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Technology for Good – episode twenty three with Theo Priestley

Welcome to episode twenty three of the Technology for Good hangout. In this week’s episode we had  Software AG‘s Chief Technology Evangelist Theo Priestley as our guest on the show. Theo is one of those guys who I have come across online, but this was the first time we had ever talked, so I wasn’t sure how the hangout would go. As it was, I needn’t have been concerned, it went really well. Last week was July 4th, Independence Day in the US, so there was less Tech news to discuss, but despite that, we had plenty to talk about, especially in the Wearables and Comms categories.

Here are the stories that we discussed in this week’s show:

Climate

Internet of Things

Apps

Comms

Wearables

Transport

Sustainability

Misc

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Sustainability and SAP?

SAP former CEO Dr Peter Graf

Dr Peter Graf, SAP’s Chief Sustainability Officer announced that he’s leaving SAP yesterday.

There has been a significant purge of executives re-organisation at SAP in the last few weeks since CTO Vishal Sikka resigned suddenly, and Co-CEO Jim Hagemann Snabe stepped back from his Co-CEO role leaving Bill McDermott as sole CEO.

Taken in isolation, the departure of Graf from SAP wouldn’t be too concerning, but SAP’s sustainability team has lost four of its most senior executives in the last few months. Jeremiah Stone was VP for SAP’s Sustainability Solutions. Scott Bolick was VP Sustainability. James Farrar was also VP of Sustainability for SAP, and Peter Graf was the Chief Sustainability Officer.

The loss of four such senior figures in such a short time leads to obvious questions about SAP’s ongoing commitment to sustainability.

Coincidentally I’m at SAP’s customer and partner conference SapphireNow this week, so I look forward hearing SAP’s take on this.

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Technology for Good – episode eighteen with Chris Adams

Welcome to episode eighteen of the Technology for Good hangout. In this week’s episode we had Loco2 product and UX manager Chris Adams as a guest on the show. Chris is an old friend, and semi-regular co-host, so we had a lot of fun discussing this week’s crop of stories. Though I tried to whittle them down to a manageable number we still had quite a things to talk about, particularly in the energy, transport, and health spaces.

Here are the stories that we discussed in this week’s show:

Climate

Transport

Energy

Wearables

Apps

Sustainability

Health

Misc

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Technology for Good – episode seventeen with Chris Kernaghan

Welcome to episode seventeen of the Technology for Good hangout. In this week’s episode we had SAP Cloud Architect Chris Kernaghan as a guest on the show. Chris is an old friend, and a fellow Irishman, so we had a great craic (a great time) discussing the stories, which were quite diverse this week, but primarily from the Internet of Things, and Connectivity spaces.

Here are the stories that we discussed in this week’s show:

Climate

Renewables

Sustainability

Connectivity

Internet of Things

Cloud

Transportation

Mobile

Wearables

Misc

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SAP running six week online course on Sustainability and Business Innovation

Massive Open Online Courses, or MOOC’s as they are also known, are training courses delivered online, allowing for large numbers of students to enroll in the courses. When I signed up for an introductory data science course with Coursera last year I had over 50,000 ‘classmates’ taking the course with me. The network effect of haveing thousands of students taking the same course at the same time meant that the forums were actually useful places to interact and get questions answered.

I was interested then to hear from DJ Adams that SAP is running a MOOC on Sustainability and Business Innovation. The course is being given by SAP’s Chief Sustainability Officer, Dr. Peter Graf.

It is a six week course, commencing on April 29th (2014), with 4-6 hours of instruction per week, with a final exam on June 10-17th (2014).

The course content (below) looks to be quite comprehensive:

Week 1: The Business Case for Sustainability
The week contains the following units: Welcome; Root Causes; Sustainable Value Creation; Engaging Top Management; Organizational Setup for Sustainability & The Role of IT

Week 2: Sustainable Strategies
The week contains the following units: Crafting a Sustainable Strategy; Stakeholders and Materiality; Analysis and Target Setting; Examples of Environmentally Driven Initiatives; Examples of Socially Driven Initiatives & Examples of Transformational Innovation

Week 3: Sustainable Business Processes (Part 1)
The week contains the following units: Embedding Sustainability Into Business Processes; Sustainable Design; Sustainable Sourcing and Procurement; Sustainable Production & Sustainable Logistics

Week 4: Sustainable Business Processes (Part 2)
The week contains the following units: Sustainable Consumption; Sustainable End-of-Life Processes; Environmental and Social Capital Accounting; Sustainability in Finance and Administration; Sustainability in HR & Sustainability in IT, aka Green IT

Week 5: Stakeholder Engagement
The week contains the following units: Engaging Line of Business Leaders; Engaging Employees; Engaging Society – Corporate Social Responsibility; Engaging Business Partners, Authorities and Opinion Leaders & Engaging Investors

Week 6: Sustainability Reporting
The week contains the following units: Purpose, Audiences and Standards; Data Quality and Assurance; Integrated Reporting; Report Delivery; Rankings and Recognition & Recap of Key Course Learnings

Week 7: Final Exam

I’m particularly happy to see the data quality and assurance being covered. With the move towards an increasingly quantified and transparent world the importance of knowing how to measure and interpret data cannot be underestimated.

If you are interested in signing up, or simply knowing more about the course, head on over to the course site, preferably before the class commences this coming April 29th. Over 9,200 people have already registered, so it looks like it will be a lively few weeks for all involved.

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SAP Startup Focus in newly industrialised countries

Vishal Sikka, SAP CTO

As we have said before here, sustainability job number one is putting bread on the table. To that end, it was great to see SAP’s Startup Focus program take off so well, gaining over 1,000 companies signed up in less than two years.

We profiled the Startup Focus program here on GreenMonk earlier this year, talking to three of the participant companies about it. They were very enthusiastic about how it had helped them break into the enterprise software market, and said they wished they’d joined the program sooner.

More recently, we spotted news from TechEd Bangalore that SAP CTO Vishal Sikka announced there that of the over 1,000 companies who have joined the Startup Focus program, 158 of the come from India. I’d love to know what percentage of the Startup Focus companies overall come from newly industrialised countries, and what level of employment they are helping create.

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Dell launches its 2020 Legacy of Good Plan

Dell water bottle

Yesterday (Oct 15th 2013) Dell published their 2020 Legacy of Good Plan. In this plan they commit to

leaving a positive, measurable, and lasting contribution to out planet and our society.

Lofty goals indeed, but what about some of the more concrete specifics? Well Dell has published 21 concrete goals with an end-date of 2020 by which they have to achieve them.

The goals cover three distinct categories, Environment, People and Communities.

The Environmental goals include:

  • Reduce greenhouse gas emissions from our facilities and logistics operations by 50%
  • Reduce the energy intensity of our product portfolio by 80% and
  • Ensure 100 percent of Dell packaging is either recyclable or compostable

The People goals include:

  • Increase university hiring to a rate of 25 percent of all external hiring
  • Engage 40 percent of our global Dell team in employee resource groups by 2020 and
  • Achieve 75 percent favorable responses (or higher) in team member satisfaction globally as measured through the annual employee satisfaction survey

While the two Community goals are:

  • Engage 75 percent of team members in community service by 2020 and provide 5 million cumulative hours of service to the communities in which we live and work and
  • Apply our expertise and technology in underserved communities to help 3 million youth directly and support 10 million people indirectly to grow and thrive

The goals are all extremely laudable and measurable, and Dell has committed to transparency in the process. It will be interesting to watch Dell’s progress with the plan, especially as we come closer to the end-date 2020.

Dell claims to have worked closely with its customers in formulating this plan, but according to this Twitter conversation, not all Dell’s customers are on-board, as yet

An obvious goal missing from the People section would be to increase the number of female executives in the organisation, though Dell is already one of the top US companies for executive women. No harm to have written goals for this too though.

Finally while discussing this initiative with David Lear, Dell’s Executive Director of sustainability programs, I asked him what was going to happen to this program given Dell’s move from being a publicly traded to a privately owned company. He responded that because the plan was generated in consultation with Dell’s customer base, those customer’s were unlikely to change significantly after the privatisation, and Dell’s commitment to them wouldn’t change either.

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SAP releases its Integrated Report 2012 – an integrated financial and sustainability report

SAP released their first Sustainability report in 2008 (their 2007/2008 report). Like the reports of most other companies at the time, it was released as a PDF document but SAP quickly shifted gears. SAP’s 2008 Sustainability report, was released as a website. This had the dual purpose of making the site more accessible, and also allowing SAP to see which areas of the site had more traction. The following year they made their report more social and every year since they have added something new.

As well as releasing its Sustainability reports each year, SAP also published its annual financial reports. This year, for the first time, SAP have integrated the two reports and they have just published their SAP Integrated Report 2012. It takes the form of a highly interactive website with built-in analytics and downloadable PDF’s.

This was an idea GreenMonk first mooted when I asked SAP’s Chief Sustainability Officer Peter Graf in a 2011 interview whether SAP had any plans to integrate the two documents.

On a conference call at the launch of the integrated report, SAP Chief Accounting Officer Christoph Hütten went to great pains to stress that this wasn’t merely the content of both reports in one, but that the content was very tightly bound together. The report demonstrates how connections and inter-dependencies between financial and non-financial performance impact each other, he said.

The document/website contains all the financial and sustainability-related information you would expect to find in reports of this type. And the report also has a nice page showcasing and explaining the connections between the financial and non-financial performance.

Other nice features of the report are an integrated tweetstream showcasing mentions of the #sapintegrated hashtag on some pages, an option to make notes on pages (with the ability to download those pages as PDF’s subsequently), and the download centre for downloading the annotated pages, as well as financial statements, graphics and other reports.

For the first time also, SAP are releasing their 2012 sustainability information in XBRL format (.zip file) – something GreenMonk also suggested to SAP back in 2011. If you are unfamiliar with XBRL, it is an XML-based global standard for exchanging business information.

Impressive as well was the fact that at the end of the conference call launching the report, Peter Graf mentioned that SAP are actively looking to co-innovate. He asked that anyone, be they in the financial or sustainability reporting space, who is interested in integrated reporting get in touch with him to work together to bring integrated reporting to everyone “at the lowest possible cost and highest possible precision”.

The video above is a demo of the report and I have placed a transcript of the video here.

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GreenMonk TV Moderated Sustainability ScreenCast on Operational Risk Management with SAP’s Jeremiah Stone

As a new product for clients, GreenMonk are now offering moderated screencast videos – the inaugural one is with SAP’s VP of Sustainability Solutions, Jeremiah Stone. In this screencast Jeremiah and I discuss Operational Risk Management, what that has to do with sustainability, how SAP are moving from systems of record to systems of engagement, and seven minutes into the video, Jeremiah gets out his iPhone and iPad and gives a really cool demo of how their software can be used in the field.

Here’s the transcription of the screencast:

Tom Raftery: Hi everyone, welcome to GreenMonk TV. We are doing a moderated screen cast with Jeremiah Stone from SAP.

Jeremiah is VP, Sustainability Solutions. So today we are going to talking about operational risk management. Jeremiah could you first of all give me a quick intro on why you think operational risk management has anything to do with sustainability?

Jeremiah Stone: Hi Tom good morning. Thank you for having me on GreenMonk. I am a big follower and I like what you guys do. So it’s really a lot of fun for me to come on with you.

When SAP has worked with our customers, and we have a customer base in manufacturing of close to 30,000 customers, the common thing that comes back to us is that companies are engaged and interested in running more sustainably and that means using less energy, it means producing less emissions. It means recruiting people for the long term and making sure that they can adapt to changing labor conditions and changing demographics.

But there are sorta some prerequisites before people or companies can be successful with that and one of those is to cut operational losses and also to be able to adapt and change within their operations because often these factories, these plants, these operations are sort of steady state designed entities where they are very static and they are not really amenable to change.

Tom Raftery: What kind of operational losses you are referring to Jeremiah?

Jeremiah Stone: Well Tom it’s easy to think about the types of catastrophic accidents that happen throughout the world I think the Gulf oil spill is something that people think off, Bhopal thirty plus years on is still high in people’s minds. So those sorts of process safety incidents, we regrettably had a fire here in the California Bay Area not two weeks ago up at the Richmond Refinery.

These things happens, sort of, every day and what we are seeing is that as manufacturing operations and manufacturing I think of oil and gas, I think of utilities, I think of mining, but even transportation logistics air planes that sort of thing. We’ve built these systems that are very complex and sophisticated but they are not very change friendly.

So, to change them, they need to change, they need a radical change for sustainability purposes they need to have systems in place whereby you can change and continuously improve the static designed system whether it’s an energy refinery or a transportation network without having accidents, without hurting people, without creating environmental spills, et cetera. And we find that our customers are fundamentally lacking that ability.

Tom Raftery: Okay, tell me something so about or — tell me about this operational risk management solution that SAP have.

Jeremiah Stone: Okay, well maybe first we can start with what we just talked about and saying that what our customers are asking us for.

Our customers are asking us to help them innovate their operations and become more sustainable and really what that has boiled down to when you dig into it with customers is that they typically have environment health and safety management programs.

However, they really run at an individual operational entity level and so it is difficult to compare different factories, it’s difficult to compare different operations, and it’s very difficult to get proactive and move beyond very reactive, “oh no an incident happened how do we deal with that?” setting. But rather identifying risk before it turns into an incident and dealing with it.

You cannot remove risk from these operations but you can manage them. And that’s really what our customers are asking us for. And when we — we’ve gone out and we’ve worked with I think close to 50 co-innovation customers now and working with means going with our teams into their operations interviewing people throughout the company and determining what the problems are and where software can help.

What we found consistently is that it’s an information flow problem. It’s an information flow from the corporate level where the purse strings are, the ability to spend money down to the individual level and some of the problems we find is that there is a really strong and meaningful commitment to safety at the corporate level in the boardroom, however it’s very difficult to understand where to spend the money, because you have this very large sophisticated operations and it’s difficult to know where to make the investment and getting beyond a better laminated sign on the chain link fence outside the operation is tough.

And then when you get to the operational level oh gosh, every — these days margins are razor thin, the current economic situation most of your line level management or leaders are really focused on hitting outcomes, hitting on, hitting their targets. And they may be in a position to make bad decisions, here we say can we put in a bigger pump to increase production, well if you put in a bigger pump how do you know that in your, in your facility that’s not going to burst a seal somewhere?

That’s really standard process safety management, but doing that in a consistent repeatable way successfully is rather difficult and then at the individual worker level understanding the operational environment in knowing how to behave, take the right processes, be safe is a challenge, but we are completely missing the inbound engagement conduit if you will, when they see something wrong how can one, an individual worker if they see something wrong report that.

All to often, when there is a problem and we do an investigation after an incident, well gosh the workers who are in that environment knew that there was something wrong, they didn’t have a means to communicate.

Tom Raftery: Okay, so how do you fix that?

Jeremiah Stone: Well there is a lot of discussion these days in the enterprise software community moving from systems of record to systems of engagement and this is something we focused quite a bit on and I like to show you a couple of applications right now where we are taking what would be a typical approach to a system of record to identifying a risk, which would be sort of one of SAP’s typical enterprise applications at a specialist enterprise health and — environment health and safety management professional level and moving that both directions.

And so if we look at this you could imagine that you are going to have your EHS professionals that are site level managers but they are the only ones that really have that information today and they don’t have a means by which they can push that information up to corporate nor do they have a means where they can gather at large scale that information from the workers.

And what I’d like to do is that I’d like to show you how we are addressing that today in terms of a mobile application. So I am going to share with you now my iPhone. Hopefully this, comes through, can you see my iPhone?

Tom Raftery: Yep.

Jeremiah Stone: Okay, so what I’d like to do is I’d like to show you our safety issue application. Our safety issue application, let me back out of here, this is the entire application and so we are trying to really take a note out of consumer design and have one screen application without lots of tabs and drill through menus. And we have designed this application around the, “if you see something, say something” design principle and actually John Astill one of the mentors has worked on this app, that’s part of his sustainability activities.

And I’ve got a example here, I raided my son’s toy chest this morning, and just to give you an example here. You can imagine here is our little repairman out in the setting. And he notices there is something wrong with this hauler. Rather than walking all the way back to the shop, he can simply take a picture of what’s wrong with the hauler. He can say okay, I am going to use that photo, he can press the record button here and record description of what’s wrong, I am not going hit that record button because then you loose the screencast. Maybe enter quick description here, “Axle wearing too quickly on hauler,” accept that description and then simply submit the safety issue.

And so you can see there that in a few seconds we have gone from seeing something wrong, recording a description with audio and then and then sending that off to the safety experts and this is uploading like it would to YouTube or anything else. And what you haven’t seen me do is enter my name, or enter where I was, or any of those such things because we are using location based services, we are using the enterprise backbone to say who saw the thing that was wrong, where are they, et cetera.

And because we also have the entire asset infrastructure in the background, we can similarly then say, oh well actually we know which truck that was, because we have near field communications et cetera. So that’s how you get more information into the system.

Tom Raftery: But nobody ever reads these reports, do they?

Jeremiah Stone: That’s an interesting point. Now imagine you are in this world where you drop the hey I saw something wrong into the box on the wall or you submit that paper issue, how do you know what happened if you were the person that reported that. I am glad you asked that because as you can see here we have the ability to capture the safety issue, but we also have this button here that says my issues.

So if I click into that my issues what’s it’s going to do is it’s going to look for every issue that I have submitted. And I can drill in, and I can see the real time status on that issue and if it’s being worked on or not. So now I am creating mutual accountability with the safety organization, you say nobody every reads that, well guess what, you would actually know if anybody had ever, ever read it, because we are tied into the core SAP system in the background.

And now there has been a workflow sent to the responsible safety mentor and we are are using that enterprise backbone now to facilitate communication.

So, now, rather than dropping that paper form off or submitting a form, it just goes into somebody’s inbox, now we are using much, much the same in any kind of social media. We are using mobility and social media now to push that information to the responsible safety person and along with a GPS of where we are, okay it’s not picking up, but well I think I must be in my Faraday shielded office here. But, this would then be picking up my my GPS, it would also be passing out through to the application. So now the safety manager and the employee have a relationship driven by the application.

Tom Raftery: But now the safety manager has gone from receiving one notification every three months to receiving 300 everyday.

Jeremiah Stone: That’s correct.

Tom Raftery: How does he work with that or she?

Jeremiah Stone: Well I’m not going to drill into that right now, but that’s the thing we’ve always been really good at, at SAP is how to deal with the large volumes of data. And so we have the ability to sort, slice and dice this information coming in, we have heavy duty analytics to show trending, to hot spot on the basis of the information put in. We also have as you see here this little flag, immediate action required, yes or no to help to raise it or lower the priority.

And our safety manager tells us hey that’s okay, my problem in the past was really a lack of data, not too much data and I want more data. There is a well known, in the industr,y sort of a ratio between near misses to incidents, its about 300 to 1, about 300 observations or near misses to an individual incident. And if you actually go into the day to day — any of these companies and they say, oh you know, we had 100 reportable incidents but we had 6,000 reported near misses.

Well they are usually quarter, a couple of orders of magnitude off between an observation or near miss and an actual incident. And so these professionals actually want more data not less.

Tom Raftery: Cool.

Jeremiah Stone: And we give them the tools to deal with that data, but now I’m going to show you how we expose that data to people who aren’t used to dealing with that data and that’s that upper level of management that I talked about before.

So that upper level of management, who is not giving any data at all, if we were to throw 300 observations at them per day, they wouldn’t have any idea what to do with it. But if we take those people who are good at dealing with the area and we expose the output of their analysis to upper management in a mobile device as you see here in a way that they can consume it, we can get better investments.

So what you’re seeing now is incident root causes and so somebody would have entered a safety observation with the iPhone app on the left and then there is a safety professional in between who has processed that, done an investigation, identified root causes.

Now we have the ability, let’s say your upper management are rather visual learners, I can drill in here to a word cloud and rather than looking at this with boxes and rows et cetera, we can expose the root causes to management or other users, let’s say you’ve got people coming into the organization now that are not used to looking at spreadsheets their whole life but they are used looking at Tag clouds or something that you get online and we can give them their information in a way they can consume it.

And so here we can see okay we’ve got a training problem, but let’s just say for the sake of argument that we’ve got a non-millennial here looking for the root causes and they want to look at a pie graph and then they want to say okay well I understand the root cause, but I understand what injuries have been happening.

So I’m going to add another dimension here, so now I’ve taken my route causes along the bottom here; defective equipment, lack of training, we still see that spike on lack of training that we saw before but now we’ve added that body part that’s been injured and now I’m just going to sort by occurrences.

So now we can see we’ve got a — main root cause is lack of training and we have arm injuries. And so the probability here is that we’ve got new equipment, we can dig a little bit further, we probably have new equipment in the setting and people are getting hurt by that.

We talk about environmental spills, we talk about explosions but big problem with sustainability is it’s also how you’re treating your labor force and the long-term consequences of what we maybe perceiving as smaller incidents, but let me tell you if you lose a finger, you lose an arm that’s a catastrophic incident to you as a worker.

So, we want to be able to help with that as well, and also from an employer point of view, your long-term liabilities with regard to workers compensation, et cetera, and what’s great about this app is we know that managers work in primary in email, well I can now send this to let’s say my safety manager, update training and go ahead and send that off and I can go ahead and you know I’m really amazed I should have you in there.

Well and anyway I can send that off to you Raftery at Greenmonk or whatever and then what this would give you is all of the data but also that graphic and say okay let’s look at this data I’m looking at, let’s work on this together.

So we’re really trying to move from what would have been a system of record approach to safety and risk, to a system of engagement approach by pushing out the ability to identify risks, here we can see we can take a picture there, the ability to identify risks in the operational setting and also the ability to understand what those risks are and take action at the management level.

Tom Raftery: And what kinds of industries would typically be interested in solutions like this?

Jeremiah Stone: So that the types of industries we tend to work with in solutions like this tend to be what we refer to as asset intensity industries, so these are industries that have lots of trucks, planes and also large equipment and they are high risk. So you typically think of oil and gas, both upstream on the exploration and production side and downstream on the refining side.

Also think of any type of large construction, so we’re staying in the energy field here, you could do a thing of utilities, what some people refer to as large construction companies with generation capacity. And anybody who is going to be putting up say a windmill farm or solar, et cetera, it’s going to be a same challenge here in terms of people in it and with lots of stuffs moving in, lots of heavy machinery, mining, mill, production.

I mentioned utilities, that also would include utilities like phone, et cetera and then transportation logistics, think of your airlines, US, FedEx, US Post that sort of thing. There is definitely a large demand in those types of industries for this, because they are large far flung organizations where training is a big deal, they are very fast moving and risk is also a big deal and so you see the potential to have major issues there.

Tom Raftery: And what about the current economic climate, is that impacting on sales?

Jeremiah Stone: I’d say it’s driving sales even more quickly. We’re seeing in this portfolio about a 35% compound annual growth rate over the last three years since the crisis onward, and that’s because companies are becoming even more loss averse in the current environment.

So it works both ways, when you’re trying to grow and you are investing you don’t want to have incidents because you want to be fast and agile to market, but also when you’re concerned about potential production stoppages or issues with regards to your liability, say an environmental spill or people spill or people incident, you want to control that as well, and so it’s really a cycle proof investment area in that sense, because it’s both something you need when you’re growing quickly and investing and something when you are at more of a steady state and you’re looking to control loss.

Tom Raftery: We are coming on time to wrap up now, just one last thing, where do you see things going from here?

Jeremiah Stone: Well what we’ve done today is we’ve taken our portfolio as we have it and as I mentioned we have these base capabilities in your incident management risk assessments, workers safety management, management changed and we’ve moved these into more systems of engagement at both the individual worker level and the corporate level.

Where I believe we are is we barely built the foundation for what we can do here, and the next step will be utilizing our abilities to deal with big real time data and so not just having the intelligent sensor of the human pushing data in, but imagine the internet of things pushing information into a system like this and then imagine taking predictive analytics and start to not only identify a risk when we see it from a professional point of view but now put algorithms at that.

Let’s point R at that from a particular algorithm point of view and start to identify latent and hidden risk in our operations. We can have predictive safety as well and then just have to utilize our assets as well in the cloud, so for example the recent success factors, acquisition, you’ll notice something that you don’t see on the screen here is training, qualifications, ongoing learning, informal learning via collaboration.

The true moving the system engagement, we should be utilizing Jam here from SAP to help grow communities of practice and communities of expertise around safety across companies and across even value chains and we’re starting to see that as well, so I think we’ve really barely taken the first step with what we can do here.

Tom Raftery: Well, fascinating. Jeremiah that’s been great. Thanks a million for talking to us today.

Jeremiah Stone: Thank you so much Tom. Bye, bye.

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Logica’s Sustainability Analyst briefing

Logica's Annual Report cover

Logica held a Sustainability Analysts day in London recently and they invited me to attend.

Pictured above is the cover of Logica’s 2011 Annual Report [PDF] – their Annual Report mind, not their Sustainability Report [PDF]. And yet the title of Logica’s Annual Report is Shaping a Sustainable Future. This is a good indicator of Logica’s proactive stance on Sustainability.

The half-day briefing was a mix of Logica staff talking about the company’s Sustainability products and services, as well as a couple of customers (Carbon Disclosure Project and National Centre for Earth Observation) discussing the value they get from their relationship with Logica. While it was nice having a couple of customers presenting at the event, the fact that neither of these customers are commercial enterprises, per se, could lead one to wonder whether Sustainability is lower on the agenda of traditional enterprise.

Having said that, Logica’s Tony Rooke had a slide with a long list of commercial customers for Logica’s sustainability services. Interestingly these were typically infrastructure companies like utilities, Airwave and Network Rail.

The Logica led sessions were around what Logica is calling Smart Utilities, Sustainable Mobility and also Logica’s Engagement Carbon Calculator.

In the Smart Utilities space, Logica’s Rich Hampshire talked about Logica’s three-pronged strategy (security of supply, affordability, and decarbonising energy). Logica have a Smart as a Service offering here for utilities, and Logica have traditionally been very strong in this sector.

In the burgeoning Sustainable Mobility field, Logica’s Theo Quick talked about a 10,000 point electric car charging network that Logica are rolling out in the Netherlands with eLaad.nl. This was rolled out using the Open Charge Point protocol to allow interoperability between charge points. Logica’s EMO is a vehicle emission monitoring product which, according to Logica, saved a postal company 10% of its fuel in the first three months of use. Theo also mentioned a research project called EPTIMS being rolled out in Manchester – this is a Smartphone app to encourage use of public transport by telling people when they have reached their stop, and one called eCoMove which is an FP7 funded project to reduce the number of trucks traveling around empty (transporting air).

And, Logica’s Stuart Williams mentioned their Engagement Carbon Calculator. This is a Logica offering which is in late beta mode right now. What it does is for any project that Logica carries out, it takes the client’s emissions in a business as usual case, subtracts the actual emissions, as well as the emissions of Logica’s project involvement, to give a savings result for the project.

It was heartening at this event to see Logica’s commitment sustainability, in a time when for most companies sustainability is a fancy word for cutting energy bills.

In the days following this event, Logica announced it had agreed to be purchased by Canadian company CGI. Hopefully with the change of ownership, there won’t come any diminution in Logica’s sustainability focus.

Disclosure – Logica paid for my travel and accommodation to attend this event.

Photo Credit Tom Raftery