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8/8/2019 Detecon Opinion Paper When Giants Flex Their Muscles: Green Activities of Silicon Valley ICT Industry Leaders

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Opinion Paper

When Giants Flex Their Muscles

Green Activities of Silicon ValleyICT Industry Leaders

2010 / 10

We make ICT strategies work


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When Giants Flex Their Muscles Green Activities of Silicon Valley ICT Industry Leaders

Opinion Paper 2 Detecon International GmbH

Table of Contents

1 Executive Summary.............................................................................................42 Introduction..........................................................................................................6

2.1 Green ICT Just another Fashion? ............................................................62.2 Purpose of the Survey The Scale of Impact .............................................7

3 Perception How do you see? ...................................................................... 114 Approach How do you address?.................................................................175 Activities What do you do?..........................................................................24

5.1 External Facing Market...........................................................................245.2 Internal Facing In-House ........................................................................ 275.3 Financial ROI & TCO..............................................................................28

6 Conclusion The Green Hype Split .................................................................. 307 The Authors.......................................................................................................328 The Company....................................................................................................33


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Table of Figures

Figure 1: Take home messages of the green survey...............................................................4Figure 2: The 10 survey participants ........................................................................................7Figure 3: Energy-Efficiency & Sustainability groups of the companies ....................................8Figure 4: Building blocks of a carrier and its surrounding telco ecosystem..............................9Figure 5: Addressed topics within the survey...........................................................................9Figure 6: Cost savings dominate over environmental considerations ....................................11Figure 7: Cost savings are the prime driver of green ICT.......................................................12Figure 8: Even spread of hype & tangibility in the market yet as function of target group .....14Figure 9: No end-consumer will accept performance drawbacks for being green .................15Figure 10: Technology is the field where Green ICT will show the largest impact.................17 Figure 11: What are the prime green activity fields within the technology sector ..................19Figure 12: What are the prime green activity fields within the business sector......................21 Figure 13: To start with internal green changes is the preferred approach............................23 Figure 14: Market-facing activities of the interviewed companies..........................................24Figure 15: Responsibilities to push green implementations (along the supply chain)............25

Figure 16: All have expectation for HW manufacturers..........................................................25Figure 17: 90% confirm the purchasing power of large enterprises.......................................25Figure 18: Activities of the interviewed companies facing in-house .......................................27Figure 20: The hype cycle splits into 2 curves with both having different recovery times......30

Color Code:

Take Home Message Citation from company


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1 Executive Summary

Carriers around the world are looking for new opportunities to reduce internal costs, growrevenue through new services and smart solutions, and to create a positive brand image in

the hope that this results in promoting stickiness and lowering churn and at the same time

ensures compliance with regulations, satisfies stakeholders expectations, and avoids

bringing the company into the line of public fire. Green Information & Communication

Technology (ICT) everything around sustainability and energy-efficiency in the

telecommunications space has the potential to address all the above angles; if it is done

right.

At the moment it is (still) challenging to clearly distinguish between hype and reality in this

field. Therefore it is crucial to initiate the right steps and in the right order as the market is still

in its infancy, seeking new (or alternative) business models and best practice approaches.

Waiting is not an option because otherwise conflicts with upcoming regulations are

guaranteed.

The content of this publication is a reflection on the answers given to a survey by selected

ICT companies. It delivers first-hand insights as to what suppliers, vendors, and partners of

carriers have on their green mind. The survey addressed various fields (perception,

approach, activities) of the Green ICT sector and the answers are used to identify green

patterns and trends. Carriers should consider them for the development of their own green

strategies and approaches. When it comes to environmental-friendly actions, imitation is

highly welcome as it serves the greater good.

The sketch (Figure 1) illustrates the key take home messages and attitudes stemming fromthe Valley. They are discussed in detail in this publication.

Subtitle

Walk the

Talk

Cost

Savings

Rules

Technology

is theEnabler

Start with

In-House

Greening

Enable Fast

Market

Penetration

Stick to public

promises. Ideal:

Under-promise/

over-deliver.

Prime

Activity

Fields

NoPremium

Fee for

Green

BeObjective

Imitation is

OK

Carrier

No Island

Activities

Independent and 3rd

party vendor-vendor

assessment is

indispensable toobjectively separate

hype from reality.

Despite

governmentalpressure and

environmental

expectations,

saving costs is

the main driver ofgreen.

Embrace green

knowledge sharing

along the supply

chain and other

carriers.

Innovation, Supply Chain,

Cost Calculations, DCOptimization, Energy-

Efficient Hardware,

Software Energy

Management.

Green is still partlymistrusted. Majority of

consumers are not willing to

pay a premium to be green.

Dont try to create positive

public awareness if it is still

messy behind the curtain. It

is essential to put ones ownhouse in order first.

Savings could be used for green

product discount end consumer

campaigns or to accept initial

premium fees from manufacturers

to support cost-intensive R&D.

Create green synergies by establishing partnerships and alliances.

New green business & services are enabled by technology, not the other way around.

Figure 1: Take home messages of the green survey


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The outcome of this survey will for sure not provide the solution for the theory of everything.

However, size indeed matters in this case and the impact scales directly with it. The

participants have double-digit telco market shares within their fields of core business.1

When

put together those companies essentially have a grip on 40% to 90% of the global telcomarket. They are the main hardware, software, service and solution providers to the majority

of carriers around the world; they are the giants within their fields. Whatever green path

these players choose to walk will be the trail others shall follow. Carriers should therefore

pay close attention.

1 Disclaimer: All logos shown within this document are registered trademarks of the respective companies in the

U.S. and other countries. Logos are the property of their respective owners. The use of logos in this documentdoes not imply a partnership relationship between Detecon International (including its affiliated and subsidiarycompanies) and any other company shown in this document.This publication is derived from sources believed to be accurate and reliable, but neither its accuracy norcompleteness is guaranteed. The material and information in this publication are provided "as is" and withoutwarranties of any kind, either expressed or implied. Any opinions and views in this publication reflect the current judgment of the authors and may change without notice. It is each reader's responsibility to evaluate theaccuracy, completeness and usefulness of any opinions, advice, services or other information provided in thispublication.The information and opinions contained in this publication constitutes neither a solicitation, nor arecommendation, nor an offer to buy or sell investment instruments or other services, or to engage in any otherkind of transaction. The information described in this publication is not directed to persons in any jurisdiction

where the provision of such information would run counter to local laws and regulation. Detecon International andits related, affiliated and subsidiary companies disclaim all warranties, expressed or implied, including, but notlimited to, implied warranties of merchantability and fitness for a particular purpose.


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2 Introduction

A core attribute of something being en vogue is that it tends to come and go. When attimes trendy products, services and attitudes get into the minds and imaginations of

consumers, they get onto the rollercoaster and run through the product life cycle until they

reach their natural end. For the last 2 years green appeared to be on a similar ride.

Is being green just a fashion? Another wave that will roll up to the beach, break a few

small sand-castles and then recede quietly? Or will it last longer and show tangible

sustainability? Trends often fall in the former category a wave that is quickly rising and

then falling again.

2.1 Green ICT Just another Fashion?

2009 was when Green entered the collective imagination of consumers and governments.

It was a record year for green investments2. Every day brought new announcements, new

promises and new ideas. Discussions on greenhouse emissions and green technologies

were collectively spurred by nervous investors looking for the next stock market darling to

arrive, governments interested in new opportunities for job creation and consumers

interested in reducing their environmental footprint. In the year 2009 everyone was suddenly

involved and interested in both sides green bucks and green trees.

This compelling mixture of demands and expectations triggered the urgency on part of

businesses to act. For one, it became clear that reducing expenses was crucial and couldpotentially be the difference between bankruptcy and survival. In addition it started to

become clear that the public had generally accepted the idea of man-made global warming

and that companies would need to be viewed as green in order to be considered socially

acceptable (much like changes in public perception of pollution control, labor policies and

equal opportunities for women in the decades past). As a logical consequence, the public

and the government began drawing their attention to big industry players by judging and

observing their initiatives to drive a better (greener) future. Expectations and pressure from

and on the industry were put on a fast-track and (unfortunately) green was pulled into the

marketing machinery. The term green got exploited, deformed and abused to the very

limits. Suddenly everyone and everything was green, just in different shades.

Over the course of 2010 it has become rather quiet around the green bubble. Or so it seems.In reality, activities have actually moved on to a different (higher) level. A lot simply has been

pushed out of the public radar and is taking place in-house. It is the result of lessons that

many companies had to learn in a rather painful way. Fingers were burned by having pushed

green marketing campaigns a bit too far. Due to misconception, over-hype, big promises

and small results, the term green is still viewed with suspicion by many consumers and

regulatory agencies. Companies have now realized that it is better to under-promise, then

over-deliver and do so without too much publicity.

2Green Transition Scoreboard: Findings on Investments since 2007, July 2010


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The above history is what makes Green

different. It is touching the very fundamentals of

consumer attitudes and wallets. Albeit being en

vogue at the moment, green is not just anotherwave. It is a necessity, not a luxury. It is neither

a product nor a service (although it will contain

both). Green is here to stay.

2.2 Purpose of the Survey The Scale of Impact

The purpose of this publication is to separate the reality from the hype in terms of green

activities. It aims to understand how leading players from Silicon Valley are dealing with and

working on energy efficiency and sustainability.

The survey is custom-tailored for the telecommunications industry and in particular for

carriers. The questions asked are addressing various fields of the Green ICT sector. The

survey identifies patterns and trends amongst the participants. These are useful for carriers

to consider for the development of their own green endeavors and optimizations as well as

for Corporate Social Responsibility strategy.

The survey has been conducted with only a few companies (in total 10, see Figure 2). Yet

these participants all have global market shares in the double-digit range within their fields of

core business. When put together they control 40% to 90% of the market. They are the

main hardware, software, service and solution providers to the majority of carriers around the

world. These companies are the giants within their fields. Size indeed matters and the impactscales directly with it.

Figure 2: The 10 survey participants

With its ability to drive down costs

in favor of the environmentGreen is for carriers a necessity,

not a luxury.


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Every individual can no doubt contribute to a sustainable future. However, if action points for

solutions and changes have to be put onto a fast track, then the scale of impact matters. As

mentioned before, this naturally draws the attention to the large industry players rather than

end-consumers. A single move of a large enterprise may be of equal impact as to havingnumerous end-consumers decide, act and move simultaneously. Consider the following

hypothetical scenario: A software update designed to increase the efficiency of power

consumption, is remotely pushed onto end-consumer laptops and PCs. About 1.5 billion

PCs are worldwide in use3. Assuming that just 30% of these are configured to accept

automatic updates, the effect of such an automated remote push would be the equivalent of

a scenario where 500 million end-consumers proactively search the Internet for energy-

saving tools, install and then start using such a tool all in the same night. Which scenario is

more likely?

As for the interviews themselves, they were all conducted with VPs, Directors and Principles

of these companies. Their titles might differ as might the names of their groups (Figure 3).

Regardless, all of the interviewees were directly involved with energy efficiency &sustainability related topics within their respective companies. For a topic such as Green ICT

which is still in its burgeoning state and suffers from a lack of best practices & maturity,

talking to specialized group/division heads is important in order to gather both vision and

detail.

GreenBusiness

Operations

& Strategy

Climate

&Energy

Strategy

Environmental

SustainabilityGroup

Eco-

EnvironmentalEngineering

Energy&

Environment

Group

Energy

EfficiencyGroup

EnergyEfficient

Solutions

Power

Strategies &

SustainableTechnologies

CorporateSustainability

Group

Green

Business &TechnologyDevelopment

Figure 3: Energy-Efficiency & Sustainability groups of the companies

Participants were chosen to avoid developing a tunnel view, e.g. only focusing on the top

10 network component manufacturers (or any other sector). From a carriers perspective this

would only be a slice of the ecosystem surrounding it. A carrier can be seen as multi-layered

structure. Each of these layers serves a specific purpose and is being provided or supported

by specific industry sectors.4 The goal of the survey is to cover as many relevant layers as

possible and to gain insights along their own supply chain (Figure 4).

3 George Shiffler, Gartner Research: PC Installed Base, Worldwide, April 2008

4 We neglect for a moment that there is a trend in the telco industry to either expand vertically or to acquire

companies to enter new business fields (inorganic growth). The figure above should be seen as traditional. Inreality, the individual pieces of the puzzle would not have sharp boundaries and rather show a strong overlap.However, results of the survey remain unimpaired.


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Services

Software

Hardware

Access

Aggregation

Core Customers

Carrier Building Blocks

Enterprise Solution

Providers

Network Hardware

ManufacturersInternet Service

Providers

End-User Device

Manufacturers

Telco Ecosystem

Figure 4: Building blocks of a carrier and its surrounding telco ecosystem

Within this report the interviewees responses have been sorted to fit areas of Green ICT

which are relevant to (Figure 5):

Perception & Definition

Approaches

Impacts on business & technology

Internal activities (in-house)

External activities (market-facing)

Financial impacts

Technology &Business impacts

of Green ICT?

Approach to Green ICT?

Internal & External Greenactivities?

Financial impactsof Green ICT?

Perception of Green ICT?

Survey Technology &Business impacts

of Green ICT?

Approach to Green ICT?

Internal & External Greenactivities?

Financial impactsof Green ICT?

Perception of Green ICT?

Survey

Figure 5: Addressed topics within the survey

The survey is custom-tailored for the

telecommunications industry, inparticular for carriers.


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Of particular interest are the approaches. As discussed in detail in a previous publication5,

carriers are facing pressure from several directions. They must hit the sweet spot in order

to serve the green expectations of different players such as regulatory agencies,

customers, shareholders, and competitors. At the same time the green endeavor should notruin the company. It is about finding the right balance, especially when it comes to the

timelines of in-house versus external activities.

The reader should note that activities and initiatives around Green are still in transition.

They are shifting from an optimization-driven approach of IT systems & hardware such as

datacenters, facilities, computers, and network systems (aka Green ICT 1.0) to beyond the

walls of the company. The so-called Green ICT 2.0 is aiming for a birds-eye view

perspective, going for the holistic picture with all its collateral impacts. Prime attention is

therefore being drawn to, for instance, carbon management, embodied energy, green cities,

smart homes, and green supply chain management.

5

Dr. E. Dulkeith; R. Mukherjee (Detecon): OpEx and CO2 Killing Two Birds with One Green Stone. StrategicConsiderations for incorporating Sustainability & Energy Efficiency in Access Networks, April 2010

The participants of the green survey are the giants within the telecommunications

industry. Their responses and the deducted patterns & trends are to be considered by

carriers for the development of their own green endeavors and optimizations.


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3 Perception How do you see?

How an enterprise or individual perceives green has a large impact on their expectations,behavior, priorities, roadmaps, initiatives, etc. In the framework of this survey the term

perception is used as an umbrella term covering awareness, perspective, definition,

attitude, opinion, and conception. It determines how reality is seen and approached.

When asked about their definition of Green ICT, most players answered that neither purely

economical nor ecological definitions apply and that it was a blend of both.

100% of the companies see Green

defined as a blend of both green

bucks and green trees (Figure 6).

The majority agrees (70%) that

although the environment is, without a

doubt, very important, the financial

health survival of the company is of

higher relevance and greater priority.

10

00

Economical Ecological Both

30%

70%

Economical more important

Ecological more important

Figure 6: Cost savings dominate over environmental considerations

In fact it is almost impossible to clearly

separate economical & ecological

benefits. They are just too interde-

pendent.

Nowadays,short-term ROI are prime directive as capital has become very

important and budget spending has been shortened. The global economic situation

has shifted priorities from environment comes first to reducing costs comes first. ROI

has reached new levels of importance. Just recently, green was mainly correlated to

power savings via AC, UPS and regulator improvements. The timeline was less urgent.

Main focus is on economical aspects as

they are easier to scope (OPEX). From

certain angles there is no clear borderline. How

to measure costs of environmental damage?

How to accurately measure costs of sick

employees as a result of environmental

pollution?

From a business perspective economicalaspects will always be of greater relevance.

They directly impact state & health of a

company


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Moreover, the economic/ecological cost-benefit ratio

strongly varies with what one looks at. There is no

general rule applicable to all. For instance, the amount of

efforts and investments as well as the ROI forrestructuring a datacenter or to introduce paper cups are

not at all comparable. It is a case-by-case assessment

and decision. The ideal situation is always to kill two

birds with one green stone.

When asked about the relative importance of different drivers for Green ICT most players

answered that cost savings dominate. 8 out of 10 companies stated that reducing costs is

the most important driver for green (Driver 1 in Figure 7)6. This is in agreement with the

previous question. However, adding potential governmental regulations as an additional

consideration permits more insight into the drivers for the individual companies in light of

their core businesses.

Those companies within the driver 1 pillar

which have not ranked cost as the prime

driver are either pursuing to become

leaders in the new green niche market

(Environment is prime driver) or

potentially exhibit stronger cultural &

geographical European heritages which

could be the reason for a per se stronger

emphasis on environmental aspects.

Europe is known to have always drawn

its focus more on sustainability than costsavings

7.

The second most important drivers (2)are equally environmental friendlinessand legal compliance as both received50% of votes each

8. Given the back-

ground of the companies interviewed(Figure 4) this distribution is reasonable.Those with core business aroundhardware manufacturing are mostlyconcerned by upcoming regulations and,accordingly, have primarily placed legalcompliance as the second mostimportant driver (2).

Figure 7: Cost savings are the prime driver of green ICT

6As will be seen later this implies that green in-house initiatives for cost-saving should come first (= reducingOpex) because any tapping into the external product line in general requires first, significant R&D investments(= increased expenses) and, second, is time consuming.

7 REN21 Renewable Energy Policy Network for the 21st Century: Global Trends in Green Energy in 2009 and

Global Status Report 2010, July 2010

8Each interviewee (10 in total) was allowed to provide one complete set of ranks (First, Second, Third). Hence, the

total yields 300% as shown in Figure Figure 7).

Green (ICT)

=Green (Trees + Bucks)

Cost Savings

Environmentally Friendly

Legal Compliance

Driver 1 Driver 2 Driver 3

80%

50%

20%

40%

50%

40%

10%

10%

0%


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The concern (and consequently the ranking) is justified as hardware is a measurable box

with detailed technical specifications. A piece of hardware can easily be put to a pass/fail

test, its carbon emissions can be easily determined and calculated and it can be subjected

to enforced boundary conditions for energy-efficiency

9

.

On the other hand there are significant

challenges in determining the

environmental impact of software or webservices. Similar to the hardware

manufacturers and in accordance with

their core business, all soft companies

have chosen environmental friendliness

to be at second position.

The third most important driver (3) is

again equally split between environ-

mental friendliness and compliance with

40% of votes each. The reader shall

note that a clear difference between

driver 2 and driver 3 cannot be

concluded. Given the small sample

number of interviewees (10, yet with

substantial power of impact, see

Chapter 2.2) the results of 40% and

50% are too similar.

9One example is the ISO 50001 (International Standards Organization) which is planned to be published in about

a year from now (ISO 50001 on Energy Management Systems: Approved as Draft International Standard,http://www.ansi.org/news_publications, June 2010). The US Department of Energy has been one of the primary

motivators. In light of the current popularity (and true need) for energy efficiency the development of 50001 wasshortened to 3 years (instead of regular 5 years). 50001 will become the new standard for energy management. Itwill be issued to complement ISO 9001 (quality management) and ISO 14001 (environmental management).

From a vendor perspective our goal is tomaintain leadership in green technologies.

It is less a question of complying with upcoming regulations but ratherparticipatingin

creating the right set of smart regulations. We actively shape & participate in defining

US & International governmental regulations.

Prime directive isto comply with

governmental regulations, international

standards, and in best case scenario to

exceed them significantly.

Environmental considerations are position 3

as they arevery hard to quantify.

Cost savings is the carrot, compliance

with regulations is most often rather the

stick. Low-hanging fruits such as

approaches that enjoy greater chances of

approval within a company are always driven

by short ROI and good cost-savings

While some countries are leading & driving environmental friendly considerations forICT (e.g. Australia, UK, US, Germany) in far more countries new regulations are

emerging. From this point of view, being compliant with emerging regulations has

higher priority than being green.


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It can be concluded however that cost savings is clearly perceived as the major driver while

compliance with regulations and acting in a sustainable and environmentally friendly manner

both share the second place.

When asked as to how they perceive the market in terms of hype versus tangible benefits of

Green ICT the replies were rather evenly distributed between equal, more hype, and

more tangible with 40%, 30%, and 30% of the votes respectively (Figure 8).

This spread should not hide the fact that all participants agree that a green hype factor exists

in ICT and this factor is significantly greater than in other industry sectors. As the last two

years have shown, the market has been green-washed and numerous companies have tried

to exaggerate their position when trying to paint themselves in various shades of green.

However, the trend is slowly shifting from equal towards more tangible.

Also, during the conversations with the

interviewees it was mentioned that hype triggers

confusion. The current situation where no

standards, benchmarks, and references are

readily available to establish the basis for an

objective assessment and comparison makes it

challenging to demonstrate green tangibility.

Figure 8: Even spread of hype & tangibility in

the market yet as function of target group

This confusion sometimes causes sales and

marketing to make (almost) arbitrary green

statements, smearing out the different shades of

green, because they did not know any better

(and partly getting away with it).

When setting green priorities carriers should assess the scope & nature of their assets.

Even though cost savings are prime directive the degree of regulatory impact can vary

significantly. VNOs and ISPs with only moderate hardware assets can be less

concerned about legal compliance whereas local incumbents should be alerted.

Vendors often offer hype;

technology companiesare in

general more tangible and"down-

to-earth"because their claims for

energy-efficiency aremeasurable.

Clearly, the market is confused. There is

lots of green washing and also not all green

comparisons are actually fair. What is

missing is a3rd party objective

evaluation.

30%Equal

40%

More tangible

30%

More hype


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Another point worth emphasizing is that several companies responded to the hype question

by breaking it into different target groups. In consensus, more hype is seen in conjunction

with end-consumers while the business space is associated with more tangible benefits.

When asked about their opinion on how the customer/end-consumer perceives Green and

whether a positive perception by the end consumer may show positive impacts on revenue,

most players replied in the negative.

Most interviewees felt that consumers are not willing to accept reduced performance (saving

energy) in order to contribute to an environmental friendly behavior (0%, Figure 9). 90% of

all companies agree upon that the consumer looks at the carrier and expects green new

products without any sacrifices in performance at all. As will be discussed later, the end-

consumers are seen as the second strongest group to push green changes (Figure 15).

Sensitized & expects green ecologicaladvances

Willing to accept performancedrawbacks for being green


Not willing to accept performancedrawbacks for being green

Frustrated & confused by exaggerated

green-washing attempts throughout allmarket segments

Ignoring green aspects aspurchase criteria as he/she cannotdistinguish between hype and reality


Willing to accept performancedrawbacks for being green


Not willing to accept performancedrawbacks for being green

Frustrated & confused by exaggerated

green-washing attempts throughout allmarket segments

Ignoring green aspects aspurchase criteria as he/she cannotdistinguish between hype and reality

2

9

0

Figure 9: No end-consumer will accept performance drawbacks for being green

The green market still suffers from a lack of

tangibility. Facts and hard numbers are the only

way to objectively distinguish between hype and

reality. Although slowly emerging, there are no

global standards, benchmarks and references yet

to create an objective assessment andcomparison. This is still up to the company.

Lots of clients for services and

business solutions are clearly

aware of the necessity of

efficiency benefits yet it is not

clear and still challenging to

determine how large the greenbenefits are. This is the biggest

challenge: How to measure it?

From a technological perspective one should always perform adirect side-by-side

vendor comparison of products. This helps to better identify real tangible benefits.


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20% see the situation as being even

worse. Consumers have identified false

sales messages and have become

skeptical. Yet they cannot distinguishbetween hype and reality, and hence,

will not implement green aspects into

their purchase criteria at all10

.

In general, green is not seen as a feature where consumers are willing to pay a significant

premium fee. The private end-consumer does not and cannot think in ROI terms, and hence

exhibit only limited willingness to pay a premium for the moment (if at all and even then only

a minor one). This is very different for companies. Considerations of special agreements

along the supply chain could be taken into consideration and could potentially be used tocompensate & balance each other e.g. costs for R&D in product advances from the

manufacturers side against OPEX reductions in the carrier network. This should be

communicated to manufacturers and carriers.

10The reason for having a total of 110% in Figure 9 is the result of one company differentiating its answers bygeographical region stating that customers in Asia are leading edge with communication technology, hence, havehigh standards and do not accept any performance drawback at all (answer not willing).

On the other hand, other regions may never have really cared (answer ignorant) simply because the majority ofenergy has always been green, for instance from wind, water, solar, and geothermal sources. From anenvironmental perspective any high power consumption has never really been an issue.

An example ofsaturatedcustomers has

been the Apple commercials about green

laptops. Sales went down. Apple returnedto the original campaign communicating

high-end products to an exclusive group

Silicon Valley players feel that end-consumers will not accept any premium-fee or

performance drop for the sake of being green. Carriers have to bear this in mind.

100% of companies agree that end-consumer have the final word. They decide if a

green product & service will shine or flop.


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4 Approach How do you address?

The perception of a company on market and target groups is essential. But equallyimportant is the approach adopted to address the situation. This chapter deals with

questions around the green approaches of the Silicon Valley players.

When asked about which business segment will Green ICT have a larger impact on more

than twice as many companies (70% versus 30%) responded that it will be the technology

that drives Green ICT.

It means that the majority of interviewees see

new technologies as being the enabler for

new services and only then impacting

business. As an example, while a business

concept & case for teleportation might be

available, without technology to realize this

idea, it will never have any impact. It should

be noted that the answers shown in Figure

Figure 10 show no correlation to the core

business of the companies. The responses

from soft and hard companies are equally

distributed throughout the 100%.

Figure 10: Technology is the field where

Green ICT will show the largest impact

Technology

Business

70%

30%

New business

approaches/

solutions must be

enabled by

technologyfirst;

hence, the impact

commences in

technology

Technology enables new

business and services. The

larger impact, at least for the

years to come, will be in the

technology sector.

Technologyis the

enabling/driving

innovation force for

new services and

with this carries a

large impacton

Green ICT


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When asked to name specific sectors within the technology segment where green activities

are expected to make an impact again three answers dominated the responses11

:

Energy Management on Software Level with 7 out of 10. Energy efficienthardware is only effective as long as it is being intelligently managed. This is

not essential for a single box, but for a nationwide (or global) carrier network

intelligent management via smart software that orchestrates all components in

a harmonic way is a key vision for any telecommunications operator. This is not

only true for carriers but also true for any company with large numbers of

employees (which implies at least an extensive internal network and many

desktops and laptops).

Data Center Optimization with 6 out of 10. As DCs are not exclusive to

carriers the optimization is seen as a key activity field. It should be noted

though that here there is a fundamental difference to carriers. While the

majority of participants certainly have their own data centers to manage,operate, and maintain, none of them owns a nationwide telecommunications

network. As explained in a recent Detecon publication12

, it is the network itself

(combined hardware and software in the access, aggregation, and core) that is

the main contributor to a carriers energy bill.

Energy-Efficient Hardware with 5 out of 10. Advancements in hardware are

the fundamental ingredients for any sustainability & energy-efficiency

approach. Having the same hardware offering the same performance and

yet consuming only a fraction of the power the previous model consumed is the

perennial goal. Without improved power consumption at the hardware level,

intelligent software can barely make a difference without impairing the

performance. One clear path the industry is walking and intensively pushing isthe development of silicon photonics

13and next-generation multi-core

processors14

.

11R&D was not added as an option. Any advancement in technology commences with R&D, hence, it is taken forgranted to be an essential part of most technology activities. For instance, without R&D neither advancedtechnology can be designed nor software developed. However, several companies still commented RD andmentioned that R&D is a key ingredient and activity field within technology.

12Dr. E. Dulkeith; R. Mukherjee (Detecon): OpEx and CO2 Killing Two Birds with One Green Stone. StrategicConsiderations for incorporating Sustainability & Energy Efficiency in Access Networks, April 2010

13Dr. E. Dulkeith; Dr. K. Grunert; S. van-der Merwe (Detecon): Photonic Packet Switching and the Evolution ofOptical Networks, November 2008

14Dr. E. Dulkeith; Dr. Dominik Schmidt (Detecon/Intel): Convergence on a Chip: Potential Opportunities for TelcoIndustry, August 2007


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50%

20%

10%

Data Center

Optimization

Energy Efficient

Hardware

60%

Sustainability

Certificates

Recyclable

Materials

30%

20%

Network

Storage

Systems

Energy

Management on

Software Level

70%

Carrier Networks

Energy Audit

20%

Operational

Strategies

Substitution Products

& Services

10%

Alternative Energy

Sources

10%

In general, the aim isto stay at the leading

edge ofenvironmental friendlycompliance standards

& sustainabilitycertificates. One has

to gobeyond theEnergy-Star.

Figure 11: What are the prime green activity fields within the technology sector

Figure 11 shows that more than 60% of all responses (on average) regarding key activity

fields in technology are assigned to the above three categories15

. At the low end of the

ranking, alternative energy, carrier network energy audits and substitution products can be

found (all 10%). A few further notes/comments are given for clarification:

Alternative Energy: 10% of all

companies actively checked

alternative energy. However, 30%

are commenting in addition on this

topic. It is common sense that such

approaches will have major impact,

yet are still in an early stage.

Furthermore, they require large

investments and are therefore not

seen as key activity fields of today.

Also, most likely this is more seen

as the responsibility of energy

providers to come up with solutions.

15

Similar to previous questions, each participant was allowed to give 3 answers. This yields a total of 3x10responses which was set equal to 300% as a total. This means that the sum of, for instance, DC (60%),Hardware (50%) and Software (70%) equals 180%/300% = 60% of all answers.

Another emerging activity isdynamic

pricing of energy; the purchase is

similar to the stock market. The better you

know your systems and can predict power

peaks, the easier it will become to go for

cheap power shopping.

In the long run the implementation of

alternative energy sourceswill have a

strong impact yet they are currently in a

too early stageto be a key activity fieldof today.


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Network Energy Audits: Auditing the network of

carriers, conducting gap analysis and providing vendor

efficiency-matrix is ranked low (10%). Similar to thedata centers argument, none of the participants are

carriers; hence none own extended network

infrastructures. The participants are positioned along

the supply chain of carriers. Independent studies

together with dedicated conference sessions stressed

that a large number of carriers may know on a high

level where the energy is consumed in their network,

yet lack any details and in particular approaches how

to address such hot spots16,17

. From a carriers

perspective there is a genuine need to resolve this

issue. Vendors and manufacturers can act as usefulsources of information when it comes to the

hardware/software assessment.

Holistic & Unified: 50% of

all comments by companies

refer to terms such asholistic, unified, big

picture, beyond empha-

sizing that a patchwork-like

approach will have a rather

limited positive green impact.

16Warren Wilson, Sustainability Management: An Opportunity for CIOs, Jan 2010

17 Green Telecom East Conference: Transitioning to Environmentally Responsible Networks, New York City, June2009

Next-Gen Energy

Efficiency: It is a

holistic & systematic

approach to optimize

cross-layer device-

communication in

networks. It spans over

access, transport &

core; addressing

hardware, software, and

subsystem levels.

The emerging generation ofoptical communicationstechnology based on

silicon photonicswill have major impact on telecommunications.

The supply chain of a carrier focuses on optimization of software & hardware.To create synergy and achieve the most in the shortest time possible, carriers

should aim for a strong overlap between their own green activities with those of

vendors and manufactures of network components and end-consumer devices.

In order to match product life cycle with green savings, detailed roadmaps (down to

the module/chip level) and knowledge needs to be exchanged.

Outsourcing Services,

Energy Management

and in particular

consolidated &

unifiedcommunication

including control ofIT

&facilitieswill

become very

important.

Instrumentation is

needed for

common

measurement &

control of

network

technology and

beyond; covering

even facility

equipment.


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When asked to name specific sectors within the business segment where green activities

are expected to make an impact three answers dominated the responses (Figure 12):

R&D/Innovation with 8 out of 10. There is a common agreement that

increased efficiency starts at the very source i.e. Research & Development. It

is not a simple switch to be flipped; it has to be developed from scratch and

usually comes with high investments. The majority of carriers do not participate

in this field. It is primarily in the hands of manufacturers.

Costs/ROI with 8 out of 10. How does one get their investment back? This is

a valid question for everyone, not only vendors and manufacturers but also for

carriers. However, it is in particular relevant and challenging for manufacturers

as they usually carry the up-front R&D costs. As discussed before with the

perception of end-consumers (not seeing green as a feature willing to pay a

premium for), a similar attitude is surrounding carriers. A later question willaddress the expectations along the supply chain.

Procurement Design & Purchase Criteria with 6 out of 10. This activity is

commonly seen as how to shop green - regardless of whether it is for discrete

components (like processors), end-consumer products & services, software, or

network elements, etcProcurement Design and defining purchase criteria

addressing sustainability is the first step in "greening the supply chain".

Note that above answers (60% - 80%) have been chosen up to 2 - 8 times more often than

any alternative (10% - 30%), showing a clear preference of the Silicon Valley players18.

80%

60%

80%

20%

10%

R&D / Innovation

Procurement Design,

Purchase CriteriaROI and CostCalculations

Organizational

Restructuring

BestPractice

Development30%

PR

20%

Product SalesApproaches

Assessembodied energy;the strictcontrol of generated carbon emission

on a component level of products alongtheentire supply chainincluding

manufacturing line.

Innovationon the businesslevel is crucial

Partner with suppliersforalternative energy

Figure 12: What are the prime green activity fields within the business sector

18Each participant was allowed to give 3 answers. This yields a total of 3x10 responses which was set equal to300% as a total.


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Looking at the very end of the rankings, the fields of activities which are not seen as being

key are PR and product sales approaches. 80 - 90 % of all participants did not vote for them.

As explained in the introduction of this document, the Silicon Valley community has become

cautious and rather prefers to walk the talk, then announce achievement instead ofcommunicating future yet to be realized plans and goals.

When asked about organizational approaches such as milestones and timelines

implemented by their organizations 100% of all interviewees responded that:

Their company has already started sustainability approaches for variousreasons (driven by competition, environmental responsibility, market shift to

mobile, recycling regulations, customer push driven, etc.) before the green

hype started for at least 5 years.

Their company has established a core team (Figure 3) with 10 to 20 members

supported by 100s to 1000s of volunteers within the company (scales with the

overall size of the company).

Their company is trying to distinguish between short and long term goals. 90%

have milestones and timelines established and these are a part of their CSR

reports (Corporate Social Responsibility).

Optimize supply chain and define green purchase criteria (code of conduct).

Analyze and balance cost factors for going green.

Removing plastic cups and reducing

print-outs is without doubt honorable,

helpful, expected and positive from a

marketing and branding perspective, but

the real green impact is still limited.

Our overallin-houseenergy

consumptionrelates to only1%compared to the99%energy

consumption triggeredby our products

at clients sites.


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Lastly when asked about whether any particular approach might be the most promising to

address Green ICT most interviewees responded that internal changes offered the brightest

immediate prospects.

Eight of ten companies (80%) agreed that one has to

draw their attention first to internal changes (Figure 13).

The other 20% stated that one should work in parallel,

internally (in-house) and externally (facing the market).

Figure 13: To start with internal green

changes is the preferred approach

This confirms what has

been mentioned in the

Introduction and also the

end-consumer perception

as shown in Figure Figure

9. Inde-pendent of B2B or

B2C, customers still have a

bitter after-taste of the

previous 2 years. Too many

companies exaggerated

their green efforts in order

to win over environmentally-

concerned target groups.

80%

20%

Mostly Internal Changes

Both Internal & External Changes

The market has

beengreen-

washeda lot. It

is advisable to

start within-houseCO2

footprint

reductionsfirst.

First do it and then talk

about it. Not the other way

round.

Approaches for the external

market have tofollowinternal

changes.

Walk the talk before commencing market-oriented

campaigns & announcements. Dont try to create positive

public awareness if it is still messy behind the curtain.

Prime attention should be around in-house initiatives.

Both apply in terms of education but not regarding

marketing initiatives. One should only commence

marketing campaigns once you are clean & compliant"

from an in-house perspective.


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5 Activities What do you do?

This chapter covers all questions related to the specific activities. This is the logicalprogression after having assessed the definition of sustainability & energy-efficiency (given

ones own core business) and accordingly determined the approach.

5.1 External Facing Market

External activities are initiatives that are meant to address the market - either from a

customer-facing perspective or in the opposite direction along the supply chain. Figure 14

gives an overview of activities of all participants.

Behavioral Changes

Hardware Changes

Software Changes

Knowledge Sharing

Market externalactivities, products &

services

Multi-thread server

systems

ManufacturingOptimization

Supply Chain Greening

Smart Processors

DC Consolidation

TelePresence

Multi-Mode

Operation Routers

POP Virtualization

ApplicationDevelopmentTools

Telephony SoftClients

CarbonFootprintCalculations

Eco Incentives

ProductEfficiency Assurance

Green P&SRankingPaperless Billing

Audit andCompliance

Dynamic EnergyPricing

CommunityInvolvement

CSR Reports

Web Energy

Calculator

Internet Portal CustomerEducation

Carbon Consulting & Intelligence

Public TransportationSuggestions

Community

Opportunities

Impacts?Efforts?

Roadblocks?

Impacts?Efforts?

Roadblocks?

Impacts?

Efforts?Roadblocks?

Liquid

Cooling

Virtualization Services &Utilization Enhancement

Corporate Vehicles

Facility Control

Network

EnergyManagement

Biodegradablepackaging

Home

Automation

SiliconNanophotonics

GreenEthernet

Device

Energy Management

Alternativeenergy

Partnerships & Alliances

Code of ConductImpacts?Efforts?

Roadblocks?

Innovative product

designs

Behavioral Changes

Hardware Changes

Software Changes

Knowledge Sharing


services

Multi-thread server

systems



Smart Processors

DC Consolidation

TelePresence

Multi-Mode

Operation Routers

POP Virtualization




Eco Incentives



Audit andCompliance



CSR Reports

Web Energy

Calculator




Community

Opportunities

Impacts?Efforts?

Roadblocks?

Impacts?Efforts?

Roadblocks?

Impacts?

Efforts?Roadblocks?

Liquid

Cooling


Corporate Vehicles

Facility Control

Network

EnergyManagement


Home

Automation


GreenEthernet

Device

Energy Management

Alternativeenergy



Roadblocks?

Innovative product

designs


services


services

Multi-thread server

systems



Smart Processors

DC Consolidation

TelePresence

Multi-Mode

Operation Routers

POP Virtualization




Eco Incentives



Audit andCompliance



CSR Reports

Web Energy

Calculator




Community

Opportunities

Impacts?Efforts?

Roadblocks?

Impacts?Efforts?

Roadblocks?

Impacts?Efforts?

Roadblocks?

Impacts?Efforts?

Roadblocks?

Impacts?

Efforts?Roadblocks?

Impacts?

Efforts?Roadblocks?

Liquid

Cooling


Corporate Vehicles

Facility Control

Network

EnergyManagement


Home

Automation


GreenEthernet

Device

Energy Management

Alternativeenergy



Roadblocks?

Impacts?Efforts?

Roadblocks?

Innovative product

designs

Figure 14: Market-facing activities of the interviewed companies

The activities are grouped into 4 categories - changes in behavior (e.g. CSR, awareness

creation, code of conducts, community, etc), in software (e.g. shift of services from

hardware to software, energy management tools, etc), in hardware (new technologies,

expanding business, upgrades, replacements, comparison sheets, etc...), and sharing of

knowledge (insights, how-to, customer education, support of clients beyond the own good,

etc..). It should be noted that none of the above can be directly compared to each other in

terms of impact, efforts, or potential roadblocks and hurdles. As we will see later in the

financial section, each activity has to be assessed individually.


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When asked as to whose main responsibility in the market should it be to push and/or force

Green ICT implementation the answers received were mixed.

There are two primary activities in the green space, to actively push/request green changesor actively realize those changes. Figure 15 gives an overview. The responses are sorted by

their role within the supply chain. Also, the results are normalized to Carrier/ISP to facilitate

comparison.

3.02.5

1.01.02.0

GovernmentEnd UserCarrier/ISPTelco VendorManufacturer

Governments & End Users

Pressuring Carriers to Act

SUPPLY CHAIN

Manufacturers & Vendors Face

Pressure from Large Carriers

Carriers FulfillImportant Enabling

Role

Impose

1.5 (All)

Figure 15: Responsibilities to push green implementations (along the supply chain)

Top ranked with the highest responsibility is the

government with its power to enact nationwide

regulations and standards. Equally important is the

ability to impose penalties & fines in case of disregard.

The government as the prime entity for green

responsibility was chosen 3 times more often than

carriers.

Second highest ranking was for end users with a factor

of 2.5 beyond the carrier. Given they are located at the

very end of the supply chain19 the end users are seen asthe group with largest responsibility & ability to "push"

and create action in the market. Referring to Chapter 3

(Perception), the end users have the final word. It is

simply a case of supply & demand. In case a product is

not appealing enough pricewise or from an

environmental perspective he/she is not going to

purchase it.

19The government occupies a rather umbrella-like big brother function across the supply chain.

2/3 of RfP haveenergy

relatedrequests (REQ)and questions (RFI) and

quickly growing in scope.

Governments are

pushing this

development.

End users canpush, the

Government canforce


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27/33


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A few activities are overlapping with the market-oriented activities as they can be applied to

both fields and are simultaneously beneficial to employees as well as customers. Prominent

examples with a 100% spread throughout all interviewed companies are for instance:

Virtualization

Energy Management Software

TelePresence

Awareness Creation

Waste & Illumination Management

5.3 Financial ROI & TCO

Occupying a hybrid position between market-facing activities and

internal decision making, green financials are described in this

separate chapter. At a glance, there is no common denominator,

no guideline and no best practice. Answers from participants

were diverse, with the argument that financial evaluations arevery much a case-by-case decision instead of applying one strict

threshold and formula.

When asked if they were willing to accept an

increased CapEx (i.e. spending a premium on

hardware, software, or services) answers were

equally split (20% voting) between Yes,

between 10-30% and No. The majority (60%)

gave alternative answers, ranging from focusing

preferably on TCO to 5% (hardware) and 10%(services), to skipping the questions (citing

confidentiality).

Demand Response Energy Curtailment:

Electricity providers call out for power

reduction during peak demand. As an

incentive, discount on electricity are offered.

Flexible workspace philosophy(Open Work): Employees can work from home. This

increases satisfaction, balances families, increases productivity, and saves expenses forfacilities. Teleworkingandshared officesapproaches are popular. About 40% of all

employees do not have an office.

This really depends on the

product/components and its product

life cycle. There is no fixed

rule/number. Sometimes a new

technology can be as much as twice

expensive, yet offers an extremely lowOPEX.

There isno need

for premiumfee,

enough low

hanging fruits are

available = quick

wins.


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Questions regarding how much savings in OpEx are anticipated when implementing Green

technology revealed the similar results: no clear pattern with an equal number of companies

anticipating around 10% and 20% in OpEx savings. Again 60% of respondents gave

alternative answers (Figure 19).

The range of products, components, and technology is too diverse to give a simple rule of

thumb. One cannot lump them together by using the same approach. For instance, a power

management tool for 1000s of desktops may carry relatively little CapEx, has negligible

OpEx, but can add up to significant savings in a short time. This must be treated differently

to a multi-million dollar upgrade of a data center. As a consequence, the answer for the ROI

of a green product/service/component varies between 6 months and 5 years.

Although difficult to quantify by means of a hard number, all companies have significantlyincreased their efforts and resources for energy-efficiency and sustainability compared to

the previous years.

Milestones to improveenergy-efficiency of

our productsshould be set toat least 30-40%.

Indirect improvements (e.g. using 3rd party

next-gen processors) can already trigger20%

by itself. Otherwise the own company hasno

own green contributionHowever, it comes

along with major investments.

20%

20%60%Other 20%

10%

Figure 19: No clear pattern and rule ofthumb for expected savings in OpEx

Carriers should not apply a cookie-cutter approach when it comes to cost

calculations.

The impact of a green purchase has to be assessed in an individual yet holistic

way, and also taking into account potential penalties in case non-compliance

with governmental thresholds.


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6 Conclusion The Green Hype Split

In light of the answers received in this survey and the green activities of companies (thatappear to be of rather discreet nature see Chapter 2.1), the current market situation for

energy efficiency & sustainability can be described in two ways: the green hype is over and

yet the recovery to a realistic situation will take place on split timelines: in-house (internal)

facing initiatives and activities and market/product facing activities and announcements.

To better visualize the green market and its progression in time the hype cycle is used as

template21

. However, certain adjustments are necessary. In case of green, and as shown in

Figure 20 the hype cycle splits up into 2 different recovery slopes.

Past Years: Back in 2008 the emerging green hype was successfully wrapping the market

into a green cloak triggering and causing a severe loss of transparency. The attempts by

companies - in all industry sectors - to improve their image through positive green branding

was pushed too hard, stretched too far and was blown out of proportion. An automobile with

a gas mileage of 14 MPG (bad) now improved to 20 (still bad) was acclaimed by marketing

as ergonomic & green. Plastic wrapping degrading in only 100 years (instead of 500) was

now environmental friendly. Also the T.I.M.E (telecommunication, IT, media, and

entertainment) markets participated (at least partially). A significant number of market

players were happily riding the green wave, believing to have found a new angle for selling

their products a new USP (Unique Selling Point).

But the chase to win & retain customers by addressing their environmental soft spot went out

of control. The situation escalated and the peak of exaggeration was reached sometime

back at the beginning of 2009.

Time

Visibility

Market (external)

In-House (internal)

Spark

Outbreak

Spreadsupported

by Hype

Peak of Exaggeration

Onset ofImmunity

Stability

FastContagion

Dull&

Blunt

Stability

Recovery

Dull&

Blunt

Onset ofNormalization

short -term mid-term long-term

EstablishedBusiness

2009 20102008

TODAY

TODAY

Recovery

Figure 20: The hype cycle splits into 2 curves with both having different recovery times

21http://www.gartner.com/it/products/research/methodologies/research_hype.jsp


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Shortly after this the green bubble imploded. At that time it was challenging for customers

and consumers to tell the differences between the marginal shades of green. Exaggeration

used by marketing triggered an industry-wide loss of credibility and pushed consumers into a

blunt and dull state. They entered the next stage: Immunity.

The hype cycle has now split into two curves (Figure 20). The lower one describes external-

facing green initiatives including marketing announcements and campaigns. The upper curve

represents all green in-house (internal) related activities including community involvement.

The reason for the split and in particular for the low position of the market curve is because

of the lessons-learned companies from various industry sectors have experienced. They

received bad publicity by having launched deceptive advertising or publicly announced

environmental-friendly actions (and not living up to them); essentially overpromising and then

under-delivering. Consequently, market-facing green campaigns now have only a limited

positive impact on branding; simply as a result of green-washing and the fact that too many

companies tried too hard. Naturally, the most promising spots to look for improvements werethrough in-house operations on both the business and the technology level.

Today & Tomorrow: Quiet is the new loud. As mentioned in the introduction, it has become

less noisy around energy-efficiency & sustainability in ICT. But this silence does not reflect a

decline in green activities but rather shows that companies have redrawn their focus to in-

house initiatives. Given the disillusioning hype which affected customers, shareholders, and

even raised the interest of regularity authorities, todays prime directive is to put ones own

house in order first before going on stage and claiming to be green. Too many (sensitized)

different interest groups are observing and monitoring the companies far too closely.

As a consequence, in-house facing initiatives are recovering fast and will soon reach a

normal and stable reality. This will happen presumably in 1-2 years from now (which

coincides with estimated timelines for carbon emission related laws & penalties).

The recovery of the market-facing hype curve will take longer. As a matter of fact, it is

strongly related to the timelines for R&D of new technologies, and consequently the timelines

for large investments. As this does not happen overnight, any significant breakthroughs (e.g.

decline of power consumption of 20-30% while maintaining the same performance) are

estimated to take place in the next 2-4 years. High levels of activity on the product and

service level are indeed present, but behind closed doors and with few (if any)

announcements. As mentioned earlier, sustainability and environmental-friendliness is not a

switch that can be flipped. It does not work for cars and neither does it work for end-

consumer devices and telco equipment.

Sustainability and Energy Efficiency is not a trend that will vanish anytime soon. It is an

emerging industry sector.


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7 The Authors

Dr. Eric Dulkeith is member of the Strategy & Innovation Group in Detecons Silicon Valleyoffice in San Francisco, California and is the core topic leader of Green ICT. The main focus

of his activities is on innovation management and business development of converging

technologies and markets. Before joining Detecon, he worked at IBM Watson Research

Center in New York on future optical on-chip communication architectures. He was awarded

the degree of Ph.D. in Physics from the University of Munich (LMU) for his work on

nanosensor technology. He is the author of numerous publications and has given more than

30 written/oral contributions for international technology magazines, conferences, and

workshops.

Eric Dulkeith can be reached at [email protected]

Rajat Mukherjee is member of the Strategy & Innovation Group in Detecons Silicon Valley

office in San Francisco, California. He is also a member of the Mobile Internet Center of

Excellence at Detecon International GmbH. He was awarded a Bachelors degree in

Electrical Engineering (Honors) by McGill University in Montreal, Canada and a Masters

degree in Management Science and Engineering by Stanford University in Palo Alto, USA.

His prior work in the telecommunications industry has focused on next generation access

and convergence technologies. He is the co-author of numerous patents pending with the

US Patent and Trademark Office on various aspects of ICT technology. His current work atDetecon is on best practices in products and services launch management and on

innovation strategies for future telecommunications networks.

Rajat Mukherjee can be reached at [email protected]


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