central banks need to make their publications clearer, more readable, and more visible. in particular, if we want sound data to be shared and used, we should speak to each and every one and not just to experts. we should be more “ b to c ” and not only “ b to b ” : this is a cultural shift beyond mere technology change. e ) central banks and i would say public authorities in general can no more work in silos. data sharing is a must. in france, we have an excellent cooperation with the national statistical institute and we do share on a day - to day basis many data between supervisors and central bankers but the issue is deeper and wider. which brings me to my last point. iii. big data raise issues that cannot be solved in a national context but require a public global reflection. very large worldwide corporates are hugely leveraging on big data. public authorities have to forge answers to concerns that may arise on an international level. which themes should be addressed? i would like to propose a few leads. 1 ) data sharing has to be developed on a worldwide basis, as rightly underlined by the imf in the ‘ data gaps initiative ’ that has been launched by the g20. in europe, existing legal provisions that authorize data sharing between supervisors and central bankers could become more prescriptive and be more largely implemented in practice in all countries concerned. data sharing between tax authorities and other public administrations should be facilitated, subject to the respect of individual privacy of course. 2 ) private innovation is fostering growth and is increasing economic efficiency. it should therefore not be discouraged by disenabling regulations. at the same time, it would be beneficial to the economy in the long run, and to financial stability more specifically, that the global actors that handle enormous volumes of data on physical persons as well as on private entities, comply with 3 core principles : security, transparency, accountability. in a fully interconnected world, it cannot be effectively addressed at the country level. i therefore believe that it would be useful for the international organizations to carry out a reflection and issue recommendations in this regard. let me thank you for your attention and wish you a pleasant weekend and for those who are not parisians a pleasant journey back home... today or i hope for some of you on sunday!

organisation, the performance management process demands the highest level of excellence and the ability to produce the desired results within the specified time frame. transformed organisations involve a shift from task based activities to becoming result oriented with clear focus on the mandate and the key performance indicators. to incentivise such a performance driven organisation, recognition of performance and the reward system in place needs to be highly differentiated. for many countries this is yet to be put in place. the organisational transformation also needs to place value on life - long learning, knowledge management and opportunities for greater work life balance. opportunities for learning are vital for capability development. finally, new governance structures also are keys to ensure the rigour of how decisions are made in the organisation and that there are sufficient checks bis central bankers ’ speeches and balances to ensure the best decisions are made and the highest level of credibility and integrity are achieved. challenges while the opportunities are immense for women in the public sector, yet few rise to leadership positions. while there is still a glass ceiling, as we advance forward into the future, the foundations are already in place for women to advance forward into leadership positions. the challenge is to recognise continuous reinvention that is needed – to acquire new knowledge, new skills, new experience so as to be able to have the new capabilities to deal with the new challenges. for a woman who is a mother, wife and daughter, the sacrifice involved is great. the challenge will be to achieve a balance so that work performance is not being adhered at all cost. support systems at the work place and at home is vital. equally important is time management, stress management and people management. finally, more so in the public sector – as the pressures come from several fronts given the far reaching and wide spread implications of the actions taken, leadership positions require a high level of courage and endurance. having strategic focus and energies aligned to achieving the results reinforces the ability to cope under such pressures. conclusion let me conclude my remarks. the demands that leadership in the public sector entails is immense. such leadership is about delivering results and making a difference in the lives of others. to achieve this, there needs to be a conscious need to reinvent ourselves to be able to rise to the imperatives of duty to the nation. this reinvention involves leadership, institutional and organisational capabilities to respond to the changes in the environment. it is with these transformations that we are set to successfully lead. while women are a growing force in the talent pool