Events Letterheads Per L'Horta: An Intimate International Meet The masses amass in Almàssera for an inspiring four days painting in the Valencian sun. Better Letters Jun 5, 2025 • 8 min read Letterheads Per L'Horta in Almàssera, Valencia, 1–4 May 2025. This time last month, over 45 guests from 11 countries were feeling the post-Letterheads blues after four days in the small town of Almàssera, just outside Valencia, Spain. Letterheads Per L'Horta was organised by Nico Barrios, and it was a wonderfully intimate experience, with a host of activities to enjoy and learn from.Something that made the event feel extra special was the involvement of people from the local community, who were just as much a part of it as those that had travelled from as far afield as Australia and Mexico to attend. This included bidding in the auction for a souvenir of the long weekend in May spent with friends, new and old.Almàssera and L'HortaAlmàssera is a small town set within a vast expanse of small-scale agricultural production. While each plot of land is known as a huerto (allotment), they are collectively referred to as horta, which doesn't really have a direct translation. The Horta Nord (North Horta) that surrounds Almàssera is the largest and best surviving example of this type of terrain.We were based in the town's Museu de l'Horta (Horta Museum), which consists of an old and a modern building with a yard between them that housed the panel jam area.A traditional alquería (farmhouse) in l'horta, a view down on the meet, and the tents protecting the panel jam area.Inside the modern building there was a selection of pieces from Juan Nava's 2022 Gráfica Urbana de Valencia (Urban Graphics of Valencia) exhibition. There was also a trip down memory lane for Valencian locals in the form of another exhibition, L'ombra de les lletres (the shadow of the letters), with photos of signs spanning the period 1880–2000.L'ombra de les lletres was originally curated by Tomàs Gorria in 2024. Pedal PowerAlmàssera, and the city of Valencia, are easily navigated by bicycle, which Nico used to facilitate a cycling tour of the old signs of l'horta. In addition to the stories of the individual companies advertised, he was also able to identify the painters responsible for some of the signs.The tour took guests into the heart of l'horta, which, as a largely agricultural area, boasts a surprising number of old and hand-painted signs.Panel JammingAfter a windy first day or so, the event was bathed in beautiful Mediterranean sunshine. The protective tents were essential, although those in the middle had to carefully manage their colour schemes in light of the red hue they cast across the easels.Getting painty in l'horta: Nathan Collis, Xis Gomes, Maria Cano, Mike Meyer, and Loughlin Brady Smith.Panels set to dry in the early evening sun.WorkshopsAcross the first three days, Thursday to Saturday, there was a series of lettering and calligraphy workshops that were also open to those outside of the Letterheads event proper.Pictured are workshops being led by Ester Gradolí, Juanjo López, and Joan Quiros.TV TimeThe meet was profiled in the local newspaper on the day before it opened, and then a TV crew turned up to cover proceedings.Local press coverage and Letterheads Per L'Horta host Nico Barrios being interviewed for the TV report. 0:00 /1:34 Letterheads Per L'Horta makes the news! If you look closely at the top of the paper that Daniel Esteve Carbonell is working on it says "Collons de rètol" (it's only a fucking sign) which clearly escaped the attention of the censors. Talks & DemosIn addition to workshops, the museum building also hosted a busy programme of talks. These were delivered by the Asociación de Diseñadores de la Comunidad Valenciana (Valencian Graphic Design Association), the errorerror.studio creative typography studio, graphic designer Juan Nava, and type designer Juanjo López.Juan Nava talking about the evolution of his Letras Recuperadas (Recovered Letters) project, previously featured here at bl.ag online.One of the highlights was hearing from veteran local sign painters Ricardo Moreno and Paco Vivó, both of whom appear in the Tipos Que Importan film that was screened. They were interviewed by Nico and brought a host of goods with them, including their sign kits, photographic portfolios, work samples, books, and other reference materials.Ricardo (in glasses) and Paco (with beard) were mobbed after talking about their lives on the brush in Valencia.Following the session, everyone moved outside to watch Paco Vivó paint one of the motifs that he produced many times in his career: the Pepsi-Cola bottle top.Paco Vivó painted his demonstration piece on a canvas which was subsequently sold in the auction.Meanwhile, over in the town square, David Vanderh had set up his screenprinting station to apply Nico's event design in a single colour to any material that the public brought to him.The live screenprinting was in just blue, while the official event t-shirt combined this with a striking orange.Panels on Show and on SaleOn the Sunday, a small exhibition was mounted with the panels that folks could bid on in the auction. This was an open invitation, with those from the neighbourhood stopping by to inspect and snag some goods.Panels getting ready for new owners in the charity auction.Panels by Veronika Skilte (Vermut), Joe Coleman (Mental on the Rental), Rachel E Millar (Rotulos, Gracias), and Victor Calligraphy.This panel (right) by Joe Coleman was inspired by the truck lettering that was a lucky incidental on the earlier cycling tour.The auction raised over 2,000€ in support of those affected by the devastating DANA floods in 2024.The assembled crowd were ready with open wallets as the auction got underway.The auction was expertly hosted by Mike Meyer and Nico Barrios, with Nil Muge logging all the winning bids and accounting for the cash payments.Thank YouAs with any event, the photos never show the challenges that must be overcome behind the scenes. Some of these were substantial but Nico took each one in his stride, maintaining a smile throughout. Thank you, Nico, for facilitating these special days that will live long in the collective memory.Letterheads Per L'Horta host Nico Barrios.Letterheads Per L'Horta was hosted by Nico Barrios with the support of the following organisations: AVV Carraixet d'Almàssera; Ajuntament d'Almàssera; BLAG; A.S. Handover; 1 Shot; ADCV; gráffica. Also check out the event's dedicated Instagram account, @letterheadsperlhorta, for even more photos and videos. More LetterheadsFuture Meets

With reclaimed land previously allocated to cars, the Grijalva River boardwalk offers generous public spaces and reconnects the Mexican city of Villahermosa to its river In Villahermosa, nature reigns supreme. Surrounded by rivers, lagoons, wild vegetation and the scorching heat of a humid tropical climate, the city’s identity is shaped by intense and unpredictable natural forces. The capital of the Mexican state of Tabasco was founded in 1564 on the banks of the Grijalva River, a vital trade route that has significantly shaped the city’s development. For locals, the river has long been both blessing and threat; major floods have been recorded since the 17th century. A devastating flood in 2007 submerged what officials estimated to be 80 per cent of the city, damaging or destroying more than 120,000 homes. In the aftermath of the inundation, high concrete retaining walls were built along both banks of the Grijalva River to prevent further flooding. While this was an understandable measure at first glance, it consequently caused residents to lose both their visual and physical connection with the river. As a result, people moved, particularly from the western bank where the historical centre is located, to new areas further away from the Grijalva River. The riverfront was left to deteriorate into a troubled zone. On the eastern bank, the neighbourhood of Gaviotas was already considered unsafe before the flood, yet it maintained more of its residential character. In 2022, 15 years after the dramatic flood, then‑president Andrés Manuel López Obrador, more commonly known as AMLO, announced the construction of a new 6km‑long riverfront promenade in Villahermosa, the capital of his home state. The idea was to enable the population to once again take pride in and live with their river, looking to Paris and Rome as examples. The monumental task, with its large urban scale and the population’s psychological trauma, was entrusted to the Ministry of Agricultural, Territorial and Urban Development (SEDATU) as part of their Programa de Mejoramiento Urbano (Urban Improvement Programme, or PMU). This programme aimed to use architecture as an ‘instrument of social transformation’. High expectations were placed on these projects; architects were asked to create ‘places of national pride’ while improving everyday living conditions. The architectural trio of Alejandro Castro Jiménez Labora, Mauricio Rocha Iturbide, and Óscar Rodríguez Castañeda, along with their teams, were commissioned to design a linear park along both banks of the Grijalva. Each architect contributed their strength: Castro brought his expertise in poetic urban furniture; Rocha his sensitive and atmospheric architectural approach; and Rodríguez his thoughtful urban and traffic planning skills. The SEDATU team provided technical and participatory expertise, enabling contextual sensitivity by sharing essential information about the site’s topography, soil conditions and water flows. From the city’s existing observatory, the Torre del Caballero landmark, visitors enjoy an excellent view over the redesigned riverbanks. The historical centre and the Gaviotas neighbourhood now form a single ensemble, while the intervention carefully responds to the different conditions found along the length of the river. The project’s main objective is to reclaim some of the land previously allocated to cars and create a promenade for pedestrians and slower vehicles, punctuated with public spaces and facilities. On both sides of the river, cars are now limited to just one or two grey asphalt lanes. Running alongside are generous cycle paths and pedestrian walkways made of earth‑coloured concrete. Speed bumps in the same material and colour connect the pavements on either side of the road while helping to limit traffic speed to 30km/h, further enhancing pedestrian safety. Several design elements are found along almost the entire promenade. A ribbon of light‑grey benches delineates the edge of the elevated riverfront; stone walls, steps and ramps are used to negotiate the slight changes in level; planters and lush vegetation soften the transition to the walkways, creating a welcome buffer from street traffic. The most visually striking components are the tall, red‑pigmented concrete light poles on the elevated path, adorned with elegant L‑shaped steel light fixtures, which establish a strong and cohesive visual rhythm. Only upon closer inspection you notice the 2007 retaining walls peeking through the dense tropical vegetation. Removing these unattractive concrete barriers was never an option; they stand as a symbol of successful flood protection for the local population. The architectural team ingeniously built the elevated promenade atop the existing wall – an effective concealment from the street side while simultaneously inviting residents to reconnect with the Grijalva.  At the foot of the observatory, directly below the retaining wall, the earth‑toned concrete platforms of the Carlos A Madrazo Becerra Park stretch towards the river. Visitors can access the park via a ramp from the promenade on the western bank or by ferry from the opposite side. In the park, concrete furnishings invite visitors to linger among tropical vegetation set against tall natural stone walls. Importantly, it is a space that is durable and requires minimal maintenance – a survival formula for public parks in the Mexican context. Small traces on the concrete benches reveal that the park weathered its baptism of fire last year: the design accommodates the river’s natural dynamics, adapting to fluctuating water levels without compromising public safety. Beyond providing much‑needed shade, the extensive planting of native, low‑maintenance plants on both riverbanks has improved soil stability. Above the park, on a broad extension of the elevated pathway, stand three long, elegant buildings with large cantilevered roofs supported by hefty beams resting on distinctive double columns. The tall glass walls that enclose the interiors are set back, creating a visual flow between interior and exterior spaces. While the beams evoke timber construction, they – like the columns – are made of the same pigmented concrete used for the promenade paving. Despite their refined composition, these structures have remained largely unused since their completion over a year ago, neither serving their intended function as restaurants nor hosting alternative uses. Even the beautifully designed park sees only limited public engagement. The ambitious goal of SEDATU with the PMU projects to ‘counteract violence and strengthen the social fabric’ appears, for now, to have fallen short in this area. According to national statistics, Villahermosa ranks first in perceived insecurity among Mexican cities. This sense of insecurity is tangible on the promenade by the city centre, where buildings that look abandoned contribute to an atmosphere of neglect. The situation is markedly different on the opposite riverbank, in the Gaviotas neighbourhood. Construction of the 3.5km promenade on this side began in 2021 with three open pavilions housing several small kiosks, which quickly evolved into popular taco stands. The Plaza Solidaridad, revitalised by the architectural trio, draws people from the surrounding vibrant neighbourhood. Further south, the final section that was built is a large sports area and children’s playground, which were embraced by the local community even before their official inauguration in February 2024. Especially after sunset, when the air cools, the well‑lit Gaviotas riverfront comes to life. During daylight hours, however, air‑conditioned shopping centres remain the preferred gathering places for the residents of Villahermosa. Rocha describes the city’s new promenade as a ‘jazz composition’, a striking metaphor that speaks of rhythmic complexity and the freedom to improvise. With just a few designed elements and carefully selected colours, the architects have harmoniously layered the river’s urban spaces. The project is earning international recognition but, in Mexico, it faced sharp criticism and was overshadowed by accusations of nepotism. Castro is a friend of AMLO’s son, and the fact that the intervention took place in the home state of the then‑president, coupled with its substantial budget by local standards, drew considerable attention. According to residents, this undermined public acceptance. When asked about the negative press, Rocha speaks of the need to develop a ‘crisis muscle’; he says architects working on public projects in Mexico must ‘let go of perfectionism’ as much lies beyond their control.  During AMLO’s six‑year term, which ended in 2024, SEDATU implemented 1,300 PMU projects in 193 highly marginalised municipalities across the country. While many of these interventions undoubtedly improved people’s quality of life, the Villahermosa riverside project also reveals architecture’s limitations, exposing some of the programme’s weaknesses: architectural interventions often act as sticking plasters on an extensively damaged urban fabric. They are handed over from a national ministry with comprehensive expertise and funding to local governments lacking the means to sustain them. Although SEDATU conducted participatory consultations during the project’s implementation, this engagement was absent once the project was completed. Public acceptance and appropriation can take time; what this project does is send an invitation out. 2025-06-05 Reuben J Brown Share AR June 2025RoadsBuy Now

Microsoft a annoncé à Berlin, en Allemagne, le lancement d'un nouveau programme dédié à la sécurité informatique, le European Security Program....

When YARA + DAVINA became mothers within a month of each other, they didn't step back from their practice – they stepped forward together. The socially engaged artist duo began collaborating as a job share, determined to remain visible in an industry that too often sidelines mothers. Their work – which spans everything from poetry to bronze public sculptures – is rooted in play, accessibility and political intent, often exploring themes of care, identity, and who art is really for. In this candid Q&A, they reflect on making time (and peace) with imperfection, the pressures of doing it all, and why motherhood has only deepened their creative drive. How has motherhood influenced your creative process or career choices? Brian Sewel, the art critic, said in 2008 that "Female artists fade away in their late 20s or 30s. Maybe it's something to do with bearing children". Yes, motherhood has had a profound influence on our career choices. We became a duo after becoming mothers, and we had a deep wellspring of desire to nurture our babies and also nurture our art practice, not letting it fade away. Being a mum gave us a wider range of being and a deeper depth of what it means to be human. It filled us with more ideas, not less… we had more determination and more creative ideas than ever. In 2016, our hack on motherhood was to start collaborating as a duo as a 'job share'. We had been friends and admirers of each other's work for 11 years prior, and both of us became parents within a month of each other. We realised we both wanted to be present mothers but also visible artists. We literally started working together so we could work part-time but have a full-time practice between us. We are driven to make powerful, playful and fun contemporary art, alongside being mothers, to challenge ideas like Tracy Emin, who said, "There are good artists that have children. They are called men." We are good artists, and we are not only women; we are mothers! Photo credit: Alice Horsley What's been the biggest challenge in balancing creativity and caregiving? Time and some guilt! Quite literally, there is little time to parent and make art. But we were both determined to be part-time mums, part-time artists and full-time friends. This duo works because we both understand the limitations of our free time: we are always there to step up when the other needs a break, has sick children, or craves space for ourselves. It was almost like an intuitive dance, where we had become in tune with each other's outside demands and rhythm. As artists, we often have to travel extensively for work, which can put considerable pressure on our partners and be unsettling for our children. So guilt slips in every now and then. Luckily, we both support each other in those times and remind each other that to parent and care for others effectively, it is essential that we make time for our art practice and thus ourselves. With time, we hope our children will respect and understand the role art played in our lives and why we had to find a balance that worked for us as creative beings. We work together every weekday, and we always find ourselves talking and supporting each other with our parenting alongside making work. We both deeply feel that we were put on this planet to create great art, to push the boundaries of what art is and can be, and with whom it can be made and for whom it can be made. And we can do this while raising children. Photo credit: Alice Horsley Have you felt pressure to 'do it all,' and how do you navigate that? Yes, we feel it all the time, from ourselves as much as from society! One of our mottos that we tell ourselves is 'Good Enough'. We have talked about getting these as matching tattoos ( we love to wear matching outfits). Essentially, it is impossible to do everything really well. We need to prioritise what things need to be brilliant and what things can just be good enough. These priorities shift daily, creating an interplay between our personal and professional lives. Being a duo allows us to pick up each other's slack when needed. Photo credit: Nick Turpin What changes would you like to see in the creative industry to better support mothers? In 2016, we participated in a British Council residency at Portland State University titled 'Motherhood: A Social Practice'. We explored motherhood in the creative world, and our passion was to create more family-focused residencies and secure funding to support childcare. We wanted programmers to consider simple things, such as family-accessible residences, and work around term times. Things have dramatically changed since then, but we need to see more changes. People like Lizzie Humber and her daylight collective are doing amazing things, thinking about programming parent-accessible daytime culture. When we live in a time where Evening Standard art critic Brian Sewell says things like, "Only men are capable of aesthetic greatness.", women, in general, have a tough time, never mind mums! We are passionate not only about supporting artist mothers but also about working with and for mothers. Our public artwork, WOMAN - WHOLE, was created alongside, with, and for mothers on the Regents Park Estate, commissioned by ODAC, Camden. We subverted the idea of manholes, creating a series of bronze-cast covers embedded in the pavements of Camden. These permanent public artworks playfully remind us that, as women, we are whole. Photo credit: Hugo Glendinning

Posted on : June 5, 2025 By Tech World Times AI  Rate this post Artificial intelligence tools now touch nearly every corner of modern business, from customer service and marketing to supply chain management and HR. These powerful technologies promise speed, accuracy, and insight, but their missteps can cause more than temporary inconvenience. A single AI-driven error can result in regulatory investigations, civil lawsuits, or public scandals that threaten the foundation of a business. Understanding how legal exposure arises from AI mistakes—and how a skilled attorney protects your interests—is no longer an option, but a requirement for any forward-thinking business owner. What Types of AI Errors Create Legal Liability? AI does not think or reason like a human; it follows code and statistical patterns, sometimes with unintended results. These missteps can create a trail of legal liability for any business owner. For example, an online retailer’s AI recommends discriminatory pricing, sparking allegations of unfair trade practices. An HR department automates hiring decisions with AI, only to face lawsuits for violating anti-discrimination laws. Even an AI-driven chatbot, when programmed without proper safeguards, can inadvertently give health advice or misrepresent product claims—exposing the company to regulatory penalties. Cases like these are regularly reported in Legal news as businesses discover the high cost of digital shortcuts. When Is a Business Owner Liable for AI Mistakes? Liability rarely rests with the software developer or the tool itself. Courts and regulators expect the business to monitor, supervise, and, when needed, override AI decisions. Suppose a financial advisor uses AI to recommend investments, but the algorithm suggests securities that violate state regulations. Even if the AI was “just following instructions,” the advisor remains responsible for client losses. Similarly, a marketing team cannot escape liability if their AI generates misleading advertising. The bottom line: outsourcing work to AI does not outsource legal responsibility. How Do AI Errors Harm Your Reputation and Operations? AI mistakes can leave lasting marks on a business’s reputation, finances, and operations. A logistics firm’s route-optimization tool creates data leaks that breach customer privacy and trigger costly notifications. An online business suffers public backlash after an AI-powered customer service tool sends offensive responses to clients. Such incidents erode public trust, drive customers to competitors, and divert resources into damage control rather than growth. Worse, compliance failures can result in penalties or shutdown orders, putting the entire enterprise at risk. What Steps Reduce Legal Risk From AI Deployments? Careful planning and continuous oversight keep AI tools working for your business—not against it. Compliance is not a “set it and forget it” matter. Proactive risk management transforms artificial intelligence from a liability into a valuable asset. Routine audits, staff training, and transparent policies form the backbone of safe, effective AI use in any organization. You should review these AI risk mitigation strategies below. Implement Manual Review of Sensitive Outputs: Require human approval for high-risk tasks, such as legal filings, financial transactions, or customer communications. A payroll company’s manual audits prevented the accidental overpayment of employees by catching AI-generated errors before disbursement. Update AI Systems for Regulatory Changes: Stay ahead of new laws and standards by regularly reviewing AI algorithms and outputs. An insurance brokerage avoided regulatory fines by updating their risk assessment models as privacy laws evolved. Document Every Incident and Remediation Step: Keep records of AI errors, investigations, and corrections. A healthcare provider’s transparency during a patient data mix-up helped avoid litigation and regulatory penalties. Limit AI Access to Personal and Sensitive Data: Restrict the scope and permissions of AI tools to reduce the chance of data misuse. A SaaS provider used data minimization techniques, lowering the risk of exposure in case of a system breach. Consult With Attorneys for Custom Policies and Protocols: Collaborate with experienced Attorneys to design, review, and update AI compliance frameworks. How Do Attorneys Shield Your Business From AI Legal Risks? Attorneys provide a critical safety net as AI integrates deeper into business operations. They draft tailored contracts, establish protocols for monitoring and escalation, and assess risks unique to your industry. In the event of an AI-driven incident, legal counsel investigates the facts, manages communication with regulators, and builds a robust defense. By providing training, ongoing guidance, and crisis management support, attorneys ensure that innovation doesn’t lead to exposure—or disaster. With the right legal partner, businesses can harness AI’s power while staying firmly on the right side of the law. Tech World TimesTech World Times (TWT), a global collective focusing on the latest tech news and trends in blockchain, Fintech, Development & Testing, AI and Startups. If you are looking for the guest post then contact at techworldtimes@gmail.com

Explore the real benefits of ditching the notebook The post The Journey from Jupyter to Programmer: A Quick-Start Guide appeared first on Towards Data Science.

Ahead of the TechEx North America event on June 4-5, we’ve been lucky enough to speak to Kieran Norton, Deloitte’s US Cyber AI & Automation leader, who will be one of the speakers at the conference on June 4th. Kieran’s 25+ years in the sector mean that as well as speaking authoritatively on all matters cybersecurity, his most recent roles include advising Deloitte clients on many issues around cybersecurity when using AI in business applications.The majority of organisations have in place at least the bare minimum of cybersecurity, and thankfully, in most cases, operate a decently comprehensive raft of cybersecurity measures that cover off communications, data storage, and perimeter defences.However, in the last couple of years, AI has changed the picture, both in terms of how companies can leverage the technology internally, and in how AI is used in cybersecurity – in advanced detection, and in the new ways the tech is used by bad actors.As a Considered a relatively new area, AI, smart automation, data governance and security all inhabit a niche at present. But given the growing presence of AI in the enterprise, those niches are set to become mainstream issues: problems, solutions, and advice that will need to be observed in every organisation, sooner rather than later.Governance and riskIntegrating AI into business processes isn’t solely about the technology and methods for its deployment. Internal processes will need to change to make best use of AI, and to better protect the business that’s using AI daily. Kieran draws a parallel to earlier changes made necessary by new technologies: “I would correlate [AI] with cloud adoption where it was a fairly significant shift. People understood the advantages of it and were moving in that direction, although sometimes it took them more time than others to get there.”Those changes mean casting the net wide, to encompass the update of governance frameworks, establishing secure architectures, even leveraging a new generation of specialists to ensure AI and the data associated with it are used safely and responsibly. Companies actively using AI have to detect and correct bias, test for hallucinations, impose guardrails, manage where, and by whom AI is used, and more. As Kieran puts it: “You probably weren’t doing a lot of testing for hallucination, bias, toxicity, data poisoning, model vulnerabilities, etc. That now has to be part of your process.”These are big subjects, and for the fuller picture, we advocate that readers attend the two talks at TechEx North America that Kieran’s to give. He’ll be exploring both sides of the AI coin – issues around AI deployment for the business, and the methods that companies can implement to deter and detect the new breed of AI-powered malware and attack vectors.The right use-casesKieran advocates that companies start with smaller, lower-risk AI implementations. While some of the first sightings of AI ‘in the wild’ have been chatbots, he was quick to differentiate between a chatbot that can intelligently answer questions from customers, and agents, which can take action by means of triggering interactions with the apps and services the business operates. “So there’s a delineation […] chatbots have been one of the primary starting places […] As we get into agents and agentic, that changes the picture. It also changes the complexity and risk profile.”Customer-facing agentic AI instances are indubitably higher risk, as a misstep can have  significant effects on a brand. “That’s a higher risk scenario. Particularly if the agent is executing financial transactions or making determinations based on healthcare coverage […] that’s not the first use case you want to try.”“If you plug 5, 6, 10, 50, a hundred agents together, you’re getting into a network of agency […] the interactions become quite complex and present different issues,” he said.In some ways, the issues around automation and system-to-system interfaces have been around for close on a decade. Data silos and RPA (robotic process automation) challenges are the hurdles enterprises have been trying to jump for several years. “You still have to know where your data is, know what data you have, have access to it […] The fundamentals are still true.”In the AI era, fundamental questions about infrastructure, data visibility, security, and sovereignty are arguably more relevant. Any discussions about AI tend to circle around the same issues, which throws into relief Kieran’s statements that a conversation about AI in the enterprise has to be wide-reaching and concern many of the operational and infrastructural underpinnings of the enterprise.Kieran therefore emphasises the importance of practicality, and a grounded assessment of need and ability as needing careful examination before AI can gain a foothold. “If you understand the use case […] you should have a pretty good idea of the ROI […] and therefore whether or not it’s worth the pain and suffering to go through building it.”At Deloitte, AI is being put to use where there is a clear use case with a measurable return: in the initial triage-ing of SOC tickets. Here the AI acts as a Level I incident analysis engine. “We know how many tickets get generated a day […] if we can take 60 to 80% of the time out of the triage process, then that has a significant impact.” Given the technology’s nascence, demarcating a specific area of operations where AI can be used acts as both prototype and proof of effectiveness. The AI is not customer-facing, and there are highly-qualified experts in their fields who can check and oversee the AI’s deliberations.ConclusionKieran’s message for business professionals investigating AI uses for their organisations was not to build an AI risk assessment and management programme from scratch. Instead, companies should evolve existing systems, have a clear understanding of each use-case, and avoid the trap of building for theoretical value.“You shouldn’t create another programme just for AI security on top of what you’re already doing […] you should be modernising your programme to address the nuances associated with AI workloads.” Success in AI starts with clear, realistic goals built on solid foundations.You can read more about TechEx North America here and sign up to attend. Visit the Deloitte team at booth #153 and drop in on its sessions on June 4: ‘Securing the AI Stack’ on the AI & Big Data stage from 9:20am-9:50am, and ‘Leveraging AI in Cybersecurity for business transformation’ on the Cybersecurity stage, 10:20am – 10:50am.Learn more about Deloitte’s solutions and service offerings for AI in business and cybersecurity or email the team at uscyberai@deloitte.com.(Image source: “Symposium Cisco Ecole Polytechnique 9-10 April 2018 Artificial Intelligence & Cybersecurity” by Ecole polytechnique / Paris / France is licensed under CC BY-SA 2.0.)

More enterprises have moved to pay-for-performance salary and promotion models that measure progress toward goals -- but how do you measure goals for a maintenance programmer who barrels through a request backlog but delivers marginal value for the business, or for a business analyst whose success is predicated on forging intangibles like trust and cooperation with users so things can get done? It’s an age-old question facing companies, now that 77% of them use some type of pay-for-performance model. What are some popular pay-for-performance use cases? A factory doing piece work that pays employees based upon the number of items they assemble. A call center that pays agents based on how many calls they complete per day. A bank teller who gets rewarded for how many customers they sign up for credit cards. An IT project team that gets a bonus for completing a major project ahead of schedule. The IT example differs from the others, because it depends on team and not individual execution, but there nevertheless is something tangible to measure. The other use cases are more clearcut -- although they don’t account for pieces in the plant that were poorly assembled in haste to make quota and had to be reworked, or a call center agent who pushes calls off to someone else so they can end their calls in six minutes or less, or the teller who signs up X number of customers for credit cards, although two-thirds of them never use the credit card they signed up for. Related:In short, there are flaws in pay-for-performance models just as there are in other types of compensation models that organizations use. So, what’s the best path for IT for CIOs who want to implement pay for performance? One approach is to measure pay for performance based upon four key elements: hard results, effort, skill, and communications. The mix of these elements will vary, depending on the type of position each IT staff member performs. Here are two examples of pay per performance by position: 1. Computer maintenance programmers and help desk specialists Historically, IT departments have used hard numbers like how many open requests a computer maintenance programmer has closed, or how many calls a help desk employee has solved. There is merit in using hard results, and hard results should be factored into performance reviews for these individuals -- but hard numbers don’t tell the whole story.  For example, how many times has a help desk agent gone the extra mile with a difficult user or software bug, taking the time to see the entire process through until it is thoroughly solved? lf the issue was of a global nature, did the Help Desk agent follow up by letting others who use the application know that a bug was fixed? For the maintenance programmer who has completed the most open requests, which of these requests really solved a major business pain point? For both help desk and maintenance programming employees, were the changes and fixes properly documented and communicated to everyone with a need to know? And did these employees demonstrate the skills needed to solve their issues? Related:It’s difficult to capture hard results on elements like effort, communication and skills, but one way to go about it is to survey user departments on individual levels of service and effectiveness. From there, it’s up to IT managers to determinate the “mix” of hard results, effort, communication and skills on which the employee will be evaluated, and to communicate upfront to the employee what the pay for performance assessment will be based on. 2. Business analysts and trainers Business analysts and trainers are difficult to quantify in pay for performance models because so much of their success depends upon other people. A business analyst can know everything there is to know about a particular business area and its systems, but if the analyst is working with unresponsive users, or lacks the soft skills needed to communicate with users, the pay for performance can’t be based upon the technology skillset alone.  Related:IT trainers face a somewhat different dilemma when it  comes to performance evaluation: they can produce the training that new staff members need before staff is deployed on key projects,  but if a project gets delayed and this causes trainees to lose the knowledge that they learned, there is little the trainer can do aside from offering a refresher course. Can pay for performance be used for positions like these? It’s a mixed answer. Yes, pay per performance can be used for trainers, based upon how many individuals the trainer trains and how many new courses the trainer obtains or develops. These are the hard results. However, since so much of training’s execution depends upon other people downstream, like project managers who must start projects on time so new skills aren’t lost,  managers of training should also consider pay for performance elements such as effort (has the trainer consistently gone the extra mile to make things work?), skills and communication.  In sum, for both business analysts and trainers, there are hard results that can be factored into a pay for performance formula, but there is also a need to survey each position’s “customers” -- those individuals (and their managers) who utilized the business analyst’s or trainer’s skills and products to accomplish their respective objectives in projects and training. Were these user-customers satisfied?  Summary Remarks The value that IT employees contribute to overall IT and to the business at large is a combination of tangible and intangible results. Pay for performance models are well suited to gauge tangible outcomes, but they fall short when it comes to the intangibles that could be just as important. Many years ago, when Pat Riley was coaching the Los Angeles Lakers, an interviewer asked what type of metrics he used when he measured the effectiveness of individual players on the basketball court. Was it the number of points, rebounds, or assists? Riley said he used an “effort" index. For example, how many times did a player go up to get a rebound, even if he didn’t end up with the ball? Riley said the effort individual players exhibited mattered, because even if they didn’t get the rebound, they were creating situations so someone else on the team could. IT is similar. It’s why OKR International, a performance consultancy, stated “Intangibles often create or destroy value quietly -- until their impact is too big to ignore. In the long run, they are the unseen levers that determine whether strategy thrives or withers.”  What CIOs and IT leadership can do when they use pay for performance is to assure that hard results, effort, communications and skills are appropriately blended for each IT staff position, and its responsibilities and realities -- because you can’t attach a numerical measurement to everything -- but you can observe visible changes that begin to manifest when a business analyst turns around what has been a hostile relationship with a user department and you begin to get things done. 

The security operations centre (SOC) has served public sector cyber teams well over the years but is fundamentally a reactive tool and now needs to be superseded by something else in order to address not just alerts about in-progress security events but the underlying risks that lead to them, all in the service of ‘doing’ cyber more efficiently and, crucially, cheaper. This is the view of Qualys CEO Sumedh Thakar, who, speaking at an event for federal government IT leaders hosted in the Washington DC suburbs at the end of May, defined the new-generation SOC as a ROC, where the letter R stands for risk. Thakar said that things needed to change in the cyber security world. “Continuing in the way that we have where we would scan every week or two and those scans were dumped somewhere on a hard drive somewhere and then someone goes and triages those manually and then you try to fix everything that comes your way – that approach is not really a success,” he said. “Continuing that approach is just not in the future.” He urged CISOs to stop putting so much effort into attack surface management and refocus on risk surface management, where risk management is defined as the mitigation of risk – or transfer of it to someone else – for the most plausible losses that could affect the organisation. It is not possible to get risk down to zero, so it is important to figure out how to address the most plausible factors and address those instead. For a company the most plausible loss will likely be a dollar revenue or profit figure. However, public sector organisations have it tough because they have a very different perspective on what ‘loss’ looks like beyond the financial cost. For example, they could and should be more worried about the safety of the general public or frontline personnel, national security, critical infrastructure security, economic stability, or public health, said Thakar, referencing attacks such as the infamous Colonial Pipeline incident, which paralysed petrol stations across a swathe of the US in 2022. “For most agencies it is really about aligning factors to what is the potential disruption to the mission, to the programme, that currently is important,” he said. Translating this into action for public sector buyers – wherever they may be located – Jonathan Trull, CISO and senior vice president of security solution architecture, and Mayuresh Ektare, vice president of product management at Qualys, said they wanted to help public sector CISOs make the most of the limited resources they have available to them in the face of a mountain of security data  “Our larger customers are having to deal with not a million findings, but hundreds of millions of findings on a daily basis. It is not humanly possible to go and patch or mitigate them all. This is where the concept of a risk operation centre is absolutely needed,” said Ektare. “You’ve got a limited number of resources at your disposal – how do you point them in the right direction so that you can actually reduce the risk that matters to your agencies the most.” Ektare described running an ROC as being a “peacetime” activity for defenders, comparing it to an SOC which is more akin to a wartime situation room. Trull, who spent 12 years working in cyber roles for the state of Colorado, rising to the post of CISO, said: “If this was a capability I’d have had back in the day … an ability to continuously aggregate [and] normalise, whatever standard they were using, because we didn’t dictate – it was very much you decide what tooling you want  and you use that tooling effectively. But what I needed was an accurate picture to advise the governor and the legislature what risks we’re facing on a monthly basis – that wasn’t available. “If you’re a customer a lot of this is built and in the solution, so in these federated environments in which you’re trying to gain control I can’t think of a better option than looking at this concept of an ROC,” he said. Read more about risk management Data risk management identifies, assesses and mitigates threats to organisational data, safeguarding sensitive information from unauthorised access. Knowing the types of risks businesses commonly face and their applicability to your company is a first step toward effective risk management. Every facet of business operations is exposed to risks, requiring a risk management team that's composed of a diverse mix of corporate executives and managers.

The transformation of Hangzhou’s old steelworks into a park is a tribute to China’s industrial past in a city of the future The congressional hearing about Chinese AI engine DeepSeek held in the US this April has propelled Hangzhou, the heart of China’s new digital economy, to the headlines. With companies such as DeepSeek, Unitree and Alibaba – whose payment app allowed me to get on the metro without needing to buy a ticket – headquartered in Hangzhou, China’s future in AI, robotics and automation is emanating from this city. Getting off the metro in the suburban area of Gongshu, the sun was shining on an old steelworks, overgrown with vines and flowers now that it is being transformed by Jiakun Architects and TLS Landscape Architecture into the Grand Canal Steelworks Park. The unfolding trade war might help to accelerate China’s journey into an automated future, leaving the world of factories behind, yet this new public space shows an impulse to commemorate the country’s economic history, and the forces that have shaped its contemporary built environment. Starting in Hangzhou and travelling more than 1,700km to Beijing, the Grand Canal is an engineering project built 2,500 years ago to connect the different regions of eastern China. The country’s geography means rivers flow from west to east: from higher elevations, culminating in the Himalayas, to the basin that is the country’s eastern seaboard. Historically, it was difficult to transport goods from mercantile centres in the south, including Hangzhou and Suzhou, to the political centre in Beijing up north. As a civil engineering project, the Grand Canal rivals the Great Wall, but if the Great Wall aims to protect China from the outside, the Grand Canal articulates Chinese commerce from the inside. The historic waterway has been an important conduit of economic and cultural exchange, enabling the movement of people and goods such as grain, silk, wine, salt and gravel across the country. It became a UNESCO World Heritage site in 2014. The state‑owned enterprise collective was founded, and the physical facility of Hangzhou steelworks built, in the 1950s during the Great Leap Forward, when China strove for self‑sufficiency, and wended its way through the country’s economic trajectory: first the economic chaos of the 1960s, then the reforms and opening up in the 1980s. Steel remains an important industry today in China, home to more than half of the world’s production, but the listing of the Grand Canal enabled city leaders to move production to a new site and decommission the Hangzhou steelworks. External mandates, including entry into the World Trade Organization, the Beijing Olympics and UNESCO listings, have been instrumentalised in the country to pursue a range of internal interests, particularly economical and real estate ones.  In 2016, the factory was shut down in 150 days, in what the company describes as a ‘heroic’ effort, and the site attracted tourists of industrial ruins. In the competition brief, Hangzhou planners asked for ‘as much of the existing blast furnaces and buildings’ as possible to be preserved. When I arrived in China in 2008, Chinese cities were notorious for heritage demolition, but today urban planners and architects increasingly work to preserve historical buildings. Just like several industrial sites in Beijing and Shanghai have been transformed into major public and cultural spaces in the past decade, in the Yangtze River Delta – of which Hangzhou is a major hub – several industrial sites along the Grand Canal’s course are being given a new lease of life. Today, the three blast furnaces of Hangzhou steelworks remain, with the silhouettes of their smokestacks easily recognisable from a distance. The project preserves as much as possible of the aesthetics of a steel mill with none of the danger or dust, ready to welcome instead new community facilities and cultural programmes in a vast and restored piece of landscape. Situated in a former working‑class district that has been gentrifying and welcoming young families, the new park is becoming a popular venue for music festivals, flower viewing in springtime and year‑round picnics – when I visited, parents were teaching their children to ride a bicycle, and students from Zhejiang University, about a kilometre from the park, were having lunch on the grass. New programmes accommodated in the old coke oven and steel mills will include a series of exhibition halls and spaces welcoming a wide range of cultural and artistic workshops as well as events – the project’s first phase has just completed but tenant organisations have not yet moved in, and works are ongoing to the north of the park. On the day of my visit, a student art exhibition was on display near one of the furnaces, with works made from detritus from the site, including old packing containers. The rehabilitated buildings also provide a range of commercial units, where cafés, restaurants, shops, a bookshop, ice cream shop and a gym have already opened their doors to visitors.  Several structures were deemed structurally unsafe and required demolition, such as the old iron casting building. The architects proposed to partially reconstruct it on its original footprint; the much more open structure, built with reclaimed bricks, now houses a semi‑outdoor garden. Material choices evoke the site’s industrial past: weathered steel, exposed concrete and large expanses of glazing dominate the landscape. The widespread use of red, including in an elevated walkway that traverses the park – at times vaguely reminiscent of a Japanese torii gate in the space below – gives a warm and reassuring earthiness to the otherwise industrial colour palette. Elements selected by the designers underwent sanitisation and detoxification before being reused. The landscaping includes old machinery parts and boulders; recuperated steel panels are for instance inlaid into the paving while pipes for pouring molten steel have been turned into a fountain. The train tracks that once transported material continue to run through the site, providing paths in between the new patches of vegetation, planted with local grasses as well as Japanese maples, camphors and persimmon trees. As Jiawen Chen from TLS describes it, the aesthetic feels ‘wild, but not weedy or abandoned’. The landscape architects’ inspiration came from the site itself after the steelworks’ closure, she explains, once vegetation had begun to reclaim it. Contaminated soil was replaced with clean local soil – at a depth between 0.5 and 1.5 metres, in line with Chinese regulations. The removed soil was sent to specialised facilities for purification, while severely contaminated layers were sealed with concrete. TLS proposed phytoremediation (using plants to detoxify soil) in selected areas of the site ‘as a symbolic and educational gesture’, Chen explains, but ‘the client preferred to be cautious’. From the eastern end of the park, hiking trails lead to the mountain and its Buddhist temples. The old steel mill’s grounds fade seamlessly into the hills. Standing in what it is still a construction site, a sign suggests there will soon be a rowing centre here.  While Jiakun Architects and TLS have prioritised making the site palatable as a public space, the project also brings to life a history that many are likely to have forgotten. Throughout, the park incorporates different elements of China’s economic history, including the life of the Grand Canal and the industrial era. There is, for example, a Maoist steelworker painted on the mural of one of the cafés, as well as historical photographs and drawings of the steelworks peppering the site, framed and hung on the walls. The ambition might be in part to pay homage to steelworkers, but it is hard to imagine them visiting. Gongshu, like the other suburbs of Hangzhou, has seen rapid increases in its property prices.  The steelworks were built during the Maoist era, a time of ‘battling with earth, battling with heaven, battling with humanity’, to borrow Mao’s own words. Ordinary people melted down pots and pans to surpass the UK in steel production, and industry was seen as a sharp break from a traditional Chinese way of life, in which humans aspire to live in harmony with their environment. The priorities of the government today are more conservative, seeking to create a garden city to attract engineers and their families. Hangzhou has long represented the balmy and sophisticated life of China’s south, a land of rice and fish. To the west of the city, not far from the old steelworks, are the ecologically protected Xixi wetlands, and Hangzhou’s urban planning exemplifies the Chinese principle of 天人合一, or nature and humankind as one.  Today, Hangzhou is only 45 minutes from Shanghai by high‑speed train. The two cities feel like extensions of one another, an urban region of 100 million people. The creation of the Grand Canal Steelworks Park reflects the move away from heavy industry that Chinese cities such as Hangzhou are currently making, shifting towards a supposedly cleaner knowledge‑driven economy. Yet the preservation of the steelworks epitomises the sentimental attitude towards the site’s history and acts as a reminder that today’s middle classes are the children of yesterday’s steelworkers, drinking coffee and playing with their own children in grassy lawns next to shuttered blast furnaces.  The park’s second phase is already nearing completion, and the competition for the nearby Grand Canal Museum was won by Herzog & de Meuron in 2020 – the building is under construction, and should open at the end of this year. It is a district rich in history, but the city is resolutely turned towards the future.  2025-06-02 Reuben J Brown Share AR May 2025CircularityBuy Now