Author: Ben Debski
Cloud World Forum 2015: What is the best innovation that uses cloud technology?
HP sells servers to China
Hewlett-Packard (HP) has unveiled plans to sell a 51 percent stake of its Chinese server business to Tsinghua Holdings, as part of its five-year turnaround plan and broader restructuring efforts. The IT giant announced last October that it would split into two publicly traded Fortune 500 companies before October 31 this year, with one focusing on personal systems and printers, and the other software and enterprise services. The acquisition will strengthen HP’s foothold in the market.
Tsinghua Holdings, the investment arm of Tsinghua University, will acquire a majority stake in the company for $2.3bn, and, in doing so, create a new joint venture called H3C. With an estimated market cap of $4.5bn, the new entity will employ some 8,000 workers and turn approximately $3.1bn in annual revenues, according to company sources. It will be the leading provider of converged infrastructure solutions and technology services in China.
The new entity will turn approximately $3.1bn in annual revenues
“HP is making a bold move to win in today’s China”, said Meg Whitman, Chairman and CEO of HP in a statement. “Partnering with Tsinghua, one of China’s most respected institutions, the new H3C will be able to drive even greater innovation for China, in China. The combined company will build upon an extensive and valuable patent portfolio, best-in-class products and customer focus, and Tsinghua’s world-class research capability. In one move, we have repositioned HP and H3C to accelerate overall performance and better serve our customers and partners.”
The announcement has arrived in the last of a five-year turnaround plan, in which HP has reignited its innovation pipeline, strengthened its go-to-market capabilities and rebuilt its balance sheet, according to company sources. The deal means H3C will create a Chinese technology powerhouse, becoming the number one name in networking and a leading force in servers, storage and technology services.
Fanning the flame: How governments must encourage small enterprises
Every economy has relied, historically, on a few essential resources. From Chinese tea to Saudi oil to Scottish whisky, the fortunes of countries small and large has been based on the production of something that the rest of the world needs or wants – and can’t produce themselves. As globalisation took grip, entrepreneurs and inventors popped up in those countries fortunate enough to have them. Those economies over the past two centuries have enjoyed an industrial dawn, advanced, and entered a new age of prosperity and the better living standard to which it affords. Such is the importance of the entrepreneur and small business owner in the building of an economy that the nurturing hand of the state should be prepared to move earth for them. Across Europe, the opportunities inherent in the belt of small companies has been and is endless.
Not just up and down the British Isles, but in public, commercial and industrial locations across the globe, a novelty of engineering invented in the north west of England provides a fine example of this. Unassuming, yet infinitely effective, a flameless cigarette lighter has solved a problem for private and public institutions everywhere. With a simple exterior design the lighters are strategically placed for ease of access – but subtly crafted to blend in seamlessly. To many who work and reside in these sort of facilities, so important to English commerce and the wider British economy, these lighters are pivotal. In many ways they provide the perfect example of the small, innovative businesses that pepper the UK. A small expanding and profitable organisation, Ciglow Industrial Services represents a cornerstone of the commercial empire. Once the British economy was stabilised by great exporters such as Rolls Royce and Land Rover. Now the future hinges on small, growing companies that are making incredible inroads driving the country into the next stage of economic prosperity.
A small family business, the founding fathers’ intentions when plans were drawn for the Ciglow were quite simple. The lighter unit was to provide safe and easy access for users, doing away with gas lighters and boxes of matches in areas where a naked flame would be dangerous such as on oil and gas rigs or industries where fire could be catastrophic.
The simple, decisive designs of the lighters have been developed through strong working relationships with industry leaders in order to focus on their industry specific needs catching quite elegantly the very spirit of innovation.
“When the idea was initially conceived I don’t think the designers knew quite how important the device would be”, says Chris Williamson, Managing Director of Ciglow. “Of course, they had a very clear goal of what they wanted to produce, but couldn’t have realised just how vital it would become in the safe and smooth running of some of the country’s largest industrial and public sites.”
These small and growing companies that endure and grow across the UK provide the hope of the nation, and governments on a local and national level must acknowledge as such. Particularly in dealing with the over reliance on large business hubs, such as the capital. “We have managed to produce a better product through being based in provincial England – where not only have we been able to attract a great number of talented workers but have also kept our costs down. Of course there is inflation but that’s not passed on to our customers. We have a good product, defining a reputation that can take us a long, long way. Why damage that through short term profits?”
This attitude is exactly how the UK and other recovering economies must sell small manufacturing exports international markets. An attitude of hard work and strong salesmanship can put a small, single product organisation on the world stage and governments should do everything to fan the flame. By creating supportive small business tax systems, providing greater trade ties with international partners and aggressively ensuring their output is competitive on the global market by ensuring they continue to be an attractive place to do business.
Every country in the world is guilty of having excessive confidence in a single export market, which is why when the financial sector took a hit in 2008, the entire Western economy crumbled. Any investor will tell you the best way to mitigate risk while pursuing growth is by diversifying one’s portfolio. Governments have an array of options in the portfolio in the shape of small, strong organisations just like Ciglow.
Naturally investing and promoting an organisation with a small product range is not without its risks. Any business school graduate will tell you it is the road to nowhere.
“We became aware of a changing paradigm among clients and decided to make use of new technology to offer a more advanced product. Since 2010 we have been selling solar powered units, which were a few years in the making, and we tried a number of different designs before we took them to market properly. Demand for the newer units has been significant and a lot of clients have been delighted with the environmental and economic benefits they provide.”
It is in these small businesses that the future of any growing economy hinges. Governments, take note.
Saudi Arabia could cause the death of the OPEC
For some, the influence on the global price of oil that the Organisation of the Petroleum Exporting Countries (OPEC) has held in the global economy makes it little more than a cartel. For decades, the group has carried significant sway over global energy policy, with its primary role being seen as ensuring a stable price around the world.
However, the collapsing price of oil and an increase in the prominence of rival markets and technologies have led to concerns that OPEC’s influence is waning. Surprisingly, while this has caused great concern to many member states, the dominant OPEC nation – Saudi Arabia – is seemingly content to let things progress the way they have been.
Increases in clean energy investments, 2013-14
$4bn
US
$21bn
China
Formally created in 1960 as a response to the influence the major oil companies – known as the ‘Seven Sisters’ – had on the global industry, OPEC has always been dominated by Saudi Arabia, though other prominent members carry significant sway over global oil supply. The current full list of 12 members is Algeria, Angola, Ecuador, Iran, Iraq, Kuwait, Libya, Nigeria, Qatar, Saudi Arabia, the United Arab Emirates and Venezuela.
OPEC nations first flexed their collective muscles in 1973, when the Arab members – known as the Organisation of Arab Petroleum Exporting Countries – pushed up the price of oil as a response to the US government’s aid given to Israel during the Yom Kippur War. Libya embargoed oil shipments to the US, quickly followed by Saudi Arabia and other Arab OPEC states. The oil embargo lasted for around six months, forcing the price per barrel up from just $3 to $12. However, its impact on the global oil market has had far longer lasting effects.
In retaliation for the oil embargo, the US announced rationing of oil in the country, and imposed a national speed limit of just 55mph to conserve fuel, and a series of daylight saving initiatives. However, the biggest effect was the export ban US authorities placed on the domestic oil industry, which remains in place more than 40 years later.
Saudi dominance
The creation of OPEC represented a massive shift away from private ownership of the oil markets, instead giving power to the nations where the oil was located. By collectively deciding on production levels, OPEC countries have been able to keep the price of oil relatively stable for the last 50 years. Meeting twice a year in their Vienna headquarters, the OPEC nations operate on a one member, one vote system, giving each an equal say in policy. However, it is perhaps for this reason Saudi Arabia is growing tired of the constraints of the group, with the country controlling 16 percent of global oil, all of which is far easier to access than other nations’ fields.
As well as its ease of access, Saudi Arabia is one of the only OPEC members that enjoys a relatively stable political situation. Libya has been engulfed in trouble ever since Colonel Gaddafi was ousted in 2011, while Iraq continues to be deeply split between warring factions. While Venezuela has comparatively high levels of oil, its political leaders have run its economy into the ground and squandered any potential oil-related benefits.
Iran is perhaps the biggest rival to Saudi Arabia’s OPEC dominance. While it does not enjoy the levels of oil that Saudi Arabia sits on, its resources are relatively plentiful. However, it has been hampered for the last 35 years by the sanctions imposed on its economy by Western nations. With relations thawing considerably in the last year, Iran could be well placed to benefit from opening up its oil exports to the rest of the world.
Despite the huge demand for oil, Saudi leaders have been predicting its demise for well over a decade. In 2000, former Saudi oil minister Sheikh Yamani told The Daily Telegraph there would be far less demand for oil by 2030 as a result of new technologies taking over. “30 years from now there will be a huge amount of oil – and no buyers. Oil will be left in the ground. The Stone Age came to an end, not because we had a lack of stones, and the oil age will come to an end not because we have a lack of oil”, he said. “On the supply side it is easy to find oil and produce it, and on the demand side there are so many new technologies, especially when it comes to automobiles.”
Yamani also predicted a crash in the price of oil, although his timings were slightly off: “I have no illusion – I am positive there will be, some time in the future, a crash in the price of oil. I can tell you with a degree of confidence that, after five years, there will be a sharp drop in the price of oil.”
Cutting loose
In an article published at the start of the year on TheEnergyCollective.com industry website, analyst Elias Hinckley wrote that the sharp fall in the price of oil, and Saudi Arabia’s determination to maintain high production levels, reflected not only the end of OPEC’s influence, but was also a sign the country wanted to generate a more substantial share of the market for itself through its easier to access resources. “The theory assumes that this can be done in some kind of orderly bring-down of prices where the Saudis can find an ideal price below the production cost of this marginal oil production but still high enough to maintain significant profits for the Kingdom while this market correction plays out”, wrote Hinckley. “The assumption is that, following the correction, there will be a return to business as usual along with higher prices, but with Saudi Arabia commanding a relatively larger share of that market.”
Hinckley also suggested “an alternative rationale is that Saudi Arabia is fighting an economic war with oil; a strategy designed to economically, and in turn politically, cripple rival producers Iran and Russia because the governments of these countries that depend on oil exports cannot withstand sustained low prices and will be significantly weakened”.
Despite both strategies being quite likely, there is also a third, longer-term motivation behind Saudi Arabia’s increase of production, according to Hinckley. This goes back to former oil minister Yamani’s prediction in 2000 that the demand for oil will have evaporated by 2030: “Saudi Arabia has embarked on an absolute quest for dominant market share in the global oil market. The near-term cost of grabbing that market share is immense, with the Saudis sacrificing potentially hundreds of billions of dollars if low prices persist. In a world of endless consumption, this risk would be hard to justify merely in exchange for a temporary expansion of global market share – the current lost revenue would take years to recover with a marginally higher share of global supply. But in a world where a producer sees the end of its market on the horizon, then every barrel sold at a profit is more valuable than a barrel that will never be sold.”
Renewable uprising
Although oil has been the dominant fuel for the global economy for many decades, it is widely assumed its days are numbered – certainly in the medium term. Whereas much has been written about the failures of certain renewable technologies – including their unreliable nature and high cost of installation – the industry has, in recent years, begun to grow at a rate that suggests it is finally ready to be taken seriously.
Solar power has enjoyed a rapid upsurge in use, with the cost of the technology falling sharply and the number of solar plants being installed across the world increasing. China has even taken a prominent role in the industry, heavily investing in solar firms.
Car manufacturers are increasingly looking at ways to run on electricity rather than petrol. It is thought the next decade will see these types of cars become far more prominent on the roads as charging infrastructures are improved. Even big technology companies such as Apple and Google are thought to be on the verge of entering the electric car industry.
Alongside the new efficiencies in renewable technologies, there have been firmer commitments from the world’s two leading economies (the US and China) to make serious cuts to their carbon emissions. Last year, US companies invested around $52bn in clean energy technologies, up $4bn on the previous year’s figure. By contrast, China snapped up $89bn worth of clean energy investments, considerably more than 2013’s $68bn.
Things to come
The likely result of Saudi Arabia’s actions will be severe economic pain for Iran, Russia, Venezuela and other oil-producing nations that have weak economies. It could also lead to further political turmoil in those countries. With Russia intent on seizing back parts of Eastern Europe and ensuring its dominant role as Europe’s oil and gas supplier, a collapse in the price of oil could not come at a worse time. Sanctions on its economy and oil industry as a result of its actions in Ukraine mean it can ill afford to lose more money from a drop in the price of oil.
Russia’s state-owned energy company
Rosneft has seen its profits tumble as a result of OPEC maintaining high production. Rosneft President Igor Sechin told a room full of delegates at the International Petroleum Week event in London in early February: “A group of countries in the Middle East is pursuing its policy and considers the interests of other members of OPEC as secondary.”
Sechin has also warned the American shale revolution might not be the long-term solution to the US’s energy needs that some may think. “We know that revolutions are short-lived and the US production increase is not well supported by reserves”, he told the conference.
For the US shale industry, the falling oil price will mean a lot of its costly projects will no longer be seen as financially viable. This may crush a large number of smaller US oil-producing companies, but the larger ones should be able to weather the storm. However, President Obama’s refusal to pass the Keystone XL pipeline extension project in February could hamper the industry’s growth yet further.
Saudi Arabia is also concerned about the warmer relations between the US and Iran. With ongoing negotiations over a potential deal allowing Iran to develop nuclear power and a softening of sanctions on its key industries, Iran could be on the verge of becoming a wealthy and influential neighbour to Saudi Arabia.
Ending exploration
With the price of oil languishing below $50 per barrel, it is proving increasingly difficult for producers to justify investing in new wells. North Sea oil exploration has been dramatically scaled back by UK operators in recent months, while a number of US shale producers are starting to worry they might not be able to afford new digs.
In a note to investors in February, analysts Capital Economics said 2015 would likely see a continuation of oversupply of oil. Commodities economist Tom Pugh wrote: “It is clear that there are no signs of OPEC’s output being cut in response to lower prices.”
Surprisingly, it is not just Saudi Arabia that has been leading the way in pushing up oil production. According to Pugh, a large amount of the increase in oil production from OPEC came from Iraq during December, with the country providing the second largest amount of oil to the global supply last year. The country is reportedly producing 3.6 million barrels per day, which represents a new record, despite the political troubles across large parts of the country and neighbouring Syria.
Pugh added: “Much of this increase has come from the Kurdish region after the two governments finally agreed a revenue sharing deal. The increase in Iraqi production was only partly offset by further falls in Libyan output due to strike action. The upshot is that supply should continue to remain ample over the next year. But we expect lower growth in non-OPEC production and higher demand to put some upward pressure on oil prices in 2016.”
Hinckley concludes: “Saudi Arabia no longer needs OPEC.” Because of global efforts to cut carbon dioxide emissions and the increasing effectiveness of renewable energy technologies, oil’s future is looking increasingly uncertain. As a result, Saudi Arabia has realised it needs to get all its oil out of its wells as quickly as possible if it is going to make any money from it at all. Hinckley says: “The Kingdom has effectively opened the valve on the carbon asset bubble and jumped to be the first to start the race to the end of the age of hydrocarbons by playing its one great advantage – a cost of production so low that it can sell its crude faster, and hoping not to find itself at the end of the age of oil holding vast worthless unburnable reserves.”
The effects of such a strategy are likely to be profound both politically and economically. The days when OPEC held sway over the global energy market may not be over just yet, but, with the leading producer looking to preserve its own interests over the wider industry, it seems the organisation is less concerned with regulating global prices and more about getting any money for oil while it can.
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Didier Deltort on GE Healthcare’s dynamic solutions
We are living through a period in which the whole healthcare sector is going through a radical transformation: one in which GE Healthcare can be a driving force and a contributor. Hospital healthcare costs are linked to the care of the critically ill, fuelled by an increasing number of the general population in developed countries being diagnosed with chronic conditions.
From an economic standpoint, healthcare spending and reimbursement policies are not offsetting the demand shortage and nearly all institutions have found themselves forced to investigate new solutions for resource optimisation. These range from avoiding conventional hospitalisation (through the development of ambulatory and/or day care surgery), improving triage and intensive care units’ downstream capabilities, and strategies for shortening hospitalisation and length of stay (e.g. early mobilisation, sedation management, haemodynamic management, non-invasive ventilation and early weaning, nosocomial infection prevention). Ultimately, it is believed, only acute patients will make it into hospital for efficient, high-quality care and fast recovery, before being returned home and to the community.
Supportive technology
We at GE Healthcare are developing our patient monitoring solutions with the changing healthcare landscape in mind, while also taking into account two technology trends that are bound to reshape it in a profound manner: the development of IT and network computing, and the miniaturisation of sensing and wireless technology. This combination has the potential to create ubiquitous and intelligent monitoring capabilities and to support caregivers in their efforts to drive quality and efficient care in challenging environments.
GE Healthcare aims to create effortless and un-obstructive technology, which will bring patients, caregivers and families closer together, while providing the right information to the right person at the right time. Dealing with large amounts of data is a challenge for caregivers that we are addressing by cutting down on nuisance alarms, and by turning data into clinical decision support tools.
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Start-ups housed at GE’s Health Innovation Village
Our Carescape portfolio is developed for that purpose. It spans the entire hospital care continuum and beyond, while retaining clinical depth in every care area, from the emergency department to the operating theatres, from the intensive care units to the step down units and wards.
Our growth trajectory in monitoring solutions, as for the whole of GE Healthcare, relies on our ability to stay ahead of the curve with a continuous output of meaningful innovations focused on our customers’ needs, and on delivering better outcomes. For this, we’re leveraging our broad footprint as a global organisation, with five research and development sites across the globe, and a diverse sales and marketing team connected to local markets. This has worked well for us, with 10 percent growth last year in the US and in several emerging regions.
Quick and simple
We are also harnessing GE Healthcare’s corporate initiatives to accelerate the necessary reinvention of ourselves. We are trying to create a culture of simplification. This defines the way we make decisions, work together and work with our customers. It means we are driving decisions closer to markets and making our teams accountable for outcomes, not processes. As the world becomes more digitised it generates more information about products and services, and speeds up processes. Competing like a software company is a requirement, i.e. with short product life cycles and rapid decision-making. That is the meaning of GE Healthcare’s FastWorks framework, building on the lean start-up approach. ‘Agile’ software development, with ‘sprints’ (quick deliverables) and fast learning, is being rolled out across our Monitoring Solutions division.
I also see a huge potential for our monitoring business to leverage GE Healthcare’s far-reaching vision of the ‘Industrial Internet’: the internet of things. Predix is GE Healthcare’s software platform for the Industrial Internet. Predix enables operations optimisation by providing a standard way to run industrial-scale analytics: it connects machines, data and people. That is exactly the type of efficiency the healthcare sector is in dire need of if it is to provide quality care to an increasing number of patients in a restrictive, cost-contained environment. Predix combines an industry-leading stack of technologies for distributed computing, big data analytics, asset data management, machine-to-machine communication, and mobility.
Predix will be at the heart of our Monitoring Solutions’ portfolio, and we intend to leverage its power to the full. Applying big data analytics to real-time clinical data has the potential, for instance, to get us from reactive to proactive monitoring. Detecting patterns of change within multi-parameter streams of data would lead to predictive alerting, going beyond what can be immediately perceived by clinicians.
This opens up the ability to expand monitoring without increasing alarm fatigue for the caregivers. It is now clearly established that continuous monitoring in the wards would increase patient safety by catching unexpected events ahead of time. Combining miniaturised monitoring technology with powerful analytics will be the game-changer.
This important transformation is not something we’ll be doing on our own. Success will come through building a comprehensive ecosystem of players, and we recognise in particular the creative energy of start-up companies.
We are conducting such an initiative in Finland, where we have a significant healthcare footprint. We call this the Health Innovation Village, and it brings together a number of digital health startups (which we helped co-locate on our Helsinki premises) as a technology campus: a village, a community, a support network and a symbol of cooperation.
This is part of our push to foster a creative, open and collaborative culture, where innovation is sparked through connection, learning and trust. And this is proving a win-win experience, where start-ups benefit from the connection to an industry leader, with deep-rooted expertise in healthcare, and our employees get exposed to the start-ups’ entrepreneurial spirit.
Fighting the security threat posed by climate change
“The challenge of global climate change, while not new to history, is new to the modern world,” said Secretary of Defense Chuck Hagel at the Halifax International Security Forum in November. “Climate change does not directly cause conflict, but it can significantly add to the challenges of global instability, hunger, poverty, and conflict. Food and water shortages, pandemic disease, disputes over refugees and resources, more severe natural disasters – all place additional burdens on economies, societies, and institutions around the world.” Here we take a look at some of major challenges outlined in the Department of Defense’s 2014 Climate Change Roadmap and how the department is working to reduce the damages.
Plans and operations
The changing climate will bring fresh challenges for the global economy, namely by impairing access to food, uprooting coastal infrastructure, spreading disease and forcing mass migration. Destabilising already fragile governments could breed extremist ideologies, and the Department of Defense must aim to mitigate any problems on this front by more closely monitoring any changes on this front. Also, by partnering with the worst affected countries, the US can better channel resources towards reducing the damage before the situation spirals out of control.
Training and testing
Climate change will likely bring dramatic changes for the global economy, so it goes without saying that the Department of Defense must train US forces to meet the ever-evolving nature of the environment. “Maintaining a capable and ready force in the face of a rapidly changing strategic setting requires agility and preparedness,” reads the report. In doing so, the department has introduced the sustainable range programme, installation-level Range Complex Master Plans (RCMPs) and the Readiness and Environmental Protection Initiative (REPI) to prepare its forces appropriately.
Built and natural infrastructure
Without first considering design, operation, maintenance and repair, the adverse effects of climate change could compromise the quality of built and natural infrastructure. “Effective adaptation planning will ensure the continued availability of the land, air, and water resources at our installations and ranges so the department can train and operate today and into the future,” reads the report. Collaboration with internal and external stakeholders is absolutely essential in protecting and improving the department’s built and natural infrastructure far into the future.
Acquisition and supply chain
“Climate change impacts may affect the supplies, equipment, vehicles, and weapons systems the Department buys, where and from whom we buy them, how they are transported and distributed, and how and where they are stockpiled and stored,” according to the report. Only by adjusting operational parameters and charting the effects of climate change will the department protect its current and future supply and acquisition requirements. Crucially, by collaborating with private parties, the department can work towards leveraging best practices and adaptation strategies.
Ongoing efforts
In keeping with past efforts made to wheedle out any climate-related risks before they become unmanageable, the department is employing a range of assessments and projects to re-evaluate climate change risks and opportunities. “The department has initiated several research and survey efforts to more fully identify and characterise vulnerabilities, impacts, and risks posed by climate change.” Risk management represents a huge chunk of the department’s work in this department, and by actively making improvements to operations and processes the consequences will be far less.
South Korean nuclear plant hack leads to cyber-attack drills
The drills are designed to gauge the plants’ resistance to potential cyber attacks after a suspected hacker tweeted information from nuclear firm Korea Hydro and Nuclear Power (KHNP). The information leaked included blueprints of reactors, details on cooling systems and radiation exposure, and personal data of 10,000 employees.
“The two-day drill is under way through simulators to ensure the safety of our nuclear power plants under cyber-attacks,” KHNP spokesman Kim Tae-Seok told the Guardian.
The hacker, posting under the account ‘president of the anti-nuclear reactor group’, tweeted threats warning the public to “stay away” from three reactors if they weren’t shut down before Christmas. They added that more information could be leaked.
An investigation has been launched but the hacker has not yet been identified. The information accessed was from two plants south-east of Seoul (Gori and Wolseong), according to deputy energy minister Lee Kwan-Sup. He added that the reactors remained safe, the Guardian reports.
KHNP, part of the state-controlled Korea Electric Power Corp, is responsible for 30 percent of South Korea’s electricity and operates 23 nuclear reactors across the country.
The tests form part of the country’s efforts to protect itself against potential hacks from North Korea after it reportedly targeted South Korea’s banks and hacked into Sony, leaking confidential company emails and leading to the withdrawal of US film The Interview – perceived by Pyongyang to be against North Korean leader Kim Jong-Un – amid terrorist threats. Pyongyang has denied the Sony hack and issued a threat to the US warning against sanctions.
It hasn’t been confirmed if there is any link between the nuclear power plant hack and the Sony attack, but according to the FBI there was a “significant overlap” between that and other North Korean cyber-crime, the Guardian reports.
SynCardia Systems
The producer of the world’s first and only FDA-approved totally artificial heart, which is similar to a heart transplant and provides a temporary bridge for those requiring heart surgery, SynCardia Systems is little over a decade old but has made great strides thanks to its team of leading cardiologists and biomedical engineers.
Becton Dickinson and Company
One of the most established firms in the medical technology market, BD creates medical devices, instruments and reagents. With offices across the world, the company makes use of the globe’s very best talents. Over a century old, the firm has led the way in medical development for much of that time.
JenLab
Leading the way in optical biopsies with femtosecond lasers, JenLab has been part of a process that could revolutionise the way treatment is carried out. JenLab has a number of substantial clients, from hospitals to large pharmaceutical firms, and has recently collaborated with both NASA and the European Space Agency.