 In our latest board monitor, we have observed that there is an increased female representation on boards. Sam, having set on boards of various companies, it will be great to hear from you how you actually see and observe some of the challenges that the boards face when it comes to the topic of diversity. Over the last decade or so, the topic of D&I becoming ever more so relevant, frequent and increasing in terms of the topic and the conversations that we're having at board level. Having said that, I think that D&I is certainly not just a board matter in the same way as D&I is not just a woman or a man's matter. So the question is really how do organizations take this important value system and how do they embed it in every practice, organizationally speaking. So from experience I've seen organizations being particularly successful when D&I is embedded systemically into the organization. So that means taking the topic of D&I and transposing it to different elements of the organization, different committees, different levels, different departments. It certainly cannot be uniquely a problem of a particular group of people, typically the HR department. I think it's also important to recognize that a broader set of representation needs to seep into how decision making happen. And for example, I've seen organizations being particularly successful at bringing representation of customer sets in certain product development practices. So for example, if you're developing a service of our product for young matters it might actually end up being a better product and more relevant product by having those individuals represented in the product setup in the product design. So systemic is very important. D&I needs to be part of the strategy, it needs to be part of the KPIs. How do you measure the progress that you're making across different initiatives and different levels of the organization? If you can measure it, certainly you cannot improve it. And I think also the other observation is that D&I is becoming much more relevant when it is implemented authentically. So guess what? If you're a board that talks a lot about D&I but its composition is middle-aged white men well it's probably a bit hard to believe that that set of people actually truly believe in D&I. So walking the talking, practicing what you preach is very, very important from the top to the bottom. And the other element in terms of bringing it into practice is that I think it has to be connecting to a degree of personal change. Organizations don't change in a vacuum, organizations are made out of people. And so if we want organizations to change in a meaningful way we need to expect, we need to encourage, we need to endorse, we need to support people within organizations that are trying to take that road. And so businesses that have been particularly successful have been notoriously very good at recognizing the whole of people. And so the fact that people coming to work as mothers, as fathers, as partners not just with a particular job title. So I think also looking at personal development and personal growth is critical for the success of D&I. Sam, a lot of good points that you made I would like to chime in on the fact that part about ingraining it into the culture of the organization I think is absolutely important. It's always easy to go track numbers against the diversity targets. It's easy to go and recruit diverse talent and bring them in. But if you do not have an inclusive mindset as part of the culture of the organization it will be actually very challenging in terms of retention. Another thing I've observed as well is that females tend to like to look for role models. So to your point, if the boardroom is full of undiverse representation the challenge for women walking in is do I really believe that you care for diversity when you have a board representation like this?