 Well, let's move to Ladislav from the international companies viewpoint, please, go ahead. Yes, thank you very much. Thank you, I have a presentation here. What basically I'd like to do is to share with you the point of view from an oil and gas company on how we can integrate this climate change issue in the strategy of the company. So it turns as an example, but I think it can be useful actually to use that as not necessarily a reference, but at least an example. And to set the scene, I have to say, well, we're oil and gas company, we sell oil, gas, electricity, we are part of the problem, no doubt. So we need to be part of the solution and we take this responsibility very seriously. And the main difficulty for us, if I want to summarize for your benefit, is on the one hand, we consider our responsibility is to provide energy to people who need it. And it was very clearly stated this morning that energy demand is going to increase. So we have to supply more energy, affordable, reliable, clean energy, but more energy. And at the same time, we need to reduce the carbon footprint of what we sell to our clients. And so joining the two together turns out to be quite challenging. And on top of that, we have to do that as a profit because we're in business. So basically, in a nutshell, I'd like to tell you the way we look, we could actually try to achieve this kind of challenge which seems difficult. To do that, we take as a reference the two-degree scenario of IE. I don't know whether this scenario is going to happen or not, but at least it's a good reference that we use. And when you look at that, that's on the right-hand side actually, well, on the left side of the slide, but the right bars, I think there are interesting things to note. The first one is that the share of oil, which is in dark blue, is decreasing between 2016-2040. But still, oil represents more than 20% of the energy mix. And as you all know, of course, we have to fight against the natural decline of oil fields. So at the end, that's quite a significant amount of oil which has to be produced and brought to the market by 2040 in this two-degree scenario. Now, if we assume that the steel demand for oil over the long run is going to decrease, we cannot ignore the possibility that oil price would go down. And this is why it seems to us extremely important as a strategy to take that into account in order to already anticipate that trend and position ourselves on low-break even oil. Second, you see that gas is increasing in relative terms and in absolute terms also. So clearly, and I share the views that you mentioned, Richard, that probably gas actually, yes, will be an energy that will be needed because the demand for gas is increasing significantly. So definitely going and developing our activity along the gas chain does make sense. And finally, of course, you can note that what is called renewable, low-carbon electricity, is developing very fast as well. So we look at it as an energy company, as an opportunity to develop our activity. But when we want, actually, at the same time to reduce the carbon footprint, it's clear that there are many different levels that we have to work on. And for us, it's clear that that's not by just following one path that will manage to improve our situation, but that's really by combining different levels together. I mentioned five of them and I'm going to run you through those ones. The first one is, of course, energy efficiency. Actually, as an oil and gas company, we consume energy. We are very large consumers through the refining or even the production activities. And so by reducing our own energy needs, by improving our energy efficiency, and I can tell you that something that I think is extremely effective in terms of reducing at the end carbon emissions is something critical. The second aspect that I want to mention is methane. You know that methane has impact in terms of CO2 equivalent impact, which is much higher than the CO2. So we need also, and OGCI was mentioned as part of OGCI, we are working with a group of companies to reduce actually or to calculate and reduce our methane emissions. And thirdly, carbon pricing, of course, is absolutely key because if there is no carbon price, there is no way. You talked about CCUS. It's good to be the last one because you can take everything which has been said ready by different people. So I do appreciate that, but it's clear that without any carbon price, it will be extremely difficult to develop CO2 battle because, of course, you need to give a price to the negative impact that it can have in order to combine business models with carbon fight. So energy efficiency is number one. Clearly, gas is number two, and it seems extremely important as I bounce back on something which has been said already, but we have to keep in mind that wood gas replaced coal in electricity generation. Of course, this is difficult to imagine right away, but you mentioned no more coal plants. But if gas was to replace coal, we would save about 5 gigatons of CO2 emissions, which represents about 10% of what is being emitted worldwide today. So the objectives would be achieved right away. Of course, that's not going to happen, but that's to give you the order of magnitude of how gas can be effective actually, in particular for power generation if it was to replace coal. Third aspect is low-carbon electricity. I'm not talking electricity only, but low-carbon electricity because as it was rightly mentioned, it depends where electricity comes from. But I think that for a company like ours, what is very important is not just to be on one aspect of electricity, but to really develop activities along the chain by producing electricity, trading electricity, selling electricity. And of course, having production coming from either gas through CGT's or renewables that we want to develop in order to integrate actually this low-carbon electricity business. Because it is a growing business, there are some challenges in terms of economy because sometimes it is challenging, we have to face it, but by integrating along the whole chain, we think that we can actually get decent returns along the chain for this low-carbon electricity business. The fourth aspect that has to be integrated is the biofuels. And here, public policies do help to a certain extent as there are some one or more obligations which increase the level of incorporations of biofuels in gasoline or diesel. And you see from the past that actually demand for biofuels has increased quite significantly and so it's also an area that will develop further and that we should capitalize on. Well, as a matter of fact, we are the first distributor of biofuels in Europe and produce biofuels ourselves. So that's an area also that we see as an opportunity to develop further. Finally, and maybe more over the longer run, but there is this issue of getting to net zero emission in the second half of the century, no doubt that this cannot be achieved without negative emissions, compensation. And we see two of them, one of course is CCUS, and again, for us we spend quite some money, 10% of our R&D programs in CCUS. But again, what is absolutely critical is to have a carbon price in order to promote a business model for CCUS. The other one being natural things like forests, where also there are some efforts to be made and we initiated actually some programs through our foundation. But what I want to get at is that at the end I'm going to drop that one, it's probably too detailed, that by combining all these different levels together, we do genuinely believe that an oil and gas company like ours can decrease gradually the carbon intensity of the energy products that we sell to our customers. And at the end, what counts is to be in a position to provide a service, to provide some products which have for the same amount of energy, lower carbon intensity. And you see, we've defined actually, that's an example, but that's for us what we have issued about a month ago, say, okay, it's good to have words, but at the end it's good to have ambitions and to measure what you want to achieve. And so we have as an ambition, for instance, to decrease the carbon intensity of the energy products we sell to our clients by about 15%. You see here, it's between NPS, SDS scenario, but quite in line actually with the efforts that have to be done in order to contribute to climate change challenge, and that's the way we intend to do it. So this presentation is to provide a practical example of what a company, an oil and gas company, major can have as an ambition in order to take into account to integrate climate change into a strategy. Thank you. Could I ask one question? I think Total should have internal carbon pricing for the future investment decision. What is the price level now? It's about $40 per ton. So it's increasing. I mean, I talked with Patrick, he said 30. So does it reflect the current IPC report? I'm going to be very precise. Actually, we have different oil price scenarios. And so depending on the oil price scenario, it goes from $30 per ton to $40 per ton. I see. Thank you very much. One more question, if I can, about Iran. Total announced withdrawal, the big money investment from Iran because of the possible sanctions, secondary sanctions of the United States. The European Union prepared this special clearing house mechanism for the investment to Iran. Even with this program, Total has determined to withdraw and not using this mechanism? I think it was. Maybe my colleague Bertrand knows that better than I do, but I have the microphone. So I take advantage of it. Yes, if he wants. But what I can say, it's very clearly, and it was mentioned by Mr. Trichet today. I mean, there is absolutely no question given the retaliation from the US. We are listed company in the US and we have more than one third of our shareholders, which are American investment firms or pension funds. There is no way that we are just going to ignore that part. That's too important for us. And on top of that, I should mention we had this project in Iran, as you rightly mentioned, but did not commit that much money. That was money to be spent in case we would have had the clearance and we didn't have it. Thank you very much.