 The first thing I wanted to ask you is why your organisation is pursuing a net zero goal? What are the benefits that you've identified? Why is it important to you as a company? That's great. I did. Nice to talk to you. Well, truly, we all recognise climate change is one of the biggest challenges we face, you know, in our industry in particular, where we see changing weather patterns. We've seen through droughts in recent years, but also seeing the impact of variable rainfall events leading to flooding both of areas, but also of our sewers and our systems as well and the rivers in which we feed into. And that means that if we don't want to see our services impacted grossly by that, we've got to adapt. But we can't do it on our own. That needs to be done responsibly and collectively. We all need to act against that. And I think whilst we have targets of 2030, 40, 50, some organisations are going to have to go early. We've set ourselves target for net zero emissions by 2030. We've got a roadmap that sets out that obligation of what we're trying to have to achieve. But we also want to go beyond that later and become a carbon negative business by 2040. And as I said, that means huge change across our business, as well as sort of our target to cut carbon emissions, we're going to be generating our electricity, we're going to be reducing the emissions from our treatment works, but also looking at our fleet, our cars, our vehicles, and how we decarbonise those, but also looking at the solutions for treating water, such as nature-based solutions, working with the environment much more closely, planting more trees. You know, there's an awful lot to do, we could go on, but we need to make sure we keep going. You've given that kind of tour of all the breadth of action and activity that you're involved in, but maybe you could zero in on one or two specific examples of how you're making those ambitions a reality and how you've gone about that. Great. Let's start, you know, we've made huge progress already. We've seen a 70 cent reduction in emissions since 1990 for our business. And when we've done that in a number of ways, it does involve buying certified renewable energy, that's been a big start. But we've also looked at implementing innovative heat recovery processes. We've clearly driven energy efficiency across the business, looking at how we use energy and how we reduce that. And if you remember, ours is a very much energy intensive business. It's one of the larger consumers because we lift the heavy product, which is water, vast distances, and when we're cleaning, we use generally a lot of air and oxygen, which means energy required within that. So reducing energy is really important for us. But we also felt generating, we generated 311 gigawatt hours last year. It's about 23 per cent of our own electricity needs. And that's really important part of our future as well, to make sure we can be more self-sufficient. It does reduce customer customers, which is great news, but also, of course, it's renewable energy and better for the environment too. What do you see as the most significant hurdle you've grappled with and how have you managed to overcome that hurdle? Well, I suppose this is new. You know, we're continually learning. You might say we don't have all the answers yet. And that's true for industry globally, I think. You know, we're still working that hard. But we also have learned that the whole business will need to step up for this. This isn't something about a small team off from the side working on net zero. This is about engaging and working with the whole business. We're also realising that sort of we're going to have to look at different ways of delivering projects. Part of our program is installing the bi-methane plants that will need experts in place to support us. We're not going to have those all internally in our business. So we need to bring people in who've got that experience, but also look at how we deliver that, because actually our customers may not pay for all of that because there's value to be created and we might be able to get better value by working with different partners who can invest with us and between us where to get the benefits. So that's very different in terms of how we start thinking of the business. What do you wish you had known when you set off on this journey first? If I was to sit back and say, I wish we'd started earlier, but hey, you know, we are, we are and we're already on an early trajectory. You know, we're looking to hit zero emissions by 2030, which is ahead of most industries and ahead of the government target. But we think that's the right thing to do. But what we also know is that, you know, to do this right, we've got to work across the business. As we've talked about collective responsibility before, this is about the whole business collaborating, whether it be reducing energy, whether it be looking at new sources of energy, whether it be looking at how we innovate around preventing emissions from our treatment processes and also working very well with the supply chain on that basis as well, which again, we make them onto a bit in a minute. I think the other thing is messaging, you know, sometimes people in our business have seen that as a cost. Actually, we see this as value creation. If you were speaking today to a company that was either considering or had just made that commitment, were trying to make, trying to work out what that looks like, what to do next, what would you say, what these are the sort of things that you would recommend to them? I think, I think, first of all, you have a clear goal, sit it out very clearly what you're trying to achieve and get everyone behind that. And that means that sort of in this case, know what you're measuring, know how to measure emissions and what that means and be consistent in that approach. And then you can start working out things like where your emissions are coming from, which gives you the ability to start out, you might control them. I think the other thing we've learned is that we like to have a plan. We like to have a plan that has a start and a finish, and we know what we're doing all the way through. Well, as I've said to you before, we haven't got all the answers. And if we wait until we've got all the answers, it would be too late. So we've got to move on and start that journey now with the big things to do. How do you have any tips or advice in terms of how you've engaged with your supply chain or how you've engaged with your peers across the sector to more broadly drive this transition and change? Yeah, we've talked about targets. First of all, be clear on your targets and share those as a supply chain, what you're trying to achieve, because suppliers will know how to help you. But also then start to work to build a more sustainable supply chain, understand what they are doing themselves, because we can actually use their knowledge and learning to help us. And they'll be working with other parties as well, that they can bring that learning through. So it really has to be a collaborative approach. Our procurement team is part of our net zero task force, which is sort of the way we are energizing it within the business. We're very fundamentally looking at using supplies all the way through. And if we can say our capital works, our capital partners are tasked with carbon reduction as part of their contracts, which built into targets of all schemes. But we're looking then to help us innovate, help us change the way that we deliver assets and the way that we work in future. And I think the final part is you need a common language. So we've started to set up internal training to make sure that everyone understands what we mean by net zero, by emissions targets, but also how that translates into their day to day so that anyone in the business can help. What you see is some of the tools that you might be using or you might sort of think that would be good to develop so that business can help deliver more of that kind of change. I think there's a huge part for me in terms of working collectively. So if we talk about, say, fleet management, everyone talks about decarbonisation of fleet, but for that you're going to need either points where you can fill with hydrogen or where you can charge vehicles. If each vehicle or each company tries to do that on their own, we're going to end up with a very ineffective matrix of charge and fill points. We've got a big milestone on this agenda coming up. We're a few weeks away, literally weeks away from the COP26 conference summit, which obviously is a big milestone for the world, big milestone for the UK, and there's a lot of energy and agenda around that. Have you got any particular hopes or expectations about things that you'd like to see coming out at that moment? Absolutely. I think we all have, haven't we? It's sort of a, this is a big, we want sort of consistency and transparency. We want everyone stepping up to this, you know, both bit in the long-term businesses, government and regulators to really have a focus on what the vision is and how we're going to get there, whether it be government policy, whether it's translated into regulatory requirements, charges on businesses, or work with our citizens to get together to achieve this goal of reducing emissions and keeping the one-and-a-half degree temperature rise down sort of thing. So I think the other part, which we're really pleased to see and his adaptation, you know, the impact, as I said, right at the start of climate change on our business is huge, changing weather events, which means that we will have to adapt and change the assets that we have in the ground to make sure they're fit for purpose with rising sea levels or changes in drought or changes in flooding events. So having plans in place to help us respond and recover is going to be absolutely fundamental and for everyone to see that it is key as well. I think finally, we do need to talk about cost. You know, we know that we can't afford not to get to net zero. There will be a cost there. Some of it will be self-funding, but some of it won't. And how do we fill that in and make sure that we actually fund this upfront and don't wait for someone else to find one for us?