 Hello, I'm Jeremy Jurgens, Managing Director at the World Electronics Forum, and I'd like to thank all of our global audiences for joining us for this session on leading industry transformation. We've had a great first day of our inaugural Global Technology Governance Summit. We've had worldwide coverage, over 10 million visitors, video views and social media already in the first day. And I expect the second day to be even stronger with the rich program that we have. Today's session is extremely important as we look at the role the industry has to play in helping both shape and advance, you know, the broader objectives of improving technology governance. And I'd like to just call out three specific areas where the forums contributing to this domain. First is our industry programs. We have a rich set of industry programs covering 20 industries where we look at the most pressing issues within each industry, whether that's in energy and health and manufacturing or finance. In each of these sectors, we actively work with industry leaders to understand the critical issues as well as on what needs to be done to address them. The second core element of our program is actually around global innovators and what we call technology pioneers. These are the companies that actually show us what's possible in the domain of transformation, how companies can improve, and it gives us a kind of a pulse on what we can expect and what can emerge before it happens. And third area I'd like to bring attention to is our network of fourth industrial revolution centers which around the world. In today's session we're co-hosting with our center in Japan and our partner, the Asia Pacific Initiative. And these centers are important in actually prototyping and exploring what rolling out new technologies looks like on the ground in countries and cities around the world. So with that, I'm looking forward to an extremely engaging session and welcome our contributors and I'll hand over now to Dr. Funabashi. Jeremy, thank you. Thank you very much. Before getting on to business, I'd like to express my deepest gratitude to both Professor Krashuap and Jeremy Jurgens for launching this extremely visionary and imaginative platform of meeting the finest mind from all over the world to explore how we should harness the fruits of the technologies while managing the risks. So once again, I'm very much delighted to be a part of this exercise. Thank you. Professor Krashuap told us that when he wrote a book about the fourth industrial revolution several years ago, he thought that 23 technologies were the key. He identified 23 technologies as pillars of the fourth industrial revolution. He thought at that time that they were a science fiction at best, but it had become to be a reality. So in a way, we actually have been very much adept at harnessing and developing that technologies. At the same time, we are not so sure to what extent we can manage to control the technology. For instance, a synthetic biology is one of those technologies. So we now realize that messenger RNA is really a key to fight against that COVID-19. At the same time, we are not so sure that vaccination could actually really will be that golden key to fight against that coronavirus. We have a lot of questions to be answered. We are extremely fortunate to have a stair panacea today. I would like to introduce all the panels. First, we have a governor, Yuriko Koike, the governor of Tokyo Metropolitan Government. Yuriko Koike was a TV newscaster, and she is an Arabist too. When she was a minister of the environment, she promoted cool bits, a type of business style used to tackle global warming. She then went to become Japan's first female defense minister. Next is Jim Hageman-Sunabe, chairman of Zements, as well as a member of the Board of Trustees at the World Economic Forum. He also is an adjunct professor at Copenhagen Business School. Prime Minister is a prime minister of Serbia, and in that role has focused on digitization, education, public service, and economic reforms. He is known for transforming the economy to move forward, one based on knowledge and innovation, while increasing average wages. Hanzade Dogen is chairwoman of Hapsee Brudada, and is a leading figure in Turkey's online and digital world, as well as philanthropist. She is also chairwoman of the Aydan Dogen Foundation, which launched the Daddy Send Me School campaign. That granted 50,000 scholarships to young girls and built 33 girls dormitories across Turkey. I would like to each panel to make some brief opening remarks. First, let me turn to Governor Koike for her opening remarks. Thank you very much, Dr. Funabashi. Thank you for your kind introduction. And I'm very thankful for this opportunity to participate in the Global Technology Governance Summit with such honorable participants of the world. It is a great pleasure and honor to participate in this meeting under the leadership of current president of World Economic Forum, Mr. Brande, who was my trustworthy counterpart when he served as a known minister of the environment, and I was Japan's environment minister. Now this meeting, which connects speakers online from around the world, exemplifies the changes that have occurred in the world over this past year. Now with remote work and online meetings, just like today, the pandemic has greatly changed the way we live and work, and it is reawakening us to the power of digital technology. And I believe that while upholding individual freedom and human rights, digital transformation must be inclusive, ensuring that no one is left behind and benefiting from it. And at the Tokyo government, we are also strengthening our system to promote digital transformation and launch the Bureau of Digital Services on this April. And in general, Japanese offices still lag behind and use of a lot of paper. So we place a little goat, little goat, yes, stuffed animal in the Bureau to get rid of all that paperwork by eating it. Now in Japan, there is a phrase from days of old, a martial arts concept known as Shin Gitta, you know, of course, Dr. Shibunabashi about it, Shin means mind, Gi means skill, and Tai means body. Only by integrating these three elements can one can one achieve their best performance. So let me apply for this concept to Tokyo, and Shin is the mind of the people, Gi is technology, the theme of this summit, and Tai is policy supporting both mind and technology. As a matter of fact, as Dr. Shibunabashi introduced me by using the very well-known campaign of Kuubis, Kuubis has all these Shin Gitta, so it was so successful. Now, from this Shin Gitta perspective, I'm now advancing measures for economic recovery from the coronavirus pandemic, while also responding climate change and other challenges in order to ensure sustainable recovery, Tokyo's action for green recovery. Now, a large portion of the city's carbon emissions originate from buildings achieving sustainable building is a common challenge and goal for the world cities. And in 2010, Tokyo launched the world's first urban cabin trade program requiring CO2 reductions at existing buildings, including office buildings. And in fiscal 2018, the covered facilities achieved reductions of as much as 27% compared to base year emissions, attracting a great deal of interest from New York and other cities. And Tokyo is also making it mandatory for more than 30,000 small and medium sized facilities to submit energy data and other such reports, as well as advancing efforts to facilitate online submissions. Such initiatives are drawing much attention from other cities primarily from within Asia. And since 2019, Tokyo has also been providing quality improve with policy support concerning measures for buildings. Now, digitalizing air quality monitoring data is also essential in raising the efficiency of environmental counter measures. We will promote digital transformation of 21st century social infrastructure to ensure business continuity and create new businesses, even amid the COVID-19 pandemic. Now the world is confronting two major crisis, the COVID-19 pandemic and the climate change. In order to overcome these two crises under the rallying cry of time to act, Tokyo is rolling out movement to accelerate climate action for the future. And Tokyo will search forward with digital transformation in order to create new value innovations for a sustainable recovery. Thank you very much. Thank you very much, Ravana Koike. Our next speaker is Jim Snabe. Jim, the floor is yours. Well, thank you very much and you know, honor to be on this panel and participating in this important conversation. I had to admit that I would have loved to be in Tokyo today. It's been a while since I went on a long trip. It's not that I necessarily promote our travel, but I think it's time we get together as human beings again in the same room and discuss. We will make it digitally as well. And let me say that I am extremely thrilled about this discussion around industrial transformation. In my opinion, we've seen the first wave of digitization, which was really around consumer apps. It was around social media and entertainment. And while that was an important, let's say, new set of tools, I think this next wave, which I call the industrial digitization is grammatically more valuable and therefore one that we should pay even more attention to. It's the kind of transformation where we can solve the fundamental challenges that the world still has around creating sustainable energy systems, sustainable transportation systems. We can create a much more efficient manufacturing systems. We will have lifelong learning, digitally supported and ideally healthcare systems that are more prevention oriented than fixing diseases oriented. So many, I think, high value opportunities when we take digital into an industrial context. COVID was, in many ways, a disastrous moment and it caught us by surprise. But if there's a few things that I take from COVID, first of all, it is our ability to transform rapidly as human beings. We have not seen such a big transformation of human being behavior and tradition in such a short period of time. So what if we could take that ability to transform more rapidly into the future and try and solve three problems to be with us after COVID-19? First of all, it's obvious to me that we will see an accelerated digitization. And I think it's important that we realize that once we bring digital into industry and mission critical infrastructures, we need to have a much more responsible type of digitization where we do not steal people's privacy and where we create trust in digital technologies and not destroy trust or democracies. So that's the first task. How do we use digital technologies in critical infrastructures in a trustful and responsible way? The second challenge that will come was already addressed, which is the need to accelerate climate action. Before COVID, we discussed whether we could afford it. Now we have so much recovery funds coming into the economy that it seems like we have more than enough money. And the challenge would be to guide this money, not in building ourselves back to before COVID, but to accelerate a more sustainable future. Invest in infrastructures that accelerate sustainable energy transportation systems, etc. These are areas of investment where we not only create value in terms of growth and jobs, but also is the sustainability agenda accelerated. And my last challenge and therefore I love also to see the politicians coming into this play is my concern around globalization. I think there will be a risk that we will reverse globalization as we've all been closing down countries for a while and kind of thought that worked well. Well, I can assure you as chairman of AP Miller, I'm asked the largest shipping company in the world that the shops were still open. And that was because global value chains still worked. And we need to ensure that we don't try and nationalize or close down countries after COVID-19. But in fact, create more resilient supply chains where we have not one source for our material, but multiple sources. This requires more complex value chains and hence a much more collaborative global trade. And so my hope is that we will see this opportunity as an opportunity to accelerate a responsible digital agenda, climate action, so that we get the future infrastructures up to play right now. And of course, collaboration around global trade so that we create opportunities for everyone in a better future. Those are my hopes and I'll leave the floor to the next speaker. Thank you. Thank you, Jim. Thank you for sharing your insight with us. Prime Minister Abunabic, we now invite you to make initial remarks. Thank you very much, Dr. Funabashi. All the other panelists, it's a great pleasure and a great privilege to be with you today and I would also echo what my predecessor has said. I'm hoping that soon enough we'll be able to actually meet again in conferences. I think before COVID there were perhaps too many conferences. Right now I miss traveling and I miss really talking to people live and face to face. But in any event, I really thank you for initiating this important subject. I think the subject is going to be of increasing importance as the world tries to overcome the effects of COVID-19 pandemic. Serbia has placed digitization and innovation as a number one priority in our future development and everything else that we do as the government in Serbia. So five years ago we have decided to almost completely shift our reform priorities and the way we do things in Serbia. And there were three key areas on which we focused specifically. Obviously it was the economy and our goal was to go from investment driven economy and mainly investment driven economy, mainly based on labor intensive investments where we needed to be because back in 2012. So about nine years ago, 10 years ago, our unemployment was about 25%, it was staggering, it was unbelievable. But at that point in time our development goal was there to the economy which is innovation driven and knowledge based. And digital and innovation basically was the cornerstone of that reform. The second key pillar obviously was education. We wanted to fully digitize our education and we are going to complete that process by 2022. So introducing digital textbooks, high speed internet access in all the classrooms. In 2017 we made coding and programming a mandatory subject in our elementary school and this year when you're going to have the first generation of school children, leaving elementary school with the knowledge of key program languages Scratch, Python, PyGaP and Jupyter. We wanted to focus on education in order to enable our youth to be prepared for the jobs of the 21st century, but that really meant to teach them how to think and not want to think. And the third key area really was government. So introducing e-government, making all of the services that government provides to its citizens and to its businesses, all of it make it electronic. That would cut time, increase the efficiency of the government, increase transparency, transparency of the government. It would mean fighting corruption. It would mean making the government fully citizen-centric. And then also what is extremely important to me, it would also digitizing the government means that you make government available to its citizens and all of the businesses 24, 7, 365 days a week. Government is basically available to its citizens. So those were our three key pillars and we have done a lot and I think thinking about these things from the point of view of COVID-19 pandemic, I think that everything we have done in digitization and especially in these three key pillars paid off during the pandemic. And I will tell you just a few examples. Economically, it made us more stable and more resilient. We have focused on the services sector, ICT sector, startups, research and development, high tech. And actually our ICT sector and services sector overall, but ICT sector in particular as of 2017 started growing at a rate of 25% and above year on year. So when the pandemic hit, we were more resilient. Our GDP decline in 2020 was only 1% and our GDP growth in 2019 was 4.2%. From quite a dynamic growth, the decline in 2020 wasn't that large in that respect. Serbia is going to be probably, we're waiting for the statistics from all European nations, but probably we're going to be between first and second place in Europe. In terms of education, because we were preparing to go digital and then a lot of our textbooks were already digital. We've trained most of our teachers to go digital. When the pandemic struck, I think we were the only country in Europe that did not lose even a single day of schooling. So when we needed to go online, we finalized with kind of physically going to school on Friday afternoon, Monday morning everyone was already online. Our net employment in 2020 grew because the employment in the ICT sector grew by some 14.5%. I mean, it's not all about digital. Obviously, we have provided a very strong support, physical support to our economy during the pandemic, but going digital really helped us. So we overall, the net employment even faced with pandemic grew. And finally, our public services continued uninterrupted and even things which a year ago needed to be done physically such as enrolling kids to kindergarten or schools were able to go fully digital and fully electronic during the pandemic. So in that respect, the government services did not change a lot. We were prepared for the pandemic. So overall digitization pays off and especially when faced with crisis such as this one. It also helped us in successful mass immunization campaign but I can tell you a little bit more about it in the future when we talk about these things in the follow up questions. And finally, in artificial intelligence and life sciences in general, I think that will that will be the focus of much of the investments and will that is where I think the competitiveness of countries smaller countries like Serbia lies lies in so the transformation continues in the future. Thank you. Thank you very much. Thank you. Next speaker. It's your turn to make your initial remarks. Thank you, Dr. Founa Bashi. I'm very happy to be here today, especially together with inspiring women leaders like Prime Minister Brunovic and Governor Yuriko, as well as our other panelists. I think that the pandemic accelerated the adoption of technology in many ways from increase in e-commerce penetration to the usage of video conferences. At Hepsiburada, we lived through all these transformations at their full intensity within the first few weeks of the pandemic. One of you who might not know Hepsiburada, which means everything is here is the leading e-commerce platform in Turkey. Our vision is to lead the digitalization of commerce. We manage a large ecosystem with more than 50,000 merchants, 30 million users, almost half of the adult population in our country. As a super app, we go well beyond standard e-commerce. We provide instant grocery deliveries under Hepsiburada Express. We provide flight tickets under Hepsiburada Fly and we also enable easy online payment solutions under our brand Hepsiburada Pay. If I step back and tell you what I think the pandemic fundamentally changed in our world or the major trends that I see triggered by the pandemic, the first I would say a need to rebalance between efficiency versus resilience and scalability emerged. The pandemic made many businesses slow down the growth, but on the other hand, for most of the tech companies, we've experienced an immense surge within days. And if Hepsiburada, if our platform, our tech platform when we were building, if we were only focused on efficiency and not on resilience and scalability, there is no way we would have managed to able serve that increase in demand. And at the same way on our operations, we had to double our workforce within few weeks. And we had the systems to enable us to scale our workforce without compromising any health and safety issues. So our focus when we run our businesses, efficiency versus resilience and scalability, a slight rebalancing might be needed. The second trend I see is an acceleration of convergence between online and offline world. And also, there is a rising consensus that the two world will and should coexist. All the esteemed panelists before me suggested that Zoom meetings are very efficient, very good, but we all miss to be together in the same room. And online school is useful, but for the well-being of all of us, the kids need to go back to school. And at the same time, yes, e-commerce platforms like Hepsiburada is essential for our lives today. We can't live without those platforms, but we also miss offline retail. So the two worlds will coexist in my view and the pandemic has underlined this trend. The third and for me, the most important awareness and change that the pandemic showed us, I would say there is a change happened in our perception and expectations from technology and from the tech companies. In the pandemic, we were all inspired by the destructive power of technology, e-commerce disrupts retail, fintech disrupts banking, autonomous cars. So technology will come and eliminate certain industries. Hepsiburada, we've never been about disruption. From our funding, we always said it's about cooperation and being an enabler. But I think during pandemic, now there is a bigger social awareness that we want tech power to be more inclusive. We want tech power to act as an enabler rather than saying, I am eliminating all these industries. I think this is very important and that can only happen if you have the right values in your companies. We can't just change that mindset through regulations or only having bigger government. Corporations have those values in themselves. The social awareness or social responsibility has never, so when the pandemic, when the first case happened in Turkey, our initial reaction was how do we secure the well-being of our employees? We provided all necessary PPEs. We increased our service buses to have social distancing. We increased the number of shifts so fewer people were on our fulfillment centers. And we made sure we communicate our essential workers that their well-being becomes before everything else. At the same time, we stood by our merchants as well. At the peak of the pandemic, when all the shopping malls and retailers were closed, our merchants, our brands and retailers relied on our platform to survive. And we lowered our commissions to one third of what we would usually charge to support them as well. And it gave us to show our true character and I'm proud that we rise to the occasion. And I believe the need of new social contract in a way between corporations and society is an area we will need to give more attention and discuss further post-pandemic. Thank you very much. Thank you. I'm so much inspired by the three maps, so I really like to change the order of asking the question. So how then do you compete with a global platform and you strongly believe in resilience? And as a national platform, you have some very much valuable things to protect and defend and to compete with a global platform. But how do you do that? Yes, sure. Does that still, the national platform as such still exist, can exist in face of the presence of the global platform? Sure. I mean, Hepsiburada is a rare example of a national champion. I mean, you have Rakuten in Japan, but Turkey is a very competitive market. Amazon and Alibaba, they're active here. So how do we compete with these two global giants? Two things. I mean, first, we are a household name. Our brand is associated with trust. So it's not all about, only about selection and competitive prices. But our quality of service is unmatched in the market. We do frictionless return, which doesn't even happen in many of the western countries. Our customers can just click and we take care of the return because for us, I always tell my team not provide. We have to go beyond what they have on their platforms so that we can keep our customers happy and they don't need any others. But we do see national champions emerging more and more. And so we've been in the market for a very long time. We are a household name and we keep growing the market. Thank you. Jim, you are the chairman of two very much revealed companies which history stretch back over more than 100 years. Asimans and AP Mola, Moscow. How do you keep this competitive edge in this age of global force industrial revolution as maintaining simultaneously that traditional heritage. And also I'm wondering how you really can overcome the difficulty of carrying over the legacy and legacy industry which usually abhors at disruption, quote unquote breaking things. Well, thank you. I think this is a wonderful question and one that's important that we can answer. Siemens is 174 years old and mask is 117 years old. And so, you know, you don't get to be that old in the industry world unless you have an ability to constantly reinvent yourself. And this has happened in both of these very significant companies. Now what we have seen over the, let's say 200 years of industrialization is a quest for scale, which was really driven by the idea that if you produce more of the same it gets cheaper by the margin. And therefore size was an important way to compete and survive over years and both companies have done that really well. And industrial revolution is about speed, not size. In fact, size could become inhibitor. And, you know, dear colleague on the panel previously mentioned this disruption, we've kind of been falling in love with these startups that destroy industries. And I think there's a danger in that because many people lose their jobs every time that happens. So, so at least I have taken on it with my leadership to help large companies accelerate their innovations become much more faster, much more focused and leverage the fact that they actually master the physical world. I think we're running out of products where you can replace the physical product with a digital product like we did with music and videos and even meetings and money. And you still need wind turbines and cars and we need buildings and we need infrastructures. And so what if we could take those very esteemed old companies and give them more focus. You've seen how we broken up Siemens in three Siemens companies to get more speed and focus. The same is true with mask and add a digital dimension. I truly believe that if you master hardware and software in the next phase of this transformation, you will be one of the winners. And that's what we're trying to do with Siemens and mask. And so far with great results. And my last comment would be, which was also mentioned and one of the key discussions at the forum as well. Stakeholder orientation, not just shareholder orientation. How do we make sure that we deliver value to all our stakeholders, including society and the planet at large, which is a new agenda where I think the old companies have an important role to play in order for us to create a better future. Thank you, Jim. Thank you. Prime Minister, which actually I have to confess I did not that much about that such an excellent performance. The Serbia has demonstrated in coping with that COVID-19 crisis. How could the other countries possibly learn from the Serbia in terms of, you know, fighting against that COVID. I don't know, as I said, you know, my key takeaways that really, as I said already, digitization pays off. I mean, by going digital in terms of government, for example, you know, you basically do what you would do if you were CEO of a company. You make government more efficient. You make it more transparent. And, you know, you build trust with people because people see that, you know, you're basically available to them, as I said, 24, 7365 days a year. And, you know, in terms of economy, again, we got quite early on that we need to change. And obviously it's easier for countries like Serbia because we really needed to change. And we were forced into change. There are other countries that are much more stronger, especially the EU countries that are much more stronger. And then they do not have that drive to change because they're doing fantastic regardless. I think that is something that is their competitive disadvantage and they will pay for that reluctance to change in the future. In Serbia, we have started, you know, quite a big reforms. I think those were very systematic, very structural reforms in terms of how do we see our economy? Where do we see our competitive advantage? How do we empower our people? What kind of government we want to have? And I think people just need to think pragmatically and see how the world changes and try to change with it or become the leaders of that change. And finally, you know, I am always in terms of EU government when we talk about climate change. We, a lot of countries think about climate change and how we want we can do in terms of environmental protection, but they never start from the government with simple things. And I've counted, for example, when we started introducing EU government that that was precisely on 1st of June 2017. So about four years ago when we started introducing the first electronic services to this date, small Serbia, which has about 7 million inhabitants, only because of EU government. The government has saved more than 180 million papers, A4 papers, that we would otherwise issue to each other or to citizens or to businesses. If you translate that into trees and water and electricity that is needed to produce this 180 million papers, that would mean that we have saved as 1st of June 2017 to this day 900 tons of paper, which is 18,000 trees, which is more than 76 million liters of water, which is more than 6,000 megawatt hours of electricity. And that is small Serbia. Can you imagine in bigger countries or, for example, the EU administration went into EU government, what kind of impact that would have for environment and climate? Thank you. Governor Koike, you have been the frontline of tackling with COVID-19 more than a year. And you have gained very much solid respect from the metropolitan dwellers for your leadership. How do you see that further need to fight against the COVID by harnessing that digital transformation specifically? Do you have any plans or initiatives in coming months? Thank you very much, Dr. Hunabashi. Let me explain our vision for smart Tokyo. Our vision for smart Tokyo is to make the entire city smart and create a society where all things are connected by IoT. For example, by utilizing autonomous driving energy demand control and other means, the power of digital technologies will allow the people of Tokyo to lead high quality lives. And at the same time, it will build an eco-friendly society. Now, with regard to new digital technology measures from the perspective of user-friendlyness, I believe that people should not have to adjust to digital technologies. These technologies should be adjusted to people to ensure accessibility by all citizens of Tokyo. Now, Tokyo is a mega city, as you know, with a population of some 14 million people. And Greater Tokyo, which is Tokyo and its surrounding prefectures, is an enormous area with 36 million residents. A defining feature of this area is our extensive public transit system. And I'm sure you've heard of the clockwork precisions of our intricate network of railway lines and subways were quick to digitalize operations. And Tokyo also provides open data on public transport has made an app available, which notifies users of the location of trains and any changes in train operations in real time. This power of digital technology is also being applied in the new normal created by the pandemic. And for example, this app enables commuters to avoid crowded times on trains. Now, by implementing innovative in-depth policies, we aim to make Tokyo the world's destination of choice. And as we deliberate policies for Tokyo's future, we will also include the perspective of a sustainable recovery while aiming to restore the economy, society and mindset of the people which have been exhausted by the COVID-19 crisis. And this recovery will also look to the future to make Tokyo a strong city, a strong sustainable digital city. We have responsibility to pass down a healthy planet for the well-being of the future generations. I'm very much inspired by the way by Selbian Prime Minister by reducing user paper. So I'd like to send you this to Selvia. That's what I mean. Thank you. What are the biggest challenges and risks ahead as we are now being driven to this industrial transformation? To survive, all business will have to become to be a tech company. That's a fact of life. And that's perhaps a part of that new dynamics of this industrial transformation. And we know that digital transformation particularly will assign a new era of big promise, big frontier, and big opportunities. But at the same time, we have to be mindful of the pitfalls. So in the interest of time, I would like each of you to share your insight in one minute on this question, the biggest challenge or the biggest risks ahead. First, Jim, would you? Well, thank you very much. I truly believe that this is a leadership moment where the excitement on technology needs to move into a human-centric approach. I think we've had 200 years of trying to make people work like machines. Now we can do the machines do that. And it's truly, I think, a remarkable moment in history where we need a different leadership model in my mind. One that is allowing people to be more creative, the unleashed, so to say, and not planned too much, because innovation and speed of innovation becomes the key to unlock the potential of technology. So I'm super excited about the phase we're in now, and I think it's a leadership moment where we all should take a responsible and stakeholder-oriented approach to create a better future. Thank you. Thank you. I 100% agree with Jim. I think it's, in my view, still education. I think that we need to come up with different models for education, and we in Serbia are really focused on that very much, we are trying to see how to do it. But the models which will empower people, which will release their creativity, and I think that is something that will be very challenging for us because where we are today, we don't really know what will the future demand of these young people. So again, I think it's education. Great. Thank you. Please unmute, please. I echo Prime Ministers and Jim's remarks. For me, the biggest challenge is how do we keep technological innovation at pace while making it more inclusive, and how do we rebalance that power between technology and individual, and how do we embed it in our values for more responsible development of innovations. Thank you. Thank you very much. Jim. Yeah, you already answered. Thank you very much. Yes. So, well, we are now at unprecedented and historic turning point, as we come from challenges, including the economy, climate change, the demographic shift, and the COVID-19 crisis. Let us harness the power of digital technology for innovation and value creation and overcome the present crisis to achieve a sustainable recovery. There is no time to lose. We must accelerate our actions, and it is now the time to act. This panel gave me a very good inspiration in order to challenge against the COVID-19 and create a new society in Tokyo utilizing digital power of digitalization and so forth. Thank you very much, all of you. Thank you. Thank you, Governor Koike. We have several questions from the audience. Let me introduce, in the interest of time, just two of them. First, this is a question from Mohammed Hamza, a Pakistani politician. How do we make sure that standards drive interoperability and responsive use of tech in highly divided West and East? In other words, the confrontation and competition between the United States and China primary. This is a question to Jim. Well, thank you. I think it's a very important question, and I do see a risk, like also Mohammed says, suggesting here that we'll have a divided digital future, which is not good for the prosperity and opportunities that we have. I would just remind us that we've tried to solve such problems before. I mean, we have global aviation happening where we can fly to the world, at least after COVID someday, where we have agreed on some international regulations on how to do that. I'm chairman of the large shipping company in the world. We move a million containers from every country in the world to every country in the world. And also there we have international regulations and standards on how to do that. And it is obvious that the next big infrastructure is the digital infrastructure. It started as a global infrastructure called the Internet. We put a protocol on top of it for the worldwide web, and it has gone way beyond what we had imagined. Now we begin to use that technology for mission critical infrastructures, everything from energy to healthcare. And that's the moment when we need global collaboration to set governance right and make sure that we use data without stealing people's privacy. That we use platforms without creating monopolies. And then we use AI and still staying in control as human beings. Those I think are the three questions that we need. And then we need interoperability across all of these platforms. We're moving from what I call ego systems where everyone was trying to create value for themselves to ecosystems where we're creating impact for a better future. That I think is the mindset we need. Thank you. Thank you, Jim. Thank you for your excellent answer. Next question is from Sergei Netizen, Professor at Wharton School of University of Pennsylvania. The question is that traditional companies like retail, travel and events were negatively impacted by pandemic. Do they need to be helped? What do you see the decline as expected, a normal part of transformation? This is a question to Hansa Lee. Yes, I mean, I know I am on the better side of the things because e-commerce got the tail wind during the pandemic. I believe any company who was driving pre-pandemic, it can be a hotel chain or it can be a retail, will and thus survive pandemic. So it will get hurt, but it will survive. Any company, a brand that had a lot of difficulties pre-pandemic will not survive even with the government staff. So I do believe there needs to be support and help, but we shouldn't make pandemic a cover for a business that wouldn't survive anyway. That's my answer. Thank you. Great answer. Okay, I would like each of you to make just one or two words, final comments. First, Prime Minister Privilege. Thank you. Well, the only final comment that I can make is from the point of view of a politician, but also of a citizen of one European nation. I think that also pandemic taught us that we need more multilateralism and that we need to go back to multilateralism. If we did that, I think everyone at this point in time would be much differently positioned, especially with regards to vaccines. So I think that, you know, however we look at the world, the politics, the economy, let's just all together work more multilateralism rather than each country standing for it. Thank you, Jim. I very much agree and was my same point. I wrote a piece on LinkedIn, which I call from the age of disagreement to the age of collaboration. And for me, it's like we have this unbelievable opportunity, the technology is there to solve the biggest problems that humanity ever had. And we might be wasting it in how I tend to be disagreeing. And so it's time to come together to focus on the right problems. We know the problems. There are 17 of them, defined by the United Nations, and we have the technologies to solve them. So let's collaborate to do that. Thank you. Just one word. Yes, more cooperation, less destruction. More cooperation. Thank you. Finally, Governor Coyke. Yes, as I mentioned, let us harness the power of digital technology for innovation and value creation and overcome the press present crisis to crisis pandemic and climate crisis. To achieve a sustainable recovery and no time to lose. So let's work together. Time to act. Thank you. Thank you very much. Once again, I really appreciate you all sharing your precious time and thoughts and insight with us. Thank you very much. And then thank you very much for all that audience to join this session.