Capitalism and globalization made many people rich. Some of them very much indeed and brought millions of others out of poverty. But at what cost? Inequality? Environmental collapse? The climate emergency? As the leading ideology was to chase profits at all costs, what got left behind? People. Their true well-being and the planet they depend on. What if economies and companies aim for something more than just short-term profits? What if they look more deeply at their role in society and served all their stakeholders? What about stakeholder capitalism? Making a global economy that works for progress, people and planet? This is Stakeholder Capitalism. Hello and welcome to Stakeholder Capitalism, a show by the World Economic Forum exploring how economies can be made to work for progress, people and the planet. I'm Natalie Pierce. And I'm Peter van Ham. If you've been following us along, I know that in each episode, we've been looking at the current mode of capitalism and all its angles. We've been joined by experts around the world who have helped us diagnose the problems and prescribe possible solutions. But now in our final episode, we'll go beyond analysis and theories and get into the nitty gritty. We'll look at how we can implement stakeholder capitalism and what that would look like on the ground in companies. Let's get started. In today's episode off, we are joined first by Emily Bailey. Emily is the project lead of the World Economic Forum's ESG initiative. And there is no one better to talk to about stakeholder capitalism and how we measure and implement it than Emily. Thanks for being with us today, Emily. Great to be here, Natalie. Let's start with the basics. What are ESG metrics and why do they matter for stakeholder capitalism? So ESG metrics are environmental, social, and governance issues. So things like GHG emissions, pay equality, anti-corruption efforts. It's becoming increasingly important alongside the reporting they do on things like their finances and their financial accounting. And why do you think now in today's current context more important now than ever? There is no international standard right now for ESG and non-financial reporting. So this initiative came about because a group of companies said can we actually, as a group of companies across different industries, different geographies, different capabilities of ESG reporting, come together, agree on a basic set of ESG metrics and disclosures that we can all start reporting on. This initiative has been going on the form for two years now, working with over 100 companies. Over 50 who've already integrated the metrics into their reporting materials. So what the companies who are joining the stakeholder capitalism metrics initiative are committing to are including the metrics either in their annual report or their sustainability report. And they do this on a voluntary effort. One company may not take on board all the metrics because not all of those metrics are material to their business. Take, for example, a bank. A bank might not need to report on water consumption because water consumption's not material to their business. The second element is they commit to working with the forum and the coalition of companies on actually helping to push for this global alignment and global convergence. And then the third element is actually working across their networks of their peers, their competitors, companies in their supply chain to actually encourage them to take this on board and join this effort as well. People also say in management that what gets measured also gets managed. So does that play into why companies and managers, CEOs are increasingly acting on this ESG report? Absolutely. So it helps them to also bring their entire organizations on board. It's not just the sustainability team or the finance team that does the reporting. You need your human capital and kind of HR teams on board. You need your operations teams on board. You need every aspect of your business on board. So you see these ESG metrics, let's say, trickle down from the top of a company to various divisions of the company. Trickle up and trickle down because you also have employees demanding that their companies are taking on board these initiatives. They want to see that a company is ESG-friendly, is ESG-mindful, and is actually delivering on what they say they're doing. So it's coming from the bottom and it's also coming from the top. Which of the indicators are kind of significant KPIs? We did a very open consultation process to actually set on the metrics that we use now with investors, companies, academics, NGOs, data providers, stock exchanges, kind of the whole ecosystem of the producers and users of this information. It coincided with the spread of the COVID-19 across the world.  But as we continued on in the process, the importance of the ESG metrics, so like the pay equality metrics, the workplace health and safety measures, those were becoming increasingly important because everyone wanted to know in the crisis what were companies doing to protect their workforce, what were companies doing to protect their supply chain, what were companies doing to actually make sure that they were being safe operators and safe citizens in a very complex period. All elements of ESG for us are important and urgent, but the COVID pandemic really highlighted that we need to have better reporting on the ESG metrics. Things like inequality, pay equity, these are very telling metrics that could also open a company up to some level of vulnerability when they share these. So this whole effort is voluntary. Other jurisdictions are considering what kind of mandatory reporting requirements they pursue in the near term to increase a company's obligation to report on their ESG performance. So if companies are starting now and doing it on a voluntary basis, you can start to work out the kinks in the system, but in the interim, even right now, companies are finding it helpful because they're being asked by suppliers to be compliant with our compliance process to be part of our supply chain. You have to tell us all these ESG performance metrics. Their financial institutions are saying, well, we can only give you the funding for this and the capital for this if you do ESG performance across these metrics. They need to have good ESG metrics and information at hand and have the reporting up to a certain level because otherwise they will not be able to operate in the global ecosystem. Critics of stakeholder capitalism have pointed out to the idea that this is mostly for show. The companies commit to stakeholders for show. It's not for real. To what extent is the initiative that you're leading on stakeholder capitalism metrics a response to those critics? Sure. So we started this initiative two years ago working with the big four audit and accounting firms because we wanted to have the right rigor and technical expertise to actually make sure that the outputs of our initiative were auditable. We actually wanted to leverage what currently exists in the marketplace to demonstrate that the current metrics and disclosures from institutions like GRI, SASB, and TCFD really actually can underpin what can move us towards a global solution for ESG and non-financial reporting. So this whole effort is voluntary but it's really companies saying and looking at our metrics as a toolkit to actually start to demonstrate their commitment to long-term value creation to demonstrate their commitment to stakeholder capitalism. Thank you, Emily. Our next guest is Jonas Preising. He's the CEO of Manpower Group, one of the largest workforce solutions companies in the world, also a Fortune 500 company. And he's joining us today to talk about why he joined the stakeholder capitalism metrics. Welcome, Jonas. Thank you, Peter. Delighted to be here. Jonas, you are one of the largest workforce solutions companies in the world to get a sense of just how big the company is. Could you tell us how many people you employ every day? We employ more than 500,000 people across our 75 countries where we operate globally, Peter. So we have a very large footprint and lots of people that we employ during the course of the year, approximately 2.5 million people come into contact with us and work with us on various assignments across our various brands. You are one of the companies also that signed up for the stakeholder capitalism metrics of the World Economic Forum. Why was it important for you to do so? As Manpower Group is so actively involved in these labor markets with such big volumes, we can clearly see the effect of the bifurcation of the labor markets between the haves and the have-nots and those who have skills that can participate and look ahead to a bright future and those that are clearly struggling in unskilled or lower-skilled jobs that are changing significantly due to technological evolution, globalization, changing ways of operating within organizations and also their own preferences. So we think it's very important to help bridge this gap that we see continuing after the pandemic and actually accelerating after the pandemic. Can you give us some examples of the key stakeholder capitalism metrics that you monitor and measure? So the area where we think we can have a significant impact is helping bridge the gap, essentially bringing talent pools in that are disproportionately underrepresented in the workforce, in our workforce and making sure that they have the opportunities to participate. So the metrics that we use here at Manpower Group are gender representation across the company, but in particular at leadership levels, and that includes our board of directors, making sure that we have secondary targets in different countries. So here in the US, for instance, people of color representation across the company and at leadership levels is very important. So those are some of the metrics that we use as it relates to making sure that we keep track of the targets that we have and how we can make progress under the S of ESG. What have been the moments of progress where you felt like this is really working? Have you seen improvement in these areas since you've implemented the metrics? When we started our senior leadership representation for women was 22%. And very quickly we made progress and last year we met 38% representation at the senior leadership level and I project we'll get to our target of 40% in 2022. So now we're resetting our leadership representation target to 50% so that we can continue to make progress. But I have to say setting targets is not enough. When we started our progress around gender representation at leadership levels and how important it was, we clearly had a clear idea that it's the right thing to do and yet we didn't see much traction on making progress on this objective. But when we started to tackle this as a business strategy that was being led from the top and started measuring our progress and ensuring that our people were acting in courtings with it, that's when we saw the progress. I really came to the conclusion that it has to do with the sincerity and the commitment of leadership itself and first and foremost, the CEO. Jonas, of course that also means that if you say the importance of leadership may also mean that it's important to have different skills as a leader of a company or as a management team. What are the new skills that you think need are required by leaders of companies? So the first part of course is to ensuring that everyone is aligned strategically, that we all know, understand, believe and act in in courtings with our targets and our values. Because the stakeholder view is that we are here not only to run a very successful business but also to ensure that we contribute to the well-being of the communities in which we operate. I think it's very important to think about this as a business strategy. You have to think about this as a way of enabling and accessing talent that's going to help you become much more diverse in your thinking, which is extremely useful as you're trying to navigate and rapidly changing and disrupt the world. Let's zoom out for a second. What is the ultimate goal of the stakeholder capitalism metrics and what's the kind of world that you are contributing to or that you are hoping to see will emerge from companies adopting them? I think most people, most organizations realize that what we have around climate is not sustainable and that we really need to drive towards a more environmentally sustainable planet. We feel that it is not truly the same situation yet on the S in ESG. So the social aspects are as yet underrepresented, underweighted both from an institutional perspective and from an organizational perspective. But from what we can see, the gaps in the labor markets are real. We may all have been in the same storm during the pandemic, but we clearly were not in the same boat. So different categories of workers experienced a pandemic in very different ways. And frankly, many workers had an extremely tough time and continued to have a difficult time. During the post pandemic or the latter parts of the pandemic. So making them feel that there is a future, that they have an ability to participate for the future of themselves, their children and their friends is going to be vital so that we don't create big fishers in the labor markets which ultimately become big fishers in the country and the societal fabric of each nation. We think that the defining challenge of our time is to bridge these gaps and to build meaningful and sustainable employment for all. And that is the role that we intend to play and be part of a solution to bridge those gaps which we think otherwise could become very, very difficult for many people to navigate. Fair enough. Fewer storms and better ships for all is how I would summarize that. Thank you so much, Jonas, for your time with us. Thank you so much, Pierre and Natalie. Our next guest is Geraldine Machet. She is the CFO and the co-CEO of Royal DSM, a Dutch multinational company that is a leader on stakeholder capitalism. It's a company active in many different markets including health, nutrition and bioscience and posts almost $10 billion in global sales. Welcome, Geraldine. Hello. Geraldine, I was hoping we could start our conversation really with the basics. Peter told us a little bit about Royal DSM. What do you do and particularly, what's kind of your scope and scale? As Royal DSM, we're the world leaders in what makes food actually nutritious, both for humans and for animals. It's a lot of science in not only the making, but also in understanding how bodies work. We are very much a leader in biosciences. We still have an activity in specialty materials that go into cars and mobile phones. That's only about 15% of DSM today. Geraldine, one of the things that strikes me is that DSM used to be known as the Dutch state mines. A company founded very much in the big era of coal. Today, your company is about something entirely different. Could you tell us a little bit more about that transition and how you achieved that? The company was founded in 1902 and used to stand for Dutch state mines. We used to run and own the coal of the country. Then over time, there was a clear view that this was not going to be the future. We evolved much more into chemistry, actually a little bit into petrochemical refining. Again, with a bit of foresight, really looking forward thinking, this is probably not going to be the best place. We transitioned and developed our skill sets in science much more towards the more specialty parts of chemistry. Then very importantly, we pivoted towards life sciences and biotech, which is where we are today. The main thing here really is about trying to future-proof one's activities by thinking well ahead of what are the societal trends, what are the environmental constraints, really seeing how is that going to impact your activities, but also how can you as a company have the biggest possible positive impact with the kind of skill sets and capabilities that we have in-house, not only in terms of output, but also of positive outcomes for society and the environment that we live in. Thanks, Geraldine. We talked previously to Jonas from Manpower Group, who's really an expert in the S of ESG and of course Royal DSM is really focusing on the E in ESG. Can you tell us a little bit more about that? Well, I would say we indeed have started a lot on E. So, for instance, we have the kind of innovations that can tackle challenges that maybe others would not think of doing. One of the biggest sources of methane is actually burping cows, which is a bit of an unusual topic. Now, it turns out that our sciences enabled us to over the last 10 years do a lot of research on this. And there is an ingredient that you can add to the feed of cows that can reduce the methane by at least 30%. And now this is something which is becoming extremely topical. And this is just one example of many of our innovations that have both a very logical value proposition and a very strong environmental proposition as well. But I would like to say that we are also very keen on the S part. We also are very involved in what we would term, you know, the fair transition and livelihoods. So, one of our targets is to actually reach 500,000 smallholder farmers with our activities. Geraldine, you're also one of the companies that supports the stakeholder capitalism metrics a way to measure your ESG impact, if you will, in your company. Tell us a little bit more about why this commitment is important to you and also how other companies might learn from your experience in implementing early these metrics into your company management. We have a very long tradition now of being very much an ESG anchored company. So it started in about 2002, if I'm not mistaken, we issued our first report. It was actually at the time called a 3P report, People, Planet, Profit, where we started to anchor the fact that our ambitions go beyond being profitable and financially sound, but also having very much ambitions on planet and people. Now, fast forward a few years, in 2009, we said, well, that is good, but you need to anchor it in your governance. To do that, we at the supervisory created a sustainability committee since 2010. So more than 10 years ago, we made sure that our variable remuneration systems, so both short-term and long-term, are 50-50 financial performance, non-financial. And this is important because you need to have as much credibility behind these numbers as you do behind financial numbers. And that's why we then also made sure that these numbers are audited by external auditors to the same degree than financials. Now, why is it important? Well, at the end of the day, remuneration is a big, big signal to your organization but also to your stakeholders, including your customers, your suppliers, local authorities, et cetera, as to what it is that you're striving to develop and improve over time. You've described DSM's journey on ESG as a 20-year journey.  What are some of the things that they can do that can rapidly start to show results if they start today? I think there's one big advantage if you're starting today and that is that they're starting to be a little bit more convergence as to what is required. So for instance, with the help of the World Economic Forum, there has been an attempt to really shorten the list of KPIs that one should be looking at. And so I would urge a company that is starting now to really look at what are these frameworks and how do you really go for something already that's a little bit better to find. So that is already a big advantage. The other one is to not hesitate to actually speak up and share openly what is your ambition, even if you're not quite there yet on the measuring. What I have found with other companies and peers is that they sometimes try to be overly sophisticated. Simplifying has a lot of advantages. It's 80-20 in terms of perfection. It is starting to walk and then it becomes embedded and it creates the right conversations within your organization. And that is what you're really trying to achieve. I think the best advice I could share in terms of embedding is truly making it tangible for the people within your organization, both visible and tangible, what it means to deliver on these triple P bottom line ambitions. I'm wondering, Geraldine, you've shared a few examples with us, but those very specific KPIs or metrics that have been so important to Royal DSM, what have they been? The way we look at our ESG journey is in three pieces. So first we look at how do you reduce, and that is your footprint. So you need to measure what is your greenhouse gas emissions, your water usage, et cetera, and you improve your footprint. The second one is what we call enable, which is enabling your customers to actually have a positive impact on the environment or socially depending on what they're trying to achieve. And that is really embedding ESG in the core of your activities. And the third pillar for us is advocating, is speaking up. Now, the one that has had the most impact for us is actually that middle category of embedding it in our value proposition for our customers. We have currently a target of 65% of our sales should be market leading in terms of either it's ecological footprint or it's social footprint. Now, when you put this in place, the big advantage is that you're actually embedded in everything that you do, which not only is leading to a good ESG outcome, but is also making you very successful as a company. But of course there's also a cultural journey isn't there. You have to make the transition with the people that work for DSM themselves. How do you make that cultural shift inside your company, both in terms of skills and in terms of mindset? Never underestimate how important it is, what comes from the top in terms of the way that we actually define success. And over the years, we went from, we want to do well and we want to do good. Then we evolved to, we must actually do both. And now we are doing good is actually the only way of doing well and thriving. So from a cultural point of view, if you just come at it completely out of the blue, it can be a challenge. If you build it over time, it's very helpful. Now, embedding it in remuneration is one of the very important things. It creates the conversation at the lower levels in the organization. What I mean by that is the one closest to the ground and closest to the customers. And not just as a corporate narrative, but as a very embedded conversation when we're trying to look at capital allocation, when we're looking at future technologies, when we're looking at, for example, the funnel of innovations. I mentioned Beauvère, which is our methane reducing ingredient for cows. Now, when you start discussing with your organization the kind of innovations that you have in-house and putting as much value on the environmental or social benefit than on the business case, financial business case, then people get extremely passionate. And I have to say that you start feeling the positive vicious circle out of this because you then start attracting talents which are passionate about this. These talents tend to be extremely good at what they do.  And then that creates the culture. Geraldine, we've talked in this episode about the importance of convergence around global standards. How important do you think this is? We really welcome the ISSB to the International Sustainable Standards Board being created so that we can move now towards something that has the same comparability as when you use IFRS for financial reporting. This is the standard for non-financial reporting. Not only is it going to enable much more efficient conversations, it's also, I have to say internally, very time-consuming and expensive to try and answer the questions of all of the different frameworks that are out there. We did a count of how many we have to handle. And currently, we're kind of hovering around 600 different kinds of frameworks and questionnaires and ways of collecting information, which often is very similar, but handled in a slightly different way. So absolutely essential. And I think we'll create a lot of efficiency across the capital markets from the corporates, to the investors, to the institutional, to actually civil society, getting much more transparent information and hopefully building trust. Our final question, do you have a call to action for our viewers about how they can follow a similar journey that Royal DSM has to? My call to action is try. Even if you're not feeling that you're going to be fully there straight away, it's really good to keep practicing and attempting. So for example, the TCFD disclosure is on climate change. You may not have the scenarios yet, but if you're able to already cover some of the governance aspects and start looking at your risk map, and then maybe you will get to scenarios. But until you start walking, you're not going to be able to run. So there's a lot of evolution around us. So one is to try. The other one that we found extremely helpful is to actually be part of networks because you can help each other. So one network which has helped us a lot is A4S, Accounting for Sustainability, where for example, CFOs and companies actually get together and share how is it going? Where are the difficulties? How can we leverage each other's expertise? So it's much easier to do it with peers and people around than it is on your own. So team up with others and give it a go. Geraldine, if we want to run, then we have to walk first. If we want to go from a vicious cycle to a virtual cycle, we have to try. Thank you so much for being with us today. This brings us to the end of today's episode and the end of the series of Stakeholder Capitalism. Peter, we've spoke to Emily Bailey, an expert at the World Economic Forum who shared with us what ESG metrics are and why they matter. And we've heard from two case studies, Jonas at Manpower Group, Geraldine at Royal DSM. What are your takeaways from today's conversation? Well, I think first of all, to wrap up this whole series, the big, big, big takeaway is that we're seeing this shift, this paradigm shift from shareholder capitalism to stakeholder capitalism. That means that we no longer see the business of business being just business. It's not just only about short-term profits. Today, companies are about more than that. They're about playing a role in society, doing good as well as doing well. I think that's the first big takeaway. And then from today's episode, it was really about what are the very first steps we can take. And we heard from Jonas and Geraldine that having the right metrics matter. I think that's right, because if you look at companies and their managers, they always say what gets measured gets managed. And of course, these ESG metrics are just about that. They're a way to measure if you're doing more than just making profits. This may be the end of our series, but this is just the beginning for stakeholder capitalism. If you'd like to weigh in on today's conversation or the series as a whole, please tag and write to us on social media and visit the World Economic Forum's website, weforum.org for more. On behalf of Peter and I, we want to thank our audience for joining us. This was Stakeholder Capitalism.


If defective explosives are noted by the blaster, then the blaster is obligated to remove them from service, notify the mine manager and the mine inspector. The mine manager would then notify the OHSC and the manufacturer. These defective explosives shall not be used and they shall be disposed of in a safe manner, consistent with the manufacturer's recommendations. We're standing in front of an incinerator that the mine is provided to the blasters. As federal explosives regulations don't allow the use of explosives boxes for any other purpose, the boxes need to be destroyed and the mine has provided this incinerator for the safe disposal of the explosives boxes. If a blaster notices a person committing a careless act with explosives, he is obligated under the code to report that careless act to the mine manager and the mine inspector. Upon notification, the mine manager will notify the mine inspector and the OHSC committee. I have witnessed that on occasion, blasters who are maybe being perhaps a little bit lazy when they're walking around the pattern, placing the primers at the holes, instead of placing them down on the ground, they will throw them beside the collar of the hole, toss them to the ground, that would be considered a careless act with explosives. If you're walking around a blast pattern that's being tied in, if you step on a tie-in line, then that would be considered a careless act with explosives. One of the really common ones is that vehicles and machinery will inadvertently enter a blast pattern that is loaded and contains explosives. That would be also considered to be a careless act as well as a dangerous occurrence.


This is an ongoing discussion that will likely not be resolved today, but just out of the sake of having some fun and also to encourage us to even study a little bit longer, go a little bit deeper to the scriptures. I want to offer up a challenge. It's really a revised challenge, but my challenge is this, to disprove this particular text or this set of texts that I say are really undefeated in terms of someone finding a way around these scriptures that I believe proves that you cannot, once you're saved, ever stop being saved.  Once a Christian, always a Christian. Once saved, always saved. That is, if indeed you are saved. I won't go into the other passages that are warning passages that call people who think that they're saved to check themselves. I won't go over those, but I want to deal with a passage or really a set of passages. Really these are probably my two favorite passages that deal with this or two of them, I should say, passages, and I want to go to there real quickly and I want to look at these passages and then someone tells me if these passages can be interpreted any other way. And we have to, and I know someone's gonna be bothered by this, but we necessarily have to look at the Greek. And so let's go to John 10. So both these passages are gonna be John 10. This is about Jesus being the shepherd to who? To ours, to us as sheep. And let's start in verse, start in verse three. To him, that being Jesus, the doorkeeper opens and the sheep hear his voice. So the sheep are hearing his voice. Who's voice? Jesus's voice. And he calls his own sheep. So the sheep belong to him. Remember, John tells us in six that all that the Father gives to him will come. We'll probably go over that at some other point in time, but let's go back to the passage. Verse four, I'm sorry, go back to verse three. He says, he calls his own sheep by name and leaves them out. When he puts forth all his own, again he's calling his sheep all of his own, he goes ahead of them and the sheep follow him because they know his voice. And so what he's doing is he's describing to us what sheep do. Sheep follow him. Do sheep follow the shepherd in a straight line? No, they kind of zigzag, they nibble here a little there. Sometimes might get off the beaten path, but because they belong to this particular shepherd, the shepherd will make sure that he, if he has to go and grab one, he will go and grab one. But notice what he says.  Sheep follow him. And so here it is, verse five. A stranger, they simply will not follow but will flee from him because they do not know the stranger's voice. And I wanna zoom in on a portion of verse five. It says a stranger they simply will not follow. Well, the English does no justice to what is actually being stated. In verse five where it says a stranger they simply will not follow, you have what's called a plural future active indicative. Meaning if it's a future active indicative, that means a person will do. Now this is the plural, so they will do this. The sheep will do something. Well, in this case, it's not what they will do. It's what they will not do because we have they will not. But it's not just as simple as the will not. There are two ways in Greek to strongly or most emphatically negate something to the point to where it is an impossibility for the reverse. If you say something is gonna happen in the future, well, if you get a negative or double negation prior or in front of the future active indicative, then it states that there is no way in the future that this will happen. And so look what it says. It says this, ooh, which is the word no, not, never. And then may, same thing. So you have a double negation. These are the two Greek ways of saying no. So you have no, not, ever, will they follow someone in the future? Will they listen in the future? So it's never going to happen. Jesus is Jesus's words. He's literally saying that the sheep of his, and if you are a sheep, this includes you, that you will never, ever follow someone else. So what he says, a stranger, they simply will not, or we should say, will never, ever, ever follow, but will flee. And then he says, why? But even before the why, but they will flee. And he says, because the reason why, they do not know the stranger's voice. But whose voice do the sheep know? The sheep are thoroughly familiar with the voice of the shepherd. And so I think that's key. I think if the person's going to say that you can lose your salvation, well then what do you do with this? Because there's no way in the Greek to get around this. I understand someone's going to say, well, I don't speak Greek, I speak English, that matter. This was written in Greek, spoken in Greek. And so we have to deal with the words there. What do these words mean? You cannot ignore those because you simply, or someone else that know Greek, that's not sufficient enough. If we're going to be honest about the text, we've got to deal with the text as it was given to us, as it was translated. Because what if I have an English translation that says exactly what I just said. And by the way, there are English translations and other language translations that would bear this out. But we need to, if we want to find out what was actually said, go to the Greek and look at it.  But you will flee from it. And Jesus is clear because you don't know the stranger's voice, but you will follow Jesus because you know his voice. And in case someone wants to say, well, he's speaking to this Jewish audience and he's speaking about Israel, the Jews, well, you can say that, but then Jesus makes a statement in verse 14 going on. He says, I am the good shepherd. I know my own sheep. I know them and my own know me. Now Jesus makes a statement in Matthew seven where he says that not everyone that says me Lord, Lord should enter it. In other words, not all Christians are Christians. But at the end of that, he says, I never knew you.  And this is kind of what he's saying here. I know them and my own know me, even as the father knows me and I know the father. And I laid down my life for the sheep. Now look what he says, if you think that he's only speaking about Jews, he says, I have other sheep which are not of this fold. I must bring them also. And they, look what he says, they will hear. This is a future active indicative. They are going to hear this. There's no ambiguity here. They will hear my voice and they will become one flock with one shepherd. And so here's another part that you just simply cannot get away from. Now that's not as strong as emphatic as verse five, but what is as emphatic as voice verse five is verse 27, 28 and 29.  You're not my own. If you were, you wouldn't believe me. That's the point he's trying to make. But verse 27, my sheep. So we're speaking about sheep. My sheep, what do they do? They hear my voice. Achousen, which is the Greek word for they hear. They hear my voice. Also he says, I know them, which is what he says, and they follow me. Achluthasen, which is they follow me. This is, this is not too difficult to understand. At least at this point, he's telling what sheep do. Sheep know him. He knows them. Sheep hear him and sheep follow him. And then look what he says.  And I grant that there are some that aren't sheep who think they're sheep.  And the reason why this clause C is important is because one, he says that the sheep will not turn and go somewhere else. They'll run away from a stranger. They'll keep following him because they don't know the stranger's voice, but they do know his voice. And you cannot have a contradiction where clause A, clause B, or clause C contradicts each other. But in this clause, another one of my favorite passages to go to is verse 28, clause B, where he says, and they will never perish. Similarly to verse five, where you have a double negation of a future active indicative, you have a double negation of a subjunctive. A subjunctive is the word that shows probability or potentiality. And so if you have a double negation, it negates the possibility. And the rule is this guys, and there's no getting around this. The rule is that it negates the future possibility of it happening. In other words, it cannot be negatized by any event in the future. There is no way to get around it. That is simply what the rule states. If you are a believer, Jesus literally states by this double negation of a subjunctive that you will never ever perish for no reason of any sort, even into the future. You don't have to. And what's interesting is you cannot find, at least I have not found, at least yet, a scholar, a Greek grammarian who would disagree. Are there some Greek scholars? Are there some scholars who know Greek who would disagree? Sure, but they never deal with this text. Because oftentimes, and scholars aren't immune for this, they can hold to a position and do everything they can to try to disprove this. But what they have not done, at least I haven't seen one, and I've asked for other scholars to point one out and they couldn't. Every time someone has pointed a potential scholar out, they don't deal with verse 28. They'll say, we'll see, this person must have been a sheep. Well, fine, you have to be a sheep. I get that.  Well, fine, I'll go with that.  But by the way, it's not saying there is no condition in this. There is nothing in the grammar that would indicate that this is conditions to stating what sheep do. So this is stating a point of fact. That's why you see these verbs in many cases in the indicative, it's stating a point of fact, to state that this is what sheep do. And if, to use their words, if you are a sheep, then he says you shall never ever perish under any circumstances in the future. Does that mean that a person can be a sheep and then live how they want to live? A person can be a sheep and stop following. A person can be a sheep and stop hearing.  That's not what that means. That means a sheep will never, according to verse five as well, will never stop believing, will never renounce Christ, will never become a Buddhist or Hindu or Muslim. Why? Because that's a stranger's voice and they will simply not listen. As a matter of fact, they will never ever listen. Well, what will a true sheep do? Run away. Now a couple of the passages that I think need to be brought in is what God has stated he's going to do because he understands the heart of man. As a matter of fact, he says that in Ezekiel 36, he gives this future telling prophecy of what he is going to do. He states in 36 verse 25, he says that, then I will sprinkle clean water on you and you will be clean. I will cleanse you from all your filthiness and from all your hideous notices. Jesus is saying that our God is saying I will do these things to you. Verse 26, moreover, I will give you a new heart and put a new spirit within you and I will remove the heart of stone from your flesh and give you a heart of flesh.  Notice what he says, and cause you. This word, this word, a Hebrew word, aside means to cause, to do, to make.  Now someone might turn around and say, well, wait a minute, Corey, but he's talking about the Jews. Yes, he is talking about the Jews, but he's not only gonna do this with the Jews. He's not only gonna do this with Israel. He's gonna also do it with the Gentile church. How do I know? Because Jesus says in 1st and John 1, 12, he says, but as many as received him, to them he gave the right to become children of God, even those or to those who believe in his name. Look what he says, who were born. And this is his word for being born again in John three. This word, this term is brought up, being born again, which is Genethianothan, which means to be born from above. The spirit comes from above and regenerates or touches the heart, same as we see in Titus three. So the spirit in a person's heart, that's what God is speaking of in Ezekiel. And so it's not just the Jews, but it's also to the Gentiles as well. Anyone that's born, not of blood, nor of the will of flesh, nor of the will of man, but you are born of God, what Jesus says in John three. What Peter says in first Peter, one, as a matter of fact, before we go there, I wanna also look at something else that when God says that when he puts his spirit in our heart, notice what he says in Jeremiah 32, 39. He says that I will give them one heart and one way that they may fear me always for their own good, for the good of their children after them. Look at verse 40. This is gonna be difficult for someone to get around. I will make an everlasting covenant with them, that I will not turn away from them to do them good. And I will put my fear of me in their hearts. This is what he's gonna do, put the fear of him in their hearts. How? By putting his spirit in our heart. And look what will happen. They, so that they will not turn away from me. And so God is making a point that when I do this, put my spirit in their heart. One, I won't turn away from them and they won't turn away from me. So if both parties will never turn away from each other, well then they will never turn away from each other. The only way that the only possible way that the person can be taken away from Jesus that can be unsaved is if someone were to snatch them out of their hand. The problem is though, Jesus makes this point clear. He says no one will snatch them out of my hand. My father who has given them to me, my father who has given them to me is greater than all and no one is able to snatch them out of my father's hand. So who gives us to Jesus? The father, just like the father gives to the son gives the bride away to the groom, the same thing in this case. The father gives the bride to the son, to the bride groom. And no one's gonna snatch us out of his hands. We will never turn away from him. He will never turn away from us. Why? Because we've been born of God. Now to make this point even more so and I'll go back and restate the challenge again. In 1st John 5.1, he says that whoever believes, now what it says is, pas, ha, pistol, one, so all the ones that are believing, the believing ones, whoever believes that Jesus is Christ, that person what is born, and notice the phrase, Yeganetai, which that person has been born, it's a perfect tense. So it's a completed action in the past. They have been born, same word used for born again, same word used in John 1.12, that person has been born of God and they do what? They love all these that, they're the ones that are loving the father. The father loves the child born of him. Now he goes on to say that we know that we are born of him because we keep his commandments. But what, and what did God say in Ezekiel? We will, he will cause us to keep his commandments, keep his statues. And then look what it says in verse four, for whatever is born of God. And the word that says it's ha, ti, pan, ta, Yeganetai, which is those, all those that have been born, perfect tense, all those that have been born. Oh, by the way, this is a perfect middle participle. So this is continual, have been born of God. What do they do? They overcome the world. And this is the victory that overcomes the world, faith. So our faith has caused us to overcome the world because we've been born of God because we believe. And how do we believe? How are we overcomers? Because we've been born. Well, what caused us to be born? Well, 1 Peter 1 3 says, Blessed be the God and Father of our Lord Jesus Christ, who according to his great mercy has, look what it says, caused us to be born again or born from above. These are the words of God that are speaking to us. And so my challenge to anyone that would disagree, to state that we can lose our salvation. I've got, I'm camping on two passages in John 10. I've given some other passages kind of go along with those, but two passages, please don't refer me to other passages, Galatians five. Yes, it states that it seems to state that you could be severed, but it says those who are attempting to be in other words saved by the law, they have been cut off, they've fallen away. And other passages in Hebrews three, Hebrews 10. So many other passages we've covered, most of those are just simply warning passages to those who simply are non-believers. But here I would like people to deal with two texts. The Greek is clear. The Greek scholars, and I mean Greek grammarians, those that actually deal with the Greek who understand Greek, these Greek professors, these Greek grammarians, these Greek textual critics will also validate this, that the double negation of a subjunctive as well as a double negation of a future academic indicative eliminates the future possibility of this happening. John 10, 28, the Greek is clear. She will never, ever, ever, ever perish. Even if you wanna say if indeed they are sheep, fine. If they are sheep, true sheep will never, ever perish. That's been my argument all along. And he says that true sheep will never listen to a stranger's voice, but they will run away. Which is why there's not one example, not one example of a person who is a believer in the Bible who ends up not being a believer, or I put it this way. There's not one example of one where we know for a fact they were a believer. There might be some why they say, I think this person was a believer, and I think they lost their salvation. Well, one, we don't know they lost their salvation. Two, we don't know they were believers. But anyone that we know for a fact was a believer. And the Bible bears it out. They've never lost, we can't find one example. And so it'd be kinda hard to build a doctrine off of something where there's no examples of it in the Bible. But in this case, if my challenge is for someone to show me the error of my way in John 10, 5, in John 10, 28, that's the challenge. And if you succeed, then I will agree to reverse my course on this channel and begin to teach that you can't lose your salvation. But you've got a tough task, and you're gonna have to elicit some grammarian, which I don't think you're gonna find when I haven't found one yet. And even other scholars have pointed out their defense and they don't use those passages. So this is not meant to start a fight, but just really to kinda encourage us to study and go deeper. And hey, if I'm wrong, no problem. Because it's not who's right, but it's what's right. And so let's just let the scriptures be our guide. And let's just have fun studying the scriptures even more so.


For this tutorial I highly recommend grabbing the military dark pack from the Unreal market. It's totally free and has lots of awesome effects that you can use for bullets and explosions. It will probably tell you that it's not compatible with your project, but they are lying to you, so just pick the latest version and add it anyway. Also if you need a bullet particle, various awesome members of the community have made a free one that you can use. I'll leave a link to it in the pinned comment. Okay, so let's right-click, blueprint, actor, name it bullet, open it, and add a box collider. Drag it in to replace the root, under collision presets, set it to blocks all, add a particle system. If you're using a newer one, like the one my community provided, you'll want to use a Niagara system. Otherwise, if you're using an older one, probably use Cascader. Regardless, after you do that, add a radial force, which is what the physics engine uses to push things. The blast radius is controlled here, the larger the impulse strength, the more things get pushed away. Finally, the most important thing we'll need to add is a projectile movement component, which is actually what moves the bullet forward. Now from here, initial speed determines how fast the bullet travels in the beginning, bullets move pretty fast, max speed can be set here, and when it comes to standard bullets, I usually check rotation follows velocity, which just makes sure that the bullet is facing the direction that it is going. I don't want my bullet to be affected by gravity, so I'm going to set that to zero. And if you're doing a missile or some kind of homing projectile, I would check it is homing projectile to true. And this number would determine the turn rate of the missile. The higher the number, the faster the missile would turn each frame towards the target. Now we are not doing a missile, so I'm just going to leave that turned off. And down here under velocity, you can manually set the X, Y, and Z speeds if you want. So that is the setup. Now we got to program it. Click the box collider and on the right at the bottom, add the on hit component. So now let's go and tell the game what needs to happen when the bullet collides with something. Obviously we want to trigger our radial force and fire the blast radius, then spawn the hit particle effect. I'm just going to pick impact metal small from the military dark thing that we downloaded earlier, play a sound for hitting the wall. I'm just going to pick this one. And then obviously the bullet needs to destroy itself after it's done. Now we need to get the location for where the particle and sounds should be played. We can do this by dragging the hit out break hit results. If you expand, you can drag the location into these two sockets here. Awesome. Now something else we probably need to do is play a sound when the bullet is fired and create the muzzle flash for the particle. So we just go up here under event begin play. You can drag out another play sound at location, set it to whatever bullet sound you want. I'm just going to pick this one and then drag out another spawn emitter from the particle here. I'm just going to pick the assault rifle muzzle flash and from location we can drag a get actor location save. Awesome. Now we just got to make the turret. So let's just say you have a basic turret object and you want it to fire stuff. Well to start off right click new blueprint actor name it open it add a static mesh and set it to your turret and make sure it's facing the red direction and make sure you set collision to none. Then go to the event graph and don't forget to go up to class defaults and change the actor to player zero. And let's just say you want to use the key to trigger the fire then drag out a spawn actor from class. Then you can right click and split the struct and now you can set it to the bullet that we just created and from location we can drag a get actor location and from rotation we can drag out a get actor rotation. So now every time we press the E key it's going to create that bullet blueprint at the location and the rotation that the turret is facing. If we save now you're done. Hope that helps and as always if you have a fantastic day and I'll see you around.


hey hello hello so please introduce yourself I'm Shiva from much and what are you showing here this is our new product what I can do P 17 it can help help us cut heads hair oh the dog yeah it's vacuuming the dog yeah and it can cut the hair cut the hair yeah how does it cut the hair oh it's cut cut and vacuum at the same time yes whoa you just put the button and it starts yes so then you can make it out of the old dogs here nice and how about these you make a vacuum cleaners with the mops include produce vacuum cleaners and wet and dry vacuum cleaner and like this robot vacuum which one is a robot but it's down here no what is this and this what's the difference this is this is a robot and this is a station the base station why so big oh this water yeah it can clean itself clean itself yes you don't need to wash the mobs with fresh water tank and dirty water tank how long it will work you can clean many many times yeah if you clean one time today and you need to pull out the dirty water tank about two days yeah for big house yeah for big heart all right is that all these products are they prices you want to talk about m oq and price and about about the company you can buy 50 pieces if you want to do OEM we can also provide the quantity will be one thousand or two thousand it depends on another price will be cheaper you don't say how much like this yeah this is the price of this about $60 and how about this vacuum cleaner and this robot vacuum cleaner is $280 for 50 pieces yeah for 50 pieces if you order more the price will be cheaper and how about these vacuum which one is the best and the best seller this is this is familiar this is familiar and and this price is about $90 yeah how's compared to a Dyson is it better than Dyson more reasonable price better price yeah and about the suction power it's better than Dyson really yeah it's a 30 k part yeah that's better than Dyson for sure and it's only 90 for $90 for 50 $90 about right what is the coolest new one the vacuum cleaner the best new one that is our new models yeah and other one oh how about let's talk about the toothbrush okay what do you do special with the toothbrush we have one year battery unit yeah if you use two times one day you can the battery can use for three for one year one year yeah and if you use only one time per day two years maybe okay but that's not good you should always use at least two times this is our what feels like like a Phillips is better than Phillips with more reasonable price yeah if you buy about 50 pieces the price will be about $10 and you have different level you can do soft and hard like fast and slow you have this just different levels on it so you don't hurt your with different models you tease too much you can choose different modes clean you have some kind of price you want to talk about it for this good price maybe yeah good price and this is also back from here hairdryer oh okay it's better than Dyson better price on better price yes actually our position in the market is let me wait let me grab you so sorry which I'll take your position what do you say thank you so actually our personal care product lines is actually positioned as you know in terms of quality and functionality and the performance is competing the tire one brands like Dyson or ORB I mean those toothbrush Phillips yes Phillips those guys yeah we're better but our our price is half it's half like yeah on average is half so we want to actually benefit the majorities that's why we make half price toothbrushes that is really nice yeah for the consumer yeah to get better stuff for half the price yes and the reason why because after you know we have three worldwide we have three years COVID and I think everybody's tired and we want to serve with our you know consumers a better product but a very reasonable and affordable priced products and yet it's nice all these there's different technologies going on here with the toothbrush what is this design here why does it look like this so actually we look the full line of toothbrushes you can see that actually we have several models and we start from entry level to you know some similar levels I mean the technology is way better and this one and this one the reason why we make it wrong round hat is because actually when you brush when you wash the water will come we'll stay here we'll stay here normally will stay here but we won't make a round hat so when you finish the wash washing the one way to clean yeah it's easy to clean you don't you don't have to go inside yeah because my a toothbrush I have some kind of Phillips and stuff yeah and oh clean and stuff like that and I'm always wondering is it is my toothbrush super dirty you have to check it out we don't ever dangerous with all this stuff yeah it's yeah stay a long time what is it is it looks like a nuclear war on my toothbrush really it's a green blue yeah bacteria's bacteria's are growing I think so it's important to keep your electric toothbrush always clean yeah often you should clean it like every week or well actually we are developing a cleaning box a machine for the toothbrush the whole piece can put inside how soon is ready yeah we'll see just keep chasing us and you will know this machine can you also brush the dog's teeth with it or it's not it's not it's not hair it's for hair yeah it's only for hair yeah they do they do you brush the dog the teeth we don't have a product yet but that's a good point we I mean we this brand the land me is actually has wide range of personal care and cleaning and care products right now this one is the first one for for past but we do have line up product if you have a dog that looks like this and you start cutting the hair a little bit yes usually when people cut their dog's hair they want to go to professional to do this yeah it's not dangerous if you do it yourself your dog will look strange at the end no no actually we the the magic is we actually set very good suction power I mean the pressure on the machine so when you tell me start the machine the you the vibration and the power I mean the pressure the suction pressure is actually very comfortable we tested many times and so it's approved and the dog is happy this is not a very very special trained dog yeah maybe this dog is a good dog the dog will be very scared okay some dogs will be scared yeah in general it's so it's totally fine but actually dogs will be very happy if you touch and it's like a massage so dogs are like they're animals we are human beings we are they're like human beings we touch them they become very you know they like silent yeah yeah yeah sure they like to get the treatment and also I guess when you use this machine maybe you will it will kill a lot of flies and stuff on the dog they will feel clean at the end or not it helps I think it helps it helps it's not the professional kind of scene but it helps in beginning I thought this was like a breathing machine a CPAP it's not a CPAP the dog some dogs they're snoring you know like yeah yeah yeah yeah I understand now it's not it's not for that okay you don't make that kind of product for humans you only do toothbrush yes and vacuum yeah and now dog product yeah so in general generally to say we have home cleaning home cleaning aura cleaning care and pet cleaning and care are you already many years in the business yeah we have been actually we we started our business from home cleaning and personal care many years ago and we helped the top brands in from China those guys go to overseas now we are on our own so we have integrated quite a lot of knowledge knowledge skills and technology inside our group you cannot tell me the name of your customer but I'm sure maybe some of your designs they're famous on Amazon and I mean and batters competitors with your product like what I mean is do you manufacture for different brands the customer can put their own brand on it right we do have a very strong OEM partners these guys are like we have a I have the production here like Eureka so those are OEM partners like Shoroka and Third Devil and you know all these guys I love this coffee machine okay they also have a vacuum cleaner with you they have cleaning yeah because the coffee machine gets very dirty very quickly you need to help them to clean it yeah you make a special machine to make it clean yeah because the coffee will taste better I don't know that's a different yeah that's different different potential right yes yes in Shenzhen maybe your design house your engineers every time you have an idea you will just do it yeah yeah yeah so actually for the treating fear the the reason why we are here is not just to you know meet our customers the second reason is we want to hear more voices from the market like you you are very you know typical and very important questions that are maybe needed for from the consumers one thing I always wonder because it's amazing when I changed your electric toothbrush my mouth is completely different yes but I also wonder can it be dangerous to damage the gum ah it will not damage the gum you know you mean around the teeth it will never become damaged well if you use too strong you know so we have that's a good point that's why we have this this model is called the nx 8000 8000 this one comes with a warning warning vibration if you push it too hard nice so let me let me show you how it works even lights up yeah yeah like an alarm so it has five miles five miles and I just choose clean mode and so I'll show you how it works you see that is red light no sorry yellow light I put it again I push again you see oh nice and we and on my hand if I push too hard it vibrates it gets you alarm that's pushing too hard on your teeth that damage your you know it should be like relax it should be a sound yeah the little boy should say relax relax good point something good point yeah yeah that's more you know it could be like do you customize things for customers or you just do one product and everything will be the same it's like actually standard one but we test many times on you know how much pressure for a normal person to our teeth yeah because my experience also is people who start with the electric toothbrush in beginning they need to be very slow and after a few days they go faster after a few days they go faster at the end they are maximum yeah so that's why there is a sensitive sensitive is you know mostly for beginners cleans very it's a little bit strong white it's like you know stronger much way stronger so Polish you can imagine Polish it's you know Polish you have to make it hard and come here that's that's light very light you know clean maybe you can have a partnership with the dental insurance company and then when you brush regularly you pay less for the insurance yeah yeah maybe the policies varies from country to country so but that's good point because it makes a big difference when when I use electric toothbrush my dentist says oh my god what happened because before it was a before was nightmare it's okay less it's a little bit better especially with a what do you call it the water pick uh-huh this water jet do you do this kind of product or you don't do water jet what is that what do you call it the water this one yeah this kind of product is flashing the washing yeah okay okay it's called most washing or what doesn't make sense to combine the flushing together with a toothbrush or it needs to be separate it's one set you may make one set one in in the toothbrush have the flushing at the same time need to think I think from a from manufacturing point it's okay but we are not sure if consumers would like to try this kind of multifunctional maybe it's too much yes maybe but I think maybe it's a good idea because maybe you will save half the time maybe you will brush better when you flush at the same time yeah I don't know I'm just thinking it depends on that expert maybe it will be a problem I don't know good point okay cool but thanks a lot thanks for your time oh you're from Switzerland yeah


Hello, I am Ashok Joshi and it is my pleasure to welcome you to an important fundamental course on Introduction to Launch Vehicle Analysis and Design. In this introductory video, I would like to present the overall philosophy of the course along with its broad objectives. Space has always been of keen interest to mankind as it is believed to contain information relevant to formation, existence and continued sustenance of our planet. However, as terrestrial instruments have a limited reach, concept of objects in space for such tasks has evolved. Further, many earth-related activities, for example, communication, etc., also can be better performed with instruments positioned at higher altitudes. In view of these, launch vehicles have emerged as important tools that enable the access to the space through positioning of objects in space. If we look at the early history of launch vehicles, Chinese are acknowledged pioneers of space technology through development of fireworks. However, it is only at the start of 1900 that the study of space as a formal discipline began with development of rockets that overcame earth's gravity. However, if we look at launch vehicles as a scientific discipline, the most significant has been the decade 1948 to 1958 where most developments took place in the context of rocket technology in the form of evolution of German V2 rockets and United States sounding rockets. As all of you would be aware, India entered the space age in 1967 with participation in the sounding rocket program and establishment of the Vikram Sarabhai Space Center, which was then called TURLS or Tumba Equatorial Rocket Launch Station. Currently, many countries are into developing launch vehicles for many different types of applications and that probably is the reason why such a course is important and useful. Let us see what we would be doing as part of this course. So, we broadly aim to provide understanding of the fundamental principles governing the ascent mission trajectory and launch vehicle configurations. In addition, as part of the course, we also aim to look at the basic methodologies for their synthesis. Main learning objective is to enable students to create launch vehicle configurations and their trajectories through simplified techniques based on missions. Thus, we see that launch vehicle technology has come a long way since its inception and plays a very crucial role in the success or otherwise of any space mission. Let us begin our journey into the exciting world of launch vehicles and learn the principles that govern their operation and also get ideas regarding their synthesis. I hope you are as excited as I am about the subject and will find the course stimulating and challenging. Bye and see you in the course.