Disruptive Technology 2016

OFFICIAL
TECH DISRUPTION 2016
Dev Amratia
Head of Disruptive Business Projects
29/09/2016

Benefits across
the 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
DISRUPTIVE.BUSINESS@BEIS.GOV.UK

Disruption in Smart City Development

Paul Fletcher, Principal, Through

Paul Fletcher
© 2016 studioFAB limited / Paul Fletcher paul@through.org.uk @thrutl

4th industrial
revolution and
the built
environment

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 and
proactive 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 Fletcher
paul@through.org.uk @thrutl

HaaS.
BaaS.
TaaS?

TECHNOLOGY WILL
SOON ENOUGH
MAKE OUR VERY
CONCEPT OF WHAT
A BUILDING IS
REDUNDANT.© 2016 studioFAB limited / Paul Fletcher

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 Value
You 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
productsandservices
Customers CONSUMERS

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 – Environmental
• Air Quality
• Energy
• Water
• Waste

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 Programme
Smart 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 Data
Interoperability Privacy Security
‘Internet of Things’
• Community
• Quality of
Life
• Liveable
Cities &
Towns
• Ageing
population
• Public
Health
Test Bed

ARCHITECTURE
(Internet of Things)

Data
Transport Air Quality Other Data
Web Presence
Federated Model

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/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

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

Virtual reality mobile interfaces

Customer choice in housing
hexhammarketplace.stickyworld.co

Home configurators
www.creatomus.com

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
michael@stickyworld.com
@makohn

Morning Refreshments &
Networking

Dynamic Workforces
Joshua 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
richard@roboglobal.com
www.roboglobal.com

THE ROBOTS ARECOMING: IT’S TIME TO INVEST
“When Walmart announced last week that it was significantly increasing its investments in e-commerce, it
tacitly acknowledged that ithad 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 FUTUREIS HEREAND 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.

ROBOTICSGROWTH CURVE
1960’s
THE PAST, PRESENT AND FUTUREOF ROBOTICS ECONOMY
2025: $1.2Trillion
Today: $64Billion
Industrial
Industrial, service & consumer applications
Expensive industrial robots
are introduced exclusively
to auto manufactures.
Specialized
Decreasing 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)

ROBOTICSMARKET 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:RnRMarket 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
TRAVISBRIGGS
CEO ROBO Global USA
ROBWILSON
Venture Capital Strategies
RICHARDLIGHTBOUND
CEO ROBO Global Europe
WILLIAMSTUDEBAKER
Global Active Strategies
and Director of Research
WYATT NEWMAN, PhD
Prof. of Humanoid, Robotics
& AI, 10+ Patents, 130publications
MORTEN PAULSEN
CLSA, Head of Research for
Robotics and Machinery Industry
RAFFAELLO D’ANDREA, PhD
Prof. of Dynamics Systems &
Control; Co-Founder of Kiva Systems
LOUIS-VINCENTGAVE
Gavekal Founder; CEO Money
Management & Global Research
FRANK TOBE
Publisher and Editor
of The Robot Report
MANAGEMENT TEAM
HENRIK CHRISTENSEN,PhD
Director of the Institute of Contextual
Robotics at UC SanDiego.
CHRISBUCK
Head 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 accountfor $6 trillion annually,
allowing for considerable potential for automation
savings.(Source:McKinsey)
Themes Comments
• Government focusand 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
SHIFTING
DEMOGRAPHICS
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 and
services 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
• EligibleExchange
• Trading Volume: $500 K *
• Market Cap: $200 M *
Industry Classification
• % of robotics & automationrevenue
• 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 aswell asestablished automation/robotic providers.
BELLWETHER
Well established, leading robotics & automation companies
• ~2% weight
• 21 holdings

PORTFOLIO CHARACTERISTICS
VALUATIONS &GROWTH
BESTP/E BEST EV/EBITDA PRICETO BOOK (P/B)
ROBO Global Index 21.3 11.3 2.4
MSCI World Growth 19.9 11.5 3.6
S&PGlobal 1200 IT Sector 17.1 10.3 2.1
Bloomberg World
Technology Index
16.6 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&P500 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%
LARGECAP
>USD10bn
23%

CAPTURING SUSTAINABLE GROWTH
Source: Bloomberg, ETF Securities. ROBO Global growth values are calculated asthe trimmed average (6% positive/negative outliers are removed) of all projected constituents’ growth.
S&P/MSCI growth values are calculated asthe %growth between Bloomberg’s BEst 1 year and 3 year EPS, EBITDA or Salesindex forecasts. Data asper July 2016. Overlap calculated asthe
total number of companiescontainedin an index that is also included in ROBOT Index, dividend by number of constituents in this index.
Overlap with ROBOT Index
S&P500 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 coveredin these indices.
0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0%
SUSTAINABLEGROWTH
est. EPSgrowth 3Yr ('16 - '18)
est. EBITDA growth 3Yr ('16 - '18)
est. Sales growth 3Yr ('16 - '18)
est. Salesgrowth 3Yr ('16-
'18)
est. EBITDA growth 3Yr ('16-
'18)
est. EPSgrowth 3Yr ('16 -'18)
ROBO Global® Robotics and
Automation UCITS
Index
19.9% 26.3% 51.6%
S&P500 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.
ROBOGLOBAL
• 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
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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
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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
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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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but not limited to investors in, and/or financial intermediaries of, any Investment Funds or other investment vehicles. Neither publication of the Indices by
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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
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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 receivedfrom
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 EPSgrowth: 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 aswell ascomponents 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..

Elevator Pitches
Chaired by Fergie Miller, Business
Development, European Institute of
Innovation & Technology

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

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

Smart Cities Through
Partnerships

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
3
Everything can be done online

16
4
What does this mean for You?
No more storing documents
Secure ID
checking
Quick 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:
alex@yoti.com
@getyoti
www.yoti.com
16
6

Case Study: A Taste of Innovation
Speaker: Lucy Mullins, Director of Business
Development, Tekcapital

Case study: Digital Health
Speakers: 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 Sherman
Consultant 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
EducationTraining
Exam
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

B2C Sales
Patent
2011 - Aspiration
Grants &
Investment
B2B Sales Exit

Epicardio TimelineInvestment
£
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
Investment

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
Champions
Sceptics &
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
malcolm@epicardio.com
twitter: @mcfinlay
Patient
Care
Education
Core
Model
Epicardio
Simulation®
EP Training
Patient
Specific
Pacemaker
St Jude Device
Training
Basic
Cardiology
Point-of-care
Training

BLOCKCHAIN: A LEGITIMATE THREAT TO THE STATUSQUO?
BLOCKCHAIN:
A LEGITIMATE THREAT
TO THE STATUS QUO?
IMOGEN BUNYARD
imogen@zerado.com
@ImogenABB
TOMASZ MLODUCHOWSKI
tomasz@zerado.com
@QDotme
@code2zero
www.zerado.com

BITCOIN: THE FIRST DISRUPTION

@code2zero @ImogenABB @QDotme

£
NO TRUST

£

1. No double-spend
2. 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
Cryptographic
Systems
PublicKey
Systems
Distributed
Ledger
Blockchain

Cryptographic
Systems
Public Key
Systems
Distributed
Ledger
Blockchain
Document Immutability
TRANSPARENCY
SECURITY

Cryptographic
Systems
Public Key
Systems
Distributed
Ledger
Blockchain
Sovereign Identity, Self Definition
PRIVACY
DUMB CONTRACTS

DISINTERMEDIATION
Cryptographic
Systems
Public Key
Systems
Distributed
Ledger
CONSENSUS
Blockchain
GoldenRecord

Cryptographic
Systems
Public Key
Systems
Distributed
Ledger
Blockchain
OfflineSynchronicity
RESILIENCE
TIME-STAMPING

INTERNET
OF THINGS
CLOUD

Q&A
WHAT IS THE BIGGEST BARRIER TO ADOPTION?

REAL-WORLD IMPLEMENTATIONS

Cyber-security around critical
infrastructure
Reducing operational costs
Tracking eligibility for welfare
support
Transparency and traceability
of how aid money isspent
GOVERNMENT
PREVIOUS CURRENT POTENTIAL

Currency exchange
Supply chain management
Trade execution and settlement
Remittance
Asset registries
Tradingplatforms
Post-trade processingservices
Correspondent banking
Peer-to-peertransfers
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
implementingit
internally?
How will this affect me
and my industry?
CRYPTOGRAPHY RESEARCHINITIATIVE
RESEARCH EVENTS ENGAGEMENT

Classic DatabaseDesign BlockchainDesign

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 Mi
High CostLoans
1,5 Mi
Unbanked
£2Bi
Payday Loans
UK
51%
BankAccounts
27%
hh underbanked
EUROPE
2.0 Bi
Unbanked
GLOBALLY

THE ISSUES
1/6 young employees
defaulter
Ilegal Moneylenders Financial Stress
£120.7Bi - UK

THE PROBLEM
How to promote Financial health and inclusionby
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 theFinancial
Landscape
THE WAYTO 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

IMPROVEMENTS
Overdraft
Salary 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 x
x 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 DeductionLoan
Car Loan / Leasing
Credit Card
Consumer Loan
Others Types of Credit

SUCCESS CASE
Salary
Deduction
Loan
22%
Car Loan/
Leasing
39%
CreditCard
13%
Consumer
Loan
12%
Others
Typesof
Credit
14%
2007
Salary
Deduction
Loan
34%
Car Loan/
Leasing
20%
Credit
Card
22%
Consumer
Loan
13%
Others
Typesof
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 OthersTypes of Credit ConsumerLoan CreditCard
Growth: Markets andRates
Market 2012
Market 2015
Rate2012
Rate2015

CONTACT
Délber Andrade Gribel Lage
CEO
delber.lage@salaryfits.com
+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

Disruptive Technology 2016

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