One of my biggest regrets was the fact that as an institution and an international community we could not stop the war in Iraq. That really was very difficult and very painful. Every fibre in my body felt it was wrong. I spoke to leaders, we spoke to people, we tried... we couldn't stop it... and we see the results.

Business cannot prosper in societies that fail.

There was a time, with the Berlin Wall down, that [it looked as if] the UN finally could do what it was set up to do, the rivalry between the two camps would dissipate, and we could all co-operate. And then, of course, Iraq came and blew it all apart. These upheavals will always take place in the world, and the design and construct of the UN ideally should be such that it can deal with these upheavals, and possibly influence them, and survive and thrive, but it doesn't work out that way, because as an organisation we are so dependent on the same member states.

Professional accountants should use that influence to encourage the companies they serve to think long term and integrate sustainable development goals into their accounting, such as by including a natural capital account, which I have heard is gaining ground.

I was an ordinary boy at school, a young man. In fact, what did the headmaster once say? "You're constantly challenging those in authority; questioning and challenging those in authority." Which was not really the way I saw it. I felt there were questions that had to be answered, and things that weren't quite right.

The fight against HIV/AIDS requires leadership from all parts of government - and it needs to go right to the top. AIDS is far more than a health crisis. It is a threat to development itself.

The future belongs to you, but it can only belong to you if you participate and take charge