 It's great to be able to present today a little bit about what we've been doing at the Bureau of Meteorology. We've really been looking at establishing a framework to transform and uplift our data capabilities across data management, data governance, and data analytics, data sciences, and really looking at ways to build that into everything that we're doing and the capability to deliver even more value for our customers. Most of you would already, I'm sure, know the Bureau of Meteorology, and hopefully you're one of our customers, in a sense. We actually provide, for those of you who don't know too much about us, we provide weather, climate, ocean, and water services across Australia and internationally for all sectors and particular industries in particular, such as aviation industry and defence, et cetera. So, you know, the Bureau has a great reach across the country, and we also provide agricultural services and things like that as well. In terms of our uplift, what we've really been doing is the first step was setting a direction, so really looking at how we could go about providing an enterprise-wide approach to our data capability. Obviously, the Bureau has a broad range of data, as I gave an indication of when I was first speaking, but we've got really some really large data sets in terms of volumes, we have real-time data, and we're also processing a huge range of more information assets, things like looking at actual reports and some of our summaries that get used for seasonal outlooks and looking at monitoring climate, for example. So, you know, there's a broad range of different data types in our organisation, and so we wanted to create an approach that really looked at how we could uplift overall and that aligned with our strategic directions. So we've called that Data 2022 and Beyond, and there's a link to the document that I've provided that's available for everybody in the document that accompanies this. I can't remember exactly what it's called, the shared document that I'm sure Katherine has posted already. And what we're really looking at in terms of setting this direction was to provide guidance for decision-making and how we were making decisions around our data assets, how we were managing them and the IT platforms, the training, the skills development and everything that goes with managing the data, but also looking at where we're actually making investments in our data assets and in our data platforms. We also really wanted to make sure that we were already leveraging a range of different transformation activities happening across the organisation to drive that maturity uplift in the way that we're managing our data. And we have in particular, you know, a big programme of work around our IT data management capability. We also have a range of different programmes looking at our observations network, so the way that we collect the data and bring it into the organisation. We also have some integration platform work in the IT space. And we're also looking at our service delivery uplift and process management and product management as other capabilities that we're also trying to really drive at the moment. So we really wanted to embed data considerations into all those different activities and make sure that that helps to drive our uplift. And one of the most important things that we really found was the importance of having executive endorsement and having the sponsorship and ownership for everything we want to do in driving that data uplift throughout the organisation and having that coming from all levels of the organisation and having that support. So to do this, we've identified five transformative themes and you can see them listed there. One of our key ones is engaging with our customers and obviously we really want to look at ways to leverage the data assets that we have in our organisation to provide that value to our customers. We also want to enable people and culture, which is, you know, a main call out, and to optimise our systems and processes and embrace innovation. So in terms of enabling our people and culture, we wanted to make it really clear that data management and the working with data and using data and driving that value really does come through our people and the talented people that we have in our organisation really do add that value to the way that we work with our data and the services we provide. But we also really wanted to drive this cultural aspect about setting a culture around data management and the rigor and passion and enthusiasm that people have for really making data as a centre part of what we do. And being a data-driven organisation that was a really important call out for our transformation and uplift. So to do this piece around data 2022 and beyond, it was really important for us to look at sort of three key phases and the first is really around consolidation. So thinking about the already great practice that's happening in certain areas of the organisation and some of the highlights and wanting to draw those out and share those with others. So utilising things like communities of practice, setting up things such as exchanges between different teams and looking at the ways that we could really drive that sharing across the organisation of best practice. We also wanted to look at uplift. So where we identified really great examples of good practice to think about how we could roll those out and make them common to really lift the base level of our maturity to the next level and take that overall step in uplift. But we also recognise that there's a few gaps and things that we might want to really help transform and take a step change in our maturity in those spaces. And some of the areas are really helping to make us able to do that, such as the IT management platforms that I talked about at the start. Some of those capabilities coming on board will really enable us to transform the way we work and some of the processes associated with that. So to do and achieve against these five key transformative themes that I just spoke to, we've identified 10 key priorities to 2022. And the first one that I won't call them all out because you can see them there on the slide and they're in the document. But the first one that I wanted to speak to was really about implementing enterprise data governance and lifecycle planning. So we see that as a foundational piece to really helping to drive the uplift and we've established a data governance office that's been in place in the Bureau for the last couple of years. And that's really helping to develop a whole range of different materials and tools and I'll talk through some of those in a moment but setting up that capability. We also recognize that essential to the data uplift is really about creating a data stewardship model and rolling that out across the organization to have those key roles called out and a way of working with data. We also want to identify and grow the future data skills and capability and have some clear resource planning around where the skills are, what are the skills gaps, where do we want to take it, how are we going to train people, what are the pathways and the future data skills and attending this session today has been a great insight into some of the things that are happening across the Australian community and opportunities to partner and leverage what's already happening. And working with others to share what we're doing as well. So there's a lot of different things that we can do in that space and we wanted to call out that as a really fundamental piece of achieving the uplift. The other thing that relates to the skills is really around new analytics, business intelligence and machine learning capabilities. And as was mentioned in other presentations this week, there's been a real change in the technology that people are using and the way that people are using some of the tools and being able to position our organization to be able to utilize those and further enhance our already established capabilities as well is really important. So we've got plans in each of these places but I wanted to just speak a little bit about our data governance approach at the Bureau. And this is the framework that we've set out for the organization. I'll just take a moment to talk through this slide a little bit. So we're really in setting this out we've identified a bit of a scope statement. So the Bureau, we wanted to everybody recognize that we're really managing critical national assets and that we need the rigor around that to do it effectively. The importance of data governance is that it improves data management and enhances data value. And we've also indicated that at the Bureau and I said at the start that we're really looking at our frameworks for driving data and information management. So we're looking at information assets as well. So it's a really broad scope which has its complexities because obviously the Bureau has very complex data and lots of grid and spatial data, point observations, very technical and environmentally based data. But then we also have social media and website analytics and a whole range of other sorts of information and all the reports. So it's really important to recognize that there are differences in how you manage those but also try to drive that commonality and that's the approach that we've taken in our organization. We've also got some key messages called out here and then we've structured it around three key pillars. So the first is around making sure that everybody knows how to work with data and setting out the rules associated with that. And you can see that we've really tailored it around the Bureau's language around our data use and what's important there. We also set out a section there on roles and really calling out that as one of our key pillars is been really important for helping to establish some of the focus that we wanted to have on the people side. And we also have called out the tools. And so looking at recognizing the fact that we need to provide the tools to help people work with data and that includes things like training as well as templates and checklists for self-guided learning and use of these artifacts. And we also wanted to take a slightly more people centered focus on the data lifecycle. So instead of a lifecycle of the data we're focused on the data management stages which is really about how people interact with the data and the management of the data. So at the Bureau again using probably more Bureau language that resonates with our staff. So we've really tailored this data governance approach to calling out some of the key aspects around the people side and the roles is one of the key pillars and that's been really important to helping us deliver. But we've also got a focused procedure which is a high level document that sets out exactly how we wanna develop our skills and how we wanna manage our data in the organization. So that's what we've been doing lately at the Bureau and thanks all for your time and I'll happily take some questions if there are some.