 I'm very bullish about it. All I can say is that I'm very bullish both about India and RR's capabilities and I should say RR's initiatives because it takes two to tango. And I think us as a company, the UK as a government and India as a government and the three coming together brings the capabilities for us to do more here in India. And I think the stars are lining up. So I think it's a good sign. And it's expected to easily go up to four. So I see the sector is still in the early stages. I see there's a lot more happening. It's going to be more of international travel. And more importantly after COVID times, people are attracting. And today I was observing that all the airlines are filled, all the trains are filled. It seems like people don't want to stay in their houses anymore. They really have wheels in their feet and they want to go somewhere all the time. So this is tourism. This is business. This is just casual. Anything you look at it, people are traveling. That's the first thing. When people travel, they want to get there faster. That's the next thing. So aviation is here to stay. Well, RR has been in India since 1932 with that part of the main actor. Then we were the Indian Air Force, Indian Navy, 1956 our partnership happened with the JL. So when you look at our journey, we have sold engines. We have partnered in India. And then as we went along, we built our engineering services around 2005. And then we have not looked back since then. We looked at the operations side and we leverage the capacities in India. Then understood the capabilities that existed in India and started building out of them. So making India was the best opportunity of time. Now, when you're going to just buy from overseas, it is one thing. But if you are able to buy these large defense projects and you're able to make them in India, then what happens? You in principle have not just created employment. You create the security of sorts for your defense equipment. And now you translate that into the other areas, pharma, food beverage. And then you keep looking at it, manufacturing becomes a very large portion of the economy. It gives security in all different areas. And at the end of the day, it was an initiative, a vision, a clarion call by the Prime Minister. We have evolved since then because you have said, yes, making India is great for us, but we need to do more in India, which is where you're at. To be honest, I think the Air India deal was a significant deal because it's a significant milestone. And I think with the 1932 Tata Bay for us to come to this Air India deal here, it's a full circle. It's almost coming home. And it's with the white body aircraft, the Evers 350-1000 and the 350-900, which are really beautiful products. And by beauty, it's not from an artistic sense, but in terms of technology as well. They're cutting-edge technology. In fact, our engines with Air India, they will be 50% SAF compatible from Lewa. So not only are these engines, just engines, carrying people from point A to point B, they carry them much more clearly. Of course, COVID, I think everybody has had challenges with supply chain, which is a global challenge. And we continue to work with the global challenge, and we look at how India participate with us in those efforts. And for us, whether it has been a supply chain challenge or not, the way to look at India is a very long-term proposition. India is not something you come in when you've got a challenge elsewhere in the world. I like to look and say, Rolls-Royce has looked at India and said, India is my partner for the rest of my life. We have had this relationship with HAL since 1956. And when we do something in India, it's always been a very, very long term. Our adoring engines, you know, power the combat aircraft in India, and they've been going on for the last 30 years, and they'll continue on for a sizable time to come in the future. So these products are very hard to design, but once designed, they go for a very long time. And so with our partner HAL, we're able to support Air Force. So in my view, I don't want to look at it and say, oh, there's a crisis in the world, so I think you are going to call it India. We look and say, India's got these capabilities, India's got these capacities, and we are here to leverage India for India and leverage India for the globe. A couple of things to my question. We signed up to the NetZero chart of the UN by 2015. So we signed up to NetZero, which means all our facilities, all our products, all our services will be in NetZero by 2014. But it's a journey. But no journey there that we can sign up to something, but if you're not showing along the way what you're doing with it, it means nothing. So what you've done with that is we've recorded and said, our existing products, right? And our new products. How are we going to handle that? And in terms of the new products, we have said by 2013, everything will be all the NetZero, or a safe compatible 100%. The regulation today says 50% compatibility is enough, we've got 100% of our capability there, right? But 50% we'll be able to do. And now with the existing products, we're going in there and saying that now we've got to retrofit all of them so that they are also 50% SAF and antiviral regulation. And when you go to 50%, you can also test in those sort of ways. So we'll do that. And that for us already there in the campaign that we have had, I think in there, in principle, all the agents are there, right now they're in here, or 50% SAF compatible. So from day one we're able to achieve that. Our facilities now. Now we have to look at the facilities, we have to look at the services. When you say NetZero by 2050, it's got to be everything. Those things we are saying, we'll work towards getting them ready by 2030. So this is one side of the picture when there's more of an evolution. Then you go to the revolution side, right? The destructive side, which is like, I'll eliminate all of these fossil fuels, you know, powered aircraft, and I'll go all electric. So now when you're going all electric, then you start looking at things like green hydrogen because if you say all electric and the batteries are charged using coal for power generation, it means nothing. So we basically said, you can look at green hydrogen, you got to look at how the batteries are going to work, we got to look at how this aircraft will fly. So we created an aircraft and we said, let's do a test run, let's do a prototype, and let's check it out. And so that aircraft in the first trial was a success. And now we are able to say that, okay, now we take it up and we've got to go longer distances, we've got to go faster, we've got to put more payload into it. So all these things start coming up. But that's a different journey altogether. So you've got two efforts. One is minimize the carbon emissions, okay, or control it as much as you can. The other is eliminate those in a different way. So there are two paths you take. Then you have the electrical, you know, the EV tools, electric vertical takeoff and landing. Now these are like for smaller, so there's a transport system that's evolving where you can have like five passenger helicopters that in principle can act as air caps. And so the air taxi service, if it comes up, we have our EV tools that we are working in many companies slowly. And so that's again, that's going to be a much faster entry. But then this is airspace. This is a very different kind of regulatory environment. So we have to work with a lot of people in the government, the academia, the industry, and make sure these all become products for commissioners. So the journey is all for us. But it's a long journey. It's a long journey. It's a different journey, but it is going to be there. Every single country at every single point in time adds value by the fact that GDP is growing, their needs are changing, and their requirement for products and services, you know, that come up include us. It is not how important this, you know, India for our art. It is also the question of how important it is, how important it is. From an India point of view, we are a team that supports our local businesses. We make sure that we are there alongside them in creating new products or new technologies. We are with them in analyzing the data, in creating the tools that are required to make sure that the existing products and the existing fleet flies safely, reliably, and efficiently on the aerospace side, and perform safely, reliably, and efficiently on the power generation side. Right? So in principle, we have an engineering team supporting all the three businesses. We have digital teams supporting all the three businesses. We have a joint venture here exporting products for global usage, and we are providing the local employment and leveraging the local capabilities. So it is a very integral part. And it is not a question of what is the percentage of this or that. It is a question of how integral you are and how important you are. And that I can say we are very important and we are very important. And then our force motor joint venture, which because of COVID times, we struggled to bring it out. Now it is all performing. We actually make about 1000 engines a year there. So I think that is also more forward. Joint venture is doing very well. Digital team is doing very well. Now engineering teams, we have about 2,500 people through our partners TCS, L&T, you know, and others, Infosys. And so we are able to continue to provide that support. From a support execution point of view with the Air Force, we make sure our engines are flying without getting permanent. And we make sure that with the Navy, with the Army, our products are supported. So there's a lot of areas that are our technology here. There are a lot of products and services that are our workforce that India can leverage. And I think that is what we would like to do as we go forward. Hand in hand.