Gigabit - November 2017

November 2017

REVEALED: How 10 global industries are using Artificial Intelligence

The New Royal Adelaide Hospital: a benchmark in healthcare

TOP 10

EXCLUSIVE

Moratel’s $1bn-plus challenge to connect Indonesia’s remote communities

most valuable tech companies in the world

The business case for cyber security publisher of

An exclusive interview with Vodafone Group Head of Enterprise Cyber Security Strategy & Innovation, Andrzej Kawalec

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FOREWORD WELCOME TO THE November issue of Gigabit!

We lead this month with an exclusive interview with Andrzej Kawalec, Vodafone’s Head of Enterprise Cybersecurity Strategy & Innovation. Just about any industry survey you read these days will put information security at the top any CIO’s to-do list - both in terms of task prioritisation and as the number one potential roadblock to new technology implementations. But Kawalec suggests that successful, growing companies are beginning to view security as an enabler, allowing new business models and working behaviours to emerge to their companies’ benefit.

AI, perhaps, has an increasingly significant role to play here. Our overview of the latest findings in this area suggests many companies are investing hundreds of millions into AI technology, and a leading focus of that investment is security. Where it can help protect, it can also facilitate - be that driving efficiency on the factory floor or enabling real-time data-led decisions in the boardroom.

Find also this month deep insights into the digital journeys of some fascinating organisations. We join Belgian digital media powerhouse FCR Media on its customer-focused transformation journey with CIO Allan Farrell, while Mora Telematika Indonesia’s CTO, Michael McPhail, lets us in on the unique challenges overcome by one of the country’s top telecoms infrastructure providers.

Enjoy the read, and don’t forgot to join the conversation in Gigabit’s Linkedin group, or follow us on Twitter and Facebook.

www.gigabit.net www.bizclikmedia.com

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Harnessing the potential of fear

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Top 10 most valuable tech companies in the world

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Royal Adelaide Hospital - The world’s most ‘high tech’ hospital

EUROPE Avis Budget Group FCR Media Avaya WSP

ASIA PT. Mora Telematika Indonesia

AUSTRALIA Royal Adelaide Hospital

AFRICA Multipla, Lda

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Revealed: How 10 global industries are using AI

INTERVIEW

Harnessing the potential of fear Written by S TUART HODGE

Vodafone Group Head of Enterprise Cyber Security Strategy & Innovation, Andrzej Kawalec, is adamant that we now have the first solid evidence that companies are beginning to think of cyber security in a completely different way…

THIS IDEA THAT all of your company’s key data could be stolen by hackers is one that executives have dreaded and IT departments have always had to be wary of.

But maybe that’s all about to change, or is indeed already changing, after Vodafone released detailed research that shows that some big companies are now looking at information security as an “enabler of new business opportunities, rather than simply a means of defence”.

The report ‘Cyber Security: The Innovation Accelerator’ says that around nine out of 10 businesses on average believe that improving cyber security would enhance customer loyalty and trust, enhance their reputation in the market and potentially attract new custom.

Provisions in this area could also acts as a competitive differentiator to help them win business.

More than 1,400 small, mediumsized and multinational corporations from the USA, UK, Ireland, Germany, Spain, Italy, India and Singapore were surveyed for the report which the telecoms giant believes is groundbreaking.

In fact, Vodafone Group Head of

INTERVIEW Enterprise Cyber Security Strategy & Innovation, Andrzej Kawalec, is adamant that we now have the first solid evidence that companies are beginning to think of cyber security in a completely different way.

“I think there’s really, really important conclusions that we’ve driven out of this research,” he says. “What we wanted to do was look at ‘what are the links between strong cybersecurity and business decision making?’

What we found, and it came out loud and clear, is that successful growing businesses are the ones which use security to drive their success.

“That means that they use security not in a defensive, protective way, but they use it to enable new business models, new innovations, new markets – allowing their employees to work in different ways – and that, without strong security capabilities, they can’t take advantage of that new digital landscape.

“So, we are starting to see evidence, in this report, of a change in how people approach security. That is hugely important because it means that the organisations that are going to win, the ones that are going to be the leaders and be successful, are the 8

November 2017

ones which use security not just as a reactive defensive capability, but one that can drive their business forward.

“That’s a fundamental change in how we think about using data and how we think about enabling it; that’s why we’re really excited about it.”

But what does Kawalec feel are the major findings of the report?

He says: “There is a direct correlation from security capability and skills to business benefits.

“Cybersecurity will help you change how your business operates and allow you to get better business models, greater employee productivity and increased loyalty and trust from your customers. That’s a big, bold statement. People might have tried to make that statement before, but we’ve evidenced it in the research and the fact we have such high numbers and such consistent responses are what allows us to say that.

“But, balancing that out, was the section which says 41% of organisations say they’re actually unsure of who can help them with their information security challenges.

“We’ve talked about driving growth and innovation. We’ve talked about security being a force

Vodafone Group Head of Enterprise Cyber Security Strategy & Innovation - Andrzej Kawalec

INTERVIEW for good and an enabler. However, people are still unsure about where they can best find security help and how they’re able to do that.”

There’s also an interesting disparity in the report between large organisations and small organisations. On average, 41% said they’re unsure about who could help them with information challenges, but that figure rises by an additional 19% when talking about small to medium-sized businesses.

What makes this report so relevant though, is that data, and the safety of it, which has never been as important as it is right now. Most of us are now experiencing large parts of our daily lives in the virtual world and all of the data we produce by doing so is gathered and harvested.

In the business world, how well a company stores and safeguards that data can be a key component of customer confidence. You just have to look at what happened to shares in Sony after its massive data breach two years ago.

According to the report, which generation you come from has a lot to do with how you feel about the issue of data security.

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Kawalec explains: “When we started to think about age and its relation to the perception of risk, under-35year-olds, the real digital leaders of new business, 91% of them feel that security budgets will not only need to rise but that security is a central issue. And these are not digitally naïve teenagers, these are young business leaders who understand the value of data in a digital world.

“Their uncertainty and fear about data loss was much reduced, at 40%

– contrast that with over-55-year-olds and their fear of data loss hit 63%.

“So, you see not only an understanding of the importance of security, but also a reduction in the fear that comes with data loss because they’re expecting that there is a natural cyber resilience or cyber readiness that they have to adopt.

They’re not paralysed by ‘oh my goodness, what if we’re attacked?’

“I think there has been a danger in the past when we talked about

‘protection’. Protection’ meant protection from an adversary who was dynamic and well-funded and very targeted. But we get caught into that fear, uncertainty and doubt conversation.

“We’re not saying ‘if you put the right things in place, you pick the right security partner, the right communications partner, you have an integrated security risk assessment organisation and set of processes’ that you don’t have to be fearful anymore.

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INTERVIEW

Caption to the image But you can adopt new things.”

Could we be about to see a huge swell of change, then, in terms of how businesses and people generally begin to think about the issue of data security? Kawalec thinks we could well be at that point.

He says: “These are not things we need to be scared of, I think that was something that came out for me. There was a piece towards the end talking about new technology with real insight and about what people can do. There are four steps that we articulate that are really important. First, is understanding your security risk, your data risk.

“Second, is about building 12

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a cyber-aware culture and a cyber-aware organisation. Each member is important in that; each member of your organisation, each member of your supply chain.

“There’s a section around being able to run operations, predict what’s going to happen, protect your environment and detect it. A lot of people are turning to providers like Vodafone to help them with that because it’s a really tricky thing across that blended, digital world.

“But the final point was around response and recovering. A lot of people, I think, become paralysed in the event of an attack. They haven’t practised their response,

they can’t understand that initial golden period where you have to understand what’s happened and the data that’s at risk for consumers.

“You have to engage communications channels, you have to talk to law enforcement and that becomes all-consuming for organisations. There’s an interesting movement away from pure risk management and actually for some executives, it becomes a career management issue.

“But the real puzzle, the real point, is not so much the managing of the response, but it’s the recovery. How quickly can you get your business back online? How quickly can your customers access the services that they rely on you for? How quickly can you rebuild customer trust and loyalty?

Response is one thing, but recovery is

“Cybersecurity will help you change how your business operates and allow you to get better business models, greater employee productivity and increased loyalty and trust from your customers” – Andrzej Kawalec, Vodafone Group Head of Enterprise Cyber Security Strategy & Innovation

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INTERVIEW

vitally important to being resilient and ready to face whatever happens.”

So, how is Vodafone, as an organisation, now going to move forward following the findings of this report?

“We have an ongoing commitment to research in this area,” Kawalec adds. “You’ll see a series of deeper dives around the data set we’ve got and future reports which are going to continue to build on this area and this line of enquiry.

“Not many other people are thinking in this way and I think it’s a really powerful future indicator of what’s going to happen.

“The second piece is how are we using that internally. I think some of the key findings that we’ve talked about are now baked into our security strategy, and we see it in a positive light.

“We see that our products and services have security built into them, but we offer enhanced and simpleto-consume security services around that. This isn’t about leading with fear, this is about leading with enablement but recognising, ‘yeah there are some areas that we need to do better’.”

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TECHNOLOGY

Revealed: How 10 global industries are using AI How is AI being used across the world to drive efficiency and improve the customer experience? A recent survey

by Tata Consultancy sheds some light W r i t t e n b y R O M I LY B R O A D

A STUDY BY Tata Consultancy Services (TCS) has provided a snapshot of the scale of AI adoption across sectors worldwide, and a flavour of where most value is being found – and how.

The study, which quizzed 835 executives across a number of distinct industries, found that more than 80% of companies are already investing in and actively using AI as part of their operations, while almost 100% indicated they would begin or extend investments over the next two years.

But what exactly is AI in this context? Artificial Intelligence is a term with as many connotations as the thing itself has potential applications. For the purposes of this study, TCS defined AI as technologies which could automatically sense unstructured data (e.g. voice, images), interpret meaning and form conclusions from that data, learn from it, and make decisions based on it.

Most respondents predictably indicated that investments in technology of this type were mainly directed at their IT functions, but outside that it’s the areas of sales, customer service, marketing and finance that are 17

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seen as chief beneficiaries.

A headline finding is that the insurance industry is outspending every other sector with an average annual investment of $124mn.

This is followed by fast-moving consumer goods (FMCG) and hightech companies, which averaged a spend of $94mn on AI projects.

Industries rushing to catch 18

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up include media services and healthcare. But the study suggests they’re doing just that, with greater relative increases in AI investment across these sectors than any others by 2020.

Perhaps surprisingly given the tenor of most media commentary around industrial AI, most firms report few concerns over the impact of AI on

‘Far from using AI to help automate jobs and lay off expensive workers, companies are in fact largely using AI to drive up value and are actually increasing their workforces’ job security. A separate Capgemini report also recently suggested that far from using AI to help automate jobs and lay off expensive workers, companies are in fact largely using AI to drive up value and are actually increasing their workforces as a result. TCS’s survey respondents seem to support that conclusion.

Their number one concern is

securing their AI deployments against malicious attack.

“Businesses are getting their heads around where the best application of this technology will be, and that’s no easy task. What’s clear, however, is that big investments are being made and that almost no corner of a firm’s operation will be left untouched,” says K. Ananth Krishnan, CTO at TCS. 19

TECHNOLOGY

SECTOR BY SECTOR: HOW 10 INDUSTRIES ARE USING AI Automotive AI plays a role in two thirds of automakers’ IT functions, with a similar proportion of companies in the sector leveraging it in their manufacturing processes. A third of automotive companies use AI in their R&D activities, particularly in association with autonomous driving and driver attention monitoring. AI is playing a growing role in vehicle

marketing, helping automate customer service enquiry responses.

BMW has notably deployed AI bots to engage potential customers of its ‘i’ electric vehicle range. Most automakers predict the largest AI investments will be seen in the manufacturing realm, driving up productivity and optimising supply chains and processes.

Banking and financial services Almost 90% of finance companies report cognitive technology now being a vital tool in delivering efficiency and value to the task of managing complex transactions, such as loan applications, customer credit scoring, and trading. Banks are investing in tools to analyse vast quantities of unstructured data in order to make better trades or improve their judgement of risks; venture capitalists are using AI to better understand which companies they fund. Finance firms on average 20

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‘Manufacturers are leveraging AI as an after-sales service with their products’ have driven revenues up by 17% using AI, and reduced costs by 13%.

Consumer packaged goods Most companies report leveraging AI in a customer-facing capacity, in sales, marketing and customer service, as well as in their manufacturing functions. Kraft, for example, is using machine learning to power the delivery of personalised recipes to customers via their mobiles. On average, companies in this sector saw a 12% hike in revenues, with a similar level of cost savings.

Energy The only sector surveyed where 100% of the companies involved reported active use of AI was the energy sector. Companies are largely directing that investment towards their IT, logistics and distribution functions. Large energy companies are using AI in accounts departments to shave off thousands of man hours in dealing with huge numbers of routine supplier transactions. It is also being deployed to more efficiently decipher very large datasets in exploration as well as at the drill face. Much investment is being 21

TECHNOLOGY driven by a need to reduce costs as demand for oil and gas begins to flatten over the coming years.

Healthcare Almost 90% of healthcare companies are using AI, but contrary to headlines reporting AI’s role in delivering revolutionary diagnosis and treatment for patients, most companies say they are using it in IT, finance, and marketing.

Less than a quarter of the companies surveyed cited R&D as the main focus of their AI investment, with just 11% saying it would be a major area for investment in the near future. While the potential of technologies such as IBM’s Watson in healthcare are clear, and IBM is committing huge resources to the effort, it has also publicly stuttered amongst early adopters. Caution is understandable, then: While most companies surveyed said security was their primary concern, healthcare companies say cultural change around acceptance and trust is a leading obstacle to progress.

High tech Excluding companies whose reason 22

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for being is AI in of itself, almost all hardware and software makers say they use AI, with 80% saying the bulk of their investment has been in IT – particularly in the area of cybersecurity. Customer service and sales and marketing are other key areas. Google is a preeminent example of using AI internally to continually improve its search and advertising targeting algorithms. Likewise, the

leading social media platforms.

Intel claims an AI-led approach to sales targeting is expected to deliver $20mn in additional revenue.

manufacturers are leveraging AI as an after-sales service with their products.

Boeing, for example, is investing in AI as a means of helping customers better manage aircraft maintenance.

Industrial manufacturing 85% of large manufacturing companies say they are already using AI to drive value in their businesses.

Most investment was in areas of IT, before manufacturing processes themselves. But in that there’s a large overlap – the principal IT application of AI is in production management.

Otherwise, manufacturers are deploying AI in such areas as labour scheduling, troubleshooting assembly line problems, and automated plant management. In some cases,

Insurance Pound for pound, insurance companies are spending more than any other industry on cognitive technologies. On average, insurance companies are spending almost twice as much ($163mn) as companies in other sectors.

The high volume of investment in AI can be attributed to an industry already hugely affected by the entry of disruptive startups. The reaction has been digitisation and selfdisruption in the face of existential threat. The benefits have been found; insurance companies report 15% increases in revenues and a similar drop in costs. A key driver has been advanced analytics.

Media and entertainment The application of cognitive computing in the distribution of media is nothing new for the internet age. Amazon was a pioneer in using machine learning to power book 23

TECHNOLOGY recommendations. Spotify is exploring how deep learning can help it recommend music to customers based on their acoustic preferences.

But while the average investment across the industry lags behind other sectors, it is expected to double to an average of $47mn by 2020. The areas of content production and distribution are likely to see some of the most interesting innovations. Associated Press is already producing written content with AI, while digital advertising is at the forefront of AI technology as content and platform owners seek to prop up value in an ever-tightening competitive landscape.

Retail AI is powering efficiency and transformation right across the retail sector and its supply chain.

From the personalised upselling of products to customers with smart recommendations online, through to automated warehouses and even automated delivery, the foundational impact of the technology is the reason 91% of retail companies say they already use it extensively. Almost 50% of retail companies expect AI to have the biggest impact in their sales and marketing functions.

Advanced analytics are also informing boardroom decisions. Just under 70% of retail companies reportedly use AI to analyse industry trends, gauge customer sentiment and derive insight from historic sales data in order to make more informed strategic decisions.

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TOP 10

TOP 10 MOST VALUABLE TECH COMPANIES IN THE WORLD GIGABIT TAKES A LOOK AT THE WORLD’S LEADING TECH COMPANIES, BASED ON THEIR MARKET VALUE AS RATED BY FORBES… W R I T T E N B Y: O L I V I A M I N N O C K

TOP 10

10 INTEL

Intel has been around since its incorporation in 1989 and currently employs 106,000 people.

It manufactures products and technology, and over its lifetime has worked across many segments which currently include: client computing, data centre, internet of thins (IoT), non-volatile memory solutions, Intel security, programmable solutions and “all other travel and new tech�. The company offers platforms to integrate various components and technologies.

Based in Santa Clara, Intel reported a recent revenue of $61.7bn and its 2016 profits amounted to $10.6bn. Its market value stands at $170.4bn. The company is now looking into self-driving cars, and recently acquired autonomous vehicle tech company MobilEye. 28

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09 ORACLE

Oracle Corp provides products and services surrounding Corporate IT, from applications and platforms to infrastructure. Its three main sectors include cloud and on-premise software, hardware, and services.

The company, based in Redwood City, San Francisco, was incorporated in 2005 and currently has 138,000 employees. Its most recent reported revenue is $38.82bn and it has a market value of $182.2bn. One of Oracle’s most recent acquisitions was Moat, the fast-growing digital measurement cloud company.

Moat has remained an independent platform within Oracle Digital Cloud and provided measurement and analytics to large brands.

08 SAMSUNG

Based in Suwon, South Korea, Samsung Electronics Co Ltd principally engages in the manufacture and distribution of electronic products. The company operates through three segments including Consumer Electronics (televisions, monitors, printers, air conditioners and more), IT and Mobile Communication (computers, handheld phones, network systems and cameras) and Device Solutions (semiconductor and display parts). The company was incorporated in 1969 and has stood the test of time, turning a profit of $19.3bn last year. Its assets come to $217.1bn and the company has a market value of $254.3bn. It is also constantly neck-and-neck with Apple for various smartphone market shares around the world, with this fluctuating in Asia especially with other brands such as Huawei proving popular competitors.

07 ALIBABA

Alibaba Group Holding Limited is a holding company with subsidiaries involved in online and mobile commerce, offering products and services enabling merchants, brands and businesses to market, sell and operate across China as well as internationally. The company was incorporated in 1999, has $26.5bn revenue at present and employs around 50,100 people. It is involved in ecommerce, cloud computing, mobile media and entertainment and other initiatives. Alibaba’s current market value stands at $264.9bn and it possesses $70.7bn in assets.

Last year’s sales came to $21.5bn with a profit of $5.7bn. Recently, Alibaba entered a partnership with the Mexican government to boost the country’s trade ties with China following restrictions in trade between Mexico and the US. 29

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06 TENCENT

Tencent Holdings is a holding company based in Shenzhen, China. Its subsidiaries are providers to media, entertainment, smartphones and payment systems. The company is divided into three main segments including: Value Added Services (VAS), which includes online and mobile games and apps; Online Advertising Agency, which places display and performance based advertisements; and Others, which includes its payrelated and cloud services. A popular application in China is Tencent’s WeChat, which is particularly successful since potential rival Facebook Messenger is unavailable in the country. With a market value standing at $277.1bn, the company currently employs 39,260 people and made a profit last year of $6.2bn. Its most recent revenue was $28.63bn.

05 FACEBOOK

Incorporated in 2004, Facebook Inc currently holds assets of $65bn.

The company is based in California and employs 20,660 people.

Currently, Facebook’s revenue stands at $33.17bn, and in addition to the enormous social media platform Facebook, the company also owns Instagram, WhatsApp and Oculus. Facebook focuses on products that enable people to share and connect via computer and mobile devices. It has a market value of $407.3bn, and some of Facebook’s recent acquisitions relate to AI such as US company Oslo, and Virtual Reality as carried out by Irish company InfiniLED. 30

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04 AMAZON

Amazon.com Inc is a US-based ecommerce website and offers a range of products and services.

The company was incorporated in 1996 and currently employs 341,000 people. Its most recent revenue has been reported as $150.12bn.

It holds an impressive $86bn in assets and boasts a market value of $427bn, turning a profit of $2.4bn last year. The corporation operates across three segments: North America, International and Amazon Web Services. Its products include merchandise which it purchases for resale, as well as items from third party sellers on the Amazon site.

Its subsidiary, Whole Foods Market Inc, offers healthy and organic food items. Amazon acquired Whole Foods for $13.7bn in 2017, prompting grocery chain shares to plunge.

03 MICROSOFT

The Washington-based Microsoft corporation currently boasts a market value of $507.5bn. Since its incorporation in 1993, the company now employs over 124,000 people and has built up assets of $224.6bn.

Microsoft works across three segments including “Productivity and Business processes,” “Intelligent Cloud” and “More Personal Computing”. Its products range across operating systems, crossdevice productivity applications, server applications, desktop and server management tools, video games and training and certification of computer system integrators and developers. Microsoft also makes and sells devices including PCs, tablets, phones and more. It also offers cloudbased solutions. Last year it made $18.6bn in profits and CEO, Bill Gates, consistently tops Forbes’ billionaires list. He has been number one for four years in a row, and for 18 of the past 23 years, with a current fortune of $86bn.

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02 ALPHABET

Alphabet Inc is the holding company behind Google and its products such as Access, Calico and Waymo.

The Google sector of the company engages in advertising, sale of digital content, applications and cloud products, as well as sale of hardware.

Alphabet is also involved in what it simply calls “other bets” including the sale of internet and TV services though Google Fiber, Nest products and services, and licensing and R&D services through Verily. Google’s founders stated from the outset they wanted to “make smaller bets in areas that might seem very speculative…” and Alphabet recognises the need to “be a bit uncomfortable to stay relevant”. As a whole, Alphabet employs 72,050 people and its most recent revenue is $99.3bn according to the Financial Times. It became incorporated in 2015 and bases itself in California, with an impressive $167.5bn worth of assets. It comes just behind tech rival Apple with a market value of $579.5bn.

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01 APPLE

With a market value of $725bn, Apple tops Forbes’ list of the most valuable tech companies in the world.

Founded by Steve Jobs in 1976 and headquartered in California, the company currently has 498 retail stores across the globe and employs a total of 116,000 people.

Involved in the design, manufacture and marketing of mobiles, media devices, computers and music players as well as related software, services, accessories and networking solutions, across the Americas, Europe, Greater China, Japan and “Rest of Asia Pacific”. Last year it made sales of $217bn with a profit of $45.2bn with assets of $331.1bn.

Recently, Apple acquired artificial intelligence related businesses such as Regaind, Lattice Data and init.ai.

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Digitally driving improvement Written by James Henderson Produced by Andrew Lloyd

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Avis Budget Group is in the midst of a significant digital transformation programme that is helping staff and customers alike.

Neal Sunners, CIO (International Markets) and Senior VP of Innovation, picks up the story...

EUROPE

T

he model of mobility for the last 100 years had been “pay to own” – people owned a car and they drove it when and where they wanted. It was a defining possession. However, the mobility landscape is evolving, thanks in part to millennials as well as an overall change in behavior across generations as technology has ushered in an era of on-demand access.

Consumer attitudes are influencing a shift into a pay-to-use world; people are increasingly consuming transportation like they consume data on a cell phone. All are opting for flexibility and control over the kind of transportation solution they are looking for, at the time they are looking for it. And how will this happen?

Neal Sunners, Senior Vice president of Innovation at Avis Budget Group, a leading global provider of mobility solutions, has been hard at work overseeing a large-scale digital transformation programme to achieve optimal levels of customer satisfaction. In fact, he states: “We are always looking up the road at our company, investing and

managing for tomorrow as we work to delight our customers today.”

In order to do this, it meant listening to, and working with, customers as never before, to understand the how’s, why’s and when’s of their ground transportation needs, and then evolving the Company’s offerings to best serve those needs.

Avis Budget Group’s acquisition of Zipcar, the world’s leading car sharing network, with more than one million members, was an early outcome of that process. The next step in the process after listening closely was and continues to be ‘creating together’.

This includes enlisting customers deeply in the process of designing the very products and services they will consume and experience. To that effect, the company launched new websites for both Avis Car Rental and Budget Car Rental and a new Avis Car Rental mobile application that enhances the customer experience by giving them control of the entire rental experience from the palm of their hand.

This collaborative mentality also led the company to invest in other areas of technology.

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AVIS BUDGET GROUP

For example, Avis Budget Group rolled out tools to further empower its employees at rental locations so as to better serve Avis and Budget Car Rental customers. Pronto, one of these solutions, provides employees with tablets so that they can assist customers when they are on shuttle buses or waiting in line at rental locations at peak times, for example, in an effort to expedite the rental pickup process.

Another tool is the company’s Maintenance and Damage Management System (MDMS), a quicker and easier way to manage maintenance and damage. “The smartphone app developed for our team provides a simple, single integrated process to capture damage images, customer signature and vehicle exchanges,” said Sunners.

The company’s commitment to innovation is also driving its business relationships and is curating new partnerships around the world. For example, the company has formed a strategic partnership with Didi Chuxing, the world’s largest mobile transportation platform. Avis Budget Group provides Didi Chuxing’s over 300 million registered users with access to Avis Car Rental and Budget Car Rental vehicles when traveling outbound from China with easy

“We are always looking up the road at our company, investing and managing for tomorrow as we work to delight our customers today” NEAL SUNNERS, SVP Innovation and CIO International 40

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Neal Sunners - Senior Vice President Innovation and Chief Information Officer - International

Neal is a member of the Executive Team for International Markets, responsible for the performance and delivery of all applications, infrastructure, and technology services in International Markets. As a member of our Global Technology Leadership Team he works on Strategy, Performance and Delivery of our Global Solutions.

Additionally Neal is a member of our Global Senior Leadership team for Innovation with responsibility for key strategic initiatives such as Connected Car, Chauffeur Drive, our evolving Mobility Services platforms and is our Executive lead for our Accelerator programmes such as Rocketspace.

Neal has a successful career at board level (roles such as CIO, COO and Managing Director) across a variety of industries from start-ups (Rubicon, Travelnet, Aerotech) to established global organisations (AT&T, Capita, Travelport). He is highly experienced in shaping and delivering major business and technology-driven change programmes within the ecommerce sector, specialising in both b2b and b2c.

Neal has led global and pan-European programmes encompassing: mergers and acquisitions, application development, technical operations, data centre management, product management, product strategy, product development, business operations and customer service operations, all incorporating both captive and outsourced delivery mechanisms.

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AVIS BUDGET GROUP

‘With Avis Budget Group’s acquisition of Zipcar, the world’s leading car sharing network, it has teamed up with Uber. Uber’s driver partners in Boston, and those who want to make money driving with Uber, are supplied with cars through Zipcar’

EUROPE

and convenient car rental service up with Waymo to provide fleet — right from Didi Chuxing’s mobile support and maintenance services application. Registered users can for their vehicles. This partnership book Avis and Budget rentals paves the way for Avis Budget to use at airports and neighborhood its existing services and expertise to locations around the globe. expand into serving the nascent selfIt has also partnered with driving car industry. “By working with RocketSpace, a leading technology Waymo, we will gain important insights campus for start-ups and and hands-on experience corporate innovators, in servicing self-driving to identify market cars and developing opportunities best practices,” and fuel crosssays Sunners. industry innovation, He adds: “In terms while investing in of fleet management, The number of AVIS artificial intelligence there are very few BUDGET GROUP employees capabilities. In North companies in the America, Avis Car Rental world that can manage is now integrated with Amazon mega fleets – and we are Alexa and Google Home so that one of them. With approximately travelers have another easy and 580,000 vehicles in our fleet, we convenient way to reserve a car. are a premier provider of fleet In addition, it has teamed up support and supply chain services. with Uber. Avis Budget Group is We know how to purchase cars, supplying Uber’s driver partners register them, maintain them, and in Boston, and those who want to ultimately sell them – all this at scale. make money driving with Uber, “We move our fleet to accommodate with cars through Zipcar. demand – business and leisure, Avis Budget Group has also teamed on-airport and off-airport – so, whether

30,000

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AVIS BUDGET GROUP

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TECHN EO UL RO OG PY E

“In terms of fleet management, there are very few companies in the world that can manage mega fleets – and we are one of them” NEAL SUNNERS, SVP Innovation and CIO International

it’s for a business meeting, trade show or conference, peak summer travel, disaster-relief recovery efforts, etc., we know how to get the right cars in the right places.

“We have unparalleled mobility capabilities, in terms of the customers’ journey and in the supply chain. And with Avis, Budget and Zipcar, three household name brands known the world over, we are well-positioned for this future and are already addressing the fullrange of consumer needs, including that of the evolving millennial market and beyond.

“By implementing the latest in technology, having access to reliable ground transportation means simply tapping an app. The future of mobility puts the power in one’s pocket… and the experience is only enhanced by the opportunities made available with connected and autonomous cars.”

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Transforming for the customer Written by Nell Walker Produced by Danielle Harris

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FCR Media Belgium has undergone an epic transformation in recent years in a bid to increase customer satisfaction

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CR Media has enjoyed unprecedented growth for such a young digital media business, but an impressive timeline has seen it develop a presence in 12 countries with 35 offices and over 1,200 staff.

One of its most notable moves, in 2016, was the takeover of Truvo – Belgium’s answer to the UK’s Yellow Pages. Formerly CIO of Truvo, Allan Farrell transitioned comfortably into the same role at FCR Belgium, and began working on the business’s digital transformation almost immediately.

Birgit Peeters, MD at FCR Media, says: “It was important to ensure the transformation programme was not a technology initiative but a business transformation. The whole driver really was for us to move away from being a product-driven company to a customer-centric company, all about people, process, and technology. Allan Farrell delivered the transformation succesfully.”

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Farrell and other members of the Truvo family were able to bring to FCR Media focused, agile teams to take products to the market; FCR needed that sense of agility, and for it to flow through every layer of the business. Farrell also had experience in driving culture change during his 16 years with Dell, building teams from scratch and delivering significant value through project delivery. At Dell, Truvo, and now FCR Media, Farrell has maintained a focus on customer experience because, ultimately, the customer is at the receiving end of everything he – and his team – does.

CUSTOMER FOCUS FCR’s main objective is to grow its customers’ own businesses. It takes great pains to understand the needs of customers and tailor-make a solution in order to deliver the best value.

Ingrid Sluis, Marketing Director explains: “FCR’s main objective

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“It was important to ensure the transformation programme was not a technology initiative but a business transformation.

The whole driver really was for us to move away from being a productdriven company to a customer-centric company�

BIRGIT PEETERS MD AT FCR MEDIA

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Speed, agility and building early:

Deloitte Digital’s approach to digital transformation success Business transformation in a digital world is shaking things up like never before.

In a good way. And even though digital transformation is difficult to define, it continues to dominate the agenda of many companies. So, what is it really?

Deloitte Digital likes to keep it simple. For them, it’s transforming business in a world where there is a lot of digital technology to make it happen.

“The real impact is getting an eco-system of organisations like Salesforce, Hybris and Adobe working with smaller niche players and putting these different partners and offerings together in a unique way.”

Paul Thompson, Deloitte Digital Lead EMEA

With this new age of hyper-change and with things moving faster than ever, digital technology is bringing unparalleled opportunities and breath. The rate at which useful things can reach maturity and be deployed is happening at unprecedented speeds. For example, in the past five to 10 years, the smart phone has become part of our everyday lives, analytics is now able to give us insight into large volumes of data like never before and cloud-based technologies allow organisations to build, scale and deploy solutions globally practically overnight.

Think differently The pace of technology has changed the way we think about everything, and consequently, how we behave and collaborate. The question we must ask ourselves is ‘how can I move as fast as the world is moving?’ Deloitte embraces rapid change by being agile and building, testing and prototyping quickly and often. Like any project in the past, they start with a strategy but recognise that progress happens in short bursts with lots of little steps and dotted with change and learning along the way. Long gone are the days where there is a lengthy roadmap or an established and linear process.

“We get a different set of people – marketers, creatives, engineers, IT specialists and the like -- with a broad set of skills around the table so we can see what works and what doesn’t early in the process,” explains Paul Thompson, Deloitte Digital Lead EMEA.

Given that it’s hard to keep up with this ever-evolving environment for new technology lovers, non-techies are often left in the dark. Organisations can overcome the fear of being left behind by demystifying disruptive innovation for ‘digital-is-notfor-me’ types. For starters, one should adopt a ‘fall in love with the problem instead of the solution’ approach to any strategy, and this inherently requires a broader set of skills than traditionally needed. Keeping this in mind when any business has a problem, Deloitte looks at possible technologies to drive the solution.

How does this play out in the real world?

For example, if a company has a supply chain problem, Deloitte will use a blend of sensors, analytics and IoT to get an overview of the conditions and reveal where wastage and oversupply is occurring. But the conversation always starts from the business issue perspective so input from the supply chain expert, who may fear being alienated, is invaluable.

Real value lies in efficiency and cost savings “Even though it may not be as sexy, a large part of the value of digital transformation lies in enhancing operations as well as enhancing brand and experiences. In fact, for every euro spent on customer-interfacing, four euros is spent on improving the efficiency and effectiveness of processes,” says Paul Thompson. That’s why the possibilities of technology to innovate and its revolutionary impact on business is

relevant to all industries in the public and private sector. While some sectors such as retail, hospitality and tourism are mature, Deloitte sees the potential to transform manufacturing with IoT, robotics and automation. But today, every organisation wants to reduce cost and increase efficiency so it’s reason enough to welcome this new reality and make the most of digital technology.

Wider networks, broader skills, larger perspectives Inspired by the possibilities technology presents to benefit any organisation, Deloitte believes one characteristic of being truly successful is to include a wider network. “Doing it yourself or working with a small number of partners is limiting,” notes Paul Thompson, “The real impact is getting an eco-system of organisations like Salesforce, Hybris and Adobe working with smaller niche players and putting these different partners and offerings together in a unique way..”

Here’s where Deloitte steps in. Through software demonstrations, they reveal

experiential aspects of what this ecosystem looks like so people can smell, touch, taste and talk about it. For instance, they built a physical digital store and embedded aspects together like lighting sensors which can tell if an individual is a returning customer and can link it to the changing room so lighting changes depending on what a person is trying on and it also can recommend alternate clothes options to the customer. What’s more, these same sensors can inform the manager on best sellers, as well as reorder when stock is low.

“The combination of letting people experience what’s possible and then looking at their business problem with this expanded view is what pushes boundaries to come up with solutions never thought possible,” adds Paul Thompson.

Case-in-point, Deloitte recently worked with a shipping company that wanted to run their ships more efficiently. Using digital technology to get an overview of conditions like cargo, timing, customers and processes, they were able to build models quickly to explore efficiency savings and

see where wastages occurred. The best part was that executives and Board members could tangibly see what it would look like which went far in increasing confidence in the strategy.

This is just one example of digital transformation success. Digital technology is connecting things that were never connected before. The key to innovating for better business is that all connections are consistent and support everything else. Since the quality of these connections affects the quality of the customer experience, if you get it wrong the brand is at risk. “It’s the overall experience that counts. Digital technology has infinite possibilities and reinforces the brand in new ways but it must be aligned to the physical experience.”

FCR MEDIA

“FCR’s main objective is to grow its customers’ own businesses. It takes great pains to understand the needs of customers and tailor-make a solution in order to deliver the best value” INGRID SLUIS MARKETING DIRECTOR

is to grow its customers’ own businesses. It takes great pains to understand the needs of customers and tailor-make a solution in order to deliver the best value. FCR therefore defined different customer personas and outlined the customer journey with all its touchpoints to ensure a consistent customer experience can be delivered at all times.”

Advancements in technology make it more accessible, whereas in the past, delivering customer and user experiences required a lot of IT developers and marketers to deliver great content and create experiences,” Farrell explains.

“Now you can almost get it right out of the box.”

For example, one ongoing

FCR MEDIA IMPROVES CUSTOMER SATISFACTION 50% AND TRANSFORM QUOTING PROCESS WITH CONGA DOCUMENT AUTOMATION

CASEComposer: STUDY | ABIOMED Conga 10 Years on AppExchange #1 Paid for App

When FCR Media started on their digital transformation project, they wanted solutions to improve their customer satisfaction and increase the efficiency of their quoting process. This is when they discovered Conga, a cloud-based solution that would transform their document management and integrate seamlessly with their Salesforce instance.

FCR Media’s Challenges •

•

Transparency & consistency: FCR Media prize transparency and consistency in communicating with their customers. But sometimes they fell short of consistent communication on solutions and services provided on the road—from quote to invoice to actual output. Achieving greater consistency in the customer experience was critical to higher customer satisfaction and to better overall order accuracy.

Integrating seamlessly into FCR’s Salesforce, Conga Composer enabled the sales team to create great looking sales documents that clearly show products and services purchased and that keep information consistent from quote to invoice.

Order speed: The organisation also wanted to speed up the quoting process, another area where customer satisfaction could be improved.

1. Satisfaction: There has been a 50% improvement in FCR Media customer satisfaction scores due to improved speed, consistency and transparency.

Composer has been on the Salesforce AppExchange for 10 years and is the #1 paid for application for Salesforce.

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Conga’s Solution

Customer and team satisfaction have skyrocketed since FCR Media adopted Conga Composer:

2. Time saved: Sales reps can now create new quotes in minutes instead of hours and the integration between Salesforce CPQ and Conga mean that sales productivity has soared.

3. Consistent branding & easy updates: The marketing team can now easily ensure that all documents generated abide by brand guidelines.

The integration with Salesforce makes it easy to make changes instantly to documents across multiple platforms, as all content lives in one central system of record.

Online: getconga.com | Twitter: @getconga Online: getconga.com | Twitter: @getconga

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implementation that launches at the end of this year is that of Adobe Experience Manager, which delivers customer experiences through FCR’s customer portal, and works ‘right out of the box’. In Farrell’s Dell days, working with Adobe meant needing entire development teams in different countries. When technology is simple to use as well as implement, customers feel closer to FCR, and so many more choices are made available to them.

“One thing we’re able to do is work with global partners like Google, Facebook, Adobe, Salesforce, Harman, Deloitte Digital and Capgemini and bring them into the local market at a very “We’re a one-stop shop, affordable price. So, whether because 70-80% of our it’s about collating those experiences through our own customers are SMEs with platforms, or delivering less than 10 employees, so them on behalf of our they don’t have their own IT customers for their own or marketing departments” customers, it has a big impact on everyone.”

ALLAN FARRELL, CIO “The value is in making sure they can be found by their customers in the digital world,” says Farrell. “Our whole subscription model is based on a flexible approach where if a customer

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FCR MEDIA

says they want to have a marketing campaign for just a few months because their business is seasonal, we can deliver that. We’re a one-stop shop, because 70-80% of our customers are SMEs with less than 10 employees, so they don’t have their own IT or marketing departments. That’s how we engage and maintain that whole customer-centric approach.”

SMEs are, in Farrell’s words, “the lifeblood of any economy,” and with FCR’s expertise, world-class digital solutions can be brought to those companies, thus creating an incredible influence on Belgium and beyond. Nobody in the country has the reach that FCR Media does, or the scope to bring new innovations to the market quickly and at scale.

PARTNERSHIPS One major achievement for FCR during the past year has been its lightningspeed implementation of Salesforce.

Thanks to his previous experiences in digital transformation, Farrell was perfectly placed to know exactly how to successfully approach this change.

“One key thing in any transformation

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VIDEO: Digital Transformation is selecting a great partner,” he explains. “We didn’t have all the skills we needed when FCR took over, so we found Deloitte Digital and made sure it fitted in with our culture. We knew that we wanted a partner that could tell us what to do, not do as they were told.

We want our partners to bring their experience with other customers to us, and to be honest with us if they think we’re not doing things in the best way.”

FCR’s digital strategy has a clear set of principles around cloud-first strategy, and prefers to use partners’

TECHNOLOGY

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platforms rather than build its own.

This adds to that sense of ‘out of the box’ ease; 98% of the Salesforce implementation could be configured with almost no effort, meaning time to market is exceptionally quick.

Again, this feeds into FCR’s desire to put the customer first, something continually complemented by their partner, Deloitte Digital.

“Customer experience being everything, we mapped out the customer journey as it existed and as we wanted it to be before we went into designing any software or processes,” says Farrell. “We spent quite some time with Deloitte Digital creating that journey and those customer experiences. Then we designed our processes and our new ways of working, so that we were confident in the end that the system would work and deliver the right customer experience. That goes back to making sure it’s not an IT project, but about starting with your end-point in mind.”

The business, still in the infancy of its sure-to-be enormous growth, will continue to bring new innovations

FCR MEDIA FACTS Customer satisfaction has increased by 50% since May 2017 FCR MEDIA’S current footprint • 12 countries • 35 offices • 1,200 staff to the market. Farrell expects that, in following market trends, artificial intelligence will become increasingly important, along with predictive solutions to help the business sell the right products to the right customers.

“Robotics and automation will enable us to be more consistent, and analytics will improve the customer experience and allow us and our customers greater insight,” explains Farrell. “We’ll want to leverage our relationships with our customers and do some co-creation too.

“We want to bring the best evolutions we can to the market for the benefit

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The FCR Media Customer Personas of our customers. We have a 40,000strong customer base and there are more than 500,000 Belgian businesses in our target market for us to tackle, so the evolution of tech and customer relationships will become very important in the future.”

“With all of our capabilities, I think we have made – and will continue to make – a significant contribution to Belgium” ALLAN FARRELL, CIO

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THE IMPACT OF FCR FCR is preparing to launch a PR campaign drawing attention to its recent changes, and thanks to regular customer satisfaction surveys and feedback, the business has already found that customer satisfaction results have increased by more than 50% since May. This is an incredible result for a business still in the very early stages of its transformation, but it is no surprise – significant improvement has been seen across the board, with both solutions and interactions having increased in quality.

FCR’s people-centric focus extends to staff, who need to be well-supported in an environment

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which is constantly evolving. With a dynamic industry in constant flux, the FCR team has to work together in a similarly dynamic way, and the company made the decision to ensure it is not a hierarchical place, strengthening the sense of teamwork.

“Everybody works with everybody, there are no silos, and we’re in constant contact with our partners,” says Farrell.

“Everyone is accessible, whether it’s the CEO, or any management team member, or myself. People who work here get a real sense of the way things are moving, changing, and growing, and they have the opportunity to work with the latest tech and innovations, our great partners, and learn and

grow their own careers. We have a very low attrition rate as a result, and people are attracted to working at FCR because of our journey.”

Nobody in Belgium has the reach that FCR Media does, or the scope to bring new innovations to the market so quickly and at scale; it is no wonder that staff, customers, and partners stay with it during this journey.

“With all of our capabilities, I think we have made – and will continue to make – a significant contribution to Belgium,” Farrell concludes.

publisher of

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BUILDING UP THE CUSTOMER JOURNEY Written by Catherine Sturman Produced by Danielle Harris

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We speak with Managing Director of Avaya, Patrik Spoerri, for Switzerland and Austria surrounding the company’s three new software products

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n the last five years, the need for companies to digitise their services in order to diversify their product portfolios and cater towards changing customer demands, has grown exponentially.

Established nearly 20 years ago, Avaya has become well-versed in the development of key technologies, and has been behind a number of smart, business-led omnichannel solutions to support corporate users anytime, anywhere.

Gaining longstanding expertise in the markets in which it is situated, Avaya adopts a global presence, and works to bring people together by focusing on developing technologies to support team engagement and collaboration. This has allowed the company to improve efficiencies in production, and deliver exceptional customer service across all its operations.

Its three new business products, Avaya Equinox Suite, Avaya Oceana and Avaya Breeze have seen

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Avaya has become well-versed in the development of key technologies

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the company deliver solutions Managing Director Patrik Spoerri. which are flexible, personable “Users will be able to communicate and tailored to each individual in teams, drag and drop users into or business. The products have meetings, or extend or shrink the also been built to become highly number of people in the chain, making scalable, and are accessible through the technology highly flexible.” public, hybrid and private cloud technologies, an attractive feat Supporting the customer journey for any growing business.

The use of sophisticated analytics will Avaya’s Equinox Suite has enable Avaya to better understand become its most advanced user needs and develop future communication tool. solutions. “Avaya’s Oceana Centralising all allows you to optimise, services through transform and one software digitise. More than platform; from just that, it gets voice messaging detailed information Avaya annual and group video, to on how people work, revenue emails, calendars and enabling sophisticated workflows – users can gain statistics to be drawn out of access to information anytime, the system,” explains Spoerri. anywhere. In a world where corporate The platform provides exceptional users are continually on the move, such support, fully tracking a user’s journey. technology ensures that users remain A useful tool to track staff training productive and engaged. The software needs, for example, Avaya Oceana is also accessible through mobile, and captures all interactive data, delivering is operational without VPN connectivity. key insights in real time. Such reporting “All servers and applications running capabilities can also highlight trends can be combined, which means a and guarantee optimal performance more efficient solution,” explains and reduce potential risks.

$3.6

billion

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A VAYA

“Avaya’s Oceana allows you to optimise, transform and digitise. More than just that, it gets detailed information on how people work, enabling sophisticated statistics to be drawn out of the system” PATRIK SPOERRI, Managing Director of Avaya Avaya’s third developed product, Avaya Breeze, works to strengthen the capabilities of Avaya Oceana. “Users can build or integrate apps, add, decline or cancel them on this platform,” says Spoerri. “It can be used for special functionalities, so Breeze is a similar solution which gives users the rights to customer information, connect to servers, applications, databases, to CRM and URPE systems, and use the data if the customer allows, to react to the information supplied.

“For example, if you have pieces of equipment which are sold out, users can send out a push mail to tell the responsible person to order more stock. We used to do this in the hospitals in Switzerland. As soon as equipment leaves the hospital, the service is tracked.”

Breeze is therefore also able to integrate and support ongoing workflows through its visual,

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Avaya has experts located in almost 30 countries

2000 The year that Avaya was founded

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workflow building tool, fully connecting users and reducing time for tasks to be completed, delivering significant cost savings for businesses.

Customer care With experts situated in nearly 30 countries, Avaya’s solutions have been built to provide exceptional business performance, where users

can gain an immediate level of support 24-7. Chat or video services have been built to fully support the user, something which has become one of the Avaya’s key strengths, leading to higher levels of team productivity.

However, going forward, Spoerri adds that security will become a key focus across all areas of its services. “It will be vital for customers to understand

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“We want to help customers to understand how they can implement our solution in their business processes, how we can help them make more money with their organisations” PATRIK SPOERRI Managing Director of Avaya

what the solutions are and how such information can be protected through Avaya’s IT infrastructure,” he says.

“Consulting is an important step where we want to go. We want to help customers to understand how they can implement our solution in their business processes, how we can help them make more money with their organisations, and how they can optimise things, and so on.

“This can start at the very low end of the dollar, it’s not always a huge project.”

This framework will see Avaya increasingly work with users to ensure that there are no interruptions in their business operations and thus minimising money wastage.

Long term investments Avaya will also invest heavily on the recruitment side as business grows, sourcing local talent to lead the way in developing new solutions, and possibly bring in external companies to support building new pieces of software.

“It’s not only technology – it’s really process-orientated thinking and

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Avaya also places heavy emphasis on talent acquisition engineering, as well as understanding the business,” explains Spoerri. “How our technologies can be optimised with how customers work, and how they can use this technology in combination with their people much more efficiently, in order to gain easy access to solutions and essential information.

“We are really the first company to build up the customer journey, and are able to deliver this framework with a really open connectivity.

“We can, through the access of all the different IT solutions, bring

a diverse number of solutions to customers and provide the real-time information to bring people together.

“We are a small company, but we deliver a powerful solution to the market. This is what makes Avaya successful,” Spoerri concludes.

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TAKING DATA CENTRE COOLING TO A HIGHER LEVEL

Written by Dale Benton Produced by Lewis Vaughan

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WSP

Karl Luck, Director, Head of Power Systems at WSP

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Through an innovative cooling system, WSP looks to firmly establish itself as a data centre player of choice

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s a leader in data centre design, WSP has an impressive portfolio, one that encompasses government departments, public sector organisations, financial institutions and commercial corporations.

The data centre industry is booming, and WSP is strategically positioned to capitalise on this rapidly expanding market. “There is a major increase in the interest in data centres and data centre designs, and that’s a direct result of people understanding more and more about them,� says Karl Luck, Director, Head of Power Systems at WSP. Luck believes that this greater understanding of not only data centres, but the data centre market itself, can be attributed to the role of major players like HP, Microsoft and even Google turning their attentions towards data centres.

KEEPING IT COOL One of the greatest challenges that comes with data centres is power and heat. As data centres process

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Cooling + Humidity Control + Energy Saving: Is there one solution?

Guidelines now allow a wider tolerance of both temperature and humidity and consequently the need to humidify has decreased in several contexts and in some applications is no longer a necessity.

As occurred with temperature however, there are only certain system layouts that push the conditions to the limit, following the ASHRAE guidelines. All data centres, particularly colocation centres that do not host their own ICT equipment, need to guarantee a high service level and find it difficult to adopt these requirements due to the related risks, such as electrical discharges and consequently opt for traditional designs and approaches to humidification and cooling.

Many operators feel a sense of uncertainty, torn between the new design criteria with the related risks, and the need to save energy, but can these seemingly opposing needs be reconciled?

One of the most effective humidification and cooling solutions involves the use of adiabatic high pressure spray systems, such as the CAREL humiFog. This technology entails adding moisture to an air stream, in such a way that evaporation absorbs some of the heat contained in the air, effectively resulting in a simultaneous increase in humidity and significant decrease in temperature.

This effect is exploited for the purpose of providing cooling with very low energy consumption, and is referred to as evaporative cooling.

Evaporative cooling is increasingly used in new generation data centres in which the design conditions are close to the limits suggested within the guidelines, for example by ASHRAE. This is made possible by the layout of hot aisles and cold aisles, with careful design of air flows and good separation between the air entering the racks and the exhaust air.

The higher operating temperature and humidity allow the use of outside air (free cooling) via air handling units when the outdoor temperature is favourable (for example, below 25°C), whilst when the outside air is hotter and drier,

evaporative cooling can be adopted, increasing humidity up to and above 60% and reducing the temperature down to acceptable values, simply through the evaporation of water. The effectiveness of such systems depends significantly on local temperature-humidity conditions, nonetheless in much of continental Europe both free cooling and evaporative cooling can be exploited for most of the year, some data centres are designed to use mechanical cooling as an emergency backup system only.

The increasing popularity of the humiFog system demonstrates how humidification in winter can be provided by simply adopting the same evaporative cooling system used in summer, thus reconciling humidity control with energy saving, with provision of modulating operation and temperature and humidity control to manage air recirculation. The use of a matrix of nozzles and high pressure pumps to create minute droplets of water ensures optimum absorption. The inverter control and modulated atomised water production responds efficiently to varying load conditions with serial communication allowing working set point adjustment to suit different environmental conditions.

The choice of the system depends on numerous factors, ranging from available space to required efficiency and the need for modulation. In general, the solution needs to be evaluated in terms of TCO (Total Cost of Ownership) throughout the system’s working life, also taking into consideration its resilience in terms of continuous operation as well as water consumption, which in many areas may be a critical factor. Indeed, many data centres, together with the classic PUE for energy consumption also monitor WUE as regards water consumption.

In conclusion, the increasingly frequent adoption of adiabatic systems can help overcome the dilemma between humidity control and cost reductions, thanks to new, increasingly reliable technologies and reduced energy consumption.

Fundamental for system optimisation is the CAREL integration with control open protocol systems.

WSP

“There were a lot of new cooling systems coming into play.

But there was a flaw.

They had fixed set points that required a set temperature and system. This didn’t allow for any versatility of agility regarding external environmental factors” Karl Luck, Director, Head of Power Systems, WSP huge volumes of data, this generates a lot of heat in the server and a large proportion of a data centre’s energy usage comes from trying to cool the servers and mitigate the heat.

It is a challenge that the industry continues to try and overcome, with those major players investing significantly into new, innovative and, most importantly, cost effective cooling systems.

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“Over recent years there’s been a drive away from direct cooling systems because they are energy inefficient,” says Luck. “Most of the electricity that goes into a data centre comes out as heat and companies are spending more and more on trying to get that heat out.”

Traditionally, data centre designs have incorporated a standardised direct cooling system. But as

WSP has an extensive portfolio comprising major clients all over the world Luck explains, for every 1KWh entering the data centre, it would require 600w to remove the heat.

This saw an industry wide move away from this system, experimenting in water cooling and air cooling systems to bring consumption down and realise significant cost savings in the process.

“There were a lot of new cooling systems coming into play,” says

Luck. “But there was a flaw.

They had fixed set points that required a set temperature and system. This didn’t allow for any versatility of agility regarding external environmental factors.”

This is where WSP, through Luck and his Power Systems team, has developed what he feels to be a unique cooling solution, one that utilises fresh air cooling

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The right solution

for every data centre project

Water Usage Effectiveness (WUE) <0.1 l/kWh

Power Usage Effectiveness (pPUE) < 1.05 *based on London UK weather data

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and floating set point controls.

“It optimises the energy efficiency by adjusting the amount of direct fresh air and humidity in the system, all the while factoring in external factors such as the weather,” he says. “It’s the first time it has been done and has been in operation now for around six months, delivering a PUI of 1.1 which is a significant energy saving.”

INDUSTRY PROWESS In order to develop an innovative solution and continue to be the

manufacturer of choice in the data centre space, Luck needed a team of engineers that possessed the skills but also the knowledge to push the boundaries of data centre design and engineering.

WSP has always had people in the business focused on the mission critical electrical engineering and data centre space, but Luck worked to centralise this team and harness the experience of more than 17 years in the business.

“We’ve got guys who have been here for a long time and bring strong WSP utilises the knowledge of its in-house engineers to push the boundaries of data centre and engineering

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WSP focuses on attracting and retaining the most experienced mechanical engineers in the industry

“We have to keep an eye on developments in the market, because we don’t want to fall behind... our new cooling system is a testament to staying ahead” Karl Luck, Director, Head of Power Systems, WSP

experience into the Power Systems team,” he says. “We have had to hire externally as well, so mechanical engineers who have worked for some of the major players in the market and worked as contractors. It’s about bringing all that experience together and making something special.”

As a market that is exploding and growing at a rapid rate, Luck is all too aware of the changing landscapes in the data centre sector.

Technology and innovations

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WSP

As a market that is exploding and growing at a rapid rate, Luck and his team are leading in the changing landscape of data centre design continue to disrupt the data centre industry and that stretches beyond cooling systems. Even as market leaders, WSP must keep an eye on the other players in the space.

“We have to keep an eye on developments in the market, because we don’t want to fall behind,” he says.

“If we don’t, we risk falling behind and offering inefficient technologies, and our new cooling system is a

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testament to staying ahead.”

WSP has an extensive portfolio comprising major clients all over the world, but the company must continue to deliver something new to differentiate itself from other players in the market.

“You need a different approach with a unique offering in terms of energy savings or technology and I firmly believe that we do,” says Luck.

EUROPE

solution that can be modulated, adapted, in order to enable future savings and efficiencies.”

But Luck also sees the value in going beyond offering a new technology solution.

“You ned to look at ways you can improve your offering, seek out issues and fix them, you can’t just turn up, do your thing and then leave,” says Luck.

“There’s an educational aspect to it from day one. With a data centre, you need to establish a user’s take-up in order to deliver a sustainable

A CENTRE OF GROWTH WSP does not make data centres.

Luck and his team design data centres and data centre solutions.

The key element for Luck is the suppliers the company works with.

“Without the manufacturers, nothing comes alive,” he says. “Our cooling system would remain as an idea on a piece of paper. Our suppliers bought into our ideas and processes from day one and allowed us to realise our idea and enable key savings for our end users.”

As the data centre space continues to grow, WSP will grow along with it.

WSP has a goal to be the company of choice and Luck believes that through his team, the company has the capacity to continue pushing the boundaries and firmly establish its capabilities in the market.

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The $1bn-plus challenge to connect Indonesiaâ&#x20AC;&#x2122;s remote communities Written by STUART HODGE Produced by KIRON CHAVDA

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Mora Telematika Indonesia has won two of the three contracts for the Palapa Ring network infrastructure project and it will stop at nothing to increase internet connectivity across the country

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or Mora Telematika Indonesia (Moratel), itâ&#x20AC;&#x2122;s all about evolution.

The telecommunications infrastructure company has seen significant growth in recent years as the demand for broadband, supported by the growth of data consumption and a government push towards digitisation, has increased exponentially in the country.

Moratel is now the number two fixed broadband player in the domestic market and as well as providing wholesale connections for telecoms companies, with over 25,000km of optic fiber cable laid down by the company in Indonesia now, it also supplies to most of the active ISPs in Indonesia.

The company was recently awarded two contracts for the massive $1bn-plus Palapa Ring network infrastructure project by the Indonesian government.

The project is split into three main areas (western, central and eastern region) and with two thirds of the business going Moratelâ&#x20AC;&#x2122;s way, it is now focused on delivering on the project which will see around 440 cities or regions in three dozen provinces

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Mora Telematika Indonesiaâ&#x20AC;&#x2122;s CTO, Michael McPhail

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building a better connected world Huawei is a leading global information and communications technology (ICT) solutions provider. Driven by a commitment to sound operations, ongoing innovation, and open collaboration, we have established a competitive ICT portfolio of end-to-end solutions in telecom and enterprise networks, devices, and cloud technology and services.

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ASIA

across the span of the country as being a leader in the space, but become digitally connected. we’re also recognised as being Moratel’s CTO, Michael McPhail, truly independent. The operators in says the company is passionate about Indonesia have limited sharing on delivering connectivity to some of the any real activities or projects. I think more remote parts of country, but Moratel is seen as being independent, admits that the topographical and and because of that I think people geographical challenges feel more comfortable are considerable. dealing with us.

He explains: “We’ve “One of the things won two major projects that they’re all very from the government, aware of is that it’s West Package and East very, very difficult to Package and that’s part get a connection out of that overall broadband to a lot of the remote plan for us to connect areas of the country.

The year that different locations and There’s a challenging Mora Telematika areas which have limited business case to build Indonesia fiber infrastructure right that connection which was founded now, so that we can is why it’s supported extend that reach out to by the government.” the remote areas of Indonesia and The Palapa project will connect connect the islands together. For East Java, where 65% of the Indonesian Package, Moratel joined together population lives, through into with Smartfren and Inti Bangun Papua. A mixture of submarine Sejahtera forming a consortium. and inland cable will be used, and “There’s a huge push in microwave connections will also infrastructure deployment in general be needed in Papua because in Indonesia. I think we’re recognised there are certain areas where there

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M O R A T E L E M AT I K A I N D O N E S I A

“I think we’re recognised as being a leader in the space, but we’re also recognised as being truly independent” MICHAEL MCPHAIL CTO, Mora Telematika Indonesia Staff celebrating branch office soft launch

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are no roads, and the only way you can actually build is by flying the infrastructure up there.

But this is far from the only logistical challenge, with some of the undersea cables up to 5,000m below sea level and also part of the network passing through the outer edges of the Ring Of Fire, the basin in the Pacific Ocean where large numbers of earthquakes and volcanic eruptions occur.

McPhail says: “From a submarine perspective, we have to be careful where we deploy. Some of the companies that are doing the marine surveys for us, who deal with some of the major projects in the world, see this project as one of the most complicated submarine projects they’ve actually witnessed in terms of the number of landing points

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M O R A T E L E M AT I K A I N D O N E S I A

that we have, the geographical as possible internally-managed. conditions that we have to lay the In fact, the only software platform cable across, and also the depth. that was not designed or managed by “And in Papua, we’re building towers their own team was the Oracle suite, to deal with the microwave connection pertaining finances, the rest of the and the only way we can get the company’s entire digital infrastructure material to the location is all Moratel’s own work. is by airlifting. It’s McPhail adds: “As extremely expensive a company, one of and prohibitive, the ways that Moratel which is why the can do to strongly government support compete in the market is important. Basically, is by maintaining the way it works is costs and quality by that we build the keeping in-house as Number of project for them and much as possible. employees at manage for 15 years, “Everything we do, Mora Telematika payment is based in terms of how we Indonesia on the availability manage the team, our of the system.” internal management processes, knowledge FORWARD THINKING managment, HRMS, dashboards, What has allowed Moratel to overcome we’re trying to build everything the environmental challenges and in-house so that we have endestablish itself as a reliable provider to-end management ourselves. of network infrastructure in the “Our IT team is a good example. region, is a desire to stay ahead of We recently built our entire BSS the digital technology curve and stack for our IPTV service which also by keeping as many elements includes automatic ordering and

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Delivering a New & Improved Digital World

ASIA

“We’re trying to build everything in-house so that we have end-to-end management ourselves” MICHAEL MCPHAIL CTO, Mora Telematika Indonesia

provisioning. On the operations side, we use the network management systems provided by our suppliers but in terms of our CRM solution, our Trouble Ticketing solution, how that gets moved into reporting that’s all developed in-house.

“It allows us to be able to control and manage the applications well so that we can customise to what we need to deliver. That gives us an advantage because we maintain a lean and agile approach ensureing our cost in deploying is significantly lower than our competition.”

And that is perhaps the key to Moratel’s success, and the company is growing, both in the scope of network provision it is looking to provide and just bare numbers.

The company is having to expand

Inside Moratel’s Operations Center at Graha 9

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M O R A T E L E M AT I K A I N D O N E S I A

Loading submarine cable to the Bold Maverick, one of the vessels used to lay on Palapa Ring Barat

Inside a Moratel data centre 100

November 2017

ASIA

the workforce to deal with the increasing amount of work it is getting and there are also ambitious plans for a massive expansion in connectivity between Jakarta and Singapore.

McPhail concludes: “As an organisation we’re continually evolving and expanding to meet the demands of the work that we’re doing. We’re growing in double-digit numbers every year.

“In our Sumatra backbone, with Jakarta and our main connection from Jakarta to Singapore, we have huge upgrades planned for the next year. We’re not talking 10G

connections, we’ll be increasing our connections to a minimum of 100G with increments to over 1T. “What we’ve seen is the consumption of data growing so fast, that means for us to be able to continue to provide for our customers, we’re having to expand our network aggressively, while expanding diversity to increase reslience.”

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The World’s Most ‘High Tech’ Hospital Written by John O’Hanlon Produced by Glen White

S A H E A LT H A K A N R A H

The new Royal Adelaide Hospital (new RAH) is showing the world how technology can vastly improve patient outcomes in a cost-effective manner: automation and data integration work hand-in-hand to get more people well

O

n 6 September 2017, the doors finally closed on the much-loved Royal Adelaide Hospital as an honour guard of about 100 staff members gathered outside its Emergency Department, spontaneously cheering and applauding as the last patient was wheeled out the doors and carefully loaded into an ambulance for the trip to the $2.3bn new RAH.

This marked the completion of a progressive ‘soft opening’ process.

Minor surgical procedures and outpatient appointments had been taking place at the new RAH for some weeks to accustom staff to the different systems. As many as possible of the 600 in-patients had transferred to other hospitals.

The remainder were moved across at the rate of approximately 100 a day on 4, 5 and 6 September.

The official opening of the new facility can be best placed at 7am

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on Tuesday 5 September, at which point the old emergency department closed to new admissions and the emergency department of the new hospital simultaneously took over.

It’s more than 30 years since a new hospital was commissioned in South Australia, so the opening was always going to be a landmark event for the state’s 1.6mn citizens. But the new RAH is much more than added tertiary healthcare capacity. It is the most advanced hospital in the whole of Australia, and the single largest infrastructure project in the history of the State of South Australia. The financing, design, construction and operation of the non-clinical services for the next 35 years was undertaken

by SA Health Partnership Consortium (SAHP), made up of Hansen Yuncken, Leighton Contractors, Macquarie and Spotless. SAHP, incidentally, has recently rebranded as Celsus. This

AUSTRALIA

“We have had very few issues and we have managed them without affecting our service to the public: I am smiling from ear to ear!”

Bill LeBlanc, Executive Director and CIO, SA Health “I started my career in IT at a hospital about 34 years ago and I worked there for four years, went into the private sector and then came back here in 2013 in my present role. When I started the IT was a back-office support function. It supported patient demographics, when they came in and left, what beds they were in etc but the medical notes were largely on paper, the biomedical devices were standalone electronic devices. These days you have convergence of technology, computer controlled biomedical devices and digitised electronic medical records. People at the sharp end of the business, delivering services to patients, now rely on technology to do their daily tasks. Ten years ago, if the technology went down there was little risk of patient harm. Now that risk is real and present. The mission critical nature of technology today has changed the role of the CIO in healthcare.”

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Passion Innovation for life Together we can save with more livespurpose Getinge is a global provider of innovative solutions for operating rooms, intensive care units, sterilization and endoscopic reprocessing departments, endovascular procedures and for life science companies and institutions.

Based on our first-hand experience and close partnerships with clinical experts, healthcare professionals and medical-technology specialists, we are improving the everyday life for people â&#x20AC;&#x201C; today and tomorrow.

www.getinge.com

Passion for life Getinge has been a strategic partner with SA Health throughout the ten-year journey that culminated in the opening of the new Royal Adelaide Hospital (nRAH) in September. The hospital itself represents a new benchmark in operational excellence and the integration of healthcare systems for the benefit of its patients: with the largest equipment and infrastructure package it has ever delivered, its opening certainly marks a milestone for Getinge. “We are incredibly proud to be a significant part of the team of medtech providers that has worked to supply world-class equipment and medical devices that support both patients and

staff in this new state-ofthe-art healthcare facility,” says Jaylea Strauch, ANZ President of the company.

Among Getinge’s leading edge technologies at the hospital are its T-Doc sterile supply management system and the comprehensive infection control products that support the worldleading Central Sterile Supply Department (CSSD) at the hospital. The eight emergency rooms and 40 technical suites are fitted with its integrated technology control centres; TEGRIS for intuitive operating room integration in the technical suites and INSIGHT managing the patient flow throughout the hospital in both the technical suites and

Together we can save more lives

emergency department.

This TEGRIS installation is Getinge’s largest in the world: “It provides central control for operating rooms and emergency suites,” explains Ms Strauch, “while our INSIGHT solution manages workflow from emergency admission to outcome – all the way through a patient’s treatment.”

As a leading global medtech company, Getinge was able to bring together expertise from round the world, supported by a large team of local service engineers, to deliver unrivalled services at the new hospital. “For us, as for nRAH, enabling positive outcomes for the patient is always the priority,” concludes Jaylea Strauch.

www.getinge.com

S A H E A LT H A K A N R A H

state-of-the art hospital, delivered as a Public Private Partnership under the State Government’s Partnership SA Model and forming part of the South Australian reformed health system, will provide world-class care for the people of South Australia.

expect the new RAH to rank as the world’s leading high-tech hospital for long,” says Bill Le Blanc, CIO of SA Health. “Technology advances fast these days and each new hospital project learns from the last and leapfrogs to the front.”

Le Blanc is responsible for all Rooms with a view aspects of ICT across the whole But more than this, of SA Health, leading it can lay a justified a division of 700 claim, at least for ICT specialists with the moment, to responsibility for deliver the most capital and operating technically advanced budgets over $240m healthcare in the annually. Thirty years world, including ago, when medical Number of Employees complex medical, technology was at SA Health surgical, diagnostic emerging, the IT team and support was still looked on as services and ‘super the backroom boys and speciality’ services including renal girls of healthcare, whose main job transplantation, major burns, and was to keep the lights on. The new complex spinal care. The new RAH, since the project was started hospital takes over all the services 10 years ago, has grown up in a of the current RAH and some of the different universe, one in which every more complex services from The stage of planning is strategically Queen Elizabeth Hospital. It will directed by a partnership of IT also provide high quality teaching and medical professionals. and research facilities. “We don’t “The technologies themselves

40,000

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are tried and tested,” says Le Blanc.

“We have pulled them all together, borrowing ideas from other new hospital builds round the world in the last decade. What is leading-edge is the sheer amount of technology in a single facility. As for the move, it has gone remarkably smoothly.

We have had very few issues and we have managed them without affecting our service to the public.

I am smiling from ear to ear.”

Nobody wants to be in hospital but if you have to be, the new RAH is the place to be. It has 800 beds, but you won’t find a traditional ward.

Every single in-patient has his or her own room with en-suite facilities and, if they are mobile, easy access to outdoor garden areas. A variety of internal gardens, terraces and courtyards provide an interactive and uplifting environment, with internal and external performance spaces accessible to patients, staff, visitors and members of the public. Depressing corridors and waiting areas are also relegated to history - art integrated right across the 10-hectare site celebrates

Geoff Peach, co-Directors of the IT implementation programme at the new RAH Geoff Peach is a hospital IT guru based in Queensland. He has lived out of a suitcase, away from his family for three years to help deliver the new RAH work program. His ability to calmly lead technical teams through complexity while making it all look straightforward has been very impressive. There are a lot of new technologies in this hospital that Le Blanc’s established team were previously unfamiliar with. Peach’s know-how with these emerging technologies combined with a comprehensive big picture view of hospital business operations and deep understanding of supplier sub-contracts has been a critical success factor.

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YOU SEE AN ICONIC STATE-OF-THE-ART HOSPITAL.

WE SEE OUR ESSENTIAL SERVICES REDEFINING HEALTHCARE SUPPORT.

New Royal Adelaide Hospital partnering with Spotless for asset management, facility maintenance, catering, cleaning, linen distribution, grounds and gardens, patient support and security services. ∙ Image courtesy of HYLC

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enquiries@spotless.com SPOT0633

AUSTRALIA

South Australia’s unique landscape rates than you get in ward based and cultural history, creating a hospitals and reduced readmission welcoming, attractive place of rates.” Without increasing staff healing with the overarching creative numbers, he adds, more patients design theme of “a hospital within can be processed annually with a park – a park within a hospital”. the same number of beds. The Typical of a hospital stay is the trip simple innovation of having opening downstairs for an x-ray, scan, blood windows, looking out on greenery test or other specialist and controlled by the check. Patients at patients themselves, the new RAH won’t has been shown have much of that to to speed healing do, as the hospital is and wellbeing. equipped with mobile equipment that can Designed-in be wheeled into their Number of employees technology room. Apart from The team dedicated at New RAH CT and MRI scans, to deploying mobile imaging allows technology to this the bulk of x-rays, hospital and its ultrasound procedures, and scope systems number around 200, but investigations to be conducted in the the people who put it to work day patient’s own room for in-patients. by day are the clinical staff. Getting This cuts down on anxiety as they everyone familiar with the systems wait for their turn to come round. ready for the move was the joint All this may sound expensive but: responsibility of the equipment “We believe it is efficient because it is manufacturers and the IT teams: designed to shorten length of stay,” and part of the planning had to says Le Blanc. “We expect better encompass agency staff too. It is clinical outcomes, lower reinfection no longer enough for agencies to

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send along qualified temporary nurses, who will always be needed to fill gaps in capacity and cover staff leave and sickness, unless they are ready to hit the ground running, so the hospital had to work with the firms it uses to pre-train the people they would send along to the new RAH. When everything is as smart as it can get it is hard to single out what to feature. After only a few weeks, though, some of the new systems are delivering quantifiable results. “I am very pleased with the investments we have made in the clinical data integration (CDI) technology. We are getting early feedback from doctors that this is already helping them make better-informed clinical decisions, resulting in better outcomes for the patients. I have been given examples where treatment decisions, that might not otherwise have been taken, have been made because of the technology they have access to. Better outcomes are already beginning to emerge”.

Le Blanc also referred to the

John Edge, co-Directors of the IT implementation programme at the new RAH

Enterprise Patient Administration John Edge brings pedigree System (EPAS) whichahas beenin running very large-scale mission critical IT implemented at the new RAH, from paper the big medical end of town.

With the replacing records dependence that modern health services at the old RAH and now being now have on reliable technology, implemented acrosssister South Australia. health’s unlikely industries from This will generate significant an IT standpoint are banking, defence reductions in medication errors and and advanced manufacturing.

Edge’s extensive background in executing improve patient safety. This single technology projectselectronic in large banks and system for state-wide global motor vehicle manufacturing medical records now has close to ensured he brought a take-no-prisoners 2,000 users at any given time. approach to deliver a medical grade technology service that is responsive, highly resilient, and always on.

S A H E A LT H A K A N R A H

Automation that benefits patients

The 25 automated guided vehicles (AGVs) that deliver linen, food, surgical instruments and medicines across the hospital work round the clock and provide efficiency savings in terms of porterage and logistics.

“The pharmaceutical robots give us efficiencies in staffing but, more importantly, reduction in errors, picking the right drug and dose, and getting that to the right patient,” Le

Blanc enthuses. “There are huge benefits in terms of volumes that can be picked in a day and accuracy.

This allows the pharmacists to do what they are trained to do which is to consult with the clinicians on treatment and medical outcomes rather than process-based tasks.”

Both of the new RAH’s pharmacies use medication dispensing robots.

The system decreases turnaround time for dispensing and reduces

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ROBOTS IN FOCUS

The largest hospital Automated Guided Vehicle (AGV) fleet in Australia and New Zealand The fleet delivers hot and cold food and beverages, laundry, pharmaceuticals, sterilised items and other supplies as well as several forms of waste between the patient wards and the kitchens, stores and the many other functional areas within the hospital. These flat, stainless steel robotic devices, measuring 1.7m in length, 60cm in width and just over 30cm in height, can carry large trolleys with goods at average walking pace and can talk to lifts, specific doors and portable phones.

• • • • •

A fleet of 25 RA-GVs. Contour/Range-sensing navigation.

Trolley pick/drop stations with automatic RFID signalling.

Automatic Park’n’Charge area.

Central fleet control station with automatic scheduling of RA-GV movements plus elevator & auto-door activation controls.

Benefits include: • Greater efficiency & traceability.

• Increased safety.

• Reduced costs.

• Less damage to equipment.

• More staff time can be reallocated to direct patient care.

THE 25 AUTOMATED GUIDED VEHICLES (AGVS) THAT DELIVER LINEN, FOOD, SURGICAL INSTRUMENTS AND MEDICINES ACROSS THE HOSPITAL WORK ROUND THE CLOCK AND PROVIDE EFFICIENCY SAVINGS IN TERMS OF PORTERAGE AND LOGISTICS

Hospital AGVâ&#x20AC;&#x2122;s in Action for New Royal Adelaide Hospital 118

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the amount of inventory required by 20-30% and reduces wastage from expired stock. In addition, there are more than 100 automated dispensing cabinets in patient wings. Nurses input the patient ID and biometric authorisation using staff fingerprints. The cabinet ejects a drawer containing only the medication (and correct dosage) prescribed for the patient. This technology also contributes to the physical security of medicines, cutting the opportunities for drugs, especially narcotics and other controlled drugs, to go astray.

Another smart application is the wireless system that tracks such assets as wheelchairs, infusion pumps, barouches. Over 3,200 wireless access points throughout the hospital can locate them in real time via embedded chips and IoT technology, much like triangulation from mobile phone towers. This locates the nearest available asset when it is needed by staff. Additionally, the system allows security officers to locate and attend staff quickly when

“We expect better clinical outcomes, lower reinfection rates than you get in ward based hospitals and reduced readmission rates!”

– Bill Le Blanc, Executive Director and CIO, SA Health

they operate a wearable alarm.

Within the operating theatres, the integration of clinical data onto monitors allows surgical teams real-time access to medical record information, data captured by cameras on medical scopes, biomedical metrics and x-ray, CT and MRI imaging. High definition video capture and transmission in all theatres and treatment rooms allows junior doctors and students to

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OPERATIONAL EXCELLENCE

Technical Suite

The hospital’s 40 operating theatres, or technical suites, give surgeons a data-rich environment thanks to the ‘clinical data integration’ approach.

• Each suite measures 65 square metres • Most suites have large windows to allow in natural light • Critical trauma suites linked to the emergency department and the helipad by “hot lifts” for fast transport of patients • Ceiling mounted swing arms carry up to six computer monitors • Simultaneous data feeds from medical scopes, electronic medical records and biomedical metrics in real-time from the operation • Imaging, including x-rays, CT scans and MRI • Equipped with Clinical Digital Integration (CDI) technology high definition video cameras that capture all procedures on video • Ability to consult with specialists during the operation • Students observing the procedure see more but don’t crowd the theatre • Result: less risk of infection, better outcomes

New Royal Adelaide Hospital Tour

be virtually present at an operation.

The surgeon can consult with other specialists, and with only key participants present the risk of cross-infection is much reduced.

Premiums from partnership

Design changes as technology advances. The building was originally designed to have three separate IT networks - one for biomedical traffic, one for conventional e-health and EMR patient administration data traffic and another for the PPP

partners’ IT systems that operate services like climate control, security and cleaning. However, over the construction period, Multiprotocol Label Switching (MPLS) technology, a data-carrying technique for highperformance telecommunications networks, progressed enough to justify simplifying this to a single physical network.

“That was new for government, and relatively new for the industry,” says Le Blanc. “In the past,

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S A H E A LT H A K A N R A H

“The pharmaceutical robots give us efficiencies in staffing, but more importantly reduction in errors, picking the right drug and dose, and getting that to the right patient” – Bill Le Blanc, Executive Director and CIO, SA Health

biomedical data was something you’d always want to isolate physically rather than running it over the same wire as our administrative IT traffic and the builders’ IT traffic.

It saved money because instead of having to route and switch networks

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for three different physical fibre networks, we are now on just one.”

Since the building has the largest physical footprint in the southern hemisphere, the savings in wiring alone was considerable.

Similarly, over the same period,

wireless networks developed, so more data traffic could safely be transmitted that way. “When it was first designed we would never have dreamed of running any biomedical equipment data over a wireless network,” Le Blanc says. “A lot of it still is wired but we are now running biomedical traffic over the wireless network as well.”

The IT team has to go through a rigorous competitive process when awarding contracts. Value for money is important but in a medical environment it is not the primary parameter. Maybe 10 years ago, hospitals were not so dependent on technology as they are now to perform their core function. Now if some of that technology is not available the hospital will not be able to function. Robustness, stability and reliability are vital, according to Le Blanc. “We look for examples where the technology has been used in other medical situations and if that is not available, in other mission critical industries – banking, finance, defence even. We can’t do it all ourselves. These modern

Paul Lambert, Executive Director of the new RAH Paul is a seasoned health service executive leader and was tasked with overseeing the activation of the new hospital and transitioning services from the old hospital. This involved leading significant business change in almost every element of work practices as well as the complex logistics of the actual move without disrupting services to the public. Lambert ensured that the technology elements were core to, and integrated with, broader hospital work process redesign and training programs for staff. He has been an exemplary leader of change, with over 6,000 employees at the RAH being taken on this change journey.

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“We are getting early feedback from doctors that CDI technology is already helping them make better-informed clinical decisions, resulting in better outcomes for the patients” – Bill Le Blanc, Executive Director and CIO, SA Health

environments are so complex that you have to have a consortium of service partners who can assist you. We are physically a long way from the rest of the world here – if something goes wrong we can’t wait a couple of days for someone to fly out from Europe or the USA - we need local partners on the ground and that comes into the selection criteria as well.”

So, an overseas technology supplier needs to be able to give strong local support. “One of the advantages for us in using that local offering is its tight integration with pharmacy reimbursements

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through our Medicare system which is more difficult for an international provider to keep up with,” Le Blanc observes. Examples include DXC Technology, which provides the iPharmacy pharmacy management system used by the new RAH in common with hospitals across Australia; Allscripts, the partner for electronic medical records and patient administration; Carestream for the medical imaging system and Cerner’s Millennium pathology system. “As far as possible we try to draw a straight line from any technology to show how that contributes to patient

L-R Geoff Peach - Bill Le Blanc - John Edge

outcomes,” Le Blanc adds.

IT in healthcare is all about finding new and better ways to do things.

“We can’t take much of a breather now that the hospital is up and running because there is always room for improvement,” Le Blanc continues. “I am happy that the hospital’s first month has gone so smoothly of course, and that

has been down to every member of my team. We’ve had to ensure that the right people are available to deal with the inevitable speed bumps that come up. And because there is so much technology in this facility we have to make sure that once the patients move in the right technical people are on the spot. We have had a small army

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RAH Celebration Video

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AUSTRALIA

of technical people in the building to address any glitches. For me, it has been more a matter of keeping the executive radar scanning and checking that there is no impact on clinical service delivery.”

And he doesn’t take all the credit for IT, applauding the clinical and admin staff whose core skills do not lie in delivering a project of this nature. “Our staff were under pressure delivering high quality service at the old hospital while at the same time working out how the change to a new hospital would affect their work practices. That is a significant workforce change management challenge but they embraced it.” Technology is not about replacing people, he says, more about enabling them.

REVOLUTIONISING AFRICAâ&#x20AC;&#x2122;S DATA CENTRE INDUSTRY Written by Catherine Sturman Produced by Richard Deane

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VIEWED AS ONE OF THE LARGEST GROWTH MARKETS WORLDWIDE, MULTIPLA’S DATA CENTRE IN ANGOLA CONTINUES TO MAKE WAVES WITHIN AFRICA’S DATA CENTRE INDUSTRY

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n the face of a growing digital demand, the need for businesses to store data securely without impacting on ongoing business operations is growing apace.

Companies are increasingly looking at ways in which to relocate data from private servers to cloud-based solutions, whilst eyeing areas of future growth by building data centres within new, untapped markets.

Africa has been viewed with interest, and has become one of the biggest growth areas worldwide, according to Michael Tobin, former Chief Executive of data centre operator Telecity.

He explains: “You have a growing population, a changing affluence…

Add to that the fact that the continent has leapfrogged technology and gone straight to mobile, stabilising governments and eastern investment

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are all the ingredients you need to guarantee the fill rates of data centres.”

Whilst large multinational companies, such as IBM and Microsoft are therefore looking to grow their services within Africa, Angolan based company MULTIPLA has been at the forefront of this space, and has grown its services to establish itself as a key player within the African data centre industry.

The company’s new data centre has been constructed with an emphasis on collaboration and delivering key solutions to its customers.

“At the time of construction, there were increased concerns that Africa was not entirely prepared for such service delivery to clients, as most data centres at that time were company data centres,” explains MULTIPLA Operations Manager Tiago

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I n s i d e M U LT I P L A â&#x20AC;&#x2122; s flagship data centre

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Integrated IT physical infrastructure and software that provides reliable power and availability solutions for IT and communications technologies.

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CONSTRUCTION

Nogueira. “We opened in 2013 for clients, but it was a challenge. It was not something that you saw much in Angola at that time.” However, since its launch and with ongoing success, the company has seen the rise of local and international competition.

“It is good news compared to the way the market is at the moment.”

Working together and sharing best practices, Schneider Electric had a team member in Angola to assist with the engineering, remaining in direct contact surrounding the overall design works. Schneider Electric Innovative design also assisted with the shipment of Partnering with technology vital equipment to Angola, which giant Schneider Electric has seen MULTIPLA gain throughout its critical certifications, construction, required to reach MULTIPLA now international has 36 racks for standards. colocation and “That’s how 15 for its own we assist our The year Multipla, infrastructure and partners – not just LDA was founded developing local cloud in the delivery of the services. Built to enable equipment, but also scalability, Nogueira explains with the design and build. that this will enable MULTIPLA to grow The customer feels that they are in its services as the business grows in safe hands, and they can focus on order to further support its clients. their business, which is to filling up “Supporting the design and the data centre,” De Almeida notes. implementation, we are now working Additionally, utilising 100% APC on the second phase as MUTIPLA

by Schneider Electric equipment and continues to grow,” comments other APC technologies, MULTIPLA’s Ronald De Almeida, Commercial platform is now supported by manager SADC, Schneider Electric.

Schneider Electric. “Our two lines of

1995

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power are supported by Schneider Electric’s modular UPS system and our cooling is fitted by Schneider Electric as well,” Nogueira adds.

Nonetheless, power continues to be a challenge throughout Africa, which can heavily impact MULTIPLA’s operations. “In Angola, the production of power is not enough for what the consumption is, so there are a lot of shortages. The quality of the grid and the distribution is not yet built for optimal performance,” Nogueira says.

“We are entering the rainy season where we can predict more shortages of energy, which means that we will probably be running on generators around 60% of the time.

Things have been improving but we are not there yet, and the quality of the power provided by the grid can be at different ranges, which can put equipment in jeopardy.

“If you look at the colocation business we are providing, we guarantee the power and essential cooling to our customers’ equipment 24-7, so the infrastructure part has to be met. We cannot let down banking, insurance or distribution

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services due to shortages of electricity in one part of town, for example. That’s what we ensure through the colocation business.”

Business strategies Upon the completion of the first phase, Schneider Electric worked to counteract and resolve any issues which became apparent within MULTIPLA’s data centre operations. Its proactive response led a field engineering team to arrive on site and fix all issues created from previous contractors, including an upgrade of existing piping that was not up to company standard.

“We look at the implementation and installation, and advise our customers where they can improve at the minimal cost. When equipment doesn’t function, we replace it and ensure things get up and running. We ensure everything is done right from the word go,” De Almeida explains.

Additionally, to attract local and international business, security continues to be a key feature throughout the overall design and maintenance of MULTIPLA’s data

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“In Angola, the production of power is not enough for what the consumption is. The quality of the grid and the distribution is not yet built for optimal performance” – Operations Manager, Tiago Nogueira (MULTIPLA)

centre. “If you approach a bank in Angola, the first thing they will want to know is the security of that data centre and the certifications which that data centre has complied to,” explains De Almeida. With such focus, MULTIPLA now provides its services to a large number of banking, insurance and distribution companies, ensuring all data remains secure.

“We explain to clients that they should keep their resources to what their core business is – banking people should be banking and not looking after

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generators and UPS’s and cooling systems,” comments Nogueira. “We can do that for them and can assure the security of their equipment and data in our data centre.” MULTIPLA is also alerted to any potential discrepancies within client services, and deploys any procedure which clients have put in place, further supporting its ongoing service delivery.

“If you don’t monitor, you don’t control, and if you don’t control, you don’t manage,” adds Nogueira. “That’s the kind of service we provide on top of controlling our own infrastructure.”

This increased customer focus echoes that of Schneider Electric’s ongoing business strategy. De Almeida explains that the company works to strengthen its existing partnerships as part of its service delivery strategy, which has proved advantageous, especially in areas such as Angola and the partnership with MULTIPLA. “It strengthens our relationship, as particularly in Angola, a lot of vendors, multinationals and expats left the country when the market crashed. Instead of doing the same as our competitors, we would

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rather put all of our investment and resources into servicing the customers that we have in this market.

“Just word of mouth of what we are doing for these particular customers has driven our business considerably,” he says.

Internal strengths Both MULTIPLA and Schneider Electric have placed increased emphasis in guaranteeing exceptional service delivery to its customers, which starts from the bottom up.

Nogueira explains that internal training has become a vital part of MULTIPLA’s core business functions in order to remain competitive against a maturing market within Africa.

“To get the best people, we have a local resource policy. We are always looking and actually, when we say best people, my question would be - what would be the best for you, and what is the best for us? That is the first thing.

“Training is necessary – and with a 24-7 approach, it is something that is rewarding.”

Providing operational training for free, Schneider Electric sends

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“If you don’t monitor, you don’t control, and if you don’t control, you don’t manage” – Operations Manager, Tiago Nogueira (MULTIPLA)

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M U LT I P L A â&#x20AC;&#x2122; s d a t a centre is based in Angola

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“It’s not just managing data centres, it’s also to dive into local communities and look to the future” – Commercial Manager, Ronald De Almeida (Schneider Electric) teams to train clients on whatever aspect they have purchased, in order to make clients completely selfreliant, with a backup if required.

“We are embarking on a programme in Angola with Utanga University, which is the technical university in Luanda with over 25,000 students,” De Almeida says. “We are setting up a data centre for the university, but it is also a training centre where students can learn the technology of the data centre and we encompass this whole programme as a global exercise.

“It’s not just managing data centres, it’s also to dive into local communities and look to the future.”

Future growth Five years ago, MULTIPLA worked to convince the Angolan community to dive into the data centre industry and utilise colocation, to which its ongoing success speaks for itself.

Today, the company continues to work on developing its cloud services, providing new products and looking towards new business opportunities, supporting clients throughout their business operations.

“We now have a five-year-old data centre,” concludes Nogueira. “In terms of the services and support which we provide to our clients, there is no other competitor in the market.”

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