 Over this and the next decade, the world needs to produce more than 40% more food with less land, less water and energy while reducing greenhouse gas emissions. Feeding an extra one billion people over the next 15 years and a further one billion by 2050 while already today one billion people in the world go hungry. Among the greatest challenges facing the world today and will most assuredly and relentlessly drive the sustainability agenda, which is the principal focus of this presentation during this and later decades. And it is an agenda that is not allowed to which businesses across the world are not only responding but actually proactively driving it. Unilever as one of the world's largest food manufacturers has recently committed to sourcing all of its agricultural raw materials sustainably by the end of this decade. Walmart has described it as a single biggest business opportunity of the 21st century and the next source of competitive advantage. While the World Economic Forum has concluded that companies that take the lead in sustainability will be market makers rather than market takers. And market makers rather than market takers is what we must also have as our goal as our agri-food sector seeks in this decade to grow output, exploit emerging opportunities and expand exports by 50%. And a green image will be central to achieving that goal. Indeed our customers already recognise our natural advantages. We can point for example to the decision by McDonald's to choose an Irish beef farm as its flagship farm for the whole of Europe. Our open spaces, our green fields, our supportive climate. And yet sustainability becomes more and more defined by how we manage critical resources. Our customers, whether they're retailers, food manufacturers or food service operators have told us clearly in research that being green and natural is no longer sufficient. There are others who claim that space also. We must demonstrate it and prove it as well. And that too was a sentiment emerging from pathways for growth. As David Bell and Mary Shalman asserted the importance of our brand reputation and the need to show what Irish food and drink stands for. And using the working title come see as we're open for inspection. They highlighted how in preparation for living up to that claim Irish food and agriculture companies must take to heart the need for sustainability and transparency in food production. This will be critical to supporting that part of our brand reputation that states we are natural and we can prove it. And there is increasing clarity as well around the methodology that we may employ in order to demonstrate and prove it. Sustainability can be defined as the capacity of this generation to meet the needs of the present without compromising capacity of future generations to meeting theirs. As such it extends across the full lifecycle of the product covering each step of the supply chain and addressing the key areas such as carbon, water, biodiversity. And so over the last 18 months and using the infrastructure we had developed for quality assurance schemes which have 40,000 members right across the country we have begun to integrate the methodology of sustainability into those schemes for the shifting their emphasis towards environmental assurance. And starting with our B scheme last year we started to measure different production systems right across the scheme seeking to identify the strongest performing areas and those with the room for improvement and also seeking to have independent certification and credibility that would build credibility around the schemes and what we are setting out to do for sustainability. And so we chose as our partner the Carbon Trust which is a not-for-profit making organization in the UK that provides advice on carbon, on certification and accreditation. It has an impressive portfolio of clients as we can see here. It has an established track record in the food industry and therefore enjoys the kind of international recognition which we were requiring for our project. The scope of the beef project we decided to begin at the very start of the supply chain focusing at the farming element where 75% of the emissions arise prior to moving along to the processing and packing stages. And walking on the advice of the Carbon Trust we commenced the pilot program last year walking on the detailed, on the taking detailed audits on 200 farms within our beef quality assurance scheme that were representative of all of the production systems across the scheme and in close collaboration with Tagusk we worked to develop a carbon footprint calculation model utilizing data from the live computerized AIM database in respect of each of the individual farms we were auditing as well as capturing major inputs and outputs from each one of those 200 farms. Our progress to date is that the methodology and calculation model were accredited by the Carbon Trust in March. We commenced to roll out the program to all of the 32,000 members of the scheme in May and we have also commenced at the same time to give feedback to the farmers from that time. As we were rolling out the program we are auditing up to 500 farms every week such that by the end of the first 18 month cycle all farms will have been covered by the end of next year. As we undertake those audits our focus is on collecting data on the key measures that will provide us with an indicative performance and allow us to provide an indicative carbon footprint for each one of the individual farms and feedback to participants on how they can improve their performance. This is the first national quality shown scheme of its type anywhere in the world to include environmental sustainability criteria to incorporate an objective assessment of the carbon footprint. Naturally we want to tell our customers of this unfolding story of how Irish beef is evolving and how we can stand behind what sets Irish beef apart. So we are in the process of informing all of our key customers and briefing them and we'll have that completed by September. It will, I believe, demonstrate a lead and proactive approach to the issue of sustainability providing a unique and comprehensive assurance that is not provided by anybody else to our customers. It will serve to consolidate relationships and enhance the macro profile of Irish beef among our portfolio of customers. We will also be, of course, telling them about the next steps in this process how we aim to extend the sustainability program across other areas within the scheme how we intend to go further along the supply chain and also to work on other value chains as well. It is said that as much as 40% or at least 40% of the world's economy is derived from biological resources and as much as 80% of the needs of the world's poor, water, too, is a critical resource. 70% of it is used in agriculture, in irrigation, and the world is facing scarcity. So we are now walking to focus on benchmarking and capturing the performance each and every one of those 32,000 farms to capture their performance in water and biodiversity to develop a framework for incorporating them into the schemes again, as with carbon, focusing on measurement and improvement. Similarly, we are proposing to go beyond the farm gate measurement and performance in processing and packaging just like on farm and we have actually commenced this process on a pilot basis capturing the processing carbon footprint, with the Carbon Trust and with Tagusk, beginning as in the farm model with a sample of processing plants and our time scale for development is to have the model completed by this September with the accreditation to the PES 2050 standard to which we are seeking accreditation for all of our elements of the scheme by the end of this year. At that stage, we will roll it out to every meat plant in our Quality Shown Scheme and provide ongoing feedback to companies on how they can improve their carbon score. We are also in the process of extending this initiative across other sectors of primary agriculture and starting with dairy. The recently announced sustainability program by Glanbia involves Borbia as partners with Glanbia and where we propose to replicate the work undertaken on beef with the farm element again being the initial focus. That work will be considerably facilitated by the fact that 8,000 dairy farms are already members of our beef Quality Shown Scheme and that is nearly half of the total population of dairy farms in the country and therefore they are being audited on an 18-month cycle in respect of their beef enterprise. We've been engaging once again with the Carbon Trust on this project and initially, as in the case of beef, we will undertake a pilot footprint program of detailed audits on 100 farms in order to develop a carbon calculation footprint model suitable to Irish conditions and get its accreditation. Our timescale for the dairy sector is to complete the pilot footprint program by the end of this year with the methodology and model accreditation coming soon afterwards and then making the model available for rollout across the entire dairy sector when providing feedback to participants on an ongoing basis. Equally, we are... the slides have gone a little bit ahead of me. We are commencing work on other product areas including other meats, white meats, grain and heart culture and we are in discussion with potential partners in each of these primary sectors in order to replicate what we've been doing in the beef and have now commenced in the dairy sector. We will commence work in these sectors in the second half of the year, completing the farm element by the early part of next year on the farm gate in the second half of 2012 until every farm and food business that we can reach out to is signed up fully to the sustainability agenda and provide us with a unique and comprehensive advantage in the marketplace. Of course, we have to recognize that our environmental performance will be judged not just on the environmental performance of our farms and factories, but also on the quality of our wider environment. Our air quality is amongst the highest in Europe according to the EPA with whom we are leasing on this project and our water quality is also above average but clearly we cannot take the quality of the wider environment for granted. There is a range of environmental metrics on which we are benchmarked by the European Environmental Agency into which the EPA inputs its data and our positioning on those metrics is clearly going to be fundamental in supporting the reputation of our food and drink industry and any claims we wish to make of it. The sustainability agenda today defines and measures what we stand for and what sets us apart. It is an agenda that is grounded in the reality of the increasing pressures on a world's limited resources and in the marketplace it is driven more by consumer industries than by consumers but we must remember again that 80% of our exports are in fact business to business because you can't taste sustainability and there are other drivers of change in forming consumer choice as I'm sure we'll learn in the next presentation. And therefore, as John Professor John Welch also reminded us recently, we must also bear in mind that a brand reputation and a brand building rests on emotional as well as on functional attributes and connectivity. So earlier this year we set out to identify what those attributes are or might be that might be most appealing about Irish food and drink in the marketplace. Because we need research to find what moves, matters, motivates people, what defines Irishness in the 21st century and what people outside of Ireland might prefer our products to someone else's. The study was extensive. It spanned seven countries from the United States to Europe to China. It covered six phases and commenced at the beginning of the year. It involved several hundreds of hours of discussions with consumers, with food buyers and food journalists as well as online discussion forum. And the overwhelming image of Ireland coming from the research is not surprisingly one of a nation of warm, friendly, welcoming people, a land of green fields and abundance bestowed by nature free from the pollution typically associated with mass production. But people actually have a limited knowledge of Ireland. The research was conducted during a period when Ireland was in the headlines for all of the wrong reasons. Yes, no negative perceptions or feelings were voiced or transferred. There was virtually no mention of the state in which we as a nation find ourselves today. People take a compassionate, supportive view towards Ireland and towards the Irish people and they distinguish, too, between a people and its institutions. The research also revealed that we need to go beyond green and into its heart. Where we will find what the research described as a people longing for a purity lost and for an instance and respite that the notion of green country can offer. And so we need to think about sustainability to make the consumer connection as something that might be embedded in a nation's overall philosophy embraced almost as a national mission connecting and leveraging the relationships between a land and its people. And so we have been working on developing a brand model based on the outputs from that research where that kind of sustainability agenda can support stories and claims about how we as an industry operate about our respect and care for nature about our pride and place and tradition passion for pure ingredients and great food curiosity and creativity. The research is extensive it is still being distilled and evaluated the outputs are being input into the development of a brand framework or a brand model such as in draft form shown in this slide. A brand reputation underpinned by the physical attributes that we've been talking about and the values that can make the consumer connection that can ultimately play a part in building customer loyalty. We've also to bear in mind of course that brand Ireland has many dimensions and so we have been sharing our research and liaising with other outward facing agencies such as Tourism Ireland and the I.D. Ireland with Enterprise Ireland and with Forge Ireland. And while our target audiences may differ and our messages are variously tailored it is the same overall image of Ireland that transcends frames and informs the overall image that we all have to work with. So whatever route we take to choose to develop a brand reputation for Irish food and drink it has to be consistent with that overall image for that overall brand that is Ireland itself so that that overall image and brand itself can also feed into the different individual dimensions. As the world continues to grapple with the challenge of climate change and struggles to keep pace with the growth in global demand this is a time of unparalleled opportunity for our food industry. As David Bell and Mary Shelman of the Harvard Business School wrote last year Ireland is at an enviable starting point in the race to produce exactly the type of food that a growing number of consumers are demanding. We in this country have always believed that being green and natural is fundamental to our brand image. Now we have presented ourselves to the world how the world has seen us and now as being green and natural assumes a new and more powerful relevance we have the opportunity to demonstrate and prove it and in the process become market makers rather than market takers. Pathways for growth is founded under principle of an industry walking together as partners not as competitors an innovation leading to differentiation in the marketplace and on brands built around closing the customer feedback loop. The agenda I have set out today about sustainability and supporting our brand reputation and building a brand image for Irish food and drink can I believe play an integral role in delivering pathways for growth and the progress of our industry. Thank you for your attention.