Podcasts about Corail

How is urban art developed in cooperation with planners, developers, and architects? Public art is designed to be viewed and enjoyed from many angles. Riccardo embraces this 360-degree perspective in this episode by examining a component of major programmes that is not often explored: the development of the impressive art installations on display in many public buildings. He speaks with Corail Bourrelier Fabiani, a former host of the podcast and the passionate programme manager behind London's Shard and Paddington Square sculptures.Corail outlines the intricate relationship between public art and major urban developments in the city, from why it's so important to inspire ongoing wonder in our concrete jungles to the challenges of getting involved late in the development process. Her experiences highlight the importance of stakeholder collaboration and the many moving parts that must be navigated to create something beautiful, lasting, and welcoming for tourists and residents alike—something that helps define the fabric of the city around us.Takeaways:The humanizing impact of interacting with public art.The complex process of stakeholder management and artistic team selection.The benefits of enthusiastic architect and engineer buy-in on an art installation.The technical, structural, and visual challenges inherent in making public art decisions at the end of development.Quote: “There ​are ​a ​lot ​of ​sculptures ​around ​us ​that ​we, ​after ​a ​while, ​we ​don't ​even ​see. ​And ​I ​would ​say, ​like, ​it's ​true. ​It's ​true ​with ​a ​lot ​of ​the ​urban ​fabric ​that ​when ​you ​get ​used ​to ​something, ​you ​just ​stop ​like ​looking ​at ​it. ​If ​you ​take ​the ​tube ​in ​Paris, ​for ​example, ​like ​the ​very ​old ​entrances ​to ​the ​tube ​with ​like ​the ​lights ​and ​the ​way ​they're ​shaped, ​etc. ​This ​kind ​of ​Art ​Deco, ​like, ​beautiful ​entrance. ​Most ​people ​don't ​even see ​them ​anymore, ​you ​know. ​Or ​if ​you ​walk ​along ​alongside ​the ​Thames ​and ​you ​go closer ​to ​the ​Tate, ​you ​would ​see ​these ​lampposts ​that ​have ​big ​fish ​at ​the ​bottom ​of ​them ​that ​are, ​you ​know, ​around ​the ​lamppost. ​And ​a ​lot ​of ​people, ​because ​we're ​so. ​There ​are ​so ​many ​images, ​etc, ​or ​we're ​too ​much ​into ​our ​own ​world, ​like ​thinking ​about ​our ​issues, ​our, ​like ​our ​next ​meeting, ​et ​cetera, ​we ​just ​walk ​past ​them ​without ​even ​noticing ​what's ​around ​us. ​And ​I ​think ​art, ​​the ​magic ​of ​art ​is ​that ​sometimes ​it ​grabs ​your ​attention, ​you ​don't ​know ​why, ​and ​it ​makes ​you ​stop ​for ​a ​second ​and ​realize ​that ​your ​surroundings, ​or ​be ​completely ​amazed ​that ​you ​notice ​that ​element.” - Corail Bourrelier FabianiThe conversation doesn't stop here—connect and converse with our community via LinkedIn:Follow Navigating Major ProgrammesFollow Riccardo CosentinoRead Riccardo's latest at www.riccardocosentino.comFollow Corail Bourrelier Fabiani Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.

durée : 00:03:12 - Les falaises de Mailly-le-Chateau : une barrière de corail il y a 160 millions d'années.

durée : 00:04:37 - Le Reportage de la rédaction - D'ici 25 ans, selon le GIEC, 99% du corail aura disparu de la surface de la Terre, avec des conséquences dramatiques pour près d'1 milliard d'humains qui en dépendent. Des chercheurs français du Criobe, installés en Polynésie française, cherchent des solutions. Une véritable course contre la montre.

durée : 00:04:37 - Le Reportage de la rédaction - D'ici 25 ans, selon le GIEC, 99% du corail aura disparu de la surface de la Terre, avec des conséquences dramatiques pour près d'1 milliard d'humains qui en dépendent. Des chercheurs français du Criobe, installés en Polynésie française, cherchent des solutions. Une véritable course contre la montre.

En mai 1429, en pleine guerre de Cent Ans, une nouvelle se répand dans le royaume de France : à Orléans, les Anglais ont été défaits par une armée menée par une très jeune femme au nom du futur Charles VII. Jeanne d'Arc fait son entrée dans l'Histoire. À Paris, un greffier apprenant la nouvelle réalise alors un dessin de la Pucelle. C'est la seule représentation contemporaine de Jeanne d'Arc qui nous soit parvenue, aujourd'hui conservée aux Archives nationales. Pour retracer l'histoire de ce portrait unique et énigmatique, Virginie Girod reçoit Amable Sablon du Corail. Responsable du département du Moyen Âge et de l'Ancien Régime aux Archives nationales, il est commissaire de l'exposition "Jeanne d'Arc, le premier portrait", présentée jusqu'au 19 mai.Distribué par Audiomeans. Visitez audiomeans.fr/politique-de-confidentialite pour plus d'informations.

durée : 00:04:26 - Le Reportage de la rédaction - Terre du nickel, la Nouvelle-Calédonie va être protégée pendant au moins un demi-siècle d'exploration et d'exploitation dans la mer de Corail. Le moratoire adopté par le territoire est une première dans le Pacifique Sud.

durée : 00:04:26 - Le Reportage de la rédaction - Terre du nickel, la Nouvelle-Calédonie va être protégée pendant au moins un demi-siècle d'exploration et d'exploitation dans la mer de Corail. Le moratoire adopté par le territoire est une première dans le Pacifique Sud.

durée : 00:04:43 - Le Reportage de la rédaction - Terre du nickel, la Nouvelle-Calédonie va être protégée pendant au moins un demi-siècle d'exploration et d'exploitation dans la mer de Corail. Le moratoire adopté par le territoire est une première dans le Pacifique Sud.

durée : 00:04:43 - Le Reportage de la rédaction - Terre du nickel, la Nouvelle-Calédonie va être protégée pendant au moins un demi-siècle d'exploration et d'exploitation dans la mer de Corail. Le moratoire adopté par le territoire est une première dans le Pacifique Sud.

[SPONSORISÉ] Aujourd'hui, nous vous emmenons à l'autre bout du monde, à la découverte d'un territoire aussi immense que fascinant : l'Australie. Ce pays-continent regorge de paysages spectaculaires, des plages paradisiaques aux étendues sauvages de l'Outback, en passant par la majestueuse Grande Barrière de Corail. Mais ce qui rend l'Australie vraiment unique, c'est sa faune exceptionnelle : 80 % de ses animaux ne se trouvent nulle part ailleurs sur la planète.Avec Fanny, conseillère-experte Australie et passionnée par la vie sauvage, nous plongerons au cœur de cet écosystème hors du commun. Kangourous, koalas, wombats, crocodiles… nous explorerons les merveilles naturelles qui font de l'Australie une destination incontournable pour les amoureux des animaux et des grands espaces.Pour prolonger le voyage, rendez-vous sur cercledesvoyages.com pour poser toutes vos questions à Fanny et à notre équipe de conseillers spécialistes.Hébergé par Audion. Visitez https://www.audion.fm/fr/privacy-policy pour plus d'informations. Hébergé par Audion. Visitez https://www.audion.fm/fr/privacy-policy pour plus d'informations.

Fluent Fiction - French: Diving into Serenity: Éloi's Journey to Inner Peace Find the full episode transcript, vocabulary words, and more:fluentfiction.com/fr/episode/2025-04-22-22-34-02-fr Story Transcript:Fr: Sous un ciel azur, Éloi se tenait prêt sur le pont du bateau.En: Under an azure sky, Éloi stood ready on the deck of the boat.Fr: Le doux parfum de l'océan l'entourait.En: The gentle fragrance of the ocean surrounded him.Fr: La Grande Barrière de Corail s'étendait devant lui, magnifique et mystérieuse.En: The Great Barrier Reef stretched out before him, magnificent and mysterious.Fr: C'était l'automne dans l'hémisphère sud.En: It was autumn in the southern hemisphere.Fr: Les eaux étaient calmes.En: The waters were calm.Fr: Éloi ressentait à la fois excitation et appréhension.En: Éloi felt both excitement and apprehension.Fr: Camille et Luc, ses instructeurs, souriaient avec encouragement.En: Camille and Luc, his instructors, smiled with encouragement.Fr: Camille, une plongeuse expérimentée, était patiente et calme.En: Camille, an experienced diver, was patient and calm.Fr: Luc, toujours joyeux, connaissait chaque coin de la barrière par cœur.En: Luc, always cheerful, knew every corner of the reef by heart.Fr: Éloi avait confiance en eux.En: Éloi had confidence in them.Fr: Il savait qu'il devait affronter ses peurs.En: He knew he had to face his fears.Fr: Le moment était arrivé.En: The moment had arrived.Fr: Éloi ajusta son masque, revérifia son équipement et sauta dans l'eau fraîche.En: Éloi adjusted his mask, double-checked his equipment, and jumped into the fresh water.Fr: Lentement, il descendit à travers un monde silencieux, où les couleurs dansaient.En: Slowly, he descended through a silent world where colors danced.Fr: Les coraux étaient comme des œuvres d'art, si vivantes et captivantes.En: The corals were like works of art, so vibrant and captivating.Fr: Les poissons multicolores nageaient autour de lui.En: The multicolored fish swam around him.Fr: Ils étaient les gardiens de cet univers caché.En: They were the guardians of this hidden universe.Fr: Éloi était submergé par une multitude d'émotions.En: Éloi was overwhelmed by a multitude of emotions.Fr: La peur des profondeurs restait présente, mais il l'acceptait.En: The fear of the depths remained present, but he accepted it.Fr: Il se souvenait des conseils de Camille : "Respire lentement et regarde autour."En: He remembered Camille's advice: "Breathe slowly and look around."Fr: Luc ajoutait souvent : "La mer te parle si tu écoutes."En: Luc often added: "The sea speaks to you if you listen."Fr: Soudain, un majestueux tortue de mer apparut devant lui.En: Suddenly, a majestic sea turtle appeared before him.Fr: Elle nageait avec grâce.En: It swam with grace.Fr: Éloi et la tortue se regardèrent, partagèrent un moment de curiosité et de paix.En: Éloi and the turtle looked at each other, sharing a moment of curiosity and peace.Fr: Dans cet instant, Éloi sentit un lien profond avec l'océan.En: In that instant, Éloi felt a deep connection with the ocean.Fr: Ses craintes se dissipèrent.En: His fears dissipated.Fr: Ce moment sublime marqua le sommet de son aventure.En: This sublime moment marked the pinnacle of his adventure.Fr: Éloi comprit alors.En: Éloi understood then.Fr: La véritable sérénité ne se trouvait pas dans l'absence de peur, mais dans l'acceptation et l'émerveillement.En: True serenity was not found in the absence of fear, but in acceptance and wonder.Fr: Il réalisa que la nature, avec sa beauté imprévisible, était son guide.En: He realized that nature, with its unpredictable beauty, was his guide.Fr: De retour à la surface, Éloi émergea avec un nouveau regard.En: Back at the surface, Éloi emerged with a new perspective.Fr: Il sourit à Camille et Luc.En: He smiled at Camille and Luc.Fr: "Merci," dit-il simplement.En: "Thank you," he said simply.Fr: Il avait trouvé ce qu'il cherchait.En: He had found what he was searching for.Fr: La paix intérieure reposait désormais en lui, comme une mer calme.En: Inner peace now resided in him, like a calm sea.Fr: Éloi quitta la barrière avec reconnaissance.En: Éloi left the reef with gratitude.Fr: Il avait découvert le monde marin, mais aussi une harmonie en lui.En: He had discovered the marine world, but also a harmony within himself.Fr: Il savait maintenant apprécier l'imprévisibilité de la vie et avait confiance en sa capacité à trouver la tranquillité, quelles que soient les tempêtes.En: He now knew how to appreciate the unpredictability of life and was confident in his ability to find tranquility, no matter the storms.Fr: Le voyage n'était pas seulement extérieur, mais profondément intérieur.En: The journey was not just external, but deeply internal. Vocabulary Words:azure sky: ciel azurdeck: pontfragrance: parfumBarrier Reef: Barrière de Corailapprehension: appréhensioninstructors: instructeursexperienced diver: plongeuse expérimentéeequipment: équipementartwork: œuvres d'artguardians: gardiensmultitude: multitudedepths: profondeursadvice: conseilssea turtle: tortue de mergrace: grâcecuriosity: curiositésublime moment: moment sublimepinnacle: sommetserenity: sérénitéwonder: émerveillementunpredictable beauty: beauté imprévisiblesurface: surfaceperspective: regardgratitude: reconnaissancemarine world: monde marinharmony: harmonieunpredictability: imprévisibilitétranquility: tranquillitéstorms: tempêtesinternal journey: voyage intérieur

Le récif corallien est de plus en plus affecté par le réchauffement climatique à la Réunion. Alors face aux défis qui s'annoncent, des spécialistes ont décidé d'enregistrer les sons du récif. Parce que le monde sous-marin est bien moins silencieux qu'on ne le croit. Et grâce à ces enregistrements, ce récif pourra être mieux protégé... Merci pour votre écoute Transversales, c'est également en direct tous les samedis de 12h à 13h00 sur www.rtbf.be/lapremiere Retrouvez tous les épisodes de Transversales sur notre plateforme Auvio.be : https://auvio.rtbf.be/emission/492 Retrouvez tous les contenus de la RTBF sur notre plateforme Auvio.beRetrouvez également notre offre info ci-dessous :Le Monde en Direct : https://audmns.com/TkxEWMELes Clés : https://audmns.com/DvbCVrHLe Tournant : https://audmns.com/moqIRoC5 Minutes pour Comprendre : https://audmns.com/dHiHssrLes couleurs de l'info : https://audmns.com/MYzowgwMatin Première : https://audmns.com/aldzXlmEt ses séquences-phares : L'Invité Politique : https://audmns.com/LNCogwP L'édito politique « Les Coulisses du Pouvoir » : https://audmns.com/vXWPcqx L'humour de Matin Première : https://audmns.com/tbdbwoQN'oubliez pas de vous y abonner pour ne rien manquer.Et si vous avez apprécié ce podcast, n'hésitez pas à nous donner des étoiles ou des commentaires, cela nous aide à le faire connaître plus largement.Distribué par Audiomeans. Visitez audiomeans.fr/politique-de-confidentialite pour plus d'informations.

Juliette et Hubert sont partis un tour du monde en bateau avec leurs 4 enfants de 12, 9, 6 et 3 ans pendant quatre ans. Un tour du monde sur un voilier nommé Kumbaya qui va durer quatre ans !Partis de La Rochelle en juillet 2020, ils ont navigué durant 3 ans avant d'arriver en Nouvelle-Zélande où Juliette nous avait raconté leur traversée mythique du Pacifique, la Polynésie et autres îles sympas dans les épisodes 84 et 85.uliette a donc repris le micro pour nous conter le voyage retour pendant lequel il y a eu encore de bien belles découvertes comme le détroit de Torres, en mer de Corail, les îles Keeling, l'Afrique du Sud et la Namibie, de belles récompenses après les difficiles navigations dans le coin, la célèbre Sainte-Hélène ou encore le Carnaval brésilien ou les Bahamas.Vous allez voir qu'ils n'ont pas chômé et que certaines navigations n'ont pas été un long océan tranquille, mais quel voyage de dingue ! Et si un périple au long cours vous titille, écoutez bien les tips de Juliette… Je parie que vous allez suivre le premier dès la fin de l'épisode.Allez, c'est parti pour le carnet de bord de Juliette entre la Nouvelle-Zélande et la France.------------Création et hôte : Stéphanie CordierMontage : Alice KriefMusique : Luk & Jo

Delphine Klopfenstein Broggini vient d'être élie présidente de Pro Vélo Suisse. Elle était invitée de Béatrice Rul, à 7h30, sur Radio LaLe canton a dévoilé sa stratégie ferroviaire 2050 avec donc ce métro, qui doit rejoindre le pied du Jura, au Salève, en passant sous la rade. Votre avis?"Je me réjouis beaucoup! C'est vraiment une solution qui sera efficace puis surtout une solution qui sera assez rapide. Parce que si on passe à travers la proposition, du fonds FORTA, ça donne une certaine souplesse, une certaine capacité au canton à aller plus vite pour enfin le doter finalement d'une liaison Salève-Jura qui manque cruellement aujourd'hui. L'idée même de le faire en souterrain, en métro, c'est extrêmement intéressant aussi en termes de surface occupée. C'est important de doter Genève d'un réseau de transport public qui soit efficace. Le rail, de manière générale, est efficace. Il faut qu'on parle d'une seule voix à Genève pour se faire entendre à Berne. Et moi, cette voix, je vais la porter. Je vais la porter largement aussi pour relier Genève à Lausanne avec une nouvelle voie parce qu'aujourd'hui, c'est un vrai problème, la capacité qui n'est pas suffisante pour transporter assez de monde. Il faut, aussi, une l'ouverture sur l'ouest avec une liaison entre Genève et Lyon qui aujourd'hui périclite avec un train Corail qui est beaucoup trop petit, avec des cadences beaucoup trop faibles".

durée : 00:15:28 - C'est quoi la grève, la découverte de Lucy et le corail le plus grand du monde - La grève comme mot de la semaine, l'histoire de la célèbre Lucy découverte il y a 50 ans, et la découverte du plus grand corail au monde : c'est le menu du nouvel épisode de "Salut l'info !"

durée : 00:01:57 - Le billet sciences - Le corail découvert dans les îles Salomon mesure 34 mètres sur 32, il est trois fois plus grand que le précédent record. Il est là depuis trois siècles et résiste à la crise climatique.

durée : 00:02:14 - Le billet sciences - Les projets d'exploitations pétrolières se multiplient dans cette région d'Asie du Sud-Est, connue pour ses eaux limpides, peuplées de poissons multicolores. Une ONG tire la sonnette d'alarme.

Les rencontres photographiques d'Arles se tiennent jusqu'à la fin du mois de septembre. Parmi les nombreuses expositions, un voyage en train sur le thème « Wagon-bar : une petite histoire du repas ferroviaire ». C'est une exposition photo destinée à nous faire voyager, dans nos souvenirs d'abord, comme dans ce film promotionnel du train Corail, contraction de confort et de rail. Sous les yeux des visiteurs, les décors défilent, ainsi que les ambiances des trains des années 1950, 1960, 1980, 2000. « Les images correspondent à la modernité de chaque période, les années 1920 sont l'âge d'or du transport de luxe ferroviaire, donc l'imagerie colle avec l'opulence, l'abondance des plats, les arts de la table, le service, explique Arthur Mettetal, le commissaire de l'exposition. Et ensuite, on verra des clients plus jeunes, des familles monoparentales, les décors changent, la vitesse s'affiche dans les wagons montrant que le train va à 200 km/h. »Ces images sont tirées d'un fonds d'archives de la Compagnie internationale des wagons-lits, d'abord synonyme de trains d'exception à travers le monde, avec le célèbre Orient-Express. L'entreprise se spécialise après la Seconde Guerre mondiale dans la nourriture embarquée. Dans les années 1970, la cuisine à bord disparait. On externalise la production de sandwichs et croque-monsieur : une nourriture plus industrielle et plus légère qui correspond aux attentes de l'époque et des voyageurs, la vitesse ne permettant plus de s'attabler des heures durant.« Certaines images nous apparaissent aujourd'hui complétement décalées » L'exposition, nourrie par des photos publicitaires, nous fait aussi réfléchir à la notion de modernité. « Certaines images nous apparaissent aujourd'hui complétement décalées, analyse Arthur Mettetal. Comme cette série faite en studio qui documente les couverts en plastique, les plateaux en plastique. Le fait que la vaisselle soit jetable incarne la modernité. » Pas très écologique, mais instructif sur le formatage de nos modes de consommation par le marketing.Le wagon-restaurant réservé à une élite appartient désormais à l'histoire. Aujourd'hui, les trains les moins chers, appelés à transporter toujours plus de voyageurs, ne proposent d'ailleurs aucune offre de restauration.Retrouvez des informations sur l'exposition ici.

Les rencontres photographiques d'Arles se tiennent jusqu'à la fin du mois de septembre. Parmi les nombreuses expositions, un voyage en train sur le thème « Wagon-bar : une petite histoire du repas ferroviaire ». C'est une exposition photo destinée à nous faire voyager, dans nos souvenirs d'abord, comme dans ce film promotionnel du train Corail, contraction de confort et de rail. Sous les yeux des visiteurs, les décors défilent, ainsi que les ambiances des trains des années 1950, 1960, 1980, 2000. « Les images correspondent à la modernité de chaque période, les années 1920 sont l'âge d'or du transport de luxe ferroviaire, donc l'imagerie colle avec l'opulence, l'abondance des plats, les arts de la table, le service, explique Arthur Mettetal, le commissaire de l'exposition. Et ensuite, on verra des clients plus jeunes, des familles monoparentales, les décors changent, la vitesse s'affiche dans les wagons montrant que le train va à 200 km/h. »Ces images sont tirées d'un fonds d'archives de la Compagnie internationale des wagons-lits, d'abord synonyme de trains d'exception à travers le monde, avec le célèbre Orient-Express. L'entreprise se spécialise après la Seconde Guerre mondiale dans la nourriture embarquée. Dans les années 1970, la cuisine à bord disparait. On externalise la production de sandwichs et croque-monsieur : une nourriture plus industrielle et plus légère qui correspond aux attentes de l'époque et des voyageurs, la vitesse ne permettant plus de s'attabler des heures durant.« Certaines images nous apparaissent aujourd'hui complétement décalées » L'exposition, nourrie par des photos publicitaires, nous fait aussi réfléchir à la notion de modernité. « Certaines images nous apparaissent aujourd'hui complétement décalées, analyse Arthur Mettetal. Comme cette série faite en studio qui documente les couverts en plastique, les plateaux en plastique. Le fait que la vaisselle soit jetable incarne la modernité. » Pas très écologique, mais instructif sur le formatage de nos modes de consommation par le marketing.Le wagon-restaurant réservé à une élite appartient désormais à l'histoire. Aujourd'hui, les trains les moins chers, appelés à transporter toujours plus de voyageurs, ne proposent d'ailleurs aucune offre de restauration.Retrouvez des informations sur l'exposition ici.

Deux noms, deux “robes” pour 1 seule espèce. Bébé, le Requin-zèbre, naît rayé de noir et de blanc. En devenant adulte, les stries deviennent des taches de Léopard. Les jeunes sont si différents des adultes que les scientifiques pensaient qu'il s'agissait de 2 espèces différentes.Le Requin-zèbre peut atteindre les 3,5 mètres de long, bien moins que son cousin le Requin-baleine, qui peut atteindre 18m. Tous deux appartiennent à l'ordre des Orectolobiformes.Le lobe supérieur de sa queue est disproportionné (on parle de caudale “hétérocerque” par opposition aux caudales symétriques, homocerques). L'absence de lobe inférieur s'explique par son mode de vie de “rase-moquette”. Le requin-zèbre vit posé sur le fond sableux la plus grande partie du temps (benthique).Le dessous de son corps est plat alors que son dos est “caréné” comme la coque d'un bateau, ce qui permet de se plaquer sur le fond. Il débusque ses proies dans le sable et dans les anfractuosités des rochers grâce à ses ampoules de Lorenzini. Il se nourrit de mollusques et de crustacés. Il les gobe grâce à la puissante force de succion de sa bouche.Contrairement aux requins de haute mer, le Requin-zèbre peut respirer en restant immobile. Il possède une musculature suffisante pour pomper l'eau en direction de ses branchies et prélever tout le dioxygène nécessaire.Comme sa bouche est plaquée contre le sable, il respire par l'arrière des yeux… En effet, il possède un orifice (une arrivée d'eau) derrière chaque œil, le spiracle. Ces tubes conduisent l'eau vers les branchies, ce système de dérivation évite de respirer trop de sable.La chair du Requin-zèbre est consommée fraîche ou séchée et salée. L'huile issue de son foie est consommée comme source de vitamines, un peu comme l'huile de foie de morue en Europe. Les abats servent à fabriquer de la farine de poisson qui alimente… les poissons d'élevage.Enfin, les nageoires sont prélevées pour être consommées en soupe d'ailerons. Cet aliment est particulièrement prisé en Chine car il est un fort marqueur social de richesse et de prestige mais aussi pour de prétendues vertus thérapeutiques. La soupe d'aileron est ainsi servie lors des mariages ou du nouvel an chinois.Des protections partielles sont mises en place dans différents pays. En Malaisie, elle est complète mais les prises ne sont plus déclarées par peur des sanctions. En Papouasie-Nouvelle-Guinée, la pêche au chalut est fermée une partie de l'année mais les dispositifs de réduction des prises accessoires ne sont pas encore mis en place.En Australie, le Requin-zèbre profite de la protection d'une partie de son environnement, la Grande Barrière de Corail. Les études montrent aussi un bon taux de survie des individus lorsqu'ils sont relâchés après une prise accidentelle, ce qui peut être lié à sa capacité à respirer en restant immobile._______On aime ce qui nous a émerveillé … et on protège ce qu'on aime.Sous notre Gravillon vous trouverez... 4 podcasts, 1 site, 1 compte Instagram, 1 page + 1 groupe Facebook et 1 asso :https://baleinesousgravillon.com/liens-2 Tous nos podcasts sont faits bénévolement. Ils sont gratuits, sans pub et accessibles à tous. Vous pouvez faire un don sur Helloasso (ou sur Tipeee), adhérer à l'asso BSG, ou installer gratuitement le moteur de recherche Lilo et nous reverser vos gouttes :https://bit.ly/helloasso_donsUR_BSGhttps://bit.ly/lien_magq_lilo_BSGhttp://bit.ly/Tipeee_BSG Pour nous aider, vous pouvez aussi partager nos liens, et surtout nous laisser un avis sur Apple Podcast ET Spotify. Merci :)Vous voulez créer un podcast ? Nous vous formons et/ou accompagnons !Nous proposons des Fresques de la biodiversité, des conférences et animons des tables rondes.Nous cherchons des sponsors et des partenaires : contact@baleinesousgravillon.com  

Cette semaine, Estelle reçoit l'artiste chouchou de CHOQ Arielle Soucy pour parler de ses deux nouvelles chansons tirées de son petit projet Two Hopeful Songs. Liste des chansons diffusées:Arielle Soucy - Future Is Bright - Two Hopeful SongsRavyn Lanae - Genius - Bird's EyeFélix Dyotte - Coyoacan - AérosolClairo - Sexy to Someone - CharmCorail & Vanille - Jonquille - Tu me vois comme je suis

Deux noms, deux “robes” pour 1 seule espèce. Bébé, le Requin-zèbre, naît rayé de noir et de blanc. En devenant adulte, les stries deviennent des taches de Léopard. Les jeunes sont si différents des adultes que les scientifiques pensaient qu'il s'agissait de 2 espèces différentes.Le Requin-zèbre peut atteindre les 3,5 mètres de long, bien moins que son cousin le Requin-baleine, qui peut atteindre 18m. Tous deux appartiennent à l'ordre des Orectolobiformes.Le lobe supérieur de sa queue est disproportionné (on parle de caudale “hétérocerque” par opposition aux caudales symétriques, homocerques). L'absence de lobe inférieur s'explique par son mode de vie de “rase-moquette”. Le requin-zèbre vit posé sur le fond sableux la plus grande partie du temps (benthique).Le dessous de son corps est plat alors que son dos est “caréné” comme la coque d'un bateau, ce qui permet de se plaquer sur le fond. Il débusque ses proies dans le sable et dans les anfractuosités des rochers grâce à ses ampoules de Lorenzini. Il se nourrit de mollusques et de crustacés. Il les gobe grâce à la puissante force de succion de sa bouche.Contrairement aux requins de haute mer, le Requin-zèbre peut respirer en restant immobile. Il possède une musculature suffisante pour pomper l'eau en direction de ses branchies et prélever tout le dioxygène nécessaire. Comme sa bouche est plaquée contre le sable, il respire par l'arrière des yeux… En effet, il possède un orifice (une arrivée d'eau) derrière chaque œil, le spiracle. Ces tubes conduisent l'eau vers les branchies, ce système de dérivation évite de respirer trop de sable.La chair du Requin-zèbre est consommée fraîche ou séchée et salée. L'huile issue de son foie est consommée comme source de vitamines, un peu comme l'huile de foie de morue en Europe. Les abats servent à fabriquer de la farine de poisson qui alimente… les poissons d'élevage.Enfin, les nageoires sont prélevées pour être consommées en soupe d'ailerons, particulièrement prisée en Chine comme marqueur social de richesse et de prestige mais aussi pour de prétendues vertus thérapeutiques. La soupe d'aileron est ainsi servie lors des mariages ou du nouvel an chinois. Même sans être visé par les pêcheurs, le Requin-zèbre est victime des techniques de pêche non sélectives comme la senne démersale.Des protections partielles sont mises en place dans différents pays. En Malaisie, elle est complète mais les prises ne sont plus déclarées par peur des sanctions. En Papouasie-Nouvelle-Guinée, la pêche au chalut est fermée une partie de l'année mais les dispositifs de réduction des prises accessoires ne sont pas encore mis en place.En Australie, le Requin-zèbre profite de la protection d'une partie de son environnement, la Grande Barrière de Corail. Les études montrent aussi un bon taux de survie des individus lorsqu'ils sont relâchés après une prise accidentelle, ce qui peut être lié à sa capacité à respirer en restant immobile._______On aime ce qui nous a émerveillé … et on protège ce qu'on aime.Sous notre Gravillon vous trouverez... 4 podcasts, 1 site, 1 compte Instagram, 1 page + 1 groupe Facebook et 1 asso :https://baleinesousgravillon.com/liens-2Tous nos podcasts sont faits bénévolement. Ils sont gratuits, sans pub et accessibles à tous. Vous pouvez faire un don sur Helloasso (ou sur Tipeee), adhérer à l'asso BSG, ou installer gratuitement le moteur de recherche Lilo et nous reverser vos gouttes :https://bit.ly/helloasso_donsUR_BSGhttps://bit.ly/lien_magq_lilo_BSGhttp://bit.ly/Tipeee_BSGPour nous aider, vous pouvez aussi partager nos liens, et surtout nous laisser un avis sur Apple Podcast ET Spotify. Merci :)Vous voulez créer un podcast ? Nous vous formons et/ou accompagnons ! Nous proposons des Fresques de la biodiversité, des conférences et animons des tables rondes. Nous cherchons des sponsors et des partenaires : contact@baleinesousgravillon.com

Les Murènes ont la peau lisse, sans écaille. Elles n'ont ni nageoires pectorales, ni nageoires ventrales, juste une longue nageoire dorsale qui ondule élégamment … quand elle nage. Mais le plus souvent elle fait risette aux plongeurs dans son trou du récif. Autre caractéristique peu commune, les Murènes ont deux séries de mâchoires. Comme Alien, elles possèdent une mâchoire pharyngienne derrière la mâchoire apparente, ce qui facilite la déglutition.   De la Murène étoilée à la Murène tatouée, en passant par la Murène à ruban ou la Murène Dragon, on connaît 200 espèces de Murènes, qui vivent surtout dans les anfractuosités des récifs des mers tropicales ou tempérées. La majorité font, en moyenne, 1,50 m. La Murène géante peut atteindre 4 m. Pour mieux se camoufler dans leur environnement, les Murènes peuvent prendre des teintes très variées, passant du jaune vif pour la Murène ruban adulte aux pointillés multicolores de la Murène dragon. La Murène tatouée (à droite sur la photo) est toute blanche, saupoudrée de délicats points noirs (Peppered morray en anglais, la “poivrée”). Les Murènes sont souvent prises, à tort, pour des animaux agressifs. Cette méchante et injuste réputation est renforcée par leur habitude de garder la bouche ouverte, avec grandes quenottes apparentes. Cette posture leur permet juste de mieux respirer et de laisser les Labres nettoyeurs venir nettoyer leurs dents.  Pour écouter les épisodes de Petit Poisson deviendra Podcast (PPDP) sur ces petits malins de Labres : https://bit.ly/labres3_PPDP https://bit.ly/labres2_PPDP https://bit.ly/labres1_PPDP Cette peur n'empêche pas les murènes d'être à la 31e place des poissons les plus pêchés au monde. Elles accompagnent nos plats depuis l'Antiquité. Les Romains s'en servaient pour réaliser leur fameuse sauce : le garum. cf épisode de Baleine sous Gravillon : https://bit.ly/Eloq_sardine3_BSG Les Murènes sont capables de coopérer avec les mérous, afin de rendre leur pêche plus efficace. Cette stratégie a aussi été évoquée dans un épisode de PPDP : https://bit.ly/merou_mur_PPDP Photo : 2 colocs du récif : Murène ondulante ou léopard (Gymnothorax undulatus) et Murène tatouée (Gymnothorax griseus). Auteur : Sylvain Corbel. l'ami Sylvain est aussi l'auteur de la photo du podcast Petit Podcast deviendra Podcast : https://bit.ly/smartlink_PPDP  _______  

L'extraordinaire ordre des Tétraodontiformes : 10 familles et 360 espèces parmi les plus gonflées, piquantes, amusantes et étranges des océans. Avec leur "sourire" naïf, ils sont les choupis des plongeurs.

durée : 00:02:26 - Le billet sciences - Il n'y a pas que la mer Méditerranée qui bat en ce moment des records de température. À l'autre bout du monde, en Australie, les eaux qui abritent la Grande Barrière de corail enregistrent ces 10 dernières années les températures les plus élevées depuis 400 ans. C'est la conclusion d'une étude publiée dans la revue Nature.

On part dans des mondes inexplorés, souvent méconnus avec le photographe et plongeur professionnel français, qui a consacré sa vie à capturer la fragilité, la force mais aussi la beauté des profondeurs.  Depuis qu'il a appris à plonger tout jeune, Alexis Rosenfeld n'a eu de cesse de s'inventer des projets pour passer le plus de temps possible dans l'eau et y faire des images aussi fascinantes et magnétiques que le sont les fonds marins. Le dernier projet en date : « 1Ocean », une fondation créée en 2021, placée sous l'égide de l'Unesco, qui fait de lui le grand témoin des profondeurs. Pendant une décennie, ce projet le mène dans les mers et les océans du monde, du Pacifique à la Méditerranée en passant par la mer de Corail, pour des expéditions photographiques et scientifiques, dans le but de documenter les fonds marins pour mieux les protéger.Enfant de Jules Verne et disciple du commandant Cousteau, Alexis Rosenfeld sillonne la planète bleue, avec un regard résolument optimiste, enchanté et engagé. Et dans ses images, à travers son œil-bleu lui aussi, les coraux et les gorgones multicolores sont féériques, les bancs de poissons dansent avec la mer et des jeux de lumières révèlent sous l'eau des forêts profondes, magiques qu'on croirait tout droit sorties de l'enfance… Sauf que pour Alexis Rosenfeld, la mer est bien plus qu'un décor pour faire de belles images. Elle est une archive vivante du temps passé, le miroir de sa propre quête aussi ; une quête de beauté, de mystères et qui sait, de réponses dans une époque parfaitement déboussolée, même à 200 mètres de profondeur. Ainsi, sa démarche documentaire vise désormais à servir la science et à alerter sur la situation alarmante, souvent invisible voire, impensée, de l'état des océans, premières victimes des bouleversements climatiques en cours.« Rendre visible l'invisible, explorer l'inexploré », c'est le crédo de notre homme, bien conscient que si 20% de l'océan a été cartographié, seulement 5% a été jusque-là exploré. Tout reste à faire, à découvrir… et à protéger !En savoir plus : Sur la Fondation « 1Ocean » d'Alexis Rosenfeld avec l'Unesco Sur la grande migration du vivant ou « sardin run » d'Afrique du Sud que suit Alexis Rosenfeld sur plusieurs expéditions Sur la « découverte » de la vallée aux mille roses, récif corallien immense et en bonne santé de Polynésie. Une nouvelle et des images qui ont fait le tour du monde

Riccardo Cosentino and his co-host Corail Bourrelier Fabiani welcome Harvey Maylor, their esteemed professor from the MSc Major Programme Management at Oxford, to discuss the transformative power of systems thinking in major project management. Harvey Maylor, a leading academic and practitioner, shares his profound insights on harnessing systems thinking to navigate and resolve the intricate challenges inherent in large-scale projects. “We just make life flipping difficult. And that, for me, is a great frustration that you see really bright, really energetic people really going at a problem, but because of the way the work is organized, it's just really difficult and that their insights, intelligence, energy just gets burnt up by pointless organizational things that don't add any value to them, the organization or the end user or indeed society. ” –  Harvey Maylor Harvey Maylor combines over 25 years of industry experience with academic research to bring a unique perspective to project management. As an Associate Fellow at Saïd Business School, University of Oxford, and an Honorary Professor at the University of Warwick, Harvey focuses on project management, complexity, and performance. He advocates for practical methodologies like Agile and Lean to enhance project outcomes across various sectors. Key Takeaways:Understanding the fundamental principles of systems thinking and how they apply to major projectsTechniques to identify, analyze, and manage the complexities inherent in large-scale projectsExploring how strategic misrepresentation and optimism bias affect project estimates and decision-makingThe application of Agile, Lean, and other practical methodologies to manage and mitigate project risksEffective strategies for managing diverse stakeholder groups and navigating political influences in large-scale projects If you enjoyed this episode, make sure and give us a five star rating and leave us a review on iTunes, Podcast Addict, Podchaser or Castbox. The conversation doesn't stop here—connect and converse with our LinkedIn community: Follow Corail Bourrelier Fabiani on LinkedInFollow Harvey Maylor on LinkedInRead Harvey Maylor's Published WorkFollow Navigating Major Programmes on LinkedInFollow Riccardo Cosentino on LinkedInRead Riccardo's latest at wwww.riccardocosentino.com  Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.DISCLAIMER: The opinions, beliefs, and viewpoints expressed by the hosts and guests on this podcast do not necessarily represent or reflect the official policy, opinions, beliefs, and viewpoints of Disenyo.co LLC and its employees.

In this week's episode, Riccardo Cosentino and guest co-host, Corail Bourrelier Fabiani, sit down with fellow alumnus Brandon de León to discuss his Oxford Saïd Business School dissertation on electric aviation.Brandon emphasizes the importance of public perception in adopting new technologies and explores the potential of electric aviation to transform urban mobility. The discussion covers technical advancements, regulatory challenges, and the necessary societal embrace for successful integration of electric aircraft into daily transportation. Brandon's insights highlight the intersection of technology, society, and the future of urban air mobility.“But what really validated my research was that social acceptance came up as an interesting issue already, before the first vehicle flies. And like I mentioned before, the next plans are also around big events, the World Expo in Osaka. Next year in 2025, this was to be flights. And in 2028 in Los Angeles for the Olympics there. Other companies from the US are also planning to fly. So yeah, social acceptance is already showing itself as a key risk.” – Brandon de León  Key Takeaways:Defining the pre-commercialization of electric aviationThe critical role of societal acceptance in the adoption of electric aviationThe potential impact of electric aviation on urban infrastructureInsights into the interplay of technological advancements and regulatory frameworksDistributed and decentralized mega projects If you enjoyed this episode, make sure and give us a five star rating and leave us a review on iTunes, Podcast Addict, Podchaser or Castbox. The conversation doesn't stop here—connect and converse with our LinkedIn community: Follow Brandon de León on LinkedInFollow Corail Bourrelier Fabiani on LinkedInFollow Riccardo Cosentino on LinkedInFollow Navigating Major Programmes on LinkedInRead Riccardo's latest at wwww.riccardocosentino.com Transcript:Riccardo Cosentino  0:05  You're listening to Navigating Major Programmes, a podcast that aims to elevate the conversations happening in the infrastructure industry and inspire you to have a more efficient approach within it. I'm your host, Riccardo Cosentino. I bring over 20 years of Major Programme Management experience. Most recently, I graduated from Oxford University Saïd Business School, which shook my belief when it comes to navigating major programmes. Now it's time to shake yours. Join me in each episode as I press the industry experts about the complexity of Major Programme Management, emerging digital trends and the critical leadership required to approach these multibillion-dollar projects. Let's see where the conversation takes us.  Riccardo Cosentino  0:54  Hello, everyone. Welcome to a new episode of Navigating Major Programmes. I'm here today with my co-host, Corail, and we have a special guest, a good old friend of ours joining us today on the podcast. I will pass the mic to Corail who's gonna co-host the podcast today and help me asking questions to this really great guest that has agreed to join us today. How are you doing, Corail? Corail  1:19  Hi, Riccardo, I'm doing really good. Thank you for having me co-hosting this great episode. And I'm excited to talk to Brandon. So maybe a little bit of background, we met doing a major programme management master in Oxford. And during that two years of our lives we met Brandon who was a superstar in our cohort because at the time, he was working for Tesla. And he was talking to us about this really exciting industry and how he's been part of the founders of Tesla. And he's been part of the team that made it a great company that we know today or the big adventure. And then he moved on to work for Rizwan and developing this into a great new enterprise that goes beyond Tesla by working on all different types of trucks and other things that I don't know enough about. But so I'm really excited to hear the story of Brandon. And I think Brandon, it would be great to start with you maybe introducing yourself telling us a little bit about how you ended up in the electric car industry and what drove you to that really expanding field. And yeah, to know a bit more about your background.   Brandon de León  2:37  Wow, what an introduction. Thank you guys so much for having me here on the podcast with you. It's been incredible to see what you guys have produced after the Master's course and hard to follow what you shared Corail. But I think, generally speaking, it's been an amazing learning experience. The Oxford Masters in Major Program Management, learned a lot from you guys, as well as the content. So happy to be here and share a little bit of what I've been working on and some of my background. It's been about 12 years since I've been in the electric car space, but maybe just a step back and give a little personal context about how I even ended up in that. I, my voice betrays me, I'm from the States originally, even though I'm coming to you from Holland today, I'm living in Rotterdam and working in Amsterdam. I grew up on the east coast of the U.S. mainly in Georgia in Florida. And then that's where I connected with Tesla. And what brought me down to Florida originally was my pursuit of International Business Studies. I wanted to study that because I had grown up hearing about how my parents met in Germany, in the army, and so early on, I was ingrained with these ideas of a world beyond the bubble that I lived in. So even though I grew up in small town, Georgia, I knew that I wanted to go and at least traveled to these places maybe even work in these places, if that were possible. And so in high school, when I discovered international business classes, I couldn't get enough. I also learned in those classes that there's a lot of ways society progresses, and probably the fastest mechanism to make that happen is commerce. So you know, regulation and government takes a long time. Nonprofits are phenomenal. But also some of them have limited impact. So it wasn't really clear what the best path was. But having parents that had done service for the country, as it were, and then pursued their careers and more local service type of roles and social worker and studying pre-med and things like that, I knew that I wanted to find a way to make the world a better place in my own little way. Right? So international business was my chosen vessel that brought me to Miami to study undergrad. And then in university there I had a chance to actually work in a company that I had admired for what I would consider a great engineering design and that was BMW their local retailer in the south Florida area. I persuaded them to let me take an entry level job that they didn't have at the time. But I was really eager to get out of the department store I was working at, and to go work in the company that I admired so much down the street and regularly saw the employees from that office. And so thanks to some persuasion and friendliness on their side, I was able to take a very administrative basic role. And I spent two years with BMW, but I realized that 18, 19, 20, there wasn't a lot of career options for someone that young, in the automotive retail space, at least not the traditional automotive, even with really innovative products like BMW. So I went on the search for career path, and I ended up in a bank and I thought, wow, this is terrific, financial district, maybe I peaked early, there's a career advancement ladder, it's all planned out, pension, etc, all the trappings of a great career, but then my interest in engineering and technology kind of clashed at a certain point, because new payment technologies came out into the market. And some people will be familiar with these dongles that you'd plug into an iPhone, which is relatively new back then. And you could swipe credit cards, and it was a revolution for small merchants and mom and pop shops, and I thought, this is wonderful, it's gonna be great for getting them better cash flow, they'll grow faster, it'll really helped a lot of small businesses out. But banking is a very conservative culture and does not run to embrace new technology. So at the time, we were working on a laptop that had an operating system that was three generations old, because the security patches were all well-developed and stuff, there was a clash there. And I figured, okay, I need to find a career path that's also aligned with my interest in technology or automotive or something along those lines. And after a lot of soul searching, and job board searching, I came across Tesla, and they were starting a store locally in South Florida. And through a lot of discussions for different roles. I ended up joining the launch team for the Model S, which was the car that really established the brand as a large volume producer of vehicles. And of course, its focus was electric cars. So that was 2012. I joined right after the vehicle launched. And it's been a wild ride since then. But at that time, because of my international orientation, I thought the wildest dream I have right now is that Tesla will do great. And then we'll get the chance to go and launch in other countries. And maybe I can be part of that. Happily, I had that chance. So although I started in California, and then after we launched the vehicle there, and I gained a lot of experience integrating, delivering the vehicles, the first vehicles and integrating it directly into the lives of people and families across California, I had the chance to bring that back to the East Coast. And then there was an opportunity to join a different department back at headquarters in California. And I jumped at that, because I knew if international opportunities emerge, there'll be people from there, they're good to go. And so that was a strategic step, it was not clear that it would work out. But happily, I was in the right place at the right time, there was an assignment to go help the team in Canada kind of get find their feet, if you will. And then after doing that a couple of times going out to Toronto, and doing what I would call international, but doesn't necessarily appear to be very international experiences going from California to Canada, I also had the chance to join a very small team of four or five that came out to Europe for a few months to do the same, essentially to help train the first model as launch teams here. And that was quite a privilege. When I came home to San Francisco, I thought oh, wow, this is it. Everything I could dream has happened. This is fantastic. What do I do now? And I didn't have to wait long for an answer because being at the headquarters in the beehive of activity, there was an opportunity that was presented to me to come over and help build critical partnership networks because we were starting to deliver vehicles but didn't really have solutions in place for if people were driving from the Netherlands or Norway down to Spain for holiday, what happens if they run out of charge or if the car breaks, and we had a very small footprint in Europe, within three weeks, I was on a one-way flight back to Europe. And I haven't looked back since. So that's a little bit about me in a very long-winded way and how I've gotten here to you. Corail  8:58  No, that was fantastic. Brandon, thank you so much for sharing your passion. It's really fascinating how you're constantly growing, reinventing yourself, but yet you seem to have such a drive. And that brings me to something a little picture that you shared of yourself recently that was you, yourself. I don't know how old you were maybe five or six. And you were in this beautiful little plane. And I think we talked about how you progressed from different career paths, but always with a certain drive and in that journey now I feel like you also have great interest into the future of electric aviation. And you decided to write your dissertation on this specific topic, and the social acceptance of electric aviation. Can you tell us a little bit more about this interest of yours and how you came to write about this in your dissertation in Oxford? Brandon de León  10:00  Yeah, sure. Thanks for reminding me of that picture. It's my haircut was terrible. But yeah, I was very young. And that was, it was a fun picture of me as a very small child in this mock-up of what must have been like a pretend F-16 for children at an Air Force stand at some air show in the U.S. So that was quite a throwback. Thanks for that. The, that picture I think really reflects my interest from the earliest of memories. And I call it transport now because it seems more appropriate. But it's really cars, planes, things that move fast. They're exciting, or have always been exciting to me. And I know that's sometimes cliche and certainly not exclusive to me. But that's where my fascinations were as a kid and that really hasn't died. But my career being mainly in automotive and electric automotive for more recent decade or so, maybe it's worth sharing, it's quick middle steps. So after about 10 years at Tesla, scaling the core product and ecosystems around it in North America and Europe, I thought, okay, what do I, the recipe is pretty much set at Tesla. So we have gigafactories opening, launched four or five different vehicle programs, how can I best use all this wonderful experience? And in 2021, I joined a company called Rivian, which essentially, is, for those who don't know, it a lot like Tesla in that it's a new company that makes cars. But their plan was to electrify totally new vehicle types, still ground vehicles, right? So trucks, which are hugely popular in North America, also SUVs, which are growing in popularity globally. Perhaps, if you look at the Tesla Model Y, the best selling car globally, right now in 2023, I think it was. And then for me sitting in Europe, perhaps most importantly, commercial vans, so they have or we have a huge order with Amazon for 100,000 delivery vans. And that was super exciting to me, because being in Europe, I know that trucks are not a big deal here. SUVs are typically on the smaller side or middle size, definitely not the large American scale. But I knew that if they produced the vans, then we would have a tremendous success on our hands. And that's gone really well. We've delivered over 16,000 vans now it's super exciting to see that happening. So essentially, why join Rivian was to extend electrification. So when looking for a dissertation topic, during our master's degree, I really wanted to take that opportunity to explore the other side of my fascination. One, because there wouldn't be any conflict of interest. So it was a lot cleaner to not do electric vehicles. And then the other side is there was a really interesting ecosystem emerging that was ripe for research. And that's electric aviation. It obviously aligns with my fascinations, but also super timely.   Brandon de León  12:32  So when I started looking into how can I use a dissertation to add some value, however minuscule to what's going on in this ecosystem that fascinated me so much, I started to reach out to people and one of the people I reached out to was someone I would consider a founding father, a modern time founding father in electric aviation. And he had spent three or four decades at NASA researching electric propulsion. And it really caught on towards the 2010s. And we'll get into that later. But essentially, I was asking people like him who are highly technical, unlike me, who's a non engineer, how can a non-engineer contribute to the conversation into the development of this space, and in our discussions that came out that acceptance is really interesting, because it is a known concern. But it's kind of a fuzzy topic, a fluffy topic, it's ambiguous, people aren't really quite sure what to make of it, how to define it, how to grapple with it. And there's not a unified message around it. That's, that seems ripe for Social Sciences dissertation. And that's what led me into it because there weren't any other spaces that weren't mostly other parts, or aspects of the ecosystem today, are highly technical, or regulation-oriented. And this was a space where someone coming from social sciences point of view could really add value. So that's what led me into it, happy to document it more. But that's the background and how I got there. Corail  13:51  I think it's so interesting that you're bringing, as you say, a non-engineer background into a field that is highly engineering-heavy. And we see in Oxford, we talk a lot about the work of Kahneman, for example, and how it mixes psychology and economy and what amazing ideas that created and I feel you coming from a different background is also generating discussion that we don't think the regular engineer doesn't necessarily think about. And I think it's quite beautiful. You talked about the social interest of your parents early on that kind of inspired you. And it's interesting that you went into social acceptance and which encompasses I think many things but also the how people receive what we're producing. Right? And I wanted to ask you a bit more about this because when I think about social acceptance of electric vehicles or electric planes, as of, I don't know, kind of French bias, (inaudible) we talk about how planes are terrible for the environment and we are always thinking about shaming each other in France for how much we travel? I know my aunt for example, is constantly telling me you shouldn't take the plane so often, etc. And so for me, I only see positive outcome, right, for electrifying planes. So why did you, how did you identify social acceptance as a risk? How is it perceived in the industry? Brandon de León  15:19  Yes, it's a great question. And actually, thanks for the chance to add more background because it's not, it wasn't something I was able to include in the dissertation itself, I had to really shrink down that context and generally referred to the study as a study into the acceptance of electric aviation without giving a lot of detail and color. So essentially, in order to understand that better, it's helpful to describe the 2010s and the emergence of the ideas around electric aviation and how it was going to look and feel what the vision was, and who was articulating it. So although there have been decades of research at NASA, in particular from the guy, Mark Moore, is the gentleman I talked to and brainstormed with around ideas, potentially, that could be useful to the ecosystem. So there was quite a lot of work done on the physics and the engineering aspect. But what was interesting is that it didn't come from a lot of technology seemed to come from the defense side, right, where you have the internet, GPS, other things that are developed for military or defense purposes, and then they become commercialized. This is a rare instance where, even though NASA had done prior work, and really help manifest the technology, or the idea around how to use it, it was actually technology, commercial minds, technology and commercial minds that were leading the development of this vision, a particular vision of electric aviation, and they called it urban air mobility, mostly. There were many different names and the names of all the increase since then, in the early 2010s, essentially, you had Google printing tons of money and so just to pick, cherry-pick a specific example, this is not the origin story for the whole ecosystem, but it's a major part of the background. So Google is just minting money, right? And Larry Page starts to make bets. And they're called Alphabet. Now, there's a play on words there. But essentially, Silicon Valley companies that make it that big start to then have to find new avenues to create growth. And these are the bets that they're making. And one of them was autonomous vehicles, right? And today, that's Waymo. And another one that was backed by Larry Page in particular was a company called Kitty Hawk. And it had different names, as in its predecessor phases, but essentially, they were making a two/four passenger air vehicle, and it was all electric. And it looked like nothing you've ever seen before. If I had to describe the inspiration, I think that in many cases, these air vehicles developed by the organization he was backing, or Google was backing. I guess it's more him than Google to be honest, on the on the electric aviation side. And other pioneers of electric aviation in the same timeframe, they kind of looked like scaled up drones, toys, essentially, they're called multicopters in that format. But essentially, the vision was that these were going to be flying taxis. And they were going to be in cities. Now I'm not old enough to remember this in person. But I've read stories about how Delta and United used to have these phenomenal helicopter services where you could catch a helicopter from the top of the Pan Am building in downtown Manhattan, or Midtown and then fly over to JFK, or whatever airport. And that was the heyday of aviation, right when it was really a VIP experience. And this wasn't just New York City, this was San Francisco, tons of other cities have this helicopter service. And it's not really the case anymore outside of a couple non-airline, independent helicopter services in, let's say, New York City for example. And enter Uber, another emerging tech company, who was really ambitious and wanting to really reinvent mobility, not just on the ground, but they also saw an opportunity to play a role in this airspace as well, if you will. And so they took what they knew about ride-hailing and the app and the data that they had seen, all the trips people were taking around urban areas like L.A. and New York and probably better than anyone they fully understood and had the data and the data orientation that a Silicon Valley company would do to understand how there's a huge amount of traffic between this origin and destination. And so airport, if we look back at this helicopter services presents an interesting option. And so they started to, they started a sub-organization or department called Uber Elevate, and they issued a white paper, I think it was 2016, maybe 2017. But the white paper basically articulated a really grand vision for all these air vehicles doing thousands of movements in urban areas a year. So it's a whole new kind of flying, not the wing and tube that we're used to going between over long distances or medium range distances.   Brandon de León  19:49  This was a whole different layer of air transport that hadn't been seen before, because presumably, existing small airplanes were, with the capacity of a ground taxi, four, five, six seats or whatever, were too noisy, not comfortable and outdated designs and they couldn't vertically take off. And that's a big difference too is that these new vehicles were supposed to take off and land like a helicopter. So that then unlocked a lot of opportunities to land in urban areas without a massive airfield and runway. And so that was the lower end division in that Uber Elevate white paper. These days, that evolution of that vision has evolved quite a lot and become a lot more mild. To give you one example, there were images circulating around the time of that white paper, where you would imagine a high-rise tower and different levels that would have open bays that the small car-sized air vehicle could fly into horizontally and land or land at a top and then the elevator would move it around. But essentially, it was beehive for these. And that's where social acceptance really became a question. Because if you have that many vehicles flying around in the airspace that's not really used today and they're potentially making a lot of noise because helicopters are super noisy. And that's the best benchmark that we have, even if they're electric and quieter, they're not going to be in silent, then how are people going to react to the noise? How are people going to react to the visual pollution or obstruction to whatever view they have, if you enjoy the city view of Manhattan, it's now going to have a lot of air vehicles in it. If you enjoy the Coastal View, perhaps you'll see a lot of vehicles above the beach, that sort of thing. Social acceptance was early on identified as a risk, something that needed to be dealt with. But how to deal with that wasn't really clear. Riccardo Cosentino  21:29  Brandon, I have a quick follow-up on that. Because it's very interesting how this was a dissertation. So was the final project for the master's degree or for a master in major program management. Can you articulate how you end up picking an industry as a major programme? I'm assuming, I'm paraphrasing a little bit because your study is not about one particular project, one particular company, it's really just societal, and how society is going to who's going to embrace this new technology or not. And so when you were discussing with your supervisor about this topic, how was it received from the academic side because we're all educated, and we're all told my major project is a project about 1 billion dollar/pounds, whatever. But I'm not a believer in that metric. To me, it's, major programmes are about complexity and I think your dissertation fits perfectly that definition, but you must have had some back and forth with your supervisor, or even with some other academics. Brandon de León  22:38  Yeah, it's a great question. And I really thought this was a risk to my dissertation to be fair open to the point of marking, I didn't know if it was going to be received well, that how to articulate this as a mega project or giga project, as I called it. But basically, I think that if we look at the way we presented this content in the course, just to give the listeners an idea, that for most of history, or let's say the last century, there has been increasing focus on these growing, the projects of growing scale and complexity, and cost getting into the billions getting into this, they totally changed traffic patterns in the city or they, if there are huge new bridge or something like that and it's just visually imposing huge civil infrastructure or digital systems that cost a ton or aerospace programs like an A380 Airbus, which is just a mega behemoth of an airplane, right? And if the complexity is clear, super tangible. But I think that's the school of thought that are when we had the great fortune of I think straddling two eras of the faculty at Oxford. And the first chair that we encountered was Bent Flyvbjerg. And he literally wrote the book on this stuff. And so far as the Oxford Handbook for Major or Mega Project Management, and in that, through that lens, or what he helped us understand, it was this more centralized type of project. And then later, we actually had another generation of leadership for the faculty come in with the new chair, Daniel Armanios, and he was very interesting in that he introduced the concept of it not necessarily having to be a centralized, that's a singular entity, the mega project could be distributed, decentralized, even. Right? And so after reading both of their research, I'd actually found that Flyvbjerg and contemporary said, coined the phrase of an array of projects. And I thought that fits this. This is actually exactly what I need to articulate how this is a large, complex project, although it's effectively being built in a decentralized manner and actually, quite extremely decentralized manner. There are over 800 different organizations that have released a concept for an electric aviation or electric air vehicle of some kind or another. There's this nonprofit that tracks the industry and most of the funding is with a handful and most ofthe technical progress is at a handful, but the reality is that there is a massive number of companies that intend to enter this space. And essentially, by building these vehicles, they're having to also engage regulators and build the regulatory envelope for this to actually happen. And then also go out and entertain cities and get them on side. They even let it fly. So ultimately, what they're all building towards is a central vision, even though it's moderated a bit since the over white paper in the beehive towers in the city, what they're actually when you step back and look at it all, what's actually being constructed, is something quite central. And that is a layer of air transportation, a new air transportation system that doesn't exist today. Because electrics, there's no charging out there. It's also and this is the part I didn't really get to yet is that a lot of the companies want to get towards autonomy. Some people might know already, there's a pilot shortage historically, pilots are now being paid very well, after having years and years of declining. That's not the case anymore. There's a vast shortage of pilots today. But also, if you're looking at technically looking at these vehicles through a technical lens, from a physics point of view, the energy density in lithium ion batteries or automotive grade, especially. But even research batteries, they're still limited compared to typical combustion fuels, hydrocarbon fuels, in so much in how much energy they can carry per kilogram. And if you're in aerospace where every gram matters, it's critical that you lighten the vehicle, because it's a trade-off for payload and revenue. And so although electric vehicles have started to scale up the production of lithium-ion batteries and automotive grade electric batteries have really gotten cheaper and better energy density so they're improving every day, in labs across the world they're still just crossing the threshold where they're useful in the air and just unlocking short-range missions. So this is a new, this is a new transport layer that is just becoming feasible in the late 2010s  and still in development. So that's where I basically come back to your point, which is it's not a central program, it's definitely super distributed and decentralized, but they're all building in essentially a common vision of electric air transport that doesn't exist today. Riccardo Cosentino  27:21  Okay, one more question that on that note, and then I'll pass it back to Corail. As an industry, I mean, where would you position it in the developmental phases of an industry? And maybe, if you could make a comparison, we always go back to the internet, right? So every time there's a new revolutionary technology, we always say, yeah, think of the internet in 1995 or finger the internet in the 2000. On that basis, so with that in mind, where would you place this industry in the developmental arch? Brandon de León  27:59  Yeah, maybe if I could go a few years before the internet just for a comparison that rings harder in my mind is mobile phones. I think we're at the place, there's a famous study from McKinsey that I'll get the number wrong slightly. But I think that they hint here McKinsey did a study for AT&T, I think it was where they predicted in the early 90s roundabout then that the maximum total addressable market for mobile phones is 900,000 Americans. I think we're at that stage with electric aviation. And I don't mean that in the, to poke fun at our friends at McKinsey, I know we all have some, anyway, consulting generally. But I think that it is impossible to anticipate the actual scale that this will be deployed at over time. And I say that because if you look at this technology, the business model for many companies is not clear yet. So I think that's, once the technology is ready, we're at the point where the technology is only just becoming certified. And even with helping hands from governments that are eager to be technology leaders in Q4, right about Q4 last year, the first electric vertical takeoff and landing vehicle certified anywhere in the world was certified in China. And just this month, the first one was transacted to a Japanese customer from another company in China for demonstration flights at the upcoming expo, World Expo in Osaka. Nothing's actually, there's no revenue yet. Unless you talk about small revenue regimes from Defense Departments and things like that to help with the testing and helping R&D funds. So we're really pre-commercialization. And that's precisely why I wanted to jump in for the dissertation into this space. And I thought it was really rich picking for that study-wise because what we hear in the program and all the things we've learned about mega project management and so on, is that when did they go wrong, if not in execution mostly in the planning phases in the earliest phases. So this was a huge opportunity to talk to people across the G7 really across OEMs, regulators, infrastructure companies and so on. Even NGOs. And to get a sense for okay, where's everyone's head at individually and collectively. What's the sense for how they're all thinking about this particular aspect? Social acceptance of a new technology? Yeah. And so that's, I think lends itself to the study, but super early is the answer to the question in a couple of words. Riccardo Cosentino  30:19  Thank you.   Corail  30:20  Brandon, that's really interesting. And to go back to your dissertation, I think you were planning to interview 10 leaders and you ended up with 29 interviews. I think it shows the real interest that it sparked amongst the leader in that industry. And do you feel like they got interested because this is a topic that they didn't necessarily so much sought about? And they wanted to discuss more with you? Or was it very much a risk that was very present in their minds? And you just found that they had already thought about a lot of solutions to raising social acceptance? Brandon de León  30:59  Yeah, it's a fair question. You're absolutely right. My ambition was 10. I accidentally overshot that by three times. I paid for that on the back end, when it came to actually giving the proper level of attention to the data analysis and cleaning the data from the interviews. Yeah, that was, it was quite a heavy fall. But it was really a pleasure to, because once I started to talk to people in the space, Dr. Mark Moore and I had engaged over LinkedIn, of course, and email and then had a call. But I think that really, I realized early on, and one of the things that I picked up on from one of the faculty members, Dr. Harvey Mahler, was that observation can actually be a part of your research. And I thought, let me, let me go to at least one event where these people gather and just see what's the level of discourse? Is this really a risk? Or is it just something that I see in their social media content or things like that, and I was really lucky, because there were three major industry events, if I can call them that, that were happening right around the time I was doing my dissertation and or the early stages of it. And so I went to London to eVTOL Insights London Conference and it was very much inside baseball, you had the top leaders from the companies that were trying to develop and certify these air vehicles. But you also had the leading regulators, globally for aerospace were there, it was really interesting to just, fascinating to hear the conversation between them. But what I picked up on was that acceptance came up, it was, in some cases a footnote. In other cases, it was a panel topic. But it was never, there was only such a limited depth that could be accomplished in that format. And having chatted with Dr. Mark Moore, having seen that in person in London, but also at Revolution Aero, which is another major event in Dublin, I realized that there, there's not a lot of exploration of this topic, if this is essentially the limit of it. And there are other podcasts in the industry too, that I've listened to where it maybe it gets explored a little bit more, but usually, it's pretty, pretty limited how much people can talk about this, because the overwhelming focus right now is to use every dollar of investment. And right now there's over $15 billion, I think it's over 18 at last count, invested in this space, mainly in the vehicle developers, that will in the future produce these electric air vehicles, essentially, the ones that are just planning to actually produce the vehicles, a lot of them aren't necessarily interested in acceptance, that's something they consider a responsibility of the operator to go out and develop acceptance wherever they plan to operate the vehicles. The operator meaning like airline, essentially. And then the other case, some vehicle developers or pureplay operators, they see the acceptance risk a lot more clearly. And in some cases, they've experienced it before with their traditional air vehicles.   Brandon de León  33:42  So I think, for me, it became clearer and clearer that this was both interesting for me, and potentially helpful for them to have a longer form conversation, the average interview was something like 45 minutes to an hour, someone as long as two hours a couple of them, when as long as two hours, I made the coding quite a long process. But it was super insightful for me. And I felt really privileged. As I was reaching out to people, the reception I was getting was quite strong. I thought 10 was going to be the high end and also a significant enough sample that would make the research worthwhile and meaningful. But then actually, I started to realize that if there's greater interest, I'm happy to expand that to a larger number, especially if it allows me to get perspectives from multiple people representing the different sides of the ecosystem. So like I mentioned, regulators, not just in Europe, but also in North America. And also OEMs, not just in Europe, but from North America as well. So a lot of the funding sits in North America right now. And depending on who you ask the technological leaders, some of them are in Germany, some of them are also in California and Silicon Valley, and so on. So I didn't want to represent just one small pocket of the ecosystem because again, it's a larger array globally. If I could do a better job of capturing those points of view from a European point of view as well as an American point of view, I wanted to do that. And so that ended up getting me to nearly 30 interviews pretty quickly. That's how it grew so fast. Corail  33:44  I think it's fantastic. And there must have been so much work to just code this amount of interview, I just cannot imagine in the limited amount of time we have to do this dissertation. It's a lot. So congratulations. Brandon de León  35:26  Thank you. Corail  35:27  So can you share with us then how so I wanted to ask you, Brandon, how did this leader define the risk? And what were the solution that they were putting forward?   Brandon de León  35:39  It's a great question. I think maybe the step back as a precursor, or the best example of what they were trying to do before was helicopter services from decades ago. And if you live in New York City, or Sao Paulo, or Hong Kong, helicopter services are not an infrequent site. So there are places in the world where it's still quite common. It's just that in the U.S. we, being American, that's sort of my bias, those services had dwindled. After there was a famous incident in New York City at the top of the Pan Am building, I think it was bad weather that affected the helicopter landing. Long story short, one helicopter did a particularly bad job landing, and crashed onto the rooftop. And when it did, a propeller went this way. Another one fell to the ground, I believe it was or some debris fell to the ground and killed the young lady. The other one might have injured someone when it flew into a nearby building. This was, I didn't read the entire history of this industry, the helicopter service industry. But what I can tell you is that if you look at the old timetables and the brochures, being a historical geek and an aviation geek have done more than my fair share that there are very clearly helicopter services advertised in most, in a lot of major metropolitan areas from these mainstream airline names we all know and love today, or despise today, depending on what you think of it. But anyways, the reality is that those services dwindling, I think, in part happened, because there were restrictions put in place, when you had an incident like that it captured the attention of the public around, probably not just that city, probably not just the U.S., perhaps major cities around the world, especially as news could spread wherever the American newspapers are read. So I think that that put a little bit of ice on helicopter services. And so today, if you look at Blade, which is an operator that works does fly from Manhattan over to JFK, for example, to do the airport shuttle type use case, I believe they take off on the perimeter of Manhattan, they're not, they're just off on those waterfront, they're not on top of some building in the middle of the city. So things have definitely changed. And so when it came to acceptance and how they view it, one was, there was this precedent for things going wrong. And if things go wrong, it can really pause an industry. So making sure perceptions are warmed up to the idea of this happening again, because what they're talking about doing is literally lending in many different places across downtown Manhattan, for example of the island of Manhattan, actually being able to pop down on different buildings, but also perhaps green spaces or whatever, wherever they can place what they call a vertiport, which looks a lot to normal person, like a heliport, small helipad with a V instead of an H. There are other things there. The industry insiders will tell you, there's a lot more to it. And there is charging equipment and storage and things like that. But all that to say what the vision was in 2016-17, when Uber was hosting these huge industry segments with 72 experts one year and hundreds the next year to try and really build steam around this vision of urban air mobility. They knew they had an uphill battle. And then on top of that helicopters are famously extremely noisy. That's part of why they have limited routes that they can fly. The other part, of course, is safety and things like that there. If you look at London, I think there's one main helicopter route through the whole of London that goes, basically follows the river, for the most part. And then I think the only operational heliport inside core London, that's not a hospital for an air ambulance is essentially on the reverse side, too. So helicopters are really limited in where they could go, partly because of the noise, but other you know, fears, safety and things like that. And so that's essentially, what captivated the interests of the industry participants most was how do we reduce noise through technical innovation, better propeller design, electric motors are inherently quiet, they're not jet engines. Even if you hear things build as for marketing purposes, and electric jet, it's quite different. It's more of a fan. So I think that they saw an opportunity with electric propulsion to be much quieter, and also more safer, ironically, because you can put many more electric motors and propellers. So if one goes down, you're not worried about that you can still safely land the vehicle and then yes, I think basically centered around noise primarily because the industry insiders knew that, fundamentally, the vehicle was safer, more resilient, more robust, more redundant, if you will, with different electric motors and propellers, a higher number, some have six, some have eight, some have 12 propellers built into the vehicle design. So if one fails, it's really not a major issue for most of the format's of these electric air vehicles. But getting people to warm up to the idea of it was a real risk the way they see it. Riccardo Cosentino  40:29  So Brandon, obviously, this is a podcast about your dissertation. And you wouldn't, you wouldn't have a dissertation without a conclusion and some findings. What were your key findings? Brandon de León  40:40  It's a good, I think that so if I, my research question largely centered around how do these executives from all over the ecosystem, all sides of it, essentially define social acceptance? Who and what do they think drives it? And then also, effectively how they plan to approach it? Right? So how do they think that they can maximize social acceptance and minimize social rejection? And the primary finding I found in the case of the first question was, there is no single definition for acceptance. People describe it differently. You'll hear things like regulatory acceptance, social acceptance, of course, public acceptance, community acceptance, market acceptance. So it depends on the mentality of the person and what they're responsible for, and what they're interested in. So if you're looking holistically, you could argue that it's social acceptance, but some of them, a lot of them necessarily focus in on the stakeholders that are closest to the activities that are proposed. And first and foremost, these vehicles have to be certified in a very rigorous process, the organization's have to, as well. So regulators are front of mind. And then market acceptance, of course, they think there has to be some demand, whatever their chosen business model, whether it's airport shuttles or other things. So they look at it through those different lenses. But when you're at a conference, those are sometimes thrown around as synonyms. And people innately understand the acceptance, that means other people being okay with this, but who they're concerned with. And the degree of embrace is something that I found varies quite broadly. And I think what's interesting is, even with that said, it's kind of there's a structure, there's always a question of who are they talking about we're concerned with, and then what's the degree of embrace, and that was a common thread, and their different phraseology, if I can call it that. And then so far as who and what drives it, if you look at a template stakeholder map, this is a lot of the literature around stakeholder management is written by Dr. Friedman. And Dr. Friedman has multiple books on the topic, he's the most cited guy in the field. And I tried to stick to these bedrock, most cited folks in these different disciplines because I felt like you said, this is quite an ambiguous space I'm diving into, I need to anchor myself to really key literature here. And so there's a beautiful map of stakeholders, and he breaks them into primary and secondary. So we call primary stakeholders, essentially, everyone who's in the value chain, plus government and community. So the people, we're directly interfacing with whatever you're doing, plus the people helping you produce it, and finance essentially. So most of the industry is focused on primary stakeholders. And I think operators are a little bit more aware of the secondary stakeholders, but through the interviews, the 29 different executives, we touched on every one of them got covered at least once. So although there was an overwhelming focus on primary stakeholders, naturally, there was an awareness of an interest in getting all stakeholders on board. And so they defined it very differently. But when you ask them who they needed to actually get to accept, it was pretty comprehensive. So no surprise, these people were executives in this industry, or in adjacent industries that made them relevant for joining these jobs for decades, right? They have, I think, on average, almost two decades of experience, many have masters and doctorates. They've done this before, or at least led businesses before and are aware of the spectrum of stakeholders that they need to talk to. What I had hoped to get into, and maybe this is because I was just coming out of academia with that hat on was the nuts and bolts of human thinking and decision making around taking this vehicle or this airport shuttle or not. We didn't quite get into that. I think that what I quickly understood was that the level of discourse didn't go that deep yet. And so I was asking you about which bias do you think plays a role in the decision to take this air shuttle or not to the airport? And after a couple of interviews, I realized, okay, let me bring it back up a level and further define, really who's involved and who's being mentioned the most, who's most important or seen as most important? And that's about as far as I could go in that space. There was a fourth question, I omitted it earlier, but essentially it was to what degree is acceptance a risk and simple to say most of them surprisingly, there was a lot of actual alignment here, social acceptance was considered a risk but also a high risk, I think partly because of the helicopter service example, in Manhattan. And also just generally helicopter services being so restricted over decades that they, everyone in this space has seen, made it really clear that they need to do a lot of work on the side. But what was interesting to me is a few of them went further and said it was existential to the industry. And again, thinking back to that Manhattan rooftop, you can imagine why they might think that because if public opinion turns against the industry, there's no writers, there's no financing. And then it's not a great day for the participants in the industry. So that one was pretty clear. And then the other one was sort of how to maximize social acceptance. And that was really fascinating for me to hear. Because again, I was talking to people on all sides, there were some people who were in marketing, communications, leadership roles. There were other people that were in, essentially engineering leadership roles. What was fascinating is that, essentially, they all largely saw the demonstration flights as a major win that were happening. There were limited demonstration flights happening by a couple of companies that were making sure that they were being seen as leaders in this space, and then also taking advantage of being first mover at certain major events. So for example, last was it, I forget the month, I think it was June, I was able to go to the Paris Air Show. And there was a company from Germany called Volocopter, who was led by a former Airbus executive. And they were flying their two seater prototype called the VoloCity. And this is the one that's supposed to appear during the Olympic Games this year and do some flights over Paris as well. On this day, it was flying over the airfield Le Bourget in north of Paris, which is in aviation history, it's a fascinating place tons of history, museums there, Charles Lindbergh landed there when he did this transatlantic flight. Anyways, long story short, to see this electric multicopter. Aircraft take off and fly over the airfield was really cool for me, because of my research. But also, it was stunning, because even though I have worked for decade-plus in electric vehicles, and I know just how quiet electric transport can be, I was shocked that I couldn't hear it, it was inaudible, from a very short distance away. Doesn't make any sense in the mind. It doesn't compute, it should be audible. It's not once it's maybe a football field away, in my personal sense. And so I think that what, what they were getting on to is what I experienced at Tesla, which is the technology, if it's really good, is convincing on its own, all you have to do is show people allow them to drive an electric car allow them to go to an air show and see this thing flying. And understand that it's, it feels silent from most places. And I think they're definitely onto something with that. Others went further to say we need to do education campaigns, I think that generally the spirit is roughly the same. But when asked to diagnose the state of acceptance building, most of them agreed that not much has been done or not enough has been done there. Some companies have gone on like 60 minutes and other major news shows for a segment to talk about flying cars, or flying taxis and these sorts of things. Because it's interesting and cool that there's some new innovative air vehicle. But other than that, and social media content, which really only gets to their followers, few had gone out of those. And more is happening now happy to talk about that in a minute. But essentially, that those were the four areas that I asked about, and was able to get concrete answers and learn what their perspectives were. Corail  48:32  That's great. Brandon, I wanted to ask you, like you said that a lot of them flagged this risk as a critical risk. And yet one of your one of your notes in your dissertation is that yeah, there is very little that is done about it. And as you're saying it's starting to increase, and we have the Olympic Games coming in Paris, and potentially, I'd love you to talk more about this and what will happen during the games. But first, why do you think so little is done if it's seen as this important risk that needs to be managed early on?   Brandon de León  49:07  Yeah, it's a fair one. And also, it was the thing that perplex me coming out of the dissertation. Obviously, in the month since doing the dissertation. I've had more time to digest it and think about it. And to factor in more of their point of view, I think. But essentially, and also last week I was able to join one last conference in my roadshow, if you will, to see what had changed since I had done the conferences about a year ago. And I think the short answer, if I were to speak for them, what they would say is that acceptance is important, valuable, meaningful and critical when we get to commercialization. But right now, the reality is that most companies don't have enough money to make it to commercialization. They're staring down their coffers and they don't see enough financial runway and funding left to potentially even get through certification. Some of them have just enough to get there. But it's very clear that almost all them if not all of them are going to have to go back and raise more funds. So when the funds are that precious, they're looking at how do we maximize every dollar, or euro or pound, right? And in those cases, essentially the critical milestone they need to get to to show that they have a viable product and business insofar as at least producing these vehicles, if not, to operate themselves to sell to someone else to operate, is to get certification, or to show meaningful certification path progress, and it's no small task. So just to give you a taste, they have to prove that they can, they're certified design organization, that they have a production method that can make exact copies over and over again, and this has to be signed off by the regulator, this is not something they can self certify, like in much of the automotive space, which is also highly regulated, it's still a fraction of the regulation level of aviation. And then even once they get the design, organization approval, and the production organization approval, and I might be getting my words a little bit wrong here. So aviation experts don't scare me. But essentially, they also have to be able to get an approval that they have processes in place that are certified for maintenance, repair, and overhaul, just to name a few. There's other things that they actually have to get certified for. But essentially, getting those things, those ducks in a row is billions of dollars. And again, if the whole industry has, let's call it 18 billion and counting, and there's over 800 players, you can imagine most of them aren't going to make that. And even the ones that have raised money, they've burned billions in many cases already. There are major, let's say, some of the companies that have raised the most funds in Europe, for example, have about 12 months of runway, but they still have more than 12 months to get to certification potentially. So I think that they're resource-constrained and focused on the core next milestone but, to your point, I think it's also because it's a fuzzy topic. It's not really clear who's responsible for it and then who should be spending money on it, and if one company alone can do it. And there's other interesting things that I uncovered into the research in the financial filings of some of the companies that have gone public through IPOs, or specs in recent years. Some of them consider developing public acceptance as a potential risk to their first mover advantage, because it'll benefit the whole industry and their competitors too, in that subset, right or in that collective. So while they see it as a good thing to do, from a social point of view. And maybe even from a business point of view, they can appreciate that it would be helpful to reduce some friction in the future. I think they're betting that it's overcomable. And they're biasing towards maintaining a first mover advantage if they can do. Our research from literature and social sciences would argue that maybe that's not the best balance, happy to talk about that more. But essentially, they're taking a pretty big bet there that they're going to launch. And then be able to build awareness, convert people to believers, and interested customers, at least as fast as they can produce vehicles and put them into servers and build capacity. So I think that's where it's a bit of a risk is that if they don't start to build awareness, early, the lag, there's a time lag between building awareness and first awareness and actually being willing to use a service. Not everyone's an innovator, early adopter. And I think they're counting on the fact that they're going to have a slow ramp. So they're not going to be over capacity. They're going to have more than enough innovators and early adopters that are willing to take their services, or use these vehicles. And they rather maintain the first mover advantage, largely not everyone, but most people seem to be acting in that way. Corail  53:40  Okay, I guess I have one final question. I'm really intrigued about what you're thinking about the opportunity that the Olympic Games are representing in Paris for this industry? Are you excited to see something in the air at that time? Please, tell me what are your thoughts on the games coming? Brandon de León  54:01  Oh, yes, sorry. I missed that point entirely. Thanks for making sure I answered. So I think, yeah, it's a fantastic point. Because, for better or for worse, you can hate or love the Olympics, right? There's a lot of debate around that. But I think that the reality is major sporting events of other types, and just major events generally, whether it's a Swiftie concert, or whatever, that is a prime opportunity to build awareness and plant those seeds if you can get your product in front of that audience. It's massive for any business, right? This is why in the U.S., you see companies paying millions and millions and millions for 30 seconds during the Super Bowl, which is our American Football Championship, right? Every year. And it's the same thing is at play here. And so, the Paris Olympics are very interesting because Paris as of late, especially, has been a city that is very intent, with the city leadership on improving quality of life, introducing better transport, a lot more biking paths and making it just easier to use, to a more livable city, let's say it that way., I'm living here in the Netherlands bicycles are a way of life. And the people who are pushing the bicycle culture and infrastructure and urban planning from the Netherlands point of view at the universities and Amsterdam and other places, Paris is one of their favorite cases to point to. I think more people this week or this month, it was reported, more people were biking than driving in Paris for the first time in known history since I guess the advent of automotive. So I think it's really exciting time in Paris, but also Paris is also known for and France, too, for being unabashed in protecting their culture and also making sure that their perspectives are respected. And so you see a lot of this in sort of the way from the space I work in. Now with SUVs, one of the things I've noticed and seen is a policy around SUVs, where I think it's a proposal or it's gone into effect now, where SUVs will pay more for parking in the city. So what happens and where this comes into play with the Olympics is that for years, people have been in the industry targeting the Paris Olympics as a launch point some other some companies that were planning on doing flights at the Paris Olympics in this summer in 2024 realize they weren't going to make it in time technically, to be ready to fly. But this particular company called Volocopter, that I've mentioned before, out of Germany, they're very keen on demonstrating again, they were the ones that flew the Paris Air Show last time, and they've since done a massive amount of flights in the U.S. going around different cities and stuff on a roadshow. So they're very eager to build awareness, which results from this researcher's point of view, of course, and they see the Olympics as an iconic moment, because they're European company. They're very much proud of that. And also, if you look at the history of Airbus, Airbus was a European project, Pan European right parts come from all over Europe to build those planes. And this is maybe a second coming of Airbus in so many ways, in this new air transport world. And so it's super symbolic to be able to fly at Paris, in front of the crowds of Olympic spectators, not just at Paris airshow where you have a lot of aviation, aware or interested or geeky type folks, or people who work in the industry. It's a home field advantage when you're flying above that crowd. But when you put it in front of the Olympic audience, that's a whole nother level of magnitude and exposure and media coverage. And so that can do wonders for the company and change its fundraising prospects, it's runway and its ability to develop future products and launch into other markets and really, potentially accelerated and develop its first mover advantage, too. So it's huge. What's interesting is in September, the Paris city council acting on complaints from citizens about this plan of that air vehicle flying there now, I would say negotiations is not very clear what conversations are happening. But it was brought into question whether they're actually going to be allowed to fly over the city, whether or not they can get certified in time to do it. And that last check, I believe the CEO was reported as saying that they might not launch in July as originally hoped if the certification doesn't come on time. But they're hoping at least to be able to do it in August for the Paralympics. So there's a nonzero chance that they don't get to fly. That could happen. And that would be for them, I think they would class that as a really big disappointment, a missed opportunity, and so on. And also an opportunity for Europe and Paris, the show itself as a showcase for innovation in the space and air transport. So I think it's really interesting when you look at these big events, because they present such an opportunity. It's clear to the commercial side that they're chasing it. But what really validated my research was that social acceptance came up as an interesting issue already, before the first vehicle flies. And like I mentioned before, the next plans are also around big events, the World Expo in Osaka. Next year in 2025, this was to be flights. And in 2028 in Los Angeles for the Olympics there. Other companies from the US are also planning to fly. So yeah, social acceptance is already showing itself as a key risk. Corail  58:58  Yeah, that's crazy. It's kind of a live case study. For your (inaudible). The images you put in your executive summary of this electric planes flying were incredible. I have to admit, I didn't even know that it was already existing. and they were already flying planes, electric flying planes. So that was great. And I will be in Paris this summer, and I crossed all my fingers, that social acceptance is not blocking this line from playing because I want to be there and look at them.   Brandon de León  59:34  Same here.   Corail  59:35  Well, thank you so much, Brandon. I think I don't know Riccardo, if you have a closing question, or, but I think... Riccardo Cosentino  59:42  No, that's no, I think no, I'll leave it with you. Close.   Corail  59:46  Yeah. I think Brandon, that was fantastic. We learned so much. Although I read your entire dissertation. It was super interesting and fascinating. And I feel that you gave us even more explanations and stories in thepodcast. So thank you so much for being generous with all your knowledge. And yeah, I wish you the best in your career, really. Brandon de León  1:00:07  Thank you guys. Thanks for having me. Riccardo Cosentino  1:00:08  Thank you, Brandon. And thank you, Corail, for co-hosting the episode today. It's always an honor having you as my co-host, and there'll be hopefully more opportunities. And Brandon it's always a pleasure chatting with you. Brandon de León  1:00:21  Likewise. Take care, guys. Riccardo Co

durée : 00:04:39 - Camille passe au vert - par : Camille Crosnier - Une étude scientifique montre que diffuser sous l'eau des sons de récifs coralliens sains, donc pleins de vie, influence les larves de corail pour choisir le lieu où elle vont s'installer. Un outil précieux pour la restauration des récifs.

durée : 00:04:39 - Camille passe au vert - par : Camille Crosnier - Une étude scientifique montre que diffuser sous l'eau des sons de récifs coralliens sains, donc pleins de vie, influence les larves de corail pour choisir le lieu où elle vont s'installer. Un outil précieux pour la restauration des récifs.

durée : 00:05:45 - Le journal des bonnes nouvelles - par : Charline Vanhoenacker, Alex Vizorek - Des études révèlent que des bonnes nouvelles : des chercheurs de l'université d'Aix-Marseille associés à l'Inserm ont trouvé l'origine du groove. Certains sons pourraient contribuer aux efforts de restauration des écosystèmes coralliens endommagés par le changement climatique et l'activité humaine

durée : 00:05:45 - Le journal des bonnes nouvelles - Des études révèlent que des bonnes nouvelles : des chercheurs de l'université d'Aix-Marseille associés à l'Inserm ont trouvé l'origine du groove. Certains sons pourraient contribuer aux efforts de restauration des écosystèmes coralliens endommagés par le changement climatique et l'activité humaine

durée : 00:05:45 - Le journal des bonnes nouvelles - Des études révèlent que des bonnes nouvelles : des chercheurs de l'université d'Aix-Marseille associés à l'Inserm ont trouvé l'origine du groove. Certains sons pourraient contribuer aux efforts de restauration des écosystèmes coralliens endommagés par le changement climatique et l'activité humaine

Aujourd'hui, direction l'océan Pacifique à la rencontre du corail !

En Tunisie, la côte de corail qui s'étend sur 180 km de Bizerte jusqu'à Tabarka, ne rapporte plus grand-chose aux artisans de la ville. Habitués à récupérer les débris ou les branches non exploitables pour l'export, les artisans bijoutiers locaux, autrefois prospères, sont menacés de disparition face à la rareté du corail et sa cherté. Portrait du doyen de cet artisanat à Tabarka. De notre correspondante à Tunis,Dans son échoppe avec pignon sur rue vers le centre-ville, Mokhtar Saoudi, 75 ans et artisan bijoutier dans le corail depuis quatre décennies, guette sa clientèle. Il est tombé amoureux pour la première fois de l'or rouge, à l'âge de 15 ans.« À l'époque, le corail était disponible en grandes quantités. Il se vendait 30 euros le kilo. On allait avec d'autres jeunes à la rencontre des pêcheurs qui ramenaient le corail avec la croix de Saint-André, une croix en métal qu'ils jetaient dans les récifs pour les casser et récupérer dans les filets, les débris. Tout ce que les pêcheurs ne gardaient pas, parce que c'était trop abîmé ou trop petit, on le récupérait et on mettait un peu d'huile d'olive dessus pour le rendre encore plus rouge. Et on le vendait pour quelques dinars dans la rue. »Autodidacte, Mokhtar s'achète ensuite une meule et du papier à poncer, avec lesquels il commence à sculpter des colliers ou des bracelets.À écouter aussiTunisie: la contrebande de corail à Tabarka [1/2]« Les gens venaient de partout en Tunisie »Peu à peu, il ne vit que pour cet artisanat qui attire de nombreux touristes dans cette ville de 20 000 habitants connue pour ses paysages entre la montagne et la mer et la richesse de son corail.« Les gens venaient de partout en Tunisie dans des foires artisanales où l'on vendait nos produits. On avait même la fête du corail, une sorte de festival dédié à l'or rouge. Les affaires se portaient bien. Il y avait déjà des acheteurs qui venaient prendre les belles pièces et allaient directement les vendre en Italie, mais c'était une époque où il n'y avait pas de contrôles douaniers ou autre. »« On se retrouve à travailler à perte »Il ouvre ensuite son atelier dans les années 2000 avec cinq femmes qu'il a formées lui-même, mais surexploité, le corail se fait de plus en plus rare et cher. Il faut désormais plonger à des profondeurs entre 120 et 150 mètres pour en trouver à Tabarka. Depuis dix ans, Mokhtar a vu son chiffre d'affaires baisser considérablement « Tous les jours, je pense à fermer boutique et je n'y arrive pas. Mais concrètement, ce n'est plus rentable pour nous les artisans. On investit en achetant 1 ou 10 kilos de corail à 3 000 euros pour faire nos bijoux, mais ensuite la clientèle ne suit pas. On se retrouve à travailler à perte. »Et la jeunesse n'est pas intéressée pour reprendre le commerce. Une vingtaine de bijoutiers vivent encore du corail à Tabarka. Si Mokhtar s'en sort encore en rachetant à des prix intéressants aux enchères, la marchandise de corail de contrebande confisquée par la douane. L'artisanat, lui, risque de bel et bien disparaître.

Le corail de Tabarka au nord de la Tunisie a longtemps représenté une manne économique pour la région. En 2019, les autorités tunisiennes avaient d'ailleurs démantelé un réseau de trafic international en possession d'un butin de 600 kilos de corail, d'une valeur de 2 millions d'euros. Effectivement, les prix du corail à l'export peuvent atteindre 5 000 euros le kilo. Mais dans le pays, le secteur a perdu de son prestige. Les corailleurs peinent à payer leurs charges face à l'augmentation des coûts de logistique, les plongeurs se raréfient à cause des dangers du métier et la contrebande prolifère, faisant baisser les prix du corail sur le marché. Objet de tous les fantasmes à cause de sa valeur marchande, cet or rouge est aussi l'une des causes de la mort de nombreux plongeurs. Slim Medimegh, plongeur professionnel depuis 26 ans dans les travaux sous-marins et corailleur de première formation, suit de loin le bilan meurtrier. « On en enterre pas mal chaque année, il y a des décès, il y a des disparus qu'on ne retrouve jamais », constate-t-il.Et avec la raréfaction de plongeurs professionnels, le braconnage se développe. Pour récolter le corail, les pêcheurs de l'Antiquité utilisaient la croix de Saint-André, une grosse croix en métal pour taper sur les récifs coraliens, les plongeurs en récupéraient ainsi les débris.Aujourd'hui, cette technique est encore utilisée, ainsi qu'une autre plus moderne, mais tout aussi dévastatrice : « Cela consiste à tracter des grosses chaînes sur lesquelles on accroche des morceaux de filet et ces grosses chaînes sont tractées avec des unités de pêche avec des bateaux de 10 mètres équipés de 200-300 chevaux et plus », indique-t-il.« C'est le jeu du chat et la souris »Des pratiques illégales qui ont failli faire quitter le métier à Mourad Ben Khelifa, armateur de corail depuis une dizaine d'années dans les eaux de Bizerte, au nord. Il fait face à de nombreuses difficultés : les prix de l'hélium, nécessaires pour la plongée profonde, ont quadruplé en dix ans et la concurrence de la pêche de contrebande du corail algérien est très répandue dans l'une des plus grandes réserves de corail rouge en Méditerranée.« On va dire qu'ils frôlent les frontières », explique-t-il. « Parce que moi, je l'entends à la radio toute la journée « Marine nationale, marine nationale, le bateau dans tel endroit, veuillez rebrousser chemin » C'est toute la journée, c'est la chasse, c'est le chat et la souris. C'est une barrière qui est beaucoup plus grande, c'est interdit donc, forcément, ça pas été trop exploité ».De nombreux contrôles douaniers et policiersUne fois pêché, ce corail est écoulé pour l'export, vers l'Italie, qui domine le marché. Un trafic qui fait l'objet de nombreux contrôles douaniers et policiers comme en témoignent les saisies régulières de la douane. Pour Mourad, l'excès de contrôles de plus en plus sévères met aussi en difficulté le secteur légal.« On est rentré dans l'ordre du fantasme », souffle-t-il. « Les flics, quand ils vous arrêtent avec du corail, on dirait qu'ils vous ont attrapé avec du shit. Il y en a un qui trafique, alors ils ferment pour tout le monde, le temps de comprendre et de voir. Plus personne dans la douane ne veut signer un papier parce qu'ils ont peur de se retrouver en prison à cause du corail. L'État a fixé les prix. »Le trafic menace l'écosystème corallien en méditerranée. Une problématique environnementale mise en lumière dans le documentaire tunisien The Red. 

Pour en parler Cédric Robillot, directeur éxécutif du Great Barrier Reef Foundation

In this episode of Navigating Major Programmes, Riccardo Cosentino sits down to reflect on the conversations during the first season of Navigating Major Programmes and what he's learned about the industry because of them. Plus, Riccardo shares why he started a podcast in the first place and his final thoughts before taking a brief break ahead of an exciting season two. “The opportunity to sit down and interact with individuals who have spent six months researching a specific major programme topic and engaging into a debate about their findings and their conclusions has been very, very inspiring for me. To a point where all my initial concerns and fears of starting a podcast have now completely vanished and I'm really looking forward to building upon the first season of Navigating Major Programmes and bringing even more in-depth topics in season two.” —Riccardo Cosentino  Key Takeaways: The importance of being an ally for women in major programmes (listen to episodes 1, 2, 3, 4 and 5)Collaborative contracting as an alternative in complex programmes (listen to episodes 6, 10, 11 and 15)Leadership in major programmes (listen to episodes 7, 12 and 14)Setting the right expectation of technology in major programmes (listen to episodes 8 and 13)  If you enjoyed this episode, make sure and give us a five star rating and leave us a review on iTunes, Podcast Addict, Podchaser or Castbox. The conversation doesn't stop here—connect and converse with our LinkedIn community: Navigating Major Programmes PodcastRiccardo CosentinoTranscript:Riccardo Cosentino  00:00If you're listening to navigate the major programs, the podcast that aims to elevate the conversations happening in the infrastructure industry and inspire you to have a more efficient approach within it. I'm your host Riccardo Cosentino I bring over 20 years of major programme management experience. Most recently, I graduated from Oxford universities Said business school, which shook my belief when it comes to navigating major problems. Now it's time to shake yours. Join me in each episode as a press the industry experts about the complexity of major problem management, emerging digital trends and the critical leadership required to approach these multibillion dollar projects. Let's see where the conversation takes us.  Hello, and welcome to a new episode on navigating major programs. This episode will be the final episode in Season One. And in this episode, I will try to recap the topics that we covered in the first 15 podcasts. I will try to also recap the guests that join the podcast and the themes that we covered in the 15 episodes. But before I go into that, I think it's important that I also tried to recap and remind ourselves why I started the podcast in the first place.  I started this podcast for two reasons. The first one was a personal reason which was wanted to overcome my fear of public speaking, I wanted to practice the skills of interacting with guests and to record myself and listen to myself and overcome this cringe that we all have in listening ourselves speaking. And it was very important to me, it was very important for my journey to always become a better leader, I really wanted to put myself out of my comfort zone.  But the second reason which is to be more addressed stick is I wanted to create a platform for individuals that don't normally have access to these type of platforms such as podcasts and blogs. The idea really started from when I was finishing my dissertation at Oxford. And I realized that I just spent six months researching a topic using very rigorous academic research methods. And most likely the now the dissertation will probably end up on my bookshelf. And I also realized that in my class, there were another 60 People who had created similar research of similar standards. And also then I realized that because I was part of cohort 12, at Oxford for the master major program management, there were approximately 700 People who had written dissertation who had research, major program topics, and most of them probably never talked about the research. So those were the two main reasons why I started the podcast. But as you probably realize the first five episodes of the podcast was actually a mini series called Building Bridges. And the reason I started with a mini series is because I was very scared of getting the podcast off the ground, I had a huge amount of impostor syndrome. And so together with with my personal brand coach, we decided to actually create a mini series so that it wouldn't be too daunting. It wouldn't be a full podcast, and it was going to be a bit more manageable with a limited number of episodes in a very limited topic, which was the experience of women in working a male dominated industry. However, as I was launching the miniseries, and by the way, the miniseries took me two years to launch because I recorded the first podcast in 2020. And I ended up launching it in 2023. So I should have been more than two years, it took me more than two years to launch the podcast. But when I ended up doing it, when I started recording the second and third episode, I got really galvanized and decided to bite the bullet and to actually launch the full podcast. And that's how we ended up having navigated major programs together with building bridges, women in infrastructure.  I also picked the woman infrastructure topic because I'm a big ally to women. And I think our industry needs more women. And so I felt this was a topic very close to me, and probably a very easy place to start since I was quite confident about the topic. So in building bridges, we started with Mariska Pinto and she came in talk to us about being the only woman in the room and the challenges have been in a male dominated environment at the beginning of our career. We then had Corrail Bourrelier Fabiani, who has now become a regular guest as well as co host of the podcast where she discussed the importance of allyship. Then I decided to have an old colleague of mine, Hannelie Stockenstrom, who is being a big role model for me and also represented somebody in an advanced stage of our career, and somebody that is really passionate about infrastructure. Then in episode four, we had Divya Shah joining us and talking about how labels put limits on what women can achieve and how labels are detrimental to the advancement of women. And then finally, in Episode Five, we had my ex colleague Shormila Chatterjee, that came to talk to us about gender bias and their experience with gender bias, being an engineer, managing engineers, and getting pushback from these engineers because she was a female. Overall, the biggest lesson learned for the miniseries is that ally ship is very, very important. All women described how in a male dominated environment, some sort of allyship is necessary, because there just aren't enough women at the top. So if women want to try to make at the top in a male dominated industry, they need the support of men.  Once I concluded building bridges, women in infrastructure I launched right into navigating major programs. As I mentioned before, the podcast was meant to give a platform to some of my classmates who had done extensive research on major program topics and didn't really have a platform to present their findings. So I started with several guests. And we followed three major themes. We talked about collaborative contracts, we talked about leadership in general leadership in major programs. And then we talked about technology and technology in major programs. There was also one episode where I invited back Corail to talk about her dissertation, which was linked to building bridges. But we were able to do a deep dive into a very interesting topic, which was, Do women need to play golf in order to lead major programs, and Corail was able to articulate the importance of women networks and how fundamental women networks are for the success of women and major projects in general.  In the collaborative contracts stream, we talk to Carol Tansley, about the use of IPD in nuclear mega projects. We also talk to Rachel Patel, about the use of integrated project delivery or IPD in the healthcare sector in Ontario for mega hospitals. And we looked at the strand for challenges of integrated project delivery in the Ontario context.  Then we also talk to Vicenta Cunha about the use of collaborative contracting in the procurement of oil rigs and in general ships and the use of schedule incentive for the completion of mega project on time. And then finally, in the collaborative contract stream, I had a bit of a role reversal, where I invited my classmate and podcast guest, Jim, to actually be the host and interview me so that I could present my research about the use of collaborative contracting in PPPs. Overall, the collaborative contract streams told us that although these forms of contract are not widely used, they're not new. And they can provide a very good alternative to standard contracting models used for large complex programs. And in fact, they may actually be a better contracting model for complex programs.  We also had a leadership stream, which had three episodes. And in these free episodes, we had Jim Barnard coming in to talk to us about his dissertation, which was centered around practical major program leadership. Then I had my very first solo podcast where I talked about the cost of bad leadership in major programs. And then finally, we had Dr. Diana Nada, who came in talk to us about our PhD dissertation on the psychology of major programs.  The biggest takeaway from this leadership focus episode is that major programs are delivered by people and people are at the center of their success. So we can have a show or a podcast about major programs without talking about the people in the major programs.  And then finally, we had a stream about technology. We had my classmate, Kimberley Heraux, coming in and talking about intelligent technology, major programs. And then I did a collaboration with the digital twin fan club where Henry-Fenby Taylor and Neal Thompson, from the digital twin fan club came in and had a discussion with me about the challenges of adopting technology, major programs, and how can technology help major programs moving forward? I think the most important takeaway from the technology stream is actually a quote from Neil Thompson, where he says they think, "Oh, we're going to be able to predict the future are actually the value of these things isn't about being able to predict the future is about being able to adapt as quickly as possible to change circumstances".  As we come to an end, which is a one on navigating major programs, I want to take the time to reflect on how inspiring the last 15 episodes have been, for me, the opportunity to sit down and interact with individuals who have spent six months researching a specific major program topic, and engaging into a into a debate about their findings. And their conclusion has been very, very inspiring for me to a point where all of my initial concerns and fears of starting a podcast have now completely vanished. And I'm really, really looking forward about building upon the first season of navigating major programs, and bringing even more in depth topic in season two. My plan is to take them off for December and January off, I will be producing the new episode in January. And I'm hoping to be able to launch Season Two sometime in February 2024. In the meanwhile, you can still listen to the podcasts that are available where you get your podcasts. And I will also interact through my navigate imager programs LinkedIn page, which is now available in case you want to find other material related to the podcast.  So for now, thank you very much for joining me over the last several months. I hope you found these podcasts interesting. And I hope that you're going to join me again for season two. Until then, I wish you happy holidays and prosper New Year. We'll see you soon in 2024.  That's it for this episode on navigating major problems. I hope you found today's conversation as informative and thought provoking as I did. If you enjoyed this conversation, please consider subscribing and leaving a review. I would also like to personally invite you to continue the conversation by joining me on my personal LinkedIn at Riccardo Cosentino. Listening to the next episode, where we will continue to explore the latest trends and challenges in major program management. Our next in depth conversation promises to continue to dive into topics such as leadership risk management, and the impact of emerging technology in infrastructure. It's a conversation you're not going to want to miss. Thanks for listening to navigate the major programs and I look forward to keeping the conversation going. Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.DISCLAIMER: The opinions, beliefs, and viewpoints expressed by the hosts and guests on this podcast do not necessarily represent or reflect the official policy, opinions, beliefs, and viewpoints of Disenyo.co LLC and its employees.

In this week's episode, Riccardo and guest co-host, Corail, sit down with fellow alumna, Carol Tansley to discuss her Oxford Saïd Business School dissertation on the institutional barriers to adopting integrated project delivery (IPD) on a nuclear mega project. Carol's impressive career, spanning two decades, is rooted in executing major programs for the UK Government Department for Work, HMRC, and DTI. As a recognized authority in large-scale IT and business transformations, her expertise took her to the Middle East, notably participating in the groundbreaking nuclear project in Abu Dhabi, marking the inauguration of the first nuclear power plant in the Arab world. Ninety-seven percent of nuclear major programmes go over time and over budget, so how did Carol (with no nuclear background) participate in delivering one two days early? This is a conversation you won't want to miss.“IPD may represent a methodology that would work has been proven to work in first of a kind environments. And while we have the field conditions now to embrace that, we need people that are willing to go out and embrace these new ways of working and seek to implement them.” Key Takeaways: The role Eternal Beginner Syndrome plays in complex nuclear programmes.The perceived barriers against adopting new models and how cultural and cognitive biases can masquerade as genuine obstacles.Carol's experience at Nuclear Week in the UK parliament and the future trends of the nuclear industry—energy security goals, securing affordable supplies and tackling climate change.Attracting the younger generation to the nuclear sector to support climate solutions and the expected 40 percent growth rate. If you enjoyed this episode, make sure and give us a five star rating and leave us a review on iTunes, Podcast Addict, Podchaser or Castbox. The conversation doesn't stop here—connect and converse with our community: Carol Tansley on LinkedInCorail Bourrelier Fabiani on LinkedInRiccardo Cosentino on LinkedIn Transcript:Riccardo Cosentino 00:05You're listening to navigate the major programes, the podcast that aims to elevate the conversations happening in the infrastructure industry and inspire you to have a more efficient approach within it. I'm your host, Riccardo Cosentino brings over 20 years of major product management experience. Most recently, I graduated from Oxford University's Day business school, which shook my belief when it comes to navigating major problems. Now it's time to shake yours. Join me in each episode, as I press the industry experts about the complexity of major program management, emerging digital trends and the critical leadership required to approach these multibillion-dollar projects. Let's see where the conversation takes us. Carol Tansley was appointed Vice President X energy UK new build projects in September 2022. In this role, she oversees all x-energy's activities towards establishing the XE 100 as the prominent I temperature gas reactor technology in the United Kingdom. Prior to joining IX energy, Carol served as the operational readiness Control Center Director for the early successful Emirates nuclear energy cooperation startup of the Barakah nuclear plant in the UAE. She was also the new Newa energy company director of strategic programs. Prior to this, she served as a senior director for PwC in the UK and UAE, as well as working at Accenture delivering some of the UK is largest public sector change programs. She recently graduated with distinction from the University of Oxford, with an MSc in major program management. Carol's research focuses on causes of poor performance on nuclear mega project, and potential benefits of adopting relational contracting models. Corail 02:05Hello, Carol Heller, Ricardo, I'm super happy to talk to you today. And thank you so much for the opportunity to interview Carol on your podcast, Ricardo, I think we all met in Oxford during the MMPMcourse. And it was wonderful to learn about Carol's experience about the nuclear industry, which is one of the most complex industries, you can find say, I think the listener will be so happy to hear about Carol's story and what you have to say are all about the future of this industry. First of all, I was wondering if you could tell us a little bit more about your background and how you fell into the nuclear sector. I know that there is a little value at the start of this episode to talk about your career, but it would be great to hear from your words how how you got into that very complex industry. Carol Tansley 03:05Okay, thank you very much corral. And thank you, Riccardo. I really appreciate the opportunity. One to both be back together again, because we haven't seen each other for a little while and to to talk on your podcast. So thank you very much. And just in terms of my background, my professional career has all been in delivering major projects and programs. The first I'll call it almost 20 years was in the UK, delivering major programs for the UK Government Department for Work in pensions HMRC. What was DTI. A lot of the large transformation programs that came with large scale it development programs and the business transformation that sat around that in around 2010. I moved to work on a project in the Middle East. It was for the Ministry of Interior in Abu Dhabi, a large transformation program that we're doing now it was a joint Middle East UK project and it covered the police Abu Dhabi police that covered Civil Defense prisons borders. And I was there for a couple of years. I then went to Saudi Arabia and worked for on a big transformation program for Ministry of Labor. And it was when I'd been there for a couple of years that I was asked to join the nuclear project that they were delivering in Abu Dhabi, you may be aware that they are they've delivered the first nuclear power plant in the Arab world. It was a new to nuclear country, what they've achieved there is quite phenomenal with the vision of the leaders of that country. So they pass their legislation to become a nuclear country and to get my program moving in 2009 They broke ground if you like so poured first concrete and 2012 and they got their first unit online by loading fuel for the first unit right before COVID Hit actually And two days ahead of schedule on the 17th of February 2020. And I was privileged to be part of that program, I was asked to join that program because of my background in major program delivery, not because I had anything to do with nuclear. So it was really, it was an amazing journey, great learning curve, an amazing sector to be part of, particularly now that it is going to play such an important role in the energy transition, the drive to net zero and energy security goals for countries around the world. Corail 05:33Absolutely is really impressive as well that you delivered two days early this project, which is so unusual in I think, in your research somewhere, you said that there is a study that said that over 97% of nuclear major projects are delayed, that cost overruns, etc, all across the globe. So it's quite unusual. Isn't that very unusual in that industry? How on earth did you make this happen? Like how did you manage to deliver early such a complex program? Carol Tansley 06:08Yeah, well, you're absolutely right about what you say its nuclear mega projects, I'll call them particularly nuclear new builds are recognized as being one of the most complex type of program to deliver. In fact, there are people who say Charles Perot, for example, in his textbook says that nuclear mega projects are the hardest to deliver harder and more complex than something like the International Space Station. And you're also right in what you said that one of the datasets I looked at 97% of the nuclear new build projects had gone over time and over budget. So in terms of what happened at Baraccah, it certainly wasn't me alone, it was a huge effort by a huge number of people working together over many years to achieve this. I think a lot of it came from the vision and the determination of the leaders in Abu Dhabi, they were determined to be at the forefront of clean energy. And they saw the drive for nuclear. As a critical part of that. I think we the fact that we chose a design that was in Nth of a kind if you like, so what that means is multiple units have been delivered before. So the South Koreans Catco, who delivered the units, it was proven reactor design had been delivered before, albeitin a different environment. So that created with a very experienced team. So that was a big foundation. There were many, I'll call it first of a kind variables, as we've already said, new to nuclear country, new elements of the supply chain. But the critical thing was having a really important integration function that sat across all of the teams, including the supply chain, that worked very closely with all of the internal and external stakeholders, including the regulator, that was a critically important part of what we did, and making sure that we had a schedule that was fully scoped, that we did our best to make sure it was realistic from the start, we kept assessing our past performance as we were moving forward to make sure that the schedule took account of that. And we tried to eliminate any optimism bias in our forward forecasting. It wasn't always a smooth journey. There were a few bumps in the road along the way, as you'd expect with something that complex over so many years. But I think, as I've said already the the drive and the passion of the leadership there. And you know, quite honestly, the the work ethic of all the teams that were involved, because everybody realized quite what was at stake here that just kept driving to deliver. Corail 08:49Yeah, that's, that's amazing. And so I read your paper recently that you published in nuclear industry, congratulations. Carol Tansley 08:57Okay. Thank you very much. Corail 09:00And in there, you talk a lot about this, first of a kind issue in the in the nuclear industry. Can you explain to us what are the complexities associated with this first of a kind? Program? Carol Tansley 09:17Yeah, I think so. Yes. Thank you for the question. So, on a nuclear new build program, you have so many elements of complexity uncertainty at the beginning. So you have the technology, the reactor itself, which is obviously highly technically complex, you've got all of the support systems that sit around that they delivered in highly complex institutional frameworks, I'll call them within, you know, in any particular country in any particular location, because of all of the safety levels that you have to achieve. And all of the environmental levels that you have to achieve to make sure that you're safe in that environment that you're not disturbing that environment and all So the regulation that sits around it, so lots of stakeholders that have to be engaged in that. So all of that every time you go and deliver one of these in a new environment, you have all of that complexity. And if you are using a new reactor design, in the middle of all of that, you've got all of the technical complexity as well. So first of a kind refers to any of those variables that have never been used on the delivery of a project, whether it's a nuclear project or any project in the past. And typically, because a lot of these reactors, the nuclear power plants that have been delivered over the last sort of two decades, we haven't actually done that many of them that and they take so long that it's very difficult to keep the learning on a project that's that big and takes so long. And then if the next one happens in a totally different environment, in a different country, it's very difficult to replicate what you've had in a different environment with a different supply chain with different stakeholders. So it almost means that you permanently into eternal beginner syndrome. And I think this is why, you know, in places like China, in South Korea, they've done a really good job because they have kept building their power plants. So they have very exercised andexperienced supply chains, they have stable reactor designs, they have a stable regulatory system. And all of that means that you've got a lot fewer first of a kind variables, and the fewer of those variables you have, the easier it is to deliver your project. Riccardo Cosentino 11:35So Carol, as Carell mentioned earlier, you you know, we met at Oxford, during the master image of program management, and a lot of your research was connected to the dissertation that you picked. And so my my I'm curious to know what why did you pick that topic? What what I mean, obviously, you were involved in the project, but why did you specifically wanted to research that topic? I mean, maybe introduced the topic, we don't actually have introduced the topic up to now. Carol Tansley 12:08Okay. All right. Thank you, Riccardo for the question. So my dissertation title was institutional barriers to adopting integrated project delivery on a nuclear mega project. And just to unpack that a little bit. So my experience coming as a non Nuke, shall we say, somebody with no nuclear background into the nuclear sector. One of my observations is that many people have been in that sector for many years, and very familiar with ways of working. And in some respects, not everybody, but in some respects, I find some reluctance in people to adopt new ways of thinking and different approaches to doing things. And that sort of from a theoretical point of view is looked through institutional theory. So looking at things from a regulative. So what are the rules around things, obviously, highly regulated environment in nuclear looks at the laws and the specific safety regulations. So that's one lens, looking at through normative lens. And that really is about your traditional practices, your typical work practices, the way you you do business on a daily basis, and the way people get used to it. And then the cultural cognitive piece, which is about how people perceive change, at what the mindset is generally how people look at things and think about adopting changes. So institutional theory, the institutional lens was regulative, normative and cultural cognitive. So I was interested in looking at if I brought a new idea, a new way that I thought might help to improve performance on nuclear mega projects. What would people think about that? And if they perceived barriers, which lens would they perceive it through? So that was part of it, coming back to the integrated project delivery. So this was a project delivery methodology and commercial approach that was founded, if you like, in the US in the civil construction sector, after decades of poor performance on large infrastructure projects, and what it has proven where it was adopted there, that it did improve performance. And it did this through driving inter party collaboration and using relational contracting approaches. So it wasn't the traditional contracting adversarial contracting approach. And they found that adopting integrated project delivery really did improve performance, particularly where it was a complex one off of a one of a kind project. However, I also found that that approach had never been used on a nuclear mega project. And I thought it would be really interesting to say, well, if it's improved, project performance on those kinds of projects, why I couldn't we use that in the nuclear sector. So I started to look at, you know, what, what are the facets of IPD integrated project delivery? And how do they map onto the problems that the root causes, if you like, of poor performance within nuclear mega projects, and I found there was quite a lot of symmetry there. So so what I mean by that is the root cause of poor performance, and the the items or the challenges, if you like that IPD was proven to improve. So I found a lot of overlap there. So the way I did my research was to take that case, if you like to a whole load of executives from the nuclear sector, explained to them about IPD. And get them to explain to me the challenges they'd had in delivering nuclear mega projects to sort of bring the whole concept to life, and then ask them what they foresawas potential barriers to its adoption. So a bit of a long winded answer, but that was the the underpinning of my dissertation research. Corail 16:03Yeah, thank you, Carol. I thought it was fantastic. The way you showed that exactly. The issues were potentially all resolved by the IPD. And I was wondering, now, you recently came back to the UK? Also now Modular Reactor today? Are you trying to implement IPD? In the way you're going to deliver this reactors? Carol Tansley 16:29Well, it's a great question. And the reason or one of the reasons I was asked to join extended GE, where I work now, and you're right, it's a Advanced Small Modular Reactor company, we design and develop the reactors, as well as the fuel that powers those reactors. It was actually through my dissertation research, because I contacted one of the executives who actually works the text energy. And I was trying to explain a little bit about the basis from a research to see if you'd be interested. And as I was explaining that, so he said to me, you're not talking about IP are you. And, and I was astonished because nobody else I've spoken to, I'd heard of it. And he said, Oh, he said, were trying to implement it here because and the background to it was one of their customers in North America had wanted to have an active role in the project, and asked X energy to go away and research commercial models that would enable them to do that in a collaborative way. And in going and doing that research, they'd come across IPD, and we're then implementing it with that client. And and it actually reached a point where they decided they were going to mandate it on their projects. So it was through the research and that contact that I actually ended up coming to extend ng so again, a bit of a long winded answer, but that that is what we're trying to do. Not on all of our projects, but on some of our projects within X energy. Corail 17:53That's amazing. And I'm sure your research, like looking at what would be the barriers to implementing IPD on these programs is really helpful in your work today. Are there any barriers? Actually? Are there any issues that you foresee? Or do you think it's it's simply a cultural shift to make? Carol Tansley 18:13I think it's a number of things? Um, my, I think most of them are actually fall in the cultural cognitive arm if you like, and I think but I think what happens is people express reasons that give you potential barriers that are not real, if you see what I mean. So I get I got feedback about, you know, I don't think the regulator would like it, or, you know, I don't think we'd be able to find insurance to underpin this model, or I'm not sure the procurement rules, you know, the public sector procurement rules would allow it. But when I sort of unpicked that I found out, you know, that a lot of it stemmed from the way of thinking that people had just got used to, you know, and again, just some some normative ones that came up about, again, people not they're so familiar with the the traditional contractual models that they'd rather use that even if they don't think it's going to work, or they know it doesn't work, then pick something new that they're not familiar with. Yeah. So I think it's, you know, kind of change management issue or cultural cognitive issue if you like. Corail 19:25Absolutely. I think it's also super interesting that you're working on Modular Reactor now because obviously next fall, we talk a lot about how modularity improves the performance of the complex programs. And you're right there with the with the nuclear and it's fascinating because it's, it's, we've always thought of nuclear does be the reactor that takes so many years to build, and you're trying to do it completely in a new way by creating something that can be almost like the solar panels atSome points, you know, you installed. Carol Tansley 20:01Yeah, absolutely. Corail 20:03Can you tell us a little bit more about this? And this this new technology? And how you, you, you came to get interested in that field as well? Carol Tansley 20:12Yeah. Yes. So thank you for the question. And you're absolutely right. And what I will say is the big Giga watt reactors absolutely have their place. And as I said at the beginning, they are successful, where they can be replicated and are delivered as a series. The issue is, particularly in the West, we haven't built many reactors over the past two decades. And if you think about what I was saying earlier about trying to drive out first of a kind variables and get to Nth of a kind. So that means once typically, once you get past four, or sorry, four or fifth of a kind, you've started to drive out those first time variables, and you get, you get the benefits of replication and learning by doing that if, and that's where the series effect becomes important for performance improvement, as you see in China, as you see in South Korea. But the thinking is that these small modular reactors, the kind of modular from two perspectives, they're modular in the fact that they're small. So in our example, our XC 100 reactor is an 80 megawatt reactor. And we can modularize those so that you could have a four pack, which is the ideal size of a power plant, that gives you 380 megawatts, or if it was a remote location, you might just have one, or if you wanted 12 of them together. So the idea is that you can increase capacity based on local needs. So the modular from that perspective, they're also modularized, from the perspective of the intention is that we build them so that they're built in units, that you will effect you making a factory and then you click them together, you assemble them on the site. So they're not the traditional, huge, what they call stick build, that you build a piece at a time from the ground up actually, on a on a site. So they are two benefits of it. But also, the critical benefit is because they're smaller, and simpler to construct, you get from the first of a kind to the ends of a kind a lot faster. And therefore you gain the efficiencies of the replication, the learning by doing, which means you build them faster, they're cheaper, and you can get them on the grid a lot faster. For both the power and it, like in ours, the high temperature heat and steam to decarbonize heavy industry. Corail 22:31Yes, that's amazing. And I think during with the issue with we've been through recently, with power supply, etc, we could see that the nuclear industry, I think, you know, sort of regaining funding, and people were more and more thinking that this was so important for the environment and what we're trying to achieve and reduce our carbon emission, etc. So you're definitely working on on an amazing program. You just you've just been at the Nuclear week in Parliament. So I imagine you, you, you werethere to talk about the trends in nuclear, did you see that this type of modular reactor are coming up in different ways, or is your industry still quite niche? With what? You know? Carol Tansley 23:28It's a great question. And I don't think it is considered niche anymore. I mean, you mentioned solar panels a little while ago. And obviously, one of the things that we've seen in terms of the benefits of renewables is the fact that they are easy to construct, you know, your solar panels, your wind farms. But that's where we're now getting to with nuclear. And I think there's a lot of recognition now that the scale of the challenge is so big, to help us with energy security goals, securing affordable supplies and tackling climate change, that there's a role for everybody, you know, that we've got, we need the wind, we, you know, renewables we have to have, but we need nuclear as well, to give us that reliable 24 hour a day baseload and that also can keep the grid stable alongside the renewables. And certainly from nuclear week in Parliament. You may be aware that we've now got our first minister for nuclear in the UK. He was appointed back in February, very energetic, Andrew Bowery and is very passionate about the sector very committed. And we've seen a huge increase in I would call it confidence and optimism in the in the sector this year. A lot of excitement at nuclear week this week, a lot of Parliamentarians so members of parliament and members of the House of Lords fully engaged in understanding what's happening, but an awful lot of vendor technologies there such as x energy ourselves alongside other large scale people are developing micro reactors people are developing small modular reactors as well as our advanced Modular Reactors. So I think there's recognition that we can't achieve Net Zero without nuclear. And it's got to be part of the mix. And I think we're, you know, we're starting to get the message out there. And we're starting to get a lot of traction in the UK with delivering more projects. And I think there's gonna be some announcements in the next sort of six to 12 months around that in the UK. Riccardo Cosentino 25:25Yeah, that's interesting. And just to give the North American perspective, like, you know, we are in Canada, Ontario, where I'm from, we also seeing a resurgence of nuclear, in parliament in Canada is now not a swear words, it used to be something you couldn't say out loud when you were in, in Parliament. And it's, you know, in the last 12 to 18 months, we see that the pendulum has swung the other way. Yeah. Now, it's all about nuclear. And it's, how fast can we do it? And, you know, something that was even pause, as you said, there's been decades since we built up a brand new reactor in the West. And now we're talking about new new reactors. Yeah. Beyond small modular, but even just standard nuclear reactors is something that has been contemplated, which is, which is refreshing? Carol Tansley 26:23And, yeah, yeah, I think it's good that you mentioned Canada, that because you've got a another tradition of building the CANDU reactors, I think you've built 22. All together, I mean, it's got one of the cheapest electricity prices in the world because of the amount of nuclear power that you've got in Canada. And I know that one of the things that's supporting this is regulatory harmonization between countries to try to make sure that we can bring nuclear effectively and efficiently to the market. And in terms of new builds, we've we've got four of our reactors, working with Dao, at their Seadrift site in Texas, that we're underway with constructing now. And so people are genuinely interested and, and heavy industry as well coming because they recognize that they've gotten the very hard to abate sector challenges that need nuclear to help them, you know, and these advanced technologies will also helpus with hydrogen production, and with also production of clean fuels for aviation and maritime, if you look at where all of the greenhouse gases are coming from 20% is coming from electricity, but 25% comes from transportation, and 55% comes from heating, and processes, industrial processes. So I think this combination of nuclear, with the renewables is exactly where we need to go. And I think Canada is one of the countries that's at the forefront of this alongside US, UK, France, UAE and the the Asian countries. Riccardo Cosentino 28:02Yeah. And it's, it's interesting that, you know, because obviously, if you fully understand power, you know, nuclear provides the base load. And I think what we're seeing with the renewable is that it's great. However, the renewable puts a lot of strain on the network, and the distribution network. And so, you know, I think I was researching a couple of weeks ago, about how long does it take to get a connection into renewable touring into a renewable cluster of generation. And it takes years. And, in fact, I was actually, I saw last week that there was a the auction for the contract for difference. Were in the UK. There were no bidders for, which is now correct. Yeah. So it's because it's really I'm assuming, and among might be wrong, but I'm assuming is just difficult to get the connect the connector into into the grid? Carol Tansley 29:03Yeah. And I think you Yeah, yes, that is correct. And you raise a great point, because we all need the grids upgrading as well. Because the volume of electricity we're going to need, it's not as though that staying stable was a doubling of that over the next couple of decades. And we have to be able to meet that demand. And certainly, you know, we believe that nuclear is the way to achieving that to get the base load, the stable base load that we're all going to need. And it's not just about Western societies, you know, we have to remember that democratizing energy is really important for quality of life. You know, power and energy are really important for remote communities, for countries that, you know, not maybe as privileged as ours at the moment in having readily accessible electricity and we have to help those countries as well. So that that's something we're also looking at, you know, in places like Africa that we have to allow those communities to come up and enjoy the standard of living that we all enjoy through, you know, cheaper electricity. Riccardo Cosentino 30:03It's interesting. You mentioned that because you know, you think of you don't you don't think of Canada as a place where democratization of energy is a big issue, but it's actually a very big issue in Canada, because we have remote communities in the North. The majority of these remote communities are on diesel generators. Corail 30:22Yes, no, that's absolutely right. And I think, yeah, and going back to what Corail asked a few minutes ago, I think this is another reason why these small modular reactors are so so attractive, because they can be put in those remote locations and help those communities. So they don't have to have these diesel generators anymore. Yeah, absolutely. I think in France, in my home country, we've been being a nuclear force. That unfortunately, we work very hard on developing what you said, dispatch, first of a kind, very large reactor, and then I feel for a while, we didn't really maintain or build a new one. And I feel like the capability has been lost in the in the process, you know, and I'm quite worried about thefuture of nuclear in France, and they feel like the smaller reactor as would be so amazing, because then you can build back also the capability much more quickly. Also, you don't lose it, because every time you're building very fast, and yeah, I'd love to see our government invest a lot more into that type of type of reactor, although I completely understand that all of them are very, you know, can support the future of power in our countries. Carol Tansley 31:42Yeah, so and I know France is well underway with having its own small modular reactors as well. But the point you make is really good one about the supply chain. And I mean, that in terms of the people that provide the the capability to build these nuclear reactors on all levels, and one of the things that's happened across the West, because we haven't built that many, or in some cases any, that supply chain has gradually dwindled. And now we're having to stand it back up quickly. So countries are trying to work together to invest to do that. We've got now the nuclear skills task force in the UK, we've got joint agreements between the UK and France, to leverage experience and to build that supply chain and across different countries, because I think we recognize that it's a multinational challenge, and we've got to work at it collaboratively. Corail 32:30Yeah. On the on the personal note, would you recommend people to join this industry, like, exciting for, you know, we should encourage the younger generation T's to join in? Carol Tansley 32:44Yeah, absolutely. I mean, I think, you know, I heard something the other day that said, if the younger generation now was in charge of nuclear, it would be everywhere. They're not the people blocking this, a lot of young people recognize the challenge that we're facing from a climate emergency point of view, and are really behind nuclear. They're some of the most passionate advocates. But I think nuclear is a fantastic sector to get into. And it's not, of course, there are engineers here. But it's not all about engineering and physics. And one of the things that we're launching, I think a bit later this year, early next year, is a campaign to attract more people into the sector. Because yes, attracting young people in to develop the pipeline for the future is really important. But that doesn't solve the situation we're in now. I heard a statistic the other day that said, we've got 91,000 People in the nuclear sector in the UK, and I believe that's across civil and defense, and that needs to grow by 40%. Over the next few years, well, you can't achieve that just with the young people coming in. As important as that are, we need to attract people in from other sectors across all disciplines. So that's what we're really working to try and encourage and I will just put a plug in, it's a fantastic sector to work in. I've had a brilliant time here. And I'm just encourage anybody to join. Riccardo Cosentino 34:02Second, a second day, we you know, even in Canada, it's there was a resurgence. And I think we're a bit more lucky in Canada, especially in Ontario, where, because we've been refurbishing reactors, we can look at the supply chain, and be more engaged. So we're not starting from scratch. But you know, going from a refurbishment to a new build of either traditional nuclear or more modular is going to require an injection of workforce in the in the supply chain. But as we teased the listener with your with your research, and with the dissertation, the paper that you published, and I think you covered most of the conclusion, but maybe just to reiterate, what were you find when we will what were your findings inthe from the research that you conducted in terms of implementing IPD nuclear, any any insight that you can offer? Yeah, so my overall conclusions were that Carol Tansley 35:00You know, the the root causes of poor performance traditionally, or nuclear mega projects are very complex, you know, is technical is technological, its environmental, its organizational, its institutional. But one of the things I found was that first of a kind, projects have got the worst performance. And that might sound like a statement of the blindingly obvious. But what I found, the real conclusion I drew was it wasn't the first of a kind variables per se, it was the fact that we were choosing Commercial, contractual and project delivery models that were not resilient in a first of a kind environment. So they didn't cope well, where there was a lot of emergence and uncertainty. And that was where when I looked at IPD, integrated project delivery, I found that it did perform better in environments where there was uncertainty and emergent change. And hence, as Corail mentioned earlier, that mapping between the challenges and the root causes of poor performance on nucleon mega projects, and the challenges if you like, the benefits that IPD can bring, in terms of what I found about resistance to IPD. In the sector. I found that while people raised barriers, there was one example, the one I gave earlier with the company, I now work for, where they'd gone off and, and found that the client had actually come to them, none of those barriers emerged in practice. There were sort of theoretical barriers, not realistic barriers or barriers in reality, but of course, that was only one data point. So while I think IPD can, you know, may help to improve performance on nuclear mega projects, it still needs to be proven. And I think the final piece about the institutional barriers, one of the things I discovered was that even if the field level conditions, I'll call it change, to enable new ideas to be embraced. And I'll give an example of that in the nuclear sector. Now, the climate change emergency would be considered a change in field level conditions, because everybody's interested in nuclear again. And that might be sufficient of a driver to get people to consider new approaches. And that in itself is not sufficient. What you need is what the academics was called institutional entrepreneurs. So that means people that are willing to go out and find new ways of working to solve traditional problems in new ways and actually implement those changes. So they were the conclusions it was, first of a kind, but because we choose project delivering contractual models that don't work in first of a kind environments, IPD may represent a methodology that would work has been proven to work in first of a kind environments. And while we have the field conditions now to embrace that, we need people that are willing to go out and embrace these new ways of working and seek to implement them. Corail 38:05Thank you so much, Carol, that was so fascinating. So interesting. And thank you for keeping us at the top of the trends in your sector. That's a really amazing, Carol Tansley 38:15no, it's a pleasure talking to you and and getting your perspectives as well. Riccardo Cosentino 38:20Yeah, thank you very much, Carol, this this has been fascinating. I mean, I read, I read both your dissertation, the paper that you published, and I still learn something today from you. So I'm really lightening conversation and, you know, there's going to be other opportunities. I hope to have you on the po Carol Tansley 38:44Fantastic. Well, thank you, as I say for the opportunity. It's a pleasure seeing you both again, and to have the opportunity to talk on your podcast. Riccardo Cosentino 38:52That's it for this episode on navigating major problems. I hope you found today's conversation as informative and thought provoking as I did. If you enjoyed this conversation, please consider subscribing and leaving a review. I would also like to personally invite you to continue the conversation by joining me on my personal LinkedIn at Riccardo Cosentino. Listening to the next episode, we will continue to explore the latest trends and challenges in major program management. Our next in depth conversation promises to continue to dive into topics such as leadership risk management, and the impact of emerging technology in infrastructure. It's a conversation you're not going to want to miss. Thanks for listening to navigate the major programs and I look forward to keeping the conversation going Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.DISCLAIMER: The opinions, beliefs, and viewpoints expressed by the hosts and guests on this podcast do not necessarily represent or reflect the official policy, opinions, beliefs, and viewpoints of Disenyo.co LLC and its employees.

Dans l'actualité de ce 15 septembre, la Libye reçoit de l'aide internationale après le passage de l'Ouragan Daniel. Le gouvernement Australien veut protéger la Grande barrière de Corail au mieux. La France pourrait manquer de lait d'ici à 2027.

Do women still need to get on the course to progress their careers in major programmes? Does The Boys Club still exist in 2023? Inclusivity and ambition—how are they connected? Navigating Major Programmes podcast co-host, Corail Bourrelier Fabiani, shares her Oxford Saïd Business School dissertation's insightful findings in this week's episode. Riccardo and Corail take a deep dive into equality, diversity and inclusion in the infrastructure industry uncovering the taboo topics that have been avoided for decades.   “In the research, you can see that women's interests are not really accommodated in major urban transport infrastructure programs,” says Corail. “And there is a big gender data gap, which is kind of reinforcing inequalities in this space. In my opinion, all this is reinforced by the fact that we don't have enough women at the top. So I thought, how are we changing this?”   Corail, the accomplished programme manager behind projects such as the Paddington Square Public Art Programme and the Shard Quarter Public Art Programme in London, concludes the discussion with four steps to solve this complex, systemic issue.   Key Takeaways:  The seven gender-related challenges in major programmes and how to solve them.How language labels leaders as men and how applications can encourage the women talent pool to apply.How to alter networking and affinity bias in order to better support women in infrastructure and why women-designed networks with male allies are so vital.The scarcity mindset and what happens to women at the top.  If you enjoyed this episode, make sure and give us a five star rating and leave us a review on iTunes, Podcast Addict, Podchaser or Castbox. The conversation doesn't stop here—connect and converse with our community: Riccardo Cosentino on LinkedInCorail Bourrelier Fabiani on LinkedIn Transcript:Riccardo Cosentino  00:05You're listening to Navigating Major Programmes, the podcast that aims to elevate the conversations happening in the infrastructure industry and inspire you to have a more efficient approach within it. I'm your host, Riccardo Cosentino brings over 20 years of major product management experience. Most recently, I graduated from Oxford University's day business school, which shook my belief when it comes to navigating major problems. Now it's time to shake yours. Join me in each episode, as I press the industry experts about the complexity of major program management, emerging digital trends and the critical leadership required to approach these multibillion dollar projects. Let's see where the conversation takes us. Hi, welcome back to another episode of navigating major programs. Today I'm here with a recurring guest and co-host of this podcast.   Corail  01:03I am with Corail Riccardo Cosentino  01:04l, how're you doing? Corail  01:06I am doing great. Thank you, Riccardo, Riccardo Cosentino  01:08Thank you for joining us again. Really glad that you're here today. Today, we're gonna talk about your dissertation from your master's degree at Oxford. If I remember correctly, you did a dissertation titled, "do women need to play golf in order to lead measure programs?" really catchy title? But maybe you can tell us a bit more why you picked that dissertation? And what dissertation was all about? Corail  01:39Yeah, sure. Yeah. So yeah, this title was kind of a humorous reference to an HBR article, which said that basically, many women in male dominated industries feel compelled to play golf to access to the top leadership network. And my research was about women's network, and how can those women network help change the culture of major program, which are notoriously male dominated environments? And I thought it was funny that some women would think like, Okay, I'm gonna play golf, so make the most important contact, and I was like, okay, is this still happening? Do we still need to go on, on the course to get this important contact. So I did this research as part of our MSc in major program management at the Said business school. And it was really like, out of had the like, how out of an impulse after an event that happened during a master's degree. And I don't know if you remember that. But basically, each year, the program gets the opportunity to do a debate at the famous Oxford Union. And during our cohort, we have Ella a brilliant change manager, men's leader, who proposed the motion for that debate, which was around the importance of gender diversity in major programs, team versus versus experience. And we were all quite excited to debate this topic at the Union. But basically, the university got back to us and said, it's too late volatile as a topic. So they brushed it off, and they say, maybe debate another topic. And at the time, I was really shocked. And I think we were all the women of our cohort. I think we were below 30%, maybe around 28% 25% 28% of women in the cohort. And we were all pretty upset about this decision. Because we didn't understand it. We were like this is the Oxford Union the Union debates corruption slavery, things like that. And we can talk about that, you know, gender diversity in major program, but I saw Okay, that's that's say something right about our industry and about the I think the leap that we have to make to make it an OK topic, you know, to talk about that. So we decided to self organize, and to redo that debate, just organized by students. And it was a great, great moment. And I thought, Okay, I want to look deeper into all this EDI questions on major program. So I started like looking a little bit into what the UK Government says about gender diversity in major program. So I looked at the infrastructure and projects authority report at the time. And what I found was quite upsetting when you look at the budget, although major programs represent like astronomical budgets in the UK, but first of all, only 10% last year were classified as likely to be successful, and most of them only had just thought So you think there is an issue they are right. And in the IPA report, they acknowledge that the main issue was with capacity and capability of the teams and of the leadership in the UK. But there was no mention at all about, you know, the fact that we are losing opportunity, because we're not leveraging women's talent pool. And I looked deeper into it. And I looked at the appointment process for senior responsible owners, you know, the leader of this major program. And I found that although there is a mention about diversity, in the report, it's very, like there are no real KPIs or practical ways to do it, or methodologies or anything, and when you look at what they're looking for the SRO usually in, in a biased environment, you would, it's more oriented towards male. So there, we have something like, You should possess strong leadership and decision making skills, that's fine. But when you are in a male dominated industry, leadership resonate with a man. So that's where we'll come to your man. Mind. Sorry. And that's, you know, for example, Bent Flybjerg, called the major program leaders, Master Builder, Master Builder, as a word, I think you will think about a man rather than a woman, just just with that simple words. There are other things that I thought were interesting in the way they said this the label thing, for example, they say, you need to have the experience, the character and personality that are right for the program. And I think this is all well, but it's very subjective, right. And in unbiased environment, it's subject to bias. So I think there are lots of different things like that, that will, that are not not laid out in a way to promote women as leader in that in that environment. And what effectively, when you look at how many leaders of major program in the UK are female, it increased a lot recently, you have about 30% of SROs, that are leaders that are female leaders. But actually, they're only managing about 10 to 15 15%, of the major program budgets. So you realize that they, you're increasing the number of women at the top, but in effect, the budget that they manage is so much smaller than the budget and then manage. And really, in the research, you can see that women's interests are not really accommodated for in major urban transport infrastructure programs. And there is a big gender data gap, which is kind of reinforcing inequalities in this space. And in my opinion, all this is reinforced by the fact that we don't have enough women at the top. So I thought, Okay, how are we changing this. And I looked at what was suggested as the best way to improve gender diversity in leadership roles. And I realized that in research networks are always mentioned as one of the ways and in some research, it's mentioned as a way like a hidden gem. So something that is really useful. But that is not really, that male leaders don't think is really is actually useful. But let me say it's again, because network has shown are shown as hidden gem in the literature, because men leader don't really think that they are that useful when female leaders think that they are really useful. And I thought it's an interesting is one of the most interesting points to look at. Because when you have a strong network, that a lot of the other the issues that you can that you can solve. So for example, if you have a strong network, and you want to have more role models to improve your gender diversity, you can find this through your this network. And so that's how I started looking into it. to remit to continue, Riccardo Cosentino  09:22no, let me let me jump in. So it's interesting. So you talk about network and I understand anecdotally how important they are. Because I've seen my level, you know, when you're recruiting for executive talent, the first thing you do is you go into your network, you know, I mean, the day is when you get a certain level in our organization, and so the seniority, you know, you do post a job, but you typically make sure that people within your network, see the posting and apply and so it is about networking. Because when you hire the certain level you need, you know, the compensation is high, the responsibilities high. So you really want a second opinion even before you start the process. So yeah, I can see our network. Very, very important. So it's interesting that you, you got to that conclusion for your research as well. I guess my question is, does he have to be a woman network or does just have to be a networking, we talked about this in the last podcast as well. As you change as your research actually has a different view than the previous answer you gave me in the previous podcast? Corail  10:37Now, my my, I think, my research says that it does need to be a women's network as in the people who need to, to design it need to be women. But obviously, men need to be involved in it massively. And it's, especially male leaders need to be actively involved in the network and give feedback, etc. But it's all about women designing this network and women using systems thinking to think about their situation and think about how to improve it together. Before you know like talking about it was male leaders and receiving and, and having the kind of reverse mentoring, interaction with male leaders, I think why it's important that it's that we use Women's Network is that obviously, men and women don't benefit from networks in the same way. So in, in the research, in paper, academic papers, you see a lot of research about men network, and what we call weak ties. And I think it's a, you know, Granovetter, who was like one of the first in social science to talk about networks, who said something really funny, he said, It is remarkable that people receive crucial information from individuals whose very existence they have forgotten. So it means like you you get crucial information to get a job from your loose ties for people who are not like in your closest process network, because the information that your best friend knows you already know. But you know, it's the friend of your friend who's going to have the information that you need, or you know, and all this loser ties that you have in your network. And that's really true for men. But for women, research shows that is slightly different. women really need strong ties, as well as weak ties, not only the weak ties on the don't surface, just because they don't have enough of them, and they don't, they can't have as good network with men because you have a homophily bias. So you will want to connect, or you will naturally connect faster with someone who looks like you and who is like you and has the same gender, etc. So there is a sort of imbalance and because we men generally at the top are a bit lonely, a way to, for them to basically catch up with men is to have strong networks, both men network and female network. But when they're alone at the top, they need to develop strong ties with the men who are the top but then if they want to change the system and change, you know, the culture of this environment, then they need to proactively create networks to connect with those women that they wouldn't meet otherwise, and to rethink the way we're doing thing together. I think Riccardo Cosentino  13:40there's a very interesting finding, I'd like to take you back actually, to the beginning of this conversation when you were mentioning about the biases within even the job postings having that that's a very interesting concept. And it's something that I read in literature where even the adjectives used to describe things. You know, I think you mentioned master builder, right? If you think of a master builder, the first thing that comes into mind is a man with a beard. And probably a hat, right, a pointy hat. And so your mind I mean, this is probably deviating a little bit from your research but I think it'd be interesting to know your view is how do you remove that bias when even the who writes the job posting is probably a man or maybe recycling a job posting that was already you already developed by another man so how do we break that cycle? Corail  14:40Yeah, I think I think that's that's a good question. It's really difficult you know, and what is interesting is like some research even show that depending on your language, if you're French for example, or if you're a Italian like you Ricardo, we gender everything is gender, right? We say he we say her and if you say Speak, you know, or if you write, you know, whether it's a woman or a man. Whereas you have some languages that are non that if you say, my friends, you don't know whether it's a man or a woman, etc. And it's funny because it does something that the tricks our brain and induce countries, usually you have less issues with gender inequalities than in the countries that really differentiate in the language, whether you're a man or a woman. And I think there has been a lot of work done on this to try and neutralize as much as possible, the adverts. So that it there is no gender assigned to the advert and the terms employed by the employers are really gender neutral, and try to bring to your mind like a gender neutral candidate. But I think beyond that, some, well, companies like need to improve that the pipeline and try are trying to go directly and look at the you know, train women from from, you know, create specific programs for women from earlier on, so that there are more women in that pipeline, etc. There is something really interesting as well, is that research shows that women will only apply when, you know, they fit all the criteria. And I think you know that whereas men will apply when they feel only 60 I think it's around 60% of the criteria. So I think there is something as well, In that which you see more and more now, it's just a simple line saying, if you don't feel all this criteria, please play anyway. And that that helps you getting more female candidates who will match the male candidates because they will be encouraged to apply no matter you know, even if they feel a bit overwhelmed by the by the description. Riccardo Cosentino  16:47That's very, that's very interesting insight. And I knew of the problem, but I didn't know the solution. So thank you for the firm, thank you for the solution. I will definitely make sure my next job posting has that additional line at the bottom. What What else? What else? Are you finding your research? I think you had 7 to seven points of conclusion, I believe in your research, well, what are the what are the points? What are the conclusion do you draw from from what you researched? Corail  17:19Yeah, so I have seven several layers of finding. So the first the first findings was indeed, like I found seven gender related challenges in major programs. One group of challenges was feeling older, you know, feeling like the oldest gender bias unfair expectation that you find in male dominated industries. And catalyst actually refers this as the double bind dilemma. Expectations put upon women are higher than men, despite lower compensations. Women are perceived as too soft, too tough, never just right. And women leaders are perceived as complete, competent or likeable. But rarely, both of them. That's what catalyst says. And that's what a lot of the women in that I interrogated, told me. And I found that most of the time, the way that they respond to that is with personal ways of responding or personal ability. So some will train super hard will take extra lessons will work so much harder, you know, stay at work, while while their male colleagues are having the drink outside. Some will say, Oh, no, I decided that I have a really strong personality. And I tell off everyone, and I don't care if I don't. Some nice. Some of them just said, like, I just help everyone to make sure that I'm like, you know, it's a, it's all about themselves and trying to transform themselves to manage to navigate those difficulties. And that's why again, I was interested in bringing this back to the network because this is a systemic issue. And you can't fight a systemic issue on your own, or you can but you get into a situation that we have today, which is you just have a few women at the top but the one that they're yet the second issue that they talked about was the boys club. So a lot of them were partner at partner levels in a big corporate companies and said that that they could still feel this boys club that they weren't included in. They were in part of it. And sometimes they found out that, you know, the the other leaders had been out for for some events, and they were not aware of that. So they're still best systems. Some mentioned the anti role models and it's funny because it's also the strongest female leaders. We talked about this about the fact that in their career, they've they've been really defended difficult to work with women. They were in higher level than them at the time. And that is very well researched. And that's a phenomenon that is understood. And that is completely structural, which is the resultant of, if there are not enough women at the top you are made to feel special, unique, etc. And you want to dissociate yourself from the lower class group, let's say, which are women at lower levels. And so that creates a sort of divide between lower levels, women, women and top level women. And it's not predictive. And some, some people think it's a women thing, but it's not a women thing. It's something that is just the result of numbers. And effectively, in every situation where you have groups that are dominant, and groups that dominated people will move from the dominated group, if they join, the dominant group will try to distance themselves from the dominated group. Women talk also about some women choosing respite over ambition. And so it was hard for me to accept because obviously, I feel like I only know really ambitious women around me. But that's what came out in my interviews. Some said, Well, women just don't have the ambition, they just don't want to go to the top. I don't know if this is true, or if it's a resultant of the culture that is difficult for women. And there are some research. And I think it's it's interesting to look into that, which says that in environments that are really inclusive, women and men have the same level of ambition, in environments that are not inclusive, there is a big gap of ambition. So I think it's important to take this into consideration, even if you will feel like it's a bit of a chicken and an egg situation. Riccardo Cosentino  21:56I had a guest on another podcast and we talked we you know, one question I had for her, because it's not an it's, I think, is a known phenomenon. That is this women tend to exit like a career, you know, especially after giving after having children, some don't return to the workforce. And the ones that return to the workforce don't might not have the same career ambition that they had before having children. And I was actually thinking, because, you know, the way even the way I just described is almost like the women made this decision. But I was also I was actually wondering if is if the environment actually is driving women away, rather than the run into the woman making this decision? I mean, you know, it's already hard enough, the environment is really not conducive, are going to do something else with my life. Corail  22:50Absolutely. Yeah. I totally agree with that. And I think this fan phenomenon of women exiting the workforce at mid mid level, is mainly you see it mainly in male dominated industries, such as tech, for example. And I think some women leave because yes, they, you know, they, they have this babies and suddenly maternity like, you know, is this isn't, isn't there, they're cooling and, but a lot of them just leave to go somewhere else to go into a different industry that is much more, you know, flexible, much more inclusive, much more adapted to their needs, as you know, working moms, for example. And I think to me, a way to to solve this issue is really looking at paternity leave. That's That's what that's the only that's the last way to change this, this. This phenomenon. If you if you look at that, and it's live, and you and you increase it and you make sure that men and women are both involved equally, in this early stages in early process of building a little human, anything a little human, you basically involvement and it means that they are much more concerned about later on when they come back to their career about those ideas of flexibility in working of being available to get that kid out of school and working late, you know, later at night, for example, having a different work attended than women. Because at the moment what you're seeing is companies that afford like that are inclusive and propose flexible working in the tech industry. I want to be more inclusive this way. Unfortunately, the what you see is only women take these offers, you know men don't take them. And so then it's badly seen that you're going home to too early and working in the evening at home or it's seen as you're less committed and that creates a whole dynamic. That just reinforces the bias. You know that women are not committed women don't have the same ambition etc. So I think if you make sure that men are as involved as women on the early stage of raising a child, you suddenly men more interested in changing this way of working. And to make it work for everyone. I think Riccardo Cosentino  25:18I have to say, I mean, it's so it's actually, I agree with you that we need to, we need the systems in place to allow men to take paternity leave. But to be honest, in Canada, we have that, and he's now making a lot of a difference. What, uh, what, you know, what I'm noticing is, is the societal pressure and the societal norms that really need to be changed. I always say, why is always the woman taking the 12 months off in Canada, you get 12 months, right, you can get up to 12 months. And and I think the policy is that it doesn't have to be the woman, right? I mean, it the paternity leave is leave of absence. And especially public sector employers have very, very accommodating terms and irrespective of that is always the worry, you know, I understand the woman has to take the time off after childbirth to recover. But you know, after four or five months, does this really have to be the woman's their home white? Why is the man cannot stay at home? And I think it's societal pressure, I think there's a big component of societal pressure. Corail  26:23Absolutely, I would be I would be in favor and the the podcast is thinking really radical, but I would be in favor of, you know, in some countries, If men don't take the paternity leave, they get fined. And that motivates you to actually take that time off. And I think, obviously, yeah, if you have the option, but it's not mandatory. Because we're in a society that's not there yet. It's obviously it's, it's badly seen by your colleagues, you again, you look less committed, you look and so you don't take it. So yeah, as you said, the system needs to change. Riccardo Cosentino  27:02So okay, so we started the conversation with the title we dissertations, which was Do woman need to play golf in order to lead major programs was the answer. Corail  27:12Yes, they still need to play golf to live major program 100%. Unfortunately, we're not in a perfect world yet. And at the moments, women have to work harder on their networks to get the same benefits as men. And the way to work on your network and break this boys club that we're talking about is being there being on the field. Obviously, if you hate playing golf, don't totally send to me don't do that, if it's not that bad for you just yeah, get the motivation go on the green. Riccardo Cosentino  27:46I think I think use golf as a figure of speech, but it's, you know, it's, Corail  27:51yeah, get it means get out there. And if we want to talk if we want to go back a bit more into women's networks, and how they should be formed and shaped, when we talked about them with my interviewees, I had really two different narratives about them, I had some really positive narrative narratives. And I found that they can be a way of conduit to reveal gender bias issues to yourself to others, they can be a way to receive and give support to other women. They can be a way to learn and teach etc. They can be a way to, to inspire other people, other women. But mainly and more strategically, they can be a way to have a voice. So have you know a bit of a strategic impact on the leadership team of your organization. And they can be a way to where they can define and design an inclusive workplace. So as I said, women need to think about what is the like, what is the system we want to design to create a more inclusive environment, environment, but I also found out that there are also a lot of negative views about women's network and a lot of my interviewee mentioned that there are serious issues with women networks, which are sometimes unfit for purpose. They said like it can be a manifest some sense, you know, and for them it's not conductive of anything if you're just like, or sometimes it's just unstable because it's it's on the shoulders of one volunteer and doesn't last Some said they was it could be hypocrite if it's used as lip service but your company as a marketing tool, it just don't feel like it's actually useful is just like the company trying to to show that they're more intrusive without doing the work. Sometimes they said it could be biased and that goes with the with the idea That's, if you're if you're promoting meritocracy, for example, through your network, when you know that meritocracy is not the issue there, that you know, that's not helpful. Or if you're trying to throw the network shape your team so that they fit into a mold, then you're not leveraging your diversity, right? So it's not useful, either. Some study could be pernicious or even risky. And that is because they felt like sometimes there could be a backlash, you know, men feeling like, Oh, why are we not included in this? Why? Why are you rejecting us? And that can create some tensions that are not conductive of anything positive and risky. Sometimes if you're seen as like the leader of a movement or of protests in your company, right, at some point, you know, it's not good for your career, you can be blocked just because you're too vocal or too militant. So the idea of that the research was like, How can we focus on the positive impact the women's network can have? And how can we try and reduce those negative effects. And I think, to really make those networks strategic and interesting, basically, you have, you need to almost use the rules of change management, and make it a full like enterprise. And so I think if violet listeners, if there are four things that I'd like them to remember, for their networks, is, first one, the professional women network should be led by women, and mainly designed by women, supported by change consultants, maybe to help them design the change. But they need to take ownership of this network. And some women will tell you, I Yeah, but you're just adding a lot more work on to our work. And it's, it's another assignment on top of all our assignments, and I totally agree, but I see it as a necessary evil, let's say to get to a better a better environment. And they need to create sessions where they use system thinking, I think system thinking is very important, because it's a very practical tool, it helps you you can create maps, that shows the issues of a system that you can then share with the leadership teams, you know, you can bring your map that you've worked on in a session, and you can say, look, with Matt, the issues there. And here are the intervention that we think will improve that system or it or change or resolve, at low at low cost or at low budget, you can do this and that and look how it impacts our system, the system. And I think this is a powerful tool, a tool that needs to be leveraged to induce networks. So that's step one. Step two, is that as we discussed, male leaders need to be actively involved. And feedback session must be organized to present how like how all these measures will benefit not only women, but also the organization as a whole. And it's, it creates trust. And it's it's good to communicate like what you're doing. But also it helps women having a bigger purpose than just themselves if they see themselves that, that what they're doing is benefiting the you know, the organization itself, they will themselves be much more buying it, you know, they will want to do it more. Step three, is that you need to use reverse mentoring. For the senior leaders, I think it's it's, it's really important that senior leaders get a better understanding of the battles that women are facing in the major program industry, and that they themselves become female advocates like you are Ricardo. And this is like basically giving effective training to male leaders so that they understand the issue. And they and yeah, they become allies. And the final step is that results of those networks need to be properly measured with inclusion indicators like KPIs, etc, rather than just number of memberships. You know, we don't care if you're, if your network has 15 members, where we one is like, what are the results of it? What are you producing? What is the impact? How is it measured, etc. And then you need to communicate this results like really enthusiastically, via maybe professional communication campaign, and that you need to get obviously this report of your organization for that. But I think the more effective the communication, and the more you can see effective results, the better. Riccardo Cosentino  34:40Well, it makes it sound so easy, just four easy steps to solve all the equity and diversity issues that we have in the industry. Corail  34:50I'd really want to see it, you know, try it out. Try it and test it and then we can improve on that as well. You know, Riccardo Cosentino  35:00I think there's a good movement. I'm optimistic, and particularly not very optimistic. But I'm optimistic that as an industry, we are trying to move in the right direction. I think the next so well, first of all, the problem is being understood, accepted that there is a problem. I mean, probably 20 years ago, there wasn't even an acceptance or recognition that we had a problem. Atleast Now we know that we have a problem because we don't have the diversity because we have established that diversity is important for business. So I think there is a will. And it's important people like you doing research about how to do it. Because you know, one thing is to, to admit that we have an issue, but then how do we solve it? And having a systematic review, and research done on the topic is going to improve the way we go about solving this issue? Corail  35:55I hope so. Yeah. Thank you. Riccardo Cosentino  35:59Okay, so I think we covered what I wanted to cover today in the podcast, I was really looking forward to this. I really, truly enjoy your dissertation. I'm not sure if listeners are interested in seeing your dissertation. Are you able to see somewhere, have you published? Are you going to publish? Or can they just reach out? Corail  36:21Yeah, we will definitely trying to publish it with my supervisor Chantal Cantera. Lee, who is amazing and amazing professor at Cranfield University, and who's been supporting me throughout the entire process and is pushing me to get another updated version of the reserves so that we can finally get it published in a journal. So hopefully, very soon. You'll see it, I'll share it. Yeah. Riccardo Cosentino  36:47Perfect. And I will provide updates to the to the listeners if and when you publish, actually, when you publish. Corail  36:54Thank you. And it's on it. Riccardo Cosentino  36:57Yeah, I mean, you're you're being it's being recorded. You're being recorded. You're going to be publishing so having we now have witnesses to well, Corail, thank you very much for joining me today. Really enjoyed our conversations. And hopefully I'll see you again on a future episode of navigating major programs. Corail  37:18Thank you so much Riccardo   Riccardo Cosentino  37:20By now. That's it for this episode on navigating major problems. I hope you found today's conversation as informative and thought provoking as I did. If you enjoyed this conversation, please consider subscribing and leaving a review. I would also like to personally invite you to continue the conversation by joining me on my personal LinkedIn at Riccardo Cosentino. Listening to the next episode, we will continue to explore the latest trends and challenges in major program management. Our next in depth conversation promises to continue to dive into topics such as leadership risk management, and the impact of emerging technology in infrastructure. It's a conversation you're not going to want to miss. Thanks for listening to navigate the major programs and I look forward to keeping the conversation going                                         Hashtags: #GenderChallenges #WomensNetworks #MajorPrograms #Inclusivity #Diversity #EmpowerWomen #Leadership #EqualityAtWork #CareerAdvancement #SystemicSolutions #WomenInTech #GenderDiversity #CorporateCulture #ProfessionalNetworks #Advocacy #GenderEquality #BreakingBarriers #WomenEmpowerment #WorkplaceDynamics #GenderBalance #GenderChallenges #WomensNetworks #MajorPrograms #Inclusivity #Diversity #GenderBias #Leadership #SystemicSolutions #CareerAdvancement #WorkplaceEquality #ChangeManagement #GenderDiversity #WomenInTech #GenderEquality #ProfessionalNetworks #WorkplaceDynamics #WomenLeadership #CorporateCulture #GenderBalance #Advocacy Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.DISCLAIMER: The opinions, beliefs, and viewpoints expressed by the hosts and guests on this podcast do not necessarily represent or reflect the official policy, opinions, beliefs, and viewpoints of Disenyo.co LLC and its employees.

In this episode of Navigating Major Programmes, Oxford Saïd Business School alumni Riccardo and guest host Corail, interview fellow alumnus, Jim Bernard. Jim specializes in real estate investment programme design, structured finance, risk conceptualization and strategic partnership formation. With an impressive track record spanning over 25 years, Jim has accumulated more than 4 billion dollars in real estate investment experience. Now, as a partner at consultancy and as a major programme advisor, Jim is focusing on disrupting traditional approaches to major programme management—making him an exceptional expert to share his insights on this podcast.   Key Takeaways:  Why major programme management in North America is behind the UK and what needs to improve in order to catch up.The practicality of the Galbraith Star Model™ in major programmes and why People and Rewards need earlier attention.  Considering the perception of major programmes as temporary organizations as well as their nonlinear evolution.  The power of major programmes as they relate to climate improvement initiatives.   If you enjoyed this episode, make sure and give us a five star rating and leave us a review on iTunes, Podcast Addict, Podchaser or Castbox. The conversation doesn't stop here—connect and converse with our community: Riccardo Cosentino on LinkedInJim Bernard on LinkedInCorail Bourrelier Fabiani on LinkedInTwo Roads Group website Transcript:Riccardo Cosentino 00:05 You're listening to navigate major problems, the podcast that aims to elevate the conversations happening in the infrastructure industry and inspire you to have a more efficient approach within it. I'm your host, Riccardo Cosentino I brings over 20 years of major product management experience. Most recently, I graduated from Oxford University's day business school, which shook my belief when it comes to navigating major prpgrams. Now it's time to shake yours. Join me in each episode, as I press the industry experts about the complexity of major program management, emerging digital trends and the critical leadership required to approach these multibillion dollar projects. Let's see where the conversation takes us. James Michael Barnard, commonly known as Jim is a highly accomplished professional specializing in real estate investment program design, structure finance, risk leadership, and strategic partnership formation. With an impressive track record spanning over 25 years, Jim has accumulated more than $4 billion in real estate investment experience. Currently, Jim serves as a partner at Two Roads Group, a consultancy he co founded with a focus on disrupting traditional approaches to measure program management by employing novel and empirically supported methods for risk mitigation, decision making and stakeholder engagement. He also serves as a major program management advisor for AI cumulus. Additionally, Jim is the founder of the Regal, a privately held investment company that concentrates on sustainable real estate assets. Outside of his professional pursuits, Jim actively engages in community service as a member of the town Castine Planning Board, and serves as a director on the SMU Cox School of Business alumni board. He is also an accomplished diver and a skilled jazz pianist. Hello, everyone. Welcome back to another episode of navigating major programs. I'm here today with my co host, a guest appearance from Corail with my esteemed colleague and friend Jim Barnard, who has graciously agreed to join the podcast today and talk to us about his new venture and his new approach in helping major programs. How are we doing, guys? How are you doing, Jim? Jim 02:37 Great. Thank you. Thanks for having me. Corail 02:39 Hi, Riccardo Jim 02:40 Carail. Corail 02:41 I'm doing great. Thank you for having me again. And I'm excited to hear more about Jim today. Riccardo Cosentino 02:47 And by the way, today, we were joining the podcast. I'm in Toronto. Jim is in Maine, and Correll is in London. So you got a truly international episode? Corail 02:57 Yes, very much. Riccardo Cosentino 02:59 So why don't we Why don't we jump right into it? Corail, I think you're gonna help me co host today's episode, the new format for us. But you being a guest on this show before? So I think you're you're almost almost part of the family. Why don't you take it away? Corail 03:18 Hi, Jim. I hope you're well and nice to see to see you and hear you. I wanted to ask Can you please introduce yourself to our listeners today and tell us a little bit about your career? Jim 03:32 Sure, It'd be my pleasure. My name is Jim Barnard. I'm fortunate to have been a classmate with your two esteemed hosts here at the University of Oxford and major program management program at Syed business school. How I came to the program. Let's see. I was a CFO for real estate, sustainable real estate investment development company in Austin, Texas for about five years before I applied to Oxford. My background had always been in real estate. I'd done it since I graduated from university. At the time, we were struggling with some fairly common major program themes, complexity or projects are getting more difficult, more intricate, larger, we are having challenges scaling. So interestingly, I was sitting in a conference room trying to sketch out a risk curve with my team in the finance department to try to figure out where he has some significant exposure and one of my co workers looked at the whiteboard and said, you know, there's a whole program at the University of Oxford that takes on these questions directly. So I I bet him that if he would write a recommendation I would make the application under no circumstances did neither one of us think that we would be or that I would be admitted to the program. But here we are two years later having survived it and fortunately, having had the chance to work with great people like the two of you You learn a whole lot about managing major programs. Corail 05:03 Yeah, congratulation. Jimmy did I think wonderful in the program, and he was really interesting, you know, to hear about your experience throughout and your background. I was wondering like, I think we both know Ricardo and I, that you started in entrepreneurial adventure after the program. Can you tell us a bit more about what led you to start your own business after the program? And why are you particularly interested in consulting in the fields of major programs? Jim 05:39 Well, in the interest of full disclosure, I have to admit that I haven't started this alone. In fact, you both probably know very well, some of the people that are investing in the, in the consultancy with me. And that alone is a privilege. So the opportunity to work together with like minded colleagues, who've enjoyed similar professional backgrounds, or have had similar professional backgrounds was probably one of the primary reasons why I decided to start this consulting practice. But really, the, I guess the motivation came out of, believe it or not the global financial crisis in 2008. A couple of us back in Austin, with this real estate development company that I mentioned, we basically, we'd all lost our jobs, you know, the industry was kind of in shambles. So at that point, we decided we would get together kind of start at ground zero. And I think maybe we had 200, or we had $2 million in assets at the time. And 10 years later, we were up to $250 million in assets. So to kind of get back to some of the scaling challenges I mentioned earlier. But that experience of of one having an industry job, and then losing it quickly, in rather chaotic circumstances. And then having built up the other company, over that period of time sort of gave me a sense that one, security in major companies undertaking major programs is not always as secure as you might think it is. And two, there's not necessarily as much risk in starting in your own venture, as you may think there is so the chaos of that prior period of my career gave me the confidence to start this new consulting practice with the folks I mentioned previously. So yeah, that's that's kind of where it all came from. In terms of goals for the program, I mean, the whole podcast is focused on major program risk and making major programs function more effectively. Certainly, in my career, and in the careers of the colleagues that have joined me in the group, we've seen plenty of complexity. And we've seen plenty of four major program performance. So the idea behind the group, at least for me, was to be able to use a lot of what we learned at Oxford, and try to address these issues at meaningful points of intervention. So being able to offer that to a variety of clients at a variety of different industries was appealing, and seems rewarding. Corail 08:16 Yeah, that's amazing. That sounds super interesting. Can you tell us a little bit more about what you're offering in this consultancy, then? And you know, how you feel like you're apart from other consultancy, what puts you about? Jim 08:33 Sure, broadly speaking, I think what separates our consulting practice from maybe some of the other ones out there would be our combination of gray hair and battle scars, domain expertise on the on the one hand, having worked in all of these areas professionally, as of, you know, my, my colleagues in the practice, but also the academic basis. So one of I had an MBA before going to still do MBA before going to Oxford. So I was familiar with the professional graduate school, curriculum and approach, particularly United States. Oxford is obviously very different. But one of the things within Oxford that truly distinguishes it, particularly MMPM, is the research background. So we not only had to justify our opinions professionally, but we had to support them academically as well. So when we form TRG, both of those aspects became mutually supportive and critical to the practice. So we we tried to bring a whole lot of domain expertise in a variety of different fields and circumstances and marry it with the best academic research that we can find. And then do some of our own research. So hopefully, we can keep the practice as progressive as possible and as helpful as possible. Corail 09:59 Yeah, I do. Like, the fact that you're trying to combine this academic side of the field with your practice, you know, and the kind of practical aspects of of being a major program leader everyday. So I wanted to ask with what you've learned in Oxford and what you're doing in your current consultancy. What do you think will be the main area of improvement for major programs in the future? Jim 10:32 It's an interesting question, because I think it's geographically dependent to some extent. And by that, I mean, the whole concept of program management is really not understood even conceptually, on this side of the Atlantic. In the UK, major program research is been around for quite a while, I mean, clearly, the program's been around for quite a while. But the subject itself certainly goes back a long way. And the UK Government has adopted over the years many major program management practices. So in that area in the UK, in particular, major program management is understood as a discipline, as well as its value is understood. And they've UK Government in particular, and obviously Oxford have invested a lot and refining the subject and practice. In the US, it's very different. The concept of program management really hasn't entered the collective experience, I guess, major programs are still heavily engineering based. Project management is a very familiar term. And certainly there are enough people who engage in project management, they get very frustrated by some of the program management aspects that says so much it's beyond their purview, it's just the project managers are as they should be laser focused on delivery, on time on budget, and aren't necessarily positioned to deal with the externalities that can influence that delivery schedule. So one of the bigger challenges, I think we have at least bidding projects in the US is making the case for program management being part of any large mega project, there's definitely a sense that improvements need to be made, particularly when you start talking about less quantifiable aspects like stakeholder engagement, kind of broader community outreach, communication, change management, I mean, a lot of these very established business practices that are at least familiar in the consulting world, per se, but may not have made it into the major program management world. So the big opportunity, and I guess challenge, at least again, in the US, is sharing this field and the insights that it can provide with some of the larger project constituencies, and really, you know, help the programs perform better than they have been traditionally. Riccardo Cosentino 13:09 You mentioned the United States, but I'm in Canada. And I think what you describe is really a North America phenomenon, where major program management is just not viewed as a discipline in itself. Would you ask a guest why they is in North America? How come I always say Canada is at least five to 10 years behind what the UK is. I haven't quite been able to explain why North America is behind. One of the policies I have is just the way major projects are funded, not founders centrally, like the UK, there and therefore create doesn't create a center of knowledge that the UK has with Treasury. But do you have any view on that? 13:54 That's a really good point, the centralization of a lot of the biggest projects in the UK. I think you're onto something there. I mean, that that would explain why there's been so much investment, at least in part, why there's been so much investment and trying to understand kind of the major program management phenomenon. In the US, we obviously, I guess in as in a lot of other places have a robust private sector. That very active builds a whole bunch of different things. And then we have the public sector, which is probably more focused on what you'd consider traditional infrastructure, and then your private public partnerships for for large events and stadiums and that type of thing. The US is a complex network, and pardon me for overusing complex, but I'll probably be using it a lot in this conversation. It's a rather complex overlap of jurisdictions. So for example, the federal government came out with the infrastructure plan, build back better, massive amount of money, but unlike in the UK, in the US, the federal government's role is basically to distribut and administer of money, they're not particularly involved in any of the actual construction, or conducting major programs that can happen at the state level that can happen at the local level that can happen in public private partnerships. So you definitely have a very fragmented market for pursuing any of these types of projects. So then the private side. And of course, this is financed completely differently as well. Why it hasn't made it far enough along, or as far along as in the UK? Maybe it is because there's not as much of a central actor, as there is over there. But it's an interesting research question. Maybe we can get convince some of our colleagues at Oxford to take it up. Corail 15:48 Yes, talking about research, and I know you, you are really fond of everything. Academic related, following on what you just said, Jim. I think it's really interesting for our listeners, who are leaders in major programs to get your knowledge in a bit of sense of your knowledge in the research into major program. And I know that you're fond of many frameworks that help improve major programs. And I was wondering if there was, like one framework out of your time in Oxford that you saw was particularly useful to improve the performance of major program? And could you share that with our listeners, Jim 16:32 I'm happy to share some of the conclusions I've come to and some of the frameworks I've found more useful than others. Of course, the big challenge is always empirically establishing a framework or trying to apply a framework that's been super successful in one area to another area and see, see how it goes. So there are a whole bunch out there, I think a lot of them are more applicable to certain circumstances than others. However, the framework I use for my dissertation in particular is called the Galbraith Star model. It's, it's been around forever, primarily applied to ongoing businesses, not necessarily major programs. But we had a professor at Oxford, introduce it to us, and show how it could be usefully applied to major programs in particular sort of extend its range beyond your your typical business consulting practice. So I found that one fairly useful on primarily because it's, it's sort of simple to conceptualize, it's got a are, for those who don't know, it's a five pointed star, it's got several aspects of an organization that all need to be organized in order for the organization to kind of hit its goals or realize that strategy. And in that instance, certainly applies in a major program context as well. It's also somewhat easy to understand for for people that are used to working in more traditional business environments, or sort of more traditionally practicing project management. So things like identifying a strategy or the goal of a major program, and then making sure that you've got a management structure that supports that strategy. And you'll get decision processes that help information flow among the people within the structure. The other two areas, which interestingly seem to get next to no attention are people. So the which would open up areas of psychology and and behavioral economics, and then reward structures. So how do we actually keep our people who are working on the project who are compensated in a variety of different ways, whether they're the general contractor or subcontractor, the developer, or the municipality or a government official, and everybody's sort of rewarded in different ways? So the question is, are all of those areas sort of aligned in the same direction, so you can accomplish the goals of the major program? So I guess the one of the questions is what is, you know, the perfect alignment for a major program and some of the research I did, unfortunately, was inconclusive in that area. It doesn't seem that there's a single right way to organize a major program, but provided all of those areas are aligned, I think you've certainly got a much better shot of finishing one successfully, Riccardo Cosentino 19:26 if I may jump in and follow up because that framework was a very interesting framework. I was fascinated by that class and having worked in major programs for a big chunk of my career. And I think the for me, the lightbulb moment was major program is a temporary organization. So although the Gobrecht star can be applied to major program, you have to do it through the lens that these are temporary organization. And I think that was a nuance of major program that never occurred to me So as you're designing your organization, you have to keep in mind that you have challenges and opportunities that come with a temporary organization. So, in your view, how much does that influence the way you're designing a major program organization, the fact that is a temporary one. The deal did your research touched upon that? Jim 20:23 It did. In fact, I, in some sense, one could look at the defining difference of a major program, relative to a permanent organization, is the fact that it's temporary. But when you unpack that a little bit, and you start to think about what Temporary means, offer that a lot of the permanent organizations and the permanent organization mindset is far too focused on longevity, when we actually don't see companies last as long as some of the major programs that we work on. So even though a major program may be temporary, you know, a beginning and an end, people can work on a single major program for the majority of their career. So they are so long lived, that they're, they're temporary aspects, maybe more of a perception necessarily than a mental chronological reality. And similarly, on the corporate side, where people are looking at, you know, perpetual existence of a corporation that very rarely happens. Most companies could probably benefit from thinking, and again, this is my opinion. So for all the people who own companies out there who think that I'm a fool, they're certainly welcome to that perspective. But I think companies would probably benefit more by acknowledging volatility and change and sort of the temporary lifespan of whatever a single strategy is, and maybe the major program world would would benefit a little bit from looking at their projects more organically, because they certainly do evolve over time and less from my on a sort of linear project management standpoint, where point A will never be revisited after we complete it or pass it, because we're temporary. So we're gonna do ABCDE. Whereas you're really not you're going A, B, C, D, B, C, A, D, and then kind of spiraling apps. barleys, not the right word. But hopefully your project doesn't spiral but evolving forward in a nonlinear framework. So I guess it's a long winded way of saying, yes, they're temporary, but maybe not as temporary as it's helpful to consider them being, particularly since these projects are supposed to really impact communities for generations, even if their actual construction or development is somewhat limited. And again, could be decades but somewhat limited. I think the perception behind their concepts. And what they're supposed to do for a society is far longer than even most permanent organizations. I mean, the investment we're making in any of these things is really supposed to be generational. Riccardo Cosentino 23:14 Thank you. That was interesting. Exchange, and certainly helped me revisit some of my view about major projects or temporary organization. Jim 23:25 One of the things that was glaringly obvious in my dissertation mean, there was very little that was glaringly obvious in my dissertation, it was largely failed to support the management frameworks that I had formed based on the literature. But, interestingly, of the Galbraith principles of the five points of the star, people and rewards barely showed up at all. So there was, if you think of programs, as we have discussed, having a beginning and an end, whether that's an appropriate perspective or not, they certainly do go through phases from concept of you know, what, what qualifies as completion, although I'll offer that the never really complete, but that whole aspect of people aspects and the reward aspect, explicitly tied towards stakeholders that are involved in the program, kind of a much broader perspective of who was actually involved, and then rewarding people for their involvement in the success of the program, like completely lacking. It didn't show up at all. I mean, maybe towards the later part of a project, did you start to see some considerations about people and how they were going to use the output of the of the program. But really, in the beginning, it was all strategy and structure related. I mean, it just didn't even show up. The programs are so Mayopiccally focused on, on this strategy thing that they never really, at least in my research, exhibited any consideration for people and rewards. So you got another area of research that's probably worth considering there. Riccardo Cosentino 25:16 That's interesting. So your your research show that major programs don't take the time to design a compensation structure and a reward structure to align the interests of the project with the interest of the leadership and in Jim 25:36 really, it really anybody I mean, there's there's certainly incentive based compensation mechanisms at the corporate level, you know, risk base, you come across this all the time, whether you're delivering a turnkey project, or you know, cost plus, or g max, or whatever the structure happens to be relative to the contractor. But in my experience, particularly if it's a major program within an organization, so we worked on a program, or I did with a, another friend of mine, where a company was digitalizing, their entire, basically production stream. So it was within almost exclusively within an organization, although obviously, it touched on some external partners as well. But there was no bonus incentive, there was no reward structure, there was no career path, you know, sort of advancement on to greater challenges or responsibility for implementing the program successfully. I mean, it was literally like, your job is to do it. And good luck. We'll be back in touch if things go wrong. So that to me, that, to me seems like an opportunity to to pull people in the same direction. One acknowledge more broadly, the breadth of the stakeholders that are influenced and then within the program, aligning some of those reward incentives, which may or may not need to be monetary, but aligning those reward incentives within the program to see it completed successfully. Riccardo Cosentino 27:09 Yeah, can it can resonate any makes sense? That's certainly my anecdotal experience. And when you're when you think of a major program, do you think, you know, stakeholders have a lot of influence on the success of their major programs, I've never seen in the few, one of the few major programs I've been involved with, and alignment of the project leadership to the stakeholders. So you know, you could have situation where you could have engagement with stakeholders, and measuring and getting the feedback on how the project is delivering against their needs, and aligning the compensation of the leadership to the stakeholder needs, because we know from our study that stakeholders can derail a major program. And then stakeholder management is key. So there should be a metric that should be aligned. Jim 27:59 Sure, we're in there also a tremendous asset to a program to the coordination takes a huge amount of resources. And it can be very frustrating, particularly from a project management standpoint, where there's a, there's a tendency to to go, go, go, go go. So any sort of these, these stakeholder intervention points, I think, have probably traditionally been viewed as a burden for the program. Whereas leveraging resources of a community, and this comes up a lot in my native state of Maine, particularly with some offshore wind programs, recognizing the support and resources that the local community can provide is a pretty big step. We've got these offshore wind communities obviously touch a lot of sea based industries, fishermen, marine biologists, obviously, the electricity company, but also shipping, manufacturing base quality jobs within the state of Maine. I mean, these are huge opportunities that touch so many different aspects of society. And that can be positively influenced by them. But you kind of have to start with that first perspective that there are a lot of people involved that have a lot to contribute. So engage them early and often and I you should have a better program. Riccardo Cosentino 29:24 Music to my ears. Correll, over to you again, with your series of questions. Corail 29:33 I wanted to go back to a more personal question now. What do you love most about your work and about setting up a consultancy in major in the major program industry? I think what would be interesting is to know more about you and what what does it take to be a major program leader? Jim 29:56 More about me professionally, personally, what attracts me to Do it what a, and we could go down a rabbit hole here. Corail 30:04 I'd be interested to know more about you personally, and, you know, understanding better. What do you love about your job? What drives you to this field? And yeah, what's what is your passion? Jim 30:22 So big, big question, obviously limited time in a podcast format. So I'll try to be as specific as possible. But what what drew me to the real estate industry in particular, despite my best efforts to avoid getting into what had been a family business for years, was how multifaceted is probably an overused description, but how many areas real estate touched any sort of construction project, which sort of, you know, goes back to the broader stakeholder engagement perspective, but also the number of disciplines who are are had to be involved in any successful project, from architecture, to engineering, to finance to delivery to sales, I mean, there, there's not a lot of pigeon holing within real estate, people have to be somewhat familiar with a great number of things in order to have a project delivered successfully. So, you know, personally, I like the breadth of knowledge and the breadth of engagement and the opportunity to use a whole bunch of different skills without diving maybe sufficiently deeply in any of them. My background, certainly, as I mentioned, finance, and there's that's sort of a obvious area one could focus on. But what I've discovered over my career is that any subject, such as finance, is really, again, back more to being about the constituents, stakeholders involved in the finance process. So I can run spreadsheets all day long, I can make him say whatever you want, I can regress to the mean, I can calculate internal rates of return. But what really matters is the people within the transaction, and what they what is their perspective, if I'm a lender going into a project, what Yes, I want my money paid back. Yes, I want interest to to be generated on the loan. I mean, all of these things are fairly cut and dry. But what does that actually mean for the loan officer, the person that you're working with on a day to day basis? And how does your program fit within the larger context of the organization that's lending you the money. So even within something that seems like it would be as as specific and cut and dried as finance is really a far broader and more interesting opportunity to connect with people that have a vested interest in the project? I think that is one of the things that's most appealing about being at least for me, personally, being in a consulting practice or forming a consulting practice, are, I'll say, the second most interesting thing is the breadth of engagement and the number of different subjects and aspects of major programs that you get to touch and sort of have to acknowledge at a minimum to deliver services to your clients. But hands down, the most rewarding thing is the people I get to work with. So and Oxford definitely raised that bar in terms of professionalism and capability of the people on the teams. So does that answer the question people and diversity of subjects? Maybe Riccardo Cosentino 33:28 you sold that to me? So Oh, good. Jim 33:32 No good. Should I point you to our website, because we're always looking for new clients? You Riccardo Cosentino 33:36 should you should what's, what's the website? 33:38 The company is called Two Rodes Group. Website is www.tworoadsgrp.com. As you mentioned, we've got partners in Dublin and London and here in the States. So I won't get into the story of the name. I'm not that I'm not romantic enough to do justice to it. But yeah. Riccardo Cosentino 34:03 Now you have to now. Jim 34:08 So, Robert Frost, former Poet Laureate of the United States and find New Englander wrote a poem called two roads. And the ending stanza is two roads diverged in a yellow wood and I took the one less traveled by and that has made all the difference. So when we start to think about major programs and adjusting the perspective, we tried to bring in that road less traveled, the the opportunity to make all the difference by looking at traditional forms of delivering major programs and offering some alternatives that hopefully will make a material difference. Corail 34:45 That's amazing. Thank you, Jim. Riccardo Cosentino 34:48 Very nice. And by the way, the link to your website will be in the show notes and in the episode description so the listener can can find the details if you I couldn't read it down quickly enough. Okay. I think we're coming towards the the end of the podcast currently, if you don't mind, I'll ask the final question to Jim. And so, Jim, in your mind, what would be the dream major program? What will? What would that look like? Jim 35:20 There has so the absolute dream program under sort of all circumstances, for me would be impact related, particularly related to climate change in the natural environment, having grown up in Maine and actually sitting in Maine now looking at the ocean, I think, maybe Maine culture is somewhat uniquely attuned to or dependent upon the natural world. So given all the climate related challenges that everybody acknowledges that we have now, unfortunately, any project that influences a basically preservation of the natural world is to me hugely meaningful. So whether there's delivering clean energy, whether it's considering different ways of funding, climate related initiatives, reef preservation, I'm being a little coy because we just bid on a project recently that had some of these characteristics. But since it hasn't been awarded yet, I can't get into too many details, but basically, the opportunity to use the inherent transformational aspects of a major program to to improve any of a number of situations, particularly around climate change. Riccardo Cosentino 36:32 Very nice. Okay, I think we come to the end of the podcast, Correll, any, any, any final thoughts from you? Corail 36:43 I just, I'm thinking that if every leader, were interesting in the same topics as you, Jim, we wouldn't situation we are today. So I hope you're an inspiration for all our listeners. And thank you for your time. Riccardo Cosentino 36:59 Thank you very much, Corail for CO hosting the podcast with me. Thank you, Jim, for joining us in this conversation, always stimulating conversation with you and Corail. Any final thoughts from you, Jim. Jim 37:14 It's, it's an exciting world. Major programs are definitely a topic not only were studying, but fascinating to work in. So I encourage everybody who's got the chance to consider the topic and get involved. Riccardo Cosentino 37:27 And on that, thank you very much for joining us this week, and we'll talk to you soon. Bye now. Thank you. That's it. For this episode, we'll navigate the major problems. I hope you found today's conversation as informative and thought provoking as I did. If you enjoyed this conversation, please consider subscribing and leaving a review. I would also like to personally invite you to continue the conversation by joining me on my personal LinkedIn at Riccardo Cosentino. Listening to the next episode, where we will continue to explore the latest trends and challenges in major program management. Our next in depth conversation promises to continue to dive into topics such as leadership risk management, and the impact of emerging technology in infrastructure. It's a conversation you're not going to want to miss. Thanks for listening to navigate the major programs and I look forward to keeping the conversation going Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.DISCLAIMER: The opinions, beliefs, and viewpoints expressed by the hosts and guests on this podcast do not necessarily represent or reflect the official policy, opinions, beliefs, and viewpoints of Disenyo.co LLC and its employees.

Un plan d'action précis pour lancer votre campagne de crowdfunding, ça vous dit ?

durée : 00:03:02 - La chronique environnement - par : Camille Crosnier - L'Australie lance un vaste plan de sauvetage de la grande barrière de corail avec près de 3 milliards d'euros à la clé

En 2022, le Festival Photo Montier a fêté ses 25 ans. BSG a eu la chance d'être de la fête, et même d'en réaliser l'album audio souvenir, avec 72 mini-interviews. 36 sont partagées dans BSG, 1 semaine sur 2 36 autres dans Combats, le jumeau “sur le front” de BSG, en alternance Tous les épisodes sont disponibles grâce aux liens de ce document Liste des interviews dispos dans BSG :  https://bit.ly/playlist_M22_BSG Liste des interviews dispos dans Combats :  https://bit.ly/playlist_M22_CBT _________ En 1996, une bande de copains, passionnés de photo et du Vivant, décident d'organiser un salon autour du célèbre concours “Wildlife Photographer of the Year”, le “Nobel” de la photo animalière. Cette première édition accueille près de 4.000 visiteurs en deux jours, à Montier-en-Der (Haute Marne / Grand Est). En novembre 2022, nous étions … près de 45.000 ! Montier est aujourd'hui le premier festival animalière d'Europe. C'est LE rendez-vous annuel des photographes amateurs et pros, des assos et de tous les amoureux du Vivant. _______   On aime ce qui nous a émerveillé … et on protège ce qu'on aime. Sous notre Gravillon vous trouverez... 4 podcasts, 1 site, 1 compte Instagram, 1 page + 1 groupe Facebook et 1 asso.   Tous nos podcasts sont faits bénévolement. Ils sont gratuits, sans pub et accessibles à tous. Vous pouvez faire un don sur Helloasso (ou sur Tipeee), adhérer à l'asso BSG, ou installer gratuitement le moteur de recherche Lilo et nous reverser vos gouttes. Pour nous aider, vous pouvez aussi partager nos liens, et surtout nous laisser un avis sur Apple Podcast ET Spotify. Nous serons ainsi plus visibles et mieux recommandés. Merci :) Nous vous accompagnons pour créer votre podcast.   Nous proposons des conférences et animons des tables rondes. Nous cherchons des partenaires : contact@baleinesousgravillon.com 

Les Coraux : on en parle souvent, leur santé nous inquiète mais ... que, qui sont-ils au juste ?  _______ Avec les anémones de mer et les méduses, les coraux appartiennent à l'embranchement des Cnidaires. Ces animaux (polypes) en forme de mini-sac ont de petits “harpons” urticants (nématocystes) pour attraper du plancton. Leur bouche est aussi, hem... un anus. “Cnidaire” vient d'ailleurs du grec knidē, «ortie». Aristote les a baptisés “orties de mer”. Selon la légende il seraient nés du touchdown de la tête de la Gorgone Méduse avec du Varech ! (Persée, Pégase, Andromède ... remember ?) Les polypes de corail sont en forme de mini-anémone de mer. Le polype mange du plancton qu'il capture avec ses 6 ou 8 tentacules harponneurs. Chaque polype du corail abrite dans son corps une petite algue : Dame Zooxanthelle. Le corail offre le gîte, l'algue donne au corail un complément de couvert, de nourriture, grâce à la photosynthèse. _______ Ces polypes peuvent vivre en colonie (mais pas tous), et fabriquent un squelette commun. Ces colonies deviennent des récifs. La plus grande barrière de corail est en Australie. Elle mesure 2.300 km de long. C'est la plus grande structure vivant naturelle, visible depuis l'espace. La plus grande de l'hémisphère nord est au Bélize (1500 km, cf série Traversée de l'Amérique centrale).  _______ Il y a les coraux durs, qui ont un exosquelette calcaire, et les coraux mous, qui ont un squelette corné flexible formé de protéines. D'autres n'ont même pas de squelette. Il y a ceux qui vivent en colonies et ceux qui sont solitaires, ceux d'eau chaude et ceux d'eau froide (Norvège), ceux de surface, et ceux de profondeur (jusqu'à 7000 m !). Les coraux peuvent se reproduire de manière asexuée ou sexuée. Dans ce dernier cas, on parle de “bloom” (Floraison). C'est un des beaux spectacles du Vivant : les gamètes des coraux remontent lentement vers la surface. On parle de “Neige à l'envers”. _______ Les coraux ne couvrent que 0,2 % de la surface des océans, mais abritent 30 % de la biodiversité marine. Cette biodiversité est fondamentale, pour le Vivant … et aussi pour les humains. Les récifs coralliens assurent grâce à la pêche, la subsistance directe à 500 millions de personnes dans le monde. Dans les zones côtières, les récifs coralliens constituent un rempart fondamental contre les cyclones, les typhons ou les ouragans. Un rempart plus efficace que n'importe quelle construction humaine. _______ Dès qu'il fait trop chaud : les algues quittent la coloc. Si elles bandent à part trop longtemps, le corail meurt et blanchit (bleeching). 1/4 des récifs coralliens mondiaux sont morts ou sont en train. Les 2/3 sont gravement menacés. _______ Raphaël Seguin est chercheur en biologie marine. Il fait partie du collectif “Look Down” qui surveille les menaces des compagnies minières qui veulent exploiter les fonds marins (Deep Sea Mining). Cf eps de Combats en 2022 : https://bit.ly/DSM_1_CBT https://bit.ly/DSM_2_CBT https://bit.ly/DSM_3_CBT https://bit.ly/DSM_4_CBT Pour signer la pétition et imposer un moratoire sur le Deep Sea Mining, c'est ici. _______ On aime ce qui nous a émerveillé … et on protège ce qu'on aime. Sous notre Gravillon vous trouverez... 4 podcasts, 1 site, 1 compte Instagram, 1 page + 1 groupe Facebook et 1 asso : https://baleinesousgravillon.com/liens-2 Tous nos podcasts sont sont gratuits, sans pub et accessibles à tous. Vous pouvez faire un don sur Helloasso (ou sur Tipeee), adhérer à l'asso BSG, ou installer gratuitement le moteur de recherche Lilo et nous reverser vos gouttes : https://bit.ly/helloasso_donsUR_BSG https://bit.ly/lien_magq_lilo_BSG http://bit.ly/Tipeee_BSG Pour nous aider, partagez nos liens, et surtout laissez-nous un avis sur Apple Podcast ET Spotify. Merci :) Nous créons votre podcast. Nous proposons des Fresques de la biodiversité, des conférences et animons des tables rondes.  Nous cherchons des sponsors et des partenaires : contact@baleinesousgravillon.com

Les Coraux : on en parle souvent, leur santé nous inquiète mais ... que, qui sont-ils au juste ? _______ Avec les anémones de mer et les méduses, les coraux appartiennent à l'embranchement des Cnidaires. Ces animaux (polypes) en forme de mini-sac ont de petits “harpons” urticants (nématocystes) pour attraper du plancton. Leur bouche est aussi, hem... un anus. “Cnidaire” vient d'ailleurs du grec knidē, «ortie». Aristote les a baptisés “orties de mer”. Selon la légende il seraient nés du touchdown de la tête de la Gorgone Méduse avec du Varech ! (Persée, Pégase, Andromède ... remember ?) Les polypes de corail sont en forme de mini-anémone de mer. Le polype mange du plancton qu'il capture avec ses 6 ou 8 tentacules harponneurs. Chaque polype du corail abrite dans son corps une petite algue : Dame Zooxanthelle. Le corail offre le gîte, l'algue donne au corail un complément de couvert, de nourriture, grâce à la photosynthèse. _______ Ces polypes peuvent vivre en colonie (mais pas tous), et fabriquent un squelette commun. Ces colonies deviennent des récifs. La plus grande barrière de corail est en Australie. Elle mesure 2.300 km de long. C'est la plus grande structure vivant naturelle, visible depuis l'espace. La plus grande de l'hémisphère nord est au Bélize (1500 km, cf série Traversée de l'Amérique centrale). _______ Il y a les coraux durs, qui ont un exosquelette calcaire, et les coraux mous, qui ont un squelette corné flexible formé de protéines. D'autres n'ont même pas de squelette. Il y a ceux qui vivent en colonies et ceux qui sont solitaires, ceux d'eau chaude et ceux d'eau froide (Norvège), ceux de surface, et ceux de profondeur (jusqu'à 7000 m !). Les coraux peuvent se reproduire de manière asexuée ou sexuée. Dans ce dernier cas, on parle de “bloom” (Floraison). C'est un des beaux spectacles du Vivant : les gamètes des coraux remontent lentement vers la surface. On parle de “Neige à l'envers”. _______ Les coraux ne couvrent que 0,2 % de la surface des océans, mais abritent 30 % de la biodiversité marine. Cette biodiversité est fondamentale, pour le Vivant … et aussi pour les humains. Les récifs coralliens assurent grâce à la pêche, la subsistance directe à 500 millions de personnes dans le monde. Dans les zones côtières, les récifs coralliens constituent un rempart fondamental contre les cyclones, les typhons ou les ouragans. Un rempart plus efficace que n'importe quelle construction humaine. _______ Dès qu'il fait trop chaud : les algues quittent la coloc. Si elles bandent à part trop longtemps, le corail meurt et blanchit (bleeching). 1/4 des récifs coralliens mondiaux sont morts ou sont en train. Les 2/3 sont gravement menacés. _______ Raphaël Seguin est chercheur en biologie marine. Il fait partie du collectif “Look Down” qui surveille les menaces des compagnies minières qui veulent exploiter les fonds marins (Deep Sea Mining). Cf eps de Combats en 2022 : https://bit.ly/DSM_1_CBT https://bit.ly/DSM_2_CBT https://bit.ly/DSM_3_CBT https://bit.ly/DSM_4_CBT Pour signer la pétition et imposer un moratoire sur le Deep Sea Mining, c'est ici. _______ On aime ce qui nous a émerveillé … et on protège ce qu'on aime. Sous notre Gravillon vous trouverez... 4 podcasts, 1 site, 1 compte Instagram, 1 page + 1 groupe Facebook et 1 asso : https://baleinesousgravillon.com/liens-2 Tous nos podcasts sont faits bénévolement. Ils sont gratuits, sans pub et accessibles à tous. Vous pouvez faire un don sur Helloasso (ou sur Tipeee), adhérer à l'asso BSG, ou installer gratuitement le moteur de recherche Lilo et nous reverser vos gouttes : https://bit.ly/helloasso_donsUR_BSG https://bit.ly/lien_magq_lilo_BSG http://bit.ly/Tipeee_BSG Pour nous aider, partagez nos liens, et surtout laissez-nous un avis sur Apple Podcast ET Spotify. Merci :) Nous créons votre podcast. Nous proposons des conférences et des Fresques de la biodiversité. Nous cherchons des sponsors et des partenaires : contact@baleinesousgravillon.com 

Les Coraux : on en parle souvent, leur santé nous inquiète mais ... que, qui sont-ils au juste ? _______ Avec les anémones de mer et les méduses, les coraux appartiennent à l'embranchement des Cnidaires. Ces animaux (polypes) en forme de mini-sac ont de petits “harpons” urticants (nématocystes) pour attraper du plancton. Leur bouche est aussi, hem... un anus. “Cnidaire” vient d'ailleurs du grec knidē, «ortie». Aristote les a baptisés “orties de mer”. Selon la légende il seraient nés du touchdown de la tête de la Gorgone Méduse avec du Varech ! (Persée, Pégase, Andromède ... remember ?) Les polypes de corail sont en forme de mini-anémone de mer. Le polype mange du plancton qu'il capture avec ses 6 ou 8 tentacules harponneurs. Chaque polype du corail abrite dans son corps une petite algue : Dame Zooxanthelle. Le corail offre le gîte, l'algue donne au corail un complément de couvert, de nourriture, grâce à la photosynthèse. _______ Ces polypes peuvent vivre en colonie (mais pas tous), et fabriquent un squelette commun. Ces colonies deviennent des récifs. La plus grande barrière de corail est en Australie. Elle mesure 2.300 km de long. C'est la plus grande structure vivant naturelle, visible depuis l'espace. La plus grande de l'hémisphère nord est au Bélize (1500 km, cf série Traversée de l'Amérique centrale). _______ Il y a les coraux durs, qui ont un exosquelette calcaire, et les coraux mous, qui ont un squelette corné flexible formé de protéines. D'autres n'ont même pas de squelette. Il y a ceux qui vivent en colonies et ceux qui sont solitaires, ceux d'eau chaude et ceux d'eau froide (Norvège), ceux de surface, et ceux de profondeur (jusqu'à 7000 m !). Les coraux peuvent se reproduire de manière asexuée ou sexuée. Dans ce dernier cas, on parle de “bloom” (Floraison). C'est un des beaux spectacles du Vivant : les gamètes des coraux remontent lentement vers la surface. On parle de “Neige à l'envers”. _______ Les coraux ne couvrent que 0,2 % de la surface des océans, mais abritent 30 % de la biodiversité marine. Cette biodiversité est fondamentale, pour le Vivant … et aussi pour les humains. Les récifs coralliens assurent grâce à la pêche, la subsistance directe à 500 millions de personnes dans le monde. Dans les zones côtières, les récifs coralliens constituent un rempart fondamental contre les cyclones, les typhons ou les ouragans. Un rempart plus efficace que n'importe quelle construction humaine. _______ Dès qu'il fait trop chaud : les algues quittent la coloc. Si elles bandent à part trop longtemps, le corail meurt et blanchit (bleeching). 1/4 des récifs coralliens mondiaux sont morts ou sont en train. Les 2/3 sont gravement menacés. _______ Raphaël Seguin est chercheur en biologie marine. Il fait partie du collectif “Look Down” qui surveille les menaces des compagnies minières qui veulent exploiter les fonds marins (Deep Sea Mining). Cf eps de Combats en 2022 : https://bit.ly/DSM_1_CBT https://bit.ly/DSM_2_CBT https://bit.ly/DSM_3_CBT https://bit.ly/DSM_4_CBT Pour signer la pétition et imposer un moratoire sur le Deep Sea Mining, c'est ici. _______ On aime ce qui nous a émerveillé … et on protège ce qu'on aime. Sous notre Gravillon vous trouverez... 4 podcasts, 1 site, 1 compte Instagram, 1 page + 1 groupe Facebook et 1 asso : https://baleinesousgravillon.com/liens-2 Tous nos podcasts sont faits bénévolement. Ils sont gratuits, sans pub et accessibles à tous. Vous pouvez faire un don sur Helloasso (ou sur Tipeee), adhérer à l'asso BSG, ou installer gratuitement le moteur de recherche Lilo et nous reverser vos gouttes : https://bit.ly/helloasso_donsUR_BSG https://bit.ly/lien_magq_lilo_BSG http://bit.ly/Tipeee_BSG Pour nous aider, partagez nos liens, et surtout laissez-nous un avis sur Apple Podcast ET Spotify. Merci :) Nous créons votre podcast. Nous proposons des conférences et des Fresques de la biodiversité. Nous cherchons des sponsors et des partenaires : contact@baleinesousgravillon.com

Les Coraux : on en parle souvent, leur santé nous inquiète mais ... que, qui sont-ils au juste ? _______ Avec les anémones de mer et les méduses, les coraux appartiennent à l'embranchement des Cnidaires. Ces animaux (polypes) en forme de mini-sac ont de petits “harpons” urticants (nématocystes) pour attraper du plancton. Leur bouche est aussi, hem... un anus. “Cnidaire” vient d'ailleurs du grec knidē, «ortie». Aristote les a baptisés “orties de mer”. Selon la légende il seraient nés du touchdown de la tête de la Gorgone Méduse avec du Varech ! (Persée, Pégase, Andromède ... remember ?) Les polypes de corail sont en forme de mini-anémone de mer. Le polype mange du plancton qu'il capture avec ses 6 ou 8 tentacules harponneurs. Chaque polype du corail abrite dans son corps une petite algue : Dame Zooxanthelle. Le corail offre le gîte, l'algue donne au corail un complément de couvert, de nourriture, grâce à la photosynthèse. _______ Ces polypes peuvent vivre en colonie (mais pas tous), et fabriquent un squelette commun. Ces colonies deviennent des récifs. La plus grande barrière de corail est en Australie. Elle mesure 2.300 km de long. C'est la plus grande structure vivant naturelle, visible depuis l'espace. La plus grande de l'hémisphère nord est au Bélize (1500 km, cf série Traversée de l'Amérique centrale). _______ Il y a les coraux durs, qui ont un exosquelette calcaire, et les coraux mous, qui ont un squelette corné flexible formé de protéines. D'autres n'ont même pas de squelette. Il y a ceux qui vivent en colonies et ceux qui sont solitaires, ceux d'eau chaude et ceux d'eau froide (Norvège), ceux de surface, et ceux de profondeur (jusqu'à 7000 m !). Les coraux peuvent se reproduire de manière asexuée ou sexuée. Dans ce dernier cas, on parle de “bloom” (Floraison). C'est un des beaux spectacles du Vivant : les gamètes des coraux remontent lentement vers la surface. On parle de “Neige à l'envers”. _______ Les coraux ne couvrent que 0,2 % de la surface des océans, mais abritent 30 % de la biodiversité marine. Cette biodiversité est fondamentale, pour le Vivant … et aussi pour les humains. Les récifs coralliens assurent grâce à la pêche, la subsistance directe à 500 millions de personnes dans le monde. Dans les zones côtières, les récifs coralliens constituent un rempart fondamental contre les cyclones, les typhons ou les ouragans. Un rempart plus efficace que n'importe quelle construction humaine. _______ Dès qu'il fait trop chaud : les algues quittent la coloc. Si elles bandent à part trop longtemps, le corail meurt et blanchit (bleeching). 1/4 des récifs coralliens mondiaux sont morts ou sont en train. Les 2/3 sont gravement menacés. _______ Raphaël Seguin est chercheur en biologie marine. Il fait partie du collectif “Look Down” qui surveille les menaces des compagnies minières qui veulent exploiter les fonds marins (Deep Sea Mining). Cf eps de Combats en 2022 : https://bit.ly/DSM_1_CBT https://bit.ly/DSM_2_CBT https://bit.ly/DSM_3_CBT https://bit.ly/DSM_4_CBT Pour signer la pétition et imposer un moratoire sur le Deep Sea Mining, c'est ici. _______ On aime ce qui nous a émerveillé … et on protège ce qu'on aime. Sous notre Gravillon vous trouverez... 4 podcasts, 1 site, 1 compte Instagram, 1 page + 1 groupe Facebook et 1 asso : https://baleinesousgravillon.com/liens-2 Tous nos podcasts sont gratuits, sans pub et accessibles à tous. Vous pouvez faire un don sur Helloasso (ou sur Tipeee), adhérer à l'asso BSG, ou installer gratuitement le moteur de recherche Lilo et nous reverser vos gouttes : https://bit.ly/helloasso_donsUR_BSG https://bit.ly/lien_magq_lilo_BSG http://bit.ly/Tipeee_BSG Pour nous aider, partagez nos liens, et surtout laissez-nous un avis sur Apple Podcast ET Spotify. Merci :) Nous créons votre podcast. Nous proposons des Fresques de la biodiversité, des conférences et animons des tables rondes.  Nous cherchons des sponsors et des partenaires : contact@baleinesousgravillon.com

Une mission des Nations Unies a appelé à l'inscription de la Grande Barrière de Corail sur la liste des « sites du patrimoine mondial en danger »,