Roy Jakobs: Thank you, Hassan, for your question. Let me take the first one, and then I can ask Abhijit to address the second one.
So, in terms of my insights and as I've also shared, we have a very strong order book, but we have a serious challenge in conversion. And that challenge, indeed, is coming out of execution, where we need to focus more in addressing the supply chain issues that we have with external suppliers, meaning, we need to go to the next level of the second, third and fourth-tier suppliers to secure the components that we need to get to complete our products, so that we can bring them to installation. But also, we need to improve our internal supply chain agility, so we can deal better with the volatility that we see.
For example, in redesigning part of the boards, but also improving the information flow that needs to flow seamlessly and fast from what we get on the supply side up to what we get from the customer side. So that's also where, when you heard me talk about the focus on execution, I very much look at quality, supply and productivity to actually improve near-term our performance trajectory. And on that, indeed, I have also been talking about realism. Realism in terms of the situation we face, so that we can actually address the right areas to improve our performance trajectory; but also, secondly, in terms of being realistic in terms of what the trajectory will be.
Now, as you can imagine, I'm now on my 9th day into the job, and I will go looking into the structural trajectory and also interventions that we're going to do, and update you in January on the plan for 2023, and also the trajectory moving forward. Because we have a very strong product portfolio, we have an exciting trajectory ahead, but we need to get our execution in line with the order book and with the potential that we have.
Adhijit Bhattacharya: Thanks, Roy.
Hassan, hi. Regarding leverage and liquidity, I think, look, our cash earnings this year have been lower, our inventories have been temporarily higher, so therefore, we have taken a term loan. So this is not a bond, multi-year bond. We've taken a term loan to help us go through this period because we will also have restructuring costs as part of the reduction in the people that we have spoken about. So as far as liquidity is concerned, we are not particularly concerned. We have adequate reserves and a strong balance sheet. And as I mentioned, our commitment to dividend remains. So there should be no kind of concern on that front.
Hassan Al-Wakeel: Thanks. And if I can just follow-up on the question, just trying to understand potential upside and downside scenario into next year with regard to supply, i.e., given the order backlog that you have, and if you were indeed unconstrained by supply, what that would look like? And what the business could look like in terms of no real improvement in supply and would this impact the most profitable businesses?
Adhijit Bhattacharya: I think, Hassan, as Roy mentioned, those are things we are working through in the coming months. So, I think we best leave that in terms of projections for next year, to the update in January. We have a big Q4 to deliver. I think we need to deliver on that. And then we come back on how we see next year developing.
Roy Jakobs: Maybe one colour that we can give, if we would have unconstrained supply for MR, we could deliver over one year's of plan into the market. So, that's kind of giving you a bit of colour in terms of that actually, we have a real strong order book where for some of our solutions, we have what we normally would sell in a year as part of order, but we need to unlock the supply to actually fully capitalise on that.