 Thank you Patrick. The great speech always. I respect your good leadership in the total. My question to you is that we talk about a lot of electric vehicles today. Sharing, ride sharing, new technologies, digitization. And I was once in the Saudi Aramco's board meeting discussing about the peak demand of oil is coming much sooner than later. They are very concerned about the future of the oil. And clean energy is required. What is the strategy of total preparing for the big change or almost revolution of the petroleum civilization is facing? What total is going to do with this big energy transformation? Okay. I will answer in English to be polite with, no? Or in Japanese. No, in Japanese it's impossible. Sorry for that. Well, I will answer in English. I think first Saudi Arabia should not be worried at all. Because if there is one country which will produce the last drop of oil in this planet, it's Saudi Arabia. Why? Because Saudi Arabia has by far the lowest cost oil on this planet. And as I told during my speech in 2015, you still have oil and gas in the energy mix. The transformation will not be so quick because you have plenty of use of oil, which is not just electric vehicles and passenger vehicles. Today we are absolutely unable to put some batteries, electric batteries, on heavy trucks. By the way, the substitute to oil on trucks would be gas, which is why total is arriving to an oil and gas company. So what is the strategy of total on oil? In fact, it's fundamentally to try to be a Saudi Arabia to target only the lowest cost resource. It's why we have decided, for example, to stop any exploration in Arctic areas in oil. It's much too expensive. And it's risky, in fact, that this type of resource, even if we discover oil in Arctic pools, will not be produced because there will be no demand for that. So you know, it was a very famous Saudi oil minister, Shia Mani, in 2000. He said, the age of stone did not end because of lack of stone, which is true. And he added, and the age of oil will not end because of lack of oil. I perfectly agree with that sentence. It was 17 years ago by a Saudi oil minister, you know. So I mean, it's a question. So for us, the strategy is let's focus on oil but low cost. So you have seen total moving aggressively in many business in particular in Middle East. Let's also emphasize more on gas because gas is today the right hydrocarbon. A power plant, which is fueled by gas, emits twice less CO2 than a power plant, which is fueled by coal. So gas is the right transition energy, I would say. It's flexible to go with renewable. So let's increase our gas business. And this is why what we do. And then last part, let's invest in all these new energies. So we today have, it's small compared to the size of the company, but we have $5 billion of business in low-carbon business in solar, in batteries, in energy efficiencies business. And we'll continue to develop it. And we want the company, we have a sort of motor internally, but 20% of the company will be in this low carbon of these new energies in 20 years, maybe earlier. It's just a question to convince our investors that we are right to do that. It takes time sometimes because they love the dividends of total from oil and gas. It's true that I'm used to talking about what I know. And when I don't know something, I'm cautious, especially because I'm sure there are people in the room who are better than me on the nuclear. Nuclear is an energy that has all the good reasons, would have full of good reasons to develop in the global energy mix, especially when we talk about climate change because it doesn't like CO2. And that finally, the problem of nuclear waste, it has, it is at 1,000 years when the problem of climate change is at 50 or 100 years. So we could say it's the solution. The problem that we have is that there was a major accident called Fukushima. And Fukushima, in a country, I mean recognized by its science, its technology and Japan, has broken a lot of certainties, has had as a consequence in our western countries, especially France, which is the champion of the global nuclear system, has forced us to put extremely high security standards that make the cost of nuclear today probably much higher than many other energies. There is an obstacle. So that's the first point. So we could say that after, nuclear is a real field of development, it's China and it's India. But even in China, I was hit by, to see that Fukushima slowed down the nuclear program in China. So today, I think that nuclear has a potential and one doesn't really go for reasons of cost. It would have to be able, and it's complicated once again because the issues of security and nuclear are major, it would have to be able to come back to a nuclear, I would say, more accessible for it to be competitive. So I am, intellectually, I think it's a very good solution, especially in terms of climate change, but I see that today, the minds are not, don't really seem to be on the wall to invest heavily in these girls. Well, so, a third and last question, if there is one, I look, third, in the last... There is none, very good. So I would like to... I'm sure that... No, I would just say, there is one last... We have given in this very interesting conference a figure that I would ignore. It was that, therefore, China became the world's first importer of oil and gas, with 15% of its world supply. So, is it total that distributes refined products all over the world? Is it total that makes a lot of money in China? Or is it that you yourself have realized that maybe China did not apply reciprocity, that is, did not really apply its commitments to the title of the IMC? No, but China, wait, China has a state economy. State economy, it's not a free economy, China. There are only a few lawyers in Brussels who think so, sorry. They have faced China in a competition of state companies that take various forms. It's the great historical state companies, but today you have private companies, but they are also state companies, in fact. So it's a complex competition. To answer your question, it turns out that we have found a segment where we manage to earn a bit of money, and which we sell in China today, a lot of lubricants. It remains objectively minor to the size of the group. Today, we have Chinese market. I often have a phrase with my colleagues, because there is a gap, everyone sees a billion and a half consumers, and I say, yes, it's excellent for the turnover, so we do believe in the turnover, but then in terms of results, it's bad, even sometimes negative. So it's a country that is very complex, and we can get there, and I think there is a condition, we can find partners, but only objectively, it's not simple. So today, we have businesses in China, but I would say it remains for us not a real development engine. On the other hand, what is very important for us in China is that we have made Chinese partners, as they became our competitors in the Middle East, in Africa. The group's strategy has been for ten years to go and see them and tell them that instead of attacking us, come with us. And today, the national company, and the biggest total partner in Iraq, in Iran, in Russia, in Africa, in some African countries. So we preferred to make allies and make them competitors, considering that it would be better to do good judo with them than karate. We had more chances of losing. That's it. On that note, I would like, before leaving the stage, to say one last word. I will say it in conclusion, congratulations to Thierry de Montbryal for this tenth edition, this tenth anniversary of this conference which, I think, is a very expected new year. Thierry has the capacity to invite many people from all over the world. I am lucky tonight to meet for the first time, both the first minister of Albania and the first minister of Serbia. I think that only Thierry de Montbryal and the long life of the World Policies Conference with a total support.