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Good morning, good afternoon to everybody. Welcome to BNP Paribas 2020 results presentation. I hope first you're keeping well, all of us. In today's presentation, we'll cover the first three chapters of the slide presentation, group results, division results, and 2021 trends. First, I will take you through the summary of our group results. Then Lars Mashnil will comment on the results by division, and then I'll update you on the 2021 trends. As usual, at the end, together with Philippe Bordenave, we'd be pleased to take your questions. So before we get into more details on our 2020 results, I would like to touch on a few highlights and key messages on slide three. 2020, a year marked by an unprecedented context, demonstrated the effectiveness and resilience of BNP Paribas' diversified and integrated model. From the onset of the public health crisis, BNP Paribas has mobilized relentlessly its resources and expertise to support its individual, corporate, and institutional clients in these very challenging times. Thus, total loans to customers grew by €33 billion, 4.4% on 2019, while over 100,000 state-guaranteed loans were granted across our retail networks, mostly to SMEs. In the wholesale activities, CIB raised close to 400 billion euros for clients across syndicated loan, bond, and equity markets. Our teams were instrumental in this success, and I would like to thank them for their commitment and for adjusting nimbly throughout 2020. BNP Paiba has been highly resilient, with revenues quasi-stable on last year and up 1.3% on a like-for-like basis. Costs were down by 1.1 billion euros, 3%. on 2019 on the back of the success of our digital and industrial transformation and in line with our objectives. Thus, the group operated with positive jaws of 2.9 points in 2020. Cost of risk at group level rose on the back of the effects of the public health crisis. It stood at 66 basis points of customer loans outstanding, out of which 1.4 billion euros or 16 basis points consisted in provisioning of performing loans, the so-called stages 1 and 2 provisioning, which in IFRS 9, LINGUA means in anticipation of potential future credit losses. The group's net result stood at 7.1 billion euros, down 13.5% on 2019, and better than the target range set by the group at the time of our first quarter results presentation. Finally, the group is very strongly capitalized, not to say too strongly, with a common equity Tier 1 ratio of 12.8% a year earned, up 70 basis points on last year. We will come back precisely to the distribution policy later, but in a nutshell, 50% of 2020 results is accrued for return to shareholders, out of which 21% will be paid in May 2021 in cash, followed by an additional restitution of 29% contemplated from September 2021 onwards, subject to relevant approvals. Moving to main exceptional items on slide 5, with the end of transportation costs, the total of exceptional items decreased to the same extent, generating a positive overall contribution to the group's net income. Lastly, as you can see on slide 6, our net results translate into a return on tangible equity of 7.6%, showing very good resilience in the context marked by the health crisis. Turning now to the revenues of the operating divisions on slide 7, you can see that they were slightly up on last year and rose by 2% on a comparable basis. Domestic markets proved resilient with a 2.1% decrease on last year. The very good performance of specialized businesses only partly offset the impact of the low interest rate environment and the health crisis. At IFES, revenues were impacted by the health crisis despite a good performance at Bankwest. Lastly, CIB's revenues rose sharply by 13.9% with growth across all businesses. On slide 8, you can see that costs of our operating divisions were down by 1.1 billion euros, or 3.6% on 2019, and in line with the objectives of the 2020 plan, on the back of the success of the digital and industrial transformation. It is worth noting that this has been achieved despite the impact of the donations and staff safety measures relating to the health crisis and higher taxes subject to IFRIC 21. Besides, the magnitude of the positive jobs has increased to 2.9 points from 2.4 points last year. Switching to slide nine, for the evolution of costs in the divisions. Domestic markets' costs were down 1.6%, with a more pronounced decrease in the networks on the back of the continued adaptation of the operating model, while specialized businesses operated with largely positive jobs. IFS saw a reduction of 3.7% of its operating expenses, thanks to cost-saving measures that were stepped up by the EBS crisis, and lastly, CIB saw its costs rise by 3%, reflecting business growth but content by cost-saving measures. As a result, CIB operated with significantly positive jaws, just shy of 11%. Moving to cost of risk, starting with slight term and looking at group level first. At 5.7 billion euros, or 66 basis points of customer loans outstanding, It's up 27 bps on last year, out of which 16 basis points with respect to Stage 1 and Stage 2 performing loans. Thus, in aggregate, the Group booked €1.4 billion in provisioning of performing loans in 2020 in anticipation of potential future credit losses due to the effects of the health crisis and inconsistency with the prudent and resilient risk profile of the Group throughout the cycle. Turning to cost of risk across retail banking on slide 11, you can see that cost of risk was up in all geographies, mainly due to the provisioning of performing loans. Switching to slide 12, the cost of risk in corporate banking was up on last year due to provisioning of performing loans and specific files. Personal funds saw an increase in provisioning of performing loans and anticipated the impact of the regulatory change in the definition of default effective 1st January 2021 in the fourth quarter 2020. Turning now to slide 13 on the financial structure, you can see that our common equity tier one ratio increased to 12.8% up 70 basis points on last year. It is worth it to note that we have accrued 50% of 2020 result for return to shareholders and therefore outside the quarter one. Our Basel III leverage ratio stood at 4.9%, and the group's immediately available liquidity reserve totaled a strong 432 billion euros at the end of the year. The evolution of these ratios goes to confirm the very solid financial structure of the group. Swiping to slide 14 for 2020 dividend and distribution policy, the return to shoulders will occur in two steps. First in May, A dividend of €1.11 per share, fully paid in cash, equivalent to 21% of 2020 net income, will be proposed by the Board of Shareholders Annual General Meeting. This proposed dividend equates to the maximum amount distributable under the ECB recommendation dated 15 December 2020. An additional restitution of 29% of 2020 net income is intended from September 2021 onwards, meaning as soon as the ECB repeals its recommendation, which it is expected to do by the end of September 2021. Quote, in the absence of materially adverse developments, unquote, and pending relevant approvals. The group contemplates making this restitution to its shareholders in the form of share buybacks, or distribution of reserves. With respect to 2021 financial year, the payout ratio objective remains 50% of 2021 net income. Thereafter, given that the group's core equity tier 1 ratio at the end of 2020 is well above ECB's notified request and higher than the group objectives of 12%, the distribution policy will be reviewed in the context of the next 2025 strategy plan. Moving now to slide 16 to 18, I would like to emphasize that the policy of engagement in society is deeply rooted in the bank's governance and strategic goals. Looking at our achievements in this field, I will mention in particular the design and implementation of steering tools to align loan portfolios with the Paris Agreement trajectory when it comes to CO2 emissions. Furthermore, we met our objective to become a leader in sustainable finance in 2020 with, for instance, the group's number one global ranking in sustainable bonds as well as in pandemic bonds worldwide. Our efforts will continue into 2021 along three main work streams. First, the strengthening of the ESG setup. Second, a granular implementation of our steering tools with respect to certain key loan portfolios. Third, a number of new commitments contributing to the United Nations Sustainable Development Goals, including directing more financing towards companies furthering the energy transition, as well as new targets for financing tied to terrestrial biodiversity. Then you will find on slide 19 some key points on the continuous reinforcement of the group's internal control and compliance system. And now, I hand over to Lars for the divisional results. Lars, please.

Thank you, Jean. Fine ladies, gentlemen, good afternoon. Trust you're all keeping well. If I could kindly invite you to move to slides 21 and onwards, where we start with domestic markets. You can see that it showed good business drive with solid loan growth. Private banking achieved over 6 billion euros of net asset inflows, of which 80% from external net inflows. The retail networks were fully mobilized to support their clients, in particular to the granting of state guaranteed loan in France, drumming close to 18 billion euros, and Italy to the tune of 4 billion euros. In addition, French retail banking intends to double its equity investments program to €4 billion by 2024. So domestic markets stepped up growth in active mobile users as well as in digital users, amplified in response to restrictions due to the pandemic and sustained by its best-in-class digital offerings. Furthermore, Nikko, a top five player in the European neobank market, continues to acquire new clients in France and just kicked off operations in Spain. If we now look at the numbers to the P&L revenues, they were down 2.1% at €15.5 billion, with the impact of low interest rates partially offset by higher loan volumes and a positive evolution in specialized businesses, with, amongst others, a very sharp increase in revenues at personal investors, in particular, Consorzbank in Germany. If we now look at the next line, operating costs, they were down 1.6% compared to 2019, with a 2.7% decrease in the networks, while the specialized businesses saw a 3.4% increase in cost in connection with their growth. Against this backdrop, if we look, for example, at Belgian retail banking, domestic market specialized businesses and BNL, after excluding a non-recurring item in 2019, all operated with positive jaws in 2020. Now, if we turn to the next line, which is cost of risk, it was up mainly on the back of the provisioning of performing loans. Note, I use this to make a reference to this IFRS 9 provisioning on stage 1 and stage 2. So if we look at that, pre-tax income proved resilient in the context of this health crisis with a 13.9% decrease compared to 2019. So if we wrap up, domestic markets showed resilience despite the persistent headwinds of low interest rates and the effects of the crisis on the cost of risk. So that's the first division. If you now turn to slide 29 and beyond, you will see that the retail banking networks of domestic markets expect to see in 2021 a rebound in activities that were affected by the health crisis in 2020, such as cash management, trade finance and factoring, as well as an overall continued growth in loan volumes. They will also step up initiatives with a view to transforming deposits into financial savings. Finally, with the continued digitalization of platforms and offerings, combined with the industrialization of their processes, retail banks will continue to adapt their cost structures and branch setup in tune with the evolution of customers' behavior. Then, if we look at the specialized businesses, on the other hand, they expect to see an increased business drive amid the economic recovery. In particular, Arval will move up a gear, if I can say so, move up a gear, with the objective to become the leader in sustainable mobility while growing its finance fleet to 2 million vehicles and achieving 1 billion euros in pre-tax income by 2025. So this sums up domestic markets, the picture of 2020 and what is anticipated for 2021. And if we now switch to pages 30 to 40, where we have international financial services, the division maintained a good business drive, despite the headwinds stemming from public health measures. We can see this as loans were up 1.5% at constant scope and exchange rate, thanks to strong business momentum in international banking networks. If we look at personal finance, they saw a gradual return to growth in its loans outstanding from the low point reached in the third quarter of 2020. In its asset-gathering businesses, the division achieved very good net asset inflows of close to €55 billion in 2020, including €40 billion net asset management on the back of the successful transformation that has been launched. If we then look at wealth management, they saw also very good net asset inflows in Europe and in Asia. If we then turn to insurance, It saw good resilience during the health crisis, with the increase in claims contained as well as the reduction in volumes, while a rebound in savings activity materialized towards the end of the year. Finally, real estate services was strongly impacted by the lockdowns and restrictions of 2020. If we now look at the P&L, revenues were down 7.2% compared to 2019, or 4.6% on a like-for-like basis. Cost decreased by 3.7% year-on-year or 1.6% on a comparable basis on the back of stepped-up cost savings with the health crisis. As a result, IFS pre-tax income was down 34.5% compared to 2019, in particular as a result of the increase in the cost of risk. If we now turn to page 41, where we look at our anticipation of IFS into 2021, So revenues in international retail banking are expected to grow thanks to the recovery in activities that were impacted by public health measures and the transformation of deposits into financial savings. If we turn to personal finance, it expects to return gradually to growth in loan production volumes compared to 2020 as public health conditions improve over the course of 2021. Targeted development through external partnership will remain a focus for the business. Finally, insurance and wealth and asset management will work hand-in-hand with the group's retail networks to step up initiatives in order to transform deposits into financial savings. In particular, insurance will pursue its development and diversification into non-live products, and real estate will position itself for the gradual rebound in transactions once public health measures are lifted. So this completes the overview of our retail banking and services business. And this takes me to slide 42 and beyond on the third division, corporate and institutional banking. Overall, CIB achieved an excellent performance with a very strong business drive through the year across all of its three businesses, reflecting the extent of the support provided to clients. If we zoom on business areas, in the early part of 2020, financing saw a strong rise. For instance, syndicators' loans were exceptionally high with the same momentum carrying over into bond and equity markets as from the second quarter and through to year-end. Looking at market activities, they also saw a very strong level of activity on the back of solid demand from clients in an exceptional market context. This intense period of activity created an opportunity to strengthen client positions in all regions and to affirm European leadership in EMEA. This is evidenced in particular by the bank's top ranking in EMEA. The revenues of CAB were up just shy of 14% compared to 2019, with growth in all three business lines. So if we look at it, for example, they are up 22.4% in global markets, on the back of a strong growth in fixed income, which saw plus 58.6%, while revenues in equity and prime services suffered from the impact of the exceptional shocks, particularly in Europe in the first quarter of 2020, followed by a gradual normalization in the second half. If we look at the second domain within CIB, corporate banking, up 9.6% with good growth in all regions, particularly in Europe, with strong growth in capital markets, good resilience in cash management, and somewhat weaker volumes in trade finance. And then the third one, security services, up 0.9% with growth in all regions, driven by the Americas and Asia-Pacific, and very sustained transaction volumes throughout the year. So this is a top line of CIB. If we look at the costs, on the other hand, they increased by 3% given the high level of activity, but were partly offset by cost-saving measures. On a like-for-line basis, the division... operated with, I don't know what the adjective is, I will say highly positive jaws of 12.1 points. Overall, CIB generated 3.5 billion euros of pre-tax income, up 7.7% compared to the previous year, on the back of a strong increase in gross operating income at plus 41%, somewhat tempered by an increase in the cost of risk. If we now look at CIB and how we look at 2021, CIB expects to continue building on its development momentum based on the two main pillars. Firstly, CIB will leverage initiatives which are already underway. These include the intensification of certain country plans that were already launched in EMEA. And beyond Europe, CIB will continue to expand its footprint in the Americas and Asia-Pacific with a focus on growth in flow visits and cross-border deals. Global markets will further develop its electronic platforms and pursue its strategy to provide solutions to those players looking to optimize their setup through servicing or white labeling arrangement. And then the second part of the CIB leverage is that it will accelerate the development of its equity businesses. To this end, CIB will roll out a broader prime services offering with the integration of the Deutsche Bank platform by the end of this year, and strengthen its cooperation with Exxon, BNP Paribas, and particularly to further grow its ECM franchise. So this concludes CIB, and this basically concludes the revision of the three divisions. So I hand it back to Jean Laurent for the last part of the presentation.

Thank you, Lars. So let's now look at the last part of today's presentation, 2021 trends. Focusing on the big picture, first on slide 51, After 2020, a year marked by the health crisis, a gradual rebound in economic activity is expected, with effects from the second half of 2021 still with ups and downs in tune with the developments on the public health front. As a matter of fact, several projections show a return to growth in GDP this year across all regions. Shifting to interest rates, Market consensus is pointed towards levels lower than earlier expectations, and this is likely to weight on interest income at retail banks. Against this backdrop, BNB Paribas expects to continue to deliver growth, thanks in particular to its revenue diversification and its positioning on the most resilient sectors and client segments. In addition, the intensification of cooperation between businesses, and the continued strengthening of its franchises and market share gains will be key in reinforcing the positive business and revenue momentum in 2021. Turning to slide 52, let's review the main wins supporting the revenues of our operating divisions. Domestic markets is expected to benefit from the rebound in flow businesses and specialized subsidiaries as well as as an increased momentum at Arval and Leasing Solutions, while the persistent impact of the low interest rate environment is expected to partly offset these positive evolutions. At IFS, retail banking activities are expected to see a revenue increase thanks to the rebound in economic activity. Besides, a recovery is also expected over the course of the year in those businesses which have been impacted by public health measures in 2020, such as personal finance, insurance, and real estate. Finally, the acceleration of the transformation of deposits into financial savings across all retail networks is expected to generate revenue growth opportunities, in particular in assets, wealth management, and insurance. Lastly, CIB. The intense period of activity in 2020 was an opportunity to strengthen client positions which will be a main tailwind for 2021. As such, CIB in a more normalized environment is expected to benefit, first, from the contribution of its strengthened franchises and European leadership in EMEA, leveraging its continued market share gains and strong business momentum throughout all phases of the crisis. Second, from a more normalized market environment, it should benefit from a favorable base effect due to market shocks experienced in the first half of 2020, which weighted heavily on equity and prime services revenues. Conversely, volumes in FIC are not expected to match the magnitude weakness in 2020. As a result, benefiting from different dynamics and an economic activity progressively returning to normal, group revenues are expected to grow moderately this year. Switching to operating expenses, on slide 53, the increasing contribution of the transformation combined with the acceleration of digital users triggered by the health crisis are expected to result in continued cost adjustments likely to offset natural inflation. Overall, costs are thus anticipated to remain stable in 2021, excluding the effects of scope changes and taxes subject to IFRIC 21. Moving to cost of risk now in slide 54. The group put aside more than 1.4 billion euros in 2020 to provide for the anticipated consequences of the health crisis in the coming years. As we do not anticipate any further significant deterioration of the macroeconomic scenario and as on the contrary, we contemplate that many uncertainties are being reduced A progressive normalization of the cost of risk is anticipated in 2021, being the first step after a peak in 2020. Therefore, the cost of risk in 2021 is expected to decrease in 2021 compared to 2020 to a level close to the cycle average. If you now move to slide 55, you will see a high-level overview of the key themes of the 2022-2025 plan. BNP Paribas is well positioned to enter a new phase of growth. The Group will pursue and deepen on its strategic pillars while leveraging new synergies and initiatives. Throughout this plane, aiming at crystallizing a reinforced growth dynamic, cost control will remain a main point of attention while the objective of delivering positive jobs while not reintroducing Olympic transformation costs. The management team will work towards a more detailed plan over the next few months, and we will be back to share with you our thoughts with respect to the new phases of growth for the group. Switching now to slide 57, which concludes today's presentation, As key takeaways, again, I would like you to keep in mind the strong mobilization of the bank and its employees, the key contribution from the bank's transformation, the benefits of our diversified and integrated model through the various phases of the crisis, the leadership of the group in sustainable finance, the resilience of the bank's net income in challenging times, the expected distribution of 50% of the net income, and the preparation of a new strategic plan for 2022-2025. Ladies and gentlemen, thank you for your attention. And together with Philippe and Lars, we'll now be pleased to take your questions.