 So, first of all, I think we'd love to hear more about why your organisation is pursuing a net-zero goal. What are the benefits and why is this important? Yeah, I mean, that's the big why question, right? And I think we at DSM, we've always built our future under the big assumptions that we cannot be successful as a company in a world that fails. So, we need to contribute to a better world and therefore we apply our capability, our science, two words creating a brighter world. And if you have that capability, it comes with responsibility. And we at DSM want to take that responsibility and therefore you need to apply a net-zero goal to future-proof your organisation. Going this in mind, what positive action is your company taking already that is driving the change needed to make net-zero reality? Yeah, I think we have a huge list of actions we've taken because at the end of the day, it's not only the ambition to go to net-zero, but you will be measured against actions you take. And we have a bit of an holistic view on what the responsibility is of companies. We think that it first starts with your own footprint. And we call that the improve part. We need to improve on our own mission performance, improve on renewable energy of our own operations, and therefore create the base load, but also the entitlement to say something for the rest. And the second element is we call that enable. So if you improve yourself and you go to enable for the whole value chain, we help customers, we help suppliers to contribute to that net-zero. So we work with suppliers where we have a clear demand on creating a net-zero path, but we also work with customers with innovation to help them to become net-zero. I think that is an important understanding for the enable part. So improve yourself, enable for the value chain with suppliers and customers. And the last bit equally important is that in today's world, private companies have a role to play in advocating for climate change, advocating for creating a brighter life. What do you think is the most significant hurdle when it comes to companies achieving net-zero? How have you been able to overcome this hurdle? I think first of all, the key hurdle is that this is not a monodimensional solution. This is a value chain approach. It needs different parties to align. It's a bit like rowing with eight people in a rowing boat. You really can only win the race if all work together. If there's one in the boat who is not synchronizing, that boat will not win the race. It all needs to be synchronized and that's a little bit the hurdle of achieving the net-zero because it needs all elements to come in place. That's one. And this is customers. These are governments. This is the industry. But it's also the consumer. I think that last bit I want to call out. I want to call out to consumers that they also need to be a change driver of becoming net-zero. So another challenge question. What do you know now that you wish you'd known before before you started strategizing and planning for a net-zero future? That's an interesting question. I think I would have appreciated that from the beginning, this is a bit of a value chain approach. I think DSM in the past, we thought, hey, if we would work on our own business, the rest will follow. A bit what I said on improve your own standards and enabling the value chain and then it's easy to advocate. I think that was a mistake. I think we focused initially a lot on our own footprint because we basically felt that if you don't show the evidence that you take your own footprint standard seriously, you're not allowed into the game to discuss and advocate and take leadership. But if everybody does that, nobody is taking that advocate leadership discussion. I think we could have jumped in earlier with a few other companies because everybody was first improving their own footprint before they started the discussion. I think we've lost maybe three to five years by doing so, not only DSM but the whole industry. And I think three to five years in the current trajectory is a long period because being net zero requires actions today. Unless what is the main learning you would share with a company at the beginning of their net zero journey. So I think what we've learned today is that you need to have a very secure roadmap, short-term actions to really move forward, to really make that plan to 2050. And what we've seen is that lots of people only start thinking the moment that 2050 is near. I think that is something which we are advocating for, that we have a clear actionable roadmap, not only in 2050 but already for 2021, 2022, 2025, 2030. It's a big element which is ahead of us. And you can only solve that by chopping it in pieces, small pieces, step-for-step. And I think that's a learning. I think that is what we've done at DSM. I mean, we have moved renewable energy within four years from 3% of all our used energy. 3% was renewable in 2018. Today in 2021, more than 65% is renewable. Would you like to talk a little bit more about how you engage with your supply chain and cross-sector more broadly, to drive this through the value chains, to drive net zero transition across the economy and achieve the systemic change that we need? I think it's a key question. And I think in all fairness, we have learned for one of our customers. In the materials business, we supply Apple on the nice fund. And they basically said we from Apple, we want to only buy components which are made with 100% renewable energy. And dear DSM, you as a supplier, we really value for innovation and sustainability. We would like to make an agreement with you that within the next two years, all the products which you supply to Apple will be based on renewable energy as a first step. And it was a bit like a wake-up call for us because we were doing the transitioning. And I just told you we were in 2018, about 3% of our energy source was renewable energy, only three. So some of the sites, we needed to have a roadmap, a short-term roadmap, in order to continue to live Apple as a customer. Talking about international policy, what are the key outcomes that DSM really hoping for and looking for from COP26? Let's decide what we do in the next five years ahead of us, not in 10 years. Because that direction decides where we would end. And that is COP26. And it's a crucial moment for governments, but also for private companies. And I think we as DSM, with many other companies, we've signed the CEO climate alliance letter where we ask the governments to make bold commitments. And that the private sector sometimes is being pushed into innovation and find solutions. But now is the moment to do that. And I think where we have the capability, there comes responsibility. And the governments need to take responsibility. The private companies need to take responsibility. Consumers need to take responsibility. And we need to act now, because otherwise it's too late, we can't bend the curve. What is your view on the Fit for 55 package? What will the priorities be for your company? Yeah, so Fit for 55, for me, in the framework of delivering the transition to net zero economy is supportive, is helpful. It is governments, it's industries, it's customers, it's consumers. And I think any direction which moves into an area where we get a price on waste or price on a mission, for me in our philosophy as DSM is support. We need to, we can't reconfigure the whole economic system, because that will take too long. In the timeframe where we need to bend the curve, where we need to come to net zero within the next 30 years, we need to use the system as we have. And if we do that, we need to put a price on waste. We need to put a price on CO2.