Unidentified Analyst: Good morning, this is Mac on for Jacob. Just a couple of quick ones from me. You highlighted at your Investor Day that you’re tied to roughly 70% biopharma companies with new capacity and new product launches. Is there an opportunity for your win rate to be higher on new molecules coming to market? I know you mentioned the three out of four potential blockbusters, but just going forward like to get a potential mark there?
Franco Moro: Yes, you’re right in term of what we deliver during Market Day, and yes, we are engaged with important blockbuster coming to the market in the short and to have a bigger volume in the future. There is no changes in this perspective. I wanted to stress the fact that we are talking about biologics in term of kind of molecules that come into the market. And the needs for biologics are perfectly matching our value proposition in a high-value solution and a high-value containment solution. But nothing different from what we deliver during the Market – Capital Market Day.
Unidentified Analyst: Thank you. And also you talked a little bit about contracting at your Capital Markets Day as well. Just quickly, what did you learn from contracting during COVID when it becomes — when it comes to large demand projects? And how does this impact GLP1 contracts?
Franco Moro: Obviously, I cannot talk about any specific therapeutic area. But generally speaking, when we discuss with customer, the opportunities in the long run we have a complex agreement that may imply different engagement of the customer including some support to CapEx sometime. So it’s case-by-case negotiation obviously, but the good starting point is the stronger relationship we have and the fact that we can leverage on a long-lasting experience with this customer.
Unidentified Analyst: Great. Thank you for taking my questions.
Lisa Miles: Thank you. Sabrina, next question, please.
Operator: The next question is from Matt Larew of William Blair. Please go ahead.
Unidentified Analyst: Hi, [Sam Martin] (ph) on for Matt Larew. Just a few questions. So first and foremost building off of some of the questions that people ask about contracts and structure there, a peer just another [Technical Difficulty] packaging space sort of spoke about a delay in revenue as a result of [Technical Difficulty] between what customers wanted and their ability to improve lead time. So [Technical Difficulty]
Lisa Miles: Sam, this is Lisa. I’m not sure — I don’t believe you’ve dialled in on a web phone this morning. So we are having difficulty hearing you. We cannot hear your question really at all. So I’m going to ask Sabrina to go to the next question. If you could dial in on the web phone, I will send you the link immediately.
Operator: The next question is from John Sourbeer of UBS. Please go ahead.
John Sourbeer: Hey, thank you for taking the question. I’m actually dialled in. I just want to make sure you can hear me fine here.
Lisa Miles: Yes, we can.
John Sourbeer: Great. Franco, appreciate the color on some of the subsegment level on BDS. And just maybe on IVD, would you be willing to quantify what the sizing of this is or what you’re actually seeing on the non-COVID growth there within BDS?
Franco Moro: John, we don’t split the — in this stage the revenue, I can reinforce the message that is in term of value in the total revenue representing a small part of revenue is also in the segment. And the message about our interest in vitro diagnostics linked to the strategic view because we can leverage on expertise and know how as we apply for molecular diagnostic also in the drug delivery device space. So this level of synergy that drive the strategic attention in term of revenues? It represents a minor part of the business.
John Sourbeer: Got it. And just to clarify, I guess the comments on you know ordering patterns and backlog demand. But are there any areas where you’re seeing destocking or restocking within customers in BDS?
