I am Viola Jardin. I'm Senior Program Manager at University of Cambridge Institute for Sustainability Leadership, CISL. Today this webinar is a chance very much to share with you more about this program joining Loansed and Run by CISO and BSI British Standards Institution. You will also be able to ask questions about the program, the pilot and learn a bit more about these two organizations. So I'm joined by Wendy from BSI and Zoe from CISO. Welcome. Now I think to start, perhaps I can invite Zoe to share a bit more about CISO and Wendy to share a bit more about BSI in case this is the first time you come across with these two organizations. So Yasmin, if you could stop sharing and Zoe, please go ahead. Thanks Viola. Give me one sec. Let me just pull up a slide on CISL to keep me on track. There we go. Hopefully you can all see that. So thank you for the introduction. My name's Zoe Lachlan. I'm a Program Manager within the Canopy team at CISL and really my focus is on our Canopy community for startups and the workspace that we have here in Cambridge. But just to give you a very quick introduction to CISL, first of all, the University of Cambridge Institute for Sustainability Leadership. We have been around for over 30 years now and really we were one of the first organizations out there to look at the role and the impact of business and sustainability. So over the last three decades we've been working extensively across the business and corporate space in the finance sector and also with policy makers as well to really build sustainability leadership understanding and push change towards a sustainable economy. So the four main ways that we do this. Foresight, that first pillar that you can see there. We harness research and develop new ideas. We put out a huge amount of leadership and convene different groups to really push forward new thinking around sustainability. We do a huge amount of work around education, be that through our postgraduate level qualifications in sustainability leadership through to our flagship programs for C-suite and board level executives, as well as a extensive range of online programs as well. We do a lot of work around convening, bringing together different groups of governments, businesses to really kind of try and shape better policy and change, establish new norms to make business more sustainable. And I guess it's fair to say that we saw a sudden sort of change over the last five, ten years. For a long time we were having to do a lot of explaining why people needed to think about sustainability. And then it switched and everyone was coming to us and saying, we know, we know there's a problem. What do we do about it? And that's where this fourth pillar of innovation comes in. And we embed innovation across all of the work we do at CISL, but three years ago we launched Accelerator programs. So over the last three years we've worked with more than 200 startups, helping them to really kind of accelerate their growth and development and embed these new innovative ideas. And last year we also launched the Canopy Workspace, which I will come back to to talk about in a bit more detail later on I believe. It's probably a good place to leave it and I can hand over to Wendy to talk about BSI. Thanks. Thank you very much, Zoe and thank you Viola as well. So I'm also going to do a little change over with slides, so bear with me for one second please. Can I just check that you're seeing the slides and seeing the right view of the slides as well, please? Okay, thank you. See thumbs up, amazing. So as Viola has already said, I work at BSI, the purchase standards institution, and I lead BSI sustainability innovation lab in Cambridge. So I am now going to launch, and I'm afraid a little bit of a monologue, especially for those of you who haven't come across BSI very much, can explain what we do, and in particular what we're doing at the sustainability innovation lab, and why we are collaborating with CISL and Canopy for this particular program. And hopefully through some background, it will give you a better sense of what it is we're looking for and what we are hoping to achieve by hopefully working with you all. So the background on BSI first and foremost, we'd like to think that with everything we do, what we're doing is being a trusted partner for organizations. And through working with us, we are helping those organizations to achieve their goals. That's really our aim, to kind of deliver progress and help people achieve their goals. BSI itself is over 120 years old, and so we have this long history of playing this role as a partner for organizations and their progress. And for those of you who have heard about BSI, you're probably aware of our role as the UK's national standards body. I mean, that's the bit that's right in the name, and we were the first national standards body in the world. You yourself may have actually come across a standard or use it for your own work. You know, we'd like to think of standards as frameworks of best practice, kind of, you know, a view from the experts in the community of what good looks like in a particular area. So some of you may have used that to guide your own work, to kind of change your own processes, or maybe you've been audited against some of those standards. You may also have come across BSI through the kite mark, which you'll see on the bottom left of that slide on the symbols there. That is BSI's own symbol of quality and safety. And when you see that on a project or a service out in the world, what that means is we think of it as an independent marker of trust. And someone's looked at that product, looked at that service and said, you know, actually, this reaches the level that's actually acceptable. And in order to do the work that we do, we really do that by bringing together a community of experts and leaders in different industries. And we see ourselves having this quite unique position, really, between the private sector, between different government bodies, and also between consumers and society. And our aim is to enable knowledge sharing across all of these different people, across industries, across sectors, and even across regions.  That's such a big challenge for everybody right now. We're also undergoing this digital transformation, continually kind of changing the way we do things. And so we think that collaboration, that knowledge sharing, that drive towards progress is really, really important. And I started by kind of this explanation by laying out some of the high level aims of BSI, because we are very much a purpose-led organization. That idea about aiming to be a partner for progress, and as the slide says, you know, helping to shape a better future, that is really the north star for everything that we do. BSI as an organization is incorporated by a Royal Charter, that again, symbol, you'll see, we're very proud of that, that's on the bottom left again. And the purpose we have as laid out in that Royal Charter really drives the work that we do and the direction that we go in. We are a profit-for-purpose company, and therefore, we don't actually have shareholders. And it means that we can reinvest all of our profits back into the work we're doing, back into enabling the aims and how we can partner with other people around the world. So I talked a lot about our aims of being this trusted partner for progress, our aim to kind of deliver trust between organizations, between government, between consumers. In order to do that, we actually offer a lot of different products and services. So I've talked about standards or the certifications already, we do a lot of different things across all of these different sectors. And rather than laying out a really long laundry list just so you know what we're doing, I think it might be more useful to approach this from explaining how we aim to help our clients and the problems that we really want to solve for them. So we think that by working with us, what we're doing is giving them advice on industry best practices. You know, as I mentioned, these standards, these certifications is really a frame of explaining best practice and what good looks like. So we want to share that with our partners, with our clients, and help them with the processes they need to achieve their goals. Another thing we do is to help provide forward views on regulatory requirements. So this is an idea, I guess, about future looking, not just what's happening today, but you know, particularly random sustainability, I think with the pace at which things are changing, we want to help them to know what's coming up in advance as well to monitor and track all of these different changes so that they can be future proofed and really continue to be moving forward as the world needs to. And then finally, we provide data driven insights for their operational excellence. So this is really thinking about that digital transformation and thinking about how we can use data and digital technologies to deliver what we do today. So things like all that's not maybe once every year, every three years of somebody, you know, definitely having to come and look at everything you're doing. But can we use these tools to provide a more immersive experience, to provide a more automated and continuous experience as well, to be continuously monitoring what is happening there. And as with everything to do with data and digital technologies, to use that foundation and to do the analysis on top of it, to provide people with the insights to help them make the decision to do to optimize what they're doing. And I'd like to think the through the through line for all three of those different aims really is to do with the thing that I keep talking about, which is trust and best practice. By working with BSI, what our clients are saying is that they're demonstrating that they are someone that there are people who really want to make progress towards their goals. They're looking for help when they're actually doing the right things. And they're actually really abiding by that best practice. And by demonstrating that to the world, we think that that builds trust with their own stakeholders and with their own customers. As I mentioned before, we really do want to have this cross sector and cross region view as well. So we work across a range of different sectors with eight priority sectors in particular, built environment, energy, food and retail, government, healthcare, ICT, manufacturing and transport and mobility. And although we are called the British standards institution, we are very much a global company. So we work at, as it says, 180 28,000 sites and 182 countries, we have 84 to 84,000 clients ranging from really kind of global multinational companies, all the way to smaller local businesses. And having this cross sector and cross region view, I think it's particularly important because so many of us impacted by global challenges and global drivers and sustainability, you know, obviously being a huge role among that. And we think by existing in all of these areas and enabling that kind of knowledge sharing and best practice sharing, we can really be playing a huge role in delivering the solutions that's needed. And I quite like this quote from Susan Taylor Martin, our CEO, you know, as the financial environmental and social climates, if our climate continuously shift, BSI's founding purpose to benefit society is more relevant now than ever before. See the idea about, you know, really delivering on our purpose continues to be at the heart of absolutely everything that we do. And sustainability, of course, is high on everybody's agenda. Don't need to convince you of that and the need that we're all kind of working towards the solutions. And so as BSI, we want to play our part in delivering the solutions and delivering the progress. And that requires, of course, expertise, that requires a lot of collaboration. And it also requires a lot of kind of creativity and future thinking. And hopefully, that my little explanation before has gone some way towards convincing you that BSI can be a part of the change that's needed to deliver. And given sustainability is such a big challenge for so many of our clients, I have colleagues across BSI working on delivering products and services in sustainability from all kinds of different angles. And my team at the Sustainability Innovation Lab, of course, we are part of that mission. So our role within BSI, of course, what we want to do, along with all of our colleagues, is to bring that trust and best practice to the challenge of sustainability. And the way that we are doing it is really at that overlap between digital transformation and sustainability. So what we want to deliver at the lab are these digital tools that allow organizations to measure, to model, and to demonstrate their sustainability impacts. And ultimately, we want organizations to use those tools to make more sustainable decisions. So the idea about digital is really core to what we do. And kind of broadly, I would say we have three different principles. It's quite high-minded, maybe three different key ways that we are approaching the work that we do. First of all, is the idea about collaboration. We talked about it before, about bringing people together. But first particularly, I think that idea of co-creation of solutions with the relevant people, whether it's clients or whether it's solution providers like yourself, is a really key thing because we want to get the expertise that everyone has to build a much more holistic, stronger proposition. The other thing we want to do is to accelerate the adoption of these disruptive digital technologies. We want to be partnering with organizations like yourselves, with anybody who thinks they have a solution. And hopefully using the expertise and our networks and our history, we can help to deliver that change to the faster pace that actually is what needs in the world, frankly. And then finally, as a core guiding principle, we're all about experimentation. Delivering trust and best practice are so many different ways of doing it, of course, BSI is already doing it. But we also want to consider how that might look in the future. And that requires experimentation. That requires risk-taking. And that's what my team and particularly within BSI is there to do. We're here as a part of BSI to tap into those networks, but to be a bit of a little sandbox environment really here, that we can kind of play and try new things out and learn from that. And to kind of work with the property with you, but also kind of with our stakeholders to design the kind of transformative solutions that's needed. So hopefully that explanation about BSI and particularly what we're doing here at Sustainable Innovations Innovation Lab has given you a little bit of a background to the program and why we're doing it. Why, first of all, it's called trust in sustainability, because that's such a North Star for us. Why it is, if you've read our website, why we're so focused on digital solutions and why piloting and testing these new solutions is such a large part of the program too. These are all three things that fit in the core of what we're trying to do here at the lab. And also I hope that's given you some background about why we're so excited to work with CISL and the canopy team to deliver this program. Above anything else has given me the opportunity to speak in front of all of you, to get to know you and hopefully to work with you as part of this program, to kind of benefit from some of your fresh perspectives on how we can be tackling these challenges. And of course, more importantly, to be testing and to developing the solutions to this area. And also I think by combining the expertise and networks of CISL and also BSI on all kind of respective areas, we can provide this hopefully a very kind of well-rounded program that covers lots of different aspects, and we can be a partner for your own progress and hopefully can help you to grow your businesses too. So I am going to stop here. That's much too long for me already.  Thank you, Wendy. And I think you lay out really well about, you know, BSI's background and why you are doing this, as well as kind of give people a context of, you know, what you are looking for. And so hopefully that it's kind of a slightly more clear, clear than the website shared. But if you do have some more questions, please do feel free just pop into the chat where you will try to answer as many as possible. And so for the time being, I'm just going to kind of give you more onto the program. So Wendy already laid out why partner with CISL to deliver this program and what are they looking for and what's their vision wanting to do this and together with staffs. So from my side, I'm going to share kind of more details about what program entails, but I think a lot of parts has been said. This is a 12 months long program, but we know staff founders, you are very busy. So we are not expecting you to, you know, be tight with us in ways like very intensive 12 months. We want to spread things across 12 months because we want to be there for you to support your journey and not just a sprint. Obviously, spring is great to get those things in a very short time, but as this is a development for a long term impact. So it's a 12 months program and it comes with a 12 months canopy membership. This is a really exciting part as well. And later my colleagues will share a bit more about what does that mean to be a canopy member. Then this program, obviously, you will have kind of two different parts as already mentioned. The first part is that acceleration site and the second part is that pilot project. So in that acceleration site, you will have different workshops on business elements and as CISL has been in sustainability space for over 30 years. So we also want to bring this sustainability knowledge to you for you to explore and as well as to, you know, discover what else your innovation potentially could do to help transform the industry for good for sustainability. And as well, CISL's network, I think Zoe earlier shared, we have around 30,000 professionals in the world. We want to draw on those industry know-how into the program for you to have the opportunities to really engage with the industry players, knowing what's needed or what's, you know, locking or anything in that space. And as a really exciting part, I think this is probably one of the setting point to you and the reason you come onto this webinar is that pilot project. So I think Wendy already mentioned about how they would like to help and really help you to test it out. And I think this is also a very good opportunity to develop a case study and imagine if you develop a case study with BSI, BSI is well known in the industry. So if you develop this type of case studies, it's really good also for your business development later on. And this program also comes with one-to-one mentoring support. So you will get a lot of support from these two organizations, BSI and CISL. So it's a, we are hoping it's a program that will add a lot of value to you. And next slide please. So in the staff ecosystem, you probably be looking at all these people or organizations and why this program is great value-adding or why BSI and CISL is a great kind of, almost like your partner to work with you because CISL is kind of rich and BSI is rich. It reached to sort of all your stakeholders in this ecosystem. So we are not saying just work with us and don't work with anyone else. We say to achieve impact, you need to work collectively with every stakeholder possible. So we work with different accelerators as well and we work with different corporates and policy makers and everyone in kind of a stakeholder ecosystem. And because of BSI's work and CISL's work, you will have those opportunities when you have sessions. We carefully, you know, design and create it. Then you will possibly have the opportunity to come across with these people in Cambridge as well as the sessions that we arranged if it's in person that you will be able to potentially bump into someone from the policy side or different parts to really have this opportunity to have a conversation with them from the policy to investors to, you know, researchers in Cambridge or as well as well as a lot of corporates. And I think this kind of people connections and resources are one of the strong suits in addition to, you know, our sustainability knowledge as well as the program that we can wait for you. So I think in the next slide, I will just quickly touch on and then I will invite you so to come in. So I think you always as a founder, your time is limited and then to select a program to, you know, kind of invest your time into it, you always look at what are the value? What are you getting from a program? You don't want to just attend a program for the program's sake. But obviously, it's a Cambridge program, that's the credibility there. It's a BSI program. And those are kind of adding a lot of credibility to your journey, particularly if you are really early stage, early stage. But then knowledge that will really help you to grow business, not just on the business side, because we work so much in a sustainability space with policymakers, finance institutions, and we kind of knowing kind of other insights from the past, maybe not yet get done. So those knowledge, you will have those opportunities to kind of learn through the program or informally engaging with us. Then you also will have like a mighty professional founders network in this community. And as I mentioned, you will be able to kind of develop a case study with credible corporates for your later on business development. If you are already in a selling part, then you know to have that case to sell to say who is buying your digital solutions that will really help kind of accelerate your sales growth in that space. And obviously that with the program, there will be also demo dates. So you will have a kind of a exposure to investors, and there will be also kind of social media to help you to gain visibility for your journey. And I guess to sum it up, the program value is very much you have the stakeholder and as well as that kind of community for life is 12 months. But after 12 months, you will also become the network of CISO and BSI and that connection hopefully will help you a lot further. And on this point, I'm going to hand over to Zoe to tell you a little bit more about, we keep talking about canopy, but now Zoe will be able to tell you what does canopy means and in kind of in terms of what value that can add. That's a perfect segue because canopy really first and foremost is a community. It is all about bringing together a community of like minded startups. And these are startups that come from different industries. There are different stages on their startup journey. But the one thing they will have in common is that they are impact driven. They are looking to address a problem in sustainability. And there is just so much value when you're in your own startup journey to coming together with other people that are going through that same process. But as well as the community, the canopy also offers a workspace. So when you join this program, you get access to our Central Cambridge workspace, which is based in the Entopia building. So this is CISL's brand new headquarters in Central Cambridge building that was originally a telephone exchange built in the 1930s. We took it on a few years ago and set out to undergo a really ambitious retrofit project. As far as we're aware, no other project has set the bar quite so high in terms of the standards both around sustainability, but also wellbeing standards. So the Entopia building is a really leading example of how you can take existing building stock and make it very, very sustainable. It's also got circularity at its core, so wherever we could we kept repurposed existing things. There's some really nice examples of this. So actually, let me just share a couple of pictures as well to bring what I'm talking to you to live. Give me one second. Great. So this is the Entopia building in the middle of Historic Cambridge. And yeah, there's some nice little examples. So for example, if the circular economy in practice, wherever we could, we took stuff that was second hand. We upcycled it, we repulsed it. My favorite example is that steel frame there that you can see with the solar panels on that was actually taken from the film set of one of the Marvel's films and we repurposed it for our building. So it's a great space to be in. It's brand new. It's a really nice place to work and joining this program gives you access to that. And I think there's just so much benefit as well if you're a startup in the sustainability space, locating yourself somewhere that kind of lives and breathes those principles and those values. There's a couple of pictures here as well of the sort of space and action. So within the workspace, we obviously have desks that you can access. There are meeting rooms. There is a false floor boardroom, which is great for when you need to impress important clients and the roof terrace, which is my personal favorite. I am looking forward to the summer coming up. It's our first summer with access to the roof terrace and it's just a great space to be in surrounded by people that are passionate and driven by sustainability. As well as the workspace canopy offers its own program of events. So obviously through the BSI program, you will have the spoke support and learning, but also you can access the wider canopy program of events. And this ranges from business support specific to startups through to wider events going on at CISL, industry specific events, and a huge number of just networking opportunities, be that across CISL network or the wider university and Cambridge innovation ecosystem. And yeah, just to recap, I think between Viola and I, we've covered a lot of it really, but first and foremost, canopy is all about bringing together a community. It gives you the opportunity to really kind of come into CISL's world, BSI's world and collaborate with us. You get access to a huge amount of knowledge and thought leadership that is coming out of not just CISL, but also the wider university. The event program offers a huge amount of support and you can access our wonderful workspace. And yeah, we're looking forward to bringing this cohort in to work alongside us and bring even more energy and buzz to what is already a very exciting space. Wonderful. Thank you Zoe. So if there's any questions, please do feel free to point the chart and we will try to answer it, but to kick off probably I will just through the questions and we can just answer because I think you might have questions about this already. So do you need to be based in Cambridge? Wherever you, well not wherever, like if we run programs, there are sessions set in person. We expect you attend in person sessions in person. We know you are really busy, but we want to kind of strike a right balance between in person engagement and virtual side of things. So for mentoring support, I think this is depending on the mentor and yourself, it's likely to be virtual because we can, we will try our best to match businesses for the mentor to mentor. So the mentor may not be based in England or UK. So we will see what best suitable, but then there will be in person sessions. You will not be, we try our best to kind of schedule it in a way that is you come to Cambridge, maybe two days a month and then you get an in person path all done. Obviously you can come more and we welcome you because you also have the membership that to come and then just to sit with us and have informal coffees with, you know, people from a corporate or from different teams as well. But maxima, I think for particular for the first six months, we try our best to schedule maxima like two days in July because there's a kick off. So there will be an additional day. So otherwise, August is a summer holiday. We don't schedule anything in August, but September out here, like kind of a February time, it's probably two days a month in Cambridge. And we try to schedule really like Monday Tuesday.  And then once it's done, if you are happy to extend it because there are a lot of things going on in Cambridge, you might want to, you know, kind of extend your stay if you are living a bit further. You can do so. So in terms of a time wise, it's that. And so I think there is a question about to be eligible. Do we need to be incorporated in the UK? If I could get Wendy to kind of give a little bit more information and context on this one, please. Of course. And I think the answer to that is no, you don't have to be incorporated in the UK. As I say, PSI itself is a global company. So that's not really a problem for us. I think it's more of a kind of logistical and practical thing with the, as Leone explained, there are some in-person days, it's really about being available for that. And after the kind of acceleration program in terms of piloting, we are looking to have at least one contact day a month, but hopefully to be in touch much more than that, to kind of discuss the piloting and to, you know, discuss that with each other and taking on progress and see how we're doing, but to at least, you know, be together for one day a month is what we're looking for for this program. Yeah. Thank you. And so I think there's questions about events in London and workspace in London. So Zoe, perhaps I can bring you to answer the particular workspace first. Sure. Yeah. So we don't have workspace in London, not yet. It's fair to say that we're just a short train ride away. So actually Cambridge is very accessible and I think there's so much benefit to connecting yourself to the Cambridge Innovation Ecosystem if you're London-based and certainly a lot of the people we've already worked with have sort of seen that there is there's a lot of benefit of bringing those two ecosystems together. We do have a lot of connections in the in the London kind of innovation space as well, which, you know, hopefully we can help to connect you into by being part of this program. But the short answer is no to workspace in London. And then I think in terms of events in London, as we go along, I think this is something BSI and CSO will be looking at, particularly potentially how we engage with investors from kind of the London space or different space, we will be looking at that. And so, yeah, there's no kind of definitely answers on that just yet, if that makes sense. We also want to look at who we recruit. I think a lot of time you want to get a more kind of bespoke support as well as, you know, sessions. So while there are sessions, it's already set in stone because we believe every business should kind of what need it. But then we also have lack of flexibility so that we want to keep to know who will be on the program, who is on the co-home. And then we are able to kind of find the if you are if you are all kind of in the particular industry, for example, then we are able to kind of reach out to industry experts or, you know, take people in that space or some sort to bring in different kind of us, kind of speakers and so on. And so I think there's the questions about what sessions are included during the accelerator programs. So I can give you kind of three pillars, if that makes sense. So one, it's very much on the sustainability side, because this is what CIS will do. And with 30 years of experience, not that we don't have the publications, we also engage a lot with the industry. So there will be kind of learning blocks about sustainability, you know, system thinking and how you kind of lead for impact or things like this. But then obviously from the business element side, we are also kind of a fairytale.  And then on the third side, obviously, with working with BSI, a good thing is that we are able to bring the industry know how. So we also want to have those, you know, fireside charts, as well as panel discussions to really bring those industry experts to this coho for you to have those dialogue to learn about from their view. What do they see and what's the trend and so on and so forth. So hopefully that gives you a little bit more informations about what sessions will be included. And again, this is not 100% same stone because we really want to get to know the business who will be on this program first. So we are able to kind of provide the support as most needed. So for the next question, just so I was asking, are there any specific commercial terms related to the pilot project and program? So if I could, Wendy, to look you into answer this one, that would be great. Yeah, of course, I have to make, because the piloting is going to be so we want to co-create that with you all and design it in a way that suits you and suits us as well. So it's going to be a case by case. So we don't have any specific kind of overarching commercial terms set out at this stage. I will say though, I think because we are in the spirit of experimentation and piloting with this particular program, it's really that starting point for a collaboration want to see kind of, you know, see what we can learn from it. So everything I think is if we go into this mind and think about all come out of it, we're very open to kind of having those discussions. I think the only thing I would say that we have thought about a little bit more is to do with IP. And I will just say here that, you know, any kind of IP come into the program, we would not absolutely not claim to kind of have any ownership over that, as you might expect. It's really this idea about how can we be testing the things that you have developed in this context of trust and best practice. And then once we see something, if it has promise, then we'll go and discuss, you know, we'll discuss type terms kind of more specifically going on from there. I hope that's helpful. Biela, you're muted. So next questions. It's about very specific questions. So Wendy, if you could take on these questions. Yeah. So the types of businesses, sustainability businesses that we are looking for. I have to say I've somewhat deliberately not gone into detail on that because we want to be open to the thinking that you would be bringing to this. I think the thing we would say is, do you see your solution or your service, your product playing a role in this idea about trust and best practice and the piloting itself as well. Also, as I explained, I think that we'll be creating those use cases with you. We haven't come into this program saying we're looking to do X, Y, Z, therefore we're looking for people to do all of these different things. We actually come here with the spirit of kind of, you know, being creative about it together to think about what the future could look like. And so an example over there about analytics and AI solutions to promote diversity and inclusion, you know, that idea about having monitoring and understanding social impacts within the workforce and also how we can, you know, help people to make better decisions that is definitely something to think about. I would say that, you know, as part of the program, very early on, so in July, you might be able to see on the website, there's a thing we're calling the hack day in July. And the idea for that is that at the very start of the program, we want to take a day with you or with the people on the program to ideate, to think creatively about what it is. What is this use case and trust and best practice that we'll be building with you because that's the starting point of defining what the pilot is. Now, for some of you, that might be incredibly easy to say what that is. You can already see it maybe for something else. We're actually kind of looking a little bit sideways. We'd be excited to do that. And so once we have a better understanding, I think, of what it is we're aiming for, then we are defining the pilot and what we do on the pilot according to that. So what are some of the, you know, through the next few months, we'll be looking to define, you know, what are some of the answers, questions that we're trying to answer, what are some of these hypotheses that we want to test in the pilot. And then we'd be kind of matching you with situations to answer those questions. So it might be, for example, with one of our clients, that might be the way we choose to test it. It could be with BSI itself.  So we face the same challenges everyone else does. And also, of course, you probably know, there are some specific organization-based places that are kind of designating themselves to be tested for some of these. So depending on your solution, depending on where we see the trust and best practice use case, we're designing that pilot together. So we are open to these new ideas across the breadth of sustainability. Right. So when we were preparing the web copies for you, staff, it was really hard to create a right balance to give you a sense of what we are looking for. But we also don't want to limit or narrow it down because we believe as innovators like yourself, there must be something else we couldn't think of. But then you are doing it, and it matches really well, and you can really get support from this program. So please do reach out to us if you are not sure. Send us a one-page to say, this is my business. Does that fit? Do feel free to get in touch in this way as well. So there are two questions about whether we take equities or do we make investments. So I would say we don't make investments through this program. And in terms of equities, for the program itself, we don't take equities. But obviously, if you enter in later, entering kind of a commercial agreement separately with BSI, then that's a separate discussions for you and BSI to have. From CISO's perspective, we do not take equities because we are part of the University of Cambridge. And Cambridge have Cambridge Enterprise that is kind of investing in Cambridge spinouts. But CISO, our luxury is that we don't need to, we don't have the restrictions, only work with Cambridge spinouts. So I think this is where we see ourselves really bringing Cambridge's resources and kind of network and possible support to impact staff and founders. So I'm going to go down to the next questions. So there's a question about FCA impact investment cloud funding platforms to be launched in partnership. So your specific question is, is the opportunity open to financial services, staffs and disruptors? So Wendy, if you want to jump in on this one. Simon, I would say it's a little bit difficult without knowing the specifics, I think, of what you're doing. But I would say as a kind of general, I guess the rule of thumb is that we are actually doing some work BSI internally in terms of investment and sustainability. So that is an area that we are doing work in. So it doesn't rule it out. I think it's hard to be specific on your particular opportunity, but I think without understanding it, I would say in theory, yes. Right, thank you. So Rola's question, there is no cost for you to join the program. If you are selected, it's internally free. But I just to say, there are in person sessions that you need to make your own way to Cambridge. So that's your kind of a business cost. You have to cover it for yourself, but all the program sessions and kind of is covered and funded by BSI. And so there are emails in the chart canopy at CISOCAM.ac.uk. If you have other questions after this webinar, feel free to reach out. We'll try our best to answer those questions. So there's the next question. What is the level an idea should have reached to be accepted in the program? So considering there is a piloting after the first six months, and we will be matching you for the first six months, that is kind of the very important part of the program. So if you are really early, just ideas kind of a stage, I would say you're probably unlikely in six months time, you will be have the solution to go into the pilot. So that's kind of how you judge it. If you already start, you know, kind of build a solution is nearly kind of there to ready for that pilot, then that's kind of a stage in general, how we judge it. And it will help them make sense to you. Then so next steps. So now it's open for application, the web page link, if my colleague can just put in the chart again, we are open for application already. And please, please do encourage everyone don't wait for the data. I know everyone has this thing like waiting for the last minute and then put in the applications. We have openly early application, early application interview period. So if your application is in, if we will be reviewing it already, we will not wait. So we will be reviewing already. And if we feel like it seems like a good fit, we will schedule interview during the kind of early application interview period. So you will also get a sense of whether you are likely to be selected or not. And as well as to kind of engage with for a bit further discussions. So please, yeah, if you feel like this sounds like a great opportunity for you, putting in your applications today, if you can, please do send us the supporting documents for the university system, you have to send the documents supporting documents separately. And but please do send send us everything for us to review that will kind of help us to know a bit more understand a bit more about your solution. That would be wonderful. Right, we are 45 minutes. I wonder if there's any more questions from our live audience? If so, we're still happy to answer. And if not, then we will also kind of just close the webinar a bit sooner. Is that the first time you are doing a program? So we have been running a third program since November 2019. We have around 10, 11, 12 sustainability-themed authority programs already. So it's three and a half years time. And how much businesses will be selected? So we aim to select between five to seven businesses. It will be a small cohort because there's a lot of resources that is going into this to support kind of the different each businesses to grow. So up to seven businesses. And who are your mentors and coaches? So our mentors and coaches, and please feel free to jump in Zoe and Wendy because otherwise I'll just answer in questions that I know answers that. And so mentors and coaches, we will be very much you can imagine is our network. So CIS network as well as BSI network. We don't want to just assign you whoever we want to actually know what do you need as a staff founders? We have enough people in our network. We can always reach out to the right one for you, obviously, depending on what exactly you need. But we believe the best way of matching is that knowing what are your challenges, what do you actually need? We don't want to just match you with, okay, this is your business coach, this is your, you know, industry mentor, because if you already have a lot, you know, resources, I'm sure all of you already have lost resources from other accelerator or from your personal network. So we want to be that kind of one to fit in the gap for you. So but there will be people in the industry, people in the innovation ecosystems, and it will be very much from our network mostly. Right, I will see if Wendy, if do you have anything that you want to add here? And as well, Zoe, do you have anything you want to add before we close the session? I'm just buying a little bit of time to see if there's more questions coming up. Yeah, we've done things up pretty well. I guess just back to that question about if it's our first program. And so, like Viola said, it's absolutely not. We've delivered a lot of programs working with more than 200 startups and some, well, all of them incredible, so many kind of awards and achievements we just constantly see new achievements and successes. But I guess what is unique about this program is it is the first time it's been a year long program, and it's the first one that has included sort of bringing people into the workspace too. So it feels very special. It's just the fact that we will get that face-to-face time in the building as well. It's a really exciting one to be launching now. And I think for the pilot part, we're really, I think it's something really exciting and really hope that we will be able to follow kind of your journeys and as well as to help you share your success as we go along. I think there's another questions about do we have a seminary brought and work for the matching to corporate in the pilot program session? If I think this question is probably for you. I was thinking I'm going to take that. I guess the answer is yes, although I wouldn't quite think if it's a network quite so much. I think as I said, in terms of designing that pilot and making sure we're answering the right questions in the right way, we would be using all of our resources and the links that we have to do that. It is probably our client base. But as I said, BSI is an organization. We are also very lucky internally to have a sustainability operations team who are very open to, as their favorite phrase is drinking our own champagne. They want to really showcase us our own work as a way to do this. So we're very open to doing that as well. That could also be a case study for you. And like I said, there are also some tests. So it really does depend on what challenge we're trying to kind of answer really with the pilot. Fantastic. Right. I think this is probably the moment for us to close this webinar. And thank you very much all for joining live. And if you are watching this recording, feel free still also to reach out to us. And the email will be canopy or at CIS, I'm sorry, ciso.cam.ac.uk. I know because if you are watching this, you won't be able to see the links or kind of text in the chat function and or reach out through accelerator at ciso.cam.ac.uk. These two emails, feel free to reach out to us.  Thank you very much, everyone. Thank you, everyone.


Now, before assuming his present position as vice-centralor, Ernest was the director of ISER, a well-known institution, the Institute of Statistical, Social, and Economic Research at the University of Ghana. And he is the head of the African Gross Initiative at the Bokun Institute. Ernest, can you get us started on discussion? Thank you. Thank you very much, Betty. Let me also thank Fin and Tony and others for inviting me to this year's conference, UNU-Wider. I like very much the, how many minutes do I have? Five, seven minutes. That's easy. The theme of institutional reforms for transformation, inclusion, sustainability, is clearly one that is very relevant to our times and one that we should be paying a lot of attention to. Kashi just spoke about the institution's law and development. One of the things I picked from his talk that I really liked was the whole idea of laws create expectations and induce certain types of behavior. That's what the law is supposed to do. We also know that economic policy is meant to do of both similar things. We put in place economic policies to induce particular behaviors in people, take particular decisions that would enhance our welfare, take particular decisions that would enhance growth in an economy. The challenge for many developing countries, there are hardly any structures that bring the making of economic policies and the making of laws together. There are hardly any countries in the developing world that do that. And that's where really the problem is. The problem is basically the law making and economic policy making are done by two different people or two different sets of people with different incentives. So how do we breathe a gap? How do we solve the problem that you find in many, many places? In a typical development economy, there's a colonial history. In that colonial history, you find that the laws were made to prohibit certain types of behavior. So most laws tell you what you cannot do. Most laws tell you where you cannot build, what business you cannot do, what kind of vacation you cannot take, how to behave towards the colonial governments. That's how most laws were written. Unfortunately for many of these economies in the several years of post-independence, they haven't made much effort to change the law from being one that prohibits behavior to one that induces a certain kind of behavior that supports development. And that's how I've seen this play out in many countries. So Kashi gave us the examples of the Indian labor laws. There are many similar laws in many different countries that basically tell you what you cannot do and what you can do only if you obtain the permission of somebody, some political body. But we also know that laws in all of these settings are based on interest. Laws are made, let's say labor laws. Labor laws are made because there are interest groups that make representations. They may be organized labor. They may be employers. Each of the parties coming to the table for a discussion of the labor law are incentive to have the law made in a particular way. And so as a result of that, the bigger issue of how do we use law to support development does not get discussed because it doesn't anybody's particular or personal interest to discuss transformation, to discuss sustainability, to discuss development. So the issues of development then gets ignored in discussions of the law. In my own country, I often get into these confrontations with lawyers and I accuse them of always trying to use the law to stifle initiative. It may not be, I created, it may not be the entire truth. I've seen too many situations where you cannot do this. You cannot do that. And all you are trying to do is bring an improvement into the lives of people. And lawyers spend their time on why you cannot do it. As opposed to how can we use the law to facilitate a certain change in behavior. So moving forward, my view, it's time. Developing countries thought about law supporting behavior that is more widespread as opposed to behavior that is confined to narrow segments of society. I've seen in Ghana how over the years a failure to transform many of the social norms and practices that govern people's lives. I've not been chained as a result in a much faster growing modern world, behavior, stifles growth, behavior, stifles transformation. I give you one example. Let's take the environment. In the traditional society of Ghana, most behaviors were governed by taboos and by various edicts from a chief and so on. So a chief said, we don't want you to go fishing on Tuesdays in the lagoon. So everybody stayed away from it. And the only reason given is that gods are opposed to it. The gods are opposed to it. But we know from studies of various histories and so on that the main reason for saying no fishing on Tuesdays is to ensure that the fisherman got some rest and the fish in the sea also got some time to breed. And there were several other reasons. With time, as more and more people moved into these villages, it became difficult to use the taboo of noble fishing in this village on Tuesdays for the simple fact that the gods are opposed to it. Many of the new migrants don't believe in this taboo and so are willing to defy it. But there's a very good reason for having that edict that said no fishing on Tuesdays. Why haven't we, over the years, developed new laws that prevent fishing or poaching or whatever? That's the way African economists have responded over time. We have not made laws that will support development. We have seen law making and economic policy making as very different things. It's time that we brought these together. Of course, that would mean changes in the kind of institution that we have. That would mean changes in the way parliaments throughout Africa, throughout the developing world make laws. It shouldn't be a simple factor of individuals with different interests meeting to negotiate their interests. There might be a broader agenda for law making. Law making must be decided to support development. And until we do that, we are not going to have the institutions that will facilitate transformation. Until we do that, there will be so many things happening in the developing world that cannot support transformation. That cannot support sustainability. And doing that means having people accept that the law and economics go together. For far too long, we've seen them as being very, very different things. I could give you several examples showing how the pursuit of different agendas by law makers and economic policy makers have had development in many countries. And that's how it is, but it got to change. Thank you. Thanks very much. I'll sort of mimic what Koshik did, which was to reveal our colonial roots and quote George Bernard Shaw, who said, I believe, sorry, he wrote a letter to a friend and he said, sorry, I didn't have time to write a shorter letter. That is why my letter is so long. And in a sense, listening to Koshik's incredible thoughts, I just made a laundry list of responses and didn't have the time to actually shorten it. So in doing so, I'll try and keep to the time limit, but reflect on three broad areas. One is around labor regulation, the second on corruption, and then thirdly on this interaction around law and economics. In terms of labor regulation, I found it interesting in the spirit of Finn and Tony's introduction about bringing ideas from around the world and then taking them away from here. It was interesting that the Industrial Disputes Act reference is to a size exclusion. So larger firms then have to buy into the restrictions of the law around firing and hiring and so on, in particular around firing costs. But often, and in my own country in South Africa, the exclusion runs the other way around. So you often find that small and medium enterprises are actually not excluded from the legislation. And so by fiat, by a regulatory norm, what you've created is increased firing and hiring costs for and hiring and firing rigidity in general for small and medium enterprises. So often one can find that country experiences in terms of regulatory norms around labor regulation in particular can be heterogeneous across countries. And then the question really is, and here I sort of lean on the WDR, I see Martin Ramos here, one needs to think about what is the appropriate plateau, regulatory plateau for an economy to be in. So in one economy, like in India, making sure that the, if you like, the top end size exclusion doesn't exist is really important to allow large firms to fire at will. But in another country like South Africa, a bottom end exclusion restriction needs to apply so that you can allow small and medium enterprises to thrive. So to some extent, the value add from the WDR, but perhaps taking slightly further is that each country has its own regulatory plateau in terms of labor regulation, which may, which will in fact defer across countries. And I think to some extent that deserves closer attention. So often one of the dangers of the doing business survey, for example, the World Bank's cost of doing business, when they used to estimate labor regulation, is that not only were these regulatory measures, but they were average effects. So often you'd see many countries quite happy with their average score on labor rigidity, but in fact, they were binding constraints in terms of, if you like, micro-regulatory stipulations that had huge effects, like the small business exclusion. So I think the general point I have is one can find average effects in labor regulation, but they're often detailed sort of legislative examples where you can have disemployment effects from very specific regulatory inclusions or exclusions. And I think the broader point linking to Koshik's input is the need for economists to actually work with lawyers. The strangest discussion I've had is with lawyers for two hours in South Africa talking about probation law and the impact of probation, the probation stipulation in labor law that prevents hiring. And I think it's that kind of detail that we do need to get stuck into as economists. Just a final point on labor regulation. I think the consequences of labor regulation are really, really important to understand. Again, India and South Africa are particularly interesting examples. The work we did for the WDR on jobs was around the rise of temporary employment service providers. So often what you see as a consequence of the labor regulatory regime is really important. So employers voting with their feet outside of permanent employment. And I think there's a general story here globally around differing forms of employment and work arrangements that are arising as a consequence of labor regulation. And I think that's really worth looking at in more detail. So on corruption, my first instinct is to say I do like the, I call it the Bribe and the Bribe model. It makes a lot of sense in the case of petty corruption, but maybe because of just a few reflections in the African context with an earnest, and of course reflecting this and many others in the audience, institutionalized corruption is really the binding constraint. So in the case of principally licensed-based industries, so whether it's mining, telecoms, gas industry, the media often, licensed-based industries are ripe for institutionalized corruption. And I was wondering more, and I know Koshik referred to it, particularly in the case of petty corruption, but I was wondering how the one can extend the penalty model in the case of institutionalized corruption because there'd be sort of two or three issues here. One is that the giver or the Bribe is a corporate often. If it's a corporate entity, surely we would not want their fee to be lower or zero, right? And so in what context does one find a way in which to build a penalty model where the Bribe is actually a corporate? Continuing with the institutionalized corruption, often the Bribe is part of a chain of command, right? So the person taking the immediate transfer, if you like, of funds is not the ultimate beneficiary or is not the only beneficiary. And so there's an entire chain of command, and this may be true in petty corruption as well. And so to what extent and how then does one sort of deal with networked orders and instructions across the chain of command from the source Bribe as it were? And so to some extent that for me is the real binding constraint in terms of how corruption affects economic growth and development in the, at least in the African context. And I think it has a particular form and content in resource-based industries, resource-based economies. Just one last point on corruption is that there is of course the Bribe and the Bribe, there's the giver and the taker, but of course there's an entire industry of associated personnel, namely banks, right? In the case of illicit financial flows and foreign governments, usually in the North. And so how one deals with that is really, really important. I would have thought that if we stick with petty corruption, for me, the biggest constraint, and it links actually to your third set of comments Cauchy-Coron Enforcement, is how do you actually enforce the rule? Because these events are so disparate, right? Whether it's the traffic officer or the toll gate as the case may be. These are disparate events. How does one enforce the rule when there's no observation of the breaking of the law? And so I was just interested in terms of the penalty structure, it seems reasonable in the case of petty corruption, but enforcement of the penalty structure seems a real challenge. Then finally on corruption, there seems to me other means of fighting corruption, right? The policy solutions I thought would have the penalty issues, but surely on the WDR side, there are these behavioral responses that are really interesting. So we see, for example, I think I may have seen it in Accra, stickers on taxis saying we don't accept corruption or I don't pay corrupt officials and so on. And so one can imagine how behavioral responses where paying the traffic officer a bribe instead of paying the fine, if you're sitting in a car which has a sticker, bumper sticker which says I do not pay bribes, would be an important sort of mechanism to get a behavioral response that mitigates against corrupt activities. Of course, the fake notes in India is a classic example, fake bank notes in terms of bribes. Modern media is really crucial for fighting corruption so petty corruption in all forms whether it's Twitter and Facebook and so on have become really, really important means, right? Of spreading the word and having civil society and so on engage against corruption. So very quickly on to law and economics. I thought this was really fascinating because and I have Ravi Kanbu with me and the back of the audience here. Ravi and I and a colleague of mine from South Africa working on the impact of minimum wages in agriculture in the South African context. And one of the things we're really interested in is taking almost the canonical model in labor economics around enforcement is this notion of the probability of being caught is conditional on the penalty structure and there is this thing, what did you call it, Kochic? The standard view is this notion that you're thinking of this penalty structure and there's some probability of you being caught and that's the behavioral response. So here's an early example of what's happened in the South African context. We have a minimum wage in agriculture where the probability of being caught is incredibly low because the enforcement agency is really weak. They're very few inspectors on the ground, farms are far out and so on. So the probability of being caught is very low. What has happened though in response to the minimum wage is not no change in wages. So in response to the minimum wage despite this low probability of being caught what should happen is nobody should change their wages. But in fact what's happened is two things either farms and farm owners have moved up to the minimum wage or, and this is the crucial thing, they've closed the gap between existing pre-minim wage laws and the minimum wage. And so the gap between the minimum wage and pre-minim wage laws is actually narrowed. And so what that means is that something else is going on and this is exactly what Koshik has been arguing is that you've got social norms. You've got this notion of what we call at least in the minimum wage discussion peer effects and neighborhood effects while my neighbor is paying the minimum wage maybe I should. Well this seems ethically like the right thing to do perhaps I'll try and pay it. So there, but there are two things going on. One is yes you will respond to the law despite the probability of being caught being zero. But you may also partially respond to the law. And that's an interesting result that we didn't expect that there's somehow, at least in the context of minimum wage laws, farmers or owners or employers are partially responding to the law in some sort of, if you like, nod to the minimum wage. And I think that does talk to how concepts of fairness and even focal points I think can exist and let me stop there. Thanks very much.


Hello, everybody. Thanks for joining us. I know quite a few of you have been with us throughout the day today, or at least part of it. And if any of you are just joining us now, welcome to our Super Science Saturday event. We've been having a blast all day with rockets launching and snack making and dance parties and science activities of all sorts. So, this is going to be a really special one. This is a game that we're going to play now called Fact or Fib. And I have a few of our in-car scientists on with me today to play this game.  So, this is a little bit like the game Two Truths in a Lie, if you know that game, except we're switching things around, and this is going to be one truth and two lies or two fibs. Now, this game is meant to help you practice listening to scientific information and really thinking about things, thinking critically, and using the knowledge that you have to decide if what you hear is a fact or a fib. And sometimes it's really hard to tell the difference. And we've got our scientists on here today. And in any normal day when our scientists are working, of course, they're going to always be speaking in facts and telling the truth. But for today's game, they're going to have a little bit of fun with maybe trying to fool some of you and fool you into thinking that answers that they're giving to some questions are the factual ones. But you're going to have to choose who's telling the fact and who's telling the fib. So, to play this game, I know we entered once a link into the chat. You're going to need to go to a platform called Slido. And how this is going to go is I'm going to ask a question to our three scientists, Cecile, Jared, and Carl. They're each going to offer an answer.  And after we hear the three answers that they offer, we're going to go over to Slido to that link that I just put in the chat. And we're going to put up a poll and we're going to ask all of you to choose which answer you think is a fact. Okay? I think we're ready to start. All right. I'm going to pull up my questions here. Scientists, are you ready? You're all looking a little sneaky today. I don't know. It's going to be hard. Okay. Let's go with question number one. Question number one is why is the sky blue? Can I go first? So the sky is blue because of the reflection of sunlight on the oceans. So the earth's surface is covered 70% by ocean and 30% by land, which means there's a whole lot more ocean than there is land. And indeed from space, the earth appears blue. And that's because of the reflection of the blue ocean. That is why the sky looks blue. Anybody want to offer yours? I think that's not correct. Here's the truth. When light goes through the atmosphere, the particles in the air scatter the light like a bunch of marbles. The light from the sun is composed of all colors of the rainbow. The air scatters blue light more than the other colors, and that is why the sky appears blue. And that is also why the setting sun gets yellow, orange, and then red because the blues are progressively getting removed. Okay. Then listen to those guys. Then the color of the sky is all about temperature. For instance, think about your shower faucet. Blue means cold and red means hot. Or things about little kids' lips that turn blue when they're cold at the swimming pool. It's the same for the sky. It's blue because it's very, very cold. Then you might have noticed that the air temperature decreased with altitude. For instance, when you go to the top of a mountain, it's colder at the top than at the bottom. And you know that the sky is very high, and it's very cold up there, and it's why it's blue. It's as simple as this. I'm on. Okay. Audience, I hope you listen very carefully to all those explanations because one of them is the actual truth about why the sky is blue. And the other two are fibbon. So now's your chance to think about what you know. Think critically. Go to that link in Slido, and you should see a poll letting you choose between those three answers. Jared said that it's the reflection of sunlight on the oceans. Cecile said that it's temperature. Blue is cold, red is hot. And Carl argued that it's particles in the air scattering the light. So audience, go ahead and vote for which one you think is the true fact of these answers. We're going to pull up the results as they're coming in. Let's unmute our scientists and see what they have to say about this. Let's go ahead and vote for which one. More people really need to be voting for me. I mean, clearly, I have the right answer. I don't know. Vote popularly, vote today. What are you going to say? Well, what I'm seeing is that most people who voted think that Carl is giving us the facts, that particles in the air scatter the light. Thank you very much. And in fact, that is true. That is telling us the truth. And Cecile and Jared. Fibbers this time. Good try. OK. Are we ready for question number two? Ready. You got it. Bring it on. OK. Question number two. What is the Earth's atmosphere made of? So the Earth's atmosphere, I'll start out. The Earth's atmosphere is actually mostly nitrogen with oxygen coming in a distant second place. And the remaining bits of the atmosphere are argon, carbon dioxide, hydrogen, and even helium. But thankfully, there isn't quite enough helium in the air to make everyone's voice sound funny. Because if we all sounded funny, then if we sounded normal, I guess that would sound funny. But that is what the atmosphere is made of. OK. OK. I should say this is completely wrong. Then the atmosphere is composed only of two gases, oxygen and carbon dioxide. Then everyone has heard about oxygen. It's the gas you need to breathe. But you might have also heard about carbon dioxide. And you might even have heard that too much carbon dioxide is bad for the planet because it's warming the atmosphere. Then basically, the atmosphere is made of these two gases, half oxygen and half carbon dioxide. And fortunately, even that the carbon dioxide has increased in the last century, we still have enough oxygen to breathe. No, no, no, no, no. It's very simple. Atmosphere is made of evaporated water. Air and water are opposite phases of each other. You know how puddles dry up when the sun comes out? The puddles become water vapor. And clouds condense to form rain. Water and air are in equilibrium, meaning that they exchange phases back and forth. Puddles become clouds of gas, air, and clouds later become rain and then puddles again. Humans can breathe water vapor, but of course we can't breathe liquid water. Hmm. Okay, this is a tricky one because everybody's talking about some different gases and things in the atmosphere. I can't wait to hear what the audience thinks. So audience, you're going to go back over there to Slido and you're going to make your vote for who is giving us the facts in this question. Is it Carl? He's saying that it's a lot of water vapor. Cecile claims that it's carbon dioxide and oxygen, and Jared is saying nitrogen, oxygen, and other things too. So when you're ready, think through that. Go ahead and vote. How are the results coming out? I'm really eager to see that. Yeah, me too. I'd like to know the truth. I'm in the lead. Okay, Carol. You're getting blank. You're getting skunked there, Carl. Jared was correct. These kids are very strong. Wow.  I tell you what. Most people were right again this time. It was Jared telling us the truth about this. And our fibbers, Cecile and Carl. I want to go first next time. Jared, is there anything else you wanted to tell us about that?  And then just a little bit over one-fifth is made of oxygen. So you would think that most of what we breathe is oxygen, because that's what we hear all the time, that we need oxygen to breathe. And we do. But it's just that our atmosphere is actually mostly something else. And now you also do hear a lot about carbon dioxide, especially with regard to climate change. Carbon dioxide is actually a very tiny, tiny constituent of the atmosphere. So think of it almost like Tabasco sauce that you would put on some food. You only need one or two little drops of Tabasco to really add a lot of heat. And that's kind of similar to what carbon dioxide is. There isn't much of it, but it's pretty powerful for trapping heat in the atmosphere. Okay, interesting. I'm learning a lot today with these. Yeah, we cannot fool them. It's amazing. It's too small these days. In my days, you could fool kids. Carl really wants to get everybody with this one, I bet. Let's find out. Everybody ready for question three? Why are oil and gas and coal called fossil fuels? I bet most people have heard the term fossil fuels these days. Why are they called that?  Or maybe you don't remember the sign out in front, but you do remember seeing a green dinosaur out in front of the station. The term fossil fuels comes from that dinosaur. Sinclair Oil Corporation was founded in 1916, and they wanted a nice popular logo so people would recognize their products. Everybody knows about fossil dinosaurs, and so they called Sinclair gas the fossil fuel. I'm going to fill up my car with fossil fuel. And the name just stuck. Okay, whatever. Don't listen to the thrilling. I have the correct answer. Then the reason oil, gas and coal are called fossil fuels, it's because they were formed from fossilized remains of plants and animals. And indeed this was plant and animals that lives a very long time ago, like millions years ago. And typically oil and gas come from plankton that live in the ocean, while coal come from land vegetation. But this was plant and animal that lived millions of years ago. Jarrett, do you want to offer an answer? Yeah, I really need to set you guys straight here. So oil, gas and coal are called fossil fuels because when we think of fossils, we think of things that are old and obsolete. So calling them fossil fuels is a way to signal that this is the old way of giving us energy to burn for electricity, or to burn as fuel in cars, trucks, ships, airplanes, and even lawn mowers. And because it's the old way, we really should find something newer and better. Mmm, all very interesting explanations. Vote for me, vote for me. I bet people out there are thinking hard right now. Let's go to the poll. Everybody make your vote. Who's telling us the truth? Is it Cecile that they're formed from fossilized remains of plants and animals? Or Carl that the green Sinclair dinosaurs started at all? Or Jarrett, they're like old outdated things from the past, which we refer to as dinosaurs and fossils a lot. What do you think, audience? We can share. Ooh, a little bit of a split decision there. Yeah, yeah. Yeah, then. Okay, I get the correct answer. Then fossil fuel come from plants and animals that live on our planet million of years ago. And indeed you should know that most of the energy in use in the United States is still coming from fossil fuel. Even if you see a lot of wind farm or solar panels around, we still use a lot of fossil fuels. Okay, thank you Cecile for the factual answer that time. Good try, but we know that you were the fibbers. My answer was kind of backwards from the truth. That's a good one. Mine was partially accurate. 1916, it sounded pretty good. We have time for one more question, scientists. Are you ready? And then I will welcome, I think we'll have a little bit of extra time. So for the audience out there who's been participating, if you have any questions that come up about these questions and answers that we've been talking about, feel free to enter them in the Q&A in Zoom. And we'll have a few minutes for our scientists to factually answer all of your questions afterward. In the meantime, here goes question number five. What makes lightning? Doesn't everybody want to know that out there? What makes lightning? Zeus sends lightning bolts when he is displeased with mortal. Just kidding. We know more about lightning than the ancient Greeks did. See my hair? I'm going to demonstrate this. And the lightning bolt on my chest, see, that's here too. So lightning and big clouds often happen together and moist air rushes upwards to create the cloud. As the air rushes upwards, it creates charged particles in the cloud and a few million of those particles that charge static charge builds up and in the sky. And finally that electrical charge suddenly releases in a bolt of lightning. Okay. Okay. Sorry. Zeus is wrong again and again and again. Then indeed lightning is caused by a chemical reaction that produced light. And there are many examples of chemical reactions that produce light. Then for example, you can think about glow stick or fireworks during the 4th of July. Then this is a very good example of chemical reaction that produced light. And indeed the same for lightning. Lightning occurs with oxygen in the atmosphere, react with the smoke of barbecues. Then lightning is just a chemical reaction between oxygen and barbecues smokes and that reaction produced light. And you might even notice that usually we have more lightning in the summer than in the winter. And the reason is very simple. It's because we have more smoky barbecues in the summer than in winter. Jarrett. See, you both are wrong. I'm going to set everyone straight here. So lightning happens when one cloud collides with or rubs against another cloud. So this collision or rubbing causes friction. Friction causes heat, which sometimes results in sparks. This is very similar to when you rub two pieces of metal together or scrape a piece of metal on a sidewalk. Like my neighbor did on Halloween last weekend. When he dressed up as a scary movie character and dragged a big rusty knife along the sidewalk to scare kids and adults as they walk by. The friction from the metal rubbing on the sidewalk or rubbing on the cement caused sparks. It's the same thing with lightning. Lightning is just really big sparks. Hmm. Okay. This is a big one because lightning is tricky. I wonder who is giving us the real information this time. Everybody go to Slido and cast your vote for who is changing around. Yeah, I was willing for a little while. Let's give it a few more seconds. It looks like people are still putting in some votes. A couple more votes for me. Vote for me. Vote for the truth. Vote for Zeus. Oh my gosh, down floating for Zeus. Oh, I got another vote. There's a few votes here. So this time it looks like everyone or most people, 57%, made the right choice. Carl was giving us the facts today in this one. Yeah. Zeus know what he's talking about. And Cecile and Jared were a couple of fibbers. La la la la la la la. Okay. Well, that's all the questions we have for our game today. But I want to say thanks to our scientists and thanks to the audience for playing. And I'll say again, you know, I'm impressed at how well the audience did in picking out the facts from the fibs. And that's really important these days. There's a lot of information out there in the world that isn't entirely true. And I can tell that everyone who's joining us today is doing a real good job of thinking critically and using their knowledge and really thinking about what makes sense out there. And like I said, our scientists are pretty good at facts on any given day.  But it's been a fun game. And I'm wondering, we have just a minute or two for a couple of questions. There are, there's a question that came in in the chat. Oh, it's just a comment from Vincent. You guys are all very good. Any hypothesis was really convincing. Great job. And very useful. Thanks, Vincent. I'm glad you enjoyed it. And if there aren't any other questions, then... I'll just say it was pretty fun to come up with these plausible fibs that melded a little bit of truth with a little bit of fiction to be close to accurate, but not quite. That's a good point. And I see a comment. Yeah, I see a comment in the... Yeah, this is a good question that came in. A lot of people say that the sky is blue due to the reflection of the ocean, which is what one of you said. Was this once a popular belief? Did a lot of people believe that at some point, the world being flat? You know, I'm not totally sure how common this belief is, but I certainly heard it before. So, yeah, I don't know how widespread that belief was, but yeah, it's a fairly common misconception. Now, you will see water sometimes often looks blue because it's actually absorbing light from the sky or reflecting from the sky. And so it's kind of the reverse of what's actually happening. Interesting. Great. Well, thank you, sneaky scientists, for playing our Fact or Fib game today. And thank you to the audience. We're going to take a little break and we'll be right back very soon with another session at 1.30. Bye-bye, everybody. Bye-bye.


I'm going to talk about e-research services and capabilities, which is some work we've been doing within a favor working group for a project called advancing the professionalism of our e-research workforce. So I'll just switch. This is what I'm going to talk about. It's largely based on a talk Birds of a Feather session we ran last week at e-research Australasia, but with the updates from the feedback from that session and with the next steps where we're going to take it after this and the input we want from you in the community. So first, just to recap the those that have not seen this before, we'll talk about favor, we'll talk a bit about the context, the e-research value proposition and chain that forms the basis of our work, then we'll more description about the services and capabilities themselves, mainly the services, and then talk about the next steps of capabilities processes and infrastructure. So first, for those that don't know, favor is Federation for the Advancement of Victorian e-research. It's a collaboration of eight Victorian based universities and it's there to promote collaboration around e-research initiatives, services and infrastructure. There are currently three projects, access to infrastructure, how best to engage with digital humanities research and they ran a great showcase the week before last, and this project about professionalization of the e-research workforce. So this work, this project started because we did some previous work at e-research, there you go, I'll talk about the working group. The aim of the working group is with the long name is to create or to clarify the roles within the e-research workforce. Now, recently I've been talking about the e-research professional workforce, but what as David has just shown us that there's an awful lot of volunteers that do this work as well. So should consider that the e-research, the professionals and the volunteers and researchers who actually provide e-research services. So the idea was to clarify the scope and categorization of these roles to list roles and position descriptions and career paths, but that has evolved because we've come to a different understanding after doing some initial work. So we started off, this builds on some work we've done, modeling roles for e-research where we ran a BOF at 2018 and I presented on it. This is where we took almost 200 roles and we categorized them by six broad services. This was a highly subjective work which I said you categorized these roles title by the primary service. And those services were all specifically tech technology independent, so they were supposed to be very broad idea of a e-research service. So the first question though was categorizing those roles over whether they were e-research or not. So this is the graph that came out of it on the left of the knots. And on the right are the role titles which are the blue nodes categorized into groups and then under each of the services which are the yellow nodes, the six services. So this was useful because it showed that those common themes were the purple nodes, that there was commonality in groupings. But what it turned out is it made it clear that it was very subjective and there was no one-to-one correspondence of roles to services. And that meant that really the skill sets were split. So each role had combinations or parts of roles from different services. So we decided to take a different approach for this project. And rather than going bottom up from the roles, we decided to come top down from the services. So the reasoning being that, as you say, services are like an interface delivered to the researchers. So services are delivered through capabilities and skill sets form part of those capabilities. And that's the ongoing discussion within the group and the start of which was to clarify, broaden those descriptions of services at the last week's buff. So why again, just to talk about the context behind that, we use a really brief version definition or description of e-research. So what is it? It's the application of advanced computing and ICT across the research lifecycle. And there's a value proposition for the workshop effectively to help researchers through various ways. The more important thing is what does the service have? Does the service get delivered? So the value chain is about the outputs that you deliver to researchers. So it's by where I said e-research professionals, the e-research workforce in fact. It's about transforming inputs into those outputs that make up the service and that's done through capabilities. And capabilities can be built up from people, processes and infrastructure required to deliver those services. And by people, we don't mean specific individuals, we mean the skills that they use to execute the processes and work on the infrastructure. So that's the basis. So what we were looking at in our project was six main services. And these are the six of the labels that we use, advise, train and promote, develop, deploy and support. So there's no technology, they're not technology specific. And I know the top three are more about engagement with researchers and the bottom three are more about working with the technology. So I'll go through them briefly just to show because we've already shown them in the in the box, but I'll show what the additional information that we've added based on the feedback. So if we look at advice, it's to provide advice on various aspects, solutions, approaches, principles to support different aspects of the research data lifecycle like data lifecycle, computation and grants and ethics applications. But it's also the triage referral of inquiries to other service units. So the red bit there was what the feedback we got that we need to consider also across all these different parts of the research lifecycle. So the second service is train. Obviously, one of the larger ones, develop, organize, deliver training for researchers across various levels of expertise on various aspects, technical processes, technologies, equipment, platforms. And the additional things that the feedback came back with is also identifying that skills transfer is a way of training through resource provision, interactive research projects. Or through as we saw this morning about getting researchers into active technical projects as well. So you can second them or give them. Yeah, to get them in and transfer over technical skills. The other thing was also referral to external training materials and opportunities. So that was trained. The next engagement type one is promote. It's about promote available technologies to services and services to researchers through various ways, but also to promote policies that impact research technologies and research research activities. So those are the three engagement ones on the develop side, provide advice about development, support development of scripts and software by researchers within projects, develop research technology and referral to third party software development services. And the feedback we also was about developing bespoke workflows and pipelines within projects. So not just software, it's developing other things, other artifacts. So on the deploy service. The only extra focus we got was to also remember it's about infrastructure as well as technologies and systems, but deploying infrastructure and various technologies. And this could include commercial off the shelf units, it's things you not necessarily built yourself. It's about ongoing maintenance and support deployed bespoke deployment of technology to platforms. And the final service is to support support key research infrastructure technologies applications and platforms. And the additional one was to provide access and manage allocations for technical research infrastructure. The six services and the refinements and the additions that came up from the verge of a feather session. So what we want to do now is start to look at the capabilities. Obviously we want to get to the skill sets, but how do we get to the skill sets. So what we wanted to do is first look, well, let's look at a way of identifying the capabilities and then identify the associated skill sets with those capabilities. So what is a capability. Really, it's an expression of what the business does or can do. So it's what how it gets that service delivery. So the people process and infrastructure required to transform the inputs to interactivities into outputs within the activities upon which the service delivery depends. So again, the people through their skills the processes and infrastructure. So as an example, example of three from training. So training planning would be a capability. These are split because they have distinct people processes and skills processes and infrastructure. So for instance, planning would include could include requirements, elicitation solution, solution identification requirements. You could be a process surveying. How do you find out from researchers what training is required. The organization would be about program design session plan and you might have an expression of interest process. And you might then need something like event price to actually plan the sessions. And finally delivering training obviously requires different processes and infrastructure and whether it's online, whether it's in person. These days or whether it's yeah, whether it's virtual. So each of those would have different processes and infrastructure and skill sets associated. So really what we're looking for from that is to focus on the processes and infrastructure first to identify those capabilities. So next steps, we are asking that question. What are the processes and infrastructure that support the delivery of those services? We're going to look at that ourselves, but we're also asking for your input. So we inviting you to look at the Google form where it lays out all those definitions and descriptions as context. And then for each service, we ask three questions. What are the processes involved in delivering the service? What is the infrastructure involved? And other comments about the service. Have we missed something? Do you think that there's other other ways? Other things that we missed as aspects of that service. So then so that's what we're asking from the community. There's the project page. So if you want to actually go and find out more information, we will update it as we make progress. Or you can contact me directly as the project lead project champion. And yeah, so please go in and fill out your thoughts on that survey. So that's all I'd like to say at the moment. If you have any questions.