 So Cornelia, why is your organization pursuing a net-zero goal? What are the benefits and why is this important to you? Yeah, thanks a lot, Ursula, thank you for having me here and giving the opportunity to share what DCEP is up on. And I mean Coca-Cola has a long heritage and zero ambition isn't simply the response to science or to consumer pressure. It's about changing the business for the future and the well-being of the planet. And we know that the world is at a critical point at the moment and we at DCEP also need to play our part to cut greenhouse gas emissions and to limit global temperature increased to 1.5 degrees in line clearly with the Paris climate change agreement to protect the planet and the next generation for the future. And when you look where we have coming from it's not something new it's just something we want to work further on. In the last decade we already achieved 34.5% reduction in our climate emissions and when you look forward for the next decade we are planning to reduce again 30%. So becoming net-zero in 2040 is really something which is just natural to go on in the future to really meet net-zero by 2040 and we need to get faster also with offsetting with the emissions we can't reduce anymore clearly there needs to be this kind of offsetting opportunity so that we then as DCEP can become net-zero. Cornela you already gave some great examples but what positive action is your company taking already that is driving the change needed to make net-zero a reality? So when you look we look into the full value chain and we take full responsibility for all of our emissions whether it's scope 1, scope 2 or also in the scope 3 emissions and we normally look into kind of pillars so we look into the packaging where we really can reduce emissions coming from the packaging and this is investing in restylables or in this technology as well as in the clarity of all of our packaging and of course looking in the kind of packaging we offer to the consumers. Then there is this big ingredients part where we also need to work with our suppliers in reducing their emissions so that the ingredients also will be reduced from a carbon viewpoint and then it's the big point about manufacturing where we want to become also as a manufacturing side, climate neutral and this year we could achieve in two of our manufacturing side one in Spain and the one in Sweden also climate neutral so we have two side climate neutral and of course this is something owing on for the future so that next year the next manufacturing side will come and then we have this big logistic piece where we look at alternative technologies or alternative fuels moving from the truck to the train where we have green electricity also looking in kind of different fuels where we can reduce the emissions to support the logistics reduction. So Cornelia, what do you see as the most significant hurdle when it comes to companies achieving net zero? How have you been able to overcome this? So speaking from a CCP viewpoint it really has been important to embed sustainability in the heart of our business but it's not a separate business strategy or separate from our long range plan business strategy but it is something really from the top level so the ELT to the shop floor that all of our decisions are taking sustainability and here carbon reduction into account. We have a chief that we have a sustainability committee from a board level and we could agree that our executive leaders in their long-term incentives have a climber goal so their reduction or their business decision in the reduction will be reflected in their incentive and then looking into the business of course you need to then roll this down in the long-range plan and then in the annual business plan and once you have achieved this it just becomes actual but that was for me the significant hurdle that you clearly embed this next to your financial business plan, next to your branding plan, your marketing plan and it is something which works together. What do you know now that you wished you'd known before before you started strategizing and planning for net zero future? It's once you really integrated sustainability in the business plan and in the long-range plan you will see that it's moving faster. You need to really and this is what I wanted to have known before this embedding piece and the commitment from the top to the middle and the shop floor leadership team is the key piece you need to do and you need to have so that the plan you have and theory on paper really come into life and then you can see this in the reduction. So having a clear and complete picture throughout the business who's accountable for what and who can make what kind of decision based on the data and their area of peers of influence is helping a lot with speeding up your plan. Great and I think you've given us some really learnings from the past just then. Any other key learnings that you would want to give to a company who is starting on this journey? So having achieving climate reduction or even net zero you can't do alone, you really need to reach out to your suppliers, to your customers, to your consumers, to everybody, to other industry to work together to learn from each other. You need to be very transparent to yourself and to your top leaders on the kind of where the emissions coming from. So you can tackle the ones who matters the most and start with them and then cheer or like celebrate your success and make it a success story not only for you but for your suppliers as well and for your customers and then you can achieve. So this if you're just starting build up transparency, build up trust and embedded in your business plan and have the commitment from all of our of your leaders. How are you engaging with your supply chain and cross-sector more broadly to drive net zero transition across the economy? So we really are focusing in our entire supply chain to really working with scope one, scope two and scope three emissions and really with all of our suppliers and when you look where our emissions coming from 90% are coming from our suppliers, those scope three emissions and we're engaging in a working closely to them to aid that they commit as well like we do to a science-based goal and once you have this they have reduction plan as well. Then we engage with them to move to green electricity or green gas if possible, so green energy because we can see this is the biggest lever for your manufacturing side. But once you move your electricity green, you have achieved a big step and then the third is that we want them to share their carbon footprint with us so that we can reduce ours and we can help and also share the knowledge and the project within our supplier group and really working together as a team and sharing everything. So Cornelia, what is the most important outcome you're hoping for from COP26? Clearly it's both commitment from a government as well as the companies like ours. We really want to engage that everybody understands the importance of taking action now and having both commitment to achieve the goals in the future because there's not that much time left to achieve the 1.5 degree. And sustainability is really something where we also need to have the right educational programs, right? When you look how companies or how leaders are educated, we are very well educated in financial accounting or different kinds of accounting. What is missing is the carbon accounting piece. So really what we want to have or what I'm looking for is kind of getting the right educational programs for the communities, for the students and as well as for executive leaders that they understand what makes the impact. We also would love to have transparent rules for the reporting and the accounting because when everybody has the same rule in what is in and what is out of thought and the transparency to share the emissions in the similar way you can compare and you can learn and you can accelerate faster.