 Rhaid fawr, byddwn i'n ddweud am ychydig oedd ymwneud, bobl oedd e'n gweithio gweithio bwysig, mae'r gweithio'r gweithio'r ffiannig ymddangosol a'r ddweud o'r gweithio'r gweithio'r ffiannig a'r ddweud o'r ddweud o'r gweithio ar hyn o'r system yn cyfnod yw hynny. Maenewch yn y ffordd â bod i'n pwyllfa i wneud i'r ffordd, fungr o'i ai'n gwneud i'r hyfforddiad yn yr UKI i'r strategio, ac mae Simon yw'r cyfrydd hyfforddiad yn ymweld, mae'r cychwynedd yng Nghymhwyllol respondent sy'n bod yn unigain'r UKI, mae'r gychwyndd yw'r', yw Evalin Sall wedi'u awddai, ac mae'n gynhwych y team sy'n g dedans o'r UKI, o'i'r sriffau i'r bydd i chi i'r llain i'r ysgrifennu ein hwyl i'r unedig, i ni i'n dechrau'n ein gwael yw Llyfriddol Gweithreth yn ymarfer y cyfleol. pan hynny'n ddim yn dweud i'r Ysgrifennu Cymraeg Gweithreth mewn gweithreth i'r ffordd mwy o'r gwaith yma, i'r gyrswn, yn gyffrwynt i'r unig a'r Gweithreth Eunglyn gan yma. Rwy'n ddim yn dechrau, yn y ffarnwg, y ffarnwg, yn ffarnwg pan yw ddangos ynglyn So ond y cwmhysig fridgewyr iawn, yma efallai yw'r bod yn ystod, gyda gweithio at flwyddyn maen nhw, wedi bod sut mae na'n wneud o'r cyffredig, dwi'n amser bod rydyn ni fydd drosio'r ysgrifunau a ddiweddol o ddarnol cyflawn. Rydyn ni'n amser hwnnw, hyd o'r ddarnol, ac efallai'r ddarnol a rhanol, oherwydd o'r ddarrig yn cymrydol, a'r aeddiad nhw, ac yw'r gallu llyddoedd cyflawnol brought together into a single organisation which is the origins of UK research and innovation He also recommended in that report that there should be a common fund across the whole of UKRI to support interdisciplinary collaborations and to support work which the Government i'w gwirioneddau i'w gwirioneddau. Felly, y fawr yw'r fawr yn ymddi'r gweithio, o'r fawr o'r newx, y fawr yn ymddi'r fawr yn ymddi'r gweithio, yn ymddi'r fawr yn ymddi'r gweithio, sy'n gwybod yn ysgrifennu hynny. Mae'r fawr yn 830 miliwn yn cyfnod o 34 ymddiadau a'r fawr yn cyfnod. As I say, it has two sort of twin aims, one of which is to bring different disciplines together and the other of which is to work with government departments. In fact, 91% of the total spent across both waves of the Strategic Priorities Fund has had a really close partnership with a government department or agency. Mae'r oedd yn bwysig o'r Gryffordd Llywodraeth i'r awdurdod serfynol o'r newid arlau'r myfaledig ... .. ac roedd gennym iawn i'r modyll gyda'r awdurdod yn falch ond o hollwch gyda'r wgodedd dros mwy. Ac mae'n bwysig o'r Visio Ottolene i'r Gryffordd Llywodraeth i'r bobl murthu i'r wgwsigol fel newidau. When she talks about diversity, she's not just talking about diversity in terms of protected characteristics, she's talking about diversity in terms of different ideas, different institutions, different people, different experiences, and another of the principles which she has is about connectivity through the system, so this fund has been really important to gyda'r syniad o'r ddigonol. Rwyf yn dweud eich cyllid gyda'r les yn oed y blaen sy'n hollwch ar gyfer iawn sydd y ysgol o'r brif oes mewn ymdweithiaeth o'r amser fynd arlaen fyddol i'r rai hawdd gennym. Mae'n rhan fyddwn yma ymdweithio o bobl yn ricefawr iawn o'i ysgolwch ar y rhan fyddwn a'u byddwn yn y awr. A'n artistio'r rhannu'r rhannu, ac mae'n gweld i ni'n gweld i niwn bethau fe o unigol i'n gweithio'r problemau, i ddigonwyd iawn o wahanol, i fearu gwahysigau cyrraedd mwythfyniadol, ein bod nhw'n gwybodaeth ymlaen nhw'n gofwysig fy ngomod a'r oedd. Gwymlo'r gwurs ar gyfer maen nhw'n gwahysigau mewn gwirionedd mewn hynny, sy'n gyffredinol iawn i maen nhw'n mynd i'r oedd y pethau yn ymgyrch yn ei mwy, ac mae'n gynnyddio yn llawer o'r oedd y fforddau. Mae gennym o'r holl bapu o gydag, i'n gwahanol iawn, a'r gwahanol iawn i gydag i'r stêch o'r awdraeth oherwydd o'r cyfudd ychydig yma ymgyrch yn y ddweud o ymgyrch yn ei ddweud ymgyrch. Ymlaen i chi, this is numerical nonsense really, but it doesn't really give you any sense of quality, but you'll be very pleased to hear we've supported nearly 2,000 publications, 7 instances of intellectual properties, 6 spin outs, and you can read the rest of the numbers of yourself. So we have funded 861 ymdegwyddiadau, ac, rwy'n meddwl, yma'n dweud y pryd-grannu ymdegwyddiadau, ac 3 ymdegwyddiadau ymdegwyddiadau yn ymdegwyddiadau, ac rwy'n meddwl i'r pryd-grannu, ac rwy'n meddwl i'r ffordd o'r ddweud o'r ddweud. The Strategic Priorities Fund was a result of an initial wave of funding, as I said, a few years ago. As part of our spending review bid for the current spending review, we're already starting to think about the next one we put together some ideas for how we could build on the successes of the Strategic Priorities Fund, we have done in a slightly different way to the way that the fund has worked. So rather than having a fund into which people bid, we instead designated five themes which you can see there, building a greener future, building a secure and resilient world, creating opportunities, securing better health and tackling infection. We have built some programmes across UKRI around those themes which enabled us with a little bit of money for each of the themes. we think probably about 75 million over a three-year period, to draw together actually things that are being funded across the councils for all sorts of other kinds of programmes, whether that is discovery research or innovation programmes or supporting of individuals in their careers to solve issues which are related to those strategic themes. Ond yna y cyfnod o'r hwnna o'r rhan o'r ffordd o'r Ffondiol Cymru. Yr wyf ychydig, ond, mae'n effeithi ddraethau mawr, ac mae'n bryd o'r cyflwystaeth i fynd i ddod cael yma mor ffyrdd o'r mae'r dymannu, ac mae'n ffyrdd o'r rhan o'r ddod. Mae'r pwysigol o'r gynhyrchu llyniadur hwnnw, y ffordd o'r rhan o'r cyflwystaeth o'r cyflwystaeth o'r gwrthoedd. sydd wedi ddweud dweud ei wneud cyfleidio bod gennymau bod chi wedi ddweud ar y newid ddweud. A fe wnaethwn i, mae'r ddweud o'r cyflwyno, dim ddau a gydag yma yw'r ddweud i'r holl. Roedd gennymau ddweud o'r ddweudio i'r ddweud i'r ddweud. Mae'r ddaf yn oed, mae hwy'n ei ddweud o'r ddweudio. Fe wnaeth ein bod chi'n gwneud i'r ddweud i'r ddweudio'r ddweud o'r ddweudio'r gref o'r ddweud i'r ddweud. a y dweud dechrau i'r mynd i ddweud i gyfle. Rydym yn gallu gwneud yma'n mynd i dddangos. O bobl yn y wath ar y cy theme er gael y project i ddechrau gwendaeth eich bod yn gweithio. Rydyn ni'n gweld ei wath ar y cy threatsiaid i ddweud i ddweud i ddweud eich bod yn gweithio. Fawr, wrth gwrs, tynau'r gwahanol i'r算ol iawn – competeil, yn gweithio gael amser, ac mae'r gwanhau ei wneud y gwain telefon o'r mwyaf. Yn gweld â'r unrhyw gwych yn Mother Order Root, mae'r gweithio gandd. Mae'r gweithio gwaith ar gyllid ymgyrchu a'r gweithio ar gyfer cyllidwch ac mae'n dweud o gael cyflawni a'r cynllunio cyflawni yn y pwyliadau i gaelio eich cynllun. Felly, mae gennym, yn ymddangos, ac mae'n mynd yn gweithio i gaelio'i gwleith. Mae'n dyn nhw, mae gennym, mae'n ddechrau, yn unrhyw arweinydd. Mae'n ddweud o'r pryd o'r cyflawni, mae'n ddysgu'r cydweithio i'r cyflawni, sydd yn ddyn nhw'n ddweud o'r cyflawni i'r cyflawni, oedd y cyflawni yn ei gaelio'i pryd yng Nghyrch, neu'r cyddoedd hefyd yn ddiwedd gyda'r cyfeirio mwy gael gweithio a'r cyddoedd. Le'r cym Societyw gan assuming fund yw'r cyddoedd astudio mewn holl beth. Mae'nordeb gyrddo i'w eu cael panodol o'r cyfyrdd cy Deutsche. Mae'n ddim yn bwysig eu cyddoedd lle hwnna. Mae wedi cael ei wneud i'w ddweud o'r bobl a yn fwy gweithio ar gyfer achos. Mae'n ddidd i'r pwysig i'n gwybod. I wanted to give you this slide in order to show that there are lots and lots of things going on across all of the councils and a wide variety of subject areas and government departments. So, that brings us then to what you're celebrating today, which is about constructing a digital environment and how you can use digital tools to improve how we know what's going on in the environment. So, that was a budget of 10 million, which was running from 2018 to 2023, and NERCA in the lead, and you're going to learn a huge amount much more about that today. And then, as Simon was saying, tomorrow and what day would it be Thursday, people are going to be looking at the landscape decisions, which is about how land is used and bringing different interdisciplinary approaches and knowledge in order to be able to do that in a better way. So, again, 10.5 million, a similar budget, similar timescales, and a slightly different set of people involved in that. So, that was what I wanted to say and to give you just a little bit of context for your conversations today. I'm extremely happy to take questions and if that would be helpful or equally not as you like. Or comments or suggestions, anything, welcome. If there's no questions, that's absolutely fine. Maybe the first question is, will there be another strategic priorities fund in the future? Thank you very much. Will there be another such program in the future? Well, there may be. As I said earlier, the way in which we're building on it now is through these two programs, which is the strategic themes and the interdisciplinary response mode. I think we're in the process of thinking about what we might want to bid for for the next spending review and how we might want to pitch that. So, if that's something that you think would be welcome, it would be really good to understand how that can contribute in a way that is different from other things that we might put our money into, such as a supercomputer or a certain number of PhDs. There's always trade-offs in the system which we need to think about. Thanks very much. One of the questions that I always struggle with, and we were talking about this before, about the multidisciplinary teams. Culturally, that's really hard, and it's culturally hard to put everybody in the room together to actually talk the same language, but then also get them through the filtering of funding with people who have other filters on their own assessments. Looking back, how do you think progress has developed on the strategic project fund, on the cultural conversation? I think it's a really good question. When people have spent their whole lives thinking about things through a particular prism and bidding for money through a particular prism, it's quite difficult to break out of that. I think we are making progress and giving opportunities for people to collaborate and giving them a reason to work together is really good. The other thing that we are doing across UKRI is trying to bring together some of our people and careers type programs. At the moment, if you want to do a PhD, I can't remember how many different varieties of PhD you can apply for, but it's a very large number. We're looking to rationalise that so that it's simpler for people to think about things in a more cross-disciplinary, cross-system way. We also think of it as being our job, and this comes to the connectivity thing that I was talking about earlier, to facilitate people talking to each other and to help them to make the connections. So that's another thing that we put quite a lot of energy into and also into engagement with the public because the public don't think about things in a disciplinary way. They just want problems solved and they want to understand how research and science can help them. So those are different ways in which we're approaching the problem, but I think it's definitely something that we need to continue to think about. Thank you for the question. In quite a lot of large organisations it can be hard enough joining the dots and making the right connections even within that organisation. I was wondering what you've learnt about what doesn't work in terms of bringing the right people together around the problems and helping those connections and what can be learnt going forward to help increase that success. So I think, like I said in answer to the previous question, giving people a purpose to collaborate is really helpful. But I also think, and Kate, I will just talk about this beforehand as well, giving people opportunities to touch base which don't have any purpose. So a cafe where lots of people meet and post COVID where lots of people are working remotely, that can be tricky. But those conversations that happen, the water cooler moments and the kind of the cafe moments, giving people an opportunity just to talk about what they're doing and why it might be of interest to somebody else, that I think is really, really powerful. And putting time and energy into creating those opportunities, even if they don't initially go anywhere and that it takes some time for connections to be forged, I think is really important. Thank you. Hello, Jessica Oshfair of Digital Catapult. I've got a question about the innovation side. So how do you, I think the beauty of UKRI should be that it can move all the way through from basic to commercialisation. And I'm very proud that Interdiscipline Nature and I know how difficult this is to achieve as well. How do you bring in the innovation elements and how can you progress some of the projects that have achieved their research aims into innovation and commercialisation? OK, I'm going to embody Ottolene now. I saw her give a speech here a few months ago, which she was a recipient of a very prestigious prize and she gave a speech standing right here where I am. And she's got this thing about how linearity in science is really bad and you should always think about things in circles. So I'll come to your question, which I think that we need to acknowledge that it isn't necessarily a linear process and bring people together, bring some of the innovation to the discovery and bring the discovery to the innovation. Because this is, at the end of the days, is all about people and all about making connections. I think it's, I mean, you're right, it's a tricky nut to crack and I'm a passionate believer in the fact that UKRI is unique precisely because of the Innovate UK being part of the same organisation. I don't think we've capitalised on that sufficiently in the short five years that we've been in existence. I think there's a lot more to do. But I think regionally we have people, innovation, Innovate UK people on the ground in different parts of the country and I think that is also a really powerful way, as I was saying earlier, of convening people across the country. Does that help? Not really. You're right, we should showcase some of those things because I think that's the other thing, isn't it? It's always much easier to do these things when you've seen an example of how it's worked before. So we should definitely think about that. Events like these are really great because they are celebrating some of the things that have been facilitated. So that's a way of telling the stories. My question is regarding the spin-outs. Is there any programmes that are available that will support the spin-outs especially from the projects that came out? Innovate UK has a wide variety of different programmes and different ways of supporting spin-outs and actually when you look at some of the success stories of companies in the UK you can sometimes see that they've had support early on from different research councils and later on from Innovate UK. And I know that Indra Mukherjee who's in charge of Innovate UK is working really hard to get information about what support is available and using their website in a slightly different way to help people to signpost them to the right support that's available. Some of it is grants, some of it is loans, some of it is coaching support and that kind of thing but there's a huge number of things that are available through Innovate UK.