Good morning, welcome to Aker Horizons' second quarter presentation. With me is Nanna Tollefsen, CFO, Aker Horizons, Ivar Simensen, Head of Communication, Aker Horizons, Mary Quaney, CEO, Mainstream, and Paul Corrigan, CFO of Mainstream. I'll start with some highlights in the quarter, followed by an update from Mary on Mainstream. Nanna will speak to the financials and two areas of increasing importance, the carbon price and optimizing financing costs. I'll wrap up, and we'll take questions. It's again been a very active quarter with a number of key developments, including the finalizing of the Mainstream acquisition in accordance with the previously announced timeline and funding plan. The transaction was closed on May 11th, and we are off and running. The integration has gone well, and we remain convinced that Mainstream will be a great platform for Aker Horizons' global renewables ambitions. Post-closing, Mainstream acquired a 405 MW solar development portfolio in Vietnam. You'll hear more from Mary shortly. Other highlights include an MoU signed between Aker Carbon Capture and Carbfix, which is an important step in the direction of a total CCS value chain offering. Carbfix provides a natural and permanent storage solution by turning CO2 into stone underground in less than two years. Depending on the location, a storage solution can be provided on-site or alternatively to storage hubs, reducing end-to-end costs. Announced by Aker Carbon Capture was the launch of carbon capture as a service called Carbon Capture M ade Easy. You'll hear more about this in the presentation, but fundamentally, this is a new offering aiming to dramatically simplify the entire carbon capture process for an emitter and significantly reduce the total cost. Aker Clean Hydrogen notably announced a partnership with CapeOmega and Shell for the development of the hydrogen hub on the island of Aukra in Norway. It's still early days, but we are working across the Horizons group between Aker Clean Hydrogen and Aker Carbon Capture as a technology partner and are pleased with the pace of progress so far. Aker Offshore Wind also announced notable partnerships with bp and Statkraft for Sørlige Nordsjø II, and a partnership with Ocean Winds, which is a 50/50 joint venture between EDPR and ENGIE for the ScotWind leasing round in Scottish waters. Also in the quarter, Aker Horizons was admitted to the main list of the Oslo Stock Exchange in line with previously announced ambitions. In terms of reported net asset value, Aker Horizons saw a slight decrease from NOK 15.9 billion-NOK 15.6 billion. Aker Clean Hydrogen and Aker Offshore Wind together saw a decrease of approximately NOK 1.4 billion, while Aker Carbon Capture saw an increase of approximately NOK 1.1 billion in the quarter. With that overview of some key developments, I'll hand the word over to Mary, who will give an operational and business development update for Mainstream. Good morning. I am really pleased to present today to you in the context of Mainstream now being a 75% subsidiary of Aker Horizons as we close the equity transaction, as Kristian said, on the 11th of May. At the last investor presentation, I had said that we anticipated progress this quarter, particularly in Latin America and in Asia-Pacific. I'm very pleased to update you that over the last two months, we have now energized the first phase of our Condor portfolio in Chile. This is three wind and one solar project meeting this important construction milestone. We have also achieved financial close on the third and final phase, Copihue, bringing a further 148.5 MW through from our pipeline into construction. We've made very significant progress in the bilateral PPA market with the execution of 305 MW of PPAs, enabling two further projects to progress towards financial close early next year. In terms of our pipeline, which has increased by 860 MW, again, most notably with the addition of a 405 MW solar portfolio in Vietnam. On the next slide, you will see that we continue to grow our global development pipeline, which now stands at a net 13.4 GW portfolio. It's also important to note that in addition to this, we have an extensive number of projects in pre-feasibility and feasibility analysis in the opportunities phase, an area on which we focus quite a lot of time and resources as we screen and funnel these opportunities so that we then bring capacity through into our development pipeline of a high quality. At the development stage, we have also added new capacity in Colombia, so that gives us almost 12 GW of net development capacity. Again, here, important to note that about 40% of this capacity is in the late-stage development category, so that it's ripe for progression into commercialization and into pre-construction. In the construction stage, we have added new capacity into construction in Chile, as I mentioned, so that we now have a net 1.4 GW of capacity in construction today. In the operational phase, we have the management of a significant operational portfolio of 600 MW of wind assets in South Africa that Mainstream operates for our Lekela joint venture. Overall, our net ownership of operational assets is around 200 MW. On the next slide, you will see the geographical spread. We have a strong onshore presence in Latin America, in Africa, in Asia-Pacific, and our offshore business growing from its European hub into APAC and into the Americas. As you can see on the bottom left-hand side of the screen, an important point to draw your attention to is the split of our pipeline by technology, where you'll see an even balance between solar PV and onshore wind. This is very important when it comes to the hybridization of projects, which I will come back to later. You can see also an increasing share of offshore wind in development. Since we closed the transaction with Aker Horizons, we have also embarked on a strategic review of new markets to add to our growing global presence. I plan to update you on new market entry later in the year, expecting to bring additional countries and potentially additional market segments into our business. Now let me turn to our platforms. I'll go through them in some more detail. In Latin America, Chile is very much our cornerstone market, where we are constructing a large fleet of projects. We are delivering our 1.4 GW hybrid Andes Renovables platform, a wind and solar platform, through construction and into operations. This is made up of seven wind and three solar projects, which are all now in construction today. The final phase of this is Copihue, where just last month we achieved financial close. A couple of points to note here. Firstly, we executed a 50 MW bilateral PPA, which adding to the regulated PPA that was already in place, that meant that we could increase the project capacity from 100 MW- 150 MW. This 150 MW wind project is now the 10th in construction in parallel. The Condor portfolio, which is the first four projects in the platform, three wind and one solar. It is the most advanced, and I am very pleased to report that all four projects are now energized. This is a really important construction milestone, and it indicates that the construction program is on track for commercial operation in the second half of this year. We have also, this month, entered into a further 255 MW bilateral PPA, and this will enable us to bring a further two projects, one wind and one solar, from our pipeline through to financial close in 2022. Just last week, the Chilean government committed to an accelerated phase-out of coal generation, and we anticipate further opportunities for the development of wind and solar power to supply into the regulated electricity market. Chile also has a well-defined hydrogen strategy, which is for Chile to be a global leader in the production of green hydrogen and green ammonia, with a view to supplying customers right across Asia-Pacific, the Americas and Europe. This gives us a significant opportunity for collaboration with our colleagues in Aker Clean Hydrogen to make use of Mainstream's unparalleled market presence and development pipeline in renewable energy, together with the expertise of Aker Clean Hydrogen. Moving on to the Asia-Pacific region. Vietnam has really leaped ahead in recent years, in the last two years, really, to becoming one of the largest solar PV markets in the world. We took the opportunity to acquire an 80% stake in a 405 MW solar portfolio, which balances our wind pipeline in Vietnam. We are targeting financial close in H1 2022. Meanwhile, our Sóc Trăng offshore wind project is progressing well, the first phase of which is also targeted to reach financial close in the first half of next year. We continue to work closely with industry and government to share our learning and our expertise on offshore wind. Just recently, we have been invited by the Ministry of Foreign Affairs to run a second capacity building event for officials on offshore wind development. This indicates our leading position in the market, with our offshore pipeline now at 1.9 GW of gross capacity. In the Philippines, we are continuing to build our solar and wind development portfolio, and we expect that both Vietnam and the Philippines economies will recover very strongly post-COVID, increasing the demand for electricity and the opportunities for renewable energy. Other markets of interest in the region that we are working on opportunities in include Australia, Indonesia, as well as Japan. Moving on to Africa. In our African platform, our focus is on the upcoming South African Round five renewable energy procurement process. We have a very large pipeline of 6 GW in South Africa, which has a very good geographical spread, as well as a balance of onshore wind and solar PV, which positions us very well. The South African government's plan is that Round 5 is to be followed shortly thereafter by a six th round, again, for renewable energy. We are also progressing opportunities in the emerging private PPA market in South Africa. We note there the welcome announcement of recent regulatory changes, which really opens up this sector. Our Lekela Power joint venture, which is a leading pan-African platform. It has over 1 GW gross of projects under construction or operational across South Africa, Egypt and Senegal. The projects in construction in Senegal and Egypt are now nearing completion. Mainstream, as I said earlier, is the operator of the fleet of 610 MW of assets for our Lekela joint venture in South Africa. Moving on to offshore. Mainstream has a very strong offshore wind heritage and a team that has developed 22% of the U.K.'s current operational or in-construction offshore wind fleet, including Europe's largest offshore wind zone in Hornsea. We're very focused on upcoming tenders. We're actively preparing for licensing rounds in Scotland and in the U.S.A. Our ScotWind submission takes place this week. The outcome of which is anticipated in Q1 of next year. Our next focus is the New York Bight offshore lease auction. The submission of that is expected by the end of this year. In our large-scale projects that are progressing through the development phase, I've already mentioned Vietnam, where our Sóc Trăng offshore wind farm is progressing well. Actually, this image here on the slide shows a project team safety briefing taking place on this offshore platform at our project site in Sóc Trăng. We're engaging on a cross-industry basis with the new government to support the case for the maximum deployment of offshore wind in Vietnam over the coming decade. The recent publication by the World Bank of its offshore wind roadmap for the country has really helped to reinforce the very significant opportunity for Vietnam to build a substantial offshore wind industry at a large scale. It points to a range of between 11 and 25 GW across various growth scenarios being operating offshore wind by 2035. Back home here to Ireland, our home market, where we are progressing development on three sites for which we have submitted foreshore licence applications. Moving on to digitalization. Before our acquisition by Aker Horizons, we had already begun to invest in digital solutions to help to improve the development and operation of our assets. Working closely with other Aker companies, with Cognite and Aize, we are really accelerating this program as we leverage their huge experience in this area. We're really confident that we can deliver significant value from our joint Electron program as we go through the rest of this year. This is really timely for us as we focus on the operations phase of our fleet, particularly with a large volume of assets completing construction and entering into operations. Our focus is on software development to optimize the data management and the use of that data for our expanding O&M activities. Some examples you see here, enabling real-time condition monitoring and predictive maintenance to increase efficiencies, to reduce costs, to maximize uptime. Moving on then to another topic that I mentioned earlier, hybridization. As the world is in this enormous transition from coal and gas power to renewable energy, we are very much leading the way in how to deliver very large amounts of low-cost, bulk renewable energy generation onto the grid and manage it so as to provide a firm power output. There's quite a lot on this slide, but in simple terms, we bid and were awarded 27% of Chile's largest ever regulated auction, which was not a renewable energy auction, it was technology neutral. We used our pipeline of wind and solar PV, a geographically diverse spread of assets, as you can see here from the map on the right. As to optimize this hybrid portfolio of wind and solar PV to service the firm power requirement of the PPAs. If you look at the graph on the bottom left, each curve there represents the generation profile of each individual project. Each one taken on their own shows an individual variable profile, as you would expect. Then the graph on the right, this shows the generation profile of the four projects combined. As you can see, this provides a much smoother generation profile to match the demand under the PPA on an hourly basis. This expertise is a key differentiator for us at Mainstream because it's enabled by the strength of the development pipeline that we have built up, the blend of wind and solar PV with a geographic spread, combining different energy profiles, and all of this brought together by our in-house energy analysis expertise with six years of data, ensuring the predictability of the generation profiles. This experience in Chile of delivering a diversified, large-scale hybrid platform of generation assets, this helps us to engage with governments in other markets who may be concerned about the impact of variable renewable energy on energy security and on grid stability. I should also point out that this hybrid portfolio in Chile that is delivering firm power, this is done without any embedded storage. As battery storage continues to fall in cost, I expect that we will be able to deliver this competitively priced supply profile across most of our other markets, even if they lack Chile's abundant resources and its natural topography. Moving on to Power-to-X. Chile is also our first large-scale opportunity to develop solutions to deliver Power-to-X, which is the ability to deliver renewable energy solutions to decarbonize some of the hardest-to-reach sections of industry through the generation of green hydrogen and green ammonia. We're really very excited about this opportunity to collaborate with Aker Clean Hydrogen and with the government of Chile to take forward this project. It really has the potential to unlock significant additional value for both of our companies. We have targeted to bring 1 GW of our pipeline through to this partnership, so it's to very much be leading the way in terms of the Power-to-X, the use of the manufacturing of green hydrogen from renewable energy in Chile. Moving on to sustainability. Sustainability really is very much at the core of everything that we do in Mainstream. This week, we will publish our third standalone sustainability report. We really have a great sustainability story to tell from the work with our communities across all of our markets, our community-focused approach to development through our climate leadership, our safety culture, and our internal culture, which encourages innovation, diversity, and inclusion. This year alone, we estimate that of all of the projects that we have developed at Mainstream, which are now operational, they have displaced some five million tons of CO2, so the equivalent of over one million passenger cars not driven or over 11.5 million barrels of oil not used. I know that every company and every organization in the world has had to respond to the COVID pandemic over the last year, but I'm particularly proud that in the midst of all of the upheaval in people's lives through lockdown and working from home, that we were recognized as a great place to work. I'm very much looking forward to working closely with the other portfolio companies this year as we collaborate on a combined approach to reporting on sustainability. Moving on, let me now turn to the future. Our acquisition by Aker Horizons enables us to accelerate our growth trajectory. Since 2008, we have built a global business with a development pipeline of quality assets across four continents. We have a very strong track record of success, of delivery, of winning auctions at scale, of raising project finance, and now we have additional resources to allow us to go further and go faster. The next slide gives you a sense of the level of planned activity and the sense of momentum that we're seeing out to the end of this year and the first half of next year. We will be active across all of our platforms, creating organic value, and we will also take advantage of inorganic growth opportunities as they appear. On to the next slide. Beyond the short-term perspective, our ambition is to become a renewable energy major with at-scale growth built on our existing global footprint. Our experience and end-to-end capabilities in development and throughout the project lifecycle, onshore and offshore, our innovation in large-scale hybridization and the delivery of firm power, and leveraging the synergies available across the Aker Group. I very much look forward to updating you as we continue to grow, and I'm very happy to take any questions at the end. Thank you for your attention, and now I hand you over to Nanna. Thank you, Mary. In this presentation, we will focus on the combined numbers of the parent and holding companies, while we can find the consolidated numbers in our half-year report. Starting on slide 35, we reported a net profit of -NOK 273 million in the quarter, mainly reflecting the value change in our listed shareholdings by a -NOK 154 million and net financial items of -NOK 109 million. A large part of the financial items is non-cash. We are paying cash interest on the green bond and on the RCF, while there is payment in kind interest on the convertible bond and the shareholder loan. Cash flow from operating activities reflects general running costs and interest paid and amounted to -NOK 65 million in the quarter. Investing activities reflect Aker Horizons' investment in Mainstream and SuperNode, where the NOK 7.7 billion in Mainstream is the sum of our investment between the acquisition, valuing the company to EUR 900 million, and the equity injection of EUR 109 million, both on a 100% basis, in addition to transaction costs. Net proceeds from the RCF is included in financing activities. Jumping to slide 37. This gives an overview of our current financing facilities and committed credit facilities. In Aker Horizons, we currently have four sources of debt financing. We have a subordinated shareholder loan of NOK 2 billion. This loan carries an interest cost of 6% with a deferral option against a 1% deferral fee, and it matures in 2026. We have a subordinated convertible bond, which was issued in connection with the private placement in February. It carries a 1.5% payment in kind interest and has a conversion price of NOK 43.75 per share. It matures also in 2026. Note that for accounting purposes, we have recorded NOK 348 million of the convertible bond as equity at inception, and the remaining part as debt. In addition to the subordinated debt, we have the green bond, which we issued in February, where we raised NOK 2.5 billion with a margin of 3.25%. The bond matures in 2025. Lastly, the RCF. In the quarter, we increased the facility from EUR 170 million to EUR 400 million with an accordion option, which potentially brings the total amount up to EUR 500 million. The RCF has a duration of three years with one- plus- one year options, and we've currently drawn NOK 560 million on the RCF. Moving on to the next slide. To the left, you can see the buildup of our available liquidity between the undrawn RCF and cash amounting to NOK 3.8 billion at Q2. The net interest-bearing debt stood at NOK 5.9 billion per Q2, as expected and previously communicated post the Mainstream transaction. Moving on to slide 39, the final slide. This shows our capital structure, where listed assets are recorded at market value and unlisted assets at book value. As you can see, the loan to value as defined by the covenant is estimated to 14% after the Mainstream transaction, which gives significant headroom to our covenant of 50%. That concludes the financial section, and I'll now be moving on to the next section on strategic perspectives. Starting with the carbon price on slide 42. It is one of the most fundamental indicators that we are tracking in Aker Horizons. The carbon price will be an enabler and an accelerator of the massive transition we have in front of us, as well as the commercialization of several of our portfolio companies. There are different regimes around the globe, but the EU Emissions Trading System, the EU ETS, is the world's first carbon market, and it remains by far the biggest today. It was launched in 2005 as the cornerstone for the EU strategy for cutting emissions. This was at the time, more than 15 years ago, truly revolutionary, putting a price on emissions and following the polluter pays principle. It is a cap and trade system, meaning that the system works by putting a limit on overall emissions and reducing this limit over time so that total emissions fall. It covers around 45% of total EU emissions today. The history of the system has been interesting. It was launched in 2005, and the price dramatically fell to practically zero as emitters had overestimated their emissions, and there was excess supply of allowances. The EU adjusted the system, and the price recovered, but then the financial crisis hit, and again, excess supply. There was a period where you could import international credits into the EU ETS, which again gave too much supply and lower carbon prices. Prices traded below EUR 10 per ton between 2012 and 2017. At the end of 2017, a new reform of the system was agreed on, called the Market Stability Reserve, or the MSR. What the MSR does is address the surplus of allowances and improving the system's resilience to major shocks. It uses predefined rules to either withhold a certain amount of allowances from auctions and add them to the reserve, or take allowances from the reserve and inject them into the market through auction. Since the launch of the MSR, the carbon price has gone from under EUR 10 per ton to over EUR 50 per ton. It is estimated that a carbon price of around EUR 130 per ton is required by 2030 to be on a 1.5- degree pathway. As we've seen thus far from the history of the EU ETS, it's all about supply and demand. The mechanic is that demand is forced and also increasing as new sectors are added to the system, and supply is restricted and programmed to fall. Further regulations are in the works. The EU will launch its "Fit for 55" package today. In Aker Horizons, we view it as critical to have a strong perspective on the carbon price. We have dedicated people to understand all aspects of this and to connect the dots between the carbon price, regulation, and different decarbonization technologies relying on this price. As a part of our strategic focus on this, we will be taking financial position in the EUAs. For Aker Carbon Capture, for example, the carbon price is critical for the commercial viability of carbon capture. Moving on to slide 43. Aker Carbon Capture reported their second quarter this Monday, and as a part of their second quarter presentation, they launched a new business model, which they called Carbon Capture Made Easy. It is essentially offering carbon capture as a service. A little background for those of you who don't follow Aker Carbon Capture. We fundamentally believe that carbon capture will be a big part of the decarbonization puzzle. The IEA Net Zero by 2050 roadmap sees an increase to 1.3 Gt of CO2 captured by 2030 and 5.2 Gt of CO2 captured by 2050. The market is coming, and it's a question of when. Our mission is to do everything we can to drive the adoption of carbon capture forward in time. For us, that means two fundamental things. The first one being reducing the full cost of the value chain. That means the all-in cost of capturing, transporting, and storing a ton of CO2. Secondly, it means making it easy for the customer to sign up for carbon capture. These two are intimately interlinked. A large part of bringing costs down is about learning by doing. We want to generate more sales to drive down the cost of capture more rapidly, which again, will generate more sales. Interest from companies that want to reduce their industrial emissions has skyrocketed. To many potential clients, carbon capture and storage is a new concept. It requires upfront investments and a lot of contracts and interfaces. The Carbon Capture as a Service offering has been developed as a response to clients expressing they want someone to handle the full value chain, including financing. Carbon Capture Made Easy simply means that the customer will pay per ton of CO2 captured, and Aker Carbon Capture will handle the CO2 through the value chain from point of emission to permanent storage. Moving on to the next slide. Aker Carbon Capture is doing all they can to reduce the operational cost of the full value chain of carbon capture and storage. A key part of taking down the cost is reducing the capital cost. There is enormous global interest to fund planet positive projects, and importantly, there are different pools of capital within that space. What we want to do is match the returns and risk with the appropriate pool of capital to minimize the cost of capital. For the carbon capture assets, we anticipate going through a journey from a few assets to achieving true scale. The way we see it, we'll go through a de-risking phase, and we will gradually have a platform with core infrastructure characteristics, including long-term offtake contracts. Doing it at scale will allow for further capital cost compression. Under working name Green Yield, we believe we will have a competitive advantage in understanding, pricing, and managing the technology and counterparty risk. We know Aker Carbon Capture, we know the technology, we understand the model. This model is not only relevant for carbon capture assets. Decarbonization projects tend to be capital-intensive, and we have identified other potential asset classes as well. Green Yield will invite strategic partners with a shared view on planet positive investing, a long-term perspective, and we are already in dialogue with several potential partners. Green Yield will hold investments for the long term with the potential to provide stable long-term cash flows to Aker Solutions. With that, I hand it back to you, Kristian. What you've just heard is an emerging business opportunity for Aker Horizons that starts for us with solving for the lowest possible total cost for decarbonization projects by optimizing the cost of capital. In the specific case of carbon capture as a service, we think it will ultimately arrive at infrastructure-like financing structures with longer-term contracts and standardized equipment, which will lend itself well for long-term debt and yield-oriented investors. I can't stress enough, by the way, the importance of standardized equipment and a modularized approach to facilitate cost reduction and increase adoption. This is core to Aker Carbon Capture's approach. The question becomes for Aker Carbon Capture in particular, how do we get there to this end state of financial structure as quickly and cost efficiently as possible? Aker Horizons, which knows these assets well, has industrial insights, and can draw on the benefit of the Aker Group's experience within financial structuring and leasing, sees an opportunity to facilitate this development and work to bring down the cost of capital as much as possible, including by maximizing the use of long-term third-party capital over time. As Aker Carbon Capture has communicated, this is still under development and will be presented in detail on September 9th at their Capital Markets Day. It's also worth mentioning that through this work, we've come across other decarbonization infrastructure that can potentially offer attractive returns and serve well to bring scale to what we are calling Green Yield. We've identified key resources for this task, and we'll spend the next six to 12 months maturing and detailing this concept internally and together with potential partners. At a minimum, we see Green Yield being a tool amongst several to lower the cost of capital for some of our own projects and potentially building Green Yield to a fully fledged business area in its own right with stable long-term cash flows. Now taking a step back and looking at the bigger picture in closing. This week, it's one year since we first announced Aker Horizons. We were a few dozen people, and now we're nearly 1,000. We've announced several partnerships with companies such as Microsoft, Ørsted, bp, Statkraft, and Ocean Winds. We've raised several billion kroner in financing, and we have the organizational infrastructure now in place to grow our businesses and execute on those plans. Our strategic priorities are clear, as laid out on this final slide number 45. They're similar to as in the first quarter, but updated for the work around carbon capture as a service, as well as Green Yield. Key priority remains business development, partnerships, and M&A across the portfolio, as well as continuing to build a renewable energy major in a targeted way through Mainstream. With that, I thank you for your time, and we're happy to take some questions. Okay. Are we ready for some questions? First two questions are from Mary in Dublin. Can you elaborate on what you mean by creating a renewable energy major? The second question is, how do you see competition impacting Mainstream? Thank you, Ivar, and thank you for the questions. As the world is transitioning to clean energy and this enormous transition is underway, rather than the oil majors of today, our focus is very much on the renewable energy majors of tomorrow. You'll have heard there as I presented that we have our stated ambition to accelerate our growth, bringing 5.5 GW of projects to financial close by 2023. This will enable just slightly less than 7 GW of projects in construction or operations by that date. We are increasing our geographical footprint, as I mentioned, both organically and inorganically. As renewable energy increasingly will provide firm power to a broader range of customers, our focus is very much on enhancing our expertise across four key areas, the first one being flexible generation. By that I mean the hybridization of projects, storage capabilities, and expertise. The second being energy solutions, combining bilateral PPAs, managing merchant exposures, power trading capabilities. The third, as an operator, developing an O&M center of excellence, the optimization during operations, as I mentioned earlier. Technology, being at the forefront of technology, digitalization across the business, being the most efficient, lowering the LCOE, Power-to-X, as I mentioned earlier. All of these factors and capabilities I see as being four core areas in terms of building the renewable energy major, and based on our existing track record, development expertise, and end-to-end capabilities. If I take the second question, how do we see competition impacting Mainstream? Clearly, during this transition, there is increasing competition, but also increasing opportunity. Again, back to our core differentiators at Mainstream being our development skill set, our knowledge of the market, our market entry expertise, particularly in establishing early market entry positions in emerging markets and in growth markets, again, a core advantage. As the industry evolves and as the competitive landscape has been evolving, so too has Mainstream evolved and will continue to do so. If I were to look back to the past, our previous business model would have been to develop and exit at financial close. We have pivoted over the last number of years to ownership during construction and beyond. That evolution, of course, continues with the longer-term perspective of the Aker Group, and that gives us the ability to extract returns right throughout the project life cycle. During development, during construction, during operations, and to extract those returns in multiple ways. We're very confident that we can continue to deliver best-in-class returns in each of our respective markets into the future. Okay. Thank you. Next question. Yeah. For us, as talked about earlier in the big picture, is how do we optimize capital cost for these companies and projects that we have? We have a number of tools. We have project-level financing. We have partnerships, farm downs, corporate-level financing and portfolio companies. We have a number of sources of capital in Aker Horizons, as Nanna described earlier. As we've spoken a little bit here today in the context of Green Yield, we see a lot of interest for this type of infrastructure-like investments, and we'll be exploring those private sources of capital over the next six to 12 months. For us, it may very well play a part in the bigger picture in the many tools that we have in terms of financing. The current operating losses in our business is really by design. Our portfolio companies are frontrunners in their respective fields, and we're in the early stages of a massive transition. We're seeing just tremendous market opportunities, and we need to invest now and build capabilities now to position ourself for that long-term growth and that long-term value. With regards to how we will handle that capital need, we have a lot of flexibility in terms of how we finance that journey. Kristian just spoke a little bit about it, but we have the ability to finance at the project level with project financing, inviting partners, potentially farming down, and we can fund at the portfolio company level with corporate-level debt as well as in Aker Horizons. What we just announced today with Green Yield, we see as a new tool in our toolbox. We feel that we have significant flexibility in financing that journey. Okay. Final question. For Kristian, what kind of strategic partners would you like to see investing in green? Have you had interest from potential partners already or any discussions to gauge interest? Well, it's still early days, but we have seen quite a bit of interest over the past several months for financing these types of planet positive projects. What we're going to do is go through a systematic process over the next six to 12 months, speaking to sources of capital and potential partners. Fundamentally, for us, it's important to be aligned around ESG, and the importance of that. Another factor is the long-term approach and being able to offer competitive capital over time, and then also finding partners that are complementary. Our starting point is very much the industrial side. Finding partners that we can complement ourselves with will be a key factor. Overall, the world, there's a lot of capital. It's abundant capital, particularly for these types of projects. It's important to be smart about structuring, and that's a process that we'll be going through over the coming months. Okay. That concludes the questions for now. Apologies if there was a sound issue on the questions, but that is the wrap-up for today, Kristian. I would just say thank you very much for your time. We'll speak soon at the third quarter result presentation. Bye-bye.