we're doing everything we can to give you the best experience possible. because we should fit into your life. not the other way around. companies in the world to work for. spoke with me regarding what it takes to be a good leader. what is your biggest hope?

paul: i am very confident. first of all, we have an agreement. in this decade we have seen a few forces come together. week you see a disaster hitting our planet in terms of our scarce resources. if the poverty and the migration issues in europe. all of these problems are addressed. alleviateolivi poverty? if these the societies don't function, it is difficult for this to function. are you confident businesses will translate into something concrete? paul: most businesses are already. if you go back to the real reasons for business, and i am sure there are exceptions, the

problems of climate change, security, art enormous opportunities to invest behind. technology answers that now. funding ultimately, has to come from business. gdp and% of the global 90% of the job creation. i don't think we will achieve these objectives if responsible business people don't realize from a moral point of view that this is the right thing to do. francine: why is it good for business? paul: if we had not started to tackle the problems of climate change, you might not even have supply as it moves around the world. your business model is put at risk. of the enormous parts world where people are not participating.

in those places you cannot sell your products. is this is increasing and it makes sense to help be a part of these solutions. francine: they do say it, but it is often long-term. capitalism needs to be inclusive, but again, was there certain momentum you think businesses need now. often, the shareholder pressure is confused with the short-term. we should put these two apart. the average length of a company's life is only 18 years. any companies run themselves on court of the profits. profits.rterly if you want to solve these long-term issues of food, security, employment, axis to water, you need to

think long-term. we make long-term decisions where the payouts come after five or six years. are investments in people. why not do that with something more important? why not invest in our planet? technology is there. the financing at opportunities are there. actually, the alternatives are not doing it are starting to cost business more. in some places water reserves are 1/3 what they should be. people don't have the water. when they don't have water, they don't take showers. they don't wash their harir.

businesses feel these costs of these failures more than anyone else. these provide business opportunities. the people who go to bed hungry art enormous opportunities. have60 million people enormous opportunities to fight nutrition. francine: in paris, do you think we will get an agreement this year. paul: oh, you will get an agreement in paris. a lot of work has been done. in fact, we should not forget these companies can put into their individual contributions. already have 58 countries that have submitted. that is about 70% of the carbon emissions. we're waiting for brazil and

india. i was in brazil three weeks ago. i was in india three weeks ago. we are waiting for that. but what you see from these emissions is we more or less can get to 30% or 40% of what is needed. there has never been an agreement globally, in the first place. thankfully, 30% or 40% is far more. francine: you would be happy with 30% or 40%? is a starting point. they will likely make an agreement. let's at least have a point. that is very important for business because once they have made an agreement, they have a framework to invest in. why are you confident we have an agreement.

it has taken seven years. paul: this is cop21. rancine: why number 21? paul: it is finally time to commit. caroline: the challenge of a prices, responsible purchasing power, and the bottom line. paul: it is our duty to set an example. anna: back in a few minutes with more from that exclusive conversation with paul polman. ♪

polman speaks to me exclusively. francine: your customers want a company that is more sustainable. i have been told that some of your rivals say, everybody would love a shampoo that does good, but when it comes to choosing a flufoo and that gives you we choose does good, the former. paul: we need to provide it at a cost that is provide a bull. is providedthat able. would you want to buy from a company that contributes to the

problem or the solution? again, the benefit of the transparency of the internet allows us to separate. the expectations also go up. we moved from 10% sustainable 55%-60%.to we have put a new business model in place. we saw the importance of the value chain. ensure the value chains are equal. even though we have done five times more in the past five years than the last 100 years, the expectations of consumers go

up again. it is find that you have better wages for better conditions, but are these conditions good enough? it is a continuously moving playing field. francine: this is because, you think, because of social media? is there a specific age group that is more militant and wanting this? paul: it is difficult for governments. now that the world is much more global, we have seen a shift to the south and east. these institutions have not adjusted. that is why we have such a challenge for global governments. it is a challenge for all of us. what you really see is the businesses have two step up and be more it part of the process.

concentrated in a few people, which is not good. 70% of the citizens to this world have access to a mobile phone. over half of them have access to the internet. increasingly, they realize they are connected. there is movement happening that drives change in any company in the role. there are many examples of that. the group that really drives it are the millennials. if you ask the millennials, there a few want to work four big corporate because of an issue of trust. people will not be able to attract if they don't make irresponsible business model. we have a certain level of well-being, but people are looking for more purpose. they tend to look and see

companies that have that purpose. putting the business model in .lace gettingnd apple are over one million people applying to them every year. attracting the right people, energizing the right people, are key ingredients for long-term success of a company. then, having more goals out there you share with society and transparency. arbonis your coppeca footprint? what is your water footprint? gives more information to the financial markets. in which case, there is a lower cost of capital. that results in a higher capital. francine: not many people understand that. when you talk about purpose tilts the business model --

purpose builds the business point was there a turning where you thought, this has to be done for myself and my business? paul: the role of business is to sub society. victorian britain, one of two babies did not make it because of the issues of hygiene. our business addresses these basic issues of society, the sustainable development agenda. in thisr duty as ceos world to set an example and to make sure we are not driven by the shareholder piracy. we need to be driven by the needs of these consumers. if we cater to them very well, the business will perform well. francine: you must be disappointed that not more ceos

think like you. paul: you should not sit here and get frustrated at the attitudes of others or the speed with which things move. you should continue to focus on bringing the right people together and moving these barriers. sometimes you wonder why you can't move faster, but who am i to judge? the better thing is to show we can have a business model where we do well, what also do good for our shareholders and the other stakeholders. the more we do that, the more we see people enroll. ceo has of the changed. one of these reasons you see a short tenure for ceos is because they are not all the cooked for the challenges of today's -- are not equipped for the challenge of today's world. francine: what are they?

>> the need to work in partnership is not something that comes easily. you need to navigate the field of government, of civil society. having a longer-term fuel when there are a lot of pressures on you that will point you to the short-term. some people have more capabilities to move these boundaries or overcome them than others. you need to help others. we have a lot of initiatives to enroll others. francine: we continue the conversation with paul polman, the ceo of unilever. leader leads like a shepherd. francine: more from that exclusive interview, next. ♪

francine: welcome back to leaders with me, francine lacqua. the products are used by 2 billion of us every day. in the final part of my conversation with paul polman, we discussed leadership. leaders are not related to level in the company or title. the medical community that immediately went to west africa to fight ebola, those are real leaders. the teachers and schools and in

fact, the nurses the impact others are undervalued. to me, a leader is not just because we happen to have this title. a leader is not necessarily someone who leads from the front. a good leader in today's world leads from the back, like a shepherd does with sheep sayuld hope at least to that there is a respect. ultimately, in the jobs we do very are challenging jobs. most of the decisions you are involved in are not easy. otherwise, they would not arrive at you. yo uu tend to not make friends. i'll always say, if you want a friend, get a dog. in these jobs, you need to make tough decisions without having all the facts.

that is probably the only beacon you can have. francine: how much do you think about the world, about making the world a better place? ageit a day, a week, what do you start thinking about the generation ahead? paul: that is how i grew up. i was born after world war ii. i had to work very hard. we were tremendously involved in community activities. i have always felt that the purpose we are here for is to help others. i wanted to be a priest, a wanted to be a doctor. i ended up in business. liked that in a company this i can make as much of a positive influence, and sometimes even more.

it is all about leadership. it is all about positively influencing others and if you can do that in your own way forever you are, you are a leader. francine: what do you look for in the managers you are bringing up in the company? his empathy, respect? normalhere are the values you look for. i think in today's world, next to the things of integrity and the ones you well know, you want people that have a high level of awareness with the issues of going on. not only that, but people who can engage themselves. and they need to do that increasingly with a high level of human at the end humility. those would be better leaders. leaders need to have new skills, like systemic thinking. action.ve to

leaders that can work in partnership and understand it is about the common good. pose driven.are pur as i have said many times, we are short of leadres. -- short of leadrs. -- short of leaders. francine: how do you create them? paul: you can identify them when they come in. we have a lot of social entrepreneurs. they bring in a fresh way of thinking. applying00 people every year. with partnerships on any of the projects we do. if it is the social compliance

on your value chain, or working with your partners to get sustainable sourcing, we try to put these partnerships in place. it keeps us all honest. 't have all the answers. we can't do it alone. we have to be sure that in the approach of creating a value across the total value chain, making sure everybody is included. we have to make sure everybody is protected and that can only be done if you work in partnerships. erencine: is tha another ceo or a fake influence in your life that you admire? g- another ceo or a bi influence in your life that you admire? paul: people that are driven by

a strong sense of purpose. rosa parks changed the face of racial segregation in the u.s. every individual can make a difference. everybody can be a leader and sometimes you have to encourage them. our training programs have been adapted. career paths have been changed for us from the conventional career path. we bring in other companies. this gives us courage. ultimately, what gives us courage is that we realize why we do this. because we belong to a small percentage of the population, about 2%, that is educated and has a job that can do what we want. we don't have to worry about families. that is not true for the other 98%.

dutymly believe it is our to put ourselves in the service of the other 98%. the moment in life you become a leader, wherever you are in the world, is when you discover it is not about you. francine: do you think oculus capitalism will be more inclusive in three years? puaaul: i hope so. this year we have a unique opportunity. we might never have to deal anymore with the issue of climate change if we decide to do so. we have the ability to do it. how can we drive the morality up? it is not about laws, rules, and regulations.

in most cases, they do more than bad than good. paul.ne: thank you, ♪

guy: japan's road ahead. the bank of japan still has room to ease monetary policy. bnp write-down. france's biggest bank will take a 900 million euro hit to its earnings. egypt decides. the new central bank governor puts pressure on ministers as a currency crunch threatens a fragile recovery. we will get a rate decision later today. welcome to "the pulse