disruptive technology 2016

OFFICIAL

TECH DISRUPTION 2016

Dev Amratia

Head of Disruptive Business Projects

29/09/2016

Benefits acrossthe UK

No. of start-

ups by local

authority

© startupbritain.org

The Sharing Economy

© hireright.com

Distributed Ledger Technology

© ofnumbers.com

• What is the role of Government?

• How can we simplify support for

growing businesses?

• How do we tackle the big moral

and ethical questions that new

technologies are presenting to

us?

• How do we engage the public

to understand and accept

change?

©Nesta

So what does all this mean for you?

© iddeurope.org

Determine your economic AND social

contribution/benefit

OFFICIAL

[email protected]

mailto:[email protected]

Disruption in Smart City Development

Paul Fletcher, Principal, Through

Paul Fletcher

© 2016 studioFAB limited / Paul Fletcher [email protected] @thrutl


4th industrial

revolution and

the built

environment© 2016 studioFAB limited / Paul Fletcher [email protected] @thrutl


it is all about

connectivity



Digital Darwinism

The evolution of society and

technology and its impact on

behavior, expectations and

customs.


© Brian Solis

2016


IRRELEVANT MOMENTARY RELEVANT

Business As Usual: Compete for the Moment: Compete for the Future:

Zero listening or observation Following trends and Engaged and inspired by

reacting to behavior people; adaptive andproactive to shape

meaningful experiences

@briansolis

How will you compete?© Brian Solis

2016

MEANINGFUL

EXPERIENCES

© Dale Sinclair

2016

supply

DEMAND


?


Smart

Buildings.

Cities.

(buildings + IoT)



small

problem



SaaS.

HaaS.

PaaS.



big problem

© 2016 studioFAB limited / Paul [email protected] @thrutl


HaaS.

BaaS.

TaaS?



TECHNOLOGY WILL

SOON ENOUGH

MAKE OUR VERY

CONCEPT OF WHAT

A BUILDING IS

REDUNDANT.© 2016 studioFAB limited / Paul Fletcher

[email protected] @thrutl


buildings are

potentially blocking

innovation…


fundamental disruption


move

emphasis from

how to what



innovation in what a

building is and does

(new value)


differentiator disruption


bridging the future back to the present

Vision to Value

better questions, better answers…



the briefThe art of the brief can raise the bar and set

great organisations apart from the moderately

successful ones - Tim Brown, IDEO



capture meaning

make innovation

strategic



Vision

You as you are now You as you want to be

based on Dittmar, H. 2008, Consumer Culture, Identity and Well-

Being



Vision to ValueYou as you are now You as you want to be

Meaning of product or

service

based on Dittmar, H. 2008, Consumer Culture, Identity and Well-

Being



meaning

universe

self fellows

product /

service



strategic innovation

EXTEND

Evolutionary

ADAPT

Evolutionary

CREATE

Revolutionary

MANAGE

Incremental


NEW

NEW

Clients

pro

du

cts

an

ds

erv

ice

s

Customers CONSUMERS


disruptive

technologies…

transparently immersive

experiences.

connected home

4D printing

augmented reality



perceptual smart machine

age.

IoT evolution

smart dust

radical computing

power / endless data



platform revolution.

Machines will be able to

tag, contextualise and

react to language,

content and people’s

behaviours.

BUILDINGS must



how will you

make

meaningful

experiences

?

CAMBRIDGESHIRE A LEADING DIGITAL COUNTY

Dan Clarke – Future Digital Programme Manager

@danstagger

Programme Overview

Digital Infrastructure Delivery

Exploiting Digital Future Digital

• Superfast Broadband• Wi –Fi delivery (super

connected cities)• National Mobile

Infrastructure Project• Council Mobile

infrastructure policy• Public Sector

Network• Enabling University

Network

• Digital Inclusion Strategy

• Destination Digital –business support

• Demand Stimulation and take-up

• Smart Cambridge programme

• New service delivery models

• Future Connectivity• Small Cell – 5G• New communities• Data Strategy

McKinsey Global Institute report – 12 Disruptive technologies

Challenges - Transport

Challenges – Environmental

• Air Quality

• Energy

• Water

• Waste

http://www.flickr.com/photos/21611052@N02/4538220289

Challenges – Health and Social Care

• Approx. 70% of the County Councils Budget• General demographic changes -• Ageing population over 65’s increasing from 17% of pop

to 25% of pop by 2031• Cambridge & South Cambs 2011 population 275,000 +

population up 25% to 345,000

Challenges - Service Delivery

Cambridgeshire County Council

Savings Since 2009 - £218m

Current Budget - £510.4m (excluding

schools)

Savings Required by 2020 - £100m

Cambridge City Council

Savings Since 2009 - £6m

Net expenditure - £25.6m

Savings Required by 2020 - £6.5m

Smart Cambridge ProgrammeSmart City Solutions

Transport

Intelligent Mobility

Environmental Management

• Water• Energy• Air

Quality• Waste

Health and Care

Smart Living

Smart Cities Strategy, Financing and resources.

• Smart City Vision and strategic direction

• Governance• Funding

opportunities• Collaborative

working Architecture

Connectivity Sensors DataInteroperability Privacy Security

‘Internet of Things’

• Community• Quality of

Life• Liveable

Cities & Towns

• Ageing population

• Public Health

Test Bed

ARCHITECTURE(Internet of Things)

• Text

Title

Sensors

LoRa WAN

http://www.google.com/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&ved=0ahUKEwimyYGh4OjOAhVHWBQKHbCPBsQQjRwIBw&url=http://everynet.com/&psig=AFQjCNEi-OFLiTsj-5SWPOHGhGFSrwe_2w&ust=1472633145854263

SIGFOX

http://www.google.com/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&ved=0ahUKEwi1sYKf4-jOAhWHWxQKHaaBBz8QjRwIBw&url=http://www.vdcresearch.com/News-events/iot-blog/samsung-invests-in-sigfox-is-the-race-over-for-long-range-low-power-wireless-competitors.html&psig=AFQjCNGg-2YNKvwZWEsIZSP__Jn1d4uGWw&ust=1472633974927916&cad=rjt

http://www.google.com/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&ved=0ahUKEwi1sYKf4-jOAhWHWxQKHaaBBz8QjRwIBw&url=http://www.vdcresearch.com/News-events/iot-blog/samsung-invests-in-sigfox-is-the-race-over-for-long-range-low-power-wireless-competitors.html&psig=AFQjCNGg-2YNKvwZWEsIZSP__Jn1d4uGWw&ust=1472633974927916&cad=rjt

Data

Transport Air Quality Other Data

Web Presence

Federated Model

DELIVERY

Health and Social Care

• Text

Air Quality

Current IM work

Digital Way-finding

Accurate Real Time Information

Ticketing and Payments

Autonomous and Connected

Vehicles

AUTONOMOUS AND CONNECTED

VEHICLES

Exploration Phase

• What could connected and Autonomous Vehicles help address transport issues? – new mobility models

• Understand impact on the city – planning, infrastructure etc

• Deliveries and logistics

• Future proof current projects

• Unintended consequences – Increase cars/congestion less use of mass transit

Initial Work

• Workshops – Centre for Smart Infrastructure and Construction (University of Cambridge)

• Study on possible use cases– Guided Busway

• Study looking at mass transit system

• Consortium – European Funding bid looking at autonomous tech and passenger experience

• CCAV bid

RENEWABLE ENERGY AND

STORAGE

Renewable Energy/Storage

MLEI Programme • Set up a long term financial mechanism (Low Carbon Investment Fund or L-CIF) that

has identified public sector investment

• Established an investment pipeline of energy infrastructure projects; community scale low carbon energy generation and retrofit schemes

• Set up appropriate delivery arrangements via an energy services company to deliver low carbon infrastructure using the fund

Delivery

• 12mw Solar farm

• Retro-fit schools programme – energy performance contracting

• The agreement to support an Energy Investment unit

Forces of disruption in

architecture and planning

Michael Kohn

Why built environment professionals

will need to become expert at

collaborating with the customer, the

local community, and society at large.

Today in Hexham….

hexhammarketplace.stickyworld.co

m

Marketing technology

Visuals in the form of

videos increase website

conversions by 86%.

Via Eyeview

86%

Visual content

Visual content is

processed 60,000 times

faster than text

Via slideshare

Processing visuals More views

94%60,000x

Content with visuals gets

94% more total views

Via slideshare

More views

94%

Increased conversions

VR/AR adoption

360 Camera technology

Virtual reality mobile interfaces

Reality tv

Customer choice in housing

hexhammarketplace.stickyworld.co

m

Home configurators

www.creatomus.com

Virtual show homes

Customer education

Education in use

Missing feedback loops

Built environment

Consultancies

Waterfall

Linear

Tech Start up

Product focus

Agile

Circular

Customer centric collaboration

1. Customer collaboration

organiser

Marketing/ sales

Prospects/custo

mers

Leads

2. Stakeholder collaboration

organiser

Project

manager

Core Team Wider

stakeholders

3. Community/citizen collaboration

organiser

participants

observers

subscribers

Get in touch

[email protected]

@makohn

Morning Refreshments & Networking

Session 2

Dynamic WorkforcesJoshua Pines

Co-founder, Head of Corporate Development and Marketing,

Sirenum

Q3 2016

DEFINING THE UNIVERSE OF ROBOTICS AND AUTOMATION FOR INVESTORS

Richard Lightbound - CEO ROBO Global Europe

[email protected]

www.roboglobal.com


http://www.roboglobal.com/

THE ROBOTS ARE COMING: IT’S TIME TO INVEST

“When Walmart announced last week that it was significantly increasing its investments in e-commerce, it

tacitly acknowledged that it had fallen behind Amazon in the race for online customers.” NY TIMES

Google is building an army of robotic/automation/AI assets:

Schaft, Industrial Perception, Redwood Robotics, Meka

Robotics, Holomni, Bot & Dolly, Boston Dynamics, Nest

Labs, Inc., DeepMind Technologies, Dropcam, Jetpac, Dark

Blue Labs, Vision Factor, Revolv,Parrot.

Toyota invests $1Billion in artificial intelligence and

robotics research in U.S. Also hired the head of robotics

at Google, James Kuffner.

Amazon’s purchase of Kiva Systems in 2012 prevented a

disruptive robotics/automation asset from being

commercialized but has catalyzed other start-ups focused on

warehouse robots and e-commerce companies.

Swisslog $1B (robotics 1st “Unicorn”)

“We are nearing the point where computers and robotics will be able to see, move, and interact naturally, unlocking many new applications and empowering people even more.”

Bill Gates, April 2015, AnniversaryLetter

THE FUTURE IS HERE AND THE PACE OF INVESTMENT IS ACCELERATING:

IN 2015, 32 robotic / automation companies WEREacquired

along with 55 venture fundings of $1.3 B and 1 IPO.

ROBOTICS GROWTH CURVE

1960’s

THE PAST, PRESENT AND FUTURE OF ROBOTICS ECONOMY2025: $1.2Trillion

Today: $64Billion

Industrial

Industrial, service & consumer applications

Expensive industrial robots

are introduced exclusively

to auto manufactures.

SpecializedDecreasing automation costs and technology advancements expand

applications and improve productivity.

Advantageous

Necessity

The cycle quickly accelerates, resulting

in a shift from a corporate competitive

advantage to automate or fail.

1970’s

1980’s

1990’s

2000’s

(SOURCE: MYRIA RESEARCH)

ROBOTICS MARKET GROWTH

$1.2 TRILLION UNIVERSE BY 2025, A CAGR OF 35% (SOURCE: MYRIA RESEARCH)

INDUSTRIAL

• Manufacturing

• 3D Printing

• Collaborative

Robots

• 3D Printing: 73% CAGR through 2019

(Source: Gartner)

• Collaborative Robots: 51% CAGR to 2019

(Source: RnR Market Research)

Applications Market Highlights

SERVICE &

CONSUMER

• Healthcare Robots

• Global Drone Market: 32% CAGR to 2020

(Source: Markets and Markets)

• Medical Robots: 22% CAGR to 2020

(Source: Markets and Markets)

• Service Robotics: 24% CAGR to 2023(Source: The Robot Report)

• Home Automation

• Entertainment

• Logistics

Automation

• Telepresence

• Energy

• Drones

STRATEGIC ADVISORS

ROBO GLOBAL TEAM

TRAVISBRIGGSCEO ROBO Global USA

ROB WILSONVenture Capital Strategies

RICHARDLIGHTBOUNDCEO ROBO Global Europe

WILLIAMSTUDEBAKERGlobal Active Strategies

and Director of Research

WYATT NEWMAN, PhDProf. of Humanoid, Robotics

& AI, 10+ Patents, 130publications

MORTEN PAULSENCLSA, Head of Research for

Robotics and Machinery Industry

RAFFAELLO D’ANDREA, PhDProf. of Dynamics Systems &

Control; Co-Founder of Kiva Systems

LOUIS-VINCENTGAVEGavekal Founder; CEO Money

Management & Global Research

FRANK TOBEPublisher and Editor

of The Robot Report

MANAGEMENT TEAM

HENRIK CHRISTENSEN,PhDDirector of the Institute of Contextual

Robotics at UC San Diego.

CHRIS BUCKHead of Capital Markets & Sales

GLOBAL TRENDS DRIVING ROBOTICS GROWTH

INDUSTRY POSITIONED TO GROW WELL IN EXCESS OF GLOBAL ECONOMY

ECONOMICALLY

ADVANTAGEOUS

• Decreasing robot and technology costs

• Technology advances, adoption and new applications

• Rising labor costs & safety

• Shift from capacity to efficiency andadaptability

• Local production meets mass customization

• Low penetration rates in all sub sectors and markets

Widespread robotics adoption to decrease labor costs 18-25% by

2025 in China, Germany, USA and Japan (Source:BCG)

Global manufacturingcosts account for $6 trillion annually,

allowing for considerable potential for automation

savings.(Source: McKinsey)

Themes Comments

• Government focus and sponsorship globally

• Private placements and corporate investment

• VC and M&A flows

INCREASING

INVESTMENT

In 2015 robotic companies - 55 were funded for $1.3bn & 32

robot were acquired for $2.3bn (Source: The Robot Report)

Google is building an army of robotic, automation & AI assets

Toyota invests $1bn in AI and robotics research in the U.S.

Also hired the head of robotics at Google, James Kuffner.

$1B (robotics 1st “Unicorn”) – General Motors buys Cruise

• Aging populations

• Decreasing workforce

• Sustainability and resourcescarcity

SHIFTINGDEMOGRAPHICS

The number of Japanese people aged 65 years < quadrupled in

the last 40 years accounting for 26% of Japan's population.

Projected population growth by 2050 means agricultural

production must double. With limited arable land, labor

shortages and water considerations, productivity must increase

25% to help meet that goal. (Source: The Robot Report).

ROBO GLOBAL - INDUSTRY CLASSIFICATION

Technology – 40 Holdings

Applications– 42 Holdings

Companies with products andservices that enable robots to“sense, plan and act”.

Companies that deploy robotic

and automation technology into a

product, service or manufacturing

process to increase efficiencyand

productivity.

Healthcare

3D

Printing

Consumer

Products

Energy

Manufacturing

Logistics

Security

Processing

Actuation

Integration Computing

Sensing

DEFINING THE UNIVERSE OF ROBOTICS & AUTOMATION

Agriculture

INVESTMENT UNIVERSE

GLOBAL DATABASE: 1,000 COMPANIES

ROBO INDEXTRADED UNIVERSE: 300+ COMPANIES

Criteria

Index Methodology

• Eligible Exchange

• Trading Volume: $500 K *

• Market Cap: $200 M *

Industry Classification

• % of robotics & automation revenue

• Bellwether versus Non-bellwether fit

• Sub sector fit

* For exiting index membersa lower Trading Volume and

Market Cap filter is applied to drive stability

WEIGHTING SYSTEM FOR PORTFOLIO HOLDINGS

BELLWETHER

40% NON-

BELLWETHER

60%

NON-BELLWETHER

Companies that enable robotics/automation with growing

revenue contributions

• ~1% weight

• 61 holdings

A two tiered, equal-weighted system ensures the strategy provides

diversified exposure to a broad global ecosystem of new and enabling

technologies as well as established automation/robotic providers.

BELLWETHER

Well established, leading robotics & automation companies

• ~2% weight

• 21 holdings

PORTFOLIO CHARACTERISTICS

VALUATIONS &GROWTH

BESTP/E BEST EV/EBITDA PRICE TO BOOK (P/B)

ROBO Global Index 21.3 11.3 2.4

MSCI World Growth 19.9 11.5 3.6

S&P Global 1200 IT Sector 17.1 10.3 2.1

Bloomberg World

Technology Index16.6 10.7 2.1

NASDAQ 21.9 12.1 3.5

Est EPS Gr 1 yr* 3yr*

ROBO Global Index 29.4% 55.8%

MSCI ACWI 20.4% 26.1%

MSCI ACWI IMI 21.7% 27.1%

S&P 500 7.5% 26.6%

GEOGRAPHY

Source: Bloomberg, Data as of 9/9/2016

(Calculations in disclaimer)

MARKET CAPBREAKDOWN

Close to 80% of the portfolio is small and mid cap companies:

NORTH

AMERICA

43%

ASIA

33%

The diversified portfolio holds robotics companies in 15 countries:

OTHER

3%

EUROPE

21%SMALL CAP<USD2bn

40%

MID CAP

USD2-10bn

37%

LARGE CAP>USD10bn

23%

CAPTURING SUSTAINABLE GROWTH

Source: Bloomberg, ETF Securities. ROBO Global growth values are calculated as the trimmed average (6% positive/negative outliers are removed) of all projected constituents’ growth.

S&P/MSCI growth values are calculated as the % growth between Bloomberg’s BEst 1 year and 3 year EPS, EBITDA or Sales index forecasts. Data as per July 2016. Overlap calculated as the

total number of companiescontained in an index that is also included in ROBOT Index, dividend by number of constituents in this index.

Overlap with ROBOT Index

S&P 500 Index 1.78%

MSCI ACWI Index 1.29%

MSCI World Index 1.80%

MINIMUM OVERLAP

The ROBO Global® Robotics and Automation UCITS Index could offer

higher 3 years growth prospects than other broad indices. Due to the low

constituent overlap with these indices this high growth potential is not

currently covered in these indices.

0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0%

SUSTAINABLEGROWTH

est. EPS growth 3Yr ('16 - '18)

est. EBITDA growth 3Yr ('16 - '18)

est. Sales growth 3Yr ('16 - '18)

est. Sales growth 3Yr ('16-

'18)

est. EBITDA growth 3Yr ('16-

'18)

est. EPS growth 3Yr ('16 - '18)

ROBO Global® Robotics and

Automation UCITS

Index

19.9% 26.3% 51.6%

S&P 500 Index 12.0% 19.1% 27.0%

MSCI ACWI Index 10.6% 19.0% 28.2%

MSCI World Index 9.8% 18.6% 26.2%

CONCLUSION

The Robotics & Automation landscape is enabling a technological revolution that will

fundamentally change how we work and live. Robotics has transitioned from an industrial

application to multiple applications across the entire economy. The ROBO Index provides

diversified exposure to the entire “value chain” of Robotics & Automation.

ROBOTICS & AUTOMATION

• Is positioned to outperform the global market.

• Is becoming increasingly visible in every aspect of our daily and business life.

• Is a solution for emerging trends across the world from decreasing productivity growth

to demographic shifts.

ROBO GLOBAL

• Leading team of industry and financial analysts.

• Developed the industry classificationsystem to capture entire market.

• Created the first index in August 2013.

DISCLAIMER

GENERAL DISCLAIMER

Copyright © 2016 by ROBO Global LLC. All rights reserved. ROBO Global™ is a registered trademark of ROBO Global LLC.

Copyright © 2016 by ROBO Global Partners Ltd. All rights reserved. ROBO Global® is a registered trademark of ROBO Global Partners

Limited. ROBO Global LLC and ROBO Global Partners Ltd are collectively referred to as “ROBO Global.”

Redistribution, reproduction and/or photocopying in whole or in part are prohibited without written permission. This document does not constitute an offer

of services in jurisdictions where ROBO Global does not have the necessary licenses. All information provided by ROBO Global is impersonal and not

tailored to the needs of any person, entity or group of persons.

The ROBO Global™Robotics and Automation Index and the ROBO Global® Robotics and Automation UCITS Index (the “Indices”) are the property of

ROBO Global who have contracted with Solactive AG to calculate and maintain the Indices. The Indices are not sponsored by Solactive AG or its affiliates.

Neither

Solactive AG, nor any of their affiliates will be liable for any errors or omissions in calculating the Indices. Closing prices for the Indices are calculated by

Solactive AG based on the closing price of the individual constituents of the index as set by their primary exchange. Historical performance illustrations in the

Indices are based on a backcast calculation. A backcast calculation can be materially different from a backtest analysis.

Past performance of an index is not a guarantee of future results. The value of investments may go down as well as up and potential investors may not get back

the amount originally invested. It is not possible to invest directly in an index. Exposure to an asset class represented by an index is available through

investable instruments based on that index. ROBO Global makes no assurance that investment products based on the index will accurately track index

performance or provide positive investment returns. A decision to invest in any such investment fund or other investment vehicle should not be made in

reliance on any of the statements set forth in this document. ROBO Global is not in a position to give advice on the suitability of any investments for

potential investors. Prospective investors are advised to make an investment in any such fund or other vehicle only after carefully considering the risks

associated with investing in such funds, as detailed in an offering memorandum or similar document that is prepared by or on behalf of the issuer of the

investment fund or other vehicle. Inclusion of a security within an index is not a recommendation by ROBO Global to buy, sell, or hold such security, nor is it

considered to be investment advice.

It is not intended that anything stated in this website should be construed as an offer or invitation to buy or sell any investment in any Investment Fund or

other investment vehicle referred to in this website, or for potential investors to engage in any investment activity.

Continued.

DISCLAIMER

No Investment Fund or other investment vehicle based on the Indices is sponsored, promoted, sold or supported in any other manner by ROBO Global or

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Indices and/or an Index trademark or an Index price at any time or in any other respect. The Index Parties use their best efforts to ensure that the Indices are

calculated

correctly. Irrespective of their obligations towards the Company, the Index Parties have no obligation to point out errors in the Indices to third parties including

but not limited to investors in, and/or financial intermediaries of, any Investment Funds or other investment vehicles. Neither publication of the Indices by

Solactive AG nor the licensing of the Indices or an Index trademark by ROBO Global for the purpose of use in connection with any Investment Fund or other

investment vehicle based on the Indices constitutes a recommendation by the Index Parties to invest capital in any such fund or investment vehicle nor does it in

any way represent an assurance or opinion of the Index Parties with regard to any investment in such fund or investment vehicle.

These materials have been prepared solely for informational purposes based upon information generally available to the public from sources believed to be

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The Global Industry Classification Standard (GICS®) was developed by and is the exclusive property and a trademark of Standard & Poor’s and MSCI.Neither

MSCI, Standard & Poor’s nor any other party involved in making or compiling any GICS classifications makes any express or implied warranties or representations

with respect to such standard or classification (or the results to be obtained by the use thereof), and all such parties hereby expressly disclaim all warranties of

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any liability for any direct, indirect, special, punitive, consequential or any other damages (including lost profits) even if notified of the possibility of such

damages.

TECHNOLOGY

SECTORSPOTLIGHT:

Processing

Autonomous systems must make decisions at various

levels ranging from basic motion control to determining

the state of the environment they are operatingin and

optimally planning actions. Part of this processing is not

only making sense of the information received from

sensors, but also planning actions in order to achieve a

desired objective.

Inside theindex:

• Ticker: CGNX

• Company size: $4.2 B

• Revenue: $498M

• EBITDA: 17%

• Est. 12M EPS growth: 18%

Company description: Cognex has 2 primary robotics divisions, the Modular

Vision Systems (MVSD) and Surface Inspection Systems (SISD). Cognex

automation equipment includes machine builders/suppliers, robotic systems

integrators, and line builders, which are designed to perform with the highest

reliability at high production speeds and are optimized to operate in the

tightest of spaces.

TECHNOLOGY

SECTORSPOTLIGHT:

Sensing

In order for a system to exhibit autonomy, it must be able

to sense its environment, in addition to determining its

own internal state. Sensing is important for the same

reasons that our exteroceptive senses (sight, sound, etc.),

and our proprioceptive senses (ability to know where our

limbs are and what they are doing without directly

observing them) are important for human beings.

Inside theindex:

• Ticker: RSW


• Revenue: $357M

• EBITDA: 9%


Company description: Renishaw manufactures robots and systems for

dentistry and stereotactic neurosurgery as well as components commonly

used in robotics focused onfactory automation.

APPLICATION: INDUSTRIALS

SECTORSPOTLIGHT:

Logistics

The manufacturing of items is incomplete without the

material handling and distribution channels that bring the

objects to their intended users. The many economic

advantages to speedy and error-free distribution is a

significant growth area for robotics and automation. This is

continually reducing the costs for end-users,both

businesses and consumers.

Inside theindex:

• Ticker: JBT

• Company size: $2 B

• Revenue: $1.3 B

• EBITDA: 16%


Company description: JBT manufactures Automatic Guided Vehicles

that facilitate efficient material handling, most commonly automatic

movement of pallets. JBT's AGV experience includes over 450 systems

and 4,000 AGVs that are are designed for long term, trouble free

operation in the most demanding environments such aswarehouses

with extremely narrow aisles and very high storage racks and those that

handle dangerous chemicals.

APPLICATION: INDUSTRIALS

14

SECTORSPOTLIGHT:

3D Printing

Traditionally, products are built either by assembling separate

parts, or by removing material from a larger work-piece. 3D

printing adds yet another capability by depositing different

types of materials where they are needed. One of its main

benefits is the potential for customization that is not

economically feasible with traditional techniques.

Inside theindex:

• Ticker: DDD


• Revenue: $649M

• EBITDA: 25%


Company description: 3D Systems streamlines the design

process of complex products using additive layer printing and

manufacturing methodologies. It is likely to be instrumental in

the futuredevelopment of new production techniques and will

lead to increased automation..

Lunch & Networking

Elevator PitchesChaired by Fergie Miller, Business

Development, European Institute of Innovation & Technology

LEE HUDSON - COO

The Problem

Current global parking

industry worth £76bn.

Fragmentation in the current global parking market already

offers a huge opportunity, but its dead end data means it

can’t be used in a meaningful manner that extends into greater

multimodal end-to-end solutions.

Because parking is only the start of a journey AppyParking™

is developing The Parking Platform™ to aggregate,

manage and standardise parking and traffic management data,

positioning it strategically within Intelligent Transport Systems (ITS).

Enforcement Cashless

Payments

On & Off

Street App

Council/Private

Websites

GIS Mapping

Software

Fragmented Intelligent Mobility Solutions (ITS)

prevents seamless end-to-end journeys

2

Current MaaS Ecosystem

IT & TRAFFIC & INFRASTRUCTURE

● Control Centers

● Traffic Lights

MOBILITY SERVICE PROVIDERS

TRANSPORT INFO INTEGRATION

AUTOMOTIVE INDUSTRY

CITY MANAGEMENT - ITS SYSTEM

● Local Authorities

● Traffic Management Center

● Emergency Services

● Dynamic Road Use

Charging

● E Payment

● Integrated Parking

● Real Time Information

MARKETING ADVERTISING, SOCIAL

LOCATION BASED SERVICES

DESIGN & ENGINEERING

P

CONNECTED VEHICLES, MaaS TRANSPORT AND PERSONAL DEVICES

The MaaS ecosystem is fragmented but evolving.

6

The Solution

The Parking Platform is a cloud based content management

system that strategically sits at the heart of the ITS, bridging

the gap between mapping, standardised data, IoT, API’s,

dynamic pricing, payments, and traffic flow.

The Parking Platform is a data agnostic platform that

aggregates, manages and creates data from the public and

private sector offering a PaaS and DaaS solution for smart

cities focusing on connected cars and multimodal journeys.

By supplying High Definition data, vehicles with or without

drivers can be powered with Last Meter Navigation™.

P

The Parking Platform™

Access to transport assets and services

MaaS MaaS

The Parking Platform™

3

Connecting Data and Systems

8

iOS/Android Apps -

Website -

MappyParking -

- One Click ParkingCashless -

- Real Time Sensors

- Daily Petrol Prices

- Parking API

The Parking Platform

Data - Case Studies

In January 2015 at the Las Vegas CES Conference, Mark Sands, CEO

of Ford Motors announced to the world AppyParking’s partnership to

supply high definition traffic management data (Last Meter Navigation™)

for GoPark, their mobility offering.

The ongoing trial based in Islington, UK provides residents with knowledge

about parking restrictions and space availability via the GoPark app. The

data is also being used by the local authority for parking enforcement.

Ford intends to use our data for their GoDrive car sharing scheme giving

drivers knowledge and peace of mind about any destination.

DriveNow’s floating mobility car club fleet allows users to pick up, drop

off and park a car within any paid or resident bays across certain

boroughs. The fluid nature of this means that cars are often left in areas

that are not ok to park resulting in fines and poor customer experience.

DriveNow and BMW have reviewed our HD API and confirmed that

once we have a complete inventory of specific councils they will license

our data. This will be displayed as Last Meter Navigation™ in their

OEM dashboard, creating self enforcing vehicles.

Vehicle OEM’s using HD Data

for enhanced MaaS schemes.

10

One Click - Case Study

September 2015 saw AppyParking trail the world’s first ‘near frictionless’ on-

street parking trial called One Click Parking™. In partnership with Vodafone

drivexone and Westminster City Council, AppyParking fitted connected car

technology to a London based mobile workforce.

Guiding vehicles straight to an available bay using Westminsters existing on-

street sensors, AppyParking allowed drivers to confirm their location and start

a parking session with a single click. To end the session the vehicle simply

drives out of the bay and AppyParking automatically sends an email receipt

confirming the length of stay.

The success of the trail and its positive effects on congestion, pollution and

productivity has opened up funding from The Department for Transport to

support a larger commercial trial later this year. One Click Parking™ won

the Future Parking Award at The British Parking Awards 2016.

See CASE STUDY

Parking times reduced from

20 minutes to 30 seconds

11

https://www.youtube.com/watch?v=XJ0KlRO3oGE

One Click Parking™

“Commercial trial 28th November 2016 in partnership with Westminster and Department for Transport”

Smart Cities Through

Partnerships

THANK YOU!

Dave Fletcher, Managing Director, White October

Ian Little, EMEA Sales Director, Suitebox

15

9

We are progressing faster than ever

450 BC

First Passport

from Persian King

1540

Privy Council

start issuing

passports in UK

Biometric

passports

introduced in UK

2006

Yoti puts your

passport on your

phone

Today

16

0

The way you prove who you are is

outdated

16

1

Mission: provide the world with a simple and secure way of

proving and confirming identities.

16

2

Additional attributes

16

3

Everything can be done online

16

4

What does this mean for You?

No more storing documents

Secure ID

checkingQuick Integration

Faster Onboarding

Easy to understand information

Improved consumer

experience

Age Checking Delivery Financial Services Freelancers

Nightclubs Recruitment Online Marketplaces

UniversitiesProperty Management Sharing Economy

Healthcare

Online Gaming

16

5

Ready to create a safer community? Contact me:

[email protected]

@getyoti

www.yoti.com

16

6

Case Study: A Taste of Innovation

Speaker: Lucy Mullins, Director of Business Development, Tekcapital

Case study: Digital HealthSpeakers: Dr Malcolm Finley, Consultant Cardiologist at

Barts Heart Centre and Queen Mary University of London & founding member of Epicardio Ltd

Kevin Sherman, Consultant Orthopaedic Surgeon, East Yorkshire & founding member of Epicardio Ltd

Epicardio Ltd.

Dr Malcolm Finlay

Consultant Cardiologist (Barts Heart Centre, QMUL)

Founder & CMO, Epicardio

Mr Kevin ShermanConsultant Orthopaedic Surgeon

Founder, Epicardio

D I S R U P T I V E T E C H N O L O G I E S 2 0 1 6 : D I G I T A L H E A L T H


e : malcolm @ epicardio.com t w i t t e r : @epicardio

What is Epicardio?

• Computer Simulation of the Heart

• Real-time, fully functional

• Proprietary Technology:

• Super fast

• Highly realistic

• Web Delivered

4D Heart Model

EducationTrainingExam Prep

Patient Care



The problem?

• Conventional teaching

• Classroom based

• Poor understanding from “pattern recognition”

• Cost of supplying high–quality education

• Value-added product for ECG teaching

• Junior doctor level

• Series of products possible:

• Pacing, ECG, Electrophysiology, Coronary

Epicardio’s Solution



B2C Sales

Patent

2011 - Aspiration

Grants & Investment

B2B Sales Exit



Epicardio TimelineIn

vestm

en

t £

Proof-of-

concept:

R&D v.1

Product Development

• Epicardio

Simulation™

• Patent application

• Validation

Sales• St Jude Medical

• Schiller

• Oxford Univ.

• Barts Hospital

R&D stage 2

• Patient Specific

• Diagnosis

Support

Investm

en

t



Advantages of Epicardio approach

• High barrier to entry

• Huge market (underserved)



B2C Emerging

B2B Engagement

2011 - Reality

Grants & Investment

•R&D•Patent

pending

Continue

HOW TO GET EPICARDIO ACCEPTED?



Where is the challenge?

How is the novel product perceived by the potential user/purchaser?

• A new/alternative form of learning

• A different way of learning

• A safe way of learning?

– Patient

– Learner

– Purchaser

• An additional learning tool to enable better learning outcomes – blended learning

Kolb’s Learning Cycle

Concrete Experience

(doing / having an experience)

Reflective Observation

(reviewing / reflecting on the experience)

Abstract Conceptualisation(concluding / learning from the experience)

Active Experimentation

(planning trying out what you have learnt)



Kolb

• Learning vs teaching

• Learning through doing (Kolb)

• Experiential learning

• The adult learner

• Self Directed

• Differing learning styles

• Need to learn at own pace

It’s a No-Brainer

…or is it?



• Joint project with Hospital group in Lausanne

• They had their own education budget

• Time spend meeting their requirements

• Their spec: “Powerpoint” type teaching

• Did not lead to sales

• What was learnt

A Dead End



The Adoption Curve

• Does it threaten vested

interests?

• Practicality

• Inertia

• Comprehension

Concept

Leaders

ChampionsSceptics &

those with

perceived

vested

interests



Validity

• Face Validity

• Concurrent Validity

• Content Validity

• Construct Validity

• Consequential Validity

• Predictive Validity



An Independent Validation Study (Beta)



Results of Trial

• Conclusion of study – “insufficient evidence to demonstrate that computer-based training was superior” but learning was equivalent to conventional methods

Small Group Formal

Teaching



Validation

The product has Face Validity

The validation study has demonstrated:

1. Concurrent Validity

2. Construct Validity

3. ? Content Validity



Lessons learnt so far

• Change is hard in NHS & other organisations

• Must be clear advantages of the new method/product

• Disruptive technology needs to be understood by customer

• Advantages must be objectively demonstrated:

• Outcomes

• Cost

• Convenience

• What it does/does better than current alternatives



Epicardio Now

• Sales >£0.25M 2016/17

• Major partners

• Patient-specific simulation in development

• Electrophysiology Modules

• Higher end training

• Patent pending



Where next for Epicardio?



Bespoke Solutions



International relevance



High-end training : Cardiac EP



Patient Specific Simulation



iUK Funded R&D

• IUK SMART Proof-of-Concept Grant

• “Patient-Specific Simulation of the Heart Organ for Diagnosis”

• Epicardio seeks to prove the concept for a patient-specific simulation of the human heart, suitable for diagnosis of cardiac pathologies. Having successfully developed a web-delivered, interactive simulator for cardiology training part funded by a SMART Development of Prototype grant, the company will now aims to render its technology patient-specific and diagnostic.



Key Partner Organisations



Need to make Grey, Green



Conclusions

• Tenacity & Belief of the Team

• Adaptability

• First sale harder than expected

• Platform to Products

[email protected]

twitter: @mcfinlay

Patient Care

EducationCore

Model

Epicardio

Simulation®

EP TrainingPatient Specific

PacemakerSt Jude Device

Training

Basic Cardiology

Point-of-care Training

Roundtable Session

BLOCKCHAIN: A LEGITIMATE THREAT TO THE STATUSQUO?@code2zero @ImogenABB @QDotme

BLOCKCHAIN:A LEGITIMATE THREATTO THE STATUS QUO?

IMOGEN [email protected]

@ImogenABB

TOMASZ [email protected]

@QDotme

@code2zero

www.zerado.com



http://www.zerado.com/


BITCOIN: THE FIRST DISRUPTION

£

NO TRUST


£


1. No double-spend2. No need for Trust

3. Assured Ownership



Q&A

WHAT PROBLEM DID BITCOIN SOLVE?

DO YOU THINK IT WILL STAY RELEVANT?


THE TECHNOLOGY BENEATH

Cryptographic Systems

Public Key Systems

Distributed Ledger

Blockchain


Blockchain =A Computationally Efficient Trust Engine


DATABASES

PEER TO PEER

CRYPTOGRAPHY


Public KeySystems

Distributed Ledger

Blockchain


DATABASES

PEER TO PEER

CRYPTOGRAPHY


Public Key Systems

Distributed Ledger

Blockchain


CryptographicSystems

Public Key Systems

Distributed Ledger

Blockchain



Public KeySystems

DistributedLedger

Blockchain

Document Immutability


TRANSPARENCY

SECURITY


Public KeySystems

DistributedLedger

Blockchain

Sovereign Identity, Self Definition


PRIVACY

DUMB CONTRACTS

DISINTERMEDIATION


Public KeySystems

DistributedLedger

CONSENSUS

Blockchain

Golden Record



Public KeySystems

DistributedLedger

Blockchain

Offline Synchronicity


RESILIENCE

TIME-STAMPING

INTERNET OF THINGS


CLOUD


Q&A

WHAT IS THE BIGGEST BARRIER TO ADOPTION?


REAL-WORLD IMPLEMENTATIONS

Cyber-security around criticalinfrastructure

Reducing operational costs

Tracking eligibility for welfare support

Transparency and traceability of how aid money is spent

GOVERNMENT


PREVIOUS CURRENT POTENTIAL

Currency exchange Supply chain management

Trade execution and settlement Remittance

Asset registries Trading platforms

Post-trade processing services Correspondent banking Peer-to-peer transfers

Micropayments Regulatory reporting, KYC, AML

FINANCIAL SERVICES



Lightweight Financial Systems

Provenance Tracking

Inter-organizational Record Keeping

Multiparty Aggregation

MANUFACTURING AND TRADE




BARRIERS TO ENTRY

1. REGULATION


2. POOR IMPLEMENTATION


3. CULTURE



Question to the audience:

WHAT ARE THE SYSTEMIC PROBLEMS WITHIN YOUR INDUSTRY?

HOW COULD THIS TECHNOLOGY ASSIT?


Where can I learn more about the

technology?

How could I go about

implementing it internally?

How will this affect me and my industry?

CRYPTOGRAPHY RESEARCHINITIATIVE

RESEARCH EVENTS ENGAGEMENT


BLOCKCHAIN:A LEGITIMATE THREATTO THE STATUS QUO?

IMOGEN [email protected]

@ImogenABB

TOMASZ [email protected]

@QDotme

@code2zero

www.zerado.com



http://www.zerado.com/


Classic DatabaseDesign Blockchain Design

Session 3: The future of the future

Financial Technology as a means of promotion of financial inclusion

Delber Lage, CEO, SalaryFits UK

Financial Health

and Inclusion

THE PROBLEM

How to promote Financial health and inclusion by

empowering the individual

THE ISSUES

3-7 MiHigh Cost Loans

1,5 MiUnbanked

£2BiPayday Loans

UK

51%Bank Accounts

27%hh underbanked

EUROPE

2.0 BiUnbanked

GLOBALLY

THE ISSUES

1/6 young employees

defaulter

Ilegal Moneylenders Financial Stress

£120.7Bi - UK

THE PROBLEM

How to promote Financial health and inclusion by

empowering the individual through their salary

THE NEED FOR SOLUTIONS

32%

21%

47%

UK Credit Growth . 2015

Credit cards Payday, P2P,personal Student loans

Use of Technology as a tool to improve the Financial

Landscape

THE WAY TO GO

● Engagement

● Improved Channels

● Win-win Relationship

Sustainable Inclusion

SALARY

DEDUCTION

LOANS

A platform that allows financial

institutions to integrate their systems

with payroll information of entities

(either public or private), providing access

to a new risk assessment tool, as well as

the possibility of deducting installments

directly from one’s salary.

THE PLATFORM

THE PLATFORM

Employers

● Incentive employees to

improve financial

habits

● Enhance their

financial

Health● Improve the

work environment

Employees

● lower

interest

Rates

● better credit (consolidation)

● financial health

Financial institutions

● Reliability

● Information

● Convenience

● Scale

HOW IT WORKS

IMPROVEMENTS

OverdraftSalary Payday Hire Credit

Deduction Loan Purchase Card

Sustainability x x

Lower default rates x x

Cost-efficiency

Lower interest rates

x

x x

Less bureaucracy xx x x

Operational

Control of over

US$ 15 billion

4.5 million

deductions

processed

monthly

2.7 million

Online Users

GLOBAL DATA-CENTER PROVIDED BY IBM

SUCCESS CASE

20.000

10.000

!

30.000

40.000

50.000

60.000

90.000

80.000

70.000

2007 2008 2009 2010 2011 2012 2013 2014 2015

EVOLUTION OF LOANS IN BRAZIL

Salary Deduction Loan

Car Loan / Leasing

Credit Card

Consumer Loan

Others Types of Credit

SUCCESS CASE

Salary Deduction

Loan22%

Car Loan / Leasing

39%

Credit Card 13%

Consumer Loan 12%

Others Typesof

Credit 14%

2007

Salary Deduction

Loan34%

Car Loan/ Leasing

20%

Credit Card 22%

Consumer Loan 13%

Others Types of

Credit 11%

2015

SUCCESS CASE

50,00

!

250,00

200,00

150,00

100,00

350,00

300,00

2012 2013 2014 2015

EVOLUTION OF INTEREST RATES IN BRAZIL

Salary Deduction Loan

Car Loan / Leasing

Credit Card

Consumer Loan

Others Types of Credit

SUCCESS CASE

0,00%

150,00%

200,00%

300,00%

350,00%

0,00

30.000,00

100,00%

20.000,00

50,00%

10.000,00

40.000,00

50.000,00

60.000,00

70.000,00

250,00%

80.000,00

90.000,00

Salary Deduction Loan Car Loan / Leasing Others Types of Credit ConsumerLoan Credit Card

Growth: Markets and Rates

Market 2012

Market 2015

Rate 2012

Rate 2015

WITH WHOM

CONTACT

Délber Andrade Gribel Lage

CEO

[email protected]

+44 (0)7414-027493

THANK YOU!


Government Policy:

how do we pick

winners?Martin Livermore

Scientific Alliance

29 September 2016

The simple answer…

Don’t try to!

Because…

"Prediction is very difficult, especially if it's about the

future."

"Forecasting is the art of saying what will happen, and

then explaining why it didn't!"

"The herd instinct among forecasters makes sheep look

like independent thinkers."

“Technology changes quickly and so do

economic circumstances”

2010

2012

Progress is not linear Forecasting generally assumes

business as usual or progress

along the same path

• In reality, unexpected things happen to change this, so the curve is discontinuous

Forecasting is nearly always wrong, but we don’t know in which direction or by how much

Modelling is not reality

Models are a useful way to project trends from a given

starting point

Even with perfect knowledge of how a system works, the

output is uncertain

The output of models is not evidence, but a context for

further analysis

Our thinking should use model outputs as a starting point,

not a constraint

Flexibility is the key

Reality changes and assumptions have to change

We still need to think ahead, but do it repeatedly from

first principles

and

We need to review projections and actions after the

event and learn from experience

Disruptive technologies

Railways:

Created a mass market for travel

Now effectively reinvented in Western Europe following the rise of

the car

Microprocessors:

Today we can’t do without them; in the 1970s, no-one really knew

what to do with them

Modern biotechnology (genomics etc)

Has the potential to make modern healthcare look very primitive

New technologies should be nurtured…

…but we don’t know which will be successful

Gene editing

Nuclear fusion

Artificial leaves

Virtual reality

Autonomous vehicles

Batteries and other energy storage technologies

Nanotechnology

Etc…

Applying the technologies

To be successful, a technology must

deliver:

something people want, even if they don’t

yet know it

at a price they think is worth paying

with no appreciable downside

Asking the right questions

The more general, the better

For example, not

“How do we make a safe and reliable self-driving car?”

or even

“How do we use the road network more effectively?”

but

“How do we best meet people’s need to socialise and do business?”

Climate change – a big issue

The overarching objective:

To avoid the potentially dangerous consequences of a

significant rise in average temperatures

The current primary goal:

Drastic cutbacks in carbon dioxide emissions by mid-century

The current strategy:

A heavy reliance on renewable energy, supported by a

complex web of policies and subsidies

Problems with this

Wind and solar are intermittent, and even the largest

installations need conventional backup

Technologies to store sufficient energy for long enough to

guarantee security of supply do not exist

Carbon capture and storage is not ready for large-scale

use

Without new technology full decarbonisation is impossible

Global emissions will continue to rise for some years

A better approach?

Focus on developing better and more effective ways to

deliver low-carbon energy

Develop new ways to store vast amounts of energy and

release it on demand

Continue to protect communities from the impact of

drought, floods etc

The lessons

The natural urge to do something means we may be

using our resources badly

Keeping open to new ideas and approaches may mean

a better result in the long run

New technologies should be nurtured in a competitive

environment, but only to a certain point

There are no easy answers

Harnessing creativity is difficult to fit into a defined

process

We can learn from best practice, but not be constrained

by it

Funding has to be made available for a wide range of

proof-of-concept projects