More than 500 children under the age of 18 lost a parent in the Hanshin Earthquake; 88 of them lost both parents and became orphans. I have proposed the establishment of a foundation in order to support the education of these children so that they can sustain their hopes for the future. To that end, I would like to contribute the hundred thousand dollar prize awarded to me today by The Hyatt Foundation towards this new foundation for these young earthquake victims.

We've just passed a milestone: Twenty years ago, on January 3, 1972, Blue Chip Stamps (then an affiliate of Berkshire and later merged into it) bought control of See's Candy Shops, a West Coast manufacturer and retailer of boxed-chocolates. The nominal price that the sellers were asking - calculated on the 100% ownership we ultimately attained - was $40 million. But the company had $10 million of excess cash, and therefore the true offering price was $30 million. Charlie and I, not yet fully appreciative of the value of an economic franchise, looked at the company's mere $7 million of tangible net worth and said $25 million was as high as we would go (and we meant it). Fortunately, the sellers accepted our offer. The sales of trading stamps by Blue Chip thereafter declined from $102.5 million in 1972 to $1.2 million in 1991. But See's candy sales in the same period increased from $29 million to $196 million. Moreover, profits at See's grew even faster than sales, from $4.2 million pre-tax in 1972 to $42.4 million last year.

My training took seven years. I didn’t learn how to make sushi for the first three years. I only got two days off a month, and slept on the restaurant floor. But I loved the job. I’d go to the fish market every morning. I got to open the restaurant and see the customers. I’d watch my mentor making sushi and would copy him under the table, practising with my fingers.

But from day one, I really wanted to build the kind of company my father never got a chance to work for. A company that honors and respects the dignity of work and the dignity of all men and all women. And that is why we became the first company in all of America to provide comprehensive health insurance 30 years ahead of the affordable care act, as well as ownership in the form of stock options for all of our employees, including part-time people because it is my firm belief that success in business and in life is best when it's shared.

There is nothing more important to me than my children and focusing on them. It’s the quality of time with my children, not the quantity of time that I’ve found to be important.

I had a teacher who was a great influence on me, when I was in boarding school at Loomis, Jim Wilson. He was my economics teacher and he was also my dorm head. I didn’t know what economics was before I took this course. I was really moved by the course. I was moved by him. That’s probably one of the reasons I chose the field of business.

Our wedding day is tied with the births of my three children as the best days of my life.

I have always been impatient.

But nothing lasts forever and that's not how you lay the bricks of a building with a strong foundation.

We stress this commitment by saying, "Our job begins the day we buy a company." It's not about the transaction itself.