 I'm going to say a few words about that insight, hopefully demystify it a little bit for you, and then we'll have some follow-up presentations from Brita Kearnan, our Chief Operations Officer, and Yvonne Smith, one of our funding diversity officers, to talk about the impact in numbers that insight has had over the last 10 years. I suppose as we celebrate 10 years of insight, it's useful to reflect on the journey we have been on over those 10 years, because I think that insight is probably best understood in the context of that journey. So insight formally commenced in 2013, and before that it was recognised that Ireland had a world-class ecosystem, research ecosystem, and data science, but it was also recognised that this ecosystem was quite fragmented, with pockets of complementary expertise dotted around the country. And so insight was conceived as a grand experiment in some way of bringing together those existing pockets of expertise into one entity. And this had never been attempted before in Ireland, or in Irish research, so it genuinely was a leap of fate by Science Foundation Ireland and the Department at the time. And of course it required a completely different approach and mindset to a research centre, because it meant bringing together existing initiatives which were already well established as research programmes of scale and research centres in their own right. So it required the researchers, the lead researchers involved in the universities, to really leave their preconceptions of what a SFI research centre is at the door, and invent a whole new way of doing things. And incidentally that's why insight is different to the other SFI research centres in terms of how we're structured. We are co-led by multiple universities. We have a central operations team, including myself, which manages the centre at a national level. And then we have local leadership, research leadership, strategic leadership and operations leadership at each of our four co-host sites. Now as you can probably tell from that, that sounds like quite a complex undertaking. And at the time it was very, very unclear how this would all actually work in practice. But great credit is due to the founding insight directors who are here with us today, Barry Smith, Alan Smeaton, Brian Caulfield, Barry O'Sullivan, Padre Cunningham and Stefan Decker, the original CEO, Ollie Daniels, and of course the inimitable Mike Turley sitting down the back now, who's recently retired as our COO. Because all of these people embraced this challenge and effectively laid the foundations for what insight was to become. And for that we are very, very grateful. And we should be under no illusion that it was very challenging. It was something that had never been attempted before. So there was speed bumps, there was sometimes detours, sometimes dead ends along the way. And it actually would have been easy at various different junctures to basically, you know, collectively shrug our shoulders and say this was unworkable. But the leadership preserved or persevered, they did preserve as well, but they persevered not just for the sake of it, and not just because of the funding on offer, because they genuinely saw the opportunity to build something impactful for Irish research into the future. And the fact that we're here today celebrating all the successes you'll hear about this morning is evidence that that grand experiment was an unqualified success, in my opinion. And the impact figures that Brita will bring us through from our most recent economic impact report, I suppose are some quantitative evidence of that success and that evidence and value to the Irish economy and to the taxpayer. But from a more central research centre perspective, the question I feel we always have to ask ourselves is whether in insight we have genuinely achieved something greater than the sum of the parts and as a consequence that we are punching above our weight. And for that we need to look beyond the scientific excellence of our researchers, which I hasten to assure them I take as read and for granted, but also to look at what we can achieve as a team. And we have a litany of successes which are only possible on the basis of insight working as a team. So for example, inside centre-wide team on trustworthy and explainable AI is a multidisciplinary team that mixes foundational computer science with cognitive science, social science, ethics in the law, the outputs of which are regularly published in the top ranked AI venues, journals and conferences in the academic community. But importantly, the participants of that initiative also regularly feed into policy, both nationally and internationally. We're at the forefront globally in leveraging data from wearable devices to understand or enhance human health thanks to a multidisciplinary team of physiotherapists, computer scientists, engineers, medical and health experts and human performance experts. Our work in cultural analytics is transforming the face of historical research. The team brings together artificial intelligence and machine learning experts with researchers from the humanities and social sciences to address important cultural research questions in a way that would be impossible otherwise. We have a team of researchers who are passionate about addressing the well-known equality, diversity and inclusion challenges in our domain. And in this context, we're actually eating our own dog food by applying machine learning techniques like enterprise scale, knowledge graphs and natural language processing to our large data sets that we gather routinely within the centre, normally at the behest of SFI, but it would have you to better understand our own EDI challenges so that we can understand those and take targeted action into the future to try to address those challenges. We have teams of researchers leading the conversation and setting the research agenda in Europe and our success in securing non-exjector funding is direct result of that. So we calculated it in advance of this particular event and for the Economic Impact Report. Since 2013, Insight has secured 81.8 million in non-exjector funding from EU programs across 160 projects. We've also established strategic partnerships with key initiatives in Europe. So for example, we lead the AI for EU project which is building the European AI on-demand platform and ecosystem and we've established strategic partnerships with the likes of the BDVA and various Fraunhofer Institutes including Fraunhofer FIT in Aachen and Fraunhofer ISST in Dortmund and we hope to in the very near future make a significant announcement around one of those partnerships. So please stay tuned for that over the coming weeks and months. And importantly, we can also assemble teams at short notice to respond to national emergencies or national priorities that come at us in a surprising way. So the evidence of this I suppose is the Insight researchers who contributed to the national response to COVID, whether that be our Insight researchers who were members of IMAG providing daily updates to Nefit, responding to specific asks from for example the Department of Food, Agriculture and Marine to help address the outbreaks of meat processing plants or helping advise on the development of the hugely successful COVID tracker app which became an example of best practice internationally. And I could continue all day with examples of our team-based successes and there are more examples in the various TVs dotted around the room here and in the other room and I encourage you to peruse them at your leisure over coffee or over lunch. But the bottom line here is that all of this is only possible thanks to a collaborative ethos and collective buy-in right across the centre and of course a collective vision only works if you have that collective buy-in and we have worked hard to try to ensure that right across the centre from our operations teams, our PhD students, our postdoctoral researchers, our funded investigators and our principal investigators and really importantly in that endeavour we've had great support from the universities from the presidents and the VPRs of our host universities who've been supportive, sometimes challenging us in what we want to do which is only right and proper but always in the service of facilitating the vision. And I would take the opportunity to acknowledge and thank all of those VPRs we've worked with over the years and indeed all members of our Governance Committee, our Scientific Advisory Committee and our Industry Advisory Committee, some of whom are with us today. So what is this collective vision I've been rabbiting on about? Well put simply our vision is to evolve insight to an inclusive and collegial national research centre that allows Irish researchers from across any university to come together in the pursuit of excellent science for the good of society and we've been proactive in trying to implement this vision over the last three years. So for example we have grown engagement within all our partner universities with a particular emphasis on increasing participation in Manute University, University of Limerick, Trinity College Dublin and the Tyndall National Institute. We have proactively invested in better integration of the technological universities. To this end we allocated 450k of our internal funding from our Strategic Fund into these new partnerships and delighted to say the result of which is that we now have active collaborations with all of the TU's and DKIT. We've empowered our own researchers to propose and lead new components and aspects of the research programme. We've invested in those PIs who actually stepped forward to volunteer to do so having invested 440k from our Strategic Fund to support this and you'll hear from Yvonne Smith a little bit later about all of these new exciting initiatives that were kicking off across the centre. I suppose what it comes down to in the end is that in insight we have an unofficial internal motto we use whenever things go right and especially when things go wrong and that is that research is a team sport. And as anyone who's involved in team sports will know that well number one you only make the team you only make the cut by virtue of excellence but even with that you need different types of players on a team so you do need the flashy super star forwards with the multicoloured boots you do need the midfield generals who can run all day and you do need an impenetrable defence who are calm under pressure and I'll leave it as a homework exercise for our FIs and PIs to figure out which one of them they actually are. But of course all of this means nothing if you are not supported by a world-class backroom team and I'm delighted to say that we have all of that in spades in insight and as such a fantastic platform for continuing our work into the future. I'll finish by saying a few words about AI given its prevalence in the national international debate and picking up on some remarks made by Philip around the seismic changes we're seeing in society and the concerns and optimism around AI. You know we celebrate our 10th anniversary when at a time when data in AI stewardship is rapidly climbing to the top of the global political agenda. There is both hope and a lot of trepidation around how AI and digital technology will shape our civilization in the coming decades and so often as a society when we face seismic disruptions we are caught out unawares and we are scrambling to put in place solutions to new emergent realities. In Ireland 10 years ago we had the foresight to begin the process of consolidating our data and AI expertise so that when it was needed it was ready and it was there and it could be tapped into. So for example when the pandemic arrived insight was ready. We are ready now too to help Ireland and the world with the AI revolution. We're ready to deploy responsible and world-class AI solutions to whatever challenges and opportunities the future might bring. Thank you very much for your attention folks.