Hi, I'm Yuna Kravitz, a developer advocate on the Chrome team, focusing on CSS and DevTools. I'm really excited to chat with you today about what many regard as the future of web styling, CSS Houdini. Houdini is an umbrella term that describes a series of low-level browser APIs which make it easier for authors to access and extend CSS by hooking into the styling and layout process of the browser's rendering engine. This means that developers now have much more control and power over the styles they write. For example, instead of waiting for a browser to implement an angled borders feature, you can write your own paintworklet, apply it to both borders and clipping, and get in effect just as you would with a rounded border radius. Instead of waiting for a browser to implement masonry, you could implement a layout worklet to imitate this browser-based implementation, or you can use an existing one. And beyond worklets, Houdini enables more semantic CSS with the typed object model and enables developers to define advanced CSS custom properties with syntax, default values, and inheritance through the Properties and Values API. Today, I'm going to be focusing on the CSS Paint API, which is supported in all Chromium-based browsers, is partially supported in Safari, and is under consideration for Firefox. However, don't let this native support discourage you because with the CSS Paint Polyfill created by my teammate, Jason Miller, you can still get creative with the Houdini Paint API and see your styles work across all modern browsers. So let's focus on the CSS Paint API today. This API enables developers to define canvas-like custom painting functions that can be used directly in CSS as backgrounds, borders, masks, and more. In the angled corners example I just showed, it's being used as both a mask and a border to draw the border as a border image and mask the element to prevent click interaction effect overflow. There is a whole world of possibilities for how you can use CSS Paint in your own user interfaces. To make working with a Paint API and other Houdini worklets a little easier to explore and consume, my team puts together a resource called houdini.how. It's your all-in-one go-to for CSS Houdini worklets and information, a congregate library, and a reference. Let's check it out. You can learn all about CSS Houdini itself with links to further reading on the About page. Here we list all the Houdini APIs with some really great links for further reading and if you're interested in exploring these a little bit more. There's also this link from ishoudini ready yet where we have a list of all of the browsers, the W3C spec and links to both the spec drafts, recommendations for Paint API for example, it is in candidate recommendation states and also the level of support and whether it's in development under consideration. Whatever's going on with Houdini, this is a great place to check that out and get that information. On the worklets page, you can browse various Paint worklets and play around with different values to make sure they fit into your brand. So here is just an inspiration page where you can see some of the possibilities here, using it as a border, using it as a background. You can make some like really cute little confetti or you could make it really big. This is just another example of how you can use it. But I have one underline when you can have many underlines. So this is an example called extra underline. You could change the width, the spread, again, the color. There's an example of reverse border radius where instead of the border radius coming from the inside out, it's doing the opposite. It's creating this clip, which I think is cool because it reminds me of vintage stamps or like tickets. So I think that one's neat. There's also this powdered gradient. You could change the direction, the color. You could really play around with it. I like it in white because it's kind of festive. There's also the sparkles example. You could change the number of sparkles, the hue. So you can have sparkles of every color, the height and width of the sparkles. That's changing the size and the weight. So you can start to really play around with these sparkles. There's also that angled corners example. So here you could make all these corners different sizes and start to explore what that might look like and change the weight of this as well. There's the static gradients. And I think this is really fun because the more you increase the gradient size, the more you're sort of pixelating it. And it reminds me sort of like a little roaring fire, especially as it's re-rendering and animating with this randomized function. So I think that these are pretty neat. As I mentioned earlier, despite native implementation, these all work cross browser thanks to that Houdini paint polyfill. So have no fear and feel free to get creative with CSS Houdini. And when you found the right worklets that you wanna use or expand upon in your own applications, there's a few ways that you can use it and implement it into your build system. So the usage page here, we'll show you how. To quickly get started with a prototype, we recommend using unpackage. So just calling it the paint worklet directly and registering it to your application. But when you're using it in production environments, you'll likely want to manage the worklet in your file system. Here we have just in a code pen, this example with the confetti worklet. This is called extra confetti. What I'm doing is I'm directly adding it to my system with CSS.paintworklet.add module and I'm getting this CDN link. I'm also including the polyfill script and I'm using unpackage to manage that as well. This is just a really quick way to get started. And the way that you get that link is if you go to the worklets page, this right here, the CDN link, you could just copy link address and there you'll have it. So let's go back to this example. From there, we can then update the CSS. So here we have a few of the values. They will have fallbacks and defaults, but you can update them to make sure that they look like you want them to. And you could really start to play around here. Now, another thing that you can do is animate this stuff. So here is just an example of a keyframe animation in CSS that's just going to change the number of confettis from 60 to 65. And this will enable us to re-render this and create this sort of animated effect. So here, let me just quickly create an animation. We're going to call confetti, let's say 0.5 seconds. Let's say infinite and linear. And then once I do that, this will now start to animate. And we'll see just this little playful animation of confetti just kind of playing around on this page. If I wanted to change this worklet, again, I could just go and copy the CDN link. If I wanted to change it to sparkles, I could just copy that link address, bring it back here and then create this sparkle effect instead of the confetti effect. Now, when it comes to working in more production environments, you'll likely want to manage these worklets yourself. And in this case, you can install them via NPM. So if I check out this worklet page, let's see what worklets we want to use. This static gradient worklet, I think it's pretty cool, especially as I mentioned in these wider sizes. So I'm just going to copy the name here of the NPM worklet, which is the name that we have listed.  And now I'm going to NPM install this worklet as well as the CSS paint polyfill. And I want to make sure that I am saving it to my local dependencies. So now NPM is going to download this and register it, add it to the package.json. And from there, we'll be able to reference Houdini static gradient and CSS paint polyfill. We're also going to be using a file loader for this. This way, we'll be able to separate the worklet file and keep it individual and not mix in with the rest of the JavaScript. So if I check the package.json, we can now see that the CSS paint polyfill and Houdini static gradient have loaded. I can go to my app.js and reference them. So let's first import the CSS paint polyfill, it auto fills because it's reading it. And then let's import this worklet URL as a variable. So let's do import worklet URL from and here I use the file loader and I am calling Houdini static gradient. Now we'll be able to reference the worklet URL when we register the worklet. So I'll do CSS.paintworklet.addmodule and here I can call worklet URL. So we are now registering the worklets into our file and our application, which is great. But we're not going to see anything until we first start the app. But secondly, we have to go into the CSS and add it in our CSS. So we have this app started, it's loading here for the first time, so it takes a second and there is the react app up on the page. So let's go into the CSS and let's change this app header from just this blue background color, which we see here to having a cool static gradient background. So let's adjust this file here and we'll add the paint and we'll call static gradient and let's do a static gradient on top of the color that's no longer a background color, it's a backgrounds and let's also change the static gradient size. So this is a custom property, static gradient size, I liked that 10, I thought it looked cool. So I'm going to hit save now, I'm going to open it here and there we see that we have this static gradient background now being added to our UI, which is neat. But this is also really loud so we can open up DevTools and start playing around with this. There was another variable called static gradient color. Let's just set it to red really quickly to debug it. So now we have this whole box that pops up and here you can use all of these neat DevTools to find the right color and effect. I think something a little bit more subtle like this could be nice, I'm just going to copy this hex code, open up my VS code again and I am just going to add that variable. So static gradient size, let's update this to color and just paste the hex. So now when I open this, we see the static gradient background. I'll just refresh the page to show you that this is going to render in the custom properties that we updated. So I also wanted to quickly show you that this will work in Firefox. Here I have Firefox pulled up and in Safari. So I'm just going to open this up in Safari as well and drag this into view. And here you could see that we have this CSS Houdini Paint Worklet effect working across browsers with the CSS Paint Polyfill doing a lot of the heavy lifting. This is also a community-driven effort so we're looking to add your contributions to our Worklet Library too. If you have a Houdini Worklet that you've built or you wanna play around with Houdini, this is a great opportunity to do that. Please feel free to submit a pull request and we'll be sure to get it on our page. The contributing instructions are in the GitHub and also linked below. And Worklets aren't the only thing you can submit. You can also submit a resource. So here on the resources page, you'll find a variety of different resources like articles, editor drafts, web docs and tutorials. There's some really great examples and demo sites. So if you find a great article or write one yourself, feel free to submit it. We'd love to have those as well. Thanks for watching this video on CSS Houdini and the CSS Paint API. It truly does open up a world of possibilities and hopefully Houdini.how can help you discover some of those possibilities. If you've been inspired by something you saw in this talk, please let us know and contribute your own ideas to Houdini.how. Whether they're Worklets that you've built or great resources that you've come across, I would love to see them. Thanks again, I'm Yuna tuning out.


What is a sustainable supply chain? Why should companies and supply chains care about sustainability? Understanding and managing supply chains have become more relevant than ever. The entire economy depends on it – healthcare, jobs, products and services. The growth of e-commerce and the intensity of global operations have made possible to access the products and services as quickly as same-day delivery. But in hand with this business growth, a big challenge has become even more relevant – sustainability. Business and supply chain operations are responsible not just for the economic growth but for the vast majority of carbon emissions, as well as corporate social justice. While many industries have pledged strong commitments to reduce their carbon emissions, they typically struggle to not only select the right methods to estimate their carbon emissions, but most importantly, to translate them into actionable strategies. What are the implications for society and the planet? How can companies achieve their sustainability goals while meeting their business targets? Hello everyone, my name is Josue Velázquez. I'm a research scientist at the MIT Center for Transportation and Logistics and I am the director of the MIT Sustainable Supply Chain Lab. Sustainable Supply Chain Management is the online version of the SEM290 graduate course that I teach at MIT, which is designed to provide executives, practitioners and academics with the foundation on how to build sustainable supply chains. We cover a variety of topics such as how to identify the environmental hotspots in the supply chain, what is the impact of logistic sustainability and its effect in the supply chain, what is the impact of transparency and its effect on social performance in supply chains and how to involve consumers into sustainable supply chain strategies. This course combines a variety of experiential learning techniques such as case studies, real applications with world-class companies and practical simulators that are designed to improve the learning experience. We have put together a syllabus that includes lectures delivered by colleagues at MIT as well as lead practitioners in the field of logistics and supply chain management. This course is the result of hundreds of hours of applied research conducted at the MIT Sustainable Supply Chain Lab. We really hope you find the content interesting and useful and we look forward to having you in our virtual class.


R murder in the Ayrshire village of Drongan on the 14th November 2008. She was 17 years old. Her killer, John Wilson, having lain in wait for Michelle, snapped her 10 times and was sentenced to life. The judge made clear that he should serve 12 years before he could apply for parole. On Saturday, just nine years later, Michelle's sister, Lisa, received this letter from the for parole. On Saturday, just nine years later, Michelle's sister Lisa received this letter from the Scottish Prison Service. It informed her that Wilson has now been approved for first grant of temporary release. Temporary release includes release for work etc, for home leave, for short leave, for pre-release leave and for unescorted day leave. If the First Minister were in this family's shoes, what would she think of receiving that letter? First Minister, if I was in the shoes of the family and let me take the opportunity today to convey my deepest condolences to the family, if I was in the shoes of that family, I would be very upset to receive that letter as I think every family would. We have independent processes in place, both in terms of determining the guilt or otherwise of individuals accused of crime and independent processes in place to determine sentences. We also have, as Ruth Davidson is aware, independent processes in place to determine whether prisoners should be eligible for parole or other forms of release. I will certainly look closely at the individual case that Ruth Davidson has raised today. As I say, those decisions are taken independently, but from a policy perspective—this is a point that I have made previously in the chamber—where we consider that there are changes required, we will not hesitate to make those changes. However, it is important that our justice system operates independently of ministers in individual cases. I believe that members across the chamber agree with that. John Wilson was given a life sentence for murdering Michelle, but he will not serve life in prison. He will not even remain behind bars for the 12-year minimum that was recommended. He has been approved to be released unescorted back into the community in a little under 100 months. We spoke to Michelle's family this week, and Kenny Michelle's father said this. This was a premeditated murder. Why is he being considered for temporary release now, when the judge said that he should serve at least 12 years? How does this send the right message about Scottish justice? How is this a deterrent? When families like those of Michelle Stewart say that they feel completely let down by the justice system, can the First Minister understand why? The First Minister I do not know the particulars of this case, which is why I said in my first answer that I will look carefully at the details of this particular case. In terms of parole—and I am not sure that it is a case of parole from what Ruth Davidson has said—prisoners require to serve a certain proportion of their sentence before they can apply for parole, temporary release is part of the rehabilitation process. Those are decisions that are taken very carefully by the Scottish Prison Service. Risk assessments are made, and that will have happened, I am sure, in this case. None of that, of course, takes away from the upsets that any family will feel who have gone through the trauma of what this family has gone through when they are faced with the person found guilty being released, even if that is part of a rehabilitation process. As we have discussed in the chamber before, Ruth Davidson and I, it is important that we have processes in place that help with the rehabilitation of prisoners, but it is also important that we get individual decisions right—the prison service and the parole board get individual decisions right. As I have said twice, I am not familiar with the details of the case and why those decisions have been taken, but I will give Ruth Davidson an undertaking today that I will look into the particulars and the detail, and I would be happy to correspond with her in greater detail when I have had the opportunity to do so. Ruth Davidson The First Minister is right that this is a specific case, but the reason for raising a specific case is this. It is because the sense of injustice that is felt by Michelle's family is not an isolated example. It is felt by grieving families right across Scotland. The family of Craig McClelland, killed by a convicted criminal who had been illegally at liberty for six months after breaching his licence. The family of Moira Gilbertson, murdered by her ex-partner who was allowed to walk free despite having beaten her up following his release for a previous murder. Like the family of Linda MacDonald, brutally attacked last year by Robbie Macintosh just days after he had been released on home leave following a previous conviction for murder. We keep being told that criminals have rights that need to be respected, but who in the Scottish Government is standing up for victims' rights? What reforms are being delivered now to correct those injustices? First, some of the individual cases that Ruth Davidson has cited there relate to home detention curfew. It is the case that home detention curfew is used only for a very, very small proportion of the prison population and careful assessments are made. When things happen that all of us regret, lessons are learned. The former Justice Secretary established reviews to be undertaken by Her Majesty's Inspectorate of Constabulary and Her Majesty's Inspectorate of Prisons to make sure that we are learning those lessons. At the heart of that, I appreciate and accept that there are general principles at stake here. One of those principles is how we ensure that we are doing everything possible to rehabilitate those who have committed crimes. That is in the interests of victims of crime and in the interests of society overall. Ruth Davidson said that, as I have said previously, none of what I say in the general sense here is intended in any way to take away from the experiences of individual families in individual cases. Generally, Ruth Davidson tries to suggest that somehow the justice system in Scotland is loaded in favour of those who commit crimes and not victims. I do not accept generally that that is the case. We have one of the highest prison populations in the whole of Western Europe. One of the reasons for the reforms that we are undertaking is that we know for many prisoners—I am not talking about the specific cases right now—but for many prisoners, prison is not the most effective form of sentence, so it is right that people are punished appropriately. I absolutely agree with Ruth Davidson about that. It is absolutely right that the interests of victims are at the centre of our justice system, but we also owe it to victims and society to make sure that we have a justice system that also effectively rehabilitates those who are capable of rehabilitation. Those are never easy balances to get right. However, as Ruth Davidson has acknowledged, as her colleagues south of the border frequently acknowledge, it is important that we continue to make sure that we take all of those factors into account in our justice system, and we will continue to do so. Ruth Davidson The First Minister reshuffled her cabinet this week, so we have a new justice secretary in place, and here is what we need from him. We had a written branch review of the way that the justice system is operating. We had greater transparency on sentencing, so people like the Stuart family are told honestly what is going to happen when someone is convicted. We had victims to have a right to speak at parole hearings, which currently they are denied, and when so many offenders are committing crimes while out on parole or home release, we need to rebalance the system in favour of the law-abiding public. We all want to have confidence in the justice system, so is it not time that the Scottish Government ordered that review so that confidence can be restored? The First Minister First Minister, before I address the substance of Ruth Davidson's question, can I say that I would be very happy to ask the new justice secretary, assuming that Parliament approves that appointment shortly, to offer to meet with the Stuart family, to hear directly from them about their experiences. I can also say that, in terms of some of the substance of Ruth Davidson's question, she talks about the process of parole decisions. As I have said in the chamber before, discussions are already under way with the Parole Board for Scotland on further reforms and possible development of the rules of procedure that they operate by. That review will include whether any changes should be made following the UK review of the Warboys case. We are absolutely committed to ensuring that the parole process is as open and as transparent as possible. Of course, it must operate independently of ministers, and I hope that everybody would agree with that. In terms of wider review, there are, as I mentioned earlier, two reviews already under way after a previous case that Ruth Davidson has mentioned. I think that it is right that we take time to hear the conclusions of those before considering whether other action is required. However, we will continue to make sure that we have a justice system that reflects the needs and interests of victims, assists us in helping to reduce crime, but also allows us where it is possible to do to aid the rehabilitation of prisoners, because that is in everybody's interests at the end of the day. Presiding Officer, yesterday, the signatures of over 25,000 people demanding that this Government values education and values our teachers were delivered to the Government. First Minister, if education really was the driving and defining mission of this Government, the EIS would not have to send this message to the Deputy First Minister, would they? Of course, there is a pay negotiating process in place for education. The negotiations for the next pay award are already under way. The body that takes that forward in education comprises COSLA, the Scottish Government and the teaching unions. As a trade unionist, I would have thought that Richard Leonard would support the negotiating process that we have in place. I understand that those negotiations are making good progress. I hope that they will conclude well soon. Of course, the final thing that I would say is that it was this Government, the Scottish Government ahead of the UK Government, ahead of the Labour Welsh Government, that lifted the 1 per cent pay gap. Of course, I was very proud this week that it was this Government that put forward proposals for a 9 per cent pay increase over the next three years for those working in our national health service. That Government's record is good, and we will continue to take the decisions that are in the interests of our public service workers. The First Minister has repeatedly told us that education was her top priority. Yet, for two years, the Government has wasted time on an education bill that its own international advisers have warned is unnecessary and misguided. This week, John Swinney finally got the message, and he can spin all he likes, that ditching the bill is fast-tracking the reform, but nobody believes it. What is also clear is that John Swinney's education is now reaping what he sowed at finance. Less than three weeks ago, he told the SNP conference that we were witnessing, and I quote him, a renaissance in Scottish education. First Minister, a renaissance of what? Rising class sizes, flagship legislation shelved, or overworked, underpaid and demoralised teachers preparing to ballot for industrial action. Richard Leonard says that nobody believes that our education reforms are being fast-tracked and accelerated. I hate to be the one to break it to Richard Leonard, but the Labour members on COSLA believe that, because every single party that is represented on COSLA signed up to that agreement. The fact is that those reforms are being fast-tracked. The agreement means that the implementation of the reforms will start now, instead of having to wait 18 months for the passage of legislation. Crucially, the agreement will see the new head teachers charter begin to be implemented this year. I suspect that the reason Richard Leonard and his colleagues are so upset about this is because they have been denied the opportunity to play politics with education during the passage of this bill, to frustrate and undermine the reforms, while instead, this Government is getting on with the job. Budgets in education are rising, more money going to head teachers, important reforms being implemented more quickly and the attainment gap starting to close, so we will get on with the job and we will leave Labour, as usual, carping from the sidelines. Richard Leonard. Presiding Officer, the two main themes of this final week of term have been the Government's record on education and the politicians who Nicola Sturgeon chooses to serve in her government. Gillian Martin described transgender people as, I quote, hairy-knuckled, lipstick-wearing, transitional transgender ladies. She also claimed that college PR staff, I quote, froth at the mouth with excitement if anyone in a wheelchair does anything that can be remotely described as an achievement. Minutes ago, Gillian Martin's name was removed from the list of new ministers, but the point is this, the First Minister knew about these comments and yet still proposed to put Gillian Martin in charge of further and higher education. In the end, this is not just about the judgment of Gillian Martin, First Minister, this is about your judgment, isn't it? The First Minister. Well, after FMQs, we will come on to the issue of ministerial appointments and I will address that issue directly at that stage. Richard Leonard opened his question by talking about the themes of this week. Let me just give him a flavour of the themes of this week from the perspective of the Scottish Government. NHS Scotland staff, a 9 per cent pay rise, £28 million being invested to lift people out of homelessness, a new target for fuel poverty, increased funding for university research and innovation. Those are the things that this Government has been working on, because those are the things that demonstrate day in and day out that this Government is focused on getting on with the job of building a better Scotland. We have a number of constituency supplementaries. The first one is Sandra White. Thank you very much, Presiding Officer. First Minister, I have met with local residents and businesses who have been very affected by the recent fires in Suckey Hall Street, School of Art and Victoria nightclubs. They have raised really concerning issues, and most of their concerns are not just individual issues but issues about the future of Suckey Hall Street, which is a much-loved and great area in the city of Glasgow. Can I ask the First Minister what assistance the Scottish Government can provide to support those affected and to ensure that Suckey Hall Street does indeed have a future? I am of course aware that the fire at the School of Art has had an enormous impact on businesses and households across the city. That is why we have been working very closely with Glasgow City Council to offer support to those affected. I can tell the chamber that, later this afternoon, the finance secretary will set out details of a new hardship and relief fund for residents who have been displaced from their homes. The Scottish Government will make £1,500 available to each household, which will be matched and funded by the council to make a total of £3,000 for each household. In addition, we will confirm increases in support for affected businesses, increasing the amount that the Scottish Government contributes towards business rates from 75 per cent to 95 per cent. In terms of people affected by the fire at Victoria's nightclub, many will also have been impacted by the art school fire and will be eligible for the support that we are announcing today. We do, of course, stand ready to continue to discuss with the council what more we can do to support them and everybody affected by this tragic fire. Mike Rumbles The latest figures just released show that, in the Grampian health board area, nearly 25 per cent of patients urgently referred with the suspicion of cancer failed to receive their first treatment within two months. That is the worst rate in Scotland. The First Minister knows that NHS Grampian has lost out on £165 million under her own NRAC formula over the last nine years. Will she take action to ensure that Grampian NHS now has the resources that are available to other health boards and every other health board to tackle this crisis in cancer care in the north-east? The First Minister Of course, under this Government, as a result of the introduction of the NRAC formula, which replaced the Arbuthnut formula, health boards who are under parity have been taken closer to parity than has ever been the case before. That is the action that has been taken by this Government that was not taken by previous Governments that the Liberal Democrats were members of. In terms of cancer waiting times, the figures out this week show that we have work to do with boards, including Grampian, to improve cancer waiting times. In terms of the 62-day waiting time target, that is from referral to treatment. The median weight across Scotland is 43 days. We have seen an increase in the number of patients over the last year treated within that target. The number of patients treated within it has gone up by more than 7 per cent, but we continue to work closely with boards, including Grampian health board, to make sure that we can see further improvements as quickly as possible. I know that that will be a key priority for the new health secretary. In April 2013, Nicola Sturgeon visited Stenrair to chair the meeting of a task force set up to regenerate the area after ferry operator Stenna moved to nearby Cairnryan. Despite the Scottish Government promising the people of Stenrair that it was committed to the regeneration of the town, it is almost seven years since the ferries left. Stenrair has been badly let down. The expansion of the existing marina is key to stimulating local regeneration, and it is a shovel-ready project. Can the First Minister give a commitment to the people of Stenrair that she will do everything that she can to ensure that required financial resources are made available to progress this project sooner rather than later? We work with local councils, including the council covering Stenrair, around regeneration, and have done that every year that this Government has been in office. The new Cabinet Secretary for Transport and Infrastructure will be happy to have discussions with the council about what more we can do. Of course, in terms of the south of Scotland, we have already announced and are taking forward plans for a new south of Scotland enterprise agency. The interim arrangements have been backed by £10 million of additional funding, and that is about making sure that the actions are taken to support regeneration and business activity. That is a really positive development and one that I hope the member would welcome. I believe that when Opposition parties criticise the Government for a course of action and the Government then ends that course of action, we should welcome it. I am pleased to see that the education bill has been dumped for the time being at least. We will continue to criticise the proposals that were in it, because those proposals were not only criticised by those who instinctively attack the Government for everything or who play party politics. They were criticised across the political spectrum. They were criticised by teachers, parents, academics and others. Don't those people, most particularly teachers and pupils, have a right to be told now that that represents not just the ending of one bill but a change of direction and a commitment to resource our education system properly, to make teaching the attractive profession that it needs to be again, and that will take money, not just the scrapping of one bill. First Minister. Firstly, as I said in response to Richard Leonard, we are committed to taking forward the reforms that we have embarked upon. As a result of the Deputy First Minister's statement earlier this week, those reforms will be fast tracked and accelerated. I think that that is in the interests of pupils, teachers and parents across the country. Investment in education is increasing, including the amount of money that is going direct to head teachers, to empower head teachers and to allow them to invest resources in ways that help to close the attainment gap. We are also seeing greater investment in the teaching profession. As I said earlier, negotiations continue about a pay settlement. Why is all important and why it is important that we do not follow the advice of Patrick Harvie and others, but instead continue to take forward those changes is because they are already leading to improvements. We are seeing record numbers of young people in positive destinations. We are seeing a record percentage of young people getting five hires. We are seeing the attainment gap in our schools continue to close. We are seeing improvements around literacy and numeracy, and we are seeing access to university and higher education more generally widen. Those are important outcomes and it is important that we continue the action that will see those improvements continue and gather pace. Patrick Harvie. We will continue to make the case that the Scottish Government should not be forcing through structural changes as opposed to resourcing changes for which they do not have a majority in Parliament, but I would like to end the session with a positive proposal in education, something that the Government should be doing instead of just something that we think it should not be doing. That is the third anniversary of the TIE campaign, time for inclusive education, looking for an education system that meets the needs of Scotland's lesbian, gay, bisexual, transgender and intersex young people. A campaign that has political support from across the spectrum and I am pleased to see so many MSPs wearing the TIE campaign's rainbow tie in the chamber today. Can we have a commitment from the Government that we will not let the fourth anniversary of that campaign pass without making the goal of truly LGBTI inclusive education a reality in Scotland's schools? First Minister. Firstly, I am very proud to wear the TIE badge today and would want to take this opportunity to congratulate the TIE campaign on its third anniversary. A campaign mainly driven by young people, which I think is an inspiration to young people everywhere across Scotland, showing the power of their voices to make positive and progressive change and I, as I am sure all MSPs would do today, pay tribute to them for their positive example. As Patrick Harvie knows, the Scottish Government is working with TIE to, and I am quoting, promote an inclusive approach to sex and relationships education. This work has been done through the LGBTI inclusive education working group. That working group is chaired by the Association of Directors of Education. It includes representation from the Scottish Transgender Alliance, LGBT Youth Scotland and Stonewall Scotland, and recommendations from the working group are expected in autumn of this year. At that point, I am sure that everybody across the chamber will have an interest. I know that the Government and me as First Minister will have an interest in making sure that those recommendations are implemented as quickly as possible. A GP shortage threatening out-of-hours services from east coast to west, mental health waiting times, skyrocketing, the worst cancer waiting times in six years, A and E waiting times missed months on end, and operations cancelled because surgical equipment is not being sterilised for use. With a multi-million pound shortfall in health board budgets, the BMA says that NHS Scotland is getting worse, letting down patients and letting down staff. So, while the First Minister has replaced her health secretary, can she also now tell us what new policies that health secretary will now pursue to clean up this mess? For weeks, Willie Rennie has been standing up saying that the health secretary has to change. Now that the health secretary has changed, he stands up. It is not the health secretary, it is the policies that have to change. Consistency has never been a particular strong point of Willie Rennie. We will continue to invest record sums in the national health service, we will continue to employ record numbers of staff in the national health service, we will continue to make sure that we are rewarding them for the work that they do, and we will continue to take forward the reforms at the integration of health and social care, transferring more care into the community, shifting the balance of care that we know is so important to the future of our NHS. We are investing more in additional training places right across the spectrum of health service employees, so we will continue with that important work of investment and reform. It is that work that is delivering and will continue to deliver for patients, which is why there is still such high patient satisfaction with our precious NHS in this country. Willie Rennie The First Minister needs to know that it is the policy and the leadership of the NHS that counts. I am not hearing a commitment to change from the First Minister. That is perhaps why her own survey shows that people judge her performance on the NHS as getting worse. If there is a crisis in the NHS, there is another in Scottish education. Nursery education roll-out that is driving childminders and nurseries out of business. Five-year-olds have been made to sit utterly pointless tests. A college sector hollowed out and now the shambles of a cancelled education bill. Scottish education used to be the best in the world. Now it is just average, letting down teachers, letting down pupils. Given that her own growth commission says that the NHS and education would face years of added cuts, can she honestly say that? Can she honestly look Scotland in the eye and say that now is the time to hit the independence red button? I do not think that Willie Rennie does himself any credit with that ridiculous hyperbole of a rambling, incoherent question. This is the Government that has already increased childcare and is now working to double childcare for families and children right across the country. This is a Government that is overseeing right now a narrowing of the attainment gap, with record higher passes for our young people, more of our young people than ever before going into positive destinations after school. We saw in an Audit Scotland report about colleges just last week that this Government has not just met its target in places at colleges. We have exceeded the target in terms of the number of young places at colleges, so, despite and contrary to the ridiculous assertions of Willie Rennie, this is a Government getting on with the job of improving education in early years, in school education, in colleges and in universities, and that is exactly what we are going to continue to do. Some further supplementary is the first from John Scott. Thank you, Presiding Officer, and I declare an interest as a farmer. First Minister will be aware that stocks of carbon dioxide are dwindling across Europe with several manufacturing plants not producing carbon dioxide for a variety of reasons, leading to difficulties in Scotland's food and drink sector, leading to the closure of abattoirs as well as reducing manufacturing capacity in our drink sector at a peak time of demand. First Minister, are there interim measures that the Scottish Government can take to help those businesses facing very real difficulties until normal production is restored? If there are, perhaps the First Minister could provide the food and drink sector and other vital industries of which she will be aware with the detailed reassurances that they require. First Minister? Those are issues that the rural economy secretary is very closely engaged in supporting. Our businesses are farmers, those in our food and drink sector across the country, and he will be happy to write to John Scott setting out in more detail the actions that we are taking and can continue to take. However, I would say that our food and drink sector is one of the most successful sectors of our economy, partly because of the support that this Government has given over an extended period of time, and we will continue to do that. Of course, one of the biggest risks—and the Tories will not like what I am about to say here—is the barriers to exports and to trade that comes from Brexit. Perhaps John Scott, as well as rightly raising the issues with the Scottish Government, could raise his voice with his UK Government colleagues and demand that they take action to give the certainty around trade that our food and drink sector, our agriculture sector and every sector of our economy so badly needs. Gail Ross Thank you, Presiding Officer. I remind the chamber of my PLO role to the First Minister. DWP figures released this morning show thousands of families in Scotland hit by the Tories' two-child cap. Of those, 190 women were granted exemption under the rape clause, 10 of those in Scotland. Does the First Minister agree that no woman, not a single one, should have to relive the terrible experience of rape just to get the benefits to which they are entitled and that it is time to scrap the cap? The First Minister Those statistics are really horrifying.  Although it has always been moving and many people are very distressed by those discussions, it has always been a guess debating it in the abstract. Today, we see evidence for the first time of the real-life impact of the two-child cap and the rape clause on real women, 190 across the UK and 10 in Scotland. Those are women who are having to disclose the fact that they have been raped and that that rape led to the conception of their child in order to access state support for that child. I think that that is horrifying. I think that it is grotesque. I think that it is a stain on the reputation of the Conservatives and the Conservative Government at Westminster. The sooner we get rid of the two-child cap and the rape clause, the better. Let me say, as First Minister, that we will never ever, as long as I am First Minister, be such policies in Scotland. Liam Kerr Thank you, Presiding Officer. On 6 July, families, friends and industry representatives will gather at the Piper Alpha memorial garden in Aberdeen to remember the 167 men who lost their lives in the Piper Alpha disaster 30 years ago that day. The tragic events of that night are long past, but for so many across the north-east and beyond, the pain, the loss, the suffering will never fade. Does the First Minister agree with me that we must never forget those who lost their lives, nor the family members and friends affected and that we must ensure that the highest possible standards of safety are maintained offshore to protect those who make their living on and around the rigs? I agree wholeheartedly with the member and thank him for raising the issue in the chamber today. I think that many of us across the chamber vividly remember the Piper Alpha tragedy and the impact that it had, not just in the north-east of Scotland, although most importantly in the north-east of Scotland but on everybody right across our country. First, yes, it is important that those affected, those who lost their lives, the families and friends of those who lost their lives remain very much in our thoughts at this particular time. Secondly, and importantly for the future, safety in the north-east is something that is never ever compromised on. Over the past three years or so, during the tough times that the oil and gas sector has had, I have had many discussions with companies and interests in the north-east and safety has always been at the heart of those discussions, and that is how it must always be. Over the next few weeks, I know that all of us across the chamber will be thinking of all of those affected by the tragedy of Piper Alpha. Richard Lochhead, what assessment the Scottish Government has made of the potential impact on Scotland of a trade war between the United States and Europe following the recent imposition of new tariffs? First, we are very concerned that the US decision to impose tariffs on steel and aluminium and the subsequent EU decision to impose tariffs on a range of US products will escalate into a full-blown trade war. That will affect Scottish producers and the Scottish economy. The United States is Scotland's largest international export market, worth £4.8 billion in 2016. The imposition of tariffs on bourbon and related spirits, in particular, increases the risk of US measures on Scotch whisky. That could have a significant impact on an industry that provides around 10,000 full-time equivalent jobs in Scotland and, of course, a similar number in the wider supply chain. Richard Lochhead, I thank the First Minister for her answer and welcome the fact that she shares my concern that the potential impact of a trade war is compounded by Europe's decision to impose tariffs on American whisky and bourbon in response to Donald Trump's decision to impose tariffs on aluminium and steel, given that the US is the Scotch whisky sector's most successful global market, worth £900 million in 2017 alone. Does the First Minister share my disappointment that it appears that the UK Government did not formally object to the decision by the EU to add American whisky and bourbon to the list of tariffs? Will she make representations to the UK ministers and also the EU authorities to ensure that we can minimise any potential impact on the Scotch whisky sector? Will she please closely monitor the situation in times ahead? The Scottish Government will be very closely monitoring the situation, such as its seriousness for the Scotch whisky sector and other sectors of our economy. It was disappointing that the UK Government felt unable to object formally to the inclusion of bourbon on the list, given the potential impact that we know that this could have on Scotch whisky. If other tariffs are introduced by the US administration on whisky or other key products, then we would expect the UK Government to mitigate or to compensate businesses for the damage that will be done to export markets, but we will continue to engage with the UK Government and continue to do all that we can to protect the interests of the whisky sector, which, of course, is so important to our overall economy. To ask the First Minister what action the Scottish Government is taking regarding Scottish Canal's financial situation. Scottish Canal carries out vital work managing Scotland's waterways. The Scottish Government is the main source of funding for the organisation, although it also has other sources of income, including investments and commercial revenue. In this year's budget, we increased our funding from £10 million in 2016-17 to £11.6 million, a rise of 16 per cent. We also increased the organisation's capital allocation by £500,000 to £3.5 million. However, we are aware of the financial difficulties that it has faced due to the enforced closure of bridges on the Forth and Clyde canal, so I am pleased to be able to confirm today that we will provide an additional £1.6 million of capital grant in aid to enable Scottish Canals to repair the Bonnie bridge and Twecker bridges and carry out further work at the Ardyshaig pier as well. Edward Mountain I thank the First Minister for that answer and I also thank her also for ensuring extra investment, but the problem is that Scottish Canals still face a shortfall of some £70 million of outstanding repairs. Recently, Scottish Canals have been more interested in investing in shops, holiday letings and commercial ventures than repairing waterways. If you do not agree with me, just look at the asset management budget, which highlights those very facts. The last thing that they quote is a priority is when funds allow, and I quote, to facilitate navigation. Will the First Minister ensure that Scottish Canals keep our canals open across all of Scotland, including the Highlands? The First Minister I think that the member should look at the resurgence of canal traffic in Scotland. He should perhaps visit Falkirk or, indeed, parts of Glasgow, and then he will see that the premise of his question is completely misguided and, frankly, utterly wrong. Of course, Scottish Canals, like many parts of the public sector in Scotland, are under financial pressure. I have to say that, if we had followed the Tory recommendations in the Scottish budget, we would not have been able to announce, as I have done, the additional money for Scottish Canals, because we would have been looking for £500 million of cuts. The member also complains about the other activities of Scottish Canals. That is partly about bringing in additional commercial revenue, and is all activity that I think should be welcomed. Scottish Canals have done a very good job. Yes, they do face financial pressures, but the Government will continue to work with them to ensure that they can address those pressures, just as I have demonstrated with the announcement of additional money today. Money that would not have been available had we followed the advice of the Scottish Conservatives.


Live from Las Vegas, it's theCUBE covering Oracle Modern Customer Experience 2017, brought to you by Oracle. Okay, welcome back everyone. We are here live in Las Vegas for theCUBE's special coverage of Oracle's modern CX, modern customer experience. This is theCUBE, I'm John Furrier. My co is Peter Burris, our next guest is Tony Nadolin, who's Tony Nadolin's the global vice president of global consulting at Oracle for the marketing cloud. Welcome to theCUBE. Well, thank you. Tony, so you got to implement this stuff and we've heard a lot of AI magic and there's a lot of meat on the bone there and people are talking about, there's a lot of real things happening. Certainly Oracle's acquired some great technologies over the years, integrated it all together. The proof is in the pudding, you roll it out, the results have to speak for themselves. Yeah, absolutely. So share with us some of those activities. What's the scoreboard look like? What's the results? Yeah, so I mean, I think what's really important and Laura spoke about this yesterday, it's people and product and the customers are buying visions. They're looking at creating and changing the customer experience. They're not just buying a piece of technology. They're buying a transformation. I think what's really important and what we do a lot in services is, and all services, not just, I would say Oracle marketing cloud services, but just healthy services, is when customers are implementing, they're not just implementing technology, they're not just plumbing the pipes. They are putting in changes, they're looking at the people, their process, their technology. So we have a really good relationship with our customers and our partners, and we're constantly looking at the complete set of services, the complete suite. So from what I call transformational services, where we come in and try and understand, what are you trying to change? How are you trying to change your customer experience? And as a marketer, owning not only what you do and how all the different channels are working together across all the different products that they are, you know, they've purchased between Eloquera, Sponsors, Blue, Chi, Maximizer, et cetera. But... So that's like a white, you're laying it all out. It's in a room, I'm not more simplifying, but it's not just rolling out stuff. You got a planning, put the pieces together. You do, and it's a readiness, right? It's a readiness of the organization. It's not, you think about it, you've got within a marketing organization, you've got many teams coming together. They have to be united around the brand, the consistency, how they're engaging with customers. But also, you know, not only across, like either an acquisition team or a loyalty team or an upsell and cross-sell team, but how does that, as we were looking at the product key, how does that then extend into the services engagement? How does it extend into the sales engagement? How are we making sure that everyone is using the same messaging, the same branding, leveraging each other? So it's a real transformation at a people process and technology level, so that when you're then implementing, you're implementing changes, you know. And so we've got some great services and great partners that make sure that when the customers are going for that transformation, they're sort of going at fully sort of ready. And, you know, our role from a services perspective is to ensure then sort of define the transformation, define the strategy, like plan the plan, and then go execute the plan and then, you know, putting in the plumbing, getting it on ready, you know. The analogy I use, I'm sure we've got kids, right, we have toddlers and you build the kids' first bikes, right?  And then, from an ongoing basis, you know, continue to stand behind them, then get ready to take the training wheels off, right? And then the training wheels cannot come off. And then, yeah, maybe one point, they may become BMX champions, right? But you're sort of behind them. There's a whole journey. Progression, exactly. I mean, with my kids, it's simply man-to-man and then zone defense, right? You know what they're young. But it's progression, right? And a lot of customers, you know, we have not only like the onboarding and implementation services, but these ongoing services that are so key, right? Because obviously, you know, it's important to ensure that your customers are, say, realizing, right? I think about services and the journey, there's the discovery, the transformation and the strategy, that's like the discovery, but you then got the realization and then the optimization. And the realization to me is you're realizing that initial step, right? You're realizing the technology and you're realizing people and process.  Skills, you know, people, organizations, technology, data, you're realizing it all so they can then take the next step. So what's the playbook?  But the world is going agile, it's not waterfall anymore, so it's a combination of, you know, battle mode, but also architectural thinking. So not just fashion, real architectural foundation or design thinking. Design thinking, what's the playbook? What's the current state of the art in the current? Well we have, you know, we have obviously, you know, product consultants, architects, solution consultants, content, creative, it's the whole spectrum of where the customer needs to focus on. And I think, So you assemble them based upon the engagement? Based upon the engagement and understanding like, what are the customer strengths? Where are they now? Where are they trying to get to? There's some customers, you know, we have a whole range of services, we have a whole range of customers. And so there are some customers where like, look, we have our own teams today, we want to augment our teams with your teams, or we want to have hybrid models, or we have our own teams today, but you know, you've got great, not only have you got great people, but you've got great processes, so like, look at Maximizer as an example, right? So, you know, a lot of our Maximizer customers not only use our platform, but they use our people, but they're not just buying our people, they're buying our sort of Agile, Kanban, JavaScript, you know, development practices that are, you know, a different level of software development. It's not just the people that can code, it's the development practices, right? So it's that whole, like, operational services where we bring to the table just a different degree of operational excellence. But we're also able to go into our customers that have their own teams and provide them also consulting perspective around how they can also sharpen their edge if they want to sort of keep, you know, so whole spectrum of services. So let me see if I can, let me see if I can throw something out there and kind of like the center, the central thesis of what you do and how it's changed from what we used to do. Especially a company like Oracle, which has been a technology company at the vanguard of a lot of things. It used to be that customers had an idea of what they wanted to implement. They wanted to implement an accounting system. The processes are relatively known. What was unknown was technology. How do I, what do I buy? How do I configure? How do I set it up? How do I train? How do I make the software run? How do I fix? So it was known process, unknown technology. As a consequence, technology companies could largely say, yeah, the value is intrinsic to the product. So you buy the product, you got it now. But as we move more to a service world, as we move more toward engaging the customer world where the process is unknown, and the technology, like the cloud, becomes increasingly known, now we're focused on more of an unknown process, known technology, and the values in, does the customer actually use it? I think the value is actually in does the customer get value? I think there's a, I've managed customer success organizations and customer service organizations. And the one thing I see in SAS is usage doesn't always equate to value. So I think as a services organization, it's important to understand the roadmap to value. Because a lot of times, I would say in commodity software, sort of the use of it by default in itself was enough. Like you were moving to a software platform. I think SAS customers, typically especially marketers, are looking for transformation. They're looking for a transformation and a change in value. A change in value in the conversation they're having with a customer. A change in acquisition, loyalty, retention. A change in being relevant, as Joseph was saying this morning. It's like being relevant with the customer. And that value is more than just implementing some technology. So it's focusing on ensuring that the customer is getting value, utility out of whatever they purchase, not just that they got what they purchased. Exactly, exactly. So as we move into a world where we're embedding technology more and more complex, it's two things happen. One is, you have to become more familiar of the actual utilization. Yes. What does it mean? I think that Marketing Cloud helps that. What is marketing? How does it work? And second one, the historical norm has been, yeah, we're going to spend months and years building something, deploying something, but now we're trying to do it faster and we can't. So how is your organization starting to evolve its metrics, is it focused on speed, is it focused on obviously value delivered, utilization? What are some of the things that you are guiding your people to focus on? Well, I think I very much take an outside interview. So to me, if I look at why a customer is buying and what do they want, obviously most customers want fast time to value as reduced effort, obviously, and little surprises. I think having a plan and being an executor plan, and this whole, as we were talking, like one-to-many versus one-to-one. They're timing you, no surprises, and they want to execute. Right, and time to value, right? It's speed. I think, as we were talking, similar to as a marketer who is trying to engage any customer and sort of going from that one-to-many to that one-to-you, what's important now for any organization, a services organization, any company is, is to understand what does your business look like? Because why you bought from Oracle, whether you'd be in a certain vertical or a certain space, or a certain maturity as a customer, it's important that we have the playbooks, and we do, that say, if you're a customer of this size, of these products, in this vertical, then we have the blueprints for success. They may not be absolutely perfect, but they're directional, that we can sort of put you on the fast path that we've seen the potholes before. We've seen the bumps. We understand the nuances of your data, your systems, your people, your regulations, so that we can actually not, we have a plan, and it's a plan that's relevant to you. It's not a generic plan. And I think that's the biggest thing where good companies show up and deliver solutions, that they're not learning sort of 100% on them. There's always going to be nuances and areas of gray that you work through, where the customers just as much as vendors as they transform, we're not just swapping like for like, but when you transform, there's changes that occur on the customer side. There's new awarenesses of, I didn't realize we wanted, we did that, or I didn't realize I want to change doing that, and I've actually changed maybe my whole thought. What's the change coming from this event? If you look at the show here, Modern CS, some really good directional positioning, the trajectory of where this is going, I believe it's on a great path, certainly directionally irrelevant, 100%. Some stuff will maybe shift in the marketplace, but for the most part, I'm very happy to see Oracle go down this road. But there's an impact factor to the customers and the communities, and that's going to come to you. So what are you taking away from the show that's important for customers to understand as Oracle brings in adaptive intelligence, as more tightly coupled, highly cohesive elements come together? I think, I go back to this, I think to me it's transformation. I think customers really need to understand what are they trying to achieve as they transform. And not just by a piece of technology, but come into it understanding, okay, what are we trying to transform? And have we got, like all change management, all transformational management, have I got the right buy-in across the organization? As a marketer, if I'm trying to transform the organization, have I got the right stakeholders in the room with me? Am I trying to influence the right conversations? You look at the conversation yesterday with Netflix and the discussion or Time Warner, sorry, around their transformation around data. That wasn't a single entity determining that. That was a company-driven strategy, a company-driven transformation. And I think to really change the customer experience and control the brand of that across all touch points of the company. It requires transformation and it requires being realistic around also how long that journey takes, depending on the complexity and size of the company. It requires investment of people, of energy, of resources, and really understanding where is your customer today? Where is your competition? And to Mark's point, it's like the market is being one here, not through, you're having to compete against your competition. You're having to be better than them. You're having to understand your competition just as much as you understand yourself.  Your competitors are coming after your customers. So I think transformation and understanding how to engage the right services leaders, be it Oracle or any of our partners, to really transform your businesses to me the biggest takeaway. The technology then, be it chat bots or AI, I mean they augment, they help, they're going to be channels but I think transformation. It's really not a technology, it's really what you're doing. It is, it really is, it really is. Tony, thanks for coming on theCUBE, really appreciate it. And again, when the rubber hits the road, as Peter was saying earlier, it's going to be on what happens with the product technologies for the outcomes. Absolutely. Thanks for sharing your insights here on theCUBE. Sharing the data, bringing it to you. I'm John Furrier with theCUBE with Peter Burris. More live coverage from the Mandalay Bay in Las Vegas from Oracle's Modern CXA for the short break. Herschewek. Keep up, but the Herschewek Group has been really laser focused on cybersecurity.