 have you also seen organisation changes that would address the business needs that has been impacted by the pandemic? The pandemic was such an interesting period, wasn't it? There was no playbook for what we faced during those times. Within AMCOR itself, it didn't really change our organisational structure, but it definitely had an impact in the way in which we went about executing on our business plans. More specifically, we were very fortunate what we make, our products were deemed to be an essential service by all of the regulatory bodies in the countries in which we operate, and what that meant was we could continue to keep everybody employed and continue to operate, but that presented a number of challenges for us around how we were able to protect people during those early days of the outbreak of the pandemic. What we really did was double down on the health and welfare of our people at a manufacturing plant level, and it ensured that we were able to continue to produce and service our customers, which therefore meant that consumers during the pandemic were able to continue to receive the goods and services that we protect with our packaging. It meant that we could continue to support our employees and their families in their local communities. When I reflect on it, Linda, what we saw was actually a real spike in our engagement. We held a global pulse survey during the pandemic, and we asked our employees how they were feeling, what they were seeing, how they were engaged with what the company was trying to do, and that focus on health and welfare and the communities in which we operate really saw a spike in engagement. So no change to structure, but definitely a change in mindset around how we operated during that time.