MASTERING THE NET ZERO GAME

ISSUE 58 \ NOVEMBER 2023

MASTERING THE

NET ZERO GAME How AVEVA is paving the way for a greener future with technology

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CONTENTS

44 PRODUCTS

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HOW AVEVA IS PAVING THE WAY FOR A GREENER FUTURE WITH TECHNOLOGY

MASTERING THE NET ZERO GAME VIEWPOINT

INTERVIEWS

16 PROCEEDING WITH AI IN OT

22 UPPING THE ANTE

FEATURE

18 NEW FRONTIERS CASE STUDY

24 CHARTING THE COURSE PUBLISHED BY INSIGHT MEDIA & PUBLISHING LLC

26 TARGETING THE TOP SPOT 28 TRANSFORMING BANKING CYBERSECURITY 30 DRIVING EXCELLENCE BEACON OF 32 AINNOVATION

34 ICT AWARDS 2023

6 NEWS MICROSOFT’S SATYA NADELLA HIGHLIGHTS AI INNOVATIONS SHAPING THE UAE’S ECONOMY DURING VISIT VMWARE COLLABORATES WITH INTEL TO UNLOCK PRIVATE AI EVERYWHERE MICROSOFT USES ORACLE CLOUD FOR BING CONVERSATIONAL SEARCH GARTNER FORECASTS WORLDWIDE PUBLIC CLOUD END-USER SPENDING TO REACH $679 BILLION IN 2024

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EDITORIAL

UNLEASHING THE POWER OF GENAI

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ast month, I had the privilege of attending two major conferences – Lenovo’s TechWorld in Austin and SAP TechEd in Bangalore. Both of these events were dominated by demonstrations and discussions around GenAI. In my recent memory, I can’t think of any other technology that has generated as much interest as GenAI. The term AI was coined 67 years ago, and this is the third wave of AI, which large language models are largely driving, sometimes called foundation models.

Lenovo has laid out its vision of “AI for All,” and it is actively progressing towards establishing a hybrid AI framework. This framework envisions the coexistence of public, private, and personal foundation models, ensuring that AI becomes accessible to a wide audience.

In parallel development, SAP has committed to transforming every developer into an AI developer. The company has made significant strides in this domain, including the introduction of an AI co-pilot feature integrated into all its applications.

For enterprises embarking on projects involving GenAI use cases, selecting the appropriate LLM

is a critical challenge. The landscape presents many options, encompassing both closed-source and open-source alternatives. While some vendors are now providing turnkey AI solutions and infrastructure, it’s essential to recognise that GenAI aligns differently from a plug-and-play approach.

To navigate this terrain effectively, organisations must engage in a due diligence process, which entails the identification of the most suitable model for their specific needs, followed by dedicated efforts in model training and validation. Only by undertaking these crucial steps can an enterprise ensure that they are equipped for the journey ahead in the realm of GenAI, where customised and robust solutions can truly thrive and deliver meaningful results.

In this particular edition, we’ve engaged in insightful conversations with industry experts who deeply understand LLMs. These experts have not only shed light on the intricacies of LLMs but have also shared valuable insights on how these powerful tools can be harnessed in a highly effective manner to steer and catalyse your GenAI journey.

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While the publisher has made all efforts to ensure the accuracy of information in this magazine, they will not be held responsible for any errors

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MICROSOFT’S SATYA NADELLA HIGHLIGHTS AI INNOVATIONS SHAPING THE UAE’S ECONOMY DURING VISIT

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icrosoft Chairman and Chief Executive Officer Satya Nadella visited the UAE today to experience first-hand how the latest advancements in cloud and AI are supporting UAE organisations across every industry. While speaking at the Microsoft ‘AI, a New Era’ event, Nadella met with local business leaders, government officials and developers and emphasized the role of AI in unlocking new opportunities to accelerate the UAE’s digital economy and transforming the lives of its people.

“This new age of AI will drive innovation and has the potential to expand opportunity and growth around the world – including in the UAE,” said Satya Nadella, Chairman and CEO, Microsoft. “It’s inspiring to see 6

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so many developers and businesses in the Emirates already applying AI to address business and societal challenges.”

Microsoft has had a presence in the UAE for more than 30 years and chose the country as the location for its first data centres in the Middle East. Microsoft’s cloud regions are considered a key driver behind the country’s digital transformation, serving as foundations for the deployment of modern technologies, including AI. A PwC report has predicted a US$320 billion AI industry in the Middle East by 2030 and singled out the UAE as likely to have the largest percentage share for AI in its economy out of any nation in the region: close to 14% of 2030 GDP. During his keynote, Nadella

announced the upcoming availability of Azure OpenAI Service from the company’s UAE cloud datacentres.

The service, which will be available later this month, provides access to a suite of powerful AI models, including GPT-4, Codex, and DALL-E 2, which can be used to develop innovative AI applications such as virtual assistants, content generation, code generation, image editing tools, and more.

He highlighted some of the ways UAE organisations are leading AI transformation and innovation in key industries: • The UAE Ministry of Education is partnering with local start-up ASI, founded by 20-year-old Quddus Pativada, to develop a personalised AI tutor which will act as an Arabic and English study companion for UAE students to help them improve their learning beyond the classroom.

The tutor will be rolled out across the UAE’s schools. The partnership aligns with the ministry’s drive to incorporate AI into the educational system, announced during the World Government Summit (WGS) 2023.

• The Department of Health in Abu Dhabi is developing a unified, digital experience for patients, which will allow them to provide holistic, on demand healthcare services in the emirate of Abu Dhabi. An AI powered patient assistant, running on Azure, will provide instant access to unified medical records and make searching for a doctor and scheduling appointments effortless.

• G42 released a Large Language Arabic Model, Jais, which will be available through Azure Services and will boost the ability to create original Arabic content for close to 100 million underserviced Arabic language internet users.

• DeepOpinion, co-founded by Dr. Ahmed Al-Ali, is embedding AI models in existing automation workflows running on Microsoft Azure and integrating with Microsoft Power Platform, allowing organisations to reduce repetitive tasks and reduce workplace accidents caused by human error.

VMWARE COLLABORATES WITH INTEL TO UNLOCK PRIVATE AI EVERYWHERE

scientific discovery and enrich business and consumer services.

More than 300,000 customers deploy VMware Cloud globally, and VMware virtualisation software is deployed nearly everywhere in the enterprise where data is created, processed, or consumed. This makes VMware Cloud a fast means to bring

AI-accelerated compute and models to wherever business gets done.

Similarly, Intel offers open, scalable and trusted solutions to hundreds of thousands of customers. The ubiquity of VMware and Intel products in the enterprise is a powerful combination which will increase the accessibility of data science, enable organisations globally to adopt Private AI, an architectural approach that aims to balance the business gains from AI with the practical privacy and compliance needs.

“When it comes to AI, there is no longer any reason to debate tradeoffs in choice, privacy, and control.

Private AI empowers customers with all three, enabling them to accelerate AI adoption while future-proofing their AI infrastructure,” said Chris Wolf, vice president of VMware AI Labs.

“VMware Private AI with Intel will help our mutual customers dramatically increase worker productivity, ignite transformation across major business functions, and drive economic impact.”

Bing conversational search requires powerful clusters of computing infrastructure that support the evaluation and analysis of search results that are conducted by Bing’s inference model.

“Generative AI is a monumental technological leap and Oracle is enabling Microsoft and thousands of other businesses to build and run new products with our OCI AI capabilities,” said Karan Batta, senior vice president, Oracle Cloud Infrastructure. “By furthering our collaboration with Microsoft, we are able to help bring new experiences to more people around the world.”

“Microsoft Bing is leveraging the latest advancements in AI to provide a dramatically better search experience for people across the world,” said Divya Kumar, global head of marketing for Search & AI at Microsoft. “Our collaboration with Oracle and use of Oracle Cloud Infrastructure along with our Microsoft Azure AI infrastructure, will expand access to customers and improve the speed of many of our search results.”

Inference models require thousands of compute and storage instances and tens of thousands of GPUs that can operate in parallel as a single supercomputer over a multi-terabit network.

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Mware announced a collaboration with Intel to extend the companies’ more than two decades of innovation to help customers accelerate the adoption of artificial intelligence (AI) and enable private AI everywhere – across data centres, public clouds, and edge environments. VMware and Intel are working to deliver a jointly validated AI stack that will enable customers to use their existing general-purpose VMware and Intel infrastructure and open-source software to simplify building and deploying AI models.

The combination of VMware Cloud Foundation and Intel’s AI software suite, Intel Xeon processors with built-in AI accelerators, and Intel Max Series GPUs, will deliver a validated and benchmarked AI stack for data preparation, model training, finetuning and inferencing to accelerate

MICROSOFT USES ORACLE CLOUD FOR BING CONVERSATIONAL SEARCH

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racle announced a multi-year agreement with Microsoft to support the explosive growth of AI services. Microsoft is using Oracle Cloud Infrastructure (OCI) AI infrastructure, along with Microsoft Azure AI infrastructure, for inferencing of AI models that are being optimised to power Microsoft Bing conversational searches daily. Leveraging the Oracle Interconnect for Microsoft Azure, Microsoft is able to use managed services like Azure Kubernetes Service (AKS) to orchestrate OCI Compute at massive scale to support increasing demand for Bing conversational search.

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HUAWEI CONNECTS 90 MILLION PEOPLE IN REMOTE AREAS OF 80 COUNTRIES

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uawei announced that it has connected 90 million people in remote areas, surpassing 75% of its target to connect 120 million people in 80 countries by 2025, part of its commitment to the ITU Partner2Connect (P2C) Digital Coalition initiative.

According to the ITU, 2.6 billion people remain unconnected, down by 100 million since 2022. Huawei’s ICT solutions have brought 30 million people online since making the pledge last year. In total, Huawei’s solutions have brought connectivity to 90 million people in remote areas of nearly 80 countries. Thirty-four of those are on the UN’s list of the world’s 46 least developed countries. Huawei has developed a series of ICT solutions for rural and urban areas, such as RuralStar and RuralLink, that are helping to meet the growing voice and data needs of unconnected people whilst reducing operator’s timescale for return on investment to just a couple of years for rural network deployment.

Connectivity is playing an important role in every aspect of our lives. Digital technologies can play a critical role in reducing poverty, improving healthcare, and protecting the environment.

Speaking at Huawei’s third “Sustainability Forum: Thriving Together with Tech for Sustainable 8

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Development”, Huawei Chairman of the Board, Liang Hua, highlighted that “Next-generation digital infrastructure, like connectivity and computing power, are as vital to driving socioeconomic development as our physical infrastructure, just like roads. This new infrastructure will be crucial to sustainable development for all of society,” Dr. Liang said. “Computing is a core driver of productivity in the digital economy. Faster rollout of computing infrastructure will help speed up digital transition in many industries, and promote deeper integration of the digital and real economies. This can further promote global economic stability and sustainable development.”

Adding to Dr. Liang’s comment, Doreen Bogdan-Martin, the SecretaryGeneral of ITU, said: “Let’s not choose between tech and sustainable development. We need both! Let’s thrive together with tech. Let’s build a digital future that advances progress for people and planet.”

Information and communication technologies are helping to accelerate progress towards all of the United Nations Sustainable Development Goals (SDGs). Robust and affordable ICT infrastructure and services help countries to engage in the digital economy and boost their economic competitiveness.

During Huawei’s third Sustainability Forum, examples of these economic benefits were showcased with live connections to four different rural initiatives recently brought online.

These projects showcased a range of innovative digital solutions that are helping to create business value while protecting the environment, helping to promote sustainable development globally.

In Ghana, for example, Huawei has collaborated with the government in providing voice and data services to 3.5 million people in 172 rural areas. This has increased the coverage from 83% to 95% of the country.

In Yunnan province, southwestern China, improved digital infrastructure and the enabling of digital technologies are supporting the development of new business models. Heshun Town, an ancient town in Tengchong City in southwestern Yunnan, launched its smart tourism project in 2020. The project has boosted tourism and the economy of Tengchong City has grown, with GDP in 2022 increasing by 5.6% YoY to CNY 34.8 billion.

In order to support young visionaries in developing innovative community-driven projects, Huawei and the ITU today also launched the “ITU Generation Connect x Huawei Young Leaders” fellowship. This programme will provide funding for 30 young people each year, for three consecutive years, to make a real impact in their communities.

The fellowship will empower young people in vulnerable situations to develop innovative projects for a more inclusive and empowered digital future for everyone.

Jeff Wang, President of Huawei’s Public Affairs and Communications Department, noted: “Huawei is proud to partner with ITU for this important cause and to see young visionaries making a tangible impact for digital inclusion all across the world. The support that participants will receive includes financial contributions to their projects, mentoring from ITU and Huawei experts, and opportunities to participate in joint events.”

GARTNER FORECASTS WORLDWIDE PUBLIC CLOUD END-USER SPENDING TO REACH $679 BILLION IN 2024

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orldwide end-user spending on public cloud services is forecast to grow 20.4% to total $678.8 billion in 2024, up from $563.6 billion in 2023, according to the latest forecast from Gartner, Inc. “Cloud has become essentially indispensable,” said Sid Nag, Vice President Analyst at Gartner.

“However, that doesn’t mean cloud innovation can stop or even slow.

The tables are turning for cloud providers as cloud models no longer drive business outcomes, but rather, business outcomes shape cloud models.”

“For example, organisations deploying generative AI (GenAI) services will look to the public cloud, given the scale of the infrastructure required,” said Nag. “However, to deploy GenAI effectively, these organisations will require cloud providers to address nontechnical issues related to cost, economics, sovereignty, privacy and sustainability. Hyperscalers that support these needs will be able to capture a brand-new revenue

opportunity as GenAI adoption grows.”

All segments of the cloud market are expected see growth in 2024.

Infrastructureas-a-service (IaaS) is forecast to experience the highest enduser spending growth in 2024 at 26.6%, followed by platform-as-aservice (PaaS) at 21.5%.

Another key trend driving cloud spending is the continued rise of industry cloud platforms. Industry cloud platforms address industry-relevant business outcomes by combining underlying software-as-a-service (SaaS), PaaS and IaaS services into a wholeproduct offering with composable capabilities. Gartner predicts that by 2027, more than 70% of enterprises will use industry cloud platforms to accelerate their business initiatives, up from less than 15% in 2023.

“GenAI adoption will also support the growth in industry cloud platforms,” said Nag. “GenAI models that are applicable across diverse industry verticals might require significant customisation, affecting scalability and cost-effectiveness.

Public cloud providers can position themselves as partners in the responsible and tailored adoption of GenAI by building on the same approaches applied to industry clouds, sovereign clouds and distributed clouds.”

Gartner clients can learn more in “Forecast: Public Cloud Services, Worldwide, 2021-2027, 3Q23 Update.”

WEBEX BY CISCO ANNOUNCES AI-POWERED SOLUTIONS

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tress and burnout are common in the workplace, and even more so within contact centre employees. In fact, a study found agent turnover is twice that of any other profession and that burnout causes 50% of agent turnover within contact centres. This costs businesses with 100 agents $4.8M each year on average. To combat this, Webex by Cisco (NASDAQ: CSCO), a leading provider of collaboration and contact centre technologies powering hybrid work and customer experience, today announced new AI-powered capabilities in Webex Contact Centre.

These new capabilities aim to help improve agent well-being and productivity, resulting in exceptional customer experiences.

“At Webex, we are embracing agent wellness as a core value to contribute to a more compassionate, inclusive and progressive business culture,” said Jeetu Patel, Executive Vice President and General Manager, Security and Collaboration, Cisco. “Our commitment to nurturing the well-being of agents means that businesses can build a foundation for growth, empower innovation and provide exceptional experiences to their customers.”

Purpose-Built AI in Webex Contact Centre Helps Agents and Customers For over two decades, Webex has provided contact centre solutions that power the customer service function of some of the world’s largest customer-centric brands. Within Webex Contact Centre, new AI-powered capabilities that aim to improve agent well-being and productivity, while simultaneously improving customer experiences, will include: • AI-powered agent burnout detection allows businesses to proactively address agent well-being by enabling automated breaks, such as a Thrive Reset, and real-time coaching after challenging customer interactions.

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from back-office employees during issue escalation Webex Customer Experience Essentials is designed specifically for customer service-oriented industries and is available for purchase for Webex Calling users.

• Suggested responses uses generative AI to automatically suggest responses to increase agent productivity when responding to customer inquiries on digital channels.

• Conversation summaries and wrap-ups provide agents with a clear summarisation of issues and resolutions already explored via self-service and a summary of the call or chat to both the agent and customer once it ends. Agent wrap ups automatically generate wrap up codes and actions following every customer interaction, eliminating an average of five minutes for the agent.

• Coaching highlights generates a dashboard for supervisors showing highest and lowest customer-rated interactions. It then automatically summarizes the interactions with the best ratings and provides supervisors with coaching tips based on those findings to train fellow employees.

Conversely, highlights from the lowestrated interactions are captured to then coach lower-performing agents to foster improvement across the board.

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Introducing Webex Customer Experience Essentials Great customer experiences are essential for businesses of all sizes.

As employees beyond the contact centre become increasingly critical to resolve customer needs, organisations are challenged with how to connect these answer-holding employees to the customer experience journey. Also critical is ensuring every interaction is exceptional and personalised. To help solve this, Webex is introducing Webex Customer Experience Essentials to help employees throughout the organisation deliver the best possible customer experience. Webex Customer Experience Essentials brings the core fundamental capabilities of the Webex Contact Centre to Webex Calling users, enabling: • Employees outside the contact centre to become specialised agents, leading to faster issue resolution and improved customer satisfaction (removing the potential need for a call back) • A better understanding of customer issues that need escalation outside of the contact centre • A streamlined contextual engagement

Integrating Thrive Reset to Empower Contact Centre Agents and Reduce Burnout Webex is expanding its partnership with Thrive Global, the behavior-change technology company founded by Arianna Huffington, to bring Thrive Reset into the agent flow of work, reducing agent attrition and enabling greater agent productivity with Thrive Reset for Webex Contact Centre.

Thrive Reset allows agents to break the cycle of cumulative stress and move from the sympathetic to the parasympathetic nervous system, reducing the rush of cortisol through the body. Thrive’s library consists of hundreds of 60-second Reset videos— stretching, breathing, mindfulness and gratitude breaks along with calming visuals, awe-inspiring natural landscapes and the latest stress-relief techniques— each with a guided breathing bubble that helps users inhale, exhale and bring themselves back to centre before their next customer interaction. Thrive Global’s partnership with Universal Music Group to license Universal music for Thrive Reset makes them even more engaging, personalised and effective.

Webex and Thrive Global will use insights from real-time AI technology built by Webex to offer agents an opportunity to reflect, recharge and break the cycle of cumulative stress.

Once Webex’s AI-based agent burnout analysis detects situations that lead to burnout, the agent is automatically set up for a break and served a 60-second Thrive Reset video to help them reset and relax before their next call. As a result, the next customer in line is handled by an agent who is recharged and better prepared to deliver great service, instead of one coming directly from a stressful experience.

SEWA DIGITALLY TRANSFORMS WITH SAP TO DELIVER SMART SOLUTIONS

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harjah Electricity, Water and Gas Authority (SEWA) has announced its successful digital transformation powered by global technology company SAP SE. By implementing a comprehensive portfolio of SAP solutions including enterprise resource planning (ERP), HR management and industryspecific applications, SEWA will automate business processes, increase efficiencies and visibility over all areas of operations, and enhance services to employees, customers and partners.

Among the solutions that have been deployed are SAP S/4HANA, an ERP solution, industry specific modules such as IS Utilities, SAP Asset Manager, SAP Business Technology Platform, and for human resource management, SAP SuccessFactors.

As the first utilities organisation in the UAE running live on SAP S/4HANA, the implementation was exceptionally accelerated and leveraged SAP Model

Company for Utilities. The project also aligns SEWA with UAE government’s digitalisation strategy and includes integration with government entities such as Digital Sharjah.

H.E. Abdullah Abdul Rahman Muhammad Obaid Al Shamsi, Director-General of SEWA, commented, “The digital transformation is in line with SEWA’s motto of being ‘reliable, efficient and sustainable’ in all our actions. Leveraging SAP’s advanced technologies and global best industry practices, this transformation ensures we continue to enhance our services, increase efficiency, and attain the highest possible quality and safety standards. The benefits of real-time reporting, reduced month-end closing time, and automating processes to ensure bill accuracy and provide a seamless mobile experience, including appbased meter reading, will benefit our customers directly. Automation will also enable our employees to focus

on their core functions, while the deployment of SAP SuccessFactors aims to enhance our employee experience and development, ensuring we have an engaged and motivated team.”

SEWA selected SAP Services to implement the solutions due to its deep expertise in the utilities sector as well as its focus on embedding sustainability metrics in its solutions. Executives from SEWA and SAP announced the successful deployment during this week’s WETEX event, the region’s largest sustainability and clean energy technology exhibition.

Sergio Maccotta, Senior Vice President SAP Middle East and Africa – South, commented, “SAP worked very closely with the SEWA team to create an innovative roadmap and transformation strategy, which will realise immediate benefits by delivering a smarter experience for customers and employees. With this digital transformation, SEWA has positioned itself for success in an increasingly data-driven and customercentric world, in alignment with the UAE’s digital transformation goals.”

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COVER STORY

NAVIGATING TOWARDS A

GREENER FUTURE LISA WEE, AVEVA’S GLOBAL HEAD OF SUSTAINABILITY, EXPLORES THE INTERSECTION OF TECHNOLOGY AND SUSTAINABILITY, AND AVEVA’S CONTRIBUTION TO DECARBONIZATION.

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hat role does technology play in driving sustainability efforts?

It is a big but important question, and it’s why I’m so excited about the work I get to do. In essence, sustainability revolves around achieving more with less and ensuring that we can forge a

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brighter future that respects planetary boundaries. I believe harnessing technological solutions is imperative to drive progress towards this better future, particularly within various industries. As we go about our lives, relying on essential resources, the challenge lies in elevating the quality of life for everyone while adhering to

sustainable practices. Technology has a huge role to play in achieving this goal.

What are some of the key sustainability goals and targets that AVEVA plans to focus on in the coming year?

AVEVA is deeply committed to an ambitious sustainability agenda that

spans a wide spectrum of initiatives.

Our approach is multifaceted, encompassing various aspects of our business and value chain. Firstly, we place significant emphasis on how we operate as a company and our dedication to modeling environmental and ethical stewardship. This dimension is what we refer to as our “operational footprint”.

Moreover, we recognise that our core business, technology, plays a pivotal role in shaping the sustainability landscape. We refer to this as our “technology handprint,” where we actively work to ensure that our solutions empower industries to embrace circular practices, decarbonise, and enhance resilience.

Additionally, because we are a technology business ourselves, we are talent-driven and talent-focused. Our “inclusive culture” pillar underscores our commitment to fostering an environment where everyone feels welcome and valued. This, in turn, ties back to our technology handprint, as we firmly believe that diversity and inclusion fuel innovation.

To support our customers on their decarbonisation journey, we are driven to lead by example. We’ve established a set of 15 goals to achieve by 2025, and I’m proud of the progress we’ve already made towards these goals.

We’ve done a lot to reduce our scope one and scope two emissions, which are associated with our own operations and the energy we purchase to support our facilities and offices, for example.

We’ve achieved a 93% reduction there.

However, our primary focus is now on our scope three emissions because, as part of our ambition, we aim to decarbonise our entire value chain.

We are also working to ensure that our software is designed with green principles in mind and that we measure its energy consumption. To achieve this, we have labs in our R&D centres in India and California. Our customers, especially in the energy sector, are transitioning to future fuels, and we

WE’VE ESTABLISHED A SET OF 15 GOALS TO ACHIEVE BY 2025, AND I’M PROUD OF THE PROGRESS WE’VE ALREADY MADE TOWARDS THESE GOALS. WE’VE DONE A LOT TO REDUCE OUR SCOPE ONE AND SCOPE TWO EMISSIONS, WHICH ARE ASSOCIATED WITH OUR OWN OPERATIONS AND THE ENERGY WE PURCHASE TO SUPPORT OUR FACILITIES AND OFFICES, FOR EXAMPLE. need to ensure that our solutions can support them in that transition. So we are constantly working to make sure that our solutions are both lowcarbon by design and fit for the energy transition in terms of the capabilities they provide.

How has AVEVA integrated sustainability into its core product strategy, and what specific sustainability capabilities have been added to your software portfolio?

If we consider the ongoing energy transition we just discussed, our primary focus revolves around assisting energy providers in decarbonising their existing assets and value chains. We’re also dedicated to expediting the adoption of renewable technologies, such as wind, solar and biofuels, and even exploring emerging technologies like small modular nuclear reactors. Furthermore, our efforts extend to pushing the boundaries of the current energy system, by

supporting large-scale carbon capture, the widespread production of green hydrogen, and the development of advanced synthetic fuels.

Within these realms, the AVEVA portfolio is actively contributing to progress. Our collaboration with Repsol, a multinational energy company based in Spain, is a case in point. They harness AVEVA’s Process Optimisation and PI Vision tools to optimise their energy and utility usage, contributing to a 20% drop in annual carbon dioxide emissions at the Coruña refinery.

AVEVA PI System is also being used by many of our customers to achieve their sustainability objectives, playing a crucial role in collecting consistent and reliable real-time data. This is especially vital in the renewable energy sector, where the solution is helping prevent asset failures, minimise equipment downtime and balance fluctuations in supply and demand. Dominion Power, for example, identified and prevented 42 potential equipment failures in just one year and achieved a 50% increase in speed-tomarket of vital environmental data.

Is AI in the context of sustainability something that excites you?

AVEVA has an established Center of Excellence dedicated to artificial intelligence. We are increasingly focusing on how AI can be harnessed and deployed to drive sustainability.

In the context of the ongoing energy transition, AI has a significant role to play in making technologies that may not currently be economically viable more cost-effective and scalable.

Within the context of the AVEVA portfolio, we are looking at how AI can support the development of green hydrogen and carbon capture at scale.

AVEVA Process Simulation, for example, assists engineers in the early stages of design by allowing them to map out processes and identify ways to meet both profitability and environmental objectives.

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We’ve already incorporated additional libraries for electrolyzers and renewables into the solution.

This empowers engineers to plan and optimise green hydrogen facilities, considering factors like weather patterns and the variability associated with wind and solar resources. Now we are looking at adding AI-infused modeling capabilities to speed up and improve the optimisation process, something we have already done for carbon capture.

However, it’s crucial to emphasize that the quality of underlying data remains paramount. AI models require proper training on high-quality data to unleash their full potential. While AI holds immense promise, we also recognise that addressing the climate crisis requires a holistic approach that encompasses not only technology but also human factors. It’s a complex challenge that demands a multifaceted solution.

Can you provide examples of the innovative sustainability concepts delivered during AVEVA’s hackathons?

We have been hosting hackathons for a while now, and we believe it’s an excellent way to tap into our pool of homegrown talent. These events bring together individuals to brainstorm and innovate across various topics, with sustainability consistently ranking among the most popular.

A noteworthy example from last year’s hackathon involved addressing the readiness of our solutions for green hydrogen. This initiative resulted in identifying how capabilities from across the AVEVA portfolio could be leveraged and integrated to support end-to-end efficiency across the green hydrogen value chain.

More recently, we’ve placed a growing emphasis on solar energy.

As our customers increasingly venture into solar farm projects, we’re dedicated to ensuring that our solutions can effectively support them in this endeavor, including electric vehicle charging infrastructure.

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How does AVEVA measure the impact of its sustainability framework and program, and what are the key metrics used?

Once again, it depends on the goal, and we are aligned with global standards for impact measurement. When it comes to our climate initiatives, we follow the GHG Protocol. Our goals and targets are focused on becoming net-zero ready by 2025. We’ve also set objectives related to business travel emissions, aiming for at least a 20% reduction to avoid a post-COVID bounce back. These targets ladder up to our 2030 goal, validated by the Science Based Targets initiative, which is to reduce AVEVA’s overall emissions in line with the highest level of ambition under the Paris Agreement.

Furthermore, we’ve established goals for our product portfolio.

Currently, we’re conducting maturity assessments for our products to evaluate their progress in green product design principles. In a broader context, we’ve been actively engaging with our supply chain to ensure our suppliers understand our

COP HAS UNDENIABLY GROWN IN SIGNIFICANCE AND STANDS OUT AS A UNIQUE FORUM. CLIMATE CHANGE IS A GLOBAL ISSUE, TRANSCENDING BORDERS AS POLLUTION AND CO2 EMISSIONS KNOW NO BOUNDARIES. HENCE, A GLOBAL DISCUSSION IS IMPERATIVE. IT’S CRUCIAL TO CONVENE LEADERS WHO CAN MAKE COMMITMENTS AND DRIVE PROGRESS IN THIS AREA.

environmental commitments and ESG goals. So, indeed, we’ve set a variety of measurable objectives to drive sustainability.

How do you view your role in addressing climate change at an international event like COP28?

I’m thrilled about this opportunity.

It’s always an immense privilege to participate in these discussions. COP has undeniably grown in significance and stands out as a unique forum.

Climate change is a global issue, transcending borders as pollution and CO2 emissions know no boundaries.

Hence, a global discussion is imperative. It’s crucial to convene leaders who can make commitments and drive progress in this area.

Over the years, I’ve observed that business entities have evolved into advocates within the COP framework.

They are actively playing an advocacy role, pushing for necessary changes and an acceleration of the climate agenda. Companies are also taking proactive steps, not waiting for regulations, and are spearheading initiatives to electrify their vehicle fleets and help decarbonise their local grids. They are also exploring collaborative efforts across businesses.

One example of public-private partnership we’re involved in is the First Movers Coalition. Initially established by the World Economic Forum and the US State Department, it has gained support from governments worldwide and numerous businesses.

The core commitment of this coalition is to signal a willingness to pay a premium for environmentally friendly products that can drive change. For us, it involves committing to purchase the next generation of sustainable aviation fuel. This commitment aims to send a strong demand signal from the corporate sector, emphasising the need for these new technologies.

Currently, we have supply limitations, so it’s crucial to ensure there is substantial demand and support for these innovations on the horizon.

EXPERT ADVICE

VIEWPOINT

PROCEEDING WITH AI IN OT AI IN OT IS OK, AS LONG AS YOU LOOK BEFORE YOU LEAP, WRITES SERTAN SELCUK, VP FOR METAP & CIS AT OPSWAT.

T

he increasing popularity of the Industrial Internet of Things (IIoT) has led to a merger of information technology (IT) and operational technology (OT). And as the region’s heavy industry sectors (oil and gas, utilities, manufacturing, and others) align themselves with initiatives such as the UAE’s Operation 300bn, they will wade ever deeper into the IT/OT crossover and expose themselves to the ravages of cybercriminals and a range of other risks.

In OT, repetition and consistency are watchwords. Duplication of inputs and outputs are bread and butter to AI and its cousin, automation. When something goes wrong in IT, though, consequences are limited to the loss of data. While this may be financially disastrous it does not compare to the potential loss of life or pollution of the environment that accompany OT errors. Split-second decision-making is another characteristic of automated systems, but this must be tempered by human wisdom as the consequences of misprocessing are too great.

Already we see how AI’s incorporation into OT bears a risk that goes beyond classic cybersecurity. Microsoft has released a blueprint for AI governance to address such issues and the UAE’s AI ministry speaks out often on ethics as it relates to the field. Red team/ blue team exercises must be deployed to find vulnerabilities and learn how to defend against them. These drills can help enterprises understand another risk AI poses: cyber-attackers often use it. Red teams should leverage tools to expose weaknesses. AI could also help blue teams identify attack vectors, highlight hidden vulnerabilities, or even shut down an assault. Lessons learned during red-blue drills can be used to form 16

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new policies and target investments on the best defense tools available for protecting critical infrastructure.

Another benefit of AI to the OT security function is as an automated SOC analyst.

AI is a data-churner by trade, so it can review logs and real-time telemetry feeds for anomalies and assess these discoveries alongside rule sets from various OT systems. It can then flag dangers and suggest actions (or, in certain circumstances, even take them).

There are prevailing skills gaps in OT and cybersecurity, and people who are wellversed in both are rare indeed. AI tools could be critical in minimising the white noise of alerts and in bringing muchneeded asset visibility and gap-plugging knowledge to security teams. This setup makes for a much more efficient SOC, with analysts that are free to hunt threats rather than react to them.

On the benefits side of AI, industrial organisations can build intricate replicas of their OT environments, which has extraordinary implications for the health and safety of humans. Digital twins of power plants or nuclear reactors allow human specialists to take leisurely strolls through hazardous environments. And AI can also be used to stress test or optimise the OT environment. Under normal circumstances, it would be impossible to experiment with, for example, a different-sized pipe in a critical infrastructure setup, but a digital twin will only fail virtually. And it will yield useful data when it does so. Over time, operations teams can find ways to increase throughput or minimise downtime.

Once again, however, we must defer to the judgement of human experts.

Digital twins will be a great and novel source of data and a safe way to test the previously untestable. But other physical tests may be required before trusting the

idea enough to apply it in the real world.

Application of AI technology in OT will likely be on a softly-softly basis while long-term AI governance plans and riskmanagement frameworks are shaped and implemented.

So far, we have dealt only with direct risks to OT, either from its adoption or from its use by cyberthreat gangs. But OT can also be hit indirectly through its convergence with IT. AI is the darling of IT, and incidents like the US Colonial Pipeline attack show us that IT’s compromise by ransomware can halt OT operations — an entire continental fuel supply in the case of Colonial. This means that even if OT teams are steering clear of all things AI, they cannot ignore its impact. Checks and balances must be put in place. Perhaps an organisation will limit adoption to less critical areas to preserve the uptime of critical systems.

OT lab tests must be air-gapped — conducted in environments where no node is connected to the public Internet.

Closed AI, built on secure internal data, will allow the leveraging of generative AI and other AI technologies in a riskmitigating way.

AI has benefits; AI has risks.

Both statements are obvious and inarguable. But we cannot jump into implementation without due regard for risk; and it would be foolhardy to eschew AI entirely just to remain safe, especially since the merger between IT and OT takes this option off the table. We must adjust to AI as an indispensable part of business in the regional industrial sector. We must tread carefully, learn, mature, and eventually profit.

FEATURE

NEW FRONTIERS LARGE LANGUAGE MODELS AND THEIR IMPACT ON THE UNFOLDING AI REVOLUTION

I

n the rapidly evolving landscape of artificial intelligence, one technological innovation has captured the world’s attention: large language models. These foundational models, built upon vast amounts of text data and sophisticated algorithms, have revolutionised the way we interact with technology. From powering chatbots and virtual assistants to generating humanlike text and aiding in complex problemsolving, LLMs are at the forefront of the AI revolution.

Prominent examples of large language models include OpenAI’s GPT series, Google’s BERT, and Facebook’s RoBERTa. These models have demonstrated impressive performance

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in various NLP tasks and have contributed to significant advancements in the field of AI and human-computer interaction.

Large Language Models leverage machine learning algorithms, particularly deep learning methods, and are trained by feeding them an enormous amount of data. This data is usually collected by scraping large content from the internet, enabling LLMs to establish relationships between words and encapsulate knowledge. Later, this knowledge can be used to generate human-like text or language.

“LLMs are, therefore, commonly associated with generative AI, as they are typically designed for the creation of

text-based content. LLMs can execute a range of tasks related to natural language processing (NLP), such as summarisation, language translation, sentiment analysis, code debugging/ generation, and answering questions.

LLMs are related to neural networks (NNs), which are computational systems inspired by the human brain,” says Neamat El Gayar, Program Director MSc AI, School of Mathematical and Computer Sciences, at Heriot-Watt University, Dubai.

Tariq Salameh, Solutions Engineer Manager, Middle East & Turkey, Cloudera, highlights that they differ from earlier language models primarily in terms of their size and capabilities.

Kurt Muehmel

Unlike their predecessors, LLMs are significantly larger in scale, with billions of parameters, enabling them to process and generate text with exceptional complexity and accuracy.

“Earlier language models, such as GPT-2, had hundreds of millions of parameters, whereas LLMs, like GPT3, have over 175 billion parameters, making them immensely powerful.

This increased size allows LLMs to handle various topics, languages, and tasks. They excel at various natural language processing tasks, including text completion, translation, question answering, and even creative writing,” he adds.

Kurt Muehmel, Everyday AI Strategic Advisor, Dataiku, says Large Language Models demonstrate incredible properties — the ability to generate text that sounds like it was written by a human, but also many other languagebased tasks such as translation and summarisation. They are also different in their input — rather than expecting structured, programmatic input like that which a computer may generate, they expect input in the form of natural language, just as humans would speak or write it.

According to Ramprakash Ramamoorthy, Director of AI Research at ManageEngine, in contrast to their predecessors, LLMs are not confined to specific tasks. Instead, they demonstrate remarkable versatility and depth in language understanding

Meriam El Ouazzani

THE RESOURCEINTENSIVE NATURE OF LLMS, BOTH IN TERMS OF COMPUTATIONAL REQUIREMENTS AND ENERGY CONSUMPTION, MAY EXCLUDE SMALLER ORGANISATIONS, MAKING CLOUDBASED SERVICES AND ENERGYEFFICIENT MODELS IMPORTANT SOLUTIONS. and generation, as they are powered by advanced computing resources, primarily sophisticated GPUs. This evolution marks a pivotal shift in the landscape of AI, propelling the capabilities of language models to unprecedented levels. Their applications span across industries such as healthcare, finance, education, and more.

Neamat Elgayar

What are the potential risks and challenges associated with the widespread adoption of LLMs, and how can they be mitigated?

Meriam El Ouazzani, Regional Director, META, SentinelOne, acknowledges that the widespread adoption of LLMs comes with potential risks and challenges that demand attention. These include biases in model outputs, the generation of misinformation, privacy concerns, and security risks. To mitigate these issues, organisations must prioritise diverse and representative training data, implement bias-detection mechanisms, and promote fact-checking and content filtering.

Additionally, LLMs may raise legal and ethical dilemmas regarding intellectual property and responsible use. Clear guidelines and legal frameworks are crucial. The resource-intensive nature of LLMs, both in terms of computational requirements and energy consumption, may exclude smaller organisations, making cloud-based services and energyefficient models important solutions.

She points out addressing these challenges also necessitates algorithmic accountability, transparency, and ethical considerations. Collaboration among technology developers, regulators, and the broader community is vital to establish robust governance, ethical frameworks, and technical solutions to ensure that the benefits of LLMs can be harnessed while mitigating their associated risks.

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FEATURE

Ramprakash Ramamoorthy

Tariq Salameh

El Gayar emphasises that although large language models give the impression of understanding meaning and delivering accurate responses, it’s crucial to recognise that they are essentially technological tools and, as such, confront a variety of challenges. For instance, when not properly supervised or managed, large language models can pose significant security risks by inadvertently exposing individuals’ private information, engaging in phishing attempts, and generating unsolicited content.

Muehmel from Dataiku says given that LLMs’ knowledge is limited to the information present in their training dataset, it may be incomplete, erroneous, or simply outdated. For example, the training dataset of ChatGPT ends in September 2021.

ChatGPT can then only be aware of facts known before this cutoff date. Moreover, most, if not all, the facts in this training dataset are publicly available on the internet. This means that ChatGPT cannot answer questions pertaining to private information.

Nevertheless, LLMs promise to transform education, healthcare, and other sectors in the coming years.

Salameh from Cloudera says LLMs hold immense promise across various sectors, including education and healthcare. In education, LLMs can personalise learning experiences, offering tailored content and feedback to students. They can also automate

administrative tasks, allowing educators to focus on teaching. In healthcare, LLMs can assist in diagnosing medical conditions, analyzing patient records, and even predicting disease outbreaks.

LLMs have the potential to enhance decision-making and research in both sectors by quickly processing vast amounts of data. As these models continue to evolve and improve, they will likely transform education and healthcare by making processes more efficient, improving outcomes, and advancing research in previously unattainable ways.

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How can organisations stay informed about the latest developments and best practices in working with LLMs? In the fast-evolving domain of LLMs, staying informed is crucial, says Ramamoorthy from ManageEngine.

Organisations should focus on continuous learning and adaptability, keeping pace with the latest advancements and methodologies.

He says selecting the right software partner is key. This means choosing providers committed to sustainable, ethical AI development, rather than those merely following current trends.

A strong partner can help navigate the complexities of AI integration and ensure the use of AI aligns with long-term business objectives.

Additionally, organisations should adopt an “X+AI” approach, effectively

integrating AI into specific business processes. This strategy enhances overall efficiency and innovation.

Finally, while LLMs have broad applications, there’s also a place for narrower AI models. These models are better suited for tasks where specific, targeted solutions are needed. Balancing the use of broad and narrow AI models to leverage AI’s full potential, organisations benefit from results tailored to their unique requirements.

As technology advances, there are encouraging advancements in the realm of LLMs. The UAE is leading the GCC’s enthusiasm towards the use of generative artificial intelligence and its adoption of the emerging technology is standing out on the global stage. As per PwC Middle East, the development of large language models in the UAE is receiving worldwide attention, underpinned by government efforts in encouraging the growth of the sector.

El Gayar from Heriot-Watt says staying updated with the latest developments in the LLM space is important for organisations to stay competitive and ahead in the game. Tech leaders in organisations can stay connected to the latest research on LLMs in prominent universities to understand the latest innovations in the field. As an example, in September 2023, researchers at the Heriot-Watt University partnered with Alana AI, a Heriot-Watt Spin-out Company, to reveal FurChat, a system that can function as a receptionist, engage in dynamic conversations, and convey emotions through facial expressions. This tech has potential benefits for many organisations that require customer interaction at scale.

Another good avenue is participation in global tech conferences focused on the topic where industry leaders assemble to discuss new developments. For instance, the GITEX 2023 that concluded in October 2023 in Dubai saw many organisations unveil their cutting-edge LLM solutions. LLMs are set to change the way organisations conduct business in the future, making it important to stay on top of the latest developments in this field.

INTERVIEW

UPPING THE ANTE SHORTLY AFTER ANNOUNCING ITS $28 BILLION DEAL WITH CISCO, SPLUNK’S CEO, GARY STEELE, VISITED DUBAI TO PARTICIPATE IN GITEX. DURING HIS VISIT, WE HAD THE OPPORTUNITY TO SIT DOWN WITH HIM AND DISCUSS THE IMPORTANCE OF THIS MERGER AS WELL AS THE LATEST DEVELOPMENTS IN THE SECURITY MARKET.

amount of data obtained from sources like ThousandEyes and every other component of the Cisco portfolio promises substantial benefits for our customers.

I’m particularly enthusiastic about our ability to provide a distinctive multicloud and hybrid observability solution, setting us apart in the marketplace.

Leveraging AppDyanamic’s footprint, which traditionally focused on on-premise applications, in conjunction with our hybrid observability solution, presents a compelling value proposition.

Y

ou’ve traveled to the UAE and Saudi Arabia. What are your impressions of this region?

It has been incredibly exciting to witness the level of digitization and the remarkable work being undertaken across various sectors. It’s a trend that holds great promise and potential.

What does the Cisco deal mean for Splunk?

Personally, I’m incredibly enthusiastic about this development. It greatly contributes to extending and expediting our mission of assisting customers in achieving digital resilience. The synergy between our 22

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security product line and Cisco’s offerings is exceptionally promising. I am genuinely excited about the collective potential of this collaboration and eagerly await the regulatory processes to proceed, enabling us to work together effectively.

Does Splunk complement Cisco’s portfolio?

You’ll notice a significant amount of synergy when you examine our product line. In the realm of security, for instance, the combination of XDR and SIEM capabilities places us in an exceptionally unique position within the market. Additionally, harnessing the vast

What opportunities do you perceive in the XDR market, which is getting a bit crowded now?

Our opportunity is the ability to perform detection, investigation, and response from an SIEM perspective and enhance it with XDR capabilities. This presents a significant advantage. What’s interesting to me is observing the convergence of the SIEM and XDR markets. In this evolving landscape, customers require a comprehensive investigative platform to gain a deep understanding of what truly transpired. While detection is undeniably crucial, it is just one piece of the puzzle.

In today’s intricate environment, having a broad platform is essential.

Is SIEM still a relevant technology in today’s security landscape?

SIEM is more crucial than ever before.

When considering regulations and the stringent requirements placed on public companies in the US, for example, where they must promptly inform consumers and the SEC about significant events within four days, it becomes evident that thorough investigations are essential. In this context,

SIEM stands out as a pragmatic and innovative approach, enabling customers to gain clear visibility into their operations and effectively detect threats.

Customers often grapple with an abundance of point security solutions.

Should they be seeking comprehensive platform solutions instead?

The market has undoubtedly experienced a prolonged phase where numerous small point solutions emerged, creating significant challenges for CISOs in terms of management. In our market analysis, we observe an ongoing trend toward consolidation, exemplified by our recent merger. This presents an opportunity to further integrate additional capabilities, ultimately assisting customers in streamlining their vendor landscape. The goal is to reduce the number of vendors in use, ensuring a cohesive security environment that minimizes the risk of blind spots.

Splunk discusses the shift from threat detection and response to prediction and prevention. What is your strategy for implementing this transition?

Leveraging AI to enhance our predictive capabilities benefits us all. Yet, the crucial aspect is how we leverage data effectively, enabling us to gain a deeper understanding of our environment. AI is pivotal in enhancing our predictive capabilities, allowing us to foresee events in our environment more accurately.

The work we’ve undertaken in the field of artificial intelligence has been exceptionally pragmatic, yielding excellent results. Our longstanding commitment to machine learning has paved the way for continued advancements and improved outcomes.

Do you follow the principles of ethical AI? Yes, we’ve firmly embraced ethical AI principles. We strive to strike a balance that ensures the privacy of all our customers’ data while being considerate in our use of AI to achieve the desired results.

This commitment to ethical AI is a core principle that guides our AI initiatives.

Do you also offer predictive analytics?

That depends on how you define it. From

a predictive standpoint, we are doing a lot on the observability side to enhance our ability to anticipate and address outages and issues before they even occur, and we’ve seen significant achievements in this domain. In the realm of security, our predictive efforts entail a comprehensive examination of the data environment, allowing us to identify potential risks and areas for enhancement on a broader scale.

Why is observability important for enterprises?

At a fundamental level, as numerous organizations have transitioned into the digital realm, the imperative is to ensure the uninterrupted operation of all these systems. Our mission has revolved around fostering digital resilience, encompassing both security and observability. What makes this mission even more vital today is that our customers are actively striving to deliver exceptional digital experiences to their own clientele. The landscape of digital experiences has evolved significantly, underscoring the heightened importance of this concept.

Does Splunk offer full-stack observability?

Absolutely, our core focus when it comes to observability is to empower our customers with a deep understanding of their digital environments. We aim to enable them to proactively anticipate issues, respond swiftly to events, and take proactive measures before critical moments arise.

Splunk has a large user community. How do you engage with this community?

One of the most enjoyable aspects for me is our passionate user community.

We firmly believe that this community serves as a wellspring of innovation and creative product usage. As we expand our presence and venture into the broader market, we intend to harness and continue to benefit from this invaluable resource.

Are there any shared challenges or pain points that customers in this region face?

When I came to this region for the first time, I was curious to explore whether customer sentiment differed from what I had encountered elsewhere. To my surprise, I’ve discovered that the challenges faced by customers in this region are remarkably similar to the rest of the world. For instance, when it comes to security, the complexity of the security landscape here is on par with or even more intricate than that of other regions worldwide. The geopolitical situation adds an extra layer of complexity, and concerns regarding threat actors in this environment remain a top priority.

Furthermore, much like elsewhere, there is significant progress in the Middle East towards establishing a fully digital operational framework for organizations.

This digital transformation brings with it the need for resilience, given the shared requirements and challenges that exist across the globe.

What is your advice to the CISO community here?

My simple advice in this complex landscape is that we all need to remain highly vigilant. To achieve this level of vigilance, it’s crucial to have comprehensive visibility. As a company, Splunk has proven to be an excellent partner in helping you establish and maintain this critical visibility.

Is security now a business enabler?

Security is not just a business requirement; it’s an absolute imperative.

Regardless of your business’s nature, size, or global presence, security should always be a top priority, and it will remain so for the foreseeable future.

Are you seeing any new attack vectors emerging in the threat landscape?

While I believe that the attack vectors remain similar to what we’ve seen in the past, I anticipate that attacks will become increasingly sophisticated, as rogue actors have the potential to leverage AI. We may have already witnessed signs of this trend.

I think the next few years are going to be quite interesting.

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CASE STUDY

CHARTING THE COURSE HOW SAUDI-BASED PANDA IS TRANSFORMING RETAIL WITH AI-POWERED OMNICHANNEL EXCELLENCE.

P

anda Retail Company is the largest grocery retailer in the Kingdom of Saudi Arabia, with an impressive record of over 100 million transactions annually and a network comprising over 180 stores divided between hypermarkets and supermarkets.

Panda is actively pursuing an innovative omnichannel strategy encompassing e-commerce and

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aggregated channels. These channels are designed to facilitate a seamless experience for its customers.

“At Panda, we take pride in being a Saudi company committed to delivering exceptional service and quality to our customers. We have been operational for half a century and during this time, we have amassed more than 30,000 SKUs (stock keeping units) and expanded our operations to over

39 cities in Saudi Arabia. We’ve also created a loyal customer base, with over 13 million unique customers stored within our CRM system,” says Ahmed Suliman Gabil, Director of Omnichannel at Panda Retail Company.

He goes on to say, “Today, we are a step closer to realising our goal -the ability to personalise customer journeys. This is the result of a calculated strategic plan we set in

motion five years ago. We are now witnessing the result of our hard work, and we believe that this will continue to pay rich dividends in the days ahead.”

The concept of an omnichannel strategy for customer interactions has gained traction among retailers, and Panda was quick to capitalise on this opportunity.

Gabil remarks,”We have seen major global players embracing omnichannel strategies in the last five to ten years to deliver a seamless customer experience, and this trend has also manifested in Saudi Arabia. Our country is known for its tech-savvy population, with over 50% under 30 years of age and an impressive 95% mobile and online penetration rate. It ranks among the world’s leaders in digital connectivity.”

With Panda taking steps to personalise customer experience to the greatest extent possible, it was essential for the retailer to choose the right partner and enabler. “This is why our partnership with Unifonic is particularly important because we share the same strategic vision. We both recognise that the paradigm has shifted from one-to-many to one-toone communication tailored to each customer’s specific needs. As a result, we are both fully committed to making this vision a reality,” says Gabil Offering an effortless experience between online and offline is paramount for the retail industry, and Panda is well on its way to realising this ambitious goal. “Closing the loop, which many players within the retail landscape strive to achieve, remains challenging. I would say we are closer to achieving it now than we were a year ago. However, are we there yet, where the experience is purely seamless for everyone? Perhaps in some industries, like Telecom, but in retail, I would estimate that we are about 80% there in terms of driving that seamless experience,” according to Gabil.

He adds Panda, which is backed by Savola Group, has made significant investments in making this vision a

OUR COUNTRY IS KNOWN FOR ITS TECH-SAVVY POPULATION, WITH OVER 50% UNDER 30 YEARS OF AGE AND AN IMPRESSIVE 95% MOBILE AND ONLINE PENETRATION RATE. IT RANKS AMONG THE WORLD’S LEADERS IN DIGITAL CONNECTIVITY. reality. “Starting from 2024 onwards, we anticipate that the gap will narrow even further. We predict that by the end of next year, we will be closing in on the 95% mark, achieving a seamless experience where we truly bridge the gap between online and offline, ensuring a smooth transition for customers, while being present

at every touchpoint, wherever and whenever they desire. It’s a goal we are actively working towards.”

Panda, which is currently using Unifonic’s chatbots for their customer service, is also gradually moving towards implementing this technology to facilitate unique customer-initiated conversations. For instance, if a customer has an inquiry or wishes to share a recommendation, Panda is in the process of automating this interaction. “This automation ensures a more streamlined and positive customer experience, allowing us to respond promptly to requests and feedback, says”Gabil.

Panda’s overarching vision is to become a true partner within its communities. “We seek to understand which communities our customers are a part of and determine how we can deliver value precisely when and where they need it. This is where Unifonic truly helps us,” notes Gabil.

He says Panda chose Unifonic’s customer experience platform because its existing solutions align with the retailer’s strategic objectives.

“When selecting partners, we look at their capacity for innovation and understanding of our industry. In this regard, Unifonic has shown a strong understanding of what we do, for which we are appreciative.”

Panda has plans to expand its geographical footprint and already established a robust presence in Egypt. “We continue to explore various markets as long as they allow us to deliver the right value for our customers. This factor plays a pivotal role in deciding which markets we choose to invest in, and it has proven to be instrumental in our success so far,” says Gabil He concludes by stating Unifonic will be key in Panda’s future growth plans.

“Unifonic consistently champions innovation and deeply understands how to connect with our customers.

Ultimately, our shared goal is to enhance customer satisfaction, and we’ve been striving to achieve this.”

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INTERVIEW

TARGETING THE TOP SPOT DURING A RECENT TRIP TO THE UAE, WE HAD THE OPPORTUNITY TO SIT DOWN WITH KIRK SKAUGEN, EXECUTIVE VICE PRESIDENT OF LENOVO AND PRESIDENT OF ISG (INFRASTRUCTURE SOLUTIONS GROUP), TO DELVE INTO THE COMPANY’S STRATEGIC DIRECTION AND ITS AMBITIONS FOR GROWTH.

C

an you take us through the evolution of Lenovo’s ISG since rebranding from its prior identity as DCG? Our journey has been quite remarkable.

When I joined Lenovo in 2016, we were ranked around number 10 in server and storage, with AI still in its infancy.

Today, according to IDC, we proudly hold the number three position globally in both servers and storage and for AI applications. In 2016, we transitioned from the server group to the data center group and established global alliances in storage. Our storage sector has experienced triple-digit growth since then. Recognising that global data volumes were set to double in the next three years, with a substantial portion of computation happening at the edge, we rebranded ourselves as the Infrastructure Solutions Group.

We introduced a new product line called “ThinkEdge” to support this endeavor.

Currently, 50% of our business is focused on public cloud solutions, while the remaining 50% is centered around on-premises solutions. We have also taken the initiative to design our products in-house, leveraging our manufacturing capabilities, which enhances our agility.

As a testament to our achievements, we have been ranked as the number eight supply chain globally across all industries and number three in the tech sector.

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have witnessed remarkable growth thanks to our robust global supply chain capabilities.

How does ISG align with Lenovo’s broader business strategy?

Our overarching corporate vision is “Smarter Technology for All.” We aspire

to become a global powerhouse and achieve the number one position in all our target markets. To realise this vision, we have adopted a three-part strategy at the corporate level, which revolves around three key areas: 1. Smart Devices: In this segment, we are already recognised as a leader.

We hold a prominent position in the PC market and have rapidly emerged as one of the fastest-growing Android phone companies worldwide. Our tablet offerings consistently rank among the top five in the market.

2. Smart Infrastructure: The second component of our strategy focuses on building smart infrastructure solutions.

3. Smart Solutions and Services: Under the third pillar, we offer a comprehensive range of managed services through “TrueScale” and provide professional services. This enables us to deliver end-to-end solutions to our valued customers, meeting their diverse needs and requirements effectively.

By strategically focusing on these three key areas, we aim to provide a complete and holistic solution to our customer base, establishing ourselves as the go-to provider for all their technology needs.

What impact does ISG have on Lenovo’s overall business?

When we assess our infrastructure and non-PC-related business, it currently constitutes 41% of Lenovo’s overall business. This represents a significant shift from the situation a decade ago when it likely accounted for only 5% of our total business. Our trajectory indicates that this segment is poised to surpass the 50% mark in the near future.

Our core infrastructure solutions cater to a wide range of needs, spanning hybrid cloud environments, edge AI deployments, and digital workplace solutions. We play a vital role in supporting these crucial areas, aligning our offerings with the evolving demands of our customers.

What is your cloud strategy?

We believe in the power of a hybrid cloud approach. All our offerings are designed to be available as a service, allowing our customers to scale their IT environments easily. Whether it’s devices, servers, or infrastructure, we can tailor our solutions precisely to your needs with minimal commitments.

In the public cloud arena, we have a unique advantage as both an OEM and

ODM. We provide infrastructure to some of the largest global cloud providers while catering to the emerging wave of over 550 smaller cloud companies worldwide. Additionally, we’ve made significant strides in the supercomputing domain, where Lenovo stands as the world’s largest supercomputer provider.

Approximately one in every three supercomputers worldwide is powered by Lenovo. This expertise in supercomputing technology, often considered the “Formula One of compute,” is now influencing other markets. For instance, our Neptune warm water cooling technology, initially developed for supercomputing, is finding applications in automotive, semiconductor, EDA environments, and more, delivering up to a 40% reduction in power consumption compared to traditional air cooling methods.

How do you plan to ensure sustained growth in this rapidly changing landscape?

Our focus today revolves around simplifying technology for our customers.

Lenovo offers a unique advantage with its end-to-end solutions, spanning from edge to cloud, covering everything from smartphones to the largest cloud environments globally. This diversity allows us to streamline the supply chain, facilitate global procurement, and offer professional services tailored to our customers’ needs.

Our significant investment of one billion dollars in AI three years ago has yielded remarkable results. We’ve introduced 70 distinct server and storage products to the market and created 165 solutions spanning various domains, including cybersecurity, smart manufacturing, smart healthcare, and smart retail. As the majority of compute activities shift towards the edge, Lenovo is well-positioned for sustained growth.

We focus on bringing AI to where the data is generated, ensuring that our edge business experiences double-digit growth for nine consecutive quarters, making it one of the fastest-growing segments of our business. This aligns perfectly with the increasing demand

for edge-computing solutions driven by data growth.

How are you adapting to the trend of distributed IT? Approximately two years ago, Lenovo underwent a transformation, consolidating five different divisions into a unified Edge-to-Cloud group. This shift allowed us to offer a comprehensive range of products under the Think Edge product line, spanning from embedded PCs to edge servers. For instance, we recently unveiled the ThinkEdge SE455 server, equipped with two AMD EPYC CPUs and Nvidia GPUs, enabling consistent management and orchestration on a global scale.

In collaboration with Enoc in the UAE, we have successfully streamlined operations for hundreds of gas stations by integrating their gas pump, security, and point-of-sale applications. To ensure optimal performance and durability in diverse environments, we have engineered rugged servers capable of withstanding extreme conditions, including high temperatures, saltwater exposure, and even earthquakes. These servers are tamper-proof and feature lockable bezels for added security.

In addition to hardware innovations, Lenovo offers a Cloud Automation solution, enabling centralised management and orchestration of edge deployments. This means you can effortlessly deploy bare-metal servers to the edge, with the server’s personality downloaded from the cloud.

This streamlined approach reduces deployment times from weeks to mere hours, enhancing efficiency and ease of use in edge environments.

How strategic is this market for Lenovo?

In the UAE, our growth has been exceptionally rapid, already achieving triple-digit expansion. The infrastructure in the region is also experiencing significant development. Lenovo’s objective is to become the world’s leading infrastructure provider, and we are making substantial investments in the region to bolster our presence.

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INTERVIEW

TRANSFORMING BANKING IN TODAY’S RAPIDLY EVOLVING BANKING LANDSCAPE, STAYING AHEAD REQUIRES MORE THAN JUST INNOVATIVE PRODUCTS AND SERVICES—IT DEMANDS A DATA-DRIVEN APPROACH THAT PROVIDES REAL-TIME INSIGHTS AND ACTIONABLE INTELLIGENCE. WE SAT DOWN WITH BRUNO ASCENCIO, HEAD OF DATA TRANSFORMATION AT FIRST ABU DHABI BANK, TO DELVE INTO HOW THEY LEVERAGE CONFLUENT KAFKA AND OTHER CUTTING-EDGE TECHNOLOGIES TO MODERNIZE LEGACY SYSTEMS, ENHANCE CUSTOMER EXPERIENCES, AND BOLSTER THEIR DATA GOVERNANCE PRACTICES.

C

an you provide more details about how FAB leverages the Confluent platform?

We are harnessing Confluent Kafka in two different ways.

Firstly, to modernise our legacy systems and existing bank applications, we aimed to enhance our service without disrupting the experience for both internal and external customers. By incorporating a Kafka layer into these legacy systems, we were able to augment the existing Service Level Agreements (SLAs) or even upgrade them, all without the need to replace the core platform.

Secondly, as we integrate cloud technologies into our architecture, our focus is on deploying advanced AI features and machine learning models for risk prevention. This strategic move enables us to evaluate our customers and transactions with the ability to deploy these models in real-time or near-real-time scenarios. This is a significant shift from the traditional approach, which could take several hours or even a day for fraud detection, a delay that could have severe consequences for operations as critical as ours at FAB. What specific benefits or outcomes have you achieved in this area?

In the context of risk prevention, our current focus is on streaming data for corporate-side transactions. This data stream includes critical information, particularly related to cross-border transactions. We are particularly interested in managing aspects such as

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the counterparty banks we are transacting with and the purpose of purchase or payment. These details provide valuable insights into the real-time rationale behind these transactions.

By continuously monitoring these details, we can now quickly identify any anomalies or potential red flags, enabling us to take immediate action when needed.

It’s worth noting that while our successful testing and deployment efforts initially centered around corporate banking, we are now in the process of extending these capabilities to consumer banking as well.

How does real-time CRM enhance FAB’s customer engagement and service delivery, and how does the Confluent platform play a role in this?

Real-time CRM is one of the largest projects our consumer banking team is currently engaged in, which will extend into the next year. This project centers around achieving what is known as “hyper-personalisation.”

In our pursuit of hyper-personalisation, we are placing great emphasis on contextual layers. We aim to move beyond simply providing you with the best offer, a capability that our machine learning models and data scientists have already developed.

Our focus now is on advancing to the next level, where real-time or micro-batching data plays a pivotal role. It’s not only about determining which offer is the best fit for you; it’s also about identifying the appropriate context for delivering this offer to you. We strive to understand the specific context in which the customer finds themselves at that precise moment. This level of personalisation is often referred to as “hyper-personalisation.”

Payment processing and clearing require high reliability and efficiency. How has the Confluent platform improved FAB’s payment processing operations, and what challenges has it helped address?

The Central Bank in the UAE has made NPSS (National Payment Systems Strategy) one of its top priorities. This strategic focus is central to their efforts to transition towards a cashless, realtime transaction economy. As part of this transition, every bank in the region must offer capabilities that enable customers

to easily visualise and comprehend realtime transactions.

Currently, any transaction amounting to less than 50,000 AED can be processed and visualised in real-time through FAB application. This represents our initial step, serving as a stepping stone towards the seamless deployment of these NPSS within our application.

Can you share insights into the scalability and performance enhancements that FAB has experienced since implementing the conference?

Certainly, as I mentioned earlier, Confluent is playing a dual role in assisting us. Firstly, it is aiding in the modernisation of our legacy systems, and secondly, it is adding an additional layer of intelligence. While our journey towards cloud migration and the development of a modern data platform is still in its early stages, we are taking these initial steps.

With our legacy systems, we have already successfully implemented over 10 real-time use cases using our onpremise components, without requiring any architectural changes to our core platform. This has enabled corporate banking to process checks in real-time, persist transactions instantly, handle payrolls and offer other essential services. Moving forward, as we transition to the cloud, we will be deploying more real-time AI solutions, expanding our capabilities even further.

Real-time analytics often involve dealing with large volumes of data. How does Confluent’s data handling capabilities support FAB’s analytics requirements?

It’s important to remember that while real-time processing is valuable, it doesn’t necessarily mean that everything has to be in real time. In fact, for analytics, micro-batching often suffices and can be more cost-effective.

The advantage of the Kafka architecture is its flexibility—you can have a balanced combination of real-time, near real-time, micro-batching, and batch processing to meet your company’s specific needs. Our analytics team plays a crucial role in determining which dashboards, insights, and data

components should operate within each of these different timeframes. This approach ensures optimal efficiency and effectiveness in data processing.

What role does data integration and data synchronisation play in ensuring the accuracy and timeliness of the realtime analytics and payment processing at FAB? I would argue that it’s the most critical role in our organisation. While stakeholders often focus on results like appealing dashboards, cutting-edge data science models, and advanced AI, these achievements are only possible with a well-structured, scalable, flexible, and data-governed data platform.

To ensure this, we strongly emphasize managing our data pipelines with proper data governance, prioritising data quality and integrity. Equally vital is the alignment of our data sources with the data platform, leveraging technologies such as schema registry with Kafka and employing data contracts within the Kafka layer. This holistic approach is the foundation of our success in delivering valuable insights and solutions to our stakeholders.

How does FAB manage data security and compliance when dealing with sensitive financial and customer data in real time?

Indeed, Kafka offers a fantastic feature in this regard. The management of data sensitivity is a top priority for all our platforms, and we uphold a stringent definition of Personally Identifiable Information (PII) across our systems.

We consider almost every customer data point as PII, which is an exceptionally strict approach.

However, real-time processing adds an extra layer of complexity to this challenge.

Deploying a data catalog or categorising PII data in real time can be quite demanding.

Fortunately, with the help of Kafka and KSQL, we’ve been able to streamline this process. We’ve implemented various rules and even integrated Python scripts that assist us in categorising data effectively.

This ensures that only non-PII data is processed for analytical and data science purposes, while PII data is securely stored where it belongs.

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INTERVIEW

DRIVING CYBERSECURITY EXCELLENCE AN EXCLUSIVE INTERVIEW WITH FORESCOUT’S CEO, BARRY MAINZ ON VISION, STRATEGY, AND INNOVATION.

Y

ou assumed the role of CEO in January of this year.

Please outline your vision and strategy for Forescout moving forward.

First, I was a Forescout customer. In fact, during my tenure at two distinct companies where IT fell under my purview, Forescout was one of our reliable vendors. If you look at my background, you’ll find that I previously worked at Wind River, where we were primarily involved in powering IoT devices. This included developing software, operating systems, and middleware.

Looking ahead, I believe there’s immense potential in the emerging field of IoT and OT and IOMT (Internet of Medical Things). I believe we are on the verge of a significant opportunity in this space, and I’m enthusiastic about our prospects.

As we delve into this arena, starting with network access control and expanding into IoT and OT, I’m genuinely excited about the direction we can take. A substantial part of our strategy is fortifying our existing relationships with current and large customers. We aim to guide them along their journey by addressing the various risks they may encounter. Essentially, our goal is to safeguard them from potential threats and challenges.

Have you transitioned to a recurring revenue model as well?

Our revenue model primarily consists of recurring income, accounting for around 90% of our total revenue. This represents a significant shift that has taken place in the past couple of years. While I can’t guarantee that we’ll reach 100% due to certain contract arrangements, I believe

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we’re moving very close to that milestone in the coming years.

Furthermore, I’m pleased to report that we have achieved profitability while experiencing steady growth. Notably, we are also generating positive cash flow, which marks a significant departure from our financial situation a few years ago.

Forescout has built a reputation for its emphasis on device visibility and control. You’ve recently introduced some enhancements to the platform. Please walk us through these changes.

That’s an excellent question, and it’s quite an interesting journey we’ve been on.

Initially, our customers sought our solutions primarily for visibility – understanding what they had and where it was located.

Then came the question of classification, pondering, “Do I know what it is?” and “Do I know where it is?” Now, we’re seeing a shift in their approach. They’re asking, “Now that I have this information, what are my risks and exposure? What should I be concerned about?” To address this need, we recently launched a new product called REM (Risk and Exposure Management), designed to tackle precisely that challenge.

Customers have also approached us about detection and response, seeking guidance on what actions to take. This led to the acquisition of a company called Cysiv that specialises in this area, which we’ve seamlessly integrated into our buyer journey.

Last but not least, it’s all about control.

With insights into what and where things are the ability to detect and respond, customers are now looking for ways to take control andintegrate seamlessly with

their ecosystem to solve their specific problems. You may have noticed our significant announcement regarding the Microsoft Intelligent Security Association (MISA), highlighting our substantial investment in building a robust ecosystem to facilitate collaborative problem-solving for our customers.

In terms of attack vectors, have you observed any new trends this year, or are you primarily encountering the familiar culprits such as ransomware, phishing, and credential theft?

I believe you’re absolutely correct regarding the attack surface target, and you’ve hit the nail on the head with the list of attacks you just mentioned. However, it’s equally crucial for individuals to start considering the broader attack surface, which includes all the other connected devices. Approximately a year and a half ago, IT devices such as laptops and phones were surpassed by IoT devices within the enterprise. This shift has prompted people to inquire about how they can protect themselves not only from the mentioned attacks but also from the expanding attack surface itself.

What is your strategy for addressing the security challenges associated with IoT? During my time at Wind River, we developed a reference platform that numerous manufacturers, whether they operate in the OT sector or the industrial industry, such as Siemens, KUKA, and Hitachi, would utilise.

They would use software that was primarily designed for functional security but lacked a focus on networking security.

These days, it’s become increasingly important to examine these vulnerabilities and offer solutions to our customers that protect them from potential risks associated with connecting these devices.

We’ve developed a comprehensive set of solutions, as I mentioned earlier, and I’m confident in the value we’re providing.

What distinguishes OT security from IT security?

We’re witnessing a significant shift in various industries where the IT and OT security domains are starting to converge.

Leaders in these areas are recognising the importance of acknowledging that

rather than relying on labels like XDR, TDR, SIEM, or SOC. In my opinion, the industry is in the process of redefining what these terms actually mean, and in the next year or so, we may witness distinct definitions for the next-generation platform addressing network security, access control, and TDR. Regarding XDR, it typically entails having endpoint visibility and control. To achieve this, we leverage partnerships, such as our collaboration with CrowdStrike, which provides us with access to the endpoint.

Within our platform, we consolidate all the necessary functionality for detection, response, and control to offer a comprehensive security solution.

their attack surfaces span both sides of the fence. As a result, they’re increasingly collaborating and working together to provide a unified view or share information with both teams. This collaborative approach represents a notable change from a few years ago when there was a clear division between IT and OT. Additionally, the frequency of attacks, particularly breaches in the OT and IoT realms, is on the rise, making companies more attentive to these concerns. Just today, we engaged with two customers who have adopted our platform, and they inquired about our capabilities in IoT and OT security. One of them was a hospital, and the other was a bank. We already have wellestablished and mature proof of concepts in progress, which instills confidence in our ability to address these challenges.

I like to think of IoT and OT security as similar to yoga a few years back—everyone talked about its health benefits, but few attended yoga classes. Now, people are taking these concerns seriously, and some of the most significant deals in our pipeline are centered around IoT and OT solutions.

You also provide XDR, which is a highly competitive market. How do you differentiate your XDR offering?

Let’s start by addressing your first question. If I take a step back and consider the customer’s perspective and buyer journey, it becomes clear that we should focus on their needs rather than solely adhering to industry analyst terminology.

Our customers typically begin with questions like, “What devices do I have, and how can I gain visibility into them?”

This initial phase is followed by the need for device classification, where they seek to understand the nature of these devices.

Subsequently, their concerns revolve around assessing the associated risks and honing in on detection and response capabilities. Ultimately, the goal is to establish control.

When we discuss our XDR capabilities, we’re essentially integrating detection, response, and functionality into our platform. This empowers our customers not only to identify potential threats but also to take effective action. We’re more focused on aligning with the buyer journey

What steps are you taking to streamline the intricate cybersecurity landscape and make it more accessible for organisations?

Firstly, our approach revolves around embracing the ecosystem. Our customers rely on us for supporting heterogeneity.

They understand that the strength of our platform lies in its versatility. We’re not confined to just one vendor; we understand that our customers have a diverse set of technologies in place. That’s where our sophisticated integrations come into play.

We simplify the process of data integration by working seamlessly with all different vendors. Essentially, we take the complexity out of data integration and make it effortless for our customers to plug in their data. This is one aspect of our approach.

Another key element is our ability to discover devices regardless of their type or make. Our platform can automatically identify and catalog these devices, eliminating the need for customers to manually hard code integrations or modify our technology. We take on the task of locating and identifying these devices on their behalf.

Last but certainly not least, we’ve invested significant effort in enhancing the user interface of our platform. With our recent product launch, REM, we have introduced an executive console that offers an intuitive and visually informative way for users to make sense of their data. Whether it’s understanding their risk posture or tracking improvements and issues over time, our platform provides a user-friendly interface for effective decision-making.

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INTERVIEW

A BEACON OF INNOVATION CXO INSIGHT ME MADE A BRIEF VISIT TO SAP’S R&D CENTER IN INDIA, THE LARGEST ONE OUTSIDE OF GERMANY. DURING OUR VISIT, WE HAD THE OPPORTUNITY TO INTERVIEW SINDHU GANGADHARAN, MANAGING DIRECTOR OF SAP LABS, WHO PROVIDED INSIGHTS INTO THE SOFTWARE GIANT’S HUB OF INNOVATION.

with the opportunity to enhance their skills and integrate AI capabilities into their work, irrespective of their starting point.

The goal is to empower our workforce and enable them to contribute effectively across various roles.

C

an you provide more information about SAP Labs in India?

SAP conducts 40% of its global R&D operations in India. Additionally, a quarter of SAP’s global patient base originates from India. Currently, we have a workforce of approximately 15,000, with about 12,600 focused on the core R&D functions.

SAP Labs in India is unique because it encompasses the entire breadth of our product portfolio. This comprehensive presence allows us to facilitate seamless integration, maintain consistency in user experiences, and drive various initiatives across the entire product range.

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You are planning to double AI talent by next year. Are there enough skills in the market?

Our approach is grounded in practicality, focusing on acquiring the necessary skills to meet market demands. A significant aspect of our strategy is dedicated to upskilling our workforce. We recognise that in our organisation, everyone, regardless of their role, must harness the power of AI. To achieve this, we have implemented targeted initiatives and collaborations with universities to develop tailored curriculums. Even before the advent of the Gen AI movement, we had established programs like the 16-monthlong initiative in Bangalore in collaboration with TiE. This program provided individuals

How do you engage with the broader SAP ecosystem, including partners, customers, and developers? How do they contribute to your innovation ecosystem?

That’s an excellent question because a significant portion of innovation originates from here. SAP Labs India’s primary focus revolves around four key pillars. Firstly, there’s an unwavering commitment to customer-centricity, followed by a dedication to collaboration and innovation. The second pillar emphasises thought leadership. The third pillar underscores the importance of end-to-end product ownership, and the fourth pillar centers on fostering an inclusive culture.

Regarding your question about innovation, we have multiple programs in place to drive it. One noteworthy initiative is our “One SAP” programme, which aims to ensure that every engineer at SAP Labs India maintains a strong connection with our customers. These customers can include partners, startups, or even those at the early stages of engagement with us. We collaborate closely with market units not only in India but also across APJ and other regions. This collaboration ensures that there is a robust interaction between the product backlog and what we are developing, with early input from customers.

In fact, we have a continuous influx of customers working closely with our

development team, with three to four customers engaging with us daily.

So you do co-innovate.

Co-innovation is a fundamental aspect of our approach. Additionally, our partner ecosystem holds significant importance as we work together to bring solutions to the market at scale. To foster collaboration within this ecosystem, we have implemented various initiatives. For instance, we host events like SAP Insider Track, where we invite partners from the ecosystem to participate in day-long enablement sessions. These sessions often take place on weekends, and our campus becomes a hub of activity, with partners sharing insights and knowledge with one another. It’s a mutual learning experience where partners contribute by showcasing their implementations and sharing valuable ecosystem insights.

Do you develop any country-specific solutions here?

Certainly, we develop country-specific solutions and localise them to cater to the Indian context. For instance, consider aspects like the e-way Bill for GST. We have contributed to these areas with strong R&D, and a significant portion of our efforts goes into localisation. It is a key focus for us as legal requirements in different countries, including India, undergo continuous changes. Therefore, we prioritise adapting our solutions to meet these evolving regulatory demands.

Can you give us examples of product innovations that have emerged out of this lab?

SAP Analytics Cloud is a powerful capability that operates on our core Business Technology Platform. It provides a comprehensive suite of tools for creating dashboards, tracking KPIs, and gaining insights into your business processes.

For instance, consider the role of a Chief Procurement Officer who needs quick visibility into the procurement process.

They can use SAP Analytics Cloud to monitor the status of orders, identify priority orders, and investigate any bottlenecks or issues in the process. This analytics capability is a prime example of

end-to-end ownership right here in India.

Moreover, in product demonstrations, you may have noticed the integration of generative AI capabilities in SAP Analytics Cloud. This integration is a testament to our team’s ability to harness the power of generative AI to enhance our solutions.

How committed is SAP to fostering diversity and inclusion?

Absolutely, building a culture of inclusion is a top priority for us. It goes beyond gender diversity; we focus on various aspects, including programs like Autism at Work. This program was initiated in our labs and has become a global industry initiative. Gender diversity, especially increasing the presence of women in the workforce and technology, is of utmost importance to us. While there is still progress to be made in the industry, we aim to set the benchmark and demonstrate what is achievable.

Are you exploring other emerging technologies apart from Gen AI? We actively collaborate with startups, and we’re involved in a startup accelerator program. India is one of the eight locations where our Innovation Center Network (ICN) operates. Within the ICN, we focus on technologies with a horizon of three to five years, including technologies such as blockchain, augmented reality, and Metaverse. It’s important to note that our approach to innovation is not just about innovation for its own sake; it’s about applying these innovations to real-world use cases.

For instance, in the context of Metaverse, we’ve implemented practical solutions. Consider our employee onboarding process, where many new hires join us. We’ve transitioned to using Metaverse for onboarding, allowing employees to interact with experts across various fields. This approach enables new team members to have conversations with leaders, like the CEO, in a virtual setting These are concrete examples of how we leverage innovation to create tangible benefits and solutions.

Does SAP practice what it preaches?

Absolutely, we have a deep commitment

to ensuring the reliability and effectiveness of SAP systems, given that approximately 87% of the world’s business transactions involve SAP systems. It’s crucial that these systems operate flawlessly. We firmly believe in “eating our own dog food,” which means we don’t just focus on new technologies; we also prioritise the effective management of our own internal operations. For example, in managing our workforce of 100,000 employees, we rely on SAP solutions like SuccessFactors and our core ERP system to streamline processes and maintain efficiency.

Is it possible to utilise AI Core and Launchpad for Gen AI? Certainly, the foundation of our AI services, which are accessible through the Business Technology Platform, is built upon the Gen AI capabilities. Furthermore, as we move up the layers, even our SAP Build Code takes advantage of the Gen AI capabilities. The beauty of this approach is that it seamlessly harnesses the core capabilities of the Business Technology Platform to enhance our AI services.

Are there specific qualities or skills you seek in candidates applying for positions at SAP Labs?

Certainly, problem-solving skills are of paramount importance to us. However, when it comes to hiring, it’s a bit more nuanced because our core mission is to assist businesses in optimising their operations. This necessitates a strong blend of domain expertise and technical prowess. While we do look for full-stack development capabilities, particularly when it comes to diving into the core of BTP, core Java skills, and the like, we also value candidates who bring a combination of domain knowledge and technical expertise. To foster this expertise, we have programs in place, such as our collaboration with BITS Pilani.

For instance, students pursuing their master’s degrees spend two years with us, working at SAP during the weekdays and completing their coursework on weekends. This immersive experience provides them with a comprehensive understanding of our product portfolio.

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AWARDS

LEADING THE WAY CXO INSIGHT ME HONOURED TECH TRAILBLAZERS IN THE THIRD EDITION OF ITS ICT LEADERSHIP AWARDS.

I

n an age where technology is rapidly reshaping how we operate, connect, and innovate, it’s vital to recognise the visionaries and leaders who embrace this digital transformation and actively pioneer it.

During ICT Leadership Awards 2023, CXO Insight ME proudly celebrated and honored excellence within the realm of Information and Communication Technology (ICT). We lauded extraordinary individuals who’ve left an indelible mark on the ICT landscape.

The event commenced with an exceptional and thoughtprovoking keynote address by Krishnan Gopi. As the Group Chief Disruption Officer and CEO of EdTech at GEMS Education, the world’s largest private educational institution, Gopi adeptly tackled the pressing global challenges. He underscored the pivotal role of technology leaders in addressing these challenges and reshaping our world.

He emphasized, “This era demands collaboration. As technology leaders, it’s our responsibility to collaborate, blending innovative ideas with cutting-edge technologies to illuminate a brighter future.”

The attendees also gained invaluable insights from Vibin Shaju, VP of Solutions Engineering at Trellix, who, delving 34

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deep into cybersecurity, expounded on the hurdles Chief Information Security Officers (CISOs) encounter. Moreover, he elucidated Trellix’s contributions to cybersecurity and shared a poignant quote by the renowned security expert Bruce Schneier: “Amateurs hack systems; professionals hack people.”

The evening truly embodied a celebration of innovation, unwavering dedication, and the profound influence of technology in driving positive change.

PERSONALITY AWARDS

Ahmed Al Ahmed

Mohamed Al Rais

Nakheel

ENOC

Biju Hameed Kayal

Shafiualla Ismail

Dubai Airports

Mubadala Capital

MARKETING EXCELLENCE AWARDS

Manal Abi Rafeh

Rania Al Khatib

Fortinet

Juniper Networks

Heba Darraj

Mallika Sharma

Splunk

HPE Aruba Networking

NOVEMBER 2023

CXO INSIGHT ME

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AWARDS

ICT PROJECTS AWARDS

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AW Rostamani Group

Ministry of Health and Prevention

Nakheel

Government of Abu Dhabi

Lockton

Zakher Marine International

Ajman Transport Authority

Bahrain Bourse

Dubai Islamic Bank

NAFFCO

Barakat

Government Of Sharjah – Central Finance Department

CXO INSIGHT ME

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#smartconnection

Formerly

Telecom & Data

more power more data less space

higher security

Structured Cabling Solutions

Fibre to the Office the alternative LAN solution

Automated Infrastructure Management

www.aginode.net

Trusted brands, now by Aginode.

Nexans Telecom & Data is now Aginode.

New company name. Same state–of-the-art industrial footprint, recognized technological know-how and strong brands for digital networks.

Our goal: to enable the infrastructure which delivers applications that make lives more connected, productive, and enjoyable; today and in future.

AWARDS

ICT PROJECTS AWARDS

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Department of Health, Abu Dhabi

Sharaf Group

Mubadala

EGA

Emirates National Schools

Havelock One

Bloom Holding

Abu Dhabi National Takaful

Nasser Artificial Intelligence Research and Development Center

Radisson Hotel Group

King Abdullah Economic City

Innoventures Education

CXO INSIGHT ME

NOVEMBER 2023

AWARDS

ICT PROJECTS AWARDS

Arabian Healthcare Group

Aramtec

VENDOR AWARDS

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Lenovo

Cisco

HPE Aruba Networking

Best Data Centre Solutions Vendor Award

Best Observability Platform Vendor Award

Best SASE Vendor Award

Fortinet

Riverbed

Trellix

Best Integrated Cybersecurity Platform Vendor Award

Best Application Acceleration Solutions Vendor Award

Best XDR Platform Vendor Award

CXO INSIGHT ME

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AWARDS

VENDOR AWARDS

42

Splunk

AVEVA

Azentio Software

Best Unified Security Operations Platform Vendor award

Best Industrial Sustainability Solutions Provider Award

Best SaaS ERP for Modern Businesses Award

IFS

Logitech

Allied Telesis

Best Enterprise Software Vendor Award

Best Personal Workspace Solutions Vendor Award

Best Network Automation Vendor Award

Sennheiser

Dubai Technologies

Thales

Best Unified Collaboration Solutions Vendor Award

Best Sustainable Mobility Solutions Provider Award

Best Identity and Access Management Vendor Award

Omnix International

respond.io

AEM

Best Transformational Solutions Provider Award

Best Business Messaging Platform Vendor Award

Best Cabling Test Solutions Provider Award

CXO INSIGHT ME

NOVEMBER 2023

PRODUCTS

AMD Ryzen Threadripper AMD announced the much-anticipated AMD Ryzen Threadripper PRO 7000 WX-Series processors and reintroduced the Threadripper processor lineup to the high-end desktop space with the Ryzen Threadripper 7000 Series processors, setting a new standard for computing performance and innovation in the industry.

AMD is introducing the Ryzen Threadripper PRO 7000 WX-Series processors, which will be available later this year to DIY customers, SI partners, and through OEM partners, including Dell Technologies, HP, and Lenovo.

Designed for professionals and businesses that demand top-tier performance, reliability, expandability, and security, these processors provide the unparalleled multicore performance of “Zen 4” Threadripper 7000 Series processors. Additionally, they are bolstered by AMD PRO technologies and offer the enterprise-level security and

management features modern businesses require, and feature up to 96 cores and 192 processing threads of incredible performance for the workstation market.

Simultaneously, AMD is also introducing the AMD Ryzen Threadripper 7000 Series processors, returning to the HEDT environment for the first time since 2020.

Maintaining AMD’s high standard for creative and professional users, the Ryzen Threadripper 7980X processor offers the most computing power possible in an enthusiast desktop, with exceptional multithreaded performance for users who demand the best. These processors, also built with the AMD “Zen 4” architecture and offering up to 48 PCIe 5.0 lanes available to desktop users, feature up to 64 cores and 128 threads for an unprecedented level of performance and efficiency.

Samsung Galaxy Tab A9 series Samsung Gulf Electronics has announced its new Galaxy Tab A9 series, delivering Samsung Galaxy’s awesome tablet experiences at great value in the UAE. Available in two sizes, the series combines immersive video and audio with hyper-fast connectivity — supporting everyday entertainment and productivity needs in a portable package. The Galaxy Tab A9 and Galaxy Tab A9+ exemplify the Galaxy connected ecosystem, offering a continuous experience across multiple devices, as well as innovative ways for users and their loved ones to safely navigate the digital realm.

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The Galaxy Tab A9 and A9+ offer the largest screens of any Galaxy A series tablet yet, with 8.7 and 11-inch displays, respectively, that immerse users in their favorite movies, shows, or games.

Galaxy Tab A9+ users can get lost in cinematic experiences, thanks to a 90Hz refresh rate — for lag free gaming or scrolling — and enjoy immersive sound with Quad speakers, powered by Dolby Atmos.

With hyper-fast 5G connectivity, there’s no need to worry about interrupted streaming when you’re on the go. Galaxy Tab A9 features Dual speak

Canon CR-N100 camera The CR-N100 indoor 4K pan-tilt-zoom camera – the sixth model in the PTZ lineup is designed to achieve high quality video capture and seamless integration into a multi-camera system. In addition to the latest camera release, Canon introduces the RC-IP1000 professional PTZ controller for broadcast and live events. Canon also launches its new Multi-camera Management Application to facilitate the management workflow of multiple PTZ cameras.

The CR-N100 excels in image quality, offering unparalleled versatility and performance for its price point. The camera is equipped with a 1/2.3-type 4K CMOS sensor and DIGIC DV6 processor and a powerful optical zoom lens of 20x, delivering crystalclear 4K UHD resolution footage with exceptional detail and oversampled HD video. As online meetings, lectures, events, and seminars become increasingly commonplace, there is a growing need for livestreaming and video recording technology.

AXIS D2210-VE RADAR

Axis Communications has announced a high-frequency radar that can accurately detect, classify, and track humans and vehicles. This powerful device uses advanced radar technology, so it doesn’t depend on visibility to detect and track objects ensuring energy cost savings.

AXIS D2210-VE Radar offers a 95° field of view and can deliver the position of an object for accurate detection 24/7 in various weather and light conditions. It can detect humans at up to 60 m (200 feet) and vehicles up to 90 m (295 feet). Additionally, with road monitoring profile enabled, the detection range for vehicles increases up to 150 m (492 feet). This radar can also be used to trigger events and gather more reliable traffic statistics 24/7.

In addition, AXIS Speed Monitor, available as a free download, can efficiently gather actionable data about the monitored road.

This compact, network-based device can be used stand-alone for non-visual monitoring. Furthermore, with smart coexistence functionality, it’s possible to combine up to eight AXIS D2210-VE radars in close proximity.

Additionally, it is possible to expand the installation with up to six AXIS D2110-VE radars and customise the detection area depending on the needs. It should also be noted that radar waves from Axis radar devices are harmless—even with continuous exposure humans can get close to them without any risks.

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BLOG

EMBRACING ZERO TRUST SUNIL PAUL, MD OF FINESSE, DISCUSSES HOW E-SIGNATURES AND DIGITAL SIGNATURES BOLSTER SECURITY IN A HYBRID WORK ENVIRONMENT.

T

he aftermath of the pandemic has witnessed a significant shift towards hybrid working, prompting organisations to grapple with the challenges of a complex cybersecurity environment. In response to these evolving dynamics, there is a growing recognition that adopting a security approach that adheres to the principle of “Don’t trust anyone or anything — and always verify” is crucial.

Embracing a zero-trust model is rapidly emerging as the preferred approach for businesses in numerous sectors. Forrester defines Zero Trust as an information security model that denies access to applications and data by default.

In a zero-trust framework, any entity attempting to establish a connection with the network is automatically treated as a potential threat. Verification of each user is a mandatory prerequisite before granting permission to access resources, reinforcing the principle that trust is not assumed and must be explicitly established.

According to Gartner’s projections, by 2025, 60 percent of companies are expected to opt for Zero Trust solutions over virtual private networks (VPNs). The Fortinet 2023 State of Zero Trust Report found that the number of respondents in the process of implementing Zero Trust solutions is 66 percent, up from 54 percent in 2021.

Companies formulating and executing a Zero Trust strategy must consider every digital interaction, including signatures.

A signature generally refers to the intention of acceptance of the information contained in a particular document. In several businesses, signatures play a pivotal role in document and identity security by authenticating a person’s identity in various transactions, contracts, or legal agreements and ensuring the integrity of the documents.

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For such organisations, e-signatures and digital signatures offer an alternative to cumbersome paperbased procedures while upholding the stringent identity and access management standards of zero trust.

Digital and e-signatures find application in diverse sectors, from legal services such as execution of power of attorney agreements to insurance for claim processing documents to general corporate services such as vendor contracts and non-disclosure agreements to financial services such as loan applications and procurement.

Zero Trust relies on adaptive authentication methods like public key infrastructure (PKI), multifactor authentication (MFA) and single sign-on (SSO) to verify the identity of every user, software, server, device, document and identity every time it connects to the network.

A digital or electronic signature could be a key technique for applying Zero Trust because every electronic signature relies on intricate asymmetric cryptography to remain secure, which is enabled by a certificate authority, which, in turn, is an element of Public Key Infrastructure (PKI), which serves as an authentication method for Zero Trust.

E-signatures and digital signatures can play a vital role in substantially decreasing paperwork while simplifying approval processes. A recent example from the UAE is the country’s Ministry of Energy and Infrastructure (MoEI) activating the digital signature and verification feature in its UAE Pass for engineering project contracts. According to the ministry, the move enables consultants and contractors to use UAE Pass to sign electronically on bids and contracts while maintaining the highest level of information privacy and protection.

Using e-signatures and digital signatures within a Zero Trust strategy ensures that security challenges associated with e-documents - easy to modify, delete, copy, and damage – are addressed.

Digital signatures serve the purpose of verifying the identity and ownership of the document, assuring that the document remains unaltered or undamaged. By using digital certificates to encrypt documents, only authorised individuals with the correct private keys can decrypt them.

In today’s digital era, electronic signatures are becoming increasingly common as transactions, from government records to corporate documents, shift online. Unlike traditional ink signatures, electronic signatures eliminate the need for handwritten signatures, enhance security, and cut costs. They are more efficient, save time, and are environmentally friendly.

By employing cryptography, the signer’s identity is linked to the document, ensuring its integrity and preventing unauthorised tampering with its content.

According to Forrester, in Zero Trust, all entities are untrusted by default; least privilege access is enforced, and comprehensive security monitoring is implemented. If we place both descriptions side by side, it is clear that electronic signatures and Zero Trust are made for each other. digital economy.’ On another note, Finesse had its largest-ever presence at the show, sharing knowledge and insights with a record number of visitors to help them get started on their journey to the next digital universe.

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