 What kind of world do I want to live in? I think about this question a lot. For our generation and for specifically my group of people, which is refugees, the circumstances might dismantle any vision of the future that we have. You're trying to rebuild, you're trying to make a future for yourself and then the climate-related disaster comes and you start again. It's not about how it affects you now, it's about how it affects you your entire life. The first step to understand is that we're all a part of it. None of us are going to be left out by the crisis. We're at a stage where if we don't act now, we there won't be very much left. There are generations that will never see certain things that we grew up seeing in real life. We have to start treating this like the emergency it is to achieve the 17 sustainable development goals. We have to go from an intention to a serious commitment. Business leaders really need to rethink how they conduct their business and invest in creating systems that are climate-friendly. The action I would like to see is accountability. Structures being put in place where countries aren't just asked to do something but they're kept accountable to the decisions that they make. There has to be that strong collaboration between government, between corporations, between youth activists to drive change forward. The world I would want to live in is a world where imagining the future is not a privilege. I want to live in a world where people do not give up on hope. Hope that a positive change is possible. The fact that you're listening today means that you are willing to make a change. Good morning, good afternoon, good evening to everyone here with us today joining us at the Sustainable Development Initiative Summit, SDS 21. I'm Rohan Ramakrishnan. I'm your moderator for today and I'll be taking you through a very interesting panel session on the future of travel and tourism. Today's session will focus on quantifying the payoff of sustainable tourism. What this means, very shortly, while stakeholders are increasingly convinced that sustainable tourism is beneficial and necessary for a robust and resilient tourism sector, quantifying the long-term payoff for destinations and businesses is still a fundamental challenge. How can the latest innovations be leveraged to expand aviation and tourism economic value while working towards net zero by 2050? To enrich our thoughts around this is an excellent panel of speakers. We've got with us here today, Dialing in from LA, Jal Ricardo Mendes, who's a global CEO of Herb in Brazil. We've got Keith Tan from Singapore, who's the Chief Executive of the Singapore Tourism Board. We've got Sally Davie, Chief Executive Officer of Travelist at the United Kingdom. And of course, Sylvia Elgarigo, who's the Senior VP and Chief ESG Officer of Royal Caribbean Group. Now, to kick off, I'll get each of them to give you a quick introduction who they are, what do they do, and what does the organization aspire to do. Let's start off with you, Keith. Hi, everyone. My name is Keith Tan. I'm the Chief Executive of the Singapore Tourism Board, which is an NTO. We don't just do marketing, but we do a lot of industry development, business development, and capability development, including in technology. Sylvia, would you like to go next? Thank you for that, Keith. Sorry for the return on your... Okay, sorry about that. Good morning, everyone, or good afternoon. I'm very happy to join this very important discussion. My name is Sylvia Elgarigo. I am the Senior Vice President and Chief Environmental, Social, and Governance Officer for the Royal Caribbean Group, which is based in Miami, Florida. We sail to over 500 destinations all over the world. Jal, would you like to go next? Thank you for that, Sylvia. Hi, everyone. My name is Jean Ricardo. I'm from Brazil. I'm the Global CEO of Herb. We are a marketplace and a technology-based firm in Brazil, and Montreal, in Portugal. Fantastic. Thank you very much, Jal. Sally, now over to you. Thank you, Rohan. I'm Sally Davy. I'm the Chief Executive of Travelist. It's a nonprofit founded by the Duke of Sussex, Prince Harry, in partnership with booking.com, Skyscanner, trip.com group, TripAdvisor, and Visa to help travelers everywhere make better choices for people and planet. It's great to be here. Thank you. Thank you so much for that. We're going to kick off the session now. Before that, you can ask live questions, right, to all of you, and you can do it via top link. If you've joined via top link, you can just post it in the chat and we'll pick it up and then look at them at the end of the session. So now to kick off, we're going to look at three teams today. The first team is going to be on the importance of sustainability. And then they're going to look at data and metrics and how they play a role in driving forward this initiative around sustainability. And of course, as always, we need to look at the challenges and we need to quantify them and come up with solutions. Innovative solutions, sustainable solutions, resilient solutions. So to kick off, the first question here that I have for today is why sustainability is important for this sector, this specific factor of aviation, travel and tourism, and COVID has impacted sustainability's role in tourism now more than ever. Prior to this, the focus was on over-tourism, protecting natural cultural assets like, for example, Machu Picchu, reducing the carbon footprint. Has this changed? And what are the new challenges for this sector of aviation, travel and tourism in the post-COVID vaccine passport era? Sally, let's start off with you. Thanks, Rohan. So to summarize, I suppose the question is, are the challenges still the same or are they materially different? And I think the simplest answer is they are all still the same. The environmental, socioeconomic and governance issues all remain, arguably with more urgency now in this, after the last 18 months, not only of experiencing the catastrophe of the pandemic, but also many, many environmental disasters the world over, many of which have been experienced in very popular tourism destinations. So we are now seeing a greater level of urgency and awareness not only around the issues, but around the absolute critical need for our industry, our sector and the entire system to come together, to work together with aligned action to tackle those issues, to protect the destinations and people who are the very core of tourism, of why we travel and ensure that we really are building towards a resilient and successful thriving future for our sector. Right. Thank you for that, Sally. And I'd like to bring what you said about economics and governments and this leads me to you, Keith. And I'd really like to know what are your views on this and in your capacity as the Chief Executive of the Singapore Tourism Board, how is Singapore doing it? What is Singapore's outlook? It's always interesting to see Singapore is always taking the first step forward and everything. What is the view to be for Charada? Sustainability is a key plank for our economic and national agenda. So earlier this year, for example, the Singapore government unveiled the Singapore Green Plan 2030 with clear targets across the whole of the economy, the whole of society. And part of the work that we do at the Singapore Tourism Board then is to align the work and the efforts of the tourism sector so that they fit and support the work of the larger whole of nation effort towards our green plan, towards targets for carbon reduction, emissions reduction, waste management and so on. So I think it is important as an NTO for us. We don't create solutions. We don't look at this company or that company and recommend it to other companies in the tourism sector. But what we then do is set ambition. We set ambition, right? We lay out the challenges. And in a sense, we also tell the companies in the tourism sector in Singapore, if you don't do this, what are the opportunity costs? I think that's the way we frame it here in Singapore. That's fantastic because you'll capture the entire value chain from first mile to last mile. And that's interesting because when you come to Silvia, Royal Caribbean Group is one of the largest cruise operators in the world. And you are at the very center, at the heart of the movement between individuals like Keith who are driving this, the regulation or the promotion around moving towards sustainable solutions similar to the plan that they just launched, right? Singapore Green Plan. What are the initiatives that you would do as an operator, right? Or you would see in terms of being a commercial concern, how practical is it and how realistic is it? And is it still the same as before? Oh, is that really, really real change, right? Thank you, Erohan. Certainly for a company like Royal Caribbean, whose mantra is continuous improvement, the lessons that we have learned through COVID-19 have been enormous. Our ships stopped sailing. However, sustainability challenges did not stop. In fact, some of them have accelerated like climate change. So when we look at our return to service, which has been slow and gradual, we look at the enormous effort that it has taken and the strong collaborations that are necessary between public health agencies, local authorities and industry organizations to establish a healthy, safe and sustainable return to service. And has been instrumental in our ability to do that. But taking a step back, you can only go forward if you learn from what you've experienced, right? The paradigms and protocols for safety, health and responsible tourism have changed. And so must we. There's no going back. On the contrary, going back means that we failed to see how interconnected we are. All of us have been given a once-in-a-lifetime window into the joys and challenges that we face in each other's homes and family. Our empathy has increased enormously and therefore our ability to identify and understand and make commitments to change the treatment has also increased. We've been given a once-in-a-lifetime opportunity to fight a common enemy. I don't think this has ever occurred in modern civilization. Yes. Unified for a change. Exactly. We're all facing the same common enemy. And if we win and we fail, we know that we can work. Now we know that we can work together against that enemy or any challenge for the common good. And I think this is huge. So I would say it takes a village, right? It's the collaboration, the outreach and the partnerships, cross-sectoral partnerships are key to our ability to confirm these challenges. And at Royal, what we have done, we've collaborated with partners like the World Wildlife Fund, the Global Sustainable Purism Council. And we conduct destination assessments to understand the social and environmental issues that we face today related to our operations so we can set the appropriate goals and continue to earn our right to operate. Right. I mean, that's fantastic because, you know, it's just not one party playing a role. It's every single participant in that ecosystem, right? And the solution forward has to be absolutely unified. And that's why I come to you, Jao. You know, you're a platform. You're one of the biggest in Brazil, or probably the biggest. And being in that position that you are, especially being in South America, where you have probably, I would say, the most enormous amount of UNESCO heritage sites, I would like to believe. How do you see this? How do you see the importance of sustainability? Is it the same as before? Is it different? Do we need a reset? Yeah, I think I see that as a... not as a need to do things, but I must go, must do things otherwise our core will die. And if you see the trends after the Second World War, probably travel sectors, only sectors that correlate with technology growth. And we didn't take advantage of that technology to improve our experience. I mean, 40% of squares and searches on Google every single day are doing it for the first time. If we take this rule for travel sectors, I would mean that 40% of every single people that look for travel to a place every day, they are looking for a new place. Unfortunately, that's not true. And I think like nowadays, with that knowledge of point of interest, point of interest 2.0, we can create and distribute spread out to the deafness. Of course, that's a little against machine learning nowadays, go against power law. We have a strong link and weak link. And I think we should push harder for the weak link, even with rules on the search. And like... It's a nice problem to see. It's a nice problem. Yeah. So coming to you, Charlie, based on what Jawey said, how do you see it from your standpoint? You are trying to drive change. One of the biggest issues is the hoarding of data. And what you've done on your end is pretty fantastic. You've managed to get all these companies together to share their data with you, something that would not have been possible either 10 years ago. And maybe you could tell us a little bit about that, the role of data in this larger scheme of things, because before COVID, it would be safe to say we were embracing the fourth industrial revolution. Post COVID, I would say we are very much more of a digitalized world. I mean, look at how we're speaking today. And look at the last two or three events, the forum has had. They've all been digital. Prior to this, we would be taking flights, traveling all over the world to meet up and gather and speak about these important points. So maybe you could tell us a little bit more of the intersection of data in this role and in this role of pivoting from the old approach to the new approach. Thanks, Rohan. I think you're absolutely right. We are at a pivot point in the history of our sector and in the history of mankind and so much of what the other speakers have mentioned really resonates. But you're right. We have seen through Travelist this incredible turning point in the coming together of these huge brands, competitive entities to collaborate for the greater good with this absolute shared commitment to the fact that sustainability is a shared, incredibly complex challenge that we are only going to resolve and address together. And it all starts with data. It all starts with aligning on what do we need to measure? How do we collect this data together? Share it openly because nobody owns this data. It must be completely accessible. It must be ubiquitous, available to everybody across all levels of the sector to make better decisions. Travelist is very heavily focused on empowering consumers to make better choices in particular, but of course that is just one part of the system. Ultimately, there is a big theme here about collectively gathering, distributing data in a clear, consistent and trusted way that's going to empower all of us to be making the choices that are so important and so critical to address these issues. And we actually have some very exciting news to share today and here for the first time is that we will be announcing formally later today that Google has joined the Travelist Coalition as a partner also, a credible indication again to the fact that this is a shared collaborative effort. Everybody is getting behind this mission and I think Google not only is following that fantastic additional weight to the coalition in its approach but also that broader lens. We have to remember that this is not just about travel and tourism of course. We are part of the bigger picture and Google helps with that data in their lens knit us into the role that we play in achieving global sustainability outcomes. So we are clearly at a really critical moment in our... Exactly. And I've heard all the points that each of you have made and I come to this question about incentivization. There has to be some incentivization in place in order for people to pivot, in order for people to re-optimize to have a different look. And Keith, STB, Singapore Tourism Board we've taken a very interesting approach. The approach has been more towards awareness towards sustainability and creating incentives. And one of the more interesting things that you've done is to develop tourism data dashboards. And what's happening here is that you're encouraging these stakeholders to share this data across and there's some form of incentivization that's provided. Maybe you could tell us a little bit more about the Singapore model for everyone's benefit. Well, we believe that data is vital for making smarter business decisions. This was true before COVID and obviously it will be true after COVID as well. And so this journey of democratizing data so that our stakeholders in the tourism industry can make smarter decisions. We started that journey several years ago but obviously COVID has made this more pertinent because now that all the companies in our sector are struggling for survival, they found it a lot more useful and valuable to share data with each other so that they can come up with collaborative solutions. And this applies whether or not they're concerned about sustainability. Where sustainability comes in is in terms of understanding consumer behavior, understanding how, I think what we've tried to do is to share more data from our perspective as STB but also now encouraging our stakeholders in the industry to share more data on the preferences, the mindsets, the expectations of consumers who travel with sustainability as a key consideration. How then can we adapt our products, our experiences, our technologies to suit those expectations and demands? So that's one thing, sharing data about creating platforms to share data about the consumer. Number two, I think it's also important then to share data and best practices across different companies in the sector. Sometimes that has to be government-enabled. There are some good sustainability-related solutions that individual companies themselves won't do. For example, something which we are pushing very hard as we develop new tourism precincts is district cooling systems. Now, that is not something that an individual hotel will do but it makes sense if it does it together with a few other hotels or maybe a convention center and a few hotels or an attraction but that needs to be mediated by government. Now, how can we share data? First of all, we want to incentivize these practices but then also to encourage, in order for us to encourage these practices we need to share a lot more data and information about why these things make sense, both in the short run but obviously in the long run as well. Thank you for that. That was very interesting and informative and I think, Joe, I'll just go over to you and I want to ask you based on what Keith has told you. It's got some very interesting points about democratizing data. Looking at renewables and more cleaner solutions as a supplemental alternative approach to what is already being done and what are your thoughts on that? What do you think? Aside from a consumer standpoint, there's also the corporate aspect of it. You've got shareholders, you've got shareholders who expect returns, there's now this element of ESGs as well and a certain level of reporting that's required. Where do you see this coming in as an obstacle towards all the things that we've just mentioned, right? The sharing, the democratizing, the incentivizing, I'm sure it kills the profits and shareholders want to see profits. I do believe that the first step to solve any problem, the first step really is to recognize that we have one and we are in the industry that was one of the bad actors for the environment at all. And I don't believe that we need to rely on governments to make things happen. Of course, sharing data and have, let's say, a knowledge base or a sourceable data lake would be also. But most importantly, it's like set up some rules for the big companies as us, as booking the OTAs, the companies that generate and create demands, maybe set some... I mean, when I mean rules, I don't mean bureaucratic rules, but okay, let's format the... Yeah. If you see like your place... The rules. It's a beautiful place, and you should receive like a 10,000 visitor that you receive. Like if people knew the beauty of your place, but people before it requires that they have to be impacted somehow. And we are very good connected with those billion user channels. So if we all put a kind of a good pressure for the good with this data altogether to show we're going to be this because of that, I think we can create a lot of new spots. And that's going to be there for the environment like a spread out instead of a concentrate. Right. So basically you're talking about creating new routes, sort of reducing that over supply at a certain... Over supply, over demand at a certain location, carving that out and opening new locations and new routes to sort of spread out the impact that's being caused. Yeah. Yeah. Not exactly decreased demand. I mean, I don't know if you are Real Madrid or Barcelona, but Real Madrid, they can't play every day on the grass. They take care of the grass on the Barcelona stadium. They can't play every day on the grass. We just... Unfortunately, my country have this one with the example of that, which is familiar to Narón. I mean, they're very, very careful way. And I'm kind of proud of that. And I wish we would have more cases to tell you. So trying to balance is the good thing and we have the best minds and best person to make it happen like that. We don't need many more resources that we already have. Sure. Thank you very much. Sylvia, it's always interesting when I come to you because in a previous life, I worked in finance. And today here I am in this space. And I do understand the difficulties of running a business. You have to balance everything out. You need more data. You need more data to make more money. And you need more data to build up your capability, your capacity. We live in the digital world. But at the same time, you also have to comply with regulators. You've got to comply with reporting standards. You've got ESGs. And at the same time as well, you have proper shareholders that you need to keep happy. But at the same time, you also got to keep the consumers happy. So as a business, as a large business like yours, where is the equilibrium? Where is that sweet spot in ensuring that you can actually move forward and not only remain sustainable, it's also remaining sustainable from a commercial perspective, without losing any revenue. It's functioning in a way that I think we are all called to do, which is to work towards the collective good, to use data for good. That is what it has called us to do. If we achieve, we live in a much more transparent open source commercial reality as well as society. In order to which what our shareholders wanted to go back to sailing in a healthy and safe manner, we had to think beyond and work beyond the royal Caribbean world. So we created a healthy sail panel, which brought together the best scientific minds, regulators, and even our peers to create a number of protocols that would ensure a safe vacation experience for our guests, our employees, and the communities we visit. Because you can imagine with all the destinations we go to, it's not just creating safe ships, but it's also ensuring that we safely visit communities where we don't bring disease or harm. Right, we don't burden their hospital systems with our guests. So it's very important to work together and create the protocols that would then serve as a means to create metrics and other data points that we could not only use to ensure the safety of our crew, our guests, and our employees and communities, but that we can also share publicly so that others can learn how our floating cities have been designed to be safer than Main Street. We have had a fraction, a very small fraction of incidents on our ships. And that's because of all the technology that we're using, including digital technology. So we have introduced tools where the check-in experience, safety drills, health information, and protocols all are available to our customers and our guests on their digital devices. So this is the foundation of what we needed to go to the market and say we are ready to sail, we are ready to sail with the safety and health of our guests and communities and crew in mind so that we don't get to a point where we have a massive outbreak or we have a massive crisis that will interrupt service. I think that's fantastic, Sylvia, because where I'm going to go to, what we could say to frame it up is that we've seen this sort of sea level of awareness and you could see it by what Sally just mentioned earlier with that partnership that Google is now on the table and that's the kind of momentum that you would never have seen before. And that's why I come to you, Sally, and I ask you, do you think what should this debate look like? If you were to reframe this whole debate around sustainability, especially this particular sector of aviation, travel and tourism, what should that debate focus on? I know Keith mentioned one element, renewables, that's fantastic. Singapore has had their solarizing Singapore years ago, they started it. Sylvia, you've spoken about health care and safety. Jao has talked about taking a whole different approach that we've not taken before, a more humanistic approach compared to what we've seen before, after wars and things like that. But what do you see the debate looking like? Is it not an option? What exactly would it look like? I think these are all such interesting points and framing this as a debate I think is a really interesting point in itself. Is this still a debate? And if it is, then maybe the question we should be asking ourselves is, what does the unsustainable version look like? Because I think that gives us a pretty clear picture of where we don't want to be and a mirror image of where we want to be. And so much of what has been talked about, looking back at the last 18 months, both with COVID and environmental disasters around the world, has been catastrophic on so many levels. Exactly as Sylvia has said, we have learned so much and we have had an opportunity to rethink what is normal. And I think some of the really key lessons we have learned, we've learned what exponential challenges look like and how to address them. We have to go fast. We don't have time. We have to address this head on. Secondly, these are global problems. I loved in the video introduction to this session, one of the young leaders said, none of us will be left out of these crises. And it's such a poignant reminder that these global complex issues that require full global alignment and thinking in our approaches. And I think the third point, which I think is where we should really think about taking hope and positivity and optimism forward, is the amount of adaptation we have seen within our sector, pivots in markets that were heavily imbound to domestic business, for example, and indeed properties making themselves available in the absence of guests to critical frontline workers. This level of adaptability and reaction has just, I think, brought out a level of human spirit that we are going to need in the next 10 years to achieve our net zero commitments and global development goals. And so I think when we bring this specifically back to tourism and what is on the horizon for us, you've mentioned aviation a few times. Aviation is obviously a massively hard to abate part of our industry, but there is a phenomenal opportunity on the horizon with technological innovation, notably around sustainable aviation, that are going to bridge us between where we are today to where we need to get to for net zero. Again, it's not something that the industry alone is going to drive or certainly not just customer demand. We do see significant data around the consumer demand for greener choices of flights, and our partners at Skyscanner have vast amounts of data. 11 million travelers chose greener choices flights on Skyscanner in 2019, and the demand is there. But we also, we need the whole picture, the whole system to come together. We need infrastructure. We need the regulatory environment, the investment. We need the industry aligned in its approaches. We need consumers demanding this. So it's up to us to bring that whole environment together to make it possible. It is possible. Right. So basically, I'm just going to play devil's advocate here. There are a number of people that make up this value system and this whole supply chain right now. You've got the operators, you've got the industry regulators. You have the tech giants who come in and provide the infrastructure. Now, the problem here is getting consumers to actually share their data, right? I mean, the new releases of the iPhone, right? They just released a new iPhone a day or two ago, and the new MacBooks are coming out probably in October as they always do. And now you have this teacher where you don't have to share any data at all, right, on your device. And don't you think that's going to be a big obstacle moving forward because the entire drivers, right, and users of this entire value chain system is actually the very same people who don't want to share data. Quickly, before we move to the Q&A, can I get each one of you to tell me your thoughts on activating consumer data sharing? Would you like to go first, Keith? Well, it's not an easy question, but ultimately we have to respect consumer preference, right? And so from, STB is very concerned about getting a good view of consumer preferences. And therefore we have to find ways around the constraints you've mentioned. So for example, we work with credit card financial institutions, the credit card companies, we work with airlines. So we gather data across a whole different array of sources to give us a good sense of what consumers want to do and what they prefer and give us clues that help us predict and make smarter choices for them. And then we also then feed this back into the industry so that we create a virtuous cycle where we use data in a responsible manner to help us make good decisions, to help the businesses make smarter and wiser decisions about their customers and consumers as well. I think the crux for us as an NTO is creating those platforms that amalgamate the data, anonymise the data because we need to do that as well and then push it out in a way that makes sense to the stakeholders. Right, right. I mean, that's a fantastic response there, Keith. And you know, it's brilliant, you know, consumer preference. And this is where, Sylvia and Jao, you are both in an absolutely brilliant position to make that change because you have the platform, you have the user base, right? From a brick and mortar perspective with yourself, Sylvia, Jao, with yourself on the totally digital front. And, you know, if it comes back to what Sally has said earlier where everybody has to play their part, there is a great opportunity right now and there's a sea level of awareness. And it's either now or never, you know, we are at that point of time in history where we really, really, really need to move forward on this front. And just very quickly, Sylvia, and then thereafter Jao, just let me know what are your thoughts on getting your consumers to readily share their data and how do you tell them to share this data for the creative good when they were probably going to be thinking that you're holding this data to profit here? That I think, Rohan, that continues to be a significant challenge. We are all pretty good at collecting data regarding our MPV and guest satisfaction. That is, you know, the survey world that existed even before digital technology came to fruition. I think new approaches, however, are needed and new approaches that have arisen as a result of all different stakeholders and actors fighting against the same enemy. So we have to ramp up our work with multiple stakeholders on the shore, not just local authorities, local mayors, but also local business owners, leaders in the communities to understand what their needs are and how we can better protect their environment, their cultural heritage, and prevent situations where tourism becomes a burden and not a benefit, right? So I think that needs to happen at the outset and then taking that data and communicating it to not only the leaders within our company so that we can adjust practices so that we can adjust our protocols with our partners and also adjust our communications and dealings with our guests. One of the things that we have done as a result of listening to mayors, to community leaders, et cetera, is working with thousands of tour operators so that they can become certified under the Global Sustainable Tourism Act. That is key because these folks take the tourists into the towns. They are the ones that represent the beauty and the heritage of the towns. And they are the ones that represent the desires of the leadership in the town and the people in the town so that tourism is done in a respectful and careful and responsible manner. So we are building a very robust certification program with our tour operators and others in a value chain. Thank you for that, Sevilla. Before we quickly jump into the Q&A, we're short of time as always. Quickly, maybe you could tell me how is it that you could play a part as a digital operator to get this data to be shared by your consumers? There's a whole issue about big data and the oligopolies and things like that. So how would you look at it from your perspective? Very briefly. So, first of all, I respect and I think it's an important step for the consumer, their own data. And even with this issue, I still have a plan of data to work in on and I will have a plan of data even from consumers to minimize the data that we can cross and create a learning model that can improve that by 10x or 100x. So I think here nowadays it's a problem of data, even Skyner, for instance, to have a B2B and also a data set tool which is very, very good for the whole industry which is going to improve their airline data and I don't feel like the new rules regarding consumers hold their own data is bad for any analysis. That's right, everyone. Thank you so much for that, Joe. I'll come back and wrap up in a bit but let's first have some Q&A and let's have some questions. The audience can feel free over the next 10 minutes to drop in some questions through Slido. Those of you on the forum's top-link platform please just drop a note into the chat. I've got a couple of questions here already that have come in. First one over to Keith. This is an excellent question. I actually want to know this as well. Keith, where can we get a copy of the 2030 Sustainable Plan for Singapore? I'm sure it's on the website of the Ministry of Sustainability and Environment. Let me just double-check that. Sure thing, sure thing. Ministry of Sustainability and Environment. Or you can Google Singapore Green Plan 2030. Sure thing. So the answer to that, where you can get the 2030 Sustainable Plan for Singapore is to Google the Singapore Green Plan. I'm sure there's a fantastic SEO around it. You should get it immediately. Second question, right? My answer is Greenplan.gov.sg You will find it there. Greenplan.gov.sg Greenplan.gov.sg I've got about another five minutes to end of session. So what I'm going to do over here is that I'm going to try to quickly go through the time for these questions. Let me have a look. The traveller was pursuing sustainable behaviour and changes the boat. There's still a lot to do to cut plastic and energy. Okay, that's an interesting question, but that's all about alternative sustainability. So I'm going to quickly wrap up. Unfortunately, we can't take any more questions. But very briefly, before we go off, can I have each one of you to tell me based on today's session, what do you think is the solution moving forward? We've talked about a lot of things. We've talked about democratising data. We've talked about incentivising. We've thought of going down to the very last mile of taking the actual tourist guides and getting them certified. Jao has talked about along with Keith as well, respecting consumer preference or finding a way to get these consumers to also give us data and everyone banding together. If you could tell me in one line, what do you would like to see? What would be really transpire and happen in the next 12 months to see some radical change? What would that be? Could we start with you, Salih? Operating sustainably becomes the new normal and that that is made obvious via constant and transparent reporting of the key metrics and our progress towards shared goals and the way that we address those goals is fully collaborative and aligned. New normal, measured, aligned. Okay. Sylvia, what about you? One liner, what do you think? What would you like to see in 12 months? I think we have all been touched and impacted by COVID and by many of the challenges that we are facing in our society today, like climate change. This is not something I think one of the young gentlemen that spoke in the introduction of this program was that these challenges touch each and every one of us. And I think a call upon each and every one of us, not just government, not just industry, but each and every one of us in our homes and in our way of life to really be aware and conscientious and conscious of our part to build a better and more sustainable way of life. Yes. Great. Thank you so much. Jao, very quickly, what are your thoughts in the next 12 months? What would you like to see? Radical change. First of all, sad for all of the families that lose their loved ones on this TV, then I would love to see those families going to point A to point B and having some time in a good way. And that's what I want to see. Okay. Thank you so much. And Keith, finally with you, Singapore, doing some amazing things, development in ASEAN, what are your 12 months, next 12 months, what would you like to see? Well, first of all, I agree with Jao about travel, but in terms of sustainable travelism, I think what we're trying to do and I hope that we can do something in the next 12 months is to really create a great marketplace of solutions. There are lots of companies, lots of solution providers in waste management, water management, energy management, in sustainable construction and so on. And then on the other hand, I have many companies in the tourism sector who are demanding solutions, but they don't quite know where to go or what to do. So we really want to create a great marketplace where people, where the companies, the hotels in Singapore, for example, cruise lines, whatever it is, really come together and find the solutions. And then for Singapore to be a great place for companies with good ideas in the sustainability space to come and test back those ideas here in Singapore. Singapore. Thank you so much for that, Keith. It sounds very, very exciting, especially for me, I just live down and I'm all coming over all the time. Before we wrap up, thank you so much, Sally, Keith, Sylvia, Jao. I know you're all in different time zones and you've taken the time over the week, last few days to talk to me in different, different hours of the day. Thank you for that, Jao audience. Thank you so much. I will bring this session to the close and I just want to let you know if you want to find out more about this specific area, the forum is working with partners, right? Several different partners with several different initiatives towards sustainable tourism and metrics, all the stuff that we've been talking today, basically the issues and how to actually measure them and how we can resolve them. And this will include two reports, basically. One of them is the data for destinations initiated, which is also the current production, one of the current production of the 2021 travel and tourism competitors report, which the forum releases various competitive test reports, right? And of course, we have the forums Global Future Council of Sustainable Tourism, which works in 10 different principal areas of sustainable destinations, right? So that's a new, another new initiative, interesting initiative and you can find out all about this initiative through your access in top link or you can go directly to the forum site and all these initiatives within the different communities that are shaping the future of this world. All of it is there. And before I go off, thank you very, very much. And I hope when we meet again, all of us, whether in the forum or outside the forum, we will be in a much, much better place than we are today, than we were 12 months ago. Thank you so much. Thank you everyone. Thank you. Thank you. Good day.