Some foreign investors accuse us of being unfair to shareholders by using our resources for community development. Yes, this is money that could have made for dividend payouts, but it also is money that's uplifting and improving the quality of life of people in the rural areas where we operate and work. We owe them that.

We believe strongly that in the long term, we will be better served - as shareholders and in all other ways - by a company that does good things for the world even if we forgo some short term gains. This is an important aspect of our culture and is broadly shared within the company.

As chairman, I commit to keeping Business Roundtable CEOs at the forefront of constructive public policy debates as we pursue an agenda of greater growth and opportunity for all Americans.

When I was president of the company, I said, 'Okay, I can do this - piece of cake.' Then when you are the CEO, the responsibilities multiply enormously because you worry about everything.

If you want to think of a company as a system, design the system to benefit all. So how can you raise wages, increase training, and reduce carbon, and provide low-prices? We believe that it's possible to deliver, and I find a lot of other likeminded CEOs, as it relates to thinking that way.

The one thing I have learned as a CEO is that leadership at various levels is vastly different. As you move up the organization, the requirements for leading that organization don't grow vertically; they grow exponentially.