 You know, as long as I have, you take the organization to heart. The organization itself is a wonderful organization. It provides scientists with a fantastic platform to achieve things. Without the platform that Irie provides, none of us could achieve the things that we do achieve. I have to say, in brackets, once you're on the platform, Irie seems to do its utmost to almost sabotage the concert through its peculiar administrative behavior. But one does think about the future of Irie. Irie is an Asian organization. The Asian countries are developing in terms of wealth, power, and their science and performance is growing. The investment in science is increasing, so China is emerging as a big player in biological sciences. India are the same. So what role will Irie have? Can Irie compete and be significant? And how does it remain significant? That's an interesting question. I think that we have to look at its title first of all. Irie is the International Rights Research Institute. So it has to maintain its international nature. It has to be about research. It has to be able to command the respect of scientists throughout the world. Scientists have to look at Irie at any time and say, this is an organization that has a lot to offer when we start to discuss food production for the major part of the world's population. Now, how does it do that with a small staff and a budget which runs at, I don't know, 50 million dollars a year compared to the budgets of China and India and Japan and other countries? Again, that's an interesting question. I think crucial to it is being bold. I think it has to be bold. It has to be strategic in its thinking. It has to tackle big problems of significance. I think it always has to have a cutting edge component to its work. It also has to be able to act, as I said earlier, as a lens. It has to be able to focus the energy and intellects of people in advanced institutions around the world on real world problems. It has to give people the opportunity to use their science in a coupled manner to crack problems of great significance, whatever those problems are. Now, it can only do that if it has a reputation, a solid reputation of intellectual ability and solid achievement. Erie is not about fertiliser management. It's not about water management. It's about bigger issues than that. It has to be in the future. Whichever branch of Erie's activities you're thinking of, be it social sciences, be it molecular biology, it has to be up there with the leading thinkers. Climate change is a massively important problem as we move forward. Erie has a tough job in the area of climate change. Unlike climate change scientists in general, who think of 100 years from now, some of them think even longer, some of them might even think 1,000 years from now, Erie has to think about 50 years from now. How will these things be affecting the livelihood of farmers and the population of Asia 50 years from now? That's a difficult problem and it requires great thought. It requires accomplishment. So moving forward, I think Erie has to ensure that it is seen as an intellectually vibrant, exciting place. The kind of place where somebody from California Institute of Technology, MIT, Cambridge, wants to come and visit, wants to share a problem with somebody who's here. It also has to remember that its mission is to help people, to provide a better life for themselves and their families. So it has also got this delivery component to its work. I think it's got to manage some or another to balance that so that it can, if it is creating new products, new ideas, new products, it has also to understand the mechanisms of transfer because those are important to it. Now, how it balances those two components going forward is going to be always a challenge for it. But it has to be an organization that everybody wants.