Salesforce, Inc. (CRM) Earnings Call Transcript & Summary

[Presentation] Hello, and welcome to the Davos Agenda Week. My name is John Dutton. I'm the Head of UpLink here at the World Economic Forum. And we're thrilled to have you with us for this session entitled, Accelerating Grassroots Innovation. This is a session which is done in collaboration with the UpLink platform, and we're thrilled to have you with us. This year marks 1 year since we launched UpLink in Davos a year ago in January, and we've been live since April. We've had and run more than 15 innovation challenges. As you saw in the film, there are over 900 entrepreneurs who have submitted their solutions to the platform. And today, in fact, we've passed 10,000 users on the platform. Most importantly, however, we've been able to identify nearly 100 UpLink innovators who have come from across the world, representing that anyone, anywhere who has a high-impact solution can get the support through UpLink. Now none of that would be possible without the support of our founding partners. And you saw them on the video that started this session, Professor Klaus Schwab and the World Economic Forum; Marc Benioff and Salesforce; as well as Punit Renjen and Deloitte. It has been tremendous to collaborate across these 3 organizations with dozens of colleagues who have been working tirelessly to build the UpLink platform and create this space where innovation ecosystems for SDG-oriented entrepreneurs can thrive. Today, the session that we have here is about inspiring more people to join us on UpLink, but it's also about sharing a few examples of some of the UpLink entrepreneurs who have made a difference through the platform, who are building their own initiatives and that we're looking to help scale across the conversation. So with that, I want to really make sure I emphasize the fact that we have thousands of people joining us through the live stream. There are people dialing in from across the world, and we're really excited to have you on with us. Please do engage throughout the session, join us at uplink.weforum.org. We also have the Davos audience that's with us on Zoom. Fantastic to have everybody with us. We would encourage this to be a very interactive session. Please do chip in with any questions through the live chat. My colleague, Natalie, will be viewing all those questions and looking to direct that towards our panelists. But without any further ado, let me introduce them. We're thrilled to have 3 UpLink innovators as well as a SDG advocate with us as well. First, Moitreyee Sinha is the CEO and Founder of citiesRISE. This is an organization that is driving mental health policies and practices in urban environments. And you can imagine in the COVID-19 pandemic, this has been especially important to see how they've been able to support various cities. Eren Bali is the Founder and CEO of Carbon Health, a primary care provider, delivering a premium experience through its modern clinics and virtual care. It's been great to see the pop-up clinics that have really thrived during the pandemic to support people in need. Diego Saez-Gil is the Founder and CEO of Pachama, a company developing a modern market for forest carbon credits using remote sensing and machine learning to validate and monitor reforestation projects. And we have with us Haakon of Norway. Haakon is the Crown Prince of Norway. He's a long time SDG advocate, been working with the UN Development Programme since 2001. He's also a member of our Young Global Leaders alumni community. He's a Founder of the Global Dignity movement. And we're thrilled to have you with us, Haakon.

With that, maybe I can actually start with you, Haakon. I'd love for you to come in. And we saw in the film just to start the urgency that our UN Secretary General emphasized in how we were facing the pandemic, but we can't forget that we have the global goals coming in 2030. We need to keep an eye on that to make sure we're making some serious progress. Maybe you could mention why this has been so important for you in the endeavors that you've been a part of.

First of all, John, thank you for having me on this amazing panel. I'm so much looking forward to hearing the other panelists and a little bit more in detail about what they do. For me, this all started in 2001. As you mentioned, I've been fortunate enough to be collaborating with the United Nations Development Programme as a Goodwill Ambassador, first, for the Millennium Development Goals and now for the Sustainable Development Goals. And I don't know, maybe some of you who are listening out there are even a little bit tired of hearing about the Sustainable Development Goals. We talk about them a lot. Personally, I don't think that -- I mean, for me, I'm not tired of them at all. I love the Sustainable Development Goals. We, of course, live now in a time with quite a few challenges. We have the COVID pandemic, the climate challenges that we are facing. And it's a world with enough challenges. But we do have the Sustainable Development Goals, this road map where we want to go as a global community, and it's a plan on how we can create the future that we all want. And I love that they are concrete and that we can actually move in that direction. And of course, we do need the politicians. We need the international organizations. We do need the companies. But we also need you and hopefully me as well. I mean, we need everyone. And if there's one thing you can take from this session or I'm hoping that you will take from this session from me is that, you think about these 17 goals and work out for yourself which ones that you think that you can -- where you can contribute. Mine are #1, no poverty; and #14, life below water. So look at them and see where you can contribute. And of course, with these panelists, with Moitreyee and Diego and Eren, you have all taken this to the next level. You've started organizations, companies that are really pushing the envelope to see how we can reach those goals as quickly as possible. I find that just amazingly inspirational. So thank you for letting me be on the panel together with these amazing entrepreneurs.

Thank you very much, Haakon. Well, you said it well, the SDGs are important. For UpLink, we've started the year but with a focus on 3 of them. SDG 14 that you mentioned, one of your favorites, around the ocean, but also looking at reforestation and looking at the COVID pandemic. So SDG 3, SDG 15, which is looking at land. And I thought we could actually come to our entrepreneurs now. One of the things that we're really excited about UpLink is that it does provide some opportunities for entrepreneurs and innovators. And I'd love to hear from you guys around, what is the need, what are some of the challenges you're facing, and how a platform like UpLink has been able to support your efforts? Moitreyee, maybe I could come to you first in the mental health space. What are some of the things that you have seen are really important in terms of the innovation ecosystem?

Thank you so much, and thank you for the opportunity to be part of the UpLink platform and community here. I think when we think about mental health and well-being, this remains one of the most pressing needs from a health and humanity and society perspective. And when we think about the kind of issues, you really need to be working at speed, at scale. And I think when you think about that, how do you really come behind the innovation that's happening in actual communities, in different local contexts and cultures and how do you bring sort of the grassroots energy and insights of young people and entrepreneurs and communities but connect them with systems that need to change. That's where I think a platform like UpLink that provides a different type of capacity because you're essentially trying to do a few things at the same time. You're trying to kind of see that how do you come behind local contextual solutions, but in a globally networked way. And that requires something that allows you to build these types of communities of practice, which is where I think the partnership with UpLink has been phenomenal. I think the other area is the need for collaborators. I think the scale of these issues require multiple stakeholders to work together. So how do you work locally collaboratively, but also across cultures, across sectors, across generations. And thirdly, when you look at the scale of knowledge and information out there, how do you harness that, how do you harness the insights of communities and how do you bring that world together to come behind a shared thing. So I think those are a number of different ways I think the partnership that UpLink and when we think about the challenges that we are looking to solve.

Thank you very much for that, Moitreyee. Diego, if 2020 was the year of COVID, it was also a year in which we saw really dramatic forest fires around the world. The restoration efforts are bigger than ever. How has UpLink been helpful for an entrepreneur like yourself that's focusing on conservation, reforestation, restoration?

Absolutely. And thank you so much, John, and everyone, for inviting me to participate in this panel. In Pachama, we are working to restore and protect forests as a solution to climate change. We use technology, satellite images and artificial intelligence to measure and monitor the carbon sequestration that forests are providing. And with that, hopefully, helping drive more funding for reforestation and forest conservation. And as you said, in this time, it's more essential than ever. Forests not only play a super important role in climate change but also on health. So we need all hands on deck. And UpLink has been a very helpful platform. Entrepreneurs, we start with an idea. We start building a team, but then it require a community effort. We need a lot of collaboration from around the world. We are trying to help start forests in different geographies around the world. We are looking to partner with organizations that want to achieve net zero or carbon neutrality, and that requires connections in a community. And UpLink has provided that. So I'm super excited about the role that UpLink will have on our success. And hopefully, on the success of many more entrepreneurs and innovators trying to bring these solutions to the world.

Thanks, Diego. Eren, let's come to you for Carbon Health, what is the opportunity? How does UpLink provide an important aspect for your growth?

First of all, thank you for having me, John, here. We're a technology-enabled health care provider. And especially during the COVID-19 pandemic, we have even brought technology developers, helping build resources that will help with controlling COVID-19, but we also have been frontline people. So we have done over 1 million tests with our relatively small team. We have built roughly a dozen solutions since last year, all the way from mobile testing solutions and pop-ups. And we have COVID Positive program to help people recover first. I think that for us, one of the biggest challenges is that when you are fighting a pandemic, it's not something you can do in an isolated way as a private company. Public health is obviously very involved with the government. So we have been always open to work in partnership, local government partnerships. And as an example, right now, vaccine rollout in the United States has been a huge issue. So we've partnered with Los Angeles City to actually help run their vaccine program with like tens of thousands of people per day. And this type of thing will require very strong technology and government partnership. So I think UpLink has been extremely helpful in highlighting some of the work, especially the public health work we have been involved in, and that actually brought us credibility. So right now, we are getting interest from dozens of cities, like several large states, who had wanted to actually partner their vaccine rollouts and because they realize that sometimes private technology companies who also have a lot of experience in the full-time work can be really helpful in deploying those large scale, largely with scale build solutions when the government can't actually always move that fast.

Fantastic. I do want to just build on that and maybe remind our audience, you talked about visibility, credibility. One of the things we've been excited is being able to provide this for some of the top innovators that have come through the platform. Part of this is by building the brand of UpLink. We've partnered this week with TikTok. And so far, the campaign, which is called #MyBigIdea has already had 13 million views across the campaign. We hope that those of you who are streaming the session live would be up for going to TikTok if you have an account. If you don't, it's a good opportunity to go and create one or ask your kids how to create one. But to be able to get on there and contribute to this campaign. And hopefully, it will get more people that are excited to join us on UpLink. Let me do one last rapid-fire round with our panelists before we pull in questions from the audience. [Operator Instructions] Let me come back to each of our entrepreneurs. First, maybe to you, again, Eren. I was hoping you'd give the audience a sense of what are your next stages of growth. Over the next 12 to 18 months, what are you looking to achieve? And what are some of the needs you have to achieve that impact?

So we have started a very really rapid growth phase. Actually, in 2020, we had already started growing fast, but now things have just accelerated in ways that we were not anticipating before. So I think we went from roughly 100 people in 2020 when we first started working with UpLink to now 1,200 people. And then grow again to be like 4,000, 5,000 people because I think essentially what we provide, which is being able to provide high-quality care and using technology to remove all the friction so that health care access can be just expanded beyond what was accessible before. So then that will grow it with the pandemic response where you now need to vaccinate hundreds of millions of people. You now need to test people. You now need to help companies in these efforts. So I think for us just, I mean, we are realizing that majority of the impact we can provide is only accessible through working with local governments. And right now, the focus is United States because health care is somewhat of a local thing. But eventually, I think we'll have an international, like a global ambition. So we would love to work with other countries, maybe not today when we are, obviously, we are still a totally small company for the task. So I think with those relationships, those connections and also the know-how about how to work with governments in these initiatives, I think that has been and as well continue to become like a core focus for us. And we are hoping to get UpLink's help like long term primarily about the subject.

Great. Hopefully, we can build on that in some of the breakout sessions. Moitreyee, what about you? Are there a couple of ambitions that you have for the coming year and any needs that you would mention?

Yes, sure. Thank you, John. We started this work in 5 cities: Chennai, Nairobi, Bogotá, Seattle and Sacramento. And over the last couple of years, working with the youth and entrepreneurs on the field, we've created a road map called the Mental Health Friendly Cities. So it's essentially a way to think about what is the local action that can be taken. And one of the things that I think is really going to be critical for us over the next 12 to 18 months is that as we looked at that innovation space, from about 100 of youth-led ideas from how to use arts to other forms in schools, colleges, settlements, along with social entrepreneurs and some of the city leaders that this framework that we have created for practical action, how do you pivot it towards the SDGs to create a shared framework across cities. So I think for us, over the next 12 to 18 months, enlisting more cities to join and work together, along with these first 5 cities, to see what are those first 10 steps every city in the world can take to start becoming more mental health friendly that, that's sort of our bold aspiration. And I think what's going to be critical is that, how do we draw in more innovative funders and investors as well as people who really want to collaborate, whether it's from public-private, data, technology sectors. So thank you so much.

Great. Diego, what about on your side?

Yes. So at Pachama, we are connecting in one side companies that are seeking to achieve net zero or to make an important climate action with reforestation and forest conservation projects that are removing carbon from the atmosphere, and we validate the claims of these projects using satellite images and AI. This year, we hope to continue partnering with more corporations. We already have partnered with Microsoft, Amazon, Shopify, but we hope that every company decides to take climate action. One of the areas for growth is to continue partnering with organizations that want to support effective reforestation and restoration. In the other hand, we also have a very ambitious goal this year of helping start more reforestation projects. If we are to solve climate change, we need to harness the 1 billion hectares that we have available for reforestation in the planet. And that means that we need to start thousands of new reforestation projects that need to be financed and certified for carbon credit. So we're going to be putting a lot of effort onto building technologies and software to help those foresters on the ground getting started. Those are some of our ambitions for this year.

Those are all pretty exciting ones. Listen, Haakon, I wanted to come to you quickly before we open up. I see there's at least one question that's come through, but please do keep them coming. Haakon, one of the Norwegian UpLink innovators, Pinovo, received a call out from your Prime Minister over the summer. And I wondered if you had any other examples of innovators or entrepreneurs, either in Norway or kind of throughout the world in some of the efforts you've been a part of that have struck your eye and that you've been excited to see grow.

Well, I've seen many examples of initiatives and entrepreneurs that have really been doing great work in moving the world forward from -- in this organization working on collecting plastic from the ocean in Mozambique to Tonga where this organization was planting mangroves to safeguard the coastline from the rising ocean. These inter-linkages is also something that strikes me. When I go up to the far north and I see in Svalbard, an island way up north. It's a Norwegian island, but it's up north of the mainland. You would think that these are the most pristine areas in the world, there's very few people that go there. But you see that there is plastic at the beaches, and we know that it's more affected than other places when it comes to climate change because the temperature rises about twice of that in the average of the world. So this interconnectedness is something that really strikes me. Where we have a crisis right now with the pandemic, I think it sort of brings out the worst in us but also the best in us. Understandably so maybe we do want to safeguard what's dear to us, those that are close to us. And that at the same time, we have this potential to unleash a tremendous amount of compassion and care and creativity. And I think that's what we're seeing in these entrepreneurs that really move the envelope on these important topics. And I think UpLink is one of the examples of how we can work together because I really believe in bringing people together. And I think that we are definitely less vulnerable when we stand together so.

That's great, Haakon. We do have one question that has come in from Jodie Padilla from Guayaquil asking about, how kind of people that aren't entrepreneurs, aren't investors, aren't experts could get involved. And I think that for us has been one of the main parts of UpLink that's so important. It is about getting anybody involved. You can now get on and actually review the public and review submissions. You can contribute in the various action groups which are digital communities. But I suppose just to honor your question, Jodie. I wonder if Diego, Eren or Moitreyee would like to talk about how they're engaging, let's say, young people or people that aren't necessarily from other parts of the innovation ecosystem. How are you looking to engage, let's say, our fellow citizens in the world?

Sure. Happy to chime in, John. I would say that today, in a world in which all the companies are remote, we can seek to form teams distributed around the world. And at Pachama, we already have team members in Australia, in the U.S., in South America. And I think that the innovators and the entrepreneurs of the near future are going to build distributed teams. And I think in that sense, UpLink is a great platform to probably meet your next cofounder or your early hires on your venture. And yes, it's great to see a global community. And through comments on the platform, through posting, through private messaging is a great way to engage with a diverse group of talented young people from around the world.

It's a great reminder, really. UpLink is a public platform. It's open to anybody. It's the first forum platform that's allowed anybody to come onboard and take action. And in fact, the one that you're a part of, the Trillion Trees community, has over 500 different members who are contributing on a regular basis and bringing to life some of these issues and intersections. We're running out of time for the first half of our segment, and it has been fantastic to hear from each of you. Thank you for those contributions. We're going to finish this first half hour with one more inspirational call to action from some of the key stakeholders of UpLink. A bit of a reminder, those of you who are with us on Zoom, please do stay on board after the film that we're about to play. We will continue on with the private conversation. Everybody that's been live streaming the session, please do join us on UpLink. And we're excited to see what types of innovations and solutions will come through thanks to your involvement. So with that, maybe we close with this inspirational film, and then we'll carry on. [Presentation]

[Presentation] Well, good morning, good afternoon, good evening, good night, everybody who's watching wherever in the world you are. Welcome to the World Economic Forum session on Implementing Stakeholder Capitalism. As you can tell, this is an unusual, novel, experimental year, we're talking to you by video. We're not slushing around the snow in Davos or eating bad canapes. And that has some disadvantages and also advantages because I understand that there are more people than ever around the world watching. And you're going to get a chance to ask any questions you want, which I will try to incorporate as we go along by using the chat function on the screen and the other channels you've been told about. Now this, as I said, in many ways, is a remarkable year, but it's worth going back for a second and remembering that 70 years ago, when Professor Schwab first founded the World Economic Forum, he talked a lot about stakeholder capitalism. And that concept was briefly fashionable and then went completely out of fashion for about 4 decades when the ideas of Milton Friedman and shareholder capitalism came in. But now post the 2008 crisis, in the current pandemic, the concept of stakeholder capitalism has come back with an absolute vengeance. So what we're going to be talking about today is not just what it means for groups like the World Economic Forum. And congratulations Klaus Schwab because I understand you have another book which is published just today. Do you want to quickly tell us what it's called for a second?

Yes. It's Stakeholder Capitalism: A Global Economy that Works for Progress, People and the Planet.

Right. Well, nice alliteration there, and it sounds terrific. But we're going to be talking in this panel about what this actually means in practice. What can we actually do in 2021 as we hopefully emerge from the pandemic, into better economic conditions and turn these novel ideas into tangible, actual actions. So we have a terrific panel of people to talk about this. We've got Marc Benioff from Salesforce, who's talking to us from Hawaii; Larry Fink of BlackRock, who's talking to out for Manhattan; Chrystia Freeland from the Deputy Prime Minister of Canada, who is talking to us far north from where I'm sitting right now, myself in New York; Kristalina Georgieva, who's talking to us from Washington from the IMF; and Brian Moynihan from Bank of America, who's from Boston. So we're not quite global, but we certainly are connected by video link in a way we couldn't have imagined before.

So I want to ask each of you, what you think 2021 is going to mean in terms of stakeholder capitalism, what it implies to sustainability? And what, in particular, you suggest doing about it this year? But I'd like to start with you, Kristalina Georgieva, and ask you, from the point of view of the IMF, you came out this morning with economic forecast, which were moderately optimistic, upbeat, certainly less completely depressing than the ones last autumn. How does stakeholder capitalist sustainability fit into that picture as far as the International Monetary Fund is concerned?

Well, let me say that, indeed, the picture is brighter. We are projecting 5.5% growth for 2021, higher than we projected before. And for 2020, it is still a shrinking economy, but shrinking a bit less, 3.5% than we talked before. So what we are looking for in 2021, what we are going to be watching in '21 are basically 3 things, 3 Rs. First, the race, the race between a mutating virus and the vaccines. And there, what we want to see is more collaboration globally, so we can bring it everywhere. We do so, we gain $9 trillion over 5 years. Second, the result, and this is probably most important. The result of policymakers to continue to support, especially the most vulnerable parts of the economy: young people, women, low-skilled workers, so they can get through this crises, but most importantly, the result of businesses to take on a big transformation that Klaus is describing in his book, capitalism that works for everyone. And for us, at the front, it is critical that we see a future that is green and that is fair and inclusive, a job for everybody. And my third R for the year is to revitalize global cooperation. It was not up to par to what the world did last year. So we want to see big issues like climate, we wrestle together to overtake the big crisis hanging over our heads. And we also take the world to be much more concentrated on one of the threatening trends we see. And it is the trend of divergence between rich countries and poor countries. And unless we work together, so unless we take all the capitalism, also works for globally bringing the world closer together we won't be winners on the other side of this crisis.

Right. I mean, can I ask you that as you are trying to find a, hopefully, post-pandemic path, how do you see sustainability issues actually playing into that? Because one of the great surprises was that in 2020, people who thought that the COVID shock would derail discussions about sustainability because no one had the luxury of time or money to think about it. Those people who said that, including myself, by the way, were wrong. COVID-19 actually accelerated that. But do you think that post-pandemic, people are going to be enjoying such a boom that they're not going to worry about thinking about sustainability? Or alternatively, the countries that do not have resources, and there are so many of them right now, simply won't have the money to fund green recovery or anything like that?

It is one of the most positive surprises of 2020 and now the beginning of '21. The pandemic made us more sober, I think, so we reevaluate what matters in life. In the very first round of fiscal stimulus, we did not see much attention to green and probably rightly so, then the issue was not to allow the economy to collapse. But now this is changing. We see in fiscal measures much more attention to integrating climate risks and, more importantly, opportunities of the transition to the new climate economy. And the EU made it so very obvious with the new generation in Europe. But we are seeing these measures coming around the world, and we want to encourage more of those. Where I am particularly positive is when people like Larry, he is on our panel, come and say, that's the future. There is no way back. And of course, we at The Fund are absolutely categorical on climate. It is a fundamental risk to macroeconomic and financial stability and investing in the new climate economy is the best way we can boost growth and generate more jobs. So hopefully, this is a term that we are all taking that is no way to go back. And of course, having U.S. back in the Paris Agreement, tells us that a big systemically significant economy is on the same path as we want -- as Europeans are.

Right. Well, I do want to turn to Brian and Larry and Marc in just a moment to ask them what they think about this from the private sector perspective. And I should say, by the way, that I am in spirit of this new egalitarian democratic age where we're all equal on Zoom using first names, so apologies. I see that we are a bit more informal this year, even Professor Schwab is not wearing a tie, so that's something of a first. So in that spirit of informality, I'm going to turn now to Chrystia and ask you, Canada has indicated that you want to push for a green recovery and work with private sector in light of stakeholder capitalism to advance the sustainability agenda. In many ways, you could say that America is now following where Canada has gone first. But I'm curious are you concerned as you try and do that and implement the kind of goals that Kristalina has laid out, that you're going to be grappling with a potential social backlash? Because memories of the gilets jaunes protest in Paris indicate the challenge of trying to both look at environmental issues and social issues at the same time. I mean, how are you going to balance off the questions of income inclusion -- of inclusion, income and equality and these bigger issues of sustainability?

That is a great question, Gillian. And you're absolutely right that the green element of our recovery is something we're building very energetically. And it is key to how we see our recovery in 2021. But just quickly, before I talk about that for a minute, I do want to start with where Kristalina started. And it's so important, maybe particularly in a virtual gathering like this one to remember that COVID is still with us. And for me as a politician, a political leader, the thing I wake up thinking about, the thing I go to bed thinking about, the thing I wake up in the middle of the night thinking about is COVID and how we can crush COVID in Canada and around the world. Kristalina was very right to point to the variants as a new variable that certainly here in Canada has focused our minds even more intently on this fight against COVID. So that is the first priority, and it's the 100th priority. And we see that battle as being of 2 parts. One is the health fight, getting vaccines, putting in place the measures we need to put in place to control the spread of COVID and bring the incidences down because we know that's a great way to prevent variants from spreading if you just have very little COVID spreading overall. But the second thing is -- and here, I like Kristalina's call for politicians to strengthen our resolve and stiffen our spine. We're definitely committed as a government to supporting Canadians and Canadian businesses for as much as it takes as long as it takes in this fight against COVID. Because we know we can't ask people to keep on doing the really tough stuff they need to do to fight COVID if they don't have the economic support in place they need to do it. So we're holding our nerve. And we also really believe that, that's going to pay off in the recovery stage because we're going to have businesses that are skill intact. We are going to prevent the kind of [ scarring ] that, frankly, we saw too much of in 2008 and 2009. And our economy is going to be better positioned to come roaring back. So that's a just COVID moment. Quickly on the green agenda. Look, our government has put a price on pollution across the country, a carbon price. We fought the 2019 election very significantly on that decision, and we were reelected. So we really believe that we do have a national mandate to move forward. The Prime Minister and our Environment Minister in December put forward a really ambitious plan for Canada to meet and exceed our 2030 Paris targets and meet net-zero by 2050. So we are committed to that. And I'm going to echo again Kristalina here. I think what is so important in answering the essential question you asked, Gillian, about getting right the balance between green targets and social inclusion targets is to build a green agenda, which is about jobs and people. And I'm going to give you a few concrete examples because it's easy to say the words, but how do you actually do it. So for us, in my fall economic statement, I put forward a few of the things we're going to do to go green even as we create more jobs. We are going to have a program of home retrofits, so more Canadians can have their homes be more energy efficient. That creates jobs, those retrofits. Canada is committed to planting 2 billion trees. One of the things that Canada can do, we have a lot of space, is we can be a lung for the world. Planting those trees is jobs, too. And I have to say, it also gets Canadians really excited. It gives people a personal hands on investment, in what it means to be building a green future. And I've got to say, I'm a constituency MP, so I'm an MP for a neighborhood. The kids in the schools in my neighborhood, their favorite thing to talk about is planting trees. A third example is we are committed to building electric vehicle charging stations across the country. Because people quite rightly say to us, I'd love to buy an electric car. But how can I do that if I'm not going to be able to charge it on the way to getting to where I need to go. So those are a few concrete specific examples of how Canada intends to build a green agenda into a recovery and jobs agenda.

Right, right. Well, thank you. I'm going to turn to Marc Benioff actually, because Marc is someone who's talked a lot about planting trees among other things in the last couple of years. But I think last time we were in Davos together in person, you were talking a lot about the 1 trillion tree initiative. And aside from the fact that, that's kind of a nice, easy, catchy thing for journalists to write about, it sort of indicates the fact that businesses are trying to reposition themselves to work with what people like Kristalina and Chrystia were talking about as part of stakeholder capitalism. Can you tell us quickly do you think there is a very significant change in the way that businesses have been viewing this in the last year with COVID that they feel that they have to provide solutions rather than just wait for governments to do that? And is that going to stay in place in 2021, do you think? Will the pressure to act get even higher? Or do you look forward to the rest to go back and do your day job?

Well, Gillian, it's great to see you, and thank you so much for this panel. And look, you have to look back. We have the master here, Klaus Schwab. And you have to remember, in the early '70s, it was Klaus Schwab who defined stakeholder capitalism. I'm so excited that he has his new book because CEOs around the world need to realize, they must manage for all stakeholders, not just shareholders. And there has been a mantra for too long that the business of business is business. But today, the business about business is improving the state of the world. And this is more important than ever. We realize that. And so thank you, Klaus, for that. And we don't have to look any further to that mantra than 2020 itself, year of the pandemic. In the pandemic, it was CEOs in many, many cases, all over the world who were the heroes. They are the ones who stepped forward with their financial resources, their corporate resources, their employees, their factories and pivoted rapidly, not for profit, but to save the world and just look at the many examples that we have, whether it was the aggregation of PPE, building of contact tracing systems, the development of the vaccines themselves, the development of liquidity into the system to keep the financial systems floating, development of mental health systems to get -- let people have mental health capabilities at critical times. Or even in your industry, Gillian, in the free press, they stepped forward to give us accurate, timely information. This was critical that these CEOs delivered when we needed. Now there were bad actors as well. We know that. We saw in social media bad actors appear, CEOs who would not step forward to stop lies, misinformation. And a lot of people lost their lives because of bad information that they read on those social media channels. And that was very, very much a dark part of 2020. But the highlight is the tremendous work that Chief Executive Officers did all over the world. And I can tell you, this is not the first meeting that someone like Brian or Larry or myself are together. CEOs are gathering every week to figure out how can we improve the state of the world and get through this pandemic and look against the dysfunction of governments and nongovernmental organizations over the last year. They were not the ones who saved us. So the public is counting on CEOs to make the right calls on political and social issues way more than ever before. And according to the 2021 Edelman Trust Barometer, which was released just earlier this month, business replaced government. Business replaced government and nongovernmental organizations as the most trusted institution during the COVID-19 pandemic. I don't have to tell you all of these examples, you know them. I've read about them in the FT and many other places. But CEOs stepped up this year, and it's a year that CEOs can be really pointed to as having a huge and positive impact on the world. Why is that important? Because the case for sustainability, the case that we are going to get a reduction in our emissions, the case that we're going to be able to get to net zero in our organization or as individuals, the case for us to get our plastic out of the oceans, the case to plant 1 trillion trees, as Klaus so eloquently announced last year as a major goal of the World Economic Forum, whether it's the Friends of Ocean Action, a key part of the West community, whether it is the 1T.org program. And thank you Canada for 2 billion trees. Let me just say that. That's so exciting. But this is evidence that it can happen because CEOs are more committed to running businesses for all stakeholders not just shareholders, than ever before. This is a pivotal year to look at the evidence. We're not just in Davos giving the philosophy. We're actually looking at the facts.

Right. I mean I'm just curious, I mean the Edelman survey, apart from revealing also, by the way, that trust in journalists have collapsed to the point where there's now higher trust in company newsletters than in the mainstream media, which some of you may regard as divine retribution, but it also indicates the challenge for us all. The Edelman survey showed that NGOs regarded as ethical, but incompetent, governments as unethical and incompetent and businesses as moderately ethical but competent. Are you concerned that the growing involvement of companies under the stakeholder capitalism mantra is going to raise expectations for businesses so sky-high that they can only disappoint in 2021, Marc?

No. I think this is a breakout moment for CEOs. I think Klaus has predicted this for many years. I think we've talked about it in Davos for decades. But we would not be where we are in the world today without the outstanding leadership of many, many CEOs who did heroic work all over the world to basically save their communities. They operate locally. They also operated globally. And it was a powerful moment for CEOs. It has not been written enough. It's hard to say that CEOs are doing a great job. This is not just about ETS. This is not just about shareholder return. This is about did you make sure that your hospitals have the PPE they needed to protect their front-line workers. This is about did your local community have the contact tracing systems. And now, by the way, you can see it. great evidence to be able do it with efficacy. By the way, that is not my only example. I have a lot of examples of great work of Chief Executive Officers, and I really want to come back to Klaus. Klaus has always said, the power of the corporation is not just in the ability to generate money, but in the ability to contribute to society, to community, whether it's in volunteerism, whether it's taking care of your local public schools, your local public hospitals, taking care of the homeless. Now I'll tell you, I didn't expect because this is my first pandemic, so I don't really know. I didn't expect that there was going to be, when we were in Davos last year, that I'd be going home in 2 months later, that my whole year would be obsessed with how can I use Salesforce to make the lives better for the world during this pandemic. But that's been my entire year, but it's not just me. It's many, many CEOs that I've spoken to, and you too, Gillian. I think we have to say it. CEOs are definitely the heroes of 2020. And just look, for example, at the pharma CEOs, what they have done with the world's fastest development of these vaccines, which we badly need to get this pandemic under control and stop the spread before these mutations get any further.

Well, let's turn to a CEO who was all over CNBC this morning, talking -- in fact, both Brian and Larry were all over CNBC this morning. But I'm going to start with Larry. Talking about sustainability, climate change as part of stakeholder capitalism, I have never heard CNBC devote so much of the program to sustainability and climate change issues at all. I say they've gone from being quite skeptical to being really quite embracing. And Larry, can you tell us how do you see stakeholder capitalism playing out this year from your perspective, running the world's biggest asset manager?

Well, thanks. Good to see everybody. It looks like everybody is healthy and safe. So we all should stay healthy and safe. I think 2020 was a pivotal year, and Marc framed it very correctly and talking about what businesses did to move forward. In 2020, we saw an extraordinary shift in how investors invested. Across every industry, you see a widening gap between the best-performing companies in industry the and the worst-performing companies in the industry. So we are seeing investor preferences changing, and much of it has to do with stakeholder capitalism and how a company and their leadership and Board are navigating themselves. And I believe that the differentiation between company A and B in every industry is really changing how investors are beginning to think. And we're seeing now valuation shifts. And that is because of company's role on their stakeholders and how they are building a better community around their stakeholders. In 2020, you needed to spend a great deal of time on your employees. At the same time, we saw very big instances in the United States related to racial inequalities. And so -- and Brian speaks about that quite extraordinarily well. But this is -- we -- that's thrusted upon us and what role we are playing as leaders. And that conforms to what Marc was trying to say the role that CEOs had to play. And it wasn't just a role that CEOs had a play related to sustainability, but it was also on the S issue. And let's be clear, because of the pandemic and the inequality from the pandemic, it's hard to measure what you're doing on the S side of ESG versus what you're doing on the sustainability side because they intersect. And companies that are focusing on everything are the leading companies in each industry. I think the most important change that we are seeing, and we saw that existential risk of health because of COVID that set the framework of the existential health of the world, and this is why we're seeing more and more in terms of investing. But as more and more companies report on TCFD and SASB and other forms that we have better transparency in every company, that transparency in itself is going to allow capitalism to flourish more, not better. So let's be clear, the transition that we are going to be undergoing related to sustainability is a huge economic opportunity. We're going to be creating new technologies, new industries as other industries are going to become less important. But let's be clear, let's focus on society's acceptance to create new job, to create new technology to move forward. We're going to need $50 trillion of investing to get to a net-zero world. And so it's not a small price tag, but the opportunity is going to be large. But let me just end it on the most significant change that I see for investors. And that is, as more companies report and we have better data at each corporate level, we're going to be able to customize and personalize portfolios. And the era of just looking at a FTSE or MSCI or S&P Index is evolving. More and more of our clients are saying, can you design a customized index that meets better sustainability efforts or maybe better S efforts or whatever lens that is important to you as an investor. And this is -- and if you're not included in those new customized indexes as a CEO and a Board, your company is going to have less demand on your shares. And you're going to see a further gap between the successful companies and the unsuccessful companies. And to me -- and that was a big message in my letter, we all have to wake up to this idea that not only technology is changing how we live and how we work in the future, but technology and investing in data and analytics is changing how we invest, and that will transpire into a huge differentiation between companies who are moving forward and companies who decide to -- and purposely decide not to do much, and we're going to be seeing that in valuations. And so I talked about this Teutonic shift that's happening and it happened dramatically in 2020, and it's only going to accelerate in '21.

Right. Well, the tectonic plates of the world are changing in many ways right now. But of course, none of this vision that Larry has laid out works unless you can actually measure it and report it. So I'd like to bring Brian in at this point. Because I said right at the beginning, let's try and turn some of this into tangible action points rather than just words. And you've been working on an initiative to try and get the deeply unglamorous issue of accounting center stage in this debate. As somebody who covered credit derivatives in the early part of this century, I used to complain, I couldn't imagine a place with more acronyms than the world of credit derivatives. And I've now discovered one, it's called ESG accounting. We've got all these TCFD, SASB, GRI, you name it. So Brian, can you give us any hope that out of this complete mess of standards to look at stakeholder capitalism we're going to see any more clarity this year?

Good morning, and thank you for being with us today, Klaus. Congratulations on your book. I think you need to step back a little bit and listen to what was embedded in a lot of Marc's comments and Larry's comments and a bit about corporations. We have a 50-year record of Klaus driving the concept of stakeholder capitalism. You've had a lot of discussion over the years about capitalism has to change or be aligned or do things differently. And then you have Larry, one of the largest and great investors in the world saying, "Hey, we see the difference between companies that do capitalism the right way and companies that don't." So the question really is, so how do we tell that difference? And how do we think about that? So we started on an endeavor about 2 years ago now, and it's been accelerating to really define what stakeholder capitalism was in the metrics to measure it by that could be universal among industries, that could be driven from companies who want to do the right thing, as Marc said, who want to show they're doing the right thing and want to be incented to do it and also held accountable to do it. And so we now have with the big 4 accounting firms and the World Economic Forum colleagues driving it, we've got a series of 21 metrics that go across all the SDGs, the sustainable development goals, because simply put if we have to have profits and deliver for society, society has told us what they want, which is the SDG goals and implement it. And those goals now are out there. And so we have 62 companies that signed on as of this morning. Those are major companies with $7 trillion of market cap and millions of employees around the world who are saying, "Hey, I will hold myself accountable to live up to the stakeholder capitalism decision point." They define capitalism as a solution rather than anything else and, frankly, to provide the capital and the ingenuity that nothing but capitalism can supply to solve these problems. And so that measurement system, and there's many out there, the idea is to converge these together and get the standard and Larry's cleared in his letter this morning that we got to get to one, maybe not literally one but closer to one, so that we can actually do the work as opposed to talking about measuring the work. And I think that's what we try to do. But remember, the key thing about this all the way back to Marc's point, these are CEOs saying, I believe and my investors believe, I believe, my employees believe, my customers believe in stakeholder capitalism. Here's how you can measure me and I'll lay it there every year in the disclosure.

Right. So I mean, will we get 1 or 2 systems, do you think, in the next year or 2?

I think you're seeing convergence already. You're seeing some mergers of the enterprises that do this. You're seeing colleagues like Larry and Ron O'Hanley and others who have big stakeholders of capitalism. So remember, we're a big investor. We have $3 trillion. We're pushing forward, our research shows. So I think you're getting that convergence. And -- but let's not get so focused on that aspect and back up to why. We're doing this because we need $6 trillion a year for the SDGs to be implemented. And the only way you'll do that is private companies are driving it. Because we have the money and we have innovation and we have the customers, and we have the product innovation and that change that we can drive the just transition that Chrystia talks about or as Kristalina talks about. We have to drive it, this private industry. If we don't, a, it's not -- we're not doing the right thing; but b, you won't just have the money, you need to actually get there. So I'd be less worried. We got to drive convergence, but I'd be more focused on the efforts of the companies to actually make it happen.

Right. Right. I'm curious, I mean, we've got some questions that'll I turn to in just a second. Before we do reverse to Klaus, do you want to jump in, Chrystia?

Just very quickly, I would love to hear from Klaus, but I just quickly wanted to jump in with a couple of thoughts responding to some of the things we've heard and the first one which you may say sounds surprising in the most of the politician. But I think as we talk about all of this stuff, as we talk about the challenges of 2020 and the challenges of 2021, political leaders, leaders of great international organizations, CEOs, international journalists, we need to approach this with real humility. And for me, part of that humility comes in really kind of deeply appreciating that, from my perspective, the true heroes of last year and the heroes today are the frontline workers, frontline health care workers and low-wage essential workers. There are people in my country, in all of our countries right now who are on COVID wards risking their lives to treat other people going through -- like, if you talk to health care workers going through just real emotional and moral pain as they have to be with someone who's dying alone because of COVID. Some of the lowest paid workers in all of our economies are the people doing essential jobs who have to be out there and have contact with other people. And so I just wanted to be sure, even as we talk about the important jobs all of us are doing, that we really center the conversation in the work those people are doing.

Well, Chrystia, thank you because one of the questions, before I come to Klaus, is actually very well put from [ Christy Reed ] with [ Suria ], who -- her question as is to all of you, while we all agree on power of corporations, we cannot ignore the fact is yet to be an inclusive growth. The products and services are still exclusive. And although we're in the same storm, we're not in the same boat because some of us are drowning. How do we break this vicious cycle? It's not the question you normally get at Davos. We normally don't open it up to wider non-Davos members, but who would like to jump in?

I'll start just by saying that the question is how do you run your company and how do you have it? So we crossed to $20 an hour in 2020. When there was great pressure on us to produce profits and our numbers were down. So we have all teammates start at $20,000, in the U.S. context, it's $42,000 plus full benefits. That was 15% to 20% across the last 3 or 4 years. Then to the point in COVID itself, extra bonuses, extra money, extra care taken, to Chrystia's point, for the people working at branches that are out there supporting the economy every day, people, the health care workers are critically important, but also, you just have -- so the idea is as large employers and those employers, we have to take care of our teammates, and we took a teammate-centric, customer-centric view of this. And that was really about protecting them and paying them well. And I think that's how we do it. So where we get our teammates from, going to Larry's earlier point about racial and social justice, many CEOs are now doubling down on our efforts to skill colleagues from -- that are -- that need skills to get their career jobs and communities all over the United States, in particular, were driving that. Many of our colleagues are starting internships and other types of programs they never started before. Those are critical things that large employers can do, and that pulls people the opportunity. And then our core diversity, again, which is disclosed in the metrics, which then says, in a company like ours and an industry like ours, it pays well. The more blacks, Hispanics, women that get to the top, you're going to have higher pay and opportunity open up for people. So it's how we run our companies and it's how we run our businesses. And I think that's the only way to close it down as just to put the standards. But if we disclose our diversity at all levels in our company, you will get that diversity done. That's where the metrics become important.

Kristalina, you can jump in because, of course, it's not just in rich countries, that poor -- what parts of population are suffering. What's happening in the developing world right now is, frankly, horrific, looking at the statistics.

So we know from past experience that a pandemic leads to increase in inequality. And this one is particularly damning because it is so overwhelming. Within countries, we clearly see part of the economy doing very well, thus, employees in it are flourishing and other parts really collapsing. How we can build transmission lines between those parts of the economy that are doing well and opportunities for where they are currently lacking, we need governments to have that redistribution role. And it would be even more important for companies to do the right thing, for governments to do the right thing. How we create access to opportunities through digitalization so young people, women can borrow money and start their businesses? It's hard to say vibrant capitalism that we are talking hear about, this would be so pressing. And then we have the low-income countries. We need to clearly step up action to support these countries. Just to give you the numbers, they are really staggering. In advanced economies, in rich countries, report 20% GDP in support during this crisis. In poor countries, it is 2% of GDP, and their GDP is higher. So I see for all of us a role. I actually would argue that we need all hands on deck. We need business to do its part, do it right. We need governments to do their part. And by the way, talking about here as Chrystia is not going to say that, but Central Bankers', finance authorities, they also plan an incredible role to swiftly pour support. So we don't see massive bank assisting unemployment. And we need that sense that we are in this together in this world to build it. And then we would have capitalism that flourishes for all.

Right. Well, I think that Professor Klaus has had his hand up patiently. Like in primary school these days, we all have to put our hands up to speak to say something. And since we're almost out of time. I think, Klaus, you should have the last word.

Gillian, I think we should also make a differentiation between stakeholder capitalism directly applied to your corporate actions. But so it's another level, which we haven't touched really upon, which means cooperations working together. Whole corporations, consortia of corporations, usually working together with international organizations or with government to address the big social issues, which we have in the world or environmental issues. I think Marc is a good example. For example, with our Ocean initiative, with 1 trillion tree initiatives and so on. So we will have to move also how to measure those commitments which are maybe more difficult to measure. But what I have seen in the last months during the crises -- so forum is about 50 different projects or initiatives. We never have seen such an engagement of large companies as we do now in the crisis, which is a very good sign. And now they are doing -- the companies are doing, if not, for whitewashing or greenwashing or whatever, they are doing it really out of a motivation, which comes from the heart and from the conviction. So the company is not just an economic organism, but a social entity.

Right. Well, thank you very much indeed. Apologies to the people who sent questions because they were great questions asking about all kinds of things about whether, in fact, being green creates more jobs, not less. We had a question about the media and about misinformation. That's in a lot of people's minds. We had other questions to do with CEOs, and apologies I couldn't get to them. But thank you to everyone who did watch. Thank you to everyone who's taken part. It's been a very interesting discussion. Best of luck in turning these words into tangible action that helps not just people watching, but wider society. As Chrystia said, we are indeed in -- we are -- might be in the same storm, but we're not all in the same boat. And we need to be mindful of that, indeed. And in the meantime, I just hope that by this time next year, some of Kristalina's more upbeat projections will have actually played out. The economy will be recovering in a way that benefits us all and we may even be able to get to the mountains and the snow and see each other face-to-face. So thank you all very much indeed.

We have a great CEO. Marc Benioff is here to join us live. This is not pre-taped. Live. Marc, welcome. Can you see it? There he is. Hello, Marc.

How's it going? Can you see me all right?

Yes, I see you. I hear you just fine. Thank you for joining us. So you are the CEO of Space Force?

Yes, that's right, and we're launching any minute. So I may have to go and hit the launch pad. So thank you for that.

I get it. I get it. Sorry, I had to...

I truly like the beanie, by the way, Rainn. Did I mention that?

We're going to get you a beanie, Marc. I'm going to get you a beanie.

Yes. When I get to space, I want to wear one, okay? It's important.

If you went to space, yes, you could wear this in outer space. Oh my god, that would be such free publicity.

Maybe it makes it more a standard.

Marc, I've heard you speak several times. I heard you speak at USC, I've heard you speak on the YouTubes. I've heard you speak at the World Economic Forum, which is this is tangentially a part of the World Economic Forum. Your company is light years ahead of so many other corporations in terms of climate change. I would love for people to hear about what you're doing, where your passion lies, what Salesforce -- is your company actually, what Salesforce is doing. But first, before we go there, we were talking earlier and you were talking about the importance of the World Economic Forum about WEF at Davos. So a lot of people, they read about it, and they got these billionaires and their private jets and these heads of state like all staying in their fancy hotels. Who gives a c*** about any of that? Why is that important? But we've both been there and we've seen how important it is to be addressing these topics at the World Economic Forum.

Right. Well, for a lot of people, we're never going to convince them that that's important. But the reality is that, that's where you and I met last year. And when we were doing Arctic Basecamp last year, this was a key part of actually making it happen because you have all these amazing leaders, the governmental leaders, the nongovernmental leaders, the CEOs like myself, the comedians like yourself, and other critical people who can all come together and actually have what we call a multi-stakeholder dialogue. And to solve a major problem, solve a major problem like we're talking about, whether it's with the Arctic or with carbon or to make the world more sustainable, everybody is going to have to be part of the conversation. And that's one of the great things about the World Economic Forum is that we can all have these conversations together. And I think the more that we can do things together, the better we're going to be able to address these very complex problems.

That's great. And for people that don't know, what has Salesforce committed to doing?

Well, Salesforce, first and foremost, is a net zero company. Probably this is the most important thing that everybody needs to do because we need to reduce emissions. This is number one. So for every individual, like me and you, and every organization like Salesforce or every company or every government, number one is we've got to go net zero. And that's what you see, the big move that every organization is to really stake their claim and say, "We're going to be net zero by this date, right now. We're going to do this. Here's how we're going to make this happen." And that's number one. And then number two is, look, there's 280 gigatons of carbon that are out in the atmosphere, and we need to get that carbon sequestered. That's the second step. That's how I look at it. And these 2 things are related. And look, this is why we're talking about the Arctic because we all know that the Arctic is under stress because there's just too much carbon in the atmosphere. So let's stop putting the carbon in the atmosphere; and two, let's try to sequester the carbon that's there out.

Nice. And part of that is a commitment that you guys made to tree planting. Is that correct?

Well, here, we really started in the oceans. I have to tell you that 2 years ago, with the World Economic Forum that we founded something called the Friends of Ocean Action. So a lot of the conversations that are happening in Davos this week and for many years now has really come from the Friends of Ocean Action that we founded. And as we start to look at the things that are really important for ocean health, like stopping overfishing and really looking at how do we get all the plastic out of the ocean, the number one issue that really came up to us was a certification, that is the ocean is getting a lot hotter. And the reason why the ocean is getting a lot hotter, Rainn, is because it is absorbing, you know what the word is?

CO2. Carbon. CO2.

Carbon. In fact -- and I want to play the carbon math game with you, Rainn, because tell me, the ocean is the world's biggest carbon sink, okay? So tell me, how much carbon do you think is stored in the ocean? Do you know the number?

How much carbon is stored in the ocean?

How much carbon is actually stored in the ocean? But the ocean is absorbing these extra carbon that's in the atmosphere. So when we're putting it out there, right, the ocean is the number one carbon sink. How much carbon do you think is in the ocean? This is the carbon game. You can opt out at any moment, by the way. This is...

147.

40,000 gigatons of carbon is actually stored in the ocean. And because the ocean is the biggest carbon sink, it's trying to take down that extra carbon that's in the atmosphere. We've put out probably almost 300 gigatons of carbon that's out there that needs to kind of come down. Now another major carbon sink, okay? In fact, I would say, call it, the second big -- well, one of the biggest, second or third, but probably the soils are number two. But the second is let's talk about trees for a second. How many trees do you think are on the planet?

147...

You like that number, 147. What is that, your lucky number?

Billion. I don't know. I have no idea. I have no idea.

Well, I'm going to help you. There's 3 trillion trees on the planet.

Okay.

How many trees do you think there used to be on the planet?

10 trillion.

6 trillion. We've lost half the tree. Now let me ask you, now we're going back to the carbon math game. So get ready because you could win both the points. How much carbon is stored in 1 trillion trees?

40,000 gigatons.

I thought you were going to say 147. Look, it's over 200 gigatons. It's 200 gigatons, a little over 200 gigatons per trillion. So you can see that if we have 3 trillion trees today, we're storing about 600 gigatons of carbon in the trees today. Now that is quite a bit smaller, if you think about it, than the ocean with 40,000 gigatons, right? But listen, if we used to have 6 trillion trees, all right, we're missing that basically additional 600 gigatons of storage. These are storage vehicles. The most efficient way, the best technology we have actually on the planet to store carbon is the tree. The tree. You and I love trees, right?

Yes. I made love to a tree once.

Look, I don't want to get into the details right now, I heard about that, and let's just...

It was on TikTok. Anyway, yes.

I know. But look, 1 trillion trees is, as I said, a little over 200 gigatons of carbon. So if we add an additional 1 trillion trees on the planet, you would substantially address the amount of carbon that needs to be sequestered in the atmosphere, right? Because there's only just about 280 gigatons since really the investor revolution that we need to address. This is a powerful idea. That's why last year, you and I and others announced something called 1t.org, which is the Trillion Tree platform. We're aggregating all of these amazing ecopreneurs all over the world. We're all planting trees and getting out there, and there'll be more carbon store. And why is that important to the Arctic, right? How do we bring this back to the connection to your beanie?

Well, I would love to hear that because we've been talking -- focusing on Arctic science, but trees, oceans, the Arctic, it's all connected.

It's all one. It's -- we have to get this carbon out of the atmosphere if you're going to get the Arctic to stop melting. And the way, the most efficient technology we have to get the carbon out of the atmosphere is what today?

Trees.

Wow, this is great. So we've made -- and we're going to -- more than 147, we're going to plant up 1 trillion. And you look at even Canada, which is a critical place to plant trees, yesterday committed to another 2 billion trees, which is very exciting. And other major governments, after just only announcing this program a year ago, have started major tree-planning programs, including the United States, China, the European Union. So if we can plant more trees, we can absorb more carbon. And if we can absorb more carbon, we can reduce the world's temperatures and get the Arctic to stop melting. So that's the connection. That's the connection of why trees are so important to the Arctic. And you wouldn't make the connection. But when you think about the oceans, you think about the trees, you think about the soils, these are our carbon stores. We've got to get the carbon out of the atmosphere. This is the way to do it.

But that goes hand-in-hand with we need to stop producing so much carbon at the same time, right? We're talking about fossil fuels and coal and oil.

Step one, net zero. Step one, remember step one? Step one is companies like mine and governments and individuals like me and you, we need to reduce our carbon emissions and become net zero. So we need to basically say we're not putting out more than we're taking in. We are neutral. We are net zero. That is we are carbon neutral as individuals, organizations, as governments. Step one is reduce. Step two is sequester. So they go hand-in-hand. First, we need to stop emitting. This is number one. That's the Paris Accord also, by the way. Number two is, now, let's go grab all the stuff that's out there and bring it back down. And then this could be a winning formula. Anyway, this is our big thought when that's why 1t.org got created. And also why we even have the Friends of Ocean Action as part of the WEF.

That's fantastic. And for those of us that are not CEOs of giant corporations, what -- tell us how...

I really hate it when people say that, by the way, because I mean, I just started this company 21 years. It's not like they hired me.

Yes. Well, congratulations, it's amazing. It's incredible.

Thank you. I still don't have a beanie, by the way. So you can be the CEO of a company and...

Get your freaking beanie, Benioff.

I would like a beanie already. I'm going to get a slightly larger head size. So just pay attention to that.

Yes. Well, mine is pretty -- my melon is pretty big. In fact, I'll send you mine. I'll fly it over to you on my private jet. How does that sound?

Oh, perfect. That would be great. I'd appreciate it.

So -- but listen, but for those of us that are not in these discussions between CEOs and companies and governments, like how does that all work? Like what's your perspective? You're kind of new to this since you're only 20 years in the CEO business. What is that all like? Is there a way that companies can push governments? And certainly, governments can push companies with regulation, but how do we get companies and governments talking more and moving faster on this stuff?

Well, this is really the case for optimism because I think that if you looked at 20 years ago when I started my company, and you looked at the conversations even that were happening at the World Economic Forum, the first time I ever went was in 2002. There weren't any conversations about the oceans or the Arctic or how to really create sustainable ecosystems or carbon or talking about the carbon math like we just did. Those conversations were not happening between all stakeholders, CEOs, government leaders, sustainability leaders. Everybody has to come together, as we said. And 20 years ago, that just wasn't happening. But the case for optimism is, look at the agenda of the World Economic Forum this year and look at the amount of content that is organized and focused on these key issues. It's actually quite significant. So you can see that more action is happening and more people are coming together. And I'll tell you, I'll give you another case for optimism as the CEO of a large company because we are a large company. We will do $21 billion in revenue this year. We have 54,000 employees. We're the fastest-growing software company in the world. When I have a stakeholder meeting or a shareholder meeting or I'm talking to my customers, guess what? They want to know what am I doing about carbon, what am I doing about the environment, and that's true for every CEO of a major company today. Everybody has to have a clear plan to address environmental standards. We call those -- these ESGs and these environmental and sustainability and equality goals, or as defined by the United Nations, the SDG is the sustainable development goals. If you're the CEO of a big company, like me, you better have a plan because whether it's your shareholder, your customer, your employee, your community members, activists, they want to know what are you doing to improve the state of the world. And I think 20 years ago, that was not true. But I think, today, it absolutely is. And people like you are holding people like me accountable to be able to say what exactly are you doing and address these specific issues. And that's different. And I think we have to keep the pressure on, keep asking the hard questions and hold people accountable for their results because we are at a critical time for the environment. We're at a critical time for the Arctic. We're at a critical time for the oceans, for the trees, all of these things, and it's only going to happen if all of us are together on this and holding each other responsible for improving the state of the world.

So that goes to the individual then, like part of what an individual can do, besides reduce, reuse, recycle at home, have a smaller familial carbon footprint is hold our companies responsible, ones that we buy from, ones that we're stakeholders in, shareholders in, in every -- on social media, let the companies be heard from. Isn't that part of what an individual can and should do?

Absolutely. Let me give you an example. Last year, before the pandemic started, I was out speaking at a sustainability conference. I get invited to these conversations, and I was up there with 3 or 4 CEOs. And we were up on stage, and I was like getting excited, and I'm like, "Oh my gosh, there's 500 people in this room, and this is so exciting." And I've said exactly what I said to you, net zero is the first step. We all need to commit to net zero. We need to be absolutely clear, Salesforce is net zero today. We're making even more additions. Now, and then I said this, raise your hand if you are net zero today. Raise your hand if you're net zero today. So I put my hand up and I looked around and there were a couple of other hands, but my greatest level of concern was not everyone had their hand up in a sustainability conference. And the other CEOs that I was on stage with, they had a sustainability narrative, but I said to them, no, I want you to tell me when exactly are you going to be net zero, what is your date? And this is an exciting thing that's happening at the World Economic Forum this week. We are announcing that companies, the largest companies in the world, in fact, the top 200, 300 companies have all agreed to have those ESGs audited for the first time. They are going to have to publish. The way they have to publish their revenue and their profit numbers, they're going to have to publish their carbon numbers. They're going to have to publish all of their ESGs so we can see that a company isn't just about their shareholders and revenue and profit anymore. A company is about all their stakeholders. This is a huge shift. And these companies that are part of what we call the IBC, these companies have all agreed to this. And the 4 largest accounting firms in the world have all agreed to do the auditing. So we're going to see a major change when these companies start to publish, starting this year, those numbers, and we can start to hold those companies responsible. And that means if you're going to buy stock in a company or you're going to, as you said, buy a product from a company, you can be able to look and say, "Is this company part of the solution? Or are they part of the problem?"

Right on. Right on. Marc Benioff, thank you so much for joining us, you being live at Hawaii on your busy schedule.

I'm holding you accountable for getting me one of those beanies, by the way. So I'm going to...

I'm going to -- I swear to God, you don't shut up.

You better have the darn beanie. That's all I'm saying.

The beanie is coming, but you're in Hawaii, and I want to be sustainable.

You've been saying this for a while, a year, I think, but I still don't have my beanie.

So -- well, technically, can we cut him? How do we boot him off of here? How do we -- out. Out.

Thanks for everything you're doing. Love you. Bye-bye.

Thanks, Marc. Thanks for your time.

See you, buddy.

Okay. See you later.

Bye-bye.

Bye.

[Presentation] Hello, and welcome to the Davos Agenda Week. My name is John Dutton, I'm the Head of UpLink at the World Economic Forum. I'm thrilled to have you with us for this session entitled Accelerating Grassroots Innovation. This is a session that is all about the project UpLink that the forum has launched that is looking to highlight some of the great work that we've been on over the last year. Now this all kicked off in Davos a year ago, when Davos was launched. We went live with a platform in April. We've been able to source over 900 solutions. There has been 15 innovation challenges that have been run. We've been able to recognize 100 UpLink innovators, who are high-quality, vetted solutions that are supporting the SDGs. And importantly, this week, we've been able to pass -- in fact, fly past 10,000 users on the platform. We're thrilled to have you here. Now of course, none of that would be possible without the support of our founding partners for UpLink, first off, of course, Professor Schwab in the World Economic Forum; but also Marc Benioff in Salesforce; and Punit Renjen in Deloitte. There have been tremendous collaborations across these 3 organizations over the last year, colleagues working tirelessly to launch and implement a platform to support thousands of entrepreneurs who want to make a difference with the SDGs. Now the session that we're going to run today has really 2 main objectives. The first is really to inspire the thousands of you that are watching along with us for this session to get involved. UpLink is the forum's first digital open, accessible platform that allows anyone, anywhere to get involved with the SDGs, and it's free. So please do come on. Anybody that's joining right now, we'd love to see you sign up for the platform at uplink.weform.org. And of course, the second objective is about showcasing some of the impact that this platform has been able to support through the first year. And we're excited for that to have 4 amazing UpLink innovators with us. They are going to be doing the work for us, to tell us about their impact and really share a little bit more about how they're making a difference for the SDGs. Now before we go to them, a really quick note, I would invite anybody joining us through Zoom, take advantage of the chat function, share any questions that you have or comments. And of course, the second half will be a much more interactive portion, where we get you into breakouts with each of these innovators. But without any further ado, let me come to our panelists. First, let me introduce Wajiha Khalid. Wajiha is the co-founder of Cubex Global, a digital marketplace for sea freight that maximizes empty shipping container space while simultaneously protecting the planet with a more sustainable approach to ocean transport. Wajiha is part of the UpLink ocean cohort, in fact, the inaugural cohort on the platform. Kenneth Kwok is the founder of PPPforAll -- PPE, I should say, which commits to producing FDA-registered and surgical-grade face masks at affordable prices to ensure everyone has access to personal protective equipment. So far, 1 million face masks have been donated to social enterprises and health care organizations, most of them belonging to the minority communities. Kenneth is part of our UpLink social justice cohort as part of the COVID challenge. Alban Bressand is the co-founder of Reforestum, which has collaborated with Ecosphere+ to deliver an end-to-end solution that brings transparency through technology to scale climate action. It's connecting companies and individuals to vital conservation and reforestation projects. UpLink is part of -- Alban is part of our UpLink Trillion Trees innovation cohort. And last but not least, Alexei Levene is the co-founder of Desolenator, a company that helps remote communities build sustainable water resilience in the face of climate change and the COVID-19 pandemic by using solar technology to purify water. So with that, let me come to you guys. I'd like to hear from each of you, and to share with the audience a bit more about each of your organizations. What is the impact that you're set out to achieve? And what is some of your ambition over the next 12 to 18 months? Wajiha, perhaps we can start with you?

Thank you, John. Good evening, everyone, and thank you for giving me the opportunity to speak at this year's Davos Agenda. I'm excited about sharing the work that we do at Cubex Global and how UpLink has helped us in our start-up journey so far. So the problem that we are trying to solve is that every year, 100 million half-empty shipping containers travel from one port to the next, costing $25 billion to the maritime industry. 280 million tonnes of excessive carbon pollutes our planet due to lack of space utilization of these empty containers. Our startup, Cubex Global, solves this $25 billion problem and also drastically reduces carbon emissions in ocean freight by up to 20%. We are an online marketplace, where all these half-empty containers are exclusively traded like any other commodity. Anyone can bid for this empty space in real time. And once a bid is processed, all documentation takes place on our platform. Through this, we are able to create a win-win opportunity for all stakeholders, where: number one, shippers can get up to 10x cheaper rates as compared to the open market; and number two, carriers monetize their empty space and make profit while we earn on a commission and help reduce carbon emissions at the same time.

Thank you so much for that, Wajiha. Do you want to add a word about any ambitions that you have for the next 12 to 18 months?

Yes. So since the start of the pandemic, the global supply chain and the logistics industry has been massively impacted by disruptions and delays. Our demand has skyrocketed 3x while our supply side remained low during the same timeframe. So currently, we are facing a demand and supply imbalance. So in 2020, we expanded into the U.S.A., Pakistan, Oman and UAE. And we are well on track to expand into Saudi Arabia, Singapore and China by the end of this year. But we are also looking for suppliers in the regional [indiscernible] while building strong regional teams at the same time. So getting more suppliers on the platform would essentially mean getting more half-empty container traffic onto it, translating into a bottom line of achieving our growth and impact targets at the same time.

Brilliant. Thank you so much for that, Wajiha. Let's go from the ocean to water. And while ocean has saltwater, Alexei, can you talk a little bit about how Desolenator is looking to create a purified version of that for communities around the world?

Thank you very much, John, and greetings to everybody. So imagine if you could have a reliable, low-cost, scalable supply of high-quality water from California to Indonesia to parts of India and Africa and based purely on the power of the sun and abundant resources such as the ocean. So that's what we do at Desolenator. We've developed a technology that can provide sustainable water for not only communities but also for what I call enlightened corporations that have really embedded sustainability as a part of their strategy, where sustainability is integral and where they have exposure to the water crisis. We can actually create a lot of value by providing water for these people. So as a company, we're seed-funded by one of the top people globally in the industry. We're currently closing our Series A investment rounds. And despite COVID, we're going live with our first large-scale plant in Dubai, which is what you see behind me, which we're super excited about. Our second large-scale plant is in partnership with Carlsberg and will be going live in around May of this year. And I'll share a link below, so you can read more about it. In the next 12 to 18 months, our main focus is, on the one hand, to build out our supply chain. We have huge amounts of demand coming from all over the world, from island nations to corporations in Asia, for example. And really what we're looking to do and what really will move the needle for us is finding particularly corporate partners, NGOs, who are really looking at innovative ways to address the water crisis in a sustainable way and without damage to our oceans. Thank you.

Thanks, Alexei. Alban, on your side, you guys have been trying to connect companies to projects around the world through transparency and technology. Do you want to talk a little bit about what your solution is all about?

With pleasure, John. And again, thank you for having us, and great to be here among fellow UpLink innovators. So Reforestum, as you've said it, is a marketplace connecting companies and individuals with the best forest projects around the world that are certified to sequester carbon. Now one of the big problems with carbon offsets generally in voluntary carbon markets over the past decades has been the lack of trust, trust from consumers, trust from companies. And that really has prevented the markets from scaling. I was hearing about it just on one of the forum panels last night. Now Reforestum brings technology but helps basically monitor projects at the project level using near real-time satellite images. So that brings more transparency on the project side, but we're also making it more accessible for end customers, companies and all stakeholders basically to be joined in a digital community around the forest projects. These are conservation projects as well as reforested channels or other nature-based restoration projects. So 2020 was a huge year for us actually. It started with adding Ecosphere+ as our key partner, and we won the Trillion Tree Challenge together. But we also added other corporate partners, like Microsoft, L'Oreal and even more recently, [ Miracle ] and others. So this coming year, 2021 for us is about validating that we're on the right track, prioritizing with the scarce resources we have and getting more partners on both -- onboard, both tree-planting organizations as well as corporates wanting to get to net zero.

Fantastic, Alban. This brings us to you, Kenneth. You've been involved on a few different elements of this entrepreneurial ecosystem, on the one hand, through this project, #PPEforAll, but also as an impact investor. But maybe starting on the solution side of things, do you want to share a little bit about #PPEforAll?

Sure, hello, everyone. First and foremost, I would like to extend my thank yous to the World Economic Forum, to Mr. John Dutton and the entire UpLink team. My name is Kenneth Kwok. My pronouns are he, him and his, and I am based in Hong Kong. Well, John, you asked a great question because I always think about how can I, how can we innovate better together and deliver on the SDGs. Here, I see an important highlight, which is equity in health and health care. We started with #PPEforAll, where as a manufacturer of surgical masks, Family Mask has now actually donated 2 million units now with over 70, 75 grassroots organizations around the world, with the support of UpLink, the Forum of Young Global Leaders and the Global Shapers Community. We also shared our know-how with other PPE startups in Africa and South America, thanks to UpLink. Now we're also moving on to focusing on Prenetics, which is on global COVID testing as well. For me, health care is not a cost. It is an investment. And I see 3 key areas of ambitions in the next 12 to 18 months. First is scaling through public-private community partnerships. Take the example of the U.K., where we worked with the U.K. government to restart the English Premier League season with rapid testing and also to introduce a digital health passport in stadiums. Area two, I would love to do more work using a hybrid for-profit and nonprofit framework. Imagine you can eye, in just with a single saliva swab, access over 500 health reports. That's whole exome sequencing technology of Prenetics and our CircleDNA consumer test. Impact is underpinned by our health and well-being. And talking about nonprofit, we pivoted from DNA to COVID testing. And we launched Project Screen so that we can look after the elderly, disabled and marginalized. And finally, area three, awareness and community building. There's an old Chinese proverb which states, [Foreign Language]. Sounds fancy, but really it's just action over words. And in Asia, we have strong impact-led communities, under the patronage of InvestHK, Startmeup, Asia's largest start-up ecosystem, hosting innovators from 100-plus countries. I would love for UpLink to work closely with them. We have the WHub, who has the Startup and Scaleup Impact Summit with 55,000 members. And lastly, Mainland China, we have Tsinghua University with their SDG community. So at UpLink, we've all found a great, impactful and innovative home. What are you all waiting for in the audience? Join us. Thank you, John.

Thank you, Kenneth. I think hopefully this first round gives you a sense of the types of organizations that have come on to UpLink and are really having a real difference This is just an example. As I said, we've recognized almost 100 UpLink innovators. I thought I'd do a rapid fire around actually to this group again. But we'll also invite you to come with questions, those of you on with us on Zoom.

I guess I'd love for you to give an example of the types of needs or kind of priorities. What type of support are you looking for in terms of this next phase of growth that you just outlined? Maybe we start off with you again, Kenneth.

Sure. Well, John, I'll be really honest here. I am turning 40 this year. So I've had a lot of time to do personal reflection. I used to think I needed to be an innovator, an investor, an entrepreneur, an educator, [indiscernible] and all that, just to make an impact. Now with UpLink anyone can have a voice and truly scale. So if you ask me one area, that would definitely be in government liaison. I'll give you a case study. When InvestHK during COVID, we actually collected feedback from founders through StartmeupHK. That got us really targeted initiatives, financial support for companies to retain stock, adoption of fintech and subsidies and all that. So yes, if I have one ask, I would love UpLink to help us more connecting innovators with government so that we can launch timely and impactful initiatives. Thank you, John.

Brilliant. I love how you just kept it to one support or need that you had. Let's keep going on that theme. Wajiha, what about on your side?

Yes, John, thank you. So our immediate needs can be summarized into 3 points, number one, getting access to the working capital for meeting our immediate demand levels by investing in technology, infrastructure and onboarding more suppliers at the same time. We are open to receiving grants, we see angel investments for that matter. Number two, getting access to strategic partners for business expansion by opening up more business corridors for our startup. And number third, access to forums and other networking communities who are staying up to date with the industry trends and getting access to the right talent pool for building our team from ground-up across the corridors that we are operating.

Thank you, Wajiha, very clever. You were quick -- as quick enough to just cover 3 in 1. I love that. Alban, what about on your side?

Well, on our side, if we had to pick one, I'd say it's to really get to product market fit. And for that, we've seen so many organizations, 1,500 running in this forum alone since last year, have committed to net zero. But we'd love to help them take it to the next step and understand what are their needs to get that trust, get that transparency, get that engagement from their customers. So getting that discussion started with those organizations for us is really the key that UpLink is helping us solve.

Fantastic. A little bit of a call-out to any corporate executives who are on with us and to join Alban and his breakout group later on, I think. Alexei, on your side?

Well, I'd love some of them to join our breakout, too. So look, we all know what's happening with our climate. We all know that there's a fundamental shift underway. The technology exists to make that transition. What we're missing is a force, a collective will to actually make that change, not in an incremental way. And so our main focus is to identify key stakeholders, whether from the corporate world, whether from NGOs who really get that and who really want to push the boundaries to do transformative work and to hopefully create an unstoppable force.

Thanks, Alexei. These give you a sense of a few big ideas that the UpLink community is coming up with. I want to take a quick pause and go back to our live stream audience. One of the ways that you can get involved is through a campaign we launched this week called #MyBigIdea in collaboration with TikTok. So far, there's been 81 million views across the campaign, tons of big ideas are coming through. And our next phase is going to be how can we get more of those big ideas to join us on the UpLink platform. So just a bit of a shout-out to everybody out there that's already made a contribution to that. And please do think about producing your own video if you haven't yet. Let me take a quick pause to see if we have any questions coming in from the audience. There's -- there looks like we have the first one that is -- come from Sikander, the curator of our Karachi Shapers Hub. Wajiha, you must be getting a little bit of support from our Pakistani colleagues across the forum's network. And Sikander asks how are you dealing with your workforce going virtual, especially in the context of social innovators getting started? Maybe you can take a -- let's just get 1 or 2 of you to share kind of this aspect of being an entrepreneur. How has this aspect of going virtual, away from the office, affected your operations? Wajiha, do you want to take that?

Yes. Okay. So I think every one of us has gotten impacted. By the way, we are working or we have adopted ourselves to in our growth lives in a post-pandemic world. And I would say, right now, my co-founder, Ahsan, is sitting in Dubai, while I'm sitting in Pakistan. And our back-office team is sitting in another city. So I'd say that with technology, we have been able to pull all the strings together and work in a very well-concerted and in a very coherent way. And although it did bring a fair set of challenges in the beginning, but now we have adopted to it and, yes, we are going along. And it's just the beginning of how organizations around the world are getting acquainted to working alongside technology and getting their workforce up and ready for it.

Any other experience, maybe one more on this one before we move to one other question?

I mean, for us, John, it's been relatively straightforward, where anyway, as a startup now in this world, you're anyway using all the tools that are out there. There's so many tools to be effective. So having a -- being able to use technology, I think, is fundamental. I think the most important thing for us is we're a mission-driven team. We all have deep roots, we all have deep belief in what we do. And I think if you have that, you can weather transitions like this. People make it work. So it's been actually, I'd say, an advantage for us in many ways from an operational point of view.

Let me carry on, on the digital side as we seek other questions from the audience, this aspect of having the public support your efforts and engaging them. And I wonder, Alban, Kenneth, if you have any tips or kind of what has worked for you in terms of engaging the public. How have they been supporting your efforts? And how would you ask them to support your efforts? Kenneth?

Sure. In my humble experience -- after all, I am part of the social justice cohort, so I'm going to put it out there. The role of technology in advancing social justice and diversity and inclusion is something that really I believe is important because up-skilling and embracing frontier technology is critical. Through TopLink, I've had the privilege of being introduced to global experts on digital transformation, digital inclusion and cybersecurity for gender parity, LGBTI equality, disabilities inclusion, racial justice and more. Because no one, absolutely no one, should be left behind as we reset and rebuild our resilience and trust. So yes, education overall is definitely something we do for all our team members and hopefully the entire ecosystem of startups and innovators. On to you, Alban.

Thanks a lot, Kenneth. On our side, that's how Reforestum started actually was as the digital community supporting local reforestation projects in Spain, Diego, our founder, started the company with this mission in mind. And since then, we've expanded and really found corporations to be the lens through which we want to touch so many more people and bring them all onto this digital community, where they can see their impact on the platform. And our aim is to reach 1 billion customers in terms of carbon pricing at the product level by 2025 with our partners, Ecosphere. So it's pretty ambitious, but we think we can get there.

Fantastic. We have maybe one more minute for questions. Anything coming through the audience? Let's see here. Maybe I'll go to Alexei and Wajiha on the same question about engaging consumers. Would either of you guys like to comment on the importance of consumers or the public for your efforts?

Sure, I can. I mean we're developing systems that are quite large scale, so our customers, our governments, businesses, charitable organizations. However, what we've seen is that there's a huge amount of support out there. We've been amazed that through the UpLink program, a video that was made got over 400,000 views in a day. And it's incredibly heartening. And for me, it says that there's a beginnings of a movement here. And what hopefully we can do in a small way is to provide a bit of vision to enable that movement and to gain strength. So I think whether it's -- you're 15 years old in your bedroom and you want to get involved, reposting, creating awareness, ensuring that the water crisis is actually on people's radar and something people care about. Because by 2030 on current trajectory, half the world won't have reliable access to clean water by 2030. So we need everybody involved in this.

Thank you. I'm going to stop there. Wajiha, we have one question that I feel like is -- that's come in from the audience, from André Hoffmann, in fact, one of the forum's Board of Trustee members, fantastic to have you on with us. The -- from your question, what makes UpLink unique? There's been others that have tried this role of connecting the VC world with entrepreneurs and the ecosystem. And maybe I'll take that as an opportunity to talk a little bit about our evolution and invite our studio to just quickly bring the platform up on the screen for us. This is a platform that we're really excited about. It is, as I said, the first digital platform that the forum has put together that allows anyone, anywhere to get involved. We also know that it's got a long way to go. And we're really proud of the progress, thanks to the support from salesforce and Deloitte, that we've made over the last 12 months. But there's a number of things that we need to improve upon. One is, and Kenneth, you touched on some aspects of this, we need to be more inclusive, both in terms of language barriers that are currently there for some entrepreneurs and change-makers but also by seeking out underrepresented geographies, sectors and populations to tap into. And then to your point, André, the -- we've started out the platform by really trying to focus on how to make it a great platform for entrepreneurs. But the next phase is about how can we bring on experts, bring on investors, corporate executives, funders and organizations that would actually like to launch innovation challenges. You'll hear later on in the second half about some of the -- and in fact, in the closing film, about some of the next innovation challenges. And already funders and philanthropists and companies have been excited to leverage UpLink for their challenges. And I think that's really at the heart of it. How can you pin together the solutions that are out there with some of the big challenges and needs that companies, organizations, the UN and other philanthropic organizations are really looking to solve? But as I just conclude this piece, I would say this is a free platform. For everybody that's dialing in and joining us on the live stream, help us populate the platform, bring it to life because there are amazing entrepreneurs like these 4 that are helping to achieve the SDGs. With that, maybe I'd invite our team to launch the last video. Anybody on Zoom with us, please do stick around after this video, we will come back and have some additional conversations, where you can get to know our innovators in a little bit more of a private manner. Thank you so much to everybody, and join us for UpLink's impact. [Presentation]