 I wnaeth angen i gyda'r rhai wahanol i'r lleolaledau a chdi'r reil pressuren gwneud drwy'r wahanol bydd yn ymgolfa. Rhaid i ni d'Mhwynt yma. A rywbeth yn ymddangosu gwirionedd ac sydd yn rhagorol cerdd ymlaen. Yna yn y dda, mae'n ddim ni'n gweithio'r gwirionedd, i'r gwneud i beth sydd a ddim ff carries o'r gweithio a chryfoddiol yn gweithio'r wlad fathau. We're really passionate about data because data helps us make decisions, and one of our core themes this year around data infrastructure has been to think about this in the same way as you would think about roads, or energy, or other forms of our national infrastructure, and much like our roads help us navigate to a location, data helps us navigate to a decision. And actually this language has been really important, and in the development of a data lexicon this year, which is an open process, and I'm sure if you have been following what we're doing you'll want to contribute to that process in developing the language of data. Data literacy is absolutely critical. One of the areas that Tim and Nigel commented on earlier was the data spectrum, which runs from closed, through to shared, through to open. This has helped us help other people from politicians to business leaders understand what the potential is of data. When we first started three years ago people would confuse big data, open data, personal data in the same sentence. Hopefully this helps anchor the conversation around how you can use the information. The usage of the information is really at the heart of this, and there is a world of difference between a sales report and a bus timetable if you're a company. Next slide please. Driving this very much is the fact that we're entering into a new era. There are about a billion websites now, 26 years into the web, and what we're looking at going forward are billions of devices, billions of people connected to the web. When I think about this pace of change here, we have today over three billion people connected online. That's greater than the number of people who existed when I was born, and we have over five billion devices connected to the internet at the same time. So this pace of change is quite remarkable. The sculpture here, which we have the video for, is bringing in environmental data from around south London and visualising it in a 3D sculpture of the artist's body. So taking the quantified self and the invisible ether of data around us and interpreting it in a completely new way. And whether we're looking at smart cities, ranging from vehicles to our urban infrastructure to our mobile devices to our pets, we're seeing a complete transition in the way that we're accessing and using data. One of the less expected things for me this year, given my in-depth knowledge of football, was to write about how open data could help FIFA with some of its challenges around transparency. So what we're now doing at the ODI is working across the open data spectrum. We're looking at open innovation, open government, open society, and working across from closed to shared to open. We've had a remarkable few years, the impact so far unlocking over £40 million worth of value for the open data ecosystem. And that's in contracts that the start-ups have won in competition. We've helped to unlock in our own income. We've helped to build a network, many of you are here today, of 360 members worldwide. And we've reached over one and a half million people. We've also trained over two and a half thousand people and more than 10% of that number is now coming from our international franchise network. Which has been really instrumental in helping us grow. And as Neely mentioned, not only the Open Data Challenge series, but our core incubation programme and our acceleration programme, which is funded by the EU, has helped us look at challenges across jobs, housing, energy, and has a very material impact. As Neely was saying, a 10x return just on the challenge series. The interesting thing for me there is the challenge series was mostly based on social impact. But we've managed to create something that's going to generate a 10x commercial impact and employs over 170 people. We've helped lots of start-ups, emerge and evolve. Again, they go across lots of different areas ranging from open corporates who've got registry information now for over 80 million companies worldwide to spend network. Who's analysing billions of pounds worth of European spending. We've also tried our own start-up, Open Addresses. This wasn't quite as successful as we wanted it to be, but we like to celebrate things where they haven't gone well as well as we'd have liked. With the selling off of the Royal Mail, we were tasked to create what would the Open version look like. We've aggregated over a million addresses into the service, but we've hit some legal roadblocks. So these are interesting blockers to our data infrastructure and this theme that is so critical to our future. We're now anchoring our work across different sector themes, ranging from finance, working with Treasury, to create an open banking service in the UK, working across agriculture and nutrition globally, and working with the Future Cities Catapult on open cities and smart city technologies. But really our challenge here is how do we sustain 7 billion people now, the populations due to grow to over 10 billion people by the end of the century. That covers everything from energy to water to our economy, and we are hitting peak everything everywhere, whether that's peak oil or peak copper, I think we hit peak copper around 2025. When you've got hundreds of thousands of people across Europe dying prematurely from poor air quality, when you've got hundreds of billions of dollars of spend on natural disasters, we really need to start thinking about things in a different way, and for us this means a culture change. Whether that's a small team of four people working in Burkina Fassil, the picture on the right here, is the Parliament building burnt out when there was the uprising against the existing government. On the left we have two of the four people who have helped to publish open data around the upcoming elections last month, and they'll be publishing the election results in the middle of a public square. So watch closely, this is open data at the heart of a transition to democracy. We've also seen an international growth, interestingly, more to the east than to the west, whether that's in Cairo, whether it's in Riyadh or Saka, in Seoul, Queensland. Around the world we're seeing franchises of the ODI, build training skills and build their local networks, and fundamentally this is really about the people. Dozens of people coming together, and there are very few of them in each territory, in each city, but it's growing. One example that an ODI leads, standout success. Tiny team have helped to reach out to 8,000 people in person. They've worked with Yorkshire Water to run an innovation workshop, and as the head of innovation at Yorkshire Water said, we've achieved more open innovation in two days than we have in the last 12 months by working in a different way, in a different culture. And the challenge there is how do we save five litres of water per person per annum? And the disruption was in their procurement process. They procured people to build the thing. Can you make the thing rather than us investing in trying to write the spec in detail? Let's just make it. We also have the ODI team HQ over 70 people now helping all of you here really embrace this idea of generation open. For me, if you're using the web, you're a part of generation open. If you're sharing ideas, you're a part of generation open. Really, it's a different way of thinking. It's a way of thinking how can we solve this problem together? And as data in general and open data specifically, it's changing the nature of politics and business. This really for us reflects a cultural shift to an open network to society. And we very much need each other in this process. Thank you very much.