 Så vi nu är klockan en till de last säschen, de last dag av de soca på väntsarna. Vi är glad att bli här. Jag just kem i det småning och sådär de första säschen som när jag hette gå väg för en kappel medis och kommit backkäran. Vi är bäst att presenta oss. Det är en honor för mig. Jag har varit varken för det som Leone Kampané för 20 26 års. It's still owned by the owner and his two sons and they are really in charge of operations, and that is also very important part of why we would be in so successful. The focus now on my ten minutes is to be talking about how we are trying to be sustainable and I will start with explaining what I see the reason how the problem in the world have developed and the problem I gonna describe is just by using one letter. And that is the letter of V this letter of V symbolizes for me the social sustainability perspective. I will use it in another way to describe the ecological perspective, but the social side this also demonstrates the problem I see in the world globally. When it comes to demographic changes, we know that there is many people now that are retiring and they very few that enter the labor market as young people. It's the same situation in the whole western hemisphere. It's also the same situation in China because of the one child labor policy. We know that the world will grow until the year 2050, and then it's gonna decline. The problem is, of course, about resourcing human beings. I'm in business, so for us it's very important that we can find the right person. So therefore what we see now is a problem, how we can get the right person, and what I'm gonna focus is to talk about an area that lays outside of the normal part, the normal person that we can hire and recruit. Back in 2001 when I was director of human resources, every fifth person that we're gonna put on a daily schedule was supposed to be a restaurant host. The problem was that nobody wanted to be the host. They wanted to do the cashier or they wanted to fly and flip the burgers. So therefore we understood that we had to find that person out of the normal. That really didn't have an opportunity to have a normal job. So therefore we looked for our solutions outside of the norm and find persons with slightly mental disabilities that were perfect for the job. And this is the solution. So the problem is in the future, how can we even employ people? Therefore we had to change the way the perspectives that we see on people, that we treat people in our organization. If I'm gonna demonstrate the other V, and this is about the environmental perspective, and then I had to, of course, to put the V on this side. This is the problem we see when it comes to resources. The resources are declining and this is something that you really know about. And at the same time we know that consumption are increasing. So we had to change perspectives. We had to get the people who want to consume to consume in another way. So the V symbolizes both the problem but also the possibility. In 2007, the owner of Max, together with the board, together with the top management team, had made a decision. We wanted to find out what our problem was really. And the problem really, we were inspired by the Katrina. Not inspired by a positive way, but we were frightened about the problem. So therefore we decided to team up together with the natural step and conduct the baseline study to really find out what was the problem within Max. And the problem really, what we discovered, was the sourcing of the beef. The beef really was the biggest problem. I had a problem when I was then director of sustainability because every week in the end, Mr. Bergfors call me every week he called me. Is the report ready? When can we put the carbon on the menu? Finally, the report came and we of course carbon labeled all our products, the whole complete menu. So we therefore we try to get the consumer, the customer to really make a better choice to understand that we had to do. We had to change the way that we consume burgers. Of course, we took away a lot of unnecessary things like the paperboxes for the kids meals. We took away the toys, the battery in the toys for the kids, etc. One of the first persons who really also answered and picked up the phone in 2009 was this person in Sweden. Now they've started to label food to show the customers the environmental damage rating. So it's giving the people a choice. You told that this burger is going to damage the atmosphere to the equivalent of this. And so at least the customers then can look at the goods and say, well, maybe I don't want to buy that. So it gives them a chance to buy sensibly and responsibly. Sir Paul McCart in the European Parliament talking about full places in the world. One of the things he talked about was the carbon labeling of Max burger. Vi var den. The first in the world to carbon label the whole menu. He wanted to address the leaders of the European Parliament to took. Look at those four places and really take those examples and do the same thing in theirs in their countries. The question is, has something, has anything happened? I will have that in the end. What has happened since 2008? The owners of Max is, as I said in the beginning, the father Kurt and his two sons Richard and Christopher Richard and Christopher together with the father to travel in US back in 2002, when they were supposed to become in charge of the company as CEO and executive CEO. And during four weeks, they consumed together with the father, more than 800 burgers. Exakt. Läckning, om det wasn't this slim or didn't look as good as on this picture, but also understood that this is not a long term. We can't serve burgers based on this and a long term perspective. Hett i Schengs, the way that we serve our burgers. We have to give alternatives for the consumer. So therefore we launched a del afresh menu, meaning that you have couple of alternatives that you can pick from. Instead of the normal white one bread, we introduce bread that are more sustainable with grains, etc. And of course, we try to really focus on low fat, low sugar. And the funny thing is now that in recent survey, I saw that 40, 47 percent of the customers coming into Max is women. Or something has happened. We have been able to attract new groups. A max burger of today symbolized by this del afresh chicken burger is still based on taste and quality. And I was very glad that you that you compared us with within in and out burger hand to stop because in and out is really a little bit, not as good as we are, but almost. But they are really good example of good quality burgers back in U.S. But it's not just taste and quality is also another perspective that we see is very important. And that is the importance of serving burgers based on responsibility. And that is really what we are trying to do and not just the health perspectives. So therefore, our way of serving burger basen based on responsibility come, of course, back to the sustainability perspective. How can we become sustainable? How can a fast food business be good? Is it possible? This is the way how we try to manage our system. This is the way how we are trying to really work with the sustainability perspectives. The core values are very important, where we back in 1996 introduced the fire theory and 2004 introduced the human element. In 2007, of course, introduced the natural step framework. The way have we make decisions, but you can't see those decisions. You can't see those, those, those methods when you enter a Max restaurant. What you'll see is, of course, the social aspect and the environmental perspective. You see that that the employee people with disabilities. You hopefully you see that the people that are serving the burgers are more happy and they are running faster and they probably stay longer. I'm not the one within the business who has worked, worked most years. I've been working for 26 years, but the many managers that have worked for over 30 years within the company. I coming back to the social aspect, the standing we, the first one. So back in 2001, when I was director of of human resources, I saw the problem. I couldn't employ people to this type of job as restaurant host. So therefore we focused on trying to employ people that really didn't normally get out in the normal work, work label market. E together with some hall that is a Swedish company. We formalized, formalized, I would say a type of program where the focus was not on the people with disabilities. The focus was instead on us as managers, taking away the prejudice about people with disabilities, because we understood that the very early stage that if you could just match the right persons to the right job, it would work. For me, Lars is really a person or a more of a symbol that it really works. Lars at the age of 32, for six years ago, was employed. And this was his first employment back up in PTO. Two years later, he I had the honor of following him to bristles, where our program was highlighted as the best program in whole Europe just by focusing on the prejudice just by focusing on the managers. And Lars today, I would say, is one of the most influential persons in spite of his triple numbers of disabilities. I think he has correct, direct connection to all party leaders in Sweden. So if you want to impose a new law, you should connect to Lars. This is from the government's webpage where he met the present minister of employment. He has of course met the prime minister and of course met the other opinion leaders. For us, I would say that the starting point is the managers. The starting point is of course the owners who say that this is important, but then the managers and the way that we are training them based on the human element, based on the fire theory, meaning that we are letting our managers to travel within themselves. Of course, we have manuals. Of course, we have instructions, what you are supposed to do and not supposed to do, but the most importance is that you have to be self aware. And the only way of doing this is to travel back in time. When you meet yourself, you meet your own behavior, you meet your own feeling growing up as a kid. Being loved or not loved by your parents. Having problems in school or being maybe the light in the school, having all the light on you. So when we travel all the way back to where each person are born, then they can then start traveling back and meet their own problems, meet their own feelings, meet their own behavior. And that is really the reason why we have so low turnover when it comes to our managers, because I believe many of them don't want to quit. They don't want to move to another company. Because our way of managing is more sustainable. Anyway, the leadership program was launched back in 1996 and with the fire theory, the starting point, we talked more about the group perspective. But in 2004, we deepened it with the human element, with the individual perspective. And then in 2007, we focused on the next step. And the reason is really how can we get, how can we create self aware people? How can we create self aware managers? And that is really the whole concept. This is, this was a recent survey presented or not the recent, it was presented in June. And the question was raised how, what company or organization do you think take responsibility for the climate? 1% of the population up to the age of 29, I must say, said 1% said Greenpeace. 2% said. Natukvist, Renan, en 14% said Max hamburgers. Yes, we have done something and it took. Thank you. And it took three years to reach those numbers. This is another possibility or another problem. This is the, the, the starting point back in 2002, when the two sons becoming charge of the company. This is the preference between going to Max or going to McDonald's back in 2002. 4% av the population in Sweden said that next time I'll visit the fast food restaurant will be at Max for 32% said McDonald's. In 2003, we launched the Delafresh menu program. In 2005, we launched the program, how we include persons with disabilities. In 2008, we launched the carbon labeling program. And now 27% of the Swedes say next time I will go to a fast food restaurant, I will go to Max and 17% percent say McDonald's. So this is of course highly profitable for all of us also. And that is really the key issue. And the question is what has happened? I would say nothing since 2008. I was was invited. We was invited to present that planet under pressure conference for just a couple of weeks ago and the problem was, and it was also. Presenting this time magazine article that we are still the only company in the fast food business in the world who has carbon labeled a menu trying to get a change in behavior with a customer. I think we are one of the only companies in Sweden also that systematically are trying to hire people persons with disabilities by trying to get a change in behavior with our managers. And that is a key issue. How can we change behavior? This is the way we do it. This is this is the roadmap for us to work with the core values to do the concrete actions and not just talk about it. And when it comes to the concrete action, I would like to highlight the UN high level report, a future worth choosing. And what says in that report is exactly that that we had to create the world where people can choose to make better choices where governments can make better choices. But the main thing in the report is also a call for action. And today it's not our. We has had to answer today. It is really the world. And it's up to you to pick up the phone this time. I want to thank you.