 One of the dilemmas that faces our society today is about how we get the greatest impact for the effort that we're putting in. And we've thought about this as an indigenous community quite a bit because we're really in the business of retaining our inheritance and our intergenerational assets, which is principally around our ancestral land. So we have an intergenerational plan, 500 years, te Paitawhiti, the distant horizon, looking out further than our lifetimes and thinking about the types of steps that each generation will need to take in order to ultimately achieve the outcome that we aspire to have for our community, for our people. So when you think like that, when you think beyond your lifetime, you have to be really clear about the principles that you live by and that of course are your values and they're closely aligned to your purpose. And for us, we're very clear about who we are and why we exist as an organisation and our values are intergenerational. But what we needed to determine is what our intergenerational outcomes are, a measuring stick for each generation so that they're clear about alignment and about contribution. And so we established five intergenerational outcomes in their whānau, which is the social element. They're our families, they're our employees, they're the consumers that purchase our products or services, all of the people that interact with us. Papa Whenua, that's about our connection with place, our power of place, our Turanga Waiwai and how becoming from a place informs what your responsibilities are back to that place. This whole notion, Māori notion, I suppose, that landscapes shape people and people shape landscapes. It's about reciprocity, so Papa Whenua, the legacy and the duty of kia we hold to the lands we come from. Pūtia, which is about the economics, the money, flow of capital and revenue in and out of the organisation to ensure that it fits in the right place, that all of the decisions we make are prudent, that they are consistent with our values base and that the pursuit of financial wealth isn't perverse and doesn't outshine the other intergenerational outcomes. It's an enabler, but it's not the most important enabler. The fourth intergenerational outcome is te iau, which is about the responsibility and relationship we have with the environment. It's about eco-efficiency, the use of natural resources, the utilisation of them and then the status of the species that we depend upon. So again, it's the Māori philosophy that we are related to the mountains and the rivers, all the animals, plants, the birds and the fish that we share the earth with. We have a reverence for them and we are interconnected with them at the most important basic level. So that loosely encompasses things like biodiversity, taunga species or species we revere and really that relational peace between humanity and the rest of nature, not distinct from humanity itself. Then the fifth is hiheko. Hiheko means electricity. It's a word for an intergenerational outcome that we use to describe attitude and behaviour, whether that might be organisational behaviour, like the systems when you pop the hood of the car and you look underneath and you see all the circuitry of how the machine works and you start to apply that to an organisation. It's about continuing to develop and improve upon what it is that you do, but it's not just about the organisation, it's also about the attitude and behaviour of the people, the talent that works in the organisation and with the organisation. So that's hiheko, doing things better, doing better things.