James McClelland on smart metering | SAP Americas | Video

After 30 years in the marketplace, SAP Americas is the undisputed leader in providing solutions to the utilities sector.  James McClelland talks to The New Economy about SAP’s solution for advanced metering infrastructure and muses on the future of electric vehicles.

The New Economy: The Utilities market place is a dynamic and competitive environment, where would you say SAP is positioned within it?

James McClelland: SAP is the undisputed leader in providing utilities solutions to the utilities market place. We have been in this business for over 30 years, focused on developing solutions for utilities. We are leading with over 575 customers using our billings system world wide. This has been proven by analyst firms such as Gardener, IDC UtiliPoint ranking us at number 1 year, after year, after year. We are the leader in enterprise asset management systems. Over 1200 Utilities world wide are using our core ERP solutions to run their core business, and when you add in business analytics, that customer base raises to over 2200 customers world wide. And now with the introduction of our AMI Integration Solution for smart grids, we are seeing that number increase continuously.

The New Economy: SAP is a pioneer in the use of smart grids, but what is the focus of the Company’s research and work in this sector?

James McClelland: The smart grid takes on many different definitions to many different parties. The first thing we need to define is, what is a small grid and how big and how broad is a corporation going to try and attack that market place. No one vendor is going to be able to address all components of a smart grid. SAP has worked with our customers and leading meter providers to create and AMI solution to be able to speak to the smart meter, to be able to have bi-lateral communication to a meter to control a meter, turn a meter on, turn a meter, read it and send digital messages. Then the next is to be able to speak to intelligent assets on the grid so we can help the grid to be come self healing. So the focus areas will be on energy efficiency, to be able to conserve energy. Then next (‘key asset’ 02:01) will be on demand side management, to be able to manage demand and supply. Then finally, to be able to be able to adopt, to distribute it renewable type energy sources.

The New Economy: What are the challenges of the Smart Grid era for the Utility Companies?

James McClelland: Utilities are in for a huge challenge. First of all it is a huge cost for infrastructure and it needs to be able to roll and out replace a lot of these ageing assets, whether it is just the meter or actually the whole transmission grid, in a phased type strategy without jeopardising the current delivery mechanism of energy to their customer base. It will be a whole change to the way that they work with assets, a big change of operational technology now speaking with information technology, software talking to and from hardware. The second, is how they are going to be able to market this that is is actually going to make difference in their customer bases usage patterns. Just to put technology in place without marketing to your customers on how to make an improvement would be a house of cards.

The New Economy: As we enter a new era of energy provision, do you see technologies and industries evolving to the point where they effectively merge?

James McClelland: Absolutely. I think we are starting to see that today. Historically we used to have very defined barriers between industries. There were retail industries who ran their businesses the way they wanted to. Utility industries, we deliver power whether it be water, gas or electricity, and we collect money from our customers. But with the whole smart grid, we are seeing those barriers between industries breaking down, if they even exist at all. Telecommunications is now going to be central and pinnacle to the delivery of information, electronically from the meters and from the intelligent assets on the grids. If we look at manufacturing corporations, they are creating solar panels, windmills which are new sources of energy that are creating sources of power to address the new energy revolution. You can look at banking systems which are investing in these new areas. Public service systems are setting regulatory policies. Automotive manufacturers are creating electric vehicles that are now being storage devices for power and delivering back onto the grid. So these are all disparent industires that are now working together as conglomerates all around energy.

The New Economy: You have touched on the issue of electric vehicles, when do you see them reaching a tipping point in the market place?

James McClelland: Electric vehicles is a challenge right now because firstly there are the infrastructure changes. If you don’t have the infrastructure in place to be able to charge a vehicle up, it is not going to be as widely adopted. Secondly is the capacity of the battery charge, if you don’t have a battery that can hold a charge for much more than 2 or 3 kilometres how useful will that vehicle be? But as that infrastructure does come into place, I think you will start to see that adoption moving fairly quickly. In the US alone they are predicting by 2015 that there should be half a million electric vehicles on the road. At first I thought that was a bit aggressive, but the more I think that electric vehicles may be on a rental type property for short term leases second vehicles for families to be able to do short runs up to the grocery store or take the kids to school, I think that may now be a relatively conservative number. When we see what is happening in the Nordics, China and North America, these are going to be very aggressive growth areas. So we see the data now for 2014/ 2015 may be the wide adoption time period.

The New Economy: Looking ahead, what is SAP’s strategy in the Utilities market?

James McClelland: We are first focused on taking look to speak to the meter, to improve billing systems to be able to bill customers for these various time of use type models whether to it is for water, gas or electricity. But then the next key area is around demand side management, balancing the demand at any current need and production of energy. So that is one focus area. Electric vehicles as we spoke on, bringing mobility into place. How much is that mobile device going to be able to use the way that we control power and change the way that I use power in our house, and be able to consume better. As we see the market change, these are the 3 key pillars today. But if I am to crystal ball, 5 years is a long time away, but SAP will be there to be able to deliver the solutions for these customers.

Jorge Martins on solar power | Martifer Group | Video

Mr Martins talks about the development of new solar power technology, and the potential for microgeneration in future years.

The New Economy: Martifer is a big player in what some still se as quite a new sector, so what is the advantage of being such an established presence in the renewable energy market.

Jorge Martins: Renewable energy has been quite a sexy industry and has attracted a lot of new competitors over the last 5 years. When we decided to step into the business in 2003 it was not so sexy and we entered as a tower producer, that was the know how we brought from steal structures. But once you are one of the early movers in the industry you become well known and a lot of new business will start to come to you.

The New Economy: Which are the most promising growth markets for Martifer Group, the ones with the greatest potential?

Jorge Martins: We still believe that metallic construction has a lot of potential and we are getting big contracts. For instance in Morrocco we got a contract with Renault, in Germany we got the Austen Factory but we believe that in Brazil new geographies will allow us to grow. We believe solar has great potential to grow within the solar division.

The New Economy: How important is it that governments back the renewable energy sector with real incentives, not just promises?

Jorge Martins: When we have the price of a technology that is not something against oil and gas, we need some kind of incentive. For short term, for the next few years, I think it is very important to have a medium/large term of incentives to keep the industry. There are different ways to play these incentives, you can fit a tarrif or you give direct incentives to investors, or you have a mandatory corporation of renewal energy. That, I believe, can be the role for the future.

The New Economy: If you had to choose one particular area of energy renewal able energy that you think is the one with the best potential, what would it be?

Jorge Martins: I think after wind next, there will be solar. Comparing with what we have seen in the past with personal computers I imagine that each house will have a micro generation system based on solar or wind, but basically on solar.

The New Economy: When did you first begin to become really interested, really passionate, about renewable energy and it’s potential in business?

Jorge Martins: Our decision is from 2003, particularly in wind energy. Once you step into renewables you start to see a lot of opportunities and the pressure from Kiol to protocol made us believe that the future will be renewable. That is why we invest a lot and we are keeping our activities in renewables. In this particular moment we have more difficulties with financing. Our customers are finding it more difficult to finance their projects and it is the same for us. But we believe the future will come and will be in better shape. We have seen this scenario in 2004/2005 when the industry was gleaming and we have seen this over the last 3/4 years with how we achieved the 30 jigger in the wind.

The New Economy: Obviously you are taking a long term view?

Jorge Martins: Yes, in the long term, renewables will be there for sure. There is no doubt about that.

Terry Wang on solar energy | Trina Solar | Video

Terry Wang talks about the conflicts of the solar energy industry: managing costs while reacting quickly to technological developments, and balancing high product performance with longterm reliability.

The New Economy: Solar energy is a fast moving, fast growing sector so how important is it to have this programme of product development?

Terry Wang: Is it critical that this is a fast moving industry. It as been out there for a long time but just in recent years has it begun to boom. This is due to can increase in awareness of global warming, being environmentally friendly and renewable energy becoming an increasingly important source of energy. So as a fast passed industry, it is critical that we move and think fast, to be proactive and build the correct business models that we need to move forward.

The New Economy: Increasingly it is a more competitive market so in terms of the cost structure, how do you maintain an edge?

Terry Wang: The nature of the industry is to start with a high cost structure, because of the materials and technology processes involved which contribute high costs compared to renewables. But this is the area that gives a company like us the opportunity to continue to improve, to challenge ourselves to reduce the cost as much as we can. Solar system is not like a cell phone in that it is a commodity with a turn over of a few months or a year, it is a reliable system that should lost for a long time, by industry standards about 20 – 25 years. It requires high quality and high performance in the long term reliability of the product, so that the user or consumer§ can rely on the system to generate electricity for 20 – 25 years. This is why quality is the real issue.

The New Economy: So it quality not just the cost structure that matters in this industry?

Terry Wang: I think it is a combination of them both. Quality is the basis from which the industry can become more healthy and a company can be sustained in growing, as well as a base for the branding of a product. The cost is a critical factor for a company to survive and continue to be successful, because of the pressure on solar systems in pricing we may continue to see a downward trend in future years and who ever has a super cost structure, they will be the final winner.

The New Economy: So like elsewhere in the energy sector, you have to take a long term view?

Terry Wang: No we are the lowest cost panel manufacturer in the world in the sector. We have to lay out our strategy of how to maintain that advantage moving forward. Secondly we have to continue to make improvements in quality assurance and make sure our product is in line with our brand and to meet our increasing customer needs. Thirdly, moving forward we need to think about how we can add value to the customer, by providing a different solution across different product applications are areas that are going to be a challenge in the long term strategy.

The New Economy: Interestingly, as a company, Trina Solar seems to have an international outlook, not just in distribution and sales but, in the management team itself?

Terry Wang: Yes our management team are from all over the world, currently more than 16 countries. The solar sector and market is mostly in Europe and the US and China is growing as well, it is globalised. So we need a team that can face the different market requirements and the requirements from different customers in different regions. Also the multi- national culture will help us to aim for the global stage and to play a leading role on that stage.

Stefan Engelhart on smart grids | SAP Americas | Video

Stefan Engelhart talks about the challenges and opportunities represented by smart grids – an intelligent infrastructure designed to balance energy supply and demand.

The New Economy: SAP is very much concerned with delivering practical solutions to companies, so, in practical terms, what are the challenges of the smart grid era for utility companies?

Stefan Engelhart: I think there’s three areas we should mention here. So when utilities consider the implementation of smart meters and smart grids, they have three main challenges.

The first is that they need to adopt their business processes to smart meters, and that is a paradigm shift in itself. Because many business processes are changing dramatically, some in a disruptive matter: because they are now getting data from different sources, they can do things completely differently from the way they did them before.

The second point that should be considered, and which is a real challenge for utilities as well as software providers like us, is the management of the incredible amount of data that you have to cope with. If you imagine, our biggest customers have more than 30 million customers, and they intend to run when the smart grid is rolled out, 15 minute meter readings for each of their customers every day. So every 15 minutes a meter reading! You can imagine how big the data volume will become. So this is a big treasure of data you can use on the one hand; on the other hand, it needs to be managed somehow.

And the third challenge is a physical one, which is the roll-out of the smart meters. How do you do that practically? If you want to roll that out on a large scale, you need to plan accordingly. Normally it goes about a couple of years, because you try to do it in combination with your ongoing maintenance work. And that requires as well smart solutions to get that managed.

The New Economy: So how would you describe SAP’s approach to meeting these challenges?

Stefan Engelhart: The first and most important activity that we started was a development that we triggered three years ago. Together with pilot customers, we launched a very big project at SAP, that we called AMI Integration. And this project had the goal to define and specify the requirements that a smart grid has on software package like SAP, in order to get solution specifications from our customers that we then could include into our software.

So, this project is still going on. We had already two delivery gates where we shipped solutions. The first customers are already picking up and implementing this software in a smart grid environment.

Secondly, we have investigated as well into new solutions that are able to manage this large amount of data in order to rapidly get a lot of information out of this goldmine of data that is out there, in order to support the utilities with the best possible and qualified data that they need for their further planning.

And the third tool that we have developed that supports this roll-out of smart meters was dedicated support to plan the roll-out over a period of time, and secondly to roll-out as well the meters completely integrated in the already running back-end system. That is another investment that we have done, and these solutions are already available in the market.

The New Economy: Smart grids could revolutionise the delivery of electricity to consumers, so what are the essentials that we need to know about smart grids?

Stefan Engelhart: A smart grid is an intelligent infrastructure that has one purpose: that purpose is to balance optimally energy supply and energy demand.

A key element of smart grids is the technical infrastructure that consists of smart meters, so devices that are able to measure load intervals of individual customers and consumers on a very large granularity. And a second option is that these devices have the possibility to bi-directionally communicate and transfer information from the consumption side to the supply side, and vice-versa. That is a key element of the smart grid, in order to make it run optimally.

A second element that needs to be mentioned is the increased importance of decentralised power production. That is another key element that is important to optimise the smart grid as it is. It means to run production sites very decentrally – at the consumers for instance, or at small power producers, and to bring them intelligently into inter-operation in the whole grid, to optimise balance of supply ideally.

The New Economy: So how can smart grids benefit both utility companies and consumers?

Stefan Engelhart: Utility companies will profit very much from the possibility to measure individual consumption in a very detailed way – with a large granularity, as I said already – and to use the data for a lot of subsequent processes. One is of course an optimised forecasting, based on this large amount of data. Another one is the tailored definition of products for the end customers, for instance. And the third one is of course the optimal balancing of the portfolio, in order to make sure that you don’t need to run a lot of balancing energy, for instance, to optimise your network stability. This saves a lot of costs for utilities.

Consumers? Customers will profit as well dramatically from smart grids, because they have the possibility now to get very tailored energy products that take into consideration their individual consumption pattern, that as well allow them to share the risk of energy procurement with their retailer. Because for instance, they could sign in for a tariff that is interruptible, like peak industrial customers do today, or could be reduced in demand depending on the network balance.

These are things that could make energy products much more attractive and much more customer-specific.

The New Economy: Looking ahead, how do you see liberalised marketplaces changing as they adapt to smart-grid technology?

Stefan Engelhart: They’re changing in some areas disruptively. If you look to the market roles that utilities have in liberalised markets, the most affected role will probably be the retailer. The retailer has all the challenges of the smart grid, but as well all the changes that the smart grid will provide. First of all, they have this incredible amount of data they can use to optimise their customer portfolio; optimise their product portfolio for their particular customers.

Retailers will come up with new energy products, bundled products, where they for instance bundle energy services with other services such as burglar alarms or immobility tariffs that support the roaming of energy – for instance for electric vehicles. This is another interesting model that is currently being discussed.

So, we think that the retailer will be affected most from the smart grids. But there will be of course technical challenges for the distribution providers, but this plays on, I think, a different dimension. This is more driven by technical changes than adaptations.

The New Economy: So this is going to be a big business in future.

Stefan Engelhart: We really think so. We really think that smart grids will really disrupt the utility market, and will come up with a lot of new business requirements and business challenges for utilities. But we see many more chances than threats in this whole game.

Gordon McCauley on healthcare | Allon Therapeutics | Video

Gordon McCauley discusses the important quest for an effective drug combating neuro-degenerative diseases, and the successes developing their drug Davunetide.

The New Economy: How big, how important, is the question for a new drug that can treat neurodegenerative diseases like Alzheimer’s?

Gordon McCauley: You know, it’s a huge quest. First of all you have to understand, there are millions of patients around the world, suffering from Alzheimer’s and other debilitating or degenerative diseases. Probably the best way to understand that is to look at the existing market for Alzheimer’s drugs.

There are about $6bn of drugs sold today to treat Alzheimer’s disease, and all of those drugs have one common characteristic: they don’t do much.

So if you have a market of $6bn for drugs that are really not terribly effective, it gives you a sense of the scope of the human challenge behind that number. So there is absolutely a vital quest to find a truly disease-modifying therapy in Alzheimer’s disease; and of course we believe that Davunetide has the real potential to be that disease-modifying therapy.

The New Economy: Now Davunetide you’ve mentioned – the drug that Allon is developing – has shown a great deal of promise in trials so far.

Gordon McCauley: We’ve had very successful, both pre-clinical animal model trials, as well as human studies. If you look at the pre-clinical package, there’s a very significant body of data there. I think at this point it’s 35 different studies in 17 different models of Alzheimer’s cognition, memory, learning, and so on.

Some are done in our hands, some done in collaborators’ hands, some done in commercial laboratories, where we consistently see a read-out with this compound. So it’s very exciting in that respect.

It’s more exciting to look at the studies we’ve done in humans, where in our Alzheimer’s programme, we’ve seen a statistically significant improvement in memory function: working memory and short term memory. In our schizophrenia cognition programme, we’ve seen a statistically significant improvement in the functional capacity of those patients to live independently. So, can they manage their banking? Can they manage their transportation? Their medical appointments? And so on.

And also in that programme we saw a statistically significant improvement in an important brain imaging biomarker, so, a market of braincell function and integrity. So we’ve had some very encouraging data, and of course we’ll continue to follow that data as we go forward.

The New Economy: Well the principle in biotechnology is always ‘follow the data’, so where is the data on Davunetide leading you from here?

Gordon McCauley: Well absolutely, the mantra has to be follow the data. And I have to say, five or six years ago, when nobody really cared about what we were doing, we still followed the data then, because the early pre-clinical data we had at that time clearly demonstrated the potential for the compound. And we’ve consistently followed that data through time, and we’ve seen, as I say, encouraging pre-clinical data, encouraging human clinical data. We know the drug works in humans, we know that it works in a way that’s certainly relevant to Alzheimer’s disease and a variety of other dementias, so we’ll certainly continue to follow the data going forward.

The New Economy: There’s one particular area of disease which interest you in this, and that’s progressive supranuclear palsy, or PSP. What’s the potential there?

Gordon McCauley: Progressive supranuclear palsy is a debilitating disease today. These patients are typically 45-65 years old when they first get diagnosed, and this is an early-onset movement disorder and dementia.

What’s intriguing is that all of those patients have the so-called tau pathology as the underlying pathology of that disease. And that’s the pathology on which our drug appears to work. So, first of all, PSP is as close as you can come to a homogenous, or not-mixed-population, in dementias, as you can possibly find.

They also decline very rapidly. The average time from diagnosis to death is a little bit more than three years. In extreme cases of frontal-temporal dementia, of which PSP is one type, you see patients lose about 15 percent of their brain volume every year. There is no efficacious therapy whatsoever.

There is, however, a validated, well-understood rating scale, that measures clinically relevant outcomes. So at last if you put all of that together: you have a homogenous population that declines rapidly for which there is no efficacious therapy, and for which there is a well understood and validated rating scale? It meets all of the regulator’s criteria for what’s called single-study approval. So, we’re about to launch a pivotal study, the last study we believe we’ll need before we ask regulators to approve this drug, in progressive supranuclear palsy. And we’re very encouraged by it, because we think it’s a real glimmer of hope for these patients, and an opportunity to bring real disease-modifying therapy to those patients.

The New Economy: The path to drug approval can be long, demanding, expensive… so what partnerships are you making along the way?

Gordon McCauley: It is a long path; it is a demanding path. We’ve had the privilege of working with really some of the best people in the world. So in the Alzheimer’s example, we’ve had the privilege of working with Dr Paul Izen and his colleagues at the Alzheimer’s disease cooperative study, which is really the pre-eminent group in the world focused on Alzheimer’s disease.

Certainly the National Institute of Aging in the US, which funds the ADCS, has been very supportive of us as well. We’ve had the honour of receiving fairly substantive grant money from them. The TURNS Consortium, which is focused on drugs for cognitive impairment and schizophrenia, has been very supportive of us, as has the National Institute of Mental Health in the US, which supports the TURNS Consortium as well.

And presently we’re working very closely, first of all, with our founding scientist Professor Illana Gozes and her colleagues at Tel Aviv University, but also with the University of California San Francisco, Drs Bruce Miller and Adam Boxer, who are probably the leading voices in frontal temporal dementias and PSP specifically in the world.

The New Economy: Great progress so far, but you have to take the long-term view with drug development; what are the next steps for Allon Therapeutics?

Gordon McCauley: Well what you discover about the Allon team first of all is that we’re absolutely focused on execution. If you look at the promises we made to our shareholders over the course of the last five years, we’ve done pretty well exactly what we told our shareholders we were going to do. So going forward, the first priority without question is initiating this pivotal study in progressive supranuclear palsy, which we’ll do over the next short period of time.

There’s also a second generation product we’re developing that will focus exclusively on Alzheimer’s and schizophrenia. There are other products in our pipeline: an interesting one that we’ll look to bring into human testing in the next year or so that has shown quite interesting promise in chemotherapy induced neuropathy, or the pain associated with cancer treatment. And there appear to be opportunities to work on other compounds as well.

So there’s a lot to do, but again, our team is absolutely focused on executing and the lion’s share of our energy will go towards the pivotal study in progressive supranuclear palsy.