Yeah. Also welcome from my side to our very first Capital Markets Day here in Heek, to give you an impression about the size we have reached in the meantime, and also where we are going next and what stays ahead of us. Most of you I've seen yesterday evening already in the pre-dinner, which I think was a pretty nice start. A lot of chatting, a lot of topics were already somehow touched there. Today it's about the full content, data, and showing you the depth of our company, of our leadership team, et cetera. Why are we doing that? Besides the point which were mentioned, it's because we are ahead and in the middle of a significant leap into a new dimension for 2G. That is the main topic for today in all the different discussions which we will have and the different presentations we're going to have, this leap into a new dimension. We want to explain you why this is happening and also how this is happening. Yes, there's a physical component, which you will see in our little tour across the factory. There is also a lot about explanations why this is happening. Why is it happening? Because we are across the board in an extraordinary market situation. We have growth momentum in several markets. In several markets, we are active in, and you will hear that from the different angles. We also have the right products. Luckily, we are in this industry since 30 years. Now this industry is moving ahead extremely quick, and we are there with our products. We also have a nice product line going forward, which is fitting nicely into the different aspects of the power generation world, based on gas. We come to that as well. We have not only a CapEx story here from our clients' point of view, we have an OpEx story as well. We talk about 10, 15, sometimes 20-year long-term service agreements. Whatever we sell now will help our company over the next one to two decades in constant revenue and high-margin revenue. Last but not least, we are also investing. We are investing the largest investment sums ever in the 2G history into this growth and how to make that happen. To that point, Friedrich will tell us a bit more later on in the day. Before I hand over then into the different specifics, market specifics, a bit of an overview what's happening in the different markets we're in. Obviously, the whole topic of data centers is all over. It's in the press. We hear about it. We hear our name, we have the announcements, et cetera. Yes, it is absolutely stunning and outstanding. The order book which we have generated in the meantime, which goes well into 2028. Pipeline more than 1 gigawatt just in the U.S. All engine sizes are, in the meantime, touched by this trend. It's not only the very large engines, it's starting now at least on the half a megawatt sized engines as well. We are really in a significant cycle on the data center side, on island mode power generation solutions, and you will hear a lot about that, especially in the morning today. It is not only that. We are also extremely successful in our heat pump business, which we just have started and started marketing a year ago, basically. We had an extremely good first year with close to EUR 10 million. This year, we may even triple this. It is not only Germany. That is where we have started. It is in the meantime, demand which is coming at least from the Northern Hemisphere and Australia more and more. We also have started our demand response product, which is a flexible solution, 10-second startup time that is the same speed as a diesel backup generator. This is like the Swiss Army knife in our industry. So we can do prime power applications, and we can do backup applications, which means super flexible also for our clients. We have sold the first units. Also, that will come up in several of the discussions and the presentations you will see. I think that is really outstanding. You will also see that later on in the field where we are starting up the engine for you, and you can see this 10-second startup, which is an absolute USP in the market. Last but not least here in this first row is peaking plants. Also a topic, in Germany, most of you are from Germany, StromVKG. Just that alone is 10-12 gigawatt in the next years. Also there, we are participating. Not only turbines are participating in this market, also our recip engines are part of that. We are part of project developments. Our clients are also in this first round of applications, which is running since September. We are going to hear about the results in November. December is the next round. Also there, we have a significant opportunity because it is based on gas, and we have the right solutions for that. Then we have the service solution, which is part of all of our applications. Whenever you install one of our units, the question is how to service it later on. Also, that is going to be an ongoing topic in different presentations today, that we are having here a revenue opportunity way beyond the initial new build sale. Biomasse, biomass, Biomassepaket in Germany, a specific here regulated in Germany, where 2.8 gigawatt are on the market for three years. That started end of last year. One year too late, I have to say. I would have loved to have that regulation a bit earlier. Nonetheless, it is there. We have a 30% market share in Germany in the biogas field, and we are seeing a significant order intake in the year to date so far. That trend will go on, obviously, over the next two years. I also hope that there is going to be an extension and prolongation of this EEG regulation in Germany. Then something which I think is sometimes really a bit overshadowed by the significant success we have on the data center side, and that is our mining story, which is also a dedicated strategic move that we want to be in this industry because there is electrification happening in the mining world. To do so in a remote mine, yes, you can do a lot with solar and with batteries, but you need to have something for the remaining 50%-60% of the time to run an electrified mine. Here we had breakthrough success in the last six months. In the meantime, we have reached 90 MWel of capacity sold into the mining world. You will hear that just after my little intro speech here on where that is coming from. That all boils together into the situation that we have across the board, a significant increase in global demand for power generation. Energy is overall the big topic. We have from electrification to the data center topic, compute to electrical vehicles, but also due to the influx of renewable energy, they always need a combination partner to balance the grid. That trend will not go away easily, and it is a global trend, and we see that. In addition, for sure, there must be also decarbonization topic coming up very soon because the more we install of these units, the more the topic comes up, how can we decarbonize? Also there we have the right technology. We are leading in hydrogen solutions. There are some other technology items which we will present a bit later. If a market goes ahead like Australia mining or like especially the U.S., well, we are there already because we have started early enough with our globalization approach. That jump we are doing in the U.S., which is stunning, and Aaron Tasin will talk about that later, is repeatable in other parts of this world if this happens. All of that together says, okay, the market is for sure not our topic. We are in the right market in the right time, and it is also not something which will go away over the next couple of years. Even if it is normalizing in a couple of years, we are going to have our service business, which will drive us and which will grow further. That situation is great, and again, you will hear a lot about that. Predominant topic is really growth and then the question on how we are going to do it. The good thing is that we are not a little startup, that we are not a little tiny shop which is around the corner. We have a basis which was growing for the last 30 years and was always on the basis of extreme client focus, extreme focus on service, and also on digital solutions. We have a solid base on which we want to build. As you have seen in the slide before, this is not a one-trick pony data center story. It is multiple industries. We will for sure not give away that history, which we have built up the last 30 years. That is why we are reserving 20%-30% of our capacity also for non-data center, non-large project business, because we definitely do not want to lose our classic and long-term clients as well, and being then just sitting on a data center story. Culture, also something you will see here very much. We are still below 38 years average age here in the company, also in the leadership team. We are a young team, agile. We are not having big hierarchies, and we are quick because of that, quite agile, and that is helping us, and we do not want to lose that going forward as well. We have, I think, a super fantastic team together. How we can do that? A team who is open and willing to go that growth path. Also, one of the reasons why we are here so that you get to know at least the leadership team and also when we later on go through the factory, a couple of more of our staff to explain you the situation we are in, and you will see a lot of bright eyes there. We also have a lot of technology in-house. It is not a simple put an engine into a container, ship it, off we go. There is a lot more into that. Frank was already talking about that yesterday in this little quiz on terms of how durable these solutions are, which kind of also mechanical stress is there, and which kind of technology you need, and that is going to be explained later on in a longer session by Frank as well, and later on also in the field. I am very glad and proud that we have started with diversifying our portfolio and our footprint already in the past, and we are driving that as one of the main pillars of our strategy. That we are not only relying on one solution, that we are not only relying on one technology, that we are not relying on one geography and on regulation in a singular market, industry, or country. That is helping us already so that we can balance out when, for example, now Ukraine is less or Germany was less or something happens somewhere in the world. We are flexible by and flexibly set up so that we can balance and ensure that we have overall always a growth pattern in front of us. Last but not least, yes, we are proud to be here. We are very local. We are well-connected here. This is our main hub, and it actually works quite well for various reasons. But we are also global, and we want to also maintain that mix between local heritage here. Also, a good portion of our investments are here in this site. But of course, we are also global in mindset and in setup. All of that together is the reason why we are sure that we will, A, manage that significant leap going forward, and that we may even be able to accelerate beyond what you know already. To convince you of that and create the trust we need also in this stakeholder community, we have organized this day. The first person to talk to you now is Andre Banken, who is leading our international business and will go a bit more deep into the international business and into market trends, which we have globally beyond what you have heard from me. So I wish all of us a great day and a lot of discussions. We will always have 15, 20 minutes presentations, and afterwards, 10, 15 minutes for Q&A before we then go to the next topic. Thank you very much, and let's go on with Andre, please first. Good morning, everyone. Also from my side. Pablo introduced me already. Andre Banken, Head of our International Business Division with 2G since 2008 already. Also still a double-digit employee number being here a little bit longer. I'd like to introduce you a little bit to our global business approach, market trends, what actually drives our business from a global perspective going forward. To give you a quick idea first, how is our international setup? You see that here in the more dark green colored where we are represented these days with our own subsidiaries, where we have our own business entities. The ones in Europe and the U.S. are already there since more than a decade. Going more to the Asia-Pacific region, Japan and India are very recent additions, although we're active in this market a little bit longer already. All the other countries that you see there where is represented with various local sales and service partner companies, where we have strategic collaborations with engineering and design offices, EPC contractors, companies that are coming from the decentralized energy space already, that are helping us to design, implement, and of course, maintain our products and solutions in various territories. This was known in the past under our partner concept, which we are still continuing to this day. With a lot of these companies, the business collaborations are, well, on the very long term already. Our oldest partner with that we are working with there is for more than 20 years already. That's in Japan. That started in 2004. The vast majority is on an average of eight to 10 years right now. We are with these companies in this business very much together. What is driving our customers these days from a motivation point of view? Some of you will have seen this triangle in back in the day. Nowadays, the meaning has shifted a little bit when we talk about energy reliability, efficiency, and sustainability. If you look at it from a global market perspective, energy is not always available anymore. Grid congestion is a topic that I'm going to talk about in a minute. One of the driving forces, people find us and are motivated to use our technologies really is time to power problematic. That means I'm a factory, I want to have a certain amount of extra power available to expand my operations, but my utility company cannot do that at this point in time, and only with a significant delay. Significant delay on a global average means 5-7 to 8 years these days. I either have the opportunity to wait and sit around and do nothing or take the problem of power supply into my own hand. If I do that, of course, energy efficiency comes into play. If I build my own power station, if I create my own power supply, I have to do it as efficiently as possible, where cogeneration technology typically kicks in. For a lot of industry companies that we are dealing with, no matter the sector, food and beverage, pulp and paper, chemical industry, pharmaceutical, hospitality sector. Although in a lot of these cases, natural gas is being utilized because it is easily available, the sustainability aspect of the carbon emission reduction aspect is still there. Technologies are chosen that have the opportunity to decarbonize further by using fuel alternatives, biomethane or renewable natural gas, as it's sometimes called, hydrogen or even NH3. This is what typically drives our customers when they think about utilizing our solutions. Now, energy reliability. I think the most prominent topic here is grid congestion. Again, the unavailability of power supply by utility companies. I put a picture in there from the Netherlands because it's, well, just across the border from here, and it's a very predominant market where this is happening right now. To give you an idea on the picture that you're seeing there, on the left-hand side, everything in red, it's essentially impossible right now to take additional power from the grid in a larger capacity. The picture on the right-hand side is feeding power into the grid. Means wind power plants, renewables, decentralized energy supply. The grid is so constrained that essentially there is almost no movement at the moment. These graphs are from October 2024, from the International Energy Agency. If you look at press reports, it got even worse. It's not getting better, it's getting worse at the moment. This is a momentum that you can see and observe in a lot of markets. There's a lot of renewable energy that has been built up on the capacity side. There is large-scale energy consumers being introduced, data centers, digitalization efforts, large-scale heat pumps, electric vehicles, all sorts of consumers that are putting additional load, additional stress on the grid. But in a lot of places, no investment into power transmission infrastructure. That means the bottleneck hasn't become the possibility to produce power, but getting it from A to B, especially on the distribution side, where the commercial and industrial consumers are. To circumvent that, and I mentioned that earlier already, to circumvent that, our customers essentially decide to go for behind the meter operation. Behind the meter meaning they install their own power generation equipment, they install their own CHP technology, but they are not feeding in. Everything they create is essentially for their own self-consumption. There we are looking typically at planning perspectives of 5-10 years because this is the average value that they get from the utility companies when actual grid power could become available again. Now, where this is becoming also interesting is in a lot of markets where regulations to allow this behind the meter operation are becoming more easy. To give you a few ideas, in the Netherlands, that has opened up now. In Ireland, they are currently preparing what is called the Private Wires Bill, which is essentially a regulation that allows the creation of separate microgrids from the public utility grid. South Korea, Mexico, Colombia, Australia, the story continues in a lot of these countries. Look it up, you will find this topic quite often. To address these challenges, our solution once again, highest efficiency possible plus 90% efficiency if it is a CHP. If I produce my own one, I do it as efficiently as possible. We have highly optimized total cost of ownership, meaning the operating cost optimization. A global fleet availability of 97%. If I do my own power, I rely on it. It has to work. If it does not work, my factory does not run. We can apply these under challenging environmental conditions. To give you a quick idea, 50 degrees ambient temperature outside, 2,600 meter altitude. These are some of the more extreme environments under which our units are currently operating, and they are doing so in a reliable fashion. Of course, fuel flexibility is a thing here as well for future decarbonization considerations. Another trend that is currently going on, and you see that especially if you leave Europe, diesel to gas. Essentially, business segments that were using diesel as their primary fuel source in the past are switching to diesel right now. When I talk about primary fuel source, that really means diesel generators that are running 24/7 because there is no alternative power source. Classical markets for that, and you heard about from Pablo, mining in Australia already, that is one such movement. Another big movement we see that right now is in South America. There, especially in the mining as well, but also in what we call aqua farming business. You might know in Chile, for example, a lot of fjords, a lot of aqua farming, a lot of industrialized fish production over there. All these farms, they are essentially running on 24/7 diesel because no other fuel source is available in the area. They are changing now to gas for very simple economic reasons. Diesel has become very expensive these days, not only since the Strait of Hormuz situation, but even before that, diesel prices have increased. The other topic is decarbonization. In a lot of countries, there are emission reduction initiatives for NOx, SOx, particulate matter as a, yeah, CO2. With these diesel generators, it is very hard to match these targets. Switching to gas, which has a much more lean combustion, which has a lot less emissions, is the smart choice to do here. At a lot of times, these units are integrated into so-called microgrids. You will hear that term a bit more often today, where we essentially combine various technologies with each other. PV, battery, gas engines. If you look at how these hybrid power stations are designed, diesel does not really fit into the picture, A, from a technology point of view, and B, from an emission point of view. Also here, our solutions are a good match as we can keep even the most strict exhaust emission regulations that are existing right now, both on engine-based modifications, but also by integrating exhaust cleaning technology here on our site. We can work with all sorts of different fuel types that you find. To give you an idea, natural gas is not natural gas. In a lot of places, there is difference in chemical composition, methane number, combustion behavior that you need to match to achieve that reliable operation again. Speaking about our demand response units, these days, we are essentially able to cover both backup and continuous power with these units as well on gas bases. Mining. Pablo mentioned that already. We managed to establish a pipeline of. Sorry. Mining. We managed to enter into the mining market earlier this year. Current pipeline is 90 MWel of units to be delivered. The first batch of units will leave our factory here in early November, and the pipeline will then have consecutive deliveries at the moment till, summer 2028, essentially. Electrification is the big topic here. Again, a switch away from diesel-operated sites to gas-operated sites, or the larger they become also hybrid power stations, meaning X amount of mega PV solar, X amount of battery storage for backup, and X amount of gas engines that are basically covering the rest of the remaining power supply, where we are typically looking at operating times of 6,000-8,000 operating hours per year. More or less, continuously. How is the market structure working? 2G is working with local IPP companies, independent power producers, that are essentially providing the power plants and the power capacity to the mining companies under a PPA, a power purchase agreement. These agreements are typically signed for a period in between 10 and 20 years, so for long-term operation. This is also how our units are designed then. One key advantage or one key strength for 2G in this market is the modularization and containerization of the units. You will see that in the factory later on. The IPPs prefer to have equipment that they can move around in case of a contract is running out. One mining site is closed, another one is being expanded so that they remain flexible to move equipment around and provide power to other customers. Here we also may have the most challenging environmental conditions under which we are working right now, 50 degrees Celsius ambient temperature in the middle of the Australian desert. Again, the units need to operate reliable as they are essentially the only power source that is available on site. The mining itself, you see that here, most of that is focusing on Western Australia at the moment, where we are typically in raw material extraction. That means gold, copper, rare earth minerals, that sort of application. We are currently in negotiation for additional projects for deliveries in the second half of 2028 to early 2029 of around 50 MWel right now. As we can tell right now, the pipeline will not stop there. If you look at studies from the Australian Ministry of the Environment, they assume they will require approximately another 7.5 gigawatts of power just to satisfy the demand of additional mining sites that are being opened over the next decade. Then Ukraine, and with some of you, we discussed this a little bit yesterday already. You remember the news in 2024 about the large-scale order intake we got from Ukraine. Till date, we have supplied more than 100 MWel of CHP capacity. Most of that is applied in critical infrastructure. Critical infrastructure meaning district heating grids, on-site power supply for hospitals, water works, pumps, wastewater treatment plants. Everything that is satisfying the civilian infrastructure at the moment to keep things running both in summer and in winter these days. Only because it is CHP does not mean that they are not running 24/7 at the moment as the power grid, as you can imagine, has become very unstable. A lot of these units have been delivered under various relief programs, by the German GIZ, for example. Another program was by USAID, which by now has been more or less demolished by the Trump administration. There are other programs by various national states, the United Nations Development Programme and others. A lot of public tenders, where speed has one of the most critical items, so quick dispatch and delivery for support of the public infrastructure in Ukraine. Aside from that, and this is especially in the last couple of months, we got a lot of orders from the private sector. From the food and beverage industry, again, from general manufacturing. The Ukrainian economy is up and running. Even from greenhouses and various other applications where we see that there is a constant demand for our solutions. At the moment, further public tenders are being prepared right now. We expect that there will be further order intake from Ukraine as well. On the midterm future, should hostilities end at some point, it is becoming evident if you talked onto the Ukrainian side, that decentralized infrastructure, a more resilient infrastructure, is what they will be going for in the future as large centralized applications are too easy to damage. Then on the bioenergy sector, and here I have to make a bit of a difference. If we talk about bioenergy in Germany, a lot of people think about agricultural biogas, and the Biomassepaket. In foreign markets, a lot of that is waste to energy, so landfills and wastewater treatment plant applications, sewage plants. Here we have two big drivers at the moment for our business. One is the Urban Wastewater Treatment Directive, so the EU regulation on urban wastewater treatment plants that essentially dictates that gradually by 2045 in all EU member countries, wastewater treatment plants, the water infrastructure, is stipulated to have their own renewable energy supply, meaning a lot of gasification technology for sewage sludge to be converted into biogas that can then be used in gas engines or CHP unit like ours. 2G there has a big advantage. We have a long biogas history. We have the expertise to satisfy these projects. We have an abundance of references here in Western Europe, so we can build up and utilize on that. The other one is in developing markets or emerging markets with particular emphasis on India and the Middle East here. To give you just a bit of an idea, in India itself at the moment, there are more than 700 wastewater treatment plants under planning and construction right now, more than 400 of that for the Ganges sanitation project, another 150 by the AMRUT program, which is essentially urban buildup, plus various initiatives by large cities like Mumbai, like New Delhi, like Bangalore, and so on and so forth. We recently opened up our own entity in India, as some of you will recall there, and one of our first moves there is basically to become a registered vendor for all these city municipalities to be able to participate in these projects and these public tenders because all of that buildup will take a while, and these projects are going well into the 2030s. Then electrification of thermal supply, the heat pump topic. My colleague, Uli Brinkmann, will tell you in the afternoon a little bit more about it. Just very quickly, that is also becoming an ongoing topic, electrification of that. The 2G portfolio here, heat pumps and CHP units often work complementary to each other, so we are not replacing one technology with the other. They are often additions to what already is there on site as we have a big overlap in our customer groups. Again, food and beverage, pulp and paper, everything you would consider light industry has the opportunity for heat pump implementation. On the right-hand side, you see another study by the IEA, the heat pump monitor from early 2026 that essentially finds that more than 40% of the thermal energy demand in this light industry sector could be satisfied with heat pumps going forward, often there as a combination with CHP units. We started our market rollout in Europe, in the Nordic countries, in the Benelux, in France and Ireland, as well as in a few overseas markets. Which brings us to the last topic, data center. Just to set the picture, everything that I explained about right now is happening in parallel to what is going on in the data center market. The demand for decentralized on-site power is growing due to various aspects, and the data center market is just pushing it higher even further. At the moment, 2G, we are pursuing data center opportunities outside of the U.S. or outside of Europe, with a pipeline of around 500 MWel because this market is just starting. We have a few colleagues that have been on the Data Centre World Asia in Singapore this week. They reported back a lot of projects and a lot of new initiatives, and that the regulatory framework for data centers is changing, in a lot of countries essentially going away from grid power, moving towards on-site power generation, not only in the U.S. but in other markets as well. These are a few press articles that I gathered yesterday evening. Japan, Australia, Thailand, Malaysia, all with the same basic tenure. Data center is of strategic importance. AI applications are of strategic importance for the markets. But the regulatory framework needs to change as they have a strong impact on power grids, on water consumption, on noise, on exhaust emissions. Frameworks are changing, and on-site generation seems to be the tenure in a lot of these markets as the solution to go for. To summarize, there is globally a growing demand for electricity across the board, which puts critical stress on public infrastructure, on distribution networks. On top of that, we have economic and ecological considerations that push for decentralized power. It can also be a part of more resilient infrastructure. The technologies that we are offering work complementary to each other, and on top of that, as our solutions are designed for a +15 years perspective. I know I went over time, sorry for that, but thank you very much. Welcome. Good morning. As Andre said, I am CEO for the North America offices, so we have a Canadian subsidiary and a U.S. subsidiary. Welcome to Heek. Nice to be back here again. I do get here about 3-4 times a year. There is quite a bit going on in the U.S., so my time is mostly focused on the U.S. Right now, the current offices, we started our first office in the U.S. in 2012. It was a joint venture originally in St. Augustine, Florida. It is now 100% subsidiary, but we have now open offices also in the L.A. area, Toronto area, Calgary, and we have an office in Puerto Rico. Historically, the initial approach in North America was with partners. The St. Augustine office supported the partners. We still do have those partners in place as well. There are a total of 7 sales and service partners throughout the U.S. With that, we are supporting 24/7 with the current installed base, and we have 50 technicians between our own employees and the partners. The numbers kind of got a little messed up there. Apologize on that. The original market dynamics for the U.S., and I will put it one ahead here. When we first started coming to the U.S., the U.S. was just like most of the rest of the world, where it was CHP. We were just providing grid parallel power. It was commercial, industrial, it was hospitals, it was biogas. We still have a lot of biogas projects where we are using the animal manure, the typical wastewater treatment plant to gas. As you are all well aware of, and really what my focal point of the presentation is going to be moving towards is the data center market is really the new market, and that is where the growth and the opportunities are really coming about for North America, specifically the U.S. A couple of years ago, we would talk to data centers and they would say, "Oh, we do not even think about building a data center until we go to the grid, to the utility. Utility assures us that we are going to have power, and then we buy 100% renewable energy credits." Many that know the data center market might remember about 3 years ago, every data center was saying, "Oh, we are going to have renewable energy credits. We are going to put solar in." Google was putting solar in. They were just taking the credits back to their data centers. Then about two years ago, they all of a sudden stopped talking about renewable energy credits. Then a little bit after that, they stopped talking about even grid power. They realized that the only way to support the growth and what's happening in the market is to go with island mode power, natural gas, not even have a grid connection. Beyond that, as you've heard a couple of times already and will even hear more about, we have the demand response design and the engine that has been put together or designed specifically for the demand response. We're seeing that's becoming a viable opportunity now, not only for the data center, but also for the oil and gas market. So we're having two potential markets with that demand response and an engine as well. The opportunities and what we're seeing here, just the four hyperscalers that everybody's well aware of. Early in this year, they said that they were going to spend about $600 billion. That's not for power, that's everything involved. If you're building a 1 gigawatt data center in the U.S. right now, it's probably costing about $12 billion. Then to put the GPUs that you're going to be putting in there, that costs another $50-plus billion. So that's a good $64 billion for every gigawatt data center that's going in. A lot of these data centers that they say are going to be a gigawatt, it's a multi-year process. You're doing multiple data halls. You're gradually getting to that 1 gigawatt. You may start at 300 megawatts, go to 500 megawatts, and eventually get to that 1 gigawatt phase later on in your process. Just a few weeks ago, all the annual reports were looked at, all the current scenarios of what's happening in the market was evaluated, and now it's $720 billion that they're estimating is going to be spent into the data center market this year alone. So there is no slowdown. There's been a lot of discussion that there's water issues, there's protests, but the reality is that these data centers are being built. They're going in. The funding is there. The capital is there behind it. This doesn't even include Anthropic and OpenAI and a couple of the other data center providers that are really just now starting to get on the market that don't have that history of Google, Meta, Amazon, or Microsoft. Where they're going to get their power now is a combination between fuel cells, turbines, gas engines, and potentially other unknowns. We still do see some solar. We see some other products that go into the market. Really, solar is about the only other option than the ones you see there. Gas turbines, they are larger in size, so they originally did take some of that initial capacity where the gas turbines was the approach to the market. As you'll see in a minute here, there are reasons why gas engines are a viable and better solution for a lot of these data centers. The opportunity just for gas engines alone in the U.S. could be greater than 30 gigawatts from the information and what's under contract and what's under in discussion in the U.S. The reason why gas engines can be one of the most ideal scenarios and products to put into the market is currently it's a much faster deployment. Gas turbines right now on the large scale is at least 3 years, if not longer. Some of the manufacturers are out to 2032 for delivering of a gas turbine. If you take a look at the LCOE, a gas engine has a much lower cost of electricity when you take everything into account. If you are going to be producing your own electricity to then provide the power to these data centers, a gas engine provides you with a much lower cost of doing that. The current price that we are seeing or hearing in the market is it is about $280 per kilowatt per month. If you are producing your own electricity and you can produce it 3 cents, 4 cents a kilowatt cheaper from a gas engine, and you are doing that on a 300, 400, 500 MW scale, that allows the data center to also capitalize significantly more revenue and profit in their operations. Gas turbines also offer a much higher electrical efficiency, or not gas engines do not, versus gas turbines. We are at least 40%, and if we can get upwards to 44% or 45% efficiency with a much better operational flexibility. Gas turbines are not designed to have load swings, and if you are familiar with the NVIDIA chips, they can have load swings upwards of 50%. They could go from 500 MW and because of cooling, there is about 100, 140 MW of cooling. They go from 500 MW to 300 MW to 500 MW, anywhere from 64 milliseconds to 18 seconds, depending on the learning cycle and what chip and what learning process is going into effect right there. Gas turbines cannot handle that flexibility. We also have a much better modularity. We can go in with gas engines and we can be modular, where gas turbines are just really, really huge in size when you actually take a look at their footprint compared to gas engines. The modularity has become really popular with a lot of these data centers as well. Gas turbines also have a significant de-rating. If you take a typical summer day in Texas, Arizona, Utah, New Mexico, where a lot of these data centers are going into place, you can have upwards of a 26% de-rate. A 100 MW gas turbine might only give you 84 MW, where 100 MW of gas turbines on a 104, well, 40 degrees Celsius day would still give you 100 MW. There is a significant advantage on that aspect as well. You can bump your power output up on these gas turbines only if you consume water, which a lot of the discussion in place right now is that data centers are using too much water. If you are adding water consumption to your electrical generation, that is causing some issues as well. Where the gas engines are a closed loop system. We also offer a smaller footprint for redundancy. The benefit of having lower modular sizes, so if you are 1 MW, 2.5 MW, is these are power plants now. You are not grid parallel. You are producing the power as a power plant. If you have lower sizes being installed, you have less redundancy requirements to meet the total uptime that a data center is requiring. Because a data center will not have the ability to shut down if the power is not being produced. With that, the 1 MW system right now is being even discussed for a lot of our current customers, not on the gigawatt scale, but on the smaller scale or 1 MW are becoming in discussion. As you well have heard of the 2.5 MW, we have sold upwards of 700 MW of the 2.5 MW system. Why is 2G, what sets 2G apart? We have 15 years right now in the U.S. where we have established ourselves. We are known. We have offices, we have people, we have training processes, we have remote monitoring. We are able to support the customers and the market knows that. We have proven that we have high availability. In the North America market, there is over 300 engines. The U.S. is about 230. We have over 1,000 employees in 2G globally. If there is a need for support requests, anything to back up the U.S. office, we have the ability to send people from other locations, whether it is U.K., Poland, Germany, to help answer questions or help support the customers as well. As well as the parts supply. Parts are always going to be available, whether it is coming from Germany, Canada, U.S., we are able to match that with the customer needs. We have our own control system, so that helps and I think we do have a my2G presentation as well. You will hear more about the control system that 2G has developed to help monitor these systems and help keep the availability and even identify potential issues that may be coming up in the future so they can be handled before they have any kind of issue. We have designed our own SCR. As Andre was just talking about, the emissions are significant. In the U.S. there are different emission levels. There is something called Title V and there is something called PSD. With us manufacturing our own SCR system, we are able to keep the emissions as low as possible, best in class in the world. We are able to keep a lot of these customers out of what PSD would require, which is a key element to moving these projects forward in the U.S. We have fast time to market. Right now we still have 250 MW we can deliver in 2028, which sounds like a long time, but that is one of the quickest deliveries in the market right now. Then we have 2029 availability and capacity that is meeting the market demands as well. We have zero water usage, which is a unique selling point because, as I mentioned, the gas turbines, if you want your power output, no water usage is a very key element. Full flexibility and H2 ready. Despite these systems not looking to utilize hydrogen right now, just the fact that they can say that it is hydrogen ready and hydrogen is a fuel that can be utilized in the future is critical because that is an advertising point as well. We do have 42, 43 engines right now that do run 100% hydrogen. We have that ability to provide 100% hydrogen engine. The orders that we have taken in, and you did see the initial press release of the low, I think we called it triple digits, earlier. I think it was March or April when we press released that. That is the 150, the 50, the 100, and the 100. Those were all orders in Q2. We are starting to deliver the first sites into Ohio for that 50 MWel. They are shipping next week. The two sites that are, I can't quite see what it is. The 100 MWel, 100 MWel, those are both going into Texas, and the 150 MWel is also going to Texas. We're going to have 350 MWel in Texas, 50 MWel in Ohio, and then we have the 275 MWel order with Energy Vault that we did press release last week, and those will be shipping at the end of next year and into 2028. We have a typical payment schedule and everything has been on pace. There's no issues with anything. We have currently over 3 gigawatts in our pipeline in discussions with over a gigawatt that the customer has an LOI. They're looking to move the LOI to a firm contract, and they're looking to provide power with 2G systems between 2028 and 2029. Outside of the data center market, the U.S. has the demand response system that, as you've heard about, right now it was launched at the POWERGEN. That was an international show that we attended. We did a global press release, a global launch of that just in January of this year. We had our EPA certification come in, it was about June this year. We had our EPA certification. Without the EPA certification, we didn't have the ability to really hit it into the market. We have our first orders in place now. Sorry, my eyes are not quite good enough to see that. As Andre Banken was saying, it's a much cleaner alternative to diesel. This has the same response as diesel, and we've tested it, we've proven it, but you don't have the emissions of diesel. Andre Banken was explaining exactly some of the issues with diesel is not only the cost of the fuel, but the emissions. We're starting to have discussions about this product at data centers as well, because some data centers do have the ability to have grid power. But the grid power might be 2031, 2032, a couple are maybe 2028, 2029. If you were to put in 500 MWel of diesel engines at a data center, after about 90 minutes, you would hit your Title V EPA limits on emissions. Natural gas systems are now in consideration. Some states have banned diesel engines for the data centers. Maryland's saying if you come and put a data center in Maryland, you cannot put in diesel engines to back it up. This will be a product that will not only be viable for demand response, but also for data centers as well. We've already sold 15 units. We are targeting 50 units by the end of this year, and we have up to 20 units per month for delivery in 2027. Going to move this along here, short on time already. We have a rental division that we just started as well. With the rental unit, that is a joint venture as well that we started last year. We now have, I think it is 17 MW in the U.S. 5 MW are contracted. We are in discussions for a significant number of potential opportunities here, including data centers. We have some data centers that are looking to use this as construction power. As a data center is being constructed, you might need four or five MW during that construction phase. Right now, the target is 60 MW by the end of 2027. We should be able to rent most of those by the end of 2027, just with the discussions we are having right now. As you can see, it is a completely integrated container rather than, as you will see out there is a lot of stuff that goes out on top of the container. In this system, everything is able to go inside the container. It is a rich burn engine, and with that engine, we can put the catalyst and the radiator and silencer all inside the container. Oil and gas is the first market that we have hit. Our current units are in oil and gas, but as I mentioned, we have some cannabis suppliers, and we have some data centers that are looking at this as well. Industrial applications will also come through. Hydrogen, as I mentioned, we have the 43 units that are hydrogen. This is a very unique project. We have had hydrogen in our fleet for about 10 years, so we were one of the first engine manufacturers in the world to actually produce and have a hydrogen engine and put it into the market, into the field. We have the fuel flexibility as well to go 100% hydrogen, 100% natural gas or propane. It gives you the ability to have fuel flexibility, because hydrogen is not always readily available, and it is not always the most cost-effective fuel, but it does have the zero CO2, and it reduces your NOx as well. The reason this slide is on here, this is a project where it is a unique company that is the first one in the world that is cracking hydrogen off of ammonia. They are taking the ammonia, they are cracking it to hydrogen, and there is still some residual ammonia in the gas. 2G has a patented system in the hydrogen product where we are the only ones in the world that can use this, but it still has the ammonia in it. It has been really unique and a great opportunity. It has been running for about three months, so we are getting data back on that, and we will see where that goes. Historically, and going back to that first slide with the industrial, the biogas, the U.S. has been selling typically about 16 to maybe 25 engines a year. It was somewhat cyclical. If you take that slide on the left, that is the about 16 to 25. In 2024, we did sell at about 58. We had a nursing home system where we were able to sell 42 engines into the California nursing home, all throughout the state. But if you take that graph on the left and you add in the data center units that we have sold this year, that is now what the scale looks like. So basically, that little graph that is 15 to 23 plus the 50, that is a little blip compared to what we have now. And the power output, so the 2G engines, historically, we have been selling probably on average about 600 kilowatts, if you take the engine sold. Right now, it is about 1,600 kilowatts per engine sold, but the power that is going to go into the market just skyrockets. We are going to go from, I think the next slide has it. Yes, this slide has it. So we are going from 152 installations with 239 engines, just the U.S. You saw 300 on the earlier slide, but that included Canada and Puerto Rico. We are going to go up to 519 engines once these 270 data center engines go into place. And with the 270 engines being 2.5 megs, that is why we jumped up so high in the megawatt supply into the U.S. The data center sites, as I mentioned, are in New Mexico, Texas, and Ohio. With these data centers, it creates a unique service opportunity because, as I mentioned, these are island mode. There is no grid power. If the engine is not running, the data center does not have power. So these are 24 hours a day, seven days a week, 365 days a year. So these data centers are going to perform their maintenance on schedule. They cannot risk not doing maintenance because they have to have that power. So if and when there is a corrective need, they are also going to immediately repair that engine. There is no grid behind it. They have to get it repaired. What 2G is able to offer is we are able to provide service for everything. Some people only come in and provide service on the engine. We are providing service on the engine, the pumps, the radiators, the SCRs, which not only gives us more revenue, but it gives us a unique point to the market where we can say, "Buy it from us. We are going to warranty it. We are going to commission it. We are going to service it 100%." And with that, most of our contracts are 15 to 20 years. Just the data center units alone that are going to be under contract is going to be well over $100 million a year. Another unique selling point is a technician usually takes two to three years. So you hire a technician, by the time they are able to provide 100% support on that engine, it is going to take them from hiring date to probably two to three years to support that. So we have our own training program. It is in-house, where we have it in the U.S. They have the opportunity to bring them to Heek for some of the higher-level trainings as well. We have a standard set of teaching material, so it is already established. These are the classes you are going to take. This is the material you get. This is what you are going to learn. And then we keep them through that process. With that, it is the two to three-year path I was just mentioning. They are going to be field ready and able to provide support. We have a QA process in place so that we can keep these engines to have the minimal amount of corrective maintenance. As you were hearing last night, this is essentially the same as running a car 400,000, 500,000 kilometers a year for every engine that is operating. There is a lot of maintenance that is performed. We have management structure in place, so we have completely designed out how we are going to support these with the structure from the head of service, down to the service managers, down to the parts managers, down to the support structure. We have digital infrastructure that is going to allow us to monitor and know exactly when and what is going on with all these engines. With a closed feedback loop, that comes back to engineering, R&D, and Heek, so they can identify anything that may need to be modified or changed in the process. We are ready to do this on every site that we have. What we are putting in place can just be replicated from one site to the next, to the next. As you can see in that little box there, from New Mexico to Ohio, which we have 275 MW in New Mexico, and we have the 50 MW in Ohio, that would be like driving from Frankfurt to Moscow. We are going to have to have a support system that is going to be able to support each facility, because it is critical to have technicians and parts there. We do not want to overburden or have a significant building or presence that is just too much in one place. We are going to have parts hubs, but we are going to have a central parts hub as well. This will allow us to have a more effective shipping mechanism to our main hub, and then from our main hub, we can ship parts out to all the local hubs. The training center will also be a centralized training center, so we are going to be able to bring the techs to U.S. instead of having them all go to Heek, as we had in the past. With local technicians, we are going to hire technicians based on the needs, which is going to also help keep the cost down. The current CHP market, where a lot of our technicians are having to drive sometimes three to six hours to get to a site. With these data centers, the technicians will be able to go home every night and come back to the same site every day. This will allow us to utilize service vehicles in the best means possible as well. Each site will have its own service vehicles, and the technicians, when they can drive to the site and utilize the service vehicles on the site. The key takeaways about the market, there is over $720 billion being spent by the data centers. A lot of that is going to power, but the power aspect is almost an afterthought. If you have a $64 billion data center, it is probably only cost them a billion dollars to put in the power generation part of it. There is over 30 gigawatts of gas engines that have been going into the data center market. To date, we've had taken 270 units that are going to the data center market. The recurring service is going to be over $100 million. There's no question about it, and the more we sell, the more we're going to be servicing. That number will grow as well, and it's a high-margin business. It's a minimum of 15 years. We're going from 239 units with 152 locations to the over 500. The demand response market, you see the opportunity of that, of growing to over 200 gen sets in 2027, and we see at least 60 MWel rented into the field by 2027. The key takeaways about 2G in North America, the support structure is being built to match the contractor needs. We're not over staffing, but we have a process and a plan in place to support what has been sold and what's going to be sold. The sites, warehouses, and staffing are going to continue to grow as the contracts are signed. As we sign more contracts, then we'll add more people, more trucks, more technicians to support that and train them up how they need to be trained. New locations are going to be sized for what they serve. The 50-MWel site is going to be a smaller warehouse than the 275-MWel site, and our main facility is going to be sized to inventory the parts needed to support the system as well. The CHP system is also as strong as ever. I mentioned we've sold 17 engines right now into the CHP market. We're probably going to be upwards of 30 units sold right now. One of the anomalies that we're seeing is because the data centers are taking so much. The data centers need so much power from the grid, that even industrial facilities that are expanding are not able to get facility. We have multiple customers right now that are expanding their facility. They've gone to the grid, and they've asked the grid for only 2 MWel, maybe 3 MWel, and the grid is telling them, "We cannot get you power till 2031, 2032." They're buying engines from us, and they're running those engines as island mode engines as well, rather than grid parallel, because the grid can't provide them power. It takes 2 to 3 years to train a new service technician, and 2G has the ability and the knowledge on how to get these techs trained and up to speed so that they can support the customer the way they need to be supported. The growth model is contracted demand, and we're going to match that capacity as we contract the demand. Future data sites, warehouse, and staffing are going to follow with those new contracts that we put in place. Thank you. Friedrich Pehle already introduced me. I am the CTO. I have been working for 20 years at 2G. I started here in 2006. Back then, I was the 36th employee of this company. This is how I was part of the development of the growth of the company. I was able to accompany the entire process and to co-shape it. Ever since 2020, I have been working at the board. The beginning, I was responsible for responsible and research and development. Now with a new board, I am still responsible for research and development and for production. Part of the production part is also procurement and supply chain. Therefore, I would like to be talking about this issue today. We already have a well-developed market. You have seen this. We depicted this very impressively this morning, and today I would like to respond a few questions. How do we actually do it? How can we physically implement this? We cannot send our product via download link or email, and then it is not that easily scalable. If you have a data center, if you send it somewhere, there is one special container with the engines with 50,000 tons that is shipped on a ship, three further containers with equipment, and two major pallets with more units. This is one entity that we ship. This is how we move engines, machines. You cannot read that. My colleagues already warned me. Sorry about that. This is how we move major equipment from A to B. They need a lot of space. We have this issue of space. People have been here before. We are an assembly site. We have different engineering components, engineering partners. Here in Heek, this is what we do, we assemble. Part of this is everything where we also go according to individual units. 2G traditionally also delivers the solutions to our clients. The client has applications, they have maybe one or two tool sets, different possibilities there, but a very individual thing to do. Aaron already told us, we also have these more than these traditional lorry projects or truck projects. With data centers, there is so much more that we can talk about flow, industrialized, standardized solutions, products that are produced like 100 times the exact same product. Also resilience. The supply chain has to be resilient. Also in that area, we have interesting topics to discuss. First of all, let me talk about capacity, space. 2G yesterday until the end of 2025, you might be aware of that. We now have the capacity and the market for 700 BHKW modules. We were able to manufacture 200, 250 containers, depending on the market segment. Plus, minus, sometimes a little more, sometimes a little less. In March this year, we opened a new production hall, and already today we have the serial manufacturing of data centers. This year, our container capacity, we added another 150, about three per week on average. There is more capacity now. We are not only talking about data centers. We also have great growth in other markets. For example, the heat pump manufacturing that is now separate. With the start of this issue, with the module manufacturing, there was one line, too, and the heat pump, ever since the beginning of the year now, has their own production hall. Because we need to make sure that all our employees get here safely, we also are busy constructing a new parking lot. Our employees also have loading stations for their EV vehicles. There will be an additional 150. Sorry about that. There is a glitch, technical glitch. 120 EV vehicle charging stations. There will be loading capacity for all our employees' vehicles. We are trying to promote EV vehicles. This is why many of our employees bought an EV vehicle because they can load them and charge them here. What is this going to be looking like tomorrow? This is our campus. At the moment, we are right here in this building, the forum. In the background, there is the new parking space being constructed, and over here we have more territory, and we have already started construction there. 4,800 sq m will be constructed, and in October next year, we will be starting there. There will be an additional capacity of about 300 containers that we can manufacture per year. This is another factory hall, more flow production on a trail system. The Hall 7 that I just presented has 1,700 sq m. We will have much more capacity added, a great manufacturing concept, state of the art. We can go there quickly. How fast can we go? I wanted to prove that to you. This was the territory for Hall 7 in March 2025, and this is the same area in March 2026. The building is up and running. There are people who can really do what they promised. They have been accompanying us, doing our construction projects, that we are becoming more dense. We want to optimize. Our partners know us very well. We are trained to do that. Cooperation with our partners is going very smoothly. Within a few months' time, we can put these buildings there. Besides, we have far more ideas to increase density for compaction, to adapt the structures here on campus. It is not only about building more buildings and building more halls, it is also about checking the campus. What can we adapt? What can we optimize, improve? Where can we create more efficiency and replace inefficient structures? This is our general setup. I mentioned it before. There are standardized solutions, modular solutions, depending on what our clients need. We always want to provide the right energy solutions, and there is a high degree of individualization. It makes more sense with the serial manufacturing processes, how much room for maneuver do we want to provide? Because all of these facilities have a certain size, emission technology, also issues like connection and regulation control, we want to make sure that we want to sub-assembly pre-fabrication. This is what we get with a higher level of standardization. Pre-manufacturing, I mentioned it before, this is an assembly facility. What is happening on the plant, for example, different piping, bigger units, we can do this here. However, serial production is different. It makes sense to go beyond these limits and check how much pre-manufacturing we can implement. To make sure that in the end, we make sure that the different components are produced in the most efficient way possible, and the adapted manufacturing flow makes sure that there is nobody intercepting the process. We start with the electric work and then with the technology that we add to that, but we dovetail it the way that we reach the highest level of efficiency, and we cooperate with our partners for the containers. At the moment, the containers are in Hall 7. We are now testing what a serial manufacturing process could look like, but if we move to the new hall, if everything is in flow, we then have to make sure that there are no shortcomings. We are on a good path there. We already have quality checks, each check, different temperature conditions. The entire container partially also is being tested against heat. There are heat tests depending on suppliers. Just a second. I can also use a different microphone, Andreas. Also, suppliers, there is an air-conditioned room with engineers and technicians who can also do serial tests and verifications. Let us talk about the degree of completion. Depending on the different heat units, if you want to provide individual solutions, piping, refrigerant, everything you add to this, you can do this in a container, attach it there, depending on different fixed points, or you can optimize it. You have to create shelves, and then you add them to the container. Also with the emission system, we can see here, this is the first level. There are individual components, individual parts that need to be manufactured, and this is one component that has all the technology included. It also has a muffler and a catalyzer. There are many optimization processes at the same time, and because we produce the technology ourselves in the engineering department, we can work according to emission regulation, et cetera. We can optimize everything the way it should be. I mentioned it before, the product design then can be assembled in a certain flow. There are seven steps, also with packaging and comparable cycle times. You check on that, test it, and then it is being optimized, and when you check the first prototypes of the containers, 280 hours per container, we were able to reduce that to half, which is a lot. With the flow production, this will be below 100 hours to produce these machines. Our transport systems, you will also see that here. This is our Hulk. This is the lifting machine for containers. For the new process, this machine will be able to transport up to 80 tons of weight. We are able to go beyond the current limits that we face. We can go for even bigger projects and accept orders for these. Supply chain. This is an issue that has exciting dynamics, let us put it that way, and you might be aware of them. Not all of this is so obvious. The arms industry, for example, what does this have to do with our supply chains, with our data centers? Tungsten, for example, to solidify arms, China by 80% limited their export. You can think for yourself what that means. But we need tungsten to coat our catalyzers. Our catalyst. We need to find solutions with our engineering team. For long-term partners, so how we coat our components, but also with our own engineering team, we are working on different solutions. Short-term solutions, if something like that happens, so we can respond accordingly to provide the right solution. So that we use systems that have more volume but need less tungsten, less of a diameter and different coatings. Or we do not use any coating. Another issue, localization. This also plays a role. You might see this here at the site. We have big volume components, machines that assume a lot of space. Territory, the product itself. Very many high-tech components that are being outsourced, also in a regional supply chain. They are part of this. There is a network of regional suppliers. This is all part of it anchored here. It does not only have to do with the fact that we send and ship major volumes. It is also about the know-how, the expertise that is shared. Around Heek, there is a supply chain that we have been working with for 20, 25, close to 30 years. Other companies grew with us because of us, you have to say. There are very trustful partnerships, and not everything can be patented. We cannot protect it via patents. We cannot close everything and then make sure that nobody else can access that. We can only be ahead of others. I think this is what we are about. We are quicker. We have a supplier network based on trust. They cooperate with us, and they will not copy our solutions for others. This is one thing, and the other aspect is that we have certain M&A strategy. For example, our container supplier, LC Systems, is now part of the company, so 50% was taken over. Strategically, we have one of the core components that we need for this. At the end of the day, we can also further develop this area. There were also other mergers and acquisitions, know-how, coating, material. They are always the issues that drive us, and we are also on the supply chain. M&A can be very exciting. Communication with our suppliers. Of course, we negotiate. We have long-term partnerships. We have forecast systems with our suppliers, but also paid slot reservations. Suppliers make reservations on certain slots, so we know today that even for 2028 or 2029, there will be a certain capacity that they will provide for us. Of course, it is important if one thing fails, we need to make sure that not the entire system fails. This is why there are different strategies for the supply chain. First of all, multi-platform technology. I said before, we master all the enclosure strategies, but also the connections that go with it. First and foremost, 2.5 MWel class. We have these machines here, but we also have been a long-term Jenbacher partner, not only for MTU. Both of these companies are important partners to us. We also have our own product portfolio, our entire engines, up to a performance of 1.1 MWel, slightly smaller than the ones that we buy from our partners. However, I believe that there is one specialty. Yes, for some of the core components, we can access different parts of the supply chain, so we can remain independent. I mentioned tungsten before. There are other things what that means. For example, what do fuel cells have to do with our components? Spark plugs. Lithium. 5 tons per year is being crafted around the world, and if there is one market that needs a lot of it- We're happy to have our development department by our side, so we're independent of iridium, not lithium. I mentioned that also with respect to tungsten. It's good for us that we're so deep in the technology. There's a lot of vertical integration. It's not just one site where you have a lot of holes. Even if one part of the system fails, we have other solutions, alternatives, and also conversations with everybody involved. How much can we move to another part of the supply chain? How much can we shift? We are pretty resilient when it comes to that. Let me conclude. Space. Capacity and space, one of the major issues. What we're announcing today, yes, we are able to implement this, construct it, the resilience, being more efficient, multi-platform possibilities, different suppliers, not only Jenbacher but also arms industry. Strategically, there are different aspects. We cannot only rely on one source. We proactively work with all our suppliers to have a realistic risk assessment so we can guarantee that we can make happen what we promise. Thank you very much for your attention. Technical innovations. R&D in 2007 with 2G Bio-Energietechnik AG, that was listed at the time under that title. We cannot get our investors enthusiastic if we don't have technology in-house, because this is our unique selling point. If we cannot produce them, if we cannot track them, this is what's going to keep us ahead. At the time, part of the capital was used for R&D. We are very close to applications here. This was obviously run by people. Experts on gas engines could be hired. We have a young and agile team. The average age is under 45 years in our R&D team, again. We have people here working for us for a long time. I am 44 years, and I've been working here for more than 20 years. We have many people who work here for 10, for 15 years and who gather product experience. We always bet on also third-party expertise, so we have a large network in our R&D department for gas engines, for gas gen sets. This is unique in its form. I'd say, there's not many competitors that have a similar structure. At the end of the day, we work with agility. We're correctly positioned, and we are going where the issues are. We see that. We're going to see that today. With many issues that reach us, we are in a strong position, and we have been. Other topics, we could tackle them quite quickly. That was obviously the case for the U.S., Aaron Tasin has mentioned that. We have many unified development processes, and obviously on many sites for 2G, we do development, especially when it comes to container design. I don't even like the word container for our enclosure applications. I'm going to talk about that later. We do engines, we do heat pumps. We do simulation technology. We tackle many different topics with calculations on a computer before they're being tested in the hall. This is how it goes in our company. We collaborate with universities. It plays a huge role here in the border region, Netherlands, Germany. We see that being implemented also working with the university in Enschede, but we're also connected to a global network of universities in the U.S., Italy, Austria. We do research projects with these universities to do research on different topics. The H2BER project, this BER for the airport in Berlin. At the time, they want to fuel the entire infrastructure with hydrogen, and in 2012, we watered with our hydrogen solutions. They said we do not even need the molecule as a storage capacity for our technologies. But at the end, there were people who said, "Physically, this is not going to work, so we have to look at the molecule. We were able to do our first H2 engine tests there. It is not a significant market up until now. If we were doing this all on hydrogen, obviously we would not be in this number, but it still has a right to exist, and it is also important for our technology. Hydrogen is important for us, very clearly, as an issue, as a topic. It is an energy carrier which is supposed to be green. If it is supposed to be green, we can do that. We can deliver that. I can talk about many funding projects. I could tell you different stories where future technology is being birthed. Again, we are in a strong position here. I talked about collaboration with partners, regional and cross-regional. We do have strong partnerships in the R&D department. We talked about our campus as well. We do development in different areas here. For us, it is important to have a unified system, a standardized system, a software landscape as well. Data protection and expertise protection is also very important for us here, so that you do not accidentally gather relevant data with a mouse click. What drives us? It is the demands of the market. We are in a strong position here, so we are where we are needed. We make it available. Reliable energy. It is for data centers that need to run 24/7, but we are also supplying industrial facilities. Mr. Banken has mentioned that this morning. It is also temporary deployment of power. This is also something that is playing out very strongly in the U.S., but it is also becoming more and more expansive. Obviously exhaust fumes emissions, also important. We are working on machines that we started around about 10 years ago, that do not need expansive exhaust fume processing. Without urea, without additional tanks. It is something we can deliver. But also our very original topic here at 2G, decarbonization for the heat pump, biogas, biogenic gases, and obviously heat recovery. If we tackle an issue, then our goal is to expand our market access. We want to dominate that with our expertise and technologies. We want to make it easier, not just for us, yes, for us as well, but especially for our customers. We have to deliver a power plant, and obviously our customer, they want to supply power to their industries, their manufacturing processes, and if they turn up their heaters, it is supposed to get warmer. Or if you plug in your smartphone into the outlet, you need power, obviously. We have to facilitate that for our customers. To also deal with this technology, we have strong service competencies here. My colleague is going to talk more about that in the afternoon. Our R&D department is closely incorporated in what is helping our customers on a long-term basis and helping them to be successful. I have mentioned that. Hydrogen gas. Hydrogen, they are not supposed to be a stranded investment. Natural gas in Europe, what is the political current like? We are also participating in tenders for peaking or peak load plants. We want to be ready to provide the security. If you invest in a 2G power plant, then you can be sure that it can run for 20 years at least. The heat pump. in 2023, we bought NRGTEQ in the Netherlands, and then we started to dive into this topic more. We got some of the existing products, and then we could expand it to a serial scale. We have 34 heat pumps in our portfolio. Obviously, our core competency is refrigerants. Our colleague, again, he has been with us yesterday evening. He is going to talk about that more later, but this is more about the technology. We have a strong network of suppliers and partners. It is all incorporated into funding projects. I said it in the beginning, we do not want to be a replaceable packager of components, but our goal is to lead. Our container solutions. I said containers. I do not really like the word for that. The machines need to be in an enclosure because obviously the engine is loud. It is not supposed to be loud. We have to deal with regulations in terms of acoustic protection as well. You need to even have acoustic protection for the air because it is outside for 20 years with different weather. In the U.S., for example, we are also dealing with different seismic activities. It is like standing on a vibratory plate, and they need to keep on running, especially if you have an earthquake, if you have a hurricane. Obviously the components cannot get torn apart. This is more than a container. This is real high tech. Everything inside of such a container has tracks, has different interfaces, outlets. This is why we are able to have different variants with high standards. We even have the cases where we can stack them on top of each other. In each of those containers, we have 1.1 MWel capacity. Per meter length, you usually have 1 metric ton in weight, just the enclosure. These containers, because of statics, they weigh more than 2.5 of that. This is why we are able, with a small footprint, to deliver a significant output and capacity, and we have our manufacturing partners for that as well, with LC Systems. Water consumption, I would like to talk about that. You did not see that with the containers. Let me skip ahead here. We have the big advantage. We have dry coolers, so we have a dry cooling system. 80-90 degrees Celsius is the temperature of the water being cooled. If we have a 50 degrees Celsius ambient temperature, for example, in Texas, that is not unusual. We still have enough spread when it comes to the temperature that we need for the cooling. We do not have water consumption like evaporation turbine, for example, needs. These engines do not need that. When it comes to ambient temperatures, this is a survey that I am referring to here. We can deliver continuous output for our engines. Even with high ambient temperatures, we can deliver high output. For example, a classic gas turbine, you see that here. In Texas, obviously, or here in the Münster region, you do not see any mountain ranges or any mountains, but you are still at an altitude. Altitude also plays a huge role, and then again, the ambient temperature, and this is the gas turbine, the gas turbine loses 12% in output capacity. They can compensate that with water. This is the water issue, obviously, always connected to the data centers. How can we tackle that? A modern data center usually does not need more water. It is high-speed engines that do not need water, that do not consume water, and this is something that has been solved, basically. That is it for water consumption. Then technology ownership, that is catalyzers. In my former presentation, I talked about that when it comes to the supply chains. Here we have smaller modules, and we put it under another module. This was very exciting. With this expertise, we can build even larger containers, larger solutions. It is a mix, and sometimes things we buy from outside. This is the engine. Aaron Tasin has presented that this morning. Again, this is a highly exciting market. The emergency electricity gas device, also compared to the classic genset. This was planned for prime power for longer uptime. This is our 12-cylinder engine. It is part of a family, eight, 12, 20 cylinders, 12 and 16 cylinders, sorry. Then also planned is a 20-cylinder engine. Because we see a demand for larger capacity rather than for smaller capacities. These engines for our 1.1 solutions are also available for the data centers, but also in the demand response units, they are also going to be available. What is decisive for us is data connection. It is not just the CHP plants, our own products that we have with smaller engines or the gensets we buy, MTUs. It is also applicable to heat pumps. 2G was founded by an electrical engineer in Geislingen, Mr. Grotholt. Some of you got to know him yesterday as an electrical engineer. E-technology, that was his thing. It has always been part of our DNA that control is very important to us. Our engines are all part of a comprehensive control system. All data, also from peripheral units, are gathered in a control system. They are clustered, standardized clusters, and they are all safely connected to the internet and then being sent to our control command center. For us, this means it is being incorporated into our system. If it is the billing of a maintenance contract, this is completely automated because the ERP system knows what it costs exactly, and the bills go out automatically. Service processes are triggered automatically, and this helps us be more efficient. Like we said, we want to facilitate everything for our customers, help them deal with this technology. This also goes for hardware. We developed our engines so that they are very robust, are highly wear-resistant. We have our data system, and our maintenance interval could have been increased to 4,000 hours. This is a huge advantage for our hardware development. It is combined with a very precise monitoring system. This is how our network works. We have the interface between software and hardware and assessment. I think people are trying to rush me here because we're running out of time. Let me just scratch the surface here for the last topic. Gas contains one kilowatt energy hour. We want to obviously turn this into power. Biogas is an existing market. We are strong here as 2G. We're obviously dealing with gas' different characteristics, but we've grown up with that. Natural gas, propane, hydrogen is the next step. Ammonia as a transport carrier for hydrogen is playing a larger and larger role. This is something we're dealing with. Hydrogen has obviously a political element as well, but in the end, we have more than 50 H2 CHP units in operation worldwide in nine different countries. We can show how successful this can be in serial production. It is a serial product. This is completely incorporated into our processes. This is the CAMPFIRE ammonia engine, where we're also part of. This is a project by a partner. Ammonia in an engine, that's something of a story. You know this maybe in relation to heat pumps, but this is a closed loop here. Combustion, so technically not our area. It works, but it has its challenges. The company, Amogy, they may have a solution for that. We published that, so I can talk about that. There is an efficient way to get ammonia to be a transport carrier for hydrogen on-site with an easy cracker that can be put into a container. It can be decomposed into its individual components, nitrogen and hydrogen. NH3 becomes 25% nitrogen, 75% hydrogen, and what we're left with is ammonia. For the fuel cell, this would be death by poisoning, but this engine can deal with that. This would be one concept for having ammonia as a transport carrier for hydrogen, and then to turn it back into a safe process for power generation for engines. This is a campus topic. This is hydrogen fueled here in Heek. We have an H2 pipeline going to Lingen. I cannot tell you exactly geographically where this is located, sorry, but it's not that far. That, I can tell you. Here on our campus, we can use hydrogen as a carrier, and again, we are making this more and more efficient. I'm sorry for stretching my slot, but thank you for listening. Ladies and gentlemen, I am going to start. What are we doing differently here, and why aren't we a classic after-sales solution provider? Customers that we accommodate, we do that over their entire life cycle. Our service covers the entire life cycle. This is special. This is a USP, and this characterizes our brand, the way we do our service. The first Device that we sell, and the second one is sold by the service. This is a combination of the machine performance and service performance. Our goal is to have the highest uptime for our facility so that our customers can make money with their investments, and it is based on a strong foundation, our service. Here I would like to underscore, it is decentralized. It is close to the customer. Here you can see where we are, where we have branches. The violet dots, our service partners, around about 100. So we have a global service organization. If you see here, but we have a service everywhere in the world, and we have been doing that for a long time, and our network has been constructed for 30 years. Customer focus, HR is really embodying the service, our technicians on site. This is really what characterizes our service. What you have seen during the tour, we incorporate the thought of service from the very beginning, and the serviceability of our device is something we make sure from the get-go. We have a digital, a product which gives us a competitive advantage. It gives value added. People can control their devices, their facilities with my2G. From this comes innovation, technology, digital products, and we can further develop our own products. Again, this is an added value for the customer, another USP. Frank has mentioned that we are doubling our service life, and this is another advantage for our customers. On the other hand, we are also working with Jenbacher, so these are original spare parts. All of this creates a service culture that after doing the factory tour, I think all of you have experienced it is not just one service department, but this is a cultural anchor. We as 2G, this is how we do service here. Uli mentioned this also with the heat pumps. It is the small details. What is the device? What is the facility unit doing differently later when it is running? This is something that we excel in. This is something very hard to copy. This is a whole cycle. This is our way of doing service. We have been doing that for 20 and 25 years. We have around about 10,000 units under maintenance globally. We are working with 200 partners, and they value high reliability and uptime. We have been present in Japan for more than 20 years, for more than 17 years in U.K. Mr. Tasin has said this for more than 15 years in the U.S., this is a scalable setup that we offer. We are not just launching into a new market. We are present different cultural areas, Japan, U.K., the U.S. We have been established there for a long time, so we know how to educate and qualify our technicians. We are on the market, and from there we can scale. I think this is something that makes us special. It is not like an explosive growth, but it is from experience, and it is growing from the global network. Units under maintenance, this is exactly what gives us the recurring revenue. This is what is the foundation of our service. Every new unit leads to add-on potential. This is the new build area. We talked about mining, we talked about data center, we talked about heat pumps. They all offer new potential, new service growth, especially the data centers. We also have our premium spare parts in our fleet, which gives added value to our customers. New units from the market, but also H2 proven technology. We heard an example this morning, 700 hours they have been running already, so they are fully operational. Our goal is clear. We want to have 45% of our revenue of long-term service ambition. This is not just going to be possible from new builds, but you can see it here down below. This we are expecting by 2028 with our current commissioning plan, 75 million data centers. Aaron also mentioned this in the prognosis of 100,000 long-term, 100 million, sorry. This is in 100,000, sorry, this is increasing, yeah. The M&As from last year, they can lift synergies, and this is a strong regional concept within the 2G family, but also with other brands and partners, and this is something we are seeing here, and this is going to just continue in the next years. During the tour, you saw our warehouse. I am focusing here on the top parts. A huge competitive advantage and expertise advantage is something you have also seen during manufacturing. We can package all brands, and with this package, we know exactly how the devices work. This makes our own product stronger. We have technicians for that. Our partners here, Jenbacher, MTU, MWM, and Liebherr. We have all this included in the package. All of them can, via my2G, can service it digitally, monitor this digitally, and also do digital troubleshooting. Around 5,000 packages go out every month. Our global fleet of technicians, I think 350 in Germany alone, we have thousands of them in our network due to our partners. Again, this is highly scalable regarding the training and qualifications, but also when there is scarce resources somewhere, we can balance it. Also covers the way our technicians are trained. Digital products, you have also seen this in the training center. 75% of something we create of error messages is something that we reduce early on online or via phone calls. This is something other service providers are doing differently, where they have to go out and check it on-site. But especially within the framework of LTSA, this is something that sets us apart. With our digital product, it is our goal for ourselves and for our customers to find the optimum, what are the maintenance costs? Where can we do maintenance before we have the ad hoc costs, before we have hazards, and before we have failing parts? This is something that we want to prevent, and for this, we are using our expertise. Just to quantify this, and we have huge expertise here, 34 million operating hours is something we have in our data library, IRIS. 150 million data points that we collect per week. In one hour, it is around about 900,000 data points collected. This together with the product itself for further development, this is something where we know exactly what we are doing, what we are offering, how we are developing it further, and we keep on building from there. We have our units and our facilities. You can see them here physically, also digitally. Then it goes back to the development department, and it is also about improving processes. One of the significant changes we made last year, this was a group-wide control. All service entities are globalized, and we introduced a new tracking its units under maintenance, the KPI. But we're looking here, which units and which operations do we have in the field? 10,000 units under maintenance, 5,000 online. If I dive deeper into this, I can see which technician is exactly qualified for this device, what is the problem, which technician can maybe help somewhere else. This is how I construct an improved service community and how I can share knowledge, because we can see who had the same problem, who's the same package, who has the same unit, or who has the same configuration. After one year, now we're seeing used cases or for new modifications with premium spare parts. We can really say, where has the application already been rebuilt? We know that it's not the first customer, but we can really service it individually. This is how we manage our knowledge, and we can scale it up like this. For example, next week we have our service manager day, so we always meet on a regular base, and we exchange best practices. We really see that we work together on a global scale. Large growth in the U.S. is something we're seeing here as well, but this is something we're really tackling as a group with knowledge, with capacity, and with people. The service technician, I mentioned this in the beginning, customer, they see the service, and they see the technician doing a good job. This is obviously the person who is on-site with a customer for 15 to 20 years. The technician is really the central point. We have more than 1,000 trained technicians in different countries. The training, sorry, this training takes two to three years. We have theory training online, and then we come together on-site, and then we can really see, is the technician qualified? This is a quality assessment. Can they also deal with this? If we train our technicians, for example, for modifications, then we are really doing quality management on-site. Again, this is highly scalable, relatively flexible. We can have the trainings flexibly on-site or somewhere else. For demand response, we're also doing this at the customer site. Again, we are very flexible. We adapt our training concepts. We can ramp them up and also educate, train more technicians if necessary. At the same time, our qualified technicians can, every three months it's being updated. We have this sort of tunnel system. If one technician, for example, leaves us, goes somewhere else, that we can check who has which service level and who can do what maintenance works on which machines. Qualified technicians plus the product equal a customer who doesn't have to do anything and equals customer satisfaction, and the customer satisfaction is more than 95%. This is again the essential point. Developing our service, we have annual performance and measure plan. We are optimizing our ERP and rolling it out. We are going to harmonize our processes, and we're also optimizing individual service areas. We're going to create opportunities, again, covering the growth areas. What may be needed as a measure on a global scale, how are the data centers doing in terms of LTSA, building the heat pumps, again, we are deploying our technicians flexibly. If they need an electrician, for example, I am not sending a technician who is trained in refrigerants, for example. Premium spare parts and again, use cases, best practices. Premium spare parts is something we want to scale up internationally, and a regional customer focus, something we want to keep. This is what happens on a regional scale, and we want to have short pathways to our customers. We are also scaling up our digital base. Again, this is a competitive advantage. It is hard to copy, hard to replicate. We are always looking at how we can optimize it further. When do we need to go out to our customer? When do we really need to deploy technicians, and what needs to be done? Again, a huge potential here, collecting the data, utilizing them, and for every unit we have, every additional unit we have is going to increase our digital knowledge base. A growing digital service platform and more and more predictive maintenance at the same time. A regional setup in the countries where it is more or less uncharted territory for us now. Again, we are also looking at how we can consolidate our regional customer focus. Just to summarize the three core messages. First of all, we have a global service organization with a clear control structure. Second, digitization, data training. We have a competitive advantage, a scalable advantage. The scalable base foundation offers potential for recurring service revenue and more opportunities. Thank you very much for listening. Thank you very much, Johannes. It is my pleasure to now provide some information on the German market. I was told that I should speed it up. We have talked a lot about innovation, new technology, data centers, and everything that is happening there. But also in Germany, there are things happening that might not have that major impact in comparison to data centers. However, even the German market works very well. We have the so-called Biomassepaket, about 9,600 biogas plants in Germany. We have heard that before from Mr. Lösing at the biomethane plant. There is a Biomassepaket. It is a new regulation that enables a new future for these biogas plants. There are gas reserve plants. Throughout the last weeks and months, they have been all over the headlines in the media. Our Minister for Economic Affairs, Ms. Reiche, mentioned that a lot, and maybe also already by the former minister, Mr. Habeck. A strong suit for Germany, heat pumps. A new product for us that in the last two years have been up and running very well. I am not going into too much detail on heat pumps because Uli Brinkmann is going to do that. Something I would like to add, all of these products that are also on the German market, they need service. They give us recurring business. So I would only like to focus on the bigger points in Germany that politically now set the framework. In 2025, it was the Biomassepaket, I mentioned it. That was implemented. Finally, as Pablo said in the very beginning, actually a year too late, but ever since last year, we finally got clarity. Now there is the so-called StromVKG, which is the act on power generation and availability. The first tender took place in October, in September, sorry, I correct that. There was a volume of 4.5 gigawatts. In the beginning of next month, we will have the first results on that. Then with the KWKG Act, there will be an amendment. This is important for us. It is good to know that there will be a decision made still this year, gives us more clarity and security. Something else important at the StromVKG, the year 2031 is an important milestone mentioned there, because by then, many of the tendered plants will by then have to be commissioned. This makes it easier for us to plan. Our core market, biogas in Germany. Let us do a deep dive there. About 10,000 plants were installed, 6.8 gigawatts of capacity. As I said about the Biomassepaket, 2.8 gigawatts were tendered. The operators were able to participate in this tender. That is what we have on offer. On the other side, the demand will also have to be there. The biogas plant operators, there are about 5,000 to 6,000 biogas plants, and they will no longer get funding beyond 2030, so they still need a future perspective. Any funding that comes after that still has to be organized. Thanks to this new regulation, there is a perspective, and the demand for these 5,000 to 6,000 plants, it is there. We can see this, that there is more potential business for us. We can also see that because we already get orders for that. Oh, sorry. I was too quick. Yeah. Exactly. Frank, you are right. It is very hard to see from here what you are actually talking about. For the so-called Biomassepaket, we got the flexibilized plants. More than 100 projects were already won over. It is always up to 2 megawatts. There is not only these type of engines, there is also 400 kW or more, but the average is 2.5 megawatts. These engines that we got as an order intake will now be produced mainly in 2027 and 2028, and they will be delivered. The tenders are not finalized yet. They will go on until 2028. Today, there will be another round of tenders where about 600 megawatts will be tendered. Next year in April, another one. In October, another one next year. It will always be the same pattern. There is more business potential that we expect to participate in. They have also paved the way for the Renewable Energy Act. There is also a new Renewable Energy Act in Germany, which also has pretty positive outcomes for us, at least as far what it looks like. For biogas, there is a completely new market also opening up for us, which is the market for gas reserve plants. The volume tendered is 11 gigawatts. 4.5 gigawatts were already auctioned off on 9/8, so by the beginning of next month, we will have the result of that. Then by the end of this year, there will be another round for tender, and next year in May, there will also be another round. The operator has a 15-year contract, 15 years where these machines will be funded. They have to be H2 ready, and they need to be commissioned by no later than 2031. The good thing for us is many plants are implemented with gas engines, up to 150 MWel with gas engines, and we have talked to many operators. We are still talking to them, and we have already done some approval planning. We are very close. We also can deliver on the issues that are part of the tender that already took place, but also the other tenders that will be awarded. We strongly believe that we will be able to participate in these. Why are our engines the best? Why do they perfectly fit? We have heard it before. We have fast start options. We can do them in a modular way and decentral. We have H2 readiness. The precondition to actually participate in these tenders is that they are H2 ready. Thanks to our generators, we have a high level of grid stability. This is a perfect fit for us in this market segment. Sorry, I am going back and forth here. Let us talk about service. Johannes gave you a lot of information already. Every flex plant now, every device now is connected to a service contract. Any StromVKG plant is also connected to more maintenance and contracts, so we will get additional revenue thanks to this for the following 15 years to come. Yes, I had to rush through this. Sorry about that. My key takeaways are these. The Biomassepaket gives us more visibility and stability in our home market in Germany. The StromVKG, this act on power stability and the other act, the KWKG, that was just extended, also gives us regulatory visibility so we can sell our plants, our devices. The demand is there in Germany. The entire issue of grid stability is just as present as in other countries. Grid congestion. There are also the first issues in Germany. Now we are really trying to squeeze the very last bit out of the grid. Now you can tell that there is the first signs of grid congestion, not only in urban areas but also rural areas in Germany. We can see that there is high demand. All of our products that we sell needs 11 to 15 years of service, so great overview for us. I am going to give you numbers and facts on heat pumps. You will find the most important markets for heat pumps that we can deliver for and the growth data behind that for Germany, for Europe, also a few other countries. You might be surprised, but let me start with the current status quo. Heat pump business is new for 2G, but it is not that new. I would like to pose the hypothesis that heat pumps are no longer a new field of business for 2G. Actually, we established the heat pump on the German market. Why were we able to do that so quickly? Because we did not start from scratch. We had existing clients for our CHP business, and we were able to also introduce them to heat pumps. This is because of our sales channels that we were able to use. We did not start from scratch there. We had the skills already among our clients, and this was probably the most important reason for our success. After about two years, we can see that this reflected, also reflected in the numbers. Many people approach me with this. Heat pumps. They are complementary, CHP and heat pumps. The synergies between the two different machines and devices often are used among our clients and utilized. I am happy to present you with these numbers. There was a revenue with EUR 4 million in the beginning because of the merger with Energietech. For this year, we are expecting an order intake of about EUR 30 million within 2 years' time. This is pretty successful, I would say. If you look closely in what kind of market segments the question was asked before, you can clearly see here two-thirds is because of district heating clients in Germany. This is clearly the German market, 66%. That is the German market. E.ON, Vattenfall, all these companies. Also industrial heat pumps. Katjes, for example, petrochemicals. It is not only there, but also in commercial. 10%, universities, hospitals. This revenue in 2027 will be shown there. I believe that for us, we have clear market structures. We did this with a portfolio that we see as the backbone of our technology. This is the backbone. The afilia has a diverse performance. Refrigerants being discussed again and again. With that portfolio, we can cover all these market segments for now and for the future. Of course, there will be new developments also in higher temperature areas. However, here, these are our products. This is the device or the machine. Do not underestimate what else we can do. We can provide the enclosure, we can do the switch gears, all these products, the maintenance. This is the way for success that we are experiencing at the moment also with heat pumps. Against this backdrop, you might wonder, where can we use those products? What kind of markets? What kind of growth markets? Let me tell you. We will start with the German market. You can already see more or less what I have shown you before. What kind of markets are relevant? This is our strategy that we are pursuing now. 14% of district heating in Germany, EUR 1.1 billion. This is enclosure and all the equipment around it is not even included. About EUR 30 billion in the industrial heat pumps. These more than 100 degree variants, what am I talking about there? These are heat pumps for the future, so that the market that currently is not accessible yet for us will be accessible soon. If we meet next year, I will be able to tell you other stories about that. We will also deliver on this demand. Because of our industrial strategy, we will be happy to accompany the process. We want to go beyond German borders. We also have entities all over the world. We also want to tap into the potential of other markets in Europe. Of course, you have to be careful. The numbers here, the German numbers are included. Minus EUR 1.1 billion, these are the other European markets. However, whether it is EUR 1.3 billion, EUR 1.2 billion, that is not the importance. What is of importance is that you see the growth. There is a clear forecast for growth, not forecasted by myself. This is McKinsey and all the other consulting firms, they provided these numbers. That is their analysis. With heat pumps and with these products, we are clearly in a growth market. Theoretically, we can just organically grow with the market. Talking about Europe, I mentioned it before. In the far future, we also would like to extend our market in U.S. and in Australia. Why do I say far future? We have to certify and we have to get the approvals, so we cannot just sell our products with the corresponding approvals and licenses on the U.S. American market. For American and Australian markets, we get these certifications. We have to run through these certification processes. I cannot give you any forecasts, but there is potential, and this is what I'm showing you right here. We will also find our home port there. Another slide I wanted to show you. I should show you. We talked about the 4 million before. With the heat pump, we're far away from that. However, 30 years, we started two years ago with the heat pump, so in comparison to the 30 years history, there is a pipeline that is more than EUR 850 million worth with more than 100 projects, which is important, especially with district heating. These projects are not done within one or two months. You cannot identify them and then book them as an order intake. There are running times of two to three years. Key takeaway behind this, we want to grow organically in Germany with the market, with a good warm-up phase. Now we have to re-manage, re-steer this a little with all the components involved. What we can clearly see, there are these 14%-15% of growth, and they are safe and sound as far as I'm concerned. We'll also become an own business unit. This is my target, to get this new business field so that within the company, within the group, we have this position. Few takeaways. I would just like to read out one sentence. Heat pumps for 2G are no longer new fields of business. We've created the foundation, we have the right project pipeline. We have the clear growth in Germany going on and internationally. With our platform, more than 100 degrees, we also go towards a direction that you can use our devices for industrial means. I see that our position is perfect with a clear growth strategy. I did everything I could to speed it up. I know you're always waiting on what I'm about to tell you. We have an overview until 2030. Obviously, all of this was an overview or prospects until 2030, so please don't expect me to provide you any super surprising data. I'm going to talk about these six points in six minutes. Where do we want to invest in the next years? How is our staff personnel growing? What can we said about up-listing? Then guidance. I'd like to give a few comments on that, then EBIT. Then if time allows it, we can talk about dividends. Where do we invest? Four main areas, M&A. Running investments, then our U.S. site, and one expansion which wasn't mentioned, but we also want to take a look at discussed countries. M&A, clear goal. We want to acquire service providers, get sales partners if the price is a match, if the structure is a match. We do want to have a strategic leverage here. We don't just want to acquire their sales, but also their access to customer bases that would otherwise be not accessible to us. Per year, EUR 5 million-EUR 10 million, obviously that depends. We are opportunistic when it comes to safeguarding our supply chain. Opportunistic sounds like we're doing this voluntarily. No, we actually don't want to do this, but it needs to be done. It's an exciting technology, some startup, and we don't want it to fall into the hands of a competitor. This is opportunistic, so I didn't give an exact price here. Secondly, ongoing investments. Here for this group, 3-5 million EUR, depending on what's being done, plus the huge hall, you saw it, and there we're calculating with the administrative building with 20 million EUR. This also covers potential expansions. So if we need another copy, then this would also incur costs of around 20 million EUR. We fund real estate traditionally via banks, but again, this remains to be seen how this will be shaped precisely. Then increase our U.S. business where we need service hubs, warehouses, training centers, vehicles. Depending, really, this is going to cost 5-8 million EUR. It's going to run for about one or two years. We also want to expand our rental fleet in the U.S. Again, we will need a refinance mechanism, something we're also doing with our German rental fleet as well. If it stays on the balance sheet, it's not really relevant. It's an independent topic. Like I mentioned, this is something we've started in India, but I just wanted to mention this. So this may be really the exciting message with these limits of real estate and rental, but most of this is something we're funding from our free cash flow. We talked about this today. We have a business model which is cash strong because of really strong advanced payments, down payments. So the intent is clear to fund and finance this from internal cash flow, and we don't see the necessity of an increase of capital in the foreseeable future. Then very quickly, HR, three different groups. We have additional service technicians, 30-40 people we're going to need per year. We can cover this by acquiring service providers. We are qualifying, training our own technicians, but we also have a global rotation system to see which technician do we dispatch where. Something you can do on an international scale if you work flexibly. Then the classic production. So basic equipment for the new production unit that you saw outside. Here we're looking at around about 80 full-time employees. This is not a huge problem. We are in a region with traditionally low unemployment rate, but it's obviously something that we have to look at because we need people with the exact qualifications, and it is feasible, also because of the good infrastructure that we have here. Then lastly, R&D, sales, admin. I also added AI to this. It doesn't really fit AI with admin, but again, there we need maybe 2-30 full-time employees. If you go into HR planning, this is under proportional in terms of our revenue, the people that we need here. So it really helps us is that 2G, the name, the brand, is highly attractive on the labor market and people really want to work with us. Then let's continue with up listing, just to mention it, there are some preconditions that you need to satisfy. Biggest issue here is ERP needs to be stabilized, it needs to be reliable, it needs to be rolled out within a company, within a large business. We are also working on IFRS. CSRD is also part of that, so this is really a lot to do. If you actually dealt with it, you know how much work that is. Internal control system, something we are working on if you look at up listing. If all of that is established, it also needs to be safeguarded. You really need to see where do we need redundancies so that we are in a strong position that we can always cover the demand. This is why we say today, up listing something we are doing for 2028. The goal is 2028. Then we can be sure that we are going into SDAX by that time. Now guidance. You know the list. It was published on our website and has been presented on several conferences. What has changed? Here we have current figures compared to what we have communicated before. If we had more time, I could talk about this in more detail, but you see it here and it reflects what you have heard today. Ukraine is not going super well, so this is why we included it here. Where is it? Oh, it is there. We said 15 million EUR less, and now we say, okay, it is rather 30 million EUR less. Here, though, we see that the core business, Germany, U.K., is going much better, so we added a couple of million EUR on there. Here, this figure reflects what we want to deliver this year now that we have a concrete plan, and we are still sticking to our 490 million EUR like we just communicated two days ago. Then for 2027, here and there, some changes. Again, talking about Ukraine, we are a little more cautious here. You also have to see this cumulative leave, 30 million EUR less, and then next year it is going to be lower and come out at zero, so significantly less. But it is up and down. There was a question before, and here I would like to say, if you add all this up, then we have higher figures here than what we have communicated in our forecast because we have more orders. Please don't forget, you have seen the containers. We are talking about thousands of tons of material that need to be shipped. It is not just one freight train is going in and one is going out and that is it. No. These are smaller components that are coming in and then is going out in the huge containers. After much debate, we said, "Okay, let's increase this." We had 590 before, and now we have this result, 625, but we still need to be cautious. We shouldn't exaggerate. Then I added the consensus. I also added 28. Here, we also communicated the figures, same logic. We are adding another 200 million EUR for the data centers. We had 150 before and plus 200. For 2028, we are looking at 400 million EUR in revenue from the data centers. This is quite a large figure. But again, we need to be cautious. We need to manage all of that so there can't be a generalized calculation. Some might need to. This is the guidance. I have also written down the consensus. It is looking rather well. The prospect for 2029, 2030. This is not super ambitious. Internally, we would have higher goals maybe, but if you look at this, I think we would get quite some flak in the supervisory board. Now, some thoughts on EBIT. I will be finished in a minute. The question is, where do we go? We said 11% or more than 11%, but please do not forget we have a swing towards machines, facilities, and internal distribution is losing service, not because the machines are bad, but because it is really exploding. It is really difficult to get more precise, but I just listed some items here which make it more difficult to calculate it. For example, can we maintain our price levels in the U.S.? Is everything going the exact way we want it? That remains to be seen. What about the heat pumps in our neighboring countries? Benelux, Germany, it is going really well, but ambitions that go beyond that, again, they need to be implemented first. We talked about this, not in too much detail today, but every day we are faced with bottlenecks. A CHP plant is not just a container and an engine. It is thousands of components, so every day we are running after that. We are making phone calls, organizing everything so nothing can go wrong here. With this, I reach the end of this list, but energy is always politics everywhere. We have tariffs, we have global energy politics, we have the situation in Ukraine, very nuanced. There is the wish, the need for resilience and carbon neutrality. We do not know where we are really going here, so this is why we are not fixated on one certain thing here. Here we have a consensus of 13.6%. I think this is quite reasonable. We are not claiming this, but we are also not rejecting it. This brings me to my last item point. This is the dividend. You know our long-term policy concerning dividends. We always want to increase the dividend distribution once the profitability of the company has grown. That is a necessity, and this is something we do not want to change in the future, but we are also coming up with new profitability levels. An increase in capital seems unlikely on the one side, but on the other, a change in dividend policy, a drastic change, and to set a fixed quota is also highly unlikely. Higher profitability is obviously there, but this is something that we are pursuing in terms of the dividend policy. Then margin and service. We have service which offers a very attractive margin, double than for the machines. You can try to calculate this in the rule of three. You heard this several times for the machines. We are not using our own engines so far, so we need to purchase spare parts for a better price than maybe for our end customers. We are here at a disadvantage then, compared to our equals in Austria, for example.