 I'm very, very honored to be here and because there are so many competent people and there's so much, much experience in this room and in this conference and so I especially feel like a newcomer in this field and I met with Michael Götta, who is a very old friend of mine from Spain when we lived there together, not us together, but we were friends and we met at a tough leadership training and we started to talk about this and what we are doing in Svenska Ritushas den. So that's actually the reason why I'm here today. So can you imagine waking up one morning and realizing that everything that you have been promoted for everything that you feel comfortable with. And all of your strength, they are suddenly your biggest pitfalls, your worst enemies. Ah, it's scary. And that's really what happened to me one day and I realized I had to do something about it and it was really like an enlightening. Because we are working towards getting full commitment, full engagement of everyone, each and everyone in our company to really feel truly engaged in everything they do. And we're on a cultural change and I've been working with change programs for all of my life. So I thought that I was actually able to do this. But I realized that it was all about doing change within myself. And that's hard. But I want to ask you a question. How many of you feel truly engaged when you go to work? Ha, we have a lot of engaged people here today. That's good. Some of you don't. Some of you are. And according to Gallup. Only 13% of all employees are truly engaged. And that is the number worldwide globally. And actually in Sweden, we are a little bit better. Sixteen percent are engaged. And I know that because I was meeting with the board of a post Norge the other day and then I just looked up the figure for Norway and they are even more engaged than we are in Sweden. But this is a huge waste of resources. And I would say this is the main problem that we actually go to work and we're not engaged. And this is a huge waste of resources, both for the company and for ourselves. So I just wonder why did we end up here? Because this is not what we want. And I can only speak for myself as a manager. I have a lot of drive. I really like to take decisions. It's really part of my job. It's part of my my identity. And I also like to organize people. I have fantastic ideas of how we should organize things in order for everything to end up in the best way. And I also during my entire career have thought that I am very good at involving people and getting everyone on board and so on. But what I realized that morning was that my coworkers. I don't really communicate in a way that my coworkers felt truly involved. And I think it's it's part of this that by default as a manager. We are responsible and we take decisions instead of just leaving the problem and the decisions with whoever is best to take the decision and have the right competence. And by default we follow up. We control instead of trusting all the time trusting and relating to the capacity within the people. And we drive our own agendas. I know what's the problem. I have a good solution. I've been trained to fix the solutions all my life instead of really truly listening to the people and what they have to say. So what's the solution. Well, I as a leader I need I really have to be brave because this is about being brave and actually get out of the way which is kind of absurd because I'm there to take responsibility. I'm there to lead the way. But now if I want to change I need to get out of the way. If I truly believe that moving from the traditional way of working where a few people make the decisions and the rest have to implement towards an organization or a way of working together where everyone is involved and we really take care of everyone's competence and engagement. And I truly believe that in order to get more engagement in our business business community. We really need to to engage everyone. Everyone has to feel truly included and contribute with everything. All the competence that he or she has. And this is kind of hard, especially if you have my background because I've been working in traditional large hierarchical companies all of my life. I started in Statoil and I was really glad to hear the story of the transformation within Statoil. I worked there for 15 years and I had several positions. I was a vice president supply chain at Lantmen and I had the task of implementing a lean based transformation program throughout the entire, the entire company. And we were pretty successful, but we didn't manage to really engage all the middle management, the middle management. They felt not included and so on. And that's really, it's hard to include everyone. So five years ago I became the CEO of Svenska Ritusa Stem, which is en färlejan company. We're now 20 years. We've been in the circular economy for 20 years. And we're only 150 people. And my, the former CEO, he was very, very traditional. He was silo, organized, no cooperation, cross functional cooperation. He took all the decisions. So that was actually the cultural that I got to. And I wanted to start this process to go to continuous improvements and lean based management and so on. And it's been a long journey. And this is really the theme of my entire career, because I've been worked since the 90s with quality assurance. We talked about total quality management, six sigma, kaisen. You know all of this. And I would say Agile is just a new way of all of this, because to really succeed in all of this change management or change programs or models or working methods, you need to relate to all the people and you need to get all the people on board and really make use of all the competence and all the experience that you have in the organisation. And so, so really, Agile is nothing new, but it's it's really putting things to a more distinct way of addressing the mental and the cultural and the climate within the company that you need to work on. You need to first of all improve the climate. And this is me. We have worked with something called Enneagram. I don't know if you know about it, what it is, but it's a nine, nine different personality types and I'm the number eight, the challenger. So that brings also a lot of challenge to me because by default, I'm powerful, I like to, it's easy for me to take decisions, like to be in charge and, you know, in doing and trying to get this change, it's really becomes my pitfall. And I'm, I have a very big fear of being controlled by others. So I can really relate to people that, well, you don't want to be controlled yet. I think I have to be in control. So this is, this is kind of weird. So with all of this, really from my, my working experience in lot of hierarchies, having the personality type. It was really hard to realize that what I, the most important thing that I had to do for us to really move forward on our journey towards more agile, more flat organization, had to do with myself. I really needed to change and I really needed to change in my behavior towards everyone in the company. So we have some basic key learnings from, from our, and I would say on a going journey towards total engagement. We're in right now in the really messy middle. I think some of the people in the organization, this is chaotic. She's crazy. Our CEO is crazy. She doesn't, she's not in control. But actually it has released a lot of power in the organization. And all of our performances is going the right way. It's really moving in the right direction. So I feel very comfortable that what we are doing is the right thing. But it's hard and it's not sort of any harmony. But I don't think that you, you have worked with this. You know that it's not harmony. And that's why it's so important to start with the cultural change, to start with the climate and address what's really going on under the surface. What's not, what's not spoken out. What are the conflicts and really get all the problems up on the table? And that's what we've been doing for the last one and a half year. And we've solved a lot of issues. But of course, for the people working in our organization, it's really tough when suddenly all of us see all the problems. So it's not very strange that you come to this point with the messy middle. But of course you need structure as well, but it's not the question about having managers or not having managers. It's really a question of creating the right climate and creating and having a relay to each other in, in a good way and have a good culture of giving each other feedback. And then for me, of course, to give away the power and to actually do less. Which is really, for me, it's very good because I have a lot of more time over. I'm not in as many meetings as I used to be. I have the time to be here today. That's really nice. But also to have patience. This is not a quick fix. We will not be through the messy middle in quite a while and we have to have a perspective of several years right now. There are the three teams who have chosen not to have managers. It's their choice. The rest of the organization have managers. So we're not really, we don't really know when will things happen, will they happen and so on. It's up to very much up to the organizations. But I truly believe that this is the right way because I see so many positive things happening. I see so many people stepping ahead and starting to take decision, take responsibility, and they do great things. Great things happen. And actually it's not only me who have to be brave. All of the people in the organization need to be brave. And then we're working a lot on the transparency, really giving everyone access to all information and to create the right channels. Right now, we have two thirds of our staff is blue color. And now we are actually giving everyone access to teams, which is if they haven't had an email address before. So there are a lot of things that need to be in place in order to facilitate the sharing of all the information. Because if you don't have the right information, it's not possible to take the right decisions. So. I see a lot of positive signs last week. We were actually certified according to great place to work, which has been a goal for us a step towards our vision of being one of the best workplaces in Sweden. We are truly sustainable company and what we do is sustainable. And I think moving towards agile management or agile working ways or so on is also sustainability issue. I think we touched upon it earlier today. But if we can't solve the sustainability issues in the world, unless we move in this direction, that's something I truly believe. So I will just show you a short video on what we do towards our vision on a sustainable future. And let's see if this works. Systemet som förbättrar din affär om och om igen. Du känner igen oss på våra lådor och pallar, men vi är mer än så. Det är ett retursystem som effektiviserar och miljöanpassar den svenska dag i vår handen. Tillsammans säkerställer vi att varorna kommer fram hela och fräser alla medverkande bidrag till ett effektivt system. Här är några exempel på hur det fungerar. Det är ju en enkel låda. Den vägar inte så mycket. Den är lätt att packa i och den är lätt att skicka iväg. Vi försöker ju röra för så många artiklar som möjligt att passa i den här ISRS-lådan. Även transkortnäsit har vi en förväld. Vi kan ju dubbelställa de här pallarna, som gör att vi får plats med mycket på golvöjtande rektorn. Det behöver booma lastbilar. Pallarna håller en god kvalitet, behöver inte reekteras på lager. Vi slipper då fliser i barnsystemet och gör det rent som vi får göra med trädpallar. Fördelarna med modulanpassade låder är att dels underlättare transportoptimeringen när vi på Ica plockar varorna i våra rullburar och även på pallar ute i butik. De här lådorna som vi hanterar i våra automationslager är också av sån god kvalitet, så att vi får inte nån kvalitetsbrist med förpartningarna som går sönder och de fungerar alldeles utmärkt och hanterar i våra automationslager. Det är ergonomiskt. De är väldigt bra hanterbara för personalen, eftersom de är ganska små och går att ta tag i. Lådorna passar så bra i varandra och tar egentligen ingen plats, så kan man använda samma bur som man har att plocka på då. När det gäller exponeringar så har vi till exempel på färsken så ställer man ut en hel lådan med till exempel bacon. Så använder man ju själva lådan som en exponering och det är enkelt effektivt. Det miljömässiga som är bra är att den går att använda igen och igen och igen. Vänta. Vi är också nån. Så jag just wanted to show you what we do. Because not many people know, know that, but if we don't serve the entire food industry with a half million crates every day, it will stop. So it takes all the engagement from the entire staff to really deliver this and we do this with a lot of passion and with our hearts believing in the sustainable future. Thank you very much.