Digital Innovation Magazine - December 2021

Val Petursson, Senior Director of Global Transportation at Teva Pharmaceuticals, discusses their successful logistics transformation.

things tech.

Welcome to our December issue of Digital Innovation, your final instalment for 2021. We are delighted to bring you a jam-packed edition to round off the year in style, with two exclusive interviews celebrating all Val Petur sso Global Tra n, Senior Direct or nsportati Pharmac on at Tev of eu a successfu ticals, discusses the l logistics transform ir ation.

First up is Val Petursson, Senior Director of Global Transportation at Teva Pharmaceuticals (p6). Val shares his vision towards global standardisation and integration, ensuring the company’s efficient supply chain can continue to deliver medicines to its 200 million daily users... It’s a fascinating read!

Danielle Harris Director d.harris@ithink.media

Plus, we have an intriguing article courtesy of Gary Steen, CTO at Tunstall Healthcare (p44). According to Gary, investment in innovation in healthcare will lead to improved quality of life, and have a direct impact on health, housing and social care.

Looking ahead to 2022, we bring you a report on the emergence of conversational AI as a hot topic (p32), the latest AR developments set to take the world by storm (p58), together with news of the big trend hitting our urban areas… Think digital cities for a sustainable future (p68)!

What’s more, the December issue would not be complete without our top technology predictions for the year ahead. Turn to page 102 to find out more.

Tom Barnes Director t.barnes@ithink.media

Daniel May Senior Digital Designer design@ithink.media

This just leaves us to wish you a happy Christmas and very best wishes for 2021.

From all the team

+44 (0) 203 890 1189 enquiries@digitalinnovationeu.com

Anna McMahon Editor editorial@ithink.media

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AI learning to talk back – the effect of conversational AI

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We interview Val Petursson, Senior Director of Global Transportation at Teva Pharmaceuticals

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Gary Steen, CTO at Tunstall Healthcare, on digital innovation within the health tech sector

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Achieving climate targets using 5G

Fast Travel Games is our start-up of the month

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Forbes’ top five technology trends for 2022

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C OV E R STO RY

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Val Petursson, Senior Director of Global Transportation at Teva Pharmaceuticals, discusses the importance of global standardisation, advanced IT solutions, and of forming strategic partnerships when undergoing a successful logistics transformation.

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TEVA PHARMACEUTICALS IS THE LARGEST GENERIC PHARMACEUTICAL COMPANY IN THE WORLD, OPERATING IN ALL REGIONS, WITH LARGE PHARMA OPERATIONS IN EUROPE, THE US, ISRAEL AND INDIA, AND COMMERCIAL PRESENCE IN MOST COUNTRIES WORLDWIDE. 8

ts logistic network is very large and complex, and has been undergoing an End-to-End transformation for the last six years. Val Petursson, Senior Director of Global Transportation, explains, “Teva Pharmaceuticals brings medicines to 200 million people every single day, and is the world´s largest medicine cabinet. The company’s numerous acquisitions of the previous decades resulted in a number of

challenges for our Supply Chain and logistics, such as multiple IT systems in manufacturing sites and markets, different channels to market, hundreds of logistic partners, and no common global way of doing logistics.

“A major weakness was the lack of logistic intelligence i.e. globally standardised data and information on our compliance, service and cost levels. The 9

defined scope of logistics was too narrow, and an End-to-End approach was not taken. We are still on a journey, and we have plenty to accomplish yet, but looking at where we were six years ago, Teva has made huge leaps in globalising processes and systems, and in building strategic partnerships with the world´s most experienced logistic partners, utilising their core capabilities and knowhow to build solutions that benefit both parties long term. In doing so, we needed to look at many elements with fresh eyes from the start, sometimes referred to as ‘starting from a brownfield’.”

Defining the scope of logistics and the task at hand Teva has dozens of its own sites and hundreds of CMO’s, and 200 million daily customers in 80 markets. Discovering the true complete cost and scope was no easy task, as it is often hidden.

This brings further disadvantages when it comes to the visibility of incoming products and the suboptimised inbound warehouse operations. Val breaks logistics into three distinct legs. Leg A is the transportation of materials into the company’s manufacturing sites, while Leg B refers to the movement of the finished products from these sites into individual market DC’s. The third and final 10

“Teva has dozens of it’s own sites and hundreds of CMO’s, and 200 million daily customers in 80 markets” leg, Leg C, is the logistics from the market DC’s to the final customers e.g. wholesalers, hospitals etc. Val says, “Whilst optimising in all of those buckets individually, full optimisation is only reached by connecting all three. We have to look at these legs as one cost bracket in order to unify the processes, standardise the IT systems, and design and align in detail with other Supply Chain stakeholder sites and markets.”

Logistic majority: A journey from transactional and local logistics to a globally integrated set-up with strategic partnerships Pharma logistics is exceptionally exciting, yet much more regulated and complex than 11

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The ROI of real-time supply chain visibility Real-time visibility for the temperature-controlled supply chain is universally desired by enterprises, customers, shippers, and carriers, but its bottom-line dollar value is less often discussed. That means it often remains a nice-to-have rather than a must-have. You know that complete visibility over the entire supply chain is likely to have a good effect on business, but the tendency is to regard it as an ineffable benefit that either cannot adequately be measured or that is considered too expensive or complicated as an investment.

This is an antiquated mode of thinking and it is largely

products at the optimum temperatures—temperature

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stages of the supply chain. At each step, a slight variation

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a business standpoint. Data can now demonstrate that

been left out of refrigeration, left to sit in the sun or

having complete visibility and control over the entire

in a holding area for too long, or placed within a truck

supply chain can lead to exponential cost savings and

without palettes to optimize the airflow inside. Each

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lane of travel—air, road, or sea—requires different types

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of handoff points and each poses different risks. As the

supply chain, enabling businesses to focus only on what

global cold chain is increasingly more complex, there

matters, and helps drive continuous efficiency and

has been a growing need for a trusted, secure way to

improvement. Further, real-time visibility is tied directly

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to better customer service, one of the strongest

to-end in a traceable format that can satisfy the reporting

competitive differentiators available.

requirements and data shared with stakeholders.

Heads of supply chain logistics and quality managers

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the supply of external energy, thus ensuring optimal product safety.

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Environmentally friendly products and the certified climate neutrality of all business processes form the basis of the stringent sustainability strategy for the pioneer in thermal logistics.

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other industries. These regulations are extremely strict, and as Teva’s market is enormous, with products and material moving intercontinentally and in different temperature ranges (all the way from -40°C to 15-25°C), the task to standardise its movements and processes was massive, and is still ongoing.

According to Val, many global and, in particular, fast-growing companies find themselves at some point in a situation where they discover that their legacy set-up simply isn’t scalable. Cost becomes

an issue, the set-up doesn’t integrate with other IT parts of the Supply Chain, and logistics are seen as purely transactional as opposed to value-adding units. At the start of a transformation, companies will begin by being an enabler, before becoming a value-adding driver.

So, how do you become faster and leaner, finding better solutions that give a competitive edge in the commercial space? Val continues, “We are now on this journey towards global standardisation and optimisation, focusing on value-adding, End to End logistics elements. We redefined our entire 15

operations and purpose, asking difficult questions, such as what we were good at and where we were behind.

And in cases of where we were behind, we asked the question of whether we should continue doing it or ask someone else to do it for us (Insource/Outsource model). The core purpose of Teva Pharmaceuticals is to manufacture and sell pharmaceuticals. We are not a logistics company.

Therefore, we strategically partner up with companies whose core function is logistics to help us on our journey.”

Strategic partnerships: Control towers (4PL concepts) Most large companies have moved a critical part of their logistics function to logistics control towers (or 4PLs). Teva took this step in 2017 to a global scale whilst continuing to optimise and improve. Val explains, “A logistics control tower is a concept of standardisation of logistics; one global IT setup, reports, execution, and process optimisation. Usually, companies outsource control towers, which becomes, in most cases, a fundamental 16

“The 4PL becomes an absolute core element of the logistics and valueadding for the entire Supply Chain of the company. This is a gamechanger for quality, service and cost”

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“At Teva Pharmaceuticals, there is great awareness of sustainable solutions. We have taken a very clear strategic approach – we are not just following the minimal guidelines, but we want to lead the way” Val Petursson, Senior Director of Global Transportation at Teva Pharmaceuticals

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strategic partnership. The 4PL becomes an absolute core element of the logistics and value-adding for the entire Supply Chain of the company. This is a gamechanger for quality, service and cost. For us, this opened up visibility and a fact-based approach towards everything we do, ensuring fact-based conversations with our internal stakeholders.

“By going through a control tower and booking everything through one single conduit, it also allows us to see where we need to improve and where the true problems lie, so we can prioritise our projects and put the right resources on the right pain points. We went from local

logistics with low visibility on compliance, quality and cost, to one global control tower set-up, which provides all the visibility we need. It is a one-stop shop, comprising everything from logistic transactions, invoicing and reporting, to project management and value-added services.”

By moving from local ownership to an external 4PL concept, Teva Pharmaceuticals changed its mindset towards forming strategic partnerships to assist its transformation; partners for transportation, warehousing, cargo protection, and not least, cargo monitoring. Val says, “We 21

realised more and more that, as we are not logistics experts, we needed to sign up with core service providers. We went through a long process of testing their qualities and expertise, selecting a handful of them to work with us on a strategic level.

We are able to talk through any issues and learn how other companies are dealing with these problems to create solutions together that benefit us in the long run. This has been the key to the success of our transformation.”

The Covid pandemic in 2020 and 2021 was perhaps the biggest test for Teva Pharmaceuticals’ logistics function in the last six years. Val recalls, “There has been no event in the world that has influenced logistics quite as much as Covid. Almost overnight, most air capacity worldwide was down.

Furthermore, the logistic pharma world experienced frequent and rapid ad hoc border closures from different countries in Europe, which caused extreme difficulties in the pharma road network in Europe.”

Val continues, “There were no passenger planes during Covid, but 80 per cent of all pharmaceuticals in the world moved at that time on these planes. With most of Teva’s airshipped products moving with 22

“We delivered to our 200 million people every day, despite the extreme circumstances throughout a very difficult 2020 and 2021”

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Challenge accepted.

“Our vision is to be the preferred choice for our customers in

selected markets globally, providing dependable integrated and

tailor-made air cargo solutions.”

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“When it comes to protecting its products, Teva Pharmaceuticals has also partnered with world-leading partners”

strategic partners on cargo planes, we were only marginally impacted by this situation. Our strategic partner on road in Europe secured an uninterrupted flow of products through the very congested borders, keeping all countries healthy on critical medical supplies. Covid and, later on, Brexit caused a lot of concern within most healthcare sectors, as our pipeline is critical for them. We delivered to our 200 million people every day, despite the extreme circumstances throughout a very difficult 2020 and 2021. This

would not have been the case without the strategic partnerships, and the visibility and tools at hand today.”

Monitoring solutions and protective packaging in pharma With very strict regulations on temperature protection during transportation of pharma products, monitoring and protective solutions are vital to the industry.

Both industries have advanced enormously in recent years. In 25

the monitoring space, Teva works with a world-leading innovative partner that provides an End-to-End realtime monitoring solution on its moving products across the world. Val says, “With this new technology, we have a 24/7 visual on all our moving products, and if they are stored at the wrong temperature or if they go missing, we receive an alert in real time, and can take appropriate mitigation action before the product is lost or damaged. This is a true gamechanger, and brings significant robustness in to our Supply Chain.”

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When it comes to protecting its products, Teva Pharmaceuticals has also partnered with world-leading partners. Val adds, “They provide equipment to keep the temperature of our products within the right range. In this way, they help us to uphold regulations by protecting the products we move. The quality and diversity of the protective products have advanced. They are more secure and definitely more protective, designed for different temperature ranges. Without those solutions, we would not be able to move pharmaceutical products in a compliant way today. They are absolute key for the industry.”

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Sustainability – green footprint The next large change in logistics will be the new regulations on carbon footprint and CO2 emissions. It is clear that cities will disallow current transportation forms in the future, raising diesel fuels taxes, as is already happening. Some might see this as a threat, but it is as a real opportunity for first movers.

Val says, “At Teva Pharmaceuticals, there is great awareness of sustainable solutions. We have taken a very clear strategic approach – we are not just following the minimal guidelines, but we want to lead the

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“At Teva Pharmaceuticals, there is great awareness of sustainable solutions. We have taken a very clear strategic approach – we are not just following the minimal guidelines, but we want to lead the way”

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way. For several years, we have explored new technologies to move our products in a green way. We are evaluating a project on using drones to move products from market warehouses to the wholesalers, and we are actively working with companies which manufacture hydraulic vehicles and trucks with solar cells on their roofs. We believe that whatever we invest in this initiative, we will get back in image, goodwill, and, of course, in doing the right thing for our planet. Sustainability is carved in to the company’s core strategic mission.”

For Val, the future means continuing to harvest on Teva Pharmaceuticals’ intelligence and experience, with help from its strategic partners, as well as looking further and wider in the logistics network to optimise and improve. He concludes, “The keyword is integrated logistics, with great emphasis on IT solutions and business intelligence to improve compliance, service and cost for our customers, as well as adding value through our green solutions.”

For further information on Teva Pharmaceuticals, visit www.tevapharm.com

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A RT I F I C I A L I N T E L L I G E N C E

With the increased use of conversational AI, companies are now seeing the effect this has on the customer and employee experience.

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A LONG-TERM FALLOUT OF THE COVID CRISIS HAS BEEN THE RISE OF THE CONTACTLESS ENTERPRISE, IN WHICH CUSTOMERS AND EMPLOYEES INTERACT WITH SYSTEMS TO GET WHAT THEY NEED.

his means a pronounced role for AI and machine learning, or conversational AI, which delivers the intelligence needed to provide the superior customer or employee experience.

Deloitte recently analysed patents in the area of conversational AI to assess the direction of the market – and the technology has been developing quickly.

The analyst team, led by Deloitte's Sherry Comes, notes, “Rapid adoption of conversational AI

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will likely be underpinned by innovations in the various steps of chatbot development that have the potential to hasten the creation and training of chatbots and enable them to efficiently handle complex requests – with a personal touch.”

Conversational AI is a groundbreaking application for AI, agrees Chris Hausler, Director of Data Science at Zendesk. He said, “Organisations saw a massive 81 per cent increase in customer interactions with automated bots

ORGANISATIONS SAW A MASSIVE 81 PER CENT INCREASE IN CUSTOMER INTERACTIONS WITH AUTOMATED BOTS LAST YEAR 35

last year, and no doubt these will continue to be key to delivering great experiences.”

Deloitte's data from conversational AI vendors “showed that the volume of interactions handled by conversational agents increased by as much as 250 per cent in multiple industries... Around 90 per cent of companies mentioned faster complaint resolution and over 80 per cent reported increased call volume processing using conversational AI solutions.”

With AI-enabled messaging, “companies can be available to customers 24/7, which is especially helpful as companies experience surges in volumes,” says Hausler. “AI has helped scale with businesses as they manage increases in digital interactions with customers.”

There is still much work to be done, but people throughout the industry remain optimistic.

Eric Jang, CEO and co-founder of DeepBrain AI, said, “One 36

FOB

B1

“ONE SUCCESSFUL AND GROWING AREA FOR AI IS IN CUSTOMER SERVICE APPLICATIONS WHERE AI IS BEING USED TO HELP CUSTOMER SERVICE REPS BE MORE PRODUCTIVE AND EFFICIENT”

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“AI-POWERED BOTS ARE THE BEST WAY TO EASE WORKERS' STRESS WHEN THEY HAVE TO ANSWER THE SAME QUESTION OVER AND OVER AGAIN” successful and growing area for AI is in customer service applications where AI is being used to help customer service reps be more productive and efficient.

However, it's essential to have these AI avatars be as real as possible, through the creation of ‘AI humans’. While conversing with AI humans has been a long-time feature of science fiction, it's now a reality, especially in customer service.”

The use of AI in contactless customer service “will be highly effective in delivering on the true promise of AI,” according to Jang. “Due to the Covid-19 crisis, the contactless

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industry is growing rapidly.

For traditional high touch industries, like customer service, contactless solutions must exhibit a human-like experience unlike any other technologies.”

Conversational AI is also playing a role in improving the employee experience. Hausler continues, “Additionally, AIpowered bots are the best way to ease workers' stress when they have to answer the same question over and over again. In particular, healthcare organisations were even more overwhelmed when the Covid vaccines initially became available, but they would be able to

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“BY USING AUTOMATION TO HANDLE A HIGH VOLUME OF REPETITIVE TASKS, WORKERS CAN FOCUS ON THE MORE DIFFICULT AND COMPLEX TASKS WHICH MAKES A HUGE DIFFERENCE TO ORGANISATIONS”

delegate frequently asked questions like, ‘When can I get a vaccine?’ to bots, and as a result, consumers get faster answers.”

Conversational AI can also do more complex things like schedule appointments.

Hausler adds, “By using automation to handle a high volume of repetitive tasks, workers can focus on the more difficult and complex tasks which makes a huge difference to organisations.”

Deloitte concludes, “Attempts to build general-purpose bots have generally produced poor results. Another area of innovation aims to sidestep this challenge by describing efficient methods for composing multiple specialised chatbots into an ensemble. This could take the form of ‘an enterprise assistant with a single master interface that can route users to virtual assistant specialists for CRM, ERP, and human capital management’.”

Source: www.zdnet.com 41

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B U S I N E S S I N T E RV I E W

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Gary Steen, CTO at Tunstall Healthcare, discusses digital innovation within the health tech sector and the impact this will have on population health and services.

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THE PRESSURES ON OUR HEALTH, HOUSING AND SOCIAL CARE SERVICES REQUIRE A RADICAL REVIEW OF HOW WE PROVIDE LIFECHANGING SUPPORT TO END USERS. ur ageing society, the recruitment and retention crisis in health and care, as well as pressure on public sector budgets, all move us ever further towards unsustainable levels of demand. The need to provide innovation and technology development is no longer a ‘nice to have’, but a crucial part of ensuring we meet the challenges ahead as a society,

and enabling a cultural shift towards more preventative and outcomes-based approaches.

We have a historic opportunity to learn from the lessons of Covid-19, place digital reform of health, housing and social care at the top of the political agenda, and utilise both existing and emerging technology to drive innovation in the health tech sector and

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deliver both current and new benefits for end users.

INTEGRATED SERVICES There are multiple factors affecting innovation within the health tech sector, and the subsequent ability to transform our health, housing and social care services.

Firstly, the importance of integration, and secondly, the need to deliver real change, rather than simply dialogue and debate.

Working together is in everyone’s interests, and greater integration will not only enable increased and improved innovation within the health tech sector, but will ensure our services can meet the population’s health and care needs, and save taxpayers money.

If housing, health and social care work together to put citizens at the heart of decisions made about them and their care, this will transform population health. Our services are entirely dependent on each other, and innovation in the health tech sector is crucial to delivering effective care provision.

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IF CITIZEN OUTCOMES ARE IMPROVED THROUGH INNOVATION, IT HAS A DIRECT POSITIVE IMPACT ON CARE AND DELIVERING COST EFFICIENCIES

To ensure we are able to truly integrate health, housing and social care, innovate care provision, and enable end users to become active participants in their own care delivery, we must consider investment in technology. This, in turn, will ensure citizens benefit from better standards of care, social benefits are identified and embedded into society, and the system becomes more effective and better able to avoid the use of high-cost services.

If citizen outcomes are improved through innovation, it has a direct positive impact on care and delivering cost efficiencies. Improved condition management and medication compliance have a clear impact on decreasing GP visits, clinicians are able to target patients that need support, and early intervention can prevent future, often high cost, care requirements.

Using technology to support people is low cost, meaning citizens can stay at home for longer with an improved quality of life. Likewise, relatively low-cost telecare systems can help to avoid hospital admission, delay and prevent the need for residential care, and reduce staff burnout.

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MUCH OF THE GENERAL POPULATION IS UNAWARE THAT BY 2025, THE UK’S COMMUNICATIONS NETWORK WILL HAVE SWITCHED FROM ANALOGUE TO DIGITAL SERVICES. INNOVATION IS CRUCIAL TO ENSURE SERVICE PROVIDERS AND END USERS ARE READY FOR THE IMPACT THIS WILL HAVE

BREAKING BARRIERS We must work in partnership with housing providers, local authorities and commissioners. Understanding the solutions that are required and adapting as things change, not to be driven by contracts but in providing solutions, will ensure innovation within the health tech sector continues to flourish. We need to go back to a stage before solution building; if we understand what the problems are, we can codesign the solution.

Technology has historically been seen as a barrier, and if health tech 50

innovation is to be embedded into our services, cultural change is required, which, in turn, needs early engagement. We must lead from the top to ensure stakeholders have input at an early stage into how digital innovation can help them and the citizens they support.

There is still fear that needs to be addressed; stakeholders need to know that digital innovation is here to help, not replace them.

There is also a crisis due to an aging population. Between now and 2040, there will be an extra 6 million over 65’s. And this isn’t the only challenge. The move from

Telecare systems (TECS) can be tailored to the needs of every user, helping to automatically monitor risks, such as falls or fires. These systems also offer vulnerable people the ability to call a specialist monitoring centre for help in case of an emergency, 24 hours a day.

Such technology is scalable, costeffective, and helps individuals to remain independent for longer, as well as care to be person-centred rather than place-based.

analogue to digital is gathering pace and concern.

THE BENEFITS OF DIGITAL INNOVATION Existing solutions already have an array of benefits which continue to be demonstrated. For example, Remote Patient Monitoring (RPM) enables a reduction in the risk of cross-infection and early intervention, to avoid the need for more complex care for people living with chronic conditions.

An increase in the adoption of wearables also supports proactive and person-centred care.

The latest cutting-edge data driven technology is able to respond to incidents and predict illnesses, while also preventing them from happening in the first place. Data can be taken from multiple sources, including motion sensors, smartphones, wearables and recordings, to provide a clear picture of the risks someone faces, and alert their caregivers to respond if necessary.

Digital innovation can improve citizen experience, support better quality and greater reliability of service provision, and provide enhanced services which are tailored to meet specific needs.

These new approaches can benefit end users as we continue to see innovation within the health tech sector. A reduction in the need to travel to appointments with clinicians or carers, real time data provision, and a reduction in 51

hospitalisation will all improve the outcomes for users, reduce costs, and enable more effective care provision. These benefits are only a hint of how health, housing and social care can be streamlined and strengthened if innovation and technology is placed at the heart of Government plans.

THE DIGITAL TRANSITION The UK’s existing telephone infrastructure is old and increasingly unable to cope with the demands of modern life, particularly when it comes to population health and service provision.

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from a reactive, to a proactive delivery model, enhancing outcomes for citizens, improving efficiencies, and redesigning services around the user.

AI, machine learning and the use of data is hugely important to this.

But we need to educate people to understand the value of data; for example, greater creativity being enabled through the provision of data through digital solutions.

THE NEXT GENERATION OF TECHNOLOGY

Much of the general population is unaware that by 2025, the UK’s communications network will have switched from analogue to digital services. Innovation is crucial to ensure service providers and end users are ready for the impact this will have.

The next step in innovation within the health tech sector will use advanced AI in combination with technology in the home and residential settings. This will support the more effective detection of whether someone’s health could be about to deteriorate, spot a potentially undiagnosed condition, or resolve an immediate social care need.

Not only will going digital provide the UK with a faster, more reliable network, but it will also have more capacity for not only technology at home and at work, but enabling wider adoption of new models of care which embed TECS and RPM in healthcare services.

Taking data from multiple sources, including motion sensors, smartphones, wearables and recordings, technology will provide a clear picture of the risks someone faces and ‘nudge’ them or their caregivers to respond, or alert a professional.

This brings a once-in-a-generation opportunity to modernise, improve and shift the sector and thinking

Using data from monitoring devices to identify worrying changes in behaviour and suggest

TAKING DATA FROM MULTIPLE SOURCES, INCLUDING MOTION SENSORS, SMARTPHONES, WEARABLES AND RECORDINGS, TECHNOLOGY WILL PROVIDE A CLEAR PICTURE OF THE RISKS SOMEONE FACES AND ‘NUDGE’ THEM OR THEIR CAREGIVERS TO RESPOND, OR ALERT A PROFESSIONAL

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the most appropriate course of action will be a key feature of the next generation of technology. It is designed to improve quality of life for more people, while reducing the number of GP visits, ambulance callouts, hospital admissions, and demand for local authority-funded residential care.

New models of care will enable the Government and service providers to facilitate planned reforms using data insight and intelligent technology. Innovative systems have been designed to build on the successes that telecare and remote health monitoring have already delivered, enabling more personcentred, proactive and communitybased care.

The future of digital health and care provision through innovation will build on the collaborations generated during the pandemic, and shape a system that is better able to serve people in a fastchanging world. Government plans to deliver a new model of care, which is centralised and standardised, require a base level of digital functionality and acceleration in innovation if they are to succeed.

THE NEXT STEPS We must place a focus on innovation within the health tech 54

sector, and on the associated workforce development, to foster organisational transformation and realise the full potential of technology to create services fit for the future. This will build on the successes of telecare and remote health monitoring, which have recently been deployed, and develop more person-centred, proactive care. This will also ensure that users experience real-world

benefits and the ability to live a healthier and more independent life.

alerts, and greater capacity to cope with increasing demand for broadband and Wi-Fi.

New technology must be developed with the upcoming PSTN to digital switchover in mind. This will support Government plans and allow technology solutions providers to innovate in the sector to create a more robust and faster infrastructure, equipment status

Innovation across sectors is propelling, as emerging technology accelerates, and health tech must be amongst them. To move forward to the next generation of health tech, which realises its true potential, the digital transition must be included in innovation 55

INVESTMENT IN INNOVATION WITHIN THE HEALTH TECH SECTOR IS INVESTMENT IN INFRASTRUCTURE, WHICH WILL ENABLE US TO RECONFIGURE AND INTEGRATE OUR SERVICES

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strategies. This will ensure we develop world-leading technology and services, create consistency across the country to improve outcomes for end users, and ensure all health tech users are accounted for.

With the right frameworks in place, health, housing and social care can develop a holistic approach, which focuses on individuals, their choices, and their health and care, with care delivered more effectively leading to improved outcomes.

Investment in innovation within the health tech sector is investment in infrastructure, which will enable us to reconfigure and integrate our services. It is essential that service providers and end users are involved in the digital transformation of our services if the sector is to innovate, embrace technology successfully, and deliver new approaches, creating benefits for customers in a postpandemic world.

For more information about innovation within the health tech sector, visit www.tunstall.com 57

AU G M E N T E D R E A L I T Y

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Why do companies need to start developing emerging technologies into their businesses?

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MANY CONSUMERS WOULD LINK THE CONCEPTS OF AR AND VR TO THE GAMING WORLD, BUT MICROSOFT, ZOOM, FACEBOOK AND OTHER BIG TECH PROVIDERS ARE PUSHING THESE TECHNOLOGIES TO BECOME PART OF BUSINESS, SOCIAL COLLABORATION AND RETAIL.

is already being applied to the customer experience to enrich the consumer's view of the physical world. Marketing teams, for example, use it to enable customers to imagine the potential for what they sell.

Sales and e-commerce uses are also becoming much more widespread.

users to visualise how a room or exterior would look when repainted in a particular colour.

Similarly, IKEA Place shows prospective shoppers what a piece of furniture, for example, would look like in their home.

Even in as far back as 2011, Heinz published an AR cookbook to promote ketchup as an ingredient in recipes, claiming 650,000 app uses in two years.

One familiar marketing application is Sherwin-Williams’ ColorSnap app, which allows

On the customer service side, AR and VR allow field technicians to make notes and access

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“FORWARD-THINKING CONSUMER CLOTHING COMPANIES ARE HARNESSING AR TO SHOW 360-DEGREE RENDERINGS OF WHAT CUSTOMFITTED SHIRTS WILL LOOK LIKE ON A SHOPPER. THE CUSTOMER CAN LOAD UP PHOTOS AND MEASUREMENTS FROM THEIR DESIGN, ORDER, AND PAY FOR ITEMS IN A SINGLE SESSION”

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content resources overlaid on 3D models, live camera feeds, or a combination of both. They also can connect agents and technicians to perform remote service calls directly with customers.

Sales applications for AR and VR are still in early days, but they are making great leaps. Forwardthinking consumer clothing companies are harnessing AR to show 360-degree renderings of what customfitted shirts will look like on a shopper. The customer can load up photos and measurements from their design, order, and pay for items in a single session.

Daniel Newman, founding partner of Futurum Research, said, “We all like talking about the metaverse, but I'm not seeing that (immersive virtual reality CX) a lot of people have talked about – yet. But I'm seeing companies really successfully addressing personalisation through web apps. These little personalisation applications are great uses of AR. It's something that we can do successfully right now.”

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AR shines in field services Recent IDC research highlights that field service will lead AR and VR tech investment. AR and VR in field service starts with training and onboarding of customer service agents and field technicians, and continues through to setup and maintenance work in manufacturing.

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Another application of AR and VR in customer service is remote acceptance. A user's service technician and a moderator can remotely demonstrate to a buying team that a large machine or other asset has been installed and is fully operational, collecting notes and answering questions live in the app. This process can also be applied to repairs, maintenance and upgrades.

“A USER'S SERVICE TECHNICIAN AND A MODERATOR CAN REMOTELY DEMONSTRATE TO A BUYING TEAM THAT A LARGE MACHINE OR OTHER ASSET HAS BEEN INSTALLED AND IS FULLY OPERATIONAL” 65

Salesforce has also invested in AR and computer vision for users to set up remote technical services, either for contact centre agents to assist customers or for field techs to receive remote support from veteran experts. The technology comes through an integration with AR software developer TechSee. Field service and remote assistance remain the strongest applications for TechSee AR in customer service, said Paul Whitelam, Senior Vice President and General Manager of Salesforce Field Service Management. But some Salesforce users have begun to deploy it for customer selfservice as well.

The pandemic definitely was a factor that drove Salesforce users to experiment with this idea, as their customers wanted to limit in-person interactions.

Technologies such as TechSee enabled them to get remote help, and in some cases, resolve their problems from afar.

Headsets key to AR adoption For many companies, the big obstacles to AR and VR are the

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“THE COMPANY (FAC ITS HEADSETS BEING VIRTUAL OFFICE SPAC EMPLOYEES REPRESE COLLABORATE ON P

CEBOOK) ANTICIPATES G USED IN METAVERSE CES, WHERE ENTED BY AVATARS PROJECTS IN 3D”

hardware, development costs, and identifying business drivers that justify the investment. Another obstacle to widespread adoption of AR in customer experience is the cost of the headsets, especially professional models used by technicians.

Facebook parent company Meta offers Oculus Rift headsets for £299. The company anticipates its headsets being used in metaverse virtual office spaces, where employees represented by avatars collaborate on projects in 3D. For Capgemini's Marie-Julie Pecoult, the fact that Meta requires a Facebook account to operate Oculus Rift headsets limits the appeal.

Younger workers, already familiar with gaming headsets, will find great benefits in employing AR and VR at work, enhancing the customer experience and promoting more widespread adoption.

Pecoult concluded, “We are very close to the next step with mixed reality.”

Source: www.techtarget.com 67

D I G I TA L I S AT I O N

D i g c i t i e s t a l What are the next big trends for our urban areas?

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Cities are increasingly framed by data and technology, from clever waste management systems such as solar-powered smart bins, to real-time information regarding public transport and air quality.

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e are now faced with a unique opportunity to fuel the development of digital cities, exploiting exciting developments in 5G, AI, IoT and edge computing, to unlock new opportunities.

And with digital cities expected to generate $20 trillion in economic benefits globally by 2026, now is

the time to think about how we can harness technology to drive economic recovery and growth.

Digitalisation and sustainability As we look ahead to the future, it is clear that two major trends will shape the cities of tomorrow – digitalisation and the climate crisis. At the intersection of these 71

two trends, there will be many opportunities to explore for making cities smarter.

For example, as organisations embrace hybrid working, the use of IoT smart sensors can help less-populated city buildings to adjust their power consumption to the needs of the grid and match energy use to occupancy. This has already been put into practice by

Building homes and offices that use technology to generate their own electricity from wind and solar, with the excess sold back to the grid, is another step in the right direction.

Whilst, in transport, successive lockdowns over the last two years have given us a glimpse of the impact of a reduced number of cars on the road. In 2020, transport emissions fell by 17 per cent in Ireland, while in

“Developments in AI can also help drive energy efficiency in factories and production sites. From helping to forecast energy demand and consumption and scheduling power-intensive tasks accordingly, to providing insights to reduce the need for heating and cooling, AI is shaping the sustainable development of Industry 4.0” some large-scale electricity users, reducing their energy consumption when the grid is under pressure.

Developments in AI can also help drive energy efficiency in factories and production sites. From helping to forecast energy demand and consumption and scheduling power-intensive tasks accordingly, to providing insights to reduce the need for heating and cooling, AI is shaping the sustainable development of Industry 4.0.

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the UK, that number fell to 19.6 per cent.

However, reducing emissions need not be a simple matter of reducing the number of cars on the road. Automated tolling systems, intelligent traffic lights and intelligent fleet management solutions open up the possibility of cities being able to tackle congestion and roll out new smart public transport options.

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An inclusive city The convergence of AI, IoT and cloud technologies ensures a digital city is also an inclusive one.

Taking Ireland as an example, there are more than 630,000 people aged 65 and above in the country, and more than a quarter of these live alone. Smart assistive technologies can provide better support to help people live independently in their own homes for longer.

Dell Technologies’ Customer Solution Centre Innovation Lab in Limerick has been working closely with healthcare providers to apply new technologies to enable the better management of chronic illnesses such as type 1 diabetes. This could lead to broader changes in how healthcare is provided in digital cities, shifting focus from reactive, acute care to proactive and preventative care in the community.

But, inclusive digital cities cannot be forged by technology alone. They need the individuals with the tools to apply these new technologies in order to provide the care people need.

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Laying the right foundations Of course, in order to bring digital cities to life, the right foundations need to be in place.

At the very centre must be data. From connected healthcare and traffic monitoring, through to virtual citizen services, digital cities need to process a growing bank of data at a speed not seen before.

5G offers the potential for enhanced connectivity, enabling new use cases as part of wider digital city initiatives. As many IoT sensors and connected devices are likely to be located in difficultto-reach places, 5G wireless connectivity allows for more flexible design and on-the-fly reconfiguration.

However, next-generation AIbased solutions demand more computing power and require data to be processed at 'the edge’, on devices that are closer to the users of real-time AI applications.

With the International Data Corporation predicting that there will be an 800 per cent 75

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“5G offers the potential for enhanced connectivity, enabling new use cases as part of wider digital city initiatives” increase in apps at the edge by 2024, businesses and public sector bodies need to look at how they can unlock the value of this data, so it can enhance the lives of those living in digital cities.

The last two years have shown us how quickly society can transform through necessity. By harnessing the power of data and new technologies with a security-first approach, digital cities can be built that fuel economic growth, as well as providing a higher quality of life for their citizens.

Source: www.siliconrepublic.com 77

I N N O VAT I O N

The Key to Climate Tar 78

Achieving rgets

An analysis has found that 15 per cent of EU CO2 emissions can be cut using the next generation of network solutions.

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Last month, the COP26 conference was held in an attempt to address the impact of climate change. ew research from Ericsson is claiming that the accelerated roll-out of 5G connectivity across Europe and the UK will have an immediate and catalysing impact in reducing CO2e emissions.

The report draws on data sources and methodologies from the communications technology and service provider’s prior research on 5G use cases, joint research with operators on

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the environmental footprint of telecommunications networks, and the McKinsey Net-Zero Europe report.

The analysis suggests that implementing 5G technology across four high-emitting sectors (power, transport, manufacturing and buildings) could create 55-170 million tons of carbon dioxide equivalent (MtCO2e) of emissions savings per year – the

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"Renewable energy generators, could re EU emissions by 550 MtCO2e, which is half of the emissions created by the ent energy supply sector in 2017"

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educe s nearly tire EU

same saving that would be achieved by removing over 35 million petrol cars from the EU’s roads.

The study also calculated that at least 40 per cent of the EU’s carbon reduction solutions, up until 2030, will likely rely on fixed-line and mobile connectivity.

Alternatives, such as the development of renewable energy generators, could reduce EU emissions by 550 MtCO2e, which is nearly half of the emissions created by the entire EU energy supply sector in 2017, as well as 15 per cent of the total annual emissions for that year.

(The year 2017 was chosen as a benchmark for the analysis.)

Added together with the savings from using 5G in the four high-emitting sectors could bring the total emissions reduction to nearly 20 per cent of the EU’s total annual emissions in 2017, the equivalent of the total annual emissions of Spain and Italy combined.

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Specifically, the report highlighted that, by 2030, sensor-driven improvements in renewable energy generation and deployment could save up to 75 MtCO2e; in transport, that number is 55 MtCO2e through improved truck utilisation; 35 MtCO2e is saved in manufacturing by use of sensor-driven

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efficiency improvements in factories; and flexible and remote working enabled by 5G connectivity brings in 5 MtCO2e in the building sector.

In 2027, forecasts show global 5G roll-out will only be around 75 per cent.

North America and North East Asia are estimated

"by 2030, sensor-driven improvements in renewable energy generation and deployment could save up to 75 MtCO2e; in transport, that number is 55 MtCO2e through improved truck utilisation" 85

to enjoy more than 95 per cent population coverage by 2027. But, in contrast, Europe is estimated to be significantly behind its economic competitors, with approximately 80 per cent population coverage.

Ericsson President and CEO, Börje Ekholm, said, “The EU and UK have set ambitious targets to reduce carbon emissions that will require transformational shifts across society.

“This new analysis demonstrates that connectivity, and specifically 5G, is vital to achieving these decarbonisation targets. It is difficult to see how these targets will be met unless the roll-out of digital infrastructure across Europe accelerates to match that of other leading countries and regions in the developed world.”

He continued, “At Ericsson, we view sustainability as a vital responsibility, not

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“At present, with 5G roll-out, Europe is strolling towards a more digital, lowcarbon future"

an optional extra. We will continue to invest heavily, not just for our customers through energy-efficiency products and solutions, but in our own operations, just as we have done at our 5G smart factory in the US. It is a great example of the emission saving results that can be achieved through implementing 5G in manufacturing.

“At present, with 5G roll-out, Europe is strolling towards a more digital, low-carbon future, while other regions are sprinting in the same direction. Policymakers and regulators have a major role to play here by realising the competitive economic, social and sustainable potential of 5G, and working speedily together to clear practical, regulatory and financial obstacles so that people, businesses, industries and societies right across Europe can enjoy the benefits.”

Source: www.computerweekly.com

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The COO at Sara Assicurazioni charts the company’s successful digital transformation journey

e x c l u s i v e

Amazing Oriental

Michael Voegele, Chief Digital & Information Officer at Philip Morris International, explains why encouraging female representation is more than just a box-ticking exercise.

The largest Asian supermarket chain in the Netherlands

T-Mobile Netherlands

The team talks mergers, an extensive IT transformation program, plus continued customer improvements in quality and efficiency

mportance of a data-driven h when reaching smart actory maturity

BRUARY 2021 BUMPER ISSUE!

Val Petursson, Senior Director of Global Transportation at Teva Pharmaceuticals, discusses their successful logistics transformation.

Designing a Supply Chain

The Pfizer Vaccine Sto e x c l u s i v e

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We chat to two supply chain leaders behind the momentous vaccine roll-out

Scale up Driving forward the next generation of European tech giants

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y

exclusives

"The team were professional and diligent throughout" Leigh Feaviour, CTIO for BT’s Supply Chain

"Absolute pleasure working with the Digital Innovation team" Mun Valiji, Chief Information Security Officer at Sainsbury’s

"A highly professional approach" Andy Brierley, Vice President, Cloud Application Modernisation at IBM

ory e x c l u s i v e

"Digital innovation Magazine is a very flexible and professional team" Kim Larsen CTIO, T-Mobile Netherlands

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INVESTMENT

Supporting Start-Ups The European Commission is investing millions of euros to help start-ups develop their technologies.

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The European Innovation Council (EIC) has selected 65 start-ups and small companies to receive €363 million of funding.

nder the EIC accelerator programme, each company receives a combination of grant financing and equity investment of up to €17 million to develop and scale up technology in industries such as healthcare, digital 92

technologies, energy, biotechnology and space.

A total of 60 out of the 65 companies received €227 million in equity, with the remaining €136 million being used for grants. This is the first batch of companies to be funded after a pilot

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“A total of 60 out of the 65 companies received €227 million in equity, with the remaining €136 million being used for grants”

of the EIC Accelerator. The EIC is currently evaluating a new round of investment, with 1098 companies.

The companies include UPMEM in France, which is developing Processing in Memory (PIM) devices.

A spokesperson for the company said in a statement, “The EIC support will allow our PIM technology to drastically reduce the energy and hardware footprint of digital services and data centres.

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“The access to a €2.5 million grant, and up to €15 million in equity, will allow UPMEM to grow its team from 24 persons, based in Grenoble and Paris or remotely in European countries, to about 100 persons

“Oledcomm in Sweden is developing LED-based LiFi communications technology for spacecraft and aerospace applications”

by the end of 2023. Our semiconductor architects, software engineers and commercial team will build, produce and sell the intelligent memory of tomorrow. They will nurture a new software ecosystem 96

that will leverage the exceptional programming accessibility and scalability of UPMEM PIM.” Other companies which have received funding include Minima Processor in Finland, which is developing a low power processor, whilst Plant-e in Belgium is developing plant-powered energy harvesting system for IoT systems.

Oledcomm in Sweden is developing LED-based LiFi communications technology for spacecraft and aerospace applications, whilst WiCharge is developing a wireless power system.

The system will overcome current limitations by allowing devices to be charged over the air with a range of 10 metres, and provide power that is 100 times more than batteries.

The scheme is also supporting quantum startup, Alice and Bob in France, which is creating a new type of self-correcting quantum hardware to build the world's first fault-tolerant commercial quantum computers. Meanwhile, Sparrow Quantum in 97

Denmark is making single photon sources for photonic quantum computers.

A new start-up-friendly application process was introduced this year, under Horizon Europe, where companies could submit their ideas at any time for an immediate fast assessment.

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“Since March, ove and SMEs have se which 801 present to the first cut-off o and a further 109 cut-off on 6t

er 4,000 start-ups ent their ideas, of ted full applications on 16th June 2021, 98 to the second th October”

Successful candidates were invited to prepare a full application with the help of free business coaching.

The full applications are then evaluated at regular cut-off dates approximately every three months. Since March, over 4,000 start-ups and SMEs have sent their ideas, of which 801

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“With the European Innovation Council, we aim to bring Europe to the forefront of innovation and new technologies” Mariya Gabriel, Commissioner for Innovation, Research, Culture, Education and Youth

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presented full applications to the first cut-off on 16th June 2021, and a further 1098 to the second cut-off on 6th October. The results of this second batch of EIC Accelerator companies will be announced by the end of this month, and the next cut-off date is expected in the beginning of 2022.

Mariya Gabriel, Commissioner for Innovation, Research, Culture, Education and Youth, spoke about the funding opportunity, saying, “The EIC Accelerator is a unique European funding instrument of the European Innovation Council. It supports the development of top-class innovations through crowding-in private investors and offers a portfolio of services to support their scalingup. With the European Innovation Council, we aim to bring Europe to the forefront of innovation and new technologies, by investing in new solutions for the health, environmental and societal challenges we are facing.”

Source: www.eenewseurope.com 101

TOP 5

As 2021 draws to a close, we take a look at the latest technology trends set to take 2022 by storm.

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IN 2022, WE CAN EXPECT THE COVID-19 PANDEMIC TO CONTINUE TO IMPACT OUR LIVES IN MANY WAYS. his means we will see an accelerated rate of digitisation and virtualisation of business and society. However, the need for sustainability, ever-increasing data volumes, and accelerated compute and network speeds will begin to regain their status as the most important drivers of digital transformation.

For many individuals and organisations, the last two years have taught them that true

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transformative change is not as difficult to implement as they might have once thought, if the motivation is there! As a society, we will continue to harness this newfound openness to flexibility, agility and innovative thinking, as the focus shifts from attempting to survive in a changing world, to thriving in it.

With this in mind, here are our five predictions for the tech trends that are likely to have the biggest impact in 2022.

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ARTIFICIAL INTELLIGENCE ‘Smart’ used to mean connected – smartphones, smart TVs and the plethora of other smart devices were really the same old toys, but connected to the internet. Today, ‘smart’ increasingly means powered

by AI (i.e. machine learning algorithms capable of helping us in innovative ways). Smart cars use facial recognition algorithms to detect whether we are paying attention to the road, alerting us if we appear to be getting tired. Smartphones use AI algorithms to do everything from maintaining call quality to helping us take better pictures, and, of course, they are packed with apps that use AI to assist us in doing just about anything.

AI has permeated the tools we use to carry out everyday tasks,

from voice assistants to language translation. It also powers automation, enabling labour-intensive workloads to be lightened in admin, logistics and accounting.

Whatever your industry or job role, you are sure to find an AI-powered solution designed to make life easier.

This trend encompasses AI, IoT, as well as newly emerging super-fast networks like 5G, all of which combine to give capabilities we did not have a few years ago. This has allowed for growing data volumes, faster network and processor speeds, and the ‘democratisation’ of data to converge, providing further benefits to society as a whole.

"AI HAS PERMEATED THE TOOLS WE USE TO CARRY OUT EVERYDAY TASKS, FROM VOICE ASSISTANTS TO LANGUAGE TRANSLATION" 107

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EVERYTHING-AS-A-SERVICE AND THE NO-CODE REVOLUTION

Another powerful driver will be the aforementioned democratisation of data and technology. In recent years, an entire industry has emerged, which aims to put the skills and tools necessary for techled innovation in the hands of as large a proportion of society as possible. Cloud solutions for storage, network and processing mean costs and risks of setting up expensive infrastructure in order to try out new ideas are heavily mitigated.

Innovation has been curtailed in some areas by the skills crisis, which sounds like a problem, but it has, in fact, resulted in the explosion of ‘do-it-yourself’ solutions. Not every company needs to hire an army of computer geniuses to build its own ‘digital brain’ when they can simply lease one. Ready-built AI solutions exist for everything from marketing and

HR, to planning and design of production processes. In 2022, we will continue to see companies deploying AI and IoT infrastructure without owning a single server or proprietary piece of cognitive code.

No-code interfaces will become more popular as a lack of programming knowledge, or a detailed understanding of statistics and data structures, will cease to become a barrier to bringing a world-changing idea into reality. OpenAI, a research group founded by Elon Musk, recently unveiled Codex, a programming model that can generate code from natural, spoken human language. As technology like this matures, our innovation and imagination will less frequently be held back by a lack of either resources or technical skills.

"INNOVATION HAS BEEN CURTAILED IN SOME AREAS BY THE SKILLS CRISIS, SOUNDS LIKE A PROBLEM, BUT IT HAS FACT, RESULTED IN THE EXPLOSION O ‘DO-IT-YOURSELF’ SOLUTIONS" 108

N WHICH S, IN OF 109

"ERICSSON, WHICH PROVIDED VR HEADSETS TO EMPLOYEES WORKING FROM HOME DURING THE PANDEMIC, HAS PREDICTED THAT, BY 2030, VIRTUAL EXPERIENCES WILL BE AVAILABLE THAT ARE INDISTINGUISHABLE FROM REALITY" 110

DIGITISATION, DATAFICATION AND VIRTUALISATION During 2020 and 2021, many experienced the virtualisation of offices and workplaces, as remote working arrangements were swiftly put in place. As the long-term trend continues in 2022, we will become more familiar with the concept of a ‘metaverse’ – persistent digital worlds that exist in parallel with the physical world in which we live. Inside these metaverses, we will carry out many of the functions we are used to doing in the real world, including working, playing, and socialising.

As the rate of digitisation increases, these metaverses will model and simulate the real world with growing accuracy, allowing us to have more immersive, convincing, and ultimately valuable experiences within the digital realm. While many of us have encountered somewhat immersive virtual realities through headsets, a range of new devices coming to the market is set to enhance the experience, with tactile feedback and even smells.

Ericsson, which provided VR headsets to employees working from home during the pandemic, has predicted that, by 2030, virtual experiences will be available that are indistinguishable from reality.

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TRANSPARENCY, GOVERNANCE AND ACCOUNTABILITY

For technology to work, humans need to be able to trust it. We are already seeing strong resistance to some technology in use because it is seen as dangerous or irresponsible.

AI, in particular, is sometimes portrayed as a ‘black box’ – meaning we cannot see inside it to understand how it works. This is often due to its complexity, rather than any malevolent scheme to limit our understanding.

The idea of transparent and explainable AI has been growing in popularity over recent years.

Governments understand that there is a need for a regulatory framework, as evidenced by the EU’s proposed Artificial Intelligence

Act, prohibiting authorities from using AI to create social scoring systems, as well as from using facial recognition tools in public places. There is also a list of potentially dangerous effects, including “causing physical or psychological harm”, which AI solution providers will have to show their systems do not cause, before they can be offered for sale. Google CEO Sundar Pichai has said that while he recognises regulation of AI is necessary, “there is a balance to be had” to ensure innovation is not stifled. This balancing act is likely to become a prominent topic of discussion during 2022.

"GOVERNMENTS UNDERSTAND THAT THERE IS A NEED FOR A REGULATORY FRAMEWORK, AS EVIDENCED BY THE EU’S PROPOSED ARTIFICIAL INTELLIGENCE ACT"

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"THE INTERNATIONAL ENERGY AGENCY (IEA) ESTIMATES THAT 40 PER CENT MORE RENEWABLE ENERGY WAS GENERATED AND USED DURING 2020, COMPARED TO THE PREVIOUS YEAR, AND FORECASTS THAT THIS GROWTH WITH CONTINUE THROUGHOUT 2022"

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SUSTAINABLE ENERGY SOLUTIONS During the pandemic, renewable energy was the only form of energy that saw usage increase. All non-renewable energy usage decreased, as industries shut down and people stayed at home, resulting in an overall reduction in emissions of eight per cent. This has led to an expectation that increasing investment will be put into generating energy from renewable resources in the coming years.

The International Energy Agency (IEA) estimates that 40 per cent more renewable energy was generated and used during 2020, compared to the previous year, and forecasts that this growth with continue throughout 2022.

Overall, the cost of generating renewable energy from various sources, including onshore and offshore wind, solar and tidal, fell by between seven and 16 per cent. This will be a huge help for countries and businesses trying to hit emissions targets, such

as becoming carbon neutral or even carbon negative.

Additionally, exciting new emerging energy sources such as biofuels, liquid hydrogen and nuclear fusion are becoming more viable.

Helion Energy, a pioneer in the field of fusion energy, which replicates the process used to create energy in the sun, anticipates that their latest prototype fusion generator will go online next year. Practical applications are also expected to emerge in the field of ‘green hydrogen’ energy.

It would be fair to say that 2022 is going to be a strong year for technology, with advancements happening in so many fields. The focus on these new technologies shows innovation and creativity will be at the forefront, whilst keeping in mind the environmental impact.

Source: www.forbes.com

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IN THE SP OTLIGHT

START-UP OF THE MONTH This games developer and publisher embraces the immerse world of VR technology.

ast Travel Games was founded by Oskar Burman, Erik Odeldahl and Kristoffer Benjaminsson, and has been dedicated to creating games exclusively using VR technology since 2016.

All the founders have a history with gaming, having previously worked with AAA studios including EA DICE,

Rovio and Avalanche, working on best-selling titles such as Battlefield and Angry Birds.

The company has shipped four games on to multiple platforms, including the Oculus Rift and Quest systems, as well as Sony’s PlayStation VR. Those games include Wraith: The Oblivion – Afterlife and Apex Construct.

Burman is passionate about the need for continuous growth in order for VR to really thrive and compete. He said, “We need to see more normal gamers, not just early adopters or people with very fat wallets. We need to see more gamers of all kinds in that space.

Today I would bet that the majority is between 30 and 40 years old and they're male. It would be fantastic to see growth into different segments there.”

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“Fast Travel Games recently launched its publishing division, with the goal of helping indie developers push their games to market and get their games seen by as many people as possible” On the subject of the lack of big brands in the VR space, he added, “There haven't been that many compelling experiences. There have been some indie games that have taken off, but not that many brands people will recognise from the traditional game space.”

To combat this, Fast Travel Games recently launched its publishing division, with the goal of helping indie developers push their games

to market and get their games seen by as many people as possible, whilst there is also the potential to help bigger brands bring their games to VR. VR is still very much in its infancy, with headsets and equipment set at high prices. It being a niche market, Fast Travel Games aims to help players make the move to VR by releasing a wider variety of titles that will appeal to everyone.

For more information and updates on new games, visit www.fasttravelgames.com 117

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FROM THE TEAM AT DIGITAL INNOVATION

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