Digital Innovation Magazine - November 2018

November 2018

FieldTurf Genius

A first for the world of sport – a smart sports field!

Warrick Cramer

Meet the man behind Tomorrow Street, a unique growth engine for late-stage start-ups

The Director of ICT and Digital Innovation at Sara is heading up the company’s ongoing digital transformation

NEED SOME PRACTICAL ADVICE ABOUT GDPR? REGISTER FOR FREE AND LEARN ABOUT:

•

INTERPRETING THE GDPR’S GUIDELINES

•

GDPR AND EMPLOYEE DATA

•

HOW TO HANDLE SUBJECT ACCESS REQUESTS

•

GDPR & CYBER CONCERNS

•

GDPR AND BREXIT

•

APPOINTING A DATA PROTECTION OFFICER

•

DATA PROTECTION IMPACT ASSESSMENTS

•

GDPR AND ARTIFICIAL INTELLIGENCE (AI)

•

DATA PROTECTION IMPACT ASSESSMENT

SPEAKERS INCLUDE:

LEADING EXPERTS FROM ACROSS THE GLOBE

P

U

RO

G F O R E TO RV EC SE IR E D OM H A AT

D

A AT

D

N

IO

TY

CT TE O

PR

U

EP

D

C

TE O

PR N O TI ER IC ZO FF N O O M

ER IC IS FF W O LE TY N RI OH J

U

C SE P N EV IO & AT ER RM IC FO FF O IN & G N Y TI TES AC RA IA IV PE C PR O O A F SS AT IE R A D CH DP G

ATTEND FOR FREE & ACCESS 5 CONTENT THEATRES GDPR REFRESH GDPR ADVANCED CYBER TALKS CYBER SECURITY & RISK MANAGEMENT MARKETING & ADVERTISING

TO REGISTER FOR FREE VISIT WWW.DATAPROTECTIONWORLDFORUM.COM

W

elcome to our action-packed November edition of Digital Innovation Magazine. If, like me, technology and innovation continue to fascinate you every day, then here at Digital Innovation, we promise to satisfy your curiosity.

This issue, we have three great interviews for you. We chat to Nick Viney, McAfee’s former Regional Vice President – The UK, Ireland and Africa (p12); Luigi Vassallo, Director of ICT and Digital Innovation at Sara (p24); and Warrick Cramer, CEO/Director of Tomorrow Street (p56). I would like to thank all three for taking the time to talk to us about their successful careers and exciting future plans.

As ever, digital transformation remains a hot topic, and it was particularly interesting for me to learn more about the process currently taking place at Italian insurance company, Sara, which features on our cover for November.

A further intriguing article, a group of European tech companies including Spotify and Deezer say EU laws need to be tougher on American giants like Amazon, Google and Apple in order to offset US dominance (p6). It will be interesting to see how EU officials respond.

When I received a press release in my inbox about the launch of the world’s first smart sports field, I was interested to find out more... Turn to page 38 for the lowdown. What’s more, a first when it comes to data centre facilities – the opening of a new climate positive data centre. For full details, check out page 72.

Plus, don’t miss our report on the British Army’s successful AI testing mission set to transform the way the military operates (p46).

Enjoy!

Editor Anna McMahon

Managing Director Danielle Harris

editorial@digitalinnovationeu.com

d.harris@digitalinnovationeu.com

Senior Digital Designer Daniel May

Managing Director Tom Barnes

design@digitalinnovationeu.com

t.barnes@digitalinnovationeu.com

+44 (0) 203 890 1189 enquiries@digitalinnovationeu.com All rights reserved. Every effort is made to ensure the accuracy of material published in Digital Innovation Magazine. However, the company cannot accept responsibility for the claims made by advertisers or contributors, or inaccurate material supplied by advertisers.

Digital Innovation is a trading name of HBL Europe Ltd. Company Registration Number: 10933897. Company Registered in England and Wales

3

Luigi Vassallo on It Sara’s ongoing digita

24

Meet Nick Viney, McAfee’s former Regional Vice President – The UK, Ireland and Africa

12

6

European tech companies propose tougher EU rules

38

FieldTurf Genius – the world’s first smart sports field 4

talian company al transformation The British Army’s successful AI battlefield experiment

46

The future of climate positive data centres

72

56

Vodafone’s global innovation accelerator, Tomorrow Street 5

I N D U ST RY I N S I D E R

European Tech Companies urge Tougher EU Rules to offset US Dominance

6

A group of businesses called on EU officials to go beyond current proposals aimed at regulating online platforms that act as middlemen.

7

Music streaming sites, Spotify and Deezer, are among European tech industry players and trade associations urging the EU to toughen up proposed legislation aimed at combating unfair business practices by US giants like Apple, Google and Amazon.

I 8

n a joint letter, the group urged European Union ministers to go beyond current proposals aimed at regulating online platforms that act as middlemen between customers and businesses.

Spotify boss, Daniel Ek, and Deezer Chief Executive, HansHolger Albrecht, were among the signatories to the letter, which was sent to EU competition and business ministers.

They said the platform-to-business regulation does not go far enough to ensure dominant tech companies avoid practices that “reinforce their privileged position or unfairly favour proprietary services�.

Travel websites, digital media companies and trade associations like the European Publishers Council and European Game Developers Foundation also signed the letter, which accused the tech giants

“Under current proposals, the EU is seeking to introduce more transparency on how the platforms work with smaller businesses�

9

10

“We stress that transparency alone will not rebalance the relationship between platforms and the businesses that depend on them” Under current proposals, the EU is seeking to introduce more transparency on how the platforms work with smaller businesses, including clarifying how they are ranked in search results and spelling out the reason for being suspended or terminated.

The proposals also aim to make it easier to resolve disputes.

The group said the proposed regulation does not go far enough.

They complained that the tech giants favour their own services over third-party competitors using their platforms, and force businesses to use in-house billing systems that charge excessive fees. of having “disproportionate bargaining power” and using their “privileged position to become gatekeepers to the digital economy”.

“We stress that transparency alone will not rebalance the relationship between platforms and the businesses that depend on them,” the letter said.

11

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

THE NEX

We chat to Nick Viney, former Regional Vice President – The UK, Ireland and Africa at McAfee about his impressive career and the industry changes he has witnessed during his 22-year tenure.

12

T STEP

Written by Anna McMahon • Produced by Tom Barnes 13

Nick Viney has spent a third of his career specialising in cyber security, most recently operating at VP level whilst working at McAfee, so you could say he knows a thing or two when it comes to sales and business leadership, workplace diversity, product engagement, and putting the customer first.

N

ick, who is currently enjoying a sabbatical with his family, is passionate about his specialist field, as he explains, “I have worked in cyber security for seven or eight years, and it has evolved so much in that time. Right now, it is a hugely exciting era.

14

The industry is moving so fast, and you have to evolve with it, whether you’re working in a consumer or corporate role. During my time at McAfee, I witnessed two or three iterations – first when the company was acquired by Intel, and then when it became fully integrated, and also again in 2017, when new

15

"It is often those ou box thinkers that h best ideas, especiall comes to gaming or Nick Viney McAfee emerged as an exciting, new independent company.”

Having worked as an accomplished sales and business leader at several leading global technology companies including Google and Microsoft, Nick’s experience is invaluable to any prospective employer. However, this kind of experience is not in huge supply, which has become something of a concern for the industry. And this issue of skill shortage in the workplace was a hot topic for Nick himself in his former role. He said, “We can 16

expect to see a big cyber security skill shortage in the coming two or three years, with anything from 100,000 to 1 million empty jobs. The industry is only a decade old, but there is massive demand to find solutions for problems that are not fully known. You have to try to keep one step ahead.”

It is the continually-evolving nature of the industry that keeps Nick on his toes. He said, “When you look at the wider landscape, no one vendor or offering has a complete solution, so there is a need to collaborate or partner with other vendors. This

ut-of-thehave the ly when it r coding"

teaches you to look at things differently. By working with other people, you’re able to come up with a better solution than you would individually. Teamwork is therefore a massively important skills requirement.”

So, what are Nick’s thoughts on the disruptive changes brought about by AI? According to Nick, AI is starting to power a lot of products in the marketplace that leading vendors are offering. He added, “This is only the beginning of another stage of evolution. AI is likely to set many changes into

motion such as the way we work.

More tasks are being delegated to machines, with machines doing the jobs that humans used to do. By removing human emotions or bias, we are opening up new boundaries.

It is my belief that AI is not replacing humans, but complementing what 17

A frequent keynote speaker at a variety of industry events held throughout the year, Nick is keen to impart his knowledge, with regular topics that often come up including AI and machine learning, how leadership is evolving, and mental health in the workplace 18

19

we do. It is possible to co-exist sideby-side. Disruption isn’t a smooth path, but the end result will be more efficient and enjoyable. It is change for the better.”

Workplace diversity is another subject that Nick likes to talk about.

During his 22-year career, he has seen several ways in which it’s been interpreted to reflect the male/ female balance in the workplace in EMEA. Nick explained, “In Europe, it is usual for the ratio to be around 10 to 20 per cent female, and that’s not good enough. The way we collaborate increases productivity.

If we have too many people doing things the same way, we won’t see improvements. Instead, biases will be reinforced. We need diversity.

I am seeing more return to work opportunities than ever before.

Businesses are realising that females returning to work after maternity leave have the right skills and experience that they require.”

20

Nick has mentored or invested in a handful of start-up ventures including a neurodiversity business, which works towards introducing individuals with dyslexia or dyspraxia, for example, into the workplace. He said, “It is often those out-of-the-box thinkers that have the best ideas, especially when it comes to gaming or coding. By being inclusive, you won’t lose out, but finding the right people with the right experience is always a challenge.”

As well as the neurodiversity business, Nick also actively mentors a fintech company and a cyber solutions start-up. He added, “It is exciting to be involved with these fledgling companies, finding new ways to innovate and bring about change.”

A frequent keynote speaker at a variety of industry events held throughout the year, Nick is keen to impart his knowledge, with regular topics that often come up including AI and machine learning, how leadership is evolving, and mental health in the workplace.

Nick said, “In the mid to late 90s, it was all about premium results, but now there is more emphasis on the

Nick has mentored or invested in a handful of start-up ventures including a neurodiversity business, which works towards introducing individuals with dyslexia or dyspraxia ‘how’, with professionals having to lead by example. Actions speak louder than words. There is also a greater focus on mental health – mindfulness, meditation, and even Pilates for me! It is a great time to be part of any leadership team.”

Speaking of mental health, Nick is enjoying the opportunity to concentrate on his own wellbeing

during his employment break at the moment. He added, “It has been wonderful to be able to walk my son and daughter to school on a morning without having to answer phone calls at the same time. I am currently exploring several opportunities, but it has to be the right one.”

We wish Nick the best of luck in his next career move!

21

22

“The Digital Innovation team are incredibly professional and it was my pleasure to be part of the August 2018 edition. At each stage, Danielle and her team were highly prepared and very thorough. I was impressed with the level of diligence and attention to detail that they paid throughout the whole process. It was good to work with a team who had an extremely high level of contextual expertise in the industry in terms of breadth and depth, and they had clearly done their research properly. I wish them every success and it was a real career high to be involved with the project, and I’d like to thank the Digital Innovation team for everything they have done for me” – Jen Stirrup, Director – Data Relish

SUBSCRIBE FOR FREE!

SUBSCRIBE 23

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

LEADING

Luigi Vassallo, Director of ICT and Digital Innovation at Italian insurance company, Sara, talks about the business’ ongoing digital transformation.

Written by Anna McMahon • Produced by Tom Barnes 24

G LIGHT

25

c n e i r e p x e f o s r a e y 0 2 r e v o i v b With o o e h t t o n s a w o l l a s s a r t l a Luigi V t i g i d e h t d n a s n o i t a r a p m o ICT ope c e c n a r u s n i t a e c a l p g takin

H

aving never worked in insurance before, Luigi brought a strong technical background in IP networking and network development, web application development, cloud platform, internet business model, service innovation, system integration and enterprise systems, but little knowledge when it came to the insurance market. Luigi explained, “When I started at Sara, I was totally new to insurance work, but I had lots of experience in different fields. The General Manager of the company was actually looking for someone with no experience in insurance, who would be able

26

to offer a different approach.

The idea was to bring about a disruptive change, as the company was quite traditional in its ICT systems.”

By transferring all compartments of the business to the cloud, Sara’s digital transformation is a project involving every segment of the company, not just its IT department. Once complete, Luigi believes the impact will be significant. He said, “At our company headquarters, we are now using different tools such as Skype, video conferencing and digital signature, we are using a different operating model, and

, s n o i t a c i n u m m o c e l e t n i e c l l a e e s r e v o o t e c ous choi y l t n e r r u c n o i t a ransform . a r a S , y an

Luigi Vassallo

27

Our collaboration with Sara Assicurazioni insurance company mainly focused on:

28

we are working in a whole, new different way. The next phase will be for our sales people to connect to the company system using tablets. We will be able to visit the customer to sell a product using a tablet thanks to open connectivity, and the new functionality of the digital signature means we won’t need to bring in the customer to sign contracts, as we will be able to offer paperless contracts.

In becoming digital, we are providing a much more efficient and user-friendly service, which, in turn, will make life easier for our customers.”

The first project of the company’s digital transformation saw a

change in its collaboration and communication platform, which could not have taken place without the commitment of Sara’s General Manager. Luigi continues, “This was only the beginning of the story. Every member of staff spent around three hours in a room with the Google suite to familiarise

d n a s p o h s k r o w d l e h “We e v i g o t s e i t i v i t c a f ran lots o d n a n r a e l o t e m i t people ” s l o o t w e n e h t d n understairector of ICT and Digital Innovation ,D

Luigi Vassallo

29

y g o l o n h c e t s i h t g n i s u d e t r a n o i “We st t a m o t u a h t i W . s y a w f o e l p u e m a co i t n o n w o d t u c o t e l b a e r e s we w e s s e c o r p e v i s n e p x e , g n i m u s con n I . s l a u d i v i d n i f o s t o l g n i v l o v v e in d o t s u d e w o l l a s a h I A , n o i addit ” e c i v r e s n o i t c e t e d d u a r f tion r a u v o o n In l a it ig dD ctor of ICT an , Luigi Vassallo

30

Dire

y in n, e-

velop

31

themselves with the tools, and now all the workforce at our headquarters can use them. The reaction at first was not wholly positive because people are often adverse to change – you get used to working in a certain way. But, now that the workforce

understands the platform and can use it effectively, they agree that all the effort was worth it in the end.”

Sara’s General Manager, with the support of the company’s HR department, took the initiative

d l r o w e c n a r u s n i e h t n i s r e y a l o p s g , i n b o e i t h a t l m l r A o “ f s n a r t l a t i g i d g n i o o g o t r e e d b n d u l e u r o a w t i , e m a s e h t o d t ’ n d i d a r if Sa ” s r a e y w e f a n i ovation h n t In i l a w it ig e D t d a l f ICT an o r o t c e ir D , o all Luigi Vass

to bring in professionals to fully explain the project to staff. Luigi added, “We held workshops and ran lots of activities to give people time to learn and understand the new tools. Each employee was given a tablet because we couldn’t assume that everyone 32

was used to using one. With my different background, this was difficult to understand for me at the beginning, because many people were not digitally-minded.”

The timing for Sara’s digital transformation was crucial.

The General Manager gave

33

“I’m a ver your wor you are pa

D , o l l a s s a V i ig Lu

34

o t d e t t i m m o c g n i e b n i r e v e i l e h c i h ry big b w n i e m a g a y a l p o t e v a h rk. You ” y g e t a r t s e h t f o t r a l Innovation igita

dD n a T IC f o r o t Direc

his commitment because he understood the benefits, as well as the risk of being left behind if the company continued with the same ICT systems. Luigi explained, “All the big players in the insurance world are undergoing digital transformation, so if Sara didn’t do the same, it would be too late within a few years. In the past, only businesses with pots of money could sustain the financial effort of digital transformation, but, today, with companies moving to the cloud, they can undergo digital transformation within budget.

This is only possible due to the cloud technology, as an upfront investment is no longer required, making it much more affordable.”

So, why choose Sara for your insurance needs? Luigi answered, “We keep a close eye on our competition. We are unique insofar as we are a small operation and work very fast. Our decision process is extremely efficient. We know that larger companies have ideas and strategies, but it will take longer for them to implement them. A competitor may have the same strategy as us, but we will differ in its implementation. This year, we are developing what we call our ‘magic flying carpet’.

Once we have completed the fundamentals, we will be able to develop new applications and a new business model for customers. We could not have done this kind of preparation with the old infrastructure. The change has enabled us to develop our

35

of Head of Group IT Infrastructure.

Luigi said, “At VimpelCom, there were around 40 different nationalities represented. My boss was from India, and I had colleagues from the Ukraine, Sweden… You name it! You learn many different things from a variety of cultures. We are all so very different.” services to enhance the customer experience.”

This celebration of the multicultural working environment is one of Luigi’s keys to a successful AI and machine learning have team, as well as a strong belief in played a huge part in enabling the the job you are undertaking. Luigi company to boost its efficiency. added, “I’m a very big believer in Luigi explained, “We started using being committed to your work. You this technology in a couple of ways. have to play a game in which you With automation, we were able are part of the strategy.” to cut down on time-consuming, expensive processes involving lots And as far as the future of the of individuals. In addition, AI has insurance world is concerned, Luigi allowed us to develop our fraud concluded, “The introduction of detection service.” the autonomous car is going to have a tremendous impact on the And Luigi is relishing the challenge industry.” of overseeing Sara’s digital transformation, drawing on It will be fascinating to see how his management experience insurers such as Sara provide of large teams in multi-cultural solutions for tomorrow’s environments. Prior to his move technological advances. to Rome, Luigi spent two years in Amsterdam at telecommunications For further information on Sara, company, VimpelCom, in the role visit www.sara.it

36

e h t f o n o i t c u d o r t n i a e “The v a h o t g n i o g s i r a c s u o m o � y r t s auton u d n i e h t n o t c a p m i s u o d tremen l Innovation a

Digit d n a T IC f o r , Directo

Luigi Vassallo

37

S P O RTS T EC H

The world’s first smart s

38

sports field has landed!

39

Imagine a sports field that could automatically track the number of athlet playing, hours of use and send maintenanc alerts when needed.

I

magine that it could then deliver in-depth reporting on executed maintenance and usage, allowing you to optimise scheduling, utilisation and care.

FieldTurf is a world leader in artificial turf with over 20,000 installations worldwide. The company’s new

40

FieldTurf Genius, powered by Intelligent Play, provides gamechanging technology designed to help maximise the longevity, playability and safety of a sports field, as well as allow facility owners to track maintenance, plan more efficiently, and monitor usage.

k tes e, ce

41

So, how does it work?

Well, two sensors are mounted to the facility lights or stadium press box and automatically process and convert the recordings into anonymous data for analysis.

Through advanced computer vision and deep learning algorithms, live field participation is translated into tangible data.

The system monitors all on-field activity and translates it into Equivalent Usage Hours (EUH). By determining a quantifiable usage amount, proper maintenance and usage recommendations can be made.

42

WATCH HOW IT WORKS

43

When the field reaches certain milestones, a maintenance alert is issued, indicating the needed service – brushing, aerating, raking or sweeping, for example.

After the maintenance is completed, an updated heatmap allows facility owners to track the efficiency of the session. A calendar and tracker help teams

plan and ensure their field receives the proper care based on its true usage.

Using the online dashboard, advanced facility reporting allows users easy access to field usage history, trends, planned and executed maintenance sessions, and detailed heatmaps.

“A calendar and tr plan and ensure thei proper care based o

44

Genius is the latest in FieldTurf’s innovations aiming to change the game for facility owners, providing athletes with the safety and performance they need to perform at their best, whilst giving field owners the durability they want to maximise the value of their investment.

Driven to continuously evolve the world of sports surfacing, whether its football, rugby or any other sport, Genius is a monumental advancement that promises to help shape the future of field management.

For further information on the FieldTurf Genius, visit www.fieldturf.com

racker help teams ir field receives the on its true usage�

45

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

Britain success battlefield scann

46

sfully trials AI in ning experiment.

47

Futuristic AI technolog could highlight battlef dangers has been recen in a mock urban battlef environment in Montrea by the British Army.

T

he cutting-edge military technology, known as SAPIENT, is capable of scanning battlefields for hidden enemy combatants, thus identifying potential threats for soldiers. Developed in the UK by the Defence Science and Technology Laboratory (Dstl), with the aim of using sensors to detect unseen dangers, SAPIENT is more efficient than manually scanning live feeds, and frees up more soldiers (who would usually man live video feeds) to be used for other military activities.

The UK and Canada maintain a close security partnership as part

48

of the so-called ‘Five Eyes’ alliance which also includes Australia, New Zealand and the United States. The exercise in Montreal also saw the testing of night vision technology, surveillance systems, and other experimental high-end military technologies such as robotic exoskeleton suits.

The UK government described SAPIENT as a ‘game-changing technology’, as Defence Minister, Stuart Andrew, said, “This British system can act as autonomous eyes in the urban battlefield. This technology can scan streets for enemy movements so troops can be ready for combat with quicker,

gy that field ntly tested field al, Canada,

49

“Current in-service tech requires troops to man feeds from systems sim CCTV cameras�

50

hnology n live milar to

more reliable information on attackers hiding around the corner.

Investing millions in advanced technology like this will give us the edge in future battles. It also puts us in a really strong position to benefit from similar projects run by our allies as we all strive for a more secure world.�

Current in-service technology requires troops to man live feeds from systems similar to CCTV cameras in order to monitor activity during complex urban operations.

SAPIENT alleviates this pressure placed on troops. The Ministry of Defence added, “SAPIENT technology takes that load off the soldier and reduces the risk of human error, as well as reducing troops in the operations room.�

Trials with Five Eyes partners include soldiers from each allied nation, and a similar exercise is due to be conducted in the UK in 2020.

The biggest military tech experiment of its kind in recent years, the three-week exercise involved more than 150 government

51

SAPIENT uses automation and AI to ensure that the military personnel are presented with detailed information during high-intensity combat operations

52

53

“AI being used for m purposes remains a controversial subje and industry scientists, as well as over 80 Canadian troops.

SAPIENT uses automation and AI to ensure that the military personnel are presented with detailed information during high-intensity combat operations, including information on unusual activity, such as people near a checkpoint or erratic behaviour.

Some of the sensors were actually carried by the soldiers, whilst others were placed on the ground as troops acted out various scenarios. In addition, a number of unmanned aerial and ground vehicles, along with soldier technologies, were used to relay information to an operations centre for analysis by

54

scientists and military personnel, while planes in the sky above Montreal sent autonomously refined information back to human operators below. The combination of technologies deployed by different nations made it possible to generate data that could be fed to troops and commanders, significantly enhancing situational awareness.

AI being used for military purposes remains a controversial subject. Some believe it should have no role, while others feel it must be developed to keep pace with other nations such as Russia and China, who are both investing heavily.

military a ect�

55

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

A STEPPIN

Tomorrow Street is innovation accelerato powerful growth en start-ups. CEO/Direc tells us 56

Written by Anna McMahon •

NG STONE

s Vodafone’s global or, providing a highly ngine for late-stage ctor Warrick Cramer s more.

Produced by Danielle Harris

57

It has been a year since Tomorrow Street was launc in a bid to support the next generation of strategic supp for Vodafone and its partne

I

Olivier Minaire/Silicon

nspired by CEO/Director Warrick Cramer’s entrepreneurial background, the company is committed to providing a platform to help late-stage start-ups change the world, as Warrick explained, “The next wave of innovation is going to come from small and more agile companies, so corporate businesses

Warrick Cramer talking at this year’s Arch Summit

58

need to find a way to collaborate effectively with small companies. This is where Tomorrow Street can assist.”

With many companies focusing on early-stage start-ups, helping microbusinesses to grow and develop, what makes Tomorrow Street stand out from the crowd is its emphasis on late-stage start-ups. Warrick said, “We decided to look a little later into the life of the start-up. They have real products and real customers, but they haven’t got any scale. We can help with this scalability aspect.

Vodafone operates over 26 different countries with over 50 partner markets, so we have the ability to scale smaller companies across our global footprint, allowing them to grow very quickly and attach them to real customers. I think that’s what is really beneficial about our model.”

ched, t pliers ers.

59

Excited about the mobile future? – Find out more about Kathrein’s Network Vision here.

We actively shape the connected world Kathrein is a specialist for reliable, high-quality communication technologies.

▪ Mobile communication outdoors and in buildings

▪ RFID/IoT track & trace solutions ▪ Satellite reception ▪ Broadcast technology

MOBILE COMMUNICATION

BUSINESS SOLUTIONS

Kathrein – a strategic partner of Vodafone since the early 1990s

▪ From 2G to broadband 5G next generation networks ▪ From supplying hardware to joint solution planning ▪ From startup to supporting startups with Tomorrow Street

Find out more about us at www.kathrein.com

60

IoT

SAT

BROADCAST

“We are dealing with late-stage start-ups that we bring into Luxembourg, sit with them, and pull all the resources that we need from within Vodafone” Warrick Cramer, CEO/Director

And by leveraging its position at the heart of Vodafone’s international network in Luxembourg, start-ups actually have the opportunity to rub shoulders with c-level executives.

Warrick explained, “Anyone who wants to do a deal with Vodafone has to come into Luxembourg, so it’s a magnet for suppliers. The most important thing for a start-up is those connections. How do they access big corporations and partner with

them? When c-level executives come in from large companies and talk and interact with the start-ups, it’s a really good opportunity to showcase ideas to key decision makers outside Vodafone. Likewise, a lot of c-levels don’t get access to small companies.

This way, they get to interact with them, which is quite valuable.”

With a special focus on Internet of Things, Artificial Intelligence, and 61

62

Olivier Minaire/Silicon

“We go through a huge amount of criteria in terms of looking at the organisations and really understanding them. If we feel we can work with them, we bring them in to Tomorrow Street, and help them as a partner to grow their business�

Warrick Cramer, CEO/Director

63

Cybersecurity, Tomorrow Street’s start-ups come from all around the world. Warrick said, “There’s nowhere in the world that we don’t look for them. We find them from a combination of word of mouth, events, corporate partners, investors, and social media. Because we are so focused, we have to throw the net

We help to industrialise the business to make it so solid that it can be pushed out anywhere across the globe. We really roll up our sleeves and get hands-on. We look at every component of the business and work out exactly what they need to do. We try to give them visibility, and they get to use the Vodafone brand by

“It is a combination of inter Vodafone and external peo are pulled together. Everyo something different to the out quite wide, as sometimes these companies are hidden and difficult to find. The more noise we make within Tomorrow Street, the better.

It helps because people can learn about what we are doing and how we differentiate ourselves from other programmes that exist. We are very unique in what we do.”

So, what makes Tomorrow Street so unique? Warrick answered, “We are dealing with late-stage start-ups that we bring into Luxembourg, sit with them, and pull all the resources that we need from within Vodafone.

64

saying that they are partnering with Tomorrow Street.”

To become a Tomorrow Street startup, however, there is a rigorous selection process. An internal team must first validate the business, carrying out heavy due diligence, before ensuring that it is a strategic fit. Warrick said, “We go through a huge amount of criteria in terms of looking at the organisations and really understanding them. If we feel we can work with them, we bring them in to Tomorrow Street, and help them as a partner to grow their business.”

rnal ople that one brings team�

Warrick Cramer, CEO/Director

65

Olivier Minaire/Silicon

The team behind Tomorrow Street is both passionate and experienced, with expertise across a broad range of corporate, entrepreneurial and technical domains. Warrick added, “It is a combination of internal Vodafone and external people that are pulled together. Everyone brings something different to the team. There is a wide range of skills and we all complement each other.”

The year 2018 saw the first Arch Summit event in May – the result of much hard work by the enthusiastic team at Tomorrow Street. Warrick explained, “The event was all about bridging the gap between startups and corporate businesses. It is always a struggle to find key decision makers for start-ups, so I decided to host our own event. I invited c-level executives from Vodafone’s supplier base, over 200 start-ups from over 30 countries, over 60 corporate exhibitors, and around 4,500 people attended the event. What was a great success for us was that startups were really dealing with key decision makers, right at the top of their various organisations. The overall enthusiasm was fantastic.

Hearing the Prime Minister and Deputy Prime Minister of Luxembourg promoting and encouraging startups, and making it easy for them 66

“The Arch bridging th and corpo to work within Luxembourg, was great. Generally speaking, for a first event, you don’t get that kind of attendance. The amount of people flying in to Luxembourg and staying here for three or four days showed that there is a real need for this type of activity.”

A follow-up event is being planned for 3rd and 4th April 2019, pulling in both c-level executives as speakers and a host of Vodafone executives from

Summit was all about he gap between start-ups orate businesses” Warrick Cramer, CEO/Director all the different markets. Warrick added, “Our first event was such a great success, not just for the startups, but also for our suppliers and Vodafone internally. You get a good sense when you see all these young companies – what they are working on, what risks they are taking, and how they plan to shape and change the world. It really gives fantastic insights. You can learn so much from them. Next year’s Arch Summit will be even bigger and better.”

There were three competitions that were open to start-ups over the course of the last Arch Summit. One was a disruptive competition – an open competition for start-ups disrupting their own respective industries (a startup called Verv, which offers its own smart home solution, took the prize of 150,000 euros) – while the other competitions focused on social impact and female empowerment. Warrick said, “The competitions created a great buzz, and I was really pleased 67

68

69

with the quality of the pitches. What we saw was a high level of maturity of the companies that were coming through.”

Tomorrow Street has also recently launched its own YouTube channel, Tomorrow Street TV, discussing the real-life challenges faced by both corporate organisations and

how to get into different countries, understanding what innovations they are working on to help companies at a local level to grow and take them to the next stage. There’s never a dull moment!”

We look forward to seeing what the next 12 months will bring for the talented team at Tomorrow Street,

“We have already expande Tomorrow Street into 27 co In just 12 months, we have very quickly globally” start-ups. Warrick said, “We are going to showcase a lot of the new technologies, and discuss what our suppliers are working on, which is really exciting. We have already expanded Tomorrow Street into 27 countries. In just 12 months, we have grown very quickly globally. We are now working on programmes on

70

with exciting plans already in the pipeline for Arch Summit 2019...

Watch this space, I say!

To view Tomorrow Street TV, simply follow this link

ed countries. e grown Warrick Cramer, CEO/Director

71

D ATA C E N T R E N E W S

Wor Posi

Is this a s

72

rld’s First Climate itive Data Centre

sign of things to come?

73

Data centres are known to be powerhungry beasts.

W

ith the drive for greener data centres and our increased efforts to use renewable energy, the launch of Sweden-based EcoDataCenter, the world’s first climate positive data centre, is perfectly timed. Being climate

74

positive means that there are no carbon emissions, and during operations, it even promotes the reduction of total carbon emissions.

Through a combination of advanced design thinking and

“The facility took four years of development, and by being integrated with the surrounding energy ecosystem, it can reuse the heat generated�

75

76

intelligent integration with the neighbouring energy ecosystem, EcoDataCentre is a pioneering data centre concept. The facility took four years of development, and by being integrated with the surrounding energy ecosystem, it can reuse the heat generated.

Heat from servers in data centres is usually not reused, but wasted and released into the surroundings, creating a heat island. This shift will enable data centres to work towards a sustainable future.

With its wasted heat used for local district heating networks and a wood pellet factory, EcoDataCentre even uses 100 per cent renewable green power.

Reuse of Data centre Heat All excess heat is reused by Falun Heat and Power plant, eliminating marginal production of heat with fossil fuels. That is why it is a climate positive data centre.

100% Renewable Power The electricity available at EcoDataCenter’s premises in Falun is 100% renewable. No fossil or nuclear power is available.

The electricity is provided from renewable sources with extremely low life cycle carbon dioxide emissions and a very competitive energy cost. It is connected to large regional hydroelectric power stations, nearby wind farms, and a combined heating and power (CHP) plant.

EcoDataCenter CEO, Lars Schedin, said, “The technical design of the data centre will be a crucial issue going forward, since it has a tremendous impact on both environment and costs, and we see a very large market for our technology.”

Schedin is confident in the company’s climate positive 77

PUE 1,15

PUE is the ratio between the total amount of ener that the computer equipment uses. Simply put, PU light and other overhead energy. A low PU

78

Energy Efficient Design Electrical and cooling systems have been designed for outstanding energy efficiency for a Tier IV uptime facility, with double, triple and quadruple redundant systems.

rgy a data centre uses and the amount of energy UE describes how much energy is used for cooling, UE number means high energy efficiency.

79

data centre approach, as well as Sweden’s position as a data centre hub, with several major players already setting up base here, including Facebook and Google.

EcoDataCenter’s Board of Directors Chairman, Lars Thunell, added, “Interest in the facility in Falun is enormous, and we have had visits from customers from around the world.”

Electrical and cooling systems have been designed with the highest possible energy efficiency. The result is an outstandingly good energy efficiency factor for a Tier IV facility, with a PUE as low as 1.15.

The combination of its green power, outstandingly good PUE and heat reuse add to this impressive facility’s uniqueness.

With the aim of securing the running of customers’ servers through double, triple and quadruple systems for power and cooling, offering solutions that include colocation and HPC, this forward-thinking data centre clearly provides cost and sustainability advantages that other facilities do not. Schedin added, “Everything points to it being a major success, and we are therefore counting on the need to build a large number of facilities of this type, both in Sweden and abroad, to successfully meet interest and demand.”

Research suggests data centres will suck up around a fifth of the world’s total energy production within the next 10 years, as a result of increasingly data-intensive dayto-day activities, so a renewable energy revolution appears to be the way to go. With fossil fuel sources still accounting for around two thirds of the world’s production of electricity, data centres are at risk at becoming one of the largest sources of carbon dioxide emissions if they fail to go green.

For further information on EcoDataCentre, visit www.ecodatacenter.uk

80

“Interest in the facility in Falun is enormous, and we have had visits from customers from around the world�

Lars Thunell, Board of Directors Chairman

81