in Montego Bay). They do have some palliatives - e.g. RCCL having some sort of research lab on board its Voyager class ships - and plans to eliminate the ship-generated smog in Skagway, AK by means of hydroelectric generation for while the ships are in port. But Reality is not so easily appeased. The fact is that the industry is highly dependent on three unsustainable quantities (in order of increasing importance): (1) its own intensity of fuel use, (2) airlines, and (3) confidence. As for package delivery, presumably there are more sustainable relations of scale and means of delivery, and maybe half-measures from the corporate leadership might actually make some kind of difference, though it's hard to say how much. But the core difficulties from not having planned for a viable future will come from other areas - making things, providing food, etc. Any indications of progress on the corporate front in these areas? Did any of the executives you spoke with suggest business paths that would replace the growth paradigm for their business? There was a smaller breakout session later in the afternoon that was partly formed to talk about how companies might organize to model living organisms wherein the latter grow to maturity and then stop growing. In that conversation we noted that until the concept of profit is properly understood (esp. the size of profits relative to real value added) and public ownership (through stocks) is ended there is little that we will be able to do