 So, let's move on to the next presentation or demonstration, should I say. This is Lieke van Kompel, that has been working in Afghanistan the latest two years with training and development. And she will present learning and development in Afghanistan and online too. Thank you, Marpo, for the introduction. So as you all know, one of the main objectives of MSF is to provide free and quality care to our beneficiaries. Now, the free care part is taken care of by our donors, but for the quality we're highly dependent on the national staff, especially in a mission like Afghanistan where we have five big projects, working more than 2,000 national staff and only 100 expats. Now, suppose that you are an expat arriving in an African mission. There's a big chance you will hear something like the quality of our staff, the level of our staff is not sufficient yet to deliver the quality we expect of them, but at the same time nobody can tell you exactly how big this performance cap is and what it exists of. The best you get is this stuff is very good, this stuff is okay, and this stuff is not so good. So how can you then support your staff in a limited time you have available in your mission? In order to answer these recurring questions that we continue to receive from expats and because we realized there was a huge need to quantify the development of national staff and to link them to the operational needs, we started to develop an online learning and development tool. And I will show you now what it looks like if it can be switched to the online tool. So suppose that you are the biomedical manager arriving in an African mission. How can this tool help you? First of all, here you will have a list of all the stuff that you're supervising. So here we have one biomedical officer per project. You will have here the job description which we have harmonized for the mission, but what is more interesting you have per person, a logbook related to this position. And this shows you in one big overview what are the main skills that we expect a person to have in this position and they're subdivided in smaller tasks so it makes it easier to assess somebody's level. And this will ensure that different expats will actually assess the level of our staff in the same way. Once you have done it, and this is actually quick, a biomedical manager took in five minutes to fill in this form, you can see, I'll just go back to this person. If you go to the history, you can see the different assessments this person has had. And in the last column you can see how much progress this person made as compared to the last assessment he has received. There you see in green all the skills that have improved and in orange the one that remained the same or maybe even went down. However, what is more interesting is if we go to the monitoring part, we can see an overview of the department as a whole. So here we can see the individual scores of our staff, but so we can see how they compared in comparison to the rest of the team. But you can also see how the team as a whole is scoring on the different competencies that we need from them. In green you will see the skills that already very well developed. In yellow the ones that are okay but need some more attention. And in orange the one that we seriously need to consider or to look at. And this can give us quite important information in terms of development. So for example, in this case, we realized that it made maybe most sense to do more peer-to-peer learning because they all have their own strengths. So we can send one biomet from one project to another project to have this person trained. Or alternatively, if you want to train him as a group in Kabul, for example, you can immediately see that probably you will have to focus on the calibration skills and on stock and inventory skills because none of your staff already has sufficient skills in those two competencies. It can also help with career management. For example, we had a position open for reference assistant in Kabul. And this overview gave us immediately a snapshot of who of this person would be the best position to apply for his higher level position and coordination. On HQ level, it can show you what type of profile of expert you will need to send to the field the next time we send again a biomedical manager. And on top of that, to give an example of two years ago, we had an attack on the ICRC in Jalalabad. And as a result of that, MSF wants to reduce the number of experts with 25%. Back then, it was a big debate which departments actually can function without having the presence of an expert. If back then we would have had this snapshot per department, this would have definitely facilitated this question because you can immediately see which department could function temporarily without an expert. Nothing I quickly want to show you is that we also made a training library with all the trainings that have been developed inside the mission. It's not being done yet, but the idea is to link these trainings as well to the competencies they address. So if you know as a bio-med, I need to do a training calibration. The system can automatically provide you with a menu with all trainings that we have already available in the field of calibration. So you don't have to reinvent the wheel all over again. I can talk about this for hours, but I'll leave it like it is here. So thank you very much for your attention. So thank you very much for a very pedagogic and intuitive presentation and demonstration. So do we have any questions from the audience? Yes? So I really, I think this is such a great idea because exactly like you say, you turn up in a mission and people sort of say they're good, they're not. But it seems even this, you're still relying on expats to score them. Not necessarily. So basically you can decide who can score them. That can also be national stuff. It can also be outside experts. If you, for example, have a reference coming to the mission who's visiting the different projects, this person could do an assessment as well. But yeah, you are dependent at the moment as it is right now. It's mainly experts assessing, but at least you will never achieve I think 100% objectivity, but at least it's more objective than it is right now. But then if you have, I mean even in your small example, there were sort of some people who were saying it's gone up by 8% or down. I mean, we all know that we all have completely different opinions and relationships with national staff. And so is there some way that you can kind of do an agreement if there's big disagreements between two expats? Is there some way to factor in that? Well, we have this position of learning and development and the way I see this position is actually to make sure that there are not too many big gaps. If you see that there is a big gap between two assessments, that you start questioning. I mean, you can never take any numbers on a face value. You always have to put them into a context and see what doesn't mean. For example, in the case I just show you as well with people that have orange skills, maybe they just have been hired. So obviously they're not on the same level yet, but it's something that we need to monitor. But by breaking down the main skills into smaller subtasks, you cannot really, because then you will be lying. If you would give somebody a four while he doesn't score well or the other way around, you would not be giving an honest opinion about the stuff. So we try to reduce that by having this lookbook in place. But yet, there's always this margin, yeah. All right, so one last question to the gentlemen down there. My question is why are we only doing it for national staff, not for expat staff? I'm so happy you're asking that question. This is actually a question that we receive very often. Why don't we do it for expats? I cannot answer the question because I was only learning an available manager for national staff in Afghanistan. I think it's challenging with expats because they move all the time between different projects and different contexts. What can make the system work and why it's important, at least to have it for national staff is to make sure that they suffer less from the turnover of expats. And that's really the main reason we developed it there, because they constantly receive different opinions, have to rebuild their credibility again, even if there was, again, a new expat arriving in the field. But yeah. So thank you very much, Likian. Thank you very much, Barbara. Thank you.