 The mistake we made in capitalism is that all we do is we measure and we manage and we optimize the return on financial capital. That's all we do. We do not care about anything else but return on financial capital. Rokey it's called. And that's a big mistake but that's how every business school in the world trains its students, share all the value thinking, return on capital thinking, it's always around financial capital. And what we should do is think more carefully because we use nature and that's a capital and we use people in value chains and that is capital, social capital. So the world we're going to move to is a world where we will change the rules of the game. Where a capitalist will not manage just financial capital but will also manage natural, manage natural and social capital and optimizes the returns across the three. That's what I call a revolution of capitalism. Or if revolution bothers you because it is identified with bricks and fire bombs, evolution I'm happy to. But it's going to be a revolution. The best example in the world today is Ikea, the furniture company, may have heard of him. They published their sustainability strategy eight weeks ago, nine weeks ago. It's called People Planet Positive. They're not a member of WBCD so I'm not promoting my own members here. People Planet Positive. You can download it on the web, People Planet Positive PDF and it comes in. Three objectives for 2020. Number one, Ikea will be energy independent by 2020. Meaning Ikea will produce more renewable energy than it consumes in all of its operations. These are great words. It's an extreme variation of saying I will green my operations. I'll be one of the good guys. The difference with Ikea is last week they have issued the press release. They will invest four billion dollars in solar panels on all the roofs, on all the stores worldwide. So they're serious. Number two objective, we will make the lives of all people in the value chain of Ikea better. So not just 100,000 employees of Ikea, but everybody all the way back to the people who make their raw materials. They will make their lives better by 2020. Third objective, we will inspire and facilitate millions of people to make their homes sustainable. This is new boundary. My leader so far talked about we're going to make our business sustainable or we're going to reduce our energy footprint or whatever. But these guys are energy will be neutral, value chain will be life better and all our customers will get to a sustainable house through us. Insight governance of business. There's a paragraph which is called risk management in which the board of a company has to disclose how likely is it that business will survive? What are the risks? And all of these risks are in words of financial risks. There are no risks related to sustainability yet. We need to change that. Sustainability, whether it's weather events or any other risks are going to infect the ability of business to go on. Where this all will go is this particular slide. And since there's only one accountant in the room, this won't look like much of a revolution to you. But I can tell you, show this to a room of accountants and the place will be shaking and not necessarily with a positive vibration. So on the left, you see what accounting does today. It tells you the story about business. It gives you a risk management framework. And then there's all kind of rules on how you actually do the financial accounts. I mean, I don't know if you've ever studied accounting. You should if you want to be in business because it's the language of business. But whatever you think of that, you will never ever be in a business meeting having a debate about how people calculate their profit. Never. You will never ever challenge that if ABITDA is 100, that's on never. There's rules. People just do the rules and come to a number and that's the number. And then you talk about the number is not good enough, but you do not talk about the number as such. When a company today publishes its CO2 number in a sustainability report, you or I or none of us have any idea how that was calculated. What the scope of it was. Your report, your report, your report, your report, there's no way of comparing the numbers because there's no rule on how these people calculated their reports. And if we want to measure progress, we need to get comparability. We need to start saying, hey, this guy is doing a much better job than that woman. What is this woman going to do to improve? And then we get to focus in the rules of business, but redefine. And that's where we are going to go. The last step, and that's by no means the smallest step, is we need to get the capital markets to play as well. Because the best CEO on this island is a guy called Paul Pullman, runs Unilever. Pretty brilliant sustainability strategy by many in the world seen as one of the most forward thinking business leaders out there. A member of the high level panel for sustainable development goals, doing an incredible amount of work. But that person will still lose his job if he has one financial quarter. We can all agree he's the best sustainability CEO in the world. He will still fly out if he does not perform financially. So we need to get the capital markets to understand this. And that means we need to work with everybody, collaborate, collaborate, collaborate. And you will have to remember only one thing from this talk tonight. And that is, what are you going to do to scale up? Thank you very much.