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Remote working isn’t a problem – clinging to office-based practices is a problem | Alexia Cambon

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There have been few moments in the history of work as pivotal as the one we find ourselves in now. It took a pandemic to normalise remote working, and, despite the fears of many CEOs, most organisations saw no demonstrable loss of productivity. Now, the global workforce is demanding its right to retain the autonomy it gained through increased flexibility as societies open up again. Pre-pandemic, it was not uncommon for an employer to ask staff to justify their need to work from home. Post-pandemic, employees may ask employers to justify the need to come into the office.

Yet many organisations are still resisting this more flexible future. They argue that employees’ wellbeing is compromised by remote working, and that unless they are brought back into the office, many more will suffer from “Zoom fatigue”.

But remote work itself is not the problem. The problem is that, though most office workers are currently working from home, the way we work is still inherently office-centric. For the past nine months, my team and I have been researching how maintaining this way of working in a remote environment is actually what is causing significant damage to employees. It’s never a good idea to force a square peg into a round hole. In today’s context, office-centric work is a square peg and the remote environment is a round hole.

Pretty much all of our work practices – when we work, where we work, how we work – are designed around location. Worse still, they were designed decades ago, and it is only now, with the pandemic forcing change, that we have been given the unique opportunity to question those structures.

Take the “when” of work. By default, our days are organised around 9-5, a system that was formalised for factory workers by Henry Ford in the US in 1926. Many of us do not work in factories however. Why are we hanging on to this linear day as the only schedule in which work can be done? More importantly, the linear day is unsuitable for the remote environment where we do not have concrete signals to start or end our work day, such as the commute or the dress code: 40% of the remote workforce are working longer hours as a result.

What would happen if organisations looked outside this way of working, and trusted employees to set a non-linear schedule, based on their individual circumstances, that kept them healthy, sane and productive?

How about the “where” of work? It is apparent just from the language we use that the office is still viewed as the headquarters for work. Even the term “remote” implies that you are away from the place work is usually done. The dominance of the office was necessary in a time without home internet or laptops, but we are long past needing to prove that work can be done outside an employer-owned space.

The “how” of work was perhaps the most worrying discovery of our research. There is a long-held assumption that the hallowed meeting is the best way for us to collaborate. This culture of meetings was established in the 1950s, before methods of work that allowed us to collaborate outside meetings (back then, that meant memos passed from one secretary to the next) had today’s speed and efficiency (email, instant messaging, shared drives).

Virtual meetings are cognitively draining – when was the last time someone held a mirror in front of you during your in-person chat so your brain had to process your every physical move? Forcing us into more meetings to compensate for the lack of office “water-cooler moments” is only increasing fatigue – our study found that employees are 24% more likely to be emotionally drained by additional meetings. What would happen if we were to work asynchronously by default, and set limits on time spent together during a day, or even a week?

It is these outdated, office-centric work designs that are making us tired. We are not working within systems that are built for the environment we are in. And until organisations stop to reassess why we work the way we do, and fundamentally change those aspects that are significantly outdated and not fit for purpose, fatigue will continue to rise. Bringing people back into the office full time isn’t the answer – workers don’t want to give up the flexibility that gives them greater control of their lives. They want systems that work for the environment they are operating in.

In essence, we need to stop designing work around location, and start designing work around human behaviour. Employees will work better, stay at their organisation longer and keep healthier if they are placed at the centre of work design – trust me, we have the data that proves it.

This is what we should be asking ourselves: if 9-5 had never been invented; if “office” were a foreign term; if the concept of a meeting sounded like gibberish – in short, if today were day one of the history of work – how would you design how you work?

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Rocket Lab setting up for first Moon mission • The Register

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Rocket Lab has taken delivery of NASA’s CAPSTONE spacecraft at its New Zealand launch pad ahead of a mission to the Moon.

It’s been quite a journey for CAPSTONE [Cislunar Autonomous Positioning System Technology Operations and Navigation Experiment], which was originally supposed to launch from Rocket Lab’s US launchpad at Wallops Island in Virginia.

The pad, Launch Complex 2, has been completed for a while now. However, delays in certifying Rocket Lab’s Autonomous Flight Termination System (AFTS) pushed the move to Launch Complex 1 in Mahia, New Zealand.

The wet dress rehearsal for the launch was completed last night, prompting CEO Peter Beck to say: “Next stop…the Moon!”

“I always wanted to say that,” he added. Beck has long dreamed of sending his rockets beyond Low Earth Orbit (LEO) and is planning a mission to Venus in 2023. However, the Moon is than the company has sent its rockets to date.

CAPSTONE is to be sent to a Near Rectilinear Halo Orbit (NRHO) around the Moon, a location planned for the NASA, ESA, and CSA Gateway. CAPSTONE’s primary mission is to verify simulations that the interaction gravity of the Earth and Moon will make for a stable orbit.

The milestone was hit as Rocket Lab announced its first quarter 2022 results. Overall, the company made a net loss of $26.7 million, down from the $15.9 million loss of the same period last year, but revenues jumped to $40.7 million from $18.2 million. Most interesting was the make-up of that revenue. Space Systems (the company’s Photon spacecraft and the components it sells) accounted for a whopping 84 percent of Q1 revenue. Actual Electron rockets fared less well; during a call with analysts, CFO Adam Spice said that launches contributed just $6.6 million.

Going forward, the company expects second quarter revenues to be between $51 million and $54 million. It is including three dedicated launches in that figure (of which CAPSTONE is one). Two have already happened, and there is potential for a fourth, but the company has opted to take a prudent path and not include it in the figures.

As for CAPSTONE, it will be integrated with the Electron rocket and Photon spacecraft bus ahead of the launch window opening on May 31. The Electron will launch the spacecraft into LEO and the Photon will take care of the ballistic lunar transfer via multiple orbit raisings. A final burn of Photon’s engine will occur on the sixth day, enough to escape Earth orbit and send CAPSTONE on a course for the Moon. ®



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Dublin’s UrbanVolt bags €36m for its solar energy business

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A DCU Alpha spin-out, UrbanVolt says it sells power generated from solar energy at up to 30pc lower rates than traditional suppliers.

UrbanVolt, a Dublin-based clean energy company, has secured €36m in financing to expand its solar panel business in Ireland and the UK.

The funding includes a €30m asset-backed seven-year loan from Swedish credit fund PCP and €6m from existing funding partners, BVP and Beach Point Capital.

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Founded in 2015 by Kevin Maughan, Graham Deane and Declan Barrett, UrbanVolt finances and installs solar panels on the rooftops of commercial and industrial businesses, selling the solar electricity generated to the businesses at up to 30pc lower rate than traditional suppliers.

The company said it also guarantees the price for up to 30 years, protecting businesses against rising energy costs for decades to come, with no minimum amount payable or standing charges – meaning that customers pay proportionate to their consumption.

“This is a transformational deal, which will allow us to scale at pace to meet the significant demand in the market while also streamlining the process of installing solar panels for our customers’ benefit,” said Maughan, who is also the CEO of the DCU Alpha spin-out.

“This first funding facility from PCP will see our project output grow by 20x over the coming years.  It is also happening at a time when the demand for renewable energy is rising significantly given climate and geopolitical crises.”

The loan facility will be used to fund the installation of solar panels and related equipment on UrbanVolt’s primary target of commercial and industrial client sites in both Ireland and the UK.

It started supplying solar-generated electricity directly to businesses in Ireland last summer, since when it has agreed contracts with more than 60 companies and completed seven installations.

Maughan sad that there is “simply no compelling reason” for commercial and industrial operators to opt for traditional energy sources anymore, adding that UrbanVolt offers “unparalleled” price security and clean energy.

“By incorporating an ‘as a service’ business model, our customers only pay for the energy they use without a standing charge, and the cost of our equipment and its maintenance is kept off their balance sheet.”

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$7.6bn of ‘stablecoin’ tether redeemed since start of crypto crisis | Cryptocurrencies

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Digital investors have withdrawn savings in the “stablecoin” tether worth $7.6bn (£6.2bn) since the cryptocurrency crisis began last week, suggesting the company has paid out a sum almost twice its total cash holdings to spooked depositors.

Stablecoins are supposed to have a fixed value matched to a real-world asset, in most cases $1 a token. However, faith in the concept was rocked last Tuesday when another big player, terra, broke its peg to the dollar. That has fuelled a wider sell-off across the crypto sector, which relies on stablecoins for much of its financial engineering.

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What is a stablecoin?

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A stablecoin, like the name suggests, is a type of cryptocurrency that is supposed to have a stable value, such as US$1 per token. How they achieve that varies: the largest, such as tether and USD Coin, are effectively banks. They hold large reserves in cash, liquid assets, and other investments, and simply use those reserves to maintain a stable price.

Others, known as “algorithmic stablecoins”, attempt to do the same thing but without any reserves. They have been criticised as effectively being backed by Ponzi schemes, since they require continuous inflows of cash to ensure they don’t collapse.

Stablecoins are an important part of the cryptocurrency ecosystem. They provide a safer place for investors to store capital without going through the hassle of cashing out entirely, and allow assets to be denominated in conventional currency, rather than other extremely volatile tokens.

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Tether, the third biggest cryptocurrency by “market cap”, experienced a short-lived crisis on Thursday when its value dropped from $1 to 95¢ as savers feared it would follow its fellow stablecoin terra and collapse. However, the token, which is controlled by a private company with close links to the crypto exchange Bitfinex, has since largely restored its dollar peg by honouring a promise to allow savers to always withdraw $1 for every tether they give back to the company.

The company only allows direct withdrawals of at least $100,000 for each request, and charges a fee of 0.1% on redemptions. Anyone with less tether than that minimum can only turn their money into dollars by finding someone to buy it from them – a disparity that fuelled the temporary collapse in value.

Despite the difficulties, according to public blockchain data, $7.6bn of tether has been reallocated in this way since Thursday. That is almost twice the cash that Tether had in its reserves at the end of last year, according to accounts published on its website.

Most of the rest of its reserves are held in “cash-like” assets, the majority of which are $35bn of US government debt and $25bn of corporate bonds. However, the company has refused to share any further details of the investments, with its chief technology officer, Paolo Ardoino, telling the Financial Times: “We don’t want to give our secret sauce.”

There have long been fears as to Tether’s ability to honour all redemptions. The company had once said it backed its currency with “US dollars”, a claim the New York attorney general said in 2021 “was a lie”. Now, it simply claims its currency is “backed 100% by Tether’s reserves”.

By contrast, terra was backed by a complex algorithm that required the value of a sister cryptocurrency, luna, to constantly rise in order to maintain the dollar peg. When the crash hit last week, the system went into a “death spiral”, automatically printing more luna, which crashed the price further, until luna lost 99.9995% of its value in a matter of days and terra was left languishing at $0.11.

The charismatic founder of the Terra project, Do Kwon, has said he wants to relaunch the currency. In a proposal posted to the project’s message board on Friday, he suggested wiping all ownership of luna, and redistributing 1bn new tokens, with most going to those who hold the stablecoin, or who held luna before last week’s crash.

“It is a hard balance – and no easy answers in redistributing value within the network,” Kwon wrote. “But value must be distributed to allow the ecosystem to survive, and in its current state it will not.”

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Kwon also faces questions about how the vast sums of bitcoin that his project had amassed to back terra were spent. According to a breakdown shared by the organisation, it sold more than 80,000 bitcoins, worth more than $2.4bn, to unnamed parties in exchange for terra valued at $1 – at a time when the public price of the currency was under 75¢.

The jitters around stablecoins have combined with a general slump in tech stocks and the wider US downturn to trigger a wider crisis of confidence across the crypto sector. Bitcoin and ethereum, the two biggest cryptocurrencies, are down more than 10% over the last seven days, with ethereum dropping 17% to less than $2,000. Smaller currencies have, as always, been more volatile, with dogecoin falling 26% over the week.

Even some of the most vocal backers of digital currencies are now querying the promises of the sector. The founder of the crypto exchange FTX, Sam Bankman-Fried, said in an interview with the Financial Times that bitcoin has no future as a payments network because of the inherent inefficiencies of its blockchain, the public digital register that records its transactions. Instead, he argued, it could only function as a gold-like store of long-term value.



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