people don't connect by being perfect. So we often try to present our best self in front of others. We often think, if I just show them how amazing I am, then other people are going to like me. And as you saw from Johnny's example, well, he sprayed chocolate milk all over himself. That's not perfection. I started walking out of the restaurant down the street and made a fool of myself in front of the LA locals who are absolutely aghast that I was walking in LA. So it's okay to show your imperfections too as we're getting vulnerable. It's okay to let your guard down and share some of the mistakes, lessons that you've learned along the way because that actually creates the opportunity for connection that we're looking for. Yes, that's the vulnerability that everyone is easily and able to connect to. I want to give you a visual to go along with this because this will help determine whether or not it is safe to move into medium disclosure. So Brene Brown talks about the vulnerability jelly bean jar. So if I'm speaking to AJ and I've never met him before, I have to imagine that there is a jelly bean jar between AJ and myself. And if I ask AJ a question, hey, where'd you move from? Or what is it about this town that you enjoy so much? So AJ now has to answer that question, which means he has to throw a few jelly beans in that jar. If I ask that question again, AJ has to contribute a few more jelly beans to that jar. At this point, he's the one who's put all the jelly beans in the jar. He is now going to start to notice that he's doing all the work. And if I ask too many questions in a row, the pressure and tension of having to contribute and answer those questions continues to build. In interactions, you can only ask about three to four questions in a row before that interaction collapses on itself due to AJ being the one who's contributing, who's being the most vulnerable. So if AJ is going to answer that, and he's going to discuss and be talk about how when he moved to LA, he didn't realize that everyone drove everywhere and how vast it was. I need to make sure that I comment on that as well, that I'm going to contribute those jelly beans in that jar. Now we have this gauge of this jelly bean jar of vulnerability. If it's evenly matched, if we're both contributing, the more we both contribute, the more comfortable we are going to fill with each other, the more I feel that I can take another risk because he's been matching me on everything. So now I'm going to go into heavier disclosure. Now I'm going to go into medium.


What is going on guys, welcome back to the channel and I appreciate you being here. Today I bring you the latest news surrounding Destiny 2 and this one although will be a shorter than normal video. Within it will be some epic new information about the game going forward. Things like triple tap hand cannon returning and some vital information you need to know about the update 2.0.0 but before we get into that people every month I give away a fully customizable controller to be in the chance of winning it. Simply drop a like on the video and leave a comment down below. More details will come at the end of the video so stay tuned for that. Okay so the latest Bungie Trab is now out and although this week is a short one, some of the info inside of the Trab is pretty damn exciting so let's get into it. Firstly they state the stats the community has ranked up. Within the 77 days spanning from the Warmind DLC up until September 4th even though we ain't got that far yet. These are the stats so far. Let's check them out. Faction Rallies had 575,000 hunters pledged to future warcots, 818,002 dead orbit and 580,002 new monarchy. Titans, 321,002 future warcots, 552,002 dead orbit and 575,002 new monarchy. Warlock, 321,002 future warcots, 648,002 dead orbit and 404,002 new monarchy. 20 million future warcot engrams were opened. 33 million dead orbit engrams were opened and 80 million new monarchy engrams were opened. Damn imagine that as an engram opening video what the heck. Almost 6.5 million normal raid clears, 757,000 raid lair clears, just over 1.5 billion kills within the Leviathan and 117 million deaths. 590 million kills within the eat of worlds with 45 million deaths, 588 million kills in the spiral stars and 37 million deaths. Those are crazy numbers people. 263 million public events completed by players, 77 million escalation protocols, 194,000 players have the whispered alarm and just under 9,000 players have the redrix's claymore.  And those were the stats guys and some of the numbers are pretty damn insane. Ok so we're going to move on and onto weapons and armors which will no longer be available within the loophole come September 4th with the forsaken DLC. Quoting bongo right here. Checking off one by one. As year 1 comes to a close many of you are searching for every available item or piece of gear that can be found in destiny 2. Some items will still be available in season 4 such as destination weapons and armor sets. Other year 1 items will be retired from vendors when destiny 2 forsaken releases on September 4th 2018. These are those. Vanguard, year 1 weapons, year 1 armors and seasonal rewards. Crucible, year 1 weapons, year 1 armors and seasonal rewards. Gunsmith, year 1 weapons, year 1 mods which will no longer be obtainable and year 1 emblems. Ikora, Vanguard research packages from meditations, year 1 armor and year 1 emblems. Trials of the 9, year 1 weapons, year 1 armors, year 1 shaders, year 1 chip, sparrows and gold shells. Ayambana, year 1 weapons, year 1 armors, year 1 shaders, year 1 chip, sparrows and gold shells. Encade, stashes, year 1 emblems. While these year 1 items will be retired from vendors their stock will be refreshed with new gear featuring random roles ready for all players to earn in year 2. Some items may return in year 2 but not exactly as you remember them. Come September 4th a small number of weapons that you know and love will be updated to year 2 standards featuring random roles and the capacity to accept year 2 weapon modifications absolutely epic as a final note players who have obtained these year 1 items can infuse them into higher power levels in year 2. If you're looking to finish your checklist make sure you read this week's community focus on destinysets.com this fan made website can be linked with your bungee nut net account to give a full list of items you have yet to acquire helping you finish off your year 1 collections before for sale can release. I will link that website with in the video description people if you do want to go check it out. So some weapons will become of that year 2 standard with random roles. I can't wait to see more people I really can't. Okay so I'm moving on and we have a smutty live stream explaining a new combat system and all new changes coming. Check it out. Now the thing I noticed straight up in this trailer and I'm sure you did too was that hand cannon free tapped that fellow guardian. This is something the community has wanted for a while and it's great to see it's what we are getting. That bunch have confirmed major adjustments to time to kill in PvP are coming and will be revealed within this live stream. I seriously look forward to those changes people I really do. The live stream is next Tuesday 10 am PDT basically reset time. Tune in to watch it on either a youtube channel or the twitch channel links to the tab where these links can be found will be in the video description so check it out people if you want to. Now before we end we have some vital 2.0.0 update information or in bungee right here destiny update 2.0.0 vital information at the conclusion of the solstice of heroes on August 28th destiny 2 will be updated to prepare for the launch of Forsaken. In the week between August 28th and September 4th players will see some unusual behaviour in game as we make the transition into year 2. Here's a short list of what players should be prepared for with more details to come at a later date. In general collections and the vault will not be available specifically this includes the collections for emblems as well as exotic weapons and armour. If players want to have an emblem or exotic item in their inventory during this week they will need to prepare their inventory ahead of time. Nightful strikes going will not be available. We'll have more information about strikes and how they're changing in Forsaken in the coming weeks so that is that people you have been warned get what you can ahead of time if you're going to need it or if you feel you're going to need it. And at that note guys we have come to the end of the video before we actually end. Let me tell you about a giveaway I do every single month so each month I give away a fully customisable controller for either Xbox or Playstation sent anywhere in the world. Don't be even the chance of winning it simply drop a like on the video and leave a comment down below and make sure you're subscribed to the channel and check out the Gleam link linked at the top of the video description it's fast simple and legit. I am having problems with Gleam at the minute but don't worry I'm getting the link sorted out so if it ain't there now it will be there over the next few days for sure so come back and check it out. But at that note guys we have come to the end of the video thanks as always for stopping by and hopefully I will see you on the next one. Always in the wrong


what's happening how you doing chiefs all right who said that I hear you hey something I want to touch on that I heard Dr. Dr. Bungarn talking about and something that you can do as a chief so someone in the back had asked about can you take the running component of the fitness test first so I'll tell you yes and I'll tell you as a chief you can influence that this is how I know when I was at the warfare center we had a problem with airmen taking the PT test the last week of the month we've all seen it because they may not have worked out like they should in their word they want to wait till the last day of the month to take the PT test and what they did on Nellis Air Force Base is they incentivized airmen if you took the PT test the first two weeks of the month and if you decided that you were going to take the test the first two weeks of the month you could run first if you wanted to you could run first if you wanted to what I'll tell you chiefs as you influence that you can make that happen that's at the lowest level for approval and I believe for us it was the FSS commander who decided that's what they were going to do to try to address the throughput toward the end of the month good incentive I think just something to think about food for thought but if you have that same kind of issue if you're worried about lactic acid and all those kinds of things influence it make sense all right I get to talk about some AFPC stuff some bombs dropping all those times things no bombs dropping AFPC I can tell you that hey what I'm gonna do on what I want I only have eight slides that I'm gonna talk about and in the middle of those slides at the end of those slides or whatever if you have questions about AFPC I want you to ask me and I want to hopefully in stealing you the direction that AFPC is going and then also this whole culture change that we're trying to do and then why the culture change all right supposed to do that all right AFPC a1 commander philosophy so we recently changed our mission and to most chiefs you're like hey that's not a big deal Kenny I don't care that you guys change your mission but there's a why behind the reason we changed the mission our previous mission was one team one family one mission taking care of airmen and the reason we changed that is I had a conversation with our previous commander lieutenant general Kelly and he asked me what does that do for me what's that mission statement do for me and I said sir it does absolutely nothing to me it doesn't make me feel any kind of way it's vague it's bland and it doesn't get after me it doesn't inspire me to do anything and so we talked about changing it we want to change it for the technicians at AFPC so we change it to the mission statement at the bottom agile innovative and responsive feeling the fight what we're trying to do with that is if you're a technician at AFPC and you're behind a computer screen you're behind a phone call what we want you to believe or think about is any action I take I should be fueling the fight that should drive airmen our airmen to say yes more times than not we understand currently that's not what's going on but that's what we're driving toward we're trying to make a person Ellis see themselves in the mission in the only way a person else can see themselves in the mission they have to understand that whatever they do they're trying to influence the fight in Afghanistan and Syria and Iraq and all those places that's why the change in mission statement so some of you might say yeah whatever doesn't make sense I don't like it or whatever but we're trying to drive a certain culture with those technicians who are just behind computer screens and doing things we can actually able to fight if we say yes more times than not we're team and when I say we're team I talk about the entire a1 enterprise so that starts at the squadron level with the CSS is the MPS is the Magcoms AFPC and half we're all one team in general Kelly's outlook in general toast outlook and that what that means is if there is a mistake that's made let's say at your MPS and when it gets to AFPC if we can say as a community the a1 enterprise made the mistake we're gonna fix it we're gonna fix it so we're not gonna say the MPS did it we're sorry or it happened at AFPC or happened at the squadron you guys need to take care of it if we mess up in the a1 enterprise we're gonna make it right and what we're trying to do is not put the burden back on the airmen or the commander to tell them hey you need to submit an exception to policy to make it right though we made a mistake with any a1 enterprise we're gonna make it right within the entire enterprise executing at the gold standard so I'm gonna share a story with you what's the gold standard so that that's a culture that we're trying to drive toward and when we came up with gold standard again I was asked the question what's that mean to you I'll tell you a gold standard is personal to me and so I have an image I have a story on what gold standard is and so I talked to general Kelly about what gold standard means to me and if you could just bear with me for a second I'll give you my example of the gold standard and then think about this is how we want people to think when you interact with us so my gold standard American Airlines I don't care what you say what you think that is my gold standard airline I fly other airlines but American Airlines my gold standard and this is why so my parents were in New Orleans during Katrina so August 2006 had talked to my mom and she said hey me and your dad are gonna just you know wait it out just like we always do in New Orleans your dad's gonna go to work and I'm gonna go to your grandma's house and we'll just set through the hurricane hurricane passes everything's fine I'm stationed at Wheeler army airfield in Hawaii and I got a brother who was stationed at Fort Hood Texas storm goes through everything's good talk to our parents everybody's fine the levees break when the levees break we're unable to talk to our parents so about a day into it my brother ends up contacting my mom my mom is fine she had gotten evacuated with my grandma and one of my aunts so they're in Texas my dad my dad had worked for the sheriff's department and I saw my dad on CNN transport and prisoners I'm like well heck we hadn't talked to dad but dad's fine because I saw him transport and prisoners and I saw him on CNN for two days in a row transport and prisoners so I knew my dad was okay four days past we still can't contact my dad so I call the sheriff's department where they had all evacuated to and I talked to a man I said hey try and look for my dad James Lindsay this is what he looks like this is the last time I saw him he says oh he says your dad went back to New Orleans like why did my dad go back to New Orleans he went back to New Orleans to get your mom because he said your mom was at your grandma's house and I'm like oh crap you know New Orleans is like six foot under water I don't know what he's doing so they had dropped my dad off on a bridge in New Orleans and what my dad thought is I'm gonna come off the bridge I'm gonna walk to my mother-in-law's house I'll get my wife and everything's gonna be fine what he didn't account for is my grandma lived about two miles away and the water was over six foot high so he went back and forth from the top of the bridge into the water he go back to the top says okay I gotta wait until the water goes down and I'll be okay in New Orleans you know they're generally 24 hours the water is gone and you're good to go so my dad goes from the top of this bridge to the bottom for four days in a row remember August in New Orleans he finally goes back up to the top of the bridge there's a bread truck that was stalled out he sets in the will well of this bread truck and he says I guess I'm supposed to die like this and he was done no food no water for the four days that he was on the bridge he passes out when he passes out a Coast Guard helicopter spots him in uniform hovers overhead ends up landing on a bridge grabs my dad bunch of IVs and stuff and they evacuate him they evacuate him to another part of Texas he ends up calling me while I'm in Hawaii said hey you know got evacuated here's all kind of what happened to me and I said yeah I saw you want to see an end what you know what was going on yeah I was going to get your mom all those kinds of things he said where's your mom at I said she's in Texas with Brian so Brian's my brother she's in Texas with Brian he says okay he says I'm gonna catch a bus from Louisiana to Texas and I said dad you're not catching a dog on bus from Louisiana to Texas I'm gonna fly you from Louisiana to Texas and he says you probably can't he says I don't have any identification I lost my gun lost my wallet my uniforms kind of ate up from the water I don't look like me anymore so I probably can't fly and I said you let me take care of that and I said I'll call you back at this time he's in a shelter call American Airlines and I give the entire story about my dad I said here's what's going on Katrina survivor separated from my mom this is what I'm trying to do I need to get him a ticket from Louisiana to Texas and so the lady and I talked back and forth then she asked me what dad looks like so I describe him and she says you know I think we can square your dad away so just think about this I'm at wheel arm airfield in Hawaii and I'm thinking you better not mess this one up you better not mess this one up so pay for the tickets she says tell your dad to come to the airport and we'll take care of him so I get off the phone with her and I call my dad I said hey dad go to the airport tomorrow at 8 in the morning and they said they're gonna take care of you and he says how I don't have anything I said they said they're gonna take care of your dad that's all I have they said they take care of you he's like okay so we get off the phone next morning my dad goes to the airport and sure enough American Airlines take care of him what my dad tells me by the time he links up my mom he says you know when I got to the airport he says right when I said my name they pulled me to the back they fed me they clothed me they put me in first-class seating and then they licked me with your mom wow my dad is a man who is not emotional it broke him down so when I think a gold standard that's the image I see that's what I think about that's what I feel that's not just words that are on a slide that says hey we operate the gold standard our goal is to operate the gold standard the gold standard is something you feel and what I'll tell you is every one of you have a similar type story or you have a similar type airman that needs to be taken care of at the gold standard level that's what we're striving toward that's what we're striving toward we provide world-class combat support and customer service I'll tell you we're still we're rolling in that direction we're not there yet that's what we're rolling toward to do that we have to be disciplined and we have to pay attention to detail if you got one of those zero dot zero zero checks you understand about paying attention to detail we got to do a better job of taking or paying attention to the details chiefs if you're not having fun something's wrong with you don't take yourself too serious anyone who really knows Kenny Lindsay they will tell you in that guy's head there's a party going on every single day because that is me that's you I am that keeps me balanced if you're not having fun I said a party if you're not having fun something's wrong chiefs if you're not having fun something's wrong and then winning teams they always have fun you never play for second place you never play for second place all right this is going to be a slide of our afpc directorate superintendents for you I want this to be your entry point into afpc so I don't want you to call your buddy that you know with an afpc I don't want you to call an airman that you want supervised I want you to go directly to our superintendents and that way you can cut through the middle of all the red tape and stuff and you can make things happen a lot quicker if you go direct to the superintendents don't worry about taking pictures you guys are gonna get this slide deck we have six direct six directors within afpc I'm gonna show you just four because four are the ones that you all will normally interact with on a weekly monthly whatever basis so our airman and family care directorate DPS what we call it senior master on Eleanor Colmer she's a superintendent for that directorate all things airman and family all things so your wounded warriors all those different things that deal with family care our DPF takes care of it those are some of the things that they do within that directorate DP1 DP1 is our our total for service center that's who our airman that's who you all call more times and not that's that infamous 0102 number and who knows what happens what you guys call that number DP1 so Clint Wilkerson chief Wilkerson he is the superintendent of DP1 right now an airman will tell you that's their entry point into afpc when something goes in a DP1 and how our directorates are set up DP1 is our first tier within afpc that does things airman type things retirements all those different things goes to DP1 first if our technicians in DP1 have an issue or they can't resolve your problem it goes to our DP2 and then if it's deception policy it'll go to DP3 this is what I want you to know about DP1 and if you call as a chief if you get a hold of one of our airman and you're trying to make something make sense or you're saying hey I need you to think about this I need you to use your head this doesn't make sense to me airman this is what I want you to understand they're working off of scripted information so you might say hey I got what you just said but this is what I'm trying to do you're gonna get a scripted answer back to you and then once they reach their capacity they're gonna move it to the next directorate so know when you call on afpc if you call into our tfsc understand what you're getting right when you call that organization I'd much rather you call the directorate superintendents because you'll get things resolved a lot quicker another reason I don't want you to go to your buddy in afpc because if you have a problem and if you get hooked up because somebody to carry you it never gets to the level of leadership to fix it in order for us to fix it we have to see it that's why I want you to go through the directorate superintendents make sense alright dp2 dp2 Rebecca Baxter come up right there Rebecca dp2 all things operations that's our biggest directorate and they do a lot of lifting with an afpc so that's our junior a lot of our senior CEOs are in dp2 they are our subject matter experts normally when you all are doing something with an afpc it's sitting at dp2 alright what you need to know about chief baxter very responsive but also she is the chief that will give you options if you want to do something particular she'll help you out and she may not give you the answer that you want but she will provide options on he these are the things that we can do in that particular situation dp3 chad prior chad prior all things policy exceptions the policy you want to do something that's a little not standard you're going to go through chad prior y'all still taking pictures board chief don't listen y'all don't care alright chief rose with afpc what i mean by that is before you contact afpc there are some things you need to do as a chief before you reach out and try to get things done and also some things i want you to think about so first transparent feedback transparent feedback coordinate communicate with your mfms your cfms and also your command chiefs it's hard for me to execute when i have squadron superintendent who comes directly to me and asked me a question or hey kenny can you guys do x and it doesn't seem like it's been vetted properly and then i reach back out to the command chief and the command chief says i have no idea what you're talking about that's a file that's a file so make sure you do your part as far as coordination when you're trying to square where airman because what i do is always reach back to make sure everyone has seen this okay when you work with a technician in afpc please please please courtesy copy a superintendent you don't have to courtesy copy the right superintendent courtesy copy one of my superintendents and they'll make sure that the right superintendent gets the information that so we can flight follow so we can make sure that we are being responsive in answering your needs exceptions of policy i need honesty from you and i need transparency so what we often do because the way afis are set up and we do an exception to policy we try to write it catered to the afi if the afi says you must have xyz we try to write to xyz i'm gonna ask you not to do that what i want you to do is be completely honest and transparent this is what i'm trying to do this is the outcome i think it's humanitarian but i am not sure help me be honest with us be transparent with us and i guarantee you we're not going to force you into an afi hey it says you can't do it so you can't so a lot of times i'll get feedback from cheese from my madcom folks out here and i'll say kenny afpc said no and i'll say okay that doesn't make sense to me who said no and i'll say afpc i'm like godly tell me who so when someone tells you no in afpc get a name and then document it because when i when i get afpc said no and it doesn't make sense to me i need to know what director that came out of and i want to make sure that the superintendent was aware of that no so along the lines of justification you'll get a response back or never gets a response back and we'll say justification not strong enough need you to resubmit i don't even know who to heck the justification person is an afpc to say yeah it's justified so what i'll tell you is when you get a justification not strong enough technician director it document it and then make sure when you filter that through your chain that i get that information more times than not the justification is strong enough it depends on who's interpreting the justification so i want our superintendents i want me or i want my boss to say that justification is not strong enough i don't want a tech sergeant telling you justification is not strong enough and then we just stamp it all the way up the chain static close out dates kenny this don't make sense i'm a chief i know this stuff this is why this is so important we've done a poor job of turning in eprs in time so some of that's on the a1 enterprise but some of that's on us as chiefs as far as looking back at our airmen and make sure they're squirt away the impact of that if we don't have reports in on time and we hit file freeze that airmen automatically goes into a supplemental process the problem with that is the airmen knows i signed my report two months ago results came out i don't have a score sheet what's going on and because we bounced it back and forth we say well you didn't make it in time you're going to the supplemental process and that's not going to come out for another four months we can't do that we can't do that let's make sure that once we stamp an epr we watch it go through that we see it to to to the end and that's through your nps or whomever make sure airmen's reports are to us before file freeze because we are doing a disservice some of our airmen and they have no idea what's going on all right assignment stuff so i'm going to talk just a little bit actually in the later slide talent management time and things that you can do as a chief i'm going to talk about it right now talent management things you can do as a chief alphsock did it and we were doing it in afpc you know you get that airmen who's in a certain job and you want to move them somewhere because they got a particular skill set and you say man this is the right emmer for that job and this is the wide behind it we have the ability in afpc to move airmen based on talent management what you can't do is move airmen based on man they really want to go there and their kids you know they love that that district and that school and let's move them because of that operationally mission wise why are we moving airmen and if you have a story why that airmen skill set is so important they got to move to base x tell us that story and we can make those movements happen like i said afsock did it had a senior master sergeant in afpc who had hit the retirement button had a particular skill set afsock said hey we need that senior master sergeant to come to afsock to stand up x based on his skill set and no one else in that career field has that particular skill set the senior master sergeant was willing to pull his retirement papers to move to herbert field sure enough we made the move happen dpcs to herbert field he's a chief now he's even in here we're yet ha ha look at her not even lying congratulations i should get you up here and tell your own story anyhow we moved chief d because of his particular skill set and got him into afsock made cheap but he's doing great things in afsock based on that particular skill set that he had so we can move airman based on talent we can't move airman based on my heart says we should move him okay afpc we're doing something similar with our chiefs we have chiefs there who are on sips and what we're picking up on is some of our chiefs even though they're in a sip position they probably don't have the right set of skills to work that particular sip so in house we're actually just moving folks working with the chiefs group and said we're going to move this airman this chief from this position to this position because they're better suited for this particular job exercise that as much as you can but make sure you're doing it for the right reasons dsd nominate the right airman nominate the right airman and i'll tell you i don't care what pressures you're getting as far as you got a airman who is qualified if they're not the right airman don't nominate them if they're not the right airman don't nominate them a situation i was in a couple years ago where we nominated someone for recruiter duty they're going through the speed cap process and the command chief reaches out to me and says hey kenny can we pull that person from the speed cap process and i said why he says though they don't want to be a recruiter i said you freaking signed a dank paper what are you talking about well we want to be an ls instructor so in that situation i wasn't willing to pull that person out the speed cap process because the command chief and all the chiefs from group on down said that was the right airman to be a recruiter once they went through the speed cap process my hands were off of them so make sure when you nominate you're nominating the right people join spouse intent codes make sure that when your airmen are are meal to meal that their intent codes are the same you'd be completely amazed at how many airmen we have that are married who have i don't want to be with my spouse on their intent codes the problem with that is once we put someone on assignment and if it's joint spouse if we go and look at the intent codes and they say they don't want to be together it's hard to put them back together so make sure your airmen make sure you have the right intent codes unless you don't want to be with your significant other all right talent marketplace really quick what talent marketplace is that's the new officer assignment system the reason i want to share with you is because our special warfare airmen are doing a test where they're going to put enlisted folks into talent marketplace and we're going to see if we can utilize it for our listed airmen down the road i guarantee you we're going to be in this model for assignments but it's probably probably looking at 2021 before you actually see it where it's evolving and things like that a really good assignment system it is not you know 100 right yet and we know that but it's pretty good so what does or what talent marketplace does of course it meets warfighting requirements increases visibility of potential jobs to officers to commanders hiring authorities and then it incorporates the gaining commanders input to the equation as well what it does not do solve our officer shortages meet preferences that we can't meet and it's not 100 right yet because we're still trying to you know evolve that actual system and make it right the way we want it and then you still have to have an element of art when you're doing assignments that's always going to take place in any assignment system that we come up with this is what the dashboard looks like so in short what an officer will get i'm on a vml so that vulnerable move listen i know i got to go someplace and let's just say i want to go to georgia my fsc i know it's in georgia that's where i want to go i pull up a map and i can click georgia and i can put my rank in put my fsc in and it'll give me all the jobs that are available in georgia that fit my a fsc and then if i see a job that i really want i can bid on that job and so i can say that's the job i want to go to i can look at the commander's comments to see what they're looking for skill set wise and all that kind of stuff and then there's a couple other questions that i'd have to answer so a commander who's hiring can look at it and say hey kenny lindsay applied for this job this is what he's looking for this is his background this is his skill set this is what he brings to the organization and then that commander can bid on me if they want the other thing about talent marketplace is if i wanted to go to georgia and i hit the button and said yep that's where i want to go i can see how many people have applied for that job as well so that if there's one position and 20 people have applied for and i applied for it and my shots are pretty slim for getting that job so i might want to go to my second you know choice of location and stuff to find a different job but there's a lot of transparency in talent marketplace and it's very user friendly execution i'll go right to a future so future right now 19 we just now added all officer afscs into talent marketplace we initially started with aviators now we have all of our officers in it and like i said before we got our special warfare airman who are doing a test within talent marketplace right now to kind of see how it's going to work out for enlisted we're considering putting 365 day deployments in a talent marketplace as well as our dsd stuff in there as well we just got to see how it works once we start messing with the enlisted side of talent marketplace and then you can see the feedback results that we're getting from the officer community bam how about that so i'm done with my slides i'm almost right on time any questions no questions yes we're considering doing it yep no it's still going to be vetted but we can see whatever want to go to a certain job we're still going to vet it but if and it did right now we want to see who actually wants to be in dsd once you see it that becomes now let's do a checks and balances process that goes back to that supervisory chain to see yep airman fits the bill as opposed to i want to go to san antonio so i'm going to apply for this job because i know it's in san antonio so we're still going to vet and we don't have we don't even have the rule set for dsd yet we just based on the the population size we know that it's feasible to go into talent marketplace that the how and the checks and balances we don't know yet okay anybody else cool hey i'm going to give you all since your chiefs one little it's not tidbit information but it's something i want you to think about so back in high school i was like a world-class athlete and track and field love track and field but when i look at chiefs in the air force what i think about is a relay team so i did the four by four hundred oh heathers you got a question what you got heather i don't want to interrupt your story go ahead so i was on the four by four hundred meter relay team and when you think about a team when you look at rank in the air force when i think of that four hundred meter relay team i see the our airman as those those just brand new one and two stripers they're the first leg on a relay team anyone who runs track you know first leg you're not don't know a whole lot about this track meter i don't know a lot about this relay team but i can run like hell that's what i know that's our airman they can run like hell you wind them up and you let them go little direction they just move first leg you're trying to get a lead in track and field if you're running on a relay team second leg second leg's a little bit more mature and yeah i kind of i've done this before i'm i'm seasoned i'm not the best on the team but i'm pretty good and i understand my role my job is to try to extend the lead or get the lead if my first leg didn't get me the lead that's what our second leg does so when i see the second leg i believe that's our senior airman staff sergeant second leg on a relay team third leg third leg your person that's pretty dang seasoned and they can kind of look at the attitude of the team and say you know i i need to do x to make sure when i give that fourth leg the stick that they're going to win because i gave them a lead or i put them in position to win when i look at third leg that's where i see our senior tech sardons master sardons and our senior master sardons that's that third leg when i look at chiefs when i look at chiefs you're the fourth leg of a relay team that's the anchor leg what's the expectation of the anchor leg to win to win so when i think about high school i told you i ran track i did our anchor leg was a olympian in four by four hundred meter relay and also he played in nfl for 13 years he was our anchor leg on my track team he was the guy that we said when we give him that dang baton if he is within five steps of anybody we won worry know it if we give him that baton and he is one step ahead we're probably going to get some kind of school record if we give him the baton and he's one step behind we're golden it did not matter everyone else's task was to make sure when we gave that stick to our anchor leg that he could win chiefs that's us we're the anchor leg and what i mean by that is look how our airmen view us what do they think when they come to the chief what do they think when they come to the chief what i'll tell you is you don't even know everything you're not going to know everything you've got to rely on each other you got a network while you're here to make sure that when you get that baton i got you i got you we're going to win and all of our airmen put us in position to win we work just like our anchor leg they work for the team they work for the team to achieve a common goal that's who you are that's what we do make sense all right heather what you got good morning chief morning chief heather moody i am uh afspace a one and as a personelist in the community right in the community of everything you're talking about right i'll be honest i have a lot of frustration but with that said i'd like to give a testimony and i'd like to ask my fellow chiefs for their help on something the testimony is what you're talking about folks those aren't words i can tell you just like every single one of you in this room i've had that airmen we've had that airman that the policy doesn't fit the response doesn't make sense and i'm confident it's not how our enterprise wins i'm confident it's not how our enterprise retains airmen and takes care of airmen so from the testimony perspective i just want to say thank you you're a man of your word um i can tell you i've called and i have sent this man emails and everything that he just presented is a hundred percent factual so thank you for what you're doing thanks thank you thanks to hey thank you all i am i'm done i will be down here if you got any questions about a p c or things that you're working right now that you need help on i'll be standing here taking notes but i want to make sure that we take care of your and your airmen needs once again chiefs congratulations thank you


These are games, don't let anyone tell you they're not. And how did you play these games? You have instances to choose your own adventure if you've never encountered these. This one, this particular choose your own adventure is special because you can't win this one. There's a winning ending where you find paradise. There's literally no way to get to it unless you cheat. No page references the page that takes you to the good ending. And the book is about finding paradise. I don't know if that was intentional or not, but I'm gonna hope it was. So in this game, many of you, how did you play these as a kid?  And you know that chocolate's the right way to go. But you put your finger in that page and you flip over because these games also had pretty elaborately descriptive horrific death texts. And for whatever reason, we like exploring those.


Hi everyone, Joe for Jaspy's casebreaks.com coming at you with 2017-18 Upperedeck the Cup Hockey One Box Random Number Block Break Number 20. Everyone's familiar with these number blocks right there. There may be some non-numbered cards. If they are, they'll all be randomized as one group, even if it's an autograph as one group to one person, randomized to one person right here. Hopefully we won't have to run into that. But big thanks to these folks for getting into the action there. The number's right there. Let's roll it, let's randomize it. Five and a four, nine times for each list. One, two, three, four, five, six, seven, eight, and ninth and final time. After nine, we got Adam down to Jack. Five and a four, nine times for the numbers. And ninth and final time, after nine, we got eight down to seven. All right, Adam with eight, Nicholas with nine, Oliver Smith with five, Adam with two, Jarell with four, Riza with zero. So he'll get any and all redemptions for this one box we're about to do, including one of one redemptions, like known one of one redemptions. Adam with one, you'll get anything that's live, live one of ones. Jake with three, Matthew with six, and Jack with lucky seven. Let's get all that ordered by number right here. And while you're considering trades, let's see which box we're gonna do. So remember, Shawn did the first box, he marked that so we know it's all from the same case. Let's select a die, let's select that one. Let's roll it, one, two, three for the top box, four, five, six for the bottom box. And it's four, one, two, three, four, five, six. So this we will save for next time, R&B 21. Maybe we can run that back a little bit later tonight if the other stuff doesn't sell out first. All right, good luck. Now I have no idea who we're chasing in this draft class, but I'll trust the chat, who has far more hockey knowledge than me. I'll trust the chat to tell me if anything here is good or none. That's right, Rex, yeah. Then we'll be out on the streets. All right, first guy out of the gate is Ryan Getzlaff. One, two, three out of two, four, nine. This standup comedian is going to Jake and the number three, Getzlaffs. Next guy, look at that patch, Brendan Lemieux. 97 out of 249. I don't know if he's any good, but that patch looks really great. 97, that's Jack B with the number seven. I think there's a book here too, look at that book. We've got Vincent Trucek, 28 out of 99, three color patch and autograph, Panthers. Eight, that goes to Adam Provost. Then we've got Andres Borgman, 242 out of 249. That goes to Adam Kay and two. And let's see what the card on the bottom is first. It's Yabir Yagar, 51 out of 249. Adam Provost with that. And the book is gonna be Mr. Wendell Clark for the Toronto Maple Leafs, autographed ticket booklets. Whoa, that's pretty cool. So there's his autograph there. I guess what he did on that, I guess on this day. It's a good idea, that's really cool. 12 out of 12, hand numbered. So that'll go to number two. Adam Kay with that one, that's really nice. And there you go, ladies and gentlemen. We've got another box of the Cup Hockey in the store, JazzPieceKsprays.com, check it out. I'm Joe and I'll see you next time for the next break. Bye-bye.


Next up, there were a few announcements a few years ago that caused a lot of commotion sort of in this field. When Bain entered this space, when Blackrock entered this space, when Goldman Sachs acquired imprint, these are big mainstream financial players that are entering this space. And I think there's a feeling that this is great news because this takes this to scale, but there's also real curiosity about what does it look like for these large players to enter the impact space. So I'm really excited for you to hear directly from one of the members of the Bain Capital team today. Please welcome Chris Kazone to the stage. Thank you. Well, good morning Socap. It's a true honor to be here and both because I actually look up to to everybody in this room for all the positive change you've created and you've inspired me to in my career, but also because I've learned so much from being at my third Socap and my first Socap, second Socap. So just thank you for being you. I'm Chris Kazone. I'm an investor in Bain Capital's double impact team and I joined the and I joined this team two years ago in the very very early stages and worked on the strategy. Before that I was, I think what we call here, a traditional private equity investor. And the reason I did the transition in between private equity, traditional private equity and this new career was for the ambitious challenge we took on. The challenge which is the problem we are trying to solve is one which is maybe not as I would maybe say unromantically laid out by the lady on this New Yorker cartoon is how can we prove to financial markets that there does not have to be a trade-off in between financial returns and private sector businesses, profitable ones which want to have an intentional social environmental impact. That's not a new problem and frankly this cartoon might be older than myself. But we joined the bandwagon and two years ago my boss, Deval Patrick, was on the stage. He announced that and we're going to take on this challenge and not alone but with the help of the community. In the past few years we've done a lot of work and we've taken a lot of your mentorships so I want to thank you for that and we're at a new place and we thought it was a good time to report back to you. So we've closed our first fund over the summer and we've done three investments and look forward to sharing how our thoughts have evolved and welcome your feedback after this conversation. So where do we focus? What are impact themes? So first, sustainability, the health of the planet. Second, health and wellness, the health of people and populations. And third, community building which is about place-based thesis, job creation for underserved populations. So today I want to speak about where do we play and why that's important. Of course as a bank capital investor I had to show you numbers and charts so I apologize for that and the question here is we looked at the ecosystem of private funds in the in the country, the US focused ones to start with and we realized that 20% of those funds were in the venture capital asset class and that's a key critical part of our economy. It's responsible for innovation and the leaders of tomorrow and more importantly for us in this room is the highest penetrated asset class when it comes to impact investing. Impact investing in venture capital means finding and backing mission-driven entrepreneurs, change the world mindset, disruptive concepts which will be which will in turn be the new leaders of tomorrow and that is critical part of impact investing in the economy today. But stepping back we looked at what are these other 80% and we call the other 80% the middle market. What is the middle market? To put it very simply it's the status quo. It's the US economy. It's pretty much every sector. It's proven mature profitable businesses sometimes growing really fast and sometimes not so fast and stepping back we realized how can we add value to this sector? How can we potentially make it more impactful? And another part which is very important in the middle market is the investment mindset is slightly different. Deals often are majority owned, high governance deals where there's a potential as an investor to have a strong seat at the table with management and we can ingrain our value at a value-add mindset into into our investments. So of course as a former consultant I got you a 2x2 matrix here and at most 2x2 matrix the holy grail is to be in the top right quadrant right and this is not so different. So here we're the top right quadrant what is it? It's businesses which we call have commercial clarity and that means profitable business models proven going concerns and also have mission clarity a clear mission aligned intrinsically aligned with a business model idea. Top right quadrant here are rocket ships they're change the world businesses they're the dream of every impact investor and we'd love if every single business were like that but but it's not always the case and stepping back we thought with 33 years of being capital's experience and being value-added investors and businesses and trying to trying to see what you know how you can grow them better thought is there another part of this matrix where we can play where we can be better impact investors and so if you look at the bottom right here they're businesses which are proven business models which are profitable and going very well but maybe they have mission potential what we call mission potential it's a business where the by tweaking potentially the operations by creating new initiatives we can align the mission-driven management team with creating more impact more positive externalities maybe reducing negative externalities conversely on the top left of the matrix here you know imagine a social enterprise which has a great theory of change but maybe has not exactly cracked what its business model is hasn't reached scalability yet still looking for product market fit and that's where being capital's playbook can help be value-adding so what does this mean for deal flow really and you know what we've we know that you know we're being highly scrutinized we we take that responsibility really seriously if we're going to widen our aperture of looking at businesses and looking at not only to intrinsically align businesses but also some which have potential where we're going to have to be active owners and really increase the impact we risk greenwashing and we're really aware of that so we we teamed up with our cousins from Bain and Company and did a wide bottom-up analysis of the whole US economy we looked at 350 sub sectors and scored them with our internal methodology not only on financial returns but also on how impactful their business model was intrinsically and if there was mission potential and what does that mean it means that it widens your aperture of deals not only before just looking at mission clarity only businesses the rocket ships out there there were about 10 15% of the economy open for impact investing for us looking at mission potential and a value-added approach opened almost 50 percent and that's very exciting but so how do we do it and what's all this blueprint jargon I keep hearing and talking about so a blueprint is is the foundation of our value add and there's no rocket science there it's basically sitting down with our management before the deal and building a strategy short-term initiatives and a long-term plan the key difference in between private equity owners out there and a bank capital double impact is the second box right here we create an impact blueprint on top of the commercial blueprint we look at initiatives which are ingrained in the business model but which will also catalyze positive externalities they'll reduce negative externalities another important point of the impact blueprints is the partnerships the community it's you in this room and what really invites you to reach out if you feel you might be relevant and be able to help us in our investments here our three first investments we teamed up with thought leaders in the industry like Bridges Ventures like the SJF like Pfizer Foundation which has helped us think about the future of the biotech industry and of course we define impact metrics to keep our our management teams and ourselves accountable to to the objectives we set but let me just detail quickly what this means in practice impact fitness is our is our first investment in our portfolio and to put it very simply is a rock star mission-driven management team who is running and operating 13 gyms in Michigan and Indiana those are those are areas we've identified being in the bottom quartile of health outcomes in the US and so we looked at this business being how can we make this more impactful one of the questions which was pretty obvious that they came up looking at the geographies were in is their so-called fitness deserts areas which don't have enough population density to be have economically viable gyms and that's something we felt you know could be a problem we could solve so the first point here is access to fitness it's one of our first target outcomes so we're currently working with the plant fitness franchise or in our management team to develop a new gym box which can fit in areas where they've never been gyms before and that's creating access to fitness what we're tracking is not only how many new members are coming to our gym but we go to the next level we look at what are the percentage of our new members who've never been to a gym in their lives and to in our CEO Chris Kleba's word that would be getting people off the couch and that's what drives them every morning to go to work and that's the type of value ad that we try to bring to our companies so where does this leave us I want to I want to leave you with two key messages number one is we hear a lot and you and with our name you with bank capital name used into the same sentence impact investing is going mainstream what I like to share is if impact investing is going mainstream we're gonna have to invest in the mainstream economy we're gonna have to widen our aperture we're gonna have to create new approaches to invest in every business and the way we've found it that we've cracked the case so far and we really want your feedback on this is is through governance through active ownership through have value added approaches which can find mission aligned management teams in the middle market in the broad in the in the broader economy and help them achieve their dreams and their mission the second part is a call to action to all the traditional traditional private equity and other investors out there get on board please get on board reach out be curious ask questions if you're not convinced challenge us we're really excited in our team and we're we really see this is this as a great exciting fields which it's really the beginning we recognize that 30 years or 40 years or 50 years of thought and thought leadership has been put into trying to crack the case it's very it's very fitting to me that socap is 10 years old this year because it's it's it's a it's a child which is coming to to being a teenager but 10 years away from being an adult and this teenage years are going to be really exciting we're gonna we're gonna grow exponentially we're going to make mistakes probably get in trouble here and there but on top of that we're we're gonna become adults together and we're gonna have a bunch of funds so please join us thank you


Mae'r bwysig iawn, dweud. Mae'r bwysig iawn i'n gweithio gydig ar y credu wrth gan Lyfod yn Gwynedd Llywodraeth – ac mae'r bwysig iawn yn Yn-Afrika. Dyma y 25 oes y tyfn o Francaf gallwch gwrs yng nghyme. Felly, ond y gallwch amgylchedd y byddaiитwch ar gyfer gweithgareddau erbyn o'r gwagau ac yn fanen am y cwylPeolitech. Felly, y cwilog ym dunedig sydd am y dweud mwyaf o gael'r cymdeithasol ac yn hynny'n digwydd ffyrda'r ffordd yn ei wneud yn ffyrdd o gweithgareddau peolitech. Mae'r panell yn bwysig iawn amerig, chwn i gwn i'r windfodol, oherwydd, ond mae'r ffordd i hynny o ffyrd ymlaen i gyd yn cael eu gwleidydd. ynghylch arlineidol â Fnech Cymru, mynedd, a wahanol ac ystod y bydd Cymru yn bwysigol ar Leogrodd Afriac, Amnesty Ieol. Bydd yn i'r fan y Caerdydd Gweithio Afriac fel Llywodraeth Cymru, wedi'u gwneud dyfu'r pwyllgor ar gyfer ymddangos. Fy enwau mynt Whynebyn eima, fe Ynghyddiant yn Ymddangos MARFYL, mor bwysigol i gyda'rаз i weithio aelodau yn gwybod drefliadol yn Daos. Y Nidwylon Pan, grŵr ymddangos ynghyddiant, has been leading research we're doing here at the Forum into inclusive growth and looking at ways policymakers and other actors can intervene positively to drive growth but good quality inclusive growth. Last but not least Primozili, Malambu and Cuka I'm very proud to say as our co-chair this year's meeting welcome, Maam, the Executive Director of UN Women and again a very vocal supporter of this cause. Eddie, I'm going to ask you first of all to talk a little bit about your campaign. Yn y ddweud y ddwylliant, y cyfnod yma, hanfyddiwch am y cyfnodol yma, ac roeddwn yn ddigonol ym hyd yn ddweud yma. Roeddwn i'n meddwl ymddangosol ar y cyfnodol arferfynol. Yma yn ymddangosol ac yn ymddangosol ar y cyfnodol. Yn ymddangosol ac arferfynol i'w cyfnodol, ymddangosol ar y cyfnodol ar gyfer cyfnodol, yn y cyfnodol a'r cyfnodol yma, of young people throughout Africa. The Africa Not for Sale campaign is motivated by the realization that the Africa Rising narrative, when looked at through the lens of human rights, is in contradiction often times with the reality on the ground. And this contradiction, this proportionate effects Africa's youth who have been left behind. As many of us know by the year 2025, one in four young people will be from sub-Saharan Africa. Yet when we look at within the context of the human rights landscape, young people are often disenfranchised along the lines of unemployment, poverty and inequality. And so it is this contradiction, this disjuncture between rhetoric and practice, which we seek to address through the Africa Not for Sale campaign. And so our campaign is important because it seeks to peel back the layers of the Africa Rising narrative and reveal the truth that is buried beneath the hype, that Africa cannot possibly rise without Africans themselves rising as well. That growth that is premised on exploitation and economic devastation is not the sort of growth worth promoting. So through the Africa Not for Sale campaign, young people, Africa's youth, we are saying that development and justice are not mutually exclusive, but rather are an interlocking part of the development process. Africa Not for Sale is important because simply put, the future of Africa's youth is at stake if we do not address and amplify our collective voice. When we talk about Africa Not for Sale, we do not mean that Africa is not for investment. Rather, we are calling for investment that is predicated on ethical, transparent, accountable and youth-inclusive modes of governance. Africa's youth are not seeking permission from any individual or any institution. We are diagnosing the problem and prescribing solutions. Accordingly, through the Africa Not for Sale campaign, we are calling on multinational corporations and African leaders to stop auctioning off our future in the name of a growth model that is exclusionary and expand Africa Rising to ensure that human development and human rights is promoted at the forefront of a regional agenda. Amnesty International convened a two-day roundtable dialogue in April where we invited young human rights champions from across Africa to think through the state of Africa's youth in the era of Africa Rising until we developed five recommendations that we seek to promote as part and parcel of this campaign. We are going after the future we want and what do we want. We want a mobile Africa. We are calling on leaders to open up Africa's borders and develop and implement progressive migration policies in the interest of a mobile continent in order to protect and promote freedom of movement, mobility rights and the right to travel. We want an online Africa. We want leaders to promote and protect the right to information and the right to access justice through the development and adoption of an AU charter on internet rights and freedom in the interests of an online Africa. We want an ethical and transparent Africa. We would like leaders to promote and strengthen the regulation of illicit financial flows and corporate tax avoidance through the establishment of an independent continental body that monitors and tracks such practices in the interests of an ethical and transparent Africa. We want a non disposable Africa. We want our leaders to promote and strengthen the regulation of large scale land acquisitions through the establishment of an independent continental body that monitors and tracks land grabs and force evictions in the interest of an Africa where communities are not disposed of and their right to life is protected. And finally, we want an imaginative Africa. We want our leaders to promote and protect the rights, to promote and protect the arts as a site for the promotion of freedom of expression through investment in the creative industries in the interest of cultivating an imaginative Africa that is grounded in human rights. So, ladies and gentlemen, I will say to you that Africa's future is at stake. But having said that, I am very optimistic because young people throughout the continent are amplifying their voices and we are going after the future we want. Thank you. Winnie, what are your views on the fair international development financing and the other campaigns that you're leading which will hopefully drive us towards fairer financing and investment for inclusive growth? Thank you, Ollie. Is this working? It is working, sure. And I really concur with everything that Ndopoul has said so eloquently. And fellow panellists, I'm very pleased to be on this panel today that puts the people of Africa front and centre, young people and women in particular, because what is growth for if it's not to help ordinary people to thrive? I want to start my remarks by noting that the global inequality crisis has taken root here in Africa as well, just as it has across the world. When I co-chaired the World Economic Forum annual meeting in Davos early this year, I told the media that 80 people in the world have the same combined wealth as the 3.5 billion poorest. Now the World Bank has found that the 10 richest Africans own the same as the poorest half of the continent, over half a billion people. 10, you can count on my hands, own as much as the poorest half of the continent, 500 million people. And amongst these, of course, it's women who are hit hardest. In sub-Saharan Africa, because they earn 30% less than men. So this whole thing begs, this whole narrative of Africa rising begs a question, rising for who, rising with who. So there are many of us who seek to challenge the idea that inequality is an inevitable consequence of growth and development in Africa. Oxfam is challenging this with our Even It Up campaign. But we're not alone. We are witnessing an important shift in thinking and a growing recognition that inequality is not the unfortunate price of strong economic growth. It's actually bad for growth. It slows growth. And inequality is not just a problem for those at the bottom. It harms our soul. Oxfam produced a report this week that warns that too much of Africa's growth is failing to reach its poorest people. Part of this, we can blame it to the corrosive relationship between wealth and power that undermines our politics. It is wrong that in Africa so many leaders use their government positions to amass great personal wealth. And in turn, they use that wealth to influence politics. This is wrong. But it's happening across the continent. It's also the case though that Africa is still losing a lot of money through a global financing system that makes our continent a net creditor to the rest of the world. Oxfam has found that Africa was cheated out of $11 billion in 2010 through what is called trade mispricing. This is just one of the tricks used by multinational companies to reduce their tax bills. Just one of their tricks. This $11 billion is equivalent to more than six times the amount of money you would need to provide primary health care to the four countries that are hit by Ebola, Sierra Leone, Liberia, Guinea and Guinea-Bissau. Six times the amount of money to solve the health problems of those four countries, health care, was lost just through one trick that the international multinationals can use to get out of their profits without being taxed. So add to this all the other tax avoidance tricks and other ways of illicit that illicit financial flaws happen. Add in tax incentives, tax breaks, tax holidays and so on. It's clear that unless we tackle these, the rich world is gaining most from Africa's progress. It's not the ordinary people. So next month the financing for development conference is taking place on this continent in Addisababa. It's critical that our leaders go there and demand for a reform of the global tax system, the closing of these loopholes that enable Africa to lose. I will end by highlighting three things that we urge African ministers to do in Addisababa. First, to turn up. To turn up at a high level, to give strong political participation, be there at the head of state level or at least minister of finance level, to put their weight behind the call for real global tax reform of that global tax system. In particular, demand for an inter-governmental tax body that includes all countries as equal members to establish international tax cooperation and to stop this tax evasion and avoidance through harmful tax competition. Third, put the money towards reducing economic and social inequalities and poverty. This means spending on public services, giving our people quality healthcare, quality education, our young people and investing sustainable agriculture, small scale food production and citizens' efforts to hold their governments accountable. I thank you. Thank you, Winnie. Jennifer, we've at the forum been flagging income inequality and our global risks now. I think it's 2010, so it's been rising up on the radar amongst the communities that we convene at our annual meetings and virtually throughout the year. That's led to you and your team here at the forum leading a research project on inclusive growth. Tell us a bit more about that. Okay. Well, I just say that it's definitely true that income inequality has been high on the forum's agenda for some time. It's true that it has come through the global risks report, which has placed income inequality, excessive income inequality at the top of the risks for several years, as you mentioned. This is because it's so, well, it's an excessively dangerous risk, but also that it's highly interlinked with a lot of other risks, socioeconomic risks, things such as obviously unemployment and underemployment, but also excessive issues in the society, such as societal unrest. But it's important to keep in mind that, although that has come up as an important risk, business leaders and political leaders in Davos and elsewhere have been telling us that they want us to work on this issue because they're seeing it as a bottom line and top line issue right now.  When you're squeezing the middle class, people are not even consuming, and so it's basically pretty much mathematically holding back growth. And so this is something that we've been looking at very closely in work that we've been doing with my colleague Gemma, who's in the front row. And if people have interesting, or questions later, Gemma can give some details. But basically, everybody knows that they want inclusive growth. We've heard this a lot at the meeting over the last few days, but it's not clear what to do about it. A lot of people have different ideas, but what do you do in terms of actual policy levers to take care of it? And that's what we're really trying to understand in this work. Because if you think about it, if you think about inclusiveness and growth, and if you thought about a Venn diagram with two circles and what is the overlapping shaded area, there's actually a lot more in there than you'd expect. A lot of people will talk about taxation and transfers, or they'll talk about eventually education. That has come up a lot. And those things are important, but there are many other things that are very important, both for driving growth and for improving inclusivity in the economy. And these are things that I think are obvious, but people don't necessarily think about, such as a lack of corruption. There's nothing worse, I think, if you think about something that's driving exclusion as well as holding back growth as corruption in the economy, for example. Entrepreneurship, great for growth as well as inclusion. Access to basic services and so on and so forth. So what we're doing is we're laying out the landscape of the different policy levers and efforts that can be made by business and government and civil society in order to improve inclusivity. And we'll be coming out with that report in early September. So that will really be our contribution. So then what are we going to do with this? I mean, we're a platform for discussion. That's what's happening here right now. So what we'll do is we'll pull all this together also with the work on competitiveness. That's sort of our traditional analysis of productivity enhancers. And we're putting together what we're calling a global challenge initiative, which is really a priority of the World Economic Forum. We've picked nine or 10 areas that we're really going to focus on. Economic growth and social inclusion is one of those where we will pull all of this together also with some good practices that we're identifying together with Harvard and a few other of our partners in order to really put some meat on the bones of this. What do you actually do about it? And so I think throughout the next year, and actually I'd say throughout probably the next several years, we'll be convening discussions both at the global level and also at the regional level in order to understand and try to spur actual projects that will improve social inclusion and inclusive growth and have a better understanding of what actually drives that. Clearly it's been a huge topic of conversation here. It's come up over and over again and what we're hoping is that in the next couple of years we'll have a much better understanding of what actually does drive inclusive growth in different countries and that will help in the process of actually making some progress in that area. Thanks Jennifer. We are often here of course as a need for data. If you can't measure, you can't improve. Pymzile, Rambun, Cucko, again, this is a topic dear to your heart. Tell us a bit about what the work you're doing at UN Women. Well, I mean, I think maybe to start by saying that of the biggest problems that we're dealing with in the 21st century and what we aspire to achieve cannot be achieved without us addressing this issue of inclusive development and growth, whether we're talking about environmental degradation, whether we are talking about sustainably and significantly addressing poverty, whether we are talking about closing the inequality gap and whether we're talking about having sustainable peace. These are all of the big issues that are dominating us and there is no way we can really address these issues. If you think about environmental degradation, this is a people's issue. People need to be resilient in order for them to survive environmental disasters but also to protect the environment. If we do not invest significantly in education, if we do not significantly invest in infrastructure that also protects the environment so that women and girls are not expected to be the ones that must shoulder the responsibility of absence of energy, the converse of that with that we exacerbate environmental degradation. If we talk about poverty and as we never saying the fact that you've got so many poor people and so few that have got the means, not unless we invest significantly in the redistribution of resources through public goods, education, health in order to make more people to be able to fight to fend for themselves and to rise within what is possible in their countries, these big 21st century issues would not be addressed. If we talk about peace, I think something that for us in Africa is also a big issue because we've got so many conflict flesh points. We have so much of radicalisation of young people. We see so many young people in Africa trying to run away from Africa prepared to die in the middle of the sea running away from their own continent. How can we have a situation where our young people are being put through and women and everybody through so much trauma and yet we do not have a bigger plan of how we're going to address this. I guess the kind of work that we are trying to do as the UN women is to work with the constituency that is most affected, which is one that we have a mandate to service, which is women. We cannot do that effectively, not unless the policies that we adopt in our countries and that the private sector also has got an appetite to actually make these changes happen. Some of the policies that we are wanting our governments to adopt on the continent would start with ensuring that, for instance, as we are moving towards the sustainable development goal, we have got to invest in girls' education, so that we do not have so many girls that are dropping out of school, so that we do not have so many girls that are likely to have early pregnancies, and that we do not have so many girls that are likely to be victims of early marriages. In many of our countries, even where we have legislation, the legislation is not deliberate enough, it's not being implemented enough, so we still have these abuses on the girls. The same thing if we do not have the girls in significant numbers getting into the mainstream economy becoming vibrant citizens, the kind of energy that is required to make the pie bigger for everybody is not going to happen. I know you've got to be pressed for time, so I guess the point that I'm saying is that the deliberativeness of the policies so that they address these issues, we don't treat them as side issues, because there's a tendency to think that issues around youth, issues around women, these are not mainstream issues. The mainstream issues is foreign direct investment. Youth is the mainstream, women is the mainstream, and that is what we have to be much more deliberate about, and then the other things are going to fall into place. I think that's the short story for me, targeting and being deliberate. Thank you. Now, we have to have a hard finisher, a hard pass. Any questions? Gentleman here, please. Could you just give us your name, sir, and where you're from? Andre Leroux from Namibia. We talk about inclusive growth, and you pointed out FDI, but the criteria sometimes is good governance, inclusive growth in economies, yet you find that certain countries, only certain countries in Africa get the FDI. How do you change that focus that that's to promote growth in all of Africa? How do we channel FDI towards inclusivity? Anyone right to take a stab at that I think that you have to understand how investors see a country for their investment. It's very important that first of all we tackle unhealthy tax competition because some of it is driven by really putting countries in a situation where they are racing to the bottom, giving literally permission to companies to generate, to do their economic activity without being taxed. So we need to plug that loophole of unhealthy tax competition. It requires that our countries cooperate and establish some rules that don't push them to do that. That's one.  Some of our countries people cannot live properly, cannot live dignified lives because of repression, because of denial of rights. You cannot read a newspaper. The paper must write only about the president and his family. It cannot criticize. So having a free environment where people have free speech, freedom of movement, association, these rights are important for investors too. So I think it's about that enabling environment and investors like to think enabling environment as an environment where they don't pay taxes. For me an enabling environment is one where people enjoy freedom to be creative. Jennifer, do you want to make a very quick comment there? I want to have the same time for this gentleman here. Okay, I would just add to that that there's one thing that's very important in Africa, which is it's clear that the FDI has mostly gone either to the oil producers, maybe that's going down a little bit, or to South Africa. But a lot of this is because these are very small economies, right? And in order to attract more investors, I think regional integration is critical, which includes investment in infrastructure, etc. But in order to make, you know, the investments viable, Africa really needs to work on this. And that's also good for growth more generally. I mean, this is like the free movement of people, you know, that we were talking about earlier. I say that's one thing. The other thing is very practically something that's being discussed a lot and that I think is going to be discussed in Addis next month is the whole idea of things like blended finance. I mean, you have got to make it less risky for investors to invest. You know, they have to feel that they're actually investing in something where they're going to recruit something afterwards. And so, you know, I think a combination of some of the things that Africa can do for itself, and then what the investment community can do. And I'd say, you know, some of the international institutions and the governments in order to make it more attractive and less risky to invest. Thanks. Sir. It will work. I'm Arthur from EDMFM in George. Dr Moga, you mentioned that it's very important to invest in health education. Don't you think it's going to be difficult to invest, especially for example in South Africa, we have rural areas in the eastern Cape, and for example in town, there are those here in town. Do you think it will be difficult to reach those living in rural areas, to invest to those living in rural areas? You mean by foreign investors? Well, I don't know if the rural development has to be the responsibility of a foreign investor. I think that it has to be the responsibility of our governments. But I think the important piece for the investor in what happens in the rural areas is the supply of skills. If our governments are able to invest in rural areas in the development of the people in enhanced human capital, then it means that from the rural areas we can actually get people who have got the skills that the investors are looking for. And then of course the improvement of infrastructure. If you think about mining, most of the mines are located in the most rural and isolated area, and infrastructure helps for them to be accessible. And we also need to, in the case of South Africa where we do have legislation that requires them to invest in the localities, in communities where they are mines or care. They can invest in those communities so that the mine is not an isolated aisle of prosperity around a community that has got nothing. And again, we have to enforce the laws that we have which requires the mines to do that. Very quickly, Winnie. We have to ask the question also, who is an investor? The African farmer is an investor and is investing on his land, his labour and producing what Africa exports. But this one, the foreign investor comes, gets free land many times, is allowed to externalize his profits, gets concessionary loans, has it all, both from governments, from lending institutions, what does the farmer get? The African farmer. That's the real investor who should be invested in to increase his productivity. So really, governments need to step up in supporting the small holder farmer, particularly the woman farmer, helping them with the infrastructure, the water, the energy for rural productivity, the technology. I mean, the credit for farmers. All that is not there. They are investing but they are unsupported. Thank you, Winnie. We are running over time hideously, but I do want to go back to Eddie and your campaign. Lot of things you mentioned, mobility, better online access, digital dividend, creative industries. This is a lot of governance, good regulation, transparencies, a lot of a shared agenda with business. Are you having any good progress talking to the business community with your campaign so far? Well, yes, but I think part of our call to action is to ensure that there is active and meaningful participation of young people. So it's not just a question of listening to young people but actually having young people in the decision making process where they are able to amplify their voice accordingly. And so I think part of the challenge with the youth engagement discourse is that we often have young people participating on the sidelines but are rarely seen as agents of the development process. And so that is at the heart of the campaign. So they are speaking with business leaders, speaking with government leaders, speaking with civil society leaders to ensure that we are not just listening to young people but actively amplifying our collective voice so that we are part of that decision making process. Thank you, Eddie. Well, thank you all very, very much, Eddie. Thank you for joining us and thank you also to our audience online. This issue briefing is now closed. Thank you. Thank you very much. Thank you. Thank you. Thank you so much.


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Welcome folks, we have the down industrial trading down at $239, NASDAQ is up 24, SAP is off 13, Gold contract down $28.30 traded at $19.94 an ounce, we have Silver off 34 cents, $23.94 an ounce, LightSuite Crew down 44 cents, $70.67 a barrel, notes and bonds, a 10-year note, 10 ticks, trading $114.29 and a 30-year down 21 at $129.04 and Kingdoll, Kingdoll is up 128 ticks, trading $102.65, the Euro is at $108, the Yen is trading at $136 and the British Pounds at $124 to $1 USD, we get over and take a look at the S&P, bottom line you know looks like getting another sideways day out here folks, we'll see you know how this goes, meaning we're going to have another contraction of volume out here today with 38 million shares out here traded already, yes they had 54, we're not even going to do 54, see where that baby shakes out, I mean the whole thing is waiting for this debt limit and you know the bottom line I suspect is going to go right up to the May 30th, whatever June 1st okay, it's going to go up to until the market basically goes south and they realize that they have to do something, the Q's, the Q's are over the highs, you get a contraction happening there also, you get 29 million but guess what, you're at higher price, $328 and if we go to Kingdoll, Kingdoll looks to me that it is off the bottom because you take a look at Kingdoll, the bottom line is that rejected lower price today at $102.201, 400 ticks above it right now and then if we go over to the gold contract, the gold contract, it's not that bad, it's down $30 but the equities themselves are breaking down, you know if you go and take a look at the XAU, the HUI, I brought this up yesterday that I felt this thing was going to take quite a hit actually and you can see that the XAU is already broken at swing and the last place that we had volume here in these, both of these is at, look at this number man, this number way down here, that number is, the XAU is $125, you're down $3 now, you're at $131, that would be pretty easy to get to but that is the number that I'm actually looking for them to go down to and that trading date is, happens to be the, what is that, 17th of May, stay right there folks, come right back.


Is anybody here old enough to remember when computer screens only came in black and white? Is anybody here old enough to remember rotary dial phones? Is anyone old enough to remember what mimeograph machine fluids smell like? Is anyone here old enough to remember polio? Well, the reason so many of these things sound so archaic, and that they almost laugh at the archaic, is that we've been going through a period of exponential change. This is a change that involves not going up in a straight line, but on a curve, in which change is coming at us ever faster. A lot of people are familiar with one example of this, which is called Moore's Law. There was a guy back in the mid-60s named Gordon E. Moore, who was a physical chemist out in California, and he was noticing in 1964, this was five years after the first commercial computer chip, that the number of transistors that you could get on a piece of silicon for a dollar had been regularly doubling every few months, and he boldly projected that this increase would continue for another 10 years. Well, little did he know. Gordon Moore ended up becoming one of the three founders of Intel, and he's now a bazillionaire many times over. But he's probably going to be most remembered for what is now known as Moore's Law, which is now the core faith of the entire global information technology industry. And the way it's usually now stated is that the amount of computer firepower that you can buy for a dollar will double every 18 months for as far as the eye can see. Now, that's an amazing prediction because it has major consequences. And everybody has experienced this. I mean, who hasn't looked at a whiz bang computer at Christmas time, you know, that costs $2,000, and it's got 512s of this and 60 gigs of something else, and it's got, you know, just a multi-core, and it's a real fire breather. And the very next Christmas, that exact same machine is available for $1,300. And the reason that is is because another way that Moore's Law can be stated is that the price of any given amount of computer technology will drop in half every 18 months on a curve. So this means that that fire-breathing $2,000 Christmas machine in 10 years will be available for $31.25. And you'll be able to get it free with a subscription to Newsweek. And it will no longer be on your desktop, it'll be your cell phone. You know, cell phone's now, an iPhone today has more computer fire power than did the entire North American Air Defense Command in 1965 when Gordon Moore first prophesied. Now, this business about this change occurring on a curve, this has a lot of practical implications to people's everyday lives. For one thing, it means that the last 20 years is not a guide to the next 20 years. It means that the last 20 years is at best a guide to the next eight. You know, if you want to look forward eight years, then think about where you were 20 years ago, and that's about right. And the last 50 years is not a guide to the next 50 years. It's at best a guide to the next 14. And so, you know, when you're starting to think about what the future holds, you know, if you think that the future is going to be something like the past, well, that's about the one thing you can confidently say is not going to happen.  It's been going on for a long time throughout all of evolution. I mean, if you look at the first organisms to the first mammals, that took about 400 million years to get from the first organisms to the first mammals. To get from the first mammals to the first monkeys took 150 million years. From monkeys to chimps took 30 million years. See how this is shortening? From chimps to walking erect took 16 million years. From walking erect to painting on cave walls in France took about 4 million years. From painting on cave walls to first settlement, fixed settlement, took about 10,000 years. See how the pace is picking up? And then to writing took about 4,000 years. Now, that's all biological evolution. That's what Darwin was interested in. And even that was the pace was picking up. But when we started to be able to write and have fixed settlement, then evolution kicked into an entirely different phase.  Well, as soon as you kick into cultural evolution, the pace really begins to pick up. From writing to the Roman Empire takes about 4,000 years. To the industrial revolution takes about 1,800 years. From the start of the industrial revolution to the first flight, the Wright brothers took 100 years and 66 years later we're on the moon. And 20 years after that, we're in the information age, wondering what the hell we've done here and whether this is a good idea after all. And of course, what's interesting is that as you enter this information age, this is where you start getting engineered evolution, this third phase, first biological and then cultural and now engineered evolution or what I call radical evolution. And this is the point at which we start taking control of our own evolution through our own technologies. And this engineered evolution is really what I'm interested in.