 I have the pleasure to tell you a little about our action plan. If you change, I have put the presentation in two parts. First, I'll try to provide some arguments and evidence for why we need an action plan. And then the second part I'll present the action plan and some of the activities and ambitions outlined in it. It is an action plan for all our employees, but as challenges are more urgent for academic staff, the focus is primarily on this group. Let's go to why we need some of the arguments for why we need an action plan at Orwells University. First of all, diversity is an explicit and important part of our university's strategy. Our long term goal is to have the highest quality of research, education and collaboration with the surrounding society and to achieve the highest quality. There is no doubt that we also need to be able to both recruit and retrain the most skills from the total talent pool. So to succeed, we need an action plan because it is apparent that we have some underlying challenges that I will show you a couple of examples of if you will take the next slide please. In this slide, you probably know very well many of you. It shows that if you see the proportion of men and women, it's about equal at the PhD level, but when we come to the professor level, you see that there's a big gap. As Brian said, it's good to have had some progress from 19 to 23% of female professors and of course it takes time, but what worries me a lot is when I look at the pipeline. If you see at the assistant professor level, we had almost equal 49% women in 2016 today it has dropped to 41%. So we really need to do something about this. If you look at the leadership, the management level, you will see that it's almost standing still. We have dropped in the number of department heads is now at 11% of women. Vice Dean's Deputy Directors is about one in four and one in five, as it was four or five years ago. When we go to the far end of the spectrum, we have central leaders that is apparent right now know. The number of women among those it's a small number so 1% makes a difference. As you can see also if we look at the senior management team, where we recruited a director of the innovation and enterprise. Therefore, we, the proportion rose from one in seven women to two in nine women. We still have not had a director, a female director in the history of all the university, we have had very few deans. So, again, I think we have a challenge that we have to do something about. If you take the next slide I also want to point your attention to how do we have an attractive workplace. I think that is part of the key to success in this area. If we in 2019 as part of the regular workplace assessment, all employers got 2036 questions. These, there was a significant difference in satisfaction among men and women on 17 questions where men expressed high satisfaction in 14 out of 17 questions and here you just have a few of these, but of the respondents were more content with the future prospects of their job. They reported less stress, and they seem more satisfied with the way the department handles conflicts. So, we really must work on the attractiveness of our workplace, not just to attract more women, but to remain and even increase the attractivity of a workplace that many of us think is the most wonderful place to work, but we have a challenge. So, to sum up why we have to have an action plan, it shall help us to reach our ambitions on our core task of research, education and collaboration. We have a challenge in gender distribution as you just saw both among the scientific staff and the management staff. And finally, also the workplace satisfaction, we see more challenges among female employers compared to men. So it is clear to me that we have challenges we need to overcome to reach all our ambitions. So this was just shortly about why, then if we move to the how do we get there, then I want to start out saying that it takes a joint effort across the entire organization and we need to bottom up as well as top down activities. These activities are some of them we have outlined in the action plan. It was created in collaboration with the entire organization through a consultation process, where all of you had the opportunity to, to give your inputs. And that's just short, we started out to show the next slide by establishing a committee for diversity and equality from East faculty that was management or leadership representative and representative from the academic staff. And as we now have five faculties, we will make sure that that all faculties are represented as well as our administrative staff. And if you take the next slide please, then you see that the first, the first draft draft or task of the committee was to draft this new consultation plan, as I said, it was sent in consultation. And as you can see, I think time allows for it, but there were many reactions, both from within the university as well as in the media. This is, as you said, stuff that really can create a lot of opinions and feelings. As we saw, there were both positive, but also a lot of negative reactions. If you take the next slide please, then we have this action plan outline our new approach to promote gender equality. And that strive to include well defined activities with a clear division of labor, but we also have acknowledged that it must be dynamic and allow for possibilities to include adjustments and incorporate new perspectives. So some of the actions initiated in this period will end within the period, but a lot of them are really long time actions. So we will this awesome draft and a new action plan for the period of 23 to 25. And just the next, you will see that there are four focus areas as you also heard each of the foreign speakers will take that point of departure in one of the areas. We have the want to to strengthen and raise our awareness of gender quality in all parts of the recruitment process. We want to improve career developments at all levels of the career ladder and create a more clarity about future career prospects for the individual. And then we want to to assure that our leaders have a clear mandate to promote gender equality in their job. And finally want to create a work environment in which all staff have equal opportunities to show their potential. If you take the last slides. You see that each focus area has three activities and examples, and just to show a few very short. For those we have tighter norms for recruitment as one we already have tight norms but but now we have made sure that that there is a focus on gender equality throughout the recruitment process. The example is how gender equality is now signed into the contract and has to be part of the dialogue that any leader has with his or her leader. And finally, I want to point to the very important part of workplace culture. This is really where things have to change. To take off this with workshops for gender equality in all our leadership forums also to raise awareness of unconscious bias. Work in progress. It is important that we continue to seek inspiration for how we can solve these problems. And that is also why we today have the invited for external speakers who each will take their departure in one of the four areas and share their knowledge and experiences and examples on possible solutions. I'm sure that this will inspire us for even more changing activities. Thank you.