1. EMC.now
Q4 2008 A quarterly magazine for EMC employees worldwide
Ohmy,oh
Iomega!
EMC IS extending its reach into
the high-growth
consumer and
small business
market segments
with the help of a
renowned brand.
INSIDE:You won’t believe how much one Cork team does in a night.
3. Q4 2008 | EMC.now 3
from the
tell emc files
Illustration by Melinda Beck
Some of the questions and suggestions received in the past quarter
touched on technology of the future, software-licensing practices of
today, and possible enhancements to a very popular tool.
g.b. tells emc: Does EMC
watch emerging technologies like
nanotechnology? It could change the
way customers store data in a big way.
allan lipka, corporate
development, replies: Yes, EMC
has kept an eye on nanotechnology for
several years.
Nanotechnology is the science of
developing structures or devices 100
nanometers or smaller. It started at the
research level at a couple of universities
engaged in storage-related projects.
More recently, some companies have
claimed they are close to having silicon
prototypes, which would then need
to be used to assemble actual storage
products. In other words, they still have
much work to do.
As was the case with enterprise flash,
when nanotechnology matures enough
for us to leverage it in storage subsys-
tems, we’ll certainly look to do so. In the
meantime, if you hear of any new nano-
technology companies you believe EMC
should be aware of, please forward their
names my way. We work with all the
business units and product groups.
p.c. tells emc: As a Technology
Consultant, I’m a frequent user of the
EMC Power Calculator. It is a very good
tool, and my customers are happy that
I provide them with accurate power-
consumption data on Symmetrix,
Celerra, and CLARiiON systems.
However, I’d like to request two
enhancements: First, it would be helpful
to be able to print multiple reports
simultaneously—for example, by using
check boxes instead of radio buttons.
Second, the ability to print elevation
diagrams would be nice.
robert guenther, hardware
engineer, replies: A new online
version of the Power Calculator (which
has been available for two years to
internal users and partners) became
available to customers in late October.
We continuously update the Power
Calculator’s roadmap with additional
features and content. I will add your
two items to the list of possible improve-
ments in future releases.
The Power Calculator has become
quite popular for modeling power and
other environmental requirements for
new installations and consolidations.
With it, users create detailed configura-
tions down to an individual drive or
adapter. It provides accurate data
about power consumption, heat output,
weight, floor space, and sound levels.
Unlike data from technical specifica-
tion sheets (which state the worst case),
the Power Calculator’s results are cor-
rect for a specific configuration. This is
especially valuable, for example, in mod-
eling how the consolidation of multiple
older systems into one (or a few) newer
systems would bring energy and cost
savings to the environment. It also offers
an easy way to model storage tiering—
by substituting fewer, larger drives and
instantly seeing the energy savings that
would result.
p.s. tells emc: I work in EMC Sales
and suggest we give customers an
option to electronically download EMC
core software licenses.
When a customer orders more than
one copy of a software license, EMC
delivers multiple boxes. Or, the software
arrives in a large box with a single piece
of paper inside. (Online, people poke fun
at HP about this same practice.)
One of my accounts received 74
boxes for 74 EMC PowerPath licenses.
Electronic downloads would reduce
packaging and shipping expenses,
time onsite for customer engineers
and delivery teams, and waste—while
improving delivery time and TCE.
mike kerouac, svp of global
manufacturing operations,
replies: We’ve actually enabled
customers to download licenses for
some products since Q406. But now
we’re rolling out a major expansion of
the Electronic License Management
(ELM) program to increase the number
of available software products and give
customers a single point of access to
easily download the licenses they are
entitled to.
Our vision is to have a low-touch
or no-touch license key management
process in which license activation and
management is streamlined. It is an
important feature of ELM 4.0. For ex-
ample, in your case, a customer would
download PowerPath once via Power-
link, then access ELM to enable those 74
licenses.
4. 4 EMC.now | Q4 2008
recent
news Recapping the Q308 achievements of EMC and its people
Strong revenue growth
EMC reported record third-quarter revenue of $3.7
billion, 13% over the $3.3 billion reported for Q307. Third-
quarter GAAP net income was $411 million or $0.20 per
diluted share, including a $.01 special income tax benefit.
Non-GAAP third-quarter net income was $528 million or
$0.25 per diluted share, 14% higher compared with Q307. It
was EMC’s 21st consecutive quarter of double-digit year-
over-year revenue growth. “What makes this accomplish-
ment more special,” Joe Tucci said, “is that these results
were achieved in a tough global economic environment.”
EMC’S Q308 REVENUE and year-over-year growth was strong
across systems, software, services, and geographies, particularly in
developing regions. Compared with the year-ago quarter, revenue
increased 20% in EMEA, 19% in APJ, and 27% in Latin America.
Q308 Y/Y Growth
Systems $1.58 B 12%
Software $1.46 B 9%
Services $668 M 24%
Vowing to help: Before the 2008 Summer
Olympics in Beijing, 20 employees pledged to serve
as Olympic City Volunteers. EMC’s Hopkinton-
based Asian Circle sponsored a U.S. employee to
join 19 China-based employees in offering informa-
tion, translations, and emergency and technology
services to visitors. Volunteer Eva Zhang said they
were excited to represent a Beijing “where ancient
and modern histories meet.”
KUDOS The EMC China Center of Excellence landed
a spot on 51job, Inc.’s list of “2008 BEST 100 HRM COMPANIES
IN CHINA,” surpassing more than 300,000 organizations.
51job, Inc. is China’s
top Internet re-
cruiting and human
resource manage-
ment consulting
company. Opened
in June 2006, EMC’s
China CoE now has 1,000 full-time employees in Shanghai
and Beijing. “It’s one of the best places for engineers to
work in China,” says VP and GM Charles Fan. “And our
outstanding HR team is setting the standards for the
industry.”
For the first time, EMC made BusinessWeek’s list of
“100 BEST PLACES TO LAUNCH A CAREER,” ranking #67. The
ranking is made by polling employers and career-services
directors at U.S. colleges and via a Universum USA survey
of 40,000 U.S. college students.
EMC received high marks from the CARBON DISCLOSURE
PROJECT (CDP) for thorough, transparent disclosure of its
impact on climate change. CDP collects reports from more
than 1,550 major corporations. In EMC’s second straight
year on the Leadership Index, it is the highest-scoring
technology, media, or
telco company.
Also for the second
year in a row, EMC
earned “COMPANY OF
THE YEAR” honors and
widened the gap with
competitors in the
Network Storage and
Storage Management
Software categories
of the VARBusiness
2008 Annual Report
Card (ARC). The
awards recognize
outstanding partner
programs and vendor service in 18 product categories.
Editors select winners by surveying 5,000 systems inte-
grators, consultants, resellers, and developers.
Pharmaceutical leader Eli Lilly and Company recog-
nized EMC with a 2008
GLOBAL SUSTAINED SUP-
PLIER AWARD for continuous
improvement in relationship
management, quality, service,
supplier diversity, speed, and cost reduction. EVP Frank
Hauck calls the award “a testament to EMC’s value as a
strategic partner to the pharmaceutical industry,” adding,
“We are deeply appreciative of Lilly’s recognition of our
efforts.”
9WELL-EARNED HONORS Global
Channel Marketing VP Pete
Koliopoulos (left) and Channel
Sales Americas VP Gregg Ambulos
(right) accept ARC awards from
Everything Channel’s Joseph Kovar.
5. PEOPLE
InternetNews.com named Joe Tucci to its list of “Visionary
CEOs of 2008.” The editors said, “Joe Tucci not only knows
what’s needed, but knows where to spend the money and,
most important, knows how to fit the pieces together for a
tightly woven product portfolio puzzle.”
VARBusiness magazine recognized 20-year
EMC veteran Linda Connly, VP of Strategic
Alliances, Americas, as one of the top 50
most powerful women in the technology
integration business for 2008.
WLF gets bigger: The
first international chapter of the
Women’s Leadership Forum has
launched in Cork, Ireland.
(Back row, l. to r.): Cork WLF officers and
members Karen O’Sullivan, Marie Downey,
Jackie Murphy, and Gillian Bergin. (Front, l.
to r.): Ireland HR Director Kate O’Connor, Joe
Tucci, HR EVP Jack Mollen, and HR SVP Erin
Motameni.
ANALYST NEWS
The Q208 IDC Worldwide
Disk Storage Systems
Quarterly Tracker says
EMC (excluding Dell
and FSC) grew 19.7%
year over year, faster
than the total external
storage market (16.7%)
and faster than its top
five competitors. EMC
maintained leadership
with 21.7% revenue share,
followed by IBM and HP
with 13.1% and 12.9%,
respectively. EMC again
ranked #1 in External
Storage, External RAID,
Networked Storage, NAS,
Open SAN, and Windows
and Unix External RAID.
EMC expanded its NAS
lead, growing three times
as fast as NetApp.
GARTNER’S Q208
Worldwide and Regional
External Controller-
Based Disk Storage share
estimates, also issued in
September, said EMC
(excluding Dell and FSC)
continued to rank #1 with
a 24.3% revenue share,
followed by IBM (14.2%)
and HP (11.8%). Gartner
positions EMC #1 in
North America, EMEA,
and APJ.
EMC is a “Leader” in
GARTNER’S 2008 Magic
Quadrant for Storage
Professional and Support
Services. Q208 services
revenue grew 37% year
over year, representing
19% of total EMC
revenue. Gartner also
positioned EMC as a
“Leader” in its Magic
Quadrant for Enterprise
Content Management.
NEW PRODUCTS
The new Iomega EGO HELIUM portable hard drive is espe-
cially appealing to Apple MacBook Air notebook users and
is compatible with Microsoft Windows. The drive features
EMC Retrospect Express software and MozyHome compat-
ibility. Many employees can now get 20% off Iomega products.
See p. 9 for details.
EMC unveiled four CLARIION CX4 midrange storage system
models with thin provisioning, continuous data protection,
integrated security, optional flash drives, and upgradable
connectivity.
t The entry-level CELERRA
NX4, based on CLARiiON
AX4 architecture, is meant
for small businesses and
can be deployed in NAS,
iSCSI, and Fibre Channel SAN environments.
The DOCUMENTUM ECM 6.5 product suite offers new ways for
people to collaborate, incorporating Web 2.0 software such
as wikis and blogs for social networking. “EMC is raising the
bar for the next generation of enterprise content manage-
ment,” says SVP and GM Balaji Yelamanchili.
ORGANIZATION NEWS
EMC’s six consulting
practices—infrastructure
consulting, information
security, Microsoft,
BusinessEdge, Content
Management & Archiving
(CMA), and Storage
Managed Services—now
are going to market
under a single brand: EMC
CONSULTING. “This unified
organization allows us to
provide the insight and
assistance our customers
need to help them get
more value from their
information,” says EVP
Howard Elias.
6. 6 EMC.now | Q4 2008
cover
story
A marriage made in the
consumer aisle
Ohmy,oh
Iomega
Can a small storage firm
catering to individuals
and small businesses find
happiness with a FORTUNE
500 giant looking to reach
the very same buyers?
A Iomega products from EMC include (l. to r.) the 2TB StorCenter Pro NAS 150d desktop server, the 4TB StorCenter Pro NAS rackmount server,
and the brand-new 1- or 2TB StorCenter ix2 Network Storage with Retrospect software. It stores user-created data and backs up applications.
ROBERTFALCIONE
7. Q4 2008 | EMC.now 7
Call them the
“synergies that bind.”
EMC’s union with
Iomega Corporation
featured compatibility in
abundance from the start
and a potential to build
a billion-dollar division
within the next few
years.
Without question,
EMC and Iomega
complement each other’s
market strengths. Jon
Huberman (left), former
Iomega CEO and now
President of the EMC
Consumer and Small
Business Products
ROBERTFALCIONE
A Thiago da Silva
(right) and Ted
Goodwin—both
Consumer
Products Division
senior software
engineers—spend
a good amount of
time in this Small
Office/Home
Office lab located
at EMC’s facility
in Southborough,
Massachusetts.
H Users can take
data anywhere
safely with the
Iomega eGo
Encrypt Portable
Hard Drive. Data is
double-protected
through hardware-
based encryption
and Iomega’s Drop
Guard Xtreme
feature. The drive,
which requires
no external
power supply,
is automatically
locked if the USB
cable is removed.
As with other eGo
models, it offers
EMC Retrospect
software and
MozyHome online
backup service.
Division, says he recognized early that the com-
panies shared “a culture of hustling for success
and a real appreciation for the burgeoning con-
sumer and small-business market.”
As EMC’s acquisition of Iomega became offi-
cial in June 2008, Iomega’s people began sharing
EMC’s resources, experience, and market clout
to get an edge. A lot is at stake. Consumers with
their ever-growing digital footprints constitute
the world’s fastest-growing market for data stor-
age.
So far, it’s been a good blend. Iomega is enjoy-
ing cost benefits and tremendous access to tech-
nology. Meanwhile, says Jon, “EMC is gaining
a fuller understanding of consumer and small-
business markets and learning just how to lever-
age its technology to address their needs.”
Joel Schwartz, SVP and GM of Common Stor-
age Platform Operations, sums up the arrange-
ment by saying: “For the first time, EMC’s enter-
prise CIO customers will be EMC’s (Iomega’s)
consumer customers. Great leverage!”
Compatibility
The melding of the companies’ market goals and
technologies is the most compelling aspect of the
match.
Steadily, for years now, EMC has extended
down-market toward midsize businesses. It
started focusing even lower in 2007, after an
EMC-sponsored IDC study predicted that 70% of
the world’s digital information will be created by
individuals, not corporations, by 2010.
In January 2008, EMC introduced EMC Life-
Line OEM Software for consumers and small
office/home office users. Sold via hardware
partners, LifeLine was EMC’s first home-grown
consumer product.
8. 8 EMC.now | Q4 2008
Acquiring Iomega propelled the consumer
expansion dramatically. Jay Krone, Storage Plat-
forms Marketing Sr. Director, says, “With Life-
Line, we dipped a toe in the water. With Iomega,
we jumped into the deep end.”
EMC had previously accumulated a nice col-
lection of products for consumers and small
businesses—including Mozy online backup and
Avamar de-duplication software. But consumer-
realm experience and selling channels remained
lacking.
Iomega provides desktop and portable hard
drives and network storage solutions for consum-
ers and small businesses with up to 100 users. It
has the “consumer DNA” EMC needs. It also has
a familiar brand name and excellent distribution
channels.
Additionally, San Diego-based Iomega wanted
to rise above the commoditizing hard drive mar-
ketplace. An acquisition would let Iomega delve
into what Jon describes as a “treasure trove” of
EMC technology to fold into products. Iomega
would tap into EMC’s excellent reputation for
storing, protecting, and managing data, as well
as leverage EMC’s engineering and purchasing
muscle.
“EMC is the leading storage company in the
world,” says Mike Nikzad, Iomega VP of Opera-
tions. “Iomega is a major force in consumer stor-
age, and we’re going after the market together.”
That market boasts impressive numbers: 71.5
million businesses worldwide have 100 employ-
ees or fewer, according to IDC. And EMC hasn’t
reached them before now.
Another plus: The EMC connection means
Iomega can sell its small-business products to dis-
tributed enterprises—large companies such as in-
surance firms that operate small branches. Their
needs match Iomega’s NAS product capabilities
perfectly.
Growing on consumer roots
Although Iomega is bundling EMC technologies
with its products to enhance them, Iomega re-
tains its name and operating model under EMC.
Iomega established a solid brand over its 28-year
history. Its 230 employees form the core of EMC’s
consumer-focused division, along with approxi-
mately 60 members from the EMC Retrospect
and LifeLine teams. They also work closely with
Mozy teams who support consumers.
“We’re not abandoning Iomega’s roots,” says
Joel, who oversees the Consumer and Small Busi-
ness Products division. “We’re adding functional-
ity to the products to make them the compelling
choice in those spaces.”
The Iomega StorCenter ix2, a two-drive, 1TB
network storage system with LifeLine software
and a price starting at $299.99, launched on Oc-
tober 15. Supporting up to 20 users, it is geared
Jon Huberman on …
The president of the Consumer and Small Business Products
Division describes how his organization looks today and offers a
peek at his “to-do” list.
Has the acquisition changed Iomega, particularly in terms of
how products reach users?
We still sell through our well-established retail distribution
channels and direct-market resellers. You’ll find us on online
electronics sites, on the shelves of most European big-box
stores, and on American and Canadian shelves at Best Buy,
Radio Shack, and Fry’s Electronics. Very soon, we’ll be in brick-
and-mortar office-supply chains and in Mexican stores.
There is one change, though: EMC Sales. Through a
compensation program, sales reps who find significant
opportunities for Iomega products within their accounts get a
finder’s fee for turning these opportunities into orders.
What progress has the division made so far?
Integration of back-office functions is basically behind us
at this point, and now we’re focused on melding the LifeLine,
Retrospect, and Iomega product teams. Actually, we launched
bundled Iomega/EMC products immediately: We’d been working
together for six months before the acquisition.
Competitors offer bundled products, too, but for us, being
a part of EMC helped improve the hardware and software
substantially in just months. We expect more improvements as
we keep leveraging EMC’s engineering resources.
Give us a taste of the future. What do you foresee?
First, we plan to become a billion-dollar division in the not-too-
distant future. Second, we want to be the leading supplier of
direct attached storage aside from the drive manufacturers
themselves. Third, we want to keep extending our lead in the
multimedia-drive marketplace. And finally, we will become the
leader in network attached storage for consumers and small
businesses.
D The Iomega ScreenPlay
HD Multimedia Drive is a
portable 500GB external
hard drive that delivers
multimedia content to
high-definition televisions
and home theater systems.
It can hold up to 2 million
photos, 9,250 hours of
music, or 750 hours of
video.
D The Iomega eGo Camo
Portable Hard Drive is
a stylish yet extremely
durable drive which
includes a Drop Guard
feature to withstand tough
travel environments. It
requires no external power
supply and includes free
backup software.
cover story
9. Q4 2008 | EMC.now 9
IOMEGA MILESTONES
Iomega for EMCers
Iomega offers EMC employees a 20%
discount on most of its catalog through an
online store. Today the store supports U.S.
and EMEA employees, with plans for more
countries by year-end. Visit: www.chan-
nelemc.isus.emc.com/PeopleLink/employ-
ee_svs/special_events/iomega.asp.
toward the prosumer, consumer, and small busi-
ness. It follows Iomega’s launch in July of exter-
nal hard drives with a free downloadable software
bundle that includes EMC’s Retrospect Express
backup and recovery software and Mozy online
backup service.
Iomega’s Marc Tanguay, Group Product
Manager for Network Storage, says the bundling
of LifeLine and other EMC technology will let
Iomega move ahead of competitors in the con-
sumer/small business NAS market. The ix2 and
other products to follow offer easy-to-install
software that gives smaller users data manage-
ment capabilities such as automatic data backup,
multimedia central storage, and unique features
such as compatibility with security cameras and
Bluetooth devices.
Stocking EMC
It would have seemed unfathomable a few years
ago, but the EMC logo will be prominently visible
on retail store shelves.
Iomega had been selling EMC Retrospect with
their external drives since 2004, with EMC men-
tioned on the bottom of the box. Jay notes: “We’re
moving from the bottom to the front.”
Iomega’s experience in promoting consumer
products is key. After all, back-to-school sales and
promotions featuring family photos are foreign
territory to EMC. Iomega is also adept at design-
ing products that appeal to consumers visually
and ergonomically.
There is a lot of competition in the consumer
market, Jay says, because there are relatively few
barriers to entry. He believes EMC’s biggest chal-
lenge will be staying focused, prioritizing product
pushes, and making the most of Iomega’s retail
track record.
EMC will use its array of technologies to add
enough functionality to the consumer products to
“significantly increase the barriers to entry” for
competitors, Joel confirms.
Global opportunities
Iomega has an amazingly strong retail presence in
Europe, accounting for some 70% of its sales.
Jon expects the acquisition by EMC to help Io-
mega grow its U.S. market share, and he sees Asia,
Eastern Europe, and Latin America as exciting
growth markets.
Iomega’s consumer know-how should help
EMC drive forward a pilot consumer effort for
LifeLine launched earlier this year in China.
Since its debut, LifeLine has been largely mar-
keted through OEMs such as Intel. China was the
only market where EMC offered a branded pro-
sumer product called the EMC Storage Credenza,
sold via distributors. The launch was a success
operationally, Jay says, helping EMC learn about
doing business in the low end of the Chinese mar-
ket.
That effort will go to the next level when the
StorCenter ix2 debuts in China later this year.
In fact, Joel regards EMC’s pursuit of the con-
sumer segment as an incredibly promising strat-
egy for future growth in emerging markets. He
says, “This represents, over time, EMC’s greatest
opportunity to penetrate those markets world-
wide. In the next five years, the consumer and
small business space in emerging markets will
become as big as or bigger than the mid- or high-
end markets.” S
APRIL 2, 1980
Incorporates
as Databyte
Corporation.
Within months,
name changes to
Iomega.
1982 Unveils first
product, The
Bernoulli Box,
groundbreaking
high-capacity
disk storage.
Earliest removable
cartridges come in
capacities of 5, 10,
and 20MB.
JULY 1983 Company
goes public, raising
$21.7 million.
1986 Annual sales
hit $126 million.
MARCH 1995
Launches the Zip
Drive, medium-
capacity removable
disk storage.
Affordable Zip
disks hold 100 to
750MB and remain
popular until they
are displaced by
rewritable CDs.
1996-1998 Sales
top $1.7 billion.
Employees number
4,800. Iomega
brand enjoys global
recognition.
1999-2003
Sales decline as
recordable CDs,
DVDs, and USB
flash drives take
over.
2004 Iomega
begins to bundle
Retrospect into its
product set.
2007 Company
posts first profit in
more than three
years.
JUNE 2008 EMC
acquires Iomega.
OCTOBER 2008
StorCenter ix2
Network Storage
appliance launches
as the first joint
Iomega/EMC
networked product
offering.
A lot is
at stake.
Consumers
with their
ever-growing
digital
footprints
constitute
the world’s
fastest-
growing
market for
data storage.
10. 10 EMC.now | Q4 2008
EMC co-founder’s good
instincts and a recovering Irish
economy create a 20-year
success story
An historic
milestone is marked
Celtic tiger
continues to
roar
St. Patrick’s
Bridge, opened
by Irish business
entrepreneur
(and Lord Mayor)
John Arnott in
1861, is a landmark
recognizable to all
Cork employees.
11. Q4 2008 | EMC.now 11
Mike Kerouac, Joe Tucci, and Dave
Donatelli were among the execs
who toured the Cork Manufacturing
Facility. Colman O’Flynn (far-right),
Program Manager, International
Supply Chain, was their escort.
12. 12 EMC.now | Q4 2008
It was 1988 when Dick Egan looked across the
Atlantic to Ireland—specifically, to Ovens, a tiny
village near Cork known as Na hUamhanna in
Irish. It would become the locale for EMC’s first
manufacturing operation outside North America.
This was a prescient but risky decision. In the
mid-1980s, Ireland’s unemployment rate was 20%—
the highest in Europe. The country was losing its
talent to places with healthier economies.
But in 1986, serious recovery measures began
taking effect, and by 1990, Ireland had clawed its
way back to economic
health.
“To our EMC
leadership, Ovens
seemed to be a very
attractive location
for business,” says
International Operations
VP Bob Savage, who is
based there. “From a
product-distribution
viewpoint, we sit right at
the edge of Europe. Cork
Harbour is nearby. Cork
Airport is 20 minutes
away. We have great
logistical access to the
EMEA region and the
world.”
Investing in innovation
Throughout 2008, EMC Cork has
been celebrating its two decades on
the Emerald Isle and its extraor-
dinary continuing growth. From a
group of 22 employees working in one
47,000-square-foot building devoted
strictly to manufacturing, the opera-
tion has grown to 1,600 people working
in three multifunctional campuses in
Ovens, in nearby Ballincollig, and in
Dublin.
Some of the most important mile-
celtic tiger
Prior to the Quarterly event,
the Cork Real Estate and
Facilities team cleared 1,600
square feet to accommodate
stage and audience. The move
occurred during Dell’s end of
quarter, but EMC’s employees
ensured no impact occurred.
13. Q4 2008 | EMC.now 13
stones for EMC Cork occurred in 1996
when the company launched Customer
Services there, in 1999 when the pro-
duction of the full range of EMC’s
products began, and in 2002-2003
when Inside Sales launched.
This year, another milestone oc-
curred. EMC announced it would
invest more than $27 million into Cork
R&D over the next five years. The 60
new engineers this move brings will
initially focus on software develop-
ment for storage and resource man-
agement products. Nearly half those
engineering positions are expected to
be filled by the end of this year.
Ireland’s Minister of Foreign Af-
fairs Micheál Martin called EMC’s July
announcement “excellent news from
a highly innovative company.” In fact,
the Irish government and its Industrial
Development Agency (IDA) are using
EMC to promote the country to other
innovative firms that might be consid-
ering locating in Ireland.
The enthusiastic government sup-
port is wonderful, but the biggest
cause of growth for EMC Cork is its
high-quality workforce. “Our decision
to make the big R&D investment is due
largely to the team we have,” Bob says.
Ninety percent of the employees are
“third level,” meaning college gradu-
ates. Many join EMC directly after
graduating from university. In Ireland,
EMC also collaborates formally with
the University of Cork, University of
Limerick, and Cork Institute of Tech-
nology.
Employees come from around the
world to work at Cork’s customer
service center, software development
center, solutions center, and interna-
tional executive briefing center. The
number of multinational employees in-
creased dramatically after Inside Sales
launched.
“Having a diverse workforce pro-
motes dignity and respect for all. Just
as importantly, it helps us work better
cross-culturally, understand custom-
ers’ needs better, and foster innovation
and competitiveness within our cam-
pus and beyond,” says Bob.
Cork reinvents itself
Karen O’Sullivan, Controller of Inter-
national Finance and Accounting, came
to Ovens as an accountant six months
after EMC Cork opened its doors. She
had a perfect vantage point to observe
the evolution.
“The variety of cultures you find
here is a phenomenon that only began
within the last six years. Before that it
was largely an Irish culture, but now
people come from all over, and it en-
riches our experience,” she says.
Karen helped Cork create the In-
ternational Finance Group in 1993. She
sees EMC Ireland as having its own
unique DNA, which helped to shape
how the operation grew.
“One thing I’ve noticed is that this
all started with a band of 22 people,
and today, many of those same people
are still with us. I think that core group
influenced how we all flourished here.
Beginning as a group of manufacturing
employees, we developed our expertise
collectively to the extent that EMC
Cork now has 22 functions,” she says.
From a personal perspective, the
decision to take a job at EMC Cork
all those years ago greatly benefited
Karen, who has a deep, first-hand
understanding of the breadth of EMC
outside Ireland.
“Even though I’m based here in
Ireland, I’ve had the opportunity to
work in Australia, Brazil, and the Nor-
dic countries. We continue to reinvent
ourselves. It’s a fantastic challenge, but
you couldn’t ask for anything better,”
she says. S
Bob Savage, VP of Cork
Operations, hosted the Q208
Employee Quarterly Review
Meeting, a standing-room-
only event. The manufacturing
floor-turned-auditorium seated
1,500 employees representing
22 functions, 36 nationalities,
and 26 languages. At the event,
Micheál Martin, Ireland’s
Minister for Foreign Affairs,
thanked EMC for its ongoing
commitment to Cork, adding,
“EMC is a key reference site
for IDA (Ireland’s Industrial
Development Agency) in selling
Ireland’s value proposition to
other IT companies looking to
invest here.”
Over the next five
years, EMC will invest
more than $27 million
to support R&D
initiatives in Cork.
14. 14 EMC.now | Q4 2008 Illustration by Stuart Bradford
Delighting customers from
halfaworldaway
one global
emc
How a process called
“Remote Change Management”
is boosting TCE globally
One night. That’s how
long EMC’s Remote
Change Management
engineers in Cork,
Ireland, were given to
do a major upgrade of
58 Symmetrix systems
more than 6,000 miles
away in Japan. Making
all the changes in a single
night would be difficult.
Having only a one-minute
window between the start
of each system’s upgrade
would turn it into an
Olympian feat.
Thanks to five years of
experience in this type
of “surgery” on digital
patients located far, far
from them, the team did
succeed.
In this case, failure
was not an option. The
project was crucial
to maintaining the
good health of EMC’s
relationship with a very
large customer.
Keeping an edge in a mobile universe
The Japanese customer is a giant of the
mobile communications industry, pro-
viding multimedia services to tens of
millions of customers. In recent years,
the telco has dramatically expanded
operations through branch offices and
subsidiaries in Asia, Europe, and North
America, and in strategic alliances with
service providers in Asia-Pacific and
European countries.
In a difficult global economy, even
the most enormous entities must be
agile. This customer has been mak-
ing innovations that transform mobile
phones into a “lifestyle infrastructure.”
Recently, for example, it introduced a
phone with e-wallet functions permit-
ting cashless payment for everything
from new outfits to subway fares.
Companies dedicated to innovation
demand agility, speed, and precision
from their IT suppliers, too. Remote
Change Management (RCM) services
from EMC could serve as a fast, accu-
rate way to implement the large num-
ber of storage system upgrades quickly.
“This was one of those cases where
everything absolutely, positively, had
to go right,” says RCM Manager Claire
Murphy. “With all customers, but par-
ticularly with a customer that main-
tains such exacting standards, there’s
no room at all for error.”
15. Q4 2008 | EMC.now 15
It is true that Asian customers,
who prize personal service and re-
lationships, traditionally are uneasy
about remotely performed technol-
ogy upgrades—especially for large or
mission-critical projects. But when this
telco considered its stringent schedule
and the large number of systems that
it wanted to upgrade, it agreed to the
remote approach.
Experience provides the edge
The service operates using highly pro-
prietary—and highly effective—tools
and procedures. Five years ago, the
RCM team began performing remote
operations for Symmetrix customers
in EMEA countries, then the United
States, and after that, APJ. The team
added CLARiiON and Celerra system
changes to its repertoire in 2008.
A clear picture of RCM growth has
emerged. In January 2004, the group
performed 96 change activities. By July
2008, the number had grown to 3,000
activities that month and more than
30,000 annually.
Symmetrix changes and upgrades
still comprise the majority of projects,
but Celerra and CLARiiON numbers
are on the rise. The team now executes
about 100 CLARiiON upgrades month-
ly, “so the business is growing,” Claire
says. “We’ve been able to build on the
tremendous success we’ve had with
our Symmetrix service.”
People close to the ground are defi-
nitely witnessing the success of the
newer RCM remote-change services
for CLARiiON and Celerra systems.
“The CLARiiON and the network-
attached storage upgrade services have
been an excellent extension of the
successful Symmetrix service,” says
EMC District Service Manager Jeff
Cote, who supports customers in New
York and New Jersey. “It’s the perfect
partnership. Our team identifies the
challenges, then we collaborate with
the remote team in Cork to drive con-
sistent performance. The proof is in
our continued reliance on RCM servic-
es—for example, we relied on the RCM
team again recently, this time to assist
us with the daunting task of tackling
more than 100 field change orders.”
As Dallas-based Customer Engineer
Shannon Kelman points out, a perfect
partnership can’t help but drive TCE.
He says, “Not only was the RCM
team able to handle an important up-
grade for me, but this time, they did it
with no advance notice. This
is usually not allowed. But the
customer, who had scheduled
it for a specific night, called
me one night beforehand ask-
ing that we start the upgrade
immediately. This customer
also wanted the Celerra data-
mover reboot deferred; he
wanted to be called before
the reboot so he could take
down his iSCSI connections;
then he wanted a second call after the
datamover was back up so he could
restore the iSCSI connections. RCM
was able to accommodate the whole
thing. I spoke with the customer the
next morning. He was very happy with
the results.”
Cost-efficiency …
and work/life balance
The RCM team uses an escalation
process that lets them call upon other
Cork-based teams focused on platform
support engineering, design engineer-
ing, or configuration support. With all
the teams located in Cork, RCM team
members get support almost instantly.
That instant access helps because,
in order to minimize business disrup-
tion, customers often want the remote
changes to occur at night. In the past,
EMC personnel traveled onsite to over-
see these nighttime upgrades, which
disrupted their lives and inflated bud-
gets with extra costs.
Jeff confirms that “the RCM team
has been one of the single biggest con-
tributors to my own people’s ability to
regain some semblance of work/life
balance. The way they handle projects
remotely and work with the various
tech support centers in Cork gives us
peace of mind that the tasks will be
executed with care and precision. My
people in the field are freed up to fo-
cus on projects that require an onsite
presence. So, we’re meeting increased
customer requirements with minimal
personnel growth.”
Of course, the most important ben-
efit of RCM is that it serves custom-
ers well. According to International
Customer Support Manager Shiho
Takahama, the success of the remote-
change project at the big Japanese
telco convinced the EMC account
team—the gatekeepers of this very
important customer relationship—that
their customer will be in good hands
with RCM.
“At first, people on the account
team were anxious about RCM because
they had never used it,” Shiho says.
“But afterwards, they became much
more comfortable with the process.
They have said they will now actively
pursue opportunities to use RCM.” S
What is required to conduct remote changes?
All systems being changed remotely require dial-in capability using a modem,
EMC’s Secure Remote Support technology, ESRS connection, or WebEx.
RCM team members do not necessarily “approve” activities, but they
certainly review them from a technical standpoint. For scheduling purposes,
the team needs 12 hours of lead time for a Symmetrix upgrade, 24 hours for a
CLARiiON upgrade, and 36 hours for a Celerra upgrade.
In January 2004, the group
performed 96 change
activities. By July 2008, the
number had grown to 3,000
activities that month and more
than 30,000 annually.
16. 16 EMC.now | Q4 2008 Illustration by James Yang
Most of the time, customers
demand more. What happens
when they want less? EMC
faced this situation with its
extremely powerful NetWorker
data protection software.
How to sharpen
a technology edge
Enterprise-scale customers
view EMC NetWorker as their ulti-
mate backup and recovery ally. Smaller
organizations also regard NetWorker
as the gold standard. But with their
thinner IT departments and more
modest data management require-
ments, some small and midsize busi-
nesses thought NetWorker had too
many “bells and whistles” for them and
was priced beyond their budgets.
By July 2007, EMC’s Ron Kopeck
had heard that sentiment from numer-
ous sources. Ron, VP of Product Opera-
tions for the Information Management
Software Group, and Anselmo Bar-
rero, a member of Ron’s staff, together
figured out what to do: Simplify Net-
Worker. Make the software easier to
install, configure, and license without
changing its core functionality.
This would happen on an accelerat-
ed timetable with the help of a globally
distributed team whose members col-
lectively nicknamed the effort “Project
Zippo.” Less than a year later and only
six months after coding began, Net-
Worker Fast Start software debuted.
It took time, Anselmo says, to hone
the vision and compare the prices and
functionality of NetWorker against
competing backup products. The
“good-enough” principle went into
effect. This product would have to be
easy to work with. “We realized some
of the features in NetWorker, as great
as they are, simply are not critical to
SMBs,” says Anselmo.
The Project Zippo team would need
to peel off complicated aspects of the
software and radically simplify its li-
censing, all while delivering a positive
total customer experience.
Ron and Anselmo discovered that
even though this was not to be a mas-
sive, start-from-scratch development
effort, NetWorker engineers in the U.S.
were so deeply engaged in other de-
velopment tasks that they just couldn’t
spare enough staff to create NetWorker
Fast Start.
Fortunately, Ron was aware of the
capabilities of EMC’s Storage Software
Group in Bangalore, India. There,
Sr. Director of Engineering Deepak
Visweswaraiah leads 180 employees
and about 80 contractors. Some of his
engineers agreed to tackle the Net-
what
they
want
Exactly
This isn’t NetWorker “lite.” Fast Start is a full-strength backup
and recovery product. The simplicity comes in the form of one
attractive price, one part number, a one-day installation, and one
product capable of growing with a customer.
17. Q4 2008 | EMC.now 17
Worker simplification project.
“There is a lot of passion for qual-
ity and a lot of energy for innovation
within these engineering teams,” says
Deepak. “Our Bangalore people had
their hands full with other products
and projects. Yet they were willing to
take on this important task. When Ron
Kopeck reached out to us, we jumped
at the opportunity.”
Enthusiasm was abundant; spare
time wasn’t. As was the case in the U.S.,
literally everyone in Bangalore who
might be right for the team was already
fully committed. In the end, they as-
sembled the team from various product
groups. A good deal of leeway existed,
however. Ron says, “We deliberately
started with just a two-page require-
ments document. The engineers would
need flexibility.”
To ensure that the complexity re-
ductions would be the proper ones
from a customer standpoint, Ron also
asked London-based Roz Dommett,
SME Practice Manager with EMC
Global Services, to join Project Zippo.
She provided an insight that proved
crucial. “Initially, they were picturing
Fast Start as a pure backup-to-disk
solution,” Roz recalls. “But those of
us in Global Services know that many
midsize customers still are more com-
fortable with tape libraries.” Thus, Fast
Start includes backup-to-tape capabil-
ity.
“We don’t often get an opportunity
to directly influence the creation of a
product,” says Roz. “These engineers
asked for our opinion, and they took us
very seriously.” Later, when it was time
to ensure that results met expectations,
Roz and her team again played a big
role, first by testing the code, then by
working with a U.K. customer—The
CharacterShop—to confirm its value.
The CharacterShop is an animation
studio and is typical of the target mar-
ket for Fast Start. “They backup a lot
of material, yet they need a product
that is easy to install and use,” says Roz.
CharacterShop Production Director
Mark Vale says NetWorker Fast Start
“was easy to install and had an im-
mediate return on performance and
scalability.”
EMC unveiled Fast Start in May
2008 at EMC World as part of a larger
9TO COMPARE THE PRINCIPAL BACKUP AND RECOVERY PLAYERS IN THE MID-TIER SEGMENT,
Project Zippo team members installed EMC NetWorker Fast Start, NetWorker 7.4.1 (NW),
CommVault Galaxy 7.0 (CV), and Symantec Backup Exec software in the same environment: a
server, a client, and a tape library.
Then they measured the effort needed to install and configure the four products. Testers
counted the mouse clicks, the screens required for installation and configuration, the
parameters that needed to be typed in, and the total time for the product to be ready to perform
a backup. NetWorker Fast Start offered dramatic reductions.
backup and recovery announcement.
Michael Wilke, Director of Product
Marketing for NetWorker, says Fast
Start got plenty of attention. “One of
the best things about Fast Start is its
ease of installation,” he says. “At EMC
World, we hosted a ‘Fast Start Chal-
lenge.’ We set up 15 laptops and invited
attendees to compete to install the
product first.” Participants received a
Fast Start stopwatch (to reinforce the
point), and the winner earned an iPod.
Word spread quickly that Fast
Start lived up to its name. Within four
months after launch, NetWorker Fast
Start had attracted around 150 cus-
tomers, almost 80% of them new to
EMC.
Says Michael, “This isn’t NetWorker
‘lite.’ It is a full-strength product priced
attractively. Customers will start with
this platform and take advantage of
next-generation capabilities later.”
Deepak believes that in this in-
stance, centering the engineering work
in Bangalore did keep complexity in
check. To form this team, he says, “We
had to bring together people who were
specialists in other products. When
we saw that we would benefit by hav-
ing more NetWorker knowledge at our
disposal, we set up an advisory council
with subject matter experts in North
America. That arrangement worked
very well.”
Deepak adds that the experience
proved to him that even a team with
many different product backgrounds
can deliver remarkable results remark-
ably fast.
Anselmo agrees, saying, “You have
to do your homework, listen to feed-
back from customers and from our
own field, draw conclusions, and test
them. Even then, it is still a matter of
80% data and 20% intuition.”
One other lesson comes to EMC
courtesy of Project Zippo: Global
teams work best when they have a
clearly stated direction and a goal that
remains focused. Says Anselmo, “If you
have people around who don’t believe,
you have to change them … or go by
them.” S
≠ NetWorker Fast Start ≠ CV 7.0 ≠ NW 7.4.1 ≠ Backup Exec 12
INSTALLATION AND CONFIGURATION COMPARISON
NUMBER
OF
CLICKS
SCREENS USER
PARAMETERS
TIME FOR
PRODUCTTO BE
READY FOR FIRST
BACKUP (MINS)
Up to
88% less
Up to
88% less
Up to
86% less
Up to
71% less
15 121 95 126 13 81 75 106 11 48 34 79 8 28 23 26
18. 18 EMC.now | Q4 2008
If you saw Body of Lies
in theaters recently and
thought you recognized
the sharp-looking storage
systems behind stars Leon-
ardo DiCaprio and Russell
Crowe, you were right. EMC
loaned six Symmetrix DMX-
3 and nine CLARiiON sys-
tems to the production.
In September, Symmetrix
also had a supporting role in
the box-office hit Eagle Eye,
starring Shia LaBeouf and
Michelle Monaghan. It may
even get a “part” in Trans-
formers 2: Revenge of the
Fallen, due out in June 2009.
It’s all part of a product-
placement strategy launched
in 2007 by Global Marketing
to raise awareness of EMC
among the general public.
Embedded marketing
The payoff can be big in
terms of brand exposure.
For EMC, it has already cre-
ated opportunities for sales
teams to take customers to
see the films.
While EMC is a newcom-
er to the big screen, product
placement is not. Compa-
nies have been using this
relatively low-cost branding
option for decades. Sports
cars have gained appeal af-
ter appearing in James Bond
movies. The Ray-Ban sun-
glasses worn by Tom Cruise
in Risky Business sparked a
revival in their popularity.
When Reese’s Pieces coaxed
E.T. out of hiding in E.T., The
Extraterrestrial, sales of that
candy rose 66%.
cool bytes
Joining RSA and
Iomega, Symmetrix and
CLARiiON systems from
EMC hit the big screen
Holdthepopcorn;
isthatEMC?
Leonardo DiCaprio as Roger Ferris and Russell Crowe as Ed Hoffman
in Warner Bros. Pictures Body of Lies. The CLARiiON systems (far
right) played themselves in this thriller about CIA agents battling
terrorism in Jordan.
FRANCOISDUHAMEL
Eagle Eye, the film in which EMC placed 25 Symmetrix DMX systems,
placed #1 at the box office in its opening weekend. The systems were
visible in several key scenes, and in fact, Symmetrix was integral to a
crucial plot point in the final third of the movie.
DREAMWORKS/PARAMOUNTPICTURES
19. Q4 2008 | EMC.now 19
Car makers and other
consumer-product compa-
nies tend to pay for visibility.
And the onscreen exposure
they get is more overt. EMC,
conversely, incurs only mini-
mal costs in its Hollywood
ventures. Mark Fredrickson,
VP of Marketing Strategy
and Communications, told
The Boston Globe that EMC
does pay for Los Angeles
product placement agent
Layne Sipole to seek-out
placement opportunities,
but the studios have thus far
agreed to pay for shipping
the EMC hardware.
“With this arrangement,
we are not guaranteed a
certain amount of ‘air time’
or prominence in the result-
ing production,” Mark says.
“So we choose very carefully
which scripts to accept, and
we look for projects that of-
fer the best potential for big
box-office success and EMC
exposure.”
Getting some air
Symmetrix and CLARiiON
aren’t geared to consumers.
Most people won’t recog-
nize specific EMC products
as they watch Shia LaBeouf
extricate himself from
becoming a pawn in an as-
sassination plot. But Mark
noted that getting EMC in
front of movie and TV view-
ers “establishes air cover for
our brand with unfamiliar
audiences.”
Other tech companies
have pursued movie product
placements for years. Apple
computers have appeared in
over 70 movies in the past
decade, according to brand-
channel.com. IBM, Cisco,
and Dell are no strangers to
the big screen, either.
EMC began to consider
the idea following its 2006
acquisition of RSA Security
Inc., which had been lever-
aging product placements
in film and television. RSA
products were featured in
the high-tech thriller Anti-
trust (2000) starring Ryan
Philippe, the spy film Sword-
fish (2001) starring John
Travolta, and the action
thriller The Sum of All Fears
(2002) starring Ben Affleck.
RSA gear more recently
appeared in U.S. TV series
including Las Vegas, Splinter
Cell, NCIS, and Fringe.
Iomega, which EMC
acquired in 2008, may soon
see placements in shows
such as Fringe, Numbers,
Ellen, 24, and Chuck, and in
upcoming films Transform-
ers 2 and 24: The Movie.
International Public
Relations Manager Hadley
Weinzierl reviews scripts
for potential EMC product
appearances to determine
if they will be appropriate
vehicles. Thus far, she has
reviewed half a dozen pros-
pects and turned down a
few because the technologi-
cal focus isn’t quite right for
EMC.
Chaperoning the stars
When it was time to ac-
company the systems to the
Body of Lies set in Septem-
ber 2007, an unlikely team
sprang into action. Quality
Engineer Jim Lauzonis and
Engineering Technical Spe-
cialist Bill Brennan, both of
Franklin Quality Assurance,
along with Columbia, Mary-
land-based Sr. Field Engi-
neer Dave Fowler, traveled
to Gaithersburg, Maryland.
There, in a 1930s manufac-
turing building turned into
a simulated CIA headquar-
ters, they spent a week set-
ting up systems, polishing
them during breaks in film-
ing, and marveling to each
other daily that they were
in the presence of Academy
Award-winning director
Ridley Scott.
The work, a far cry from
what they usually do at
EMC, was an experience
they won’t soon forget. “It
was awesome,” reports Bill,
a 13-year EMC veteran. He
and Jim usually spend their
days overseeing the quality
testing of incoming and out-
going products in the Frank-
lin Manufacturing facility.
These days, Jim’s colleagues
in Franklin call him “Hol-
lywood.”
In Gaithersburg, they met
Dave, called in to provide
local engineering support to
the project. All three employ-
ees admit that the process
of shepherding products
through EMC’s first movie
placement did involve a
learning curve. For example,
storage systems in actual
operation are, in reality, a
bit too noisy when “quiet
on the set” is vital. So, Jim,
Bill, and Dave removed the
drives, painstakingly drilled
cardboard insets where each
diode would be located, then
lit the system’s interiors with
fluorescent drop lights to
simulate systems in opera-
tion.
They came away with
great admiration for the
people who perform movie
magic. “It’s amazing how fast
they can fabricate a set, tear
it down the next day, then
build another one just a day
after that,” Bill says.
He and Jim also traveled
to Los Angeles last Febru-
ary for four days to set up 25
Symmetrix DMX systems,
empty frames this time, for
Eagle Eye. For that produc-
tion, which was shot in
former airplane hangars be-
longing to Howard Hughes,
they worked with the crew
to hoist all the Symmetrix
frames onto the second- and
third-floor platforms of a
three-story steel set.
Jim also oversaw the de-
livery of 11 Symmetrix DMX
frames to LA for the film-
ing of Transformers 2. That
movie won’t hit theaters un-
til next year, so it remains to
be seen whether more movie
magic might happen. S
Three of the 25 Symmetrix
frames arriving at the top-
secret Eagle Eye filming
location near LA—two former
airplane hangars once owned
by Howard Hughes.
The CLARiiON systems on
a Body of Lies set depicting
the U.S. Embassy Audio and
Video control room in Amman,
Jordan. The film crew required
only a few hours to construct
the entire set.
Body of Lies director Ridley
Scott asked EMC to add lighting
for effect. EMC was later told
that he liked the look. This was
fortunate; Mr. Scott could easily
have pulled the systems from
the set. Ultimately, the look was
perfect for Hollywood without
compromising the systems’
technical integrity.
JIMLAUZONIS
20. 20 EMC.now | Q4 2008
How do you
define “corporate
sustainability”?
Several definitions exist.
The United Nations adopted
one from the 1987 Brundt-
land Report of the World
Commission on Environ-
ment and Development,
which called it, “Develop-
ment that meets the needs
of the present without
compromising the ability of
future generations to meet
their own needs.” From Dow
Jones we’ve got: “A busi-
ness approach that creates
long-term shareholder value
by embracing opportunities
and managing risks deriving
from economic, environ-
mental, and social devel-
opments.” But I adapted a
simple, all-encompassing
definition from the work
of business strategist and
author Peter Senge: “Long-
term systems thinking.”
When we think
“sustainability,” we think
“environment.” But is the
scope wider than that?
Absolutely. In fact, corporate
sustainability is really about
business survival: Take the
long view, or your business
won’t survive in a failing
global society or environ-
ment. Long-term sustain-
ability affects customers,
employees, suppliers, neigh-
bors, partners, governmen-
tal bodies, civil society … the
Earth itself. If we make our
business choices based on
how we interact with those
stakeholders, then we are
promoting sustainability.
How can “commitment to
corporate sustainability”
influence relationships
with employees or
customers?
For one thing, people have
strong emotional responses
to this issue, and it’s a factor
in attracting and retain-
ing the best employees.
As for customers, they’re
concerned with their own
sustainability efforts, and
they want to see everyone
in their supply chain active,
too. We’re now witnessing
how this need to ensure
sustainability along a sup-
ply chain creates a kind of
global “web” of corporate
responsibility.
So, what are we doing
already—right now?
It’s quite a list. We’re reduc-
ing our carbon footprint by
social policies
can create a sustained
competitive advantage
corporate
sustainability
Survivalofthebusiness
9KATHRIN WINKLER: “Long-
term sustainability affects
our customers, employees,
suppliers, neighbors, partners,
governmental bodies, civil
society, and the Earth itself.”
consuming less electricity
from fossil fuels. We’re de-
livering the most energy-
efficient storage hardware
and software in the industry.
We’re reducing resources
at their source and reusing
and reclaiming end-of-life
materials according to our
Design for the Environment
Program.
And we’re partnering
with other information and
communications technology
companies to reduce the en-
ergy intensity of the global
economy. Expanding the
use of IT in business and ev-
eryday life actually reduces
energy consumption while
promoting economic and
social development. IT, for
example, brings vital educa-
tional and health services to
remote areas of the world.
Kathrin Winkler, EMC’s Senior
Director of Corporate Sustainability,
recently shared with EMC.now what
sustainability is and why this company
is so committed to it.
What sustainability-
related groups do we work
with?
One is the Storage Network-
ing Industry Association
Green Storage Initiative.
Another is The Green Grid,
a consortium of data center
ecosystem members from
vendors to power utilities to
end-users. Honestly, EMC
is involved in dozens of im-
portant initiatives around
the world. It goes all the way
up to Joe Tucci. He serves
on the Technology CEO
Council, and last February,
he helped unveil the report
from the American Coun-
cil for an Energy-Efficient
Economy showing how IT
applications and systems re-
duce energy intensity.
Why are we supporting
something like “corporate
sustainability” at this
perilous economic time?
Because the world’s popu-
lation is still growing, and
their information economies
must be developed without
replicating the environmen-
tal disasters caused by peo-
ple in the Industrial Age.
At the same time, de-
veloped economies need to
keep reducing their impact
on the environment. This
is the only way we can, as
the UN put it, “meet the
needs of the present without
compromising the ability of
future generations to meet
their own needs.” S
tAN EMC-BRANDED
ENVIRONMENTALLY FRIENDLY
SHOPPING BAG. On November
5, EMC announced the Green
Champions Initiative to engage
employees directly in the
company’s sustainability efforts.
Visit EMC ONE for details.
