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Revue de presse IoT / Data du 22/01/2017
Bonjour,
Voici la revue de presse IoT/data/energie du 22 janvier 2017.
Bonne lecture !
Table des matières
1. IBM Watson wants to help streetlights become smarter
2. Monetizing Utility Data: The ‘Utility Data as a Service’ Opportunity
3. Carnival Ocean Medallion: 5 takeaways from one of 2017's premier IoT projects
4. DC's Gramercy District to become a $500m smart city test project
5. Plateformes de données urbaines : quelle place pour l'énergie ?
6. Acuity says it has deployed IoT lighting in 40 million square-feet of retail space
Blockchain meets Energy: Building the
Community | Cleantech Group
For followers of our At the Cutting Edge subscriber research, the promise of using
blockchain technology to improve distributed energy, IoT and logistics is nothing new.
In fact, throughout 2016, you have observed organizations like LO3, Filament and Grid
Singularity enter strategic partnership with large enterprises, deploy pilots and make the
headlines. Here is our deal timeline for the year:
Leveraging blockchain technology in exchanges of electrons and data makes sense. It’s
great at securely processing transactions and registering ownership, meaning lower costs
and increased transparency. It also allows users to enter smart contracts, potentially
enabling prosumers to automate their electricity sales and purchases. Similar benefits
apply in IoT, where an increasing number of devices need to communicate with each
other, and using decentralized networks could prove more secure, reliable and affordable.
For all its promise, the intersection of blockchain and energy is in its early days.
Applications in microgrids require more pilots to prove that blockchain-based exchanges
could work at larger scales. Also needed is further early-stage funding to support
companies as they iterate on their revenue models.
In our many interactions with corporate and venture capitalists, we have encountered high
levels of interest, mixed with words of caution. As with every new technology, especially in
energy, it takes time – and the right encounters – to build understanding, trust and mutual
interest between the different types of stakeholders – academics, start-ups, financial
investors and strategics. In short, a community needs to be built around the new
opportunity.
In 2017, Cleantech Group will aim to contribute to building this community. For us, this
starts next week at Cleantech Forum San Francisco. On January 25th, Micah
Winkelspecht, CEO of Gem, and Joe Madden, CEO of Xpansiv Data, will give a dual
presentation on blockchain and potential use cases in energy. Later that day, EDF and
Cleantech Group will co-host an invite-only roundtable gathering top utilities, industrials,
investors and innovators to discuss progress in the field, and what to look for in the next
couple of years. Expect us to update you soon with some of the insights shared there.
Next month, CTG will participate in partner event EventHorizon, the first global summit on
blockchain and energy, in Vienna, Austria (February 14-15, 2017). There, we’ll hear from
the brightest minds in the industry, including Vitalik Buterin, and Dr. Gavin Woods. We will
take this opportunity to share our views on the state of the market, and will have the
privilege to moderate a morning of pitches from emerging leaders in the field, including
LO3, Slock.it, Grid Singularity, Consensys and more. We hope to see some of you there.
Later in the year, we will aim to gather the nascent community once more – watch this
space.
If the intersection of blockchain and energy is a topic of interest to you, and you wish to
hear more, don’t hesitate to drop us a line!
Cleantech Forum San Francisco will take place on January 23-25, more information and
registrationhere. As a CTG Connect member, you have access to a 10% discount on
partner eventEventHorizonin Vienna. Email me at jules.besnainou@cleantech.com to claim
it.
IBM Watson wants to help streetlights
become smarter
Source URL: http://www.businessinsider.fr/us/ibm-watson-wants-to-help-streetlights-
become-smarter-2017-1/
BI Echelon and the IBM Watson IoT group will collaborate to develop an enhanced
streetlight control platform for smart cities, the companies announced in a release.
The platform will allow cities to use connected lighting that responds to observed
behavior and trends in a way that can both reinforce public safety and reduce energy
consumption.
The platform will enable cities and municipalities to gather data from sensors and other
connected devices, and leverage the power of IBM Watson’s AI to make smarter
decisions. In particular, Watson will power adaptive decision-making processes, taking
sensor data and using it in real time to automate public lighting.
Smart lighting platforms can provide cities with a number of clear and tangible benefits.
Here are some of the ways cities can use them:
Promote pedestrian safety: Cities can use sensors to determine whether there are
pedestrians in the vicinity of a light at night. Lights can be activated when there's a
person nearby, providing a sense of security and added visibility that may serve to
reduce crime by keeping people alert.
Enhance automotive visibility: Using a smart lighting platform, municipalities can
adjust streetlight output based on traffic volume as well as weather conditions.
With low-power LEDs, the lamp can modulate output, so in cases of fog, it can
decrease light levels so that visibility isn't further reduced. When typically low-
trafficked areas see high volume, lights can adjust to provide output beyond normal
hours.
Reduce energy costs: By using a connected adaptive lighting platform, cities are
able to realize benefits like those listed above while also reducing electricity usage
and energy costs. The adaptive nature of a smart lighting platform allows it to only
use lights that are needed, transitioning lighting from timing-based to need-based.
Cities will not need to waste power keeping lights on when no cars are on a road or
no pedestrians are walking on a street, allowing sensors to monitor those factors
and letting the platform control lights based on that data.
Partnerships like this will continue to propel smart city solutions. Cities will be able to
realize a broad range of benefits in the short and long term, improving public safety while
also reducing costs. The main drawback comes from upfront expenses, setting up
sensors, and developing the connectivity and protocols that are needed to allow an
adaptive platform to automate operations.
Monetizing Utility Data: The ‘Utility Data
as a Service’ Opportunity
Source URL:
http://www.theenergycollective.com/indigoadvisorygroup/2395868/monetizing-utility-
data-the-utility-data-as-a-service-opportunity
January 10, 2017 by Indigo Advisory GroupLeave a Comment
As the energy and utilities industry continues to rapidly transform, the area of utility data
monetization is becoming increasingly a critical topic.Currently there is no universal data
sharing model that has been endorsed by customers, regulators, utilities and those
operating at the edge of the grid. Each stakeholder has their own particular needs and
value associated with various sets of data, whether that be in a connected home, on a
utility meter or across the broader grid. To that end, a common approach that benefits all
parties is needed. What is clear however, is that a potentially large opportunity for utilities
to maximize their data assets exists. Looking at similar industries and the scale of the
opportunity to monetize data, we see that a market for ‘telco data as a service’ is
potentially worth $79 billion by 2020 according to451 Research. Indeed, as the market for
monetizing data matures in this industry we are seeing some telco’s develop B2B
partnerships with firms like SAP to leverage aggregated customer data for targeted
advertising, measurement and broader consumer insights. The key question for utilities in
the short-to-medium term will be how they value, transact and ultimately monetize their
data in the face of ongoing pressure from third parties and regulators. In this piece, we
offer a high-level framework for utilities and some initial steps to unlock the Utility Data as
a Service ‘UDaaS’ opportunity.
The Utility Data Monetization Framework
Utilities globally need a common data value assessment framework and one utility
jurisdiction in particular that offers insight into this space is New York. Indeed in the DSIP
Guidance Order, it states, “At the core of the new model is improved information –
improved both in its granularity, temporal and spatial, and in its accessibility to consumers
and market participants.” In our recent REV related piece on NY’s Utilities Joint
Distributed System Implementation Plans, we highlighted the difference between two
types of utility data — basic and value added. While it is true that there are some nuances
unique to the type of data being considered here, these two categories are broadly
defined under the REV proceeding as:
Basic Datais data that will be available to the requestor at no charge beyond the
costs that are already included in base rates and includes data that is readily
available, in the public domain, and provided without additional analysis or
processing.
Value-added Data is data that will be available for a fee determined through utility-
specific fee structures. Value-added data goes beyond basic data as it is not
routinely developed or shared, has been transformed or analyzed in a customized
way (i.e., aggregated customer data), is delivered more frequently than basic data,
is requested and provided on a more ad hoc basis; and/or is more granular than
basic data.
In the figure below, we highlight how within this framework, basic and value added data
have distinct characteristics and that different treatment across both the customer and
the system domains is required.
Utility Data Monetization Framework
With this framework in mind, we see that opportunities exists for utilities to monetize
value added data, and that this is particularly true as utilities capture more grid data and
as the IoT and connected home markets accelerate.
Utility Data Growth – Monetization Opportunities and Threats
The volume of data captured by the Internet of Things (IoT) will exceed 1.6 zettabytes by
2020, according to a forecast from ABI Research, part of this trend is the shift from cloud
computing toward edge computing. Indeed, it is the connected home and smart city
verticals in the IoT market, combined with traditional DER opportunities (asset ownership)
that may provide the largest opportunity for utilities. For example, in terms of data
streaming, use cases include device monitoring and control at the meter premise,
demand response, DER dispatch, and settlement and interfacing with on premise devices
(e.g., building management systems) or offering energy management and related services.
In terms of utility activity in this space, we pointed out last year that 93 percent of energy
and utilities companies had increased the number of IoT projects they were involved in. To
that, utilities are currently capturing and processing a host of valuable data.
That being said, over the next 5 years, the idea that technology firms may be collecting /
utilizing more home energy data than utilities is a possibility. For example, Google’s $3.2
billion acquisition of Nest in 2014 was less about a device sales play (breaking even only if
they sell to the majority of US homes by some estimates), but more about a data play.
Nest provides Google with a strategic advantage in the IoT market through data,
immediately creating new opportunities in the home. While this is a flagship example,
there are plenty more across the industry, ranging from startups to established industry
players that are gaining traction in the home and acquiring access to home energy data.
Adding to this trend of third party access to energy data has been the broader data
sharing initiatives in the space over the past 5 years. For example, The Green Button
Initiative, the energy data standardization effort that was officially launched in the US in
January 2012 has enabled the launch of 235 applications by startups and established
players using data from over 50 utilities and some 60 million homes and
businesses.Similarly, in April 2016, the DOE launched Orange Button, with $4 million for
projects to increase access to solar data aiming to increase solar market transparency
and fair pricing by establishing data standards for the industry.
Outside of these examples and the data monetization opportunities in the home, we are
seeing utilities gather significantly more valuable and granular data across the grid as
sensors, communications networks and sophisticated processing algorithms are
increasingly deployed. In this space, utilities may have significantly more opportunities to
monetize their value-added data. In the figure below we highlight the accelerated growth
in utility data both sides of the meter. In this sense, it is important for utilities to assess the
value of data collected at various levels including feeders, substations, and at the system
level and the value of this data to third parties. For example, DER providers can use this
data as an input to their technical and business decisions, such as where to market
services or locate resources to support grid needs, and how to best respond to non-wire
alternatives solicitations. (For more information on how utilities can do more with data see
our UtilAPP resources). With this in mind we are seeing technology companies
increasingly advocate for broad access to utility data.
Accelerated Growth in Utility Data
Third Parties Push for Access to Utility Data
In a paper written by several technology groups associated with clean energy in Dec
2016, they urged utilities to move well beyond data sharing efforts such as the Green
Button, arguing that data transparency on its own is will not spur market animation. They
suggest that various types of utility data must be available in a readily utilized set format.
For these technology companies, they say they want access to grid planning data into
three categories:
1. Grid Needs and Planned Investments (Grid Need Type, Location, Scale of
Deficiency, Planned Investment, Reserve Margin, Historical Data, Forecast Data
and Expected Forecast Error)
2. Hosting Capacity (Circuit Model, Loading, Equipment Ratings and Settings)
3. Locational Value (Energy + Losses, Generation, Transmission & Distribution
Capacity, Ancillary Services, Renewable Energy Compliance, Societal Benefits,
Voltage and Power Quality, Conservation Voltage Reduction, Equipment Life
Extension, Reliability and Resiliency, Market Price Suppression)
In sum, they argue for access to granular grid planning data and that regulators should
consider ordering utilities to share their holistic grid data developed from their resource
plans through a machine-readable standard data format in an easily accessible manner.
What is clear here is that the framework that we outline “Basic and Value Added Data”
and the access to the data that these technologies firms outline will need to be negotiated
and reconciled. With this in mind, we need a regulatory path forward.
Utility Data Monetization – A Regulatory Path Forward
Again, looking to New York and in particular, the PSC’s REV Order Adopting a Ratemaking
and Utility Revenue Model Policy Framework, May, 2016 we see that data falls under
REV’s definition of Platform Service Revenues (PSRs) e.g. PSRs can be earned by utilities
through their provision of Distributed System Platform (DSP) services. The idea being that
increased PSRs would encourage utilities to support access to their systems by DER
providers, and offset required base revenues derived from ratepayers. The ultimate
purpose of the transition is to create “a business and regulatory model where utility profits
are directly aligned with market activities that increase value to customers”. To that, they
give the example of a competitive value-added service in the provision of data analysis.
According to the PSC, in this example, there could be three types of services associated
with data, with three different types of regulatory treatment.
First, in the context of the order and the DSIP, utilities will be required to make
some level of data available to customers and to third parties, at no cost (aligned to
the definition of basic data explained in our framework).
In cases where customers request information that is more detailed and/or more
frequent than basic required data, utilities could supply this value-added data for a
nominal fee. This second type of service – additional data – would derive directly
from the monopoly function and be treated as a PSR. (aligned to the definition of
value added data in our framework)
In the third case, utilities may perform analysis of customer-specific data, and
provide recommendations based on that analysis, conditioned on utilities
implementing tools to allow customers to easily share their usage data with third-
party vendors including firms providing data analysis (again, aligned to the
definition of value added data in our framework). This third type of service –
analysis and recommendation – would be competitive.
With this approach in mind as well as the framework outlined in this piece, an initial
overview of the types of data and what could be monetized by utilities is emerging, the
more difficult question however, lies in determining the ‘real’ value for that data and the
fee-based structure that is needed for utilities to monetize utility data resources.
Looking Ahead – Fee-Based Structures for Value-Added Data Services
Overall, utilities across the country should begin to explore alternative means of utilizing
fee-based structures for value-added data services. However, in order to begin assessing
this and forming a broader view, utilities should first assess all of their data in a basic and
value added framework to identify the overall opportunity. This may result in the utilities
developing fees for data that had previously been provided at no additional charge.
Similarly, as is the case in New York, utilities may also leave open the possibility that what
may presently be characterized as value-added data may become part of basic data in
the future. It will also serve utilities well to look to other industries where well defined
models and B2B partnerships to process, transact and ultimately monetize data exists.
Ultimately, these steps may well lead to a large and timely Utility Data as a Service
(UDaaS) opportunity.
By David Groarke, Managing Director, Indigo Advisory Group
Carnival Ocean Medallion: 5 takeaways
from one of 2017's premier IoT projects
Source URL: http://www.zdnet.com/article/carnival-ocean-medallion-5-takeaways-from-
one-of-2017s-premier-iot-projects/
The cruise industry is following the high-tech wave with the introduction of a new
machine-learning wearable device for passengers that Carnival CEO Arnold Donald
announced at CES 2017. A lot has been written about the move and it's shaping up to be
one of the most significant Internet of Things projects of 2017.
Background
Carnival, with headquarters in both Miami, Florida, and London, England, is calling the 1.8
ounce device the Ocean Medallion. It is a quarter-sized metal disc that can be carried in a
passenger's pocket, pinned to clothing, or worn on the wrist or neck. It will be loaded with
the user's personal identifying information and act as a payment method, logging all of
their purchases and preferences.
It will also note what they opt to do while on board, and what they opt against, as well as
which invitations they accept, and which they ignore in order to personalize future
invitations and offers. The medallion will allow for keyless entry into a passenger's cruise
cabin, and serve as a personal tracking device with wayfinding so that passengers can
locate friends and family members around the massive cruise ship.
The medallion will debut on the Regal Princess in November 2017, and in 2018 it will be
added to the Royal Princess and Caribbean Princess as part of a new Medallion category
of cruise ships on Princess Cruises. "Eventually we expect Medallion to be launched
across the entire fleet," Donald said. It's a major move for Carnival, with 2015 revenues of
$15.7 billion, to introduce this technology, because it is the largest cruise company in the
world, with a fleet of 101 ships visiting 740 ports. There are 10 cruise lines under the
Carnival umbrella: Carnival Cruise Line, Princess Cruises, Holland America Line,
Seabourn, Cunard, AIDA Cruises, Costa Cruises, P&O Cruises (UK), P&O Cruises
(Australia), and Fathom. Carnival has an additional 15 ships scheduled to be delivered to
its various brands between now and 2020.
"The Ocean Global Platform delivers a lifestyle engagement and this is a real game
changer," Donald said. "We recognized each guest is different and the things that make
them happy are different."
With more than 11 million cruise passengers on board annually on Carnival ships, this is
potentially one of the most sophisticated IoT deployments in the world to date. Here are
five takeaways on how Carnival worked with its team and its partners to make it happen.
SEE: Internet of Things: The Security Challenge (ZDNet/TechRepublic special report)
1. A proprietary digital portal on board each ship
As part of the overall Ocean Global Platform, the Ocean Medallion will pair with the Ocean
Compass, the name for Carnival's proprietary digital portal that can be used online, on
smart devices, on kiosks in home ports, on stateroom TVs and interactive surfaces
throughout the ship and on devices carried by ship employees. The medallion doesn't
require charging and doesn't have an on-off switch or a menu to navigate.
Passengers will receive the device at home, before they leave on vacation. Each
medallion will be laser etched with the user's name , ship and date of sailing and will
come pre-loaded with personally identifying information. It will be provided to all
passengers at no cost.
There will inevitably be some passengers who do not want to use the medallion, and they
will be able to opt out. But, Beau Williamson, managing director at Accenture Travel, who
consulted with Carnival as a partner in the project, said that eventually most passengers
will likely be willing to use the medallion as people become more comfortable with
wearable technology.
SEE: Video: Accenture helps Carnival make cruises more interactive (TechRepublic)
2. Operating through a network of sensors
The medallionandthe Ocean Compass work with a network of 4,030 interactive sensors
throughout the ship that Carnival is calling the xIOS, or the Experience Innovation
Operating System.
Scott Sahadi, CEO of TE2, a platform-as-a-service company, orchestrated the software
for the Medallion system.
"In transformative initiatives like this there is always a challenge. Mostly around getting
everybody to work together. Carnival has such an amazing vision but it takes a village to
actually transform a company the size of Carnival and to move the needle the way we're
moving it within an industry," Sahadi said.
"There isn't a day that goes by that another digital innovation isn't hyped about in the
tech space. The reality is most of these are experiments. Carnival has built a platform that
will scale to 100 ships to over 147 destinations in real time. That's not typical. That takes
some serious kung fu," Sahadi said.
SEE: Video: How the platform behind Carnival Medallion pulls off the IoT magic
(TechRepublic)
3. Data analytics and machine learning
The medallion will learn what guests like, and offer choices over time based on what
they've opted to buy, or rejected, in the past.
"Personalization begins at home. It's based on a guest genome that evolves multiple
times per second. The guest genome evolves in real time, creating experience
intelligence. It empowers us to maximize each and every guest's interaction," said John
Padgett, chief experience and innovation officer for Carnival Corp.
The medallion incorporates machine learning. "You hear about machine learning and big
data and big data analytics, and we are really taking the next step in that space. I like to
say big data only helps the next guy. On vacation we want to make sure a guest's
vacation is maximized on that vacation, not some future vacation," Padgett said.
"We are literally running hundreds of algorithms on the edge of what we call experiential
computing devices in our overall sensor network aligned to our experiential Internet of
Things that is plowing back intelligence and machine learning in real time to optimize and
maximize that guest experience instantaneously with the experience itself. It's completely
next level in that space," Padgett said.
SEE: Video: Carnival's John Padgett tells how Ocean Medallion IoT will transform
guest experience (TechRepublic)
4. Overcoming timing and technology challenges
Determining what the device would look like was the first challenge to overcome, said
Michael Jungen, senior vice president of guest experience design and technology for
Carnival.
"[We] wanted to ensure from the very beginning that the aesthetics of our Medallion had
the character of medallions of old, meaning that it was made of metal. So the outer ring is
made of metal and that was a particular design challenge that the team had to take on to
insure that we could give superlative performance from our Bluetooth low energy device
into our shipboard systems. We had to work long and hard to come up with a great
antenna design and a manufacturing design that would allow us to achieve the
performance that we needed in order to deliver great experiences," Jungen said.
Another challenge was the timing, according to Richard Lerz, CEO of Nytec, which built
and installed the hardware for Carnival.
"Carnival had a really tight deadline because ships are only in dry dock every three years
for 10 days. So during the development process we already had our marching orders that
we had to work around knowing when we had to deliver the next phase of the product,"
Lerz said.
A third challenge was testing the technology and making sure it could survive the extreme
marine conditions on a cruise ship.
"This technology is brand new so we didn't have a lot of time to go through multiple
different iterations that you normally would bringing a product to market. So again, tight
deadlines, lots and lots of testing, lots of innovating, lots of teamwork," Lerz said.
SEE: Video: How Nytec helped Carnival overcome the challenges of its massive IoT
deployment (TechRepublic)
5. Multiple communication technologies at work
Inside each medallion are multiple communication technologies including Near Field
Communication (NFC) and Bluetooth Low Energy (BLE).
"We've turned the industry equation upside down. Normally BLE are stationary and NFC
are mobile, but this little baby is our beacon and it is mobile and our readers are
stationary," Jungen said.
The medallion can also be used for payment throughout the ship.
"In our new system, you consume it, we'll take care of the transaction. That's enabled by
our Bluetooth Low Energy highly secured communications protocol that then goes back
to our Medallion pay engine deep in the core of the experience ecosystem and
communicates for payment settlement across various methodologies to insure that every
guest no matter what their available thresholds are on their Visa or Mastercard can put in
as many payment methods types as they'd like, configure their limits and ensure then that
as they enjoy the experiences aboard the ship within our destination and with our
excursion providers that we'll take care of settling that for them based on their wishes and
preferences," Jungen said.
SEE: Video: How Carnival used IoT to streamline customer experience and drive
digital transformation (TechRepublic)
DC's Gramercy District to become a
$500m smart city test project
Source URL: http://readwrite.com/2017/01/16/22-capital-picks-fedbid-grammercy-
district-smart-city-cl4/
FedBid is an online marketplace that facilitates businesses and educational institutes
participating in government procurement of goods and services.
The new smart city platform is focused on reducing the total lifecycle costs of smart city
projects and creating long-term value for the citizens of these urban environments.
One of the first real estate projects 22 CityLink will focus on Gramercy District worth more
than $500 million. This project is a ground-up smart city that is being built in the
Washington, D.C. area.
The role of the new smart city platform is to improve procurement and ultimate profits
when building smart city projects.
“By taking proven, industry-leading supply chain and procurement practices that drive
efficiency in purchasing, while also reducing costs and applying them to modern
development projects like Gramercy District, it is possible to dramatically increase the
return on investment of any real estate development,” said 22 Capital’s managing partner
Minh Le.
Creating a replicable process
FedBid will integrate its platform with 22 CityLink’s broader supply chain management
and procurement services. This will enable all qualified sellers and buyers to participate in
the construction process.
“We are creating a replicable process for effective and efficient procurement, not only in
the construction phase, but throughout the development lifetime,” said Le.
Other groups already involved with the Gramercy District project include Microsoft, Avaya
and George Washington University.
“FedBid is partnering with 22 CityLink to help them optimize the way goods and services
are purchased to build Gramercy District,” said Ted Leonsis, of FedBid investor firm
Revolution Growth. “FedBid revolutionized the way the federal government buys goods
and services and this partnership will help set the standard for the development of future
smart cities.”
Plateformes de données urbaines : quelle
place pour l'énergie ?
Source URL: https://www.energystream-wavestone.com/2017/01/plateforme-donnees-
urbaines-energeticiens/
La collecte et l’analyse des données urbaines constituent des enjeux majeurs pour les
acteurs publics qui souhaitent évaluer et optimiser les politiques menées sur leur
territoire, tout en répondant au désir de leurs citoyens qui demandent toujours plus de
transparence et souhaitent agir pour la vie de la collectivité. La mise en place de
plateformes dédiées, encouragée par une législation toujours plus poussée en matière
d’open data (Loi NOTRe, loi LEMAIRE), est aujourd’hui un véritable challenge pour les
collectivités.
Dans ce contexte, les énergéticiens, qui ont un accès privilégié à de nombreuses données
utilisateurs, souhaitent prendre le train en marche afin de devenir eux aussi acteurs sur
ces nouvelles plateformes de données urbaines. Pour cela, ils devront répondre à
différentes questions que nous nous proposons de mettre en lumière dans cet éclairage.
Une plateforme de données urbaines c’est quoi et ça
sert à quoi ?
Depuis quelques années, nous assistons à la massification des données liée à la
numérisation et à la digitalisation de l’information. Les données sont partout et
représentent une opportunité incroyable pour les collectivités et autres délégataires de
service public puisqu’ils peuvent désormais les publier à des fins de valorisation : c’est ce
qu’on appelle l’Open Data. Récemment, les mouvements d’Open Data se sont multipliés
en France, notamment grâce à la législation française (loi Nouvelle Organisation
Territoriale de la République/Loi pour une République Numérique) qui est venue renforcer
le pouvoir des collectivités tout en les obligeant à ouvrir leurs données publiques et leurs
données d’intérêt général si elles comptent plus de 3500 habitants.
Cet accès facilité aux données a permis l’émergence des plateformes de données
urbaines (PDU). Une PDU est une plateforme de services(web, mobile etc.)mettant à
disposition de tous, des données croisées, transformées et valorisées via un design
d’interface et une architecture adaptés. Les données des PDU couvrent les grands
domaines d’intervention d’une collectivité : mobilité, énergie et ressources, éducation,
santé etc. Leur exploitation a pour but d’améliorer le quotidien des citoyens de façon
mesurable, bénéfique et durable en impliquant chaque acteur de la collectivité. Les PDU
ne sont donc pas uniquement des plateformes Open Data : elles vont plus loin tout en
reposant sur l’Open Data.
Domaines d’activité clés d’une collectivité :
Cliquez sur l’image pour l’agrandir
Avec les PDU, les collectivités répondent aux demandes de performance et de
transparence exprimés par les citoyens à l’égard des décisions politiques, en adressant 3
enjeux majeurs :
1. Piloter la performance interne sur l’ensemble de leurs domaines d’activité
clés, l’objectif final étant bien sûr une amélioration tendancielle des indicateurs de
performance (économies budgétaires, diminution du taux de criminalité etc.). Par
exemple, grâce à City Score, le maire de Boston peut désormais piloter les
indicateurs clés de performance de sa ville en temps réel à l’aide d’un tableau de
bord. Boston étudie également l’impact de nouvelles mesures politiquestelles que
la priorisation des bus aux feux rouges ou l’augmentation du montant de certaines
contraventions, sur l’évolution des bouchons grâce à l’utilisation des données de
Waze.
2. Permettre une plus grande transparence des pouvoirs publics vis-à-vis de
leurs citoyens : la ville de Chicago a par exemple lancé OpenGrid, pour permettre
aux citoyens et entreprises d’obtenir des informations clés sur leur quartier et les
évènements majeurs qui s’y produisent. Avec OpenGrid, Chicago se pose un peu
plus en leader de l’utilisation de l’Open Data au service de ses résidents.
3. Dynamiser le tissu économique local: en ouvrant leurs données, les collectivités
facilitent le travail des entreprises et start-up qui peuvent les utiliser à des fins
commerciales. Singtel, géant des télécommunications asiatique, a par exemple
utilisé les données anonymisées de géolocalisation issues des téléphones de ses
abonnés afin de déterminer les lieux de passages les plus fréquentés. Ceci avait
pour but de mieux penser la localisation des lieux de ventes, le rayonnage des
magasins ou la gestion des flux dans les gares de Singapour.
Les PDU, vraie valeur ajoutée pour les collectivités dans l’atteinte de leurs objectifs, font
toutefois émerger de nouveaux risques. En effet, l’accès instantané aux données
soulève une crainte des citoyens quant au respect de la vie privée. Il est donc nécessaire
pour les gouvernements locaux de mettre en place une réglementation adaptée afin de
protéger face à une transmission d’informations qui se produit « à l’insu » des citoyens.
La création, mais surtout l’application, d’une réglementation adaptée devra
nécessairement passer par une défragmentation de l’organisation des gouvernements qui
devront adopter une vision et un mode de fonctionnement plus transverses.
En France et à l’étranger, on en est où ?
En France, nos 14 métropoles se sont toutes lancées dans l’Open Data. En revanche, les
initiatives de PDU sont plus limitées comme le montre l’état des lieux des initiatives Open
Data et PDU que nous proposons ci-dessous (cliquez sur le tableau pour l’agrandir) :
Cliquez sur le tableau pour l’agrandir
Leader d’après notre analyse, Nantes Métropole a su mettre en place l’une des premières
PDU (« Nantes dans ma poche ») capable d’adresser une grande majorité des enjeux
décrits précédemment. Mais de nombreuses autres solutions se développent aussi sur
notre territoire. De plus en plus d’éditeurs de solution mettent à disposition des
plateformes de données et portails Open Data clés en main permettant aux divers acteurs
de publier, d’échanger et de valoriser leurs données de manière simple et sécurisée
(OpenDataSoft, IntentTechnologies par exemple). Bittle et Toucan Toco, mettent quant à
eux à disposition des interfaces simples et intuitives, indispensables à la création d’une
PDU. Enfin, Dawex se penche sur l’économie de la donnée et propose de réaliser des
transactions de données gratuites ou payantes, d’évaluer la qualité des données et de
paramétrer les droits d’utilisation de ces données en toute sécurité. Mais l’initiative de
PDU la plus poussée reste malgré tout celle d’ENGIE & Suez Environnement qui va
encore plus loin en proposant un véritable outil d’aide au pilotage des collectivités
avecCit’ease.
Même si les collectivités françaises sont en avance sur le plan international, elles
demeurent en retard par rapport à certaines villes pionnières américaines comme New-
York, San Francisco, Boston ou Chicago qui disposent déjà toutes de Data Chief Officers
au sein de leur gouvernement, et d’un nombre impressionnant de jeux de données. Le
tableau que nous proposons ci-après répertorie quelques exemples de PDU mises en
place par de grandes villes des États-Unis et met en évidence la variété des domaines
adressés par ces PDU (source : étude réalisée par La Fabrique de la Cité).
Cliquez sur le tableau pour l’agrandir
Quelle place pour les énergéticiens dans les PDU ?
D’après l’UNEP (United Nations Environment Programme), les villes consomment
aujourd’hui 75% des ressources mondiales alors qu’elles n’occupent que 3% de la
surface terrestre. Elles génèrent également 50 à 80% des émissions de gaz à effet de
serre et la moitié des déchets à l’échelle mondiale. Les collectivités ont donc des enjeux
poussés sur les problématiques d’énergies et de management des ressources : devenir
une smart city n’est plus une simple option mais une nécessité qui pousse les
collectivités à collaborer avec les énergéticiens qui doivent désormais jouer un rôle
majeur dans la mise en place des PDU. Cependant, pour devenir acteurs des PDU, les
énergéticiens doivent au préalable répondre à plusieurs questions qui restent en
suspens :
1. Quel rôle jouer ?
On peut envisager que les données fournisseurs, des transporteurs et des distributeurs
soient accessibles selon les besoins et objectifs des collectivités. La question du maillage
des données rendues publiques devra quant à lui respecter la réglementation afin de
protéger les citoyens. Dans ce cadre réglementaire, les données fournies devront
également à tout prix êtreanonymisées. De plus, elles ne devront pas seulement être
délivrées de façon brute maisnettoyées et transforméesafin d’en tirer un maximum de
valeur. Concernant l’analyse et la mise en forme des données via les PDU, le rôle des
énergéticiens est moins évident. En effet, une analyse réalisée directement par
l’énergéticien pourrait remettre en question certaines performances de la collectivité et
donc créer quelques irritants. Il semble donc que cette analyse soit à mettre entre les
mains des collectivités, ou d’un acteur tiers pour garantir plus d’objectivité.
1. Quelles doivent être les conditions de réalisation concrètes pour s’intégrer
dans une logique de publication des données ?
Une des options pourrait être la mise en place d’une plateforme unique pour tous les
énergéticiens (gérée par exemple par un tiers de confiance) afin de consolider, en un
même endroit, un maximum de données différentes dans le but de les qualifier, d’en tirer
de la valeur et de les fournir plus facilement aux citoyens. Des recoupements plus
efficaces pourraient également être initiés. On peut même envisager la mise à disposition
d’un catalogue de données à destination des collectivités.
1. Quelle gouvernance mettre en place ?
En interne, la gouvernance et le pilotage pourront se faire à la fois avec la DSI pour
sécuriser l’accès aux données, avec les services juridiques mais également avec la
Direction Générale afin de mettre en place des cycles de décision courts tout en gardant
une vision stratégique. À l’externe, il est nécessaire d’impliquer l’ensemble des parties
prenantes (délégataires de service public, associations, start-up, citoyens etc.) pour plus
de légitimité ; de travailler avec le tissu économique local mais également d’intégrer les
décisions politiques des métropoles dans la stratégie de publication des données afin de
l’adapter. Pour cela, des partenariats forts doivent être créés notamment avec ces acteurs
économiques et publics, notamment avec les prestataires de la collectivité qui possèdent
de nombreuses données qu’il peut être intéressant de récupérer et d’utiliser. Ceci soulève
également un point qui reste encore en suspens : qui possède la donnée ? La collectivité
doit-elle être l’unique souveraine ou les énergéticiens doivent-ils conserver la propriété
des données qu’ils publient ?
1. Quel business model adopter ?
La question du financement lors de la publication des données est un point crucial,
d’autant plus que le principe même de l’Open Data réside dans la gratuité.Puisque la
réglementation rend désormais obligatoire la publication d’un certain nombre de données,
le but ici serait d’atteindre l’équilibre budgétaire plutôt que de réaliser du profit. Si les
données sont fournies brutes (mais à minima nettoyées), elles devront être livrées
gratuitement. Les données transformées fournies aux collectivités pourront quant à elles
être rendues payantes, mais il reste cependant à déterminer de quelle façon. Le paiement
en fonction du nombre de requêtes sur une période de temps donnée peut être une
première piste. L’instauration d’une taxe payée par les collectivités pour accéder aux
données transformées des énergéticiens pourrait également être étudiée. Enfin, les
énergéticiens pourraient également trouver des sources de financement grâce à des
partenariats privés.
Conclusion
Les Plateformes de Données Urbaines permettent de connecter l’ensemble des parties
prenantes des collectivités entre elles, des politiques jusqu’aux citoyens acteurs de leurs
villes, en passant par l’ensemble des acteurs économiques. Ces plateformes qui
permettent une amélioration des performances des métropoles nécessitent cependant
une adaptation organisationnelle et réglementaire afin de parer aux différents risques qui
en découlent. De nombreux points restent donc encore à construire et les énergéticiens
doivent saisir l’opportunité de participer à cette construction : la place accordée aux
énergéticiens dans les PDU sera déterminante pour les citoyens et le tissu économique
des collectivités, mais ils doivent avant tout mettre en place un solide business model
autour de la donnée et de sa gouvernance.
Acuity says it has deployed IoT lighting in
40 million square-feet of retail space
Source URL: http://www.ledsmagazine.com/articles/2017/01/acuity-says-it-has-
deployed-iot-lighting-in-40-million-square-feet-of-retail-space.html
Published on:January 17, 2017
By Mark Halper
The LED vendor makes the claim as it and Microsoft again show off indoor
positioning systems for in-store shoppers and cloud data analysis.
LED lighting vendor Acuity Brands said it has now deployed lighting-based indoor
positioning systems (IPS) in nearly 40 million ft2of retail space, a claim it made as it and
software giant Microsoft jointly showed off Internet of Things (IoT) technology at the
National Retail Federation exhibition in New York.
Interested in articles & announcements on indoor positioning systems & IoT
technology?
The two companies showed Acuity luminaires communicating information to in-store
shoppers and sending data to Microsoft's Azure cloud computing system to discern
useful retail patterns and insights.Acuity reported significant headway since
demonstrating IPS with Microsoft at the same show last year.
“We’ve made considerable progress in the retail market, having deployed our fully
commercialized indoor positioning system solution in nearly 40 million ft2 of working retail
space,” said Greg Carter, vice president and general manager of the IoT business unit in
Acuity's lighting group. “We are excited about the opportunities to continue to enhance
our offerings that will allow retail companies to provide more tailored, personalized, and
mobile-enabled omnichannel shopping experiences for their customers.”
Retail stores like Target have been deploying lighting-based indoor positioning
technology. Neither Target nor Acuity will confirm that Target is using Acuity
technology. IPS communicates with smartphones. It could be a good demographic
fit for the smaller urban stores that Target is now opening, such as this Boston
Fenway store. (Source: Target.)
Acuity declined to identify by name any retailers who are using its IPS technology.
“We cannot discuss any customers due to our agreements,” an Acuity spokesperson told
LEDs Magazine. “We are working with a number of retailers in the Top 25.”
Users are believed to include both Walmart and Target, the first and second ranked brick-
and-mortar retailers in the US, respectively.
Target in particular has gained attention for trialing IPS, as LEDs sister magazine Lux
Review first revealed nearly two years ago.
By November of 2015, at least 100 Target locations were known to have trialed IPS
technology, a number that could well have surged by now. About a year ago Target had
roughly 240 million ft2 of total retail stores; for perspective, Acuity's 40 million would be
roughly 16% of that if all of Acuity's deployments were with Target, which they are not.
Target is also opening new, smaller city outlets, aiming at a demographic that could be a
good match with IPS.
Acuity's lighting-based IPS communicates with end users' smartphones via either the
modulation of LED lightwaves — a technology known as visible light communication
(VLC) — or via Bluetooth chips embedded in ceiling luminaires. Either way, the lights can
welcome the shopper to the store and then direct him or her to discounts of particular
interest to that individual. The system can then send data about the customer's actions to
the cloud, giving the retailer and its suppliers valuable insights on sales and shopper
behavior.
Acuity announced last summer that it was providing Target with smart lighting
technologies in stores and distribution centers to reduce energy and improve illumination.
Both companies declined to comment at the time when LEDs Magazine asked them
whether the deployments included IPS.
In promoting its Microsoft exhibition this week in New York, Acuity lauded its IPS
technology for “allowing retailers to save considerable energy and maintenance costs,
while deriving highly accurate, real-time location of loyal customers, employees, and
critical assets.”
Microsoft echoed those remarks.
"For retailers, mobile-first is no longer the exception — it is the rule — and offering
personalized marketing through mobile devices is the best way to foster a deeper level of
customer engagement and enhance the shopping experience," said Brendan O’Meara,
senior director of Microsoft's worldwide retail group. "Acuity Brands continuously updates
and improves its IPS technology, powered by our Azure cloud services solution, and it is
this steadfast commitment to innovation that enables retailers to unlock the power of their
data for in-store personalized marketing that is comparable with online retailers.”
Acuity stepped up its commitment to IPS in early 2015 when it acquired IPS specialist
ByteLight. Earlier this year, it quietly changed the name of its IPS unit, previously called
applied integrated solutions, to the new IoT business unit.

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Revue de presse IoT / Data du 22/01/2017

  • 1. Revue de presse IoT / Data du 22/01/2017 Bonjour, Voici la revue de presse IoT/data/energie du 22 janvier 2017. Bonne lecture ! Table des matières 1. IBM Watson wants to help streetlights become smarter 2. Monetizing Utility Data: The ‘Utility Data as a Service’ Opportunity 3. Carnival Ocean Medallion: 5 takeaways from one of 2017's premier IoT projects 4. DC's Gramercy District to become a $500m smart city test project 5. Plateformes de données urbaines : quelle place pour l'énergie ? 6. Acuity says it has deployed IoT lighting in 40 million square-feet of retail space Blockchain meets Energy: Building the Community | Cleantech Group For followers of our At the Cutting Edge subscriber research, the promise of using blockchain technology to improve distributed energy, IoT and logistics is nothing new. In fact, throughout 2016, you have observed organizations like LO3, Filament and Grid Singularity enter strategic partnership with large enterprises, deploy pilots and make the headlines. Here is our deal timeline for the year:
  • 2. Leveraging blockchain technology in exchanges of electrons and data makes sense. It’s great at securely processing transactions and registering ownership, meaning lower costs and increased transparency. It also allows users to enter smart contracts, potentially enabling prosumers to automate their electricity sales and purchases. Similar benefits apply in IoT, where an increasing number of devices need to communicate with each other, and using decentralized networks could prove more secure, reliable and affordable. For all its promise, the intersection of blockchain and energy is in its early days. Applications in microgrids require more pilots to prove that blockchain-based exchanges could work at larger scales. Also needed is further early-stage funding to support companies as they iterate on their revenue models. In our many interactions with corporate and venture capitalists, we have encountered high levels of interest, mixed with words of caution. As with every new technology, especially in energy, it takes time – and the right encounters – to build understanding, trust and mutual interest between the different types of stakeholders – academics, start-ups, financial investors and strategics. In short, a community needs to be built around the new opportunity. In 2017, Cleantech Group will aim to contribute to building this community. For us, this starts next week at Cleantech Forum San Francisco. On January 25th, Micah Winkelspecht, CEO of Gem, and Joe Madden, CEO of Xpansiv Data, will give a dual presentation on blockchain and potential use cases in energy. Later that day, EDF and Cleantech Group will co-host an invite-only roundtable gathering top utilities, industrials, investors and innovators to discuss progress in the field, and what to look for in the next couple of years. Expect us to update you soon with some of the insights shared there. Next month, CTG will participate in partner event EventHorizon, the first global summit on blockchain and energy, in Vienna, Austria (February 14-15, 2017). There, we’ll hear from the brightest minds in the industry, including Vitalik Buterin, and Dr. Gavin Woods. We will take this opportunity to share our views on the state of the market, and will have the privilege to moderate a morning of pitches from emerging leaders in the field, including LO3, Slock.it, Grid Singularity, Consensys and more. We hope to see some of you there. Later in the year, we will aim to gather the nascent community once more – watch this space. If the intersection of blockchain and energy is a topic of interest to you, and you wish to hear more, don’t hesitate to drop us a line! Cleantech Forum San Francisco will take place on January 23-25, more information and registrationhere. As a CTG Connect member, you have access to a 10% discount on partner eventEventHorizonin Vienna. Email me at jules.besnainou@cleantech.com to claim it. IBM Watson wants to help streetlights
  • 3. become smarter Source URL: http://www.businessinsider.fr/us/ibm-watson-wants-to-help-streetlights- become-smarter-2017-1/ BI Echelon and the IBM Watson IoT group will collaborate to develop an enhanced streetlight control platform for smart cities, the companies announced in a release. The platform will allow cities to use connected lighting that responds to observed behavior and trends in a way that can both reinforce public safety and reduce energy consumption. The platform will enable cities and municipalities to gather data from sensors and other connected devices, and leverage the power of IBM Watson’s AI to make smarter decisions. In particular, Watson will power adaptive decision-making processes, taking sensor data and using it in real time to automate public lighting. Smart lighting platforms can provide cities with a number of clear and tangible benefits. Here are some of the ways cities can use them: Promote pedestrian safety: Cities can use sensors to determine whether there are pedestrians in the vicinity of a light at night. Lights can be activated when there's a person nearby, providing a sense of security and added visibility that may serve to
  • 4. reduce crime by keeping people alert. Enhance automotive visibility: Using a smart lighting platform, municipalities can adjust streetlight output based on traffic volume as well as weather conditions. With low-power LEDs, the lamp can modulate output, so in cases of fog, it can decrease light levels so that visibility isn't further reduced. When typically low- trafficked areas see high volume, lights can adjust to provide output beyond normal hours. Reduce energy costs: By using a connected adaptive lighting platform, cities are able to realize benefits like those listed above while also reducing electricity usage and energy costs. The adaptive nature of a smart lighting platform allows it to only use lights that are needed, transitioning lighting from timing-based to need-based. Cities will not need to waste power keeping lights on when no cars are on a road or no pedestrians are walking on a street, allowing sensors to monitor those factors and letting the platform control lights based on that data. Partnerships like this will continue to propel smart city solutions. Cities will be able to realize a broad range of benefits in the short and long term, improving public safety while also reducing costs. The main drawback comes from upfront expenses, setting up sensors, and developing the connectivity and protocols that are needed to allow an adaptive platform to automate operations. Monetizing Utility Data: The ‘Utility Data as a Service’ Opportunity Source URL: http://www.theenergycollective.com/indigoadvisorygroup/2395868/monetizing-utility- data-the-utility-data-as-a-service-opportunity January 10, 2017 by Indigo Advisory GroupLeave a Comment As the energy and utilities industry continues to rapidly transform, the area of utility data monetization is becoming increasingly a critical topic.Currently there is no universal data sharing model that has been endorsed by customers, regulators, utilities and those operating at the edge of the grid. Each stakeholder has their own particular needs and value associated with various sets of data, whether that be in a connected home, on a utility meter or across the broader grid. To that end, a common approach that benefits all parties is needed. What is clear however, is that a potentially large opportunity for utilities to maximize their data assets exists. Looking at similar industries and the scale of the opportunity to monetize data, we see that a market for ‘telco data as a service’ is potentially worth $79 billion by 2020 according to451 Research. Indeed, as the market for monetizing data matures in this industry we are seeing some telco’s develop B2B partnerships with firms like SAP to leverage aggregated customer data for targeted advertising, measurement and broader consumer insights. The key question for utilities in the short-to-medium term will be how they value, transact and ultimately monetize their data in the face of ongoing pressure from third parties and regulators. In this piece, we offer a high-level framework for utilities and some initial steps to unlock the Utility Data as a Service ‘UDaaS’ opportunity.
  • 5. The Utility Data Monetization Framework Utilities globally need a common data value assessment framework and one utility jurisdiction in particular that offers insight into this space is New York. Indeed in the DSIP Guidance Order, it states, “At the core of the new model is improved information – improved both in its granularity, temporal and spatial, and in its accessibility to consumers and market participants.” In our recent REV related piece on NY’s Utilities Joint Distributed System Implementation Plans, we highlighted the difference between two types of utility data — basic and value added. While it is true that there are some nuances unique to the type of data being considered here, these two categories are broadly defined under the REV proceeding as: Basic Datais data that will be available to the requestor at no charge beyond the costs that are already included in base rates and includes data that is readily available, in the public domain, and provided without additional analysis or processing. Value-added Data is data that will be available for a fee determined through utility- specific fee structures. Value-added data goes beyond basic data as it is not routinely developed or shared, has been transformed or analyzed in a customized way (i.e., aggregated customer data), is delivered more frequently than basic data, is requested and provided on a more ad hoc basis; and/or is more granular than basic data. In the figure below, we highlight how within this framework, basic and value added data have distinct characteristics and that different treatment across both the customer and the system domains is required. Utility Data Monetization Framework With this framework in mind, we see that opportunities exists for utilities to monetize value added data, and that this is particularly true as utilities capture more grid data and
  • 6. as the IoT and connected home markets accelerate. Utility Data Growth – Monetization Opportunities and Threats The volume of data captured by the Internet of Things (IoT) will exceed 1.6 zettabytes by 2020, according to a forecast from ABI Research, part of this trend is the shift from cloud computing toward edge computing. Indeed, it is the connected home and smart city verticals in the IoT market, combined with traditional DER opportunities (asset ownership) that may provide the largest opportunity for utilities. For example, in terms of data streaming, use cases include device monitoring and control at the meter premise, demand response, DER dispatch, and settlement and interfacing with on premise devices (e.g., building management systems) or offering energy management and related services. In terms of utility activity in this space, we pointed out last year that 93 percent of energy and utilities companies had increased the number of IoT projects they were involved in. To that, utilities are currently capturing and processing a host of valuable data. That being said, over the next 5 years, the idea that technology firms may be collecting / utilizing more home energy data than utilities is a possibility. For example, Google’s $3.2 billion acquisition of Nest in 2014 was less about a device sales play (breaking even only if they sell to the majority of US homes by some estimates), but more about a data play. Nest provides Google with a strategic advantage in the IoT market through data, immediately creating new opportunities in the home. While this is a flagship example, there are plenty more across the industry, ranging from startups to established industry players that are gaining traction in the home and acquiring access to home energy data. Adding to this trend of third party access to energy data has been the broader data sharing initiatives in the space over the past 5 years. For example, The Green Button Initiative, the energy data standardization effort that was officially launched in the US in January 2012 has enabled the launch of 235 applications by startups and established players using data from over 50 utilities and some 60 million homes and businesses.Similarly, in April 2016, the DOE launched Orange Button, with $4 million for projects to increase access to solar data aiming to increase solar market transparency and fair pricing by establishing data standards for the industry. Outside of these examples and the data monetization opportunities in the home, we are seeing utilities gather significantly more valuable and granular data across the grid as sensors, communications networks and sophisticated processing algorithms are increasingly deployed. In this space, utilities may have significantly more opportunities to monetize their value-added data. In the figure below we highlight the accelerated growth in utility data both sides of the meter. In this sense, it is important for utilities to assess the value of data collected at various levels including feeders, substations, and at the system level and the value of this data to third parties. For example, DER providers can use this data as an input to their technical and business decisions, such as where to market services or locate resources to support grid needs, and how to best respond to non-wire alternatives solicitations. (For more information on how utilities can do more with data see our UtilAPP resources). With this in mind we are seeing technology companies increasingly advocate for broad access to utility data.
  • 7. Accelerated Growth in Utility Data Third Parties Push for Access to Utility Data In a paper written by several technology groups associated with clean energy in Dec 2016, they urged utilities to move well beyond data sharing efforts such as the Green Button, arguing that data transparency on its own is will not spur market animation. They suggest that various types of utility data must be available in a readily utilized set format. For these technology companies, they say they want access to grid planning data into three categories: 1. Grid Needs and Planned Investments (Grid Need Type, Location, Scale of Deficiency, Planned Investment, Reserve Margin, Historical Data, Forecast Data and Expected Forecast Error) 2. Hosting Capacity (Circuit Model, Loading, Equipment Ratings and Settings) 3. Locational Value (Energy + Losses, Generation, Transmission & Distribution Capacity, Ancillary Services, Renewable Energy Compliance, Societal Benefits, Voltage and Power Quality, Conservation Voltage Reduction, Equipment Life Extension, Reliability and Resiliency, Market Price Suppression) In sum, they argue for access to granular grid planning data and that regulators should consider ordering utilities to share their holistic grid data developed from their resource plans through a machine-readable standard data format in an easily accessible manner. What is clear here is that the framework that we outline “Basic and Value Added Data” and the access to the data that these technologies firms outline will need to be negotiated and reconciled. With this in mind, we need a regulatory path forward. Utility Data Monetization – A Regulatory Path Forward Again, looking to New York and in particular, the PSC’s REV Order Adopting a Ratemaking and Utility Revenue Model Policy Framework, May, 2016 we see that data falls under
  • 8. REV’s definition of Platform Service Revenues (PSRs) e.g. PSRs can be earned by utilities through their provision of Distributed System Platform (DSP) services. The idea being that increased PSRs would encourage utilities to support access to their systems by DER providers, and offset required base revenues derived from ratepayers. The ultimate purpose of the transition is to create “a business and regulatory model where utility profits are directly aligned with market activities that increase value to customers”. To that, they give the example of a competitive value-added service in the provision of data analysis. According to the PSC, in this example, there could be three types of services associated with data, with three different types of regulatory treatment. First, in the context of the order and the DSIP, utilities will be required to make some level of data available to customers and to third parties, at no cost (aligned to the definition of basic data explained in our framework). In cases where customers request information that is more detailed and/or more frequent than basic required data, utilities could supply this value-added data for a nominal fee. This second type of service – additional data – would derive directly from the monopoly function and be treated as a PSR. (aligned to the definition of value added data in our framework) In the third case, utilities may perform analysis of customer-specific data, and provide recommendations based on that analysis, conditioned on utilities implementing tools to allow customers to easily share their usage data with third- party vendors including firms providing data analysis (again, aligned to the definition of value added data in our framework). This third type of service – analysis and recommendation – would be competitive. With this approach in mind as well as the framework outlined in this piece, an initial overview of the types of data and what could be monetized by utilities is emerging, the more difficult question however, lies in determining the ‘real’ value for that data and the fee-based structure that is needed for utilities to monetize utility data resources. Looking Ahead – Fee-Based Structures for Value-Added Data Services Overall, utilities across the country should begin to explore alternative means of utilizing fee-based structures for value-added data services. However, in order to begin assessing this and forming a broader view, utilities should first assess all of their data in a basic and value added framework to identify the overall opportunity. This may result in the utilities developing fees for data that had previously been provided at no additional charge. Similarly, as is the case in New York, utilities may also leave open the possibility that what may presently be characterized as value-added data may become part of basic data in the future. It will also serve utilities well to look to other industries where well defined models and B2B partnerships to process, transact and ultimately monetize data exists. Ultimately, these steps may well lead to a large and timely Utility Data as a Service (UDaaS) opportunity. By David Groarke, Managing Director, Indigo Advisory Group Carnival Ocean Medallion: 5 takeaways from one of 2017's premier IoT projects
  • 9. Source URL: http://www.zdnet.com/article/carnival-ocean-medallion-5-takeaways-from- one-of-2017s-premier-iot-projects/ The cruise industry is following the high-tech wave with the introduction of a new machine-learning wearable device for passengers that Carnival CEO Arnold Donald announced at CES 2017. A lot has been written about the move and it's shaping up to be one of the most significant Internet of Things projects of 2017. Background Carnival, with headquarters in both Miami, Florida, and London, England, is calling the 1.8 ounce device the Ocean Medallion. It is a quarter-sized metal disc that can be carried in a passenger's pocket, pinned to clothing, or worn on the wrist or neck. It will be loaded with the user's personal identifying information and act as a payment method, logging all of their purchases and preferences. It will also note what they opt to do while on board, and what they opt against, as well as which invitations they accept, and which they ignore in order to personalize future invitations and offers. The medallion will allow for keyless entry into a passenger's cruise cabin, and serve as a personal tracking device with wayfinding so that passengers can locate friends and family members around the massive cruise ship. The medallion will debut on the Regal Princess in November 2017, and in 2018 it will be added to the Royal Princess and Caribbean Princess as part of a new Medallion category of cruise ships on Princess Cruises. "Eventually we expect Medallion to be launched across the entire fleet," Donald said. It's a major move for Carnival, with 2015 revenues of $15.7 billion, to introduce this technology, because it is the largest cruise company in the world, with a fleet of 101 ships visiting 740 ports. There are 10 cruise lines under the Carnival umbrella: Carnival Cruise Line, Princess Cruises, Holland America Line, Seabourn, Cunard, AIDA Cruises, Costa Cruises, P&O Cruises (UK), P&O Cruises (Australia), and Fathom. Carnival has an additional 15 ships scheduled to be delivered to its various brands between now and 2020. "The Ocean Global Platform delivers a lifestyle engagement and this is a real game changer," Donald said. "We recognized each guest is different and the things that make them happy are different." With more than 11 million cruise passengers on board annually on Carnival ships, this is potentially one of the most sophisticated IoT deployments in the world to date. Here are five takeaways on how Carnival worked with its team and its partners to make it happen. SEE: Internet of Things: The Security Challenge (ZDNet/TechRepublic special report) 1. A proprietary digital portal on board each ship As part of the overall Ocean Global Platform, the Ocean Medallion will pair with the Ocean Compass, the name for Carnival's proprietary digital portal that can be used online, on smart devices, on kiosks in home ports, on stateroom TVs and interactive surfaces throughout the ship and on devices carried by ship employees. The medallion doesn't require charging and doesn't have an on-off switch or a menu to navigate.
  • 10. Passengers will receive the device at home, before they leave on vacation. Each medallion will be laser etched with the user's name , ship and date of sailing and will come pre-loaded with personally identifying information. It will be provided to all passengers at no cost. There will inevitably be some passengers who do not want to use the medallion, and they will be able to opt out. But, Beau Williamson, managing director at Accenture Travel, who consulted with Carnival as a partner in the project, said that eventually most passengers will likely be willing to use the medallion as people become more comfortable with wearable technology. SEE: Video: Accenture helps Carnival make cruises more interactive (TechRepublic) 2. Operating through a network of sensors The medallionandthe Ocean Compass work with a network of 4,030 interactive sensors throughout the ship that Carnival is calling the xIOS, or the Experience Innovation Operating System. Scott Sahadi, CEO of TE2, a platform-as-a-service company, orchestrated the software for the Medallion system. "In transformative initiatives like this there is always a challenge. Mostly around getting everybody to work together. Carnival has such an amazing vision but it takes a village to actually transform a company the size of Carnival and to move the needle the way we're moving it within an industry," Sahadi said. "There isn't a day that goes by that another digital innovation isn't hyped about in the tech space. The reality is most of these are experiments. Carnival has built a platform that will scale to 100 ships to over 147 destinations in real time. That's not typical. That takes some serious kung fu," Sahadi said. SEE: Video: How the platform behind Carnival Medallion pulls off the IoT magic (TechRepublic) 3. Data analytics and machine learning The medallion will learn what guests like, and offer choices over time based on what they've opted to buy, or rejected, in the past. "Personalization begins at home. It's based on a guest genome that evolves multiple times per second. The guest genome evolves in real time, creating experience intelligence. It empowers us to maximize each and every guest's interaction," said John Padgett, chief experience and innovation officer for Carnival Corp. The medallion incorporates machine learning. "You hear about machine learning and big data and big data analytics, and we are really taking the next step in that space. I like to say big data only helps the next guy. On vacation we want to make sure a guest's vacation is maximized on that vacation, not some future vacation," Padgett said. "We are literally running hundreds of algorithms on the edge of what we call experiential
  • 11. computing devices in our overall sensor network aligned to our experiential Internet of Things that is plowing back intelligence and machine learning in real time to optimize and maximize that guest experience instantaneously with the experience itself. It's completely next level in that space," Padgett said. SEE: Video: Carnival's John Padgett tells how Ocean Medallion IoT will transform guest experience (TechRepublic) 4. Overcoming timing and technology challenges Determining what the device would look like was the first challenge to overcome, said Michael Jungen, senior vice president of guest experience design and technology for Carnival. "[We] wanted to ensure from the very beginning that the aesthetics of our Medallion had the character of medallions of old, meaning that it was made of metal. So the outer ring is made of metal and that was a particular design challenge that the team had to take on to insure that we could give superlative performance from our Bluetooth low energy device into our shipboard systems. We had to work long and hard to come up with a great antenna design and a manufacturing design that would allow us to achieve the performance that we needed in order to deliver great experiences," Jungen said. Another challenge was the timing, according to Richard Lerz, CEO of Nytec, which built and installed the hardware for Carnival. "Carnival had a really tight deadline because ships are only in dry dock every three years for 10 days. So during the development process we already had our marching orders that we had to work around knowing when we had to deliver the next phase of the product," Lerz said. A third challenge was testing the technology and making sure it could survive the extreme marine conditions on a cruise ship. "This technology is brand new so we didn't have a lot of time to go through multiple different iterations that you normally would bringing a product to market. So again, tight deadlines, lots and lots of testing, lots of innovating, lots of teamwork," Lerz said. SEE: Video: How Nytec helped Carnival overcome the challenges of its massive IoT deployment (TechRepublic) 5. Multiple communication technologies at work Inside each medallion are multiple communication technologies including Near Field Communication (NFC) and Bluetooth Low Energy (BLE). "We've turned the industry equation upside down. Normally BLE are stationary and NFC are mobile, but this little baby is our beacon and it is mobile and our readers are stationary," Jungen said. The medallion can also be used for payment throughout the ship.
  • 12. "In our new system, you consume it, we'll take care of the transaction. That's enabled by our Bluetooth Low Energy highly secured communications protocol that then goes back to our Medallion pay engine deep in the core of the experience ecosystem and communicates for payment settlement across various methodologies to insure that every guest no matter what their available thresholds are on their Visa or Mastercard can put in as many payment methods types as they'd like, configure their limits and ensure then that as they enjoy the experiences aboard the ship within our destination and with our excursion providers that we'll take care of settling that for them based on their wishes and preferences," Jungen said. SEE: Video: How Carnival used IoT to streamline customer experience and drive digital transformation (TechRepublic) DC's Gramercy District to become a $500m smart city test project Source URL: http://readwrite.com/2017/01/16/22-capital-picks-fedbid-grammercy- district-smart-city-cl4/ FedBid is an online marketplace that facilitates businesses and educational institutes participating in government procurement of goods and services. The new smart city platform is focused on reducing the total lifecycle costs of smart city projects and creating long-term value for the citizens of these urban environments. One of the first real estate projects 22 CityLink will focus on Gramercy District worth more than $500 million. This project is a ground-up smart city that is being built in the Washington, D.C. area. The role of the new smart city platform is to improve procurement and ultimate profits when building smart city projects. “By taking proven, industry-leading supply chain and procurement practices that drive efficiency in purchasing, while also reducing costs and applying them to modern development projects like Gramercy District, it is possible to dramatically increase the return on investment of any real estate development,” said 22 Capital’s managing partner Minh Le. Creating a replicable process FedBid will integrate its platform with 22 CityLink’s broader supply chain management and procurement services. This will enable all qualified sellers and buyers to participate in the construction process. “We are creating a replicable process for effective and efficient procurement, not only in the construction phase, but throughout the development lifetime,” said Le.
  • 13. Other groups already involved with the Gramercy District project include Microsoft, Avaya and George Washington University. “FedBid is partnering with 22 CityLink to help them optimize the way goods and services are purchased to build Gramercy District,” said Ted Leonsis, of FedBid investor firm Revolution Growth. “FedBid revolutionized the way the federal government buys goods and services and this partnership will help set the standard for the development of future smart cities.” Plateformes de données urbaines : quelle place pour l'énergie ? Source URL: https://www.energystream-wavestone.com/2017/01/plateforme-donnees- urbaines-energeticiens/ La collecte et l’analyse des données urbaines constituent des enjeux majeurs pour les acteurs publics qui souhaitent évaluer et optimiser les politiques menées sur leur territoire, tout en répondant au désir de leurs citoyens qui demandent toujours plus de transparence et souhaitent agir pour la vie de la collectivité. La mise en place de plateformes dédiées, encouragée par une législation toujours plus poussée en matière d’open data (Loi NOTRe, loi LEMAIRE), est aujourd’hui un véritable challenge pour les collectivités. Dans ce contexte, les énergéticiens, qui ont un accès privilégié à de nombreuses données utilisateurs, souhaitent prendre le train en marche afin de devenir eux aussi acteurs sur ces nouvelles plateformes de données urbaines. Pour cela, ils devront répondre à différentes questions que nous nous proposons de mettre en lumière dans cet éclairage. Une plateforme de données urbaines c’est quoi et ça sert à quoi ? Depuis quelques années, nous assistons à la massification des données liée à la numérisation et à la digitalisation de l’information. Les données sont partout et représentent une opportunité incroyable pour les collectivités et autres délégataires de service public puisqu’ils peuvent désormais les publier à des fins de valorisation : c’est ce qu’on appelle l’Open Data. Récemment, les mouvements d’Open Data se sont multipliés en France, notamment grâce à la législation française (loi Nouvelle Organisation Territoriale de la République/Loi pour une République Numérique) qui est venue renforcer le pouvoir des collectivités tout en les obligeant à ouvrir leurs données publiques et leurs données d’intérêt général si elles comptent plus de 3500 habitants. Cet accès facilité aux données a permis l’émergence des plateformes de données urbaines (PDU). Une PDU est une plateforme de services(web, mobile etc.)mettant à disposition de tous, des données croisées, transformées et valorisées via un design d’interface et une architecture adaptés. Les données des PDU couvrent les grands domaines d’intervention d’une collectivité : mobilité, énergie et ressources, éducation,
  • 14. santé etc. Leur exploitation a pour but d’améliorer le quotidien des citoyens de façon mesurable, bénéfique et durable en impliquant chaque acteur de la collectivité. Les PDU ne sont donc pas uniquement des plateformes Open Data : elles vont plus loin tout en reposant sur l’Open Data. Domaines d’activité clés d’une collectivité : Cliquez sur l’image pour l’agrandir Avec les PDU, les collectivités répondent aux demandes de performance et de transparence exprimés par les citoyens à l’égard des décisions politiques, en adressant 3 enjeux majeurs : 1. Piloter la performance interne sur l’ensemble de leurs domaines d’activité clés, l’objectif final étant bien sûr une amélioration tendancielle des indicateurs de performance (économies budgétaires, diminution du taux de criminalité etc.). Par exemple, grâce à City Score, le maire de Boston peut désormais piloter les indicateurs clés de performance de sa ville en temps réel à l’aide d’un tableau de bord. Boston étudie également l’impact de nouvelles mesures politiquestelles que la priorisation des bus aux feux rouges ou l’augmentation du montant de certaines contraventions, sur l’évolution des bouchons grâce à l’utilisation des données de Waze. 2. Permettre une plus grande transparence des pouvoirs publics vis-à-vis de leurs citoyens : la ville de Chicago a par exemple lancé OpenGrid, pour permettre aux citoyens et entreprises d’obtenir des informations clés sur leur quartier et les évènements majeurs qui s’y produisent. Avec OpenGrid, Chicago se pose un peu plus en leader de l’utilisation de l’Open Data au service de ses résidents. 3. Dynamiser le tissu économique local: en ouvrant leurs données, les collectivités facilitent le travail des entreprises et start-up qui peuvent les utiliser à des fins commerciales. Singtel, géant des télécommunications asiatique, a par exemple utilisé les données anonymisées de géolocalisation issues des téléphones de ses abonnés afin de déterminer les lieux de passages les plus fréquentés. Ceci avait pour but de mieux penser la localisation des lieux de ventes, le rayonnage des magasins ou la gestion des flux dans les gares de Singapour. Les PDU, vraie valeur ajoutée pour les collectivités dans l’atteinte de leurs objectifs, font toutefois émerger de nouveaux risques. En effet, l’accès instantané aux données soulève une crainte des citoyens quant au respect de la vie privée. Il est donc nécessaire pour les gouvernements locaux de mettre en place une réglementation adaptée afin de
  • 15. protéger face à une transmission d’informations qui se produit « à l’insu » des citoyens. La création, mais surtout l’application, d’une réglementation adaptée devra nécessairement passer par une défragmentation de l’organisation des gouvernements qui devront adopter une vision et un mode de fonctionnement plus transverses. En France et à l’étranger, on en est où ? En France, nos 14 métropoles se sont toutes lancées dans l’Open Data. En revanche, les initiatives de PDU sont plus limitées comme le montre l’état des lieux des initiatives Open Data et PDU que nous proposons ci-dessous (cliquez sur le tableau pour l’agrandir) : Cliquez sur le tableau pour l’agrandir Leader d’après notre analyse, Nantes Métropole a su mettre en place l’une des premières PDU (« Nantes dans ma poche ») capable d’adresser une grande majorité des enjeux décrits précédemment. Mais de nombreuses autres solutions se développent aussi sur notre territoire. De plus en plus d’éditeurs de solution mettent à disposition des plateformes de données et portails Open Data clés en main permettant aux divers acteurs de publier, d’échanger et de valoriser leurs données de manière simple et sécurisée (OpenDataSoft, IntentTechnologies par exemple). Bittle et Toucan Toco, mettent quant à eux à disposition des interfaces simples et intuitives, indispensables à la création d’une PDU. Enfin, Dawex se penche sur l’économie de la donnée et propose de réaliser des transactions de données gratuites ou payantes, d’évaluer la qualité des données et de paramétrer les droits d’utilisation de ces données en toute sécurité. Mais l’initiative de PDU la plus poussée reste malgré tout celle d’ENGIE & Suez Environnement qui va encore plus loin en proposant un véritable outil d’aide au pilotage des collectivités avecCit’ease. Même si les collectivités françaises sont en avance sur le plan international, elles demeurent en retard par rapport à certaines villes pionnières américaines comme New- York, San Francisco, Boston ou Chicago qui disposent déjà toutes de Data Chief Officers au sein de leur gouvernement, et d’un nombre impressionnant de jeux de données. Le tableau que nous proposons ci-après répertorie quelques exemples de PDU mises en
  • 16. place par de grandes villes des États-Unis et met en évidence la variété des domaines adressés par ces PDU (source : étude réalisée par La Fabrique de la Cité). Cliquez sur le tableau pour l’agrandir Quelle place pour les énergéticiens dans les PDU ? D’après l’UNEP (United Nations Environment Programme), les villes consomment aujourd’hui 75% des ressources mondiales alors qu’elles n’occupent que 3% de la surface terrestre. Elles génèrent également 50 à 80% des émissions de gaz à effet de serre et la moitié des déchets à l’échelle mondiale. Les collectivités ont donc des enjeux poussés sur les problématiques d’énergies et de management des ressources : devenir une smart city n’est plus une simple option mais une nécessité qui pousse les collectivités à collaborer avec les énergéticiens qui doivent désormais jouer un rôle majeur dans la mise en place des PDU. Cependant, pour devenir acteurs des PDU, les énergéticiens doivent au préalable répondre à plusieurs questions qui restent en suspens : 1. Quel rôle jouer ? On peut envisager que les données fournisseurs, des transporteurs et des distributeurs soient accessibles selon les besoins et objectifs des collectivités. La question du maillage des données rendues publiques devra quant à lui respecter la réglementation afin de protéger les citoyens. Dans ce cadre réglementaire, les données fournies devront également à tout prix êtreanonymisées. De plus, elles ne devront pas seulement être délivrées de façon brute maisnettoyées et transforméesafin d’en tirer un maximum de valeur. Concernant l’analyse et la mise en forme des données via les PDU, le rôle des énergéticiens est moins évident. En effet, une analyse réalisée directement par l’énergéticien pourrait remettre en question certaines performances de la collectivité et donc créer quelques irritants. Il semble donc que cette analyse soit à mettre entre les
  • 17. mains des collectivités, ou d’un acteur tiers pour garantir plus d’objectivité. 1. Quelles doivent être les conditions de réalisation concrètes pour s’intégrer dans une logique de publication des données ? Une des options pourrait être la mise en place d’une plateforme unique pour tous les énergéticiens (gérée par exemple par un tiers de confiance) afin de consolider, en un même endroit, un maximum de données différentes dans le but de les qualifier, d’en tirer de la valeur et de les fournir plus facilement aux citoyens. Des recoupements plus efficaces pourraient également être initiés. On peut même envisager la mise à disposition d’un catalogue de données à destination des collectivités. 1. Quelle gouvernance mettre en place ? En interne, la gouvernance et le pilotage pourront se faire à la fois avec la DSI pour sécuriser l’accès aux données, avec les services juridiques mais également avec la Direction Générale afin de mettre en place des cycles de décision courts tout en gardant une vision stratégique. À l’externe, il est nécessaire d’impliquer l’ensemble des parties prenantes (délégataires de service public, associations, start-up, citoyens etc.) pour plus de légitimité ; de travailler avec le tissu économique local mais également d’intégrer les décisions politiques des métropoles dans la stratégie de publication des données afin de l’adapter. Pour cela, des partenariats forts doivent être créés notamment avec ces acteurs économiques et publics, notamment avec les prestataires de la collectivité qui possèdent de nombreuses données qu’il peut être intéressant de récupérer et d’utiliser. Ceci soulève également un point qui reste encore en suspens : qui possède la donnée ? La collectivité doit-elle être l’unique souveraine ou les énergéticiens doivent-ils conserver la propriété des données qu’ils publient ? 1. Quel business model adopter ? La question du financement lors de la publication des données est un point crucial, d’autant plus que le principe même de l’Open Data réside dans la gratuité.Puisque la réglementation rend désormais obligatoire la publication d’un certain nombre de données, le but ici serait d’atteindre l’équilibre budgétaire plutôt que de réaliser du profit. Si les données sont fournies brutes (mais à minima nettoyées), elles devront être livrées gratuitement. Les données transformées fournies aux collectivités pourront quant à elles être rendues payantes, mais il reste cependant à déterminer de quelle façon. Le paiement en fonction du nombre de requêtes sur une période de temps donnée peut être une première piste. L’instauration d’une taxe payée par les collectivités pour accéder aux données transformées des énergéticiens pourrait également être étudiée. Enfin, les énergéticiens pourraient également trouver des sources de financement grâce à des partenariats privés. Conclusion Les Plateformes de Données Urbaines permettent de connecter l’ensemble des parties prenantes des collectivités entre elles, des politiques jusqu’aux citoyens acteurs de leurs villes, en passant par l’ensemble des acteurs économiques. Ces plateformes qui permettent une amélioration des performances des métropoles nécessitent cependant une adaptation organisationnelle et réglementaire afin de parer aux différents risques qui en découlent. De nombreux points restent donc encore à construire et les énergéticiens
  • 18. doivent saisir l’opportunité de participer à cette construction : la place accordée aux énergéticiens dans les PDU sera déterminante pour les citoyens et le tissu économique des collectivités, mais ils doivent avant tout mettre en place un solide business model autour de la donnée et de sa gouvernance. Acuity says it has deployed IoT lighting in 40 million square-feet of retail space Source URL: http://www.ledsmagazine.com/articles/2017/01/acuity-says-it-has- deployed-iot-lighting-in-40-million-square-feet-of-retail-space.html Published on:January 17, 2017 By Mark Halper The LED vendor makes the claim as it and Microsoft again show off indoor positioning systems for in-store shoppers and cloud data analysis. LED lighting vendor Acuity Brands said it has now deployed lighting-based indoor positioning systems (IPS) in nearly 40 million ft2of retail space, a claim it made as it and software giant Microsoft jointly showed off Internet of Things (IoT) technology at the National Retail Federation exhibition in New York. Interested in articles & announcements on indoor positioning systems & IoT technology? The two companies showed Acuity luminaires communicating information to in-store shoppers and sending data to Microsoft's Azure cloud computing system to discern useful retail patterns and insights.Acuity reported significant headway since demonstrating IPS with Microsoft at the same show last year. “We’ve made considerable progress in the retail market, having deployed our fully commercialized indoor positioning system solution in nearly 40 million ft2 of working retail space,” said Greg Carter, vice president and general manager of the IoT business unit in Acuity's lighting group. “We are excited about the opportunities to continue to enhance our offerings that will allow retail companies to provide more tailored, personalized, and mobile-enabled omnichannel shopping experiences for their customers.” Retail stores like Target have been deploying lighting-based indoor positioning technology. Neither Target nor Acuity will confirm that Target is using Acuity technology. IPS communicates with smartphones. It could be a good demographic fit for the smaller urban stores that Target is now opening, such as this Boston Fenway store. (Source: Target.) Acuity declined to identify by name any retailers who are using its IPS technology. “We cannot discuss any customers due to our agreements,” an Acuity spokesperson told LEDs Magazine. “We are working with a number of retailers in the Top 25.”
  • 19. Users are believed to include both Walmart and Target, the first and second ranked brick- and-mortar retailers in the US, respectively. Target in particular has gained attention for trialing IPS, as LEDs sister magazine Lux Review first revealed nearly two years ago. By November of 2015, at least 100 Target locations were known to have trialed IPS technology, a number that could well have surged by now. About a year ago Target had roughly 240 million ft2 of total retail stores; for perspective, Acuity's 40 million would be roughly 16% of that if all of Acuity's deployments were with Target, which they are not. Target is also opening new, smaller city outlets, aiming at a demographic that could be a good match with IPS. Acuity's lighting-based IPS communicates with end users' smartphones via either the modulation of LED lightwaves — a technology known as visible light communication (VLC) — or via Bluetooth chips embedded in ceiling luminaires. Either way, the lights can welcome the shopper to the store and then direct him or her to discounts of particular interest to that individual. The system can then send data about the customer's actions to the cloud, giving the retailer and its suppliers valuable insights on sales and shopper behavior. Acuity announced last summer that it was providing Target with smart lighting technologies in stores and distribution centers to reduce energy and improve illumination. Both companies declined to comment at the time when LEDs Magazine asked them whether the deployments included IPS. In promoting its Microsoft exhibition this week in New York, Acuity lauded its IPS technology for “allowing retailers to save considerable energy and maintenance costs, while deriving highly accurate, real-time location of loyal customers, employees, and critical assets.” Microsoft echoed those remarks. "For retailers, mobile-first is no longer the exception — it is the rule — and offering personalized marketing through mobile devices is the best way to foster a deeper level of customer engagement and enhance the shopping experience," said Brendan O’Meara, senior director of Microsoft's worldwide retail group. "Acuity Brands continuously updates and improves its IPS technology, powered by our Azure cloud services solution, and it is this steadfast commitment to innovation that enables retailers to unlock the power of their data for in-store personalized marketing that is comparable with online retailers.” Acuity stepped up its commitment to IPS in early 2015 when it acquired IPS specialist ByteLight. Earlier this year, it quietly changed the name of its IPS unit, previously called applied integrated solutions, to the new IoT business unit.