Author: The New Economy

Mike Dinsdale on eSignatures vs pen-and-ink | Video

Posted on by The New Economy

eSignatures, for those of you not yet familiar with the concept: it’s a way to sign and store documents digitally, no pen necessary. Mike Dinsdale, CFO of DocuSign, discusses the way that traditional signatures slow down otherwise automated business processes, and how digital authentication is much more secure than pen-and-ink signatures.

The New Economy: Mike, 100 percent digital business, let’s start with that. What does this mean exactly?

Mike Dinsdale: So, in traditional business process, there’s always a break when documents are assembled and then sent out for execution, in general the historical ways have been fax, email, maybe sent by a courier. And then people receive these documents, have to figure out how to fill those forms out to get them back in, redigitised, and then back into the process.

With DocuSign that whole step stays digital, from end of end. So this idea of straight-through processing. The document’s initiated in the system, the client has a great experience, it comes in an email, they click on that, fill out the document, any of the data that they collect in that process is then put back in the host systems, a fully digital transaction. And then potentially provisioned, or the next step in the action is taken electronically, without having any interaction with any other individuals in the company.

You have no idea if you send an envelope out, where it goes, or who opens it up

The New Economy: So in effect, DocuSign trades in time and convenience, so, how do you ensure that there’s no forgeries? How do you ensure security?

Mike Dinsdale: So, there’s a bunch of different ways that we do, and we think through this idea of an open authentication platform. So, if you and I are dealing with each other, and I have your email address. Maybe we’ve been talking on the phone, and I say ‘I’m about to send you over a contract.’ You say ‘Oh, I’ve got it,’ and you fill it out and execute it. And so that’s one way that if we’re having a communication like that, we know that it’s you.

If we don’t, we can do out-of-wallet authentication. We can do one-time password. We can do federated to prove that it’s you. And then as new technologies emerge, you can start to see that we can do things like biometrics, we can do voice tagging, and all sorts of other ways that we can authenticate the fact that you are that person.

And if you contrast that to old methods, you have no idea if you send an envelope out, where it goes, or who opens it up. Or if somebody sends something back via fax, the same thing. You maybe know that it comes from that fax number, but you’ve absolutely no proof that it actually came from that person.

The New Economy: Legally speaking, do these eSignatures stand up to their pen and ink counterparts?

Mike Dinsdale: There’s different regulation in different geographies. But we’ve had 400 million documents that have been signed in our system; we’ve never had any successfully challenged. And it’s because all of the information we collect about that document, about that transaction, and about that person. Essentially we’re this huge evidence collection machine. And if anyone – and there’s been about 10 that have been challenged – as soon as we present the evidence around that transaction? There’s just nowhere to go, and people just basically drop it. Because we’ve collected everything about that transaction. An audit trail. It’s evident proof and it’s evident tamper, meaning that it can’t be tampered with. And we can prove it’s the same document and we can prove that it’s you.

Every single one of us has things that are sent to us that we need to execute or sign and send back

The New Economy: But for things that are purely digital, is there any need for signatures?

Mike Dinsdale: I think that it gets back to the things we were talking about around authentication. So there’s always this need to have a persistent identity that proves that it’s you, to execute things. And so when you think about, does it necessarily have to be a signature in the sense of the old word? No.

What you need to be able to do is adopt something, and in law in general it’s a sound, symbol, or mark, that you’re using with intent to bind yourself to a contract or agreement.

And so in that case, absolutely. There needs to be something. I think that the methodology with which people do that will change over time. You know, could it be a thumbprint? Of course it can. And as devices change, I think the actual signature will potentially go away, and then we end up replacing that with something that in fact is a lot stronger.

The New Economy: So far you have a strong presence in Europe and the US, but how do you see DocuSign developing? I did read that you anticipate to be bigger than Facebook?

Mike Dinsdale: So, today we have about 50 million people who have used DocuSign globally. We’ve had people sign documents in 189 countries around the world. And we’re adding about 75,000 new people every single day. and so when you start to think about that, that’s almost one per second. And when you think about Facebook, I don’t know if we’ll be bigger or not? But there’s a billion people who use Facebook, you know, my dad for instance is not on Facebook, but he signs things, he has a car, he lives in a house, he has insurance. And there’s seven billion people in the world. So we believe that even if we’re not going to be bigger than Facebook, at least we’ll be equal to Facebook, and that’s not a bad spot to be.

eSignatures are the absolutely 100 percent software delivery method of the future

The New Economy: What markets are your biggest clients based in?

Mike Dinsdale: So, we’re actually pretty diversified. We have customers in financial services, insurance are really our two biggest. Healthcare is emerging as one of our bigger segments. Real estate is big, so in the US we have about 130,000 real estate agents that use DocuSign. And in the UK, letting.

But really we’re something that people use across all different verticals. And then there’s horizontal use cases across all companies. Everybody does the same things around HR, everybody does the same things around legal, procurement. All the sort of, standard business use cases. But the unique thing about us – it’s not just business, it’s consumers.

Every single one of us has things that are sent to us that we need to execute or sign and send back. And so we actually have a free consumer app that allows people to sign and return anything sent to them electronically, using our iOS or Android app or Windows Mobile. Or logging into our website, using the application online.

The New Economy: You’re now in partnership with Salesforce, but how big a role do you think cloud-based business systems will play in the future, and do you think they really are relevant today?

Mike Dinsdale: It’s the absolutely 100 percent software delivery method of the future, and I think all the benefits around pace of innovation and having this idea that all customers are on the same code base, and so you’re learning from every single customer that uses your software, deploying new things for each customer and being able to expose them to all.

So there’s no question that businesses are starting to standardise more and more on SAS. And you just see the explosion of all the SAS companies. And I think the big trend that’s happening is, SAS companies, or software service companies, are becoming a lot more sophisticated around availability and security. And then, enterprise customers are becoming a lot more comfortable that we understand how to actually build systems that are equivalent to what they could build themselves. And so they’re starting to standardise themselves more and more.

I mean, this is a trend that goes for the next 10 or 20 years, and it really is what all software will be – I believe – going forward.

The New Economy: Mike, thank you

Mike Dinsdale: Thank you very much.

Akbar Moideen Thumbay on medical tourism | Thumbay Group | Video

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Founded in 1988, the Thumbay Group is an international business conglomerate with its headquarters in the United Arab Emirates. Its latest project, the GMC Hospital chain, offers state-of-the-art technology and advanced surgical services. Director of Operations Akbar Moideen Thumbay discusses the hospitals’ provision, specialisms, and plans to expand into a 1,000 bed, 15-hospital chain across the UAE.

The New Economy: What services does the GMC Hospital chain have to offer?

Akbar Moideen Thumbay: The GMC Hospital offers all kinds of services, right from your executive health check-ups, where you come and you’re received personally by your patient relations coordinator, who takes you all the way across the hospital into your different check-up areas…

Right from the executive health check-up, up to, you know, consultation with various specialist consultants in all specialities. And of course, major surgeries such as cardiac surgeries or neurosurgeries, etc.

So GMC Hospitals offer this spectrum of services. We have different facilities in Ajman, Fujairah and Sharjah, and some of these facilities are concentrated. For example, the Sharjah facility is a specialised super-speciality dental centre. So you get all your dental work done in the Sharjah centre.

Our staff are not just clinicians or doctors, but they’re professors, so their knowledge levels are much higher than normal clinicians

The New Economy: And in what ways are you different from your competition?

Akbar Moideen Thumbay: Like I said, GMC Hospital is the first private teaching hospital in the UAE. What it means is that our students of the Gulf Medical University are rotated across in the hospitals. So, what I say would be different is that the clinicians or the doctors who are practising in the hospital are not just clinicians or doctors, but they’re professors. So they’ve been teaching students for the last 10 years, so their knowledge levels are much higher than normal clinicians. That is the first advantage.

The second advantage, which is a major advantage I would say, is that being a teaching hospital, our prices are considerably subsidised. The reason being that we need a lot of patients so that students can examine or observe various cases that are happening across the UAE. So, these are the two major advantages GMC Hospitals offer compared to the other private hospitals in the UAE.

The New Economy: Now, you offer advanced medical and surgical treatments, tell us about these.

Akbar Moideen Thumbay: We offer advanced medical and surgical treatments across the spectrum of specialities in the hospitals. So, for example, some of the hospitals are concentrated on various specialities. The Sharjah facility for example is concentrating on dental care. The Ajman facility would be obstetrics and gynaecology. We do advanced surgeries in gynaecology. We deliver over 20 babies almost a day, which is quite a considerable number in the UAE. We have various other facilities. Fujairah for example is specialised in internal medicine, and we have neurosurgery, cardiac surgeries across the hospitals.

The diagnostic centre is again highly super-specialised. Most other hospitals use our lab facilities to report or to reconfirm test results

The New Economy: And tell us how these facilities support the treatments that you mentioned there.

Akbar Moideen Thumbay: Again, we have state-of-the-art equipment, state-of-the-art facilities across the hospitals. The Ajman facilities have four major operation theatres, some of them hybrid theatres with laminate floor and all the advancements that money can buy in terms of healthcare. Our radiology is completely full-fledged with, again, the latest technology being used for diagnostics.

The lab at the diagnostic centre is again highly super-specialised, where most of the other hospitals use our lab facilities to report or to reconfirm test results, etc. So, in terms of facilities, we’re a very advanced facility.

The New Economy: What can you tell us about the services you offer to your international patients?

Akbar Moideen Thumbay: We receive patients from across the world, starting from Africa, down to the Middle East itself, and Europe, southern Europe, including the western hemisphere as well.

These patients basically come to us for various reasons. The first reason… What happened was that Dubai, being a central city, connected by Emirates or various flights, made it very convenient for patients to fly into Dubai. And patients, especially African patients, who were travelling to India, had to route their flights through Dubai to go on to India. So that’s where we saw an opportunity, and we said, ‘Hey, you know, why go to India? Get the treatment right here in Dubai’. So, that’s where our patients started coming in from.

We get patients, again, from southern Europe, especially for dental work. One being a super-specialised centre and the prices being very affordable compared to Europe. These are the two main reasons that people started coming in.

And lastly I believe that, you know, healthcare is about personalised service. And that’s where we stand out. And – we had a person who used to be either from their own country or speaks their language, so that they’re comfortable, and they’re able to recoup during their surgical procedure in their home environment.

Healthcare is about personalised service, and that’s where we stand out

The New Economy: And finally, what are Thumbay Group’s plans for the future of healthcare?

Akbar Moideen Thumbay: Thumbay Group, headed by our president Mr Thumbay Moideen… Mr Thumbay Moideen has an incredible vision for healthcare, for the future. In fact, he envisions us to have 15 hospitals in the next seven years, taking our bed strength to above 1,000 beds. Making us the largest healthcare provider in the Middle East.

We as such in the hospitals have an incredible plan as well, to get into various specialities, including lots of tertiary care for surgeries that are not being done right now in the Middle East, and where people travel across from Middle East to get these surgeries done. So we want to be able to do those surgeries down here in Dubai itself.

Secondly, our healthcare is not only our hospitals, but also the pharmacies. And the diagnostic centres. And the labs. So, we are growing the labs to make it the most advanced lab in the country. And we’re expecting samples to be sent from right down from Africa to be tested in our labs.

The pharmacies as such is growing, and we want to position ourselves close to everybody’s home, so, you have easy access into everyone of GMC pharmacies. As such, I think we have a great vision for the future, and I look forward to working hard to achieve that vision.

The New Economy: Akbar, thank you.

Akbar Moideen Thumbay: Thank you, Nick.

Dr Frits Sutmoller on healthcare in Brazil | Medical Access System | Video

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Medical Access System has grown over the years from a small private practice in Brazil, to a medical specialist providing niche services to a number of large corporate clients. Founding physicians Frits Sutmoller talks about the evolution of Medical Access System, the values the company operates by, and the services it is offering as Brazil prepares for the World Cup.

The New Economy: Medical Access System was set up in response to some quite specific demands; tell us the background behind MAS.

Dr Frits Sutmoller: I moved to Brazil in the early 80s, and started work on research projects in both respiratory infections in small children, and AIDS vaccine trials. With that I also started a private medical solo practice as a GP, which attended very much to ex-patriates. These ex-patriates were very often the leaders of corporate clients, and they very soon came to me to request services for their businesses that they felt they needed.

It all started really with British Airways, which was starting to fly down to Rio, and needed support for pilots and their flight attendants. And very soon mining companies such as BHP came around and we provided that service. That very soon expanded, due to the opening of the Brazilian market to the outside world. And therefore the oil companies came in, and we started having the operators and their supporting companies as our clients, and that was when we got a whole series of requests of services that were needed.

Brazil’s going through a very challenging time, especially Rio de Janeiro. There will be a big demand for good healthcare provision and alarm centre helplines in the near future

The New Economy: So tell us more about the services and products you offer to your clients.

Dr Frits Sutmoller: There’s basically seven major projects that we provide to our clients. One is medical assistance. There really is a big demand and need for good quality care that people trust and feel comfortable with. Especially with our European and American background, they feel very comfortable with that, and that’s important.

The second one is that people need – especially corporate clients and oil companies demand – an alarm centre, top-side support for their operations. Which is basically an alarm centre 24/7. We have also medical emergency response teams that can respond to real emergencies, and that’s both in the Macaé, which is like the Brazilian Aberdeen, and Rio de Janeiro itself.

We also provide staffing to remote locations. These are physicians – we’ve really stressed they are physicians on these oil rigs, because there is no such thing as a paramedic in Brazil, and so we’re a strong believer that that is a service that is needed.

We also provide occupational health services, and we do it within the international scope, as we do it along the oil and gas UK standards and FAA pilots physical standards. We also provide the training, that’s first aid training, and alcohol and drug policies, so that’s with alcohol and drug testing.

The New Economy: And tell us about some of your corporate principles, in particular the PEARL values?

Dr Frits Sutmoller: We strongly believe in them, they are very important.

The P in PEARL standards for Partnerships, so there’s really strong MAS partnership with doctors, so we have a strong partnership internally. Our partnerships with the clients, they really feel that they have something to that they can rely on.

We strongly believe in our medical Expertise, that we have to be updated and be up to date with our expectations and what medicine provides.

Available, and that’s very much through the alarm centre, and that’s very much through the alarm centre, the availability that people can always talk to us whenever they need us.

R – Reliable – when they ask it does get served.

And we’re proud of being Leaders in making changes in the field.

The New Economy: Now, you were pioneers in offering doctors and medical assistants in remote locations in Brazil, what challenges have you faced in providing this service?

Dr Frits Sutmoller: Well, the first challenge was that in Brazil we had a concept that nurse technicians were on board in remote site locations. That is to us a level of care that was not adequate to the expectations of our corporate clients.

As there is no paramedic function in Brazil, professional group as such, we then upgraded it and it has to be physicians, and they have served us very well.

There really is a big demand and need for good quality care that people trust and feel comfortable with

The New Economy: Finally, how do you see the needs and demands of your clients changing in the future, and how do you plan to address this?

Dr Frits Sutmoller: Well, Brazil’s going through a very challenging time, especially Rio de Janeiro, which will be providing the World Cup Confederation Cup now in these few days. Then there’s the World Cup next year, and then the Olympics. So there will be a big demand for good healthcare provision and alarm centre helplines in the near future.

Brazil’s also found a lot of oil offshore Rio de Janeiro, so therefore there’s going to be a big new demand on the needs of oil rigs and installations. So there will be a big demand coming up to provide all the integrated services that we provide.

The New Economy: And you will be providing services to the World Cup?

Dr Frits Sutmoller: Yes, we have already some clients that have requested our service for the medical helpline, and we’re proud to be there to do it.

The New Economy: Frits, thank you.

Dr Frits Sutmoller: Thank you.

Bill Wheeler, Veronica Mba, Pat Sanders | Equatorial Guinea LNG

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Equatorial Guinea LNG, or EG LNG, aims to be a world-class supplier of LNG to the Atlantic Basin markets. Here to discuss the company’s corporate values and CSR activities are Bill Wheeler, Veronica Mba, and Pat Sanders, from EQ LNG.

The New Economy: Bill, tell us about the company’s corporate values and how they translate into your CSR activities

Bill Wheeler: EG LNG’S corporate values are to operate safely, efficiently, and ethically, and we also want to be a good corporate citizen and a good neighbour. We also think it’s a differentiator for us, between us and other companies in EG, in the fact that we invest in the country and the people of EG. We do that through training programs, both for our employees and for other local vendors, also we do that by investing in the healthcare and educational opportunities that are available in the country. So, we’re very proud of what we do, and we think it’s a very very important part of our company’s mission.

EG LNG’S corporate values are to operate safely, efficiently, and ethically

The New Economy: What CSR activities does EG LNG undertake that has led to this recognition from The New Economy?

Bill Wheeler: Actually, corporate social responsibility is made up of two different types of activities. The first is the part that we would call, kind of a social welfare project building hospitals and doing things like that. And then the other is our local content programs, Veronica leads our corporate social welfare programs and Pat actually leads the local content programs, so I’m sure they could give you many more details about the programs.

The New Economy: Veronica, tell us more about your community achievements

Veronica Mba: Our social projects are divided by value sectors being health, education, and welfare, our primary focus. On health, we have partnered with an affiliate of John Hopkins Hospital to reduce infant mortality, in the areas we have worked, infant mortality has been reduced between 59 percent and 75 percent. We have also managed several health programs, including HIV prevention campaign, and the construction of a new clinic. On education we have constructed IT labs, and built or extended several schools ranging from village schools to orphanages. We have also built a women’s centre to provide education to single and married women. Finally, on welfare sector, we have constructed several water wells around the country and in addition we provide potable water delivery from our facility to different local communities.

We provide training on accounting, finance, IT, HR, anything that would contribute to being more successful in their business

The New Economy: Pat what challenges do local businesses face then given the fast pace of change in the country?

Pat Sanders: There are a number of challenges that local companies face, first and foremost I would say it’s a lack of familiarity with the requirements of international companies and also their processes. So, for example, they would not really be very familiar with the tender process, and the components of procurement. But also, LNG being a fairly high-tech industry means that the number of opportunities for local companies is quite limited in terms of what they can supply. There are also structural challenges faced but local companies. First of all, if you’re an entrepreneur in EG, it’s quite challenging to set up a business to get it started, there are a number of steps you have to follow. Access to finance is a challenge for local companies, in as much as, they don’t really understand the process. Then also, it’s an issue in terms of how expensive it is, rates are around about 15,16, and even up to 18 percent.

The New Economy: And so in what ways is EG LNG able to help local businesses?

Pat Sanders: Firstly, we issue a quarterly newsletter which provides information regarding forthcoming business opportunities for local companies. The other thing that we do is we provide training for local companies, we do this on a quarterly basis and it’s open to all companies within EG, all local companies. And we provide training on things like accounting, finance, IT, HR, anything that we feel that would contribute to them being more successful in their business and not just with us. We also act as an advocate for local business, and recently have worked with the government to develop a partial credit guarantee fund. And we hope that with the introduction to this program that we will reduce rates to below 10 percent.

The New Economy: Pat, Bill, Veronica, thank you

Bill, Pat, Veronica: Thank you.

Dr Thomas Umbach on bariatric surgery | Blossom Bariatrics | Video

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Blossom Bariatrics has established an international reputation in its field. Patients from all over the US, Canada and further afield visit Blossom’s headquarters in Las Vegas. Founder Dr Thomas Umbach discusses the many benefits that bariatric surgery can have on his patients’ lives, the way personalised patient care attracts people to his practice, and why Las Vegas is the perfect spot for bariatric recovery.

The New Economy: Let’s start with your international reputation. What’s the key difference, do you think, that attracts patients here to Blossom?

Dr Thomas Umbach: They key difference is patient care. You have to have a foundation of good surgical expertise and experience, that’s just the foundation. But on top of that you have to have outstanding patient care.

Bariatric surgery is the most powerful operation out there

So, patients have to be able to get hold of you, they have to be able to contact you, they have to feel like they know you and trust you before they even leave their home town. And we provide that: we contact patients, I’m usually on the phone with them, talking to folks – and who knows, they may be in New Hampshire, they may be in the Marshall Islands. I call them ahead of time, let them know exactly what’s going to happen, so they have no concerns.

The New Economy: So what are the benefits that bariatric surgery brings to patients? How can it enhance their lives?

Dr Thomas Umbach: Well, bariatric surgery is the most powerful operation out there, which is why I’m passionate about it. I can help somebody not only get rid of one medical problem, but two, or three, or maybe even four.

It’s not uncommon, six months after surgery, for folks to come back, and they’ve lost their diabetes, their sleep apnea, their high blood pressure, their painful knees and ankles. We do surgery, they lose the weight, and then all these things get better and they finally blossom. And they start living and enjoying life. So that’s the most powerful surgery that I know, and that’s why I do it.

The New Economy: And you treat patients very much as individuals, especially if they need reassurance.

Our patients are able to enjoy all that Vegas has to offer

Dr Thomas Umbach: Absolutely. We have a very unique practice here. I actually give patients my cellphone number, I think that’s very important. Particularly if you’re going to be treating patients from afar. They need to be able to get in contact with you to answer any question at any time. So we provide that personal touch that you won’t find anywhere else.

When I meet with patients, I’m not a doctor looking down at someone wearing a gown, but I’m sitting across the table from them. We have a conversation. So we treat people like individual people.

The New Economy: Tell me about the range of post-surgery programmes you’ve developed here, and how they can help patients.

Dr Thomas Umbach: Okay, well we’re really excited about that. We have recently brought on a full-time nutritionist, and part of her task is to develop a programme for patients out of state, so she’ll be available on the internet, on the phone, for personal questions and consultations. And in addition to that we’re also developing support groups on the internet for patients as well, so they have the resources we have here out of state.

The New Economy: Of course recovery can be relatively quick, so, do some patients decide to combine treatment with a vacation right here in Las Vegas?

Dr Thomas Umbach: Absolutely. That’s why I’m here, because they’re able to have surgery, they’re able to recover virtually painlessly, and as a result they’re out enjoying the casinos, or out sightseeing at the Hoover Dam, or maybe even out shopping. So, absolutely: patients are able to enjoy all that Vegas has to offer.

We provide that personal touch that you won’t find anywhere else

The New Economy: Finally, what advice would you give to anyone considering bariatric surgery?

Dr Thomas Umbach: I think you have to do your homework. You really need to find a truly experienced bariatric surgeon out there, because our skills are different. You need to find somebody that’s done a lot of surgeries. And by lots I mean thousands, so they’ve seen everything.

You have to find somebody that’s able to sew with their own hands, because a lot of surgeons – although they’re bariatric surgeons – they still can’t sew laparoscopically, for example. So, once you’ve done all that, then you’ve found yourself a good surgeon.

The New Economy: Dr Thomas Umbach, thank you very much.

Dr Thomas Umbach: You’re very welcome. Thanks.

Alejandro Murat Hinojosa on financial inclusion | Infonavit

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Infonavit, Mexico’s Institute of the National Housing Fund for Workers, is one of the largest mortgage lenders in Latin America. The institute transformed the way Mexico built homes, and today a quarter of the country’s houses have been financed by Infonavit. CEO Alejandro Hinojosa discusses the pillars of sustainability that Infonavit is built upon, and explains the different mortgage programmes it offers to help low-income workers realise their property dreams in a sustainable way.

The New Economy: Tell us about your mission statement at Infonavit, and your vision for Mexico.

Alejandro Murat Hinojosa: Well, the Infonavit was founded in 1972 by constitutionally minded. It’s mission is to generate progress in Mexico by accompanying the right holders throughout their housing needs, throughout their life. And generate net worth. Where do I see Infonavit in the next few years? I think the Infonavit has to approach towards four pillars. First, better co-ordination among the housing institution. Second, to reduce the housing deficit. Third, to transcend into a urban and social model, and fourth, to generate wealth and quality of life in the housing of our right holders.

The New Economy: How do you support and serve low income workers?

Alejandro Murat Hinojosa: What we have been able to do in the last years, is to establish a cross subsidy model that gives us the opportunity to establish more competitive interest rates. So that we can benefit the right holders and so that they can access housing financial products. Today I can tell you that out of the five hundred and seventy eight thousand credits that we gave last year, sixty-three percent were focused towards the right holders that were four times minimum wage under. So we are attending the lowest segment of right holders in our country and that is something very important for us.

The New Economy And so how do you serve the wider community?

Alejandro Murat Hinojosa: We have to consider five fundamental elements. Mobility and transportation, community building, re-identification and verticality, a commitment with the environment and information technology. How should we integrate these elements? We should integrate them in our financial products. By generating mortgages that can push through better public transportation, better infrastructure for our communities, and a great example of those financial products are the green mortgages. Out of the five hundred and seventy eight thousand mortgages we gave last year, almost four hundred thousand mortgages were focused to green mortgages. So this is a great example of how we are generating incentives for better urban sustainable development.

The New Economy:You’ve spoken about your green mortgages, tell us more about your sustainable programs and projects.

Alejandro Murat Hinojosa: Ok we have three great projects, as you mentioned, first, the green mortgage programe. What does this enable? This enables our right holders to generate savings in their energy and water consumption, but it also impacts Co2 emissions, which is fundamental for our environment. Second, the municipal competitive programe. Why is this important? Because today many municipalities or cities in Mexico lack the planning, the human resources, and the financial resources they need to generate communion. So this financial product that we have enables them to generate property taxes, and also maintenance fees. And this is important because it helps establish community, a great atmosphere and generate social and economic growth for our right holders. And third, a very important project which is to regenerate some housing developments that aren’t in the best shape today in Mexico. So what we have got done is going into this housing development and help the community to bring their housing development again to where they should be. Again generating better net worth, but also social impact and a great atmosphere for it.

The New Economy: Finally tell us about your plans for 2013.

Alejandro Murat Hinojosa: Three key take aways. First, our institutional framework. We will continue to consolidate our human resources, our financial stability. To make our operational mile one of the most efficient in Latin America and the world. Second, certainty to comply to our mandate, that means to continue to serve throughout their life, the right holders in their housing financial needs in housing and generate competitive returns for their retirement. And third, the great future opportunities. To establish better coordination to pass as I mentioned the opportunity of having a housing model to a more integral urban model that can attain and achieve serving our work holders with their necessities in housing. Three fundamental ideas into the future rental scheme, have a wider scope to serve the under served population of workers that don’t have the possibility of financial solutions in their housing needs. And renovation and increasing housing. And finally to have an important commitment in sustainability and in the environment toward the future.

The New Economy: Alejandro Thank you.

Alejandro Murat Hinojosa: Thank you very much

Mahesh Amalean on female empowerment | MAS Holdings

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MAS Holdings has enjoyed 25 years of success thanks to its originality and creativity. Its  manufacturing capability, good ethics and sustainable focus continues to attract premium brands and retailers to the company. Mahesh Amalean explains how sustainability has been at the core of the business since its inception, and how empowering MAS Holdings’ female employees has added value to the company, as well as to Sri Lanka’s communities.

The New Economy: Tell me how MAS holdings has embedded this culture of new thinking to the business?

Mahes Amalean: MAS Holdings right from the inception has differentiated itself by really looking at manufacturing products that were different to what the industry really told them. We decided to embark on manufacturing intimate apparel when the rest of the industry really were manufacturing casual wear. So we started this new thinking of differentiation right from the inception. Another piece to that differentiation is that we entered into strategic relationship with customers and suppliers who are best in class and brought home to Sri Lanka world class technology. We also brought professionals to manage our business, which is very different to how the apparel industry was managed in the country. and what we did was we gave them a few guidelines on the basic principals and values and business ethics that we believed we wanted ingrained in each one of them. and we put that in place and then left them alone to really be entrepreneurial and to think differently and to let them grow the business. So it really started right from the inception of our business.

The New Economy: You’ve been recognised for your work empowering women so why is female empowerment important and what have you achieved so far?

Mahes Amalean: In our business we employ fifty eight thousand people and after which almost ninety percent of those employed with us are women. So empowering women and adding value to them became an integral part of our work that we do. The program that we put in place is called women go beyond program and the program was designed so that they can be better leaders in the business and at the same time enhance their soft skills like motivation skills, like planning skills, and leadership skills. So we’ve done that and through that they have contributed enormously to the company and at the same time contributed significantly to their communities.

The New Economy: You’re also committed to environmental sustainability as soon in your Intimates Thurulie plant. tell us more.

Mahes Amalean: Our drive for sustainability which really started with being frugal with how we use either the environment or even funds for that matter develop the business was really enhanced by a program that one of our customers, Marks & Spencer, put in place. And in their program one of the activities was to set up an eco friendly carbon neutral manufacturing plant to produce intimate apparel. So together we established a plant which we call Thurulie, in Sri Lanka, which is the first new packingham lead certified intimate apparel manufacturing plant in the world.

The New Economy: and you also have a program to educate students about sustainability?

Mahes Amalean: The sustainability program that we took the students in the communities where our plants are held is called the eco go beyond programme and through that programme we have been able to impact almost seventeen thousand five hundred students in the last five years and this program is basically put in place in order to really impact the thinking and the behaviour and the actions of the youth of tomorrow. And getting them to understand the importance of sustainability and the importance of taking care of the environment as much as the importance of education and health.

The New Economy: How else do you support the communities that you work in?

Mahes Amalean: All our manufacturing is based in rural Sri Lanka and our manufacturing actually has been set up in such a way that we take work to the work force instead of bringing the workforce to work. And by doing that we have been able to ensure the social economic balance of the communities. When you go out and establish a plant in the community, you employ the youth of the community. Whilst the community really appreciates what you have done in creating employment in that area, you really become a citizen of that community when you do more than that. you contribute to some of the communities needs. Sometimes there are needs in the field of health, in upgrading schools, in upgrading community centres. So when you do all those things as you continue to develop and grow your business the community begin to see the value that you bring, not only to the youth but also to the rest of the community. And that’s when you become really invited to be a citizen of the community.

The New Economy: So finally tell us about the growth plans, your vision 2020 program and your corporate strategy over the next few years?

Mahes Amalean: Our thinking is that we would like to take our business international, and become a global company. And by 2020, actually double the size of our business. We are a billion dollar company right now, and we see ourselves growing to become a 2 billion dollar company. By doubling the core of our business, and also strengthening our portfolio businesses by adding agencies in the field of information technology and brands.

The New Economy: Mahesh, Thank you

Mahes Amalean: Well thank you very much, I really enjoyed this discussion, thank you

Pedro Malo on female empowerment | Belcorp | Video

Posted on by The New Economy

Belcorp is one of the largest direct sales companies in the world, with more than a million consultants selling their beauty products. The vast majority of these consultants are women, and the company has committed to empowering them through microfinance initiatives. Pedro Malo outlines Belcorp’s ethical business model and describes how the company is working to empower women throughout the world.

The New Economy: Tell me a bit about the beginnings of Belcorp, where you began and your reach today.

Pedro Malo: The history of this company is its fantastic and its a very inspiring company. It’s a family owned business that was started in 68 , here in mainland Peru, and through the years has been growing double digits and expanded to sixteen countries in latin america. Today we have approximately one million women working with us and benefiting from the direct selling business, throughout the whole latin america.

The New Economy: So what are your commitments to ethical business and social responsibility?

Pedro Malo: Well that is a central point on our strategy and in our agenda, not only in the coming years but that’s been how we have grown our business. The way we say it is that as long as the people that work with us in the direct selling business benefit and grows, we also grow. So in that sense we structure our business and our sustainability model making sure that we focus on empowering all the women and people that work with us and benefit from the direct selling business. We help them to be more self sustainable and having access to all education as well as financial products that we have. And we are also taking very seriously our environmental responsibility.

The New Economy: Tell us a little bit more about empowering these consultants.

Pedro Malo: Let me give you a little bit of background. The first thing that we created was the foundation where we focus on bringing education to women in the central regions of the company. Today the foundation is in several of the countries where we operate we would like to take it to all the countries however that is just one part of our commitment. The way we are seeing is that there is a clear synergy. The success of the consultancy to keep part of our business. The more successful they are, the more successful we are. And we have been growing and putting that in the cornerstone of our strategy. First of all we make sure that the product offering that they have to take to the clients is the best in the market. And it’s very competitive in all the relevant segment. Secondly is we work a lot on bringing the best training for them, so they are more capable of doing business and they can grow their business. And something else that we are working as well is bringing to them all their financial needs that they have and that they have financial access through our company that otherwise would not be possible for them. An example of that is the micro insurance program that we put together, where through working with us they can have insurance and protection for them and for their families. A product that otherwise they would not be able to do. So today they can go and work with assurance that they and their families are protected. another example is the micro credit program that we are putting together where they will have access to credit to grow their business. it’s not only about giving them access to the credit, it is also about giving them the education and the training to use the credit to really grow their business. That is fundamental to make them grow and succeed.

The New Economy: What advise would you give to a company that wants to emulate your ethical commitments?

Pedro Malo: I think the focus that all the companies that want to succeed in todays world, they need to focus on making sure that they have a clear corporate and social responsibility program that ties together. It’s fundamental to make sure that the business model has a clear benefit on the society and through bringing benefit to society, it helps to make the business model stronger. That’s the way we see it and that’s the way we’ve been working.

The New Economy: So finally, what’s Belcorp’s vision for the next ten years?

Pedro Malo: We have a very ambitious program in front of us. We want to be the number one company in direct sales beauty in Latin America. And to do that we want to keep growing our business in all the geographies where we compete. Today we have one million women benefitting and working with us in the direct sales program we want to take that to 3 million. That’s a very ambitious program and that is what we are focusing on.

The New Economy: Ambitious targets for the future. Pedro Malo, Thank you.

Pedro Malo: My Pleasure.

Bert Taube and Robert Brammer on big data | Versant Corporation

Posted on by The New Economy

Smart grids are a vital element of the future energy landscape. We hear a lot about the technology and infrastructure developments, but the big challenge for system operators is ‘big data’: how to make use of the information gathered. Bert Taube and Dr Robert Brammer discuss the different factors at play, and Versant Corporation‘s extensive experience in the power industry and excellent foundations for targeting advanced developments.

The New Economy: Robert, tell us why smart grids are so important.

Dr. Robert Brammer: Well the notion of a smart grid is an electric power grid with a much higher utilisation of advanced information technology to get more flexibility and effective use of electricity. So the two major advantages in this concept. One is that electric power will be delivered much more cost effectively that the current power grid. And the second is the environmental impact will be significantly reduced, far less carbon emissions, far less pollution caused by the use of fossil fuels as a result of greater efficiency.

The New Economy: Bert, tell us a little bit about Versant, your position in the market, and how you relate to big data?

Bert Taube: Versant has been in big data ever since it’s inception. About twenty five years ago the company started it’s success story. It has supplied big data solutions into different articles of power and energy that we’re talking about today. But also to related articles such as telecom, financial services, transportation. The articles where you can find network infrastructures, that is where the Versant technology works very well.

Dr. Robert Brammer: We are in a very competitive industry. So we constantly bench mark ourselves for competitive advantage and so we have designed our systems so that they perform at a very high level on much less expensive hardware than many of our competitors use. We also have a very efficient way of storing information so we can store the same volume of information in a much smaller storage array. So the advantage to the customer is our data is processed much more quickly and much less expensively than the competition.

The New Economy: So in terms of big data, can you give an example of a specific problem in the energy industry that smart grids will solve?

Dr. Robert Brammer: There are a couple of examples that I think are particularly important. One is with the operation of the grid itself, and a large system operator will need to keep track of the overall health and status of the power grid in any given region. So that means understanding the status of thousands of generators, hundreds of thousands of miles of transmittance lines, a number of substations that distribute the energy to the ultimate consumer. So with the introduction of smart grid technology there will be many more sensors placed out around the grid providing information to provide situational awareness or the status and health of the power grid. On the other hand, at the consumer level there are the introduction of smart meters and these measure the usage of electricity in the home and report back often in real time to the utilities so that they can monitor the usage and avoid periods of congestion or possibly the risk of a black out.

The New Economy: Any why are smart grids a big data challenge?

Bert Taube: They are because of a variety of reasons. The volume of data that we will have to face when we install syncophases in the grid would be terabytes and ultimately pedabytes of data. So we talk about large volumes. The variety of data is also essential because you have a number of different sensors in the grid, it’s not just the syncophases and even those already measure fifteen different types of units in milliseconds. Velocity, that means you have to process data fast. You have to acquire it fast, you have to process it fast. So that operators can actually take decisions in real time. On top of that you have validity. Validity means you have a certain shelf life of data, so in other words you do not want to store that data forever, necessarily. You want to keep it at it’s cost that it needs to have in order to perform to satisfaction. And Veracity really means that the accuracy of the data is to be accordingly, otherwise you will not get the final result that you would like to know. But at the same time it costs you money to get the accuracy, so you have to know what time window is right and at what cost you want to invest in order to make this all happen.

The New Economy: So what projects are you working on at the moment?

Bert Taube: Versant, as I pointed out before, has been in big data for a number of years. So there are a variety of technology solutions that can be provided. A good example is Versant’s newest JPA, the new version JPA is faster, it is standard spaced, it already has sevety-five percent of what you really need to do a big data management analytics solution. It is also capable of making midstream information model changes without downtime to utilities, which is really critical, because utilities cannot afford this. As you may have heard, Versant has joined the Electric Power Research institute, which runs the planets largest smart grid program in a collaborative manor. We have several projects that we are doing with them around inter operability. Another project that we’re doing with APRI is about white area situational awareness. So we are building content around managing and analysing data that are coming from syncophases. I would like to refer also to a number of energy power projects that Versant has actually done in the past. So it didn’t have to come to smart grids to talk about power and energy for Versant. So we had a number of projects with the french independent system operator, one of the largest in the world. It was about a day ahead forecasting, about simulating the steady state behaviour of the grid, and also about calculating metrics that tell you if the grid is safe. Another interesting project is around connectivity with a building automation provider called Echelon. Echelon deployed more than three hundred thousand solutions worldwide with Versant’s big data management which really creates the necessary network configuration model that these buildings need in order to have inter-operability and safe energy ultimately and operating costs.

Dr. Robert Brammer: I think what Bert has just talked about is really the basis for our business strategy for the smart grid. Because we’ve been engaged in different parts of the world. We’ve got different perspectives on how the current electric power industry operates and this gives us an excellent foundation in terms of targeting advanced developments going forward. So we’ve been with the power industry in the past, we’re operating with them today, and we’ll continue to grow with them in the future.

The New Economy: Bert Taub, Dr. Robert Brammer, Thank You

Dr. Robert Brammer: No thank you. We appreciate the opportunity.
Bert Taube: Thank you very much

Dr Khalid Klefeekh Al Hajri | Qatar Solar Technologies | Video

Posted on by The New Economy

Qatar has committed to generating 1.8 gigawatts of solar power by 2014, and meet 20 percent of its energy needs with solar in the future. Qatar Solar Technologies – a joint venture between Qatar Foundation (70 percent), SolarWorld AG (29 percent) and the Qatar Development Bank (1 percent) – will be central to achieving this. Chairman and CEO Dr Khalid Klefeekh Al Hajri discusses the development of QSTech’s polysilicon plant, and explains how important the company is to the Qatar National Vision.

The New Economy: How does Qatar solar technologies plan to meet this twenty percent challenge?

Dr Khalid Klefeekh Al Hajri: First of all let’s go back to why we created Qatar solar technologies. Qatar Solar technologies was created based on the Qatar national vision. Which involves by 2030 the diversification of solar technology. So it’s already been determined that Qatar Solar will be the main main company that will lead the development of the industry. So what do we fit? We fit in the centre.

The New Economy: And how important is solar energy to the Qatar national vision?

Dr Khalid Klefeekh Al Hajri: Well in fact solar energy is very important to all nations throughout the world. And Qatar is not different than any country. One of the things is just move the country from hydrocarbon base to a knowledge base. And by getting the solar industry as a source of energy will bring with it new technology, new research and development, a new opportunity for recruitment, a new opportunity for development and also will have positive impact on the climate change everybody’s complaining about. However, I have to highlight here: Qatar is producing the most hydrocarbon friendly to the environment. liquified natural gas, gas to liquid, all this kind of project, which is compared to other things less harm to the environment. In addition to that, they are going through this solar industry to make sure that any problem with the climate change is supported to overcome it, and also to make the life for the future generation better than the life you and I we are looking through.

The New Economy: Tell us about your polysilicone plant, how are things progressing?

Dr Khalid Klefeekh Al Hajri: First of all let me tell you about the size we have. We have one point two million square meters. That size when fully operational will be generating around six point five gigawatts. So in order to approach the best utilisation of the land, we planned our project on phases. So we say we’ll make the phase one, which is about eight thousand ton, that will give you around one point four gigawatt. The plant currently construction is going on, we started our construction, we completed more than two million man hours safely. The quality is aligned with what has been set for it. By the end of 2013 we will have started the plant. So let’s hope everything goes as planned, and I am so confident we will do it as we structured it.

The New Economy: Now to develop the plant you worked with some key German solar companies. Tell us about these partnerships.

Dr Khalid Klefeekh Al Hajri: Yeah, in reality we did it with too many of the stakeholders, some of them really have that direct impact on the organisation like SolarWorld, which is the leading integrated German company. They represent 20 percent of the equity of Qatar Solar Technology. Also the technology we’re using Seamans, the technology provider, is centre with them which is very leading technology profile. And the technology we are using is 85 percent of the technology worldwide are using that technology. However I have forgotten to mention that we will be reducing the commission of the plant by the end of 2013.

The New Economy: There are many interesting ongoing solar projects in Qatar. Tell us about your role in these and the development of them

Dr Khalid Klefeekh Al Hajri: I don’t think there are too many companies involved in the solar industry. We are, but they’re our customers. So we will be providing, we are the only company producing the solar materials for the panels in the future. and then the rest of them are utilising what we are producing. So, we have for example, Qatar Foundation, all their facilities – be that the Convention Centre, or Msheireb or other subsidiaries that belong to them – are using solar technology, therefore we would provide them with that.

In addition we have signed a lot of memorandum of understanding, with Qatar electricity and water companies, city and energy, and national food security. And maybe you heard that Qatar has already announced that 20 percent of the future will be utilising from the solar resource of technology. In addition we will have 1.8GW starting in 2014 and I think annually we will go for 1.5GW after that.

The New Economy: So what’s next for Qatar solar technologies as you look to the next 3, 4, 5 years?

Dr Khalid Klefeekh Al Hajri: I think it’s the future better than what we are today, better than the past because we are learning, we are going through the leaning curve, and we are still young and by that time we will be better than what we do with them today. And we will be meeting the demand the state is looking for. And we will make sure that their vision is a reality.

The New Economy:Dr. Al Hajri, Thank you

Dr Khalid Klefeekh Al Hajri: Thank you so much, Nick

Sabrina Schütz-Oberländer | Made in Carinthia | Video

Posted on by The New Economy

Despite a drop in forecast growth, Eastern Europe remains a key market, and businesses need to access it in a safe and sustainable way. Sabrina Schütz-Oberländer explains Carinthia’s advantage as a logistic hub “at the heart of New Europe,” and outlines Made in Carinthia’s mission to act as a centre of innovation in the region, attracting foreign investment with specialist services and incentives.

The New Economy: Carinthia is a gateway to both east and south east Europe. How would you describe this geographical advantage?

Sabrina Schütz-Oberländer: Our geographical advantage is really that we are in the heart of new Europe. we are near to the border of Italy and Slovenia, and we have also good connection to these countries and therefore we can offer companies a market of nine million inhabitants. Another advantage is that we are at a point of intersection of two important transport axis, the Baltic-Adriatic axis, and the Tauern axis, and in combination with the goods who are near axis to five Adriatic ports with who we are also in cooperation. We are the ideal logistic hub in this important area of the Adriatic.

The New Economy: Now tell us about Made in Carinthia, what’s your work philosophy?

Sabrina Schütz-Oberländer: Our philosophy is to be the innovation centre in this Adriatic region. Therefore during the last ten years Carinthia has invested a great deal in competence centre, in centre of excellence, also in the infrastructure of technology packs and also in education, especially in an ethical field. This combination is really an advantage to be an innovative region and to be attractive also for foreign direct investments.

The New Economy: Tell me more about these centres of excellence

Sabrina Schütz-Oberländer: We offer the centre of excellence in different industrial sectors. For example we offer a competence centre for photovoltaic and also for sensor technology and micro electronics. Then another centre of excellence in the field of wood and also in the field of ICT for information technology. And another centre is concentrated on automotive industry.

The New Economy: And what incentives do businesses and investment does Carinthia offer?

Sabrina Schütz-Oberländer: We offer incentives up to sixty percent for R and D. These are subsidies and other subsidies for innovative companies which invest in Carinthia up to twenty five percent and furthermore we offer subsidies for education and trainings up to twenty percent.

The New Economy: A recent success story for you is the Infinion intel mobile settlement. What’s the detail there and what role did you play?

Sabrina Schütz-Oberländer: Infinion, which has the headquarters in Villach sold his mobile solution to Intel, and this was in 2011. and intel decided to create a new centre of excellence in Carinthia in one of the technology parks. This was due to the qualified workforce and also to the opportunities of our subsidies in the R&D field up to sixty percent.

The New Economy: And finally, what services can Made in Carinthia offer to companies interested in expanding into the region?

Sabrina Schütz-Oberländer: It’s a cost free service. We look for the right location. We look for the right people, qualified people for the new company which established a business in Carinthia. We enter into contact with potential partners, with banks, with subsidies, institutions also, and with the government, local government, and other institutions which are necessary for establishing the business in Carinthia. We try to get all the permissions to open also a new production hall for example within eighty days and also afterwards we try to help the companies to enter in contact for example with companies in our area, with companies in the Adriatic region. and also with companies in the former Habsburg Empire, because we are also in good cooperation with companies in this area.

The New Economy: Sabrina Schütz-Oberländer, Thank you very much for your time

Sabrina Schütz-Oberländer: Thank you for the opportunity to present Carinthia to you.

Bastian Fischer on smart grids | Oracle Utilities | Video

Posted on by The New Economy

Smart grid technology is helping us build a more sustainable future; but how can we ensure smart grids fulfil their full potential? Bastian Fischer talks about the challenges that need to be overcome before smart grids are widely adopted, and sets out the three main findings of its Future of Energy report: correct technology, customer engagement, and a focus on policy.

The New Economy: What are the main challenges facing the wide spread adoption of smart grids?

Bastian Fischer: One of the main challenges is the massive increase in data volume. Up to nine hundred percent more data is generated and that needs to get analysed in order to provide the RI to utilities. The second point, our customers who lack engagement and have initial worries about security and privacy. The third point is a more pan-european alignment in energy policies in order to give the guarantee to utilities in the larger smart grid rollout.

The New Economy: Oracle utilities has produced a future of energy report which details the electricity issues and trends that will combine to make the smart grid and the low carbon economy a reality by 2015. So what are the highlights of that report?

Bastian Fischer: The oracle future of energy report focusses on three main stakeholders. First making sure the right technology, standards and nudge technologies are adopted by utilities to have fast results. The second point is to focus on customer awareness and customer adoption and the customer engagement. We have seen that in projects with the availability of a smart grid and the benefits customers can realise that recognition of customers is worth taking up. The third point is focussed on policies, and it demonstrates that nudge adjustments, in the policies, have helped in the rollout of smart grid and smart meter programs.

The New Economy: So talk us through the economics of smart grids. What are the key things that utilities should know?

Bastian Fischer: Smart grids and smart meters are focussed towards two main objectives. First, making the utility operation more efficient. Second, providing customers means of understanding their consumption and reducing ultimately their consumption. As it relates to the first point, making utility operation more efficient, the smart grid allows utility to manage the energy flow within their networks more efficiently, to increase the feed in of renewable and low carbon energy to a maximum, and thirdly to dispatch and deploy the internal resources in the network more efficiently. For customers smart meters and smart grid will give the visibility about the private consumption and will offer more choice to customers as it relates to wind and how much energy they choose to consume.

The New Economy: What do energy suppliers need to do to fully benefit from the smart grid revolution?

Bastian Fischer: Energy suppliers will receive for the first time, real time information about their customers. They will have an almost immediate and real time communication with their customers, which allows them to offer first new products, new services and have a much tighter loyality with their customers. That allows retailers not only to provide a commodity but added value services to their consumers. In order to achieve that suppliers need to understand customers patterns, customer behaviour, and the smart grid and smart meter infrastructure will provide that insight.

The New Economy: And over what time scale. Are we looking ahead decades or can energy suppliers start benefitting from the smart grids sooner?

Bastian Fischer: The rollout of smart meters and smart grid is a gradual evolution. We have seen in many projects that utilities are rolling out smart meters and smart grid technologies by a business case oriented approach. Meaning that the return on investment for utilities is best if it’s rolled out on purpose. We are talking about an timeline which expands over the next five to ten years to have the core technologies deployed. In order to have a full deployment that will take longer, but again the benefits can be achieved by a very targeted rollout first.

The New Economy: Now, for the most part, consumers still aren’t aware of smart grids. What do you think might win the argument at a customer level and what can energy suppliers do in order to better educate consumers?

Bastian Fischer: Often customers are not informed and educated about the new possibilities smart meters are offering. It is not only about consuming energy in the same way as before. It is about adopting new services and benefiting from those new services such as the integration of combined heat cycle generation, the integration of __5:09__, or the uptake of electric mobility. All of those new added value services are possible and can be managed with the availability of smart meters and smart grids.

The New Economy: So where does Oracle utilities fit into the picture? What benefits would utilities receive from using your smart grid and smart metering solutions?

Bastian Fischer: Oracle utilities is a technology provider. What’s important is a smart grid is not only about assets, it is assets plus information plus processes and Oracle utilities provides the intelligence within the infrastructure coming out of the datas provided by the infrastructure but also managing the processes in the rollout of smart meters, in the engagment with customers as well as managing their own resources in the most efficient way.

The New Economy: Bastian Fischer, Thank you very much

Bastian Fischer: You are welcome