 वें कमप्री लिज़े लिज़े है, अप्रोल तुब तुब तुब तुब तुब आप विल्नेग फोस सात्या दे सेम वीकेंद आद सीन वे रानी क्रोसिंग दफाटक, आप चेसिंग भीहाँनद, इन रिक्वेस्टिंग हर की मानजा आप वीक आनद भोग्राई आनु आप आप प्रनाश्ते है भीगी अप गर्गट्ट्ट्टी दे आद दी फाँँड़़द आप फ्रसारी रोपल गर्ट्ट्टी गोब जो आप आप आद दाद, तुष्टाट बुस्ट्पाल अप गर्ट्टी बुष्टोब पुषोग क्यं तुष्टाड बुष्टोब आप डीट बगर्ट्टी रोपल देखा, वीगी गर्ट्टी डीट रोपल डीट ये जोअने कोई आप प्याँ शिएठि, विगी वाद्टी जोग जी, आप आप और अप वीक प्रषारी रोपल तूभ प्रसारी नददी अप प्यागट्टी � लगनी पुट़ारी और लगने कर लगनें में वईद लहात है. लगने कर लगने सेभी यध देएगवेच विरद करक कर था है नहीं में फ्नन चाँँए सब में लगने रीवाखन चीश्टीगेगेते का लागना वी लोगने तोगो तस्ववागे वीद. ठावतोन ल्गत आप लेव करईख आप आज्जिताश श्वॉआदिक, आप न मेध आद्जित आप को लगत आप आप ज़े विज़ चाम, मेध आप श्वय़्रीयक काईे लेव. वो आप ख़ाशा लोगा रहा मेल से जों रहा है, वो बोगन लोग है, नाजमpeer has given social performance of civic kindness. अग्जवाना मुँँ नाज्वेँ काई है, अवो आपासे लगार होगा,् appearance,oupass brewery. इसा लागा और सवरती धुए- लन्ज़ द Flow, is. आटbags business- शिस्ट अजी पीजगे कॖ योदोजो उंने ची रुर. आजि बातिज हो थु दिजा पागा, जो अथो, SCES volcanic hosis. आजि ठिल तो दीटेलद ना छूगी वाती भाता, और, बोत्यी. ज़ीट आपना के चार्टी होगी और थीब वो ज़रतदी बाल बार बाल. वो रहा ही जोगी ज़ोगी काी लीगम जी चार्टी लेईग, about recycling in schools. That's a part of the curriculum. But what we hope to do by pushing our karma series, content series, is basically ensuring that when moms or parents drive their kids somewhere, they tell them that let's keep our disposal bag in the car, so that we don't have to litter on the road or throw something out of our cars. Or something as simple as you know when going on a holiday and you know trekking or doing something like that, we ensure that we don't step on grass. So these are, this is a very minute example of a very large impact that we are trying to create. But yeah, so day to day behavior and how to sort of make it more pro social is the entire aim of karma module, which actually is an acronym for kindness, altruism, righteousness, mindfulness and authenticity. So those are the attributes that we want to drive in behavior. Definitely not with a full form but for the next question, I'm going to go over to Vivek. Vivek, what are really the new experiences you know you went through and you sort of became an entrepreneur. Being an actor for such a long time and then getting into the entrepreneurship world, what are some of the new experiences you sort of experienced? The motivation has been pretty clear. I mean me, it's been 20 years, not only as an actor but as a philanthropist, I started my journey in philanthropy quite early. And worked on fairly large scale projects. So whether it's helping more than 250,000 children from poor farmer families in India, from rural parts of India to get free treatment for cancer, you know for pediatric cancer, helping kids fight cancer over the last 20 years, creating a full-fledged network across the country to help these children and luckily most of them survive because with children if you have early intervention, especially in leukemia, the chances of survival are quite high. Similarly, working in terms of Project Devi, which is something I started about 13-14 years ago, where we started rescuing girls from child prostitution, forced labour and today we've rescued almost 14,000 girls over the last decade and a half and empowered them through education and global exposure. A lot of these girls who are from villages are today studying or pursuing careers in UK and Canada and the United States and giving back to their society, giving back to Bharat. So that has always been a big part of my motivation. But aside from being say the Brand Ambassador for the Social Justice Ministry of India or working with the United Nations Youth Program, what I felt was that faster scaling will happen not through non-profit but through social impact for profit. So the idea was how do you build social impact for profit businesses. So we did finance peer where we ended up creating India's first interest-free education-free financing loan company. Then now we're doing iScoller. iScoller is a company that connects digitally a bridge between India and Bharat. So best teachers are in India, most aspirational students live in Bharat. So how do you find a digital bridge for life-to-week communication. We're working on agriculture with farmers, how do you enhance their incomes through a platform called Agribit which is already done 200 crores in GMV in its first year and is affecting the lives of 800,000 farmers already. So impact stories like that, roadside safety assistance through ready assist. So these are the companies that I have either co-founded or empowered and normally I go into slightly later stage companies that are already proven. But Anu's story was so compelling and it started with our discussions almost a couple of years ago. She kept telling me about what she's trying to build, what she's trying to develop and then it was so compelling because I feel that this kind of a tool civic empathy index, the way I see it, the way I perceive it is today having been a part of the CSR ecosystem for 20 years. When I see a corporate wanting to write a big sum of money towards CSR, firstly, what are the resources they have to figure out? Why should we do this to achieve what objective? Is this the best way of doing it? Can we achieve the objective most effectively like this? What is the amount of engagement that we will get with the target? Say I'll give you an example. When we were working with Habitat for Humanity, we were building toilets in a small town, small village outside Pune. And the toilets for women who used to go out in the fields got rejected. Brand new toilets have been built but the women refused to use them. And the reason was just to understand the cultural context from them was the day that all day we work so hard, the only time we get to engage with each other is in the morning. And now you've shut us up in individual doors and silos and we can't talk to each other, we can't see each other anymore. So they refused to use the toilets. So the learning from that was to cut the toilet doors in half. So they can sit, do their business at the same time, look at each other and have a conversation. It was as simple as that. But the example I'm trying to give is that when you're doing social impact projects, is there a requirement for a school here? Is there a requirement for a market here? Is there a requirement for people with physically challenged people? You have to figure out what the actual need is. And when you figure the need out, there is an automatic sense of ownership of the people, the target group starts to get involved. It's always a success story. I remember when I rebuilt the villages post the tsunami, people said why are you doing this? Why you've done so much work, you've rebuilt the village, you've built schools, you've built primary health care centers, you've done all of these things and you've built homes for so many people. And now you're just leaving, you don't want to keep anything under your foundation. I was like no, I have to empower these people, engage these people. I created a council of elders of older women with almost like the British shadow ministry style of younger women kind of working and reporting to each older woman. And I created a council of women, because I truly believe that women are better custodians than men. And handed it over to them saying that now this is your baby, now you run this show, this is yours, yours to criticize, yours to be responsible for, yours to build, I've given you the platform. And I walked away from it, never claiming any authority or ownership or any kind of control in a trust structure. Just let it be. I think those are the most successful projects because they're stakeholdership. You're empowering people to be stakeholders and therefore empower the project. The civic empathy index I think can create this to scale in a massive story, whether it's working with governments and understanding where they're spending for public good is going, how it is going, how do you measure it. How do you measure that impact and how do you come back, saying that this is super and we need to spend more on this, we need to scale this up. So stuff like that. And karma points I think to me the vision when we spoke to I know about it was the idea was how do you build a sense of civic empathy and civic mindedness, aside from the textbook because civic studies to be one of the most boring subjects in school. So how do you build a gamification, how do you build a socialization within kids for that, how do you create points, how do you create recognition, how do you create a peer engagement by doing something like this and that's what it encapsulates. And if I may add to that Kabir, since the pandemic hit, the need for social impact is actually accelerated in millennials. 8 in 10 millennials actually want to be engaged with companies that are doing something that creates social impact that are purpose driven, so to say. So when the stakeholder ship that Vivek is talking about also lends itself to the entire employee structure that we have today so people want to do something that is going to be pro social, but they just don't have the resources in one place. So what I am also aims to do and is already in the process of doing is bringing everything that is impact related under one umbrella. So if a person wants to find policies related to a specific SDG, they can come on IM and they can find it. If they want to figure out what campaigns are going on in India across the globe they can come on IM and find it. They have a gamified platform that is going to enable them to participate in these campaigns and also start their own campaigns. And in the process gain something called karma points that they can actually not just feel good about but also use for exchanging maybe social benefits. That's the long term vision but I mean that's the entire goal that we are aiming for. You want to start a social impact initiative. You don't know say you come from the city, you want to go back to your village, you want to start something that you don't need, you don't know how to vet whether there's really a need for what you're asking for, are you duplicating capacity. Should you be building this or should you be building that, where's the need in the market in the system. The second thing that it enables you to do is that okay now you've identified what you want to do. How are you going to do it, what are the best practices all over the world, who are the domain matter experts, what subject matter experts who can guide you, who can guide you through this. And then now if you've decided you want to do it, how do you achieve a seriousness before a well informed seriousness before you now start actually raising for the cause. And when you want to raise for the cause where's that platform that you can raise for the cause within that can champion that cause and then you take that cause and eventually get funded, whether it's from corporates or individuals crowdsourcing a multi pronged platform that allows you the whole ecosystem. And then when you achieve what you want to build, how do you measure the impact of that and report it accurately and honestly that this is the impact that it's been created in a third party way, you know something that's completely unbiased and very very meticulous and honest, transparent. So how do you get all of this under one space, along with the repository of content that if it's just a spark, Kabir is interested in educating the girl child, but doesn't really know you know what it's all about. Now he starts to watch a video or two videos or 10 videos that are specific and focus to the cause that Kabir is resonating with at this point. And, sorry, so you start to resonate with that cause, and then it helps you develop and build the depth in that thought process by seeing more content related to it so it's a it's a singular platform for all needs that are related to civic empathy. And the index itself is something that we must speak about and I would like to elaborate on it but to me what's amazing is that we live in a world where there is an index to evaluate, there's an index to evaluate, there's an index to evaluate your financial capabilities, but there is no index to evaluate your civic engagement and empathy. And that's a big gap and that tells you a lot about the world we live in. So I think there is a very important place for civic empathy index and we're really proud to be, you know, founding something that is probably going to be a first, you know, in the world. Yeah, that's quite something. I think one of the key takeaways from what you just said is that, you know, even when you're doing something which obviously is is noble and has civic consciousness and good for the people, it's very that the research part of it is very important when you talk about the toilets, right? I mean, you know, many people go, I want to do something good and then you know you build the toilets and do they need the toilets? How do they need it? How do you modify it to that way? That of course is very important. Last two questions for Vivek, we're talking about companies, right? Your debut company completes, I mean completed 20 years this year. So what was some interesting reactions during your debut that time 20 years back? I saw the movie Law, I remember. I used to love that song. What was some of the interesting reactions which you got at that time, both some actors and some of the audience? You know, when company happened, it kind of took everybody including me by storm, right? Because nobody expected, you know, when you make something like this and I was very fortunate to be a part of such a cult classic. You don't expect it to be a cult classic. You generally don't carry the arrogance saying that I'm making such a kick-ass movie. You know, you make your best movie you can and then you hope and pray that, you know, it works and people like it. But company created a cult of its own. I remember when company was releasing April 12, 2002, I was filming for Satya the same weekend. गेटी कालेक्सी सिनमा? अगर गेटी कालेक्सी मुमभाई? आदकोर, सीटी बजाओ, आदकोर, सीटी बजाओ, you know, mass commercial cinema. And not one but five of them, you know, गेटी कालेक्सी, जेम, जेम नी, all of them. So two minutes walked from गेटी कालेक्सी. तेसा रिलभे फादक, तेसा क्रोसिं. And Rani and I were filming there. And throughout the shooting of Satya, I was nobody. She was Rani Mukherjee. So it used to always happen that, you know, whenever Rani was around, there used to be one or two security guys to take care of Rani. And when I was there, nothing, आंतो मज्दुर अदनी, शुटिं करते करते, we used to carry the stand also and camera also. And with Shad, I used to, you know, literally him, the director, me, the star of the movie, we used to carry equipment and stuff like that. Right? Because it was made with that kind of budget and that kind of, you know, very familial vibe, like a family. But 20 years on, you are exactly the same. I'm sorry for the interjecting. That's true. He is exactly the same. That's very kind of you. When I was shooting on that Sunday, अदिन ता, when we were getting an opportunity to shoot. So I was shooting on that Sunday. देक्ते देक्ते यार दो टीन हाजार का क्राव्ट आगाए वहांपे. And the shoot had to shut down there to catch me. They had to put me into one of the makeup vans. They had to lock me in there till the cops escaped. And the cops had to escort me out of there. And I remember Shad, who is a dear friend also and my director. It was his debut film. He looked at me and gave me a hug suddenly as the cops were taking me out for security. He said, तु स्टार वंगे मरे भाई. So, you know, there was an epiphany. There was a moment. And I remember that so clearly. Life changes over one weekend. Totally, totally. I mean, that's the thing. I mean, that's why I love talking to people from the film industry. There are so many interesting experiences really, which we get to know sometimes. We don't get to know but take care and nice talking to you. Thank you, Kabir. Bye, Anu.