The version presented here may differ from the published version. If citing, you are advised to consult the published version for pagination, volume/issue and date of publication 1 Changing storminess and global capture fisheriesClimate change-driven alterations in storminess pose a significant threat to global capture fisheries. Understanding how storms interact with fishery social-ecological systems can inform adaptive action and help to reduce the vulnerability of those dependent on fisheries for life and livelihood.

Abstract. A novel approach to modelling the surface wind field of landfalling tropical cyclones (TCs) is presented. The modelling system simulates the evolution of the low-level wind fields of landfalling TCs, accounting for terrain effects. A two-step process models the gradient-level wind field using a parametric wind field model fitted to TC track data and then brings the winds down to the surface using a numerical boundary layer model. The physical wind response to variable surface drag and terrain height produces substantial local modifications to the smooth wind field provided by the parametric wind profile model. For a set of US historical landfalling TCs the accuracy of the simulated footprints compares favourably with contemporary modelling approaches. The model is applicable from single-event simulation to the generation of global catalogues. One application demonstrated here is the creation of a dataset of 714 global historical TC overland wind footprints. A preliminary analysis of this dataset shows regional variability in the inland wind speed decay rates and evidence of a strong influence of regional orography. This dataset can be used to advance our understanding of overland wind risk in regions of complex terrain and support wind risk assessments in regions of sparse historical data.

Abstract. In countries globally there is intense political interest in fostering effective university–business collaborations, but there has been scant attention devoted to exactly how an individual scientist's workload (i.e. specified tasks) and incentive structures (i.e. assessment criteria) may act as a key barrier to this. To investigate this an original, empirical dataset is derived from UK job specifications and promotion criteria, which distil universities' varied drivers into requirements upon academics. This work reveals the nature of the severe challenge posed by a heavily time-constrained culture; specifically, tension exists between opportunities presented by working with business and non-optional duties (e.g. administration and teaching). Thus, to justify the time to work with business, such work must inspire curiosity and facilitate future novel science in order to mitigate its conflict with the overriding imperative for academics to publish. It must also provide evidence of real-world changes (i.e. impact), and ideally other reportable outcomes (e.g. official status as a business' advisor), to feed back into the scientist's performance appraisals. Indicatively, amid 20–50 key duties, typical full-time scientists may be able to free up to 0.5 day per week for work with business. Thus specific, pragmatic actions, including short-term and time-efficient steps, are proposed in a “user guide” to help initiate and nurture a long-term collaboration between an early- to mid-career environmental scientist and a practitioner in the insurance sector. These actions are mapped back to a tailored typology of impact and a newly created representative set of appraisal criteria to explain how they may be effective, mutually beneficial and overcome barriers. Throughout, the focus is on environmental science, with illustrative detail provided through the example of natural hazard risk modelling in the insurance sector. However, a new conceptual model of academics' behaviour is developed, fusing perspectives from literature on academics' motivations and performance assessment, which we propose is internationally applicable and transferable between sectors. Sector-specific details (e.g. list of relevant impacts and user guide) may serve as templates for how people may act differently to work more effectively together.

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