A fiery horde of the speed of light, a cloud of dust and a hearty hyal silver, the Lone Ranger! The thrilling stories of the masked writer of justice cannot be found in the written pages of history. But his deeds will live forever in the memories of the people of seven western states, who still tell the story of the famous mystery rider. The thundering hoops of silver bring us adventure on the trail ahead. The Lone Ranger rides again! Man rode by on silver. We heard him say that the outlaws in the hills were threatening to ride again. The hills bordering the town of Greenville made a perfect hiding place for the outlaws that operated in that territory. Cavalry troops were garrisoned nearby, but their presence failed to frighten the bandits. Colonel Dawson in command frequently rode to town to visit his daughter Sally. And as our story opens, we hear the angry townspeople commenting on the last attack of the outlaws. Why in thunder don't the troops do something? Why don't we pay in taxes first? Damn troops? We clean the outlaws out of the hills if they'd only get to it. Hi! Look at who's here! It's Dawson! Where's the sheriff? Here I am, Colonel, and you're just the man I want to see. Sheriff, where's my daughter? Is she safe? Yeah, Colonel, your daughter's safe enough, but there's other folks that ain't. Thank goodness. As soon as I heard about the attack, I came here. Yeah, we see that. I don't suppose you're much concerned about Abe Whitcomb's wife. She was killed by them brigands. She was? Yeah, and so was Lodge Foster and Lim Bixby and about five other men. Was the attack as bad as that? That don't include no mention of 20 odd men that was wounded. Those confounded outlaws. Oh, never mind acting indignant, Colonel.  Make sure she's safe. Then get back to your camp. Don't order your men to charge them hills and clean out the killers, though. Why not? It might be dangerous work for the soldiers. Some of your men might get hurt. Now, look here, Sheriff. I've told you before of what we've done about those outlaws. I'm simply stationed here to carry out orders from Washington. Sure, we sadly.   You feel that we should attack the hills and clean out the outlaws. Well, there's nothing I'd sooner do, but I can't until I get instructions. I can give you instructions. Just ride up to them and blaze away with gunfire. Instructions from Washington. Never mind, Colonel Dawson. We ain't counting on nothing from the government, so we ain't disappointed none. Your daughter's in Martinville's house there. Yeah. You better go talk to her. Maybe she'll have something to say about how we folks in Greenville feel. Watch my horse. Watch your own horse. Those men only understood. I'd lose my command if I... No, it's you. How do you do, Mrs. Tindall? If you're here to speak to your daughter, you'll find her in the next room. Mrs. Tindall, one minute. Ain't the time to talk. You can let yourself out when you're ready to leave. She feels the same as everyone else. Sally, thank goodness you're safe. I wish they'd killed me. What? Oh, you don't know how the folks here feel, the way I'm pointed at, because you don't do anything about the murderers in the hills. Here is a town that suffered at the hands of the outlaws half a dozen times. Those killers stay right in the hills almost a stone's throw from your camp, and you don't do a thing about it. I know. Sally, I've sent word to Washington. I'm just waiting for a reply. Waiting? That's what you said the last time. That's all you ever say. But, Sally, you know the position I'm in. I can't order my men to leave the fort and ride into the hills. You're stationed here to protect folks. I'm here to keep the Indians controlled. I can't take over the work of the state officials and fight outlaws without federal sanction. Suppose that sanction never comes. Then, dear, I'll have to continue to face the jibes and anger of the men in Greenville. Well, I won't continue to face them. I'll leave here. If those orders come from Washington— Come, sound those orders, father. Can't you risk your commission if it means saving everyone here from other attacks? You would have me face Court Marshall. I'd face Court Marshall. I'd be glad to. I'd face the firing squad if it meant the cleaning out of all those outlaws. Sally, you're not a soldier. You haven't spent your life obeying orders. Perhaps not, but I'm glad of it. Would you like to ride back to the camp with me and see some of your friends? No. It might be a change. No. You could stay a couple of days and then come back. I don't want to see anything more of you or your men. I don't want any part of the army until this town is made safe. But, my dear— No. No, you better go. Following their raid on Greenville, the outlaws returned to their camp in the hills.  He divided the loot taken from the attack among his men, keeping half for himself. His followers noted his action and grumbled protestingly. You needn't think all of this cash is mine. I got plenty of it to pay out. Yeah, you'll pay out a plenty, Wolf, but there's plenty left. You get as much as all the rest of us put together. And it ain't fair. So it ain't fair, eh? Well, let me tell you something. If it wasn't for the things I do with my share, there wouldn't be none of you living. You ain't been attacked by them soldiers, have you? Not yet. You ain't had much trouble getting out of Greenville, the other towns after you made the attacks, have you? You're getting away with all the raids as slick as wagon grease. And don't you think it is a reason for it?  It's the guys I got in the payroll. I pay them out in my share. I know just what's going on all the time. I find out when there's a big shing dig, where most of the men will be, when we raid the houses in a town. My note when Greenville's man was out posse riding, says we got a tag.  Sure I have. Look at here. This letter come to Lem Bixby by the last stage. He was killed in a raid. That was too bad, because Lem was working for me. Lem got mailed by Sage. And that same come from one of my pals in East. This particular letter tells him that orders are going out from Washington, the first of the month. What sort of orders? From Washington. Yep. Orders to Colonel Dawson. He read to Washington about us? Sure he did. And he asked for permission to make an attack on us and clean us out. Did he get it? He will, unless something's done about it. When was them orders to go out? First of the month. And they already went? Yep, a couple days ago. And he looks hackers.  I know them orders left. And I know they're coming by the Pony Express. What's more, I know where we can waylay the Pony Rider, get him, and do away with them orders. Well, that puts things in a new light, don't it? It sure does. No wonder we've been so blame-lucky. Wasn't luck at all, it's our boy. Are you satisfied? All right then. Well, a couple of y'all have to ride east and meet that Pony Rider. The Pony Rider The Pony Rider The Pony Rider The Pony Rider Those activities had brought the lone ranger and his faithful Indian companion, Tonto, into the district. They were riding close to the trail when the Pony Rider was shot. The sharp crack of the rifle caught their attention and they pressed forward to investigate. The shots came from somewhere near here, Tonto. Me here, horse. Look ahead, something on trail. Looks like a horse. Someone has shot the poor beast, isn't that right? And there's a man, a smoke. Tonto, do you see that smoke? We can get that quick now. Come on, Silver. Where? Where killer? Maybe we can trail the killers. See if there's any hope for the man. Him, him Pony Rider. Yes. Help the man if it isn't too late. Of course. Dad, I see it is. How about the Pony Rider? Do what you can for him. I'll step out this fire and see if we can save some of the male. Bullet, get him in back. Other bullet, in shoulder. Him, gone. Gone? Uh, murdered. That's right. And shot from behind. Him, head west. Bullet, hit him here. Bullet, come from rock over there. Then we'll start from there and try to trail the men who did this. But first we'll take the time to see if any of this male is worth taking with us. Another couple of minutes, it would have all been burned. That's right. It's part of a letter. It's addressed to the commander at Fort Greenville. That near where outlaw hide. The hills beyond Greenville are infested with killers. Huh? Tondo, I'm going to see what this letter says. It's hard burned. But some of it's left. I'm going to find out about it. Maybe Tondo go hunt for killer, huh? Wait a minute. Himosabe, this is an order to Colonel Dawson. What it say? It instructs him to attack the outlaws. That's what plenty people want. You know the situation around Greenville. Folks there have been hoping and praying for weeks that the army would do something about the outlaws and the hills. That's right. This letter is Colonel Dawson's authority to attack. Huh? And come down, Tondo. There. There, killer. Just go behind those rocks, Tondo. We get them to shelter. Behind this rock. Here's over. We've got to capture them alive. Get your horse right to the west. I'm going to the east. We'll move in from both sides of the rock. Get him up right, Tondo. Come on, Silver. We want them alive, Tondo. Come on, Silver. Throw down the rifle and surrender. Give up. Well, pull this over. Throw more. Throw down your rifle. Not one. Pull it up your hands. Smash my head with it for the call. Pull that for the call. Keep them covered, Tondo. Huh? We give up. We surrender. You got it? What are you going to do about it? You killed the pony rider. That calls for proof, mister. Maybe we figured you'd done the same. Your mask, ain't you? You know very well we didn't commit that murder. You shoot pony rider from Hein Rock. And you're going to Greenville to face trial for murder. All right, mister. We'll go with you.  But, Jake, he got that letter out in the fire. He got it and he dropped it. Oh, where? Where letter? Letter? I did drop it. I dropped it when I drew my guns. Yeah. And it's too late to pick it up. He didn't stamp out all that fire and the letter burned. Now go on, take us to town. We'll stand trial. You'll go to town all right. And we'll give the commander the information that letter contained. Uh-huh. That's all right. Jake, maybe we'll...  It's our word again, a masked man and an engine.  The curtain falls on the first act of our thrilling Lone Ranger drama. Before the next exciting scenes, please permit us to pause for just a few moments. We could not attack them until he had received orders from Washington, killed the Pony Express rider, bringing those orders. The Lone Ranger recovered the letter. But in the battle with the outlaws that followed, it was destroyed. Our next scene takes place in the fort where Colonel Dawson is stationed. He is speaking to his aide. Did you see my daughter when you were in town? Yes, sir. What did she say? She wouldn't speak to me, sir. I saw her and she walked away from me. Then she meant what she said. I beg your pardon, sir. My daughter has been miserably treated by those fools in Greenville. Fools, sir? Yes, fools. If they had an ounce of brains, they'd realize that I can't attack the outlaws without orders from Washington. Even Sally feels that I should violate my instructions. You sent to Washington for permission to attack, sir? Yes. The reply should be here any day now. If I get permission, I'll attack it once. We'll clean out those outlaws in half a day's time. Without that permission, I cannot and will not attack. The people in town think we're afraid, Colonel. They won't give me a chance to explain. Did you explain to your daughter, sir? I tried to, but even Sally won't try to understand. When orders come from Washington, we can vindicate ourselves. What else happened in town? Anything of importance? Yes, sir. A pony rider was killed. Killed? Shot from ambush. A pony rider, you say? Yes, sir. I wonder if, good Lord, it can't be possible. It was the rider bringing our instruction from the Capitol. I sincerely hope not, sir. His mail was burned. Who killed him? No one seems to know. A masked man and an Indian came into town with two prisoners. Both were identified as outlaws. And they murdered the pony rider? The masked man claims they did. The others claim the masked man was the murderer. The masked man? Who was he? No one seems to know, sir. The sheriff tried to put him in jail with the others, but he got away. Escaped? Yes, sir. The man seemed to think his escape is proof of his guilt. But I... You what? My opinion is of no value, Colonel Dawson. What were you going to say? I thought he might have fled simply to prevent being unmasked. There was something about the man that I... Well, go on. You what? There was something about him that I admired and respected. I wondered at the time if he was the lone ranger. Lone ranger? You've heard of him, sir. Of course. Where did he go when he left Greenville? I don't know. So men tried to follow him, but they were quickly out-distance by his horse. That's all you know about it? Yes, sir. After making arrangements for supplies, I left and came back here. What in the world? Stand where you are. The masked man. The same one. How did you get in here? How did you get by the guards? I came here to speak to you, Colonel. You'll find your guards unharmed. It's incredible. It's impossible. How could any man get by those guards? It isn't hard if a man knows this part of the country.  Colonel Dawson, before the two opened fire on Todd and me, I read a letter addressed to you. It was partly burned. I wanted to see if there was enough left of it to be of any importance to you. The letter was later destroyed when it fell into the fire while I charged the killers. What was it? What did it say? It was an order from Washington. You were instructed to attack the hills and route the outlaws. Taking as many prisoners as possible, but shooting to kill if necessary. How do I know you're telling the truth? You'll have to take my word for it. But I can't attack on merely the word of a masked man. Colonel, if you will permit me, sir. I'll vouch for this man. Even that won't do. Lieutenant, send another message to Washington at once. Ask for a copy of the instructions sent by Pony Express. Explaining the original was destroyed. But it'll take weeks for that messy to get back here. In that time, the outlaws will kill another score of people in Greenville. Without orders, no attack can be made. There were orders. I must see them. I must have them on fire. Colonel Dawson, sometimes a man can carry his military tactics too far. There are times when a good soldier will throw aside regulations if he knows he's right. I act only on written order. You'll have to act before another three weeks, or Greenville will rise against you. They've already said all they're going to say. But they haven't started to act. If those outlaws raid that town again, there's no telling what the people will do. Written order. Very well. And now consider yourself under arrest. Obviously, you attack the guards. Arrest? People have tried to arrest me before, Colonel Dawson. Get him. Stop him. I'll try. The masked man had failed to persuade the Colonel to act. The situation was desperate. The outlaws were still free to raid as they pleased. And the lone ranger felt that it was his responsibility to aid in their capture. We see the masked man as he reigns over to a halt at his small, well-concealed camp. Oh, sir. Oh, my boy. Colonel Dawson wouldn't even listen to me. Ah, him stubborn. He's willing to attack the outlaws, but only on written orders from Washington. You see orders. Yes, but he wouldn't take my word. Him foolish. Remember, Kimosabe, there's some belief that I am the one who shot the pony rider. What we do, huh? I have an idea, Kimosabe. It might work. What? That? Those two men over in jail for shooting the pony rider will never be convicted of the murder. There are no proof. No, there's no proof. If they do come to trial, they'll go free. Huh? So nothing would be lost if we set them free. Let them go? Yes. I don't know. We're going to let them go so they'll be punished. Me not, sir. They will be punished if my plan works. And the first step in the plan is to set those outlaws free. We go there tonight? Yes, and we've just time to get ready. First, I'll explain your part of the plan. The lone ranger in Tata Road to town where they found the sheriff and explained their plan. The sheriff agreed to help them. And later that same night, the masked man and his faithful Indian friend raced to the jail, brought their mounts to a halt, and dismounted. Oh, no. Oh, no. Oh, no. Don't waste any time. Smash the lock with bullets. Me too.  We're here to get you out. There are horses back at the jail. You're the man that brought us here. Don't waste time talking. Take advantage of this chance. Send another bullet into that lock. Isn't that right? That does it. Now open the door, Jake. We're free. Come on, Pa. We're free. This will save us from hanging.  I ain't a man. There's questions. And I see a chance like this. Come on. I'm right behind you. Come on, Pa. There's the sheriff, Tata. That goat is coming from the cafe with half a dozen men. Sheriff do him part.  Give me that. There goes Jake and his friend. Then go to our outlaw camp. Yes. Let's go. Let's go. Let's go. Early the next morning, a sheriff and two deputies rode swiftly to the fort. They demanded that the guards admit them and were taken to the colonel at once. The sheriff explained their errand.  What's the matter now? You know who I am. I'm sheriff over at Greenville. I know that. What do you want here? I have already told you my position. I know, but this is different. Maybe you didn't know about it, but them two men busted out of jail last night. That's your responsibility. But they'll be heading for the hills, don't you, Savvy? I've already told you that I can do nothing about it. But, Dad, I'm telling you this because it's your own daughter that's in danger. What's that? Sally? Sure. They like to not take her with them. Their users are hostage. Colonel Dawson, your own daughter. They wouldn't dare do that.  If they get the girl into the hills, you won't dare make no attack on them.  If they capture the girl, they've got to be stopped before they reach the hills. That's just it. That's why I come here. We ain't got men enough to chase them. I have more than half a dozen men to ride with me. We wouldn't have no luck at all. It's my daughter. I can't believe it. No, no, they wouldn't do that. They're ruthless, sir. Colonel Dawson. What do you want? The Central reports a man riding south of the fort carrying your daughter and his horse with him. Good Lord. That's it. Don't you see? They're already heading for the hills. You've got to do something, Colonel. If you don't, sir... How do you know it's my daughter? The dress and hat. The same outfit you wore when she was here the last time. That settles it, sir. We've got to move. If you don't give the orders, Colonel Dawson... But I... I'll give the orders to charge myself. Have the bugler sound assembly. We're going into the hills. The troopers sprang into action. Orders were barred. Weapons made ready, horses saddled. The colonel himself leaped to the saddle and placed himself at the head of his soldiers. A lifted hand, a sharp command. And the troopers racing in pursuit of the masked man whose great white horse was wandering toward the timber at the foot of the hills. A splash ahead of the soldiers to the outlaws camp. Jake and his companion are standing before their leader, Wolf, who questions them closely about their escape from jail. But why does this mask mean his engine frame lets you out? We didn't stop to ask no questions, Wolf. We were just dog-gone glad to get free. Don't make sense. First, he takes you to jail.  What'd he do it for? He wouldn't have been convicted, no how. There wasn't no proof against you. What you say is true. Just the same. I'd sooner or not take a chance on a jury. Who's that coming? That's the man who let us out. Coming here? That's it, Wolf. Don't you see? He wants to join up with the gang. He figured he'd get in good with you by letting us out. Where's what he's going here for? There he is, see him? Coming up the hill. Well, I'll talk to him. Hey, once you got with him there, who is that woman in the saddle? George, I don't know.  There are soldiers coming behind him. They're chasing him here. He let him right to us. I thought you said you'd destroy that order for the soldiers to come here. We did. We're seen it by... Get your guns, boys. Get your guns. We gotta fight for our lives. They resisted desperately. They fought for the ferocity of trap rules, but the soldiers charged down upon them with the irresistible efficiency of brain troops. They surrounded the camp, and their guns began to cut down the outlaws from all sides. At last, the gang threw away their arms, and Colonel Dawson assumed command. Roke him and take them back to the post. We'll put them on trial there. The dog gone, Colonel Dawson. That's where they'll get a trial that'll give them what they got coming. And there's the two who killed the pony rider. You can't prove it. You may not hang for that, Mr. Jake, but you'll get your punishment for other crimes. And you, sir.  Your daughter is quite safe, Colonel Dawson. Come, Tata. Hmm? Me? Give the Colonel his daughter's clothes. You? You're the one that was on the horse? Me? Same, fella. This alley would be glad to know that she loaned her clothes to help our plan. By Thunder Dawson, there's the time that one was put over on you. You may take my word for it, sir. The orders to attack were sent to you. Hurry up! The story you have just heard is a copyrighted feature of the Loan Ranger Incorporated.


12,000 years ago, at the end of the last Ice Age, and the beginning of the agricultural revolution, Earth housed six trillion trees. Today we have just three trillion left. At the same time in the last few years, we've seen a growing number of companies interested in investing in forests. Today we're going to be asking the question, what is the business case? Given the size of the challenge, what should we be mindful of as we seek to scale? Thank you for joining this version of the Sustainable Development Impact Summit session, focused on investing in forests co-designed with MasterCard. I'm delighted to welcome Minister Lozano and our esteemed speakers on the panel and for our discussion afterwards. We'd like to make sure that this is an interactive conversation, and so you'll be able to join the conversation through our application slider. Please feel free to either scan the QR code or to go to the session to the link itself and to ask your question. Please be specific regarding the speaker that you'd like to ask your question to and note that you're able to upvote the questions that you'd like to hear a response from our speakers. In the second half of the session, for all those who are dialed in via top link, we'll have some breakout groups and some instructions are being posted in the chat at the moment. In the studio with me today, I'd like to welcome Nicole Schwab, our co-director of the forum's new platform for accelerating nature-based solutions. Nicole, what is the forum doing to stimulate corporate investment and collaboration on forests? Thank you, Jill. Welcome to our participants and guests. In January this year in Davos, we launched 1T.org, the forum's trillion trees platform in collaboration with Salesforce, to serve the global community in our collective effort to conserve, restore, and grow a trillion trees over the next decade. This effort comes at a critical moment as the UN is about to launch the UN decade for ecosystem restoration, recognizing the severe risks caused by nature loss and the need to act now. And it is therefore with great pleasure that we have been able to launch this platform. And one of the core components is to raise private sector ambition and engagement and to offer a space where companies can come together and share best practices but also access the latest standards and tools for what makes credible commitments and what are the best pathways for science-based implementation of such commitments towards forest conservation and restoration. A few weeks ago, we launched the US chapter of 1T.org in collaboration with American forests. And on that launch already, we had 855 million trees pledged to be conserved or restored. This is the beginning of what we hope will be a journey towards trillion trees and is a testament of what is possible, but most of all, what is needed. Thanks, Nicole. What does the forum aim to achieve with this new platform that has been launched? So as we are facing this dual crisis of climate change, but also nature loss and rapid degradation of our ecosystems with severe consequences for our livelihoods and economies, nature-based solutions offer a critical pathway and strategy to address these challenges. And that's why in addition to 1T.org with this platform, the World Economic Forum seeks to raise attention and awareness on action on nature-based solutions, make sure that we not only look at conservation and restoration of our forests, but also how we can halt commodity-driven deforestation with the Tropical Forest Alliance, work on how to ensure that carbon finance delivers nature-positive outcomes and then establish the roadmaps for industry transitions from what today are mostly nature-depleting economies to a situation where we can build and establish nature-positive economies and regenerate our ecosystems. So that's really our vision. And that's how 1T.org fits into this broader picture of engaging the private sector and other stakeholders in transitioning us towards a nature-positive economy. Thanks very much, Nicole. We're going to move to the panel section of this conversation. Peter Menang, fantastic to have you here with us. You're the principal scientist from the World Agroforestry Center based in Nairobi. And I'd love to hear, in your view, what is driving this increased company interest in investing in forests? Thanks, Jill. Thanks, everyone. Good afternoon, good morning, good evening to everyone. I'm glad to be here just to share my thoughts with you in terms of our experience working with companies. A number of things come to mind when we look at growing interest from companies. I think the first one, which looks maybe a bit obvious, is the fact that companies are looking at very reliable and sustainable value chains, supply chains for the material that they require, whether it is direct or indirect. A lot of companies are more interested in this sphere, partly because of that. And you would see that, especially those in the renewable sector that I'm part of, looking at oil palm and its contribution to the sector, the sustainability of that supply chain is extremely important. And looking at something like cocoa coming from West Africa, which comes at a huge cost to the environment in Ghana, Cameroon and Côte d'Ivoire, is a very good example. Cosmetic companies, as you would see now, getting share of butter from the Sahel countries are also facing difficulties because that ecosystem is highly degrading and the trees are only naturally occurring. So in the future, if something isn't done to maintain the ecosystems, then we wouldn't have any raw material. But I think a lot of other companies are coming into this because of the increasing potential of forest and the contributions of forest to climate change. 15% of greenhouse gases come from deforestation and forest degradation, but also from agricultural lands that are highly linked to the supply and value chains of many companies. 50% of annual GDP is impacted by forest degradation and degradation of tree-based systems. So if that impacts the GDP, obviously the entire value chain of the companies and the systems, the economies are impacted. But I think a third dimension to this is really looking at the core benefits of investing in forest, really looking at climate change solutions, big innovations in terms of medicine, looking at provenances from forest, but also looking at maintaining tree-based systems for carbon capture and storage, for example, is a huge one. You would see I work in the area of agroforestry and currently we have 1 billion hectares of agroforestry land around the world. This is agroforestry meaning areas from lands or landscapes where you have more than 10% tree cover in the systems. These 1 billion hectares are actually at the moment holding 20 years of continuous deforestation emissions from going up in the skies. So if we get more agroforestry systems in the landscapes, then we are virtually holding up a lot more carbon and making the world green and providing more ecosystem services. Water that is a service that many companies use. We worked a lot with breweries in cities where we work on water systems and ecosystem services. But I think the one last point I think is looking at the whole value web that the companies are involved with because no one company can do this. So I think a forum like this is extremely important where there are interactions and looking at how the companies come together. But because these are complex problems, the value chains are highly linked, they are non-linear. So we do need these kinds of platforms to be able to deliver on the ambitions that we all share, whether it's the private sector research or for a better environment. Thank you. Thanks very much, Peter. You mentioned carbon capture, you mentioned supply chains, you spoke about innovation and food security, all good reasons to invest in forests. Let's hear a little bit from the companies. Christina Kloberdans, you're the Chief Sustainability Officer at Mastercard. Your priceless planet coalition is restoring 100 million hectares of trees, 100 million trees, apologies. What propelled Mastercard to invest in this space? Hi, thanks so much, Jill. If you think about Mastercard and the business that we're in, we're a payments company. And for the last, well, five years ago, we set a target to move 500 million people into the formal economy. We did that this year and we actually increased that in additional 500 million, so a billion people. That's the same population that is the most vulnerable to the effects of climate change. And so for Mastercard, by investing in nature, we're able to address both and bring benefits to climate, community and biodiversity. If you think about Mastercard, our own environmental footprint is not that significant. We're a payments company, but we have the opportunity for real change when we engage our network. And if you think about our business model, you issue cards through the issuers and the banks and consumers use those cards with merchants and retailers and we have a reach of nearly 3 billion cardholders. So the role that we can play by engaging those consumers is we launched our priceless planet coalition earlier this year. And the coalition, as you mentioned, along with our partners has committed to regrow 100 million trees over the next five years. And with the expertise of organizations like Conservation International and WRI, we've created a global effort that is focused on projects that will drive the greatest global benefit and benefits to climate, community and biodiversity. But as was mentioned just previously, we know it's bigger than any one of us and it's gonna take all of us. It's gonna take government, it's gonna take business, it's gonna take consumers to work together urgently to address the challenges that we face for both people and the planet. And that's what priceless planet coalition is all about. And I'm happy to answer more questions throughout the session and look forward to speaking with people during the breakout as well. Super, thank you very much, Christina. Kathleen McLaughlin, you are Walmart's chief sustainability officer and the president of Walmart's foundation. And yesterday Walmart came out with a big announcement talking about becoming a regenerative company with zero emissions by 2040 and a commitment to protect, manage and restore 20 million hectares of land. Why this, why now? Yes, that's right. Well, we've been working on sustainability for over 15 years now at Walmart, social sustainability, environment sustainability, working on climate, waste, nature, human rights, economic opportunity. But this week we did elevate our ambition in a couple of areas. First, with respect to climate, we have taken our science-based targets, which we set a few years ago, I think we were the first retailer to set science-based targets for climate. And we've elevated our ambition to get to zero emissions in scope one and two without the use of offsets by 2040. So that's across our 27 countries, 10,000 stores, our transportation network, including long haul, transportation fleet and so on. And so that's part of it. Second, we're recommitting and doubling down on Project Gigaton, which is our effort in scope three to transform product supply chains. And that includes forest products, as well as products that come from oceans and are sourced back to agricultural lands, to grasslands, to decarbonize those supply chains. Our target is a billion metric tons by 2030 working with suppliers across those supply chains. And then third, and perhaps most relevant for this conversation, we set a target for nature. We're committing to conserve, restore and better manage 50 million acres of land, including forests, and a million square miles of ocean. And these are landscapes that are critical for the production of food and other consumer products. So we're going to be working with our suppliers through business initiatives, as well as philanthropy to do that. And so it'll be a combination of improving standards for sourcing, working at landscape level in jurisdiction projects with people to change the way landscapes get managed and also making investments in enabling factors, things like traceability or transparency tools, capacity to organize these kinds of initiatives. So that's what we're committing to do and really ultimately our goal is to change the way that consumer products and retail as an industry work. We want to work in harmony with nature for the benefit of people. And it's what we mean by talking about becoming a regenerative company. We'd like the whole industry to take a regenerative approach. Thanks very much, Kathleen. Very inspiring to see the work that you're doing and to see the way in which Walmart is breaking new boundaries in this domain. Ralph Fitzner, you are the global lead on sustainability for the Volkswagen group. Thank you very much for joining us here today. Volkswagen's put a very big focus on conservation in your work related to forests. And I'd like to understand why that made good business sense for you. Yeah, thank you, Jill. Good evening, good morning. Good afternoon to everyone. Let me put that commitment on conservation also into context because a bit other than, let's say financial services companies such as MasterCard, the carbon footprint of Volkswagen really matters, especially if you take scope one, two and three into account. Because if you sum up basically 10 to 11 million cars a year over the life cycle, you end up at approximately 1% of global carbon emissions. So whatever we do in terms of decarbonization, it really matters. And so our key aim overall is to become carbon neutral by 2050. And we also set interim targets first for 2025, reducing the carbon footprint of our life cycle of the passenger cars by 30% versus 2015. This also includes a certain amount of CO2 compensation. And we furthermore just have released today the approval of our science-based targets. So we're happy to announce this basically first time to the public that we got that approval as well for well below two degrees pathway. And what's important to us in also having the diesel scandal and as a background, credibility matters. And it's absolutely essential for us to be credible in everything what we do. And therefore we define the hierarchy of reduction measures. So starting first with reducing emissions by improving energy efficiency and manufacturing, for example, same as within our supply chain. Second, then rolling out renewable energies. And thirdly, this is basically the last but not least measure, compensate a certain amount of non-avoidable carbon emissions. And in this context, we also just launched the ID3 as a first carbon neutral car handed over to the customer powered by green electricity and manufacturing also from our battery manufacturers. But we believe it's important for our customers that there are really opportunities and options for carbon-free or carbon neutral individual mobility. Therefore we hand this over to our customers and here comes the conversation into play, the conservation of forests because first thing is, I mean, it's significant in size, what we have to do and what we have in our plan. We also love planting trees and have a lot of corporate citizenship activities and plan that I think two and a half million trees over the last years in different areas of the world. So that's happening as well. But for the decarbonization program, one important cornerstone is to scale and to create an impact. And therefore we believe forest conservation of endangered forest, protecting biodiversity in natural heritage is the effective and efficient way. And therefore we have a strong focus on these types of projects. Thanks very much, Ralph. I'd like to go back to Kathleen because it's really interesting that you have both a business hat within Walmart as well as a philanthropic hat. And I'd really love to understand what in your view is the business case for investing in forests and how did you make that case to Walmart within the business? Well, what's become clear through the work of many scientists and others is what is happening on our planet with respect to climate and ecosystems. And it's clear that as a society, we are now exceeding the boundaries of the planet. So from a very basic perspective, as a company that sells food, that sells apparel made out of cotton and other things, we won't have supply of commodities to sell to our customers. And perhaps more importantly, the communities that all of us live in are at risk. So whether we're talking about associates at Walmart or our customers around the world in all of these communities, obviously the prosperity of nature is the prosperity of humankind. So business case is pretty clear. And so for us, the reason that we pursue these things through business and philanthropy is what we're talking about is massive transformation of societal systems. So we just heard Ralph talk about transportation, we heard Christina talk about financial services and so on, well, same thing in retail and consumer goods, the kinds of things that we bring into our homes to eat or to wear or to decorate our homes. Changing the way all of that gets produced is a massive systemic undertaking that will take business action. It'll take philanthropy. It's going to take government action. We have to rewire the practices, policies, resource flows, tools, technologies, mindsets that are at work in all of these systems. So yes, it's critical for business, but it's critical for all sectors of society to collaborate. Thanks, Kathleen. And this takes me to my next question. I'm going to go to Christina on this one. We spoke a little bit about the business case. And as you mentioned, Kathleen, it's not just about one business taking action in one location or in one value chain, but we really need systemic action across all industries and within all industries. So Christina, I'd love to hear from your perspective what support do you feel is needed for this industry-wide effort? Yeah, thanks, Jill. And it's interesting with Kathleen and with Rolf. I was shaking my head at everything that they were saying because we come from different sectors, but we're all after the same thing. We may be doing it in slightly different ways. But as I've said, it takes all of us. And so I think it's interesting at MasterCard, as I mentioned, we're using our business model with our different partners. And so we are working with them to activate so that it's not just a donation or philanthropic, but it's actually part of their business model of how they reach their consumers as well. And if you think about actually adding consumers into this as well, and consumers, we know they care, and if we can actually help inform and inspire and enable them to take action themselves against their own carbon footprint, we really have a chance at a movement. And so as you mentioned, Jill, we're private sector companies and we know our business, but we're not the experts in reforestation. We learn and we're gonna learn from each other. Bar from each other, we're gonna partner with each other. But we also need opportunities to learn and to continue to grow with this space because it is continuing to evolve. And so that's one of the things that working with the 1T.org and the Corporate Alliance, that we've had the opportunity to have expertise engage with us and actually learn from other companies that might be one step ahead and are beginning to pilot certain things. So it's gonna take us all, but if we can all get behind this, then we have a chance at actually reaching scale and real impact. Super, thank you, Christina, for that. Interestingly, in consulting with the companies, one of the issues that was raised very prominently was credibility and Ralph, you mentioned that credibility is key to Volkswagen and the way in which you're implementing your programs given some of your history. How do you help to ensure that your programs are credible? And by that, I mean not just impact this year or next year, but in a decade from now, in a century from now, how do we make sure that the trees are still standing and the rivers are flowing? It's a great question, Joe, thank you for that one. So again, I think we have to differentiate between two parts. One thing is corporate citizenship, CSR activities where we often do have projects which are close to company sites where we engage our employees. And basically, since it's close to sites where we planted, meanwhile, two and a half million trees, those projects are, let's say, adopted by our employees and there is also a close monitoring by the people who engage in this. So that's basically the credibility side that people nearby take care of this. The other one, if we're talking about this one million hectares which is really massive at scale, then we have decided in our decarbonization and compensation strategy that we will only go with a higher standard. So either the gold standard or the VCS plus community and biodiversity standard in terms of certification. And that's one thing which helps us to get a certain level of credibility. The other thing is that we also carefully choose our partners whom we work with. And going forward, we also intend to really set up our own project. So it goes way beyond simply, let's say buying some rep plus credit somewhere on the market and then you post on your website, we've compensated something, but we're really going deeper into that. We've selected the countries which we are working with where we have a footprint, where we have operations. So that also these projects despite they will be most likely in the tropical area which are the most productive ones, they are again closely tied to our business in that country. Thank you Ralph for that. And turning to the grassroots, as you talk about what it actually takes to have impact on the ground, I'd like to turn to Peter and understand from your perspective, how is the business case being made on the ground in communities that are interested in reforestation? What does it really take on the ground to ensure that this impact is sustained? A couple of things, thanks. Really interesting question, a couple of things. I think the first point I think is really to make sure that the whole reforestation, restoration, forest investments are linked to local jobs, working with ecopreneurs, local businesses. So making sure that the whole small and medium size enterprises link to sustainable forest management, sustainable tree planting is a big part of the business because without that, there is no commitment. I think a second thing is to really make sure that we are not only investing in the trees because if you look at the history, we've planted so many more trees that we wouldn't be at the point of planting trees anymore if we were only looking at what we've done so far. But going beyond tree planting to tree growing where the trees are actually meant to survive and managed in the ground is extremely important. And that means you have to design incentive systems that go with those, that make sure that the trees are managed long term and that the ecosystem services that are desired by diversity are actually followed through because it's not a day's process, right? It's a long, long term process in many places. So that incentive system needs to be there. And that means in many cases where we have experiences across Africa, Latin America and Asia, there is a big missing middle problem that needs to be addressed. And what do I mean by that? I mean, you have on the one hand, the companies and the investors with the goodwill up there and you have the ground where the people can work but that middle level capacity at local level that understands the local dynamics, especially the tenure issues that relate to trees because land ownership, tree ownership is a big issue. And if you don't have people who understand that working with you and having the capacity to follow through then that doesn't really work. I'll stop there. But those are sort of like really some key and major things that would enable things happen on the ground. Thanks, Peter. Very interesting to hear your remarks there. And this takes us then naturally to our next question and some questions that we are already being asked through Slider related to some of the criticisms that we've seen on tree planting initiatives. And I'd like to turn to Nicole for this one. On the one hand, critics are saying, companies should be focused purely on emissions abatement. That's where the attention is needed now. On the other hand, they say, this is not so easy to do. You can get it wrong with plantations, exotic species. How would you respond to some of those criticisms? Thank you, Jill. I think what's very important is that we get away from this either or mentality because it's really not helpful. It's absolutely clear that we need to decarbonize our economies. And it's also very clear that we need to protect the ecosystems that are still intact, our old growth forests, and we need to restore the graded ecosystems. So it's not an either or. It's a both and both for climate reasons and for biodiversity reasons. So that's the first point. Second, as Peter just made very clear, it's not just about planting. So of course, the criticisms around, just planting trees are valid. It's about making sure that these trees are nurtured and have the capacity to grow until maturity. So that's the second point, I would say. And finally, of course, it's not about any tree anywhere. It's about the right tree species in the right place, in the right context. It is complex, but there are sufficient examples that show us that it's possible. And as we've heard from the three companies here on the panel, it is a both and approach. And I think we also need to stay away from this simplicity and embrace the complexity and see the solutions that show that it is possible. Thanks very much, Nicole. Appreciate that. So I'd like to just close out this piece of the panel by asking each panelist one question, which is what has been your greatest learning in implementing your initiatives to date? And then we'll turn to Slido and get some questions from the audience. So perhaps first we'll kick it off with Christina from Mastacod. Sure, thanks so much, Jill. I'd say there are a lot of learnings. I would say one of the biggest learnings is don't wait to start until you have it figured out. Start and set a big goal and then you learn. I think it's also one of the things that I've found is that people, when you talk about the criticisms, people typically think of nature as the victim and not necessarily the solution. And so one of the things we're hoping is that through the Priceless Planet Coalition and demonstrating restoration at scale, that we can hopefully change that and that nature is seen as the solution and therefore more investment will in turn come. But Nicole just hit on it and also learning that it's not about planting a tree, it's about regrowing forests. And so with that, it's science matters. It science matters. And it's gonna be really important that there's transparency in investments as well as impacts. And if we have that, then I think we have a solid chance. But yeah, I guess the biggest learning to sum it all up is to get started because there's no time. There's no time to stop and wait. We need to go. Thanks very much, Christina. Can I turn to Ralph to give your response to the question of your greatest learning in the process of implementing your programs? Yeah, happy to do so. And I would slightly like to rephrase what we just heard in terms of start and learn because I'm fully with you if it comes to basically planting trees in areas where you have access and where you already know what's going on in the context. But the other thing I would like to mention here, and this is also one of our learnings, the situation, especially if you want to protect forest at scale, it's quite complex. And you have to be mindful to think before you act and not to do things without knowing the circumstances, knowing who owns the land, who has ownership rights, especially if you go to tropical areas, you don't have these typical recordings like in Western European countries in terms of land ownership. So you have to do a very careful due diligence. You have to do the stakeholder involvement on the ground. Otherwise you would easily run into risks of violating principles of indigenous people of running into reputation issues. So that's why we also have chosen to partner with an experienced project developer because otherwise, if you are too fast and on the other hand, I'm fully with you that we have to act fast, you have to be mindful about the risks. And this is one of our learnings. Hey Jill, can I jump back in really quickly? Absolutely. Okay, good, Rah, I totally agree with you in the sense that I say act, but not blindly. You have to act with, and that's why partnering, I think, with credible organizations that have the experience, that have the credibility and the reputation and the science-based approach, I mean, as a business, learn from those organizations. By all means, yeah, don't just, don't just run. How should I run with you? Without anyone in the seat with you, partner and learn from them, exactly. It's an interesting balance between making ambitious commitments and then actually implementing them. And it requires perhaps a bit of both. Kathleen, unto you, what has been your greatest learning in your position in this process, particularly focused on forests? Well, first of all, apologies if there's background noise. This is the joy of live recording. My neighbor has geared up the power tools. Not sure what he's doing. I hope he's not cutting down a tree, but it's a bit of noise here. For us, I would say it's to challenge this mentality of trade-offer either or, and look for the natural overlaps between, if you're a business, between business and addressing nature. And that's the place to work is that intersection. We are all on this one planet together and the linkages between economic sustainability, environmental sustainability, social justice have never been more profound. So working at that intersection and then translating the nature goals into practical actions that a business can take in concert with civil society, governments, local communities and so on and applying the same innovation approaches, problem solving that you would bring to any kind of complex scientific problem or business problem to figure that out. That's how we're able to make progress. Thanks very much. Finally to Peter, any thoughts from your end, particularly on something that you've learned in the process of working on forests? I think a key phrase for me would be to embrace complexity and deal with it, because there's no way it's not a simple problem. It's very complex and it does need many hands on deck and many brains thinking differently. So that's really and applying some evidence-based approaches. Thanks Peter. Peter, I'd like to stay with you for a moment because we have a question from the audience here about how can we incentivize tree planting? What's the case that can be made here? And any thoughts that you have on that? We've been working on a number of incentives. So there's a suite of incentives that we do apply. Of course there's financial incentives, but there's also, at the same time, you apply financial incentives, more policy incentives, but you do have to come in with some rules as well and be able to apply these incentives as well. So we do normally talk about the carrots, the sticks and the sermons, the carrots being the incentives that push people, motivate people to do it, the sticks being punishment in terms of violations of forest policies, infringements, wrongful clearance, and then sermons being more the educational parts of the story. So there's a suite under each of these three categories that we do apply and we have a lot of experience on how it works in different places and in different contexts. Thanks very much, Peter. There's a question here from Nicole. What's the formula to take this to the top of government and private sector agendas? Well, I think that this type of panel, like we are having right now, is a way of showcasing what is possible, what some companies have already been demonstrating which does show leadership coming from the top level of these companies. And when it comes to the public sector, we will be hearing in the closing from Minister Lozano of Columbia, the president of Columbia also supported the launch of 1T.org and we really see this very much as a public-private partnership. I mean, obviously multi-stakeholder, but the way we are working with 1T.org is from the beginning to engage the private sector at the highest level and the governments so that this effort can really bring all the different parties along as we've heard from some of our panelists that this is really what is needed. Thanks, Nicole. We have a question here about related to the issue of incentives which asks what about incentives to locals to stimulate natural regeneration? That's much better than planting trees. I'd like to take that question to Peter, given your work on the ground. What's your view in terms of stimulating and aligning the incentives with local communities? Oh, absolutely. That's really, really key in almost all of the experiences we have. A lot of the times, some of the incentives will be building on local knowledge using local technologies, using local systems, but also getting them to manage it themselves and actually get the benefits because we have billions of people that depend directly on forest and if you get them to directly benefit from it, it's much, much, much bigger. Sometimes there are financial incentives but there is a risk with that that it tends to crowd out other motivational incentives that are more intrinsic. So you do need to look at the context carefully but local incentives are really, really the best way to go in most contexts. Thank you. A question here for Kathleen. How did you determine the size of your commitment and how big is big enough? Yeah, so we worked with Conservation International to take our supply chains that link back to natural ecosystems. So mostly food commodities caught in as well and we took our major commodities and then just mapped it back to understand what are the landscapes based on scientists' best estimates of typical yields in those regions, translating into products that our customers are using around the world. And we're in 27 countries, we have 270 million or so customers each week that rely on us for their food, for their families. So doing the math on that works out to about 50 million acres of land and a million square miles of ocean. It's largely Western Pacific, fisheries and Cantuna is the main thing for us. So we mapped it back and that's our starting point. It's a starting point, it's a rough estimate, it's hard to get the exact number but we thought, well, let's start with that. And then the notion is to work with suppliers and with others, the NGOs that we work closely with, local communities through a combination of place-based projects, but also things like improving standards and certifications, trying to progress towards segregated commodities, much better transparency and traceability tools, building on some investments we've already made over the years in things like global forest watch or other tools. And as I was saying before, it's really partnership and it's total ecosystem transformation that's gonna be needed for every one of these chains. How much is enough really for all of us as a society? It's the planet, you know, what folks like WWF and others have been saying is, we need to restore nature back if we're at about 30% nature coverage. Now we need to freeze any further loss and move it back up toward 50. You know, that's what we're hearing. So, and that's gonna take a collective effort from everyone. Thanks, Kathleen. There's a second question, which I think is best placed for you to answer as well related to suppliers. The question is, how receptive are your suppliers to your focus on forests and what convinced them to engage in this agenda in a greater way? Suppliers are very receptive. We have 2,300 supplier companies. So these are consumer companies across all categories already engaged in Project Gigaton. So they've signed up and they're working on meaningful initiatives to decarbonize their supply chains. And this is just an extension of that. What they tell us is they're hearing from their own customers, their own employees, their own communities about the urgency that we face both with respect to climate and natural ecosystems. And so it's in their interests for their own stakeholders to pursue this. They say that they actually appreciate having a customer like us ask them to participate because it gives them a reason to turn within their own leadership teams and say, listen, Walmart's asking us to do this. How about we join in? Gives them a reason if there isn't alignment about pursuing this to do it and also support on building out capabilities. So we work with NGOs, we work with suppliers to help people who might need support to figure out what to do to go faster on some of these things and connect the dots. And I have to say the suppliers, many companies are in the lead on this already. There are a number of folks. You can look at Denon, Unilever, for example, Mars, a number of companies are already out there at the forefront doing really creative work around nature. And so there's already an ecosystem building. One planet business for biodiversity is another example of a consortium of consumer companies that have started down this path. And we hope just to bring everybody along to make it accessible for all companies, regardless of what size you are to just build this into how you do business. Thanks very much. A question for Peter Manang here, likely from one of our young audience members, likely a global shaper. They ask, how can grassroots organizations, including global shapers, help companies and NGOs reach their objectives faster? Yeah, I mean, local organizations are really what I was calling the missing middle because we do need a critical mass of this group of people who understand the local complexities, who understand the tenure dynamics on the ground, who can sort of manage the incentive schemes at the local level, who can actually be sort of middle people in terms of conveying more complex knowledge to the local level work on trainings. That's our experience in terms of looking at how local organizations and young institutions can do this. But there is a lot of capacity building that is required and there is some homework to do that we do need to together build on to enable them to do that. But there is a lot of scope and we can actually further develop that. Thanks very much, Peter. Final question, and I'm going to pose this to Ralph. How do you decide where in the world to invest and how do you find your partners? Well, one thing I mentioned earlier on and Volkswagen has basically 120 manufacturing side or 120 through three all across the world, 660,000 people working for us. So it's a quite significant amount of people. So one criterion is wherever we do projects in terms of forest conservation or tree planting activities, there has to be a link also to Volkswagen production or Volkswagen business in that country, which is not too difficult with 123 sites and being all across the world. In terms of scaling and creating an impact or creating a bang for the buck, we also said, let's focus on tropical forests because basically they're more productive. So in terms of storing CO2, the impact is much higher. And also if we look for example at countries such as Brazil, I mean the deforestation is the biggest danger there and wherever we can contribute to stopping deforestation and forest restoration, I think this is the most urgent topic. So that's why we currently focus on tropical countries. Thanks very much, Ralph. I'd like to thank all panelists for your really fascinating discussion. We are now going to come to the end of the first phase of the session. If you've joined by top link, please just give us a moment. If you're a part of our webcast audience, thank you very much for your time. If you'd like to collaborate with us, please go to 1T.org or if you're based in the US, US.1T.org.


So I wanted to record a video on a topic that I like to call modes of being. Now, what are modes of being and why are they important to you? So the way that we operate as humans is that a large amount of the way that we take action and the way that we think is determined by our levels of consciousness, meaning where are we at at that moment? Are we in a in a depressed sort of state? Are we in a normal state? Are we in a happy state? In an abundant state? And different modes of being, different ways of being in the world get basically different results and different growth out of us. Some of them obviously do not. What I do is I consciously like to choose one of three types of modes of being that I like to inhabit as much as possible throughout the day because these are the ones that have generated all of the results that I have created in my life. So what are these three modes of being for me? And again, they can be very very different for you. So it's very important to find what these are and then learn how to tap into them. So the first one is the meditative mode of being. That's where what I do is I center my attention on the present moment and I make sure that all I'm focused on is what I'm feeling at the present moment, basically mindfulness. So this is for example the mode of being where I'm at right now, which is to eliminate thinking, focus as much on the present moment, focus on sensations and just let everything come up and pass. And this mode of being is very useful because what it does is it keeps you grounded. It keeps everything kind of moving and becoming very fresh and it keeps new ideas coming up. So as long as I'm in that mode of being, I tend to attract really better circumstances in my life. I tend to attract better ideas to my life. I tend to come up with a lot of creativity and things that are negative tend to pass very very quickly. So it keeps me grounded. Now the second mode of being is what I've learned from David Goggins. And you can read his book Can't Hurt Me, which is arguably one of the top three books that I've read in my entire life. And in the book he kind of describes this mode of being that he calls Can't Hurt Me, which is in a mode of being where what you're doing is you're challenging yourself to become the toughest version of yourself, to become a brutal killer for your mind and basically reach a situation where you can overcome your mind and overcome yourself. And a large part of the way that he recommends to do this is by taking the limits which you thought you've had and then breaking them by becoming very very uncomfortable and sustaining that. So I take up this mode of being usually once a day when I go, for example, for a run. And what I'll do is I'll take the current limit that I have, the pain limit, the frustration limit that I have, and I'll try to extend it beyond that. So I'll try to see if I can push past the current boundaries that I have that when I reach a certain point I just say, okay, I have to stop. This is too much. And you can apply the same for work, for reading, for studying, for meditation. Basically, how far can I push beyond my comfort zone and sustain it and continue moving forward? And this is the second mode of being that I can take. Now, the benefits of that mode of being is that it makes you much tougher. It makes you non-reactive. It raises your standards of what you believe you can do. It lets you take control over your mind and basically allows you to become a much tougher, stronger version of yourself with a lot less limitations. Now, the third mode of being is what I've learned from Grant Cardone, which is basically the 10x mode of being. And in that mode of being, what you do is you basically take whatever thinking that you currently have and you multiply it 10 times. So that means if your goal is to make $500,000 by the end of the year, you basically take that goal and you say my goal is to make $5 million. If you're trying to have a date with your wife, you say, okay, instead of having a regular date, let's see how we can 10x that date.  Same thing for working out. How can we take this regular workout, turn it into the craziest workout in the world? Let's say, I want to improve my sales. How can I 10x my sales? I want to improve my marketing. How can I 10x that? And basically it forces you to think in a geometric way, in a frog leaping way rather than an incremental way, because the way that we usually think is how can I take what I have and add more? So if I'm making, you know, $10,000 a month, how can I make 12? And this kind of thinking is basically how can I go from 10 to 120 per month? So that is this third type of thinking. And what it does is it opens you up to a higher level of thinking that can actually get you to a higher level of success in life. It makes troubles go away, because whatever you're afraid about, whatever, you know, makes you feel uncomfortable, whatever you're scared of and feeling scarce about, when you can think in those 10x terms, whatever concerns you may have disappear at that higher level. For example, if you're currently worried about how do I pay my bills? If you then change your focus from how can I make, just make it to the end of the month, how can I make the $2,000 just to make it, to how can I make $20,000 this month? When you start asking these questions, also the the worries and the stresses and and even the rewards of that earlier level kind of go away. And I've used that to 10x my business as well, because in half a year I've built a business with my partner that has 20-something employees, dozens and dozens of clients and is growing very very fast, because we were able to constantly 10x our thinking and really just make these fraud leaps, which obviously worked well with things like meditation, because meditation helped me stay sane, basically helped me stay centered and grounded, despite things going up all the time. So I hope this kind of helps you understand the three modes of being that I take and I hope one of them at least inspires you to also take up one of those modes of being and try to also inhabit them as much as possible. Let me know in the comments if you have any questions and feel free to chat with me or sign up below for our company Primatica if you're looking for B2B marketing or looking to automate your company. Thank you.


Dear students, I welcome you in the course of leadership, emotional intelligence and decision making. This is module number 84 and we are going to talk about what makes an effective leader in terms of its practical implications. This article is written by Peter F. Drucker which is also known as father of modern management. Peter F. Drucker has given us certain ingredients to make the recipe for becoming effective executive. Now when we talk about becoming effective executive, remember that there are certain things we need to focus upon and those details would be discussed in more elaborative manner now. When we talk about becoming an effective executive, the first thing is that we should have the knowledge that you should be requiring to make the things good. You have to ask what needs to be done, what are the requirements of the stakeholders, what are the things we need to focus upon. Once you know what must be done, identify tasks you are best at and concentrating one at a time because multitasking is not something which is very appreciable. You should be able to set the hierarchy of priority and that hierarchy of priority should be executed as per planned. Second thing you need to know is ask what's right for the enterprise and obviously that should be in the right direction of their mission, vision and values and that should be according to the defined objectives. Don't agonize, this is a very important thing you need to understand. Don't agonize over what's best for owners, investor, employees or customers. The scenes that are right, that is very important to understand, the scenes that are right for your enterprise are ultimately right for all the stakeholders because we also need to see what are the stakeholders' concerns with the organization and until the stakeholders' concerns are understood, it would be difficult for us to decide what is actually right for the organization. Secondly, remember that when you are converting knowledge into action, you have to develop the action plans and these action plans are basically related to your plans which you have devised that specify desired results and constraints and in accordance with the organizational facility. For example, is the course of action legal and compatible? We need to check these two things because if there is any legal implication, then you will be responsible for it and the organization is going to suffer with it. So with the company's mission, values and policies, it is not against the policies. Secondly, take responsibility for decisions and when we talk about responsibility for decisions, remember and ensure that each decision specifies what is accountable because the answer is necessary for carrying it out when it must be implemented, who will be affected by it and who must be informed.  Another important thing is talking about take responsibility for communicating and when you talk about responsibility for communicating, get input from suppliers, subordinates and peers on your action plan because with the 360 evaluation, we are able to understand when and how we are doing wrong or what we are doing right. And focus on opportunities. You have to promote your positivity rather than just thinking about problems because problem itself is not something to think about, rather you better focus upon the opportunities and the solutions which can solve problems. So you get results by exploiting the opportunities, not solving problems. Then match your best people with the best opportunities so that they can achieve their results better. Another important thing is that you have to ensure company-wide accountability. All of you are involved in that. You have to take a holistic view and a holistic perspective. For that purpose, you have to conduct productive meetings. And for productive meetings, remember that you have to articulate each meeting's purpose, making an announcement and delivering a report about the feedback and about the contents and about the details related to that particular meeting. Secondly, always remember that in meetings or generally in communication with the people, you have to inculcate the culture of we, which is promoted, rather than you should be focusing on I, which is not much appreciated. So your authority comes from your organization's trust in you. And this trust would always be built when you use the word we rather than focusing on just I. To get the best results, always consider your organization's needs and opportunities before your own. So until you can't make this priority, it would be difficult for you to continue becoming an effective executive. Dear students, we have just gone through the detail of all the factors that how we are going to make effective leaders. And obviously, those are the leaders which are working for an organizational facility. Now, if we conclude all this, then remember that you have to take everyone with you. And along with that, you will be able to walk when you focus upon all of us. You use the expression we rather than I. Secondly, your meetings, your objective definitions, your movement towards the right direction, all these things should be clear to you. Only then, as an effective leader, as an effective executive, you will be able to fulfill your role in an organizational facility. Thank you.


Welcome to another training video produced by the information team at West Sussex Library Service. This video will introduce you to using PressReader, one of the databases on the e-information online reference library. PressReader gives you access to a huge range of newspapers and magazines from around the world. As well as being able to save and share articles, you can also listen to them or have them translated into over a dozen languages. PressReader is available to use on all West Sussex Library computers via the e-information online reference library. This short video will show you how to access PressReader from West Sussex Library PCs. You can access PressReader on West Sussex Library Service PCs. To do this, go to the website www.westsussex.gov.uk forward slash e-library. Click on Read e-newspapers on the second row of links. The Read e-newspapers page will then appear on the screen. Scroll down and click on the green tab marked Read e-newspapers. The PressReader home page will now appear. The login screen is shown here. To begin browsing, click Select Publication. The next screen shows UK Daily Newspapers. Click on the title you wish to browse and the front page will appear. Click on the front page of the newspaper and multiple pages will display on the screen as well as page links at the bottom. To browse, either click and drag or click on the links which appear at the bottom of the page. To read a particular article, click on the page and the headlines will have a blue surround. Click on the headline to view the article. You can now simply read the article. Note that print can be found by right clicking on the article. Other options are available from the drop-down menu which appears when you click on the three dots. To return to the list of publications, close down the options screen. Click on the three lines at the top left of the screen and choose Publications. To search news from another country, select a country from the menu on the left hand side of the screen. Then choose the newspaper or magazine you want to read. If you wish to translate the publication, click on the three dots on the top right hand corner of the screen and find the language you wish to read the publication in by clicking Translate. Then choose the language. If no countries appear in the drop-down box under Translation, then no translation is available. This is the end of the training. Thank you for watching this video, one of a series produced by the West Sussex Library Service Information Team.


Tell me one thing, how much time it will take for a nucleus to go from N0 to N0 by 128, number of nucleus becomes N0 by 128, t half is given as 2 hours, get it quickly. So is it 14 hours? Others? Yes, so 14 hours. There you go, it will go from N0 to N0 by 2, in how much time all of you? T half. 2 hours, it is becoming half right, so it is half life from N0 by 2 to N0 by 4, again half, so 2 hours, N0 by 4 to N0 by 8, again 2 hours and then like this, it becomes a series. 2 hours, 2 hours and then N0 by 128, again 2 hours, so just count number of half lives, so this is 1, 2, 3, 4, 5, 6, 7, 7 to 2, 14 hours, getting it. So if you write this as N0 divided by 2 raised to power 7, so you can make out that this nucleus is becoming half, 7 times, so it will take 7 half lives, getting it. So be judicious about the calculation, don't just blindly start calculating. Now this, since we are talking about radioactivity, there are few particles which gets emitted other than nucleus, other than the daughter nucleus, few particles that gets emitted which are common across in different kinds of radioactive decay. So the name of radioactive decay is referred with respect to what kind of radiations are getting emitted. So there is an alpha decay, this is a decay in which helium nucleus gets emitted, in this helium nucleus gets emitted. I am not talking about helium atom, it is helium without any electron, so this is helium plus 2 that gets emitted. So it is quite common, so it is referred as alpha decay, whenever radioactive decay happens and alpha particle get emitted, we say that it is radioactive decay that is, sorry alpha decay that is going on. Then you have beta decay. In beta decay, you will see that electrons or positrons gets emitted. We will talk about it in some time, just write it down, electron or positron gets emitted from nucleus. This is little strange because nucleus doesn't have electron in it, then how come nucleus will emit electron and what is this positron? This we will discuss in some time right now, just write it down. Third, third type of decay is called gamma decay. So gamma is nothing but, it is photons, very high energy photons. In fact, there is a threshold, after that threshold, if you increase the frequency, you call it gamma ray beyond that. So there is gamma ray, which is considered to be the most energetic EM wave available in the universe. So this is what it is and this is a very high energy photon, it has very high energy and their energy is of the order of mega electron volt. The photon energy that we have discussed in atoms chapter is like few electron volts, like maximum energy for a hydrogen atom of a photon could be 13.6 electron volt that gets emitted when electron jumps from infinity to ground state. So 13.6 was the maximum energy that we have seen for hydrogen atom in atoms chapter. But here the photons we are talking about has one million times more energy than what we have seen in atoms chapter. They are very, very high energy photons and here just like when electron transitions from higher energy state to lower energy state and photons get emitted, here what happens? The nucleus transition from higher energy state to lower energy state. It is not electron that transitions, it is nucleus, entire nucleus transitions from higher energy state to lower energy state. This is what type of radioactive decay that are there. So I will quickly talk about I will take few examples of these kind of decay and then probably if time permits, although it is not likely. So what we will do? I will finish up these a few more topics and then we will have only problem solving session next class. Write down alpha decay. What happens in alpha decay? Helium nucleus comes out from the parent nucleus. So if I say that there is a nucleus Azx that becomes Y and it emits alpha particle which is 4 Hg2. What will be the atomic number and mass number of Y? A-4 and Z-2. This is what you will see. The mass number decreases by 4 and the atomic number decreases by 2. So can we find out how much is the energy that gets liberated from this reaction? Okay. Can we find out that? Suppose this is let us say a typical chemical reaction that is going on. So what we will do to find the energy that gets liberated? You subtract the enthalpy of formation of the product from the reactants. Isn't it? And that's how you get it. Yes or no? Yes sir. So here also if you subtract binding energies of Y, let us say this is binding energy of helium and this is binding energy of X. Okay. So if I take these two summations, if I say it is exothermic reaction then Y and helium will be more stable. So their binding energy will be more. So you just subtract Bex from these two summations. You will get the energy that gets liberated from here. Okay. So this is one way of finding the value of heat that gets liberated or what else you can do? Any idea quickly? You just find out the mass defect Mx minus My minus mass of helium. Okay. This is a mass defect. This into C square. Okay. So binding energy comes from mass defect only. So if you find out the difference in masses of these two from the product, that is a mass defect into C square will give you how much energy that gets liberated. Are you getting it? Yes sir. Okay. So that's two ways you can find out the energies here. So next, write down beta decay. So we could not take numericals, a lot of numericals today, but we'll have good amount of time we'll spend next class on just solving numericals. So meanwhile, you could solve a lot of questions yourself also. So beta decay will be of two types. Okay. This can be beta minus decay or beta plus decay. In beta minus decay, electron is ejected from the nucleus. Beta plus decay positron gets ejected from the nucleus. Positron has mass of electron and charge as negative of charge of electron. Electron charges one point minus 1.6 into times minus 19. So positron charges plus 1.6 into 10 is per minus 19. Fine. So the way it is different from proton is just mass. Mass of proton will be a lot higher. But charge of proton is same as charge of positron. Okay. So what happens is inside the nucleus, if neutron gets converted into proton, then it will emit electron and there is one other notorious particle that gets emitted, which is anti-neutrino. I'll just introduce anti-neutrino in some time. This is beta minus decay that is happening. A neutron from the nucleus gets converted into proton, electron and positron gets emitted. And in beta minus, for in beta plus, proton gets converted into neutron and a positron gets emitted with a neutrino. This is beta plus. This neutrino and anti-neutrino, they are very, very difficult to detect. In order to detect anything, you need to observe, you need to feel it or you need to have some instrument that can track the behavior or see indirectly what all changes happen if you apply in magnetic or electric field, things like that. But these neutrino and anti-neutrino, they are so notorious that they can just pass through entire earth without interacting with anything. So they are very difficult to detect. So for many years, nobody were knowing the existence of these particles. But later on, they came to know that such particles do exist. So you can see here clearly, if beta minus emission happens, let us say AXZ will give Y plus, let us say it gives out electron and anti-neutrino. So this is beta minus decay. So what happens to atomic number and mass number quickly? So mass number remains the same and atomic number increases by one. Exactly. Number of protons are increasing. So mass number is same, but atomic number goes up by one. So that's what. So nitrogen, if it goes with beta minus decay, what element it will become? Nitrogen will become what? Atomic number from seven, it becomes eight. What is eight? Oxygen. Oxygen. So nitrogen will become oxygen if it happens. And similarly, if it is beta plus decay, then what will happen to atomic number and mass number? See, inside the nucleus, neutron becomes proton, so atomic number goes up. Inside the nucleus, if proton becomes neutron, what happens to atomic number? 10 minus Y. It decreases. And mass number remains same. So in any of the beta decay, mass number remains same. So mass number doesn't change in beta decay. It is just atomic number that can go up or down. So beta minus atomic number goes up. Beta plus atomic number goes down. So remember this. Now write down gamma decay. So first, write down that gamma decay happens after alpha decay or beta decay. So it will not happen just gamma decay. Fine. It will be accompanied with alpha decay or beta decay. Okay? So when alpha decay or beta decay happens, then what happens after the decay? The nucleus becomes excited. So when nucleus is excited, its energy level becomes very high. So let us say in a reaction, beta minus emission cobalt 60, this will get transitioned into nickel 2860 if there is a beta minus emission. Fine. So after this emission, cobalt no longer remains in the ground state. It is in excited state. So this is the state of cobalt. Okay? What it does? It transition into different levels. So this cobalt, as I am sorry here, I am confusing between cobalt and nickel. So what happens cobalt after emission of beta minus, okay? When it emit beta minus particle, it becomes nickel. Fine. This nickel when it gets formed, this nickel is in excited state. Okay? What nickel does after forming, it emits a photon. Let us say the first photon is of the energy of 1.17 million electron volt. Then after that, it emits another photon. Okay? This energy is 1.33 million electron volt. Fine. And then you will get nickel in its ground state. Fine. So you can see that first cobalt has the beta minus decay, then it becomes nickel in the excited state. And after that, nickel goes to the ground state by emission of photons. And these photons, they have very high energy. And these high energy radiations, they are called gamma radiations. Getting it? Any doubts till now, whatever we have done till now? Okay. Just we will finish this session with a numerical. Write this down. You need to find out the amount of cobalt to provide, to provide radioactive source of 8 milli-curie strength. Okay? This much rate of disintegration should be there. The half life of cobalt is given as 5.3 years. You need to find in terms of, you know, grams. How many grams of cobalt will give you this much activity? Do it. Okay, guys. So are you able to solve this? Yes, I calculated. So what you do basically, dn by dt is 8 milli-curie, so 8 into 10 raise power minus 3 into what is 1-curie equals to 3.7 into 10 raise to the power, 10 raise to the power of 10. This should be equal to lambda times n. And lambda is what? 0.693 divided by t half, which is 5.3 years, which is this into 365, 24 hours, 60 into 60. So this multiplied with n. So from here you get number of nucleus, which is equal to number of atoms. Right? So for Avogadro number, you know that the mass is 60 grams roughly. Right? So for n atoms, you will get 60 grams divided by Avogadro number into n grams. Is it clear, all of you? 7, 6 grams. 6.6 into? 10 to the power negative 6 grams. Okay. This is I think 13.9 question number from your NCRT book. You can directly refer that and in case you have not got it from here, just text me, I will reply back to you. Okay, so the homework is you need to finish entire HCRMA and come up with your doubts next class. And if time permits, go beyond HCRMA, solve that book that is with you and we will discuss doubts and we will solve questions during the first two hours of the session, next session. Okay.