ladies and gentlemen. I will present to you the performance in '25 as well as the plans for '26 and the 15th Five-Year Plan. Firstly, we have intensified efforts to improve quality and efficiency, enhancing the level of operation. The company closely focused on the 1 profit and 5 raised targets. For example, we have embraced some cost-down initiatives such as blending inferior coal and reducing all the materials. We managed to reduce cost by CNY 500 million and the production cost of raw coal and the cost of electricity sales decreased by CNY 40 per tonne and CNY 0.012 per kilowatt hour, respectively. We strengthened the management of off-peak electricity usage, saving nearly CNY 13 million in electricity fees. We have also coordinated the use of safety and maintenance funds, reducing cost by CNY 50 million. We have also expanded new customers. We are also proactively adapting to the market. We have also improved the value added to our products. This has led to an efficiency boost of CNY 16.28 million. And also the raw coal calorific value has also increased by 164 [ Kcol. ] Additionally, the company has also achieved operating income of CNY 7.67 billion and net profit attributable to shareholders of listed company of CNY 220 million, total profit of CNY 150 million, total assets of CNY 1,900 billion and net asset of CNY 12.63 billion and earnings per share of CNY 0.31 and the asset liability ratio of 35.28%. We have also strengthened the coordination of production, transportation and marketing. Faced with this continued downturn in the coal market and unprecedented production pressures, the company coordinates production, transportation and marketing, optimizing the production organization and also we all aim to stabilize the production capacity. So in '25, the company's annual commercial coal volume is 6.13 million tonnes and refined coal output has also improved to over 4.47 million tonnes and also the power generation capacity, 4.24 billion kilowatt hours. Among them, the power -- new energy-based power generation is 536 million kilowatt hours. And thirdly, we have also solidified the reform and continuously improving the development momentum. Additionally, we have also increased -- vigorously promoted unified allocation of human resources, deployed 216 personnel between mines, including 87 technical personnels that are operating under the mine. The ratio of the 3 lines has reached by 1 x 1.7 x 3. And number four, we have also steadily advanced the key projects. The company took key projects as the basis to accelerate the construction of the 2 joint operation programs or demonstration bases in Xinjiang and the first mining project of Xinjiang Weizigou coal mine smoothly entered the construction stage. Additionally, the construction of a key new energy project has also been accelerated. The 165,000-kilowatt PV project in the subsidence area of Ningdong mine has been fully connected to the grid for power generation. The installed capacity of new energy under construction has reached 672,000 kilowatts. The Datang Power Grid renovation was also put into operation. Fifth, the company has continuously strengthened innovation and R&D. The company has continuously increased our commitment to this direction with our R&D expense increase of 4.12% and also has won 24 provincial and ministerial level and the industrial level awards with 8 achievements reaching a domestic leading or above levels. The company has also obtained 45 national authorized patents, including 10 invention patents and key science projects such as carbon storage space and virtual power plant have been implemented in an orderly manner. The source grid load storage coordinated regulation microgrid project has also been included. Number 6, the company has paid close attention to shareholder dividends. Since its listing, the company has achieved a cash dividend for 21 years in a row with a total dividend amount of CNY 3.91 billion, which is 4.46x the raised funds of CNY 877 million. In September '25, the company implemented a 25 semiannual cash profit distribution, distributing a total of CNY 65 million. This is the company's second interim dividend. From 2017 to 2024, the company's cash dividend ratio to the net profit attributable to shareholders of the listed company has exceeded 30%. In '25, on the basis of implementing interim dividends, the company distributed a total of CNY 217 million in cash dividends to all shareholders at a rate of CNY 2.1 per 10 shares, accounting for nearly 100% of the net profit attributable to shareholders. At the same time, the company distributed 3 bonus shares per 10 shares to all shareholders and increased the share capital by 1 share per 10 share through capital reserve. Number 7, the company has continuously strengthened market value management and fully met market expectations. The company accelerated the pace of external development and -- we have also kickstarted the Phase 1 of the 400-megawatt PV power generation project in Luxi C [ Qidong ] City, and it has been approved by the Board of Directors and also the company actively completed the share purchase by some directors or former supervisors as well as senior management and middle-level management, purchasing 623,200 shares with a total value of CNY 7.10 million. China Coal Energy has increased the holdings of Shanghai Energy shares by 2.43 million shares with a holding ratio of 62.78%. It has continued to introduce active shareholders. For the next step, the company will continue to take value creation as the core, continuously boost investor confidence and promote reasonable reflection of the company's quality and its investment value through standardized governance, stable operation and transparency. Second, Shanghai Energy's 15th Five-Year Plan. At present, the company has formulated a preliminary 15th Five-Year Plan. The overall thinking is to resolutely implement the strategic orientation for green and low-carbon transformation and also leading a core mission of high-quality development in the coal industry as well as to fully incorporate the ESG concept into the company's strategy and operation. And again, the company is building the 2 hedge mechanism and remain firm in the 1, 2, 3, 4, 5 development strategy without wavering. That is aiming at creating a new [indiscernible] mine, and we will build a hedge mechanism based on these 2 joint operation programs, creating 3 major bases in Jiangsu Xuzhou, and Shanxi and Xinjiang adhere to the regionalization integration principles and also strengthen the 5 coordinations of safety, stability, improving efficiency of existing assets and transforming new assets. We will also accelerate the expansion of external coal product from a single fuel to raw materials. We will also focus on researching and developing the technology of coal grading and quality differentiation. The 3 mines and the headquarters will remain stable production, increasing the planning of resources in [indiscernible] area and also promote the sustainable exploitation of resources in the headquarters. The 2 mines in Xinjiang will shift their focus to improving economic benefits, taking the path of differentiation and focusing on improving coal quality and also to achieve a key transformation from production growth to value creation. Power and new energy sector, we will adhere to our load-oriented approach, focusing on the load-intensive areas and also to build an integrated energy park service providers to meet the needs. The headquarters will fully leverage the integrated advantages and actively expand electricity customers. We will use different ways to obtain resources through investment acquisition and as well as building new projects in rural areas to obtain new resources. Comprehensively boosting the business for the energy service. We will firmly establish the concept of going out for development and also encouraging the high value-added and high-tech content business. Next, work plan for 2026. '26 is the starting year of the 15th Five-Year Plan. We will be guided by the Central Government to implement the spirit of the 20th National Congress of CPC and also requirements of the Central Economic Work Conference. We will comprehensively strengthen the party's leadership unwaveringly implement the new development concepts. We will also strive to improve the quality and efficiency of operation and with a focus on the [ 1233/6 ] tasks as well as accelerating the start of the 330,000-kilowatt PV project in the remaining area of the 1 million kilowatt ecological governance clean energy base in Peixian. Additionally, we'd also try to strengthen the 3 production keys of roof control, system optimization and advanced prevention. Dear guests, ladies and gentlemen, the achievement of Shanghai Energy today could not have been possible without your long-term care support and help. I would like to express my sincere gratitude. We will take this opportunity as we will take this performance briefing as a new starting point and carefully listen to the valuable input and opinions of all investors and draw on the experiences of China Coal Group. In the next step, we will continue to optimize the effort of operation, continuously improving our corporate governance and strive to create greater returns for investors. Thank you. Unknown Executive: Thank you, Mr. Zhang. Let's give the floor to Mr. Sun Kai about the performance of Xinji Energy in 2025 and the working plans for 2026. Kai Sun: Distinguished investors, good afternoon. I'm very pleased to meet with all our friends at the Xinji Energy performance briefing. I would like to extend my sincere gratitude and heartfelt greetings to all the friends from various sectors who have consistently cared for and supported the development of Xinji Energy. We forged ahead with innovation, achieving breakthroughs against challenges, marking a successful conclusion to the 14th Five-Year Plan. In 2025, it was a critical period for Xinji Energy as we navigated challenges and tackled difficulties head on. Our cadaries and staff united as one fully embodying the Xinji spirit of perseverance, resilience and dedication. We actively responded to multiple challenges, including a downturn in the coal market and spot market trading for electricity sales, achieving record results in key operating indicators. For the year, we produced 19.76 million tonnes of commercial coal and sold 19.69 million tonnes. We generated 14.2 billion kilowatt hour of the electricity and sold 13.4 billion kilowatt hours. We achieved operating revenue of CNY 12.3 billion total profit of CNY 3.1 billion net profit attributable to shareholders of the parent company, of CNY 2.1 billion and EPS of CNY 0.8 for the year. By the end of 2025, total assets reached CNY 53 billion liabilities or RMB 33.7 billion with a gearing ratio of 60%. Owners' equity attributable to the parent company was CNY 17 billion, up by 9% year-over-year. In 2025, it also marked the conclusion of Xinji Energy's 14th Five-Year Plan. During this period, all categories and staff implemented the strategy of enhancing efficiency for existing assets and driving growth through new businesses, and we had 7 major achievements. The first as we made historical breakthroughs in transformation. We established a new industrial structure with coal at the foundation, thermal power as the support and renewable as the direction. The coal foundation was strengthened with commercial coal production up by 1.7 million tonnes, a growth of 10%. The thermal power business achieved a leap from single point projects to clusters with controlled installed capacity increasing by 5.96 gigawatts, nearly fourfold. The renewable business grew from the scratch, establishing a demonstration base for the group's 2 integrated business models and now a crucial milestone. Secondly, we made significant improvements in production efficiency. We improved our production layouts and with commercial coal production achieving an average annual growth rate of over 2%. The calorific value of commercial coal was up by 392 kilocal per kilogram, generating over RMB 1.5 billion revenue from quality improvement. Equipment upgrades improved with all 5 operational coal mines passing intelligent acceptance inspection. Third, construction of an intelligent safety protection and control system. We advanced system governance and intelligent construction upgrading intelligent safety systems and disaster early warning platforms, advanced tools like AI intelligent identification and video surveillance, intelligent safety perception network covering underground and service operations was established, enabling real-time monitoring and intelligent early warning of gas, water hazards and ground pressure, taking our risk control capability to the next level. Fourth, we achieved leapfrog growth in operating performance. Total assets exceeded CNY 50 billion, nearly doubling total assets and profit versus the end of 13th Five-Year Plan. We entered a fast track for both scale and quality, achieving a dual breakthrough in asset and profitability. Gearing ratio was 63%, down by 9.55 percentage points. Labor productivity per headcount reached CNY 724,800, up by 69%. Fifth, we reaped the fruits from our reform efforts, a corporate governance system known as 1135/11 was established, comprising 1 charter, 1 measure, 3 rules, 5 lists, 1 menu and 1 completion. We were selected as a demonstration enterprise for grassroots corporate governance by SASAC. We completed our 3-year action plan for SOE reform with high quality. Sixth, we achieved leading progress in tech innovation. We invested RMB 330 million intelligent construction. We undertook 3 national key R&D projects during the 14th Five-Year Plan period with 10 world-leading technological achievements. We were selected as one of the first batch of pilot enterprises for digital transformation by SASAC and established the industry's first 5G plus smart power plant. Seventh, we owned our social responsibility over the 5-year period, 76 million tonnes of LTA coal were delivered, exceeding national energy supply assurance targets and fulfilling our role as a pillar in ensuring energy security. We spent CNY 450 million to improve our employees' sense of gain and well-being. We paid CNY 13.67 billion in taxes. We've consistently built an ESG governance system. In 2025, we received the highest A rating for information disclosure and got recognized as an excellent enterprise for national coal industry, social responsibility report released for 8 consecutive years. 2026, we are setting clear goals systematically planning, outlining a grand blueprint for the 15th Five-Year Plan. 2026 is a pivotal year for Xinji's energy transformation and development with firm and clear objectives. Comprehensively improve production quality and efficiency with commercial coal production less than 18.5 million tonnes and aiming for 19 million tonnes. Power generation, no less than 30 billion kilowatt hours. We'll make every effort to improve operational quality, optimizing the annual budget targets for the 5 rays indicator will develop at full speed, ensuring timely commissioning of 3 power plants. 2026 also marks the start of Xinji Energy's 15th Five-Year Plan closely aligning with national requirements for building a renewable and modern industrial system and Anhui, Jiangxi, development plan and leveraging the advantages of the coal-based full industrial chain, we've established a 1245/7 development strategy. The focus will be on the following tasks: First, focusing on stable production and increased sales to build up on our strength in coal. Adhering to the development principles of safety, efficiency, green and intelligence while improving the quality and efficiency of the existing 5 operational mines, we will advance the level deepening of [indiscernible] Xinji #2 mine and 1 mine or we develop [indiscernible] the coal resources and complete the integration of coal [indiscernible]. We focus on changes in coal products and categories to enhance our competitiveness. Second, we will focus on the 2 integrated business models to fully advance new project construction. We will strictly control the safety and quality of power projects under construction to ensure the timely grid connection and power generation of [indiscernible] power plant, accelerate the renewable projects, construct and strengthen the renewable industrial landscape, achieving leapfrog development. Thirdly, we will focus on industrial upgrades to explore emerging industries. Leveraging the resources in coal mining areas and our renewables development, we conduct feasibility studies combined with water electrolysis, hydrogen production and CCUS for thermal power centered on the strategy of building a new energy system and based on the regional industrial parks and facilities, we will promote projects for substituting clean energy in regional heating and achieve industrial upgrades. Fourth, we focus on innovation-driven development to empower high-quality development. We will expand intelligent control applications, data lake integration and standardized governance. We will plan for the construction of high-value AI plus scenarios, creating a smart support system covering production, safety and management. We will accelerate the construction of national key labs, establish experimental environments for technologies such as unmanned intelligent mining, intelligent rapid tunneling and adaptive and control deep mine equipment. Fifth, we will focus on the 3 defense lines and solidify the foundation for stable development. Safety is the lifeline and environmental protection is the bottom line and compliance is the red line. We will strengthen these 3 defense lines. Sixth, we focus on strengthening the enterprise through talent. We will improve recruitment model, systematically maintain normalized recruitment and try to meet the labor needs of grassroots units. We improved the compensation system, break the equal pay for all approach and effectively safeguard the income of frontline workers. We conduct scientific analysis, promote competitive selection for positions and build a talent pipeline for cadres. Seventh, we focus on party building leadership to forge strong entrepreneurship. We will always adhere to CPC's leadership over SOEs, ensuring high-quality development with party building. We deepen the comprehensive governance of the party, consolidate the political responsibility, improve party building quality, advance the scientific standardized systematic construction of party building, promote the deep integration of party building with production and operations. Looking back, we have overcome obstacles and achieved remarkable results. Looking ahead, we are full of confidence. 2026 is a crucial transitional year for Xinji Energy's transformation. We will maintain an unrelenting spirit to strengthen our confidence for ahead and work diligently. We will make every effort to accomplish all annual targets and write a new chapter for the company's high-quality development during the 15th Five-Year Plan. We will keep improving quality and efficiency, supporting market cap growth through solid operations and rewarding all shareholders and investors with strong performance. I wish all investors a smooth work, good health and abundant rewards. Thank you. Unknown Executive: Thank you, Mr. Sun. Now we'll open the floor for Q&A with both online and on-site participants. We will give priority to the on-site questions while also addressing some online questions, please. Unknown Analyst: Thank you, Mr. Zhang and management from China Coal. I am analyst from CITIC Securities. I have 2 questions about coal chemical. Since the conflict in the Middle East, people are concerned about the pricing trend of coal chemicals. So what will be the trend now compared with the last year for coal chemical pricing? And the second question is about the polyolefin business. So last year, the production and sales volume of polyolefin has dropped. Do you think that this year, the production and sales would rebound? And if that's true, will that lead to better economies of scale and thus lowering the unit cost of sales for polyolefin? Unknown Executive: Okay. I would like to ask [ Ms. Li ] from the marketing to address this question. Unknown Executive: Okay. Thank you for the question. the international conflict has indeed an impact on the chemical products as well as on energy. So for China Coal Group, the pricing of our urea and polyolefin has also been affected, even though recently, it started to rebound to a more reasonable level. We have made some price comparison on March 31. So urea pricing is basically flat with the same period last year. So in 2025, the urea pricing was relatively stable. So it went down, but it has rebounded. This has something to do with the supply control as well as additional export. For polyolefin, the pricing is more volatile. The price is like 10% higher than last year. That's for the polyethylene. While for the propylene, the price is actually still higher. It's like CNY 1,000 higher than same period last year. Even though recently, both futures and spot prices are falling. And also, I think that in the Chinese market, the capacity and the supply abilities are relatively sufficient. So in 2026, there are a lot of new capacity. So in the '26, the price would be more reasonable but it won't drop a lot because indeed, this conflict has a huge impact on the energy sector. Unknown Executive: Okay. So regarding the production and sales volume of polyolefin, I'd also like to ask Mr. Shu from the Coal chemical BU to address this question. Unknown Executive: Okay. So in 2025, we have 2 sets of our devices are under major maintenance or overhaul. So judging by the current circumstances, reaching a full load or full operation is very probable. So this year, we have a plan the production volume of 1.45 million tonnes. And I think we are able to go beyond that by around 60,000 tonnes. And secondly, after the device overhaul, the overall operation is becoming better. So that means the cost will be lower, and that also extends to next year. So that means we'll have better outcomes. gentleman in the first row. Unknown Analyst: Okay. Thank you, Mr. Gao and also thank management from China. I am [indiscernible] from the [ Yangtze River Metal. ] I have some questions. So firstly, a question to Mr. Gao regarding the 15th Five-Year Plan of the group. I understand that in the 14th Five-Year Plan, the group has a lot of investment in the coal chemicals, and people are also interested to find more about the directions of our investment and the volume guidance for the 15th Five-Year Plan for Coal Chemical as well as whether the dividend payout of China Coal Group would also change with the changes of CapEx. So that's my first question. And the second question is about -- we know that in Anhui province, the electricity price is turning down this year. And actually, judging by the performance last year, the integration advantage is quite significant. revenue stream was quite stable. So after the placement of several power plants, what will be the prospect for like the power generation segment in '26 and '27? That's my second question. Last question is about market cap. As mentioned earlier, the company will continue to do more in the capital market. So the current the ratio is like still lower than 1. So what will be the plan to improve the price-to-book ratio or any other additional plans in the capital market? Shigang Gao: Thank you for the question. So this is about the coal chemicals. It's true that we've been paying close attention to this segment. The chemical business is one of our main businesses. So apparently, we need to be aligned with the national strategy to remain committed and unwavering in this direction. We are paying close attention to a few initiatives. We have some production bases in the Mongolia and the Shanxi province. We're also interested to find more about the opportunities in Shanxi province and Xinjiang for some like early technical investment or some demo project. And second thing would be the coal-based LNG. We are also engaging in some research in North China because for coal chemical business, it has a high requirement for the quality of the coal as well as the maturity of the chemical technology as well as the equipment readiness. So we are also considering these aspects. And thirdly would be coal to oil. As we know, because of this international insurgence, now China we have like 77% of like oil dependency on the foreign countries and also over 40% of gas dependency on foreign countries. So from a strategic point of view, the nation is trying to improve the supply chain activity, in particular, in light of the current international conflict. So we have also made some attempts in the coal-based oil but the profit margin is not as high as coal-based methanol or coal-based olefins. If the technology readiness is not good enough, then it might lead to loss-making. So we are engaged in the R&D in this area. This is also actually our forte. So for China Coal Group, we've been cultivating in these areas for many years. So these will be the main directions. And the other thing, as mentioned earlier in a prior presentation, the coal-based hydrogen and then using the hydrogen to generate grain alcohol, we are making some experiments in order. If the technology becomes more mature, then we might to invest more in this direction. As to how to land this project, that will be dependent on the state's industry policies as well as our technology maturity and also the coal quality and whether it matches with our know-how in the chemical segment. So we would try to seize the right timing, and we are currently engaged in some preliminary research. But please rest reassured that coal and the power and chemical and new energy, these are the main businesses for China Coal Group. And we would steadily step forward in these areas. Thank you. Unknown Executive: Next, please. Unknown Executive: Thank you for your question. I'd like to address the question about the commissioning of the power plant. So the last year, the [indiscernible] power plant, the power capacity is 14.2 billion. And this year, for the Xuzhou and Shanxi, with these new power plants, our electricity -- the generated electricity would increase by 13 billion. So I think that means the profit margin for the power business would be better. And also the power business is also correlated with the coal cost. 75% of the cost is actually the coal. And because of our 2 joint operation programs, we're able to leverage this advantage. So our power plants is very resilient against the risk. And thirdly, for our power plants, I think we have over 1 million capacity and over 660,000 capacity. So these are very ideal for the spot market transactions. So I think the profit prospect of the Power segment is something that we could look forward to. Thank you. Now move to Shanghai Energy. Let me briefly address the questions. So for Shanghai Energy, we've been driving these initiatives there are still some gap from our targets. So in 2026, we aim to address the following initiative. Firstly, to improve our operational ability, which is like the value of a listed company. So that means we would stabilize our production capacity to improve the quality, to optimize the product mix and also the production efficiency and in work to boost our operation. And secondly, from a perspective of development, we would also accelerate the cadence mostly in 3 directions. Firstly, for the coal industry, in principle, we would want to stabilize the coal output. So capacity will be controlled within the number 709. And regarding the quality, we would also try to speed up like the contribution ratio from external projects, including the Xinjiang project. We need to speed up the construction of the Xinjiang project and also improving the quality of coal output. And also, we also wanted to speed up the construction of our facility in Gansu province and Shanxi province. And at appropriate timing, we would announce more details to the capital market. In the meantime, for our power business at the headquarter level, we would also engage in some major expansions. As you probably have noticed, we had like this MA project. And we would have even more MA projects for new energy as well as some of our self-developed projects. And all of these will be carried out. At the same time, our ESS project is also in the validation stage. And maybe very soon, we're able to disclose more details. And also regarding the construction of the new power system like the distribution network as well as the micro grid, we are working on these agenda. At the same time, we have also a new direction that is low carbon and green initiatives, including making use of geothermal energy as well as the recycling of the coal ashes or coal powder. So all of these are on the right track. So we aim to leverage this development to drive the market value. And thirdly, we would also strengthen the communication with the capital market so that our investors would understand and appreciate the value of Shanghai Energy. At the same time, we are also actively introducing more shareholders and to improve the branding as well as driving the market cap. Thank you. Unknown Executive: Thank you, Mr. Zhang. Next, please. The lady in the middle. Unknown Analyst: I am from [indiscernible]. I have 2 questions. First, about dividend payout because we have noticed that in the recent years, China Coal has been improving your dividend payout. And you had some special dividend payout after the annual result after -- for 2023 and 2024 and also last year when the coal price was low, but you still improved your dividend payout ratio from 30% to 35%. And these measures were well received by the market. And many of the long funds they have been paying attention to the changes we have been making. But in this year's annual payout, you have used the payout ratio of 35%. You're not improving it further. And we used the Hong Kong performance at a relatively lower base to do the payout ratio. So that means for the A shares market, the payout ratio is about 28%. And this for the long insurance-based funds, this is a bit stressful for us because we expect higher returns. So my question for the management team is what's your plan for the future dividend payout? And we also noticed how the finance ministry has adjusted up the payment ratio for SOEs and for those in coal sector, it's at 35%. So does that affect your payout ratio? That's my first question. For question number two, we have noticed you have many of the good quality assets. In May 2028, so your commitment about the noncompete with [indiscernible] will expire and the PBE in Asia market is at 1.5x and in Hong Kong Stock Exchange, it's 1x. So that means you're no longer under the pressure to do further asset injection and the external environment is good for you. So do you have any plans to inject the good quality assets into the listed companies? Unknown Executive: Okay. The dividend payout question will be taken by Mr. Li. Unknown Executive: We were listed in the H-share market in 2006, and we made the commitment to have a cash dividend payout ratio of 20% to 30%. And it is part of our company charter. And from that IPO year, although we made the range of 20% to 30%, but it has never gone below 30%. And when we make the dividend payout policy, we want to strike the balance between our development, operation stability. We want to maintain our high-quality development. And we have been asking for the inputs from investors from our shareholders, from the management teams and from the Board. That's how we made the dividend payout policy. And for your question, I have several points to make. So people might say that we have a lot of the cash reserves and with so much cash on hand, why don't we pay out more. RMB 90 billion of those money market funds, we put such of the finance management under the holdings company. So out of the RMB 90 billion, about RMB 40 billion belongs to the group level. So that -- not all of those cash reserves can be tapped into. And also, we have got the special reserve funds for safety and environmental compliance. So it's not the idle funds resting our balance sheet. And if you deduct all that amount, we have only about RMB 40 billion at our disposal. And considering our revenue size of at least RMB 150 billion, this is a good enough ratio here. and we want to further improve our operational efficiency to give better returns to our shareholders. I want to explain more about how we are using those cash reserves. It's not being idly held. And of course, about investor returns, at the end of the day, it all comes back to the high-quality growth. It's not just about the cash payout. You can calculate our payout ratio in the 14th 5-year plan versus the market average. We are always on top. In 2020, we paid out RMB 1.7 billion. And in 2024, it was RMB 6.3 billion, and we also offered some special dividends. Last year was also about RMB 5 billion. And through further improving efficiency and improving our growth, we are expanding the base for dividend payout. And no matter how violent the market could be, we still have a stabilized growth, and that's a better guarantee for your returns. And about whether we can further expand the payout ratio. Well, in the 15th 5-year plan, you have been asking about the M&A possibilities and asset injection possibilities. These are part of our plan, and they all need funds. They need liquidity. For a good enough asset, we need to at least have RMB 10 billion or even RMB 20 billion to be part of the bidding process if we want to acquire it. And for all the transformations and the development we need for the 15th 5-year plan, we also need the ammunition. So we have to factor in all those different variables and also getting the input from investors and shareholders. And we will definitely listen to the input from you and then we welcome all advices from you to formulate the payout ratio policy. About your second question, we have got a lot of attention from our existing assets and the injection of other assets. Yes, the group has some other coal and electricity-based assets. And you're wondering what would happen to them. This is something we have been studying at the group level. We do not rule out the possibility to securitize those assets or injecting them into the listed subsidiaries. But as to how does that happen through what channel and when we are conducting the researches here. We do not have a finite solution here. If we have come to a conclusion, we would definitely disclose it to the capital market. And about the noncompete commitment being expired, thank you for noticing that, and we have been discussing this issue. And we are studying all these issues. And again, if there are some concrete conclusions, we would disclose them in a timely manner. Unknown Executive: Okay. Let's continue. Unknown Analyst: I'm from Minsheng Securities. I have 3 questions. First question for China Coal Energy. Last year, the coal price was trending down, and you have made different efforts to cut costs. That is why you had good enough performance. And based on your 2025 financial report, you have lower levels of the specialized reserve. And in 2026, we have a lot of uncertainties in the external market and the geopolitical landscape. So can you give us some outlook about the unit coal cost? How would that trend? And second question is for [indiscernible]. In Q1, the power plant in Shanxi and Xuzhou has been put into operation. Another one will be put into operation in the second half. And in 2027, 2028, what are the new growth drivers? Or would you prioritize paying the liabilities, paying for liabilities or increasing the payout ratio? And the third question, Xinjiang [indiscernible] subsidiary was loss-making. It's tied to the Xinjiang 106 coal mine. And in 2026 with the coal mine will go live. It's also based in Xinjiang. And once it goes online, what's your expectation for the profit level? Unknown Executive: About unit production cost of coal. So we have used more of the specialized funds last year. And in the 15th 5-year plan, we had good cost control. It was very effective. It's not about how much we tapped into the specialized fund, but our mines are modernized and highly efficient and production technologies and designs are very advanced. That matters. So no matter how strict or severe the circumstances are, we could have stable operation, and that's the most important foundation for the good operation. For the specialized funds, it mostly went to the inspection and safety. And we do not get to decide how to spend it. There are some strict state-level rules about how to spend it. So we have a very detailed rule about spending it. It's all going according to rule. So we do not get to decide to use it more or less based on the market trends. There is rules about this usage. And last year was -- last year for 14th 5-year plan, so we decided to invest more into safety and inspection so that we would have smooth operation for the 15th 5-year plan. Every year, there are different focuses for such investments. That is why it seems that we used more of the specialized funds. As for the smaller balance, starting from last year, we took some big measures. One part of the cost would be about the finances. We have unified. We have got a transparent procurement for all the raw materials and eliminating 90% of the middlemen. So we're connecting directly to the vendors, and we can have better management of the vendors. Last year, procurement cost was reduced by more than 7%, and we continue -- we will continue that trend this year. And we have done the online procurement for such procurement so that we can keep tabs on procurement. So that's what we have done from the source. And we have standardized cost control. And over the years, we have established a good SOP there. And Mr. Gao is being hands-on in monitoring this system, making sure that each step of the process, we can scientifically squeeze the costs. And this is still an ongoing process. We believe we can effectively control the costs here. But I want to emphasize, it's not about how much more you can squeeze the costs here because margin is also tied to the selling prices. The unit coal shipping fees could be tied with the sales. And we -- there could be different pricing for different varieties of the coals, and we could shift the manufacturing capacity for different varieties. And last year, we increased about RMB 800 million in profit through shifting the capacity for different varieties of coal. So it's not just about cutting costs, this one dimension. We have multiple levers to pull. Unknown Executive: Question about Xinjiang. Thank you for the question. In Q1, our Shanxi and Xuzhou power plant went live. This year, we increased the power generation by 30 billion kilowatt hour in Q1, up by 2 billion units. So that ensures our future profitability. Your question about our investments during the 15th 5-year plan. Mr. Gao in his report has mentioned our Xinji 1, 2, 4, 5, 7 strategy and the 2 hedging system. We have -- we're aiming to build the industry cluster in East China, and we will have 2 transformational sites. And we also have the coal power chemical renewable. We have got installed capacity for thermal plants, and we want to make a thermal power plant base. And for the coal-based chemical, it's also an important component. And for our coal production capacity, we are tying it with the chemical production and renewable production so that we can be better hedged against the future risks. And in the 15 5-year plan, we are adding another some incremental capacity. And in the 7 bases we have, we are conducting new businesses there. Question about Shanghai Energy. [indiscernible] company sustained loss last year. It had 1.8 million tonnes of capacity. And in 2025 because of the complex geological structure, it affected our production capacity. And also the 1.6 mine, there was an incident with a higher carbon monoxide level. And to prioritize safety, we had this thorough inspection and governance. And these 2 factors led to only 960,000 tonnes of 47% reduction versus our goal and also coal price was reduced a lot. In 2025, it was RMB 195 per ton, 30% down year-over-year. That is why mine 106 sustained losses in 2025. As for the WISCO mine, it is in the same region with Mine 106, but it has some features. It has bigger capacity, 3 million tonnes of capacity. And also during the construction of WISCO, we added the washing -- coal washing plant -- but for Mine 106, there is no washing and selection. But in WISCO, we have added the washing step, so it's more differentiated. So it's possible that we could use it for chemical coal. We could change our sales strategy. And we are also planning for a cost control here to better ensure cost reduction after it went online to achieve good efficiency. Unknown Executive: In the interest of time, let's have one last question. Unknown Analyst: I am from [indiscernible] Securities. I am [indiscernible]. Two questions for the management team. In the past decade, we saw how the 3 listed companies have got very advanced footprint. You're present in Shanxi, Xinjiang and in other regions in China. You're more advanced than your peers. And -- in the presentation, you said in the 15th 5-year plan, you have presence for coal power chemical renewable. But after 2030 when peak carbon emission has been reached, do you have any changes to coal power chemical renewable business? Are you adding new things? Or are you putting a stop to any of these sectors, any of these businesses? Question number two, Xinji is aiming to build 100 billion energy cluster. How do you make that happen? Shigang Gao: So you're already asking questions about the 16th 5-year plan. It's beyond 2030. So you're asking a very sharp question, tricky for us to answer. But based on what I have learned, this is from Mr. Gao and based on my knowledge about the group strategy, let me give you a response. About coal power, chemical renewable strategy, we have the 2 integration and 2 hedging system. So during my prepared remarks, I have mentioned the 2 integration coal plus thermal power so that we can be better protected against the changing prices of coal. If the coal price goes up, electricity could be sustaining losses. If the coal price goes down, it could be loss-making for coal. But if we tie the 2 together, we produce the coal and we use it ourselves so that there's less price fluctuations affecting our performance. And making sure that our margin would be steadily trending up, less fluctuations here. Second integration is thermal power being tied to renewable. Why do we do this? It's about the carbon emission restrictions here. We are onboarding many of the renewable projects. They are part of the green energy. It can offset some of the CO2 emissions from our thermal power generation. So this can address the carbon emission restrictions for us. That is why we set the 2 integration strategies, 2 integrations leading to the 2 hedges. As for -- in 2030, how will we develop the coal power, chemical renewable strategy, we have another strategy about efficiency gains from existing assets for our existing businesses. You already know that. But for our future growth, you have the thermal power and renewable. These are the focuses. Where is our leverage here? For the coal business, we want to use less human labor. We want it to be even unmanned. We want higher unmanned intelligent solutions so that we can have more efficiency gains. As for thermal power generation, many other power companies have high coal consumptions for the new power generation units, they could be reducing coal consumption by 10%. By consuming less coal, it means less carbon emission. And we also have other steps like desulfurization and that can also further be even more environmentally compliant. And as for the chemical, we are combining biomass with chemicals. We make hydrogen with green energy, and then we add hydrogen into our chemical devices. You're all experts here. And in the chemical process, hydrogen is used a lot. But the hydrogen we have now is gray hydrogen made out of coal. But now -- but in the future, if we have the green energy-based hydrogen and we add it into the chemical process, it can help reduce our carbon emissions, too. And through -- this is our rationale and our strategy. For carbon peak emission and carbon neutrality, this is the trajectory that we are on. We're not just grounded. We also have high ambitions. In the renewable sector, we are also making some explorations. For example, the gas, natural gas and also biomass-based protein and the green ammonia and green hydrogen. We're following those technologies, but they are not part of our main business just yet, but we're considering those new advancements. Unknown Executive: Thank you, Mr. Gao. The question about Xinji. Thank you for your question. About our 100 billion cluster in the 15th 5-year plan, we're headquartered in Huainan. And the Huainan mine should be -- we're trying to make it amend. And for the Fuyang green mine, we are trying to combine coal with renewables, and there was a new policy targeting it last year. And about the [indiscernible] industry, cycling industry for the Weixin power plant, where it is based, we are combining it with another coal energy. We're providing the local government with cheap energy and also heat generation. And fourth, around the Xuzhou factory, there is a zero carbon industrial park and we can combine it with heat generation and renewable. And for our Luan power plant, after putting it into operation in H1 this year, we could expand its possibilities based on what's available to us locally. And for the Tengchong base, it is around a development -- economic development zone. We could provide that region with thermal power. And it's the same story for [indiscernible] because renewable energy is taking some share from thermal power in the future, we want to work better with the government so that we can gain more inroads through such introductions. Unknown Executive: Well, let's wrap up the Q&A session. Dear friends and investors, the management team from the -- from our group has answered your questions. But in the interest of time, I know if you have some unresolved questions, you can keep in touch with us. You can reach out to us. We're happy to address your questions. Again, thank you for your questions. Thank you for following our development and participating in our earnings briefing. Thank you.
Operator: Good morning, everyone, and welcome to today's PVH Fourth Quarter 2025 and Full Year Earnings Conference Call. [Operator Instructions] Please note this call may be recorded [Operator Instructions] -- it is now my pleasure to turn today's program over to Sheryl Freeman, Senior Vice President of Investor Relations. Sheryl Freeman: Thank you, operator. Good morning, everyone, and welcome to the PVH Corp. Fourth Quarter and Full Year 2025 Earnings Conference Call. Leading the call today will be Stefan Larsson, Chief Executive Officer; and Melissa Stone, Interim Chief Financial Officer and Executive Vice President, Global Financial Planning and Analysis. This webcast and conference call is being recorded on behalf of PVH and consists of copyrighted material. It may not be recorded, rebroadcast or otherwise transmitted without PVH's written permission. Your participation constitutes your consent to having anything you say appear on any transcript or replay of this call. The information to be discussed includes forward-looking statements that reflect PVH's view as of March 31, 2026, of future events and financial performance. These statements are subject to risks and uncertainties indicated in the company's SEC filings and the safe harbor statement included in the press release that is the subject of this call. These include PVH's right to change its strategies, objectives, expectations and intentions and the company's ability to realize anticipated benefits and savings from divestitures, restructurings and similar plans such as the actions undertaken to focus principally on its Calvin Klein and Tommy Hilfiger businesses and its initiatives to drive more efficient and cost-effective ways of working across the organization. PVH does not undertake any obligation to update publicly any forward-looking statement, including, without limitation, any estimates regarding revenue or earnings. Generally, the financial information and projections to be discussed will be on a non-GAAP basis as defined under SEC rules. Reconciliations to GAAP amounts are included in PVH's fourth quarter 2025 earnings release, which can be found on www.pvh.com and in the company's current report on Form 8-K furnished to the SEC in connection with the release. At this time, I'm pleased to turn the conference over to Stefan Larsson. Stefan Larsson: Thank you, Sheryl. Good morning, everyone, and thank you for joining our call today. I want to start by thanking our teams around the world for delivering a strong fourth quarter and finish to the year on our multiyear journey to build Calvin Klein and Tommy Hilfiger to their full potential and make PVH one of the highest performing brand groups in our sector. While there is, of course, more work to do, we have made important progress on this journey, and I will discuss this more in a moment. In the fourth quarter, we exceeded our guidance across revenue, operating profit and EPS. Total revenue for the company was up mid-single digits on a reported basis, above our guidance and flat in constant currency. Importantly, we drove better-than-expected gross margin performance in the quarter with sequential improvement across all regions. We continue to manage our operating expenses thoughtfully while strategically increasing marketing spend behind our 2 iconic brands, and we drove a 10% non-GAAP operating margin, which would have been 11.7% without the gross tariff impact. For the full year, we delivered on our financial guidance across both the top and bottom line. And as planned, we returned to revenue growth for the year. Despite the choppy consumer and macroeconomic environment, we delivered a non-GAAP operating margin of 8.8% for the full year, above our guidance, including the impact of tariffs. When excluding the impact of gross tariffs, operating margin was 9.6% -- we continue to simplify our operating model and drive more efficient ways of working, generating over 200 basis points of annualized cost savings. We further strengthened our supply chain, ending the year with a good inventory position, up 5% versus last year or up 1% when adjusted for tariffs, positioning us well for spring 2026. Finally, we returned over $560 million of capital to shareholders through our share repurchases, representing 15% of our shares outstanding. Looking ahead, while the macroeconomic environment remains uncertain, we have started 2026 with positive momentum and higher spring season sell-through trends across both brands and all 3 regions. While wholesalers remain cautious and the consumer macro environment continues to be uneven, our fall 2026 order books for Europe are positive. As we speak, we're in the middle of some of the most important weeks of the quarter with Easter this coming weekend, which falls 3 weeks earlier than last year. For Calvin Klein, we have strengthened our global product capabilities and have addressed the transitory operational challenges we faced in 2025. Our deliveries are now on time and our growing margins are back on plan. This year, we will strategically increase marketing spend and further invest in the shopping experience across digital, shop-in-shops and store concepts. For fiscal 2026, we expect to grow total revenue slightly on a reported basis and be flat to up slightly in constant currency with planned growth in direct-to-consumer across both brands and all 3 regions. We expect our non-GAAP operating margins to hold steady at 8.8% or 11%, excluding the gross impact from tariffs. Additionally, we intend to continue to return capital to shareholders with a target of at least $300 million this year. Now let me share a brief update on what drove our performance for the fourth quarter and full year 2025. Starting with Calvin Klein. In 2025, we continue to drive strong brand relevance for Calvin in both product and marketing. We sharpened our focus on our core categories, strategically infusing innovation and newness in the worlds of underwear and denim supported by full funnel 360 marketing. We reinvented our biggest underwear franchises with the launch of the icon Cotton stretch amplified with Bad Bunny and Rosalia, which grew 20% in men's and 13% in women's, driving our broader underwear business up low single digits versus last year. We also grew our fashion denim category, which represents over 50% of our denim business with high single digits. In addition, Calvin returned to the runway, creating a strong halo for the brand. And during the year, we opened new Calvin Klein flagship stores in both Tokyo and New York City. In the fourth quarter, we leveraged key consumer moments and delivered strong engagement and results, generating higher full price sales versus last year and sequential improvements in gross margin. Turning to Tommy Hilfiger. Throughout the year, we took Tommy's iconic DNA of classic American cool and cut through in major cultural moments from the Met Gala to F1 the movie. We also launched our new partnership with Cadillac Formula 1 in Q4 with a positive consumer response. In addition, we announced one of the most significant new global partnerships for Tommy, our first football partnership with Liverpool Football Club. This news was the #1 most engaged post ever to go out on Tommy's social channels with strong resonance across Europe and driving immediate spikes in e-commerce traffic. In the marketplace, we further improved our e-commerce experience, opened new stores globally and in wholesale, we unveiled our new shop-in-shop concept at the iconic Gallery Lafayette in Paris. And finally, in the fourth quarter, just like in Calvin, we leaned into our best product categories where we drove strong growth for our iconic cable knit sweater franchise with sales up over 50% Overall, when I look at our global business for the holiday, we navigated an uneven macro environment across both brands, and I was particularly pleased to see that where we brought newness into key product categories, we were able to drive growth with higher full price sell-through. Now I will turn to our regional performance, starting with Europe. For the full year, the region declined 1% in constant currency with 2 quarters of strong D2C growth in the first half, followed by a more muted consumer in the second half. In wholesale, we delivered sequentially improving order books each season in Europe, returning to growth beginning with our fall '25 season. In the fourth quarter, revenue was down low single digits in constant currency, in line with guidance and against a muted backdrop. In constant currency, wholesale was down 1% as positive order book growth was offset by lower in-season replenishment and D2C was down mid-single digits. For both Calvin and Tommy, the areas where we have introduced the most product innovation into key categories continue to drive growth, and our focus continues to be on scaling that innovation across bigger parts of the assortment. We also continue to work more closely than ever with our wholesale partners. And in January, we held our second annual Global Partner Day to kick off the fall '26 market launch. We had over 500 key partners in attendance and received the strongest and most positive feedback yet. Next, turning to the Americas. For the full year, we delivered mid-single-digit growth driven by our wholesale channel and strength in our e-commerce business. The consumer backdrop has been uneven. And in stores, industry traffic trends were increasingly challenged, resulting in our total D2C business down low single digits for the year. In the fourth quarter, we grew overall revenue by 4%, driven by wholesale as well as continued growth in digital. D2C declined mid-single digits due to lower store traffic, partially offset by AUR growth. Product-wise, we saw strength in denim for both men and women. Our wholesale business increased high teens, partly driven by the takeback of our women's sportswear and jeans business with underlying growth in wholesale up mid-single digits. Despite lower traffic, we drove greater full price selling for the region and over 200 basis points in sequential year-over-year gross margin improvement. Moving to Asia Pacific. For the full year, revenue declined mid-single digits in constant currency or down low single digits, excluding the timing impact from the Lunar New Year calendar shift. But importantly, we delivered sequential improvements in our top line performance each quarter over the course of the year. In the fourth quarter, excluding the Lunar New Year calendar shift, our APAC revenue returned to growth and was up low single digits in constant currency. In digital, we delivered the second consecutive quarter of high single-digit growth as we successfully concluded Double 11 and the holiday period. Overall, we are seeing good conversion and positive traffic improvements across key markets, including China and Japan. We continue to execute with discipline in the region, driving gross margin improvements and reinvesting into marketing with key local talent. Both brands were proud to participate as first-time exhibitors at the China International Import Expo, building on our long-standing presence and commitment to the market. Before we turn to 2026, I would like to take a moment to reflect on the progress we have made through our multiyear PVH+ Plan journey to date. While we have important work still ahead of us, since 2022, we have navigated a series of external headwinds, including exiting our Russia business, the introduction of tariffs, and we have also navigated specific geopolitical dynamics. Throughout this period, we have remained steadfastly focused on executing our plan and delivering significant operational progress across all 5 critical areas of the PVH+ Plan, winning with our hero products and categories, driving strong consumer engagement, strengthening our distribution in the marketplace by deepening our partnerships with key wholesale partners and expanding our D2C business, building a global demand-driven operating model and driving operational efficiencies to power our investments in growth and in marketing. Through this work, we have built a more systematic, repeatable approach, which is a powerful foundation as part of our continued journey to build Calvin Klein and Tommy Hilfiger into their full potential. As we said we would, we divested profit-dilutive noncore businesses, putting 100% of our attention behind our 2 globally iconic brands, Calvin and Tommy. And on an underlying basis, ex divestitures, we have grown those brands at 2% CAGR in constant currency since 2021. At the same time, we have built a strong leadership team with experience to unlock our brand's full potential. Across our regions, we increased our Americas profitability to double digits ex tariffs. We drove higher quality of sales through our initiative in Europe, and in APAC drove a 5% growth CAGR in constant currency over the period. And as our important work continues, one of the biggest accomplishments is how we have driven brand relevance with the consumers who matters the most going forward. Our most recent consumer research not only confirms that Calvin Klein and Tommy Hilfiger are 2 of the most recognized and loved brands globally, both brands also outperform with the Gen Z and younger millennial consumers. And within these, both brands are performing strongly with the highest value consumer segments, the status-oriented shoppers and style enthusiasts. This is important because these consumers shop more often, have higher order values and are more loyal. This is a direct result of our multiyear work to ignite Calvin's and Tommy's brand DNA and make them even more relevant for today. A key part in our consumer engagement is the strength we have built on social, where Calvin has the most followers and the highest engagement of our competitive set with 44 million followers across our 4 biggest platforms. Tommy has the third largest following in the industry with 31 million and the same leading engagement levels as Calvin, approximately 4x higher than most of our competitors. In addition, our consumer insights confirm clear product authority in some of the biggest and growing categories in the market. For Calvin, this means the right to play and win in underwear, denim, outerwear and knits. And for Tommy, it means the right to play and win in outerwear, sweaters, shirts and knits. The strength we have built with the consumer guides our path forward. We are increasingly targeting the best consumer segments for each brand as we expand our product strength across the top 5 categories. We put innovation and newness into creating the best product franchises, and we drive our consumer engagement with a full funnel 360 approach. To make this possible, we are leveraging the strong global product and marketing capabilities for both brands that we have worked to establish. We are also well underway to successfully transitioning the licensed women's sportswear business in the U.S. wholesale channel for both brands to ensure that our product creation across both men's and women's are brand right and positioned to drive sustainable profitable growth. In the marketplace, we have both increased our focus on our key wholesale partners and have meaningfully strengthened our D2C execution, which now represents approximately half of our sales, up from 44% in 2021. We have done this while elevating the brand experience across digital and stores, delivering digital penetration that is nearly double pre-COVID levels. We have also made significant operational progress in our journey to become a more data and demand-driven company, improving inventory management and building new capabilities, including in AI. Our new collaboration with OpenAI, which we announced in January, will accelerate that progress. Importantly, we drove over 300 basis points of cost savings, including 200 basis points of annualized cost savings from our cost efficiency initiatives. Over the past few years, through the disciplined PVH+ execution and despite the multiple external headwinds, we have built a strong foundation in both Calvin Klein and Tommy Hilfiger to be able to drive sustainable profitable growth with increasing pricing power across our 3 regions. As I've said before, every season, you will see us expand on this further. Now as we look ahead, I want to share our actions for 2026 that will help us do just that. Let me start with Calvin Klein. We can't talk about Calvin Klein today without referencing Love Story, the TV show. The cultural resonance of Love Story reinforces the timeless power of the Calvin Klein brand and its authentic place in American fashion with a premier driving a surge in online interest in Calvin. We're capitalizing on the Love Story effect in multiple ways that are true to the brand, leveraging the '90s focus in our product assortment and marketing and supercharging it in e-commerce and stores with a spring '90s edit on calvinklein.com that is driving above-average social engagement and click-through rates. We are also styling key talent, including actress Sarah Pidgeon, who placed Carolyn Bessette-Kennedy at the recent Vanity Fair Oscar Party. And we hosted a New York Magazine pop-up collaboration at our new SoHo store, achieving our highest daily sales and visitors to date. We are continuing to lead the 90-style conversations globally, a look that we help define by leaning into the styles driving the trend today across our platform. You will see this across our Spring campaign featuring global ambassador Jung Kook, which pairs cultural influence with hero product storytelling to drive consumer demand. Here, strong social engagement is driving fantastic sell-throughs with sales of campaign items up over 50% after launch and the jackets Jung Kook wore reaching 60% sell-through in just 2 weeks. In March, we launched a new Spring campaign featuring FC Barcelona and Brazilian national team soccer star Raphinha, debuting our most recent underwear innovations, Icon Active Mesh and Icon Cotton Stretch with a stitch-free Infinity Bond waistband, we drove social engagement up 62% and sales of featured products were up 11% versus a similar campaign last year. Our most recent runway show at New York Fashion Week once again placed Calvin Klein at the center of the cultural conversation, supported by top global talent, including Jennie, Dakota Johnson, Brooke Shields and Lily Collins. The fall 2026 show was once again the #1 in share of voice and #1 in earned media value from all of New York Fashion Week. Finally, we just unveiled Calvin's latest Spring campaign, starring after Dakota Johnson, styled in new underwear and denim styles. Since the campaign launch, website traffic has been up double digits versus last year in Europe. Sell-through has also been strong. Sales in key featured items showed up 4x versus the time prior. For Tommy in 2026, we are doubling down on our core product categories and set out to create the best product franchises in the market. Moving forward, you'll see us expand our category acceleration across sweaters, outerwear and knits and shirts. We have started the new fiscal year with a healthy momentum with the launch of the brand's Spring 2026 campaign, which features an invitation to Tommy's aspirational world. The campaign has been very well received across markets, serving as both a brand beacon and amplifying our 2026 product priorities. We will continue to leverage our partnerships with Liverpool Football Club and Cadillac F1 throughout the year with a steady drumbeat of consumer engagement. As part of our new multiyear Liverpool partnership, Tommy Hilfiger will dress the full team from match arrivals 6 to 8 times per season, and each tunnel walk represents an opportunity to drive scaled brand visibility and product sales as we style players in our most aspirational Tommy icons and offer shop the look access. In our first tunnel walk, we drove a 200% increase in sales for these products in Europe compared to the prior week. For Cadillac Formula 1, we are activating the partnership with store pop-ups, driver appearances and local influencer styling. Following the first 2 races of the season in Melbourne and Shanghai, where we activated with Valtteri Bottas and Chinese driver, Zhou Guanyu, together with local Tommy ambassadors, our China Tommy D2C sales were up double digits in March versus last year. Our expanded partnership with Sergio "Checo" Perez also continues to drive a consistent uplift in traffic. And in the U.S., the Tommy icons Checo has won so far this season, such as our cable knit polo have seen double-digit sales increases. Overall, our exclusive Tommy partnerships are driving scaled global engagement with our consumers, generating over 700 million impressions and an increase of over 300% in media value versus prior campaigns. And earlier this week, Tommy announced Travis Kelce, American football icon, 3-time Super Bowl Champion as a global brand ambassador and creative collaborator, one of sports biggest stars on and off the field. Kelce will bring his unique perspective to Tommy Hilfiger as part of the series of campaigns kicking off in fall 2026. Looking ahead for our regions, we have started fiscal 2026 with momentum, which has continued through quarter-to-date, where we see spring product season do better than last year same time. In Europe, following a tough second half last year, this year, we are expecting a gradual improvement in top line trajectory as we progress through the year. You will see our investments in marketing and the consumer experience start to cut through in the marketplace. In wholesale, we closed our fall 2026 order book up low single digit, marking the third consecutive season of growth. When taken all together, we expect our overall revenue for the region to be up slightly in 2026 compared to 2025. In the Americas, we continue to work towards unlocking our full potential and expect to grow across all channels by elevating the brand experience, including targeted remodels, strengthening the marketplace distribution and driving pricing power. Overall, we expect modest growth for D2C 2026, and we expect continued growth in e-commerce as we continue to further strengthen our digital position. And in wholesale, we expect to see growth driven by the transition of previously licensed Tommy Hilfiger women's sportswear in-house. In Asia Pacific, we're off to a great start with Lunar New Year, where we launched a dedicated capsule featuring brand ambassador and global K-pop Superstar, Jisoo, exceeding expectations. We expect to continue to drive growth in the region in 2026, up low single digits in constant currency, powered by D2C. The region will continue to be a growth engine for us long term, and we expect to return to growth for the full year. Turning to our licensing business. We continue to build out our already strong licensing business, where our licensing partners help bring our vision to life across multiple lifestyle categories from watches and fragrances to eyewear and are critically important to how we drive sustainable profitable growth. In conclusion, our focus is clear to unlock the full potential of Calvin Klein and Tommy Hilfiger by building on the strong foundation we created and drive next-level execution of our PVH+ Plan. While we are seeing early momentum in 2026, we remain conscious of the current macroeconomic environment, and we are laser-focused on building out further strength in the consumer offerings in both of our brands. And with that, I'll turn the call over to Melissa. Melissa Stone: Thanks, Stefan. Good morning. My comments are based on non-GAAP results and are reconciled in our press release. As Stefan discussed, our fourth quarter and full year results delivered or exceeded expectations across key financial metrics. In the fourth quarter, we generated 6% reported revenue growth, flat in constant currency, drove sequential improvement in our year-over-year gross margin percent and continued our focus on strong SG&A discipline. We drove significant sequential improvement in our operating margin, reaching 10% for the quarter despite a negative 170 basis point gross tariff impact and ahead of plan. EPS was 17% higher than the prior year. For the full year, we delivered 3% reported revenue growth, up slightly in constant currency, both in line with our guidance, with 8.8% operating margin for the year despite a negative 80 basis point gross tariff impact and EPS of $11.40. Throughout the year, we drove quarterly sequential improvements in our gross margin comparisons as we set out to do and exited the year with over 200 basis points of annualized cost savings from our Growth Driver 5 cost savings actions. We ended the year with healthy inventory levels, up 5% compared to last year and 1% excluding the impact of tariffs, well positioned heading into 2026. We delivered strong free cash flow for the year of over $500 million and returned over $560 million to shareholders through the repurchase of nearly 8 million shares of common stock through our accelerated repurchase program and open market purchases. Looking ahead to 2026, we are planning full year reported revenue up slightly compared to 2025 and flat to up slightly in constant currency. We project operating margin to be approximately 8.8%, in line with 2025, even with a negative 215 basis point gross tariff impact as we drive underlying gross margin strength and tariff mitigation actions while investing in our brands through full funnel marketing. I will now discuss our 2025 results in more detail and then move to our 2026 outlook. Reported revenue for the fourth quarter was up 6% and flat in constant currency, exceeding our guidance. From a regional perspective, EMEA was up 8% reported and down 3% in constant currency. Direct-to-consumer trends from Q3 generally continued in Q4, down mid-single digits in constant currency with wholesale down 1%. Revenue in Americas was up 4%, driven by high teens growth in wholesale, reflecting a mid-single-digit increase in the base business, the impact of bringing Calvin Klein women's sportswear and jeans wholesale in-house and initial shipping related to the Tommy Hilfiger women's sportswear and performance wholesale transition in-house. D2C revenue in Americas was down mid-single digits in total and in stores, partially offset by continued growth in our e-commerce business. In Asia Pacific, revenue was flat as reported and down 2% in constant currency, which included an approximately 4% headwind from the timing of Lunar New Year compared to the fourth quarter last year. Excluding the Lunar New Year impact, Asia Pacific returned to growth in the fourth quarter. D2C revenue was down low single digits in constant currency, but up excluding the Lunar New Year timing effect, with continued growth in our e-commerce business, driven by strong Double 11 performance in China. Wholesale revenue was down mid-single digits in constant currency as our wholesale partners in the region continued to take a cautious approach. In our licensing business, revenue was up 10%, primarily due to the impact of nonrecurring contractual royalties in the quarter. Turning to our global brands. Tommy Hilfiger revenues were up 7% as reported and up 1% in constant currency. Calvin Klein revenues were up 3% as reported and down 1% in constant currency. From an overall PVH channel perspective, our direct-to-consumer revenue was up 1% as reported and down 3% in constant currency, which included an approximately 1% headwind from the timing of Lunar New Year compared to the fourth quarter last year. Sales in our retail stores were flat as reported and down 4% in constant currency. Sales in our owned and operated e-commerce business were up 5% as reported and flat in constant currency as strong growth in Asia Pacific and Americas was offset by the decline in EMEA. Total wholesale revenue was up 11% as reported and up 4% in constant currency, which reflects the North America license transitions, partially offset by the decreases in EMEA and Asia Pacific. In the fourth quarter, our gross margin was 57.6%, stronger than planned, reflecting significant sequential improvement across all regions as compared to the third quarter. The decrease of 60 basis points compared to last year includes a decrease of approximately 170 basis points due to the gross impact of tariffs, a decrease of approximately 50 basis points from our North America license transitions, as we've previously discussed, and a marginally higher promotional environment. These decreases were largely offset by our proactive tariff mitigation actions, enabling us to mitigate over 40% of the increased tariffs in the quarter and our efforts to lower product costs as well as favorable foreign exchange. Importantly, we saw significant sequential improvement in Calvin Klein gross margins in the fourth quarter as we steadily work through the previously discussed transitory operational issues. SG&A as a percent of revenue improved 20 basis points versus last year to 47.7%, reflecting efficiencies from our Growth Driver 5 cost savings actions, partially offset by our increased full funnel marketing investments to build momentum heading into 2026. EBIT for the fourth quarter was $250 million and operating margin was 10%, roughly in line with 10.3% operating margin in 2024 despite the 170 basis point negative gross tariff impact. Fourth quarter EPS was $3.82, a 17% increase over $3.27 last year, reflecting a negative $0.70 growth impact related to tariffs and a positive $0.33 benefit related to exchange. Interest expense was $19 million, and our tax rate was approximately 23%. For the full year 2025, we delivered our overall revenue plan. Regionally, EMEA was down low single digits in constant currency with positive first half D2C trends offset by muted consumer activity in the second half, driven by a tougher backdrop in the region. In the Americas, we delivered a mid-single-digit increase in revenue, driven by the North America license transitions and strength in e-commerce. And in Asia Pacific, we drove steady quarterly sequential top line improvement after a challenging start to the year, ending the year overall down mid-single digits in constant currency, including a low single-digit impact from the Lunar New Year timing. While gross margin of 57.5% was lower than last year, including the approximately 80 basis points negative impact of gross tariffs, of which we mitigated approximately 30% for the year, it was stronger than planned. SG&A as a percentage of revenue improved 70 basis points over the prior year to 48.7% as we drove meaningful savings from our Growth Driver 5 cost savings actions. We achieved operating margin of 8.8%. Interest expense was $79 million, taxes were approximately 22% and EPS was $11.40, which included a negative impact of $1.10 from gross tariffs and a positive impact of $0.56 from exchange. This compared to last year's record high non-GAAP earnings per share of $11.74. And now moving on to our 2026 outlook. As Stefan discussed, in 2026, we will build on the strong foundation we've created and drive the next level execution of the PVH+ Plan. While wholesalers remain cautious and the consumer macro environment continues to be uneven, our European order books are positive, and we are expecting growth in D2C in both brands and in all 3 regions for the full year. At the same time, we expect to absorb the full impact of U.S. tariffs in 2026. Our outlook assumes a 15% tariff rate on goods coming into the U.S. starting from February 24 of this year, with inventory receipts prior to that at tariff rates previously in place. Our guidance does not assume any tariff refunds. We expect an approximately $195 million gross tariff cost and EBIT or approximately $3.30 per share based on these assumptions. We continue to take tariff mitigation actions with the benefit of our actions planned to increase quarter-by-quarter throughout 2026 as we work to fully mitigate tariffs over time. It's important to highlight that significant uncertainty remains around the conflict in the Middle East as well as evolving global trade policies, the broader macroeconomic environment and consumer spending behavior. Our business in the Middle East, excluding Turkey, is about 1% of our total revenue and solely a wholesale business, so the profit impact is disproportionate at approximately 7%. Our guidance is based on current macro and geopolitical conditions and excludes any potential impacts from a prolonged, expanded or more intense conflict in the Middle East. For the full year, our overall reported revenue is projected to be up slightly versus 2025 and flat to up slightly in constant currency. We expect full year operating margin will be approximately 8.8%, in line with 2025 and up excluding the impact of tariffs in each year as we drive operational gross margin improvements and annualize our Growth Driver 5 cost savings, some of which we will reinvest in the business, particularly in marketing. We are projecting earnings per share in a range of $11.80 to $12.10 compared to $11.40 in 2025. Regionally, in EMEA, where we saw lower traffic and weaker consumer sentiment in the market in the back half of 2025. For 2026, we are planning for a gradual top line improvement as we progress through the year. We expect the first half to continue to be tougher within this backdrop with second half improvement as our investments in marketing and in elevating the consumer experience drive even greater strength in the region. In wholesale, as Stefan mentioned, we closed our fall 2026 order books up low single digits. At the same time, the overall macro environment remains choppy, and we are planning our revenues prudently. We expect our overall revenue for EMEA will be up slightly in constant currency compared to 2025. In the Americas, we are planning revenue up low single digits compared to 2025 with growth in wholesale driven by the Tommy Hilfiger women's sportswear and performance wholesale transition. And in D2C, despite the choppy consumer backdrop and lower traffic trends in stores in 2025, we entered 2026 with momentum, which has continued in the first quarter to date. We also expect continued growth in e-commerce as we continue to further strengthen our digital position. Overall, we are planning modest growth in D2C for 2026. Next, in Asia Pacific, we are planning 2026 revenue up low single digits in constant currency, led by growth in D2C, partially offset by a decrease in wholesale as we expect our partners in the region to continue to take a cautious approach. Our licensing business is expected to be down low teens, reflecting the North America license transitions. Excluding the impact of these transitions, we expect low single-digit growth in the balance of the licensing business. Overall, the impact of the licensing transitions, net of the increase in wholesale is expected to result in a less than 1% net increase in our total revenue. We expect gross margins to be up slightly compared to 2025 as we plan to more than offset an approximately 215 basis point impact of gross tariffs in 2026, which compares to approximately 80 basis points in 2025 and an approximately 50 basis point impact from the North America license transitions, with gross margin improvements driven by our tariff mitigation actions, favorable product costs, including foreign exchange and other business improvements. We expect to mitigate approximately 60% of the tariff impact for the full year with the impact of our mitigation strategies becoming progressively more meaningful as we move through the year, exiting the year with over 75% mitigation on an annualized basis heading into 2027. We expect SG&A as a percentage of revenue to be up slightly as we reinvest savings from our Growth Driver 5 cost savings actions back into the business, including an over 50 basis point increase in marketing as a percentage of sales compared to 2025. We expect our full year operating margin will be approximately 8.8%, including the 215 basis point growth headwind from tariffs and in line with 2025. Interest expense is projected to be approximately flat compared to $79 million in 2025. Our tax rate is estimated at a range of 22% to 23% and EPS is projected to be a range of $11.80 to $12.10. Looking at the balance sheet, we are projecting capital spending of approximately $250 million as we invest globally to refresh our stores and our shop-in-shops in our wholesale partner stores and continue to strengthen our digital position. And we are planning at least $300 million of share repurchases in 2026. Now turning to the first quarter. We are projecting first quarter reported revenue to increase slightly versus 2025 and decreased low single digits in constant currency, with growth in D2C offset by lower wholesale. Importantly, as Stefan mentioned, we have started 2026 with positive momentum and higher spring season sell-through trends across both brands and all 3 regions. In EMEA, we expect revenue to be down mid-single digits in constant currency overall and in both channels, reflecting the choppy macro environment that has continued into 2026 and wholesale shipping timing, including a slightly larger portion of the spring season shipping in Q4 last year than in Q1 this year. In Americas, we expect revenue to be down slightly as growth in D2C is expected to be more than offset by lower wholesale, reflecting a first half to second half timing shift compared to 2025. And in Asia Pacific, we expect revenue to be up low single digits in constant currency as growth in D2C, including the favorable timing of Lunar New Year compared to the prior year is offset by lower wholesale as our wholesale partners in the region continue to take a cautious approach. In our licensing business, revenue is expected to be down mid-single digits, driven by the previously mentioned North America license transitions. The balance of the license business is expected to grow low single digits. Tariff impacts will weigh more heavily on our year-over-year gross margin comparisons in the first half due to the timing of when the tariffs were effective in 2025 as well as the sequentially increasing impact of our mitigation strategies. In Q1, we project a gross tariff impact of approximately 230 basis points, about half of which we expect to offset through our tariff mitigation actions in the quarter. Despite this significant negative impact, we are projecting first quarter gross margin to be nearly flat compared to the prior year as our operational improvements to drive gross margin expansion, including our tariff mitigation actions and favorable product costs, are offset by the negative tariff impact and the gross margin differential from transitioning license categories in North America back in-house. We are projecting first quarter SG&A as a percent of revenue to be up approximately 150 basis points versus 2025. We are reinvesting a portion of our Growth Driver 5 cost savings back into the business, including an approximately 100 basis point increase in marketing spend compared to Q1 last year. In the first quarter of 2025, we reduced our marketing spend due to the Calvin Klein product delays and the environment in China. This year, we are more heavily weighting our marketing spend to the first half to amplify our cut-through campaigns and drive brand heat early in the year. While this will drive our first quarter operating margin down, we'll see sequential improvement each quarter throughout 2026. In total, we are projecting our first quarter operating margin to be in a range of 6% to 6.5%, including the 230 basis point gross tariff headwind compared to 8.1% last year, which did not include the higher tariff. Earnings per share is projected to be in a range of $1.65 to $1.80 compared to $2.30 in the prior year. Our tax rate is estimated at approximately 22% and interest expense is projected to be approximately $20 million. Before we open up for questions, I want to reiterate that while we continue to navigate macro uncertainty, we have a clear focus on what is within our control and driving the next level execution of the PVH+ Plan. We have started 2026 with positive momentum and are expecting growth in D2C in both brands and in all regions for the full year. We are continuing to invest in our brands and our business throughout the year and expect to drive gross margin up despite the impact of tariffs with operating margin for 2026 at approximately 8.8%, in line with 2025 and reflecting underlying strength. And with that, operator, we would like to open it up to questions. Operator: [Operator Instructions] We'll take our first question from Bob Drbul with BTIG. Robert Drbul: Stefan, I was just wondering, can you talk about how you leverage the information about your consumer and the brand health across the PVH plan throughout the business? Stefan Larsson: Yes. Bob, thanks for the question. It's a really important one. So as we shared in our prepared remarks, we do extensive consumer research and really exciting to see that the work that we have done over the past few years result in standing stronger with the Gen Z and young millennial than our peer group. And within the Gen Z and young millennial, it's really the combination between the strength with the Gen Z and young millennial. And within those groups, the segments that the status interested segments, the style-driven consumer segments because we know that they shop more often, they spend more and they're more loyal. So the way we deploy that knowledge is through social, through e-commerce, expanding, we target these consumers and we build out our category strength from the 2, 3 categories where we see real strength already today in both Calvin and Tommy to the top 5 category. Top 5 categories, it's over 60% of the business. So it's really targeting the consumers where we are the strongest that spends the most and the most interested in style and status and then driving 360 consumer engagement with that consumer. And then that's how we are starting to turn the consumer flywheel. And that's part of why we delivered a stronger-than-expected Q4 and why we are off to a strong start despite the uncertain macro, that's why we're off to a strong start in the beginning of '26 as well. Operator: We will move next with Michael Binetti with Evercore. Michael Binetti: I guess this might be for Melissa, but maybe on the EBIT margins. So we entered the year with margins down 160 to 200 basis points in the first quarter, but then we get to flat in the year. So -- and I think you said EBIT margin improves each quarter. Could you just clarify, is that the level or the year-over-year? Maybe just give us a little bit of help on how to think about the cadence of EBIT margin through the year after first quarter? And then I guess backing up, Stefan, on Americas, the revenues planned down slightly in the first quarter, D2C growth, but I think you said wholesale negative. And I would think you would have about a mid-single-digit lift from the licenses. So maybe just a bigger picture thought on why you think -- and we can see all the marketing and we can see everything with Calvin going viral. I'm just -- I'm curious why you think wholesalers have such a gap to what you're seeing and some of the successes and growth in D2C at this point and if that can reconcile itself as we move through the year? Stefan Larsson: Yes. Thanks, Michael. Let me start and then Melissa will be able to take you through there is timing shift in wholesale, to your point, Michael, in Q1, and there are a number of other shifts as well like the tariff impact that starts off higher and then goes down. So -- but let me start from a business perspective and just say, so we are quite far into Q1 by now, and we have a positive momentum in the spring season sell-through for both Calvin and Tommy across all regions. So we see the stronger D2C trend across both brands, all regions. And in Q1, one factor that also impacts Q1 is that we are strategically increasing our marketing spend. And some of that spend is somewhat front-loaded in the year. So full year basis, marketing spend is up double digit. But the first quarter, as Melissa mentioned, there are shifts from the market conditions last year to this year that gives us the confidence to invest more early. And we see that in Calvin through the strength in the Spring campaign. We see it with the fashion show with the amplification of the Love Story interest. In Tommy, we see it through Cadillac Formula 1. We see it with the Liverpool partnership. We see it with the Spring campaign. So we're really leaning in to turn that consumer flywheel. But Melissa will be able to take you through more of the quarter-to-quarter timing. Melissa Stone: Yes, sure. Thank you, Stefan. So as we think about the trajectory for the year, there's several moving parts. Just on the top line, we have started the year, as we talked about, with positive momentum, with spring season product selling up versus last year in both brands in all 3 regions. And while the macroeconomic environment remains uncertain, we do expect growth for the full year. But in the first half, we're lapping the stronger comparisons in Europe and the Americas from last year. While in the second half, we expect to drive improvement as we continue to focus on what is within our control and see our investments drive strength to the consumer. And I would just add that in Q1, when you look at our overall revenue on a 2-year stacked basis, which takes out some of the wholesale timing that's impacting our comparisons, our total revenue growth in constant currency is sequentially improving from Q3 to Q4 and then from Q4 to Q1. And then when we look at the profit cadence, there are also 2 main parts that I'd highlight. I mean first, as Stefan mentioned, there's the tariffs. And in the first half, we are burdened by tariffs, which only had a very small impact in the Q2 last year. And at the same time, we expect that our tariff mitigation actions will become increasingly impactful as the year progresses, and we expect to exit the year with over 75% of the tariff mitigated on an annualized basis. And then the second piece, as Stefan mentioned, is marketing, where we've strategically weighted our investment in the first half, particularly Q1 ahead of the key consumer moments to align with our commercial plan and activate the full funnel and drive that heat early in the year. And you'll remember that in the second half of 2025, we had already stepped up our marketing investment versus our original plans and so that we lapped that in the second half of '26. And then lastly, from an FX perspective, there's just 2 things I'd highlight. With translation, we see a favorable impact year-over-year, more heavily weighted to the first half, and you can see that effect in our Q1 revenue guidance. And then on our inventory costs, it's actually the opposite, where we see the favorable impact building as the year progresses, and that comes through a strength in our gross margins. And importantly, I would just add that on inventory costs overall, we're starting to see the benefit in our product costs as we leverage the scale and the power of PVH and our 2 global product kitchens. And we saw that benefit start to come through in Q4, and we'll continue to see that benefit in 2026. So a lot of parts. But overall, we expect progressive year-over-year improvement in our operating margins. Operator: We will move next with Jay Sole with UBS. Jay Sole: I want to ask you about Love Story. I mean it really was a phenomenon. I just want to ask about the learnings from it just because it was it bigger than you expected? And how did it play out? And like I said, what are the learnings that you'll take going forward? Stefan Larsson: Yes. Thanks, Jay. It's almost impossible to have a conversation about Calvin right now without Love Story. So it's also a really, really great question. So could we anticipate it? I don't believe anyone could have anticipated the magnitude of the hit it has become globally and across generations. So if you look -- we just got the data yesterday that over 40 million people have watched Love Stories, Hulu's most streamed show ever. So what's the learning for us and what's the effect? When the show launched, we could see the search increase for Calvin Klein, e-commerce traffic, B2C is positive. The consumer is looking for iconic Calvin, starting with iconic underwear and iconic denim. The most sold denim style right now is the '90s fit. So some of the key learnings here is you can't plan for these things. But what I'm really excited about and is what the team has done over the past 3, 4 years is we have gone back to the DNA of what made Calvin collide with culture back in the '90s when that happened and really taking 100% of that iconic DNA and then working hard to make it 100% current. So when something like Love Story hits, we -- it's just a really nice sync up with where we are with the brand. So it also shows the power of the brand. So we are talking about since we started the PVH+ journey that there is something special in Calvin and Tommy because they are one of a handful of brands that have collided with culture and become globally iconic. This is a good example of this because the interest we see spans generations. And then one of the biggest audience parts of Love Story is also where we have built the most strength, which is within the young millennial and the Gen Z consumer. So Calvin really helped shape American fashion and the '90s look. And yes, just -- we see it in the demand. We see it in the interest for the brands, but this is something that has been built over the last 3, 4 years, and we just appreciate it. And for those of you who haven't watched Love Story, please do. It's a great show. Operator: We will move next with Brooke Roach with Goldman Sachs. Brooke Roach: Stefan, I was wondering if I could get your latest thoughts on the path to deliver sequentially and sustainably stronger sales momentum in your Europe business. Beyond the easier compares, what are the most important drivers of that sequential improvement that's planned throughout the year? And what is a more appropriate medium-term algorithm for European growth on a go-forward basis? Stefan Larsson: Yes. Thanks, Brooke. As we mentioned, there are 2 big factors here. One is that the spring product season in both Calvin and Tommy in Europe is up versus last year. We're still relatively -- sorry, relatively early in the spring. So we are 1 week away from Easter. Last year, it was 3 weeks later. But we have a very good read on early spring product up versus last year. And that is both in D2C and wholesale. And then the forward-looking wholesale order books for fall is up low single digits. So you will see that -- you will see it the combination of keep building the D2C momentum powered by our increase because also in Europe, we are stepping up the marketing investments, and we see the effect of that. And we will see the effect of that gradually improve over the year. So you will see our market presence for Calvin and Tommy step-by-step through the year improve. And then we build on the positive start to spring, and then we have the belief from our partners in the forward-looking order books. Operator: We will move next with Dana Telsey with Telsey Group. Dana Telsey: As you think about the uptick in the marketing spend as we go through the year, the first quarter having the most pronounced impact, how do you think of Tommy and Calvin, what we should be watching for, for newness moving through? And the addition of Travis Kelce to the platform, are there other new celebrities or sports icons that we should be watching for also? And Stefan, how do you think this as sales drivers for the brand? Stefan Larsson: Yes. Thanks, Dana. What -- so let me start with Tommy this time. So I'm really excited that earlier this week, as you alluded to, we revealed that American football icon, 3-time Super Bowl winner, Travis Kelce is becoming our Tommy brand ambassador and creative collaborator. And we know when we have done these collaborations in the past, how much power there is because there is a lot of love for Travis Kelce out there, a lot of love for Tommy and then combining those really creates energy and interest. And the way we build that collaboration is, again, going back to the DNA of Tommy's classic American cool. And then as I mentioned, for Tommy, we are building out the -- and putting innovation into our strongest franchises into our 5 most important categories. So when looking at categories for Tommy, it's outerwear, sweaters, shirts, knits, as an example. So it's putting innovation in newness. It's almost like internally, it's very clear, and I push it all the time with the teams is it has to be 100% iconic and 100% current. So that's what we're going to do through the collaboration with Travis. We are also doing it in Tommy. So what you will see more of is building out the Cadillac Formula 1 partnership and the Liverpool Football Club partnership. So Liverpool became, as I mentioned, the #1 engaged social post ever in the history of the brand. And what's really exciting about how the brand makes these collaborations shoppable is Cadillac Formula 1, we were able to launch the fanwear, the Tommy Cadillac Formula 1 fanwear at around the Super Bowl. And for a few days there, 50% of the sales in our U.S. e-commerce was Cadillac Formula 1 Tommy. So there is an enormous interest in that. And then through the races, we work with the drivers, we work with local influencers and then we have shop the looks. So when you see Tommy show up with your Formula 1 team that you follow or you see Tommy with some of the best footballers in the world in Liverpool, you can shop the looks starting from social all the way to e-commerce to e-mails. So some of the biggest impressions we have had since we launched Cadillac Formula 1 and Liverpool. So you'll just see us build out Tommy's presence through those partnerships. And then in Calvin, what you will see in Calvin is starting this spring, you just -- already, you have seen the Spring campaign with Jung Kook, the famous K-pop star, campaign items. So what we -- if you look closer at those campaigns, we build out newness and innovation in underwear, in denim, in outerwear, in knits, and you start to see how that drives sales. So if you look at the Jung Kook featured products prior to the campaign and after the campaign, they are up 50%. And the outerwear that he wore had a 60% sell-through in 2 weeks. Dakota Johnson, same thing. What she war in innovation in underwear was shop the look and became one of the highest selling underwear styles that we have. So when we introduce innovation and newness into our icons, whether it's underwear or denim, et cetera, that's how we drive this 360 engagement. So you will just see a consistent drumbeat of that towards that consumer target, the Gen Z, the young millennial and the standard shopper and the style enthusiasts. So that's -- over time, you'll just see us build that out. We have time for 1 more question. I look at Sheryl now, I get to signal 1 more question. Operator: We will take our last question from Tom Nikic with Needham. Tom Nikic: Just want to ask about the expectations for direct-to-consumer growth this year. And I'm wondering how much of that is driven by pricing in order to mitigate tariffs and how much is driven by expectations for improvement in traffic or unit volume? Stefan Larsson: Yes. Thanks, Tom. So let me start and then hand over to Melissa. But overall, we are pleased to see in North America, how we are able to take pricing by offering the consumer great value. So you see that in D2C, in -- you see that across channels really, but your question was about D2C. So you see the pricing power and the tariff mitigation that coming out of this year, we will have mitigated 75% of the tariffs. And then across the board, we make sure that we drive pricing power in multiple ways. But it starts by being really focused on these 4 or 5 categories that we accelerate and then putting innovation in the franchises and then cutting the long tail of product. There is a lot of pricing power and margin gain over time that we will tap into more and more. And then when we drive the consumer engagement on top of that product strategy and then make it come to life all the way through, that's when we see we're able to drive pricing power. So it's very much connected to where we strengthen the consumer offering. So in Calvin Klein, underwear, denim, we're able to drive pricing power because we offer something that's more valuable to the consumer. Melissa Stone: Yes. And I would just add to that, Tom, that from a D2C perspective, we're planning our overall D2C business up low single digits in 2026, and that includes growth in both brands and across all regions for the full year, not just in our North America business where we're faced with tariffs. Stefan Larsson: All right. Thank you very much, Tom, and thanks, everyone, for joining our call today. Looking forward to reconnecting after Q1, and we are heads down ready for the big Easter period here. So we're going to get back to business and looking forward to speaking with you in a quarter. Thank you. Operator: Thank you. This brings us to the end of today's meeting. We appreciate your time and participation. You may now disconnect.
Artur Wiza: Good afternoon, ladies and gentlemen. I'd like to welcome you very cordially to the conference dedicated to the results of the Asseco Group for 2025 today. At today's conference, we will summarize our operations for the previous year, for last year, and we'll also convey information pertaining to the backlog for the upcoming year, for the current year. During the first portion of the conference, we will have the presentation. The latter portion we will invite you for a Q&A session. We have the CEO, Mr. Adam Goral, and we also have Rzonca-Bajorek, who is the CFO of the group; as well as Marek Panek, who is the Vice President of the group. I'll go ahead and give the floor right now to Adam Goral. Adam Góral: [Interpreted] I would like to welcome you very cordially. I'm pleased that we're all here together. And above all, I see in the first row, we see people who decided to be here physically in attendance. And of course, with full respect for all those persons who are participating remotely. So I'd like to welcome everybody very cordially. So Artur didn't emphasize that this is a special meeting because in a year, we Rafal Kozlowski will have to be here. And for me, this is going to be a totally new situation, of course, with the hope and looking to the future because I'm going to move into the Supervisory Board where I should be the Chairman of the Supervisory Board. And so Asseco will always be with me, and this is my entire life, of course, outside of my family, but I treat this company as a member of my family. I'm going to have to be vigilant because I want Rafal to be a leader with his attributes. He's a little bit different. We're different from another. Of course, I have a guarantee of one thing that he represents espouses the same values and that he's perfectly well prepared to run this company -- and I'm sorry for saying that saying that I believe that it was well run. But I think the company was in good hands and was well run. And having in mind that I have a good hand towards other people and is managed by really great people. And so we come here in great sentiments. And these sentiments, of course, are somewhat toned down because I would like for the world to look a little bit differently. And there's a lot of bad people heading up some company -- countries. And even though you have wonderful results, people are aware of their responsibilities, their liabilities, and it's a shame that the world is -- has much turmoil, but we don't have any impact over that. Today, up until now, the various wars have not obstructed us. I don't really want to talk about it. So we have our leader on Friday, I was talking quite a bit with [ son ]. And when we hear that 12 times during the day that you had to go into like the bomb shelter, then you become aware of what it means to think about a war. It doesn't matter who started the war. It doesn't matter who's at fault, who's the guilty party. We have to think about these people who are suffering in Ukraine and those people who are suffering war at the hands of war. And so these wars, I'm not going to say they are helping us or acting as a boost, I'm sorry, during the pandemic period, I had hoped that these times would teach us something that the leaders of -- the global leaders would understand, would grasp the concept that there's not that much that needs to be done in order for us to be totally disappear. They have to understand that human life is of importance. And so that's all the more reason to be disenchanted. But thanks to the wonderful work of tens of thousands of people in the Asseco Group. I'm able to come here today in convey wonderful information. And the previous year was a great year. It was a record-breaking year. And the net profit of PLN 1.139 billion. We have the successful sales. We were able to sell at a good price. And so we had basically 119% growth. And so we made these decisions because we thought that Sapiens should have a new impulse. And today, jointly with Advent, we want to make sure that this impulse will continue to drive us forward. And we hope that, that 18% will have a huge loss of roughly PLN 500 million of that EUR 1.139 billion is due to Sapiens. The rest, which is also record-breaking is linked to the organic growth that we have achieved. And so I'm pleased that we are well positioned in Poland and Central Europe, and you've been able to look at that, and we had a more difficult period. And I'm, of course, under a great impression that as we've been having seen the organization being run by Jozef Klein, our leader. And so for me, the test of his person as a manager is an exceptional year. This was the difficult time when those countries and we are dependent on government projects. It didn't seem that it wasn't spending money on IT and it seemed that some of the substantial EU funds that were being allocated to the energy sector and then Jozef's ambitions led to a situation. Well, it was a very difficult point in time for him. So I'm pleased that they were able to survive and this very difficult period, they were able to draw conclusions, and they were able to perceive the weaknesses of the organization, and they utilize that time in order to eliminate those weaknesses. And today, they have a wonderful 2025. And today, we believe very strongly that they will continue to prosper in 2026. So that group in terms of what's linked to Asseco International, we have reasons to be proud. And in these difficult and challenging times, our teams in Israel. This is a global company, of course, has done very well has coped very well. And so we've known for years that we have exceptional wonderful people there. I remember because I'm going to have a request when we talk about our stock exchange. I don't entirely understand this that we're not able to vote on that 1.5% for my team. So take a look at this. I was a person who was looking at the interest of the investors, the management and the people working for this company. And if I'm going to be in the [indiscernible] I'm going to be in the Supervisory Board, I'm not going to be able to -- operationally, I'm not going to be able to scrutinize these things. Ralph is going to do it, but these 95 people, for us, for the investors, this is the safety in terms of people fighting for the value of this company. And this is the time to encourage you to look at this vote. Once again, it's really worth looking at closely. Do you know why we've been able to achieve such a great success in Israel, the first thing that I did was I met with guy and I gave him a certain number of shares. Of course, in the voting, I wasn't afraid that he's going to be -- he's going to be the richest person in the world. Of course, I wish that to him. Look at the business we've been able to do there. Of course, those equities might not have been the deciding factor, but he had an incredible amount of motivation to run the company in such a way because we say that we're controlling some company. But in our area, there's no bonafide control as a leader, I'm dependent on thousands of people. In terms of how they're operating. And if that later would want to do something, it would be possible to do that legally. And doing this simple maneuver, we were able to achieve a very simple and straightforward objective. And so the $143 million has paid back quickly. And I'm pleased that our investment in Israel is the largest Polish investment. And so we've only got good experience under our belt here. And some of you had given us heatings, warnings, but they're going to try to, let's say, maneuver you and somehow do something. We have a wonderful success there. Take a look at this case and think about my people, please. Think about them who are totally deserving. Of course, they've created this beautiful history of Asseco. And this is not a salary for the history. There is a portion of that is remuneration for -- but this is also remuneration for what they're going to do in the future. So I'd be grateful if you were to follow and embrace my thinking, I'll give the floor to Marek, and we'll drill down into some of the details, and we'll talk about the individual results. And then at the end, I'll take the floor -- I go ahead and bore you a little bit more because I continue to think about the future of this company, and I'm going to tell you a little bit about how I see the future. So I'll give the floor to Marek. Marek Panek: [Interpreted] Thank you very much. So having in mind what Adam said that we still have the final section of the meeting during which Adam is going to want to speak to the future. I today will try to speak more succinctly and I'll take less time than usual, especially since the trends we've observed over the last 3 quarters were sustained and nothing happened, nothing extraordinary happened in Q4. And I think this -- so it wouldn't be necessary to talk about. Let's talk about the profits. So Adam mentioned the net profit, which is PLN 1 billion nearly PLN 140 million. But look at some of the other 2 numbers. So we have revenue at nearly 16.7 -- so it's PLN 16.780 billion, and this is a 12% increase year-on-year. And then we have operating profit, which is in excess of PLN 1.6 billion, and the increase here was 11%. As a matter of tradition, I will show you the split of our revenue by operating segments in terms of geographies. And you can see this is not a mistake. That all 3 of our segments were growing at exactly the same pace of 12% year-on-year. And if you start on the right side, Formula Group, which is the largest, and this is some 60% of our revenue, we've been able to achieve nearly the PLN 10 billion watermark. And then we have international, which is some 27% of total revenue in the group. So we have PLN 4.6 billion. And then we have the Polish segment, which is the Asseco Poland segment, and we have nearly PLN 2.3 billion in revenue. As I mentioned everywhere, we have across the board a 12% pace of growth year-on-year. We'll also show you the revenue by product groups. Here, I will not discuss this in great detail. You can see that all of our segments across the board are basically growing. In some cases, we're growing more quickly. In some cases, we're growing less quickly. All of the solutions that we have for public institutions, which represent 25%, so 1/4 of the total revenue of the group, we have very dynamic growth of some 15%. We're pleased with what's happening in banking sector from the very outset of our operations as Asseco. This is a very important and significant bulk of products or segment of products that we've been offering. So we have nearly PLN 4.7 billion. So it's more than 8% increase. And so all these things are pleasing to us. We're pleased with the diversification of our business. So the top 10 customers in the revenue of the overall group is a mere 12% of the total revenue of the group. And so -- so the largest customer represents 2% of total group revenues. So we're not dependent on any single customers or clients. And let me say a few words about our solutions for finance. We'll talk about the other segments as well. So we have across the group, some PLN 3.7 billion. We have in revenue, an increase of nearly 5% year-on-year. And so you can see in the Formula Group up until now, it was always the leader and was the major contributor of revenue in the financial segment. Now it's #2. And that is a result of the fact that Sapiens has been extracted because it was sold as was stated previously. And of course, this formula system segment is still doing very well. So it's nearly PLN 1.5 billion at 11% growth. Then we have Asseco International, which came in at PLN 1.6 billion, which is 4% growth. And we have Southeastern Europe and PST, which is our company in Portugal, which is operating in the Portuguese market. And then we have Asseco Central Europe. So all of these businesses are growing well. Then we have on top of that, Asseco Poland. So this segment, Asseco Poland segment has a 10% uptick in growth. And here, we're the market leader in terms of banking and lease companies as well as brokerage houses. And so we're very pleased because this business for many, many years has developed nicely. If we think about our public institutions, the growth is much more dynamic than in the financial sector. So we have a 15% increase year-on-year. So it's more than PLN 4.15 billion. And so we have the International segment. Well, for a couple of reasons, that's grown so fast because it's the Czech and the Slovakian markets. And as you recall, we had a stagnation there in previous years. We've been able to rebuild our position. And so the revenue is substantially higher. And the same is true in Southeastern Europe. In the Balkan Group, and so 2024 was clearly a softer year. And so we have experienced dynamic growth on this revenue. In Poland, our growth is nearly 20%. So we came in at PLN 1.2 billion in revenue. So in Poland, we are the leader in terms of our solutions for public institutions. We're a major player in terms of public administration for the health service as well as for the power sector, where our position is a leadership position. And so we're very pleased that the business has grown at such a fast clip. And then we have Formula Systems, which you can see is the major contributor to the revenue. In public institutions, it's seen 11% growth with revenue coming in at PLN 2. billion -- nearly PLN 4 billion. And the final segment that I would like to cover today is ERP solutions. So these are our businesses within Asseco International. So as a matter of fact, it's Asseco Enterprise Solution, ERP solution in Poland, Germany, Slovakia, Czech Republic, we see 8% growth and revenue over PLN 1 billion. You might have noticed that another line disappeared Asseco Poland segment. But this is the reason -- the reason is that DahliaMatic that used to be reporting to Asseco Poland was transferred to Asseco Business Solutions and now is part of the Asseco International segment. Therefore, it made no further sense to show Asseco Poland segment. In Formula Systems, we also have our ERP solutions at a lower scale, but we are very happy to see a 14% increase and revenue over PLN 6 million. We continue our acquisitions 2 slides to cover this story. We are showing all the acquisitions completed last year, Asseco Poland segment and Asseco International segment and Formula Systems segment likewise. That was the greatest bunch. Altogether, we had 13 new entries joining the group last year. So we were keeping the pace from the previous years. Every year, we have a dozen or so new companies joining the group. And we continue our efforts as we speak. We are scanning the market. We are speaking to [ content ] companies, and we are looking for the best match. We have definitely more selective approach. We don't want to just build our mass, but we want to have entities that have specific features in terms of products and competence that they bring to the table. And obviously, we have to look at the price that we need to pay and the return that we can get on each deal. Now when we look at the formula, I have to emphasize that it was a special year for formula systems acquisitions and corporate governance involvement. In addition to the acquisitions that they made, you may recall because we've mentioned that already in Q1, this year, we reached the sort of final line. However, we've been working on it since 2024, namely the combination and Matrix and Magic were joined as one company. So today, they are the largest company in Israel and one of the top 10 IT service providers globally. That was a major project, and it turned out to be very successful. We've already heard that Sapiens sale was a long project, a difficult project, but at the end of the year, very successful. And another sort of tier that we are building here, Michpal, that's the new company that was listed on the Israeli Stock Exchange last year. This is mostly HR and payroll solutions, software companies and service providers. So we are happy to embrace that because we see a lot of growth potential here. So we see a lot of good prospects for the future. Guy has a lot of ideas. He has a healthy and sound pipeline of M&A projects, and I believe that he will be delivering that step-by- step. Thank you for your attention. Over to Karolina. Karolina Rzonca-Bajorek: [Interpreted] I will briefly cover the financials. On the first slide, you see the key numbers. Marek mentioned revenue. We are almost at PLN 17 billion. And we remember that Sapiens was sold in December last year. So it was already excluded from the individual items of our P&L. So it was shown in one line as a discontinued business. Therefore, this is all comparable when you look at these numbers. It's comparable to the prior periods. So over PLN 16 billion of sales. Our own proprietary services PLN 12.6 billion and a nice growth of 7% in both items. And Non-IFRS EBITDA and Non-IFRS EBIT, 8% and 9% up, respectively, and it's PLN 2.5 billion for EBITDA and over PLN 2 billion for Non-IFRS EBIT. And Non-IFRS net profit is PLN 742 million and CAGR, the best of the past 5 years, 9% up. And for some time, we've been showing P&L items between the years. And here, we are sharing this information again. You may see that there is less negative impact of the currency exchange compared to the prior years. It is still a negative impact, but not major, PLN 48 million in terms of revenue and PLN 4 million in terms of operating business and Non-IFRS. We are truly happy about our organic results, PLN 1.3 billion it's ours organic sales. Across the group. And that was translated into PLN 300 additional million operating profit, non-IFRS. And acquisitions is PLN 452 million at the revenue line and PLN 46 million at the operating income, Non-IFRS. Net profit, Non-IFRS, we show which segments were the greatest delta contributors on an annual basis. And we can tell that Asseco Poland is doing very well. The Marek company is showing exquisite performance, but you may scrutinize in the stand-alone financial statement, minus [ PLN 11 million]. So it's a [ interior ] contribution from Formula Systems segment. The main reason is that Sapiens was consolidated over the course of 12 months. But in Q4, we had a first restructuring processes and the cost of that charged the result for the Q4. And Asseco International contribution was PLN 49 million more compared to the prior year. When you look at the entire P&L statement, and we are happy about the dynamics, 11% growth year-to-year revenue and proprietary software and services, over 15% Non-IFRS EBITDA goes up and 20% nonoperating profit, Non-IFRS and 11% the standard operating profit. And here, there is a slight decline when it comes to profitability year-to-year. But please note that it was just Q4. And the reason is in the line that you will find below and namely M&A. This is all one-off events. PLN 67 million is the write-off at Formula Systems for ZAP company. Well, they were not doing as well as we were projecting at the moment of the acquisition. So we decided to actually write off that asset. Some costs were generated by the transaction that Marek referred to. So the merger of Magic and Matrix is PLN 67 million. And then we also have some write-offs from other companies and PLN 15 million was our own project, our own investment, goodwill and assets in Nextbank company. Now what is happening below the operating profit line? Well, you can tell that we are efficiently managing our debt. We were decreasing debt year-to-year. Interest income, the cost of interest is less year-to-year. And the currency line, it's mostly the formula. Formula is reporting in [indiscernible], but they were paid for the Sapiens deal in US dollars. And the translation of the currency balance, even with a small exchange rate decrease generated major foreign exchange impact. Well, we may say that this is just an accounting impact. M&A, I've already covered. And for some time, we've been affected by hyperinflation, and that is Turkish business. And the share in profit of associates looks very nice, but this is formula who is the main contributor. We had the indexation of the revaluation of the -- our investment in the company that was doing SPO, but this year. And therefore, we have the step-up and therefore, we are showing better numbers. In addition to that, we have profit on the discontinued business or discontinued operations. So this is the accounting result that we show on sale of Sapiens, PLN 500 million. This is what we show in the current report, and this is distributed to the shareholder of the dominating company. Now the Sapiens Group. I think that we need to align our projections when we look at the operating revenue and operating profit, well, the Sapiens was a major contributor to these lines. Therefore, for 2026, because of the sale of Sapiens Group, we will be probably PLN 2 billion short in terms of revenue on our operating business and probably around PLN 350 million profit on our operating activities. So Q4 was really charged with the cost of the sale transactions at the cost of restructuring. Therefore, I would rather look at prior year instead of Q4 2025. So that was the explanatory note to Sapiens. Now what is happening across different companies. As I said, we are truly happy to see the performance of the Marek company. In terms of the dynamics and profitability, both were very, very decent. Your notes, analytical notes, expressed some surprise about the net profit contribution. Let me just explain. But when we speak about deals like the sale of Sapiens, the taxes such as CFC are actually booked to Asseco Poland line. And therefore, it is really a charge to our net result. And this is a one-off effect. In case of the Sapiens sale, the Marek company had to pay -- or had to show almost PLN 24 million of additional tax, namely CFC. So the effective tax rate for the Marek company seems to be surprisingly high, but this is the one-off effect of that transaction. In terms of other operations in Poland, Asseco Data Systems is improving their performance, and I think that they are doing quite well and other major companies seem to be in good shape likewise. Now Formula. Here, we decided to show Matrix and Magic together in one line. And as Marek explained, in February, the merger was completed. Right now, they are going to operate as one company. Magic was taken off the stock exchange. It is actually the subsidiary of Matrix. Therefore, you need to look at them as one group. And in terms of other companies, we have consolidated Michpal that was listed on the Israeli Stock Exchange this year. And we have a new subgroup under Formula. The working name or actually the formal name is Formula Infrastructure. Now Asseco International segment, we are truly thrilled with the improvement that Slovakia demonstrated. Adam highlighted that. This is both true for the core business, the public sector business, our health segment in Slovakia. It seems that they really rebounded and they improved substantially. But it needs to be highlighted that in this line, we have our ERPs. So excellent performance of Asseco Business Solutions. We also have major improvement in profitability in Germany. So that's another reason to be happy. And now the Southeastern Europe -- so great performance in dedicated solutions, major improvement year-to-year, very good result in the banking sector. And the payment segment, very decent, too. We need to remember that they are actually charged with the write-offs in India. I believe that [ Piotr ] mentioned that during the conference earlier. And there are some risks that emerged in that segment because of the loss of one of the Turkish customer and the potential loss of another customer in Turkey. Both of them are actually switching to in-sourcing. Therefore, they will drop from our customer portfolio. If we look at cash, I think this is something that has been observed. We have very robust cash flow across the year in Q4 as well. And this is true across the board, across the group. So it's 122%. And if we look at EBITDA, this is something that we've been displaying for years. And Asseco Poland this is 124% it's 109% in international and Formula Systems, 128%. So we had specially good cash flow in the Matrix ID company. And let's take a look at the balance sheet. And you can see that the header is more up to date than previously. And you can see the amount of cash. So it's more than PLN 7 billion on the bank accounts of the companies in the group. and Asseco Poland, which is the mother company and from the sale of treasury shares, it's more than $1.5 billion. Then you have Formula Systems. Here, we need to remember that more than $750 million was obtained from the sale of Sapiens. And this is also on the accounts of the company or in the segment at the end of last year. If we look at the proportional recognition, as is the case in the full recognition, we have certain reconciliations year-on-year. And so we can look at the contribution of the organic businesses and so PLN 734 million and then EUR 110 million from acquisitions. And then if we look at the operating profit Non-IFRS and so we have 3 from acquisitions, PLN 216 million from organic results. We have to remember about some of those impairments. I talked about them previously, the M&A adjustments. And so they're in this proportional recognition. What's also important here, as I've mentioned, that some of these impairments are through Formula, but we also have the Asseco Poland as well. And if we look at the proportional results, we can see that the growth rate is better and the profitability and the improvement in profitability is better. And this is a result of the fact that the Polish segment and Asseco International saw market improvement. And we also show the main companies. I don't think I will discuss that because we've already discussed that. And if we think about the proportional recognition of cash flow generated, it seems that it's very decent, 27%. And so we have 124% in Asseco Poland and 114% in International and 127% in Formula Systems. And so then we have the balance sheet set up on proportional recognition. So the cash available to the shareholders or the holders of the parent company. And so it's PLN 3.3 billion, then EUR 1.5 billion in Asseco Poland and then Formula and Asseco International. So this information has been indicated that a portion of this will be paid out in the form of dividends of some $200 million has been communicated and that this will be paid out in the formal resolution of the shareholder meeting. Well, of the Board of Directors will be made after the -- this will probably be in May once the financial statements of Formula Systems are approved. Then if we look at the backlog, I think we've got a satisfactory growth rate. This information coming from your releases. And so -- if we look at own proprietary services and software and 19% in Asseco Poland is like 17%. And so it's more or less equally divided on public systems and financial sector. So hence, we've got 9% for Asseco International and 14% in Formula Systems. And if we look at this on a proportional basis, we have 16% in Asseco Poland and 10% in Asseco International and 14% in Formula Systems. And then I mentioned the dividend. I said that we have very decent cash flow, and we have a very stable position -- cash position if we look at our balance sheet. And these robust results give us the ability and the wherewithal to pay out a dividend of PLN 1.051 billion, which translates into PLN 13.05 as a dividend per share. Of course, treasury stock doesn't participate in that and 3% of our shares are in the form of treasury stock. And so the PLN 13 per share as dividend per share. And if we look at the consensus opinion here, it's probably around PLN 11 was, I think, the figure that was stated in the consensus. Why did we make the decision to pay out PLN 1.51 billion. The first tranche would be paid out in terms of the cash proceeds from the sale of treasury stock. So we had received more than PLN 1 billion. And so PLN 500 million with plus would be a little bit -- that would be half of that would be from the sale of treasury stock and the rest. And so we took a look at the free cash flow. We factored in on our balance sheet. We looked at the results, and we came to the conclusion that all of this taken together would give us the ability to pay a higher dividend from our current results and cash flow, and that's what fed into this defining the specific figure or calculating the specific figures. Adam Góral: [Interpreted] So thank you very much, Karolina and Marek and my friend who's been listening to us that these are wonderful results, and you guys are even smiling, so I'd like to apologize. It's because of my gravity because I was talking about the world itself. And let's forget about the world for a little bit. Because we have enormous reasons to be joyful and satisfied because these results are wonderful, and they're linked to our efficacy, to our wisdom and to the cogent execution of our strategy. These are things that have happened. I've never lived in the past. So only future is of interest to me. And so of course, we're living in interesting times. So there's the AI battle, which is not easy to monetize in terms of what -- it's not having an easy go at monetizing what is achieved up until now. So this world is giving us wonderful opportunities, and new hopes. We have this battle for the world in terms of AI with us. Of course, this world isn't monetizing things because they're thinking that we're operating too slowly and informing the world, quite the contrary, that we do appreciate what AI is doing because we've reconciled ourselves that this is happening with the tools, but there's a large number of our people who are following this world or tracking that world that we're going to utilize that in a wise fashion. And Asseco's strategy is unchanging. [ Rafal ] is something that will continue along with my new wonderful partners, and we agreed that at the outset, we will continue to make sure that we're going to specialize in the producing software and services related to the software we're going to write. And this is going to be the predominant or prevalent portion of our revenue. And where it's sensible, we won't, of course, resign from integration. We want to make sure there are several regions where we are very strong. We don't want to lose those footholds. We will continue to build and make sure that we're building our sector position, sectoral position. This is something that I'm very proud of. In the near future, I'll have a meeting with my teams responsible for the various sectors and each sector is coming in with its vision for the upcoming 3 years. Of course, our strength is [ individually ] our knowledge of our customers, our customer knowledge and our customer knowledge is something that's been proving its position, its importance in Asseco for some 35 years. So I've been the leader for some 35 years. So this year, we're celebrating the 35th anniversary. We're not going to make a major celebration as a result, isn't that true? But it's a wonderful Jubilee celebration. And the fidelity in terms of our education, the awareness processes that customers utilize. This is our greatest value in the marketplace. And having in mind these new times, well, our fortune is predicated upon the following that we are present in many institutions. Well, these are nonstandard solutions. So AI trying to learn those types of solutions is something that will take a lot more time for that to be replaced or for that to be done. And so this knowledge that we mentioned on the first slide in terms of the teams of people, we talk about our human intelligence. This is going to drive the future of the company. And here, we have an advantage. And I'll show you another slide in a moment. We talk about our experience in a given area is also a great source of value. On top of that, we are utilizing and we are utilizing AI. I will show you where we are because we've made enormous inroads for many years, we've allowed ourselves to be dispersed. We've been a little bit chaotic. So 1.5 years with [ Garrick Brown ] who was -- has been running business intelligence for many years in a wonderful way and in our business division. And so we've appointed him to be a leader in terms of AI. And then I'll show you what we've achieved thus far. Our goal, we want to utilize these tools to enhance the quality of our operations, our activities. We want to be more efficient. We won't use them to restructure. We want to do more with the exact same team. That's our concept. And I'll give you some evidence that we are far along the path in terms of implementing this concept. So in some cases, we have a little bit more time as opposed to those areas where the standard plain vanilla solution is the name of the game. So when we talk about the learning process, that standard, that plain vanilla approach for those companies that are selling the plain vanilla approach, this is going to be something that's going to be precarious for them because those companies will have greater problems. We -- by utilizing our tools wisely, we're going to speed up the pace at which we're utilizing those tools. So our sectoral knowledge, which is a type of capital, this is an edge that we hold. So we have more than 30,000 employees I don't like the word employees, but that's what we wrote on the slide because these are my business partners in some more than 50 countries, the knowledge about the banking sector, about the health care sector, about the government sector. And we have people from various countries. No country has been capable of creating a solution for the government that would be a plain vanilla solution that one size fits all. This gives us some time to learn these AI tools and utilize them at the right point in time. So 12 years is the average seniority in Asseco Poland, somebody could say, well, you guys are old. Well, take a look at the last item, more than 8,000 people applying to participate in our internship programs in 2025. So in the on-boardings, we need these young people, and I convey that to them. I impart that knowledge to them. We can be -- I've never lived by success. I only see problems, and I'm interested in solving problems because I know that we're going to be better as a result. But if people are, let's say, somehow have -- they're just quite. So we're bringing on board these young people. So 12, 15 years ago, I delivered a lecture at the Warsaw University where we're being promoted and touted and Artur hadn't yet joined us. And I was showing thousands of articles, lots of publications about us that everybody knows everything about us. And I was asking the most outstanding IT experts at the University of Warsaw Do you know something about Asseco? And they didn't know anything about Asseco. So I'd like to thank Artur here. From that point in time, we've made huge inroads because our brand recognition that the young people want to join us. And we have young people. Sometimes I'm surprised they want to learn COBOL because we have solutions at PKO BP, which is a COBOL solution. And so I'm pleased to see that young people want to learn COBOL. So you should learn it, but you should make sure that you're diversified in terms of your knowledge business. You can't lose from sight those tools that are timely today. And you have to have that knowledge about other types of tools. And so you should take pains to ensure that you have those things mastered. So that's why I'm calm at ease that this company is going to be healthy, but somehow not entirely quite, not calm. We're #1 in Poland and Europe, many countries. We always talk -- say one thing about that, but the other talk -- the other things we talked about in 10 years, we want to continue being a wonderful company. We want to be a competitive company. Of course, I fully believe that we will be such a company, and that's clearly the case. Why am I trying to be reasonable about AI? As a businessman and entrepreneur, I've been through a time when IT was about distributed architecture. We were one of the very first Polish companies that were centralizing IT systems. And some people were saying, "Oh, you will get lost, the Polish system will never survive." but we made it. We were able to centralize whatever had to be centralized. And then there was a moment of the Internet frenzy. Unfortunately, we were not the main players in that field because we didn't offer the tools. But please note that we were able to grab quite a place for ourselves and build it up. And then the cloud came up. And from the very beginning, I was cautious about it because cloud mean when you have a public cloud, it means that you give single individuals huge power over everyone else. And today, I'm really happy to see the Polish government taking measures and looking at the local content. This is what we are really trying to do. Other countries have done it earlier. I've been fighting for it over 30 years because I've always been of the opinion that Polish people should depend on themselves or [indiscernible]. Let's do it the same way other nations do it. Today when we look at our Diplomatic Corp and our economic diplomacy in different countries. I also noted a major progress. You can actually rely on the Polish ambassadors. They really want to help you. And it started back when we had the first government of Civic Platform and land justice was keeping it up. And now the coalition is doing it again. We have great ambassadors for our beautiful growth and development. I'm really proud that Artur is actually setting up the meetings and people show up. People want to help us sell because they show that we were able to grow. And I know for a fact, but if we take good care of all these things that I mentioned, we will not get lost in the new world where the AI becomes a major player. Now look at [ Adam Goral ] and his team. In June last year, they made a promise, Adam, in December, we will cover your entire internal production process with AI solution. It's been covered. We have been implementing it internally. No not much is going to change with our customers because when we approach our customers, we want to solve their core problems. We don't talk about the products. We say, okay, we help you increase your sales with IT solutions. A we enhance your security or we help you control and curb your costs. So we sell that. The tools are secondary. Why am I saying that we are cautious and we try to be wise about it. The only value that we truly have is our customers and the value that we are able to bring to them. If the customers are disappointed with the solutions that will be driven by AI, we will be doomed. And some AI-based solutions are not stable, are not mature. So this cautious approach, but I'm advocating here. Is something that is not appreciated by the evangelist of the new tools. They think that we should take a different approach. You may have noticed, but there are other peer companies that are similar to us, and they've been dropping in value 20%. This is like pressure on us to get our act together and act faster here. But I have a message to everyone who wants to make money on AI. No worries here. We are going to do it in a smart way. We are going to take advantage of everything that you have developed there, but we will do it in a way that brings the real and true value to our customers, and we are not going to experiment on our customers. So the entire AI process is somewhat atypical for our organization. That's the way we do it. We opted for the federated model, and this is how we do our business. We really wanted to enhance enterprise in all our locations. We didn't want to kill the local spirit. So 3, 4 years ago, we worked everywhere on these themes. Today, we are trying to integrate that and centralize that, not to overlap and double the costs. We are trying to develop the model where Slovaks do not feel fully dependent on Poles. We want to make sure that Balkans curb some room for themselves. And I believe in that model. So the advantage over the companies that have holdings is such that they have to actually scrutinize each of their group companies. They didn't integrate it. But we are pretty well integrated across different sectors. And therefore, once we have AI solutions, it will be much easier for us to implement that than for those who have completely distributed and dispersed business. Therefore, I do have faith. I think that this is my new passion, and that's something that we are going to deliver. I don't want to bore you with the stories of all the sectors that we support and cover. I'm proud of the leaders we are disruptive, but in a healthy way and our ambitions run high. But there are 2 things where my ambitions have not been met. One is cybersecurity. We have a small company concept, and we are not yet happy with them. They are not efficient. Despite the fact that they have smart people on board, they can do a lot, but we are honest about it. We haven't been able to develop the business model that would be fully aligned with Asseco philosophy. And another area is solutions for defense and armed forces. And we have very strong references because we are supporting Frontex. But nevertheless, something is missing here. I believe in my leaders, and I believe that we will see some progress in these areas. Right now, we have a great project in Togo on the radar. You may remember the project that we successfully completed during the pandemic in Togo. We have a Togo company shared with the government. Togo is a very pro-European country, and the leaders are very well educated. And I'm really thrilled because we signed a contract for the development of the system for the Togo Armed Forces for their army. So that also has to do with the cybersecurity and solutions that address the needs of the armed forces. But now we are also trying to find a good partner for cybersecurity business. We are looking for a company that would be better than our current capabilities. Today, we are talking to a company that is of great interest to us. But at the end of the day, there is a price. You pay for the history, but you are buying the future. So we have to be reasonable about it. So this is something that I'm going to really look at and take good care. I think that in our countries in Eastern Europe, these areas have not been truly developed yet in terms of business. I believe that if we find the right leader, we would be able to build a very strong regional position. So that's what I have in my screen. Okay. So once when I am going to be on the Supervisory Board, I'm really going to harass -- sorry for my word, but everyone who will be responsible for these areas that I have just mentioned. But they know how I handle that. I have a lot of patience and -- but I believe that we will be able to build a new position for our business. And the time comes when we have to assess our partnership with our friends from the Netherlands. I'm saying that they are our friends. It hasn't been a long time, but I have to say that we are really pleased I am grateful. Probably the transaction would have never occurred if we were not able to keep the Polish control, so to speak, in terms of the power and being able to decide about the strategy. They come from the background that has a different strategy. When we were buying companies, we were integrating and building our integrated position. Their philosophy is that each company that they acquire, they have as a separate company within the group, and they actually have a separate settlement for each investment. This is a different approach. But now they are looking at the way we are doing it because they truly appreciate the fact that we are in a very special point in time. AI is definitely affecting or impacting our world and our companies have to respond adequately. And I would like to really acknowledge our gratitude to them. I would like to thank them for their openness, for being so generous with their knowledge, the expertise that they have with acquisitions and with handling of the companies once they are acquired. They also have a lot of expertise in finance management. So I have to say that they were really open about it. We were actually borrowing some of their solutions and methods. Some KPIs that they have been using. This is not very surprising to us because they were looking at cash flow, and we were also very mindful of our cash flow. For them, cash was #1 and so has been for us. But they also have other KPIs that really help, but they keep people motivated. They also have KPIs for software companies that are able to identify certain weaknesses. We've been also looking at that, but I'm really happy that we were able to tap into the expertise of these KPIs because to be honest, we were relying more on our intuition here. And based on that knowledge, I think that Rafal can claim the greatest contribution here. Asseco growth. And this is the project that started a lot of commotion within the group because everyone thinks, okay, we've been doing it for years. We know everything about software. But suddenly, it turned out that others approach the same thing from a completely different perspective. So I have to say that it was a very informative and educational experience. And I really wish that we would have this 1.5% approved. I don't feel sorry about the 3% that I didn't get, although they told me openly that Adam, you have to get the 3%. But I say, okay, I can go about it because otherwise, it's like not appreciating the succession that you need. There is a change in generations, right? If you've been doing business with someone and they always deliver and never failed you, you really want to continue doing business with them. So in my generation is still there and is still quite efficient. Rafal has his own peers of his own generation, and he's navigating that very well. But my role is to make sure that we have proper continuity with this succession. So they came to us and they said, well, 3% is the right way to go. I told them, look, our market is not really ready for that. So they were disappointed that we were not able to take a good vote on that. So they don't understand our mindset and our investors. But they continue to respect our country and our market and our capital market. And we believe that together, we were able to vote in the favor of this 1.5%. Once we finally close 2025. Now 2026 makes us optimistic. I always say that it's great. I always say that we are good. And Artur was saying that we are phenomenal. We were great. We were phenomenal. I've already said that on several occasions when I was speaking about our company and our business. So I've been learning too. So very optimistic. Today, journalists were asking questions. They were saying, Adam, we would like to meet you again. I said, look, now Rafal is the key man. I am a very open person. I think that Rafal is more restrained. But if he's more restrained make sure that he's more down to earth, because media has never failed us. And even if I was saying way too much, they didn't publish everything when I said afterwards that, well, perhaps that shouldn't be published. It's not very much shame of that, but we are just humans. And to rank people who are onboarded in the company, I always tell them, look, we don't have a single individual in this company who has never made any mistake. The shame is to repeat the same mistakes again and then to lie about it. If you made a mistake and if you lie about it, then as a result, 100% can get sacked because of it. If you don't lie, if you're open about it, everyone will help you repair and remedy your mistake. That's the way we need to keep it at a [ side]. We have to be positive. You may say, okay, it's hard, but you have to multiply it by 10, saying what you can do to make it better. We are critical, but not in terms of complaining, but we are critical in terms of, okay, that needs to be improved. This is what has to be done about it. It's not about just complaining and saying, I don't know what to do about it. And we are not afraid to make mistakes. And we believe that customers are definitely sacred. They pay our bills. So if something prevents us from providing good service to the customers, we have to fight with that. You have to show it to us, but this is wrong and young people are coming full of power and energy. I love the onboarding experience. I always tell them that they have to address me as Adam. I have a great assistant and she's 24 years, and she's addressing me Mr. President. And I say, look, one order that I always give, I'm Adam. Look, I'm not saying farewell. I'm not really leaving for good, but I'm -- it will be tough because I've always loved meeting you. So I don't know. I will have to learn what to do not to get into Rafal's way. Rafal is definitely sharing and representing the same values. I know that he's prepared. He knows everything how to do the job, but he's a different person. I want him to be himself. I just cannot get in his way. And I know that things will be fine. And I would like to thank all of you for still coming to our meetings because we've been together on so many occasions, but probably you don't find me surprising. I said at the beginning that there are wars out there, and this is not a reason to be happy. But then there is another aspect. It's important to actually speak to people face-to-face. The more the people we have in the room, the merrier it is. It's easier to smile when you have real people sitting in front of you. I know that we have 100 people who are watching us online, but those who came here and are with us in person, it's really nice. Well, perhaps for those 100 that are just watching us online, we were not top performers. If there is anything we need to improve, please let us know. Operator: [Interpreted] So after this wonderful presentation and summary, we have the opportunity to move on to the Q&A session because there are questions coming to the forefront from some of our participants, our online participants. And so the idea is we'd like to move on now to the Q&A session. And at the end, we'll wrap up by bidding ado. So let's begin with the first question in terms of this year's recommendation for the dividend. Should we treat that as an extraordinary dividend? What is the dividend policy for the upcoming years? And in subsequent years, should we anticipate that there would be a higher amount or quantum of transfers to the shareholders? Unknown Executive: [Interpreted] If we will not acquisitions are still our passion. It's more difficult to buy things. There's an enormous amount of competition. We have certain boundaries. The only limit, I think I mentioned that in terms of relations with our new partners that the decisions, acquisition decisions, we make those decisions together. This is a limitation for Marek. This is something we wanted. We wanted to buy things at the optimum price. So we've had major success even if we were a little more intuitive than our new business partners. We've been very effective. I would like for Marek's team to have access to knowledge about how others do that. And I'm pleased that we have that access. So Marek has several potential acquisition targets. We're working on that now. But in Asseco, we always want to buy for organic growth. That's our obsession. One of the very kind journalists, Adam, you know you had Balkans, other areas, but those were different times. At that point in time, we were buying companies at normal prices. So today, if somebody is coming forward to us and we have tens of people, business owners talking with me per annum. And so Marek, of course, is talking with them because Marek, of course, introduces me as well. And so somebody is coming forward and what they've created, which is far away from our standard is pricing that at a multiple of tens over the profit, but they don't want to buy the brand. And I'm not interested in that because we have -- we can pay a lot for the past, for the history. But the fact that we're going to build the future together, well, because if you're using a very high multiple, let's say, 30 or 20 or 40, whatever, then we all understand what that means. And since there's a lot of competition, there are funds out there that have a pressure to spend money and Asseco is not going to participate in that type of battle. We want to attract business owners who understand that based on what you've created in Poland, you can create a wonderful European position because we've proven that we're capable. Our model has proven itself. We know how to attract business owners from other countries. And so if we can find partners like -- and we're looking for those types of partners and hypothetically, we have them, -- but of course, we can always haggle a little bit about price multiples. We are buying -- not to buy. We want it to be effective to generate a return. And jointly with our leaders, we want -- we're going to give them a lot of authority to build things. So if we don't have those type of projects, you can always count on a hefty dividend. And of course, if we have those type of M&A projects, then we won't have that cash. And so the dividend will be a little lower. And so this is a question to our colleagues from Business Solutions. In Asseco Business Solutions is the biggest impact of the national inventory system KSeF was it exerted in Q4 2025? Or will we see it in subsequent quarters? So perhaps I'll field that question because I'm in the Supervisory Board. And I think I might not be entirely precise. I think we can count on KSeF, this national invoicing system. I don't think I'm apologize for saying perhaps I don't know the figures. I don't think it was the biggest quarter for us, Q4 2025. So at the beginning of 2025, we were counting on the national invoicing system. The results were phenomenal because all of you in ABS are proud of what we have done. What Rafal did on an international basis, that integration of our teams with Germany, and Germany is doing very well and competing with Poland, trying to catch up. And of course, this will take a little bit of time. And so we're working strongly on Slovakia and Czech Republic because we want to have integration, I believe in that strongly. So I think in ABS, we will continue to deliver results through the national invoicing system,. And if we talk about recurring revenue, and this is something that's been prepared that we're going to have increase in recurring revenue. For people who might not know the Polish market, today, we have the opening the next wave of companies that will utilize the national invoicing system called KSeF. And so those companies, there's going to be many more companies starting to use that. And so this is coming down. It's going to be applicable to medium-sized companies and smaller companies. What are the problems with implementing or adopting the share system? And what are the obstacles to implementing this program? So based -- this is a little bit of gossip. Basically, what I'm hearing is as follows: the open-end pension funds, we can't give anything away free of charge because we're paying for the past, so we can't vote in favor. So I can embrace that -- I can accept that opinion. But I'm asking these OFEs for them to think about this because even if something is so highly regulated, that's against the development of the Polish capital market, and I'm always going to be an advocate because had it not been for the Polish Stock Exchange, we would not have moved for it because in 2024, nobody would have lended money to Adam Goral for his -- to build his fantasies because I wouldn't be able to prove to any bank in 2004 that I was going to be capable of doing something had it not been for the Polish Stock Exchange. There would be no Asseco. I'm sorry to say, I regret that we don't have a sufficiently large number of IPOs and business owners have started to stop seeing that there's opportunities linked to being on the exchange. So like PKO BP, baby was waiting for us with a credit to when we wanted to buy back shares. Well, the times are different nowadays. And we have to remember that times do change. So of course, I understand the regulations. Well, let's change things that are illogical. My friends from the Netherlands and Canada linked to Constellation, they don't really understand what's behind this because for them, the fact that we will vote this through, well, it's not a guarantee because we're making decisions together in fact. The fact that we voted through gives greater certainty to all of us as investors. So I would precede those. We understand those who can't do it because of the laws, but I hope that we'll have people, if we looked at the results of voting, I was nearly satisfied. We were only missing some 700,000 shares. So that's not very many. So maybe somebody want to come to the shareholder meeting, we're going to vote on that. And then we could vote it through. Let me tell you, honestly, I don't understand why they're behaving this way. We, as investors, why don't we want for one group of Poles that have worked hard and toiled hard for them 95 people for them to receive a total of 1.5% of the company. Of course, 1.5% PLN 200 million. Of course, it's PLN 200 million. That's 95 people that will be the recipients. We haven't -- we're not creating [ oligarchs ]. We want people to have interests aligned and be participating in the risk we have. And if we want to be active on the Polish Stock Exchange, if you want to have more IPOs, we have to have and utilize mechanisms that are utilized on mature stock exchange. I'm not sure if this is of importance, if it will have import. We've been -- we've received rewards or awards by like, for example, the Parkiet newspaper that gave us an award for the growth we've been able to achieve in terms of our market cap and so on and so forth. But I also asked and perhaps these words will exert an impression on somebody and they will vote through proposal through. Well, people are for those person, we want to take care of the stock exchange. The people who are taking care of our business interest, we want more and more of these people to think about the interest of the investors for them to buy for the value of the company and the shareholder value. Operator: [Interpreted] The next question, is it possible to think about the sales of the -- remaining 18% shareholder -- share stake in Sapiens? Well, you remember that after the sale of Sapiens, this is a strange case. We lost control because we sold almost all of the shares. We hope that we have an 18% minority stake, which we hold indirectly in Sapiens. Unknown Executive: [Interpreted] And so this is a good position to think about how to earn thinking about the new shareholder, what the new shareholder is doing in Sapiens, what the restructuring processes are in telling, and we surmise that advent because that's a new investor, if it makes the decision in a couple of years to sell Sapiens, then of course, we will, of course, join forces with them in that sale. Operator: [Interpreted] The next question, what will you earmark the money -- the proceeds from the sale of Sapiens in terms of -- because only a portion is going to the dividends. Unknown Executive: [Interpreted] But well, we don't have the right. You know Guy, even though he was started as a manager, we gave him shares. He's an investor. He's a business owner. He's an entrepreneur. And please note that everything that he did was with our consent and he's nearly made no mistakes over the last 16 years. He was buying at the right prices. We've all forgotten because you were -- perhaps you were right. We were buying shares in the holding, which was running a company that was slightly lost. This is not the Sapiens that was sold just recently. This was not the Magic. This was not the Matrix company. All of that was growing and expanding, not talking even forgetting about the new purchases. So in terms of investing in running these type of companies, he knows and he's very cognizant of. He knows it very well, and he talked -- he didn't give me much time sometimes for some decisions. That's true. But I always had that time to make a decision. I received the materials that were needed and so on and so forth. I continue to believe in him, and we're going to pay out a very hefty dividend. I think we can officially say -- so it was already announced at $200 million. And so we're also counting on a dividend. Well, Guy is working how to neutralize this fact, the sale of the majority stake. He has ideas. We won't talk about those ideas because I analyze this is a new topic in terms of building a position in a given area is still within the framework of IT. He's not running into other areas. And initially, this is something that really appeals to me in Israel. So we wish peace to that corner of the world. We hope that peace will be achieved. And major investments are in the works, infrastructural investments. And we would like to have a company, a group of companies prepared to participate in these projects because we have a very strong position there. We haven't agreed on this, but if there were no interesting targets on the marketplace to purchase, well, then we can always buy back some shares in formulas, we can increase our shareholding. We have some opportunities. I'm not saying that we as Asseco, but utilizing that money that's there. So we can have different types of ideas. Today, we're not being precise on that subject. But I wanted for this decision to be a joint decision about Sapiens because we were of the opinion that we were coming close to a wall that we might not have better ideas. And looking at Advent we're learning a new approach to these type of situations. We believe strongly that Advent is going to be effective and that our 18% stake will have the same value of what we sold. And -- this is something that we wish to those people who are now managing. We wish that from the bottom of our hearts. Operator: [Interpreted] The next question is about TSS and Constellation as your potential competitor in M&A in terms of consulting on M&A. Is that something that's beneficial to Asseco? Unknown Executive: [Interpreted] So Marek, he likes to argue. So this is my area. And of course, we're competing with TSA in Constellation and M&A. And that's not changing after the transaction, but we have written down what we're going to do together and how we're going to behave if we identify a conflict of interest. And so betraying what it looks like from the kitchen. So if we identify that there is a conflict of interest that we're competing on a given project, then we won't engage in these type of consultations in that case. So even members of the investment committee from the TSS that would not participate in these meetings. They would not have any role to consult on those projects. And so we can do that according to our own recognition, according to our best knowledge and our experience. But this is an area where there is competition. Well, this is high business culture. somebody might think about it whether or not you needed that. But take a look, had we not been together. We wouldn't know anything about it. We would compete with one another anyway. Today, I wouldn't preclude a situation, in fact, that we will not want to buy something and we'll inform them of that fact. And we'll give them that target for them to think because it's perhaps the case they might want to buy it because this could be aligned to a concept they harbor. This is something we're going to be able to master. Marek, there are some individual examples and we've developed -- we've cultivated them. There are some cases. It's hard to be surprised because TSS and Constellation are highly active players and the market of potential targets is finite in size, that universe is finite in size. So in many cases, in 5 cases, we had conflicts of interest. And if this is something that we can live with out of a number under 20. Operator: [Interpreted] The next question is to Marek. In terms of potential targets in cybersecurity, are there any Polish companies in that universe? Marek Panek: And the answer is brief, yes. And this is where I would stop. Operator: [Interpreted] And the final question that we have from remote participants, are you thinking about developing a motivation program where the strike price would be closer to the market price as opposed to, let's say, PLN 1. Unknown Executive: [Interpreted] Well, yes, in our concept, I don't know if somebody has noticed, we have 1.5% stake. Those are shares linked to my -- to me. I've selected some 95 persons who, in my opinion, will clearly drive the future. I would like to give shares to 33,000 people. There is no person in our company, in our group who will not drive the future. But just as such, that we had to make some choices. And so for group consists of 95 people. And I believe that these people have earned and deserve to take a role in the future. This is one program. And in that program, these objectives, we can discuss what those objectives should be. But this is going to be PLN 1 because we need these people as investors, but there is a program PLN 0.25. That is a program to change or slightly new bonus program and the bonus program this is experience that I've known from Constellation for years, and this is from [ Topicos]. And so Rafal Kozlowski is today coming forward to each one of our leaders in people who are heading up businesses. And the proposal is that a portion of their bonus would be paid out in shares, in equities, and they will be purchased at the market price. And so these shares would be purchased at market price. And so we'll have a program of that sort as well. I don't know the details, but [indiscernible] who set up Constellation in that overall concept. This is a person from the financial market. He himself with his family. I don't want to -- it was a 7% or 9% over 30 years. These were shares. These were these bonuses. That's how he was able to compile that position that were purchased at various points in time. We want -- our team doesn't have an obligation to follow that program, but we would also like to implement that program. And this will be an additional portion because the 95 people, this will give us a guarantee if you assist me in making sure that we can vote this through at the shareholder meeting, and then we'll make sure that, that other program is going to be available and that we want to remunerate people in the form of shares, of course, at the market price. So we'd like to thank you. Are there any other questions here in the room? Would anybody else like to we don't have a question from the room. So we'll wrap up the Q&A session. And we'd like to thank you very much. And so we've started this year very well. So it portends well. In the near future, we'll come back, but they won't take me to participate in the quarterly conferences. So I think Rafal will be Okay. You can -- so you can take him. I'd like to thank all of you, all those people who are participating remotely, the people here physically in attendance. And so I would like to thank you enormously because we are a very close-nit group, and we've lived many years together in a beautiful way, and you've all had a very positive contribution to the development of our capital market. You've never disappointed me. So I didn't have the 95% share. You've never disappointed me and the votes were always consistent with what I was thinking or what I came forward to propose. And so I'm very grateful because you have a real participation in what we as Asseco have achieved this great achievement. Let me tell you, this is a commercially viable approach. It's worthwhile to turn over that 1.5% equity stake to 95% [indiscernible]. So let's continue vying for our position for there to be peace across the world because then it will be very easier -- much easier for us than to smile then. So thank you once again, then Bye-bye. [Statements in English on this transcript were spoken by an interpreter present on the live call.]
Operator: Good afternoon, and welcome to the Innovative Food Holdings Fourth Quarter and Fiscal Year 2025 Earnings Conference Call. On today's call for Innovative Food Holdings is Gary Schubert, our Chief Executive Officer. Throughout the conference, we will be presenting both GAAP and non-GAAP financial measures, including, among others, adjusted EBITDA and adjusted fully diluted earnings per share. These measures are not calculated in accordance with GAAP. Quantitative reconciliations of certain of our non-GAAP financial measures to their most directly comparable GAAP financial measures appear in today's press release. I would also like to remind everyone that today's call will contain forward-looking statements from our management made within the meaning of Section 27A of the Securities Act of 1933 as amended and Section 21E of the Securities and Exchange Act of 1934 as amended, concerning future events. Words such as aim, may, could, should, projects, expects, intends, plans, believes, anticipates, hopes, estimates, goal and variations of such words and similar expressions are intended to identify forward-looking statements. These statements involve significant known and unknown risks and are based upon a number of assumptions and estimates, which are inherently subject to significant risks, uncertainties and contingencies, many of which are beyond the company's control. Actual results, including without limitation, the results of our company's growth strategies, operational plans as well as future potential results of operations or operating metrics may differ materially and adversely from those expressed or implied by such forward-looking statements. Factors that could cause actual results to differ materially include, but are not limited to, the risk factors described and other disclosures contained in our filings with the Securities and Exchange Commission, including the risk factors and other disclosures in our Form 10-K and our other filings with the SEC, all of which are accessible on www.sec.gov. Except to the extent required by law, we assume no obligation to update statements as circumstances change. Unless otherwise noted, all results discussed today reflect continuing operations only. With that, I would like to turn the call over to Gary Schubert, Chief Executive Officer. Please go ahead. Gary Schubert: Thank you, and good afternoon, everyone. I appreciate you joining us. This is my second earnings call as CEO, and I want to approach today the same way I approached the last call with candor, precision and a clear view for what matters most. 2025 was an important learning year for IVFH. As we push to grow across multiple channels and operating initiatives, it became increasingly clear that parts of our operating model, our systems, our applications and our integrations were not where they needed to be to support that growth with consistency, speed and visibility we expect. That reality showed up most clearly in the fourth quarter. At the same time, the opportunity in front of us remains real. We have meaningful customer relationships. We have a differentiated platform across digital channels, national distribution and local distribution, and we have a much clearer understanding of what must be fixed, normalized and institutionalized in order to convert the platform into more reliable, more scalable and more profitable performance. So my message today is straightforward. We are not managing the business for a quick headline turnaround. We are rebuilding the foundation the right way. That means stabilization, modernization, disciplined execution and cash preservation. Let me start with the numbers. Unless otherwise noted, all figures I discuss today refer to continuing operations. For fiscal year 2025, revenue increased 2.1% to $60.7 million compared to $59.4 million in 2024. Gross margin improved to 25.8% from 25.3% in the prior year. GAAP net income from continuing operations was $2.5 million or $0.046 per fully diluted share, and adjusted EBITDA was $2.4 million. In the fourth quarter, revenue declined 18.1% versus the prior year quarter. Digital channels declined 13.4%, national distribution declined 14.1% and local distribution declined 32.3%. Fourth quarter GAAP net income from continuing operations was $797,000 versus $685,000 in the prior year quarter, while adjusted EBITDA declined to $718,000 from $1.3 million. We ended the year with approximately $927,000 of unrestricted cash. That level of liquidity reinforces why disciplined execution and cash preservation are central priorities for 2026. Subsequent to year-end, on March 6, 2026, -- we completed the sale of our Mountain Top, Pennsylvania facility for $9.225 million. The proceeds were used to repay MapleMark loan and interest in full. Restricted cash tied to the property was released and the balance sheet was further simplified. Net proceeds after transaction costs and debt repayment were modest, but strategically, the transaction was important. It removed a noncore asset, improved financial flexibility and sharpened our focus on continuing operations we are building going forward. The most important point behind the fourth quarter is that the pressure we experienced was not isolated to one customer, one facility or one business line. It reflected broader reality. The complexity of the enterprise outpaced the operating architecture supporting it. We saw that in digital, where the transition of our largest legacy customer, US Foods, from its older marketplace environment to its newer direct environment created disruption, but that was not the whole story. We also had other customer side ERP and integration changes that required rework and reconfiguration on our side. When those changes are being absorbed into an older and more fragmented technology stack, the work becomes slower, more manual and less scalable than it should be. We saw that national distribution, where the relocation of airline-related activity from Pennsylvania to Chicago created temporary inefficiencies in order intake, billing, item setup, vendor setup and service execution. And we saw it in local distribution, where operational inconsistencies, forecasting gaps, procurement issues and ongoing integration work created strain on both Chicago and Denver. These are different symptoms, but they all share the same root cause. We are still operating too much of the business through fragmented systems, aging applications and integrations that require too much manual intervention, too much rework and too much institutional knowledge to perform at the speed and precision the business now requires. That is the issue we are addressing. Let me speak to each channel briefly. In digital, I want to be clear. I do not view the opportunity as impaired. I view the architecture around it as incomplete. Digital's pressures in the quarter was most visible through the US Foods transition, but it also reflected broader integration slowdown, maintenance friction and technology backbone that makes changes harder than they should be. Our issue is not simply getting items started. Our issue is moving items through the maturity curve with greater speed and consistency. When I refer to the maturity curve, I mean the time it takes to move an item from intake to setup to transactability to broad discoverability across all relevant points of distribution. Today, that curve is too long. Separately, we also have to manage what happens after an item is live. We need items to remain accurate, competitive, available, visible and commercially healthy over time. We need to improve both. Our priorities in digital are clear: improve item setup quality, improve vendor onboarding, shorten the maturity curve, expand points of distribution, increase the percentage of items that become fully transactable and broadly discoverable and strengthen the discipline required to keep items competitive once they are live. Our focus is not just on adding items, but on increasing the number of transacting items across all eligible points of distribution and improving selling frequency over time. We are also using our AI-enabled hub to improve workflow speed and first-time accuracy at the front end of the process. But the last mile remains the critical constraint, and that is where much of our focus now sits. I do want to acknowledge one important point for investors. We are seeing encouraging directional signs in upstream item setup, vendor onboarding and points of distribution work. But I'm not yet at a point where I want to provide formal public operating metrics on those leading indicators until I have complete confidence that those are being measured consistently and tied clearly to commercial outcomes. What matters is not gross activity for its own sake. We are not managing the business by simply counting how many items were added. Items are also lost, degrade or lose competitiveness over time. What matters is portfolio quality, how quickly items mature, how broadly they are distributed, how many become core and whether the catalog as a whole is getting healthier. In National Distribution, revenue declined 14.1% in the quarter. The decline reflects meaningful execution work still underway beneath the surface. The relocation from Pennsylvania to Chicago simplified the footprint and aligned us around continuing operations, but it also created temporary disruption across order intake, billing, item setup, vendor setup and service execution, while exposing how much of our execution still depends on clean integration across systems, workflows and teams. We also knew that certain legacy Pennsylvania capabilities would not continue after the move, including specialty cheese cutting activity tied to the discontinued Pennsylvania operations. That was part of the strategic reset, and it was understood. On top of that, airline-related business became more competitive in the quarter. Importantly, we do not view this as deterioration in the underlying relevance of the channel. We view this as a combination of transition friction, capability changes tied to the Pennsylvania exit and competitive dynamics that we now need to address with tighter execution, better cost positioning and stronger service reliability. So the operating imperative now is straightforward: improve reliability, tighten execution and make sure the platform supporting national distribution is getting better integrated, better controlled and easier to scale from Chicago. In local distribution, both Chicago and Denver remained under pressure. In Chicago, the key issues were service consistency, forecasting discipline, procurement execution and the strain of integrating transition-related work into the core operating model. In Denver, we saw the effect of customer losses and margin pressure, but we also continue to work through the integration path that should ultimately create more synergy across the enterprise. I do want to note one important point on Denver. Denver is beginning to participate in the broader digital model. That is still early, and I do not want to overstate it, but it matters. If we can continue enabling Denver-sourced inventory to move through digital channels, we can improve working capital velocity, expand digital assortment and leverage an existing fulfillment footprint without adding unnecessary overhead. That is exactly the type of low capital cross-platform synergy we should be building. That brings me to our most important strategic action, modernization, beginning with the ERP and the operating architecture around it. For clarity, when I talk about modernization, I'm talking about more than one system. I'm talking about the full technology stack, our core systems, our operating applications and our integrations that connect them. Great Plains is our current ERP and remains a core system of record, but ERP is only one part of the picture. We also have surrounding applications, workflow tools and integration layers that have become too fragmented, too manual and too dependent on a small number of people and legacy process workarounds. That is why ERP is our lead action, but not the only action. ERP is the foundation. But we also have to simplify and redesign the processes, applications and integrations that feed into and depend on it. This is not simply a technology project. It is an operating model project. It is about simplifying data structures, standardizing workflows, improving item and vendor governance, reducing integration friction, increasing visibility and enabling the business to move with greater speed and intelligence. It also is about creating a stronger foundation for automation and AI over time. Today, too much of our data and too many of our workflows are not yet structured in a way that allows us to take full advantage of those capabilities. The risk of not doing this is straightforward. If we do not modernize the foundation, we will remain slower than we need to be in onboarding items, reacting to customer side changes, supporting vendors, managing exceptions, improving discoverability and making informed sourcing and pricing decisions. That means more manual work, more rework, slower cycle times, weaker visibility, lower competitiveness and less ability to operate proactively instead of reactively. That is not the path we are going to take. In the fourth quarter of 2025, we committed to a modernization path that begins with ERP evaluation and extends into pricing governance, item setup, vendor onboarding, maturity curve acceleration, ongoing item maintenance and end-to-end order flow. This will be a multi-quarter effort. We intend to move with urgency, but we also intend to do it correctly. While that work progresses, we are going to remain disciplined in how we operate the business. We will continue to improve item and vendor setup. We will continue to strengthen digital throughput and reliability. We will continue working to restore service consistency and customer trust in local distribution. We will continue supporting national distribution opportunities that fit the operating model we are building, but we are not going to add complexity faster than the platform can absorb it. We are not focused on pursuing new acquisitions at this time. And we are not focused on taking on additional debt at this time. And we are not focused on expanding it into entirely new channels before the core foundation is ready. Right now, the highest return work is to simplify execution, strengthen liquidity, preserve cash, modernize the operating engine and build a business that can absorb growth rather than be disrupted by it. So to summarize, 2025 exposed the gap between the complexity of the enterprise and the architecture supporting it. Q4 reflected that reality, but it also clarified exactly where we need to focus -- our priorities are stabilization, modernization, disciplined execution and cash preservation. Success in 2026 will not be defined only by revenue growth. It will also be defined by stronger operating discipline, better systems alignment, improved liquidity and measurable progress against the modernization road map. Our objective is not simply to grow. Our objective is to build a more scalable, more disciplined and more resilient IVFH. If we do that well, better financial outcomes will follow. Thank you for your time and continued interest in IVFH. We will now begin the question-and-answer session. Gary Schubert: How should investors think about 2026? I would frame 2026 as a year of stabilization, modernization, disciplined execution and commercial growth. We are focused on strengthening the operating foundation of the business, but that does not mean we are stepping away from growth opportunities. It means we intend to pursue commercial growth in a way that is operationally supportable, strategically aligned and profitable. Our objective is to improve reliability, strengthen liquidity, modernize the operating engine and at the same time, continue advancing the commercial opportunities that fit the platform we are building. What is happening with digital? The issue in digital is not that our customers are the problem. The issue is that when change is introduced, whether through platform changes, integration updates or broader operating requirements, we have not been able to absorb and integrate those changes with speed and consistency we need. That makes it harder to stay focused on the commercial and operational actions that help us grow. The opportunity in digital remains real. Our work is centered on improving how quickly and consistently we can onboard vendors, set up items, maintain item health, expand points of distribution and convert those efforts into more transacting items and stronger selling frequency over time. What operating indicators are you watching in digital? Internally, we look at metrics tied to vendor onboarding, item setup, transactability, points of distribution, selling frequency and broader item health over time. These measures are important on how we assess the health and direction of the business. They help us understand where we need to focus and where the process is improving or breaking down. Why are you not publishing those digital KPIs yet? Part of the challenge is that many of these metrics are managerial in nature and the consistency of the underlying data depends on the consistency of how that data is managed. I understand how important these metrics can be in helping investors follow the health of the company, but it is equally important that any metric we release publicly be clearly defined, consistently measured and not open to misinterpretation. At this stage, I cannot say with certainty when they will be ready for public disclosure. Until then, we will continue using them for directional guidance internally to determine where we focus while we work toward a more definitive and consistent reporting framework. What changed in national distribution after the Pennsylvania move? I would not frame it as though the business fundamentally changed. In many ways, the move improved important aspects of the model. We now have better fulfillment visibility, stronger customer reliability and better ability to manage working capital effectively. We also no longer have the debt associated with the prior facility. The biggest opportunity ahead of us in national distribution is making sure we maintain a competitive edge through disciplined execution, reliable service and an operating model that supports profitable growth. How should investors think about the profitability of the core business? The most important point is that after stripping out discontinued operations and those associated losses, we still have a profitable operating model in continuing operations. The decision to focus on the core and stabilize the business should be viewed positively. It demonstrates discipline. Our objective is to show how we can grow profitably and sustainably before taking on greater complexity. That is the right sequencing for this company and in my view, the right way to create long-term shareholder value. What are you seeing in local distribution? The priority in local distribution is to improve the commercial footprint and grow sales. That starts with better service execution, stronger reliability and rebuilding trust with customers, but it also means reestablishing commercial momentum in the market. We want to improve execution and use the stronger operating base to support customer retention, win back business where appropriate and create new sales opportunities. The focus is not just stabilization for its own sake. The focus is building a stronger local platform that can grow. What are you seeing in Denver? Denver remains early in its recovery path, but we do see strategic value in its role within the broader platform. As Denver becomes more integrated into our digital and operating model, it can help improve working capital velocity, expand assortment and support broader commercial opportunities without requiring unnecessary fixed cost expansion. That remains an important part of the long-term opportunity. Why is modernization such a major priority? Because modernization is what allows us to pursue growth with more speed, consistency and profitability. This is not just about systems for their own sake. It is about reducing friction, improving visibility, strengthening governance around pricing, item setup, vendor onboarding, order flow and building an operating foundation that can support the business we have today and the growth we want tomorrow. What did the Mountain Top sale accomplish? Strategically, it removed a noncore asset, simplified the balance sheet, improved financial flexibility and sharpened our focus on continued operations. The transaction also eliminated the related debt structure and helped further align the company around an operating model we intend to scale going forward. Are you still pursuing growth opportunities while doing all of this foundational work? Yes, we are absolutely still pursuing commercial growth opportunities. The distinction is that we want to pursue the right opportunities in the right way. Growth is important, but it also has to be supported by execution, reliability and the ability to do it profitably. Our approach in 2026 is to continue advancing growth opportunities while strengthening the operating foundation so that growth becomes more durable and scalable over time. What should investors watch over the next few quarters? I would watch for a combination of 2 things: stronger execution and healthy commercial progress. On the execution side, that means better reliability, better systems alignment and better operating discipline. On the commercial side, that means continued advancement of growth opportunities across the platform in a way that is supportable and profitable. Our goal is to show that IVFH can improve the foundation and grow from the stronger base at the same time. With that, that concludes our Q&A session. Thank you very much. Operator: Thank you. A replay of this call will be available on the company's website at www.Ivfh.com. This concludes today's conference call. You may now disconnect.
Operator: Greetings. Welcome to Terrestrial Energy's Fourth Quarter and Full Year 2025 Earnings Call. [Operator Instructions] Please note, this conference is being recorded. I will now turn the conference over to Tom Cook, Managing Director at ICR. Thank you. You may begin. Thomas Cook: Thank you, and good morning, everyone. Welcome to Terrestrial Energy's Fourth Quarter and Full Year 2025 Earnings Conference Call. With me today are Simon Irish, CEO; and Brian Thrasher, CFO. Alongside today's call, you can find our earnings release as well as the accompanying presentation on our website at ir.terrestrialenergy.com. An audio replay of this call will also be made available, which you can access on our website or by phone. The phone number for the audio replay is included in the press release announcing this call. As a reminder, some of the statements made during this call, including those relating to our outlook, expected company performance or business strategy may constitute forward-looking statements. Please note the cautionary language about forward-looking statements contained in our press release and earnings presentation, which also applies to this call. With that, I would now like to turn the call over to Simon Irish. Simon Irish: Good morning, everyone, and thank you for joining us today. It's a pleasure to welcome you to Terrestrial Energy's first earnings call as a publicly traded company. 2025 was an important year for the company. We made significant progress across the 3 key elements of business plan execution. We delivered important regulatory developments, secured federal support for swift licensing and operation of reactor and fuel supply pilot projects. We announced expansion of supply chain activities, progress with commercial deployments, and we strengthened our balance sheet through our business combination with HCM II. Before discussing developments in more detail, I'd like to briefly step back and frame the important context in which we're now operating. For industrial, innovation requires market context and for innovation -- for nuclear innovation, there is no more powerful context to what we see today and stretching far ahead. Referring now to Slide 3 of the slide deck posted to our website that accompanies today's call. Global energy markets have clearly entered a period of generational and transformative change. Electricity demand is accelerating at a pace not seen in decades, driven by demand growth from multiple sources, energy-intensive industrial innovations, artificial intelligence infrastructure, automation and electrification and the reshoring of manufacturing capacity. Furthermore, energy policy today clearly prioritizes national energy security, grid reliability and affordability. Energy security has become a dominant theme across many advanced economies, a shift that accelerated with the start of the war in Ukraine and its associated impact on European natural gas supplies and has moved to a new level today with recent insecurity of Gulf-based LNG and oil supplies. It is now clear that only nuclear energy has the potential to meet these huge demand deficiencies and policy objectives for secure, clean, reliable energy supply. We see these powerful fundamentals driving nuclear energy demand to continue to strengthen, and they create today's extraordinary context for nuclear innovation that is without parallel. Contemplating this opportunity, one quickly realizes there are many methods to supply nuclear energy from different sized plants ranging from the tiny to the enormous and a wide range of fission reactor technologies that cover the conventional -- the long conventional fission technologies of light and heavy water reactors to the generation class of advanced reactor technologies of the future to which our technology belongs. Here lies the secular opportunity today for the innovator. If nuclear energy supply is to meet these extraordinary demand expectations, it supply must be from nuclear plants, operating with different commercial profiles, ones that are smaller and more affordable to build, ones that are much, much more capital efficient for low-cost energy supply, and ones that are modular for quick construction and deployment at scale. This next generation of nuclear plants must be more flexible in operation and capable of providing heat for industry as well as electric power. They must be easier to site near point of demand, close to data center, chemical or petrochemical plant. Their colocation capacity delivers a new energy supply paradigm. Hundreds of megawatts of clean firm energy from a small parcel of land located close to demand and free from pipeline and transmission constraints, only innovation to deliver small and modular nuclear plants operating with next generation of nuclear technology has the potential to deliver these requirements. Turning to Slide 4. Terrestrial Energy was founded over 13 years ago, precisely with this paradigm in mind. We have been diligently moving forward with development of our IMSR plant design, anticipating the arrival of today's extraordinary market and policy circumstances. With this clear innovation focus, our IMSR plant is now heavily differentiated from other smaller modular nuclear plants in the advanced reactor sector in important, competitive and compelling ways. I will discuss some of these differentiators now. Turning to Slides 5 and 6. First, affordability and capital efficiency. The IMSR plant is smaller, 1/6 the size of conventional nuclear plant, modular in design, and it captures the fundamental and deeply compelling techno-economic benefits of molten salt reactor technology. IMSR plant generates power from steam turbines operating with a near 50% greater efficiency than those driven by light-water reactor technology. Its nuclear systems operate at low pressure and with high inherent safety, again, powerful economic virtues that reduce costs further as well as virtues that secure strong social license for deployment. We believe that competitive affordability will be a primary driver of success. Second, flexibility in operations. The IMSR plant is capable of high-temperature thermal energy supply for industrial process heat applications and can strongly load follow. Its output can be customized to a required precise mix of heat and power, and it can be integrated with other energy supply systems, including natural gas for customized resilience and speed to first commercial operations. We believe that this flexibility in operations contributes to an opportunity for a service addressable market for our company that we estimate to exceed $1.4 trillion. Third, scalability for fast fleet deployment. As supply chain factors heavily determine speed to fleet to fleet scale, our supply chain objective has been to source to the greatest extent possible, material and components available from today's nuclear supply chain. This strategy has delivered important competitive and strategic advantages, particularly with steam turbine and fuel supply. While some Generation IV nuclear plants showed some of the characteristics required for next-generation nuclear energy supply, only the IMSR plant uses standard nuclear fuel, uranium enriched to less than 5%. Ten years ago, we strategically chose to avoid HALEU fuel use, that is uranium enriched to between 15% and 20%, the bracket required by other Generation IV reactors in our sector. In today's enrichment constrained environment, this decision has removed from our deployment plans the considerable challenges and uncertainty of uranium fuel supply at commercial scale. In doing so, this decision has improved our market position, reduced regulatory complexity and cost the first plant as well as for fleet. We believe our supply chain strategy is delivering sector competitive advantages to fleet fast deployment at scale. Molten salt reactor technology is not new. It was first demonstrated over 6 decades ago and most recently in 2023, when China began operating its first molten salt reactor based on the technology demonstrated at Oak Ridge National Lab in Tennessee. The technology's long history of research and development yields a considerable understanding of performance and operation. Our strategic design objective was to use this existing and extensive body of knowledge to create the strong technical foundation of the IMSR plant design that exists today. Let me spend a minute talking about regulation. A core objective of Terrestrial Energy since inception has been to retire project risk through early and focused engagement with world-leading nuclear regulators. We were the North American sector trailblazer when in 2016, we applied the Canadian Nuclear Safety Commission to undertake its formal programmatic vendor design review of our IMSR plant design. In 2023, the Canadian Nuclear Safety Commission completed that formal review and concluded publicly that there were no fundamental barriers to licensing the IMSR plant design for commercial use. The work completed in Canada has matured our safety case. It bounds regulatory uncertainty and strengthens our regulatory engagement with the NRC in the United States, which started in 2017. Our business strategy is to deploy IMSR plants with competitive scale and speed and in a capital-efficient manner. To achieve this, Terrestrial Energy invites others to build, own and operate IMSR plant as is industry's convention today. We will, however, remain the key project partner supporting project licensing and plant construction with revenue-generative engineering services and working with established engineering, procurement and construction partners to deliver commissioned and operating plant. We will also provide IMSR core units, fuel, fueling services and full life cycle operational support. This approach leverages the capability of experienced industrial partners, providing speed to deployment at fleet scale. It also allows us to focus on our core capabilities and primary business objectives. With this business strategy in mind, I'd like to present the framework to assess progress. It has 3 pillars. The first drives IMSR engineering and regulatory developments, including our key project engagements with the Department of Energy. The second drives supply chain developments. And the third drives IMSR plant projects advancing to deployment. I'd now like to review 2025 developments, demonstrating our progress across these 3 pillars. Please refer to Slide 7. In 2025, we announced the NRC's completion and acceptance of our Topical Report on the IMSR Principal Design Criteria. This was a foundational ruling, representing an important step forward to IMSR operating license submission and demonstrating progress with our pre-application engagement with the regulator. Our regulatory program operates in parallel with our engineering and testing programs. In 2025, we received welcome support from 2 new strategic programs administered by the Department of Energy. These were established following presidential executive orders in May 2025 to accelerate advanced reactor development. We received 2 OTA awards, one from each program. The first from the Department of Energy's Advanced Reactor Pilot Program. This supports quick execution of Project TETRA, the Terrestrial Energy Test Reactor Assembly project, which assists with data collection required for future IMSR license application. The second was from the Department of Energy's Fuel Line Pilot Program, which supports our schedule for completion of our Fuel Line Assembly project, TEFLA, which is a pilot scale fuel production process, the antecedent to our commercial plant for IMSR plant fuel supply. On further supply chain matters, we continue to build on previously established relationships with leading industrial nuclear suppliers such as Westinghouse, Siemens Energy, BWXT as well as other experienced component manufacturers. These supplier relationships support fabrication of reactor components, development of fuel supply infrastructure and long-term project capabilities. In 2025, we announced further contracts with Westinghouse to support our IMSR fuel supply program. In the past year, we advanced important materials testing, selection and qualification work. We announced our graphite irradiation testing had entered its concluding phase at the NRG PALLAS' High Flux Reactor in the Netherlands. This is one of the West's most powerful test reactors. We would like to draw attention to the importance of such in-core testing for Generation IV reactor materials. These are activities essential for reactor materials qualification, supplier selection and licensing readiness for Generation IV reactor technology. Now turning to IMSR plant project developments. Early in 2025, Texas A&M University, supported by expertise in its nuclear engineering faculty, announced its selection of Terrestrial Energy to site a full-scale commercial IMSR plant at its RELLIS campus, following a competitive sector-wide evaluation process. This selection positions an IMSR plant on ERCOT, one of the fastest-growing electricity markets in North America and places the project in a leading engineering research and workforce development ecosystem. In 2025, we announced collaboration with Ameresco to partner with IMSR plant site identification and project development. Ameresco brings deep project development expertise and extensive experience with federal energy programs. This relationship expands our capacity to identify IMSR plant project opportunities across multiple industrial and data center markets and to develop them. As we move into 2026, our focus is again on disciplined execution against a series of clearly defined and planned steps, each advancing across the 3-pillar framework discussed earlier. With this framework in mind, I would like to provide guidance on further developments in 2026. Turning to Slide 8. We expect to announce the following developments in 2026. First, announce further agreements with Texas A&M for the deployment of an IMSR plant at RELLIS and for testing and development of key IMSR components and processes. These agreements will support the siting and development of the proposed IMSR plant. Second, and following the announcement of the RELLIS IMSR plant project in 2025, we expect to disclose details of between 1 and 3 additional commercial projects to deploy IMSR plants. Third, we expect to submit to the NRC for review at least 3 additional Topical Reports covering key and consequential areas to increase readiness for NRC license submissions to construct and operate IMSR plant. Finally, following the 2 Department of Energy OTA awards in 2025, we expect to provide project development details disclosing sites for both the TETRA and TEFLA projects. We expect to identify key engineering partners and organizations supporting regulatory readiness for these important projects. In closing, 2025 was a transformational year for the company. We were successful with our strategy to respond swiftly to the remarkable and generational change in demand for nuclear energy supply. We strengthened our capital position, advanced regulatory readiness and secured support from the DOE's federal programs in key areas. We advanced commercial and supply chain partnerships always aiming for fleet scale solutions and initiated projects and relationships to deploy IMSR plants. Terrestrial Energy's founding belief was that nuclear technology must evolve to meet the remarkable energy market requirements of this modern era. As a private sector innovator, we declared over a decade ago that the ruling objective for nuclear innovation is affordability, cost competitiveness and speed to market at scale. Design and technology decisions have profound and fundamental consequence. On returning from CERAWeek and reflecting on this objective, as we repeatedly do, we remain as convinced of this objective as on the day we founded the company. And over the last decade, we have consistently programmatically and diligently advanced our IMSR plant design. Today, our long commitment and conviction in this ruling objective of nuclear innovation positions the IMSR plant as powerfully and competitively differentiated in a nuclear tech sector pursuing a $1 trillion market opportunity. We are moving forward from this position, looking past the deployment of a single IMSR plant to a fleet of IMSR plants in the 2030s and the establishment of a standardized and scalable platform for IMSR plant delivery across multiple industrial and grid applications and across international markets. With that, I will now turn the call over to Brian Thrasher, our Chief Financial Officer, to review the financial results in more detail. Brian Thrasher: Thank you, Simon, and good morning, everyone. I will briefly review our financial results, liquidity and capital position for the year, and then we will open the call for questions. Let me begin though with the transaction that positioned Terrestrial Energy to enter this next phase of development. On October 28, 2025, Terrestrial Energy completed its business combination with HCM II Acquisition Corp. and began trading on NASDAQ under the ticker IMSR on October 29, 2025. The transaction resulted in trust redemptions of less than 1% and combined with the $50 million PIPE, secured more than $292 million in gross proceeds. We believe this outcome reflects strong support from investors for both our small and modular nuclear plant design as well as our business strategy in the context of the market opportunity today for nuclear innovation. Following the listing, we also announced developments with our fuel services agreement with Westinghouse, strengthening our supply chain readiness for IMSR plant commercial operation. In addition, we enhanced our senior leadership team during the fourth quarter to support U.S. commercialization efforts and deepen engagement with federal stakeholders. Turning now to our financial results as summarized on Slide 9. Terrestrial Energy reported a net loss of $28 million for 2025, an increase of $17 million on the prior year. This increase reflects growing expenses from our IMSR engineering program with its component testing, regulatory activities from our TETRA and TEFLA projects with the DOE from supply chain development as well as from organizational expansion as we resource for public company readiness for key technical capabilities and for projects. Research and development expenses, those expenses incurred for design and engineering of the IMSR plant increased to $10 million in 2025, an increase of $5 million from the prior year as we expanded materials testing and progressed graphite qualification work. General and administrative expenses increased to $14 million in 2025, an increase of $10 million from the prior year, primarily reflecting expansion in personnel, corporate infrastructure and professional services to accelerate our commercialization activities and support public company readiness. Within general and administrative expenses, legal, accounting and other professional fees increased to $5 million in 2025, an increase of $4 million over the prior year and excluding $22 million of transaction-related costs associated with the business combination, which are presented as an increase to additional paid-in capital. Also, personnel-related expenses increased as we move forward with our commercial development, grew our staff to support IMSR engineering, finance, supply chain development, management of IMSR plant commercial projects and public company reporting requirements. Additionally, stock-based compensation increased to approximately $3 million, an increase of $2 million over the prior year as management capabilities expanded during the year. Finally, we incurred approximately $1 million in additional costs in 2025 to advance public company readiness and scaling of our operations. These included directors and officers insurance, investor engagement activities, conference participation, travel and expanded software and operational systems. Interest expense, net of interest income of $3 million in 2025 increased by $2 million from the prior year, reflecting increased debt balances, partially offset by higher interest income. More specifically, interest expense of $4 million in 2025 compared to $1 million in 2024 is attributable to larger average debt balances in 2025, combined with the amortization of the debt discount on the legacy Terrestrial Energy convertible notes. The company earned $1 million of interest income in 2025 on the cash balance received from the closing of the business combination. Turning now to liquidity. At year-end, we held approximately $298 million in cash and short-term investments. This balance reflects the proceeds from the business combination with a $50 million PIPE investment completed in October, two financing rounds completed earlier in the year and the cash exercise of legacy Terrestrial Energy private warrants. This capital position provides the financial resources for a period of strong business growth and to deliver consequential progress with important milestones. These include milestones from progress with our IMSR engineering program and its regulatory and R&D elements that include the TETRA and TEFLA R&D projects with the DOE, from supply chain development and from progress with IMSR plant commercial projects. At year-end, summarized on Slide 10, the company's issued and outstanding share count was 105.8 million shares consisting of 81.8 million common shares outstanding and 24 million exchangeable shares outstanding. The exchangeable shares are exchangeable into common shares on a one-for-one basis at any time at the election of the holders. That concludes our prepared remarks. Operator, please open the line for questions. Operator: [Operator Instructions] our first question is from Jeff Grampp with Northland Capital Markets. Jeffrey Grampp: I was curious to start on the '26 kind of expectation milestone slide, you guys talked about announcing 1 to 3 additional commercial projects. I know you can't provide too many details on kind of future announcements, but to the extent you can provide a little more detail, do you expect those to be more kind of MOU, LOI type announcements, definitive deployments at identified sites or something else? Just, I guess, trying to level set, I guess, the maturity of some of the conversations you're having with prospective customers. Simon Irish: Well, Jeff, yes, we will reserve detail to the moment in which we disclose these developments, but sort of perhaps more generally, for an IMSR project is first defined by the location. It's got a ZIP code. And it's also defined by a process, which starts with the declared intention of the parties involved to proceed with that process ultimately to the commissioning of an IMSR power plant. So maybe I'll just leave it there in terms of providing additional detail on what that means. Jeffrey Grampp: Understood. Appreciate that. My follow-up, there was a recent announcement from the NRC regarding Part 53 licensing as kind of an emerging pathway, which I think would have some applicability to Terrestrial's design. Is that something you guys are considering pursuing? And if so, what kind of benefit could you see to that having to your commercialization pathway? Simon Irish: Well, it's certainly an option for us to consider in terms of what is the most efficient pathway to commercializing to life getting to operation of first plant. We are very familiar with that type of the Part 52 framework. It's graduated, it's risk informed, it's principles based, all the elements of the Canadian process, by the way. The Canadian process has been defined for a long time as graduated risk informed principles based. So it's certainly an option for us and many others in the industry. Our central case at this point in time for those first couple of plants is going to be a Part 50 strategy. So the 2 step, the construction permit moving on to the operating license. Operator: [Operator Instructions] With no further questions, I would like to hand the conference back over to Simon for closing remarks. Simon Irish: I'd like to thank everyone for joining us today on our first earnings call as a public company. Thank you for attention, and we look forward to providing you with further updates in the future. Thank you. Operator: Thank you. This will conclude today's conference. You may disconnect at this time, and thank you for your participation.
Operator: Welcome to the earnings call of SUSS Micro SE following the figures of 2025. I would like to welcome the company's CEO, Burkhardt Frick; the CFO, Dr. Cornelia Ballwießer; the COO, Dr. Thomas Rohe; and IR, Sven Kopsel, who will guide us through the presentation in a moment, followed by a Q&A session via audio line and chat. And with that, I hand over to you, Mr. Kopsel. Sven Kopsel: Thank you so much, and welcome to our full year conference call after today's release of our annual report 2025, including our outlook for the new financial year. First of all, one personal note from myself after 3.5 years with SUSS in total, 4 annual reports, 2 Capital Market Days and yes, countless investor and analyst interactions, today marks my final conference call with SUSS. While I truly love the company, I have decided to take on an exciting new role in a different listed German company as of May. So April 24 will be my last day at SUSS, and my colleague, Florian Mangold, will continue to be available to you as your point of contact. Now back to the official part. As you probably know from earlier calls, this call is being recorded and considered as copyright material. It cannot be recorded or rebroadcast without permission and participating in this call implies your consent to this procedure. Please be aware of our safe harbor statement on Page 2 of the slide deck. It applies throughout the conference call. And now I hand over to Burkhardt, our CEO, for some opening remarks, followed by our CFO, presenting the financial development. Burkhardt, please? Burkhardt Frick: Sven, many thanks, and also thanks for your great contribution over the past 3.5 years. We really enjoyed you having on board, and I'm sure you will have an exciting future ahead of you. So thanks a lot from my side. Let's now start with an overview on the key financials for 2025. Our order intake ultimately came in at EUR 354 million, more on this shortly with a particular focus on the fourth quarter. Revenue recorded at EUR 503 million, once again, a double-digit growth and exceeding EUR 0.5 billion for the first time. Profitability with a gross profit margin of 35.7% and an EBIT margin of 13.1%, we came short of our initial margin expectations. However, we did meet our most recent guidance. Now a few more words on revenue. EUR 503 million marks another record revenue figure and an all-time high for SUSS. Even more important, we have increased revenue over the past 2 years from around EUR 300 million to EUR 500 million, an increase of EUR 200 million. SUSS is now a significantly larger and more capable company. We are a growth company, and we intend to resume this growth in the midterm. Regarding order intake, in November, I stated that we could achieve EUR 100 million in order intake in the fourth quarter. We now can confirm an order intake of EUR 117.5 million. The book-to-bill ratio was thus around 1. Both segments contributed to the improved order situation with AI being the dominant driver, both in terms of HBM and CoWoS. Further good news, this positive momentum has continued into the first quarter of 2026. Now on profitability. We explained the deviation from our original plans during the Q3 conference call. And as we said in the Capital Markets Day in mid-November, we introduced the new product generations and innovative solutions to achieve a substantial improvement in margins. That's why we are very much looking forward to the next 2 to 3 years and the multiple launches we have lined up. Now let's take a look at the performance of our 2 segments. First, Advanced Backend Solutions. Order intake was approximately EUR 25 million lower than in the previous year and was distributed fairly evenly across the 3 product lines: imaging, coating and bonding. Demand for our imaging systems, specifically for UV projection scanner used in CoWoS process remains strong. Demand for bonding solutions was lower than in previous year, but has improved since the fourth quarter. Revenue grew by 10.7% to around EUR 350 million, while bonding was below 2024. Imaging and Coating Systems contributed the most significant growth, each posting an increase of more than 50% compared to the previous year. Profitability was significantly lower than in previous year, primarily due to weaker product and customer mix, strong growth in Imaging and coating and the frequently mentioned increased temporary ramp-up support provided to our customers for already installed tools as well as the establishment of our new production facility in Taiwan. Now to Photomask Solutions. Order intake of approximately EUR 80 million was significantly down by EUR 43.5 million from the previous year. Out of this number, EUR 31 million was due to lower orders from Chinese customers. However, Q4 showed an improved trend versus Q2 and Q3. Revenue growth of 17.3% to over EUR 150 million is very encouraging. Thanks to our improved operational capabilities, we have further significantly reduced our backlog and accelerated the completion of customer projects. Higher sales volume and an improved product and customer mix also led to a 5% point increase in the gross profit margin and an 8% point increase in the EBIT margin. Now let's zoom in on the fourth quarter of 2025. I already mentioned the positive order intake of EUR 117.5 million, reversing the negative trend of the first 3 quarters. Of this amount, EUR 92 million was attributable, difficult word, to the advanced back-end solutions and EUR 25.5 million to Photomask Solutions. We once again received several orders for our UV projection scanner for CoWoS process as well as for HBM-related follow-up orders, particularly for one of our memory customers. Orders for our mask aligner from customers in mainstream applications have also improved significantly. It may still be too early to speak of a turnaround in this business, but this was certainly a strong intake quarter. Revenue of EUR 119 million was almost unchanged from the third quarter of EUR 118 million. This demonstrates our significantly greater stability when it comes to executing customer projects. Gross profit margin remained low at 34.9%, though it improved slightly compared to the third quarter, where we had 33.1%. EBIT margin was 9.8%, which was slightly lower than Q3, but still better than we originally had expected. To wrap up the first part, here's a look at our new production facility in Zhubei, Taiwan, which is already fully operational. Following the opening ceremony at the end of October, all relocation work has since been completed. As planned, we returned all existing locations to our landlords by the end of February. We delivered the first tool made in Zhubei, a UV projection scanner to our customer already in February. Production is now in full swing, as you see on this picture, about 10 tools were built in Zhubei during the first quarter in 2026. Further capacity increase is under preparation. Q1 '26 is, therefore, also the last quarter in which the P&L will be impacted by the implementation of the new site. And with that, I hand over to Cornelia for some details on our financial development. Cornelia Ballwießer: Thank you, Burkhardt, and also a warm welcome from my side to all of you. Here, you see our key financial figures. First of all, I would like to point out that the previous year figures have been adjusted due to accounting changes made in the connection of the preparation of the 2025 consolidated financial statements. These changes are explained in detail in the notes in our annual report, which has been published today. The adjustments for fiscal year 2024 in short are a sales adjustment amounted to plus EUR 0.5 million. Gross profit was adjusted by minus EUR 1.5 million and EBIT by minus EUR 0.5 million, and net income was adjusted by EUR 0.4 million. In a nutshell, the main changes are based on a more detailed approach to revenue recognition. In particular, installation service following the delivery of our tools and upgrades are no longer recognized on a point-in-time basis, but rather on a period basis. This is from shipment to final acceptance by the customer. The second significant change was made to the provision for the equity-based compensation, which is now recognized on a pro rata temporary basis over the entire 4-year period, the vesting period rather than at the time of the grant of the virtual shares at their estimated value. This resulted in an adjustment of plus EUR 1.2 million in EBIT. And now let's have a look on our financials here on the screen. The order book was EUR 266.8 million at the end of 2025. The vast majority of these orders will be produced, delivered and recognized as revenue throughout 2026. Expenses for selling, administration and R&D increased from roughly EUR 100 million to EUR 118 million in 2025. The main reasons were an increase in R&D, plus EUR 7 million spending to support several product and technology development projects and for IT and digitalization projects, such as the mitigation of our ERP system. But that's not all. There are some other systems we introduce. And the full cost impact of new hires made in 2024 has an impact or the full impact in 2025. Net profit amounted to EUR 46.1 million in 2025, down from EUR 110 million in 2024 when the sale of the MicroOptics business had resulted in a significant onetime gain. Cash and cash equivalents were at EUR 98.7 million and compared to 2024, reduced by EUR 33.5 million. And this mainly because of a significant lower prepayments from our customers and of course due to our CapEx in 2025. Net cash amounted to EUR 49.1 million in 2025. And this is because of the deduction of the leasing liability from the lease agreement for our new Zhubei site which caused this decline. Free cash flow from continuing operations was EUR 20.6 million (sic) [ EUR 22.6 million ] in 2025 and in total at minus EUR 26 million. The fourth quarter was cash flow positive at EUR 5.6 million, but that was not enough to bring the figure back to 0. As our dividend policy is based on free cash flow and is designed for a payout of 20% to 40% of this figure, a dividend of EUR 0.04 per share will be proposed to the Annual General Meeting in June. CapEx increased to EUR 23.2 million in 2025, driven in particular by our new site in Zhubei. Now let's move to the development of our main financial KPIs over the fiscal year. Please be aware of that the '25 quarterly figures are as reported. This means they are not restated. In our reporting, in 2026, all prior year figures will be restated. Burkhardt has already mentioned the significant improvement in order intake in the fourth quarter of 2025. While this can certainly be attributed to seasonal factors and a traditionally strong fourth quarter, it is all the more important that we are able to confirm this improved demand in the coming months. We have already discussed profitability in the past. This overview clearly shows that profitability came under pressure particularly in the second half of the year. The decline in the second half of the year is not unexpected. The weak order intake in the first 2 quarters and the shift in its composition as well as some nonrecurring items and extra costs are clearly evident here. To achieve a significant improvement, we are working on new higher-margin product solutions, which will only begin to gradually impact the P&L starting in 2027. In both segments, we have an order intake trend reversal with strong bookings in both divisions versus previous quarters, and this trend continues in the first quarter. Photomask Solutions benefited in the fourth quarter from product and customer mix, also in connection with upgrade and service business and from some currency gains. The fourth quarter of Advanced Backend Solutions, a lower top line in the fourth quarter than in the third in combination with very negative product mix affected gross profit margin and EBIT margin. There were a lot of UV scanner, but we had the lowest amount of bonus in the fourth quarter. As you know, the double rental costs for the new fab in Zhubei affected the result. And in addition, write-offs for clean room equipment in our old Hsinchu site, which cannot be used in our new fab in Zhubei. This impacted the result in the fourth quarter. And also R&D expenses rise in the fourth quarter to support future growth projects. The R&D expenses also left the mark on the fourth quarter, especially projects for left chamber improvements and for a CoPoS project. On this side, we see our order intake by segments and regions. The order intake by region shows a familiar pattern. The APAC region once again accounted for the largest share of new orders at around 77%, with Taiwan as a dominant contributor. The remainder was distributed relatively evenly between EMEA and Americas. Now I would like to present the main balance sheet developments. Total assets increased by EUR 7.6 million. For the noncurrent assets, the main driver was the Taiwan expansion with the right-of-use asset and CapEx for the interior layout of the building in Zhubei. And as well, there were some CapEx in Europe, around EUR 8 million, mainly in Germany. In current assets, we have a decrease by EUR 54 million to a total volume of EUR 386.7 million. Inventory declined by EUR 39.1 million on a year-on-year basis and amounted to EUR 171.6 million at the end of '25. Contract assets and trade receivables in total increased by EUR 20.6 million. Cash and cash equivalents decreased, as I said, by EUR 37.5 million and of course, due to free cash flow of minus EUR 26 million. And of course, of the dividend payments in the last year and some repayments of our financial debt together in the amount of around EUR 10 million. On the liability side, the main changes already happened in the second quarter with the inclusion of the leasing liabilities from the Taiwan site. In noncurrent liabilities, the main driver was this lease liability for the Zhubei site. Current liabilities decreased at the same time, minus EUR 60.2 million. Here, the major drivers were lower prepayments from our customers who supported last year's steep ramp. And now we have less orders from customers, which usually accept prepayments. Equity increased by EUR 32.5 million, and equity ratio was at 62.2% at the end of December '25, which means that we have improved the equity ratio by 5.6 percentage points. Net income contributed with EUR 46 million and other comprehensive income and dividend payments amounted to minus EUR 13.7 million. And finally, I would like to give you a brief overview of the new syndicated loan, which we announced back in mid-February. Despite the current healthy liquidity position, it is very important for us as a company to increase our financial flexibility to finance further growth and to maintain sufficient reserves to cover industry typical fluctuations. We achieved this with the new syndicated loan agreement and the volume has roughly doubled to EUR 115 million, thereof EUR 85 million for revolving credit facility and EUR 30 million for guarantees. The new contract has a term of 5 years with 2 optional 1-year extension periods. We are now even better positioned to support our growth plan and we have sufficient buffer against industry-specific fluctuations as well as against a general deterioration in economic conditions and economic cycles. Finally, we had significantly reduced the liquidity risk. And now I gave back to Burkhardt, who will present the outlook for 2026. Burkhardt Frick: Thanks, Cornelia. As you said, I now would like to come to the guidance overview. As said before, 2026 will be a transition year. After that, we expect to resume our growth path. Forecasted sales range of EUR 425 million to EUR 485 million, indicating a decline of 9.6% at the midpoint of the range. We see a broadly stable gross profit margin of 35% to 37%, but a declining EBIT margin of 8% to 10%. On the next 3 pages, I will provide a bit more color on all 3 KPIs. First, on the sales guidance of EUR 425 million to EUR 485 million. When we compare the starting points for 2024, 2025 and 2026, obviously, we are beginning the year with a significantly lower order book. You see a detailed comparison on the right side. As a result, visibility at the start of the year is lower. Therefore, we decided to expand the guidance corridor from previously EUR 40 million to EUR 60 million. The extent of the revenue decline compared to 2025 will highly depend on the volume of orders we will receive in the first half of 2026. Thanks to our improved operational flexibility and shorter lead times, we will be able to execute the majority of the orders between January and June within the same year and recognize them as revenue. On gross profit margin, we forecast 35% to 37%, and thus are broadly stable in our expectation. As said before, in the financial year 2026, we will be offering more or less the same portfolio as in 2025. For portfolio-driven substantial improvements, we will launch and ship our new product solutions in the next 2 years. A change in the product and customer mix could still affect margins during the year, depending on the order intake from the first half of the year and beyond. For example, higher demand for Bonding solutions would generally be beneficial for us. Then there are various effects that are likely to neutralize each other. On the positive side, fewer one-off events such as the establishment of a new site in Taiwan and a more normalized ramp-up support for our customers for already installed tools. On the negative side, the impact of the expected decline in revenue on the fixed cost coverage. Finally, our EBIT margin, which is forecasted to a range of 8% to 10%. We had already explained in the Capital Markets Day that the expected decline in revenue is likely to impact the EBIT margin development. In that regard, I don't think the guidance came as much of a surprise. A few analysts had already placed their estimates within that range. So here is what we do expect to happen. First, lower sales volume, combined with a broadly stable gross profit margin will weigh on profitability. We have made a conscious decision not to reduce the R&D budget despite the lower revenue forecast. On the contrary, we actually expect an increase in this area as we are setting the base for future growth in the coming years. At the same time, we expect only a slight increase in sales and administrative expenses, and I can assure you that we will continue to strictly manage those budgets. Now some words on the expected development in our 2 segments. First, Advanced Backend Solutions. Expected sales decline of roughly 10% versus '25 is expected. Slight increase in gross profit margin and a broadly stable EBIT margin as lower business volume will have an impact on profitability. We anticipate the following trends in the market demand. Imaging Systems, there we see a stabilization of the strong 2025 level provided there is continued CoWoS-related demand for additional UV projection scanners. Coating, we see a slight improvement expected provided that the mainstream business picks up alongside a continued strong packaging and OSAT business. And on Bonding, significant improvements versus 2025 are expected as HBM customers commit to add more capacity again after a temporary digestion period which we experienced last year. Secondly, on Photomask Solutions, we have similar sales expectations as in the backend unit with roughly 10% versus 2025. Profitability is expected to decline as a result of the lower sales volume. On the market outlook, I can comment that we expect an improved order situation as high demand for semiconductors, again, driven by AI requires additional front-end equipment, see also the strong ASML order trend and consequently, also additional mask cleaning equipment. Preparation of customers for the introduction of High-NA also can play a role. Potential for additional momentum from the launch of 3 new solutions like the high-end mask cleaner, the mid-end mask cleaner and the first wafer cleaner addressing the 200-millimeter market can also give us a boost. When looking at our guidance for 2026, some might think that this year represents a step backwards for SUSS. I personally don't see it that way. As said, 2026 is a transitional year or rather a year of preparation for further growth and a substantial improvement in margins by 2030. These goals, which we presented in November Capital Markets Day, remain unchanged and recently are even getting tailwinds. Thanks to a strong focus on R&D and the development of new innovative solutions and next-generation products for selected faster-growing markets, 2026 is an important year and a necessary stepping stone into our bright future. And with that, we are opening the floor to your questions. Operator: [Operator Instructions] We have already received some risen hands, for example, by Mr. Menon. Janardan Menon: Burkhardt, I just want to check whether you can give us any indication on how you would expect your sales and gross margin to trend through the year? Is it possible that Q1 is your low point for both sales and gross margin and then you will see a gradual improvement from there? Would that be a reasonable assumption? Or any other color how you see the first half versus the second half develop would be great. And I have a small follow-up. Burkhardt Frick: Janardan, that's a really good question. And of course, you are spot on. We see really us hitting in Q1 as a low point of the effects we saw last year. Remember, we had a 3-quarter declining order intake, and it started showing, of course, in the last quarter of last year, and it will extend into the first quarter. However, this is offset, of course, with a reverse trend in order intakes, which, of course, will take a couple of quarters to materialize in an improved situation. So we think we are approaching the bottom here and will climb up from there. Janardan Menon: Understood. And then I was in Taiwan recently, and there is some talk in the Taiwan market about TSMC looking to localize their equipment, especially on the backend where possible and working with some of the local companies. I was just wondering whether you have any thoughts on that. Do you see this as a potential threat? Or is this mainly in areas where SUSS is not involved right now? Burkhardt Frick: I see that as an opportunity because we are local at the doorstep of Taiwan with our main production site. That's, by the way, also where we are developing our next-generation EUV scanner also in Taiwan. So in that sense, you could even call us a local company. But at least on those products we are designed in, I think we have a fairly solid position. Janardan Menon: Understood. And last one, a short one. Is the prepayments that have fallen, is it mainly Chinese customers that give you prepayments? And is the cash impact because of lower China orders? Cornelia Ballwießer: Yes. Yes, it's the Chinese customers and Chinese demand is not that strong. But there are some other institutes like R&D institutes who make prepayments, but mainly from China customers. Operator: We have another question from Madeleine Jenkins. Madeleine Jenkins: I have a few. Just the first is on a slide you just showed on the different segments. And if I understand it correctly, you're saying that Imaging is going to be kind of roughly flat so as Coating and then Bonding is significantly higher than 2025. But then you've got your sales expectation down 10%. So I'm just trying to understand where exactly that weakness is coming from for that sales forecast. Burkhardt Frick: Madeleine, also good question. Of course, the lower expectations, they stem from the accumulated order intake we collected in the last quarters. So from this, we can, of course, pre-calculate what we have already in our books. The rest, of course, are orders which we have to collect in the running year, mainly in Q1 and Q2 and '26. And both together will, of course, create a forecast which we picked. We picked there a decline of 10% for both units because we see various effects, as I think detailed out in our presentation. For Photomask, it's the decline we saw from Chinese customers. And for the backend, it's really the combined effect of the low intake we have received so far. Now this trend, we see partially being now offsetted, but we need to know and, of course, experience how strong this new high order intake trend will last. Madeleine Jenkins: Perfect. Makes sense. And then my second question is just on HBM. I think you mentioned in your opening remarks that only one of the customers was really in the Q4 order book. Do you have any indication of when the second customer might come in? And also at your Investor Day, you mentioned the potential qualification of SK Hynix. Is that -- could you provide an update on that as well, please? Burkhardt Frick: Yes. As you know, the other Korean customer still sits on a lot of underutilized equipment. So we carefully planned in some kind of demand resuming in the second half of this year. But of course, that has to materialize. But I have some good news on the other -- the second Korean memory maker. There, we did receive some HBM-related orders. So basically, we can now claim that we are in all 3 major memory makers. Madeleine Jenkins: That's great. And just a final question quickly. On the wafer-to-wafer hybrid bonding side, there's a lot of talk recently on its kind of application in 4 F-squared in DRAM. I just wondered if you're kind of in any early conversations here. Do you expect to be inserted in supplier for this in the next few years as that transition is made? Burkhardt Frick: Yes. Hybrid bonding, as you know, Madeleine, is moving a bit sideways, a little bit away from die-to-wafer application because runways are extended for TCB bonding equipment and also some customers, they are struggling with the process. Therefore, wafer-to-wafer hybrid bonding also comes in because you can bond the wafers first and then do the die stacking. I think there's some momentum going on there. But I think it's still in a, I would say, more experimental phase where we do see some interest, but we haven't seen it materializing yet. As you also know, we are not at the forefront with wafer-to-wafer hybrid bonders. I mean there are 2 other customers -- sorry, 2 other suppliers ahead of us. But we have our systems at IMEC, where we are running tests, and we can provide very good data. So I also expect more momentum picking up on that side also where we can benefit from. Operator: We have another question by Michael Kuhn. Michael Kuhn: Firstly, on the transition year again, maybe you could provide us with an update on, let's say, which of the products, the renewed products or the all new products you expect to contribute to sales first? What kind of ramp-up costs you expect and whether you see, let's say, some cost portion that you incurred this year as kind of nonrecurring and also for the context of R&D, is that mostly on medium-term projects? Or is there also a bigger portion, maybe including some external providers for, let's say, final engineering steps ahead of the product launches? Burkhardt Frick: Michael, yes, that's quite a mixed bag there. So let me start with the R&D side. So yes, we have external and internal R&D. And I think we made very clear in our call here that we have not reduced our spend in R&D. In reverse, we increased the spending to make sure that we can stick to the launch timing of those products we have in our pipeline. The first products are coming out this year, and there are notably 3 Photomask products. One is the high-end mask cleaning, the MaskTrack Smart. There we received the first order also in the first quarter of a large memory customer. And so that's the first shipment we are preparing for the second half of the year. The mid-end mask cleaners, we also there, are working on the first systems because we have more than a handful of firm orders for that mid-end cleaner, which will replace also our aging mid-end platform, which we then take from the market. And the wafer cleaner, that's the third product, we also received first hardware, and we are doing our internal commissioning and evaluation before we send it to a launching customer. So there are 3 projects which are really in the final stage for rollout this year. And then there's a backend product, which is our EUV scanner, which is panel capable, 310 x 310 projection scanner, which will be launched in Q3, also, of course, with a large Taiwanese target customer who already has set up a pilot line to evaluate the panel application. So in that sense, 4 products, which are launching this year. Maybe we can squeeze in the fifth, but we have to see to get all these projects on the road. And that's also the reason why we deliberately in that sense, bit the bullet in high continued spend in R&D because we want to make sure we are not letting down the customers. And we anticipate, therefore, this gap or this drop in EBIT. But this is, in our view, just very short term until we can reverse the trend. Michael Kuhn: Understood. And then maybe a follow-up in that context on wafer cleaning. At the CMD, you mentioned you're obviously starting with 200 millimeter, but saw pretty strong demand also for 300 millimeter and also accelerate that project. Where do we stand here in the time line? Burkhardt Frick: Yes. I mean, as you rightly said, the launching product is a 200-millimeter product. We want to, of course, get some feedback first, a, from our internal evaluation and then, of course, also from the first customer feedback, which is then also an input for the design. But we are preparing the design phase for the 300-millimeter tool in combination with an external partner. And we probably will kick off that design in the second half of this year, and we should see first hardware in the first half of 2027. Michael Kuhn: And then last one on the new EUV scanner. My understanding is that the current product comes with a relatively low gross margin. So should we expect the new product to be launched in Q3 to have a, let's say, sizable effect on the gross margin then because it's probably a relatively big part of your top line right now? Burkhardt Frick: Yes. That was the point in also redesigning this platform, which really came to age. Unfortunately, of course, the current CoWoS run, I couldn't wait for that. That's why we have to ship the old version, and we probably have to keep doing so because the first product we are launching is the panel version, which goes into a pilot line and panel production is not going into volume until '28-'29 time frame. So -- but very shortly after this panel version, of course, also our wafer version of the UV scanner, the next generation is coming. But that launches in 2027. And that, of course, depending on the conversion rate will then also improve this very low margin for the current DC. Operator: We have another question from Mr. Schaumann. Malte Schaumann: First one is on timing for potential Photomask uptake in demand for Photomask orders. We have seen quite a strong Q4 order intake at ASML, obviously, with shipments mostly scheduled for 2027. Is that kind of supporting the assumption that you would expect an uptake in demand in the second half of this year for the Photomask cleaning business? Burkhardt Frick: Yes, Malte, that's a good assumption. Of course, we are loosely connected because lead times and cycle times are very different if you compare us with an EUV system of ASML. But ultimately, we should see these effects. And as a matter of fact, we already see those effects because despite our expected decline in China, we currently see Chinese customers speeding up again, especially for photomask tools. But we also see international customers considering to pull in orders. So we are in the middle of evaluating the impact of that, but that is a trend which started late in Q4 last year, and we see it continuing in this quarter -- in the running quarter. Malte Schaumann: Okay. And for the Chinese demand you alluded to, is that then linked to the new mid-end cleaner? Or would these customers still order the current equipment? Burkhardt Frick: Actually, both. Of course, due to the equipment in use in China, the mid-end cleaner is more suitable for that market. But we see still a fairly high amount of high-end cleaning demand picking up again in China, which we didn't anticipate. Malte Schaumann: Okay. A quick one on Hynix. Do you see or do you expect kind of more or less regular follow-up business when production lines get extended with the product you have placed at Hynix? Burkhardt Frick: No, we are only interested in one-off sales, Malte. No, sorry, but I make a joke here. So obviously, yes, that's the intent to see follow-up business. But I think for us, it was important to get back into the door. So we are not talking volume orders here, but at least we have our hardware place now in the most recent HBM R&D line, which we can then, of course, exploit and hope fully get follow-up business. Malte Schaumann: Okay. Then on the guidance, I mean, given the current strength in orders that has continued into the first quarter of the year, the low end of the guidance at the sales level, actually appears a bit low. Is that reflecting uncertainty at customer level you're recognizing? Or is that rather linked to the overall global situation, which is not that stable at the moment? Burkhardt Frick: Yes. We -- of course, one good quarter doesn't make a full year, as we all know. And although we really have a very strong expectation because the quarter is almost over for the first quarter in intake. We have to see how long this strong push remains. When we created the guidance and also set our budgets, we had quite some expectations, and there was also a certain concentration in the second half of the year. But now we got strong demand already in the first quarter. And we have to see if this is a continued trend because if the second half also remains strong, then of course, we can come up with better results. Also the mix will have an important contribution here. So -- it's too early to just base it on one strong first quarter in order intake, I must say, because in sales, we will not see a strong first quarter. Malte Schaumann: Yes sure. Okay. Last one on double costs or one-offs, which are baked into the earnings guidance for this year. So are you able to quantify an amount, which is linked to double rent ramp-up costs and the like? Cornelia Ballwießer: There are some one-offs regarding Taiwan, as you know, because in the first quarter, we have some double rent double cost. And yes, that's more or less what we included in our guidance. Malte Schaumann: And that is a low single-digit amount. Cornelia Ballwießer: Yes, it's 0.4, something like this. Operator: We're moving on to Mr. Ries. Johannes Ries: Also a couple of questions from my side. Maybe let's first start with Taiwan, a short recap. How high was this payment you had made for the leasing which reduced the cash significantly? Remind us, please, how high this impact was? And how high is -- how much capacity you have now finally in Taiwan only to a reminder because it gets more and more important. Thomas Rohe: So Thomas speaking. The investment in Taiwan was a low 2-digit million euro budget, which we invested into the clean rooms and all these kind of stuff. And the leasing contract is now for 20 years and about EUR 40 million of leasing agreement, which we have there. But the cash out is really only on a yearly base for sure, but the leasing has to be accounted in our books already for the complete period. And the capacity only to really make this clear, we are really fully loading the factory as much -- as soon as possible. Right now, we have a load of around, let's say, about 70% with the old sites, which moved all into the new sites. So we are really heavily working to fill it up completely by at least the end of the year. Cornelia Ballwießer: Sorry, I just want to add, as Thomas explained, of course, the leasing liability is booked. It's around EUR 40 million. But you asked for cash out, and cash out is around EUR 2 million to EUR 2.5 million this year. Johannes Ries: Okay. The reduction in last year, but you mentioned partly was the leasing reason that the net cash or the cash has come down heavily. So that's a booking effect. Cornelia Ballwießer: Yes. It's KPI net cash figure, but it's not -- yes, it does not really says something about the duration of the liability in this case. So it's just net cash. But cash out is over the 20 years. Johannes Ries: Clear. On the capacity, from a revenue, how much revenue you can handle with the capacity you have now in Taiwan? Is it -- I have something of EUR 150 million, EUR 200 million in my head. Is that right? Thomas Rohe: That's a really good question, but it heavily depends on the product mix. As you know, we are introducing scanners there, coaters and bonders. And so from that point of view, it's really hard to say how much really revenue we can generate with this. But in general, I would say right now because we have half-half between Germany and Taiwan. So from that point of view, it's roughly perhaps the right order of magnitude, probably a little bit higher. Johannes Ries: Okay. Half of the total revenue came already from Taiwan? Thomas Rohe: Not yet completely, but we are targeting for this. Johannes Ries: Super. On the OSAT business, we hear from the OSAT that they are Amkor and ASE that they definitely heavily increased their budget. How much you have already seen in your own order income is much more -- it's more to come in the coming quarters from this side? Burkhardt Frick: Johannes, it's Burkhardt here. We already saw it last year, and I think I also mentioned that we saw this strong uptick for our Coating and Imaging business, which was mainly on the coating side contributed by additional demand from OSATs. They are expanding in their existing sites in Asia, but also they are planning to expand in the U.S. as also some other companies are. So there also, we expect a continued strong demand. Johannes Ries: And you mentioned that the Coating and Imaging business, there's also scanner in, which is low margin, but there's one reason for the lower margin. I always in my head that the coating -- at least coating had a quite good margin. Has it changed? Or is it only that maybe the scanner has brought down this average margin of Imaging and Coating? Burkhardt Frick: Coating is kind of pretty in the center of our margin distribution. So it is not as good as the bonders, but by far not as bad as the EUV scanners. Johannes Ries: Okay. I expected this. And also for your forecast, you're expecting a stronger business with temporary bonding for this year, but the margin in Advanced Backend Solutions will nearly stay flat. What is the reason? Because last year, it was a pressure coming partly from the temporary bonding came down, we expect an increase. Why is not maybe -- why we couldn't see a little bit stronger margin development in Advanced Backend? Burkhardt Frick: It depends how many more orders we see, especially from the bonding side. When we set out these corridors, we assumed a certain mix. We now see strong intake also on the bonder side. But we have to see how sustainable this is, Johannes. As I said, one good quarter doesn't make a full year. If the other Korean HBM maker doesn't place orders in the second half of this year, then I think we did everything right in our prognosis. But a lot of things can be happening. And as we saw last year, where we had to go in and correct twice our guidance. This is something we don't want to repeat. Johannes Ries: It's clear. But the bonding business is still above average at the margin side. Burkhardt Frick: Yes, well above average. Johannes Ries: Last question, R&D, will it further increase this year and only feeling how much it could increase? It will further increase but how much? Thomas Rohe: So it will increase only slightly. There are no big change really planned for this year. That's much more than EUR 2 million or EUR 3 million in total in absolute values. But we try to keep the headcount stable and also the investment in R&D. Burkhardt Frick: Maybe to add, Johannes, since the top line reduces, so the R&D ratio increases even faster. Johannes Ries: That's a fair point. Very fair point. But finally now, because I will meet him in person in the weeks, but I think it's the last call maybe of Sven as IR. And I think maybe even in the name of all other participants, all colleagues, I really want to say thank a lot for his work and great support, and it was a pleasure to work with him. Sven Kopsel: Thank you so much, Johannes. It was my pleasure. Operator: We're moving on to Mr. Devos. Ruben Devos: I had one follow-up on the EUV projection scanner. I think you've provided already quite some indications, but I was looking or whether you were able to maybe quantify what the EUV scanners actually contributed to the top line last year and whether you could give us a sense of the 2026 order funnel because I mean, there's many growth parameters out there. I think in itself, the products could be quite sizable for you, not only this year, but in the next 5 years. So it would be very helpful if we know a bit where you are currently. Burkhardt Frick: Yes. It's, I think, fair to say that the revenue contribution of the EUV scanner alone was between EUR 30 million and EUR 40 million last year. And this year, this number will be larger. Ruben Devos: Okay. All right. That's very helpful. I think on the -- and then just thinking about your other, let's say, younger products out there, thinking about the hybrid bonders, but also the inkjet printers, like on a combined basis, are we thinking this is about 5% of sales in '26? Or how should we think about that? Burkhardt Frick: Yes, that is really a low contribution because we sold single units to customers who are evaluating those systems. So this is not what I call a volume state. We are at the very beginning of that. So we had last year 2, 3 systems we sold. This year, we probably also have a couple of systems, but it's in the very single-digit percentage range. Ruben Devos: Okay. Okay. And then just for the temporary bonder business, looking a bit further out, with HBM4E and HBM5 sort of requiring thinner dies and even more bonding complexity. Are the existing platforms already compatible with those, let's say, next-generational stack requirements? Or will there be a meaningful upgrade or new tool generation needed? Burkhardt Frick: Well, our current generation of temporary bonders is, as we speak, qualified for HBM4. Otherwise, we wouldn't have received those orders. But of course, we are continuously improving those -- our products and also listening to our customers, what else they need. So we have, in parallel, a flanking program to improve bond chamber performance to meet also future needs because we are working both with the volume side of those customers, but also with the R&D centers who already work on the next N+1, N+2 generation of HBM stacks. So we stay tuned. And then we work with our customers when are we phasing in which improvements. It can be a running change. It can also be introduced in the next-generation platform. So we do both. I hope that helps. Ruben Devos: Okay. Great. And then just a final question on, I think co-packaged optics, you also talked about in the CMD, specifically on co-packaged optics on the interposer as a potential future opportunity. I mean, in the last few months, excitement on co-packaged optics has quite strongly accelerated. So my question is like within that further integration complexity, do I understand it well that basically your EUV scanner and coating portfolio map well on to this? And what is generally the last -- the traction you've been seeing in the last 3 to 6 months on Photonics in general? Burkhardt Frick: Yes, you're absolutely right. There's a lot of hype there, and we are kind of positioned with our existing portfolio. But of course, we need to enhance or upgrade our portfolio to also serve the co-packaged optics market well. So -- but it's from our side, more kind of technical feasibility, what additional features are needed, which can be added to our existing portfolio to also play a role there. But it's too early to really turn this into concrete products. So right now, it's on our side in an R&D development stage. And as soon as we have something noteworthy to report, we will do so. Operator: I think Mr. Schaumann has a follow-up question. Malte Schaumann: One follow-up question on the orders in the first quarter of the year. I mean the environment is pretty dynamic. So a continuation of the trend can have several meanings. So maybe some more color on what does that actually mean? I mean, typically, Q1 is not the strongest quarter in terms of order intake. So despite that fact, should we expect kind of more or less stable order development from the fourth quarter and the first quarter, which would be already good? Or do you see even an acceleration? So some additional color would be appreciated. Burkhardt Frick: Yes. I was almost fearing that this question will come, but it comes late now. So the -- I mean, first of all, I can confirm that we are breaking with that trend that in terms of order intake, this first quarter in '26 is a really very good quarter since we are in the last 2 days of the quarter. Of course, we already know what's coming. We know most of it. And I can say that much that we will be well above the Q4 number of last year in terms of order intake. Operator: We have another question by Mr. Jarad. Hello. Can you hear us? I can see that you're unmuted, but I cannot hear you. Abed Jarad: Yes, sorry. I have a question regarding -- a follow-up question regarding the sales forecast. So maybe you can help me understand it better. But based on your order book of EUR 267 million and assuming like 18% of aftersales, your implied order intake needed in H1 to reach the midpoint is very, very modest. And you are saying that in Q1, order momentum was strong. Burkhardt Frick: Yes. Of course, we need to have 2 strong quarters to complete the year because only what we have an intake in the first 2 quarters, the majority of that, we can still turn around in products assembled, shipped and recognized. So the first quarter, if that is strong, definitely helps to secure the guidance we provided. If we have a second quarter, which is also strong, that pretty much gives us some assurance that we are safe with that guidance. But again, this is speculation, so I don't want to speculate. I can only see a strong order momentum carried over from last quarter into the first quarter. And based on these 2 quarters, we have made our sales projection. Abed Jarad: Okay. Maybe correct me if I'm wrong, did you just mention that Q1 order intake is above Q4? Burkhardt Frick: Yes, I did. Abed Jarad: Okay. Wouldn't this already put you on the midpoint of guidance? So EUR 267 million plus EUR 117 million, let's say, and 15% after -- even assuming conservative 15% aftersales, you are above guidance? Or am I -- like midpoint of guidance? Burkhardt Frick: Well, first of all, the EUR 117 million of Q4 already included in the order book. So I cannot follow your math there completely. But yes, of course, the first -- if we have a strong first quarter, that relieves some of the concerns because it's a continued reversal of the trend at a very high run rate. And if we can also get a decent second quarter in, then I would start agreeing with you, but we are not yet in the second quarter. Sven Kopsel: Maybe, Abed, if I may add one sentence, the order book number of our annual report also always includes service business. So if we get service business, for example, a contract for 2 years, the entire period, this 2 years period is included in the total order book number. So service is not getting on top completely. It's partially already included in order book. Operator: We have one more question in our chat box by Mr. [ Dion ]. He's asking, do you see competition of ASML in the scanner business? And do you think there could be a competitor in hybrid bonding as well? Burkhardt Frick: Yes. I think ASML was late to the party to also join the backend business with the recent announcements and also their focus in that arena. I mean they already have a scanner out there targeted for backend. But this one, we don't see as a competition in the CoWoS process we are currently involved in. However, that is, of course, competition for other markets, our real competition, which is Canon is facing. So that I don't see us as a threat. The other activities, I think it's too early to gauge where this is heading. But of course, I mean, there are other companies, whether it's AMAT or Lam and already TEL who is already active in this domain. So with ASML, this is just the last party -- the last company joining the party. And I think this ultimately will just help the ecosystem to get on common ground here. So I see this rather as an opportunity to collaborate than anything else. Operator: I guess we have one last question by Mr. Jarad. He is raising his hand again. Abed Jarad: Yes, my bad. That was a mistake. Operator: Okay. Thank you so much. Well, with no further questions, we have come to the end of today's earnings call. Thank you very much for your interest in SUSS MicroTec SE. And a big thank you also to you, Mr. Frick, Mrs. Ballwießer, Mr. Rohe and Mr. Kopsel for your presentation and your time. If any further questions arise at a later time, please feel free to contact Investor Relations at SUSS MicroTec SE. I wish you all a successful day, and I'm handing over to Mr. Kopsel once again for your closing remarks. Sven Kopsel: Yes. Thank you so much and nothing really to add. So take care and yes, get in touch if you have any more questions. Thank you. Take care.
Operator: Good afternoon, ladies and gentlemen, and welcome to the Quadrise Interim Results Investor Presentation. [Operator Instructions] Before we begin, we'd like to submit the following poll. I'm sure the company will be most grateful for your participation. I'd now like to hand over to the team from Quadrise. Peter, good afternoon. Peter Borup: Thank you very much, and thank you very much for joining us for the interim reporting for Quadrise. As always, we start with a disclaimer. I will leave that to you and jump straight into the presentation. So the strategic challenges of Quadrise are clear and well known. So our focus is entirely on getting the MSC Cargill trial up and running. We have also since we last time met been having a meeting with OCP face-to-face that suggests we might be running a second trial with them leading into a commercial offtake agreement. But perhaps even more importantly, we have been upping and accelerating our efforts to build support from refineries. So we have feedstock supply available, or at least plausible for when we need to scale up after these trials. I have mentioned at previous occasions, latest at the AGM that we are looking at whether we can identify other shipping clients who would be willing to do commercial trials perhaps in other segments. And this is an ongoing effort where we've been speaking with a good number of people that we believe are willing to be upfront users or first movers rather than the traditional shipping approach where you are first adapters rather. And I think we know pretty much who this is. So we've had meaningful discussions. We are talking to the right departments and all these companies, but it's something that takes a little bit of time, but it's an effort that is ongoing. We're also aware that while our focus is entirely on the trial and on the scaling up the refinery efforts, we really need to look at the future as well. I think we have a great platform on the bioMSAR platform, but it's also one where much of the bio feedstock will vary. There's simply not enough feedstock in any one product to meet the IMO requirements should they ever be adopted. So as you will know, we have a stable product with the glycerine. We have been trying out the cash no oils, and we are trying out other feedstocks that are perhaps a little bit further away, but it's really important that we can speed up our, say, product or research to market time. And one of the ways of doing that is being -- modernizing our data infrastructure. It's actually quite good, but leading into building digital twins. We're already part of an EU project in that respect, but it's something that will help us fine-tune before we do the actual machine test, fine-tune exactly how do we make the feedstock, and prepare it for that test. And we can do that then in cyber instead of doing that on a machine. So hopefully speed up the whole process. We've been trying to sharpen our focus. Of course, we've conducted a lot of projects over the years. We're painfully aware that some of these are projects that are research-minded, so there can be longer periods of hibernation where nothing really happens and then they take off again. And that's just part of running a portfolio of different projects. But we also have more specific projects that you've heard about before and we're going to talk about today. And we just have to be very mindful that they continue to make commercial value to keep them alive. So that's an ongoing process. We have a clear focus on shipping clients. We have to make a choice. But it also means that in terms of power plants and industrial clients, they have to be really promising for us to invest time in it. Some of these other projects are far, far away geographically at least, but we are trying to focus on them by also using external clients to speed up the process to market. We'll come back to that on the individual projects. We are, of course, affected, and we are watching what is happening on the regulatory front. Fuel EU is moving along according to plan. We are very mindful that a number of countries are looking at the fuel EU rules and regulations to seek inspiration, and they are likely to be adopted there if IMO doesn't go ahead. Timing is uncertain. Localization is also a little bit uncertain. And clearly, as a former shipowner myself, there's nothing that shipowners fear more than having a number of different regulatory regimes, having the level playing field and having one set of rules has enormous value. What we're hearing from the IMO is that the talks are ongoing. The Americans have offered their view on how it to proceed, not very positive last Friday. Others have also offered their views. We're mindful that Liberia and Panama both suggested solutions that are close perhaps to the Greek position, which is lower fines, a broader base, more LNG involvement in the range of fuels that can be used. The feeling right now, certainly from my side, my personal view is that this is likely to take longer than just a 1-year suspension that the IMO decided last year in October in London. From the market point of view, we actually feel that the -- what happens at IMO might not impact Quadrise's technology that much. The main thing is that there are fuel EU rules, they're driving change. What we are mindful of is that there are a lot of other things on the agenda, also shipowners and most businesses the pace of technological change, not just in AI, but in many other technologies where exponential changes in these technologies is really changing the business landscape and no business can afford to ignore it or not be well briefed on it. Same thing we have on a broad term geopolitical transition that we have not seen at all at this level before in terms of a [indiscernible] role of international law, change in alliances, certainly uncertainty about many of the traditional alliances that we've been working with in the past, but also trading blocks changing quite rapidly. And that means that any company operating in this environment needs to look at their operational expenses before they look at anything else. So my clear impression from the last 6 months where we've been seeing a lot of shipowners and a lot of related businesses is that there's a strong focus on the green transition, but everybody understands that they need to make sure that their businesses are strong, so they are going to be around for the green transition. So the focus will be on cost to a very large extent. And that also matters for, of course, for the choice of technology that we can offer. We are still selling both MSAR and bioMSAR, but there's no doubt that the ability to deliver MSAR at below the cost of conventional fuels is a major for. And that's even before talking about the current conflict in the Middle East. What we are seeing is that many of the players we are dealing with are no longer competing on price or freight rates or even the availability of ships. It's about availability of bunker fuels, which is not a given, and that is impacting the value chain. Clearly, where sometimes we've been finding that we are dealing with much bigger players than ourselves, and that holds its own challenges because they have many, many concerns to take into account. In a case like this, dealing with primarily large players have some benefit because they will be first in line to get the bunker fuels. And I'm not saying it's easy for them either, but it's something that gives us some consolidation as we are trying to get trials in place with MSC and Cargill in the first place. We are -- if we look at the projects, first and foremost for us is the trials that have been planned for such a long time with MSC and Cargill -- we've had quite frequent meetings and discussions with both of them over the last 3 months. I think they're positive. They're down to a few items now. What also happens when things take time and, people are checking carefully the agreements they entering into is that certain things come up again. Most recently, we've been looking into whether VAT issues in the EU for the Antwerp trial would affect or would come into play with a tripartite agreement. It seems not to be the case. So that's been sorted out. We're now discussing or looking at the terms and conditions, which are standard for a big buyer of fuels. And my feeling is that we are getting very close now. We've had meetings again, face-to-face. We are experiencing that MSC is committed to the 2 trials that have been agreed, so one for MSAR and one for bioMSAR. But we're also experiencing that they are very helpful when we are talking to refineries, and others and pushing and endorsing not only the trial, but building a scale up in terms of feedstock supply afterwards. So I think that's quite positive. Some of the issues, some of the things that have to happen now, we have filed for a branch in Belgium, enabling us to start the production in Antwerp, and that might be a little bit early as we haven't signed yet, but we just want to make sure that doesn't hold it up. There'll be some certifications that have to be renewed, but it's -- the whole process has been simplified. But again, we want to do that already now, so we don't have to wait for that. So I think while I can't tell you that it's all been signed and dusted, we're ready to go. My feeling is that we're getting quite close. And our focus has shifted -- not shifted, but has now also been on how do we make sure that we can scale up after an expected successful trial. So no longer than 3, 4 weeks ago, Jason and I and Linda as well were in Singapore exactly to look for potential supplies from refineries, but also from buyer suppliers to make sure we're ready for that and had very positive meetings. Cannot really reveal who we've been talking to. But hopefully, we can talk more about that later in the year. With that, I will hand over to you, Jason, on OCP. Jason Miles: Thanks, Peter. Yes. So in terms of OCP, again, Peter and myself earlier this year, went out to Casablanca and met with the main people there. Quite surprising meeting because they were extremely positive in terms of the cost leadership program, which MSAR fits in with. So the current status is that the updated trial agreement is well underway. So basically, we're now sort of detailing exactly which site we're going to be at. The likelihood is it's not going to be the same kiln as we had before, which is slightly constrained with this OEM issue, which we documented before. But the key thing is, I guess, the time behind the amendment to the agreement, we make sure that there's an operational board, obviously involving Peter and the head of OCP there to make sure that it's got management buy-in and make sure we try and avoid the delays that we've seen so far. The trial itself, the actual duration depends a little bit on the scale of the kiln that we're operating on. So if it's a smaller kiln, it will be 30 days. If it's a bigger kiln, it's likely to be less. So really, the plan is to basically carry out that trial. And that's a longer-term trial is needed. We did -- the previous trial was done over a period of a week or so. OCP want at least a longer-term trial of a couple of weeks minimum to actually get the full operating data that they say is needed before they commit to commercial supply. So that's what we're doing. And in the meantime, our equipment remains on site and any costs that are being incurred, we're getting reimbursed for by OCP still, and that process has been working very well. In terms of the next project in the U.S. with Valkor for basically heavy sweet oil, which is essentially a low sulfur bitumen -- ultra-low sulfur bitumen product. We received obviously the first payment. We revised terms that people remember of the agreement last year. We basically received the first installment this year -- sorry, last year as well. We basically invoiced the second installment, which is due at the end of this month. So we're expecting payment of that 300,000. And then there's another 650,000 due at the end of the year. The samples that have been long overdue as well, they've been -- essentially the Valkor have been going through a change -- slight changes in their exact processing. So they've been holding back the samples until they know exactly which technology route they're going for, but that's now been finalized. So they're doing pilot runs at the moment to generate the samples that we expect to get fairly soon, so we can do the testing in the second quarter of the year. Their pilot plant that is due to go in, be operational in Q3 has been delayed slightly because of the site that they selected was not fit for purpose. So they had to move site to a new location. So that delayed some of the civil works that was planned to be up and running by now. But that's moving ahead. So they expect to be the installation to happen during Q3, and the plant to be up and running in Q4. In the meantime, we're preparing -- we prepared our unit. It's nearly complete now for shipment, and that will be done during the second quarter of the year to the U.S. with expected deployment then in what's obviously just part of the installation program in Q3. So really, the plan is then to carry out a paid for trial for -- to produce actual trial volumes of fuel for local consumers and it also initiates a marketing program that we've had in plan for some time with Valkor as well now that is actually live. But yes, Valkor they're fully funded. Obviously, they've got a position now in TomCo as well in the U.K. In terms of Panama, again, as you remember, we carried out a trial in July, which went very well. Essentially, we've got a letter of intent from Sparkle, basically stipulating what their demand will be. We know that there's other demand from other -- both plants, both within Panama and Central America region, specifically around Honduras. The fuel permitting process, we've got basically MSAR and bioMSAR have been basically approved as alternative fuels. So these are fuels that can be utilized when -- as they're trying to phase out potentially fuel or diesel. So that's been approved. The process for an import permit has also been detailed now. But obviously, we now need a live case where we can actually bring in the fuel with a partner. So we're discussing that with regional refineries and other logistics companies in the region with regards to commercial supply to Panama. And in the meantime, we've had some new arrivals to the team, including Matt Hyde from -- who's coming from BP, who's really helping with the sort of getting a deeper understanding of refinery economics there as well in that region. In terms of the bioMSAR program, which is ongoing, we've been doing a lot of testing with additional biofuel feedstocks, including doing things in the lab, but also doing testing at third-party facilities in Germany, where these engine facilities are used by quite a lot of parties. So it's a good endorsement for the fuel. We're also kicked off -- we also kicked off a collaboration with the University of Bath not just in terms of fuel research, but Peter mentioned before, some of the AI digitization as well. That's something that Bath can utilize in the future. And obviously, it's potentially a good talent pool for us going forward in terms of their engineering and the technical people as well. And in the meantime, as Peter mentioned before, there's a world beyond glycerin for the biofuel, which really comes from biomass-derived material, which is abundant, but obviously, there's different technologies to extract it. So we're working with the main technology providers there, but all of which has its own features and challenges, but we're working through to actually get some of their products to market faster than they would normally expect through some of their other technology platforms, which is why they're working with us. And then as part of the development program as well, we have an EU-funded project, which we're part of us amongst sort of 18 other companies ranging from universities through to people in the marine space as well and actually owners of vessels as well. So that's been going very well, and it's actually -- it's been quite active this year in putting together this digital twin, which again, Peter mentioned at the beginning, which is looking at 4 different types of existing vessels and 4 different types of new build vessels to see what's the optimum technology platform to decarbonize shipping, and it's looking at a range of different technologies of which MSAR is one of those on the biofuel space. So it's a good platform for us to market our technology. And then sustainable ships is something that we launched again with them today -- sorry, this year rather, with Linda and Alfie especially have been very active in getting that up and running, doing an online seminar. And that's brought through some quite good introductions already as part of that program. But it's a good way of comparing how MSAR competes with other -- MSAR and bioMSAR competes with other fuels. The next slide really just gives you a pipeline of the different fuel types that we're using and explains really what the bioMSAR is a mixing technology. It's a platform technology, which enables us to bring in a range of different biofuels into the finished product on the right, which needs to go through the appropriate engine testing, but ultimately can then be rolled out to the shipping fleet and really answer some of the questions around the abundance of biofuels. That's what we're really looking to nail and provide quite a unique difference in what we're offering because we can blend oil and water together. Some of these products like the sugars that we mentioned, some of the pyrolysis sugars and other means of other sort of components on here actually be water soluble as opposed to being easily blendable with oil. So we have the ability to blend both. And I'll hand over to David. David Scott: Thanks, Jason. So our results for the period are largely in line with the same period last year. Our loss has gone up a little. We've got some additional project and development costs in there this year. The main thing that is of interest based on the questions is our cash balance. So at the end of the period, at the end of December, we had $4 million in the bank. Now in addition to that, as Jason alluded to earlier, we're expecting another sum through from Valkor overall to take us through up to the USD 1 million that we're getting on the license fee, and that's expected in over the course of this calendar year. Now where that's going to take us to, we're going to have to see where we get to with our -- hitting our milestones and our projects for the period. So it's too early as yet to say how far that's going to take us to. We're based on our cash spend rate, which is historically about $3 million per year. We've brought in some new additions to the team. So that cash spend has gone up, but maybe only 10%, 15%. So that GBP 4 million is still way more than 1 year's worth of cash spend plus the Valkor money. So we're in a pretty healthy position cash-wise. The loss for the period -- loss per share for the period is in line with the prior period. And our tax losses of GBP 68 million will be there when we come to generate profits. And that's everything for me for the moment. Thanks. Peter Borup: Thank you. So there have been a few updates to the team. You will have noticed our RNS on Lauri stepping down from the Board and Michael Covington joining us. Michael brings in many years' experience in investment banking and private equity leadership also in energy. And just as importantly, he brings in a lot of energy, and drive and a willingness to contribute and participate on the board and in the daily work. So we're looking forward to that. We have also brought in Matthew Hyde, who has more than 30 years in refinery economics, most recently from BP. And that's a reflection of our decision to accelerate how well do we actually understand refinery economics because it's not something we can just do after a successful trial. Once we are having a production trial, we need to make sure we can scale up afterwards. so we can supply the material and the fuels to our clients. Right now, we're down to about probably a gross list of 25 refineries that has a good match to the kind of residues we are looking for. And then Matthew will need to analyze that further to find out which are the ones that will benefit the most from using the MSAR technology and the bioMTAR. So that's ongoing work, but also really important. And I feel we already -- we have already learned a lot compared to when he started. In summing up, -- we -- I feel we are making small steps forward in almost everything we are focusing on. And I'm really looking forward to being able to announce hopefully, the MSC agreement being done and then being able to move on to the next steps. And I'm also very mindful that it looms large to have the agreement signed now or the agreements signed, the next steps are going to call on something else from [Indiscernible] and we have to get into project management phase. We need to mobilize. We need to set up. We need to make sure that the crew on the ship or ships in question are ready for the trials, so we get the most out of them. And then we need to make sure that we scale up properly, that we have agreements in place with refineries -- and while we're starting in Anterp, it's quite clear that some of the next places we have to go, of course, shipping up like Singapore, it might actually be the Persian Gulf again at some point, but also the Mediterranean and the Americas. So that's what we are focusing on and trying to run a tight ship, of course, also on the resource side, still investing in our future, investing in the data platform and accessible data lakes. So that's where we're at. We have had a number of questions come in, I think 45. I'm going to hand over to David to take us through as moderator of the questions that have come in and the questions that you can still post on the platform. So with that, David. David Scott: So thanks to everyone who's submitted questions in on the INC platform. We're going to deal with the pre-submitted questions first, and we've grouped them into segments. So we're going to be going through each segment. After that, we will come in with the live questions that are coming in as we speak. And any questions that we don't want to address today will be dealt with on the INC platform in due course, likely early next week. So I'm going to start now with some of the strategy questions for Peter. And the first question is, what efforts are Quadrise applying to the market of new built dual fuel ships fitted with scrubbers? And how big is this opportunity? Peter Borup: Our focus right now is on talking to owners who have a willingness to move first. So owners who control their own ships. So one thing is owning it, but another one is actually controlling the daily operations. And of course, we're looking for ships that has the highest possible consumption per day of fuel because that's where we can really test them and where we really want to sell. So that is our priority. Secondarily, we are probably looking more for vessels with electronic fuel injection main engines because that works better with our technology. And that's even before looking at scrubbers or no scrubbers. But -- so I think we have a fairly good take of the segmentation there, both from the experience I have and Tony Foster and Linda Sorensen has in the shipping industry, but obviously, also because we have fairly good access to data from various databases on where the ships are with high consumption, and the fuel injection or electronic fuel injection, but also with scrubbers. So we can break that down, and we -- that's how we approach the marketing, if you will. Unknown Executive: Probably worth adding that the dual-fuel ships tend to prioritize LNG, right? There's a reason normally that people have built a dual-fuel ship that's to take advantage of LNG. So it wouldn't be our obvious first choice necessarily. But having said that, there are a number of dual-fuel vessels that are using fuel oil still if they can't get LNG. So -- but it's not the first choice, I would say. David Scott: Okay. So the next few questions are with regards to bringing in additional shipping companies. Do you expect to sign up an additional shipping company once the trilateral agreement is signed between MSC, Cargill and Quadrise? Can you update on how the search has progressed for additional shipping companies? And can you put a time scale on that? Peter Borup: So I -- we are hoping to add another trial. We are talking to tramp owners. We are talking to other types of owners. The time scale is a little bit hard to predict because right now, with all of them, I actually feel we have good access. So in some, we've started with the bunker departments. And then we referred to the technical departments. In others, we've been in with the technical departments first and then talk to the bunker traders or their ESG departments. We had a number of very good meetings in Singapore when we were there, too. So we are sort of spreading it out. We have been talking to family-owned companies, and to listed companies. But again, what we're looking for are people who have proven that they're willing to look at green transition fuels, who have invested in that because it comes often at a cost for them. If we can find owners who have vessels in place for Antwerp, that's another benefit. Predicting when something will be signed is way too early. All I can say is we're having fruitful and meaningful discussions. And some of the ones we've talked to will probably want to wait simply because they don't have ships in place or because the segments that they're operating in are under some pressure at the moment. So I don't want to put a time line on. All I can say is that I feel we are talking to all the right people, and I'm hopeful that we'll get another trial. David Scott: And are you seeing the interest being primarily BioMSAR or MSAR or both? Peter Borup: I would say both, right, at this stage. For some of the bigger players, I'm pretty convinced that the real interest will be for MSAR, but that's yet to be proven, right? But I just know what kind of cost pressure most of these owners are going to be on right now, and the uncertainty that they're operating in. And this is something that shipowners have done for centuries, right, dealing with uncertainty and volatility. So they know how to do that. But it always starts with making sure you have your cost under control. And MSAR is a great product for exactly that. David Scott: Okay. Up to Antwerp, what is the next plan to install MSAR or bioMSAR production? Can you confirm if this will be terminal blending or at refinery or both? Peter Borup: Yes, that's a great question. That obviously depends on our clients. But if you're looking at a very large line of network, or if you're looking at the temporary one, the obvious next place would be Singapore. That's where -- that's the biggest bunkering port in the world. It's a board that has done a lot to improve the transparency of their fuel markets, generally speaking. So they've had issues in the past with cappuccino bunker and all sorts of other substandard fuels, and they've dealt with it using transparency and different mechanisms. We had a fantastic number of meetings, both with governments and fuel providers in Singapore when we were there. I think a lot of what's going on is really, really exciting. But for a sheer size as a bunkering port, that's an obvious place for us to be. For the next places, we've looked at also refineries and suppliers in a number of different places, including in the Persian Gulf, but with what's going on right now, that's not -- doesn't seem to be a viable third place to set up, but we are mindful of the advantages once it becomes accessible again. But East and West Med, the Americas are obvious places. The trial that Jason spoke about with Sparkle is not just about a power plant, but it's also a strategic location for supplying fuel to shipping, right, at the natural bottleneck. So we are looking at these places, trying to identify what are the suppliers available on location that we could collaborate with. David Scott: You said in your interview this week about MSAR offers price competitiveness. So that's where our focus has to be. Is the intention to roll out MSAR commercially once the proof-of-concept data analysis is done and the proof of concept is signed off and successful by MSC? Peter Borup: We will roll it out as soon as we have a client willing to commit to it. Right now, a lot of the clients are willing to do this, their path to adoption will be much easier as a successful trial. So that's why the trial is so important. If somebody is willing to use it now, we have some experience with using the technology in the past in power plants. Now we have to prove it for shipping, but theoretically, there should be very few real issues. There's something about the mobility, et cetera. But if somebody was willing to take -- sign a takeoff agreement now, we would be willing to go ahead with that. But the trial is important for a lot of the owners we are talking to. So we do that first, and then we hope to be able to sign agreements or maybe trial supply agreements with shipowners as the trial shows some results. David Scott: And lastly, on this section, just one on sustainable ships. How is the Quadrise Fuels price model working as a sales tool? Peter Borup: I think it gets people interested. It also works as a sort of a uniform way of calculating because one of the things that we don't always talk about when we talk about biofuels or alternative fuels is that there are so many assumptions that goes in. So at what load do you run the engine, at what speed, what is the weather conditions like, at what end of the range? I mean, many of the -- certainly, many of the articles being written tends to overemphasize the high end of the range of any given product. So I think the sustainable ships platform offers a standardization of that, so we can compare better the different fuels. So I think it has helped us in getting people in the door, but it's also something we use on a daily basis when we are presenting to shipowners, or to people who are interested in the product in general to show what it would work like for a different ship type or a given conditions, or at a given time, right? Because let's not forget that fuel EU changes over time. So requirements will change in 30 and 32, I believe. And the same thing with the proposed IMO framework. So it's helpful for that reason alone. David Scott: Yes. So I'm going to go on to the technology section now, and these are primarily directed at you, Jason. So the first one is just on refinery setup. Is it true that new and updated refineries are having crackers fitted to extract more value from the input crude and that this will reduce the amount of residue available? Does this, therefore, mean that bunker and storage companies producing MSAR or bioMSAR are the path to success for Quadrise rather than refinery bio MSAR production? Jason Miles: Yes. I think in terms of existing refineries, I think those refineries actually installing, I guess, upgrading equipment in the minority. There's not many companies actually investing in downstream assets anymore. So -- but new -- certainly the case for new refineries. If you're building a new refinery, that tends to be a full conversion refinery and you don't produce any fuel oil at all. I think if you look at -- and people are doing this on the basis of a long-term plan that might be 5 or 10 years out, right, with the expectation that fuel oil or especially high sulfur fuel oil is in a decline. But in reality, it seems to be quite a popular product and it's still on the rise in terms of how it's being utilized. And there's still a very large market for heavy fuel oil. Based on our assessment, Peter mentioned before, we've got -- we've done an assessment of all the refineries available and there's at least 25 on our short list, which are really good candidates. And indeed, some of those actually have put cracking capacity in, but they still have a resid stream, which they have to blend the fuel oil, right? So not everybody is going not just because you put a cracker in doesn't mean that you have no fuel oil at all. Some still produce quite sizable amounts of fuel oil. So that's really where we see the refinery is key. I'd say that's the source of the lowest cost feedstock. But having said that, in the middle of that, refineries don't have a lot of tanks and not always involved in the bunker business. And that's where the storage companies and the bunker traders, et cetera, are also important to us as well. So I wouldn't rule them out as partners in the future because they are key to unlocking the logistics of getting it from the refinery to the end user of the shipowner. David Scott: What is the plan for supplying residual streams of bioMSAR at MAC2 to replace the HFO component and further reduce bioMSAR cost base? Also, do you plan to deliver biogenics to refineries to produce bioMSAR at the refineries, and minimize the cost base? Jason Miles: Yes. I think in terms of the, I guess, the residual streams, we're certainly looking at using the more viscous forms of fuel oil or a fuel or derivative. So the heavier the resid, obviously, the lower the cost. But it doesn't mean we can start using refinery resids at that particular facility because of the viscosity of it is just too high and the temperature that you need to handle it in makes it quite complicated from a logistics point of view. But we're certainly looking at the most viscous forms of fuel oil you can buy out there as one of the components. Yes. And in terms of other biogenic components, we're certainly looking potentially to supply those to refineries in the future where we can put a system in the refinery. Certainly, that would be an opportunity to supply them with a biofuel in the future to make the bioMSAR product as it becomes of interest. But the primary driver probably in the refinery is most likely to be the MSAR products initially. But every refinery likes to know that there's a biogenic pathway going forward as well, and we've got a range of different options and a pretty low-cost solution as well compared to some of the other things we're looking at. David Scott: Thanks. My next question is just on MSAR and bioMSAR production. Can MSAR be produced at refineries and then shipped to a bunkering location for further processing in the bioMSAR. So the question is, can we make bioMSAR out of MSAR? Jason Miles: The reality is it's a bit more problematic because MSAR has 30% water and bioMSAR has 10% water. So there's a limitation to how much bioMSAR we can turn into -- sorry, MSAR, we can turn into bioMSAR. So in reality, it's much better to produce the individual fuels. That's not to say it couldn't be blended in the future, but there are some physical limitations in terms of what you can do because ideally, what you'd want to do is replace the water with a biogenic component in the water phase. David Scott: Makes sense. Post BioMSAR, when could we expect other Biogenics to enter the bioMSAR offering at the commercial level? Jason Miles: I mean that's something we're testing at the moment. So there are -- Peter mentioned before, some available products, which are commercially sold today, but have the limitations in the case of methyl ester residues and cash in nutshell liquids and some of the other products out there that we could -- we're looking to introduce at an early stage. That requires some engine testing that we're still doing to confirm that. And obviously, then we need to present those engine test results to Wartsila and others and get a candidate vessel to actually utilize the fuel as well. So it's work in progress, but we're making very good progress in that regard in terms of offering another pathway for these products. David Scott: Okay. Just one here now on ISCC certification. Is ISCC certification a prerequisite to getting the trial agreement signed? Or does the fuel actively have to need to be produced, and the on-site setup audited in order to secure the ISCC certification? Jason Miles: Yes. So the ICC certification process, we're working on together with Cargill. We made some very good progress in that regard. And the new regulations that covers the EU, especially has simplified the process. So in terms of the application process, we're in good shape. The final part of that jigsaw is to actually get the -- an audit done once the plant is up and running -- basically once the plant is installed at MAC2 and being commissioned, that audit can take place, and that's the final rubber stamping. And to answer the first question that you had, I mean, the IC certification process is not holding up anything in that regard in terms of signing the agreements. That's purely the commercial and legal discussion being finalized between MSC and Cargill. David Scott: Yes. Okay. Thanks. There's a couple here on the financials. So I'll just deal with those ones. What is the other income of $12,000 in the interim accounts? So that $12,000 is grant income. So we received grant income for the SEASTARS project. Overall, it's about $50,000. So we've actually got that cash. And what we do is we release that in the P&L as the work against that program is completed. So as of December, we've released $12,000 against the P&L. And then a couple of questions just on where we're at with cash. I did cover that on the presentation, but just to reiterate, -- we've got 4 million at the year-end, which is still more than 1 year's worth of fixed costs despite the increases to the team and the headcount. On top of that, we're expecting USD 950,000 worth of some in from Valkor throughout the course of this year. So we need to work out where we're going to be over the next 6 months by reaching our milestones as to how long that's going to take us to. Then there's one in here as well. Shareholders have been advised that the last fund raise was sufficient to take the company through to commercialization. Given the cash holding and spend rate plus delays to revenue-generating contracts, does that guidance of sufficient cash to commercialization still hold true? And how appropriate was that guidance? So when that guidance was given, that was during -- after the last fundraise and during the last IMC, which is about 6 months ago. And that's where our projections were at that time. Obviously, things have been delayed a bit. So it's not a clear cut, but it's still too early to say. We need to see which milestones we hit over the next 6 months. The next section is on MSC, and I'm going to direct this to you, Peter. Can you provide -- can you provide detail on the delay associated with signing the MSC trial agreement and why trilateral agreement is now mentioned in the interim results RNS? Also specifically, what do you mean when you state in the RNS post-trial commercial considerations? What considerations constitute MSC putting in to paper? Peter Borup: Yes. So we have been talking about bilateral agreements, four lateral agreements and at some point, even bilateral agreements. And some of this is driven by attempts to make this work, right? So there was a concern about being subject to EU VAT in Antwerp. And that led us to look at if we could inject a bargain company in the agreement as well and hence, avoid it. It turns out not to be necessary. So we're back to a tripartite. It's not a fundamental change of the agreement at all. It's now we're back to the original tripartite, but still with a discussion over some of the terms and conditions that Cargill is going through as we speak. So that, I think, was the first question. On the second question, it was about the MSAR, was it? Of course, commercial considerations. Yes, that's really refers to the scale-up in the commercial contract, right? So my expectation is that, that will be for MSAR. My expectation is also that we need to have refineries ready, and we're hoping for MSC to use some of the leverage in helping us get in. But we're not leaving it at that. We are doing our homework. As I mentioned, we've hired Matt to help us do that homework, but we're also using 2 different consultancies who have different kinds of access and different perspective on this, and we can call on them when we need to get a little bit closer to any one of these refineries to make sure we can clinch such a supply. David Scott: Yes. Okay. Peter recently stated that the remaining parts of the draft agreements are now predictable, and we can expect signature soon. Was Peter referring to both tripartite and bilaterals, or just the tri-part idea? And have MSC and Cargill shared their view with the team that they will also expect the remaining parts to be predictable and signed off soon? Peter Borup: The outstanding contracts, a couple of bilateral ones and there's a tripartite as it looks right now, are all related. So it's the same issues that needs to be sorted out in order for us to finalize these. David Scott: So you would expect them all to be signed together? Peter Borup: I would expect it to be one signing, yes. I'm certainly hoping it will be, but I see no reasons why it shouldn't be. My conclusion that these are small is based on 30 years of doing shipping contracts and the issues that are remaining, I believe, is of a pragmatic nature rather than a principal nature. But with large companies, you want to make sure and you will involve your legal departments. So -- and that's where we're at, right? So what we can do now, I'm not going to give you a time frame because that's born to be something I regret. But what I can say is that we try to keep the pace up on this and try to make it a little bit simpler to get it expedited and push your own legal departments rather than us just waiting for it or answering us. So I think these are smaller -- I think these are -- of course, they're not small issues, but they are pragmatic issues, and we should be able to sort them out. But I'm also mindful that if you're running a fleet of 750 ships and you certainly can't get oil out of the Persian Gulf, that's probably going to be your prime area of focus right now, right? So we are competing with that. That's for sure, right? But that's one of the few things I can see should hold it up further. David Scott: Okay. Is the plan for MSAR rollout post MSAR proof-of-concept completion? Can you provide some detail on the plan once the MSAR proof of concept is confirmed as complete? Peter Borup: Well, it is that we need to be able to provide the manufacturing units in the locations where it's required. And it's going to be a gradual rollout. We're not going to open up all over the world all at once, but we will prioritize the big bunkering hubs, spoke a little bit to it earlier. So Singapore is an obvious choice. It's a very, very significant bunkering port. Maybe build out in Northern Europe, certainly in the Mediterranean at some point in the PG because on the Persian Gulf. Right now, that's off the table, obviously, and then the Americas. But that will also depend on the clients and what their preferences are, and they are also likely to perhaps change a little bit as the world changes around us. So we're flexible on that. As you know, we have collaborators who can help us scale up also on the production of these manufacturing units. Fundamentally, it comes down also to the partners we have both on the refining side and also in some places on the bio feedstock side. David Scott: Can you confirm if MSC has informed Quadrise that they'd be willing to use MSAR commercially under the interim law? And if so, how many vessels would that involve assumed agreements were reached? Peter Borup: We have not gotten into the detail like that, no. David Scott: Okay. Do MSC still regard MSAR as the main Quadrise fuel choice in the immediate future with bioMSAR use dependent on economic considerations going forward? Peter Borup: Yes, I think that's a very good question. It's probably one that MSC should answer, right? So my expectation is that there will be a strong focus on whichever one offers better saving over conventional fuel, and that would be MSAR. So I would expect that to be the case. David Scott: Okay. What is the status of MSAR supply to MSC, which we have been told is running independently of MAC2 facility with preferential supply in the Mediterranean? Peter Borup: We are assessing all the locations where we can provide this. But ultimately, it's up to -- it's also up to MSC and collaboration with us and other suppliers to determine where we can deliver the fuels. David Scott: Can you clarify the status of the interim loan oil for MSAR, and whether MSC have explicitly confirmed they would proceed to commercial use without a full loan oil following a successful proof of concept? If so, how have insurance implications been addressed to ensure this does not become a barrier to uptake? Peter Borup: Maybe, Jason, you could take the loan oil part. Jason Miles: I'll take the question if you want. I mean in terms of the interim loan oil was issued to Maersk from -- by Wartsila. So that's the status of the original interim loan, obviously, of which MSC is very much aware, right? So from their perspective, something is in place that covers that. And in terms of the, I guess, the trial itself, obviously, the test vessel is insured in terms of the product liability risk of using MSAR or bioMSAR that's fully insured as part of the development process. As part of doing the trial, obviously, you generate a lot of data and initial -- sorry, further approvals then in terms of the products that we're supplying, all of which helps to alleviate some of the initial risk that you get from insurers and others in terms of obstacles to actually move ahead. So our -- we're in very good contact with our broker and the underwriter on Lloyd's who covers this risk at the moment for us. And obviously, as data is approved upon as the tests progress, then that we should reduce the premiums in terms of using the fuel on various vessels. And we don't see that as a constraint going forward because it's being done with other fuels as well. David Scott: Yes. Okay. Have MSC indicated a desire to get our fuels used in their engines? Jason Miles: They have in the past. And obviously, Peter has been involved with discussions with M&A quite recently in Denmark in terms of what the approval process will look like. So that's something that we are progressing. So yes, I think -- but yes, for sure, M&A or Evolent is now called now are an important OEM that we need to bring up to speed as we get the data from the testing that we progress. moving to Morocco. David Scott: So we're going to move on to the OCP questions now. Can you remind us why the Morocco trial is actually needed given that there was already a successful trial in November 2023. Also, is the fuel to be used the same fuel that was shipped in December 2022? Jason Miles: Yes. So the additional test is needed because the first test that we did was designed essentially a proof-of-concept test by OCP. So that worked very well at Kariba. We basically tested both MSAR and bioMSAR. -- going in that over a short period of time. So the requirement from OCP was that that's gone well, very happy, but we need to have a longer-term test of up to 30 days depending on the kiln to get the data. So that's what we're planning for next is to complete that subsequent trial, anything between sort of 15 to 30 days is the plan at the moment. And we'll be utilizing -- we won't have to make fuel and bring it to Morocco. So all the fuels from the previous test, sorry, was utilized successfully without any problem. So it's not like we've got fuel sitting around there for that period of time, although that will probably still be stable if I'm honest. But yes, so we've been making new fuel in Morocco and using that for the test going forward. David Scott: Okay. For OCP, are you looking to set up Mediterranean fuel supplies previously? Or would the fuel now be made in Antwerp and shipped to Morocco? Jason Miles: Yes, probably have answered that one in terms of we'll be making it in Morocco as opposed to making it outside of the country at the moment. David Scott: I think this has probably gotten our post trial considerations. Jason Miles: Yes, yes, I guess this is with the OCP trial. But yes, in terms of post trial, definitely, that would be -- we'd be looking for most likely a refinery in the Mediterranean region in Africa. David Scott: Okay. And then one for you, Peter, on OCP. Haven't recently met OCP, what is your take on the general attitude to an interest using MSAR? Peter Borup: Also, I mean, we went to Casablanca for the meeting. I was quite positively surprised by their interest in using it. Also an approach that I think makes a lot of sense in involving the different business units to make sure they are motivated and they're measured on it. It's a reasonably small trial, obviously. But we have the equipment on location, if you will. And I think it makes a lot of sense for us to stick around and conduct the trial, and just make sure that the project management around it is something that we can all learn from and that it leads into a commercial takeoff agreement afterwards. David Scott: Okay. A couple of questions now on Valkor for you, Jason. Can you detail the plan on producing MSAR or bioMSAR at the Balcor facility? And how this gets to bunkering locations if MSC are prepared to trial the fuel? Jason Miles: Yes. So I guess the initial plan of Valkor is to produce an MSAR product because that's the simplest thing to do. We're using their heavy sweet oil, which is a very low sulfur asphalt type material to make a low-cost alternative to low sulfur fuel oil diesel potentially. So that's the initial plan is to produce an MSAR product. Obviously, the key thing about that is that as part of their production process, if they're able to demonstrate that the carbon intensity of the product is lower than low sulfur fuel or diesel as well, that's quite important because that gives you carbon credits we can utilize. But the initial market is to really focus on the sort of industrial and power type applications, first of all. The volumes aren't there yet or we don't expect the volumes to be there initially anyway to supply the marine sector other than maybe for the occasional trial volume. But in the past, we've discussed this with MSC at a high level. And in principle, they're obviously interested in testing it if it meets the specifications that we need to for marine fuels, especially around sort of levels of aluminum, silica, et cetera, which oil sands is important to reduce. But yes, so if it is supplied to the marine sector, we've looked into that. There are -- there's rail supply that's very reasonably low cost to get it from Utah, either to the West Coast or down to the U.S. Gulf Coast as well, which is the main markets for bunker fuel. But that's some way off at the moment. So initially, we want to stimulate a local demand, get up and running with that. And then obviously, as they expand, then we can start looking at the marine sector. David Scott: Okay. My next question is just on the status of the samples that we're expecting from Valkor, sort of why have they been delayed? And what's the current expectation? Jason Miles: Yes. I mean we've had some, I guess, some interim samples in the past, right, which have not necessarily been representative of their commercial products. So we were quite specific with them. We didn't want to waste time -- we're testing that if it wasn't essentially a good representation of what they'll be supplying. And in the meantime, they've also been changing some of the technology in terms of what they're installing, both in the oil sands plant and obviously, the downhole drilling program as well to overcome some of the issues they had initially. So that's now been settled. The pilot plant, as I mentioned in the presentation, is now up and running and producing a sample, hopefully, several [panamas] of samples that they're sending across to us. Imminently for testing, and then we obviously think can analyze that and provide a market spec for it as well that we can go out and start selling to end users. So that's all ongoing, but it has been delayed for sure, but not really down to us. David Scott: Okay. So that takes us on to spot. There's a couple of questions here. The first one is just on the Panama power market. Are you aware of the Panama 0 126 power tender where thermoelectric plants running on bunker or diesel that with long-term government contracts must convert to cleaner fuels within 36 months. Is this a target for BioMSAR, BioMSAR Zero with any of our Panama clients? Jason Miles: I mean the answer is yes. We're very much aware of that particular tender. Sparkle made us aware of it. And that's one of the reasons why it was important to get the approval of the Panamanian authorities for both MSAR and bioMSAR to be considered as alternative fuels basically to fuel oil and diesel, which they are. I think initially, the pathway will be still to go the MSAR route, first of all, to reduce the cost of generation there and be competitive, obviously, to LNG, which is the other source other than obviously renewable sources. But ultimately, bioMSAR is certainly seen as a viable means going forward as well compared to LNG and LPG, which are the main alternatives to them. David Scott: Okay. I don't think -- this is probably the last question because I don't think we've got time for many more after this. We were advised that the Panama fuel permits were expected to be received by the end of 2025. What has held them up? Are you working with the government on getting our fuels cleared to be used as cleaner fuels as per the Panama Zero 126 tender? Is this part of the permitting plan now? Jason Miles: Yes. I probably semi answered this in the last answer. But yes, I mean, in terms of the actual approval of the alternative fuels, certainly MSAR and bioMSAR are now considered by the authorities as such. In terms of getting the import permits, we actually need to have now the supply logistics nailed down in terms of which refinery, which terminal we're going to bring in, which partner potentially in Panama might we wish to use. And then we can apply either ourselves or through that particular partner for the import permit, which we've been given the procedure that we need to follow, all of which seems to be fairly straightforward, and meeting the guidelines that we're well used to in Europe and other places. So we're using internationally established guidelines to then get the fuel approved and imported. So we don't see any real holdups now in terms of other than bring the fuel in and make sure there's a commercial contract in place between buyer and seller. David Scott: Okay. Operator: That's great, David. Thank you very much indeed for moderating through the Q&A. Ladies and gentlemen, thank you for your engagement this afternoon. I know investor feedback is particularly important to you. And Peter, I'll shortly redirect those on the call to give you their thoughts and expectations. But before doing so, I wonder if I may just ask you for a couple of closing comments. Peter Borup: Yes. Thank you so much for listening in. Thank you for your support. Thank you for the many very good questions. I know there are a couple of questions that have come in on the platform live during our presentation. We will address them, as David mentioned earlier, on the platform latest by next week. So once again, thank you very much for listening in. Operator: That's great. Thank you very much indeed. Ladies and gentlemen, we will now redirect you for feedback. On behalf of the management team of Quadrise, we'd like to thank you for attending today's
Operator: Ladies and gentlemen, thank you for standing by. I am [ Gaily ], your Chorus Call operator. Welcome, and thank you for joining the Bally's Intralot conference call and live webcast to present and discuss the Bally's Intralot trading update. [Operator Instructions] The conference is being recorded. [Operator Instructions] At this time, I would like to turn the conference over to Mr. Robeson Reeves, CEO of Bally's Intralot. Mr. Reeves, you may now proceed. Robeson Reeves: Good morning, everyone, and thank you for joining. As a standard reminder, this call may contain forward-looking statements. Please refer to our 17th March full year results announcement for the full disclaimer detailing FY 2025 [Technical Difficulty]. Operator: Mr. Reeves, if I apologize, this is the operator. Can you hear me. Mr. Reeves, I apologize. This is the operator. Can you hear me? Robeson Reeves: Yes. Operator: I'm sorry. Your line is very bad. I cannot hear -- we cannot you very well. Robeson Reeves: Okay. I'll try again. Apologies. Operator: No problem. Robeson Reeves: Good morning, everyone, and thank you for joining. As a standard reminder, this call may contain forward-looking statements. Please refer to our 17th March full year results announcement for the full disclaimer and detailed FY 2025 financials. Today, I want to do 3 things. First, briefly recap the key numbers we published on the 17th of March '26, so we're all working from the same base. Second, reaffirm our 2026 adjusted EBITDA guidance, and I want to be clear that reaffirmation is exactly what it is. And third, give you the Q1 2026 trading data, which I'm providing because it directly supports the confidence behind that reaffirmation. Let me get straight into it. On the 17th of March, we published our full year 2025 results. I'm treating that filing as read and want to reconfirm the headline numbers disclosed previously remain unchanged. A few points worth reiterating. The 39.7% adjusted EBITDA margin reflects the structural quality of this business. A U.K. operator running at that margin has a different risk profile to any operator running at 20% to 25%. That matters particularly now as we enter the period of U.K. gaming duty change. EUR 172.7 million of levered free cash flow gives us clear capacity to service debt, return capital and pursue M&A simultaneously if the right opportunity arises. The EUR 50 million of capital returns represents less than 30% of annual free cash flow. And we continue with our plan on deleveraging the balance sheet towards our 2.5x target. That is the base. Now let me tell you where we stand on '26. Our 2026 adjusted EBITDA guidance of approximately EUR 422 million is reaffirmed. From today, the 1st of April, U.K. remote gaming duty moves from 21% to 40% of gross gaming revenue. We have been preparing for this since Q4 last year. So we have a mitigation bridge. If I go to the start point, that's approximately EUR 431 million. That's our 2025 pro forma adjusted EBITDA. So we get this gross tax impact of EUR 95 million, the direct cost of the duty increase on our U.K. gross gaming revenue. With our first mitigation, that's our generosity reductions and marketing optimization, we add EUR 25 million. That's already in motion, phased in Q1 and in the run rate now. Our second mitigation are the cost savings, headcount and operating expenditure adding EUR 10 million. That's been actioned in Q1. Mitigation 3, that's the transaction synergies, adding EUR 15 million, which tracks to be in line with the commitment we made at the time of acquisition. The final mitigation is just our organic growth across all markets, including our Lottery division with 0 U.K. gaming duty exposure, adding EUR 34 million. The net result of that is approximately EUR 422 million. That's a 2% impact on the 2025 pro forma. That is what I told you this cost would be, and that's where we remain. On leverage, we're at 3.46x. We are entering this tax change with approximately EUR 173 million of levered free cash flow. The mitigations are operational levers within our control. And as the Q1 data I'm about to give you will confirm, we are entering this change with stronger underlying trading momentum than at any recent point in our history. On margin, our B2C adjusted EBITDA margin was approximately 40% in Q4 2025. Most comparable operators are running below 25%. When Gaming Duty nearly doubles on gross gaming revenue, not profit, a 20% to 25% margin compresses to near 0. A 40% margin does not. That asymmetry is why our guidance is reaffirmed with confidence. Now on to trading. The reason I'm giving you Q1 data today is straightforward. Q1 trading is strong, and I want you to have that as context when evaluating our guidance reaffirmation. This is not a separate story. It is the evidence base. Please note that these numbers are unaudited and could change slightly as we close our Q1 accounts. So now I want to touch on sequential quarter-to-quarter performance. So Q4 to Q1. Q4 is always the biggest quarter, our biggest quarter. It's always that every time. October, November, December has the autumn sporting calendar, the Christmas build, peak promotional intensity across the entire market. So in Q4 '25, U.K. net gaming revenue was GBP 148.8 million. Q1 '26 was approximately GBP 147.9 million. That's essentially flat quarter-on-quarter against Q4, right? Q4 is always the biggest. So flat is exceptional performance. So that is the first thing to hold. Q1 2026, when we look at that for the quarter in full, U.K. B2C NGR for the quarter, as I said, GBP 147.9 million, up approximately 10.5% year-on-year. Every single month of Q1 delivered year-on-year growth. B2B performed in line with our expectations across the quarter. The B2B division is a core part of the business, and it's stable with a strong contracted revenue base, which provides additional resilience to the group during this tax transition period. Touching on some other customer metrics in Q1. Active players were flat quarter-on-quarter, so against a really strong Q4 base. This reflects sustained momentum in both acquisition and retention as well as efficient welcome offers. First-time depositors were up 10.8% quarter-on-quarter and 59.4% year-over-year. The customer pipeline is expanding into the tax change, not contracting. B2B is stable. It's operating within our expected parameters, and there's no material surprises. Noncore international markets are also stable. There are modest FX translation headwinds in certain markets and some market-specific dynamics we flagged at the FY '25 results. That picture has not materially changed. The group margin is carried by UK iGaming and our Lottery division. Both of those are performing. Noncore stability means they are not a drag. That's the message. This is the trading base on which we reaffirm our EUR 422 million of adjusted EBITDA guidance for 2026. Now on to capital allocation. So I'll start with buybacks. Approximately EUR 20 million has been executed since the EGM authorization. I believe our shares represent outstanding value. I intend to continue utilizing related TRS products of international banks that do not immediately impact our cash on balance sheet and give flexibility to execute buybacks when we determine that timing is right. On to dividends. The Board is recommending approximately EUR 30 million to the Annual General Meeting, leaving EUR 173 million of levered free cash flow, EUR 50 million returned, well within our capacity while deleveraging. On leverage, net leverage at year-end was 3.46x pro forma. The medium target remains at 2.5x, and we have a clear line of sight. On M&A, the tax environment is creating very motivated sellers, and we have the platform, the margin headroom and the management team to act on the right opportunities. So we are active. My closing remarks, I'll just give you a nice summary. FY 2025 published on the 17th of March, pro forma revenue of EUR 1.0858 billion, adjusted EBITDA EUR 430.8 million, margin of 39.7%, leverage 3.46x and free cash flow, EUR 172.7 million. 2026 adjusted EBITDA guidance of approximately EUR 422 million is reaffirmed and our mitigation program is in execution with all 4 levers active. Q1 U.K. B2C NGR of approximately GBP 147.9 million, flat on the seasonal peak of Q4, up approximately 10.5% year-on-year. Active players flat Q-on-Q, but up 8.7% year-on-year. First-time depositors up 10.8% quarter-on-quarter and 59.4% up year-on-year. The customer pipeline is expanding into the tax change. B2B is performing in line with expectations and noncore international markets are stable. EUR 20 million of buybacks have been executed and a EUR 30 million dividend recommended. Deleveraging is on track to 2.5x. I said this before that the strong don't only survive, but they do get stronger, and I believe that we are getting stronger. We'll now take your questions. Operator: [Operator Instructions] The first question is from the line of Chinchilla Ricardo with Deutsche Bank. Luis Chinchilla: I wanted to start on the M&A front. As you mentioned that there is opportunities and that the press has recently mentioned that you are active. While respecting the company's confidentiality regarding specific targets, I would appreciate an assessment of the company's M&A appetite. This assessment could encompass suitable target profiles. Are you looking at B2C operators, technology stacks and a specific company within a market? And also, can you please also provide us with an evaluation of the maximum leverage that the company can sustain or that you will be willing to elevate just to move fast in an environment and consume something strategic for the business? Chrysostomos Sfatos: Robeson, shall I take this one? Robeson Reeves: Go for it, Chrys. Go for it. Chrysostomos Sfatos: Yes. Thank you for your question. We have said many times that we are on the lookout for any opportunity that will contribute towards either organic or inorganic growth. We're clearly on a growth path from this point on. So inorganic growth would cover -- our appetite for M&A is there. But on condition that we will be able to fulfill our financial policy goals as stated, which includes, first and foremost, our path to delever and the distribution to shareholders. So both goals, I think, on distributions, we've already covered enough on this call and through our announcement. On the path to delever, it remains our goal. We have disclosed what is the pro forma free cash flow generation. And with that, as you probably know, we have an amortization schedule with regard to our bank loans in our capital structure. And so we intend to make significant repayments and reduce the gross debt in the next 2, 3 years. So we are committed to deleverage. We will do whatever M&A is necessary by adding EBITDA by considering anything that's meaningful in terms of very, very substantial synergies that we feel comfortable we can deliver or cost reductions on the target. And at the moment, this is our message to the market. Luis Chinchilla: Got it. If I may do a follow-up. The company recently opened that casino in Newcastle and you had mentioned in the past that they wanted to expand into sports betting. Can you provide your thoughts on additional casino footprint in the U.K. And if you rather acquire a sports business or build it yourself from the ground up? Robeson Reeves: I'll take this one. For us, the retail casino in Newcastle is much more of an R&D piece. It's very, very small part of the actual footprint. There's no intention to expand into retail within Bally's Intralot. The retail presence we'll have will remain in the lotteries. With respect to Sports Betting product, we currently have an agreement with Kambi, who provides really a back-end sports betting solution. We're very happy with them. If we were to look at any opportunities out there, as we said, the U.K. market has become more attractive more because of the trauma, which has been created by this tax change. We would only consider things if we could see substantial cost-cutting opportunities as well as synergies. I would not underestimate how strong our margin profile is versus peers in this space. As long as we can bring things into our platform, and I mean our platform, how we manage things, how we operate things that gives us this margin improvement over others, then it can become very attractive. But we'll be very diligent and ensure that we protect our capital structure in whatever we do. Luis Chinchilla: If I could squeeze one last one. In the past, the company mentioned articulated growth opportunities contingent upon the integration of the [ Merck ] technology stacks. I was hoping if you could give us an update on these potential opportunities that at the time you mentioned that you would disclose once the merger was completed and you get permission. So any update would be very helpful? Robeson Reeves: So as we discussed previously, Ricardo, our intention is to launch into 2 B2C markets per year, utilizing the Intralot footprint and their relationships. These things are progressing. We will disclose those closer to the time. If we end up looking at other opportunities inorganically, that may change that plan if it accelerates expansion, but we're still on track for 2 new B2C markets being launched this year. Operator: The next question is from the line of Narula Raman with Principal Asset Management. Raman Narula: Just a couple from me, please. The first, just curious if you can disclose what percentage of your full year '25 U.K. revenue was Sports Betting and maybe the same for Q1 as well? And just if you could give a sense of how that's been growing, that would be appreciated. Robeson Reeves: Cool. Katherine, do you want to take this? Katherine Gomaniouk: Sure, Robeson. Thank you. Sports Betting still constitutes a fairly small percentage of our revenue, but we have seen healthy growth in that space as is demonstrated by the growth in our FTD numbers, which were in part driven by some sports events that happened in Q1. So we continue using sports as a funnel to acquire gaming customers, and that strategy seems to have been working as would have been demonstrated in our Q1 numbers. Chrysostomos Sfatos: And just to layer on top of that -- so thank you, Katherine. Just to layer on top of that, when we look at Sports Betting and iGaming, what you would have seen from many of our peers' recent releases around Q1 performance that there was a decline in Sports Betting and there was an increase in iGaming. Now if you've got the balance right between your product sets, so people might win on sports and they reinvest into iGaming and so on, then you would -- the net position would always be better, whereas actually, a lot of the peers are showing down by 5% or so in Sports Betting and up in iGaming by 5%. So they're not even really seeing any growth. What we've been very careful to do with our Sports Betting offering is ensure that it fits with all of the regulations which sit in the U.K. market, such as stake limits on slot machines. So you need to balance exactly the scale of bets that you would take alongside people's ability to reinvest. Sports betting just, call it, [ GBP 1 million ] or so per month is what we're seeing in the U.K. So small, but that's where a huge opportunity lies. Raman Narula: Understood. That's very helpful. And I guess as a segue into the next question, obviously, this year, huge sports calendar along with the World Cup. Just curious, maybe in a similarly stacked sports year like '24 with the Euros, I mean, what kind of effect did you see on your sort of core iGaming business during those months, those summer months when you had those big football tournaments ongoing? Robeson Reeves: We didn't see any -- if you're asking, is there any negative impact by having -- you have to understand, you've got the euros, you got the World Cup. How many of those matches are competitive and how many fixtures do they have in terms of volume. They are good acquisition drivers, but they're not necessarily big revenue drivers, right? You're going to have fixtures between Curacao and other matches, which are heavily one-sided. When it comes to soccer, you prefer fixtures, which are a bit more balanced or you have sufficient volume. The World Cup actually is, call it, a low period or the Euros is a low period in fixture volumes for actual revenues, but it does bring new customers to the market. So for us, this would aid the funnel for acquisition, and it's almost like a perfect storm in lots of ways because there's not enough matches for people to be betting on to constantly be active. If you think about normal Saturday, there's lots of fixtures for revenue to flow there. But actually, this will get the right prestige and coverage to acquire and then there's no matches, then people can play iGaming products and so on. Raman Narula: Makes sense. And then lastly, I just wanted to touch on dividend policy. Obviously, in the preliminary results, you stated that it's the intention to recommend a pre-dividend sort of along with the publication of H1 results. If you could just give us a sense of like the potential quantum? Is that going to be a percentage of the pro forma adjusted EBITDA? Or is that still a percentage of adjusted net income? Just if you could give -- remind us of your dividend policy, that would be really helpful. Robeson Reeves: Chrys, do you want to take it? Chrysostomos Sfatos: Sure. At this point, we cannot give you an estimate about the pre-dividend. I think the combination of buybacks and the dividend that we will distribute the EUR 30 million, which is what we already have available for previously undistributed profits in the past, which we could not distribute at the time due to losses that we're now covering. That's the only specific thing that we would like to share at the moment. We don't want to preempt what the results are going to be. We will evaluate the entire situation, our cash flows at the time, and we will make the decision once the results are available. Raman Narula: Understood. And could you just clarify the medium-term target of 2.5x. Do you expect to sort of be there around mid of '27? Or what are you targeting? Chrysostomos Sfatos: That will be in line with our amortization schedules. Yes. By the time we get basically to 2029 when we have the retail bond maturing, the EUR 130 million retail bond, the unsecured portion of our debt maturing in February 2029, we intend to repay that. And we intend to repay through amortizations, as I said, and eventually on maturity at the end of 2029, the Greek bank loan. Well, these 2 tranches together is EUR 330 million of gross debt, which we intend to reduce in the coming period. Of course, it will all depend on the cash generation, on our CapEx requirements and all of this. So in this period, we think that it's achievable if we manage to deliver our growth targets. What we said is that basically the imposition of a new tax regime in the U.K. will have, as a result, the delay of our plan by 1 year because we will be able to capture market share from a market which we believe is going to change fundamentally in the next year. Operator: The next question is from the line of [indiscernible] with Credit Suisse. Unknown Analyst: As part of the bond offering last year, the company included the helpful KPIs. You mentioned the impressive growth, 8.7% increase year-over-year in the first quarter. Is that going to be included in the annual report that -- in upcoming presentations? Chrysostomos Sfatos: I think you're referring to the U.K. market or to the combined growth. Unknown Analyst: Yes. Maybe the active online players, revenue per active players, that type of disclosure was helpful and it was including the bond offering, and you mentioned it again today. I guess it was more of a request to include it as part of your presentations. Robeson Reeves: Yes. I think going forward, we'll share the most relevant KPIs, which can indicate the future pathway as best as we can guide. But that's why we showed new player volumes. New player volumes will build on your base and actually drive future revenues. So we're trying to be as -- we believe that transparency is always a good thing. So we'll be as transparent as is sensible without giving away too much competitor information, let's say. So we -- yes, we'll try and be as transparent as possible in every quarter going forward. Unknown Analyst: And what is driving the impressive growth in the first quarter? Robeson Reeves: Well, with respect to the revenues, as we said, we've made some slight adjustments to our products, so some of the configurations with regards to ensuring that players basically lose at a very sustainable rate. So our objective has actually been to manage player spend almost down slightly on a visit frequency, which means that people retain better longer term. But we've seen really good numbers coming from, call it, marketing performance from acquisition spend. As I've said to all of you, the day following the tax announcement in the U.K., we saw improved performance from the same marketing spend amounts because there was reduced competition. For me, that's a pretty amazing sign that the statement of tax coming caused a reaction. So from this day, we'll see what performance looks like given now this is the first time that people with suppressed margins will have to start footing a bill with the increased gaming taxes. I'm very hopeful that if I think about my history in this sector, when I started working here, there was no tax on revenues, no gaming duty on revenues. Then it went to 15% tax of net gaming revenue, then flipped across on to gross gaming revenue, then became 21% and this is the next tax change. In every single period of this, it's led to consolidation. And actually, through this cycle, our EBITDA margin has grown because we're very, very good at, call it, flying through a storm and operators who don't see there's a storm there, even if it might be a clear blue sky, they just don't see opportunities because you can continuously improve and continuously improve your margins and improve your growth. So I'm quite excited about this next period. This is opportunity. Operator: The next question is from the line of Gondhale Pravin with Barclays. Pravin Gondhale: Firstly, on U.K. sort of growth outlook for 2025 and 2026, what's your assessment on that given the tax changes? And then within that, are you seeing any changes in channelization of online gaming? I realize it's just day 1 of the new taxes, but what's your outlook for that as well? Robeson Reeves: Yes. Okay. So you're talking about the overall U.K. market, right? Just for clarity. Pravin Gondhale: Yes, please. Yes, yes. Robeson Reeves: Yes. So the U.K. market, as I was indicating when I spoke about some of the peers who haven't been able to see reinvestment of winnings from sports betting go back into casino, there will be a degree of channelization coming from that. So people -- because the reason why people can't reinvest is due to limits on what they're able to spend. This can do multiple things. People could move to the black market slightly. But bear in mind, the U.K. Gambling Commission are investing substantially in trying to police this. I don't see the market growing by that much, if growing at all this year because of these changes to stake limits. Having said that, I believe it's a significant period of consolidation. So I'd expect all the big operators to gain share in this. There are many operators out there who are willing to hand over databases for royalty fees and so on. They're willing to exit. And that will just mean that we can soak up that revenue. So I don't see the market really growing. It will be minimal, a couple of, like, call it, low single digit if growth, right? But there will be consolidation into the big guys. Operator: [Operator Instructions] The next question is from the line of Katsios Nestoras with Optima Bank. Nestor Katsios: Just a question from my side. Can you please repeat your free cash flow guidance because I missed that part. Chrysostomos Sfatos: We have not given the guidance for 2026. We have published the pro forma free cash flow for the combined entity at EUR 171 million -- EUR 172.7 million for last year. So that was on the background of an EBITDA of EUR 230.8 million -- EUR 430.8 million, sorry. So based on the guidance on EBITDA -- and it will depend a little bit on our CapEx requirements this year. Last year, the CapEx we published was around EUR 60 million. This year, it will be a bit higher because of certain renewals in the United States. And we are still waiting to hear from our bid for the Victoria Monitoring License in Australia. So we can't reveal the sensitivities on our CapEx. So it will depend on that alone. Operator: [Operator Instructions] Ladies and gentlemen, there are no further questions at this time. I will now turn the conference over to management for any closing comments. Thank you. Robeson Reeves: Thank you. Thanks, everyone, for joining us today. I'm sorry that we're interrupting your Easter break. I hope you all get a bit of time off. But we wanted to give you the most up-to-date summary of Q1, and I look forward to speaking to you again soon. Feel free to reach out to the company if you've got any further questions. So thank you for joining us. Goodbye. Operator: Ladies and gentlemen, the conference has now concluded, and you may disconnect your telephone. Thank you for calling, and have a good afternoon.
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