Proximus One Q1 2018 EN

#32

digital business magazine April 2018

KODAK OR NETFLIX? There’s no escaping digital disruption

MOBILE INDOOR COVERAGE Cast-iron signal pierces insulation standards

E-HEALTH How does innovation influence a patient’s journey?

Is

digital identity

finally here?

Experience One magazine via augmented reality Online and offline are growing ever closer together.

Read, watch and listen.

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2. Scan the pages with the VEEEW icon.

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WELCOME _ 3

There’s

no escaping digital transformation

Scan this page and allow Bart Van Den Meersche to welcome you to One.

igital transformation is a very wideranging story. It applies to every possible department in companies, in all sectors. Digitization means that we communicate and cooperate with one another in different ways, that we seek out new solutions to effect mobility or commercial transactions.

D

Businesses and citizens have one thing in common here: no one escapes it. These days, an evening out at the cinema is a digital experience, just like working in an office. But so is directing the traffic or providing support for those living in rest and care homes. Each of these are examples that you can read about in this magazine.

One of the pillars of the digital story is digital identity. It’s used to prove who you are online, so that you can use a service, make a purchase or exchange information in total security. With itsme®, Proximus is helping to create a solution that enables companies to include the digital identity in their operating processes in a simple manner. In this issue of the magazine, we aim to offer you the inspiration you need on this topic, too.

Happy reading.

BART VAN DEN MEERSCHE

Chief Enterprise Market Officer Proximus

4 _ S P OT T E D _ SM A RT S U I T FO R SH O RT T R ACK SK AT ER S

Historic gold with secret weapon

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Scan this page and see how Samsung’s SmartSuit helps improve the skating technique of these Dutch skaters.

n the context of the PyeongChang 2018 Olympic W inter Games , the S outh Korean Samsung company has designed a SmartSuit with Internet of Things (IoT) technology, wearables and real-time data analytics.

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In collaboration with the Royal Dutch Skating Association (Koninklijke Nederlandse Schaatsbond, KNSB), Samsung has developed a special short tracksuit that maps out the exact body position of the skater and thus analyzes the distance from the hips to the ice. The data are communicated to an app on the smartphone of the national coach in real time. The coach can then transmit corrections in body position to the skater, who receives these instructions by means of a vibration on the wrist, to improve his or her posture.

“You become more alert and aware of the way you skate. This can give that extra edge,” said Suzanne Schulting before the Games. And did it help! Schulting became the first Dutch short track skater ever to win Olympic gold for the women in the 1,000 meters. Sjinkie Knegt won a silver medal for the men in the 1,500 meters.

#32

Vision & insights

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2. Scan the pages with the VEEEW icon.

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08 THE PREMIÈRE

Kinepolis CIO and CEO on the digital transformation of tickets, popcorn and cola.

12 DOCTOR SENSOR IN E-HEALTH

42

Innovation in the Belgian health sector supports the patient’s journey.

20

THE FUTURE(S) OF MOBILITY: HOW CITIES CAN BENEFIT

THE TRANSFORMATION OF BELGIAN COMPANIES

Are self-driving cars, electric vehicles, car sharing, etc. clearing the way towards cleaner air and freer roads?

VRT, Volvo Car Belux, Securex ... big companies explain how their services are improving digitally.

Digital business 14 INNOVATION IN HEALTHCARE

Belgian hospitals are focusing on technology

22 NEW WAY OF WORKING

CloudBond, the future of telephony

23 DATA CONSULTANT BISNODE

The staff determines its own reachability

24 BRUSSELS EXPO

A total approach for all events

28 INNOVATE IDENTITY

Digital identity defines our future

31 IDENTITY MANAGEMENT IN 6 STEPS Identity is the basis of security

35 ALL-IN-ONE-PLATFORM ITSME

®

The balance after one year

38 AGRISTO

The Faraday cage

39 LANTMÄNNEN UNIBAKE

Mobile range in the Factory of the Future

32 IS DIGITAL IDENTITY FINALLY HERE?

The great success of digitization depends on the way everyone can identify themselves securely online and the evolution of digital identity on a national and international scale.

47 TRAFFIC MANAGEMENT

How Be-Mobile clears the road via data

48 CITY OF HASSELT

A brand-new traffic management system

49 SMART CROSSING

Extra-safe crossing thanks to cameras

50 ANOTHER LOOK

Jean-Marie on granddaughter Alix and stirring with a screwdriver

A publication of Proximus public limited company of Belgian Public Law Year 12 / Number 32 / Q2 2018 Publisher: Bart Van Den Meersche, Koning Albert II-laan 27, 1030 Brussels Coordination: Charline Briot, Erik Hendrix, Robbin Sacré and Jean-Marie Stas Contributors: Andrew Beavis, Creamdesign, Jean-François Dinant, Robert Doran, Isabelle Latour, Frederic Petitjean, Unsplash.com, Dries Van Damme, Frank Van den Branden and Filip Van Loock.

Concept and realization: www.propaganda.be

37 MOBILE INDOOR COVERAGE

80% of mobile use takes place within company walls. Does your mobile signal get through the stringent insulation standards?

For more information, contact: Robbin Sacré, robbin.sacre@proximus.com Nederlandstalige versie: Mail naar robbin.sacre@proximus.com om een exemplaar van dit magazine in het Nederlands te ontvangen. Version français: mail à robbin.sacre@proximus.com afin d’obtenir un exemplaire de ce magazine en français. The technical specifications are indicative only. Proximus reserves the right to make changes without prior notification.

Haven’t got the contact details of your Proximus account manager close by?

Go to proximus.be/mycontacts

8 _ K I N E P O L I S _ IS DX CH A N G I N G T H E R EL AT I O NSH I P B E T W EEN CEO A N D CI O?

tickets Popcorn & cola in a digital story The cinema survived the arrival of television and the video rental shops.

Now it is competing not so much with new streaming services but with other factors that are difficult to predict, such as bad weather or traffic congestion.

At cinema chain Kinepolis, thanks to digital transformation, the company is getting to know its customers better and is therefore better able to offer the ultimate cinema experience.

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EDDY DUQUENNE studied applied economic sciences. He began his career as a bank clerk with ASLK/CGER (later Fortis) and progressed to become a board member at Gimv and CEO of Sunparks. Since 2008, Eddy Duquenne has been the first non-family CEO of Kinepolis.

“ We are a retailer, a real estate company and a media player all at once. To be successful on these three fronts at the same time, we need to be able to direct the company very well.”

DOUBLE INTERVIEW

Eddy Duquenne, CEO: “Digitization is a relatively young phenomenon in the cinema sector.

Ten years ago we were still using analog methods, with films on reels that we assembled manually and delivered to the cinemas physically. Today films are projected using digital systems.

At the same time, sales and marketing have been transformed in a digital story, as well. Tickets are sold mainly online. Our seat reservation system turned out to be a major incentive for customers.

Thanks to online sales, we have got to know our customers. We know their preferences now as regards films and genre. That allows us to run very targeted marketing campaigns. Apart from these specific examples, IT is used throughout the company, including in support services such as finance or HR.” Is this digital transformation changing the relationship between CEO and CIO? Eddy: “It is indeed. The CEO learns from the CIO what is possible with new technology. Conversely, the CIO looks for solutions to support the strategic choices made by the company.”

Bjorn Van Reet, CIO: “The CIO has to understand exactly how the company processes work:

10 _ K I N E P O L I S _ IS DX CH A N G I N G R EL AT I O NSH I P B E T W EEN CEO A N D CI O?

Scan this page and see what technology CIO Bjorn Van Reet believes will determine the future of Kinepolis.

BJORN VAN REET studied at Antwerp University College. He moved through the ranks at Adecco to become CIO and joined Kinepolis in 2016 as CIO. He was elected CIO of the Year 2017 by Data News.

ticket sales, staff levels in the complexes, arrangements with film distributors, etc. Of course, you then have to discuss the digital strategy that you apply to that with the CEO and the CFO, among others. It’s quite a challenge. We’re working on an airplane in flight at top speed. Or that’s what it feels like.”

Eddy: “Ours is a fairly difficult sector. It looks simple enough: we sell tickets, popcorn and cola.

But every film has a different audience. And the weather, the traffic, events, even other films have an impact. Two films that appeal to the same audience could, logically, compete with each other.

We show on average 400 films per year. Twenty percent of them – the blockbusters – account for 80% of turnover. So content and word-of-mouth advertising remain very important.”

On- and offline experiences How does Kinepolis respond to this in practice?

Bjorn: “Know your customer, that’s still the biggest challenge.

For instance, we choose screen advertising and trailers on the basis of the audience who come and watch a specific film. We believe it is very important to support the customer’s experience as well as possible. That experience starts with the online purchase of a ticket, long before the customer comes to the cinema.

We look for ways of supporting

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“ The digital strategy is quite a challenge. We’re working on an airplane in flight at top speed. Or that’s what it feels like.”

the experience offline, as well, from that moment on.”

Eddy: “Customers think that’s great and are happy to go along with it. Suppose there’s a traffic jam near the cinema. You can send your customer a text: ‘Set off in time to go and see the film!’

That’s a simple initiative but, at the same time, it strengthens the experience in a very personal way.”

Who launched that sort of idea? Business or IT? Eddy: “Historically, IT always had more of a supporting role in the company. Originally these new ideas came mainly from business. Now business and IT have moved far closer together. We are currently going through a process of digital transform­ ation, in which the CIO is, of course, closely involved. His role clearly goes beyond traditional IT here. In the context of digital transform­ation, it’s not just about IT, far from it, but about leadership too.”

Bjorn: “Digital transformation is making IT more technical and simpler at the same time. New technologies are coming up, which require new expertise.

The skill is to make sure it all remains manageable, with fewer suppliers and less complexity.

Of course, you can only do that if your bases are sound and you keep your finger on the pulse all the time and everywhere at the same time. So among other things, we pay a lot of attention

to monitoring processes and systems, including feedback to the management. We attach a great deal of importance to the development of operational IT. For our company, it is essential that we keep an eye on the website response times. Suppose there’s a hitch somewhere – that has an immediate impact not only on the customer experience but possibly on turnover, too.”

Staff with ideas Can we say that, over the years, Kinepolis has developed into a selflearning organization?

Eddy: “Definitely. We are a retailer, a real estate company and a media player all at once. To be successful on these three fronts at the same time, we need to be able to direct the company very well. These days that happens partly on the basis of ideas from staff. Let me give you a simple example. We pop our own popcorn. The packaging used has a great impact on the shelf life. It was our people who suggested switching to a different type of packaging, with the result that we can keep the popcorn for longer – so we don’t have to throw away as much. That sort of idea can be very valuable, not only as a self-guiding element within the company, but also as a moti­vator for staff. After all, it’s their idea that contributes to the success of the company.”

KINEPOLIS grew out of the merger of two family cinema groups. The company has been listed on the stock market since 1998. Kinepolis runs 94 cinema complexes in Belgium, France, Spain, Luxembourg, the Netherlands, Switzerland, Poland and Canada, which together have over 180,000 seats in 822 auditoriums. As well as running cinemas, the group is also active in film distribution, events, screen advertising and real estate management.

1 2 _ E - H E A LT H _ I N N O VAT I O N I N T H E H E A LT H S E C TO R

e-Health dealing with new developments

14-MINUTE READ

E-health is a vast domain that extends well beyond user-friendly apps for the user, online consultations and electronic prescriptions. The challenge is to standardize the technologies developed for practitioners and patients, and to simplify the experience for them.

Frédéric Helding, BDM Digital Transformation Healthcare and Fayçal Al Naassan, Business Development & Innovation Manager, two specialists at Proximus.

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ical) by automating and optimizing processes in the interests of efficiency and communication quality." “ We're focusing on the collection of patient information and data provided by machines or connected objects.”

Photos by Piron Guillaume on Unsplash

Frédéric Helding

hether you call it e-health, digital health or connected health, the main objective is clear: to simplify and generalize the communication and sharing of medical data in order to improve the quality of treatment and optimize its cost. A simplification that will also allow the patient to be involved in following up their health," explains Frédéric Helding. “In the vast area of healthcare, Proximus sees itself as playing a key role by facilitating and standardizing data exchanges (both medical and non-med-

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The driving force Whether it is a question of hospital centers or nursing homes, putting all the data into a network will lead to an optimization of the processes and an efficiency that has never been achieved before.

Fayçal Al Naassan: “Healthcare professionals must be freed from their administrative or technical tasks so that they can spend more time on patients and making medical practices safe. We have to tackle the emergence of the economic stakes associated with treating illnesses, so that we can accelerate the development of e-health. And that’s where we make a difference.” Frédéric: “Our technologies will help us to move towards real-time healthcare: knowing where to find connected objects and the people involved (patients, doctors, nurses, etc.), optimizing ambulance routes, communicating remotely with specialists ... and, above all, simplifying everyday actions.”

Technology vs. mindset There are many technological advances. But is the way people think advancing at the same rate? “This specific market still faces challenges, and there are, of course, constraints associated with the personal nature of the data used, but also with the organization of IT in healthcare centers. One thing is certain: our

technologies are ready. However, organizational changes must also be implemented.

This requires new skills. The stakeholders in the sector must understand that they aren't facing an additional burden, but something that will generate the growth of their core business, which is health," explains Frédéric.

And tomorrow?

Choosing the right technologies to be implemented and securing data storage are a tall order. “We're focusing on the collection of patient information and the data provided by machines or connected objects. We know that within the framework of IoT, the real driver behind e-health is the data collected and what it tells us. We can expect a high growth in the number of connected objects in the next five years, which we estimate at approximately double what it is today. On the other hand, healthcare will be completely different, taking into account the reduction of time spent in hospital and healthcare shifting toward specialized institutions, or even care at home. Here, the issue of mobility for professionals is immediately obvious, just like the need for communication, multimedia collaborative methods and data exchange," Frédéric confirms. “ We can say goodbye to technological and organizational silos, and evolve towards real-time healthcare.”

Fayçal Al Naassan

Healthcare in real time "The focus will be on smartphones: the user's personal and unique identification tool.

The experience of professionals and patients must therefore be simplified thanks to solutions that are relatively or not at all intrusive.

We can say goodbye to technological and organizational silos, and evolve towards real-time healthcare. The challenge is to make existing technologies converge to enable the development of new solutions. And in my opinion, the real finish line will be a sort of single platform, an ecosystem," Fayçal concludes.

14 _ E- H E A LT H _ A P P LI C AT I O NS I N B ELG I A N H OSP I TA L S

Because every call we get is important and, sometimes, people’s lives are at risk, the fixed, mobile and LoRa network of Intercommunale de Santé Publique du Pays de Charleroi (ISPPC – the Charleroi region public health inter-urban corporation) have now been integrated. The mobile network covers its 77 sites.

e-Health automation CHU CHARLEROI

Applications in 3 domains 1. The communication flows for managing the ambulance fleet are now simplified thanks to the use of shortened phone numbers. Small entities within the ISPPC group – such as the pedagogical center Auberge du Maréchal Ney – and care units in the hospitals each have their own number linked to several fixed telephones, mobile IP addresses as well as mobile phones.

The mobile network serves as a backup if the Wi-Fi goes down.

2. For the transport of blood samples between the sites, ISPPC uses cool boxes fitted with a temperature sensor. That triggers a real-time alarm on the driver’s mobile if a set temperature limit is exceeded.

3. A ll ISPPC personnel use their mobile phones as usual, while benefiting from the advantages of the call center, such as numbers shortened to five figures. The status and availability of our staff can be shown instantly, wherever they may be.

Private life and professional life are kept separate by simply deactivating the service so call billing is split, as well. In other words, total transparency for our users.

Scan this page and see how CHU Charleroi manages its calls.

Intercommunale de Santé Publique du Pays de Charleroi (ISPPC) is a multisite group that includes the University Hospital Center of Charleroi, polyclinics, retirement homes, daycare centers and children’s centers as well as youth care facilities.

“ Every call is important.

Sometimes it’s about patients’ lives.

Members of the medical corps can be reached whatever their geographic position.”

Jean-Pierre Binon, Head of ICT at ISPPC

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The AZ Groeninge Hospital pays particular attention to the quality and avantgarde nature of its care provision. This is demonstrated by the 285 clinical studies that are permanently underway, as well as the countless innovative mobile health projects, such as Cardio@home and FibriCheck.

Mobile Health A Z GROEN I NG E HOSPITAL

Cardio@home & FibriCheck Cardio@home In 2005, a heart failure center was set up at the AZ Groeninge.

This medical support program outside the hospital makes it possible to assist patients with a whole team. In 2008, at the request of the RIZIV/INAMI (Belgian national health insurance institute), a telemonitoring project was started up. At the time, patients could pass on data from their digital weighing scales and blood pressure monitors manually via an internet platform.

“Here we were striving for two crucial elements: the preventative aspect for the patient and a reduction in the financial consequences of this illness, which affects over 230,000 Belgians today,” Ivan Elegeert explains.

In 2016, Health Minister Maggie De Block launched a call for projects in the field of digital health apps. It was the ideal moment for the AZ Groeninge to present its Cardio@home program: the digital successor to telemonitoring. The aim is to bring down the number of readmissions of patients with heart failure after hospitalization by: • p roviding coaching after they have been discharged from the hospital; • following up parameters from a distance via telemonitoring; • streamlining high-quality cooperation between GP, cardiologist and other first-line partners.

“Keep it simple is the key to our mobile solution and the accompanying technology. Nowadays, the satisfaction level among patients who use this Cardio@home is no less than 94%,” Ivan notes. “ By involving patients in their medical process, we guarantee better results.”

Ivan Elegeert, Head of the Medical Cardiology Service

FibriCheck To avoid unnecessary consultations and examinations for patients with atrial fibrillation, the AZ Groeninge provides mobile monitoring via an app that measures the heart rate. When an anomaly is detected, the app informs the specialized staff and the cardiologist from a distance.

This makes it possible to ensure mobile patient monitoring and preventative treatment.

CARDIO@HOME SATISFACTION SURVEY • 94% of those questioned say they are very satisfied with their experience • 92% are satisfied with the user-friendliness of the technology involved • 100% benefit from a real sense of security thanks to the system.

MISSED APPOINTMENTS DECLINED Thanks to a text sent to the patients to remind them of their appointment, the number of no shows is reduced from 2.34% to 0.86%.

The AZ Groeninge Hospital site in Kortrijk is the result of the centralization of various hospitals in 2017. Over 2,800 staff and 188 doctors take care of 35,000 admissions every year.

16 _ E- H E A LT H _ A P P LI C AT I O NS I N B ELG I A N H OSP I TA L S

Doctor Sensor

A connected sensor that can warn of heart failure has been inserted into the pulmonary artery of a patient in Genk. The technology monitors patients online and enables rapid intervention. It’s a world first.

O O S T- L I M B U R G H O S P I TA L

A sensor at the height of the pulmonary artery

The socio-economic stakes are sizeable: 200,000 Belgians are treated for heart failure at an annual cost of €150 million.

THE SENSOR, A WORLD FIRST: • No battery and lifetime working.

• Independent measurement with external device against chest.

• The patient and the healthcare provider communicate via an online platform.

Heart failure is a chronic disorder linked to an abnormal increase in blood pressure in the pulmonary arteries. If diagnosed too late, emergency hospitalization is essential and there is a real risk of death. Inserting a connected sensor into the pulmonary artery is a surgical procedure performed at the Oost-Limburg Hospital in Genk. Its role is to measure the blood pressure in the pulmonary artery in real time so as to detect any anomaly over time.

The patient is provided with the equipment to send the measurements taken to a specialist. Besides measuring arterial pressure, weight and heart rate, the innovation here is to be able to obtain the pulmonary artery pressure from a distance and react more quickly.

Oost-Limburg Hospital is a dynamic, independent hospital with 811 beds spread across 3 campuses in Genk, Lanaken and Waterschei.

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Between the analog and the digital world HOSPITAL CH I R EC

The Centre Hospitalier Interrégional Edith Cavell (Chirec), is a splendid example of digitization in the hospital sector. The new hospital at the Delta site (Auderghem) was the trigger for the creation of a hyperconnected building. This interview is with Olivier Remacle, IT Manager for the Chirec Hospital group, and his assistant Yves Lambotte.

When the IT team received the plans for the Chirec group's new hospital, it covered eight floors and a total surface area of 100,000 m 2. Today the hospital at Delta has 550 rooms and 35 operating theaters that are digitally connected through 12,000 network sockets and 900 Wi-Fi antennas.

Sustainable and flexible technology A hospital infrastructure such as this is a major challenge. “It's essential to know that our policy places the patient at the center of the hospital, not the doctor anymore – an important nuance.

This is what our hi-tech network architecture is based on. It takes into account all the functionalities particular to the different professions, by integrating all the flows from the operating sector, the transfer of images and medical videos, as well as telephony (WiFi). To prepare for the future, we have created a scalable datacenter and have overinvested in optical fiber to guarantee digitization that can be supported by the network in the long term. Building your IT ap-

proach according to existing needs is one thing. Planning a sustain­able architecture is another,” Olivier Remacle points out.

Solutions and partnerships “On the patient side, we offer a 46 inch digital TV with an internal channel and à la carte meal ordering,” says Yves. “We're also thinking of offering doctors the opportunity to share information with their patient,” Olivier tells us.

Major shift “Let's be clear, we're experiencing a major shift from the analog world to the digital world, to the benefit of tomorrow's healthcare. The objective is to connect everything to the hospital's centralized medical records, resulting in healthcare that is less and less compartmentalized. The answer is generalized digitization. Which leads us directly to major quality gains in medical follow-up of the patient and a focus on data exchange to internal or external actors (Brussels Health Network). The keyword will be collaboration on medical records,” Yves Lambotte concludes.

Chirec is the result of successive mergers between five private clinics and is based in three hospitals, two one-day clinics and four outpatients’ clinics. There are 4,300 members of staff, with 1,100 doctors and 1,150 hospital beds. Specializations include local healthcare, oncology, hand and foot surgery, and also visceral surgery.

18 _ E- H E A LT H _ A P P LI C AT I O NS I N B ELG I A N A S SIS T ED LI V I N G CEN T ER S

Digital tools for residents and staff In Vulpia’s assisted living centers and sheltered accommodation, IPTV serves as the main communication channel for the residents.

“We always work from the point of view of our residents,” says CEO Luc Van Moerzeke. “IPTV is the ideal medium for this. You can offer a great deal in a very accessible way.” e are going through a transformation,” says Luc Van Moerzeke.

“We are changing a care organization into a well-being organization, working not on the basis of a particular service offering but on the basis of what our customers want.” The core of the company is the residents’ experience. “Of course, care and quality of life are very important, but where we help make the big difference is with the things that really make our residents happy.”

V U LP I A’ S A SS I S T ED LI V I NG CENT ER S

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At Vulpia, transformation and digitization are two facets of the same movement. “There are two target groups,” Luc explains. “On the one hand, the staff and, on the other, the residents.” In addition, it’s important that Vulpia sets the support for residents in a broad perspective: the residents’ families are an integral part of the story, too.

Familiar medium For smooth communication with the residents, Vulpia uses IPTV.

LUC VAN MOERZEKE studied industrial engineering in Ghent and industrial policy at the KU Leuven.

After 10 years in the financial sector, in 1996 he took over an assisted living center in Kalmthout. This laid the foundation for today’s Vulpia.

“The residents had a television at home, as well,” says Luc. “They are familiar with the medium.”

Proximus is rolling out the latest hotel television from Samsung at Vulpia, which has an extremely user-friendly remote control.

“We will shortly be providing information about meals and activities, among other things, via the television screen. Paper menus and calendars are often soon out of date.” Printing and posting new versions takes a lot of time and effort. In addition, there is a real risk that not everyone has the right information on time. “Via the television, everyone is always informed straightaway. Thanks to the central management of the IPTV environment, we are increasing efficiency behind the scenes, as well.”

Quick response Digitization means that Vulpia can switch more quickly. “We ask the residents for their opinion regularly so that we can adjust the care provided, the cooking and the activities calendar. At the moment all that is still done on paper, which sometimes means a slow process. The aim is to organize these surveys digitally, process them immediately and

“ We are transforming a care organization into a well-being organization with digitization as a major catalyst.”

Luc Van Moerzeke, CEO of Vulpia

circulate the feedback via the IPTV. That way, we will be able to respond far more quickly.” Finally, it is important that residents’ families remain involved in the lives of their parents and grandparents. “One way to do this is via the website and the MyVulpia app that we are developing at the moment,” Luc explains. “So that the family members know what is happening and can keep in touch.”

Scan this page and read how Vulpia uses more digital tools.

Vulpia manages 40 assisted living centers and 750 sheltered housing units dotted all over Belgium. The company provides over 4,000 care rooms and employs around 2,500 staff.

D I G I TA L T R A N S FO R M AT I O N _ W H O’ S M IS SI N G T H E B OAT ? _ 19

FUTURE OF TELEPHONY

Every company faces a clear choice. Do they want to be Kodak? Or Netflix? At the same time, digitization is not an end in itself. Digital initiatives – such as the digital workplace – are a means for companies to achieve objectives.

There’s no escaping digital disruption

20 _ DIGITAL TR ANSFORMATION _ BELGIAN COM PANIES ON DX

Experience hen we talk about transformaW digital t i o n , we l l- k n ow n examples such a s Uber, Airbnb and Spotify immediately come to mind. “As a company, you can prepare in two ways,” says Johan De Belie, Digital Transformation Evangelist at Proximus. “On the one hand, you have to approach familiar processes differently.”

This is about making efforts to

ROUND TAB LE

Scan this page and read about how Belgian companies are deploying digitization in the report on this round table.

improve the customer experience digitally, to make employees more productive and more mobile and, at the same time, cutting operating costs. “On the other hand, digital transformation also means coming up with totally new things: products and services that evolve along with the customer’s needs. The right support for your own staff is essential throughout this process.”

“ Staff shun complex applications in favor of a simpler landscape.”

Nathalie Vuylsteke, Digital Collaboration Specialist at Barco

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“ Volvo is focusing on better cooperation within its own ecosystem: we are introducing the use of flexdesks and collaboration areas and more emphasis is being placed on cooperation within virtual teams.”

9 characteristics of a digitally transformed company 1

SUPPLIES DIGITAL PRODUCTS AND SERVICES

Marc Scheir, IS/IT Project Manager at Volvo Car Belux

2 “ The transition from paper to digital is fairly radical.

A team of brand ambassadors perfect digital text projects and then introduce them to their colleagues.”

Luc Verbist, CIO at Vinçotte

“ You can’t make digital transformation measurable by using tools, but you can measure it with concrete business KPIs.” Wim Wauterickx, ICT & Security Manager at VRT

“ We share the success of digitization with the endusers. That way, they see the progress made and become more involved.”

Davy Haesen, ICT Director at accounting and consultancy firm SBB

HAS TOTALLY DIGITAL PROCESSES FROM CUSTOMER TO SUPPLIER, FROM THING TO EMPLOYEE

3

WORKS IN REAL TIME 24/7 AND IS ALWAYS ON

4

CREATES PARTNERSHIPS AND, BY DOING SO, FORM S AN ECOSYSTEM

5

EMPOWERS ITS STAFF TO WORK AND TAKE DECISIONS AUTONOMOUSLY

6

7

OFFERS A SEAM LESS EXPERIENCE, ACROSS ALL CHANNELS

MAKES OPTIMAL AND REALTIM E USE OF CUSTOM ER DATA (INTERNAL AND EXTERNAL) WHEN DEVELOPING PRODUCTS AND SERVICES, MARKETING AND DELIVERING

8

DELIVERS PERSONALIZATION ON AN INDUSTRIAL SCALE

9

CONSTANTLY REINVENTS ITSELF

Participants at the round table (FLTR): Wim Wauterickx, ICT & Security Manager, VRT • Gaëtan Willems, Head of Enterprise Networking & UCC, Proximus • Björn Crul, Moderator, Comm2B • Dana De Ruyter, Marketing Enterprise Business Unit, Proximus • Margaret Denis, Director Cultural Change & Digital Workplace Transformation, Proximus • Marc Scheir, IS/IT Project Manager, Volvo Car Belux • Stefan Van de Velde, ICT manager, National Bank of Belgium • Davy Haesen, ICT Director SBB • Luc Verbist, CIO, Vinçotte • Bart Watteeuw, Director Enterprise IT Solutions, Proximus • Tim Blanckaert, Facilities Director, Securex • Johan De Belie, Digital Transformation Evangelist, Proximus • Nathalie Vuylsteke, Digital Collaboration Specialist, Barco • Frans Temmerman, CIO Securex

2 2 _ W A Y O F W O R K I N G _ A L L- I N - O N E P L A T F O R M

ONEDRIVE I NTEGR ATED FIXED AND MOBILE TELEPHONY CONTACT CENTER SKYPE FOR BUSINESS FA X MACHINES OUTLOOK

ALARM SYSTEMS OFFICE APPLI C ATION S

= CloudBond O N E CO M PA N Y-W I D E P L AT FO R M ON E APPLI ANCE, ON-SITE AT TH E CUSTOM ER GR E ATER FLE X I B I LIT Y FOR STAFF Scan this page and read how CloudBond combines the business benefits of Office 365 and Skype.

REACHABILITY FOR CUSTOMERS

IN PRACTICE _ BISNODE _ 23

Employees determine accessibility

Proximus online

REAL BUSINESS

With CloudBond, Bisnode put the integration of fixed and mobile telephony into practice in a simple manner.

The staff no longer has to carry various devices around.

At the same time, the IT department no longer has to worry about maintaining a telephone exchange.

“We were one of the first DECT users in Belgium,” says Daniel Agneessens, Group Director Technology Services at Bisnode.

“Every staff member had a mobile telephone, connected to our own telephone exchange.” But times change. So many staff members were walking around not just with a DECT device, but also with a smartphone – and sometimes even a third, private device. “When the telephone exchange needed replacing, we compared various options,” says Daniel, “including Wi-Fi and VoIP. It all proved fairly complicated in practice. We wanted a solution that would work everywhere, without any technical fuss.”

Fixed and mobile integrated “CloudBond brings everything together. Staff now deals with all calls via mobile device. That offers both flexibility and reachability.

When they log in to CloudBond, they can call and receive calls on their fixed number via their mobile phone. After office hours,

they simply log out again. For that matter, you don’t have to have a smartphone for CloudBond. It works just as well with an ordinary mobile phone.”

IT for business Via CloudBond, Bisnode inte­ grated fixed and mobile telephony in a simple manner. “We were already using Office 365, which made it very easy to switch to CloudBond.” Everything to do with telephony is now in the cloud.

“We don’t have to bother about it ourselves. Here too, CloudBond offers a major advantage. We no longer have to invest any time in maintaining the exchange ourselves. We spend the time saved on IT tasks on other things now.

That really helps make a difference for the business.”

BISNODE provides data quality and analysis services.

The company has 3,000 staff worldwide.

150 of them work at the Belgian site in Anderlecht.

White paper Cloud Cloud computing is the glue that holds all the strengths of the new digital platform together.

proximus.be/cloud

Scan this page and download your copy.

24 _ IN PRACTICE _ BRUSSELS EXPO

REAL BUSINESS

New Way of Telephony Brussels Expo is omnipresent in the world of major trade shows and events in Belgium. There is no shortage of challenges for this organization that welcomes well over 2 million visitors a year. From (tele)communications to mobility, a global approach is required in order to satisfy customers, exhibitors and visitors. Emin Luka, General Manager Facilities, leads us into the maze of a field he knows like the back of his hand.

The creation of the Brussels Expo site dates back to the International Exposition of 1935. Its organizational structure is managed by subsidiaries specialized in three types of industry: trade fairs and shows, MICE and leisure, and two professions: venue management and organization. “I don't need to tell you that to communicate between the exhibition halls, the concert space in Hall 12, the Madeleine room and during the Brussels Summer Festival, the unification of fixed and mobile telephony (Fixed Mobile Unification, FMU) is a service that is more than appreciated by all the internal and external players at our events,” Emin explains.

From DECT to FMU Brussels Expo had a DECT communications system up until now.

This system meant mobile staff and service providers could be contacted wherever they were in the site's thousands of square meters, and that the many exhibitors could benefit from an internal phone line. But needs change.

“Today, a mobile phone takes on the role of fixed line, professional mobile and private mobile.

Exhibitors are also offered additional mobiles. The solution will allow more and more staff to work from home,” Emin explains.

EMIN LUKA Emin Luka's career began 32 years ago at Brussels Expo. His long experience in technical services and IT within the organization has successively given him access to the roles of Financial Controller, then Technical Director, and finally General Manager Facilities.

Emin is also a member of Brussels Expo's executive committee.

BRUSSELS EXPO 4 sites

> 100 permanent staff

168 events in 2017

473 event days in 2017

2.300.000 visitors in 2017

Improving visitor experience An interesting reflection is currently being conducted at Brussels Expo. “In a similar way to what certain shopping centers are already doing, we want to better understand our visitors' behavior through the exhibition spaces. The aim is to go beyond simple visitor satisfaction by offering them a real experience. For instance, by guiding them in their searches and by offering them tailor-made services.

We can also improve signage, lighting, the convenience of the services, etc., so that we can remain proactive,” Emin concludes.

Walkietalkie: over and out “In the past we had to develop our own radio network so as to ensure good communication between the dispatchers and our lorry drivers via walkie-talkies.

Nowadays, the tablets that our drivers use for digital delivery slips, etc., are also connected to the dispatch software. Cheaper and more efficient: an accident on the Antwerp ring road? One call to all our drivers, all at the same time, is enough to warn everyone.”

BART SEBREGHTS, CEO Groep Van Pelt

Scan this page and watch the video to see how construction company Van Pelt now communicates efficiently via Push-to-Talk.

Proximus online

Discover more blog content Follow the latest news on IT and business, read about the vision of company leaders on hot topics and discover how organizations respond to digitization and other issues.

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26 _ D I G I TA L I D E N T I T Y _ E VO LU T I O N O N A I N T ER N AT I O N A L A N D N AT I O N A L S C A LE

_ 27

28 “ A conclusive solution for digital identity is absolutely essential in the context of self-driving cars and smart cities.”

Rob Laurence, Director at Innovate Identity 31 “ Security is evolving. Security is not focused on the perimeter, but on the user’s identity.”

Wouter Vandenbussche, Product Manager Identity Proximus 32 “ The doors to the digital world are open to everyone. The general public is now following the lead of early adopters.”

Alexander De Croo, Minister of Digital Agenda

In the move from man to machine, full digital progress requires us all to be able to identify ourselves securely online. How is digital identity evolving on a global scale, and how about Belgium? Are companies ready to incorporate digital identity in business processes?

35 “ itsme® now gives you access to 900 applications, including MyPension, Tax-on-Web and Intervat.”

Kris De Ryck, CEO Belgian Mobile ID 36 “ There are 1.5 billion people in the world who are unable to prove their identity.”

One World Identity Report 2017

Is digital identity finally gaining ground?

16-MINUTE READ

28 _ DIGITAL I DENTIT Y _ FROM M AN TO M ACHINE

VISION

“ C O N S U M E R S A R E N O T E A G E R LY AWA I T I N G D I G I TA L I D E N T I T Y. B U T THEY ARE INTERESTED IN LESS FUSS WITH IDENTITY CARDS, PASSPORTS AND OTHER DOCU M ENT S.” ROB LAURENCE,

Director at Innovate Identity

_ 29

Consumers want less fuss Going digital fully and securely is only possible if everyone and everything can be identified securely and clearly: people, governments, companies and machines. The general public is won over, first and foremost, by the efficiency of digital identity and the time it saves.

ROB LAURENCE is an expert in digital transformation. He was in at the start of the first electronic service for identity verification in the UK. Via Innovate Identity he provides advice on digital identity for government services and banks.

“We are seeing initiatives worldwide that are endeavoring to give concrete form to digital identity,” says Rob Laurence, Director at Innovate Identity.

“The government often takes the lead. But members of the public are not in contact with the government all that often. And mostly that contact goes no further than the online tax return.”

Rob sees more benefit in the Swedish example. “There the banks have taken the initiative,” he says. “People make payments or check the balance of their account almost every day.”

Trust By using the digital identity introduced via the banks, it proved far easier to reach a wide public quickly in Sweden. Rob doesn’t think it’s surprising that the banks play a pioneering role here. “There are few institutions that people trust more,” he says.

“After all, the banks look after our pennies.” The introduction of the digital identity via the banks is catching on. The approach they have taken in the Netherlands proves it. And it’s no coincidence that itsme® in Belgium is also based on a consortium that includes the banks.

The expectation is that after the banks and government services, other sectors will follow, such as e-commerce or healthcare. But will companies succeed in integrating the use of digital identity into their processes? “Most companies are really not ready for that at the moment,” Rob notes. “They are not yet familiar enough with the concept of digital identity. They first have to sort out how that can transform their service provision. There is still a fairly long way to go to reach the boardroom.” In other words, a great deal still has to be done to raise awareness. “That’s right, but afterwards things can move relatively quickly. The most important condition is that companies realize how digital identity creates added value.”

30 _ DIGITAL I DENTIT Y _ FROM M AN TO M ACHINE

Identity with attributes The next stage in the unfolding of the digital story is extending digital identity to all sorts of devices and machines. “In the context of self-driving cars and smart cities, a comprehensive solution to the digital identity of all the elements involved is absolutely essential, if only to guarantee road safety.”

This brings us to the management of the various attributes that are part of a digital identity.

“For some elements of the digital identity, a smartphone can be enough. If you have to have your age checked when you go into a nightclub, that can easily be done via a smartphone. But what about other attributes, such as travel visas, for instance?

Who will manage that and where should it be done? Here again, there is still a long way to go.”

The risk is that the digital identity becomes overloaded due to the proliferation of attributes, so that the overview is lost. In that respect, wouldn’t it be useful to work out an international standard for digital identity?

“Of course. Digital identity may evolve along these lines, just as we ended up with a standardized international passport in the analog world.” The expectation is that eventually, a stan­ dard will be developed for digital identity, which is recognized and can be used all over the world.

“Obviously, that means a lot of harmonization between the governments that subscribe to the standard.”

INNOVATE IDENTITY describes identity and security as the two key elements for digital transformation.

The British company’s clients include American Express, Barclays and British Airways.

Where is the advantage?

One thing is certain: governments and companies can’t ignore the end-user. That is perhaps the first condition for success: what will convince members of the public, consumers, that digital identity is an advantage? “That is indeed the question,” says Rob. “Consumers are not really eagerly awaiting digital identity. But they are interested in better service, more efficiency, less fuss with identity cards, passports and other documents.” In fact the litmus test is very simple. Once consumers are convinced of the advantage offered, they soon pick up the solution. “In the past it took weeks to get a Blue Badge (a parking permit for disabled people - editor’s note) in the UK. With the digital procedure – and using one’s digital identity – it now only takes a few minutes to process the application. Everyone is instantly convinced by an application like this.”

In short: we need more examples of that kind to speed up the introduction of digital identity. For that you need the backing of the general public, to create speed, more volume, more pressure.

“If you succeed in bringing a big sector on board – as is now happening with the banks – it can go reasonably quickly,” says Rob. “Maybe the travel sector will join in. Just imagine: fast checkin and short queues at airports thanks to digital identity. There’s little doubt that this is a great application.” According to Rob, we may have to be patient for few years before digital identity becomes fully part of everyday life. “Substantial change, like this, takes time.”

DIGITAL I DENTIT Y _ IDENTIT Y MANAGEMENT _ 31

Identity

lies at the heart of data protection Security is evolving.

“Security is not focused on the perimeter, but on the user,” says Wouter.

“Until recently, identity management was often rather fragmented, whereas what is needed is a holistic approach.”

6 TIPS from Wouter Vandenbussche, Product Manager Identity at Proximus for successful Identity management.

The three commandments: who, what, where Companies like Google and Facebook are probably the biggest managers of identity-related data. Yet it serves little purpose.

A government service will never allow a citizen to register simply using his Facebook ID. This is due to the three commandments of identity management: authentication (being certain who it is), authorization (giving that person the appropriate rights and priv-

1

ileges) and audit (knowing what has happened to the data).

Expansion of privileged account security Organizations currently often only take limited measures when it comes to privileged account security, or the specific protection of accounts that have access to confidential data. In fact, a general and broader solution is needed to cover identity management for staff, suppliers, customers, citizens ... depending, each time, on their particular role when using the application concerned.

2

Avoid a silo perspective An organization must not consider its approach to identity management purely from a IT-technical perspective. It is just as likely that other departments are concerned: human re­

3

sources, supply chain, manufacturing, not to mention marketing and customer. It is important that they are also involved in the strategic choices in handling digital identity.

Adoption is key A platform will not work if nobody uses it. A platform will be successful if it covers at least 60 to 70% of all transactions in the short term. So it is essential for users to embrace the platform. It is not recommended to work with a big bang, as an agile approach tends to be more successful.

4

Interface is essential A user-friendly interface increases the speed at which the platform is adopted. If the solution is perceived as being too strict then users may start to show resistance. End-users expect an efficient interface, which includes mobile devices.

5

Long-term work I d enti t y ma nag em ent is not a project but a program.

Once the platform has been implemented it is essential for monitoring and evolution to continue. Identity management is a long-term matter. An organization must never stop thinking about how it wishes to stay connected with its clients, staff and suppliers.

6

32 _ D I G I TA L I D E N T I T Y _ I N T ER V I E W_ A LE X A N D ER D E CROO

ALEXANDER DE CROO studied commercial engineering at the VUB and gained an MBA in the US. After a short career at The Boston Consulting Group he went into politics. He was Chairman of the Open VLD, Senator, Elected Representative and Minister of Pensions.

Since 2014 he has worked as Deputy Prime Minister and the Minister of Development Cooperation, Digital Agenda, Telecom and Post.

skills are the

Bottleneck

_ 33

HAPPY 15

6 MILLION

0800 2123 2123

Belgium was a pioneer when it launched the eID 15 years ago.

In 2017 and 2018 Belgium is investing €6 million in the Digital Skills Fund, which aims to provide digital skills training.

Is your eID lost or stolen?

Then call the free number 0800 2123 2123.

“ B E L G I A N B U S I N E S S E S A R E U N D E R G O I N G A R E AL TR ANSFORM ATION. SC ANDINAVIAN COUNTRI ES C AN B E I N SPI R I NG ON TH AT SCOR E .”

“ There are opportunities for everyone in the digital world,” says Minister of Digital Agenda Alexander De Croo. “The winner is not necessarily the biggest, but the fastest to offer an authentic and unique solution.”

HOW ABOUT BELGIUM?

elgium continues to lead the way in European digitization.

Belgian companies and citizens must therefore seize this opportunity. “The doors to the digital world are open to everyone. The general public is now following the lead of early adopters. Most of all I see digitization as something that both makes the life of every citizen more comfortable and creates opportunities for companies.”

B

What is the future role of digital identity?

“Electronic identity is of the essence. It is important that we find the right balance between integrity and user convenience. In the past, card readers and tokens provided integrity, but were not always very practical. We need to achieve a balance. The electronic identity card has now been in circulation for 15 years. We were pioneers at the time. However, the full potential of the eID has never been exploited. We are, once again, in a position to lead the way. The government has created a framework in which to allow digital authentication, resulting in itsme®.” (read more about itsme® on p.35) With Digital Belgium you have defined priorities for our country’s digital future:

digital infrastructure, digital security, digital government, digital economy and digital skills and jobs. Where does the focus lie for the next two years?

“Recently we have focused particularly on infrastructure and legislation, including the framework related to e-commerce and the tax shelter for startups.

Important aspects in the coming years are digital government and digital skills. This is what has driven the creation of a specification for the eBox. All authorities, citizens and companies must be able to exchange electronic documents using a single digital postbox. A platform like Doccle already allows access to the eBox. This is similar to the way in which itsme® was developed.

Once again we are making optimal use of the volume and innovation strengths in companies.

And the fact that the government is using the eBox too will add an extra boost.”

The second focus is on digital skills. Why are these so important?

“Because they are clearly becoming a bottleneck. Nowadays companies need staff with knowledge and skills which relate to the digital world: they must be able to use a tablet, they need to be familiar with

34 _ D I G I TA L I D E N T I T Y _ I N T ER V I E W_ A LE X A N D ER D E CROO

INFRASTRUCTURE Belgians spoiled by the country’s dense networks "In Belgium the infrastructure is managed by the private sector.

And very successfully. With two fully developed networks for permanent and mobile communication we are rather spoiled in Belgium. Even so, there are still a number of hurdles. Think about the standards related to radiation and the tough planning permission procedures in Brussels. However, investment in the network in the future remains a task for the operators concerned. Europe can still also do much more. We are a long way from a single digital market. True, roaming has been abolished, but there are still many local rules related to, for example, data localization, VAT and copyright. Europe could do more by handling such matters at a European level."

“ D I G I T I Z A T I O N I S NOT SOMETHING THAT HAPPENS TO YOU. YOU CAN HELP SHAPE IT YO U R S E L F.”

digital marketing, etc. In fact, this is not only applicable to new staff. It is also important to train existing employees. With the Digital Skills Fund, the government is investing €6 million per year to teach people digital skills. In 2017 we used this money to fund 41 projects. One of these was BeCode, offering young people, who have left school but are unemployed and not receiving any other training, the opportunity to train in web development. We will be allocating €6 million to the Digital Skills Fund again this year.”

Do you still notice a certain fear in embracing the digital era?

“The question revolves mainly about how you perceive digitization: not as something that happens to you, but as something that you get involved in and can help to shape for yourself.

A clear transition is underway.

Digitization offers opportunities for everyone, but it remains a challenge to get everyone really involved. This is why I worked together with employer organizations on Tournée Digitale – a series of interactive info evenings to get self-employed entrepreneurs excited about e-commerce.”

Where would you position Digital Belgium compared to the rest of Europe?

“We are among the top nations in Europe. Belgium has a really good global reputation when it comes to digital matters. But, of course, you can always improve.

That’s why we are offering companies the opportunity to test out our new technologies. In doing so, Ericsson has launched Europe’s first working 5G network on the Corda Campus in Hasselt, on a section of radio spectrum provided by the government.

Also, in the field of big data, we have developed various testing grounds, including some in collaboration with Maggie De Block, as the Minister of Health and Social Affairs.”

Which countries can inspire Belgium to do even better?

“We are witnessing most changes in our own country. Belgian businesses are really undergoing a

D I G I T A L I D E N T I T Y _ I T S M E ®_ C E O K R I S D E R Y C K _ 3 5

itsme® It is almost one year since itsme® first saw the light of day. After the official launch in May 2017, things really kicked off in the autumn: first in the banks, and then in the government, where itsme® has been added to CSAM.

transformation. Scandinavian countries can be inspiring on that score. They are certainly ahead in terms of startups. Again, in other areas – for example, in biotechnology – we are in the top tier.

But you certainly cannot afford to rest on your laurels for long in the digital world.”

Can citizens still keep up in a world that is changing so rapidly?

“Belgians traditionally do not like to lead the way in the use of new technology. That is why it is important for the government and companies to team up and help keep them moving, and give new initiatives the volume they require. We are well educated, have the appropriate infrastructure and purchasing power. We need to turn that more to our advantage.”

What relevant advice can you give to businesses?

“Take a good look at what is going on around you with mobile, big data, the Internet of Things, and all the rest. It is important to see this as an opportunity and not as a threat. The winner will not necessarily be the biggest, but the fastest to offer an authentic and unique solution. This is why we have developed a legal framework for the collaborative economy, to give Belgian startups the chance to have a go. The collaborative economy is not all about large players like Uber. In practice, our market is almost entirely filled with Belgian startups.”

WHAT I S IT? - itsme® is an initiative by Belgian Mobile ID, a consortium of four major Belgian banks (Belfius, BNP Paribas Fortis, ING and KBC) and Belgian network operators (Orange, Proximus and Telenet).

- The app allows conclusive authentication and offers users a digital identity with which to present themselves securely online.

- Since mid-January 2018, various government sites have been able to use itsme® and, between 8 January and 18 February, 130,801 registrations were made by 66,429 unique users on CSAM.

onclusive authentication has remained a challenge in the digital world for a long time now. In practice, the combination of username and password often fails to provide sufficient security.

The banks and government, in particular, added extra layers of security, but such solutions were often inconvenient. Card readers and tokens, for instance, caused considerable fuss.

C

Watertight authentication itsme® offers a valid alternative by combining two elements. On the one hand, the bank has the user’s verified and validated identity. On the other, telecom operators guarantee a highly secure mobile solution using the SIM card. By combining the two, authentication becomes watertight.

Digital gateway to 900 apps “Consumers will get to know itsme® via their bank, because it allows easy access to your bank account,” says Kris De Ryck, CEO at Belgian Mobile ID. “Meanwhile, itsme® can also be used to log in to a wide range of government

services.” itsme® has been added to CSAM – the digital gateway to government services. There are 900 applications behind this gate, including MyPension, Taxon-Web and Intervat. The digital counters of the cities of Kortrijk, Leuven and Ghent are also accessible now using itsme®.

It is anticipated that companies will also include itsme® in their digital process. “In the past, customers had to go to the bank with their identity card,” says Kris. “That’s no longer necessary.

The bank can now register new bank­ing customers, entirely online.” itsme® is also likely to turn up in other commercial processes: for example, when renting a car online, booking a plane ticket, playing the lottery, etc. “We are continuing to extend the functionality of itsme®,” adds Kris. “Later this year you will be able to use itsme® to place an electronic signature with the same legal clout as your handwritten version.”

Read more on itsme.be

36 _ DIGITAL I DENTIT Y _ IN THE ORIENT?

There are 1.5 billion people in the world who are unable to prove their identity. Most of these are in Asia.

Even so, Asian authorities are quick to move to new technologies for the digital registration, protection and verification of identity. In doing so they use biometric technology more than anywhere else in the world. Tools for identity management are essential for the successful operation of digital financial services. The fastest growing fintech sector is found in Asia and is valued at over $10 billion.

CHINA

AUSTRALIA

The Chinese system for social credit scoring is the greatest global experiment on the aggregation of identity data. By 2020, the system will score every citizen on their social, political and economic identity. The data used in creating the score comes from sources that include social media. The system is not voluntary, so will potentially have consequences for those who score too low.

Australia is working on Govpass, a platform for identity verification aimed at streamlining access to public services. Citizens can register proof of their identity on the platform, after which they can access online services using a system of tokens. In doing so, the platform will use facial recognition.

eID East

Photo by Carlos Quiapo on Unsplash

BEST IN CLASS

INDIA

SINGAPORE

The Indian Aadhaar system is the world’s largest national system for identity management, with 1.1 billion registered residents.

Each citizen is given a unique 12-digit code in the system, combined with some additional biometric data. Aadhaar takes care of access to government services, including the government’s official payment platform.

Singapore is converting the existing SingPass system into a unique, centralized solution with which citizens can access public services.

They can also authenticate their identity when carrying out business transactions.

The system, apparently, will conduct an iris scan in order to authenticate each citizen.

Source: One World Identity report, May 2017

M O B I L E C O V E R A G E _ C A S T- I R O N S I G N A L _ 3 7

80% of mobile use takes place within the walls of a company.

MOBILE INDOOR COVERAGE

Using metal, concrete and insulation panels often makes mobile coverage in company buildings a tricky business.

Mobile coverage is essential, even indoors. Not just to be able to reach staff by phone, but also for the growing use of apps in operating processes.

Photo by Alvaro Pinot on Unsplash

Mobile signal pierces insulation standards

38 _ IN PRACTICE _ AGRISTO

REAL BUSINESS

What are the causes of poor mobile reception indoors?

Michel Van Bellinghen, BIPT Chairman explains:

The Faraday cage The halls of the new production site of potato producer Agristo are made mainly of steel and insulation panels.

One hundred and seventy mobile antennas overcome the ‘Faraday cage’ phenomenon and guarantee mobile coverage everywhere.

e work in a highly automated environment.

The staff and external service providers have to be easily reachable at all times,” says CIO Martijn Mennen.

If something unexpected goes wrong on a particular production line, Agristo needs to be able to act immediately. “So it’s essential that we can confer quickly by phone and that technicians can consult information via the internet and mobile apps.”

W

Three steps to optimal mobile coverage 1. O nce the new building was finished and the machines and conveyors had been installed, Agristo had the mobile coverage mapped out in the offices and the production halls.

2. Using this data, Proximus drew up an implementation plan to provide optimal mobile reception throughout the company.

3. 170 mobile antennas and five kilometers of coaxial cable were installed to ensure mobile indoor coverage (MIC).

Future-proof Sustainable and future-oriented technology: mobile coverage means that soon it will be possible to collect data from machines via the IoT and thus carry out preventive and prognostic maintenance.

AGRISTO processes fresh potatoes in many different ways.

1. Strict environmental standards contribute to lower field strengths that can be transmitted by operators. This results in lower field strength indoors, with possible connection problems as a consequence.

2. E nvironmental factors such as a wooded or hilly landscape where it is more difficult to orient mobile antennas so that mobile services are available to all local residents.

3. The increasingly better thermal insulation materials used in buildings very often contain metal foils. These insulation materials and glass reduce the radio signal so that it cannot penetrate highly insulated buildings as well.

4. T he distance between a company build­ing and the base station. In remote areas there are often fewer transmitter masts.

5.5 hectares of new company buildings in Wielsbeke

760

5. The coverage and quality of the ope­ rator.

on-site employees

6. The device used: more expensive, more advanced devices do not necessarily offer better guarantees of a good range.

604,000 tonnes of finished products or 2.4 million packets of fries per day

MARTIJN MENNEN, former ICT Manager at Bekaert and Wienerberger i.a., has been CIO at Agristo NV since the start of this year.

Find the transmitter mast

Scan this page and watch how Agristo deals with mobile indoor coverage.

On www.sites.bipt.be you can check which provider operates an antenna in your area and whether it is operational by means of a simple search.

IN PRACTICE _ LANTMÄNNEN UNIBAKE_ 39

Factory of the Future AWARD

In the new Lantmännen Unibake plant in Londerzeel, the walkie-talkie is a thing of the past. To ensure that everyone can be reached, the staff now communicate using smartphones via Push-to-Talk.

40 _ IN PRACTICE _ LANTMÄNNEN UNIBAKE

Download the brochure or take a look on proximus.be/mic.

“ W E H A V E M O B I L E COVERAGE OF 1 8 , 0 0 0 M2 . E V E N I N T H E H E AV I LY I NSUL ATED COLDAND FREEZER ROOMS AND IN THE ELE VATORS.”

LANTMÄNNEN UNIBAKE is a Swedish group of industrial bakeries.

In Belgium, they have factories in Londerzeel, Ganshoren and Mouscron. The distribution center for the Benelux and part of southern Europe is located in Londerzeel.

37 industrial bakeries in 18 countries

5,800 employees

€1.2 billion turnover

MIEKE VANDECASTEELE, was Senior Auditor at PWC. Since 2009 she has been Finance & IT Director at Läntmannen Unibake.

_ 41

I

n June 201 5, a serious fire completely destroyed the site in Londerzeel. An emergency plan came into force, enabling Lantmännen Unibake to guarantee the services provided to their customers. New company premises were built on the site in Londerzeel in record time. In September 2016, Lantmännen Unibake began using the new production plant.

them as a group, which means that a solution can be found far more quickly.

The mobile indoor coverage gives the service staff on the lines mobile internet access and enables them to use specific apps. “At Lantmännen Unibake, customer service always comes first,” Mieke concludes. “The digital story – and hence the mobile coverage in the plant – has a part to play here, too.”

Factory of the Future award “The previous factory had been extended bit by bit,” recalls Financial Director Mieke Vandecasteele. “Now we had the opportunity to review the entire concept of the plant.” The result earned Lantmännen Unibake the Agoria award Factory of the Future. The new building covers 18,000 square meters. There is a lot of open space with long production lines. “When a line comes to a standstill, you naturally want to be able to do something as quickly as possible. The staff concerned used to be relatively close to one another. Now the distances are far greater.”

Fiber as the solution Because the new company premises are built mainly of concrete and steel, the mobile coverage was not adequate everywhere. “Fiber came as far as the door,” Mieke explains. “There Proximus installed a base station, from where cabling goes to the various mobile antennae in the building.” So the staff at Lantmännen Unibake have mobile coverage everywhere: at the production lines and in the offices, but also in the heavily insulated cold and freezer rooms and in the elevators.

Talking in groups The staff have a smartphone and the Push-to-Talk app. “With that, you can communicate very easily with a group of staff, just as you would do with a walkie-talkie.” When a line went down in the past, the staff member in charge had to call all the colleagues concerned one by one. Now he or she can talk to

WHAT’S I NSI DE

4 antennas will cover for 2,000m2 Mobile coverage is measured and recorded when a building is ready to use.

Proximus can provide any type of mobile coverage, such as 2G, 3G, 4G and indoor coverage for IoT via LoRa. We install a base station at the point where the network enters the company. From there, cabling goes to the mobile antennas that we install in the buildings. To give you an idea: for a building of 2,000 m2, a maximum of four antennas are needed.

Davy Van Buggenhout and Stefaan Pintelon, Mobile Indoor Coverage Specialists at Proximus

42 _ MOBILITY _ TRAFFIC MANAGEMENT

VISION

The future(s) of mobility:

How cities can benefit

_ 43

Autonomous vehicles, electric powertrains, vehicle sharing, and other advances are transforming urban mobility. Planning ahead can help cities capture the benefits of the shift, from cleaner air to easier journeys. he way that people get around cities is changing dramatically. Technological advances and new transportation services are making it possible for city dwellers to cross town ever more efficiently and safely. These shifts could have profound economic and social effects. McKinsey analysis indicates that in 50 metropolitan areas around the world, home to 500 million people, integrated mobility systems could produce benefits, such as improved safety and reduced pollution, worth up to $600 billion.

Photo by Sandro Katalina on Unsplash

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Because each city is unique, the transition to integrated mobility will also play out differently, and produce different results, from one city to the next. The pace and extent of change will depend on factors such as population density, household income, public investment, the state of roads and public-transit infrastructure, pollution and congestion levels, and local governance capabilities.

The private sector will exert important influences, too, as companies adjust to new consumer behaviors. Utilities, for example, will need to manage possible

increases in electricity demand resulting from the wider use of electric vehicles. Automakers can expect the automotive revenue pool to grow and diversify as the mix of vehicles sold tilts toward electric and autonomous vehicles. The trend toward connected cars will affect technology companies and insurers, causing disruption and creating opportunities in areas such as data analytics.

With all these forces at work, the transition to integrated mobility will be complicated, even challenging at times. Some cities can get an early start, while others will need to work on developing the right conditions. No matter how ready a city is to move toward advanced mobility models, municipal officials can already begin developing a vision for what integrated mobility ought to look like and how their cities might evolve accordingly. More important, they can consider how to manage the transition so that its benefits are maximized in line with local priorities for improving residents’ quality of life.

Trends influencing urban mobility Fast-moving trends are influencing urban-mobility systems around the world. Some trends, like vehicle electrification and the development of autonomous-driving technology, relate directly to mobility. Other, broader trends will also have

44 _ MOBILITY _ TRAFFIC MANAGEMENT

“ A S H I F T T O W A R D AUTONOMOUS VEHICLES WOULD PREVENT MANY CRASHES, AND THE ENSUING TRAFFIC SLOWDOWNS, BY ELI M I NATI NG TH E H UMAN ERRORS THAT C AUSE TH E M A JOR I T Y OF ACCI D ENT S.�

important implications. The decentralization of energy systems, for example, will make a difference as modes of transportation come to rely more and more on electricity as an energy source.

The following trends are likely to have the biggest impact on the development of integrated mobility in cities.

Shared mobility. Ride-hailing services have grown rapidly over the past few years and now compete not only with traditional

car-sharing and car-pooling providers but also with public transit and private vehicle ownership.

Autonomous driving. Advances in autonomous-driving technology promise to resolve road-safety concerns, reduce the cost of transportation, and expand access to mobility. Autonomous vehicles (AVs) should turn driving time into free time. AVs could also lead to higher overall vehicle mileage, as people take advantage of their convenience by making more trips or even sending AVs to run errands for them.

Vehicle electrification. Global electric-vehicle (EV) sales have risen quickly, from 50,000 in 2011 to nearly 450,000 in 2015.

Purchase subsidies, falling battery costs, fuel-economy regulations, and product improvements have contributed to the increase.

Bloomberg New Energy Finance estimates that battery costs will drop below $100 per kilo-

watt-hour in the next decade. If that happens, EVs should achieve cost competitiveness with conventional vehicles.

Connectivity and the Internet of Things. The spread of IoT applications into vehicles and infrastructure will generate data with a variety of uses. For city dwellers, software systems can facilitate trip-planning and guide AVs based on real-time conditions.

Transit authorities could use the same data to analyze the movement of people and vehicles, identify bottlenecks, adjust services, and make long-term transit plans.

Public transit. Cities around the world are expanding and improving their public-transit networks.

Adding autonomous features to transit vehicles may reduce operating costs, while new deployment models such as fleets of shared vehicles can make transit more flexible and accessible. Us-

_ 45

TOP OF MIND JOOST VANTOM M E

ing data from IoT-enabled infrastructure can help planners to add capacity and improve reliability so that mass transit remains competitive with private vehicles and mobility services.

Infrastructure. The United Nations Population Division projects that the world’s urban population will increase by more than two-thirds by 2050. Such an influx of people could put more strain on city roads, bridges and tunnels that are already struggling to keep up with increases in vehicle miles. But infrastructure upgrades that favor public or shared transit and bicycling could reinforce a shift away from car ownership.

Decentralization of energy systems. If the cost of renewable power generation continues to fall, then intermittent distributed generation will produce a notable share of the world’s electricity over the next 15 years. These trends could accelerate EV uptake by making electricity cheaper, cleaner, and more reliable. Residential solar and energy-storage systems let EV owners recharge their vehicles without buying electricity at retail rates. (In some places, it is already less expensive to power a vehicle with electricity than with liquid fuel.) These systems also reduce demand on urban power grids, which helps to lower electricity prices at peak times and to free more capacity for vehicle charging.

Regulation. As advanced mobility services and technologies have penetrated cities, public officials at the city, regional and national levels have responded by establishing an array of new regulations. These regulations reflect local priorities and stake-

holder influences, which have not always favored integrated mobility. National or state-level regulations, such as tax breaks and incentives for EVs, have given a boost to integrated mobility in many cities, but local regulations, such as traffic rules that reserve bus-only lanes on city streets, could be even more consequential. To capture the benefits of integrated mobility, governments may want to consider creating regulations that encourage consumer-friendly developments while also promoting larger public goals, such as clean air and reduced congestion.

Individually, these trends will have a profound influence. As they unfold in tandem, their effects could be reinforced and multiplied. For example, AVs would reduce the cost difference between private car ownership and ride hailing, leading to greater use of shared mobility services.

This would affect public transit: research shows that the more people use shared transportation, the more likely they are to use public transit. The adoption of both private and shared AVs should also increase mobility consumption, which would favor the adoption of EVs, since they are more economical than conventional cars when vehicle utilization rates are high.

How cities can manage the transition to integrated mobility Broadly speaking, integrated mobility systems could improve the lives of city dwellers in several respects. One is environmental quality. As more urban journeys shift—to EVs, shared mobility services, and public transit—tailpipe emissions of carbon dioxide, nitrogen oxides, and fine airborne

Smart Mobility Director at ACEA (European Automobile Manufacturers Association)

Streets in the Air City streets may be full of traffic, but there’s room enough up in the sky. Ericsson surveys into consumer tech trends indicate that 39% of respondents think their city needs a road network in the air, for drones and other flying vehicles, for instance.

How do you see it and what can we actually expect in the future?

“The topic of the day is IoV, Internet of Vehicles, and new forms of connected and automated mobility by road. We are working intensively on this with all the manufacturers, suppliers, national and European authorities. The agenda and to-do list is well known. This is about the ground. What if we could do it in the sky? I’m no Madame Soleil, but I can tell Proximus One magazine readers that this is not just a dream. Our vehicle manufacturers are looking at all the options and working in a spirit of multi-modality, including horizons other than just the road infrastructure.”

46 _ MOBILITY _ TRAFFIC MANAGEMENT

Scan this page to read the continuation of this article from McKinsey&Company and learn about the disadvantages of integrated mobility.

particulates in cities should go down. This will help reduce health problems, such as respiratory diseases, heart attacks, and premature births, that are aggravated by local air pollution.

The well-being of citizens should also improve as smarter forms of urban transport prevent traffic accidents. The World Health Organization estimates that 1.25 million people died in road crashes in 2015. But a shift toward AVs would prevent many crashes, and the ensuing traffic slowdowns, by eliminating the human errors that cause the majority of accidents.

Then there is the problem of traffic congestion, which costs more than 1% of GDP globally. Congestion could be eased by connected AVs (which can boost the throughput of roads by driving closer together) and sophisticated traffic-management systems, such as dynamic tolling. Other benefits of advanced mobility include expanded access to mobility for citizens who either cannot drive or live far from transport hubs, and the extra free time people will gain from using AVs, shared vehicles, and mass transit more than they do now.

Reinforcing the effects of mobility trends

2. S elf-driving functionality could lead to a competitive proposition for shared mobility.

3. S elf-driving vehicles, both private and shared, are likely to increase mobility consumption, in which case electric vehicles offer a lower total cost of ownership.

4. A n uptake in shared mobility will affect public transit.

5. E lectricity demand will surge while demand for fuel goes down; electric-vehicle production at scale could accelerate the drop in battery prices.

6. S elf-driving and electric vehicles will require different charging and parking infrastructure, likely freeing up real estate

Source: McKinsey&Company, 2017

in city centers (eg, street and garage parking) and making suburbs more accessible.

7. Increasing penetration of renewable energy could accelerate the financial and environmental attractiveness of electric vehicles.

8. S elf-driving vehicles might accelerate the uptake of IoT applications.

9. M obility trends could impact residents in ways such as shifts in work formats (eg, taxi employees vs self-employed ride-hailing drivers), real estate values, and cost and time spent in transit.

10. C ity authorities can shape their mobility agenda to capture fiscal, social, and environmental benefits through forwardthinking policy.

Photo by Kevin Grieve on Unsplash

1 . An uptake in shared mobility will accelerate electrification, as higher utilization favors the economics of electric vehicles.

MOBILIT Y _ BE-MOBILE REINFORCES TRAFFIC M ANAGEM ENT _ 47

CITRUS PROJECT

Data clears the roads NICOLAS TALPE, Business Unit Director at Be-Mobile, on how you can introduce better traffic management in four steps.

1. Measuring based on data To untangle the traffic knot, a city or a district first has to find out where that knot is. You need to know what is happening there. We collect data that we use to map out the traffic.

Be-Mobile does that first and foremost using data from millions of cars. These are data, among other things, from vehicle tracking systems (including trucks) and smartphone apps such as Touring Mobilis.

2. Analyzing to provide insight into traffic Examining the data provides an insight into the traffic, both locally in the city and on regional roads and motorways. It makes it possible to predict the actual travel time between two points, including the impact of congestion, road works or other factors.

3. Directing in real time Then we can direct the traffic in real time on the basis of the instantaneous analysis of the data captured. This can be done using dynamic signs along the road, via a smart map on a website or by posting messages in an app.

4. A broader infrastructure plan The availability of inexpensive sensors and mobile communication lowers the threshold for including infrastructure in the process.

You can install sensors to monitor the availability of parking spaces or connect up with the street lighting and traffic lights.

Smart traffic lights Via the CITRUS pilot project, BeMobile – together with Colruyt and the Flemish government – is looking into how traffic management can be put into practice.

In concrete terms, it involves a set-up with three sets of smart traffic lights in Halle.

“The Colruyt trucks communicate with these traffic lights,” says Steven Logghe, Chief of Traffic at Be-Mobile. “They announce their arrival and the lights send a message back to the driver.” So he knows whether the lights will be green or red. The system even indicates the recommended speed in that case.

All this results in smoother traffic flows but also calmer driving behavior - and therefore lower fuel consumption.

“In a following stage, we plan to include public transport and the emergency services in this, so that they can help direct the traffic lights,” Steven goes on. “What is more, you could let drivers along the route taken by an ambulance know that a priority vehicle is approaching.” That, too, would benefit the flow and the safety of the traffic. “We see this sort of traffic management system as the latest step towards fully automated traffic with self-driving cars.”

4 8 _ M O B I L I T Y _ I N P R A C T I C E_ C I T Y O F H A S S E LT

HASSELT HAS IT With almost 80,000 inhabitants, Hasselt is the largest city in the province of Limburg. It is very popular with shoppers and foodies.

For culture enthusiasts, Hasselt has a fashion museum, a gin museum and the largest Japanese garden in Europe.

REAL BUSINESS

Faster

circulation On 16 April, the city of Hasselt launched an ambitious new traffic management system. What does this system make possible? What about the technological aspects? And how will it improve the quality of life for the people of Hasselt? he project began about three years ago as a parking management system,” explains Habib El Ouakili, Councilor in charge of Mobility.

“But it soon became clear that we could use the new digital technologies for a far more ambitious system, one with which we could not only indicate the available parking facilities in the city, but actually direct the traffic flows along the right route to the right parking space. Because what may be the best route for a driver today might be anything but that tomorrow.”

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Inductive loops Various measuring technologies are used to find out how many cars are already in a parking lot.

Underground and surface parking lots equipped with a barrier system are connected to this installation by a software link.

Parking lots with clear, demarcated accesses are equipped with inductive loops in the road surface at the entrances and exits.

In parking lots with a more com-

plex structure, parking sensors are fitted in the asphalt in each individual parking space. But the panels will not only indicate the parking lot occupancy level, they will also give the time it takes to get there, a first in Flanders. That way, drivers can opt for a parking area that is slightly further away but quicker to get to.

“For this, we work with Floating Car Data from Be-Mobile,” explains Tim Hemeleers, traffic expert from the Mobility and Parking service. “Via track-and-trace systems in fleet vehicles, taxis, public transport and the users of certain navigation apps, they can give us a very accurate picture of the traffic flows in the city in real time. And the system as it is now is not the end. In the future we plan to connect it to the traffic lights, for instance, and direct these as well.

We also want to encourage people to switch from cars to buses or bicycles by displaying information on LED panels near our parking lots on the outskirts of the city about the bus timetables, or where you can find a bike sharing station.”

HABIB EL OUAKILI is a technical engineer, specializing in microprocessors. He began his career with the car manufacturer GM and also worked for HP. In 2014, he went into politics and became a member of the Hasselt municipal council.

TIM HEMELEERS followed a master’s course in transport studies at Hasselt University, where he graduated in 2009. He previously worked for a consultancy firm for three and half years and spent six months with the commune of Peer. He has worked for the city of Hasselt for four years as Project Leader for mobility projects.

Cycle paths with LED lights “We have couple of two-way cycle paths in the city,” says Habib, “and often, drivers look right to check whether there are any cyclists, but not left. That leads to dangerous situations and unfortunately sometimes accidents. So we are going to equip these cycle paths with LED lights which light up when cyclists are approaching, so that drivers are warned. That system is already used in places like Eindhoven.”

Car-free city centre “The ultimate aim must be a carfree city centre,” Habib declares, “to guide people to a parking space that is the best placed for them as quickly as possible, without them having to go and park in residential districts. The data that we are collecting now (which, to be clear, is totally anonymous) is an important policy instrument here. We will be able to take decisions on the basis of objective data. That’s my advice to city authorities that are thinking about something similar: embrace the technology. It’s available, it’s no longer expensive and it offers fantastic possibilities.”

M O B I L I T Y _ C A M ER A S H EL P YO U C R O S S_ 49

INFRASTRUCTURE

Smart crossing Scan the page, watch the video and find out how smart crossing works.

Eve r y sma r t ci t y lives on smart technologies. The British insurance company Direct Line, together with smart city specialist Umbrellium, Transport Research Lab and students at University College London, ha s developed a smart zebra crossing. The principle is simple: when an individual

or a group of people wish to cross the road, the zebra crossing goes green or red, depending how dangerous the situation is.

In the pipeline With the help of various cameras, the makers can check whether there is a car or an individual in the street. Using the

data received, the system guides you safely to the other side. Smart crossing is not yet commercially available, but there is nothing to prevent an official market introduction.

Several local authorities and transport companies in the United Kingdom have shown an interest in the technology.

50 _ ANOTHER LOOK

hen we found out that our granddaughter Alix was going to have a little brother or sister, my wife saw a doll in a shop. She decided to buy it for Alix. Then Alix would be able to give free rein to her maternal instincts on the doll and copy what her mother did. There’s nothing as cute as that.

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Later on, the other grandmother bought a toy kitchen at Ikea, so my wife promptly decided to buy pots and pans and kitchen utensils to go with it, rather than the clothes she had thought about for Santa Claus. Then Alix would be able to play ‘cooking and eating’. It might be a little early, but it’s good to buy something ‘to grow into’.

Very sweet at first sight. But upon further reflection, I’m shocked. The first presents she receives emphasize that Alix is a girl.

She’s not two yet, but the ‘traditional role’ stereotyping is already being set up: the woman stuck at home with babies, feeding bottles and cooking pots.

I imagined myself giving her a toy drill and a set of screwdrivers as a present. I'm afraid that might rather shock her mother and grandmother. If you look at it like that, this picture’s not right either. Making sure that she can be herself, that she can develop her full potential and live on her own terms – that's the best gift she could receive, at home and later on at work. Being yourself, using your abilities as much as possible and being appreciated for it (and appreciating others too).

JEAN-MARIE,

Marketing Expert at Proximus and granddad of Alix and Arthur

Stirring with a screwdriver

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