Podcasts about bvn

Tune in to BVN's principal Bill Dowzer as he charts the evolution of their New York-born Re-ply project, followed by a discussion with Professor Kerstin Thompson (KTA), and Anna Jankovic (Simulaa), who explore how similarly responsive urban initiatives can produce tangible economic and social benefits here – and wherever cities value vibrant street life.

“Habemus papam”, fue la frase en latín que precedió a la designación del cardenal argentino Jorge Bergoglio como el nuevo Sumo Pontífice. Fue el 13 de marzo de 2013, tras la renuncia de Benedicto XVI, en el marco del segundo día del cónclave de 115 cardenales electores en la Basílica San Pedro del Vaticano. Aquel día, la fumata blanca de la chimenea anunció la designación de la nueva máxima autoridad de la Iglesia Católica. Bajo el nombre Francisco I, Bergoglio se convirtió en el Papa 266° de la historia, el primero argentino y latinoamericano. “Queridos hermanos y hermanas, les agradezco muchísimo recibirme de esta forma. Ustedes saben que el deber del Cónclave es dar un obispo a Roma. Parece que mis hermanos cardenales han ido a buscarlo casi al fin del mundo”, fueron las primeras palabras de Francisco ante la multitud de casi 100.000 personas que se congregaron a la espera de la designación. La ceremonia formal de asunción fue multitudinaria y se realizó el 19 de marzo de 2013, en la Plaza de San Pedro, donde Francisco recibió el anillo y el palio. Jorge Mario Bergoglio nació el 17 de diciembre de 1936 en una típica familia de clase media baja, en el barrio de Flores de la Ciudad Buenos Aires. Primogénito del matrimonio de los italianos Mario José Francisco Bergoglio y de Regina María Sivori, de niño aprendió a rezar gracias a la enseñanza de su abuela y de las monjas del Jardín de Infantes del Instituto Nuestra Señora de la Misericordia, lugar donde recibió su primera comunión. A los 17 años decidió seguir la vocación sacerdotal y, a los 22, ingresó en el seminario diocesano de Villa Devoto, que era dirigido en ese tiempo por los sacerdotes jesuitas. Luego de un tiempo decidió unirse a la Compañía de Jesús; fue enviado a Chile en 1960 para realizar el Noviciado. Al año siguiente volvió para continuar sus estudios en Humanidades; estudió Filosofía y obtuvo la licenciatura en Teología en el Colegio Máximo de San Miguel. Fue ordenado sacerdote a los 32 años, el 13 de diciembre de 1969, luego de un intenso camino de formación espiritual y en paralelo a un constante desarrollo intelectual y académico. El Papa Juan Pablo II lo nombró Obispo titular de Auca y Auxiliar de Buenos Aires el 20 de mayo de 1992. Su ordenación episcopal fue presidida por Monseñor Antonio Quarracino; luego fue nombrado Vicario Episcopal de Flores y, el 28 de febrero de 1998, asumió la conducción pastoral del Arzobispado. Bergoglio tuvo una gran presencia en la Conferencia Episcopal Argentina, institución que ha presidido durante dos períodos consecutivos, de 2005 a 2011. Recordamos la designación de Bergoglio como Sumo Pontífice a partir de una selección de testimonios conservados en el Archivo Histórico de Radio Nacional. FICHA TÉCNICA Testimonios y música Præludium in D Major, BVN 415 (Rued Langgaard) Dorthe Zielke og Søren Johannsen [2023 del Álbum “Music for Trumpet and Organ”] 2022-07-01 Francisco (Papa) Llorente, Bernarda (Periodista) Entrevista (Vaticano - Télam) 2013-03-17 Marco, Guillermo (Ex-Vocero Jorge Bergoglio) Papa Francisco (LRA1) 2013-03-13 Tauran Jean-Louis (Protodiácono) Anuncio Papa (Radio Vaticano) Aria Detta Balletto para Bandoneón -de Toccate, canzone ... di cembalo et organo N° 26- (Girolamo Frescobaldi) Alejandro Barletta [1987 del Álbum “Concierto para Bandoneón”] 2022-07-01 Francisco (Papa) Llorente, Bernarda (Periodista) Entrevista (Vaticano - Télam) 2013-03-17 Uranga, Washington (Periodista Especialista en Cuestiones Eclesiásticas) Asunción de Bergoglio (LRA1) Contrary Motion (Philip Glass) Donald Joyce [1993 del Álbum “Glass Organ Works”] 2023-03-11 Francisco (Papa) Fontevecchia, Jorge (Periodista) Entrevista (Vaticano – Perfil) 2013-03-16 Francisco (Papa) Una Iglesia pobre y para los pobres (DW) Aria Detta Balletto para Bandoneón -de Toccate, canzone ... di cembalo et organo N° 26- (Girolamo Frescobaldi) Alejandro Barletta [1987 del Álbum “Concierto para Bando...

Send us a textWelcome to Episode 206 of Veterinary Voices, hosted by Julie South. With listeners in 1,400 cities worldwide, Veterinary Voices is your trusted source for insights into New Zealand's dynamic veterinary industry.  This episode is proudly sponsored by VetStaff, New Zealand's leading recruitment agency dedicated to connecting veterinary professionals with exciting career opportunities in Kiwi vet clinics.  Today, Julie South continues her informative chat with Kristina Naden, a senior lecturer in veterinary nursing at Otago Polytechnic. This is the second part of their discussion on New Zealand's new Diploma in Veterinary Nursing, set to welcome its first cohort in February 2025. If you missed the first part, be sure to check out Episode 205 for the full context.In this episode Kristina chats with Julie about:what's the most exciting part about the new Dip VN you're looking forward to? (at 05:30)how does the 750 practicum hour requirement work? what's changed? (06:06)how does NZ Dip.VN compare to the RCVS VN qualification? (08:47)has the new Dip. VN impacted / affected the BVN? (13:00)what's the future of post graduate qualifications for veterinary nurses in NZ? (13:52)Join Julie and Kristina as they delve into the exciting developments in veterinary nursing education in New Zealand and explore the evolving landscape of this very rewarding profession. Whether you're a current veterinary professional or considering a career in veterinary nursing, this episode offers valuable perspectives and inspiration.Stay tuned for next week's episode, where Julie will be joined by Michelle Cameron, an executive member of the New Zealand Veterinary Nursing Association (NZVNA). Michelle will discuss the critical role veterinary nurses play in the financial success of veterinary clinics. Don't miss it!Contemplating your next career move? Tania Bruce - VetStaff's passionate kiwi recruiter - would welcome the opportunity to have a 100% confidential chat with you. Tania's a former Ortho Head Vet Nurse so speaks your language!How to get more bang for your recruitment advertising buckThis is what VetStaff is really good at so if you'd like to stretch your recruitment dollar, please get in touch with Julie because this is something VetStaff can help you with. Committed to DIY-ing your own recruitment?If so, then shining online as a good employer is essential to attracting the types of veterinary professionals who're a perfect cultural fit for your clinic. The VetClinicJobs job board is the place to post your next job vacancy - to find out more get in touch with Lizzie at VetClinicJobs Revive Your Drive - daily 2-minute videos for veterinary employers and employees to help revive their drives at work and at home.

Send us a textEver wondered how the New Zealand veterinary nursing curriculum is evolving to better prepare future professionals?  Kristina Naden, RVN, BVN, NZCATT, MRurSci student - Senior Lecturer in Veterinary Nursing at Otago Polytechnic - gives an exclusive preview of the upcoming Diploma in Veterinary Nursing launching in New Zealand in February 2025.  Kristina chats about how this new qualification is a game-changing revamp for New Zealand veterinary nursing professionals.   Get ready to explore Kristina's passion for continuous learning and her in-depth research on the health and disease status of dogs in Tonga, along with her commitment to advancing veterinary educationKristina shines a light on the (very!) significant updates to the Diploma in Veterinary Nursing, supported by a strong community of practice under Te Pūkenga. In this episode Kristina chats with Julie about:veterinary nursing as a second career for her (at 03:39);why she chose veterinary nursing vs veterinarian studies (05:51);what her transition from clinical practice into teaching was like (10:11);some of the changes she's seen in the veterinary nursing curriculum in her time (13:24);what the new Dip VN looks like and how it will integrate into NZs veterinary clinics (18:07).Part 2 - episode 206VetStaffleading veterinary sector recruitment in New Zealand | veterinarians | locums | nursesDisclaimer: This post contains affiliate links. If you make a purchase, I may receive a commission at no extra cost to you.Contemplating your next career move? Tania Bruce - VetStaff's passionate kiwi recruiter - would welcome the opportunity to have a 100% confidential chat with you. Tania's a former Ortho Head Vet Nurse so speaks your language!How to get more bang for your recruitment advertising buckThis is what VetStaff is really good at so if you'd like to stretch your recruitment dollar, please get in touch with Julie because this is something VetStaff can help you with. Committed to DIY-ing your own recruitment?If so, then shining online as a good employer is essential to attracting the types of veterinary professionals who're a perfect cultural fit for your clinic. The VetClinicJobs job board is the place to post your next job vacancy - to find out more get in touch with Lizzie at VetClinicJobs Revive Your Drive - daily 2-minute videos for veterinary employers and employees to help revive their drives at work and at home.

Esme Banks Marr is Strategy Director at BVN Architecture in London where she is passionate about interpreting and translating data into shareable and actionable insights, internal and external communications to support change and applied research. Mike Petrusky asks Esme about her career journey in the world of FM and the built environment, and they explore how communication is essential in the future of work and the workplace. Esme believes that the pandemic has elevated the importance of the role of the workplace and leaders must approach design strategies in new and innovative ways. Communication is crucial for driving workplace change and improvements and using pulse surveys and sentiment analysis tools may offer the insights needed for future decision-making. Mike and Esme also discuss generative AI as a potential tool to support the workplace, and they offer the inspiration you will need to continue upskilling as you seek to be a Workplace Innovator! Connect with Esme on LinkedIn: https://www.linkedin.com/in/esmebanksmarr/ Learn more about BVN: https://www.bvn.com.au/ Discover free resources and explore past interviews at: https://eptura.com/discover-more/podcasts/workplace-innovator/ Learn more about Eptura™: https://eptura.com/ Connect with Mike on LinkedIn: https://www.linkedin.com/in/mikepetrusky/  

With 18 years' experience working across health, science, education and research projects at BVN, Conor Larkins will head up HDR's health sector and work with directors to elevate the practice's design rigour and deliver human-centred facilities.  Larkins has worked across many of Australia's most significant health precincts, including Prince of Wales Acute Services Building, the Lang Walker AO Medical Research Building, Nepean Hospital Redevelopment, Royal North Shore Hospital, and Northside Hospital in Canberra. In this exclusive interview, we talk about how designers prioritize resilience in healthcare design, and how to enable facilities to readily respond to disruptions, big and small, and adapt as needs evolve. This Podcast was brought to you by Siniat, proud sponsors of our 2024 Aged & Healthcare series.

Entertaining and educational podcast with my friends Victor Bohm and Eric Jansen from Balanced Veterans Network. Over the pass year they've grown and hammered lobbying for psychedelics and cannabis therapy for veterans on Capitol Hill. BVN wants veterans to find balance in their lives doesn't have to be with cannabis or other psychedelics but with heath, fitness, community, mentally, etc. I consider them experts within the cannabis field and advocacy.

Mark Eltringham is joined for a glass of red wine (or two) by Esme Banks-Marr of BVN architects and Jo Sutherland of Magenta. They discuss the joys of shared space, when people should tell AI to FO, the limits of workplace design, how to create a great culture wherever people work and much more

Around 30 million people suffer from low back pain, which can have complex causes. Interventional radiologists Jesse Jones, M.D., and Junjian Huang, M.D., discuss basivertebral nerve (BVN) ablation, a minimally invasive procedure to alleviate axial low back pain. Learn how this procedure is effective for a wide variety of patients, even those with comorbidities. BVN ablation has shown a 75% success rate in studies, but the doctors explain why it requires pinpoint accuracy on the part of experienced interventional radiologists.

In this episode, Dr. Jacob Fleming interviews Dr. Olivier Clerk-Lamalice about basivertebral nerve ablation for vertebrogenic back pain, including indications, procedure technique and exciting tech on the horizon in minimally invasive spine interventions. --- CHECK OUT OUR SPONSOR RADPAD® Radiation Protection https://www.radpad.com/ --- EARN CME Reflect on how this Podcast applies to your day-to-day and earn free AMA PRA Category 1 CMEs: https://earnc.me/kN1FPR --- SHOW NOTES Dr. Clerk-Lamalice trained in Canada, first in engineering, and then medicine and diagnostic radiology at the Université de Sherbrooke in Calgary. He then completed a neuroradiology fellowship at Harvard, and a fellowship in interventional pain at The Spine Fracture Institute in Oklahoma City with Dr. Douglas Beall. Furthermore, he obtained his credentials as a fellow of interventional pain practice (FIPP), which is a widely recognized international designation. He now works at a comprehensive outpatient radiology center, where he practices both diagnostic and interventional radiology daily. They offer intrathecal drug administration, spinal cord stimulators, vertebral augmentation, Spine Jack, disc augmentation, nucleolysis, and various nerve blocks and ablations in and out of the spine. Their goal was to create a one stop shop for patients to come for consultation, imaging, expert advice and treatment. Next, we discuss vertebrogenic back pain and the basivertebral nerve (BVN). The BVN is a nonmyelinated, intraosseous nerve, while most other peripheral nerves are myelinated, meaning they can regenerate. The BVN cannot, so ablation of this nerve is a permanent treatment. It is located within the central portion of the vertebral body midway between the superior and inferior end plates, one third ventral to the posterior wall of the vertebral body. On a sagittal T2 sequence on MRI, there is a triangle at the posterior aspect at the midpoint of the vertebral body called the basivertebral canal, which contains the nerve, artery and vein. The BVN is responsible for vertebrogenic back pain, which is a form of anterior column pain characterized by low back pain worsened by flexion and sitting. It is diagnosed via MRI using the Modic classifications. Modic type 1 (edematous), and type 2 (fibrofatty end plate) changes can be seen in this disease. It can be difficult to distinguish vertebrogenic from discogenic pain due to the fact that the sinuvertebral nerve (SVN), responsible for discogenic pain, crosses paths with the BVN. However, with MRI and an anesthetic discogram, it is possible to determine the etiology and choose the right treatment. Finally, we discuss the steps of the procedure. Dr. Clerk-Lamalice uses an 8 gauge needle via a transpedicular approach, as is common for other spine procedures. He ensures the probe is positioned in the center of the vertebral body, parallel to the endplates. The nerve is ablated for 15 minutes at 85 C. The procedure takes 45 minutes, which includes an epidural steroid injection to bridge pain control during the periprocedural period. Patients usually go home within one hour after the procedure, and begin to experience the results within a couple days. There have been two trials for BVN ablation, which have made this intervention the most minimally invasive and evidence-based treatment for vertebrogenic pain. These studies indicated 25% of patients had a 50% reduction in pain, while 75% of patients had a 75% reduction of pain. Within that 75%, 30% reported being almost entirely pain free. To date, the study has followed participants to 8 years, and the results show the treatment is durable. --- RESOURCES Ep 210: Modern Vertebral Augmentation https://www.backtable.com/shows/vi/podcasts/210/modern-vertebral-augmentation Ep 94: Spine Interventions https://www.backtable.com/shows/vi/podcasts/94/innovation-in-spine-interventions

The BVN was introduced to uniquely identify customers of Nigerian banks.Since its introduction, the BVN has become an important requirement for opening and maintaining bank accounts in the country. meaning if you do not have a BVN, you cannot open an account with a bank or any financial institution.Do we have Nigerians who don't have bank accounts?In this episode of our Daily podcast, we look at why some Nigerians don't have bank accounts and what it means for the Nigerian financial sector.

In this episode of WoodSolutions Timber Talks, we sit down with Ninotschka Titchkosky, co-CEO of BVN, to discuss the groundbreaking Atlassian Tower. As the world's tallest timber building, the Atlassian Tower in Sydney, Australia, stands as a testament to the potential of sustainable construction and design. Join us as we delve into the journey of creating this remarkable structure.  Throughout our conversation, we explore the intricate process of designing the world's tallest timber building, from conception to completion, and the critical components that must be in place from the very beginning, including team dynamics, Building Information Modeling (BIM), and more. We discuss the sustainable design principles incorporated into the Atlassian Tower, and how they contribute to its eco-friendly footprint, as well as the major challenges faced during the design and construction phases and how the team overcame them. 

In this episode, Dr. Jacob Fleming interviews Dr. Olivier Clerk-Lamalice about basivertebral nerve ablation for vertebrogenic back pain, including indications, procedure technique and exciting tech on the horizon in minimally invasive spine interventions. --- CHECK OUT OUR SPONSOR RADPAD® Radiation Protection https://www.radpad.com/ --- SHOW NOTES Dr. Clerk-Lamalice trained in Canada, first in engineering, and then medicine and diagnostic radiology at the Université de Sherbrooke in Calgary. He then completed a neuroradiology fellowship at Harvard, and a fellowship in interventional pain at The Spine Fracture Institute in Oklahoma City with Dr. Douglas Beall. Furthermore, he obtained his credentials as a fellow of interventional pain practice (FIPP), which is a widely recognized international designation. He now works at a comprehensive outpatient radiology center, where he practices both diagnostic and interventional radiology daily. They offer intrathecal drug administration, spinal cord stimulators, vertebral augmentation, Spine Jack, disc augmentation, nucleolysis, and various nerve blocks and ablations in and out of the spine. Their goal was to create a one stop shop for patients to come for consultation, imaging, expert advice and treatment. Next, we discuss vertebrogenic back pain and the basivertebral nerve (BVN). The BVN is a nonmyelinated, intraosseous nerve, while most other peripheral nerves are myelinated, meaning they can regenerate. The BVN cannot, so ablation of this nerve is a permanent treatment. It is located within the central portion of the vertebral body midway between the superior and inferior end plates, one third ventral to the posterior wall of the vertebral body. On a sagittal T2 sequence on MRI, there is a triangle at the posterior aspect at the midpoint of the vertebral body called the basivertebral canal, which contains the nerve, artery and vein. The BVN is responsible for vertebrogenic back pain, which is a form of anterior column pain characterized by low back pain worsened by flexion and sitting. It is diagnosed via MRI using the Modic classifications. Modic type 1 (edematous), and type 2 (fibrofatty end plate) changes can be seen in this disease. It can be difficult to distinguish vertebrogenic from discogenic pain due to the fact that the sinuvertebral nerve (SVN), responsible for discogenic pain, crosses paths with the BVN. However, with MRI and an anesthetic discogram, it is possible to determine the etiology and choose the right treatment. Finally, we discuss the steps of the procedure. Dr. Clerk-Lamalice uses an 8 gauge needle via a transpedicular approach, as is common for other spine procedures. He ensures the probe is positioned in the center of the vertebral body, parallel to the endplates. The nerve is ablated for 15 minutes at 85 C. The procedure takes 45 minutes, which includes an epidural steroid injection to bridge pain control during the periprocedural period. Patients usually go home within one hour after the procedure, and begin to experience the results within a couple days. There have been two trials for BVN ablation, which have made this intervention the most minimally invasive and evidence-based treatment for vertebrogenic pain. These studies indicated 25% of patients had a 50% reduction in pain, while 75% of patients had a 75% reduction of pain. Within that 75%, 30% reported being almost entirely pain free. To date, the study has followed participants to 8 years, and the results show the treatment is durable. --- RESOURCES Ep 210: Modern Vertebral Augmentation https://www.backtable.com/shows/vi/podcasts/210/modern-vertebral-augmentation Ep 94: Spine Interventions https://www.backtable.com/shows/vi/podcasts/94/innovation-in-spine-interventions Relievent device for BVN ablation: https://www.relievant.com/intracept/procedure-details/ Find this episode on backtable.com to view the full list of resources.

JFH founder John DiBiase and podcast host Chase Tremaine settle in for a lengthy, in-depth, tangent-filled conversation about the super smash hit movie Super Mario Bros., other Nintendo properties, the difficulties of video game adaptations, and the art of film criticism. Follow them on Letterboxd: John @crossthestreams and Chase @oursbyaccident. This episode is sponsored by BVN, whose new album A Minute of Your Time is available now. Click here for more information. The JFH Podcast is hosted and produced by Chase Tremaine and executive produced by John DiBiase and Christopher Smith. To meet the people behind the show, discuss the episodes, ask questions, and engage in conversations with other listeners, join the JFH Podcast group on Facebook.

Alumni Morgan Debow and Emery Shaw come back to BVN to talk to Sophie and Isa all about their college experiences. There was a lot to catch up on such as college volleyball, roommate situations, relationships, sorority life, and life advice. In the end, we play the word association game (Thank you BFFS podcast for the idea) with teachers at BVN... GO LISTEN!

Our guest in this episode is Brian Clohessy from BVN Architects in New South Wales. Brian is a registered architect and head of people and character at BVN leading the development of the practice's vision, strategy and structure for all things people-related. Brian shares how BVN approach the issues of gender equity within their practice, how leaders and staff should talk about their capabilities, competencies and skills, and how mental health can be affected by career progression. This interview is conducted by Sally Hsu who is an EmAGN representative based in New South Wales.

Meritt Palmer and Kate Jehlik come on the podcast for episode 1 of season 2. We talk about senior spring break, BVN cheer, past boyfriends, college and senior year. At the end we play a game about red flags.

...and the data to back it up Esme Banks Marr Strategy Director at Architecture BVN joins Bold Founder Caleb Parker for the 10th episode of Season 6 to discuss Change in the Workplace.  They discuss what people want from their workplace, if corporate real estate needs to change how they communicate the benefits of the office and how buildings are accommodating the change that's happening. Esme shares insight into office customer preferences, workplace needing to offer employees better than what they have at home, and that an inclusive workplace now means looking at your age groups and understanding the differences.  Connect with Esme Banks Marr https://www.linkedin.com/in/esmebanksmarr/?originalSubdomain=uk#experience-section https://twitter.com/esmebanksmarr Connect with Caleb Parker on LinkedIn  https://www.linkedin.com/in/calebparker/ If you have any questions or feedback on this episode, email podcast@workbold.co Value Bombs: The average home supports the average employee better than the average office. - Esme 71% of employees actually prefer working from home. - Esme Some organisations are pretty fixated on trying to create offices that tick every single box but that's an almost an impossible task because across the board we have had the taste of freedom and flexibility. - Esme There's a power shift from employers to employees. - Caleb Employees need a workplace that's on offer to them to be better than what they have at home. They need it to support the things that the other doesn't. - Esme Employees want more than anything to be taken on the journey, or at least have the option to be part of any change that's about to happen or is happening. - Esme Media is to blame for putting the office against home. - Esme We in commercial real estate need to be the champions of good company culture. - Caleb The future is flexible. - Caleb Resources: Podcast: WorkingIt Shout Outs:   Leesman Alejandro Stevens Legos   Daniel Kahneman  Richard Thaler Keywords: Workplace, Office, BVN, Leesman, Future of Work, Caleb Parker, Esme Banks Marr About Our Guests:  https://www.linkedin.com/in/esmebanksmarr/?originalSubdomain=uk#experience-section https://twitter.com/esmebanksmarr  Esme Banks Marr, Strategy Director at Architecture BVN  Esme is a critical thinker whose expertise lies in interpreting multi-layered evidence. When it comes to workplace performance, employee experience, design, and wider business intelligence, she joined BVN last year as strategy director of work in place to support their growth in Europe.  Starting her career in communication, specializing in the built environment as me supported service providers on their brand, within the wider workplace ecosystem. This gave her insight into the entire workplace change life cycle and a multitude of disciplines. Her main interests are in how data can inform design and how communication plays a role in workplace change. Very important, considering the change that's happening today. Esme keeps herself at the forefront of the global workspace discussion and has been a regular commentator on the future of work, both writing and presenting. She ran the communications for global employee workplace experience, assessor Leesman, which we'll hear more about in a little bit. She did that for several years before moving in-house to support content and client-side projects. She's a board member of the emerging workplace leaders' group in London and has collaborated with a number of industry publications, the work tech academy and the World Economic Forum. About Our Host: Caleb Parker https://www.linkedin.com/in/calebparker/ Caleb Parker is an American entrepreneur in London, and Founder of Bold (acquired by Newable/NewFlex in 2019).He believes in "challenging the status quo" and is a champion for entrepreneurial and innovative thinking. Caleb has served as founder, Board member, advisor, investor and consultant to numerous startups and small businesses, and has a keen focus on innovation and technology, with interests in the MICE market, Space-as-a-Service, and the future of work.Caleb has been a guest lecturer, speaker, and moderator for topics such as entrepreneurship, the sharing economy, the future of work and commercial real estate at academic institutions and large corporations. He regularly takes the stage at numerous trade conferences as keynote speaker, MC, host or facilitator.Earlier in his career, Caleb was named one of Savannah, Georgia's “40 under 40” business leaders" in 2006 after launching two successful small businesses in the city's booming hospitality industry. A year later he moved to Washington, DC to join the The Regus Group DC management team. In 2009, Caleb co-founded a flexible workspace consulting firm where he brokered flexible workspace and advised businesses on agile working strategies.Caleb is one of the first licensed commercial real estate agents to speak on the flexible working trends and the rise of flexible workspace, and has been quoted in numerous publications. Timestamps [05:30] You've had an impressive resume and clearly a unique perspective on the change that's happening in the workplace and its effect on demand for office real estate. I want to set the stage for this conversation by discussing Leesman. What is Leesman?  Leesman is the world's leading independent assessor of workplace experience. They got this status by measuring the experience of close to a million employees in their places of work and since the onset of the pandemic, more than quarter of a million employees in their homework. [06:30] Considering the time you spent there, you have a lot of insight into office customer preferences therefore there's a lot that we can glean from that data, including some conflicting bits of data. What do people want from the office? Leesman assessment uncovers; what employees do in their roles, the activities that are important to them in those roles and how well each of those activities is supported, but it also looks at the physical and service that are most important to that employee experience. The collective data is then aggregated into a database and it's mined for research purposes and it's all open source. The average home supports the average employee better than the average office. There's a 20-percentage point difference when it comes to an employee feeling productive in those respective spaces. Research that came out from YouGov released a similar figure of 71% of employees actually prefer working from home. 39% said they wanted to work from home forever.   [10:50] If the average is happy working from home, why are they going to come into the office?  They need a workplace that's on offer to them to be better than what they have at home. They need it to support the things that the other doesn't.  Some organizations are pretty fixated on trying to create offices that tick every single box but that's an almost an impossible task because across the board we have had the taste of freedom and flexibility.  What is lacking the most for employees when working from home relate to things like connection to colleagues and connection to the actual organization itself, and the ability to learn from each other.  Being inclusive in terms of workplace now means looking at your age groups and understanding the differences. For example, the younger generation has suffered the most with working from home. They've suffered the most with feeling connected, they've suffered the most with the ability to be physically active while homeworking and they're the group who are the least likely to have a dedicated workspace at home.  [13:00] I know how important communication is to you. It's been your career. Do you think corporate real estate needs to change how we communicate the benefits of the office?   Media is to blame for putting the office against home. If we're to change for the better as an industry, we need to look at this together collectively. I wonder if commercial real estate has as an opportunity here to come in and save the day. If they're prepared to talk differently and act differently, it's going to be easier for corporate real estate and our kind of workplace that falls within that to truly kind of change and innovate. People are going to have to do something different and unconventional with the industry and with their spaces if building occupancy fluctuates as much as we all expected to. [17:45] In your role at BVN, you're working with a lot of developers and a lot of landlords. Are there any trends that you can talk about and how do these buildings need to change to accommodate the change that's happening? Many developers are carving space in almost all of their buildings to do something flexible with it that not one tenant is necessarily going to take. BVN have such an approach to sustainability that I really just haven't seen on that scale here yet. [18:50] Can you tell everyone who BVN is?  BVN are an architectural practice that is based in Australia. They have a studio in New York and one in London. The headquarters are in Sydney but there are is a studio in Brisbane as well.  They've been at the forefront of a lot of workplace projects in that part of the world for many years. They think far wider than workplace and a lot of their projects are actually in defence and in healthcare education. What I have loved so far is the collaboration across teams who look after those different types of projects.  [20:35] Quickfire Questions  Who do you go to for inspiration?  Financial Times launched a podcast called WorkingIt  Old behavioural economics theories - Daniel Kahneman and Richard Thaler  If you could wave a magic wand to change anything, when it comes to our industry right now, what would you change? For everyone to remember that good culture does take time to build and become to be authentic and it truly needs to reflect the people who make up your organisation.  Appreciate that this might have shifted the past two years. What is your favourite holiday destination? Any European city - Paris  I'm big on kind of a quick refresh and quick kind of experience with something a tiny bit different, not too far. I like those kinds of four- or five-day trips. I get a little crazy sometimes when I've been in the same place for too long.  Sponsors Headline Sponsor: TSK TSK creates inspiring workplaces for some of the world's biggest brands across the UK and Ireland, They've been working for 25 years to deliver the best employee experiences and the vision of their clients. Not only do they create great places to work, TSK share workplace content every week from the latest data to inspiring spaces they've designed and built. You can read their latest insights at www.tskgroup.co.uk or check out their LinkedIn and Instagram pages to become a follower, fan and friend. Fortune Favours the Bold Bold merges property management & Space-as-a-Service to drive asset value and help office customers grow faster. Now part of NewFlex (www.workbold.co)  Future Proof Your Portfolio with NewFlex NewFlex delivers and manages a range of branded solutions for every type of building, in every type of location, for every type of occupier. Including the flexibility to develop your own brand. All enabled by flexible management contracts where we are invested in making money for you. (www.newflex.com) Launch Your Own Podcast Kopus.com is the leading podcast production and strategic content company for brands, organisations, institutions, individuals, and entrepreneurs. Our team sets you up with the right strategy, equipment, training, and guidance and content to ensure you sound amazing while speaking to your niche audience and networking with your perfect clients. Get in touch jason@kopus.com Subscribe to the #WorkBold Podcast https://workbold.co.uk/podcast/

The Learning Connection will be a resource for all families, from those with children entering early learning to those with graduating seniors. The resource allows Blue Valley to engage with the community on a regular basis and serve as an additional platform to expand families' knowledge about the district's learning and teaching initiatives and operations. In this episode of BV unmuted, Executive Director of Curriculum, Instruction and Innovation Kelly Ott visits with Director of Career-Ready Programs Adam Wessel and BVN junior Cameron King. They focus on the opportunities available to students in the area of Career-Ready Programs, including Cameron's experience in studying Welding and Metal Fabrication.

Anyone who is involved in the fight against the climate crisis knows the familiar frustration at how there aren't system-changing requirements in place already. But there are companies that are consistently driving the push for this kind of foundational structure change, and BVN Architecture is one of these inspiring groups in Australia. Today we are speaking to Ninotschka Titchkosky, co-CEO of this leading architecture firm, who is here to share their vision of the future: smarter, more creative, and better for the planet! BVN's core purpose is to design a better future through re-imagining the built-world using sustainable, innovative and regenerative experiences. We dive into the four pillars on which this future trajectory is based, which are regenerative practice, to eliminate waste, accelerating advanced technologies, and inspire and influence. In this episode, you'll hear all the incredible ways in which they are already well on their journey of personifying these practices. The listener will hear about some examples of the firm's use of new and advanced technologies and how they've changed the way that BVN operates, as well as some innovative thoughts on the evolution of fees and pay structure in the architectural space. We also touch on how they recently became Climate Active certified, and Ninotschka shares the details of the systematic approach that moved them beyond carbon neutral into being carbon positive. She also shares her take on the importance of incentivization, leadership when it comes to contracts, the living architecture model, and finally reiterates that keeping things simple is the best way to get lots of people behind the fight to save the planet. Join us now for this inspiring conversation!Key Points Points from this Episode:Get to know today's guest, Ninotschka Titchkosky.What is the BVN journey? Ninotschka unpacks their past, present, and future.Experimenting and implementing new technology in-house before showing clients.BVN's new vision, and the four pillars on which it's based. The definition of a living architecture model, according to Ninotschka.Evolving how the fee structure works for architecture. Some exciting VBN projects that optimize materials, eliminate waste, and create collaborative spaces.About the 3 step process of getting the company carbon positive.Addressing the huge waste problems in the construction sector.How government needs to show leadership around contracts.Ninotschka's take on the global approach to tackling the climate crisis.How we don't have enough incentives for designers and contractors.A walk-through of the goals and design for the Atlassian headquarters.How it's important to not overwhelm everyone with the complexity of the problem.How keeping things simplified will make it easier for more people to get involved!  Quotes:“It's about being able to experiment, and the best place to experiment is on yourself.” — Ninotschka Titchkosky [0:02:55]“We get enamored by all the shiny new stuff but actually we've got a huge sleeping problem which is the existing building stock, and we can't have a knock-down mentality, we need to have a reinventing and adapting approach.” — Ninotschka Titchkosky [0:16:46]Links Mentioned in Today's Episode: Ninotschka Titchkosky on LinkedInBVN ArchitectureUniversity of SydneyAtlassianCirculistHost Nick GoniosP

Kevin O'Brien is a Brisbane based architect. In 2018 he joined BVN as a Principal, becoming part of one of Australia's largest and most highly acclaimed architectural practices. In 2017 he became the Professor of Creative Practice at the School of Architecture, Design and Planning at the University of Sydney. He is a former Board member of La Boite Theatre, and the Institute of Modern Art in Brisbane. Kevin is passionate about the arts. He collaborates broadly within the visual and performing arts sector as well as his creating his own works. He has produced set designs for Queensland Theatre Company, La Boite Theatre and Moogahlin Performing Arts, and installations for Urban Theatre Projects, Bleach Festival, the Sydney Festival and QAGOMA. Exhibition designs have been completed for the National Gallery of Australia, the National Museum of Australia, the Queensland Museum, the Institute of Modern Art, and the Venice Architecture Biennale. Of specific significance is the Finding Country project that began in 2005 and continues to this day as a guide for practice, teaching and thinking about architecture and its relationship with the Aboriginal concept of Country. In 2012 this endeavour took the form of the Finding Country Exhibition as an official collateral event of the 13th Venice Architectural Biennale. The central artefact of the exhibition was an 8m x 3m drawing of Brisbane containing 44 grids emptied by 50% to reveal an argument for the form of Country. The drawing was burnt on the opening night as a performative act demonstrating fire as a tool of Country. Kevin's current focus is on the development and demonstration of a Designing with Country methodology that seeks to locate people in settings that enable a sense of belonging to (as opposed to owning) Country. Blak Box – travelling sound pavilion. Sound and light works by Indigenous artists to connect visitors to stories of the Country it is located on Finding Country Exhibition, Venice Architecture Biennale 2012 – 8mx3m drawing of Brisbane emptied by 50% to reveal an argument for the form of Country.

An exposition on Isa Pantami as an Islamic extremist.

On this episode Laolu, Furo, and Nosa discuss Twitter setting up an office in Ghana, AppZone's recent $10 million raise during their series A after 11 years and their plan to expand across more African countries, and what the NIBBS and SEC regulatory directives on BVN and foreign trading respectively mean.—Follow us @OpenAfricaPod on Twitter and Instagram and tag us in your conversations! See acast.com/privacy for privacy and opt-out information.

The Minister of Communications and Digital Economy, Dr Isa Pantami on has said the National Identification Numbers database is superior to the Bank Verification Numbers.Dr Isa Pantami explained that he briefed the National Economic Sustainability Committee, headed by Vice President Yemi Osinbajo on the imperative of replacing BVN with NIN.Dr Pantami argued that while BVN was only for account holders with various banks, the NIN is for all Nigerians, irrespective of their status.Dr Pantami argued that the National Identification Number is established by law.

Let's talk about two protests planned for Saturday at the Lekki Toll Plaza. Then let's talk about Isa Pantami's comments about NIN and BVN. And then, let's talk about the lawsuit against the CBN over cryptocurrency. #NigeriainfoHF| @SEzekwesili

Let's talk about NCDC's warning that COVID cases will soon overwhelm hospitals. Then bandits collecting protection money in Niger State, and residents of Bonny protesting over pirate raids. And NIMC saying that if you got your NIN through your BVN, you still have to go register

Adrian Spence is the Director of Richards & Spence Architecture. Adrian graduated from the University of Queensland with a Bachelor of Architecture in 1996 and have practiced in his hometown for over 20 years, including BVN and Donovan Hill. Following this, Adrian and his partner, Ingrid formed their own architecture firm in 2008, Richards & Spence. Richards & Spence is a multi-award-winning architecture studio that specializes in the creation of built infrastructure as a catalyst for civic interaction. Their practice is broad-ranging from bespoke furniture commissions; to houses and restaurants; and larger-scale retail, commercial, residential and mixed-use developments. Over the past decade, the practice has been instrumental in the development of the James Street precinct in Brisbane’s Fortitude Valley. The highlight of the precinct is the largest and most ambitious building, The Calile Hotel, which was completed in 2018 and was awarded a High Commendation of the Think Brick Awards in the following year. Richards and Spence also won the Kevin Borland Masonry Award of the 2014 Think Brick Awards with their stunning project, Clayfield House. In this episode, your host Elizabeth McIntyre will chat with Adrian Spence to dissect the history of his personal and professional experiences, and the story behind the development of James Street precinct, Brisbane’s ‘foremost retail and lifestyle precinct’.  Listen to this episode to explore more about the following: What influenced Adrian to pick architecture as a profession His first project for Brisbane International Airport working in document control How Adrian began his own architecture firm, Richards & Spence Architecture in 2008 How Adrian and his partner, Ingrid approached architecture as a team and how they handled conflicting perspectives Adrian’s design philosophy with brick as a building material How Adrian transformed the James Street Precinct from a collection of dull industrial buildings to a lively and bustling neighbourhood The challenges during the development of James Street Precinct How continuing to build upon James Street Precinct’s identity through the development of Calile Hotel has reshaped Brisbane How his favourite brick building, Grundtvig's Church in Copenhagen, has influenced his architectural approach Adrian’s experience as a Think Brick Awards juror Mentioned in this episode: Richards and Spence James Street Precinct The Calile Hotel Grundtvig's Church Think Brick Awards Awards Showcase Follow us and Adrian Spence on social: Richards and Spence Instagram Think Brick Instagram Think Brick LinkedIn Think Brick Facebook  

Abubakar Suleiman, who is the Chief Executive Officer and Managing Director of Sterling Bank, is certainly the most interesting banker in Nigeria. In this conversation, we explored the nature of the relationship between business and government - with focus on regulation and the cost of compliance - and the thing that needs to change in that relationship.TranscriptTobi: You're listening to Ideas Untrapped and today I am honoured to be speaking with Abubakar Suleiman who is the MD and CEO of Sterling Bank. He's a man I respect so much and a very interesting thinker. You're welcome.Abubakar: Thank you.Tobi: I'll start with a basic curiosity which is if we go back, say, about a decade ago from the banking crisis that we had where it started globally, but it changed the financial landscape of our economy, so to speak. In your view, what are the most enduring legacies of that experience? Because, for me, one thing that I see (and I'm open to being wrong about this) is that it expanded the regulatory role and the oversight of the Central Bank in a way... because it had to step in, do a clean-up of the system, provide liquidity and I believe there are costs to that which are kind of feeding into the system now...what are your views on that?Abubakar: Sometimes it's difficult to argue that the lesson from a decade ago where was really learnt. You'll see behaviours that suggest that we may have gone back to business as usual. But in one area where we have not reversed completely the changes that were imposed on the system is actually in the cost of doing business and the cost of compliance. So, from a business perspective, I think of it as the cost of compliance. The most obvious one is that the scale of capital that you need now to play in financial services has suddenly been ramped up. And so if you were here in 2004 or 2005 before the consolidation, you could very easily start a banking business with 2 billion naira. Today, it would be risky to start it with 10 billion even though that is the minimum requirement because you will immediately understand that that would be operating on the edge, so those are [the] fundamental policy changes that have happened. And when we moved into the crisis, those then became even more central to how regulators operate.The other thing that then happened is on the back of the AMCON intervention, the cost of remaining in business was also immediately ramped up. So, if you understand that the minimum target return for a financial service starts at 1 percent, but you pay close to 0.5 percent in charges for the AMCON resolution, for instance. You then begin to see that the cost of remaining in business for banks never reverted back to what it used to be. And this is particularly interesting because the deposit insurance is still there and it's still being paid for and unfortunately it's not one or other, it is actually both. So you're right, there has been, from a commercial perspective, a significant increase in the cost of doing business and the cost of compliance. But from a regulatory purview, I don't think the regulators in financial service as ever been as powerful as they are now and it's across the world. Sometimes you might say is justifiable given the circumstances we've gone through, but you're right, there are economic consequences for such power. And where they are properly used it could save the day. So, for instance, in the United States, the TAP intervention literally saved the American economy and we have similar intervention in Nigeria too. But at the same time, it also, sort of, created risk-taking appetite that was not consistent with the returns in the market. So you have so much liquidity in the market that people then effectively started to take far more risk. So, it is not without consequences.Tobi: This got me thinking about the relationship between big businesses because, obviously, the capital required to be in the business of banking is quite high, there are no SMEs in banking, as they say. So, the relationship between big businesses and regulators, the government, generally. It seems to be a one-way relationship, like, regulators always have the bully pulpit, they always have the power to change the game. Whereas I think, in a way, big businesses should have some leverage in that relationship to have some kind of balance between risk and social protection. So, what's wrong with business lobby being progressive in Nigeria? We seem to always be faced in one direction. Abubakar: I think the way to understand this problem is to look at the regulator and the DNA of the regulator. The average regulatory institution today was reconstituted under the military era and despite the fact that we've now become democratic, the thinking and the leaning of most regulators is that of absolute power. And because the opportunity for redress through the legal process is not quite as straightforward, businesses are forced to avoid confrontation. So primarily leveraging on the power that they accumulated for themselves under military rule and the existing relationship between the public and the private sector which, sadly, is certainly not one of two parts of a pair, but more of [a] father-son relationship. That kind of relationship does not allow for the kind of engagement that would lead to collaboration. So what we see are, the government that is more of a lawgiver and we are takers. The average small business is either a vendor to a much larger business or a supplier. Very rarely is a small business whose customers are other small businesses or just the consumer. There's some level of dependency on big business. - ASNow, is that justified? Absolutely, in some cases it is. We've seen instances where private sectors have abused the opportunities and they've created problems, often with the collaboration of people in government, but that's true. And that then empowers the government to sort of push the frontier of regulation further. But, is that positive? My sense is that it is not. I keep saying this that over 80 percent of the resources in this country is still in the private sector. There has to be an understanding that programming the private sector to solve social problems is the fastest way to get resources into the economy, and I don't think that is happening enough. I think, today, we have a situation where we still believe that the 10 to 15 percent of GDP that passes through government is how we solve the big problems and it is not.Tobi: That's an interesting angle - [the] private sector and problem-solving. One thing I don't hear very often especially when it comes to business regulation or we are talking about driving investment, there's a lot of SME talk and that is justifiable, everybody starts small at some point. But there is a lot less emphasis on the role of big businesses which I think matters - they are large employers, they certainly have the capacity to invest in a meaningful way. It seems like something that when properly incentivized can have an immediate and even a big impact. So why is policy (at least publicly) so focused on SMEs? Whereas I think you've also expressed that same view at some point that even most small businesses depend on big businesses to survive. So, is it about signalling or is it about social justice? I don't know, why is big business not on the agenda? Abubakar: You're absolutely right. The average small business is either a vendor to a much larger business or a supplier. Very rarely is a small business whose customers are other small businesses or just the consumer. There's some level of dependency on big business. And it's difficult to say with certainty why the discuss and the engagement with big business is so antagonistic. And I think it is antagonistic. But I think a part of it is that we've equated big businesses with rich people, with the elite, and they are not in high demand right now. From the political space, those who are successful are somehow deemed responsible for the state of the economy. It is believed in some circle that their businesses do not lead to social progress. And it may be true in certain cases, especially for people who are rent-seekers and a lot of Nigerian big businesses are rent-seekers. But it's not always true. There are lots of big businesses that create real employment and enable other people to succeed. So if you ask me, I think, there is a part of it that has to be [that] the businesses themselves must reconfigure to be more impactful so that people start to see big businesses as sources of growth and progress for the country, I think that's important; and this is not about some CSR communication gimmick, this is about actually running your business in a way that creates real impact in a society, I think we need to do that. I have a rule of thumb. I believe that for every big business, there are a hundred small businesses that survive because of you at the minimum. If that rule of thumb is true and it's probably even more than that, then the way to get small businesses to grow is to ensure that the big businesses function properly. And what do big business[es], what do they really need? What are they asking for? They're not asking for money from government. All this idea of throwing money at them is not the solution to the problem, it is just another opportunity for the market to be distorted. What they need is for the government to create a seamless process for them to remain in business, to start and remain in business. Seamless process means - reduce the point of contact between people who are tax collectors, fee collectors, rent-seekers, all kinds of people that don't create any economic value but are supposed to somehow monitor those who do.I'm not saying they shouldn't do the job but reduce the point of engagement to the minimum possible, reduce the cost of that engagement to the minimum possible, create transparency around that process. If you do that, big businesses don't need you to give them discounted financing. Discounted financing because it can never be given to everybody fairly and equally, is a way to distort the playing field. What can be given equally and fairly is good policies, simpler policies and to some extent where infrastructure is required that can benefit every producer equally, then do that. Let's put all of this money that we are putting into trying to solve private-sector problem which is access to capital, let's use it to solve public-sector problem which is access to infrastructure. So, that is how the government can start that relationship while the big businesses themselves must commit to running their business in a manner that is socially impactful and contributes to economic progress. Tobi: Thinking about that I see a sort of chicken and egg problem. Looking at the classic dilemma of a political economy which is the knowledge and the incentive problem - if you're trying to solve a problem, do you have the knowledge to solve it? Are you properly incentivized to solve that problem? Right now, currently, and this is my opinion, is that we have a policy regime that actually believes it can allocate capital more efficiently than the private sector. I think that's false, that's my view. Now, who has to move first to really...Abubakar: To get started.Tobi: Move the needle? Do big businesses have to demonstrate that 'oh, yeah, we're better at this' or is it still about government understanding that, oh yeah, there are actually people who are properly incentivized and who have the knowledge, who are on the front lines to solve this problem?Abubakar: Well, if you think of the question in terms of government versus private capital, which is what it really is, then you'll understand that the government is in a disadvantaged position, especially when you think of private capital in its global form. Because the government has so little of it and doesn't have a lot of time and has a lot of pressure point and therefore their need for private capital is far more pressing than the need of private capital to operate in Nigeria. Because, again, private capital as other alternative destinations where the circumstances are being improved for them. So if you go to Ethiopia today you'll see what has happened in Ethiopia in a very limited amount of time or you go to Ghana too and you see what has happened with private capital coming into Ghana. So the government sadly may not accept this but they need to move first, and in moving, what we are asking for in moving is just give people predictability. Give people predictability, give them a sense that the rules by which they start an engagement would remain in place for a reasonable period of time, so it's not a huge move that we are asking of government. The question as to whether it's a chicken-and-egg thing is that it is a chicken-and-egg thing to the extent that Nigeria is 200 million people and therefore a potentially vibrant market. But it's not very attractive if the terms of engagement are not improved very very quickly. So I'm not sure that the pressure is on private capital to come into Nigeria at all cost, I think the pressure is on [the] government to attract private capital. Now going to incentive, the government needs to understand that their number one incentive is to create employment above all else. Without creating employment they don't even have a viable country to run. All the security conversations we're having are economic conversations, so therefore if the government understand that they are incentivized to create employment and they recognise that even in the best of countries at least 80 percent of the workforce, most likely 90 percent, work for the private sector. Therefore, they must then incentivize [the] private sector. And the way to incentivize [the] private sector is to attract private capital. And it's not just about foreign capital, it's also about local capital. It's about Nigerians that own real estate out of this country because they don't think that [it] can retain value by staying in, giving them a reason to come back because they can see a profit opportunity. And a way to then use private capital to create employment is to create ecosystems where you take the big business within an ecosystem and then you create [an] opportunity for the small businesses within that ecosystem to support the big business. So for instance, if you take the Dangote business model where the Dangote cement is a big successful business but it has thousands and thousands of distributors who are then small businesses. Right? And that model can be replicated. If you take a banking franchise like Sterling Bank, our agent banking business as over 15,000 people who are deemed small businesses who were operating as a result of what we do. This can be replicated over and over again and we need to understand that as the basis for creating employment. Unlock value through infrastructure, through policy and through the big capital and then allow the small businesses to take off from there.All this idea of throwing money at them [big businesses] is not the solution to the problem, it is just another opportunity for the market to be distorted. - ASTobi: But do we have the right systemic balance for that? Because I think about this a lot and we have this phrase "patient capital" and all that. So it makes me think about the investment game in emerging markets generally...is there a tension between social impact and long-term returns and immediate gains? Like, if I own a bank, what's stopping me from lending to an oil firm that has an exploratory licence than to put it in a business that has a twenty, 25-year return timeline but possibly with a bigger impact, because the total number of jobs that are created in the oil sector cannot even move the needle on the scale of the employment need of the country. So is there a tension between instant returns and long-term impact especially in the emerging markets, developing country context?Abubakar: I have two perspectives on this. The more obvious one is the conversation around incentives and what people respond to. But the one that is often ignored is the conversation around information because what we deal with in finance is really information. And the quality of the information improves as you get closer to [a] specific point in time. As you move further away from now into the future, as you gain duration information is impaired and so there's less clarity. For instance, if I have a 90-day transaction, the quality of information that I have, the quality of forecasting, the quality of control that can exist in a 90-day transaction is far more superior than if I had a three-year transaction where a lot of the parameters can change. So that information quality is one of the things that drive people to invest in trade, import-export, rather than, for instance, in a start-up (where your information quality is disperse). If I'm making an investment in a company that already exists, that has a CEO with a history and I can evaluate that is different from making an investment or funding someone who does not have a history as a CEO. So it's that formation quality. One of the things we must do therefore to make a 25-year impact organisation as attractive as a short-term asset-heavy organisation is to close the gap in the quality of information.Interestingly, one of the ways to close that gap is to have policy certainty. So if I'm making an investment that is 5 years and I don't know what the government is going to be after 2023 and I don't know what is sacrosanct, which of the policies are sacrosanct that will not be altered by a new government, if I don't know that, how do I make that investment? How do I confidently, as a lender, tell my depositors that I'm going to make a bet on the company based on a policy that has been put in place by the government of today knowing that there will be a change in government and I don't know if the new government will uphold that policy? So it's down to how do we reduce uncertainty in our systems? And it's not done by a lender, it is done by the government, it is also done luckily for us because we have technology now, we must invest in data. We must invest in collecting data, we must invest in digitising existing data, but more importantly, we must invest in integrating data. Because what that data does is it removes uncertainty or reduces uncertainty and makes it possible for whether it's an equity investor or a lender to put money behind impact long-term business. It is generally believed that those impactful long-term businesses actually generate better economic returns, but you cannot make those bets without higher-quality information. That's the one side of it. This issue of incentive is actually rather mundane, if you'd ask me, it is what do you pay for? So you ask me to publish my performance every quarter, that's the law if I'm a listed company today, every quarter I have to put out my numbers. So I wake up in the morning thinking the quarter is coming, what is going to give me the best return for that quarter? I'm not going to go to my shareholders and say 'I've got something that's going to do really well in two years time, so please ignore this quarter performance.' Shareholders are not listening to that. So we have created a system that actually encourages us to stay focused on the short-term. The same is also true of the way employees are rewarded, the way management is rewarded. So most management reward is a monthly salary plus an annual bonus scheme, and so your focus is how do I ensure that we meet the monthly numbers so that we get the monthly salary and then how do I ensure that at the end of the year we deliver a profit? Some of the most impactful investment long-term do not give you that especially when you've got a tenure and you want to make as much for yourself as you can within the period in which you are in play. Whereas, if you had long-term reward system that says that you can build on to this but this is your equity in it, you cannot take it out, you'll get 20-year period to earn on the equity or you'll earn part of the profits of the future, those are the kind of conversations that are not normal in boardrooms today. Can I have a conversation that says 'look, I'm going to work on this company, I'm going to give up part of my immediate compensation but I want a share of profit for five years after I have left the system?' That kind of conversation would mean that I would take decisions today, that doesn't yield profits today, but has [a] much more higher return in the future.So the conversation is real, incentives are real. And finally on incentive, we have not incentivized regulators in any way. They are incentivized for zero error. Right? Essentially, they are the exact opposite of risk-taking. So what they're doing is they're limiting risk-taking as much as possible because as long as there are no risks taken, they then have done their job. And at the end of the day, their return or their salary is not tied in any way to the performance of the sectors that they regulate. So incentives are also sorely missing in the regulatory space.Tobi: You hit upon a very interesting perspective in my view which is regulation reducing information asymmetry. Because I've long thought that part of the problem with the way our economy is regulated and which obviously affected the evolution of our political economy is that the business space is not permissionless enough. So, like, if you want to invest, if you want to take risks or you want to start a business, you first (especially if you want to do it formally)... you have to think about what does the environmental allow? And that lets you control for a lot of things. You adjust for a lot of things. You cross out a lot of things and at the end of the day, it reduces the feedback that comes into the entire system because there's a lot of things that you should be doing that you're not doing because you're thinking of what does the environment allow? How do I not lose money? How do I not lose my skin? How do I confidently, as a lender, tell my depositors that I'm going to make a bet on the company based on a policy that has been put in place by the government of today knowing that there will be a change in government and I don't know if the new government will uphold that policy? - ASBut, the irony is that in the informal sector, it's not like that, except in the case of outright coercion. I mean, I can fry my chin-chin or take my buns and just put it on the side of the road and, yeah, maybe a few guys come and extract some rent, but there's a lot of forbearance in that area. Whereas in the formal sector where government actually can get some revenue, we've killed almost the appetite for risk because there's so much permission. You have to worry about a lot. You have to worry about taxes, even though you might not even have a properly documented book yet and it's an interesting...Abubakar: I mean, If I were to sum it up, the reward for formalization is very weak.Tobi: Absolutely.Abubakar: And the penalty for remaining informal is non-existent. So you are absolutely right. If you want to see businesses become formal, you have to insert reward into that process, not just cost. And some of the rewards might be access to capital, it might be access to a market, it might be access to support from [the] government, none of this is there. If you think about registering a business today, all you have is just a whole line of cost and as you become bigger the cost just scales up. We need to ask ourself ‘what is our relationship with our businesses, with the private sector?’ That relationship is broken. In some cases, it's almost disdainful how owners of private capital are treated by the people who should actually be supporting them, and we have to be frank about it. If you are not influential enough like a Dangote business, for instance...(again, I keep using that example because it's just a perfect example) where you can influence the process, where you can lobby for changes for your industry. If you're not like that, if you're smaller than that, what then happens is that you have no input into the process, you have to be again, a law taker and in many cases, these laws are clearly disruptive to your business. And for me, that's not how you're going to get the formal sector to grow. It's the reason why people stay informal. My final comment on this issue is that, if you want to solve a problem, make it profitable solving that problem. If you want businesses to become formalized, let it be more profitable to be a formal business than to be an informal business. The way it is structured today, unless your business becomes so big that you're almost compelled to formalize, there is very little motivation or incentive for people to build formal businesses.Tobi: It's an interesting point you made. The Economist Lant Pritchett had a very interesting paper on this problem. Like, we focus so much on the World Bank Doing Business Report, after a while, the World Bank itself came out with its Enterprise Survey and he sort of exploited the balancing of that data and it was an interesting finding that in developing countries, businesses survive by dealing. The rules appear the same on paper, but in practice, the environment still favour who can deal the most, and like you said, who has the biggest influence. Like, if you and I apply for the same construction permit, there is a variance in the amount of time it takes...Abubakar: Absolutely.Tobi: To get it. But the Doing Business Report just averages that and say 'oh, yeah, we've made progress because we've cut it from 15 days to 5 days.' Whereas in practice, the cut might be due entirely to the most influential businesses.Abubakar: Absolutely, and the average person is still no better off.Tobi: Yeah, yeah. It's interesting. I keep asking a silly question and I'm going to ask you again. One sector that seems to be doing really well (I don't have the numbers) is the tech sector in Nigeria and some parts of Africa. So here's the silly question - why is, at least openly, (why is) our financial industry missing entirely from that space?Abubakar: Interesting question. First of all, I don't believe there is a sector called a tech sector. I think when we start to think of tech as a sector we miss the point. Tech is just a tool that is being applied in many sectors, and obviously finance is one of the big places where it's being applied.Tech, again, must understand that they cannot build technology on nothing. It has to be something and in some cases they have to walk back and fix those things... You have to have those people building machines and basic stuff on which technology can then leverage. - ASTobi: Yeah.Abubakar: So once we have that understanding, then we can appraise tech in how it has functioned in agriculture, how has it functioned in telemedicine and in [the] health sector. And then we can say what is the ratio, for instance, of the tech-enabled output in [the] health sector relative to the traditional doctor and offices? That's when we start to evaluate how well it is doing. And when it comes into banking, financial services, I think that the tech companies in financial services are the banks, the others are the SMEs of banking. So the other tech enablers are just SMEs in banking. You just have to take a look at the data, not in terms of a what the customer transaction or deposit [is], look at the data in terms of tech investment, how much capital are the banks putting into technology today in one form or the other? And it starts with hard investment in data centre or operating investment in connectivity to soft investment in, not just the softwares that runs the core banking, but also to the locally developed softwares that are then customer interfaces and optimisation tools. When you think about the investment coming into technology in financial spaces, the banks are still dominant. And I mean this without [a] doubt. Are they cutting edge? The reality is that they are far more cutting-edge than it looks. Because if you think about it, there are four major aspects to technology in banking the way I look at it...the first one is payment and there's a lot of conversations around payment. The truth is that what we have is a few support technology for payments that have a larger than life coverage, so they look big. The biggest would be Interswitch today which is really to a large extent a bank-led investment. Maybe the next one is NIPSS which is not just bank-led, but bank-owned. These are two massive tech companies in payments and they're not without the bank input.Of course, you've seen a few others that have come on like flutterwave and they are doing a good job. But then you now need to move away from payments, right? Move into lending, and then you really look around, how much investment has gone into lending in the tech space? There's not a lot. There's been a few, quite loud, but when you look at it as a share of the lending space is very insignificant. For instance, we made a tech investment in lending, and in the first full year of operation we were able to receive 500,000 applications. Successfully processed over 200,000 and we lend to over 50,000 and the value involved was over fifty billion. You're not going to hear this conversation in the tech space. I don't know that there is any tech lender that has achieved this sort of volume. So it kind of tend to go under the radar because the bank is doing it. We've done it and it was the same level of efficiency, target turnaround time. So I think tech in banking, I don't know if banks are missing out... I think banks may not necessarily be well-positioned to benefit from the halo that comes from a startup or a bunch of young kids doing great stuff. And the reason why the rest of the tech outside banking seems so cutting edge is that it is a tiny slice of a really big pie. So they are able to really give their best to that tiny slice and it looks really good. But I'm doing payments, I'm doing lending, I'm doing investing. So I've built tech for investing either in collaboration for people that I invest in or internally like a double. Looking at wealth-tech, we're building wealth-tech that would also come into the market. And then when you move from investing, you now move into advisory where, really, there's not been any major tech breakthrough in advisory in financial services in Nigeria, and hopefully it will come up. But I would take a bet that it's more likely to come from a bank than it would come from a startup. Because it's all about data, it's all about how much information you have historically and how you can then translate that information into advice. So, I don't think banks are missing out. I think banks are actually the real tech in fintech, it's just that there is this desire to somehow discount the banking tech as if, for some reason, it doesn't count. But it does. Tobi: Okay, I'll be a lot more specific now. So I go to a pitch event or any of these startup things that they do. And you see VCs, you see people seated, stakeholders at the table, you don't see a lot of the banking sector represented. I mean, if the impact is as big as you say, I feel there should be a lot more visibility. Like, why can't Sterling Bank, for example, have a VC fund? You can call it whatever fancy name [cos] you want to make it media compliant. So I'm wondering, is it a demography thing or is banking just not sexy enough?Abubakar: I actually think that every serious bank in Nigeria as the equivalent of a VC fund internally. And I think all those events that you go to, we have the equivalent in our boardrooms every other month or every month. Those conversations are happening. I probably have more than two hundred people in engineering, in tech engineering working for me. I have maybe a dozen product managers. I've got all of those internally but I don't need capital from the external source because I've already got the vehicle called the bank that is able to attract equity capital. So when you see me go to market to raise capital, that's a fundraising for a VC right there. Or a PE firm doing fundraising right there. Whenever we take a decision on our budgeting to say we're going to spend half a million dollars in a particular aspect of our tech in our business, that is actually capital allocation going on right there. It's just not as sexy and it doesn't go with the same media coverage. But I'm making the argument that those tech investments are happening, so I'll give you a couple of examples. We are focused on education, it's one of the hard sectors, and we realise that being able to get affordable literature to people on an e-reader was an important part of our progress. We put the money down, made an investment and we've now built an e-book reader and we then have relationship to then deliver content to it to our customers, that is a tech investment right there. We took an opportunity to back Tremendoc , which is the telemedicine solution way before Covid-19, and we did that because we believe that telemedicine was the way to go. That is a tech investment right there. We are part of a consortium that formed AFEX which is the digital commodity exchange targeting their agricultural value-chain essentially the tokenizing both agricultural commodity as well as the input so that we can have [a] free and direct exchange between the producers and the final users, that is a tech investment right there. Obviously, we've built a digital bank from scratch that today, I would insist, is if not the only, is one of the few digital banks that can claim the status of a bank. We have a lot of digital payment systems, we have a lot of wealth-tech but we've been able to combine the payment system, we've combined the online credit or the digital credit process and we've combined it with an investment process, so on that, you actually get the different component of banking which is not just payment but intermediation. We built that and it's out there in the market. And in the first month or so of pushing it out, over fifty thousand people are on it. So, maybe twenty, thirty thousand are actively using it already. That's a tech investment right there.It is generally believed that those impactful long-term businesses actually generate better economic returns, but you cannot make those bets without higher quality information. - ASSo these tech investments are ongoing and in many cases, they're just owned by the banks, they sit in the banks. We hope that at a future date some of this investment will then be taken out for white labelling and as a support. I believe that at every point in time there are at least a dozen startup tech operations going on within the bank. And I don't think this is only about Sterling Bank, I think any serious bank is making this investment today because buying... not only is it not going to be customised to solve the local problem that we have, it's also very expensive to essentially grow with the market when you buy technology because every improvement is an expensive dollar-denominated cost. So I do believe that what you've described is happening, it's just happening in a more conventional, less exotic way. Because, again, banks still remain a highly regulated entity and therefore have to operate within the regulations.Tobi: I mean, from what you said, I thought something about the allocation of talent as well. So if you have 200 engineers working on your various technology products and platforms and you have product managers and of course being a bank, capital raise is quite easy, I'm not saying it's that easy, but... I'm building a startup, I'm not a bank, I'm struggling to raise capital and at the same time I'm struggling to find engineers, I'm struggling to find product managers and other forms of talent. Wouldn't a more open space between what the bank is doing in tech and what a lot of all these smaller startups today [are doing]... wouldn't a lot more synergy be more beneficial to the eco-system, generally? A situation where talents flow freely because, of course, if we go to the same labour market you'll be able to attract a lot more engineers and product managers than an uncertain startup. But I'm looking at a situation where not just capital but talent can flow freely between these sectors.Abubakar: You're right about the ability of the bank to offer a much longer runway because when it comes to startups, the most critical thing is your runway.Tobi: Yeah.Abubakar: No matter how great your idea is, if you haven't got the funding for the runway to take off, your not going to take off. So, banks offer that. Unfortunately, I don't think it is necessarily a positive thing when it comes to talent. The reason is that the banking environment has struggled to offer the sort of work environment that the tech ecosystem is used to. We have pushed the envelope and part of what we did was to set up a product organisation within the bank that operates with its own complete subculture different from the bank. Started with zero staffing and within a year, I think in a year-and-a-half, we're well over 40 people now working in the product organisation and they operate, obviously, remotely now. But even when they were operating from within the bank, they had their own space and their own subculture and we encouraged that. So that's one. I guess the challenge has always been banking is traditionally reluctant to embrace change. Some of the reluctance comes from the fact that a lot of people have spent decades in their lives doing things in a particular way and it's very difficult for them to see a different reality. The rest of it comes from the fact that we're highly regulated and every move we make requires multiple layers of approvals and understanding and so you cannot move fast. So to some extent, it's actually better for the tech ecosystem to operate at arm's length so that we don't weigh them down with some of our limitations. What they need to do more, however, is that they need to be selective in the problem they solve in a way that the problem [solution] enables the whole ecosystem. In many cases, I think they're trying to solve problems that, to my mind, are not priority problems. And you can only figure out what the priority problems are if you kind of engage with the existing operators as well as the consumers. So for instance, a bulk of the investment going into tech continues to go into payments. And yet in Nigeria, we have instant payment that is significantly secured, the losses to customers when using our payment system is next to zero. It's very limited. It is cheap. Payment in Nigeria is actually one of the cheapest around the world for an instant payment and to my mind is increasingly accessible which means that if you have over 40 million people with BVN, for an adult population that is just trending around 100 million. In fact around 80 million to be honest, we are further down the road and we realise. So when you're investing in payment, I have to question, where is the monetization strategy for that? Because eventually, the cost of payment or the reward for payment is going to tend towards zero. So they must choose fights that are, in my view, more targeted to value creation than value extraction. And the last leg is that tech, for me, needs to be built on something that exists. There has to be a real process, then you can then bring the tech to optimise that. We've seen instances where those real assets are lacking and people have decided to bring in tech, it doesn't end well. The best example, for me, remains those that went into ride-hailing, whether it is bike hailing or the Bolt and Uber. They assumed that there was an existing process on ground for moving people around and that they were going to use technology to optimise it. They suddenly realise that there were not enough bikes, not enough trained bike riders, not enough decent vehicles, the drivers that are available to be on Uber systems are themselves not service-oriented. So all of these real-life complications suddenly start to pull back the tech. Tech, again, must understand that they cannot build technology on nothing. It has to be something and in some cases, they have to walk back and fix those things. Which is why we have so many software engineers and very few hardware engineers and almost no real sector engineers...Tobi: Hmm.Abubakar: And they can't build on nothing. You have to have those people building machines and basic stuff on which technology can then leverage.Tobi: Thank you very much, Mr Suleiman.Abubakar: It's a pleasure. This is a public episode. Get access to private episodes at www.ideasuntrapped.com/subscribe

Pour le tout dernier épisode de la saison 2019-2020, une vaticination particulière vous est proposée… Tout en approfondissant, amplifiant et fortifiant notre fervente passion pour le culte du Black, nous allons entreprendre un ahurissant détour vers un tout autre genre musical, pareillement noir de méphistophélique potentiel, mais davantage élitiste, ésotérique et vilainement outrageuse pour les non-initiés et les pauvres d'esprit. Bouillonnant de haines misanthropiques, de sombres méditations existentielles, de désespoirs nauséabonds, de ferveurs ancestrales et d'anxiétés apocalyptiques, voici douze compositions de l'éternel génie des Noirceurs au cœur de la musique savante. ☩ LISTE LITURGIQUE ☩ 1. Carlo Maria Giulini avec la Berliner Philharmoniker et la Ernst Senff Chor (Allemagne) - Messa da requiem : 2, Dies irae « Tuba mirum » (de Guiseppe VERDI) 2. Charles Dutoit avec l'Orchestre symphonique de Montréal (Québec) - Carmina Burana : 1, « O Fortuna » (de Carl ORFF) 3. Anna Meredith et la Scottish Ensemble (Écosse) - Concerto no. 4 en fa mineur, op. 8, RV 297, « L'inverno » (de Antonio VIVALDI) 4. Nemanja Radulovic et Les Trilles du Diable (France) - Toccata et fugue en D mineur, BmV 565 (de Johann Sebastian BACH) 5. Georg Solti avec la Wiener Philharmoniker (Autriche) - Götterdämmerdung, WWV 86D, acte 3 : « Trauermarsch » (de Richard WAGNER) 6. Peter Oundjian avec la Toronto Symphony Orchestra (Ontario) - The Planets : 1. « Mars, the Bringer of War » (de Gustav HOLST) 7. Thomas Dausgaard avec Hetna Regitse Bruun, Peter Lodahl, la Dansk Nationalt Kor, la Dansk Nationalt Vokalensemble et la danske nationale symfoniorkester (Danemark) - Endens tid, BVN 243 : IV, « La Catastrophe » (de Rued LANGGAARD) 8. Olivier MESSIAEN avec Lise Arseguest (France) - Poèmes pour mi, no.4, « Épouvante » (de Olivier MESSIAEN) 9. Juan Pablo Izquierdo avec la Cuarteto Latinoamericano et la Carnegie Mellon Philharmonic Orchestra (International) - Black Angels (13 Images from the Dark Land), partie 1 « Return » : no. 13, Threnody III, « Night of the Electric Insects » (de George CRUMB) 10. Sir Simon Rattle avec la City of Birmingham Symphony Orchestra (Royaume-Uni) - Three Screaming Popes (after the paintings by Francis Bacon), for Large Orchestra (de Mark-Anthony TURNAGE) 11. Philip Glass Ensemble (États-Unis) - « Prophecies », dernier mouvement du documentaire Koyaanisqatsi (de Philip GLASS) 12. Valery Gergiev avec la Mariinsky Orchestra (Russie) - Suite scythe, op. 20 « Ala et Lolly » : II. « Tchoujbog et la danse des esprits » (de Sergei PROKOFIEV) (en fond)

Guest OverviewBill Dowzer is a Principal of Australian Architectural practice BVN; he has been involved in the design and direction of numerous award-winning projects ranging from public, educational and cultural buildings to commercial work environments. Re-ply is his latest endeavor, the idea from Re-Ply came as NYC communities have experienced a spring of discontent. The COVID-19 virus, the murder of George Floyd, the resulting protests and then mass looting resulted in thousands of plywood panels being put in place to protect businesses. Soon they were covered in Graffiti and then street are. Now coming down, they would ordinarily have ended up in landfills—an unfortunate waste of resources. But Bill has assembled a team to Up-cycle the plywood barricades into a street furniture kits. He will help local restaurants recover after COVID-19 with part of the proceeds are being donated to Children of Promise a NY charity to support children of incarcerated parents & empower them to break the cycle of intergenerational involvement in the criminal justice system.We discuss the crisis, his social enterprise, and his expectations of how work and society will change coming out of this crisis.Social Links WebsiteInstagram See acast.com/privacy for privacy and opt-out information.

The FG wants to scale up the households that would benefit from the COVID19 N20,000 palliative. An additional 1 million using three methods; Social Register, BVN and Airtime Recharge. Want to hear what people think about that?

The Central Bank of Nigeria says interested stakeholders must meet its set criteria to access its N50bn intervention loans for small and medium scale enterprises. The CBN introduced the N50bn Targeted Credit Facility as a stimulus package to support households and Micro, Small and Medium Enterprises affected by the COVID-19 pandemic, and guidelines to access the funds. To access, it stated that, Eligible households or MSMEs shall submit applications directly to NIRSAL Microfinance Bank; and the application must, among others, contain BVN number, business registration (where applicable) and business plan with clear evidence of the opportunity or adverse impact as a result of COVID-19 pandemic. The bank stated that eligible participants were households and existing enterprises with verifiable evidence of business activities adversely affected as a result of the COVID-19 pandemic; and enterprises with bankable plans to take advantage of opportunities arising from the COVID-19 pandemic. --- Support this podcast: https://anchor.fm/newscast-africa/support Learn more about your ad choices. Visit megaphone.fm/adchoices

¹Reverse back❌ ²Seek for❌ ³Discuss about❌ ⁴Can be able to ❌ ⁵Should in case❌ ⁶Repeat again

BVN and the future of Television: Lodewijk Bouwens (in photo) explains that Wereldomroep TV will get a permanent status as from January 1st 1998. Mike Bird reports on large geomagnetic storm, the 4th largest since records began. Radio New Zealand has been reporting some very bad weather in the Pacific, especially in the Cook Islands. Tahiti seems to have gone off the air, 15167 kHz is silent. BBC has stopped recordings of its news bulletins in New Zealand. Media Network visits NEWSWORLD for newsmakers. There was clearly a crisis of confidence amongst professionals. 24hr news channels not thought to be viable. The late Allister Sparks was quite outspoken, saying it was a first world broadcaster conference. . Chris Cramer from CNN claimed only CNN and BBC were serious about international news.  Coping with sudden spikes in demand when news breaks is a challenge. 400-500 people can watch at the same time with online video. RTE has hired shortwave time to broadcast commentary on the World Cup. Julian Isherwood has a programme online from Copenhagen.

Ninotschka Titchkosky, co-CEO at BVN, continues her conversation with Isabelle Toland, Aileen Sage Architects. Support our launch partner Zenith Interiors and supporting partner Total Synergy - Try Synergy for free for 30 days  Get in touch with the team at The business of Architecture and Design: Email - adrpodcast@niche.com.au Other links: BVN Aileen Sage Architects Produced by: Paul Lidgerwood, managing director, Joanne Davies, publisher of Australian Design Review and Architectural Review, Madeleine Swain, editor of Architectural Review and Niche Media.  Australian Design Review See omnystudio.com/listener for privacy information.

Guest: Ninotschka is co-CEO of BVN and Strategic Champion of Digital Innovation and Robotics. She is interested in future scenarios and possibilities that can emerge through a project that have global currency. She is passionate about the role architects play in shaping our interactions, communities and cities and continually seeks to effect change through projects. Ninotschka is interested in the changing nature of architectural practice and the potential for new ways of engaging in the design and construction process. She is leading BVN's research into robotics, which explores live site collaborations with the robot using woven carbon fibre systems. Her most recent projects are the rebuilding of the heart of the campus at ANU, Canberra with 6 new buildings, two of which are timber buildings under construction with fully pre-fabricated facades and a new STEM school for 2000 students. Her work has been recognised through numerous awards nationally and internationally including a RIBA International Award and a World Architecture Award commendation Host: Isabelle Toland, is a co-director and co-founder of Aileen Sage Architects – a collaborative design studio established in Sydney in 2013 and an emerging practice, whose approach to architecture endeavours to reach beyond the built outcome to consider the life of places and the stories they hold. Prior to establishing the company, Isabelle worked for award winning practices including renowned Japanese architect Shigeru Ban in his Europe office in Paris and Neeson Murcutt Architects in Sydney.  Support our launch partner Zenith Interiors and supporting partner Total Synergy - Try Synergy for free for 30 days  Get in touch with the team at The business of Architecture and Design: Email - adrpodcast@niche.com.au Other links: BVN Aileen Sage Architects Produced by: Paul Lidgerwood, managing director, Joanne Davies, publisher of Australian Design Review and Architectural Review, Madeleine Swain, editor of Architectural Review and Niche Media.  Australian Design Review See omnystudio.com/listener for privacy information.

Episode 6 - part 3 - is the final episode with host; Isabelle Toland, Aileen Sage Architects and guest; Ninotschka Titchkosky, co-CEO BVN. Support our launch partner Zenith Interiors and supporting partner Total Synergy - Try Synergy for free for 30 days  Get in touch with the team at The business of Architecture and Design: Email - adrpodcast@niche.com.au Other links: BVN Aileen Sage Architects Produced by: Paul Lidgerwood, managing director, Joanne Davies, publisher of Australian Design Review and Architectural Review, Madeleine Swain, editor of Architectural Review and Niche Media.  Australian Design Review See omnystudio.com/listener for privacy information.

In this episode Mark & Bill talk boards and office interiors, they’ve taken time to dig into how office spaces are becoming more flexible, on demand and moving from the building site remodelling into redressing a flexible space with new elements – boards are looking at ways to reduce time to conversation, sustainability and leveraging their space assets to produce high returns. Hosted by: Mark Bergin, Founder & CEO of DRIVENxDESIGN Guest: Bill Dowzer, Principal at BVN

Adam Hetherington from BVN is Australia’s foremost expert on the dRofus software platform, a unique planning, data management and BIM collaboration tool that provides workflow support and access to building information throughout the building lifecycle. Unlike any other planning tool in the market, dRofus was developed directly on behalf of public building owners. Capturing client requirements (EIR), validating design solutions (BIM) against client requirements, management of public standards and equipment planning are core features in the software.Adam explains why this software is the next big thing for the design sector.

Telefoninterview von Eberhard Dietrich mit Werner Schlager vom BVN.

Rachel Casanova of Balansett and Bill Dowzer of BVN definitely understand the unique needs of law firms when it comes to workplace design and culture change. Mike Petrusky asks Rachel and Bill to share their ideas about workplace strategies that incorporate the different priorities and decision making processes at professional services companies. Often seen as the last bastion of the individual workspace, law firms want to service their clients with excellence, but may need to get in step with modern workplace design so they do not get disrupted by companies offering a less rigid approach or an exciting start up culture. Rachel and Bill explain that one size does not fit all and workplace leaders must seek to empower people to make choices to work in different ways while still coming together to collaborate. Attracting and retaining top talent at law firms is a priority, so Rachel and Bill explore how designing an architectural environment with transparency can create opportunities, impact culture, and drive behaviors that bring people together! Connect with Rachel on LinkedIn: https://www.linkedin.com/in/rachel-casanova-63a3896/ Connect with Bill on LinkedIn: https://www.linkedin.com/in/billdowzer/ REGISTER for the Next iOFFICE Webinar - “Powering the Changing Workplace with Flexibility”: https://www.iofficecorp.com/webinar-powering-the-changing-workplace-podcast REGISTER for the LIVE IFMA Chapter Event - “Powering the Changing Workplace with Flexibility”: http://ifma-westchesterhudsonvalley.com/event/joint-meeting-with-nyc/ Connect with Mike on LinkedIn: https://www.linkedin.com/in/mikepetrusky/ Share your thoughts with Mike via email: podcast@iOFFICECORP.com Learn more about iOFFICE’s workplace experience solutions: https://www.iOFFICECORP.com/  

  Nnamdi Azodo is a product owner at ALAT by Wema bank, Africa's first mobile-only bank. ALAT is a fully digital bank in Nigeria, designed to help customers save more. A savings account can totally be opened in 5 minutes with a debit card delivered. To open an ALAT account, you need your BVN, a phone number, email address and a few documents. Nnamdi joined Wema Bank as a youth corps member during his mandatory 1 year National Youth Service Corps (NYSC) period. After his service, he stayed on in the bank for a couple of years before being drafted into the initial 13-man team that gave birth to ALAT. ALAT was launched on May 2nd 2017, and as at November this year they have almost 400 thousand accounts. In this episode you'll learn: The history behind Wema bank becoming a regional bank and later expanding operations to become a national bank. How ALAT was ideated within the bank itself. The difficulties tied to incubating a bank within a bank Why did Wema bank decide to build ALAT? What were the different options they tried before settling for ALAT? Nnamdi thinks “innovation can be scary”. Why does he seem to think so? ALAT chose to go after a small segment of the market. Find out why The Nigerian banking industry is subject to numerous regulations. How were they able to scale through? The challenges of innovating inside a corporate The importance of simplicity in building a new product. What are the differences in the culture of ALAT and that of Wema bank? The cost of acquiring users and their acquisition process. How they were able to modify the Paypal referral model to grow ALAT effectively What are their plans to innovate for startups in the near future? How to build on the infrastructure of a national bank. The results, challenges and solutions of their Facebook onboarding trial And more Selected Books from this episode Selected links from this episode  

En stad där den klassiska musiken har fått starkt stöd av samhället. Här delas även ett av världens mest prestigefyllda konstmusikpris ut, Léonie Sonnings Musikpris, på 100.000 Euro år 2017. Birgitta Tollan gör självsvåldiga nedslag i musiklivet i sex städer: Reykjavik, New York, Oslo, Helsingfors, Berlin och Köpenhamn. Har vardera stad en speciell musiksjäl? Vi möter musiker, tonsättare, operachefer, operasångerskor, ensembler, programläggare, kritiker, festivaldirektörer och musikvetare. Det är dags för Köpenhamn! Prestigebyggena, det nya operahuset och Danmarks Radios nya konserthuset, i Köpenhamn har skrivit in skeppsredare och kulturministrar i musikhistorien. Trots gigantiska överdrag av budgeterna. Danmarks Radio tvingades avskeda en massa medarbetare och kanalen P2 hotades. Men finns det pengar över till själva musiken?  - Operahuset använder stora delar av sin budget till att driva det gigantiska huset. Vi skulle hellre vara utan prestigehusen om vi fick möjlighet att förverkliga våra konstnärliga ambitioner och ha ett mer varierat utbud, säger violinisten Alexander Øllgaard, som spelar i operaorkestern Det Kongelige Kapel, i Kroger Kvartetten och i Trio Aristos.   - De fria medlen har blivit färre. Smala genrer har fått det sämre. Jag undrar hur många symfoniorkestrar man kan hålla igång på bekostnad av mindre experimenterande grupper som arbetar oavhängigt, säger saxofonisten och komponisten Lotte Anker, en av de främsta inom dansk experimenterande nutida musik och jazz. - Det saknas kvinnliga lärare och kvinnliga instrumentalister i jazzutbildningen vid det Rytmiska Konservatoriet, så vi har startat danska IMPRA, ett nätverk och en föreningen för kvinnliga improvisationsmusiker efter svensk förebild.   Svenska flöjtisten Kristina Ersson utbildade sig på Musikkonservatoriet i Köpenhamn och har under fyra år varit anställd som soloflöjtist i Sjællands Symfoniorkester som på somrarna kallas Tivolis Symfoniorkester. - Den stora klassiska publiken i Köpenhamn är konservativ och över 40 år. Därför är det svårt att sälja biljetter till alltför okända, moderna program. Vi vill nå en yngre publik och vi vill utbilda publiken. Därför erbjuder vi extrapriser för serier där speciella s k Farliga konserter ingår. Vi använder även hemsidan, udda konserttider och olika jippon för att locka annorlunda publik, säger Kristina Ersson.   Nikolaj Koppel är chef för all musikverksamhet vid Tivoli i Köpenhamn, som drivs kommersiellt. Han kommer ur den välkända musiksläkten Koppel som startade med pianisten och tonsättaren Herman D Koppel. Nikolaj Koppel var tidigare konsertpianist och satsar återigen på en kammarmusikserie Pianoforte, där världskända klassiska pianister framträder, t ex Gabriela Montero, Murray Perahia, Lang Lang, Emanuel Ax, Marc-André Hamelin och Marta Argerich m fl. - Det är inte vår största uppgift att promovera nutida musik, säger Nikolaj Koppel. Men vi satsar mycket på att få ut musiken på udda ställen, t ex hörde 25 000 människor på Roskildefestivalen förra året musik av Sjostakovitj och Stravinskij. Vi vill nå dem som är mellan 15 och 26 år, alltså människor som ännu inte stiftat familj, säger Nikolaj Koppel.   Dessutom medverkar Lotte Bichell, kulturjournalist på Berlingske Tidende.   Låtlista: Untitled In CoF Minor A Valentine To Sherwood Anderson Mikhail/Gertrude Stein Mikhail. Gertrude Stein. DJ Spooky Remix Utgiven med boken Sound Unbound   Stråkkvartett i D-dur, op 63. I Allegro Moderato. Niels W Gade Köpenhamns Stråkkvartett   Dansk musik i 1000 år - en antologi Dacapo 8.224185   Berber Lotte Anker Lotte Anker, alt- och tenorsaxofoner. Craig Taborn, piano. Gerald Cheaver, Trummor Live at the Loft, Inspelad live i Köln ILK 148CD       String Quartet No. 8 'Night Descending Like Smoke' (1995-97), III: Voyage Per Nørgård The Kroger Quartet Nørgård: String Quartets No. 7-10 DACAPO 8.226059   Der Er et Yndigt Land Adam Oehlenschläger, text. H. E. Krøyer, musik Pia Raug & Steve Dobrogosz Hjertesproget / Pia Raug og Steve Dobrogosz  Exlibris EXL40 30050   Symfoni nr 3, op 27 Expansiva. I Allegro Espansiva Carl Nielsen Danska radiosymfonikerna. Michael Schönwandt, dirigent Dansk musik i 1000 år - en antologi          dacapo CD 7 8.224184-96   Symphony No. 7 (2004-2006) I Per Nørgård Thomas Dausgaard, conductor. Danish National Symphony Orchestra,   Danish National Vocal Ensemble,  Danish National Chorus Per Nörgård: Symphony 3 & 7 Dacapo 6220547    Tjenerindens fortælling, The Red Centre Assembly Hall Poul Ruders Danska kungliga operans kör och orkester. Michael Schönwandt, dirigent Tjenerindens fortælling Dacapo 2 CD 8.224165-66   Symphony #16, BVN 417, "Syndflod Af Sol" (Sun Deluge) - 2. Scherzo (1950-51) Rued Langgaard Thomas Dausgaard; Danish National Symphony Orchestra Langgaard (R): Symphonies #15 & 16      Dacapo 6.2000001   Champagne Galoppen H C Lumbye Tivolis Symfoniorkester. Giordani Bellincampi, dirigent Dansk musik i 1000 år - en antologi Dacapo 8.224186                 Listen Benita Haastrup Benita Haastrup, percussion Sunrise Calibrated CAL1080   Stråktrio op 9, Nr 2 Beethoven Trio Aristos: Alexander Øllgaard m fl Privat inspelning   String Quartet No. 8 'Night Descending Like Smoke' (1995-97), II: Man Animal Per Nørgård The Kroger Quartet Nørgård: String Quartets No. 7-10 DACAPO 8.226059   Morning Dove Anker, Courvoiser, Mori Sylvie Courvoiser / Ikue Mori / Lotte Anker Alien Huddle INTAKT CD 144   Simmering Anxiety Part 1 Pernille Bévort Bévort, saxofoner. Marie-Louise Schmidt, piano Playground +1 Calibrated CALI 059   November Anker, Cronholm, Mazur Lotte Anker,saxofonister. Marilyn Mazur, slagverk. Josefin Cronholm, sång ANKER / CRISPELL / MAZUR: Poetic Justice Dacapo DCCD 9460   Untitled In CoF Minor A Valentine To Sherwood Anderson Mikhail/Gertrude Stein Mikhail. Gertrude Stein. DJ Spooky Remix Utgiven med boken Sound Unbound

Sherman Contemporary Art Foundation (SCAF), in partnership with architectural firm BVN, presents Vo Trong Nghia Architects: Green Ladder, 2016. Presented in SCAF’s Courtyard Garden, Green Ladder was created for the fourth and final iteration of SCAF’s Fugitive Strcutres series – an annual celebration of experimental architecture. In this film, go behind the scenes of the Green Ladder build, and hear Vo Trong Nghia and Gene Sherman, Executive Director of SCAF, talk about the project. Vo Trong Nghia Architects: Green Ladder, SCAF Project 31, was initially installed outside State Library of Queensland, Brisbane, from 1 March – 15 May 2016, as part of the inaugural Asia Pacific Architecture Forum (APAF), and was at SCAF from 24 June – 10 December 2016.

Sherman Contemporary Art Foundation (SCAF), in partnership with architectural firm BVN, presents Vo Trong Nghia Architects: Green Ladder, 2016. Presented in SCAF’s Courtyard Garden, Green Ladder is the fourth and final iteration of SCAF's Fugitive Structures series - an annual celebration of experimental architecture. In this film, go behind the scenes of the Green Ladder build, and hear Vo Trong Nghia discuss this project and his architectural philosophy. Vo Trong Nghia Architects: Green Ladder, SCAF Project 31, 1 March - 15 May: State Library of Queensland, 24 June - 10 December: SCAF.

This edition of Media Network includes details of Radio Netherlands summer transmission schedule, an interview with the late Joop Heintz about the project together with Radio Benidorm and Director General Lodewijk Bouwens on the setting up of the BVN Television service. I see that BVN is finally streaming its for viewers outside the Benelux, though I am not sure why they are using a rather old-fashioned Flash-based player.

Find out what BVN viewers really saw in the canonical ending of Trapped on Channel 2!

Sherman Contemporary Art Foundation (SCAF), in partnership with architectural firm BVN, presents Sack and Reicher + Muller with Eyal Zur: Sway, 2015. Presented in SCAF’s Courtyard Garden, Sway was created for the third iteration of SCAF's Fugitive Structures series - an annual celebration of experimental architecture. In this short film, go behind the scenes of the Sway install, and hear the creators and Gene Sherman discuss the projects genesis. Sack and Reicher + Muller with Eyal Zur: Sway, SCAF Project 27, was at SCAF from 21 August – 12 December 2015.

Sherman Contemporary Art Foundation (SCAF), in partnership with architectural firm BVN, presents Tomahawk // Archer Breakspear: Poly, 2014, a dynamic gallery installation as part of Fugitive Structures 2014. Tomahawk // Archer Breakspear: Poly, SCAF Project 21, was at SCAF from 21 March – 2 May & 20 August – 4 October 2014.

Sherman Contemporary Art Foundation (SCAF), in partnership with architectural firm BVN, presents AR-MA: Trifolium, 2014. Presented in SCAF’s Courtyard Garden, Trifolium was created for the second iteration of SCAF's Fugitive Structures series - an annual celebration of experimental architecture. In this film, go behind the scenes of the Trifolium build, and hear Gene Sherman, Executive Director of SCAF, discuss the Fugitive Structures series and this iteration. Robert Beson and Gabriele Ulacco, Directors, AR-MA, also speak about the creation of Trifolium. AR-MA: Trifolium, SCAF Project 20, was at SCAF from 21 March – 13 December 2014.

This vintage Media Network from March 1986 includes a visit to Maastricht, which was then home to a regional station called ROZ, (Regional Broadcaster South). The station's head was Armand Sliepen, who years later joined Radio Netherlands, mainly to run the expansion of the BVN project. The programme also includes news of a bombing at Radio Veritas in the Philippines. 

A sustained interest in experience, tradition, and the suburban field have characterised the first ten years of Brisbane-based practice, Owen and Vokes and Peters. Paul Owen and Aaron Peters’ presentation will illustrate strategies for critical practice and city-making by reviewing a select number of completed works. Founded in 2003, Owen and Vokes and Peters have spent a decade renovating the suburbs. Whilst primarily engaged in small scale projects in the inner suburbs of Brisbane, the practice has also undertaken projects in regional Queensland, Sydney, Melbourne, and Perth. The practice was awarded the Robin Dods Award for Residential Architecture in 2005 for the Newmarket House, and again in 2012 for the Four Room Cottage. Paul Owen graduated from the Queensland University of Technology in 1994. He became an associate at BVN before founding Paul Owen Architect in 2001, and then a partnership with Stuart Vokes in 2003, establishing Owen and Vokes. Aaron Peters joined Owen and Vokes in 2003. He graduated from Queensland University of Technology in 2005 and was awarded the Board of Architect's of Queensland Prize along with the QIA Medallion. The following year he was awarded the AIA Glen Murcutt Student Prize for his graduate design work. In 2007 he travelled abroad, spending three years working for Allies and Morrison in London and Kerry Hill Architects in Singapore before returning to Brisbane in 2011.

1 - "Gitanjali-Hymner, BVN 149 No. 7" (Rued Langgaard). Peter Froundjian, piano. 2 - Canto do canário belga/ Brazilian birdcall 3 - "La vida breve" (De Falla). Xavier de Maistre, harpa/harp. 4 - "Anyhthing goes" (Cole Porter). The Singers Unlimited. 5 - "Trittico botticelliano: La primavera" (Respighi). Lausanne Chamber Orchestra. Jesus Lopez-Cobos, regente/ conductor. 6 - Canto Yanomami / Yanomami indian chant 7 - "Radetzky March, Op. 228" (Johann Strauss). Concentus Musicus Wien. Nikolaus Harnoncourt, regente/conductor.