 Well, thank you, Roger. Good morning everyone. Thank you for that welcome. It's great to be here and as I look round the room I see people that I've been on trade missions with all over the world to Africa, China, India, Russia, Mexico, Brazil. It's great to see a Greco here. We were in Africa together and I'm glad you've sealed that deal in Côte d'Ivoire and are now selling in over 100 countries today. Diageo er here. We drank some whisky together in India. They liked it so much. They bought the company and now with that huge United Spirits deal they are the biggest premium drinks company in the world. We've got Ian King. I hope you're here. BA Systems. Just a couple of weeks ago we were in the Gulf with BA Systems stepping up our efforts with the Emirates, with the Omanis, with the Saudis. Keep on proving that the best fighter jets are made right here in the United Kingdom. And of course, Roger, I'm delighted we were able to help Centrica get those deals done with Gata and with Norway because that is an important message from this conference today. Britain is selling to the world again and I see it as a vital part of my job because it's what this economy needs and I'll keep leading those trade missions and helping you in any way that I can. I'm also determined that we make the most of the Olympics and the Paralympics. In Sochi, in Russia, we've won 60 contracts ahead of winter games, designing the stadium, building the roof for the ice skating rink, providing legal services and a lot more. And in Rio, in Brazil, we've already got over 70 million pounds worth of deals done ahead of 2016. Now next year we're planning more trips to India, to China, and I hope I'll have a lot of you there with me for those as well. Because frankly, we need this buccaneering deal-making, hungry spirit now more than ever. Britain is in a global race to succeed today and you don't need me to tell you that because every day people in this room are fighting to win contracts in Indonesia, in India, in Nigeria. Every week you step off aeroplanes in the south and in the east and you feel the pace of change there. You know what the global race means because you're living it. And I'm here today to tell you that this government gets it. We get that the world is breathing down our neck. We get what British business needs. You need us to deal with our deficit, to cut business taxes so we can compete, to have a proper industrial strategy to get behind the growth engines of the future, to reform our education system so we turn out the best and the brightest graduates and school leavers, to reform our welfare system so it pays to work. These are the key steps to Britain thriving in the global race. But it's not just about the policies, it's about the attitude. You need us to be tough, to be radical and to be fast and it's those three things I want to talk about today. First, you need a government that is tough, that can take the big difficult decisions where they really matter and nowhere does that matter more than on sorting out the deficit. Never forget, we inherited, this government inherited a deficit bigger than Spain's, bigger even than Greece's. Now this has meant taking decisions that no other government had dreamt of taking before, capping welfare, freezing child benefit, raising the state retirement age. Like I said, tough decisions. But here's the thing, being tough on the deficit doesn't mean being simplistic, doesn't mean salami slicing budgets and just taking an axe to everything. It's got to mean prioritising the right things, backing enterprise growth and business even in the teeth of sometimes quite fierce opposition. That's what we've done. Yes, we've made some significant cuts to some budgets and yes, that's included the business department, the old DTI. But at the same time, we've protected the science budget and funded a record number of apprenticeships. Yes, we've had to put up some taxes but we've cut taxes on businesses and on entrepreneurs. Corporation tax is coming down to the lowest rate in the G7 and yes, that top rate of tax has been cut too. Because I believe you cannot on the one hand say Britain is open for business and on the other hand have the highest top rate of tax in the G20. So this is what being tough means, doing what's right for our future, taking on all the noisy lobby groups that want to pour money into today but forget about tomorrow. And this approach is working. The deficit has been cut by 25%. Interest rates are at record lows. A million new private sector jobs have been created in two years. Exports are up dramatically. That is what tough government has helped to deliver. But you need government to be radical too, to shake up the status quo, especially in education. As the CBI says in its report today, this is critical if we're going to thrive and win in the global race. We took the view as a government that massive structural change was needed. Why? Because we had three big problems. Failing schools at the bottom, coasting schools in far too many parts of our country and that long running failure in Britain on technical and vocational education. Our changes are dealing with all three. Instead of a monolithic state system without proper competition, we've introduced free schools and created more than 2,000 academies free to innovate and teach how they want. This is having a massive effect already. There are now inner city academies backed by sponsors, often businesses, in some of the poorest parts of our country that are getting better results than you get in the leafy well-off suburbs. We've also been utterly intolerant of failure too, raising the bar on what we expect, and when the school at a school falls below that bar, getting an academy sponsor to take over that school as a matter of urgency. We said we'd turn the 200 worst primary schools into academies by the end of this year. We're on track to achieve that and next year we're going to double that to 400. As for technical education, new university technical colleges are opening and we're clearing up the baffling array of qualifications and insisting on rigor. Like I said, big structural changes. By the end of this parliament we're going to have thousands of new academies, scores of new free schools all within the state sector, and we're going to have a system that is diverse, that welcomes competition, that encourages innovation. And we're also having an all-out war on dumbing down too. When we came to office, primary school pupils went into their maths exam with a calculator. We are ending that. We had GCSEs based largely on coursework and modules. Now we're moving to more final exams. We inherited a system where just 15% of pupils got good GCSEs in English, maths, science, a language and humanity. This is crazy. Employers like you are crying out for these skills. There isn't a job in the world where you don't need a good grasp of English and maths. So with the new English baccalaureate, we're putting them right back at the heart of education. Now all of this isn't about looking back to the 1950s. It's about looking forward to help our children compete in the world and will do whatever it takes to help them do that and to help you get the bright skilled workers that you need. So this government has been tough. It's been radical. But there's something else I think you desperately need from us and that is speed. Because in this global race, you're either quick or you're dead. Let me be clear. Now we have already made some massive steps towards leaner, faster government. Today the civil service is smaller than at any time since the Second World War. Some departments have had their central overheads cut by up to 30%. We've cut the number of quangos by nearly 200 and last year we cut wasteful spend by more than £5 billion. This year we're on track to save more than £8 billion. Now all this goes all the way to the top. The cabinet I chair is now a growth cabinet. I go round that table and hold people to account for progress on everything from super fast broadband to house building in a way that's never happened before. I surface the problems in departments rather than just leaving them stuck there week after week month after month. But I know we need to do a lot more because government frankly can still be far too slow at getting stuff done. You all know the story. The minister stands on a platform like this and announces a plan. Then the plan goes through the three month consultation period. There are impact assessments along the way. Probably there are a few judicial reviews to clog things up a bit further. And by the time the machinery of government has finally wheezed into action the problem and the moment has probably passed. Government has been like someone endlessly writing a pros and cons list as an excuse not to do anything. Consultations, impact assessments, audits, reviews, stakeholder management, securing professional buy-in, complying with EU procurement rules, assessing sector feedback. This is not how we became one of the most powerful and successful nations on earth. It's not how you get things done. As someone said, if Christopher Columbus had an advisory committee he'd probably be stuck in the dock. So I'm determined to change this. Here's how. Cutting back on judicial reviews, reducing government consultations, streamlining European legislation, stopping the gold plating of that legislation at home and quite simply getting our infrastructure particularly roads and railways built more quickly. Now let me say a word on each. First, judicial reviews. This is a massive growth industry in Britain today. Back in 1998 there were four and a half thousand applications for review. That number has almost tripled in a decade. Now of course some are well founded as we saw with the West Coast mainline decision. But let's face it so many are completely pointless and vexatious. Last year an application was around five times more likely to be refused than granted. So we urgently need to get a grip on this. What we're going to do? We're going to reduce the time limit when people can bring cases. We're going to charge more for reviews so people think twice about time wasting. And instead of giving hopeless cases up to four bites of a cherry to appeal a decision we're going to cut that in half. Next, government consultations. When we came to power there had to be a three month consultation on everything. And I mean literally everything no matter how big or small. So we're saying to ministers here's a revolutionary idea. You decide how long a consultation period this actually needs. If you can get it done in a fortnight, great. And the Department of Education has just done exactly that. And we're also going further and saying if there's no need for a consultation don't have one at all. The next hurdle is excessive European legislation. It holds us back, it clogs things up and so we are fighting back hard. We're having EU accounting rules reduced and micro enterprises exempted. Last month I worked with Angela Merkel to stop a new torrent of rules and regulations reducing the intray. So now for the very first time in Brussels we have a commitment to look at existing regulations as well as the new ones coming in. This is about finally getting that ratchet of European legislation to start going in the opposite direction. And every summit I go to, every meeting I have with other leaders I'm making sure that happens. But the problem isn't always the legislation itself, it's how we interpret it. You get laws gold plated with reams of pointless reports. Take for instance the Equality Act. Now it's not a bad piece of legislation but in government we've taken the letter of the law and gone way beyond it with equality impact assessments for virtually every decision we make. Now let me be very clear. I care about making sure that government policy never marginalises or discriminates. I care about making sure we treat people equally. But let's have the courage to say it. Caring about these things does not have to mean churning out reams of bureaucratic nonsense. We have smart people in Whitehall who consider equality issues while they're making the policy. We don't need all this extra tick box stuff. So I can tell you today we are calling time on equality impact assessments. You no longer have to do them if the issues have been properly considered. That way policy makers will be free to use their judgement and do the right thing to meet equalities rather than wasting their own time and taxpayers' money. Last on my list and it overlaps with some of the above is getting our roads and railways built more quickly. In the 1950s it took us eight years to design and build the first 50 miles of the M1. Today it can take that long just to widen one section of one motorway. So we need to speed things up. Since we came to office we haven't just announced a load of road and rail schemes. Yes we have actually got the diggers on the ground. On the A23, the M62, the M4, M5 and M6. But it is now our ambition to cut the time it takes to upgrade our roads in half. So we're determined to dismantle some of the procedures that have been slowing us down and slowing you down as well. But none of this will mean much unless we have a change of culture in Whitehall as well. Now let me be clear, over the past two and a half years I've worked with some exceptional civil servants who are as creative, as enterprising as some of the best entrepreneurs in Britain. And they are as frustrated with a lot of this rubbish as I am. But the truth is Whitehall has become too risk averse. Too willing to say no instead of yes. Now there are understandable reasons for that. Where you've got lobby groups lined up to criticise every action you take. You've got parliamentary select committees ready to jump on every bump in the road. The rational choice is therefore to be cautious, sometimes even over cautious. But for the sake of our country's progress we have got to cut through this. I want every department in Whitehall to be a growth department. I've insisted every permanent secretary has growth written into their key objectives. And I want every minister and every official to understand that dangers are not just in what you do do but in what you don't do. And that the costs of delay are felt in businesses going bust, jobs being lost, livelihoods being destroyed. When this country was at war in the 1940s Whitehall underwent a revolution. Normal rules were circumvented, convention was thrown out. As one historian put it, everything was thrown at the overriding purpose of beating Hitler. Well this country today is in the economic equivalent of war and we need the same spirit. We need to forget about crossing every T, dotting every I. We need to throw everything we've got at winning in this global race. And I'll tell you why. It's not for our country to climb the ranks on some sort of global leaderboard just for the sake of it. It's for the sake of our people and their aspirations. When we talk about reindustrialising Britain, about high tech industry, about high value manufacturing. It's not just that those things are good and vital in themselves. It's because they are the way to deliver the decent, well paid jobs for our people, the opportunities to be had. A sense that everyone in our country can get on if they try. That's what this is all about. Getting Britain on the rise, helping our people thrive, building an economy that's not just worth something but really worthwhile. That is the fight. That is what I'm in this for. That's what I want to work with you to deliver over the rest of this Parliament and beyond. Thank you very much indeed for listening.