 Raquel, I think. Yes, hi. Hello, everyone. I'm Raquel Almaida from ISQ, and I will now share my presentation. Okay, so I will now talk about them after these introductions made by Ellen and Adrian. I will now talk about our experiment, which we call building ISQ RRI model. I will start by introducing us, who are we, who we are, our goals in this fit for RRI experiment, what were the main challenges we faced, the RRI pillar selections and training, the lessons we learned, I will talk about some good practices that we took out of it, and I will also talk about our plans to further embed RRI in our work. Okay, so first, who are we, ISQ. We are the biggest technology infrastructure in Portugal. We are a private, non-profit and independent entity with more than 50 years of activity, and ISQ has a large industrial and service companies in the country, as their associates or our associates, they are our associates. ISQ has a strong reputation in the Portuguese market. We are a company with over 50 years of experience. We have 16 accredited laboratories. We have six contact points in Portugal, and these contact points mean some branches and laboratories spread around the country. We offer more than 250 specialized services, and we are about 1,400 employees, not only in Portugal. In Portugal we are only about 800, but the rest is spread around the world. So the laboratories or the fields that the sectors that we work a lot in are health, pharmaceutical, food, automotive, aeronautical and agriculture, and some of the services that we offer are in engineering and consultancy, verification and regulatory works, testing, inspection, training, and we also promote research and development of innovation. This is to give you an idea of where we are. We are in Portugal, our headquarters is in Portugal. We are 100% Portuguese company, but we also have branches in several different areas in the world. So about our goals in this experiment. So the original goals of this experiment for us was to anchor the project experiment in a co-experiment model to an ongoing project in the energy field. This was one of the first goals in the original experiment. Then we were to test previous outputs on governance setting and sectoral variability with respect to responsible research and innovation. By that time we chose a project that we had ongoing, which was called Moebios, which was about modeling, optimization of energy efficiency in buildings for urban sustainability. You can find the link to the website of that project here. So this was the original goals. Meanwhile, and during the project, we had a change in our goals. And so we decided to build our own RRI model. So we started building ISQ RRI model. And then, of course, build a roadmap, develop a roadmap to implement it. So these were our new goals during the project. The first main challenge that we faced was the fact that once the feat for our RRI project started, RRI was a concept that was unknown to ISQ. So yes, we were familiar and we were very active in corporate social responsibility, but we have never heard of a responsible research and innovation concept. So this was the main challenge, the first challenge that we faced. Of course, the challenge led to a second challenge, which was a big, big learning step. So we had to understand what lies beneath responsible research and innovation concept, and also open science because the feat for our project was focusing not only RRI, but also open science. So this was our second main challenge. The third main challenge was an internal diagnosis. Okay, so the project team, in which I'm included, we never heard about responsible research and innovation before, but perhaps some other people in ISQ had. So we had to start this internal diagnosis. So we chose some key researchers in our institution, in our organization, and we prepared some interviews to ask about what they knew of the pillars that are encompassing the RRI concept. So we didn't, okay, we also asked about do you know what RRI is, but then we went pillar by pillar about what was their understanding of those pillars. So we did this first internal diagnosis to know, to have an X-ray, let's say, of what was our status in terms of RRI and open science. Then, of course, the fourth main step, main challenge in our experiment, was to get all ISQ researchers on board. In ISQ, and although we are about 1,400 employees, our research team is composed by about 45 researchers. So, okay, we wanted to get everyone on board. So these were the main challenges that we faced. So our strategy was to first promote an internal workshop, a workshop for our researchers, to not calling it RRI workshop, but reflection, joint reflection workshop. We didn't even use the term RRI when inviting researchers, because we didn't want people to have a defensive attitude. Like if you say, let's talk about doing responsible research and innovation. We cannot assume that people are not doing responsible research and innovation. So it's not a good practice in our opinion to start by, like for people that never heard about it, to let's talk about responsibility and doing our jobs with responsibility. It's not about that. So we invited them for a joint reflection. And the ISQ had several team of researchers spread around the company. So we were not together. We were working in groups, separated groups. So this joint reflection was very important. And when we did this first invitation, and because everyone is always so easy, well, most heads of units of these groups, of these research groups, sent junior researchers. So these were the first groups, mostly junior researchers were in this first workshop. Well, the first workshop went so well. It was such a success that one of the senior researchers that was in the group said, we should do this again. You should do another workshop and now ask senior researchers to come. And that's what we did. We invited senior researchers to come. And then we had a bigger group again. Another workshop was promoted, the same model. And then we had most researchers from ISQ involved in the process in these workshops. And in these workshops, we would first start by reflecting on what we were doing, on what was going wrong, what was going not so well, and then doing a very, very short presentation on what RRI is about in 10 minutes. That was one of our challenges also to try to present responsible research and innovation concept in 10 minutes. And then it was. Okay, so and then we had in the scope of the experiment, we had to select at least two pillars. That was one of the requirements of the experiment. So when we were asked to choose these two main pillars and before the workshops, we decided to go for governance and open science and open access. So we wanted to tackle these. We wanted to approach these to cover these two pillars. But after this, these workshops and after our internal consultation of after jointly reflecting with all the researchers from ISQ, we then decided and taking into consideration the concerns that were raised during these workshops. We decided also to go and this floor also public engagement, science education and gender equality. So these were the pillars that we wanted to cover in our experiment. So we started preparing a set of training sessions. And the first training session that we promoted was a session about open science and open access. For that, we invited Pedro Prisic, which is from the University of Mino, which is also a partner in Fit for RRI project. The University of Mino is an expert. They are experts in open science. And so we thought they were the best people to talk about and to give a workshop on what open science and open access is. First of all, to set a little bit the differences between the two, these two concerts open access and open science. And then to explore what this means, what open science means. And so this was the first workshop. The second workshop. No, meanwhile, sorry. Meanwhile, during the process, ISQ went through a transformation. Well, at least the research and development of innovation activity went through a transformation. So first in beginning of the experiment, we had these different and separate groups of researchers of the teams of researchers working separately in different types of research fields. And then during the process, a new research and development of innovation department was created. And this was a very big surprise for me. For instance, I was part of one of the groups of researchers. So it was a big change. And for us, the timing was perfect because then we had everyone aware of what research and the responsible research and innovation is. And open science and we had started the process. So and the new director of this new department was before this new department was created. He was one of our colleagues. So he was completely involved in the experiment. And so he took the decision to embed our eye in the new department vision and mission. And so this was very, very important, of course, for the success of our experiment. And I believe for the success of this new department. So we had first had the first training workshop on open science and open access. And then the second, second workshop was on governance. And since we are spread around the country, yes, we had the first big workshop involving all researchers or most of the researchers of ISQ on governance and trying to figure out what makes more sense for us in the, in the, in terms of governance and taking into account also responsible research and innovation and open science. So we had several sessions of joint reflection to decide on how our governance model would be. And so these took place in several different parts of the country because we wanted to get everyone, everyone really involved in when I say everyone is every researcher in ISQ. Then we went for science education. We prepared a science education workshop and we focused a lot on what would make sense to us. And this was very key, what makes sense to us. Let's not forget that we are a private company. We have no public funding. So now our model for ISQ had to make sense for ISQ to ISQ. So this was our strategy. Lessons learned. So what we learned from this was that these first workshops, the two first workshops, the joint reflection sessions were key to get everyone involved. These were really key. And for us, this is one of the keys for success if we try to implement an RRI model in an institution. The second lesson learned was that actually researchers don't usually think of the things that are involved in responsible research and innovation. So researchers in these workshops, researchers were faced with issues and ideas that are not usually on the table in their professional lives and work routines. Yeah, we are all also all, oh, sorry, we are all always so easy. So it happens. We sometimes we don't have time to reflect on actually what we are doing and what we are working on. So these workshops were very important also to think and reflect in a joint session on these things. Third lesson was that tailor made training sessions on the selected pillars constituted in an important awareness raise in action, but are also very important for an organization institutional change. It has to make sense for the organization. So perhaps some things that are included in the pillars make a lot of sense and are very, very close to the kind of activity that an organization promotes and some others are not so suited to, or not so close to the activity that the organization or the research activity that the organization entails. So tailor made training sessions for us was also one of the lessons learned. It's important. It's very important to make it for the needs of the organization and for what makes sense for the organization. The fourth lesson learned was that, and this was one of our visions and one of the visions that we wanted to pass is that our online responsible research and innovation is a way of doing research and development of innovation using the long term perspectives. And this is in terms of the kind of world we want to live in. So that's why we believe it's so important. We have to think of the long term perspective. We think we have to think of the consequences of the innovation that we are working on. And this is very important. And this was also a lesson learned for us. And last but not least, one of the most important lessons learned in this experiment for us is that responsible research and innovation is a flexible model. This is not, it's not a concept that, or it's not a model that one size fits all. No, it's, it has to make sense for the organization that it's applying it, that it's implementing a model that it's embedding this in their way of doing research and develop innovation. So these were the main lessons learned with our experiment. Good practices in our opinion, in our experiment was that the selection of pillars was done based also on the concerns of the researchers. So it's not only one person or two persons or a small team of persons thinking of what is most important for the organization. It's about listening to all the concerns or to the concerns of the researchers and then taking a decision on what are the pillars that are most important to cover or to approach in an experiment such as ours. Another practice for us was that the training sessions on the selected pillars constituted an important awareness-raising action and again they were tailor-made. And we consider that we are planting the seed. So it's not that we will see the results of what we were doing in the last months and year and a half, about two years. It's not that we will see the change immediately. I believe that responsible research and innovation for a company such as ours that had never heard about it before changed takes time. So we believe that we are planting the seed and we believe that the results will come out soon. In terms of our plans to further embed responsible research and innovation in our work, so we are building our responsible research and innovation implementation roadmap. We want to engage more with the society, although we do with some of the quadrupalilic actors, perhaps we are not so successful with others, so we want to be better at that and that's why and we will also use the public engagement pillar in that sense. We are setting RRI indicators in our department, so we plan to measure our indicators every year and report on them. We plan to continue responsible research and innovation training and we also plan to make it compulsory for each new researcher that the company takes in. And we also plan to keep spreading the word. After our experiment, we started spreading the word and we are now bringing responsible research and innovation concepts to new projects that we are getting involved in. And these are some of the features, the challenges that we are launching to research centers that we work with and we have been doing this since our experiment. Thank you and this was my presentation on our experiment. Thank you very much.