 Okay, I think we're going to start. Welcome, everyone, at this press conference about what businesses can do to support the social development goals, sustainable development goals, I'm sorry. We have three speakers today. My name is Peter Vannum. I'm a media lead at the World Economic Forum. We have three speakers today. We're very glad to welcome Sharon Burrow, one of our co-chairs of the conference and also the General Secretary of the International Trade Union Organization. Next to her is Paul Pullman, who you know of course as the CEO of Unilever, but who is also here as the Chairman of the World Business Council for Sustainable Development. And next to him is Lord Malik Brown, who I could introduce in a number of different ways, but he's, as part of his presence here, he's part of the Global Agenda Council on Global Governance and also the Commission on Business and Sustainable Development in the United Kingdom. Welcome, everyone. We're going to kick off right away with Sharon. Sharon insisted on being here today, and I want to thank her for that because she had other commitments throughout the day, of course, as a co-chair. She really wanted to be here, and so Sharon, I'd like to start with you, because I know that you have to go in about 10 minutes' time. And since we're here to talk about what businesses can do to support the SDGs, I'm not surprised, of course, that Paul is here or that Lord Malik Brown is here, but I don't always see a representative of trade unions sitting next to a chief executive. So how come that in this particular case, you are here? Well, thank you, and apologies to both Paul and Mark for actually beginning what is, in fact, something that's created out of their leadership, but of which we are fully supportive. The commission is about a new social contract. It's a contract between business, between government, and indeed between unions and civil society. The Prime Minister of Sweden has, in fact, termed the call a new global deal. We are in uncharted waters, but we know that the world is very vulnerable. In 2015, two things happened that are remarkable. If you consider that our democracies are not as strong as they should be, nevertheless, government leaders took decisions, first of all, for sustainable development goals, and that means charting a course to 2030 for a much fairer world. And indeed, the Paris COP took a decision for a zero carbon future. So if we're going to save the planet for human beings, and if we're going to actually create a world where people matter, that's sustainable, then a zero carbon, zero poverty future, is where we have to head. That sounds easy to say, but it requires huge systems change. If you consider the current context, I think the Oxfam report at the beginning of the week reminded us that we're in real difficult territory. 1% of the world's people have equivalent wealth to 99% of the rest of us. That's unsustainable for business or for people. And then when you think that our report showed that the global trading model in a context where demand is absolutely stagnant in much of the world, where growth has slowed to the point where the world economy is very vulnerable. And inside 50 of our largest companies, then the global supply chains are a structural innovation that has actually not delivered for 94% of the workforce. 94% of the workforce for just these 50 companies is in fact a hidden workforce. Now Paul Polman argues the case for changing the nature of the supply chains for both small to medium enterprises and for workers. But we need a lot more voices that understand that. So if we are to have such huge systems change, if we're to avoid the risk for businesses that they won't meet the targets of a zero carbon, zero poverty world. If we're to enhance the role of governments and of course of unions and civil society to be part of the construct of that systems change, then we need to work together. So part of it is about business responsibility. It is about ending corruption. It is about decent work. And of course we are collectively interested in global standards that go to the highest possible frame for a moral compass that is about ending tax evasion. That is about decent work and global labour standards. It is about social protection and looking after the most vulnerable. And of course it's about environmental standards. But it's about collective action. So if we are to have sustainable business, if we're to have decent work, if we'd have environmental change that will preserve the planet, we need to act together. So I can only commend the leadership of Paul Polman and Mark Malik Brown. Indeed there are many commissioners not here today from business, from civil society. And indeed I'm proud to be part of the discussion as a union voice. It will be a challenging discussion. And we will try to have both a values base and an evidence base so that it is a confidence piece for the future of thinking by governments, by business, and indeed by unions and civil society together. Thank you. Thank you, Sharon. Yeah, that asked for an applause. Thank you. Sharon, you talked about collective action and need for collective action. And I think that we've seen such collective action a few months ago, just in Paris, where the Paris Agreement was reached. And you referred to Paul. And Paul indeed has played an important role in that by bringing together a lot of the business community then around climate action, which is one of the sustainable development goals. And now perhaps I should turn to you Mr. Paulman and ask that's one of the sustainable development goals is climate action, but there's of course 16 others. So how can you achieve success with businesses and with partners such as the trade unions and governments referred to by Sharon Burrow on these 16 other sustainable development goals? The beauty of the climate change agreement in Paris, the famous COP 21, which was a very successful agreement as a first step towards staying well below the two degrees. Is in fact that business also has seen the enormous importance of doing something about climate change. If 13 of the last 15 years were the warmest on record in the history of mankind, it also means that it affects the P&L of many companies. If there is a drought or if there's a hurricane or if there are other natural disasters, business often gets the first brunt of that before even others get involved. And no surprise actually that you saw thousands of companies in Paris helping to de-risk the political process and solving it. Now the beauty is of the whole debate about Paris and the climate change agenda is that people have discovered that it's not about climate change, it's actually about human development. It's the poor that suffer most from what is happening. The poor who depend on agriculture, spend the disproportionate amount of agriculture, live in the most vulnerable areas. So with the climate change we're actually pushing more people back into property. And there is no business case in enduring property. Many businesses start to understand that and it's not just ourselves alone. So this commission actually is one of the most important things that is being announced this week, in my opinion, here in Davos. The commission on business and sustainable development. Because what we now need to do is that same enthusiasm that cut millions of people to Paris on a more narrowly focused area of climate change needs to now move to the most important area which is the area of human development, which is the sustainable development goals. The courts have set themselves a very audacious target to eradicate poverty, more equitable, more sustainable. And that is obviously something that nobody can do alone. The cost for that would be two to three trillion a year, very doable in today's environment. In fact, I always say we have enough money. We just need to deploy it in the right ways. And this commission needs to help with that. The solutions to the SDG cannot happen without the active involvement of the private sector. And the development markets, especially 60% of the GDP, 80% of the financial flow, 90% of the job creation. So in Paris we've seen for climate change, for example, that governments have committed a hundred billion a year as of 2020. They've unlocked the billions. Now we need to get the catalytic funds and the multipliers of the private sector to unlock the trillions that is needed. Now there's a carrot and a stick here, which is all very well known by everybody. The stick is actually, if business doesn't do this, environment doesn't function, business won't be there either. It's an enormous threat to business, and Sharon has given the example of the value chain. But obviously the positive side of it is the enormous opportunity. If we can get the equal amount of women and men in the participation in the economies globally, that's 37 trillion more of value that can be unlocked. That's one of the sustainable development goals. Which is one of the sustainable development goals. We have energy to all 18 billion more will be unlocked. If we provide proper cities in an efficient way, because of the urbanization population growth, 90 trillion will be needed over the next 15 years. So these are enormous business opportunities. The task of the commission is a very simple one. A complex global development agenda. How can we simply find that and say, what does it mean to business? How can we incorporate it into business strategy? How can we develop the new business models? One is the new creative ways of financing to make that come alive and to have businesses step in into the enormous opportunities. Two things I'm very pleased about, that this commission is not just business. This is a commission that encompasses, and Mark will talk a little bit later about that, encompasses all stakeholders in society. And on the commission itself, it has some of the most influential, thoughtful people to make this come alive. The Secretary General will have a press conference later today for announcing the advocates of the SDG and the advocates of the SDG, which will be chaired by the Prime Minister and President of Ghana and Norway, will heavily draw on what this commission is putting out to make these SDGs come alive. There is no better effort to rally the private sector than what we're announcing today. Well, thank you very much indeed, we've already said it, Mr. Pullman, Lord Mount Brown, Mark, is also part of this commission that you're launching on business and sustainable development. And he, if anyone has experience in government and the private sector, it's you. You've worked both in the government, in the UK, and you've been very high up in the business world. So from your perspective, perhaps you could share, how can we make this concept come alive? What are some of the best practices that you see of how business can implement this and bring the sustainable development goals in action? Well, as Paul says, this is really, in part, all about scaling up. You know, I've been in the development world long enough to remember when we were happy if we could spend hundreds of millions of dollars. In fact, and we'd watch that go to the billions, and we've now, with this new agenda of the SDGs, watch it go to the trillions. So first, the issue is how do you crowd in the finance to make those investments in modern infrastructure and urbanization, et cetera? The second, though, is how do you introduce the innovation into development that the private sector is so good at? Hundreds of millions of people just give you an example as you asked for. Hundreds of millions of people in the last few years have gotten access to banking services that they previously didn't have. They were unbanked. Why? Because of innovations coming out of Kenya around mobile banking. The so-called Mpesa system. Well, Bob Collimore, who was the businessman behind that, is a member of this commission to give you an example of that. And hence, too, if you like, the third point, the sort of business models, the constant effort to sort of disintermediate, to disrupt, to find new ways of delivering services, whether it's health or education, whether it's changing consumer products in Paul's business of Unilever to be attentive to the cultural and income possibilities of new emerging consumer groups around the world. So, collectively, this market, what we call development, which is really billions of people striving for a better life, this is the frontier for business in the coming years. And, you know, it's strange in a way that you need a commission to assert that fact, but you do, because development has been such a world away from business. Development has talked a different language. It's been very cautious about introducing business and being afraid of exploitation of weak and vulnerable groups in society. And business has looked at development with a slightly jaundiced view, thinking, well, there's less risk and more money to be made in traditional markets. Well, bringing these two together around this extraordinary opportunity is what we want this commission to find the words and language and arguments to do. Thank you very much, indeed. Maybe I should go back to Paul now before we turn to one or two questions. Of course, with Unilever, because that's the other hat that you're wearing today, you have been very active in the developing world or the emerging world, the frontier of business, as Lord Malik Brown called it. Of course, other companies might not have the same long-term perspective. What are some of the advice that you can give from your experience of having done this and having gone through this process? What are some of the best practices from your own company that you can share with us today? Well, there are a few things that I think will be true for any company, small or big, that I think need to be kept in mind. But I do want to dispel this notion that we are out there alone. There are many companies already that are doing this, and we learn from them as much as we, hopefully, can share with them from our side. But the first thing I always say is you need to have the CEO of the company be fully behind that. It has to have a high level of awareness of what it means for their business model and a high appetite for engagement. If the CEO isn't behind that, it's very difficult for people under there to do these things, and often would lead to unnecessary frustration. So it starts at the top, as they also say, a fish starts rotting at the top. The same in this case, the positive movement starts at the CEO level. The second thing I would say is that what companies need to do is be very clear how it links to their business model, be very transparent about what they are measuring and making that public, and be held accountable for that, because that leads to the trust, obviously, that we need to rebuild in society. So this accountability, measuring and transparency is the second most important part. And then the third part is for companies small or big to get involved in transformative efforts that go beyond their company. There are many industry associations that work on things, the World Business Council, the UN Global Compact, and many others that say, if we all go together, we can perhaps get rid of the issue of deforestation. No individual company can do that. If we all go together, we can work better social standards in our value chain. No individual company can do that. So the power actually for companies is being excluded, and in the age of transparency where young people are incredibly more purpose driven, the millennials, etc., they increasingly vote with their wallets for companies that are responsible versus irresponsible. They also only want to work for companies but have a little bit of a deeper purpose. So fortunately, many businesses understand that. But if these three conditions are met, the willingness to engage and be aware, the willingness to measure, publicize, and the willingness to participate in these partnerships, with the help of this commission and other things, we can make this a better world for all. Okay, very clear. Then I want to go to the room. Perhaps one or two questions there. Wouter, go ahead. Yeah, I think Marcos would be very good for the second question. He's much better read than I am and much more intelligent to put it in a European perspective. But the forced industrial revolution and sustainability go hand in hand. Many of the solutions that we need in moving the development agenda forward can only be done if the business agenda is in sync with that. For example, the example of M-Pesa and financial inclusion is a good example of that. Providing alternatives to fossil fuel with solar or wind or hydro at prices that are competitive, which is happening now at 100 miles an hour, is because of technology. So we need to look at this technology on the positive side and say we leverage that for a development agenda. I saw a little drone now that if someone gets a heart attack in the wilderness, they can send a drone now and take care of the person. That's a great story of how human development goes forward if you want to. As long as it's green energy I'd be even happier. But that has to go together. But on the other hand, we also have to be mindful. There are many studies that would point out that if industry do robotics, if you get driverless cars, if you get people-less shopping centers where you check out yourself, etc., there's an enormous risk of job destruction. There's also an enormous risk of political defy. If you look in some countries like the U.S. the haves and the have-nots, it's actually a technology defy as much if not more than an income defy. So we have to design this forced revolution in a way that actually, again, builds on these objectives that we've all set together on these sustainable development goals. So it very much ties in. This is not a long story about what is this new technology and aren't we great to be innovators. No, it has to have that purpose to make an inclusive society for everybody. And I think that's a great story but we have to be very mindful on how we design this because it's still early enough to do that. Just a word on that second point. We always think in Europe is sort of having a fairly social democratic tradition of living at ease with the society of which they're part, where we think we're a kind of leader in this kind of stuff. And in many ways we are but interestingly, companies in Africa or Asia have much more direct experience of having to get engaged in development because it deals directly with the health of their workers with the capacity of the geographic areas they're operating to support their operations and it has to do with the wealth and spending power of their consumers. Actually, there is a much greater in many cases practical, pragmatic engagement of corporate involvement in development in Africa or Asia than there is here in Europe. So on Europe itself on the radio one, Europe had a 40% reduction target on CO2 as you well know and was one of the bigger contributors to make other countries be more progressive. Then the other thing is the circular economy concept which is incredibly powerful. We can improve the European economy by one trillion just to get a better recycling industry in Europe and it makes you more competitive. Europe again is showing that. What we have to be mindful of is that there are forces that pool the issues on the European borders the issues of the refugees, potential issue of Brexit, the issues that come in in the areas of the internal market functioning where half of Europe goes to the left and the other half goes to the right if I may say. So there are tensions there and what we need to do is to be sure and this commission again is ideally placed for that is that we deal with the short term tensions, be very mindful of those but also realize that the short term there because we are not sufficiently addressing these longer term problems. So how can we get this tension field where we do enough today but we also keep working towards a vision that we have signed in Paris and in New York on the sustainable development goals. And again this commission on the mark will be a beacon to do that and in Europe we need to be sure if there's one word of caution that we keep the long term focus ahead of us as we deal with these short term challenges. Well I think that's a very appropriate way to end the press conference. I'm sorry that we don't have more time because there's a press conference at 1pm immediately afterwards but if there's more time outside of the room we can continue the conversation. Thank you very much indeed. Thank you.