and things. But I believe in the future, it will be companies that can take a much bigger responsibility for solving societal problems. It's also interesting nowadays to see how investors are picking up on environmental and social aspirations for companies. BlackRock, which is one of the biggest investment companies in the world, they're also one of our biggest investors. They are asking of companies now to have environmental and social ambitions. And this fits right down our alley and something we worked with for many years, but we did work with it as something a little bit separate from the core business. And now we're trying to integrate it into a truly sustainable business where it's a natural part of what we do. So not a sustainability strategy, but a sustainable strategy. Yeah, a sustainable strategy, and we call it sustainable business. So it is as part of our purpose. It's the underlying foundation, sustainable business. Sometimes you think, make a lot of sacrifices and then we will reach it. But our ambition is really to have a sustainable business, meaning that the environmental considerations should be included in our business strategies. It should not be either or, it should be both and. And that's what we are working on and what also sometimes poses us some challenges. I think a company has to have an ambition about what type of company do we want to be, how do we want to be respected and how do we encourage our employees, the current and the future to work for us. So to define an ambition of where do we want to take this company and what role model do we want to be in society. And you've also launched an initiative where you can't be a supplier for Novo unless you use green energy by, I think it's 2030. Yeah. You could argue, but that's none of your business. It is actually a big part of our business because 80% of our carbon emissions are coming from those suppliers. And we have 60,000 of those, but the top 300, they account for 80% of what our suppliers emit. So we do need to work with them on that. And now we found a way ourselves to run only on green energy. So that means we can also help inspire them how they can do that by 2030. We would like people to engage in our biggest problems. And we do have a few problems with regards to Circular for Zero and our environmental impact. So if we can have people work on solving some of those problems while they're also solving the business problem at the same time, then we believe we are a more sustainable company for the future. The first thing I want to ask you is what is your thinking on the role and the responsibility of businesses in solving worthwhile problems? I believe very, very passionately that business has a huge role to play in solving the biggest problems of our time. If you don't have a healthy world, you can't have a healthy business. You're one of the companies who, to a very large extent, has asked yourself the question of, you know, where could we take a catalytic role? And there's two areas that kind of stands out for me. One is you activating, I don't know how many thousands of suppliers to solve the plastic challenge of the world. And the second area is your carbon labeling of your products to inspire other producers to do the same. Could you, is that, you know, how did that happen? So we have Partners with Purpose program, a program that we bring all our suppliers and definitely the big ones who have huge impact on our value chain and take them through an education process of what is happening in the world. What is happening with, for example, plastic or what's happening to climate emissions. You've got to educate them, build their awareness and bring them on the journey with you. What we also then do is we work with governments and NGOs everywhere. So in country by country that we operate in, we operate in 190 countries. We try and map out who are the partners in this country that we need. We therefore work with the ecosystem of partners, policymakers, governments, NGOs to then advocate and shift some of the policies and practices to make this more effortless. Is it hard? It is because sometimes suppliers say you're asking us to do things that's going to cost us more. You know, how's this going to happen? But I have seen this over the last 10 years, that while in the early stages you see enhanced costs, over a period of time, you see more benefits for the business than you can imagine. And I guess a lot of companies would feel that when you go into an ecosystem way of thinking, working with suppliers, even working with competitors. I mean, it's a new model because you're no longer in control. How do you do that? It's a great question. You know, this is all about new power. This is about learning to work through networks. You know, this is about learning to work without hierarchies. This is about being prepared to engage with anybody. It might be 18-year-old, you know, activist or plastic in a country. You know, one of the things we are doing in our leadership development is to build our leaders on their inner game of leadership and their outer game of leadership so they can lead in this new way. So that when they engage with their suppliers, when they engage with their employees, they are tapping into new power ways of working, not old power ways of working. So, for example, we call the inner game of leadership is all about a sense of purpose and service. It's about learning agility. It's about a sense of resilience and personal mastery. And our outer game is all about consumer love and business acumen and passion for high performance. There are no guidebooks to tell you what to do in my country if I have to start a movement of catalysts. But if you have a strong inner game and you have a foundation of a sense of purpose and learning agility, you will find a way. You will find a way because of the audacious commitments and because you're learning agility. You know, one of the things we do with all our suppliers is share best practice. Because somewhere in some part of the world, someone would have cracked how to make plastic recycling possible. And then we shine a spotlight on that and say, hey, if that could work in Brazil, can we pick that idea and try it in Thailand? Or if it worked in Indonesia, can we pick up that idea and take it somewhere else? So the power of networks and community building teaches you to share best practice in real time and learn from each other. So you're co-creating it together. From the bottom of my heart, for you taking time to have this conversation with us, thank you so much. The biggest gift for me will be this conversation catalyzing a movement among influential people. I sense that organizations to a large extent are starting to ask themselves questions like, what is the biggest worthwhile problem we can solve with what we are able to do today? It's a wonderful question to ask. And I think it's a necessary question. Whether it is that exact question, sort of what's the biggest worthwhile problem? I guess my personal favorite is what would the world miss if your company did not exist? Because it circles around the same topic. That what you do as an enterprise and therefore by definition what all of us as employees are part of, is that truly meaningful or not? And I guess it's a reflection of the very privileged situation that most of us, at least in this part of the world, find ourselves in, that we do not only go to work to be able to have shelter and feed our children. And we're circling in on what is the meaning? What is it we contribute with? What is it I want to be proud of and feel that it is worthwhile doing my very best? I think it's foundational for all of us as human beings. But I think it also holds a huge untapped potential for many organizations to be much clearer on. Is there something in our times that makes this more relevant now than it was five or ten years ago? For sure. I think we all realize that the world has actually seen progress on many important things, such as extreme poverty over the past decades. The fact is that obviously with the man-made climate changes as sort of the pinnacle of those challenges, we are facing fundamental challenges both at a global scale, but also in many societies that are threatening our way of life and what we are handing over to our children. This notion of us not just cruising around, looking into next year, into next decade, taking for granted that our children will of course be wealthier and happier than we were, that logic is no longer there. And that means that I think at least many, many people, thankfully, are a lot more thoughtful about what we not only do, but what we should do. Every single executive or leader that I know of already have more than a full-time job running their current business. Many people work a lot of hours already. It becomes sort of something you do next to a day job. And I think we can all relate to that. And reimagining the business, like you said five minutes ago, is almost something you say, it's a privileged thing to be able to do that. That's when you take your executive team for an offside and say, now we need to ask the big questions. But in the breaks, everybody runs out and says, how can we solve the problem that's at hand right now? I'm not trying to take anything away from that, because there's also sort of a deep responsibility and accountability in ensuring that what we do, we do well. Because no organization can live from having a bunch of dreamers just talking about how great things could be. You need an execution ability. So I guess what it is, it's about all of us. We should be better at compartmentalizing when do we do what? And how do we equip other people better to be prepared for what needs to get done if we really want to transform the business? At least in theory now is this notion of that leadership to a large extent right now is an ability to deal with paradoxes, which means there is no right or wrong. You need to balance two different consciousness levels at the same time. Exactly. You're touching upon some of the most vital things, I think in business, but potentially in life even, is that if you force yourself to an either-or, I mean, either your company does good or it makes money, I mean, everybody knows that that's an absurd sort of contradiction. But in reality, you're often faced with both opinion, internally and externally from the company, but also real choices that actually forces you a little bit into that. And everybody can say, I should be both. It's a lot harder than that. So I think embracing paradoxes smarter than other people is one of the most important things you can do as a leader. And I think it forces you to reflect. Thank you. Thank you, Max. You're welcome.