Digital Innovation Magazine - November 2021

e x c l u s i v e

Shares her thoughts on procurement strategy, technology, key partnerships, sustainability, and gender equality

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e x c l u s i v e

We are delighted to bring you the November edition of Digital Innovation magazine – and an all-female line-up for this month’s interviews!

Celebrating two inspiring female tech leaders, we chatted to Simona Izzo, CPO at San Marco Bioenergie (p6), and Deb Hetherington, Head of Innovation at Bruntwood SciTech (p40). Covering everything from the importance of forging key partnerships and strategic sustainability initiatives, through to driving diversity in the workplace and empowering women in leadership roles, Simona and Deb are forces of nature and true visionaries in their respective fields. Thanks to both lovely ladies for their contributions.

What’s more, we were excited to learn how Norway is making great strides in the IoT landscape – turn to page 28 to find out more. Meanwhile, the UK is taking steps towards allowing self-driving cars onto its roads (so long as they are equipped with automated lanekeeping systems) – check out our feature on page 66!

And that’s not all! We have a fantastic article on the latest EU health laws set to go through (p46), pioneering technology promising to speed up lengthy lung cancer diagnoses (p78), as well as this issue’s ground-breaking start-up of the month… Think thirstquenching flavoured water minus the single-use plastic (p102)!

We hope you enjoy this month’s magazine. As ever, if you have a story idea, or would like to be interviewed for a forthcoming edition, please do not hesitate to drop us a line.

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her thoug hts on pro key partn curemen erships, t strate sustaina gy, techn bility, an ology, d gender equality

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Published by

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6

We chat to the CPO at San Marco Bioenergie (SMB), Simona Izzo

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Revolutionising E payments with a Euro

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Norway could be ground for IoT in

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UK could allow full selfdriving vehicles this year

How AI can help diagnose lung cancer

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The golden age of European technology

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Europe’s Digital

e new nnovators

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Deb Hetherington, Head of Innovation at Bruntwood SciTech, talks colocation and co-innovation

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Air Up is this issue’s start-up of the month

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New innovative EU health laws

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C OV E R STO RY

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THE STRATEGIC APPROACH

Simona Izzo, CPO at San Marco Bioenergie, shares her thoughts on procurement strategy, technology, key partnerships, sustainability, and gender equality.

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SIMONA IZZO JOINED SAN MARCO BIOENE SHE DECIDED TO LEAVE A WELL-KNOWN I MARKET SEGMENT TO CHALLENGE HERSEL WITH HER A WEALTH OF EXPERIENCE IN CH PROCUREMENT DEPART

with its renewableenergy three power plants, potential new future acquisitions and a plan to further integrate and develop its bioenergy segment, is the current Italian leader in the production of electricity through vegetable biomass. The company, which has recently become part of Sorgenia Group, is targeted towards reaching the most advanced innovation, reliability and sustainability in its market segment, in order to guarantee an efficient and effective energy production, and is working on identifying any opportunity for promoting the continuous improvement of the company.

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ERGIE (SMB) IN SEPTEMBER 2019, WHEN INTERNATIONAL COMPANY LEADER IN ITS LF WITH A START-UP COMPANY, BRINGING HANGE MANAGEMENT AND IN CREATING A TMENT FROM SCRATCH.

Simona was tasked with the job of setting up one procurement function after the fund F2i completed the acquisition from different owners of three power plants. She first focused on introducing the processes and procedures necessary to provide a standardised way of working. Simona explains, “We had three different power plants, which did not speak a common language, so it was important to create one unique procurement department with a clear organisation and its own global vision. We carried out an in-depth spend analysis to pinpoint the most predictable category groups, identifying the most suitable procurement 9

strategy for each category group, and the most effective synergies arising from the management of all the power plants. I tried to make the processes leaner and simpler, while the importance of an ‘early involvement’ approach was also key, from the budget through to post-contract. I selected the right suppliers to work with us on supporting our internal clients, and in facilitating the change.”

Simona’s golden rule when creating any new function is to be consistent, as she explains, “Consistency is extremely important, meaning that what you promise, you must deliver. To 10

do so, you need to understand the priorities and that they are delivered according to the requirements and expectations of the internal clients. As already successfully achieved in the past, I have shaped the organisation to meet this goal. The organisation is composed of several buyers, each responsible for specific category groups, so the power plant has a clear understanding of each one’s responsibilities, and the buyers have an in-depth knowledge of the market they are assigned and the category groups they are managing. In terms of procurement strategy, supporting the internal clients from the start of the process,

when the budget is defined, is vital, by acknowledging all their requirements in advance, and understanding all the risks involved to implement the most effective strategy, guaranteeing the signing of the contract in accordance with internal client requirements. Needless to say, an in-depth knowledge of the suppliers is a key component of an effective procurement department.”

So, does technology play a key role in an effective procurement department? Simona answers, “Yes, the very first step is to start with the introduction of new tools to harmonise the

process of assessing suppliers.

In 2019, we selected the JAGGAER vendor management solution to facilitate a more structured management of the approved suppliers list based on category groups. The tool is composed of two main areas of assessment: vendor category assessment (ex-ante) and performance assessment (ex-post). We first select the best suppliers via a questionnaire containing 16 KPI (i.e. financial data, sustainability, geographical perimeter, certifications, training, compliance etc). We constantly monitor their profiles to anticipate any possible critical issues, and guarantee 11

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the transparency of the whole process from supplier onboarding through its performance assessment. The tool is easily accessible. Any data and all assessments related to a specific supplier are shared internally to provide a comprehensive overview of its profile, moving from a subjective opinion to an objective assessment. A specific area of the assessment addresses sustainability. We want to collaborate with suppliers which are more responsive to this specific issue.

“The second area is the performance assessment. We assess, via a virtual team, the performance of the suppliers once a contract is awarded.

“IN 2019, WE SELECTED THE JAGGAER VENDOR MANAGEMENT SOLUTION TO FACILITATE A MORE STRUCTURED MANAGEMENT OF THE APPROVED SUPPLIERS LIST BASED ON CATEGORY GROUPS” 13

“I WANT TO CONTINUE TAKING ON NEW ROLES WHERE I CAN REINVENT MYSELF. I YEARN FOR MORE CHALLENGING PROFESSIONAL ADVENTURES, AS I LIKE TO TRY NEW THINGS. FOR ME, I AM HUNGRY TO LEARN, AND I AM NOT SCARED OF NEW CHALLENGES. I JUST WANT TO PLAY MY OWN GAME, WHICH IS WHAT ALL WOMEN SHOULD STRIVE TO DO” Simona Izzo, CPO at San Marco Bioenergie

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Therefore, we encourage continuous improvement of our suppliers, identifying their strengths and their weaknesses to mitigate risks and possible non-compliances in the future.

JAGGAER vendor management has thus proven to be extremely successful, enabling us to have an in-depth knowledge of our supplier lifecycle, which is constantly updated. When assessing and selecting suppliers, we do have in mind a few targets which are paramount: innovation, sustainability, flexibility, and speed.”

A key partner that has been pivotal in helping SMB to innovate

is GAP – Gruppo Piantoni. Simona says, “Last year, GAP was awarded an important contract for the handling on-site of our biomass.

Since biomass is the fuel we use for running our power plants, the handling of it is a crucial service.

GAP, which for some 60 years has provided services mainly to the steel industry, has broadened its horizons, pooling its competences to support the newly acquired biomass market segment. They have worked closely with us to enhance the quality of the service, and have been constantly innovating by proposing new equipment to improve their economic and environmental performance”.

Through our interconnection system between vehicles, operating personnel and supervisors, we collect information in real time. That makes it possible for us to forecast events, moving from a passive to an active process control. www.gruppopiantoni.com

FROM THE DREAM TO THE STEEL PLANT Our electric propulsion system with innovative power transmission is extremely flexible. It can be installed on all types of industrial vehicles, regardless of their mission, from the most complex to the more basic, including: LOADERS EXCAVATORS WHEEL LOADERS INDUSTRIAL AND ROAD TRACTORS

LIFTS (fronts, stakers, platforms) BOATS LOCOMOTIVES BUSES

EHRON was designed to be powered by batteries, as well as by HYDROGEN via a Fuel Cell System. Sustainability and safety on working sites: this is its mission!

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www.ehron.it

“LAST YEAR, GAP WAS AWARDED AN IMPORTANT CONTRACT FOR THE HANDLING ON-SITE OF OUR BIOMASS. SINCE BIOMASS IS THE FUEL WE USE FOR RUNNING OUR POWER PLANTS, THE HANDLING OF IT IS A CRUCIAL SERVICE”

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Another important project SMB is currently working on is the engineering of a solution to digitalise the management of all the data relating to the handling of the biomass in the power plants. Simona says, “We want to become a more digitalised, innovative company. PN6, the 18

supplier selected, is working with us to simplify and accelerate our data management, developing a digital solution to help us to transform.”

As far as speed and flexibility are concerned, a successful collaboration has been consolidated with COREF Engineering. The company is specialised in refractory construction works, specifically on the boilers. Simona adds,

“PN6, THE SUPPLIER SELECTED, IS WORKING WITH US TO SIMPLIFY AND ACCELERATE OUR DATA MANAGEMENT, DEVELOPING A DIGITAL SOLUTION TO HELP US TO TRANSFORM” 19

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“They are a key and reliable partner because they do understand our priorities. To be considered a partner as opposed to a supplier, it is extremely important to be quick and flexible. This is what the market expects. COREF works during the outage of our power plants, where there are real time constraints, or alternatively when there is an unexpected problem.

Therefore, speed is a key driver.

Any delay would incur a high cost. COREF has not let us down.”

“COREF WORKS DURING THE OUTAGE OF OUR POWER PLANTS, WHERE THERE ARE REAL TIME CONSTRAINTS, OR ALTERNATIVELY WHEN THERE IS AN UNEXPECTED PROBLEM. THEREFORE, SPEED IS A KEY DRIVER. ANY DELAY WOULD INCUR A HIGH COST. COREF HAS NOT LET US DOWN”

COREF Engineering is a leader company in the Refractory sector, carrying out activities of design, supply and installation of highquality refractory materials, especially in WtE and Biomass cogeneration market.

COREF has also developed its own system of oxy-nitrurate silicon carbide refractories in partnership with the company RATH Gmbh (Tilecor system) to guarantee top quality and performance standards.

As a General Contractor, COREF is also able to carry out other types of services, such as sandblasting and scaffolding assembly, all according to European safety regulations.

COREF is able, with its partners support, to employ over 200 refractory workers, other than a trained team which guarantees technical solutions to the customer, even with short deadlines.

At every level of its staff, COREF adheres to criteria of technical and managerial excellence, in compliance with UNI EN ISO 9001:2015, UNI EN ISO 14001:2015 and UNI ISO 45001:2018 standards.

Since 2019, COREF has also been the Italian exclusive partner for IGS Europe, specialized in in-situ metallic anticorrosive coatings to increase reliability in mission critical equipment.

www.coref-engineering.it

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SMB has also been working on another great project with Vodafone to introduce Biotrack, a new custom platform to support the endto-end biomass lifecycle.

Simona says, “It provides and guarantees a full traceability of biomass sourcing from the pick-up location to the plants.

All relevant stakeholders, internal and external, have quick and simple access to all required information, which has been made fully digitalised. After the initial portal released, which has been appreciated and positively adopted by the suppliers involved, we are now enhancing the initial solution, adding a mobile app to strengthen further the tracking process.”

The aforementioned vendor management system allows SMB to select its suppliers based on a series of expectations. One such parameter is their approach towards sustainability. Simona says, “We have a strong focus 22

“SMB HAS ALSO BEEN WORKING ON ANOTHER GREAT PROJECT WITH VODAFONE TO INTRODUCE BIOTRACK, A NEW CUSTOM PLATFORM TO SUPPORT THE END-TO-END BIOMASS LIFECYCLE”

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on sustainability and, as a matter of fact, our portal has an area dedicated to it. As a group, we pay attention to sustainability, but this is not enough. You need to ensure your partners are sustainable too. In that respect, when we work with a supplier, we want to know their sustainability strategy, incentivising all those which are sustainable.”

In addition to this, SMB has been consolidating strong partnerships with suppliers to guarantee as far as possible the recovery of the majority of its wood ashes, which are a residual of the burning process.

The company has been exploring new alternative solutions that would be particularly innovative.

Simona says, “Sustainability is a pillar for our company. As a consequence, we have been continuously adapting our strategy to avoid ‘the waste of the waste’ as far as possible.”

Aside from sustainability, another cause close to Simona’s heart is her role in championing women in leadership positions,

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particularly in procurement.

She says, “There are not many women in procurement, which is a pity.

I am surrounded by men, but I have never considered myself as any different.

We are 51 per cent of the population, but when you compare this representation with the participation in the labour market, there is a drastic reduction. We need to help bridge this gap with proper mentorship. In that respect, men must play a key role as a powerful change agent. In my opinion, change is only possible if there is a full alignment of ideas and targets between the two genders, and equality between partners is an additional enabler for supporting women’s careers. Women should also strengthen their networking to build up constructive relationships and support each other to eradicate the bias of disharmony amongst women. Finally, they should stop questioning their capabilities but learn to ask for new opportunities, being ambitious and visionary. I have recently worked with

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a group of friends, both men and women, currently in managerial roles. The idea is to launch a specific project ‘Even-out’ focused on the gender issue and on the necessity of changing the culture. Sorgenia is also actively working on this specific topic, which is an important signal to be pleased of.”

So, speaking of women in leadership roles, where does Simona see herself in the next five years? She concludes, “I want to continue taking on new roles where I can reinvent myself. I yearn for more challenging professional adventures, as I like to try new things. For me, I am hungry to learn, and I am not scared of new challenges. I just want to play my own game, which is what all women should strive to do.”

For further information on San Marco Bioenergie, visit www.sorgenia.it/biomasse

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INTERNET OF THINGS

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Norway and IoT:

A match made in heaven The Nordic country is fertile land for innovators to develop IoT.

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Norway is becom Internet of Things as tech develo answers to some unique cha n unusual mix of industries and an eager population make Norway fertile ground for innovation in the realm of IoT. Commercial activities are not the same in Norway as they are in many other developed countries.

Manufacturing and traditional supply chains are not a big part of the industrial landscape, but oil and gas are – and so are all things maritime. It is therefore not surprising that the country is already full of interesting IoT applications, but there is reason to believe the best is yet to come.

The research director of global market intelligence firm, IDC, Anders Elbak, said, “Norwegians, like all other Nordic populations, are open to new technologies. They aren’t afraid of trying new things, but they take a practical approach towards

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ming a centre of s (IoT) innovation, opers look for e of the country's allenges. technology, only applying it to solve specific needs.”

What better way of solving specific problems than to connect ‘things’ with highly tailored software that makes intelligent decisions? This creation of smart environments fits the Norwegian mindset in more ways than one.

“IoT solutions involve a lot of different technology and interfaces,” continued Elbak. “The technology created is often for a common good and requires collaboration between companies that may otherwise compete. This kind of collaboration is much more common in the Nordics than in other places, and it’s generally what’s needed for IoT solutions.”

Like its Nordic peers, Norway is rich, which means many things are

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“A lot of Norwegians have their own house, a cottage, and a boat. Those boats may be docked far away. When water ingress is detected, pumps are activated and the boat owner is alerted. This is a very specific use case that solves one of the typical problems a Norwegian would have” Anders Elbak Research director of global market intelligence firm, IDC

expensive – including labour.

Flying somebody out to a remote area to find a problem and then fix it can be costly. But if you can predict a problem and narrow down its location, you can fix it sooner and at a lower price. For this reason, predictive maintenance is a big application area for IoT, not only for power distribution, but also for Norway’s huge oil and gas industries.

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Another sector to benefit is fish farming. For example, salmon farms now use IoT technology to keep lice from killing off entire populations.

Cameras and sensors feed data to AI systems that make predictions about lice outbreaks, so they can be stopped early.

“Norway has connected trash bins,” Elbak explained. “It has wastewater monitoring systems to measure water flows.”

One of the best applications that the Norwegians use is a solution that includes a small device that goes in leisure boats to monitor battery life and detect the activation of water pumps.

“A lot of Norwegians have their own house, a cottage, and a boat,” said Elbak. “Those boats may be docked far away. When water ingress is detected, pumps are activated and the boat owner

is alerted. This is a very specific use case that solves one of the typical problems a Norwegian would have.”

Local academics have noticed this trend towards applying digital technology to improve all aspects of work and life. That is why the Norwegian University of Science and Technology (NTNU), the largest university in Norway, considers IoT to be a strategic area of interest.

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“Our focus on IoT is driven by the needs of Norwegian industry,” said Pierluigi Salvo Rossi, deputy director for research in the department of electronic systems at NTNU. “IoT provides us with a good opportunity for research, and it allows us to deliver state-ofthe-art solutions to industrial partners. An increasing number of activities in Norway (is) undergoing a digital transformation with the goal of streamlining operations and reaching a higher degree of sustainability.”

One good example of sustainability is the new Longship project, which aims to capture CO2 and store it deep in the sea. The project began in 2021 and is sponsored by the Norwegian government.

“You can imagine how complex this will be,” said Rossi. “You need sensors to monitor the different equipment and detect leaks.

Connected things will also create smart environments to help optimise the processes.”

Perhaps the most important word here is ‘connected’, which presents more challenges in Norway than in most other developed countries. Networks are 34

“5G will connect not only people, but also things, creating smart environments powered by AI systems that run in edge computing facilities” expensive to build in the sparsely populated, rugged regions where devices are often needed.

“4G coverage is quite good in Norway, but it is not suitable for many IoT use cases,” said Elbak. “The bandwidth is not good enough for video or other types of streaming data, and the cost is too high for solutions that only require limited data volumes.

“Often, IoT uses short range network technologies like Bluetooth, Zigbee and Wi-Fi, then connects to a central 35

“With broadband wireless data and edge computing to perform sophisticated processing with quick turnaround, Norway is sure to come up with even more interesting IoT applications in the years to come”

data centre using wired connections. But access to these broadband wired services can be a challenge.”

As far as narrowband signalling goes, there is a Sigfox network, and there are LoRaWAN providers that support IoT solutions, but those networks are not present in some of the remote parts of Norway.

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Because much of the industrial activity in Norway occurs in those remote areas, some IoT solution providers have turned to satellite coverage – and the expense of that coverage falls on the solution provider, who naturally passes the cost on to the end customer.

“Norway has a very long coastline and a lot of rural areas,” said Rossi.

“But there is also this attitude that

you should get the same level of service no matter where you are. This comes from a sense of fairness that prevails in the country.”

The government sees 5G as a solution to this problem and more. 5G will connect not only people, but also things, creating smart environments powered

by AI systems that run in edge

computing facilities. With these benefits in mind, Norway has made aggressive plans to facilitate a rapid roll-out of 5G. With broadband wireless data and edge computing to perform sophisticated processing with quick turnaround, Norway is sure to come up with even more interesting IoT applications in the years to come.

Source: www.computerweekly.com 37

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

Deb Hetherington, Head of Innovation at Bruntwood SciTech, shares the benefits of bringing organisations together by colocating in innovation clusters.

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Bruntwood SciTech is the UK’s leading property and innovation services provider dedicated to the growth of the science and technology sector. reating a network of innovation districts across the UK, Bruntwood SciTech currently owns, manages and operates 10 sector-specialist campuses including Manchester Science Park, Innovation Birmingham, Platform in Leeds and Alderley Park. In her role as Head of Innovation, Deb Hetherington is responsible for designing and delivering support to help start-up and scale-up businesses grow. Deb explains, “It is a two-pronged approach, supporting start-ups to scale, as well as large businesses struggling to come up with a roadmap for innovation.”

Deb envisages that Data and AI led innovation will be at the forefront of this, and explores the potential implications these rapidly advancing technologies are likely to have on both business and society. She says, “I have a legal background, and when I was working in legal firms, I realised the importance of technology and AI. It is about utilising our data to make decisions. In the next 20 to 30 years, we will see a move towards Artificial General Intelligence (AGI), and that is when it will really start disrupting everything we do. There has been a huge increase in data collection on 41

a daily basis. The minute we look at our phones, data is being collected, and that is just our personal data. It is all being utilised by a handful of firms creating automated processes through AI, which are set to disrupt the way the world works.”

Bruntwood SciTech offers a range of office and lab space for like-minded businesses to colocate in clusters within innovation districts, bringing

numerous advantages to organisations of all sizes. Deb explains, “Large tech businesses benefit from an ecosystem.

With colocation, there is increased motivation because you can see what the other businesses around you are doing. We create peer-to-peer groups to meet up and discuss any barriers they wish to overcome, flesh out their problems, and learn from others in the same situation. Talent in technology is like gold dust, so support around

“Talent in technology is like gold dust, so support around bringing in young talent, particularly diverse talent and skills development, is also really important, as well as the physical aspect of being in a vibrant environment in which to learn, grow and socialise” Deb Hetherington, Head of Innovation at Bruntwood SciTech 42

food hall, and Hatch independent food, drink and retail pop-up space. A recent report by a recruitment company said if you ask employees their main objectives, 10 years ago, it would have been salary. Now the most important thing is community and feeling like you are part of a group that is achieving something. The way society is changing is really positive for me.”

Bruntwood SciTech's spaces for tech businesses across Manchester, Leeds and Birmingham offer world-class connectivity, security and infrastructure

bringing in young talent, particularly diverse talent and skills development, is also really important, as well as the physical aspect of being in a vibrant environment in which to learn, grow and socialise.”

Colocation enables open innovation, the idea of collaborating to compete.

But being part of a community is about more than just driving success, as Deb explains, “I thrive on the communities around me, and not just from a work perspective. Being able to go for lunch or a drink at the end of the day is hugely important. Take, for example, Circle Square in Manchester. You’re surrounded by like-minded tech, engineering and digital businesses, and then immediately outside, you have the TRIB3 fitness studio, HelloOriental pan-Asian underground

As far as tech and digital start-ups are concerned, Deb says their ability to access large tech companies and corporates through colocation and co-innovation is key. She continues, “We have a number of large, well-known corporates and professional services companies looking to innovate. Their struggle lies in the fact that their infrastructure is so archaic that they do not necessarily have a culture of knowing how to innovate. Having an ecosystem of start-ups and corporates means we can facilitate the process of coinnovation to bring benefits to both parties. The start-ups have the option to access finance and to test their technology, potentially breaking into new markets. For example, a legal tech start-up can access law firms to test their technology when located in the same cluster with us acting as facilitator. It’s a win-win!”

Innovation also happens when organisations collaborate. Deb talks about the water cooler moment of striking up an informal conversation that leads to new opportunities. And according to Deb, the positives of working in an innovation district far outweigh any negatives. She says, “On a practical level, the sound levels of some coworking and shared spaces 43

can sometimes be distracting, but well-designed colocation spaces have break-out or meeting rooms for people to go to when they need to brainstorm. Fully understanding what is going on in your organisation and gaining information integral to its smooth running mean the benefits are abundant.”

In terms of identifying and connecting start-ups and large organisations to work together, Bruntwood SciTech makes sure they are a good fit. Their Serendip open innovation programme at Innovation Birmingham is a good example. Deb elaborates, “We have gone to large companies, such as National Express, Balfour Beatty, Gymshark, and even the NHS, and asked them to tell us their pain points or innovation challenges. We then actively put a call out to our network of start-ups to ask if they can offer a potential digital solution.

We then go on a journey of six to 12 months, providing the support and

management needed to ensure it goes well, and that solutions are successful, often finding that many start-ups get a commercial deal off the back of the programme. Corporates generally find it hard to find and engage with relevant start-ups that can benefit their business, so getting them ready to do so is key, and supporting them with this is where we can help. Equally, we provide the wraparound services to ensure start-ups have everything in place, from access to potential revenue funding sources, through to PR and marketing support, and other professional services resources, allowing the co-innovation to happen.

Companies choosing not to engage and not to innovate in this way will miss out. The potential for innovation far outweighs any risk.”

Deb’s passion for diversity in the science and tech sector resulted in her co-founding the community-led organisation Women in Leeds Digital (WILD), which aims to educate and

October saw the launch of the Racial Diversity in Leeds Digital report at Platform, highlighting the current state of racial diversity within the tech sector and establishing clear guidance on what needs to be done

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Like-minded communities are at the heart of Bruntwood SciTech's campuses. An immersive digital art and NFT exhibit from Manchester Tech Incubator business Known Origin at Circle Square

encourage more diverse groups into digital roles. So, how can we make sure the digital workforce is truly representative of society? Deb answers, “For me, if you can’t see it, you can’t be it. Encouraging diversity is ensuring we are hiring and using teams and services that are diverse. You cannot always see diversity – it is much bigger than that. We are in a state of change, and diversity and inclusivity need to run through every element of a business strategy and operation. It needs to be visible and considered in every action taken. Engaging with the right groups and areas of society is key, and any talk or presentation needs representation.

That is the most important piece.”

The diversity agenda is something that can only be achieved when everyone comes along on the journey. Deb adds, “It is a societal conversation in which we all need to be involved. It will not happen overnight at the touch of a button, but it is an ongoing piece that filters down through every part of the organisation.”

Deb is excited to see people back in the office. She says, “Our footfall is going up every day, meeting room bookings are increasing, and we are facilitating a wide range of events to bring people together. We have an AI conference coming up in Manchester, and we have launched the Leeds Beckett University Innovation Hub at Platform. Everyone is welcome to come along, utilise the support available, and find out more about what we are doing. We are also launching our retail tech accelerator at the Tech Incubator within Circle Square in Manchester early next year, providing support for new and earlystage ecommerce and retail tech businesses. It’s a good opportunity for those starting out. So, there’s a lot going on!”

For further information about Bruntwood SciTech, its campuses, space available and collaboration opportunities, visit grow.bruntwood.co.uk/ bruntwood-scitech 45

H E A LT H

The European Parliament and Council reached a provisional agreement to help improve health technologies across the 27 member states.

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The health technology assessment (HTA) carried out by the European Parliament and Council has advised member states to take more “timely and evidencebased decisions on patient access” as far as their healthcare systems are concerned.

TA regulation is aimed at helping EU countries determine the effectiveness and value of new health technologies, as well as deciding on pricing and reimbursement by health insurers or health systems.

The provisional agreement is expected to strengthen the cooperation on HTA among the member states, improve the availability of innovative health technologies such as medicines and certain medical devices for EU patients, ensure efficient use of resources, and strengthen the quality of HTA across the EU. Parliament’s rapporteur, German socialist Tiemo Wölken, said, “The regulation will dramatically reduce duplications of clinical assessments, ensure sustainable cooperation on HTA, and provide us with a framework to better face health issues, such as rare diseases, personal medicine, and orphan medicines.”

He added that parliament had “fought for stronger provisions

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with regards to the uptake of joint clinical assessments.”

Wölken also said they had secured safeguards to ensure that joint assessments could not be ignored.

LAUNCHING A MEMBER STATE COORDINATION GROUP The long-awaited political agreement was welcomed by the EU’s Health

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Commissioner, Stella Kyriakides. She said, “Such high-quality scientific assessments will help the member states take more timely and evidencebased decisions on patient access to their healthcare systems.”

The new regulation, Kyriakides added, will be crucial for the objectives of the EU’s pharmaceutical strategy and Europe’s Beating Cancer Plan, as it covers innovative 51

medicines and addresses unmet medical needs.

The regulation establishes a new member state coordination group, which will include representatives and experts from each EU country, who are not permitted to have any interests in the health technology developers’ industry that could affect their independence or impartiality.

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The coordination group will be expected to engage and consult widely with relevant stakeholders, including organisations representing patients, healthcare professionals, clinical experts, HTA developers, and consumers, to ensure inclusiveness and transparency.

The regulation sets safeguards on the uptake of joint clinical

"Especially now, faced with a health crisis, it is increasingly important that we, as a Union, pool our expertise and resources to ensure good quality joint assessments whilst contributing to timely access of innovative health technologies”

Tiemo Wölken

assessments to ensure that they are annexed to national assessments, and that member states must report on their use in national HTAs. It will also shorten the timeline for the full implementation of the scope of health technologies.

LONG-AWAITED AGREEMENT Wölken highlighted the importance of the timing of the agreement. He

said, “Especially now, faced with a health crisis, it is increasingly important that we, as a Union, pool our expertise and resources to ensure good quality joint assessments whilst contributing to timely access of innovative health technologies.”

The HTA process is currently fragmented, performed by about 50 European HTA agencies.

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Different systems are being used across member states to evaluate new treatments and their prices.

The legislative initiative to overhaul the current HTA system was put forward by the previous EU executive in January 2018.

The European Parliament closed its first reading in February 2019, while discussions in Council lasted over three years until the EU health ministers agreed on their mandate.

Regulation on HTA is a top priority of the Portuguese presidency, which was pushing for an agreement before the dossier falls into the hands of the Slovenian presidency in July 2021.

Although the regulation still needs to be formally adopted by the Council and the European Parliament before it comes into force, Kyriakides added, “This result was a major achievement for EU cooperation and I am looking forward to a swift adoption by both institutions in the coming months.”

Source: www.euractiv.com

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"This result was a major achievement for EU cooperation and I am looking forward to a swift adoption by both institutions in the coming months" Stella Kyriakides EU’s Health Commissioner

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I N N O VAT I O N

THE GOLDEN AGE EUROPEAN TECH INVESTMENT IS ON THE RISE AS VENTURE CAPITALISTS TAKE MORE NOTICE OF EUROPE AS A GLOBAL TECH HUB.

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ACCORDING TO A RECENTLY PUBLISHED REPORT BY THE BRITISH VENTURE CAPITAL FIRM, ATOMICO, EUROPEAN TECH COMPANIES RAISED INVESTMENTS TOTALLING OVER $41 BILLION IN LAST YEAR. t was a record year for European tech, despite the pandemic and all the economic hardship it has caused.

Last year alone, the value of European tech companies rose by 46 per cent.

2020 was a temporary culmination of years of increasing interest in the European tech market.

Today, 38 per cent of all seed-capital is raised by European start-ups.

The number of employees in European tech has increased by 43 per cent over the past four years, and the amount of venturecapital on the old continent is continuously rising.

As Bessemer Venture Partners wrote, “Silicon Valley doesn’t have a monopoly on innovation and entrepreneurship is a borderless endeavour.”

Part of the success of the European tech industry is

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a result of the global digital transformation, which has accelerated over recent years and made technology companies more lucrative in general.

Another important element is that digital technologies have enabled European companies to raise money remotely and communicate seamlessly across the Atlantic. With the rise of remote culture, tech companies are not required to have a strong presence in tech hubs, such as Silicon Valley, and can instead take advantage of all the distributed talent worldwide.

An important trend is also that American VC funds have become more open to European companies where it is easier to enter at an early stage and strike a good deal.

Instead of investing in poorly performing companies with substandard unit economics, VCs have looked across the Atlantic searching for good tech companies in Europe. The result is more investments in European tech and a higher valuation for these European tech companies.

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“SILICON VALLEY DOESN’T HAVE A MONOPOLY ON INNOVATION AND ENTREPRENEURSHIP IS A BORDERLESS ENDEAVOUR” The entry of American VCs is a gift to European tech, not just because of the capital they bring, but also because of their vast experience, innovative mindset and modern yet collaborative approach to being an investor.

Another critical element in this success story is the European Union. The days of self-regulation in the tech industry are over, and thanks to The Brussels

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Effect, the European Union can set the regulatory standard worldwide and shape the values that the market operates.

Examples of this include data privacy and GDPR, and the sustainability agenda throughout the past decades. By regulating the market in this way, the EU, in a sense, defines the rules of the game, enabling Europe to design a space where European companies can thrive.

So far, the European Union seems like the only agent willing and able to set the regulatory standard, which could become a major advantage.

In general, Europe has become more of a global tech hub as European countries have invested in nurturing a more fertile environment for tech companies to thrive.

And a relatively stable and predictable political climate has given European companies a chance to focus on their businesses.

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“EUROPE HAS BECOME MORE OF A GLOBAL TECH HUB AS EUROPEAN COUNTRIES HAVE INVESTED IN NURTURING A MORE FERTILE ENVIRONMENT FOR TECH COMPANIES TO THRIVE”

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Plus, the European Union and the member countries have had a political will to invest in public digitisation and the digital infrastructure.

It seems bland, but just getting a faster and cheaper internet connection makes a difference. As European countries have digitised their public sectors, they have created a solid foundation for their tech companies by reducing paper-heavy processes and making people more comfortable with digital processes.

Estonia’s government is one of the most innovative in the world with their e-Estonia digital society as an example.

Finally, European tech companies’ success also comes down to the fact that they are performing well. American VCs would not invest in European companies if they did not produce some fantastic products and deliver impressive unit economics.

Companies like Skype, Spotify and Deliveroo have shown that European

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“EUROPEAN TECH THERE IS MOMENTU A MORE INNOVATI FOR GROWTH, TH CONTINUOUS

H IS NOT A JOKE — UM, AND TO CREATE IVE ENVIRONMENT HERE NEEDS TO BE INVESTMENT”

companies can yield significant results and compete globally against some of the biggest companies in the US. There is, of course, still a significant gap between the US and Europe. But, European tech is not a joke — there is momentum, and to create a more innovative environment for growth, there needs to be continuous investment.

The European Union must continue to use its position to create an advantageous playing ground for European tech, whilst ensuring fair standards and regulations.

The world is looking for a European approach to technology, one where responsibility and sustainability go hand in hand with innovation, but it is up to leaders in the tech space — and organisations like the European Union — to secure it. If this goes well, we are about to enter a golden age for European tech.

Source: www.forbes.com

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T RA N S P O RT

SELF-DRIVING CA The UK government has said that cars with self-driving capabilities could be allowed on roads at the end of the year.

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ARS ON UK ROADS

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THE UK IS SET TO BECOME THE FIRST COUNTRY IN THE WORLD TO ALLOW SELF-DRIVING CARS AT LOW SPEEDS ON MOTORWAYS, WITH A REVISION TO THE HIGHWAY CODE POTENTIALLY ON ITS WAY. he Department for Transport has said automated lanekeeping systems (ALKS) would be the first type of hands-free driving legalised. The technology will mean drivers can let go of the wheel as the car keeps itself in a single lane, and will be limited to a speed of 37 miles per hour (60km/h).

The use of this technology will mainly be used in slow moving traffic on motorways, with the car also being able to return control to the driver quickly and safely.

An update to the Highway Code would include a new section on ALKS, allowing drivers to do minimal tasks whilst still paying attention to what is going on around them.

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HANDS-FREE In 2020, there was a call for evidence to show that vehicles fitted with the ALKS were safe.

The UK government now believes it is possible to have these vehicles on the road without compromising safety.

It confirmed that drivers will not be required to monitor the road or keep their hands on the wheel when the vehicle is driving itself.

But the driver will need to stay alert and be able take over when requested by the system within 10 seconds.

If a driver fails to respond, the vehicle will automatically put on its hazard lights to warn nearby vehicles, slow down and eventually stop.

Transport Minister, Rachel Maclean, said, “This is a major step for the safe use of selfdriving vehicles in the UK, making future journeys greener, easier and more reliable while also helping the nation to build back better.

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“But we must ensure that this exciting new tech is deployed safely, which is why we are consulting on what the rules to enable this should look like. In doing so, we can improve transport for all, securing the UK’s place as a global science superpower.”

HUMAN ERROR The technology could improve road safety by reducing human error, which contributes to over 85 per cent of accidents.

The Society of Motor Manufacturers and Traders (SMMT) Chief Executive, Mike Hawes, said, “Automated driving systems could prevent 47,000 serious accidents and save 3,900 lives over the next decade through their ability to reduce the single largest cause of road accidents – human error.

“Technologies such as Automated Lane Keeping

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Systems will pave the way for higher levels of automation in future – and these advances will unleash Britain’s potential to be a world leader in the development and use of these technologies, creating essential jobs while ensuring our roads remain among the safest on the planet.”

AUTOPILOT Tesla's so-called ‘Autopilot’ uses lane technology similar to ALKS. It 72

is considered ‘level two’ on the five defined levels of self-driving cars.

The next step – level three – would not need the driver's attention at all times, and in theory, the driver could do other things, such as check email or even watch a movie, until the car prompts them to take over again. This would include ALKS.

“AUTOMATED DRIVING SYSTEMS COULD PREVENT 47,000 SERIOUS ACCIDENTS AND SAVE 3,900 LIVES OVER THE NEXT DECADE THROUGH THEIR ABILITY TO REDUCE THE SINGLE LARGEST CAUSE OF ROAD ACCIDENTS – HUMAN ERROR” Mike Hawes, Chief Executive of The Society of Motor Manufacturers and Traders (SMMT) 73

“THE SECTOR COULD CREATE 38,00 AUTONOMOUS VEHICLE INDUSTRY COU SELF-DRIVING FUTURE? With this potential change to the Highway Code coming, it could open the door for more innovative self-driving technology, even adding capabilities to public transport and delivery vehicles.

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There is also the possibility that vehicles could communicate with traffic lights, bringing an end to urban congestion, whilst also reducing emissions and improving air quality in our towns and cities.

The autonomous car industry and

00 NEW JOBS IN THE UK, AND THE ULD BE WORTH £42 BILLION BY 2035”

the UK government are positive about progress towards a selfdriving future.

The UK is already a world leader in connected and self-driving vehicle innovation, and British companies are working on and developing the

next generations of automated vehicles.

The sector could create 38,000 new jobs in the UK, and the autonomous vehicle industry could be worth £42 billion by 2035.

Source: www.bbc.co.uk 75

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

e x c l u s i v e

Amazing Oriental

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

The largest Asian supermarket chain in the Netherlands

T-Mobile Netherlands

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

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

e x c l u s i v e

BRUARY 2021 BUMPER ISSUE!

Shares her thoughts on procurement strategy, technology, key partnerships, sustainability, and gender equality

Designing a Supply Chain

The Pfizer Vaccine Sto We chat to two supply chain leaders behind the momentous vaccine roll-out

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Scale up Driving forward the next generation of European tech giants

s

y

exclusives

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

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

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

ory e x c l u s i v e

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

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

Could Lung C

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AI Help Diagnose Cancer?

A new study has revealed an AI program that can see signs of lung cancer in a CT scan.

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Lung cancer is the most common cause of cancer death, with around 1.8 million lives lost around the world each year.

It is often diagnosed at a later stage when treatment is less likely to succeed.

But, according to new research, an AI program has been developed that can spot signs of lung cancer on CT scans a year before they can be diagnosed with existing methods.

Researchers worldwide hope that using AI to support lung cancer screening could make the process quicker and more

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efficient, and ultimately help diagnose more patients at an early stage.

CT scans are already used to spot signs of lung tumours, followed by a biopsy or surgery to confirm whether the tumour is malignant.

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“The program ide 177 malignant tu CT scans, so it w effective in dete

entified 172 of the umours in those was 97 per cent ecting cancers”

However, each scan involves an expert radiologist examining around 300 images, and looking for signs of cancer that can be small.

Trials using CT scans to screen people with a high risk of lung cancer have shown

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“The aim of our resea radiologists but to a them a tool that can s of lung c

Benoît A

Researcher as part of Inria (France’ Digital Science & Technolog

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arch is not to replace assist them by giving spot the earliest signs cancer”

Audelan

’s National Institute for Research in gy) at Côte d’Azur University

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“Screening for lung cancer would mean many more CT scans being taken and we do not have enough radiologists to review them all. That’s why we need to develop computer programs that can help” promise, but screening is hindered by the practical difficulty of a radiologist reviewing each image, one at a time, to determine who needs further tests.

Researcher Benoît Audelan, who works as part of Inria (France’s National Institute for Research in Digital Science & Technology) at Côte d’Azur University, is part of the project, named Epione.

He said, “Screening for lung cancer would mean many more CT scans being taken and we do not have enough radiologists to review them all. That’s why we need to develop computer programs that can help. Our study 87

shows that this program can find potential signs of lung cancer up to a year earlier.

“The aim of our research is not to replace radiologists but to assist them by giving them a tool that can spot the earliest signs of lung cancer.”

In the new study, led by Audelan, the research team trained their AI program using a set of CT scans from 888 patients that had already been examined by radiologists to identify suspicious growths.

They then tested it on a fresh set of 1,179 patients, who were part of a lung screening trial with a three-year follow-up, using CT scans that were taken in the last two years of the trial. These included 177 patients who were diagnosed with lung cancer via a biopsy after their final scan in the trial.

The program identified 172 of the 177 malignant tumours in those CT scans, so it was 97 per cent effective in detecting cancers. The five tumours that the program missed were near the centre 88

of the chest, where tumours are more challenging to distinguish from healthy parts of the body.

The researchers also tested the program on scans taken a year before the tumours were diagnosed in the same 1,179 patients. It was then able to identify 152 suspicious areas that were later diagnosed as cancer.

But the team warned the program also identifies too many suspicious areas that are not cancer (false positives), and this would need to be vastly improved before the program could be used in the clinic. This is because investigating all of these cases would cause many unnecessary biopsies.

However, the researchers plan on developing a new system to improve this issue.

They also hope the improved system will be better able to differentiate between malignant and non-malignant tissue to help radiologists decide which patients should be investigated further.

Source: www.eandt.theiet.org 89

FINANCE

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The European Central Bank is considering establishing a Digital Euro as it looks to keep up with the ever-changing world of digital payments.

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THE EUROPEAN CENTRAL BANK (ECB) HAS DECIDED TO PURSUE AMBITIOUS PLANS TO ESTABLISH A DIGITAL EURO. On July 14th, the ECB announced that as of October, it has moved into the two-year ‘investigation phase’ of its Digital Euro project, which will focus on the design of the currency and the ways in which it could be distributed to merchants and citizens.

The ECB believes a Eurozone Central Bank Digital Currency (CBDC) could offset the risks of crypto-assets being led by big tech firms who are already in possession of huge amounts of consumer data, as well as mitigate the susceptibility of traditional cryptocurrencies, such as Bitcoin, to market volatilities.

In this context, a January survey from the Bank of International

Settlements found that 8 per cent of global central banks are in some way “actively researching the potential” for digital currencies.

In the US, Federal Reserve Chair Jerome Powell said in July that the best way of combatting the power of privately run cryptocurrencies is for central banks to establish their own digital assets. The Federal Reserve released a report in September which analysed the potential benefits of establishing a centrally-managed digital currency.

China is regarded as one of the more advanced nations with regards to developing its own digital currency. It is currently trialling its digital yuan, including

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innovative features such as the ability to transfer payments between smartphone simply by touching handsets together.

In the UK, the Bank of England and the treasury have teamed up to form a task force that will probe the viability of a future digital currency issued by the central bank, while Sweden’s central bank has announced plans for piloting an e-krona, working with lender Handelsbanken.

In the private sector, the ECB has long feared the threat to European monetary sovereignty posed by the introduction of crypto-assets by big tech. Plans for Facebook to introduce its own digital currency, Diem, formerly known as Libra, were temporarily shelved following resistance in the EU. In Brussels, there lacks a harmonised regulatory framework for crypto-assets, but the EU wants to correct this with the eventual adoption of new rules for markets in cryptoassets (MiCA), which will lay down new rules for the issuance

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of crypto-assets in the EU, including Facebook’s Diem.

“OUR OBJECTIVE WOULD BE TO MAKE A DIGITAL EURO INTEROPERABLE WITH PRIVATE PAYMENT SOLUTIONS, SO THAT IT COULD BE ACCESSED THROUGH THEM” Fabio Panetta, member of the ECB leading the Digital Euro plans

DESIGN PHASE: INTEROPERABILITY OPPORTUNITIES The investigation stage to be launched by the ECB later this year will involve probing some of the key design features of the Digital Euro project. The central bank wants the currency to be easily accessible, safe to use, and in full compliance of necessary privacy legislation.

Moreover, interoperability, both with third-party private intermediaries and with other global currencies, has been pitched as an important design element, potentially creating opportunities for Europe’s fintech players and non-bank providers to assist in the development of applications that will bring the Digital Euro to the smartphones of European citizens.

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Fabio Panetta, member of the ECB leading the Digital Euro plans, said, “Our objective would be to make a Digital Euro interoperable with private payment solutions, so that it could be accessed through them.

“INTEROPERABILITY WITH INTERNATIONAL DIGITAL CURRENCIES HAS ALSO BEEN UNDERLINED, WITH THE ECB STATING THAT SUCH “COULD CREATE MUCH NEEDED EFFICIENCY GAINS IN CROSS-BORDER PAYMENTS”

“It would thus level the playing field by making it possible for all market participants – bank and nonbank intermediaries and fintechs – to offer, at a lower cost, products that allow people to pay instantly.”

In this context, the ECB has cited the importance of ‘standardised front-end solutions’ to be a core feature of making the Digital Euro accessible to citizens, as well as implementing certain features into the software, with regards to identification protocols, when making a payment.

Interoperability with international digital currencies has also been underlined, with the ECB stating that such “could create much needed efficiency gains in crossborder payments.”

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THE DATA RACE FOR DIGITAL CURRENCIES Earlier this year, Pannetta said that “data-driven models could jeopardise privacy and pose the risk of personal information being misused” and that the potential integration between services offered by big tech firms and digital currencies could exacerbate existing market instabilities.

It is not only in the social media space, with Facebook’s Diem, that such a challenge exists. This month, speculation arose as to Amazon’s interest in the payments arena, after the company advertised a vacancy for a ‘digital currency and blockchain product lead’.

While the ECB has concerns over the merging of payments data with data already held by dominant platforms, there has been no shortage of stakeholders

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“THE ECB HAS CHARTED TW DESIGN OF THE CURRENCY, AN GOVERNING COUNCIL WILL N WHICH COULD TAKE A F

WO YEARS TO FINALISE THE ND THEN THE CENTRAL BANK’S NEED TO RATIFY THE PLANS, FURTHER THREE YEARS”

who believe the preservation of privacy to be the most important issue in Europe’s future rollout of a Digital Euro.

Earlier this year, the ECB conducted a public consultation in which ‘privacy of payments’ emerged as the central issue among stakeholders, followed by ‘security’ and ‘pan-European reach’.

As a means to meet high privacy standards, the ECB may consider allowing very small transactions to be conducted anonymously, offline. The option of issuing ‘anonymity vouchers’ has also been previously suggested by the ECB’s Panetta.

There are broader risks that will be considered as part of the investigation stage including the possibility of a rush on the Digital Euro, where Europeans may seek to transfer their assets from traditional banks into the

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new currency, depriving banks of millions in cash deposits. This is something the ECB would look to mitigate with a potential €3,000 limit on holdings.

The process for drawing up detailed plans for a Digital Euro

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may take some time. The ECB has charted two years to finalise the design of the currency, and then the central bank’s Governing Council will need to ratify the plans, which could take a further three years.

However, the ECB is clearly keen on making progress at a time when global jurisdictions seek to capitalise on the rapid increase in digitalisation of the payments sector. Alongside the reticence of the ECB to allow such a transformation to be

led by big tech, there remains the perfect opportunity for some of Europe’s emergent players to enter this ecosystem, taking full advantage of the long-promised, yet largely unrealised, benefits of digital currencies Source: www.tech.eu 101

IN THE SP OTLIGHT

START-UP OF THE MONTH Meet the Munich-based start-up which has revolutionised the way we drink water.

Air Up has revamped how we drink water by giving it a flavoured taste, without adding any flavourings.

The way they have been able to do this involves tricking the brain by adding one of their aroma pods to their innovative water bottle.

Scented air is added to the filled water bottle, so when you drink from the specially-designed Air Up bottle, air

rises to the olfactory centre and is perceived by our brain as taste – without sugar, without calories, and without unhealthy additives.

The idea of the bottle started back in 2016, when co-founders Tim Jäger and Lena Jüngst developed the first prototype as part of a university project. The team grew in 2018, adding Fabian Schlang and Jannis Koppitz, before Simon Nüesch joined the team to make up the five founders.

Schlang spoke about the aroma pods and the safety of using them.

He said, “The fragrance pod is completely harmless because it is filled with 100 per cent natural flavour. They come from our partner in Darmstadt, who is a leader in this field. Of course, we have conducted our own internal and external testing, and can therefore say for

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“The idea of the bottle started back in 2016, when co-founders Tim Jäger and Lena Jüngst developed the first prototype as part of a university project” certain that our product is 100 per cent safe.”

There are over 20 aroma pod varieties, or ‘flavours’. They include Kola, Apple and Wild Berry, and the pods also have different intensity ratings, to let you know how strong that ‘flavour’ is.

It is worth noting that the products are also sustainable, with the aroma pods being 100 per cent

recyclable and the bottle is refillable, with tap water being the preferred method to fill up the bottle. The bottles and pods currently ship to eight different countries, including Germany, the UK and France.

Air Up is not only extremely innovative, but it is also very customisable, allowing the user to choose from five different bottle colours, along with a handful of accessories that can be added to their selection.

For more information, visit www.uk.air-up.com 103

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