 Madrid and other places probably there and hello all the participants that are joining online this session. So we'll start now to talk a bit about the importance of collaboration, multi-stakeholder collaboration to accelerate the implementation of the SDGs, right? So I'll just give a bit of a context and and then we have an amazing a group of people to hear in person and three online from Spain. I will talk about a case, an example of the work we've been doing. Is it working? Yes? Okay. There's some music. Sometimes there's so okay. So let's start then. So we are here at the midpoint of the SDGs of the Agenda 2030. We have the half of the path ahead and now we don't have time, right? We are in a hurry. We need to implement all these SDGs, which is our social contract as humanity to survive and to try to transform the society where we live. It's the contract that 195 countries across the globe agreed seven years ago. And the problem is that this the challenge is huge. And we've been talking for the last seven years working on different SDGs. And we've realized during these seven years that the only way to implement the agenda is through, let's say, radical collaboration between different stakeholders, right? And that's why SDG 17 is so important because it focuses on this topic, right? And I think we all agree on that. At least everyone who wants the implementation of the SDGs and who's working on the agenda. But the problem as we were talking in the previous sessions is how can we implement this in practice? We all talk about the importance of collaboration. We all say we need to create these partnerships. We all say we need to engage the private sector. We need to engage civil society, citizens. We need to work with universities. But the problem is that we also know how hard this is, right? And there is not many examples worldwide about a radical collaboration with impacts, with fruits, with the results. So that's why we brought this session today to just kind of showcase, humbly, but showcase what we are doing in Spain, which hopefully will be inspiring for you all here and online. So just without further ado, so I'll go to present the panelists who will talk about this in more detail and how this was done in Spain. Thank you so much, all of you. Unfortunately, we don't have everybody in person here, but thanks to technology we can do organize this hybrid session from here in Spain. And it's interesting that we will also focus on the importance of collaboration and the main ingredients. But I think it's also important to talk about the impacts that we've already had, right? And thanks to this partnership, there is now some results which are hopefully inspiring for you all. So, okay, let's start with Leire Pajín. Well, it's also hard to introduce you because you are very well known, former ministry in Spain for many years and has been working many places and always has many hats, but now here she's the chair of the SDSN Spain and she also works at IS Global and also working with Latin American countries through with the Spanish government, but mainly today a chair of SDSN Spain. So I'll ask you because this will be a kind of more conversational session without any PowerPoints or any slides. So I'll ask you if you can talk a bit more in depth about which are the main elements of this multi-stakeholder platform the day after and the other space in Spanish and how this platform is a real demonstrator of the power of the SDG 17 and the power of working with other stakeholders. Thank you. Thank you so much Julio very quickly because we are a big partnership, so we have some contributions this afternoon. But first let me thank to Maria and to SDSN to have the opportunity to share this innovative partnership with all of you. We are very excited and we are very happy to have this opportunity. Well, we had the opportunity to let this this innovative partnership some years ago. We were in the middle of the coronavirus crisis in the middle of the pandemic. In fact, we were in the middle of the lockdown. We were at home and we have started to have a discussion about how to build a new partnership bringing all the perspectives together. In a new joint organization, the meeting was joined environment to try to accelerate the implementation of the SDGs. And this initiative was led by four organizations completely different private sector, academia, research organization that we were working before about on implementation of SDGs and trying to push the agenda of SDGs in our country. So when we were in the lockdown, we decided to launch this innovative approach. And now we are in a process of co-creating a new phase, so it's a good time to see some results, some lessons learned and share with you and also to have to try and try to identify specific elements that are very key for this kind of process. The first element I would like to highlight is that the leadership was the day after. It's not a network. It's not a community of a specific organization. It's more people and organizations sharing their networks. That is a completely different perspective. Second, I think the day after is also a platform where we listen alone because in the figures of its existence, the day after has not stopped learning, co-creating, systematizing and evolving in a changing context. So for us, it's a continual learning and a continual teaching of opinions and perspectives. Third, I think the day after is also it's not a platform of a public event, but this is at the same time a space where we create public discussions about public policy. So it's an environment where we try to influence public policy, inviting people who are leading public policy, but also trying to connect this discussion with other key actors. Fourth, I think that it's important to say that the day after does not compete with other networks. We try to join other networks and to share our goals with other networks. Also, I think that it's important to highlight that the day after is, well, let's say that doesn't not implement projects, but at the end of the process, we have some specific outcomes and projects. We will have the opportunity to share some specific examples about the missions of cities or the green jobs platform or others. At the beginning was not the specific goal, but we have created the experience and the environment to create also specific projects. And I have to say that in these last years of trajectory, we have noticed that we are living in a moment of renewal of the social contract and we believe that the space generated by the day after can contribute to building its foundations. So we are trying to ask Spanish acting actors, government, private sector, civil society, and society in general to build a new social contract in terms to achieve SDGs. We want to now to continue to build bridges, to build paths, to share moments, to create spaces with the whole purpose of achieving already capacity at the end to listen and to structure ways of understanding. And we hope that from now on, the day after will be the platform that provided the backbone and allows us to take advantage of these kind of bridges and paths. At the end of the day, I think that the day after response of two specific needs. The first one is the need to reduce the polarization and public debate. We have been talking all the morning about the polarization, about how polarization is drawing up the debate, showing relations and making it difficult to reach agreements. So we are trying to create this platform to combat this lack of understanding and trying to build some basic consensus around sustainability with key stakeholders trying to well to provide some calm to dialogue and try to building this new social contract. And the second need I think is very important also is the need to design and test new models of public-private social relations. We were talking this morning also about partnerships, about how to build private public partnerships, but the question here is how to do it and if we have some experiences to take advantage for it. And we really think that we have some experience and with some tools that have been working and that now can be useful for other situations. In fact, now we are trying to share this experience with other countries in Latin America and in Europe because we really think that we can scale up this new experience. In summary, to be sure, I think that the day after can be conceived as a large repository of interpersonal and interorganizational trust. We, with such a deposit, we invest in it knowing that in the medium of the long term, the returns can be very high. So at the end, we are in the middle of a process. We think that we have specific outcomes that are very useful for the future, but maybe the most important step we need to do now is try to build a kind of big consensus around sustainability and around SDGs in the middle of society with specific problems and with specific challenges as polarization. And I think we have now specific outcomes to show how to do it, how to create this environment, and how to engage different stakeholders working on the same way and on the same specific goal. Maybe later we can talk about some challenges like founding or others. Great. Well, thank you so much, Lele. You were able to summarize this in a very meaningful way, but you are probably thinking, all of you, okay, that sounds great. It's what we want and what we need, right? But how can we make this happen? And is it real or is it just something that Lele is telling us here, but it's not working in reality? And that's why we are not just talking about it, but bringing the different stakeholders that have been working on this. So the next speaker is Mónica Obiedo from Iberdrola, you know, is one of the largest energy companies in the world, and she's the head of sustainable development and 2030 agenda. And now I'll ask Mónica. Mónica is in Madrid, so hello, Mónica. Thank you so much. So, well, big company, how big company like this can really work effectively with other actors on complex challenges and implementing the SDGs, right? So you've been working for more than four years in this platform. So what's your experience? How can you summarize the work you are doing and how this is important for you as a company? Thank you, Julia. And thank you, everybody. Thank you for the invitation. Yes, private sector is a new actor in all this global process. So we know that we are quite familiar and very keen on working with medium and long term targets. So for us with the 17 goals, we were like ready to work towards achieving these long term targets. We are not so familiar to work in these complex realities and in these complex challenges. So in Iberdrola, what we started to do was to include the SDGs and the 2030 agenda within our bylaws. And that's why we have spread this way of working internally within our strategy. So we started to follow the guidelines of the SDG compass, the five steps of the SDG compass, first to understand the SDGs because it was a new reality for us. Then to select our priorities, number seven, SDG number seven and 13 were our priorities to work on. And the SDG number 17, it was our first priority to as a way, as a tool for working on these SDGs. So for us, it was very relevant to follow that and to take a step ahead and to take some ambitious target. We didn't want to fulfill or to work with some targets that were decided before the approval of the 2030 agenda. So with this new sphere, with this new parameter in front of us, we had to take new, new ways of working. And in this sense, for example, we have taken a super new ambitious target of, for example, net zero before 2040. So this is a big challenge in front of us. And we know that we have to work in a very different way. So we are quite used to have technical problems and call an expert to solve this technical problem. But we know that in order to solve a complex challenge, we have to do it in a different way. And that's here when the partnerships and the multi-stakeholder partnerships appear. And that's why, as Lady explained during the lockdown, we were ready to experiment, to try new ways of doing. So learning by doing, we started since the very beginning to promote these different partnerships and the different actions in order to recognize that we didn't know how to solve and to reach these targets. I think this is a very humble perspective and it's very needed. And it's not very common to recognize that we do not know how to achieve these targets. So for us, it was very relevant to build the trust. And Lady also was mentioning this deposit of trust and this after these three years in a row, where we have been, okay, making mistakes for sure. We are not having very good experiences, but we have also some mistakes. But we have really specific results. And I would like to mention some of them. So for example, in order to have this impactful and new way of working, and I see here, Valentina, she will explain afterwards the job that we are doing with the cities, seven cities in Spain that have committed to be carbon neutral. So thanks to the platform, thanks to Eldia, to the day after, we have the trust to work with these actors because they know that we do not have this commercial or this traditional relationship. So in order to sell and buy, but we are sharing with them different solutions in order, for example, to decrease the emissions in the heating. So we are not selling them the solution. We are showing and sharing the expertise in order to help them to achieve this carbon neutral. And this is something that they will impact afterwards in our scope three, because these are the indirect emissions that we will have afterwards. So this is like this kind of network that is very relevant for us. And thanks to the day after, we are in this super good relation to work on that. Another example, for example, with the academia, with the university, Julio, you are there. We have been working in the locations where we have closed or last call facilities. And we have launched innovative platform there in order to, without knowing the results and without knowing beforehand, we were going to be the results in those regions. And it has been also another platform that we have been working. But at the end of the process, we have learned that training and the green jobs that you were also mentioning before. So these green jobs was another level that we could include in this platform. So that's why I'm thanks again to the the SPOES the day after, and thanks to the knowledge that we have now for another actor in Jeus. We are working again together with the academia in Jeus and Iberdrola in order to help somebody to find job in these locations in this region. So this is a super concrete results that we are looking for. And again, thanks to the platform. Looking at SDSN Spain, we are working on the biodiversity arena in the renewal arena in the community agreements that we have to confirm before launching new renewable projects. So that's another area of with specific results. We have a new report of best practices in this field and again, thanks to the job of the DEA SPOES. And last but not least, we, for example, we have some super good initiatives in the supply chain arena where we, thanks to the platform, we knew that small and medium companies are for them is like a burden. Sustainability is not something beneficial. So this was something that we learned by heart, thanks to the to the community that we were working in the day after. And thanks to that, we are working specifically with our main suppliers for increasing the sustainability in their activities. So this is some examples, but we have more. It's like this prototype. This is the some term that we use a lot in the day after. So recognizing that we do not know how to solve the problems, but that thanks to the commitment and the confidence and trust that we have among all the actors, we are ready to experiment and to try new activities and having very good research on this field. So we can keep on after that, but I try to summarize the some of the activities that thanks to the platform that we have developed. Great. Thank you so much, Monica. It's amazing. And I'm so inspired how you said that a private company that large is able to assume the risks of, you know, starting working in a different way, experimenting, working in solving problems without knowing the endpoint, without knowing the specific pathway to solve these problems and how this is possible. Thanks to a platform like this where you work without stakeholders and you find these solutions with others, not just yourself and building as Lady was also mentioning distrust and so on. And you didn't mention because you are humble. The work you are doing internally also in, you know, bringing different departments across the company to work together because silos are everywhere, also in private companies, of course. And that's important that maybe we can keep this for the questions later. And thank you. Thank you, Monica. So we've seen the how a private company can work on this and it's important for them and they are getting results from working differently, differently. But now we move to the academia, right? So we've had also a session before where there was one person advocating for having the high education and universities playing a different role. And I think there is an example here in your position, Carlos, as professor at the Technical University of Madrid and director of the Center for Innovation on Sustainable Development to summarize in English. And I think thanks to your work in this platform and also thanks to the university position, the neutrality and the possibilities that the university brings. You were able to do all to convene all these stakeholders and create trust. So how do you see the role that university can play in creating these partnerships and what's your experience in the day after? Thanks Julio. I can say something but I think you cannot see me because I'm not being able to switch the camera on. A message about the host of the session that is forbidden me to switch the camera on is on my screen. I don't know there is any solution. Sorry. So I will have to talk without the camera because I cannot switch it on. Well, let's go. Thank you very much Julio. It's a pleasure to see you all there and to have the opportunity to share the experience of the day after. From the side of the academia, I think that what we are dealing with is something very, very crucial in the SDG agenda. It is how to make the SDG 17 feasible. How to deliver the promise of transformative partnerships to accelerate the agenda in all the dimensions. And in this experience, I would say that we have done what is basically common sense and is something that you can read in every report about the role of the academia and sustainability. First of all, we have taken advantage of the capability of the university as an institution to work with a long-term perspective with the possibility to be patient, to insist in creating this network of networks of of people and organizations that is, in fact, the raw material of this partnership. Secondly, I think we also have taken advantage of the neutrality and the legitimacy of the university to bring to the table to many different actors and to create conditions in which all of the actors have an important voice to be heard by the others. And finally, I think we have had the possibility to develop and to innovate in terms of methodology. Once we have the trust, we have the networks, the people, the raw material of the experiment, if you want, you need a way of doing things. And I think, Elia, this has been able to combine a level of a long-term reflection with also a very practical focus on delivering partnerships that are based on the capabilities and resources that the participants put on the table. So I think we have created what the SDSN reports call a safe space for interacting, for creating, for being bold and taking risks. And thanks to that, I think we can say that we are near what sometimes we name as an incubator of partnerships. Partnerships are very important, but we need devices to increase the number and the transformative power of partnerships. And I think that thanks to this combination of institutions and why not, thanks to the intermediary role of the universities, we are here to share with you an experience that has a lot, a lot way ahead, but that is behaving as an incubator, a generator, if you want, of transformative partnerships. And now I can switch the camera on. Now we can see you. Thank you. Well, as we'll have some questions at the end, then there will be an opportunity to see both you and Monika. And hopefully we can also see you, Monika. So thank you, Carlos. Thank you also for bringing this very innovative role that the universities can play and have played in this case. I think we're talking a bit before about, and I think there is here in the room, the person who asked about or talked about the importance of funding this infrastructure, but you went even further, because it's not only about funding, but it's about leading and about creating this space and having the legitimacy and really innovating, as you said, in methodologies and also creating the space like the, as an incubator, which is really, I think, powerful. But okay, so now we know the importance. We've seen examples from a private company, a university playing this role, and also later was talking before from, from our research center and also the public administration. But now maybe you can still think, okay, but how can we make this happen? How is this possible to create? It's so hard. So now we have Valentina Okendo, who's working at Climate Kick and facilitating and orchestrating the work at the Spanish platform on cities that we were mentioning in our previous session, where 15 Spanish cities are working together to transform the urban spaces. And I'll ask you, so why is it important to create this safe space, as Carlos was saying, and what's the role that facilitators and orchestrators like you play in this environment? Thanks Julio for your questions and thanks SDSN and Maria for the invitation and for having me here. It's a pleasure to share this panel with some colleagues and talking about such interesting and inspiring topic. While listening to you, I was thinking about how to do this, how to put this in practice, because it's not obvious how to do it. And this question links with other personal questions that I think sometimes, how to explain to others what an architect as me can do in this kind of context and what a facilitator orchestrator do. So it helps me to think about it's a shift. You have to shift your mind, sorry, you have to shift your mind from being a project manager to being a manager or a co-manager of a large transition process. It's quite different. And those large transition process needs a collaboration context, because it's the only way to do these kinds of things. It's kind of a phase that brings you the opportunity to share knowledge, to sense making, to align the different interests, needs, loyalties, purpose and align them into one main purpose or one main objective. It's like a space for catharsis, I think. In those kind of phases, not only ensure that the collaboration and the interaction between different stakeholders have coherence, but also it's a space where different people, different stakeholders involve and ask as facilitators can share knowledge, but also gain knowledge and nurture different capacities and capabilities that are not teach, because this kind of role is not a settled role. I like to say that this is like a do-it-yourself role, because it depends on the content you're working in. And this knowledge and capacities and capabilities are linked to different sectors. In the case of cities, because I'm working on cities and with cities, we can have the possibility to work in different sectors like mobility, circular economy, retrofit, but also to understand how to work with different tools that are now supposed to be easy to work with, like, for example, climate action plans, climate investment plan or other kind of tools that are necessary to these huge processes or transition processes. And there are also some barriers that you as a facilitator face when you are working in this kind of context. And I linked with the things that Monica and Leyde and also Carlos was saying right now, it's that there are silos, there are different frameworks, legal frameworks, finance frameworks, ways of working, organization cultures that it's very difficult to overcome. And the only way you can overcome that and you gain the knowledge to overcome that is working with people. So interaction and social learning and working in this kind of context is the only way to gain this skills. And I want to illustrate this point by sharing with you my experience in CTS 2030 that was, as Leyde mentioned, initiative, multi stakeholder platform that was born with an EDD during the pandemic and has evolved over time to a space for supporting cities to implement the European cities mission in Spain. Nowadays, we are 15 cities. And there is a project that it's been funded like three months ago, where eight different cities with different parties and political colors are collaborating to scale up retrofitting in Spain. And that it's only possible because we are, but because they want, because they are the willingness to do that, but also because we are trying to support them and align different stakeholders, not only cities, but also the Green Building Council, the Green Finance Institute, and so on, and so other multi stakeholders that are involved in this in this program. And I want to share also four main ingredients that I think it can help us, that help us nowadays to do that. And I think the first thing is bring in expertise to work with others that know very well the frameworks and things that are happening outside our platform or network. The second thing I think is co-creating within the network, so for the network and with the network. So know to bring pre-designed solutions but working with them to find those solutions that meet their needs and reflect themselves there. The third one I think is to be flexible because there are a lot of different ways of working. It's not the same the way companies work as a way city councils work. It's very, very difficult and different languages, different times, different hierarchies, and we have to deal with it. And the fourth thing is transparency and trust. And I think this is the most important thing. So in conclusion, because it's very difficult to summarize all this, I can say that complex challenges such as climate change or urban transformation would only be tackle by collaborating and by having someone or some organization that lead this and fill it with creativity and trust. And Kirsten Luzhet this morning that these missions or process are about move minds, hearts, and markets. And I think this is the role of facilitation. Thank you. Well, thank you so much. That's great. And I think now we have the picture, right? You mentioned the importance of a process. And now we can maybe change from facilitator or orchestrator to creativity and trust maker and a changer of hearts, minds, and markets. So maybe that's easier to understand. Thank you so much for this. And now we are moving to the Q&A. So we have 15 minutes to discuss. We have online, at least, well, they sent me one question from Gabon, right? So it's great. We are all across the globe today. And there is somebody saying that the private sector seems to be interested in ESG standards such as ISO 26000. And apparently, if they are focusing on this, that leaves the speciality of the 17 STGs to the public sector. Well, anyway, so he's asking or he's asking if that's the perception. So I think that's for Monica. So apparently you are experiencing totally the contrary, right? So maybe can you explain us a bit more how you think the private sector can really play a crucial role on the SDG implementation? Sure. Thank you. Thank you for the question. I've already answered through the tools, through the online tool, but I am more than happy to just to interact with this participant. Because from my perspective, ESG standards are specifically settled for reporting the activities that we are doing in the ESG. So it's easy to have these reporting standards in order to find some comparisons, some uniform along the different perspective. But SDGs and the 2013 agenda, for us, we find them like the tool to implement different actions that will be reported afterwards with the ESG standards. So it's not very easy to settle these new and innovative activities in these silos, as we were mentioning before. But we find that ESG and 2030 agenda are key for trying to do something different in this arena. I see that we have some one hand. So perhaps the person from Gabon wants to have a conversation. I don't know. Okay. Thank you, Monica. I don't know if he or she wants to talk from Gabon, no? Okay, so there is a question here in the room in the meantime. Hello. So what I would like to say, well, I must say that since 35 years that my work is to build partnerships. So this I am speaking a bit from my experience. And one of the first things that I say when I do capacity building for that is that people need three characteristics to work in partnerships. And these characteristics are exactly that you need to have time, patience, and resistance to frustration. Because, and the last one is very important, because very often you go back in what you have already achieved. And then the best way is to say, sleep today a little bit earlier, tomorrow the sun will come again. So this is the practical experience. And the other thing that I find that is important is that partnership building is an emotional process. Because if there is no empathy, you will not build a trust that you need to have a successful partnership. And this is very problematic when you come to the turnover. Because we have representatives of organizations that you find that are important. But there is a turnover in these people. And at a certain point, the people that are there, they have the feeling that they are always coming to the beginning again. And so these are processes that we really need to be very clear about and to try to face in a way that we overcome these encouragement issues. So I find that this is a very important thing, at least as I said, from my experience in doing this. And another thing that I like to say is that in partnerships, yeah, so the partnership is the smallest one that I know is the marriage. And when I say this, everybody understands what I say. It means you don't have to be attached all the time. Each one adds its own responsibilities, mutual respect. And you have a common objective. And this is the most important. All the rest, you can have different activities, you can have different sub-objectives, but to keep the common objective and not to and not to think that you have to do all the things all together. Because probably it will come a divorce very early. Okay. So this is I wanted only to do this remark. Thank you very much. Wow. Thank you so much. So we'll need you as a next speaker in the next. Absolutely. Thank you so much. And what came to my mind, and now I give the floor to whoever wants to react is that I'm a professor and here we are in a university and we talk about transforming the world and making a difference. And you talked about time, patience, resistance to frustration and emotional process. Who's teaching this, right? Who's focusing on this? And that's why it is so hard. And who's focusing on bringing this common objective and working. And I think the mission is a good example of this. Having a common objective is a way to bring an aligned values and an interest and so on. So thank you so much. Is there any reaction here? Yeah, of course, I absolutely agree with all your comments. And it was very curious at the beginning because now we are in a new phase and now we are trying to build a new foundation in order to have a strong partnership. But at the beginning and during some time, well, until now in fact, we had not any signed document, any official agreement between us. And we were working, sharing human resources from the different organizations, sharing also funding and resources. Because for us, the most important issue was the common goal. And it should have empathy. And in the personal environment is very key. Because all of us, we are not the general director of our organizations, but we are the leaders of our organizations. And was very important and very key at the relationship between us. So this empathy, this interpersonal, well, and most of our environment was very key, we have to say. And after that, it's true that if you have specific outcomes to show to your organization, then you can bring the rest of the organization to this partnership. But at the beginning, to the start, the interpersonal tool, I mean, let's say, is absolutely, it's very key. And the other, the other question is the flexibility. Because, of course, we are for, or we were, because now we are more than the beginning. But we were for completely different organizations. So it's true that we had a common goal, but at the same time, we have, well, different complementary, but different interests. So the flexibility, to understand other, to adapt your point of view, to adapt your thoughts were very key too. So empathy, of course, but also flexibility, I think, is the other very key part. Yeah, thank you. And Carlos, do you want to talk? No, let me say only one thing that I think we have learned in this process related to what our friend has named properties or characteristics of working. To think in facilitating partnership, not only as an individual function of Valentina, of the professional that is sustaining a partnership, it is important to think in terms of a property of an organizational property. I mean, all these characteristics, we are talking about patient, long-term perspective, capability to listen, it's individual. But if you want to create this kind of spaces as the other space, you have to make it into an organizational, more than individual, characteristic of property. I don't know if, I mean, sometimes we think, what we need is just an individual, exceptionally individual that is able to have all these characteristics. And on his or her shoulders or the partnership is developing. But I think it's too hard to think in individual terms. It's very important to create a space in which these properties are a part of the values and the culture of the space or the organization we are creating. Yeah, wow. Thank you, Carlos. I think there is some more comments in the chat. Yes. So there is one here that they sent me. It says, my question, well, right, thanks. My question is regulation and the standards is great. How are we mapping the need for multi-level framework in unity to bring the partnerships function with purposes aligned with the SDGs? Julio, I have already included in the chat. Oh, thank you, Monica. No, I was just writing while we were speaking. So perhaps we can take into account some more comments. But I think that we should focus not only on result KPIs because we are quite used to have these results. And it's very difficult for partnerships to focus on just the results. As we have been mentioning, flexibility, patient, and for sure that we do not have the results beforehand. So it's very atypical to have the reporting of some partnerships without knowing beforehand the results that are expected. So we have to focus on other kinds of KPIs, such as for example, activity indicators. So we have to select how many meetings we have had, how many local communities we have been speaking with, for example. So these are these activity indicators. We have some output indicators that are very relevant and not just the result, but the output for the activity and for sure impact. The key and the nice word of impact. It's very relevant to have beneficiaries, but we need to focus and to go deep in the impact that these beneficiaries have. So this is something that we have to work on. And we have some methodologies that are arising right now. But I think that is again, being innovative and changing our perspective and not being just focusing on monetary results, but in some qualitative impact from these partnerships. So happy to share with other colleagues. But I tried to answer in the chat. It's very funny because one of the lessons we learned during the process was to react very quickly in the chat. We had some times ago 100 people connecting at the same time. But let me just add something that I think is very important regarding Monica's words. Because now we are always thinking in investment and in results in terms of maybe private sector. But from the public side, from the power execution side, it's very important because this kind of tools are essential to response one of the needs we have over the table. The challenges we have now to transform our cities, to transform, to change our economy, the base of our economy or our development model is huge. And public institutions have not the tools to build some projects sharing with private sector or other institutions. Sometimes they have not the opportunity, they have not the rules, they have not. So this kind of platforms like EDD are supporting public institutions to transform reality. So I think it's also a response to a need we have, to respond to these challenges we have and to support public institutions to do it. Wow, that's a great end point, right? Because in the end of the day what we like to say is that the public issue and the public good is not public institution. It's the public good and we all need to work to change our society and to work for the public good. And that's a responsibility of all of us, not only of the public governments at all levels, local, regional, national and pan or above, right? Okay, so we have to close because it's 29 past. I don't know if there is any other questions here. If not what I would ask you, all the panelists is to try to do this hard exercise of tweeting, right? So if you were to tweet like one sentence, you know, less than 45 characters or whatever the maximum number is, how would you summarize what you've learned today in this session? So is there like a headline that you want to transmit and then maybe we can even publish this in Twitter? So maybe we'll start from the online people. Carlos, Monica? Okay, Carlos, I'll leave you. I would just to reinforce the trust and the need for acting right now in a radical collaborative way. Thank you, Monica. Carlos? A message for universities. After seven years saying what we have said in so many reports and so on, please let's do it. It's not so hard and we need to play this role as facilitators or integrators of different actors. Thank you, Carlos. Lady? Yeah. Well, very, very short. I think after that we know, we really know that we are much more than the sum of the parts. Yes. That's a hard task. I was thinking about let's fill in the collaboration gap, but I want also to add that the thing that you said before, Julio, about teaching this kind of role. And Carlos said there is not an individual role, but also an organizational role can be played by an organization. So let's start learning by doing, doing by learning and try to teach this kind of capacities that are so, so important if we want to push these huge and large transition processes. Thank you. Okay. So great summary. I would say after seven years of reporting, let's act in for all the stakeholders. So we need to act as Monica said, and we need trust for that. So we need to act with trust. And there is this collaboration gap. So we need to work together and to work together. Then we'll realize that we are much more than the sum of the parts. But to do that, we need to learn by doing, to experiment or to learn by doing and doing by learning. And then we need to teach this. So thank you so much for attending. Thank you for your participation. And hopefully you will come up from this session energized and with this experience inspiring you and happy to connect elsewhere if you want and to talk in more detail about any of these issues. Thank you so much. Thank you. Thank you. Thank you.