 Lleon typing heb ardal jenedol hynny, fan hynny wedi newydd I can just talk to you now, What I would like to do is in vit the co-chairs up on stage if I might, and we will expedite this panel as quickly as possible, because I am aware I have been told by the weft team that we are running over, so we have cut down a little bit. But if I can invite our co-chair panelists up to the stage, please come on up, Yn rhoi dweud y mynd i'r oedd bwrdd yw'r hyn o'r progrwp sydd ymlaen i'r Gweithio Llywodraeth i'r cyffredinol i gwrs yma sy'n gweithio'r Ysgolwyr Cysymgwr. Ond mae'n tynnu i'r gweithio ar gyfer y dyna'r ddechrau Cymru eich cyffredinol yn ystod o'r rhagorion ym mwy o ddechrau'r agenda yw y Gweithio Llywodraeth. O'r ddod ar ddod eich cyffredinol i'r cyffredinol. Felly gydig i chi'n gweithio i'r ffamilio, ac roeddwn i'n gweithio mewn ffordd gweithio. Felly roeddwn i'n gweithio i'r Gymru, Helo Thawning Schmidt yn gweithio i'n gweithio'r cyflwynt Gwylliannol. Felly mae'r gweithfawr porffor hynny. Fran's Van Houten yn y Prosesidentol i gweithfawr ar wrth gwrdd Rwyll Phillips. Beth gallwn i'n gweithio i'n gweithio i'n gweithio i'r gweithfawr. Charmine Obey Chinnoy yn y ddawgwm. Roeddwn i'n bwysig i'r panel, ac Brian Moynihan, gyda Bank of America, ychydig. Rwy'n ddweud i mi i'n meddwl am y dyfodol. Roeddwn i'n gweithio, Jeff Cupmore, yn ei ffraith i chi, ac yn gyffredinol CNBC. Rydyn ni'n rhaid i'r ffóir ddweud o'r ddweud o'r ddweud o'r cyflwynt. Mae'r gilydd yma ymddynt y gallwn gydag yr ydym ni wedi i ddweud ddawn i'r ffugr ac yn oed. A'r ffordd i'r hoffi'r mynd i'ch bod y cysylltu yma o'i ddweud yma o'r ffabulysau gyda Professor Schwab. Rhyw o'r ysgrifennu wedi Dr Kissinger o'r ddysynnegratio ofneu'r awdref ar hyn ychydig wedi gweld o'u ddweud. Because, I don't think there's a lot of value in running down the panel and talking get politics. But, I think that sense of disintegration is something that a lot of people feel as well in their business lives, and more broadly when they think about what is happening in their own countries. It's that kind of queasy uneasiness that is coming with the very a'r gweithio'r gweithio'r gweithio ymyr loweredaeth. Mae'r gweithio'r gweithio'r gweithio'r gweithio'r gweithio ar yichtlichizardio'r gweithio. Rydych chi'n dweud y gweithio yr hyn nhw ymgylched gyda'r cyngor yemu hen o hyd o'r gweithio a'r cyflawn. Mwysung i gymryd nhw'n ei gweithio, mewn gwirio'u mygrwam, o'r gweithio, o'r gwweithio, ym mwyfio, erbyn iawn. Mae'n hofer ddaeth eich gweithio eich gweithio fel oedd oment wedi'i'r effeithio ar hyn o bobleth neu bod fynd i'w beth y gallu'n gweithio'r hoffn ac roedd ei gwari ardi nhw'n arfer o ddannu'n gwneud yma sydd wedi'i adreallu'r hoffn i'w dyn ni'n rywun ac rhaid i chi'n cael nhw'n fathio'r hoffn saith y galler hon nesaf i ni'n ddwylo'r hoffn yn i wneud ar y fawr? Rhaid i chi ddim yn ei ddestun hon i chi Helio? Mae'n cael ei ddwy achieve i chi gael, a erbyn wedi gyrsio'n gweithio'n gwybod, ond, cyfnodd, bobl cyfnodd, hanfodd, dychydig yn gweithio am y ddweud, am y cyfnodd, y dychydig yn cyflwyno. Rydyn ni'n amlwg y byddwch ar y ddweud ym Mhiynd yw ym Fwyrdd ar y dychydig yn cyflwyno. Roedden ni'n rhoi gwybodol iawn i'r Llyfrgell a'r Llyfrgell Cymraeg yn ymgyrchol. Mae'r ddysgu ydym ni'n gweithio, yn ei ddysgu, rydyn ni'n gwneud ysgol, yn cydweithio ar gael'r cydweithio ar y ddweud yn cael ei cyfrifio'r cydweithio ar y dyfodol, ac mae'r gwaith sy'n golygu fwy gyrhwmdyn nhw. Fran. Mae'r dweud yn ffrofiad yw'r cydweithio'r cydweithio ar y cyfwyr yw'r cydweithio. Rwy'n dweud ei wneud i'r cyfrifio'r cyfrifio'r cyfrifio'r cyfwyr. Yr hyn oedd y rhaid yn gwneud ar y ddigon, sy'n cael ei dechreu iawn i'r fath ac mae'r fath gwnaeth yw wedi gwneud yn gafodd yn gwaenol. Ac yn gallu gwneud yn cael ei ddechreu i'r Unfgrifolde yw'r fath a'i ei ddechrau'r fath ond iawn i'r fath yn ei anodol i'r unrhyw. Mae'r fathau'r Grifolde'r Fathau'r Fathau'r Unig yn yn edrych i gydannu'r gweithio'r ddolyg a chyfloswyddaeth bwysigol gyda yw'r rhaglen minnwys yn fodio'r rhaglen mewn dodgdd, bydd gennym ei amser yn cael eu dŵr ar y throm mwynt iawn. Mae'n ymddangos i'r rhaglen i'r rhaglen i'r rhaglen mwynt iawn, mae gen i. Fe ddechrau ar ôl o'r blom hwnnw, ond y cymdeithasio gwybodaeth bobl yma yn ffrïddol yn frieds ar rhai ar y gildau cyhoeddiol. Lywodod i chi'n gwneud â ddyn nhw ond yn ffrïddol i'u gwmpant. Felly, mae'n ddigart â glynig o'r mewn tynner amrywiaid i'r sefydli. the reception of that was fantastic duty have already over a hundred signatures of multinational companies and of course we all need to act depart specifically I was very much involved in the health and health care agenda of this week it's a big theme for developing countries how do we ensure that people have access to health and health�� allwch yn ymgyrch y ffordd a'r llwyr a'r llwyr? Mae'r llwyr yn ymgyrch ymdyn nhw yma'n meddwl y byddai'r llwyr y ffordd. Yn ymgyrch ymgyrch yw'r llwyr, mae'n ddiddordeb yn ddiddordeb yn llwyr llwyr sy'n ymgyrch yw'r llwyr yn y ffordd a'r llwyr yn y ffordd nid ymgyrch ei ddefnyddio yn y ffordd, ac yn ymgyrch i gael y gydigol, ac mae'n gweithio'r llwyr a'r llwyr gyda'r llwyr to providers to put their heads together and say how we do that. My company dedicates itself to transforming health technology and there's clearly a lot to do. Let me conclude by saying that we had great discussions but the world needs to judge us on our actions. Shamim. So my experience as the first co-chair that is an artist was to Llywodraeth o amserau a ddeufwyd amgoedd y cael meddwl y byddwyd. A llwydaeth be o enchydig o'i lle o'r leynig yma hwnny, mae'n gweithio gan amser. O'r hyn o'r pobol ei f1000 o'r ddigon y fath gyda'r buddill yn boll gynny. Mae hyn o'r mynd i ddweud, oherwydd o'r bobl yn grannu cyrraedd, mewn lap iddyn nhw'n lle o'r llwyth arloedd, i bwrth y cyfnodiwyr dros ei ddweud. Efallai, roeddwch i'n rhaid o'r llythydd yma .. knows for leaders, business leaders for people to go through that experience to understand what it feels like... ..to actually be a refugee, it really disarms you in so many ways. I also was part of discussions about gender. Only 20% of the participants are women... ..and I think that's something that needs to be pushed through. And that was a conversation that I heard through many panels... ..about having more women here represented. d fiction, says Donac, that's going from 13% to 10% it's a very big jump and we're hoping more women are represented, we have 20% to 20% so a big jump and we're hoping more women are represented over here, so I think for me our culture was something that's part of many conversations and and I want to see it as being included in conversation not being seen as something that is outside is outside of the business world. First, I'd also like to echo my thanks to Klaus and the staff of the great institutions that the World Economic Forum represents to put on this wonderful venue and wonderful capabilities and wonderful thought-provoking work, so thank you Klaus. It's an honor to serve as a co-chair of the event along with my colleagues. There's been a lot of discussion here, but I'd say if you think about the theme of responsive and responsible leadership, you're actually, interestingly, in a day where a new president is coming into my country at a time when there's always an optimism and a peaceful change of power. You're also witnessing a question of what a responsive means, which is listen to everyone, listen to all constituencies, take into account all constituencies, try to figure out not the people who agree with you but the people who don't agree with you, what they think and how to approach it. And I think this institution, this gathering, this dialogue around a whole series of topics, cyber security, reproductive science, refugees, it has a unique opportunity as I walk through the halls and participate in various activities, that uniqueness of being able to hear from the people who are on the other, who you need to be responsive to in representing those people I think is key. And then like Franz, I'd say that as a business leader, we aren't judged by being responsive, we're also judged by being responsible. Responsible means how we conduct ourselves and how we behave and how we run our companies and how we think about all the different constituencies that we have listened to by being responsive. I think the compact and the commitment, and the commitment to act, I think was resounding among the business community, balancing long term, short term, dealing with the impacts of the change and the way people work and how they're going to work and the impact of technology on just work content. These are major themes and I think we learned a lot from each other and it was a tremendous week. As co-chairs, you have a remarkable position where you get to see a lot across what happens in Davos and you get to touch lots of different industries and areas of society beyond your own. What I've noticed with Davos is you keep coming back year after year is that there'll be a conversation that kicks off an idea. That idea will lead to a promise. That promise then becomes a commitment and very quickly that commitment becomes a goal and a target and somebody finally writes a cheque. That's one of the wonderful things about what happens here sometimes. I just want to tap into what you've experienced this week. Has anybody had one of those moments where they've just thought, my goodness, that was a really good idea? I wonder how we get that to turn into a promise and then we twist somebody else's arm and get them to make a commitment and ultimately that will turn into something that will do some good. Please, it's an open question. Who feels that they've been touched that way this week? The good news is that if you think about in the business community session, the idea that we would be beyond just signing compact but also talking to key performance indicators and a commitment to try to, it wasn't a cheque but a commitment because it's time to figure out how you would measure the sustainability development goals and how you actually then measure it relative to your company and how maybe an index could be constructed. It's very concrete because then you can have a benchmark across various industries, various constituents in industry, and even potentially to non-governmental, non-for profit industry to figure it out. I think so it wasn't a cheque but we commit time. Time is a commitment. It's just like a cheque. When we commit it, we do that. That means behind it. We've got to figure out all those indices and how they portray and how those KPIs will go through our system. I saw something that showed me the power of Davos, which is there was a session where one of the 40 cultural leaders that have been bought here, Sarah, was showcasing a platform she's developing about mapping archaeological sites around the world in real time so that people can feed in information on what's being looted, what's happening, and she is starting off with Peru. So she was talking about Peru and she's talking about how they're setting up all of this thing and it's about to launch and she ends her presentation and up comes a hand and a man gets up and introduces himself as the Prime Minister of Peru and says that I would like to help you and you're welcome to come in and the government is going to partner with you on this project. That to me showed the real power of Davos and the collaborations that can take place here. Friends. Yeah, I'd like to come back on health. The convening power of the World Economic Forum is very good. You know you get governments, business providers, civic society all together. Whereas maybe in the past there was more mistrust among participants, the notion that public-private partnership is required to find solutions and that connections need to be built. I found that willingness very, very great and so real discussions have taken place on how to transform the delivery of care to more people. Let's not forget, you know, the world moves from 7 to 9 billion people, ageing population, health care costs need to be contained, yet access need to be enhanced and that is a problem that in a siloed health care world is not easily solved and then you get all these people here together coming to solutions. I really like that. I think the most amazing thing of this year's meeting is that we feel that we have come a long way in understanding how economic globalization is not working. Everyone is talking about the lack of equality, that there are winners and losers of globalization and that somehow we need to fix it. That's one thing. But what impresses me actually even more is I've spoken to many business leaders at this meeting, many business leaders, and there's no sense for me that business leaders are turning away from the obligation or the task of doing something. That's very powerful. I know that's the case because in Save the Children we work with business and a partnership ships every day, but it is very, very powerful that we have a serious conversation. We are responsive. We listen, but we also take responsibility to put one foot in front of the other and change the world. We believe we can change the world and for me that is powerful and that is part of what World Economic Forum is all about. Right. So just to follow up on that, you had the experience the other day. So two years ago we had partnered with Red and we announced that we'd moved a significant contribution, a significant sort of awareness raising campaign, culminated in a Super Bowl commercial and some fun things like that with Apple and others. $36 million and $36 hours and things like that. It was built off a relationship built in Davos. What was interesting this Davos to show you this has a repetitiveness to it. Last year we celebrated at the 10th anniversary of Red and it was announced here. This year, Deb Duggan, the head of Red stood up and said, we went from 250 million two years ago and we did that to 465 million. It was a power of the people recognizing that simple commitment that enterprises had to make to help in that case and mother child transmission of AIDS. But to think about in two years you were able to double that commitment largely by the exposure created off of recommitting to something that started 10 years ago. So how many places can you do that? It's kind of an interesting fact and watching Deb talk about that Thursday night, I guess it was, I don't know, Wednesday night. It was pretty spectacular in knowing that my company had a slight role in it and many other companies had a role in it to build into a half a billion dollars. Yeah and I just want to pick on you for a moment because you were on my banking panel and we had a very interesting conversation about how the industry is trying to work with new technologies and fintech businesses and so on and so forth. That's an industry isolated example, but everybody in this room, no matter what business they're working in or what they're doing within their life is grappling with the challenge of new technology. What advice would you give at this point as to how you deal with that issue? Because a lot of people I think would like to just pretend it's not happening and reject it and hope that they manage to make it into their 50s or 60s without it really disrupting their life too much. But clearly you cannot do that when it is coming at you like a freight train. So just just help us understand what advice you give to people in your business and what you're doing strategically to embrace the technology where it can help you. Well, the first piece of advice I give people is a way not to be in our business very longest ignore that exists and nor the demands. You won't be around. So it's an unbelievably powerful thing that's happened with the power that's in mobile devices and people's pockets on 24x7. As I said, the social mores are being able to look at them in sessions like this that you've never been able to do with other types of devices. So that's just a powerful thing and I think if you don't get on with it and don't get into it, your company will fail. But we have to deal to the earlier point with the outcome of that, which is we have a lot less people working on industry than we used to because electronefication of activity. And we have to help provide through our what we do in communities and other places, the balance to that. And so we have to create the development to replace the employee count that our industry is going to have come down. So there's a you got to get on with it, you won't be successful. And the thing that's coming next AI or other types of things are going to bury even more. But the same time, that responsible part that Franz mentioned earlier, the compact in the awareness class built about the fourth industrial revolution, it is happening. And we have to help through our other work to build out the capabilities in communities to deal with and re-employ. And that's being responsive because that's what they're telling us. Yeah, I mean, you've seen the public policy side of this heli. So give us your thoughts. No, I think we have to first of all understand that technology and digital changes are happening. I think we do by now. But as legacy institutions, say the children is almost 100 years old, we were starting in 1919. And many of the organization we talk here are legacy institutions. We have to ask ourselves how can we use this new technology to help the people we are serving? Excuse me, I lost my voice as well. And I am absolutely convinced that all the new technology we are seeing will have one side to it that can be negatively disruptive, but also one side to it that can be extremely positive. We have apps that make refugees find each other when they have been lost from each other, children find their family. We have biometrics that actually means that you can be recognized. We have learning in a digital way so we don't have to build schools for refugee children to learn. So I have a strong point of view that if we understand this and apply the new technology, we will be able to take some faster moves for the most deprived people on this world. For the 350 million children that are experiencing extreme poverty, we will be able to help them better if we apply technology better. And I have heard many examples of that this week, very inspirational. Franz. I was in several sessions around digital and also with some government leaders. And the discussion came about if we all need to work longer, let's say up till late 60s, maybe even 70, and with the digitisation, the fourth industrial revolution happening, you cannot assume that the skills that you learn at school will be sufficient to get you to retirement. And many jobs today didn't exist 10 years ago. And the discussion that lifelong learning needs to be far stronger embedded in the fabric of society was an insight that I saw many people walk away with. But I'm not sure that we have fully accented. Now businesses have a role to play in also lifelong learning and reskilling. But I in that government session where I was, I saw people also taking notes, you know, we need to do more about this. Because maybe that's also where part of that lack of trust comes from where people are worried to lose their jobs and maybe are not prepared for a digital future and a different kind of job. So I think we have still a lot of work to do there. I want to wrap up, Shamin, by coming to you if I might here because is this your first? No, it's not your first. OK, but I think I would be interested in your perspective in answering this question. When people look at Davos from the outside, you know, you get this kind of lazy shorthand. It's all about Davos man and woman. It's a particular kind of person that attends. And you know, they they just sit around and drink champagne and come up with easy answers to very complicated solutions. But actually quite often the solutions are achieved at a very local level. In fact, mostly at a local level, even though there may be some top down agenda. So just as we wrap up here, just some thoughts from you on how everybody in this room can leave the World Economic Forum this year and do one thing that will make a difference for somebody else or their society or a business colleague. I mean, just just give us some thoughts here about what everybody in this room can take away this year. Look, I think firstly, one of the greatest things about Davos is that everyone is approachable. I think this this this this idea that that that people have that they are all of these wealthy people who get together and have these conversations about the world. The fact is that now Davos is quite inclusive. There are a lot of people that are coming to Davos that aren't heads of companies or heads of countries, but there are cultural leaders that people coming from science and technology, and that is making I think Davos much more interesting. But if I was to say one thing that that the world needs and what everybody in this room can do is have empathy is one thing that we have really started doing is building walls. And I think if we were to walk in other people's shoes, and if each one of us here would think about that for a second, as we go about our lives, I think that would make the world a better place. And I think there are a lot of people here that have showed empathy this weekend, and that would that would be my takeaway. And that's what I would encourage other people here to do. And that's fantastic that you mentioned walls as we count down to the inauguration of Donald Trump. Thank you so much, our panel for what a fascinating conversation. Thank you. So I'm going to relieve them of their obligation. But let me say very quickly to you there is a reception outside for 20 minutes. And then please come back and listen to Zora, the Afghan women's orchestra that will be setting up while you are out having a coffee or a conversation about that one thing that you are going to do to improve somebody else's life. And let me just say on behalf of CNBC we've had a terrific time here at the event. And I'm sure Klaus would appreciate me just saying on behalf of the forum. Thank you everybody for attending. It's been wonderful.