smart city strategies for sustainable and resilient growth · intelligent machines & cav. tasks...
TRANSCRIPT
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Operation is co-financed
by Republic of Slovenia and European Union
from European Regional Development Fund
Smart City Strategies for Sustainable and Resilient
Growth
Prof. Allan Mayo, DG CitiesConference on Smart Cities
Ljubljana, 16 September 2019
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2
CITIES ARE DARWINIAN: NEED TO BE
RESILIENT AND ADAPTABLE IN THE FACE OF
MULTIPLE CHALLENGES
ECONOMIC &
TECHNOLOGICAL
POLITICAL, SOCIAL,
DEMOGRAPHIC &
CULTURAL
CLIMATE CHANGE &
PHYSICAL RESILIENCE
SDGsSmart City Processes
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Greenwich: A Hub of the Industrial Revolution
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Manufacturing
Water supply, waste
Construction
Wholesale, retail
Transportation, Storage
Accommodation, food services
Information, Communication
Financial, insurance
PST
AdminPublic admin
Education
Health, social work
Arts, entertainment
Other services
0
2000
4000
6000
8000
10000
12000
14000
£0 £10.000 £20.000 £30.000 £40.000 £50.000 £60.000 £70.000 £80.000 £90.000 £100.000
No
of
em
plo
yees
GVA/head
(11,400 employees, 16%)
(11,400 employees; 16%)
(10,200 employees; 14%)
Size & Performance by Sectors in Greenwich (2012)
(2,562 employees; 4%)(3043 employees; 4%)
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Digital Technology: Transforming Business & Society
Solve Problems
BIM / IOT /
Satellite Tech/Data Analytics/
Systems Integration
Predict & Anticipate
Problems
Traditional Data
Interpretation
Data Visualisation/Artificial
Intelligence
New Insights &
Augmented Reality
3D World Virtual Reality / Simulation
/Rapid DesignTotal Immersion
Vulnerable
SystemsCyber Security Technology
& PracticeSecure Systems
Patchy mobile
services5G Pervasive, ultra-fast, low
latency mobile services
Current World Emerging Technology 2025 Future World
Internet of
Information
Internet of
Things
Internet of
Services
Automation Additive Manufacturing &
Autonomous Systems
Advanced Manufacture
Intelligent Machines & CAV
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Tasks Vulnerable to Computerisation/AI. 2016Source: Brookings Institution, “Digitalisation and the American Workforce”
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Whole Sectors are being Transformed Now
14/ 03/ 2016 08:20Warehouse Automation an Automatic Choice?
Page 1 of 2http:/ / www.total- logistics.com/ logistics- news/ published- art icles/ warehouse- automation- an- automatic- choice.html
Contact
Total
Logistics [email protected]
United Kingdom
Call:+44 (0)118 977 3027
Email:
Netherlands
Call:+31 (0)475 322 306
Email:
Warehouse Automation - an Automatic Choice?
Practical & strategic issues with warehouse automation
Andy Keith, founder of supply chain consultancy Total Logistics, looks at some of the practical and strategic issues
facing those making decisions on warehouse automation.
“Logistics managers are often criticised for putting too much focus on the technology involved in warehouse
automation and not enough on the long-term strategic vision of their business. However, in our experience this is
not usually the case.
“Recent projects we have carried out with some of the biggest names in retailing and manufacturing suggest that
while most businesses go into warehouse automation projects with their strategic eyes wide open, problems occur
further down the track.Typically, issues only come to the fore once capital expenditure is approved and the
implementation stage of the project is reached.
“Specifically, we see major automation projects go awry for two main reasons; either the senior team delegates
responsibility too far down the business exclusively to operational managers, or the business undergoes a major
change that was never anticipated.
“Typically, once an automation project
has been given the green light, the
ongoing responsibility is passed onto the
operation team, who are then assigned
the budget to negotiate with a myriad of
suppliers.This is usually where the
problems start, as equipment vendors
are well-versed at highlighting the huge
merits of their respective
systems.Critically, this is the stage of the
project that needs serious due diligence,
but rarely gets it.
“It’s now that an experienced, almost
cynical eye is needed to evaluate the
true benefit of each prospective solution
and how it will bring tangible benefit to the business’s supply chain function – not just tomorrow but in ten year’s
time.Decisions on automation systems can take just a few months, but often remain as part of an organisation’s
logistics infrastructure for over a decade.
“Secondly, unexpected changes to a business’s market, customer base, product range or demand spikes through
the year can render a new automation system impotent.
“This is where more sophisticated sensitivity analysis can give businesses a far more useful picture of the practical
realities of buying a new conveyor, picking or palletising system.
What are the boundaries of the equipment?
What can it deliver now – and what are the parameters of its capabilities in the future?
Will the adoption of this system have a impact on other elements of the supply chain?
These are all difficult questions that rarely get asked during the selection phase – and possibly indicate why so
many automation projects fail to deliver on their promise.
“To help put this into context, the retail and manufacturing industries are littered with examples of businesses that
have rushed into the automation investment decision, only to regret the investment soon after. For example, one
major retailer finally reverted back to hand picking for a range of food items, having invested millions in an
automated system. This retailer found that the distribution centre could operate more effectively when set up as a
manual operation.Likewise, one FMCG manufacturer de-commissioned part of their system and transformed the
picking operation to a manual one, with resulting service and productivity gains.
Automation and data analytics:
• Increase picking speed by up to 50%
• Decrease inventory storage footprint by an average of 60% -- utilizing all available space to
maximize storage capacity
• Deliver a 90% improvement in picking error rates versus non-automated distribution
centres
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Global Trends in Natural Catastrophes 1980-2016
Source: EASAC, “Extreme Weather Events” March 2018
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London/Greenwich is Vulnerable to Rising
Sea Levels and Storm Surges – but after 2075
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The Immediate Challenge: Air Pollution and
Congestion
17
Even with all the Mayor’s Transport St rategy investment , this will
cause signif icant increases in road congest ion by 2031
60% increase in congest ion in cent ral London 25% increase in congest ion in inner London
15% increase in congest ion in outer London
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Greenwich: population profile
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The Challenge of
Affordable
HousingSource: Trust for London
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Technological Capability/Globalisat ion
Polit ical Agility, Responsiveness and
Viability
Environm ental Resilience/Sustainability
2
4
6
8
10 10 10
2
4
6
8
10 10 10
2
4
6
8
10 10 10
Kigali
Los Angeles
London
Copenhagen
Beijing
The Adaptability of Cities
on 3 Axes:
Economic Dynamism
Environmental Resilience
Political Agility
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0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
GVA PER EMPLOYEE JOB 2016 (WANDSWORTH £93,600 = 100)
FTTP 2018 % OF PREMISES COVERED (SOUTHWARK 45% = 100)
OFFICE SPACE AS % OF TOTAL COMMERCIAL SPACE 2018
(ISLINGTON 58.4% = 100)
QUALIFICATIONS OF WORKING POPULATION (LEVEL
4+APPRENTICES) % (WANDSWORTH 77.6% = 100)
% OF WOMEN IN SOC 1 OCCUPATIONS 2016 (WANDSWORTH
15.1% = 100)
EMPLOYMENT RATE OF BLACK AND BLACK BRITISH ETHNIC
GROUP 2017 (%) (WANDSWORTH 81.9% = 100)
% OF EMPLOYEE JOBS PAYING ABOVE THE LONDON LIVING WAGE
2018 (ISLINGTON 86.7% = 100)
NUMBER OF CREATIVE BUSINESSES 2017 (ISLINGTON 5,850 =
100)
NUMBER OF START-UPS IN HIGH VALUE SECTORS PER 000
POPULATION 2017 (ISLINGTON 8 = 100)
5 YEAR SURVIVAL RATES OF FIRMS BORN IN 2004 % (ISLINGTON
42% = 100)
BenchmarkingTheResilienceoftheEconomy(TheHighestBoroughIndicator=100) Greenwich
Lewisham
NEWHAM
Wandsworth
Islington
Southwark
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RBG’s Smart City Strategy
Transform Public Services
Transform Neighbourhoods
Transform the Greenwich Economy
Transform the Built Environment
Modern, well designed, flexible, mixed use built environment, that is sustainable and resilient to
change.
A Smarter Citizen-centric Council:
Systematic use of Data and mapping tools as strategic assets to drive efficiency and
service improvement
Innovation Budget to pilot new approaches. Greenwich a test bed to develop business case and scale-up eg
adult care services
“Government as a platform”, citizen engagement, and further “channel shift”
Standards to underpin change
TransformInfrastructure
Competitive Digital Infrastructure:National exemplar for Building Information Modelling (BIM)Living Lab for the IoT/Smart
Communities/Home workingSmart Grids, lighting, parking etc
1 Gbit/5G Borough (FttH)
Develop the Greenwich Digital Growth Cluster:Promote Digital Skills/High quality employment based
on urban challenges and the visitor economy, incl a Centre for Urban Design,
autonomous vehicles/Logistics, and telecare.E-Business Programme & Incubators
Greenwich as location for investment – proximity to London (Europe’s 8th largest economy)
Greenwich Council
Leadership/Vision/Governance
&
Digital Greenwich
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INTEGRATION OF THE BUILT ENVIRONMENT &
INTEGRATION OF SYSTEMS
CompacttoFrom
Sprawled
Inte
gra
ted
da
ta fro
m a
va
rie
ty o
f so
urc
es
Distances
requiring
cars
Walking and
cycling distances
Inte
gra
ted
da
ta fro
m a
va
rie
ty o
f so
urc
es
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DEVELOPING A SMART CITY STRATEGY
STEP 1
Benchmark city performance to
provide baselines, and to identify
potential priorities
STEP 2
Stakeholder workshops to discuss drivers of change/city challenges, develop an outline strategy
and confirm priorities for action
STEP 3
Presentation of the integrated strategy
and Action Plan, including costedpilot projects and
potential sources of funding
STEP 4
Review of action taken/projects selected, initial
impact, and barriers to progress
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Greenwich: At the forefront of urban design
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Greenwich: At the forefront
of Urban Design
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Greenwich: At the forefront of Designing
Smart Mobility
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Greenwich: At the forefront
of Proving Smart Mobility
! 32!
Benchmarking!Criteria!for!identification!of!comparators:!
!
Comparator!Areas!for!Thamesmead:!!North!and!South!Newham!
!
North!
Newham!Wards:!Stratford!&!New!Town;!Forest!Gate!North;!Forest!Gate!South;!Manor!Park;!Little!
Ilford.!(Crossrail!stations!in!these!wards:!Stratford;!Maryland,!Forest!Gate,!Manor!Park)!!!
South!Newham!Wards:!Custom!House;!Royal!Docks;!Canning!Town.!!!Crossrail!station:!Custom!House!
!!!
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LONDON: £1.3 TRILLION INVESTMENT IN SMART
INFRASTRUCTURE TO 2050
Smart
Street Lighting
CAV Infrastructure
Smart Metering
Home and Building
Automation
EV
Charging
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Dashboards
API
Advanced
ANALYTICS
City Model
IoT
(sensor
s)
Passive
DataVideo
Visualisation
s
Se
nsin
g/
Inge
stio
n
Inte
rop
era
bili
ty
An
aly
tics
Se
rvic
e
Pro
vis
ion
Be
ne
ficia
rie
sE
nd
-use
rsPlatform Approach to Public Services
City Stakeholders:
Citizens, City
Managers,
Businesses
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Greenwich: At the forefront of Digital
Connectivity
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Building a Greenwich Digital Cluster based on our Assets
Transport &
Autonomou
s Vehicles
Energy COMPUTING
SCIENCE
& ENGINEERING
CREATIVE &
DESIGN
TRANSPORT &
LOGISTICS
MODERN BUILT
ENVIRONMENT
DIGITAL
GREENWICH
GaaP & URBAN
DESIGNConstruction
Automation
& RoboticsVisitor
Economy
Health
&
Social
Care
Creative &
Design
Industries
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A GREENWICH AT THE FOREFRONT OF URBAN INNOVATION,
CREATIVITY & DIGITALISATION: SUSTAINABLE & RESILIENT
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Operation is co-financed
by Republic of Slovenia and European Union
from European Regional Development Fund
THANK YOU FOR
YOUR ATTENTION