Once again, welcome to our advanced VLSI design course and we have been discussing right now about the power away design and essentially as I discussed earlier in my earlier two talks, I did say that the current need of every system is to have low power dissipations, a variety of uses particularly for the handheld or mobile systems, the power is low power is very, very important, but so is the power requirement for higher MIPS requirement of a normal microprocessor as well. So with this, that low power microprocessor will be required in variety of applications on field including, for example, wireless networks, wireless nodes. One is really worried about these days about the low power designs. So I continue with what I have said earlier discussed about generalities, then I will discuss about the power dissipation in a CMOS circuit. In particularly, we said there are three possible powers, one is due to the capacity of charging and discharging, the other is short circuit power which essentially also can be clubbed into switch power and then finally, we talked about the third one which is the most important worrying right now is the leakage power. Now if you see the two powers, switching power or the leakage power, what we observe now that both of these power are dependent on the power supply voltage VDD and therefore, switching power has square dependence of the, square dependence on the power, I mean switching power is proportional to VDD square, C VDD square F and therefore, VDD square is the term appearing in the dynamic power. So is this appear in the case of switching power that is the short circuit power. However, in the case of leakage power the since the power is nothing but I leakage current into VDD. So obviously, P leak is linearly proportional to VDD, but the fact about all this whether it is proportional to VDD or VDD square, if you want to reduce the power dissipation, one is it is quite obvious to us that we must reduce or we must scale down the power supply and as we scale down the power supply voltage, we can achieve the low power dissipation. There are number of ways in which power reduction can be done by voltage scaleings. The one of the technique shown here is gate delay. Please remember if I reduce the power supply voltage, we know that the gate delay TD increases. We also know this occurs because if the power supply voltage goes down, the charging and discharging current available for capacitor becomes smaller and since that becomes smaller, obviously the time taken to charge or discharge of the load capacitance will be larger. So if you reduce the power supply, then the speed of course is the something which you have to give up. So obviously, this is a figure which I have shown you here is essentially talking about delay versus power supply and one sees that if you have lower power, the delay starts rising and if you go have a lower than say around 1.5 volt or lower, the delay actually rises very, very sharply. Now this fact has to be understood that one cannot scale down power supply voltages so very easily because the speed is also one of the major criteria. However, there are circuits as I discussed earlier which are only called low power or low standby power circuits which actually are not really worried about the speeds they may be working on less than 500 megahertz or even lower sometimes and those circuit power may be the major criteria. In that case, power supply voltage can certainly be reduced. The additional power reduction methods which will allow this low power design possible is the preserving circuit speed and computational throughput mandatory. Now if you have a criteria that you have to have same speed and also you do want the data to be available to you at the given throughput rate, in that case what can be done? There are two possible solution when of course is threshold voltage scaling. So, you can reduce the threshold voltage because after all the current in the mass transistor is proportional to Vgs minus Vt. Since it is proportional to Vgs minus Vt, if you reduce Vt and Vgs can go to even lower Vdd, but Vdd minus Vt then can be higher and therefore, current can be made higher and if higher the current larger is the speed we know and therefore, the speed can be preserved by keeping lower power supply voltage, but also reducing the threshold voltage. The second possibility or second solution to get the same speed and same throughput for the logic you are implementing is the architectural driven device voltage scaling based. There are two possibilities in which one can have pipelining or one can have parallelization in either of this architecture techniques. Though the speed of the net circuit does not remain to be lower than what you are expecting, but the individual components do as if running at a higher lower clock rates or you can say running a higher clock, but the net circuit speed is what is desired and individually therefore, by pipelining or parallelization we may be able to reduce the net power and this is very interesting because that is the only way circuit way we can actually reduce the power dissipations. Of course, some cost whenever you achieve something we will have to give up something and let us see what happens when we go through such architectural driven voltage scaling. Now, first in the foremost method which most people believe is to reduce the power is reduced threshold voltage while reducing supply voltage. Say example, there can be two possibilities the circuit A may actually have VDD 1.5 volt and threshold of 1 volt and a circuit B may have a VDD of 0.9 volts and threshold of half a volt and if you see the if you calculate the using this VDD and threshold voltage values if we calculate the propagation delay and therefore, the speed and hence we call the performance they seem to be almost identical. So, now we can see that I reduce VDD, I reduce threshold and I can still attain the speed. There is a this is some same similar graph shown here Td increases as VDD approaches to threshold that is where how much VDD can be reduced. So, here is a figure shows threshold voltage versus delay and we are varying a threshold voltage from say 0.2 volt to 1 volt and we are also varying VDD from 1 volt to 5 volt. Of course, 5 volt hardly anyone is working, but at the same time if you see that if your threshold voltage is of anything less than 1 volt and if your power supply voltage is large the delay of course, in normalized delay is very very small around 1 or 2 normalized delays. Whereas, if you start reducing the power supply voltage from 5 volt down upwards you can see as VDD goes to 1.5 we already under normalized delay of around say even at say threshold voltage is reduced to say 0.4 or 0.5. So, it is around still slightly higher, but if you go when the VDD approaches threshold voltage which is your say point this is 1 volt and if they I make it 0.4. So, one can see that as I approach this threshold voltage power supply voltage goes near to threshold voltage then the Td starts enhancing and this is very very important because essentially which means that the difference between threshold voltage and the power supply voltage had to be maintained higher so that the speed is not lost. Alternatively, speed will be lost if VGS minus VT reduces. What I am going to say about this is during this threshold voltage scaling if threshold voltage scaling is required low threshold mass devices must be used for the design. The limit on threshold voltage scaling is imposed by the noise margin and the increase of sub threshold current as we some of these problems we shall see little later. At least the noise margin part can be understood let us say I have a I reduce my threshold voltage to 0.2 volt or 0.25 volt and I have a supply of 0.8 volt or even less than 0.8 say 0.6 volt. So, my VGS minus VT is sufficiently high to create good amount of current, but when I go below 0.2 volt which is my threshold one can see from here that 0.2 volt is hardly 8 kT by Q as room temperature and therefore anything below this voltage the if you have to reduce your output to lower than VT which will be around close to 50 millivolts or so you are well within the noise levels and therefore it will be very very difficult for us to maintain noise margins because then thermal noise or even other noises may actually start dominating at those points and therefore the noise may actually dominate if threshold voltage is very very low. However, please remember as long as your VGS minus VT are therefore VDD minus VT is large the speed certainly can be met. However, we also worry later as we shall see that the sub threshold current that means when the VGS goes below VT we know the current continues to flow and you know the reduction in voltage less than threshold has a slope of IV characteristic there ID VGS characters there and one finds that a small change in even threshold actually changes the sub threshold currents. So, obviously if that 60 millivolts per decade as what we say so one can see from here that large sub threshold current can also lead to leakage currents and therefore too much reduction in threshold voltage is not very much advisable unless otherwise you do some more tricks to really ward off this issue. So, therefore tradeoff between say p-switching or dynamic power which certainly p-switching decreases if threshold decreases and p leakage which increases at threshold decreases. So, one has to tradeoff between the dynamic power and the leakage power in the in the regime in which threshold voltage is scaled on. Showing the same thing what I said about power reduction method in threshold voltage scaling technique instead of showing you power now I am showing you energy which is normalized energy versus threshold voltage plotted at three power supply voltage VDD 0.5, 0.9 and 1.7 and we believe that they as you reduce your threshold voltage down for the energy minima to occur and energy we can show you energy is nothing but power per unit time energy is power into time energy per unit time is power. So, if we integrate over the time for which this period for which you want to know energy it can be figured out by writing such an expression for energy minima that around 0.4 volt of threshold and at that time the VDD being 0.9 will give you the minimum energy. So, for a given technology and given device structure which you use you may get an energy minima and for which there will be some kind of an optimal threshold voltage which will give you the lowest power dissipations. Now, people keep saying that I also said my first few talks we keep saying that as far as moods law every technology node is nothing but the reduction of lengths and widths and every other thing by a scale factor by 0.7 and if we reduce or scale down all the parameters by 0.7 to follow moods law that every every year components if the doubles because 0.7 into 0.7 is 14.49 which is half. So, obviously if you reduce the component density will double which is very obvious by moods law. However, what it impacts on is C load scales by 0.7 VDD also scales by 0.7 let us assume right now we are scaling by same what is called constant field scales. Energy consumed per clock cycles scales by 65 percent active power is given by we have already derived it alpha and Cv square and is the n is the number of components per this. So, it doubles every generation. So, frequency increases by 43 percent. However, if you do this calculation at the end of the day one interesting result one observed that if you scale down by just 0.7 volt everything then overall active power remains unchanged. So, you are trying to reduce the power you thought you have active power reduced but this alpha and Cv square term actually does not change very much when you scale down. So, the p active power is essentially is equal to n t is the number of gates C average is the average capacitance of the gate or load which is seen VDD square is the power supply voltage square f clock is the frequency at which data is flowed and alpha is the activity coefficient this we already derived earlier. So, if we write the period for one data cycle then it can be written as Ld which is the logical depth that is if you have a three series components three series gates in one cell driving the other then Ld is 3. So, Ld is called the logical depth. So, if you see this term Ld into C average VDD by your own is the cycle time which is nothing but one f clock. So, one can see if I substitute this part if I reduce the this is interesting if I reduce the logical depth from here my clock frequency goes up. However, if I substitute this in case of power which is nothing but n t VDD ion upon alpha I just substitute this term inside here for f clock 1 upon Ld C average VDD by ion I substitute here and I get a term n t is active power is n t that is the number of gates VDD which is power supply voltage on current which is the on current from the transistor alpha is the activity coefficient and Ld is essentially the logical depth. So, if you reduce the logical depth the power does increase and therefore, one interesting feature is if you do not scale Ld then p active remains same. However, to get higher speed we need to scale down Ld and if you show active power. So, you will actually to improve your this you reduce the Ld because then only yours by logical effort we have seen if that occurs then the speed will go up and if you scale down Ld then obviously, the p active power will increase with the scaling. Now, there are variety of CMOS design styles and we like to see each of them in light of their low power performance. Now, if you take a static CMOS which is the most standard CMOS circuit which essentially let us take a representative inverter which shows you have a p channel transistor and you have an n channel transistor which is connected and this is your power supply, this is your VSS ground, this is your input and this is driving a net load of capacitive CL which is load capacitance and this is your V0. So, if you look at this the logical power we know it is proposed because the charging through the power supply or discharging through the ground essentially leads to power dissipation and in between when the input changes state high to low or low to high both transistor on for a while which essentially gives the static power on that and that is also because of the scaled down devices both n channel and p channel are never really turned off fully and which means there will be a leakage path throughout. Now, if you see dynamic power and short circuit current applies mismatch delays can lead to glitching. So, the problem is this this one we shall see it depends on this logical input you give which is 0 to 1 in a pulse form and depends on the sizing you do and depending on the currents you can you are able to switch in this transistors there may be a possibility of switch occurring something like this sorry glitch occurring something like this and any such glitch can lead to a high power high dynamic power dissipation. However, if you do this is occurring because transistor this was initially say at 0 it was on and this was off when this goes to 1 this became off and this became on they switch actually. But if they do not switch as in the case of dynamic let us say I have a p channel device which is given to a clock or phi bar phi and I have a dynamic logic in which I may keep another transistor or I may not keep I may actually put this also at clock phi phi bar let us say I this is independent. But if you see in a dynamic system the when the clock bar is 0 or when the clock is 1 a clock is 0 clock bar is sorry this is phi. So, if this is 1 this is 0 and that p channel conducts and charges this this is called pre-charge. But when phi goes to 1 p channel turns off and this capacitor discharges or does not discharge depend upon the input on this logic which essentially means there is no short circuit path between power supply and ground and therefore dynamic logic eliminates glitches because they are no time they really switch on the same times. So, the short circuit power and glitches can be minimized if you use dynamic logic that is what I say when we say only static power due to leakage. Now, fully complementary design has a high noise margin we know if we keep VOH is VDD and VOL is ground in which case design style more scalable to low power supply voltages because one can then reduce because any one is ground the other is power supply. So, scaling down is much easier and the full swing is also possible which essentially implies that lower the threshold voltage can be used if we have a fully complementary design static CMOS. The PMOS devices may degrade performance simply because high input capacitance slow series p stacks actually if you are large number of p stacks in this they can actually slow down because of you know their mobility is being lower stack in a stack case the net capacitance may increase and also you may have a slower series p stack and therefore, they may degrade the performance in the case of static CMOS as far as performance I am talking about speed. The other possibility of you know looking for a power low power design is to use differential cascode voltage switch logic. Now, this is very interesting logic which creates both out and out bar simultaneously. One can see from here there are two p channel devices cross connected to the outputs and PDN 1 and PDN 2 are n channel logical this only thing is the criteria is that when this is on PDN 2 is off or when the PDN 2 is on therefore, PDN 1 is off. So, if this let us say for given inputs PDN 1 requires this output to go to 0 in which case at that time anyway this was not receiving any data. So, one can see from here that since this is 0 this turns on the output becomes high which is complementary in the same go. In case this PDN 1 essentially is requires this to be 1 that is this turns off and this turns off what are the last state this must this high mean this must be acting which means this must be 0. So, 1 0 is retained. Now, please remember PDN 2 R pulls out low and turning on PMOS which pulls complement high this pulls complement high. So, this differential cast out voltage switch logic has one advantage essentially that both out and output and there is no additional power required in actually getting both true and complement outputs. The only problem which I see here is you are two such blocks to work on additional hardware and though power wise it does not add to a power, but it is it has an additional area and additional area additional component density which you have to pay for. Now, what I said I may repeat again differential logic style generating both polarities of output can improve the speed because there are no inverters. See basic problem in all the time taken as we know we define the propagation delay is going from 0 to 1 and 1 to 0 average delay is TPHL plus TPLH since there is an inversion in this case there is no inversion and since there is no inversion the speed is very high as does not have inverters. Since it is a extra noise immunity to common mode noise or say it is a differential circuit. So, obviously common mode noise is eliminated which is standard for a differential amplifier kind of system. The third possibility advantage one sees in the case of DCV cell is convenient for self-time or asynchronous logical design because then PDN, PDN 2 can be asynchronously concerned because there is no really clock requirement. However, please remember it is still a ratio logic style even the output transition is rail to rail. PMOS must have to be sized carefully to ensure going to 1 and 0 properly or pull down pull up ratio has to be such that 1 and 0 can be fully at the full rail voltages. And therefore, to pull down network must overcome the PMOS on the other side because you know now they will actually the other side PMOS will actually will also draw current from the PDN 1. And therefore, one has to pull down network has to really ensure that it receives that much current to make it 0 or 1 as desired. The third point which is of interest is short circuit current flows while outputs are switching pull down fighting opposite PMOS. When the outputs are switching pull down fighting you can see from here if I go back if we see here you know the when this is pulling down this is essentially loading it or for this this is essentially loading it. So, one can see from here that the short circuit current flows while outputs are switching pull down fighting opposite side and PMOS. Twice the number of NMOS inputs because you want both out out bar you are to PDN 1 and PDN 2 compared to single ended ratio logic style and therefore, it is to higher capacitance, but it certainly gives you low power. So, what are the advantage of dc dcb logic? It is the following that for the low power the advantages are lower physical capacitance is fewer devices used to implement given logic function input loading lower since now dual PMOS devices gets must allow only one transition for correct operation and therefore, no glitching no short circuit power since sorry I am sorry. This is we are talking of dynamic logic and not dcbl. In a dynamic logic as we discussed here in this figure you can see in a dynamic logic lower physical capacitance is fewer devices you only you have all N logic and only P channel and channel as a complementary for 5 5 bar. So, we are fewer devices so obviously, the net capacitance seen here will be smaller input loading lower since new now dual PMOS device. So, actually you do not this is only loaded here. So, one does not require additional loading case must allow one transition for correct operation since it is only one input should occur when the clock bar is available or clock is not one at that time since your input has to settle which has half the cycle roughly you can say therefore, no glitching requirements. No short circuit power since pull up path can path not enabled when you see when you when this is on. So, when this is on this is off when this is on this is off and therefore, short circuit power is minimal since pull path no and not enabled when evaluating power output. However, every good thing has some disadvantage as well there are disadvantage for in the light of a low power requirement higher clock power since guaranteed clock more transitions you know since you are using fine 5 bar you need a power which will guarantee leak make this on off of these two devices. So, that means you require driver for clock clock and this driving of the clock essentially means that you are consuming additional power. More than minimal number of devices for implementation because you can see if you have a static CMOS I would have required only 2 I will require 3 and of course, it does not mean correctly what I meant was that if you need extra clock and clock bar and that means the net number of devices are not smaller though logically number of devices may be smaller higher switching activity as shown earlier and because of that the dynamic this though looks to be good in some cases though may have because of the clocking system may actually show higher switching activity and we know dynamic power is proportional to switching activity. Now, the other possible way of implementing logic we all know is essentially coming from CPL. So, for example, if you have one complimentary this is a CMOS pass gate another CMOS pass gate this may be phi this may be phi bar and this may be input or even normal pass transistor logic without CMOS can be shown equivalently something like this and if I connect this one can see from here if it is a b a bar b bar this output could be a b plus a bar b bar this is essentially x naught which we are trying to implement from here. So, what essentially pass transistor logic allows is to create any combinatorial logic can be implemented and using feedback paths or using a loop paths even we can create sequential blocks using pass gates. Now, since there you can see from here there is no power supply there is no inversions going on. So, obviously one feels that it should create a much low power and it will also have much lower transistor count. Since there are number of devices are dramatically lower than static CMOS one can say no static power is circuit designed to maximize swings extra routing overhead implies extra capacitance you will have to run a bar and b b bar. So, you need some extra capacitance to drive performance worse than other styles specially when gates are cascaded of course these are acceptable when aggressive voltage scaling reaches limits then only one way to reduce power is to reduce switch capacitance. So, in some case when you are scaling down technologies to 45 or 32 or down CPL may become very dominant design style or CMOS style of implementation of logic.  So, one if you can see if you come down lower than this at higher speed you have lower power and CPL does improve power delay product which is less than or which is called also switching energy is always less than any other design style using CMOS or NMOS circuits. So, essentially this is good however it has extra routing implies extra capacitance power is lost somewhere there it is not very easy for a switch to act ideally and therefore, there are problems of KT by C noise or sharing of charge or feed forward of course, CMOS takes care of feed forwards, but otherwise it does have its own problem as a pass gate. So, when I am scaling down over the years that is what Mohr's law is suggesting. So, we look into the problem which we are now getting we are already discussed earlier that the larger larger node technologies 0.25 0.5 or even higher the channel links were very high say the channel links were very high and doping were also smaller relatively between the substrate and the ratio. So, what used to happen then that the diode leakage currents or any other leakage mechanism leading to the leakage power was much smaller even the sub threshold slope was such that the net leakage current does not change drastically. However, what has happened over the years as I am scaling down I see now if I plot powers per stage shown here millivads on this and I plot against delay here in nanoseconds. So, if I change the technology say from 0.25 down to say 90 nanometers are like this 0.13 or even below if you go below one is finding that the delay is decreasing definitely delay is decreasing, but the leakage power at any node you go for any delay say for example, for 90 nanometer or 0.13 for the same decay you know the leakage power per stage is higher. So, essentially what is happening here the same thing can be shown here if this is your n minus 1 node this is your n th node and this is your future node as you scale down the power will keep on increasing irrespective which node you are working at lower the this the though it is not very obvious, but the slope of rise of a leakage power is much higher compared to these two if you go even further it will actually rise much faster here. Now, this it means the new metric of performance one should now worry about if you are looking for gigahertz applications of your CMOS chip you must also be equally worried about the leakage power which is wasted without being used utilized in any sense. A typical semiconductor is industry association roadmap shows there are two currents of interest one is called the on current in which when the transistor is on VGS is minus VT is greater than VGS is greater than threshold once say it is a on current particularly the on current is normally defined in the device is in saturation and off current includes all the currents like sathrasual current the diode leakage current and also the other any kind other dependent leakage currents which we shall show you later seven of them in fact they all contribute to off state. So, off current to on current is very important to maintain larger on current and smaller off current is what is ideally required you need a very large ratio of ion to ion off so that you have a no leakage power very very low leakage power and can adjust your on current to suit your performance requirement. We also know there are three kinds of circuit I already discussed one is high performance then other is low power and the last is low standby power. For the high performance low operating power and low standby power devices which will of course this is a 2002 road map I could not get the latest one from ITRS this in this format. However, this shows the trend from this it is the channel length physical length. So, you are going from in a nanometers you can you can see what is the requirement of this EOT essentially is called equivalent oxide thickness because the gate thickness also is going to be reduced as you scale down. So, if you see this is 0.4 to 0.6 micron, 0.6 to 1 and 0.7 to 1 point equivalent. Please do not think real life it would be less than 10 amperes on current is defined as per micro ampere per microns or we require 1500 this for LOP is 5900 this is 700. Off current required is 10 micro ampere micron this is 1 and this is 0.1. So, ratio is we want larger for as you go from high performance to low standby power. This is something we are requiring in the all circuit which we are going to design for three such applications as I say this is one typically mobile or a even a what we could say is the iPads or tablets which are running on a battery power you are looking for LSTP circuits in many of them are LSTP circuits. Now, looking at the technology side just to give in some quick glimpse of this this is a figure which according to ITRS which is the technology roadmap society which shows on current micro ampere micron versus sorry off current versus the on current which is micro micron and this shows you a figure of a different technology CMOS 180 my nanometer down and this green one is high performance circuit in which the on current is very high and the correspondingly sorry on current is constant and off current is. So, if you really look for high performance circuit in this figure somewhere around 900 or 1000 micro ampere micron of this the off current has gone from this two orders up to this. So, our idea is somehow in technology to stem this height going suddenly jumping this is the actual technology graph CMOS 65 nanometers. If we go for newer technologies we must do some kind of what you would say work function engineering or something and you use metal gates instead of poly silicon gates. You can see poly silicon gates are not as good as metal gates because what we are really trying now is to increase the on current at least this side. But should not increase the off current in that ratio if you can improve the this at least the high performance circuit data can be required and similar argument can be given for low power and low standby power. So, now also the another issue of circuit design for low power or low standby power is that the technology which is going to be used for all individual for each of those process will not be identical. You have to tailor your technologies one scale for what the kind of application you have in mind for that particular design. There is an interesting figure a table shown to you here this is Cauchy-Cauchy-Kreiber University. They have shown of course some when they showed it the technology has not scaled down to 35 nanometer then, but it is still valid actually they evaluated as the scaling was going down they expected that the net from 70 nanometer which is essentially 65 nanometer 45 and 32 they are just rounded up for calculations by them. This is 65 nanometer node this is 45 nanometer node this is 32 nanometer node at those nodes of technology the total power they save 41 watts at 65 nanometer and 128 almost triple at 32 nanometer this is one and half times. So, 45 to 65 that is not very much, but when you go 0.7 of that further then we find it almost doubles of 64 and 3 triples compared to this. Now, of this total power dynamic power total power of 41 watts at 65 nanometer node the dynamic power is 78 percent whereas, the leakage power is just 22 percent, but if you scale down to say 50 nanometer or what called 45 nanometer node the dynamic power reduces to 56 percent and the leakage power enhances to 44 percent. And if you go further down which is 32 nanometer this become 33 percent the leakage power is 67 percent and if you further scale down if you can extend this value it may happen that the leakage power will be 80 percent and this may be useful power to you will be dynamic power will be on current power will be 20 percent. What it essentially is trying to say of course, they are assume 3 mm by 3 mm chip size the chip size may die size that may change in real life. And therefore, this data is not the actual data or exact data for real measurements, but it does show you the trained. Now, just to make little this lecture little interesting I mean now see you that as most of the newer iPods or iPhones or including from Samsung or Nokia or Sony or anyone you name even the Chinese one they are already working on 32 or below 32 nanometer processors ARM processors or any other processors. Since, they are working and low technology nodes the power dissipation is major worrisome for all of this circuits mobile phone for example, now if this leakage power becomes higher which means the battery will drain faster if you are not really operating it at the mobile phone is not on. The advantage of this things not happening good for you is that if you keep your mobile on all the time that means you keep talking on your mobile your battery may drain less power compared to if you would have just kept in a standby mode. And I think one such reason now I figure out why younger colleagues of mine who are an undergraduate graduate studies they keep talking on mobile phone incessantly when they walk on the roads or they are in the room or wherever they are probably they knew this file better than me they realize that the battery drains slower if they keep talking and if they just keep the mobile on the last standby mode the power dissipates faster dissipation is higher and they have to recharge the mobile oh this is a fun but that may be possible may be reasons why people talk so much on mobile these days. The another problem in technology when I scale down technologies there is something a word which ITRS has said which is called the electrostatic integrity E 1 or EI sorry EI if you look at short channel effects and the Dible which essentially controls the threshold voltages and the currents in the mass transistor therefore the mass transistor currents in the mass transistor it can be shown that this 5D which is called the source to channel built-in voltage and VDS of course is drain to source bias okay. Then we see that the short channel effects is can be starts when it is 2 5D times EI Dible is 2.5 times VDS EI so if where EI is essentially given by 1 plus j square by 11 square T ox equivalent oxide thickness by channel length T depletion by L channel length electron actual equivalent channel lengths. So, one if you see from the technology side if you scale down this okay equivalent channel length and since you are scaling down x j goes down and this is square term which is increasing now this means the short channel effects and the Dible coefficient will be directly proportional to the technology you use and since they both affect the threshold in way some way they actually reduce the threshold voltage well the leakage paths will be much stronger sub threshold path will particularly very strong and therefore lot of leakage power will happen if you have lower nodes of technology. Now, there are other ways of for high performance circuit in particular if you wish to I am talking of high performance because we are saying their power is not a criteria as much as the speed. So, for this there are performance booster technologies available and they have been gradually introduction in the following way Intel has started working on strain silicon channels you have silicon germanium as instead of source drain silicon you have a ultra thin body single gate FETs UTV that they called then you are using metal gate electrode with high kid gate oxide instead of silicon dioxide your ultra thin body double gate FETs which is dual gate FETs which we will call this the modified version is nothing but a pin fit and we will look into the power using pin fits little later. Then there are other devices possible which are quasi ballistic or ballistic transport possibility reducing the fringe or end or overlap capacitances and metal source junction instead of silicon source drain junctions these are of course technology details. However, the worrisome part which I just now discussed in the MOS transistor as you scale down the technology nodes particularly below 45 30 to 20 to 16 11 7 and where I do not know where lower will be these are the various contributors to leakage power there is of course if I will show you the figure little later because two things are not showable here to me I did not prepare properly the first and the foremost if you have a MOS transistor if you have a MOS transistor shown here this is your source this is your drain that is N channel and this is your substrate this is your bulk this is your insulator this is your gate this is your drain this is your source this is your N channel MOS FET. So, if you see this this is essentially a diode same of course here there is a diode between source and substrate. So, particularly source is grounded bulk is grounded even then the diode has a leakage current very small if you see this in N channel this will become VDS which is higher this is heavily reverse bias diode and therefore leakage current is very high in this. So, the first contribution to leakage power is the reverse leakage current of these two diodes then we believe that when VGS is less than VT there is no channel here. The channel does not exist VGS is less than VT no current is because we say there is no electron channel, but in reality we know that the threshold voltage is defined as VGS is equal to VT when the band bending we say phi s is equal to 2 phi f where phi s is the surface potential and phi f is the Fermi potential.  So, which means the band has already bent for this. So, we say that reverse leakage current of the diode essentially may be one sorry sub threshold current essentially will occur when phi s lies between phi f and 2 phi f and that means even if VGS goes below VT the IDS VDS characteristics small VDS do show some characteristics like this and that means this current may not be very very small and in fact the slope which we are going to use here which is called sub threshold slope may actually increase that means the number of the change in current or change in voltage for large change in current will be different and in which case one has to worry about leakage currents being stronger at lower technology nodes. Then since this is also thickness of oxide is also scaling the there is a oxide tunneling directly carriers scan tunnel which is called normal tunneling band to band tunneling one can see. Then there is a possibility that if this channel length is very very small as the scaling goes the electric field across this E y we say this is y direction is very high carrier somewhere here at the drain end may actually pump inside the oxide and in which case there will be a hot carrier injection in the gate which may constitute the current. There is also if you increase if the channel length is very large this electric field is larger this is also larger the gate can influence the drain end electric fields we believe that it is only gate introduces the channel but drain and together may induce the leakage path much stronger and this we say gate induce drain leakage. The channel points through current the two depletion layer with associated with this diode and this diode may merge in which case function can occur. So, these are possibilities of leakage power and these are what they are shown here I 1 essentially the diode leakage I 2 essentially I 2 I 3 and I 6 are all are between this I 17 tunneling and gate induced drain leakage are through this and then there is of course there is a current part of this current the griddle may come here and this hot carrier effect is also part of this. So, one can see in a deep sub micron podivan animator down technologies these currents may dominate I already written the names which are the currents and these each currents are essentially contributing to transistor leakage mechanisms. So, what it affects the leakage change in substrate body bias affect the threshold voltage we are very interested to know how to control leakage. So, we are now looking into way we say change in substrate body bias affect the threshold voltage and so the leakage current. There is another issue which is very interesting it is called Dibble drain induced barrier loadings we always thought that gate controls the channel depletion layer, but essentially if the channel length are smaller the source drain also have large depletion layers and drain can actually therefore, contribute to electric fields and reduce the barrier at the drain end and therefore, currents can increase essentially the threshold changes because of the Dibble coefficient changing. However, we know higher the threshold V d d V th will be smaller reduces the threshold voltage because then in that case since threshold is lower currents are larger one can say. Then there is a last but not the least higher temperature raises the leakage currents which is obvious diode currents are e to the power q by n k t. So, t lies in temperature is very strongly increasing the currents and that increase in currents leads to increasing temperature and since increasing temperature a different technology is increasing as we already discussed over the years. Now, if junction temperature rises over the ambient temperature which is essentially called thermal resistance into power please remember that junction temperature increases 1.45 per generation times the last one. And therefore, if you scale down one node then you actually increase one and half times the leakage thermal temperature junction temperature and therefore, to maintain junction temperature within a limit. So, that the junction remain junction one has to worry about cooling which is called we must change the thermal resistance from junction to ambient such that heat is dissipated faster. We will come back to it next time and we will show you that if we want to control so called these leakage currents what circuit techniques lastly of course, it is not circuit lastly we will say different channel length which is also to some extent circuit technique. We will say if we use these techniques probably one can still play with reduced leakage currents. Thank you for the day.


A real right to strike needs to be restored. Workers are currently reliant on this sort of government legislation to maintain the most basic conditions. Workers shouldn't have to wait for a friendly government in Canberra for a decent wage. They should be able to fight for those conditions themselves backed by an empowered union, unafraid to strike for fear of being fined. In light of that, let's talk about Qantas. A prime example of many failures, including that of worker protection. The credit to the Transport Workers Union for pushing so strongly on the labour-higher provisions in this bill, but we shouldn't pretend this reform alone will restore the rights of the workers of Qantas and its subsidiaries. Just recently, the High Court ruled that Qantas's outsourcing of 1,700 ground workers during the pandemic was illegal. That's a great win for those workers and their union, but Qantas is only required to compensate those workers for lost wages. Those workers won't get their jobs back and they won't be compensated for their time fighting for that decision. There was no way for those affected workers and their colleagues to go on strike and fight back against what turned out to be illegal outsourcing. This closing loopholes legislation certainly doesn't close that one.


Gwelodau'r cyfrolygu a gweithgwch i fyny yw'r ysgrifennid o'r cyfferwyd, ychydig yn ddefnyddio'r fwy fwy yn cymryd ac yn ddifarwy'r gweithwyr neu'r cyfrolygu, nidol Dove, sydd wedi'i ar-igi'r Llywodraeth Cymru. Felly, ysgrifennid Ysgrifennid yn ymgyrch gydig yn ymgyrch, mae'n gwybod i'r cyfrolygu'r Llywodraeth Cymru. Mae'n gydig i'r cyfrolygu'r cyfrolygu o'r gweithwyr cysylltiadau, i'r cyflawni'r cyd-dystri, mae allan yn ddych chi i ddweud, eich cerddwyr i'w gweld i'r cymryd amdeithasol yma i'r ymwneud ym mhlaen i'r cymryd ymwneud, i'r cyflawni'r cyd-dystri i'r cyflawni'r cyd-dystri i'r cyflawni'r cyd-dystri i'r cyflawni'r cyd-dystri i'r cymryd ymwneud.  Over to you Nigel. That's great, thank you Judith, a good afternoon, good evening, or good morning to wherever you're joining us from. I'm really pleased to be here and thank you for the CIM for the invitation to come and talk to you. I've got about 30 minutes and I've got a few slides and I'm going to run through them fairly quickly. And as you'll sort of see from the culture and the introduction, what I want to share with you today I am yna ei yw ohod, i chi ddim yn gwych, mae'r hunain ar honno i'w ll university equival ond y dyfodol, yn cyfrifiadau cyfrifiad gw factoryll ar West i'r hunain a'r hunain yn cyfodol i chi'n amser. Rwy'n fydd ychydig i chi wnaeth chi'n gwaith yng nghymru o'r credu. Mwneud i chi'n ei adwi fan y gwirionedd. yn y oesbysig sy'n rôl jacobs ar y moment. Rwy'n meddwl i'r bwysig, rwy'n meddwl i'r bwysig, rwy'n meddwl i'r rôl yng Ngôl Cymru sy'n gweithio'r cyffredinol yn y ffordd o bwysig o'r cyffredinol cyffredinol. Rwy'n meddwl i'n meddwl i'r cyffredinol, yn y rôl rwy'n meddwl i'n meddwl i'r meddwl i'r cyffredinol yn y bwysig o bwysig yng Ngôl, mae gyllid yn cyd-rwyng iawn. Rydym have 70,000OU peif pickwyr yng Ngôl. Rydym yn cael 13% fyd y rôl jacobs a'r lleiwyr yng Ngôl. Felly, mae'r ffordd yr oedd y cwestiynau yn gwerth o'r cyffredinol yn y rhaid, yn gwybr y chymru yng Ngôl Cymru, ac mae'r ffordd yr argyllideb llinwyr yn cael Catalunya a Llanurewydd and brand and then of course the central bulls are there about insights and championing the customer strategy. I really want to challenge you today to think about how you perceive your role in your organisation. I hope that will be useful for you. I maybe want to get you to think about your role in a slightly different way. You may already be in this space in which case it may just reconfirm your thoughts on this subject. But I want to get you to think about how organisations are viewed by the different stakeholders and how those need to come together for us to deliver a consistent brand and experience and really blur the boundaries of what we think we are as marketing and communications professionals. And then finally what the senior managers look for in their communications team. So we all start each meeting that we have within Jacob, the news externally within Jacob's with a culture of caring moment and I'll touch on this later on in my presentation. And this is one I wanted to share with you because I think it's relevant for you and your role in marketing communications. And this is called the five levels of listening and why does this sort of matter and what is it saying? It's essentially saying that human beings tend to listen to respond. So if you or I are in a conversation and you're talking, I'll be listening and I'll be listening within the tent to respond. But of course there are different reasons for listening and this chart, this little diagram shows the five ways that you can actually listen. So it's not just listening to respond, but listening for emotion and listening for meaning. And this was developed by a hostage negotiator in the FBI. And when they're negotiating with in stressful scenarios, they have five people listening and they're listening for each of these five different different aspects. And they also really like the Atticus Finch quote to kill a mockingbird. So really we are interested in listening and great communicators listen, whether that's to customers or to other audiences. So that's my culture of caring moment and you found that useful. OK, let's press on a little bit about Jacobs. You probably won't have heard of Jacobs. We are a global company and we are essentially involved in solving some of the world's most critical problems in the areas of built environment, infrastructure, energy, defence, cyber and intelligence. And we're 55,000 people were in 40 countries. Big company, 13 billion pounds revenue, roughly dollars revenue. What do we do? Here's a summary of our capabilities. So we are really very much in the space of providing project management, design and engineering services to our clients. So we're a business to business organisation, but you can see the sort of breadth of some of the things that we get involved with on the screen. You might not have heard of Jacobs, the company, but you will have heard of our projects. So here's just some examples on the screen. We were program managers for the London 2012 Olympics. We're doing the same job for Dubai Expo, an amazing project worth going to have a look at if you've not seen it on the bottom left. The top right image is Hinkley Point C, which is your biggest construction project. And then the other pictures show the House of Commons and we're leading the restoration of House of Commons. In the US, we are NASA's biggest service provider, so we run a lot of the launch centres when you see things going up. We have people in those control centres and another project in the Middle East we're involved with is the Qatar World Cup and bringing those facilities to bear. So some really high profile projects. And Jacobs has been on a change curve and this sort of, just for context really, this chart summarises it quite well. And this essentially started when Jacobs appointed a new chief executive in 2015, a really interesting guy called Steve Dimetrio. And at that time Jacobs was alongside most other big engineering companies heavily dependent on the oil and gas market, which is cyclical. So following a portfolio review, Jacobs sold its oil and gas business and acquired CH2M Hill, another big business which is heavily into programme management and infrastructure. And you sort of see the share price tracking up there as well. And then since then, it's pretty much transformed its portfolio. So it bought a company in the US called QW, which is a major cyber company in 2019. And I joined Jacobs on 9th of March 2020 as part of the wood nuclear acquisition. And then our final, one of our most recent investments in the UK has been to buy a 65% stake in PA consulting. So really sort of dramatic transformation in terms of the company and the portfolio that we operate in. And what's the other interesting thing about that chart was a launch of the new brand. So you can see that the J mark in 2019 and challenging today reinventing tomorrow. So that was a relaunch of the Jacobs brand to align with the sort of new portfolio. And what's underlined all of this has been a transformation of Jacobs culture. And that's what I want to sort of share with you today. Now, my introduction to organisational culture was at university. And I have to say I didn't quite understand it. And there's a classic sort of book that's used to describe organisational culture by a guy called Charles Handy. And so I always remember studying this at university and thinking I didn't really quite understand what this is all about. And then when I went out into the world of work and I got my first sort of roles, I was still sort of struggling to understand really what does it actually mean? And what I've come to understand is that essentially there's a much more practical way to think about organisational culture. And that summarised in the green box. And I've only I guess I've only come to think about it in such a literal way since I've worked for Jacobs in the past two years, because it's quite often companies, all the companies I've worked for have been good companies and they've all had very solid values and all been good places to work. But I wouldn't say they've been particularly distinctive. So could I sum those organisations up in three words? Not easily. Could I easily describe what we stand for? Could I touch and feel the culture? Probably not. And that's really, really been quite interesting to me. The whole experience of how that works and the benefits of that. And I really like this chart that I'm showing now, which talks about the relationship between brand and culture. So as marketing people, we always we're at the top of that iceberg in terms of typically engaged with how we promote and develop our experience and offerings. But the the bit below the waterline to me is the bit that as I become more experienced, I've understood is really fundamental to how stable that brand offering is because it's the piece that anchors everything together. So what's below the waterline and what stops that experience and offering from tipping over? It's the culture of the organisation and by culture we mean the combination of what we're here to do. The values that the business exhibits and the behaviours that people show day in, day out and the best definition of values I've heard of is what we do when people aren't looking and things aren't visible. So it's just our natural reaction to situations that we come across at work that really does determine our values. So the building block for Jacob's culture is on the slide here. So you can see our values on the left hand side. We do things right, we challenge the accepted, we aim high and we live inclusion. There's a good values that they may be very similar to your values. I'm not sure the unique values. I think what's unique is how we try and bring them to life within Jacob's. And the two key diagrams on this slide are first of all, our plan beyond strategy. So this is our sustainable business strategy. And that means basically how we think about long-term business resilience and success whilst we're positively contributing towards society and the environment. And we align those with the UN sustainable development goals. And again, you may have similar strategies and approaches within your business. And then the other fundamental building block of the Jacob's culture is together beyond and that's our approach to living inclusion and creating a culture of belonging. And essentially we're trying to create a place where everybody can bring their whole self to work and there are four pillars to our together beyond strategy. One is about culture building and engagement. So we have to talk about it and actively try and find ways to build the culture and demonstrate it. The second one, which is really important, is about leadership and accountability. So really clear expectations of leaders to live our culture. The third one is around developing talent and how we develop talent in a really inclusive way. And then the fourth one is around growing our business because all of this helps us to grow our business because in order for us to generate the best solutions for some of those projects you saw earlier, we need a really inclusive approach so that everybody can bring their different ideas to the party. And those really are the foundation aspects to our culture. So I want to look at some quite practical things now in terms of... So we talk about a culture of caring in Jacob's and we talk about caring for our family, for our friends, for our colleagues. What does that look like? So I mentioned earlier on in the presentation that we started with the culture of caring and we do that literally for every meeting that we have and we'll do that with external clients as well. And if you start every meeting with doing one particular thing, then it becomes a habit and it becomes an expectation. If you work for an engineering company or a construction company, typically you'll be doing that around physical safety. You might also be doing that around mental health safety and I'll talk about that in a minute because that's a big part of what we do and I suspect what your organisations do too. We just talk about caring. So I'll give you two great culture of caring examples that I've heard recently. The first one was a colleague who went outside from his house to drive when he lived in an estate and the kids were playing outside in the estate and they were playing hide-and-seek and he set off in his car and he drove about two feet and then he realised he'd left his phone in the house seat. He got out of his car and he opened the door and he heard this terrible noise from one of the cars and he just didn't know what was going on. He looked in the car and one of the neighbour's kids was under his car because they'd hidden there doing hide-and-seek. So the child was fine, bit bumped and bruised, an amazing intervention of fate with his phone. He shared that with us, we shared that with our clients. So particularly when I pretty much most people who work for Jacobs now when they leave the house, they'll have a quick look under the car. We don't expect to see kids there, but you can see a neighbour's pet there. So that's an example of a culture of caring. Another one I heard shared yesterday was the impact of sleep on your physical health and how can you improve your sleep? We had a brief discussion around that. So really getting that idea of caring and really caring and grained into the organisation. Bottom left is a picture of our CEO virtual town hall. So when the COVID lockdown started, we ran town halls for 55,000 people led by the chief exec every week. And one of the first things he said in the sort of, pretty much the first one we did was that no one would lose their job at Jacobs as a result of COVID and we've held that line. So a really great example of leadership and caring. We spent a lot of time thanking people, so we have awards as you do, but again ingrained into how we lead and manage people. We talk a lot about positivity. And so we started an internal newsletter called Positive Energy, just sharing all the great volunteering community that people are doing across the business. And we started it in about the third week of lockdown and we thought we'll give it a go for every two weeks and we're still doing it sort of two years later. And then the final one there I just wanted to share is a campaign that we're developing called The Gift and that's my colleague Marcus Williams whose life was shared by stem cell transplant. So we have 55,000 people, so we are encouraging people to think about how they might engage in different forms of donation to help save people's lives. So I mentioned mental health briefly. This is what our mental health and resiliency programme looks like at the moment and there's sort of a snapshot on the left hand side of the resiliency webinars that we started running during lockdown and we're still running them. And again, we're running these and we've got maybe two and 3000 people joining live who record them so people can watch them back. And we're looking at all sorts of different aspects of mental health. And essentially we're trying to explain to people why they might be feeling what they're feeling so they can identify with things. And we have trained people on the calls that help us so we're not just enthusiastic amateurs, we've got professional people helping us with this content. So explain why people might feel like they do what the signs are and then what they can do about. And we've done sort of fairly obvious topics and then if you're wondering what cheesecake for the mind is all about, that one was about the positive impact that music can have on your mental health. So we've done a lot of outreach work with our staff around mental health. We already had a good mental health network of champions but we've really accelerated that during lockdown. And then on the right hand side we've introduced an app called One Million Lives. So if you're interested in this you can download that for free and use it. And we employ a lot of engineers and they like to measure things. So the idea with One Million Lives is it gives you a really quick way to measure how positive you're feeling about your mental health. And it gives you a rating and then it gives you some suggestions for how you can, how things that you can do to improve your positive mental health. So we're doing more and more work on that but again it's another aspect of us demonstrating our caring culture. And then the final aspect I guess of caring is inclusion. And so on the left hand side you'll see something called our Jacob's Employee Networks. So these are employee led networks, they're global but we have regional chapters too because we're a global company for people who want to either identify or support people in those particular areas. So I'm a member of the women's networks and passionate about improving the numbers of women we have in our business and in leadership roles and also I'm a passionate member of our Harambee network which is for our black members of staff.  So what does inclusion look like in practice? It means taking a stand. So George Floyd is a big catalyst for us in this agenda. We have had a number of amazing courageous conversations where again we've got a lot of people who are sharing their lived experiences of what it's like to be a black person in work sense, in life sense and they are the most educational things I've ever done in my career. The purpose of those is to educate people and so people could understand and understand what it's like to walk in other person's shoes. We've rolled out advocate and ally learning for all of our staff as well and that's the bottom right hand side. And then we also launched a policy called the advancement of social justice again off the back of George Floyd which is what Jacob is going to do to proactively push for social justice. So inclusion is a really big focus on Jacob's. I won't pretend we are there yet with that fully but we are on a rapid, exhilarating journey and it's brilliant I have to say to be part of it as a sort of marketing communications and as a leader it's completely inspiring. I just wanted to, if you are interested in this agenda and as you can tell I'm sort of interested and sort of passionate about it, there's a great leader called Sint Marshall and we came across Sint because she's the first black female chief exec of an MBA basketball team and it happens to be in Dallas which is where Jacob has headquartered. So we've made connection with Sint and she's come up with some great sort of, she's, if you want to Google her, she's got great story about her background, how she got to where she is and the role that she took on at Dallas Mavericks in a really challenging time and how she'd completely turned the organisation round. And the reason I'm showing you Sint is because she's come up with a great quote which I use all the time about inclusion, diversity and they're related but not the same thing. So think about diversity being invited to the party. So we need to have a diverse workforce as a start of a 10. But it's not inclusive unless we're able to bring those people to the fore and get them truly involved in the business. So inclusiveity has been effectively asked to dance and the sort of final extension of that then is a sense of belonging and how we develop a sense of belonging for our people which they will then, all of this radiates out to our clients by the way. So the sort of the internal is the external now and we've all seen this in many different sorts of aspects of marketing and communication. But definitely trying to build on that sense of belonging and encouraging people to feel like they can dance. So I want to talk a little bit about change as well because that's been a big aspect of what I've been involved with through my career in my role and essentially it doesn't matter whether we're talking about the sale or acquisition which I will talk about in a minute which was my experience or any organisational change. But it's basically about landing the why and the what and the why is often more important than the what. So in my experience, if people can understand why you need change then they're far more likely to embrace, understand and respond positively to it. You'd also need to land a what so there's nothing that frustrates me more than trying to communicate something that's not clear what's changed. So we need to be really clear when we're communicating change what's different tomorrow compared to what it was like today. And the other aspect of this is again, it's an interesting leadership piece which is if your leaders are convinced about this themselves then it will become paid. If your leaders are reading from the script and don't believe it then you've got less likelihood of that landing of that message landing positively. And then the final part I'd say about change is it's not a straight line so we always like to think we're going to go from, we want to go to B so we talk about right to left thinking often so where do we want to get to and then let's work backwards from where we are now and how we get there. Often the point B can change so I call that the change of Hokie-Kokie which we have to respond to. But again, if you can focus on the why then the what will generally follow. A couple of the thoughts around change use us a lot when we were doing our sort of business integration of two businesses. So I've helped to bring two businesses together so I would nuclear coming together into a longstanding Jacobs business unit two and a half thousand people into two and a half thousand people. We brought it together to five to five thousand people in our seven now. And pretty much what you've got to remember about change is it's a roller coaster and everybody's on a different place on this roller coaster and you may well be in the height of excitement trying to convince people of the change but they may well still be on point one in shock. So this is a good discussion we use this as culture of caring moment often when we're doing change to recognise that people will feel differently at different stages of the journey and that's okay and it's okay to normalise this and talk about it and we're all going through more and more change and we've seen things in lockdown in terms of following this sort of narrative as well. Okay, so I've got about five, six minutes to go and I want to give you a very quick business 101 of things to consider if you are ever in the position where you get a phone call to say, oh by the way, it's likely we're going to be sold we'd like you to lead the communications on the process. So here are the things to consider. First of all, and if you've not been involved with this I'm sure you'll find this useful. First of all the phases and you sort of typically see that's a typical running order of phases of announcements but these can be constituted really closely so the pre announcement and public announcement can be one and day one can be really short, an integration and then normalisation can be shorted too but in our case, we were working behind the scenes before the public announcement was made under strict NDAs and then we made the public announcement and then we worked towards day one which was when the legal deal was completed then we started the integration which is bringing the two businesses together and then you get to the stage where you normalised and the integration for our business took us nine months which was reasonably racy but we delivered it in nine months to the point where after nine months we're getting into sort of a normalisation phase. Thinking about the audiences you've got at least four audiences that you're needing to consider within all of this you've got investors and your shareholders and your leaders will be fundamentally involved and interested in their view. You've got staff of course and then you've got clients and then you've got a whole myriad of stakeholders and by the way, you can think these are all separate audiences and they are but your clients and your staff will watch the investor call to see what the chief executive says about the deal and the rationale for the deal so all of this needs to be tied up together in terms of the coherence of the messages and then of course there's risks as well so what are the risks of integrations the risks are many actually it sounds simple to do it's really not simple to do and that's because we're dealing with human beings so the risks are the customers leave staff leave, you might leave your boss might leave and then to a certain extent there's an interesting piece about some people want everything to change and some people want nothing to change and so you've got that whole thing about everything is different or nothing is different so those are the things you've got to consider when you're running the marketing communications of this so we started with the end in mind again in terms of when we were doing the integration so what did we actually want people to feel when we bought the businesses together and this was client staff and we came up with four feelings that we wanted people to get out of the deal and that pretty much was our navigational point so everything we did around integration was to deliver those feelings so often you've got the choice to do something expedient when you're integrating systems for instance or do you do something that delivers a really great result for the staff so by clearly setting this out on the right hand side we were able to deliver a really great experience for our clients and our customers during integration and we actually thought about well how are the cultures different between the two organisations and we did a bit of a chart and you see there's some differences but you also see actually there's lots of similarities but by thinking about that you're sort of understanding how people are going to react this is a brief picture of our sort of change plan so CD1 there the employees, customers and we had major investors on top of that but I won't put it all in the chart but just to look at really how are we going to deliver that experience for people and I'll just tell you one sort of side story people getting a new security pass was deemed to be a really important thing when we talked to people because typically in an organisation that might have been through change before a lot of stuff just gets rebranded but nothing really changes and the example of that was people who have passes with labels on from a couple of companies ago or the previous company so just to get everybody a new security pass on day one when they arrived with all of the officers rebranded overnight was a big thing and it made it immediately feel different so we knew that and we delivered it and the journey continues really so Jacobs is a really dynamic company and we're moving into new areas so we're moving into new sectors continuing with our acquisition trail so we made another one a couple of months ago and that will continue so it sort of never stands still but I guess the one thing this also does is position people for change and that sort of expectation that the company is going to continue to develop and push forwards so this is my sort of final slide and I'm not going to read it all you can read that yourself the fundamental lessons for me to share with you is it's not what businesses say but it's what businesses do that really matters and I know that so might be a blindingly obvious statement but I think it's our role as marketeers and communications people to make sure that the business does deliver what it says and we always try we always always aim to over deliver on the promise and if you want your culture to feel people to feel the culture it's got to be authentic and finally we are great creative problem solvers and that is a unique trait for business leaders it's our most valuable trait so you can use that wisely and you choose where you deploy that I'll give you one final example of what I mean by that recruiting people is our biggest challenge at the moment we have a lot of work we need to get more people to be able to deliver that work so is that a job for marketing and communications you might say no it's a huge challenge for the business that needs some creative thinking around it so I've deployed one of my best team members to the group to help to transform the way that we actually recruit people into the business because it's so important that's all I wanted to share with you appreciate I've gone through quite a lot quite quickly but I think we're going to go over to Judith for questions now Judith brilliant that's great thanks very much Nigel for a really insightful presentation so we're now going to have a short quick Q&A session so the first question what do you think comes first brand values or organisational culture let me tell you the way that the Jacobs brand was developed and the J mark and the challenging today and reinventing tomorrow that was developed by an agency coming in and deeply understanding the existing organisation and how we work and the brand came out of that it wasn't a new start at where we create you know an aspirational brand to the right hand side it was absolutely based on the foundations of the business okay next question Jacobs clearly lives and breathes its brand values and they underpin its organisational culture do you think that brand is now like credibility if the brand values are just marketing spiel and not embedded in their culture I'd say they have a limited lifespan so when we talk about sustainability in business sometimes we mean environmental issues but generally we mean how sustainable is what we are doing is it you know is it a long-term path so it's the iceberg model again if you're particularly if you're in a business to business organisation where relationships are everything how you do things is as important as what you do then if you are if you don't have brand and cultural alignment then you're essentially you know presenting a veneer aren't you and it's easier for me to say that as a senior leader but what we're always trying to do is to bring the brand to life and it's a lot easier to bring the brand to life if the connection between the brand and the culture are pretty much you know indivisible okay and then next question is do you have a top tip for getting colleagues to engage on social media to promote culture that's a really that's a great question I think you need a certain amount of a braveness so it's easy if you take if the company takes a stand like jacos did around around George Floyd then people will get behind that and people will be proud to share that so if people are proud about what you're doing they'll want to share it so again it comes back to sort of authenticity I guess if you are if you're doing interesting things people that people align with they'll want to share that and it's more natural you know right and we've got a few questions from somebody about sort of where there's a clash of cultures between the values of Jacobs perhaps and perhaps certain international cultures where there could be sort of human rights issues involved yeah that's a brilliant question yeah I'm happy to say that one to you this so so you're right and it's a really it's a really good question and there are there are areas that we we don't operate in and sometimes that's because of our American ownership and so for instance you know export restrictions with China is an obvious example and there are areas that we operate in that where they do where there are different cultures to different values to Jacobs but they are they are changing so we we will tell we generally take the approach of we would rather be in an area and help it to change and we do do that than just ignore it entirely so we don't just go there for the commercial value but we'll always go there with a view to can we help that company that that place but you know in terms of on its journey of progression so the Middle East is a great example which is which is changing rapidly and you have a different view of the Middle East if you're not working there and if you're an outsider looking in but definitely our role is you know to go and try and shape and influence rather than rather than ignore okay next question how do you ensure brand values and culture are replicated across all the offices are there any places where it's more of a struggle no you keep it simple so the culture of caring is probably the best example I can give you know there is no definition particularly for what that means people will you know execute that differently no different offices and of course different offices will always have you know different focuses as long as they have that underlying culture of caring and inclusivity you know and that will be different in different nations because different nations are you know different mixes of populations some are more diverse than others but that's okay because as long as you've got the foundational bedrock of what we're trying to achieve then you know that gets played differently in different places and that's okay because again it has to be authentic to the people okay next question should companies create or write a company's values and branding document to share when joining the company as part of an induction process perhaps does Jacob's have such a thing yeah it does so our brand and our values are the same thing by the way so we have a really short intro about what's the purpose of Jacob's and we have a sort of a broader vision I'm not mentioning it actually today but we have a broader vision about sustainable development and innovative solutions for a better world basically so that's our sort of high level purpose but we're quite clear about what the values are what the brand are what's more important is within the first week is people see that culture of caring and that inclusion being delivered in different ways and I always ask people when they join you know within a couple of weeks how are you finding it and generally it could just be the people I speak to but generally a lot of survey stuff shows this is you know they say wow I really sort of I read the stuff beforehand but I didn't know if it was going to be the case but I genuinely see it being delivered which is brilliant you know okay next question from someone who's saying as a middle management employee focused on building operations and culture but bridging the gap from the top management and with the overall staff the misalignment can be very vast what is your advice on that yeah I always take the view on this stuff is that I always and we often talk about this when we think about having inclusion discussions you start with positive intent so generally in my experience and it doesn't matter whether it's a leader or it's a junior member of staff people want to do a good job and they start with positive intent so sort of take that on face value you do need your leadership aligned but you also need your middle management aligned and I would say that's as important sometimes as your leadership because leadership has a shadow that it casts but it can be quite a broad shadow but it's not necessarily exposed that often so most of your staff's relationships will be with your managers your leaders absolutely need to be delivering the right values and behaviours so it has to be top up and bottom down and sometimes the best way to get that conversation going if you're struggling is to understand what staff think and if leaders are I've not worked with many leaders that don't want to understand how staff think and I've not worked with many leaders that don't want to improve staff's relationship of organisation so sometimes you need to speak with data and in my experience data always gets it's always a starting point for change okay and I think we've got time for one final question I think earlier in the presentation you said about being able to describe a culture in three words how would you describe Jacobs in three words? I would describe Jacobs as caring inclusive and dynamic just because of the amount of change that we're sort of going through okay thank you and on that note we'll say thank you very much Nigel with some really good questions there from our viewers so sadly that's all we have time for for our webinar today I'd like to say thanks to Nigel for today's presentation and to the CIM North West Group for organising the event we do hope you found it interesting and worthwhile we will be back on the 18th of January with our next webinar which will be marketing with purpose with Ben Irons you'll find further details listed on the events page on the CIM website where you'll also be able to register for the session so on behalf of CIM thank you once again Nigel for a really good presentation and thank you to all that joined us and we look forward to welcoming you again to our webinars next year take care everybody goodbye


You worked for Afghanistan, you were a government in Iraq, and then you came back and joined politics. Why did you do that based on your experience? I think I realised that although it's incredibly exciting to be working in other people's country, in the end if you really want to make a change you have to return to your own country, particularly if like me you're interested in political change, because the kind of political change which a foreigner can bring in somebody else's country is very very limited. So how do you expect that your role in politics will help change things for the better? I'm not sure, I expect this. I think changing things through politics is very difficult. But I do feel deeply that the best question to pose people of our generation is not exactly what do you do to countries like Afghanistan or what do you do to countries like Iraq? In other words, how do you turn them into us? The more difficult question is what do we do with our own countries? Where do they go? So would you say you're disappointed in your time abroad? You didn't achieve what you wanted? I think I'm disappointed by the international community in general, and yes my own personal time abroad, I mean certainly when I was in Iraq it was a disaster, but I think it's a disaster at a more structural level. I mean it's not only the individual, it's not only the mistakes that I made trying to deal with the Civil War or trying to stop people firing rockets into my building, it's the complete idea that foreigners can come in from another country with a very limited understanding of the language and the culture and attempt to apply a very very vague plan on somebody else's society. So I think this is not just disappointing, I think it's scandalous, it's objectionable. Scandalous? That's a very strong term. What do you think is to be done about it? I think the first thing is the international community, Holland, Britain, the United States, needs to acknowledge its limits.  We need to be honest about ourselves, we need to be honest that we don't speak these people's languages very well, that we are isolated in compounds, that we don't spend nights in people's houses, that we don't have long-term commitment to these countries, that we're impatient on the one hand and on the other hand we need to try to acknowledge that the local society has much more energy, much more power than we ever acknowledge, that we talk about these countries as they're their failed states, as they're their blank, whereas in fact there's incredible amount of local energy institutions, practices, local politicians, Afghan politicians can do much more than we acknowledge, we can do much less. Alright, then my final question before you can head up to have breakfast, what is your personal mission right now and how would you like to fulfill it? I think my personal mission is to try to do my part to convince people of the dignity and the glory of politics, to pull people back into the political sphere.  The complete middle ground, which is the ground of elected politics, of the citizen has lost all its dignity and in order to recreate it, it's not just a question of getting politicians to participate, it's a question of getting citizens to take this seriously again, to believe that there is moral value in the civic sphere. So we should have more belief in our politicians? We should have much more belief in the idea of politics. We should encourage the bristest of our generation, not to be management consultants, but to stand for election at local councils. We should try to ensure that we create societies where people understand that we are political animals, that the political decisions are the most important, most virtuous parts of our lives, and that if we don't engage with those things we create a world of unreality, that the politics is the most real part potentially of our lives.