 It is about that human and automation interaction, making sure we have the skills that we need for what's coming at us for the future. Johnson & Johnson engaging our employees at all levels in how we select and implement technology is very important to us. We believe it leads to better outcomes. It leads to better employee engagement. Some of our most technically forward employees are those on our shop floors and our factories. They bring in operational technology, what we call OT, that helps us manufacture the products, test our products and make sure that they're of the quality that we intend. And then they also help us bring innovation back from the customer. So as feedback comes back from the customer, how we use technology to help improve things is a very important part of what we do. So whether it's the shop floor in how we execute or even more upfront in design of our factories themselves, using more and more the digital twin technology to design the plant digitally ahead of time, not just drawings and a CAD system, but to do process modeling, to understand the flows, to do virtual reality so we can see how tight a space is or how we need to move materials. And our operators are a really important part of that because they're the ones who know the best flow across the organization. So really important to have them deeply engaged in those processes. We can't automate everything all at once, nor do we want to. So it's about making the thoughtful choices where technology really makes a difference, improves resilience, reduces risk, reduces our costs so they can be passed on to our customers. It's an integral system. One does not exist without the other. And it's very important that from the beginning, employees in their spaces are involved in the design of that technology. Being one of the founding members with the World Economic Forum of the Lighthouse process, it's been quite a journey for us. We're incredibly proud to have more Lighthouse designations so far than any other company. And for us, that journey has been about first starting, always outside in, looking at the lens of what the customers need and how we then set up our supply chains, our value chains to achieve that. So having Lighthouse designations that are individual factories, as well as helping pioneer having Lighthouse designations that are value chains end to end, as well as having our first joint plant Lighthouse, as well as a sustainability Lighthouse for the same site. And then having the ability to scale those process and learnings across other sites. So as we look forward to the future, every one of our roles evolves. It rolls because of technology. It evolves because of customer needs. And so we each have a responsibility to our own continuous development to be lifelong learners. And in return, our companies have responsibilities to invest in us, to create the learning platforms for us to acquire new skills. And so our ability to work together across governments, public-private partnerships to create that environment where we're all continuous learners is incredibly important for the technical future of our industry.