All right, thank you. Welcome to Albemarle's 2020 Sustainability Webcast. Our latest sustainability report was released yesterday after market close. You'll find the report and ESG data download posted on our website under the Sustainability section. Presentation materials for this webcast are also available on our website under the Investor Relations section at albemarle.com. My name is Meredith Bandy. I am the Vice President of Investor Relations and Sustainability at Albemarle. Joining me on the call today are Kent Masters, our Chief Executive Officer, and Scott Tozier, Chief Financial Officer. After our presentation, we'll have about 15 to 20 minutes for Q&A. On the upper left-hand side of your screen, you'll see a tab with the little questions. Please enter your questions there for the Q&A session. Turning to the second slide. As usual, some of the statements made during this call, including our targets, expected company performance, and proposed projects, may constitute forward-looking statements within the meaning of federal securities laws. Please note the cautionary language about forward-looking statements contained in this presentation. That same language applies to the webcast. Turning to the next slide. Please note also that some of our comments today refer to financial measures that are not prepared in accordance with GAAP. A reconciliation of these measures to GAAP financial measures can be found in the appendix of this presentation. Now I'll turn the call over to Kent on slide four. Thanks, Meredith, and thank you all for joining us. Today, we'll discuss the progress Albemarle has made implementing sustainability initiatives and how supporting global efforts to create a more sustainable world links to our overall corporate strategy. Our sustainability report provides an overview of select sustainability topics, management approach, and recent performance. Today, we will highlight four key updates in our 2020 report. First, we have set our initial environmental targets related to greenhouse gas emissions and freshwater use. Second, we have launched a new climate strategy to help us meet our climate goals. Third, we are aligning our efforts with global standards, including the UN Global Compact, and we are aligning our own sustainability framework with the widely referenced UN Sustainable Development Goals. We are advancing important initiatives to achieve our long-term sustainability goals, and we'll talk about what our stakeholders can expect from Albemarle in 2022 and beyond. On slide five. For those of you who may be new to our story, Albemarle is a global specialty chemicals company with market-leading positions in three core businesses, lithium, catalyst, and bromine. Lithium is our largest and highest growth business. All three have strong long-term growth prospects and healthy margins. We are accelerating growth, particularly for lithium and bromine. If you turn to slide six. All three businesses are also driven by increasing sustainability requirements and regulations across a broad range of end markets. Our sustainability goals and objectives are focused on positioning Albemarle's operations for long-term success and helping our customers achieve their sustainability goals. Albemarle generates about 50% of net sales from products that enable reduced greenhouse gas emissions or increased resource efficiency. This includes net sales from refining catalyst and lithium used in energy storage. A refining catalyst enables refiners to produce more product from each barrel of oil, reducing waste, improving efficiency, and removing contaminants like sulfur and nitrogen from transportation fuels. In fact, we estimate that our catalyst avoids the emission of about 10 million tons of sulfur each year. Our lithium products enable the reduction of greenhouse gas emissions, primarily through the adoption of battery-powered electric vehicles. Our bromine business also enables safer electrification. For example, brominated flame retardants save lives by preventing fires related to electronics used in homes, industry, and transportation. Now to slide seven. Earlier this year, we incorporated sustainability more explicitly into our long-term strategy. Our strategy is founded on four key components. Most importantly for our discussion today is to advance sustainability by improving the ESG performance of our own business and helping our customers attain their sustainability ambitions. Sustainability also plays a role in other aspects of our strategy. For example, to grow profitably by executing high-return growth projects at progressively lower capital intensity. This approach allows us to grow profitably while meeting customers' demand for sustainable products. To maximize productivity by driving continuous improvement across our businesses, including operational efficiencies from reduced energy and water intensity. To invest with discipline by allocating capital to our highest return opportunities while managing risks, maintaining our investment-grade credit rating, and supporting our dividend, all of which provide business resilience through the cycle. On page eight, we've updated our sustainability framework to align with this strategy and the current environment. This framework is based on the materiality assessment we completed in 2019 and includes three key pillars. First, natural resource management, to be good stewards of the environment and to use resources and materials responsibly. People, workplace, and community, to take care of our colleagues and communities. Sustainable shareholder value, to foster the conditions necessary to create durable long-term value. Over the past year, the COVID-19 pandemic has increased our focus in areas like business and financial resilience, particularly around supply chain management and business continuity. We have also increased our focus on diversity, equity, and inclusion in the workplace, in the supply chain, and in our communities. The Albemarle Foundation has always been proactive with dollars and outreach to the under-resourced in our communities and is well-positioned to continue our efforts with regards to racial and social equity. For example, more than 70% of our multi-year educational initiative in Charlotte, North Carolina, was distributed to minority-led organizations. This sustainability framework also aligns with the work we're doing internally to launch our new operating model. Our operating model, which we call the Albemarle Way of Excellence, defines how we align, execute, and deliver our strategy. I'm excited to share more about this initiative with you in the coming months and in greater detail at our Investor Day this fall. On slide nine. Over the past two years, we've accelerated our sustainability efforts to continue to build and maintain our industry-leading positions. As you can see, sustainability is not new to Albemarle, rather a continuation of many years of work. For example, we've set baseline data and initial targets for environmental metrics like greenhouse gas emissions and freshwater use. We've invested in technologies to reduce freshwater use and improve resource yields in environmentally sensitive areas, including the Salar de Atacama, one of the driest places on Earth. In terms of community engagement, in Chile, we've signed collaborative agreements with local indigenous groups, including the Council of Atacameño Peoples, which represents 18 indigenous communities that live around the Salar. These agreements are based on the Universal Declaration of Human Rights principles encompassed in the Indigenous and Tribal Peoples Convention, which recognizes indigenous people's right to self-determination. We are honored to partner with the indigenous communities of the Salar. For instance, Chile was hit especially hard during the pandemic. This year, several of our communities dedicated Albemarle funds for COVID-19 relief, including testing services, healthcare, and contact traceability. Over the past several years, we've invested time and resources to build our financial and business resilience, including improving cybersecurity, implementing a single ERP system, and completing a successful sustainable cost savings program. During the COVID-19 pandemic, these investments proved their worth. We were able to continue to operate throughout the pandemic. We also generated operating cash flow, maintained our investment-grade credit rating, and improved our balance sheet. We are especially proud of our progress on safety. The success we've seen in improving safety is a roadmap for the success we plan to achieve in other areas of sustainability. In 2016, we launched our Journey to Zero safety campaign to create a common safety culture across our organization. In 2019, we set the initial target for top quartile occupational safety performance relative to our American Chemistry Council peers. I'm proud to say that we achieved that target in 2019 and again in 2020. Our revised target is for top decile occupational safety performance relative to those same peers. We are well on our way to achieving that goal as we continue to work towards zero harm at all of our operations worldwide. Today, it is a truism that a safe operation is an efficient operation, and I believe the same can be said about sustainable operations more broadly. On slide 10. This year, in addition to our safety target, we have set environmental targets for greenhouse gas emissions and water use. These targets are meaningful stretch goals, but they are also achievable for Albemarle. Over the next two years, we will build the infrastructure needed to assess, measure, and track progress against these targets and other material sustainability topics. These include executing a portfolio of projects to deliver improved sustainability performance. Our midterm goals are to reduce the carbon intensity of our catalyst and bromine businesses by a combined 35% by 2030 in line with science-based targets. Our catalyst and bromine businesses operate in two markets with long-term growth rates roughly in line with GDP. We are targeting these two businesses to realize greenhouse gas emission reductions in line with the well below two degrees Celsius requirements defined in the Paris Agreement. The lithium market is forecast to grow by more than 20% per year through 2030, driven by the adoption of electric vehicles and electrification more broadly. Against this background of high growth, the target for the lithium business is to expand our capacity in a carbon neutral manner through 2030. We expect to meet these greenhouse gas emission targets through a combination of grid greening, efficiency improvements at existing plants, and in the case of lithium, design improvements at new plants. We also plan to reduce freshwater intensity by 25% by 2030 in areas of high or extremely high water risk as defined by the World Resources Institute. This allows us to focus our investments and efforts where it matters most. For Albemarle, this includes our lithium operations in La Negra and the Salar de Atacama in Chile and our bromine operations in Jordan. We expect to achieve our targets for reduced water intensity through efficiency improvements at existing plants and the new thermal evaporator installed at La Negra. By 2050, we plan to achieve net zero carbon emissions in our operations. We support the goals of the Paris Agreement to avoid dangerous climate change by limiting global warming to well below two degrees and are pursuing efforts to limit it to the 1.5 degree Celsius. Now, page 11. Let me talk about the climate strategy we just launched to support our targets. Reducing greenhouse gas emissions is not only the right thing to do, but it will also strengthen our competitive position, improve our operational efficiency, and create value for our stakeholders. Reducing our carbon footprint is a multi-decade journey of continuous improvement. Albemarle's climate strategy lays out our plans for achieving our greenhouse gas targets. These include measuring progress and improving results. We are building the systems and processes to improve our business and reach our targets. Enabling our customers' sustainability ambitions. We are partnering with strategic customers to improve supply chain sustainability and collaborating with stakeholders by aligning with global frameworks to increase transparency and working with industry partners to develop sustainable solutions to climate change. All three of our businesses contribute to reduced CO2 emissions. Most notably, one kilogram of CO2 emitted in Albemarle's lithium production delivers more than 50 kgs of CO2 avoidance per year when used in EV batteries. Catalysts and Bromine also support greenhouse gas reductions. The use of our hydroprocessing catalysts enable refiners to operate at much lower temperatures, thereby reducing energy consumption, greenhouse gas emissions, and improving yields. Bromine used in bromobutyl rubber extends tire life, reduces fuel consumption, and minimizes CO2 emissions. Now let me turn it over to Scott on page 12 for more detail on the climate strategy. Thanks, Kent, and hello, everyone. Thanks for joining us today. Our team is executing a portfolio of projects to reduce our carbon footprint and achieve our climate targets. Current projects focus on avoiding and reducing emissions, for instance, by improving heat integration and switching to green or renewable energy use. Over time, we also plan to evaluate emerging technologies and their benefits, like carbon capture and storage, and to identify potential forestation projects to neutralize or offset emissions. We are building these current projects into our annual and long-range planning processes. We're also improving our capital allocation processes to identify ways to improve sustainability as we maintain existing facilities and develop new operations by questioning the impact of these projects. Finally, we're in the process of evaluating the use of an internal notional value for the social and environmental cost of CO2 to balance traditional financial parameters in our strategic and capital allocation decision-making. Turning to page 13. Strategic customers are turning to leading suppliers like Albemarle to grow their businesses responsibly and to ensure the sustainability of the supply chain. We are currently engaged with a number of customers on projects, including assessing Scope 3 emissions and creating life cycle assessments for our products. We're also partnering with customers through industry organizations like the Initiative for Responsible Mining Assurance, or IRMA. IRMA's mine site assessment offers objective, independent third-party verification of industrial-scale mine sites against a comprehensive standard agreed to through a collaborative multi-stakeholder process. It's that multi-stakeholder model, including producers, consumers, labor, NGOs, and communities, that is key for automotive OEMs like BMW, Daimler, and Ford to achieve their sustainability goals and meet the needs of consumers and end users. Albemarle's Salar site was the first lithium mine in the world to complete the IRMA self-assessment and the first mine of any kind in Chile to do so as well. Later this year, we'll begin a third-party audit for the Salar site, and we plan to expand the IRMA certification process to other mine sites in our resource portfolio over time. Turning to slide 14. We continue to engage with our stakeholders, including our employees, customers, suppliers, government partners, communities, and the investment community to affect positive change and minimize disruption as we progress on our sustainability journey. We are aligning with industry-leading standards, including the Carbon Disclosure Project or CDP. CDP's global disclosure system is widely considered to be the gold standard of environmental reporting. We expect to begin reporting under CDP's system in the second half of this year. As we advance our CDP reporting, beginning in 2022, we'll also evaluate disclosure under the Task Force on Climate-related Financial Disclosures or TCFD. Finally, we'll engage with organizations like the Science Based Targets initiative to identify opportunities to improve our targets and climate strategy over time. As you'll see on page 15, we're also aligning with other global standards like the UN Global Compact. As we announced on our first quarter of 2021 earnings call, we signed the UN Global Compact, a voluntary leadership platform for the development, implementation, and disclosure of responsible business practices. The largest initiative under the UN Global Compact is the implementation of the 17 Sustainable Development Goals. On page 16, to determine the right subset of these goals for Albemarle, we engaged with employees and our board for their diverse views through surveys, workshops, and discussions. The team identified the nine key goals that best align with our business and corporate strategy. They are Good Health and Wellbeing, Gender Equality, Clean Water and Sanitation, Affordable and Clean Energy, Decent Work and Economic Growth, Industry Innovation and Infrastructure, Sustainable Cities and Communities, Responsible Consumption and Production, and Climate Action. We aim to maximize each goal's positive impact and minimize any negative effects in terms of economic, social, and environmental conditions. One of the key accountabilities we have is to update the UN on our progress each year, which we plan to do with our annual sustainability report. I'll turn it back to Kent to review the next steps of our journey. Thanks, Scott. Moving to slide 17. I hope our discussion today gives you a good sense of the significant progress we're making on sustainability and underscores our long-term commitment to continuously improve our efforts. For the rest of this year and into 2022, our primary focus areas are, first, as Scott described, to build the project portfolio and related infrastructure to track progress and ultimately achieve or exceed our sustainability targets and objectives. Second, to continue to partner with our customers on life cycle assessments, Scope 3 emissions, site audits, and other projects to meet their sustainability goals and objectives. Third, to progress our diversity, equity, and inclusion strategy and set initial targets to measure our progress on this important effort. Finally, to continue to improve reporting and transparency, including CDP reporting and evaluating disclosures under the Task Force on Climate-related Financial Disclosures standards. On 18, in summary, sustainability is a key part of our value proposition to stakeholders and is driven by Albemarle's three core businesses, which are powering a sustainable future. With best-in-class resources and decades of experience in building and operating world-scale chemical plants around the globe, we are well-positioned to help our customers grow responsibly. As an industry leader, we are committed to accelerating sustainability initiatives to minimize risk and pursue durable long-term value, and to deliver strong financial performance and growth for our shareholders. Now we're happy to take your questions. I think Meredith is going to facilitate that. Yeah. All right. Thanks, Kent. As a reminder, everyone, please enter your questions on the Questions tab on the upper left-hand side of your screen. We do have several questions that have already come in on the chat. We'll start with a couple of questions from Laurence Alexander at Jefferies. Laurence asked, "What are the trade-offs associated with the greenhouse gas targets that we've announced? What would be the increased cost or the benefit related to these targets? Okay. Over the long term, I think we'll have to be aggressive about identifying projects to help us meet these targets. In the near term, there is some low-hanging fruit that has good financial returns, and we'll be going after the low-hanging fruit first. Those, we've got a list of projects that we think will have good returns around that, without getting into the sustainability metrics that Scott discussed, just kind of pure financials. The other piece is that this is really a key part of the value proposition to our customers. Our customers are asking for these sustainable products, particularly in the lithium business and the electric vehicle market. We think it's a fundamental part of the business and actually gives us a competitive advantage if we can be the first mover in this space. Kent, I would just add that these initiatives and our strategy around sustainability doesn't change our expectations on returns. As we're looking at new projects internally from an organic growth perspective, we continue to expect that those are going to generate at least two times our cost of capital at mid-cycle pricing, including the sustainability projects overall. Thank you. A follow-up from Laurence is: Has the ESG review led to any change in our lobbying activities? It looks like political contributions more than doubled last year. I'll take that one. Because of the election cycle, it may look like our political contributions doubled. I think if you look back over time, we're pretty much right in line. We are, after the January 6th Riots at the Capitol have put political contributions on hold and are reviewing our approach with those. We're also engaging with governments around the world as they look at both sustainability as well as other initiatives around indigenous peoples and communities to make sure that we're well connected into what's happening there. All right. Our next question is coming from David Begleiter at Deutsche Bank. How water intensive are lithium operations in Chile? How impactful is it on the local community? Right. I'll take that. In Chile specifically, actually the processing brine from the Salar and the way that we're doing it using solar power is the least water intensive, particularly freshwater intensive method. We actually don't use freshwater in processing lithium at the Salar. We do use some freshwater in La Negra in the conversion facilities, and there's some freshwater used at the Salar for mainly drinking water in our camp and then for washing some equipment. There's actually no freshwater used in processing lithium at the Salar itself, and we're a very small user of freshwater there. The kind of a little broader question around the brine, we've developed geological models around the Salar and the brine that we pump to make sure there's no impact from the brine that we pump on the freshwater pools. We've got years or so of data around this that we've shared with the government in Chile and other associations, and there is no indication that the brine that we're pumping impacts the freshwater lagoons in the Salar. Just an additional point of information, we obviously recognize that Chile is a high-risk area in terms of freshwater usage. As a result, during our expansion at La Negra, if you hear us call it La Negra 3 and 4, we actually invested over or are investing over $100 million for a thermal evaporator to be able to double our capacity without increasing our freshwater use. Good point. Okay, next question's come from Ben Kallo at Baird. Ben asks, "Some of your competitors claim to produce green lithium. How does Albemarle's lithium production compare to others in terms of sustainability? Yes. We're pretty focused on this. We like to at least differentiate between brine and hard rock. The brine production, to our knowledge, and today it's the most sustainable from, say, Salar de Atacama, and as we process at La Negra. From a sustainability standpoint, the greenest lithium that is made today, because of the solar power that is used at the Salar, as we described that. Hard rock processing that we do at the mining in Australia and the conversion that we do in China is not quite as sustainable. We've made a lot of efforts in greening the power grid, improving water usage there, a number of things that we've been able to do to improve that. I believe, and I think it's been documented, that the brine processes that we use at the Salar de Atacama and the conversion at La Negra is the greenest commercial operations today. Okay. A follow-up from Ben. How does Albemarle think about recycling? I think he was specifically thinking about lithium. There's probably other areas of recycling as well. Yeah, I'll take that one. Recycling is going to be an important part of the battery supply chain. As batteries become more and more important to the automotive industry, used cars obviously are going to end up needing some place to put those batteries. Recycling is going to be very important as an end use. We're actually working with various innovators as well as customers to look at the most effective ways to recycle, particularly the lithium stream that comes out of the recycling. We believe by the end of this decade, it's going to become a meaningful part of the supply for materials into new batteries, that we'll be able to take our virgin material, combine it with recycled material, and create new batteries. There's other places, though, that recycling's important, too. In the manufacturing of batteries, there are waste streams that come off of that can be recycled. Within our plants, there's ways to increase the efficiency of those plants to be able to use more of the lithium that goes through that process. As a good example of that, where we've got some great experiences in Magnolia, Arkansas, with our bromine business, which they have a very high utilization of the bromine molecule that they get out of the ground due to multiple recycling streams that they have in that plant. In fact, their efficiencies are above 95% in terms of their usage, so very good recycling of that material as well. We also think that the core processes we have in conversion of our raw material are the same processes you'll need in recycling lithium. We think there's definitely a role for us to play in that particular process as those streams become available. Okay. A couple questions from Joel Jackson at BMO. Joel asks to please discuss C- level compensation linkage to ESG initiatives. I'm sorry, say again? Executive compensation and its links to ESG. Okay. Sorry. I thought you said C-l evel. That and climate change, yeah. Yeah, executive comp related this. We had those discussions with our executive comp committee this year, and we considered trying to put some measures in there, but we didn't think they were mature enough. We currently have safety as a measure that impacts the annual bonuses of executives and actually all the way through the organization. It goes all the way down to the manufacturing floor. In that piece, and I think over the long term, we'll be including more measures in that. That's probably the closest link that we have today. The executive comp committee is pretty focused on that. I think that either this coming year or the year after that, it depends on the maturity of the measures and where we are, but I expect to see them as part of our short-term and even the long-term plan maybe. All right. Let's see. There's kind of a number of questions. I'm kind of going to merge a few. There's some questions about sort of the initial targets and activities for the different businesses to meet these targets and then sort of longer term in terms of things like forestation and carbon capture and storage. Do you just want to give a little more kind of granularity on the projects we're working on for that? Yeah. I think I mentioned before some low-hanging fruit. There's projects that we have identified and that we are working on, and it's a matter of kind of prioritizing because we are kind of aggressively expanding our lithium capacity. We've got bromine projects that we are doing. We have the traditional projects we've been doing in catalyst. It's around prioritizing resources. There are a number of things. Scott mentioned the thermal evaporator. That is kind of I think commissioning at the moment. That will be starting up soon. Other projects that we're planning, there are water recycling projects that we're doing at the joint venture in Greenbushes. There's some water processes and recycling programs at Jordan that we are doing. We're looking at, maybe it's, we wouldn't call it sustainability, but there's a solar yield improvement project where we think we can get more lithium out of brine that we do pump there and then make our operations more efficient almost from every perspective. There's a number of projects like that. Longer term, we'll be looking at things like as we green the grid. We've done that from going from coal to natural gas in China, as an example, for our power sources. We'll be looking to move that to more greener resources, maybe even solar projects that we could do at some of our facilities. Longer term to get to the 2050 target, we'll probably have to look at other things like forestation project, things like that. That's further out. In the near term, we're pretty focused on the low-hanging fruit and the opportunities there All right. John Roberts from UBS asked, which is environmentally better, lithium from brine or lithium from rock? I mean, the environmental, the sustainability footprint is lower from brine, and that's from the way that we operate. I think it's the way most people operate, primarily due to the fact that most of the energy that we use is solar. Almost all solar. All right. Another follow-up from John Roberts. Are Albemarle's ESG targets consistent across the U.S., Australia, Europe, and China, or are they customized to specific regions? I would say they're customized to the opportunities that we have. It's an overall target. It's not customized for a region, I wouldn't say, but it would be customized against the opportunity and where we see the opportunity to make those improvements. Yeah. I think it's important to recognize we've got very diverse types of operations. If I just focus on lithium, if you go to the plant at Langelsheim, Germany, they're operating in a much more mature market, not with the kind of growth. They've been in operation for many, many years. They have opportunities to actually reduce on an absolute basis their opportunity. If you go to the battery-grade material, obviously that's in an aggressive expansion mode. Making sure that we're doing all the right things as we're expanding to make sure that our carbon intensity doesn't go up is where the focus is there. I think you'll see that depending on where we are in the business cycle also makes a difference. Yeah. There's an opportunity in lithium because of the growth. If you don't have any other businesses, as we build new facilities, we want to make sure that we're incorporating all of the sustainability. We won't do that in an existing facility. Yeah. We think it's important for the global sustainability footprint that the growth that we have in lithium is enabling our customers to have significant reduction in carbon. Again, there's a balance in terms of the overall value chain that we've got to make. Okay. Just a follow-up from Benjamin Kallo, Baird. Switching gears a little bit and talking about catalyst. Do you want to speak to any of the growth opportunities in catalyst in terms of things like renewable diesel? Yeah. I mean, there are opportunities for us in conversion to crude to chemicals, opportunities for there and for the renewable fuels as well. Our technology applies well in that space. It is a nice growth. It's a pivot. It's a similar technology, but it is a little bit different. We do produce those products today, and we have a nice position in that particular space, and we expect that to continue to grow. We're pretty focused on it from a strategic perspective as well. All right. A little bit maybe on bromine. Do you have anything specific on the environmental impact for some of the end markets for bromine? Ben is mentioning Specifically oil field, but maybe there's other impacts as well that you want to talk about to help me understand. Yeah, I'll take that one. Oil field and the drilling fluids that are used to complete wells oftentimes use bromine compounds to do that due to their density. What generally happens, though, is that material is actually largely recovered and oftentimes recycled. Again, we work with our customers to make sure that we're operating that in a safe way. The good thing about bromine is it's a salt-based material, and that the completion fluid is really just a dense brine. Even if it does escape into the ocean, it's relatively benign. Great. At this time, there's no further questions from the chat, but I wanted to end on one that we get from investors a lot, and it's pretty straightforward. Maybe, Kent, if you could talk about how the board oversees our sustainability initiatives. Right. We don't have a sustainability committee at the Board, but we've mapped all the elements of sustainability into the different committees. Really all the committees except capital get involved in that. Probably the heaviest piece is with the HSE committee, where we map most things that are reviewed at the meetings quarterly with HSE, but there's an executive comp. We talked about that before. There's an element with executive comp and with audit around risk, and the overall responsibility for the overall program sits with gov. Each of the committees look at the pieces that we map to them at the committee meetings. They report to the Board overall, and the governance committee has overall responsibility for the sustainability program. This has all been mapped out in the responsibilities for the committees. Okay. I think at that time, that concludes our Q&A session. I'll turn it back to you, Kent, for the closing remarks. Okay. Thank you. Okay, thanks, Meredith. Once again, thank you all for joining us today. We have leading positions in lithium, catalysts, and bromine. Albemarle combines world-class resources with the talent, technical know-how, and strong customer partnerships to improve essential aspects of life, including clean energy, food and fire safety, and sustainable transportation. In the context of doing business in a global marketplace for over 100 years, sustainability has proven to be a successful strategy. By bridging social and environmental impact with economic performance, Albemarle demonstrates that doing what is right creates durable long-term value. Thank you for your interest in Albemarle. We look forward to speaking with you again soon. Thank you.