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correct_foundationPlace_00048 | FactBench | 1 | 42 | https://www.rcrwireless.com/tag/optus/page/4 | en | RCR Wireless News | [
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] | null | [] | 1999-11-29T18:00:00-06:00 | en | RCR Wireless News | https://www.rcrwireless.com/tag/optus/page/4 | Since 1982, RCR Wireless News has been providing wireless and mobile industry news, insights, and analysis to mobile and wireless industry professionals, decision makers, policy makers, analysts and investors. | ||||||
correct_foundationPlace_00048 | FactBench | 2 | 83 | https://www.minebea-intec.com/us/load-cells/truck-scale-components | en | Truck scales: Robust weighing solutions for industry – Minebea Intec | [
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] | null | [] | null | Find out all about our reliable truck scale components such as load cells, electronics and accessories. Product details ✓ Advice ✓ | en | /typo3conf/ext/minebeapackage/Resources/Public/Icons/favicon.ico | https://www.minebea-intec.com/us/load-cells/truck-scale-components | Maxxis 5 weighing controller for precise control of truck scales
The Maxxis 5 with truck weighing application can control the entire weighing process, including predefined processes for:
First and second weighing
Control of traffic lights and barriers
Control of dosing processes for lorry loading
Material and order-related receipts, recipe reports, utilisation logs and production statistics can be printed out via a printer or exported to a PC.
The Maxxis 5 weighing controller is also suitable for tandem scales. Two weighing platforms are connected and the combined weight value is calculated.
to the product
A truck scale is a weighing system that is used to weigh the load of a vehicle. It is mainly used in recycling plants, factories, quarries and agriculture. Generally, a truck scale uses a structured platform made of metal/concrete, solid concrete or solid steel with load cells and a control transmission system to display the total weight of the vehicle and the goods loaded on it.
Various aspects should be considered when purchasing and using a truck scale. In the recycling industry, for example, the vehicles are generally longer, goods such as stones or paper spill and impair the function of the truck scale. Access and cleaning requirements under the truck scale are therefore important. If the value of the goods to be weighed is high, the requirements for the accuracy of the load cells for the truck scale also increase. In agriculture, on the other hand, the requirements for the width of the vehicles are different and, of course, the requirements for overload protection of the truck scales are high. In companies located near the ocean or sea, for example, there are requirements for water and corrosion protection. In the logistics and warehousing industry, where the truck scales are part of the factory's overall IT system, which is often linked to purchasing, storage and sales systems, there are many vehicle entries and exits, which requires fast measurements and high traceability functions.
As with most scales, the main central component of a truck scale is the load cell, usually between 4 and 8 load cells, depending on the number of modules on the platform. The load cells are mounted under the lower part of the truck scale platform using a mounting kit. The signal cables of the load cells are connected to the weight indicator via a junction box to display the weight. In addition to these basic elements, the truck scale can be equipped with a second indicator, the so-called weight repeater, depending on the user's needs, a system that ensures that the driver can check that the truck scale is at zero and that he can see his weight when he is standing on the scale. Other devices, such as weighing terminals, can independently control the management and recording of weighing operations.
The location of a truck scale must be carefully considered: Is the surface strong enough to bear the weight of the scales and the loaded lorry? Does the weighbridge have to cope with traffic in one or both directions? Does the site provide adequate drainage for rainwater? Does the site provide enough space for trucks to enter and exit the truck scale without problems? Is the site large enough to add a new weighbridge if required? Is a waiting area provided so that waiting lorries do not block traffic on the carriageway? You need to know the compressive strength of the soil, frost and water levels at the installation site and make sure that the chosen location is suitable for the installation before you draw up the exact construction plan. The load-bearing capacity under the foundation of the weighbridge varies between 7,300 kg/m2 and 12,200 kg/m2. If the site conditions do not fulfil this requirement, reinforcement must be provided. The foundation of the vehicle bridge must be excavated deeper.
Do not install the device in the vicinity of strong sources of interference, such as post and telecommunications offices, television towers, large transformer stations and high-voltage power lines. Electromagnetic and electrostatic couplings cause interference with the load cell signals transmitted by the transmission cables, and the longer the signal lines, the stronger the interference. | |||||
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] | null | [] | 2024-02-21T15:16:42+00:00 | en | International Institute of Communications | https://www.iicom.org/event/latam-forum/ | Date: Wednesday 15 – Friday 17 May 2024
The IIC held its 11th annual Latin America & Caribbean Forum in Panama City.
Kindly hosted by
In collaboration with
Kindly sponsored by Apple, Liberty Latin America and Frontier Economics
The Forum comprised:
Small Nations Regulators Forum
Wednesday 15 May 2024 (12:00 – 13:45)
Regional Regulators Roundtable
Wednesday 15 May 2024 (14:00-17:30)
Moving from legacy telecommunications/media regulation to digital regulation – is a new regulatory model required? How do we manage the migration/transition? Best practice regulation for the digital era
Latin American & Caribbean Forum
Thursday 16 – Friday 17 May 2024
• Closing the digital divide: what’s really working, what isn’t, and how to make measurable, sustainable progress
• Closing the funding gap: quantifying the investment required and potential sources of finance
• Fulfilling the creative economy’s potential to drive socio-economic development and soft power: policy and regulatory levers
• Promoting competition in digital markets: does one size fit all? How are countries in LAC tailoring their approach to ex ante and ex post regulation?
• Broadband cost recovery and network fees – what is the direction of travel?
• Trust and authenticity in online content: tackling misinformation and disinformation; protecting media plurality; media literacy initiatives
• Creating an enabling but safe environment for the use of Artificial Intelligence for social and economic good. How are regulatory models developing in LAC?
• Mini-workshop sessions on connectivity, infrastructure, cybersecurity
The Conference Venue is:
The Grand Salon
Millicom International Services LLC
Business Park
Edif. Este, Av. de la Rotonda
Panama City
Panama
The following are a selection of hotels close to the offices of Millicom, the conference venue.
The Westin Panamá Hotel – (Costa del Este):
La Rotonda Avenue
East Coast
Panama City
Panama
Tel: +507 -6670-2523
More information here
The hotel is offering a discount of approximately 50%.
To book rooms at the special rate:
1. Click here to go to the hotel website
2. Select the dates of your stay, rooms and select corporate ID
3. enter the corporate code of Millicom: MEU and select OK
5. Select the preferred rate and confirm your reservation
6. To confirm the reservation, the link will ask for a credit card number with its expiration date. It is to guarantee the booking only and payment can be made at check-in.
If you have any questions, please contact: Johannys Medina jmedina@bernhotelspanama.com
The Santa Maria Luxury Collection Hotel & Golf Resort
Santa Maria Boulevard
Panama City
Panama
Phone: +507-304-5555
More information here
The hotel is offering the following special rates:
Deluxe Urban View: Single Occupancy: $140 / Double Occupancy: $165 per night
Deluxe Golf View: Single Occupancy: $150 / Double Occupancy: $175 per night
Executive Suite: Single Occupancy: $260 / Double Occupancy: $285 per night
Extra person in each room: $30 per night
Long stay 15+ nights: Rates upon request
The Grand Suite: Rates upon restest
The Master Suite: Rates upon request
All rooms are subject to 10% tax.
Rates include Breakfast and Wi-Fi
To book rooms at the special rates, please phone or email the hotel:
Email: corporate@thesantamariahotel.com
Phone: +507-304-5555
Please state that you are “Tigo/Millicom team” to the reservation teams in order to get the special rates.
Please note that reservations are subject to hotel availability.
A credit card number will be required at the time of booking to guarantee the reservation.
The following hotels are also close to the conference venue:
Courtyard Panama Metromall
Avenida Domingo Diaz via Tocumen
Centro Comercial MetroMall
Panama City
Panama
Tel: +507 304-9595
More information here
Sheraton Grand Panama
Vía Israel y Calle 77 San Francisco
Panama City 0819-05896
Panama
Tel: +507 305-5100
More information here
Aloft Panama
Via Israel & Calle 76 San Francisco
Panama City 0819-05896
Panama
Tel: +507 282-6000
More information here
Ramada Plaza by Wyndham Panama Punta Pacifica
Via Israel y Calle 71 San Francisco
Panama City
Panama
More information here
Courtyard Panama Mulpiplaza Mall
Multiplaza Pacific Mall
Via Israel Avenue
Panama City
Panama
Tel: +507 301-0101
More information here
Additional hotels (including those listed above) can be found here on Google maps, showing the locations and approximate price.
The IIC accepts no responsibility for bookings made at any of the listed hotels and recommends that you check out the hotels on the internet before booking. | ||||||
correct_foundationPlace_00048 | FactBench | 1 | 39 | https://s.click.aliexpress.com/deep_link.htm%3Faff_short_key%3DUneMJZVf%26dl_target_url%3Dhttps%253A%252F%252Fwww.aliexpress.com%252Fitem%252F1005005474005677.html%253F_randl_currency%253DAUD%2526_randl_shipto%253DAU%2526src%253Dgoogle | en | 淘！我喜欢 | [
"https://gtms04.alicdn.com/tps/i4/T1Sa1dFuJaXXaESgf7-520-500.png",
"https://img.alicdn.com/tfs/TB1eZPBmMoQMeJjy1XaXXcSsFXa-220-220.png_110x110.jpg"
] | [] | [] | [
""
] | null | [] | null | 淘宝网 - 亚洲较大的网上交易平台，提供各类服饰、美容、家居、数码、话费/点卡充值… 数亿优质商品，同时提供担保交易(先收货后付款)等安全交易保障服务，并由商家提供退货承诺、破损补寄等消费者保障服务，让你安心享受网上购物乐趣！ | zh | null | |||||||
correct_foundationPlace_00048 | FactBench | 3 | 2 | https://permid.org/1-4295897596 | en | PermID | [] | [] | [] | [
""
] | null | [] | null | en | titlelogo.png | null | All Refinitiv websites use cookies to improve your online experience. They were placed on your computer when you launched this website. You can change your cookie settings through your browser.
Privacy Statement Cookie Policy | ||||||
correct_foundationPlace_00048 | FactBench | 1 | 97 | https://convergedigest.com/aricent-implements-convergent-billing/ | en | Aricent Implements Convergent Billing for Nepal Telecom | [
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] | [] | [] | [
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] | null | [
"Staff"
] | 2010-04-28T00:00:00+00:00 | Nepal Telecom has awarded a three year systems integration contract to Aricent to provide Convergent Mediation and Convergent Interconnect Billing | en | Converge Digest | https://convergedigest.com/aricent-implements-convergent-billing/ | Nepal Telecom has awarded a three year systems integration contract to Aricent to provide Convergent Mediation and Convergent Interconnect Billing solutions that enable a wide range of next-generation communication services.
Aricent will act as the primary systems integrator for Convergent Mediation and Interconnect solutions, offering supply, delivery, installation and commissioning for systems supporting both pre-paid and post-paid customers.
In support of the agreement, Aricent will be implementing and integrating its Active Mediation System, in conjunction with Intec’s InterconnecT software. The engagement also includes post-deployment managed services in support of the converged solution. Financial terms were not disclosed. | |||||
correct_foundationPlace_00048 | FactBench | 1 | 78 | https://en-academic.com/dic.nsf/enwiki/2567236 | en | Intec Telecom Systems | [
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"https://b.scorecardresearch.com/p?c1=2&c2=23600742&cv=2.0&cj=1"
] | [] | [] | [
""
] | null | [] | null | Infobox Company name = Intec type = Public (lse|ITL.L). Intec is also included on the FTSE techMARK 100 and FTSE4Good indices. foundation = Woking, U.K. (1997) location city = Woking location country = U.K. locations = 30 offices across Australia | en | https://en-academic.com/favicon.ico | Academic Dictionaries and Encyclopedias | https://en-academic.com/dic.nsf/enwiki/2567236 | Infobox Company
name = Intec
type = Public (lse|ITL.L). Intec is also included on the FTSE techMARK 100 and FTSE4Good indices.
foundation = Woking, U.K. (1997)
location_city = Woking
location_country = U.K.
locations = 30 offices across Australia, North America, Central & Latin America, Europe, Middle East, Africa and Asia
industry = Communications, Broadband Cable, Satellite, Financial Services, Transportation, Government and Infrastructure
products = Interconnect Billing
Wholesale Trading & Routing
Partner Relationship Management
Convergent Charging & Billing
Customer Care
Convergent Mediation
Service Activation
Error Management
revenue = FY 2007: £124.5 million (approx US$250 million)
earnings = EBITDA before exceptional costs FY2007 - IFRS: £14.7m
num_employees = 1,700 staff (FY07)
customers = ~600 installations at 400 individual customers (FY07)
homepage = [http://www.intecbilling.com/Intec/ intecbilling.com]
footnotes =
intl =
Intec Company Overview
Intec provides Operational Support System (OSS) and Business Support System (BSS) software and related services, primarily for the telecommunications industry, but increasingly for customers in other industries including Financial Services, Transportation and the Government sector. Intec focuses on three key process management areas:
1. Interconnect Billing & Wholesale Management
2. Retail Customer Care, Charging & Billing
3. Service Mediation & Activation.
Intec’s products represent a link between a service providers’ network, its customers and its partners.
Intec serves a global customer base, across 85 different countries, through a network of 30 regional offices and support centres. Customers range from large national and international carriers, through content and next generation service providers to internet, media, cable, transportation, and financial services companies.
Intec also provides a range of services to assist their global customer base with the delivery, implementation and support of Intec software.
Intec maintains a distributed approach to support and development, with main R&D facilities in USA, South Africa, Australia and support centres throughout North America, Central & Latin America, Europe, Middle East, Africa and Asia.
Intec History
Intec was founded in the UK in 1997 to sell interconnect billing systems. From this starting point the company has expanded both organically and through acquisition. Intec became a public company in 2000, following its IPO on the London stock exchange. The following year it completed its first acquisition, with the purchase of Computer Generation Inc (CGI). In 2002 Intec further consolidated the interconnect billing market with acquisitions from ICL and Ericsson. In 2003 Intec entered the IP services mediation and charging market with the acquisition of Digiquant (subsequently sold to [http://www.volubill.com/ Volubill] ). The Digiquant acquisition was followed in 2004 with the acquisition of the Singl.eView product line from ADC . In 2007 Intec acquired EUR systems, a USA based provider of bureau services, which has been integrated with Intec’s other managed services and outsourcing facilities.
External links | ||||
correct_foundationPlace_00048 | FactBench | 2 | 95 | https://www.fiware.org/news/fiware-foundation-member-tis-inc-and-the-university-of-aizu-complete-a-proof-of-concept-for-automating-logistics-systems-using-autonomous-mobile-robots/ | en | FIWARE Foundation Member TIS Inc. and the University of Aizu Complete a Proof of Concept for Automating Logistics Systems, Using Autonomous Mobile Robots – FIWARE | [
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] | null | [] | 2020-01-08T10:49:03+01:00 | The results will drive the standardization of data models for autonomous mobile robots. | en | FIWARE | https://www.fiware.org/news/fiware-foundation-member-tis-inc-and-the-university-of-aizu-complete-a-proof-of-concept-for-automating-logistics-systems-using-autonomous-mobile-robots/ | Berlin, January 8, 2020 – TIS Inc., a comprehensive IT service provider based in Japan, covering a wide spectrum of industries and sectors with everything from core systems to applications (including development, data-centers and cloud services), and the University of Aizu have announced the successful completion of a Proof of Concept (PoC) which will further help the automation of a logistics system, through effective collaboration between Inventory Management Systems and Autonomous Mobile Robots.
The PoC took place on November 26-29 at LICTiA, University of Aizu’s Laboratory for leading-edge ICT. The first university in Japan solely dedicated to computer science and engineering, Aizu trains robot engineers and foster the adoption of robotics technologies through activities such as research and development of robots, their software, cloud robotics, and standardization in the robotics domain.
Part of the TIS INTEC Group (comprising 60 IT companies and 20,000 employees worldwide), TIS Inc. has more than 3,000 customers across varied industries such as financial services, manufacturing, logistics/distribution, public services and telecommunications, with a strong presence in China and the ASEAN region. Besides providing cutting-edge IT solution services, TIS Inc. contributes to the growth of its customers’ businesses by being their technology partner and offering global support.
TIS Inc. has been a Gold member of FIWARE Foundation since 2018, applying FIWARE to data interfacing with robot-to-robot connections as well as data interfacing with robots, IoT, open data and other solution components.
A social-economic Background
Using service robots in human places is a promising approach to solve social problems such as labor shortage and an aging population. However, the role of robots has not yet been defined in conventional business systems. TIS has been developing RoboticBase to enable the collaboration between service robots and business systems.
On that front, TIS and the University of Aizu plan to launch a new PoC targeted to solve social problems in several cities in the Fukushima prefecture, such as Aizu-Wakamatsu and Minami-Soma.
About RoboticBase
RoboticBase is a platform for commercial use, based on RoboticBase-Core to achieve integrated management of service robots and IoT sensors based on FIWARE, which provides the fundamental framework of RoboticBase for IoT and Smart City applications. RoboticBase includes RoboticBase-Core for research and development and RoboticBase for enterprise use.
It enables the integration and management of heterogeneous robots, which have different tasks such as security, cleaning, transportation and other tasks, supporting the collaboration of the robots with people and business systems. The current version supports only service robots but will support drones in the future.
About RoboticBase-Core
RoboticBase-Core provides core components of RoboticBase for research and development. TIS provides it in the form of open source software.
Upcoming Outreach and Shows
Expanding the outreach of the project in the field of service robots, TIS will push the standardization of data models used in the interface between the RoboticBase system and autonomous mobile robots facilitating the connectivity. Furthermore, several actions are planned to validate and register the defined data models as FIWARE data models. This standardization effort will take place as part of the activities of the Robotics Tech Roadmap Working Group (WG).
Coordinated by FIWARE Foundation, the WG discusses the potential of FIWARE technology in the Robotics field and it is composed by FIWARE Foundation members, such as TIS, Fraunhofer IML, Atos, eProsima, and many others. The Working Group is planning to publish a position paper on Robotics and FIWARE during the Hannover Fair (April 20-24, Germany). Stop by at FIWARE’s booth (Hall 8, Stand C25) to learn more about FIWARE’s community complete offering for Industrie 4.0. and meet the FIWARE partners who will be showcasing FIWARE-powered solutions and use cases for Smart Industry. | |||||
correct_foundationPlace_00048 | FactBench | 3 | 36 | https://www.minebea-intec.com/us/load-cells/truck-scale-components | en | Truck scales: Robust weighing solutions for industry – Minebea Intec | [
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] | null | [] | null | Find out all about our reliable truck scale components such as load cells, electronics and accessories. Product details ✓ Advice ✓ | en | /typo3conf/ext/minebeapackage/Resources/Public/Icons/favicon.ico | https://www.minebea-intec.com/us/load-cells/truck-scale-components | Maxxis 5 weighing controller for precise control of truck scales
The Maxxis 5 with truck weighing application can control the entire weighing process, including predefined processes for:
First and second weighing
Control of traffic lights and barriers
Control of dosing processes for lorry loading
Material and order-related receipts, recipe reports, utilisation logs and production statistics can be printed out via a printer or exported to a PC.
The Maxxis 5 weighing controller is also suitable for tandem scales. Two weighing platforms are connected and the combined weight value is calculated.
to the product
A truck scale is a weighing system that is used to weigh the load of a vehicle. It is mainly used in recycling plants, factories, quarries and agriculture. Generally, a truck scale uses a structured platform made of metal/concrete, solid concrete or solid steel with load cells and a control transmission system to display the total weight of the vehicle and the goods loaded on it.
Various aspects should be considered when purchasing and using a truck scale. In the recycling industry, for example, the vehicles are generally longer, goods such as stones or paper spill and impair the function of the truck scale. Access and cleaning requirements under the truck scale are therefore important. If the value of the goods to be weighed is high, the requirements for the accuracy of the load cells for the truck scale also increase. In agriculture, on the other hand, the requirements for the width of the vehicles are different and, of course, the requirements for overload protection of the truck scales are high. In companies located near the ocean or sea, for example, there are requirements for water and corrosion protection. In the logistics and warehousing industry, where the truck scales are part of the factory's overall IT system, which is often linked to purchasing, storage and sales systems, there are many vehicle entries and exits, which requires fast measurements and high traceability functions.
As with most scales, the main central component of a truck scale is the load cell, usually between 4 and 8 load cells, depending on the number of modules on the platform. The load cells are mounted under the lower part of the truck scale platform using a mounting kit. The signal cables of the load cells are connected to the weight indicator via a junction box to display the weight. In addition to these basic elements, the truck scale can be equipped with a second indicator, the so-called weight repeater, depending on the user's needs, a system that ensures that the driver can check that the truck scale is at zero and that he can see his weight when he is standing on the scale. Other devices, such as weighing terminals, can independently control the management and recording of weighing operations.
The location of a truck scale must be carefully considered: Is the surface strong enough to bear the weight of the scales and the loaded lorry? Does the weighbridge have to cope with traffic in one or both directions? Does the site provide adequate drainage for rainwater? Does the site provide enough space for trucks to enter and exit the truck scale without problems? Is the site large enough to add a new weighbridge if required? Is a waiting area provided so that waiting lorries do not block traffic on the carriageway? You need to know the compressive strength of the soil, frost and water levels at the installation site and make sure that the chosen location is suitable for the installation before you draw up the exact construction plan. The load-bearing capacity under the foundation of the weighbridge varies between 7,300 kg/m2 and 12,200 kg/m2. If the site conditions do not fulfil this requirement, reinforcement must be provided. The foundation of the vehicle bridge must be excavated deeper.
Do not install the device in the vicinity of strong sources of interference, such as post and telecommunications offices, television towers, large transformer stations and high-voltage power lines. Electromagnetic and electrostatic couplings cause interference with the load cell signals transmitted by the transmission cables, and the longer the signal lines, the stronger the interference. | |||||
correct_foundationPlace_00048 | FactBench | 3 | 37 | https://profiles.stanford.edu/david-miller | en | David Miller's Profile | https://profiles.stanford.edu/images/favicon.ico;jsessionid=8C5018F58AAF401CB00290C201436CFE.cap-su-capappprd97?r=10.8.0 | https://profiles.stanford.edu/images/favicon.ico;jsessionid=8C5018F58AAF401CB00290C201436CFE.cap-su-capappprd97?r=10.8.0 | [
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] | null | [] | null | David Miller is part of Stanford Profiles, official site for faculty, postdocs, students and staff information (Expertise, Bio, Research, Publications, and more). The site facilitates research and collaboration in academic endeavors. | en | /images/favicon.ico;jsessionid=8C5018F58AAF401CB00290C201436CFE.cap-su-capappprd97?r=10.8.0 | https://profiles.stanford.edu/david-miller;jsessionid=8C5018F58AAF401CB00290C201436CFE.cap-su-capappprd97 | Abstract
This study shows why and when optical systems need thickness as well as width or area. Wave diffraction explains the fundamental need for area or diameter of a lens or aperture to achieve some resolution or number of pixels in microscopes and cameras. This work demonstrates that if we know what the optics is to do, even before design, we can also deduce the minimum required thickness. This limit comes from diffraction combined with a concept called overlapping nonlocality C that can be deduced rigorously from just the mathematical description of what the device is to do. C expresses how much the input regions for different output regions overlap. This limit applies broadly to optics, from cameras to metasurfaces, and to wave systems generally.
View details for DOI 10.1126/science.ade3395
View details for PubMedID 36603071
Abstract
The growing maturity of integrated photonic technology makes it possible to build increasingly large and complex photonic circuits on the surface of a chip. Today, most of these circuits are designed for a specific application, but the increase in complexity has introduced a generation of photonic circuits that can be programmed using software for a wide variety of functions through a mesh of on-chip waveguides, tunable beam couplers and optical phase shifters. Here we discuss the state of this emerging technology, including recent developments in photonic building blocks and circuit architectures, as well as electronic control and programming strategies. We cover possible applications in linear matrix operations, quantum information processing and microwave photonics, and examine how these generic chips can accelerate the development of future photonic circuits by providing a higher-level platform for prototyping novel optical functionalities without the need for custom chip fabrication.
View details for DOI 10.1038/s41586-020-2764-0
View details for PubMedID 33028997
Abstract
We derive four laws relating the absorptivity and emissivity of thermal emitters. Unlike the original Kirchhoff radiation law derivations, these derivations include diffraction, and so are valid also for small objects, and can also cover nonreciprocal objects. The proofs exploit two recent approaches. First, we express all fields in terms of the mode-converter basis sets of beams; these sets, which can be uniquely established for any linear optical object, give orthogonal input beams that are coupled one-by-one to orthogonal output beams. Second, we consider thought experiments using universal linear optical machines, which allow us to couple appropriate beams and black bodies. Two of these laws can be regarded as rigorous extensions of previously known laws: One gives a modal version of a radiation law for reciprocal objects-the absorptivity of any input beam equals the emissivity into the "backward" (i.e., phase-conjugated) version of that beam; another gives the overall equality of the sums of the emissivities and the absorptivities for any object, including nonreciprocal ones. The other two laws, valid for reciprocal and nonreciprocal objects, are quite different from previous relations. One shows universal equivalence of the absorptivity of each mode-converter input beam and the emissivity into its corresponding scattered output beam. The other gives unexpected equivalences of absorptivity and emissivity for broad classes of beams. Additionally, we prove these orthogonal mode-converter sets of input and output beams are the ones that maximize absorptivities and emissivities, respectively, giving these beams surprising additional physical meaning.
View details for DOI 10.1073/pnas.1701606114
View details for Web of Science ID 000399995600040
View details for PubMedID 28396436
Abstract
We show how a spatial mode can be extracted from a light beam, leaving the other orthogonal modes undisturbed, and allowing a new signal to be retransmitted on that mode. The method is self-aligning, avoids fundamental splitting losses, and uses only local feedback loops on controllable beam splitters and phase shifters. It could be implemented with Mach-Zehnder interferometers in planar optics. The method can be extended to multiple simultaneous mode extractions. As a spatial reconfigurable optical add-drop multiplexer, it is hitless, allowing reconfiguration without interrupting the transmission of any channel.
View details for DOI 10.1364/OE.21.020220
View details for Web of Science ID 000323830500075
View details for PubMedID 24105567
Abstract
We propose a device that can take an arbitrary monochromatic input beam and, automatically and without any calculations, couple it into a single-mode guide or beam. Simple feedback loops from detectors to modulator elements allow the device to adapt to any specific input beam form. Potential applications include automatic compensation for misalignment and defocusing of an input beam, coupling of complex modes or multiple beams from fibers or free space to single-mode guides, and retaining coupling to a moving source. Straightforward extensions allow multiple different overlapping orthogonal input beams to be separated simultaneously to different single-mode guides with no splitting loss in principle. The approach is suitable for implementation in integrated optics platforms that offer elements such as phase shifters, Mach-Zehnder interferometers, grating couplers, and integrated monitoring detectors, and the basic approach is applicable in principle to other types of waves, such as microwaves or acoustics.
View details for PubMedID 23482206
Abstract
We analyze how complicated a linear optical component has to be if it is to perform one of a range of functions. Specifically, we devise an approach to evaluating the number of real parameters that must be specified in the device design or fabrication, based on the singular value decomposition of the linear operator that describes the device. This approach can be used for essentially any linear device, including space-, frequency-, or time-dependent systems, in optics, or in other linear wave problems. We analyze examples including spatial mode converters and various classes of wavelength demultiplexers. We consider limits on the functions that can be performed by simple optical devices, such as thin lenses, mirrors, gratings, modulators, and fixed optical filters, and discuss the potential for greater functionalities using modern nanophotonics.
View details for PubMedID 23456059
Abstract
We show that every linear optical component can be completely described as a device that converts one set of orthogonal input modes, one by one, to a matching set of orthogonal output modes. This result holds for any linear optical structure with any specific variation in space and/or time of its structure. There are therefore preferred orthogonal "mode converter" basis sets of input and output functions for describing any linear optical device, in terms of which the device can be described by a simple diagonal operator. This result should help us understand what linear optical devices we can and cannot make. As illustrations, we use this approach to derive a general expression for the alignment tolerance of an efficient mode coupler and to prove that loss-less combining of orthogonal modes is impossible.
View details for PubMedID 23188365
Abstract
We analyze energy consumption in optical modulators operated in depletion and intended for low-power interconnect applications. We include dynamic dissipation from charging modulator capacitance and net energy consumption from absorption and photocurrent, both in reverse and small forward bias. We show that dynamic dissipation can be independent of static bias, though only with specific kinds of bias circuits. We derive simple expressions for the effects of photocurrent on energy consumption, valid in both reverse and small forward bias. Though electroabsorption modulators with large reverse bias have substantial energy penalties from photocurrent dissipation, we argue that modulator diodes with thin depletion regions and operating in small reverse and/or forward bias could have little or no such photocurrent energy penalty, even conceivably being more energy-efficient than an ideal loss-less modulator.
View details for PubMedID 22418679
Abstract
The use of optical interconnects has burgeoned as a promising technology that can address the limits of data transfer for future high-performance silicon chips. Recent pushes to enhance optical communication have focused on developing wavelength-division multiplexing technology, and new dimensions of data transfer will be paramount to fulfill the ever-growing need for speed. Here we demonstrate an integrated multi-dimensional communication scheme that combines wavelength- and mode- multiplexing on a silicon photonic circuit. Using foundry-compatible photonic inverse design and spectrally flattened microcombs, we demonstrate a 1.12-Tb/s natively error-free data transmission throughout a silicon nanophotonic waveguide. Furthermore, we implement inverse-designed surface-normal couplers to enable multimode optical transmission between separate silicon chips throughout a multimode-matched fibre. All the inverse-designed devices comply with the process design rules for standard silicon photonic foundries. Our approach is inherently scalable to a multiplicative enhancement over the state of the art silicon photonic transmitters.
View details for DOI 10.1038/s41467-022-35446-4
View details for PubMedID 36543782
View details for PubMedCentralID PMC9772188
Abstract
Phase contrast microscopy has played a central role in the development of modern biology, geology, and nanotechnology. It can visualize the structure of translucent objects that remains hidden in regular optical microscopes. The optical layout of a phase contrast microscope is based on a 4 f image processing setup and has essentially remained unchanged since its invention by Zernike in the early 1930s. Here, we propose a conceptually new approach to phase contrast imaging that harnesses the non-local optical response of a guided-mode-resonator metasurface. We highlight its benefits and demonstrate the imaging of various phase objects, including biological cells, polymeric nanostructures, and transparent metasurfaces. Our results showcase that the addition of this non-local metasurface to a conventional microscope enables quantitative phase contrast imaging with a 0.02π phase accuracy. At a high level, this work adds to the growing body of research aimed at the use of metasurfaces for analog optical computing.
View details for DOI 10.1038/s41467-022-34197-6
View details for PubMedID 36543788
View details for PubMedCentralID PMC9772391
Abstract
Free-space optics naturally offers multiple-channel communications and sensing exploitable in many applications. The different optical beams will, however, generally be overlapping at the receiver, and, especially with atmospheric turbulence or other scattering or aberrations, the arriving beam shapes may not even be known in advance. We show that such beams can be still separated in the optical domain, and simultaneously detected with negligible cross-talk, even if they share the same wavelength and polarization, and even with unknown arriving beam shapes. The kernel of the adaptive multibeam receiver presented in this work is a programmable integrated photonic processor that is coupled to free-space beams through a two-dimensional array of optical antennas. We demonstrate separation of beam pairs arriving from different directions, with overlapping spatial modes in the same direction, and even with mixing between the beams deliberately added in the path. With the circuit's optical bandwidth of more than 40nm, this approach offers an enabling technology for the evolution of FSO from single-beam to multibeam space-division multiplexed systems in a perturbed environment, which has been a game-changing transition in fiber-optic systems.
View details for DOI 10.1038/s41377-022-00884-8
View details for PubMedID 35787626
Abstract
There has been significant recent interest in synthetic dimensions, where internal degrees of freedom of a particle are coupled to form higher-dimensional lattices in lower-dimensional physical structures. For these systems, the concept of band structure along the synthetic dimension plays a central role in their theoretical description. Here we provide a direct experimental measurement of the band structure along the synthetic dimension. By dynamically modulating a resonator at frequencies commensurate with its mode spacing, we create a periodically driven lattice of coupled modes in the frequency dimension. The strength and range of couplings can be dynamically reconfigured by changing the modulation amplitude and frequency. We show theoretically and demonstrate experimentally that time-resolved transmission measurements of this system provide a direct readout of its band structure. We also realize long-range coupling, gauge potentials and nonreciprocal bands by simply incorporating additional frequency drives, enabling great flexibility in band structure engineering.
View details for DOI 10.1038/s41467-019-11117-9
View details for PubMedID 31311928
Abstract
Propagation of light beams through scattering or multimode systems may lead to the randomization of the spatial coherence of the light. Although information is not lost, its recovery requires a coherent interferometric reconstruction of the original signals, which have been scrambled into the modes of the scattering system. Here we show that we can automatically unscramble optical beams that have been arbitrarily mixed in a multimode waveguide, undoing the scattering and mixing between the spatial modes through a mesh of silicon photonics tuneable beam splitters. Transparent light detectors integrated in a photonic chip are used to directly monitor the evolution of each mode along the mesh, allowing sequential tuning and adaptive individual feedback control of each beam splitter. The entire mesh self-configures automatically through a progressive tuning algorithm and resets itself after significantly perturbing the mixing, without turning off the beams. We demonstrate information recovery by the simultaneous unscrambling, sorting and tracking of four mixed modes, with residual cross-talk of -20 dB between the beams. Circuit partitioning assisted by transparent detectors enables scalability to meshes with a higher port count and to a higher number of modes without a proportionate increase in the control complexity. The principle of self-configuring and self-resetting in optical systems should be applicable in a wide range of optical applications.
View details for DOI 10.1038/lsa.2017.110
View details for PubMedID 30167222
View details for PubMedCentralID PMC6062024
Abstract
We present an iterative design method for the coupling and the mode conversion of arbitrary modes to focused surface plasmons using a large array of aperiodically randomly located slits in a thin metal film. As the distance between the slits is small and the number of slits is large, significant mutual coupling occurs between the slits which makes an accurate computation of the field scattered by the slits difficult. We use an accurate modal source radiator model to efficiently compute the fields in a significantly shorter time compared with three-dimensional (3D) full-field rigorous simulations, so that iterative optimization is efficiently achieved. Since our model accounts for mutual coupling between the slits, the scattering by the slits of both the source wave and the focused surface plasmon can be incorporated in the optimization scheme. We apply this method to the design of various types of couplers for arbitrary fiber modes and a mode demultiplexer that focuses three orthogonal fiber modes to three different foci. Finally, we validate our design results using fully vectorial 3D finite-difference time-domain (FDTD) simulations.
View details for DOI 10.1364/OE.22.000646
View details for PubMedID 24515024
Abstract
We demonstrate the use of a subwavelength planar metal-dielectric resonant cavity to enhance the absorption of germanium photodetectors at wavelengths beyond the material's direct absorption edge, enabling high responsivity across the entire telecommunications C and L bands. The resonant wavelength of the detectors can be tuned linearly by varying the width of the Ge fin, allowing multiple detectors, each resonant at a different wavelength, to be fabricated in a single-step process. This approach is promising for the development of CMOS-compatible devices suitable for integrated, high-speed, and energy-efficient photodetection at telecommunications wavelengths.
View details for DOI 10.1364/OE.21.010228
View details for PubMedID 23609731
Abstract
We demonstrate electroabsorption contrast greater than 5 dB over the entire telecommunication S- and C-bands with only 1V drive using a new Ge/SiGe QW epitaxy design approach; further, this is demonstrated with the thinnest Ge/SiGe epitaxy to date, using a virtual substrate only 320-nm-thick. We use an eigenmode expansion method to model the optical coupling between SOI waveguides and both vertically and butt-coupled Ge/SiGe devices, and show that this reduction in thickness is expected to lead to a significant improvement in the insertion loss of waveguide-integrated devices.
View details for PubMedID 23388980
Abstract
We demonstrate vertical-incidence electroabsorption modulators for free-space optical interconnects. The devices operate via the quantum-confined Stark effect in Ge/SiGe quantum wells grown on silicon substrates by reduced pressure chemical vapor deposition. The strong electroabsorption contrast enables use of a moderate-Q asymmetric Fabry-Perot resonant cavity, formed using a film transfer process, which allows for operation over a wide optical bandwidth without thermal tuning. Extinction ratios of 3.4 dB and 2.5 dB are obtained for 3 V and 1.5 V drive swings, respectively, with insertion loss less than 4.5 dB. For 60 ?m diameter devices, large signal modulation is demonstrated at 2 Gbps, and a 3 dB modulation bandwidth of 3.5 GHz is observed. These devices show promise for high-speed, low-energy operation given further miniaturization.
View details for Web of Science ID 000314914500005
View details for PubMedID 23388742
Abstract
We design an extremely compact photonic crystal waveguide spatial mode converter which converts the fundamental even mode to the higher order odd mode with nearly 100% efficiency. We adapt a previously developed design and optimization process that allows these types of devices to be designed in a matter of minutes. We also present an extremely compact optical diode device and clarify its general properties and its relation to spatial mode converters. Finally, we connect the results here to a general theory on the complexity of optical designs.
View details for PubMedID 23263074
Abstract
We propose and demonstrate a novel nanoscale resonant metal-semiconductor-metal (MSM) photodetector structure based on silicon fins self-aligned to metallic slits. This geometry allows the center wavelength of the photodetector's spectral response to be controlled by the silicon fin width, allowing multiple detectors, each sensitive to a different wavelength, to be fabricated in a single-step process. In addition, the detectors are highly efficient with simulations showing ~67% of the light (λ = 800 nm) incident on the silicon fin being absorbed in a region of thickness ~170 nm whereas the absorption length at the same wavelength is ~10 µm. This approach is promising for the development of multispectral imaging sensors and low-capacitance photodetectors for short-range optical interconnects.
View details for PubMedID 23037424
Abstract
This work presents a novel method to introduce a sustainable biaxial tensile strain larger than 1% in a thin Ge membrane using a stressor layer integrated on a Si substrate. Raman spectroscopy confirms 1.13% strain and photoluminescence shows a direct band gap reduction of 100meV with enhanced light emission efficiency. Simulation results predict that a combination of 1.1% strain and heavy n(+) doping reduces the required injected carrier density for population inversion by over a factor of 60. We also present the first highly strained Ge photodetector, showing an excellent responsivity well beyond 1.6um.
View details for PubMedID 22274174
Abstract
A novel type of multiple-wavelength focusing plasmonic coupler based on a nonperiodic nanoslit array is designed and experimentally demonstrated. An array of nanoslits patterned on a thin metal film is used to couple free-space light into surface plasmon polaritons (SPPs) and simultaneously focus different-wavelength SPPs into arbitrary predefined locations in the two-dimensional plane. We design and fabricate a compact triplexer on a glass substrate with an integrated silicon photodetector. The photocurrent spectra demonstrate that the incident light is effectively coupled to SPPs and routed into three different focal spots depending on the wavelength. The proposed scheme provides a simple method of building wavelength-division multiplexing and spectral filtering elements, integrated with other plasmonic and optoelectronic devices.
View details for DOI 10.1021/nl200938h
View details for Web of Science ID 000292849400022
View details for PubMedID 21627101
Abstract
We measure the intervalley scattering time of electrons in the conduction band of Ge quantum wells from the direct Γ valley to the indirect L valley to be ~185 fs using a pump-probe setup at 1570 nm. We relate this to the width of the exciton peak seen in the absorption spectra of this material, and show that these quantum wells could be used as a fast saturable absorber with a saturation fluence between 0.11 and 0.27 pJ/μm. We also observe field screening by photogenerated carriers in the material on longer timescales. We model this field screening by incorporating carrier escape from the quantum wells, drift across the intrinsic region, and recovery of the applied voltage through diffusive conduction.
View details for PubMedID 21164905
Abstract
Using a new general approach to limits in optical structures that counts orthogonal waves generated by scattering, we derive an upper limit to the number of bits of delay possible in one-dimensional slow light structures that are based on linear optical response to the signal field. The limit is essentially the product of the length of the structure in wavelengths and the largest relative change in dielectric constant anywhere in the structure at any frequency of interest. It holds for refractive index, absorption, or gain variations with arbitrary spectral or spatial form. It is otherwise completely independent of the details of the structure's design, and does not rely on concepts of group velocity or group delay.
View details for DOI 10.1103/PhysRevLett.99.203903
View details for Web of Science ID 000251003600020
View details for PubMedID 18233141
Abstract
We propose a novel semiconductor optoelectronic switch that is a fusion of a Ge optical detector and a Si metal-oxide semiconductor field-effect transistor (MOSFET). The device operation is investigated with simulations and experiments. The switch can be fabricated at the nanoscale with extremely low capacitance. This device operates in telecommunication standard wavelengths, hence providing the surrounding Si circuitry with noise immunity from signaling. The Ge gate absorbs light, and the gate photocurrent is amplified at the drain terminal. Experimental current gain of up to 1000x is demonstrated. The device exhibits increased responsivity (approximately 3.5x) and lower off-state current (approximately 4x) compared with traditional detector schemes.
View details for PubMedID 17632630
Abstract
We demonstrate an electroabsorption modulator on a silicon substrate based on the quantum confined Stark effect in strained germanium quantum wells with silicon-germanium barriers. The peak contrast ratio is 7.3 dB at 1457 nm for a 10 V swing, and exceeds 3 dB from 1441 nm to 1461 nm. The novel side-entry structure employs an asymmetric Fabry-Perot resonator at oblique incidence. Unlike waveguide modulators, the design is insensitive to positional misalignment, maintaining > 3 dB contrast while translating the incident beam 87 mum and 460 mum in orthogonal directions. Since the optical ports are on the substrate edges, the wafer top and bottom are left free for electrical interconnections and thermal management.
View details for Web of Science ID 000246395000064
View details for PubMedID 19532843
Abstract
We show in principle how to cloak a region of space to make its contents classically invisible or transparent to waves. The method uses sensors and active sources near the surface of the region, and could operate over broad bandwidths. A general expression is given for calculating the necessary sources, and explicit, fully causal simulations are shown for scalar waves. Vulnerability to broad-band probing is discussed, and any active scheme should detectable by a quantum probe, regardless of bandwidth.
View details for Web of Science ID 000242964300065
View details for PubMedID 19529679
Abstract
We present a multifunctional photonic switch that monolithically integrates an InGaAsP/InP quantum well electroabsorption modulator and an InGaAs photodiode as a part of an on-chip, InP optoelectronic circuit. The optical multifunctionality of the switch offers many configurations to allow for different optical network functions on a single chip. Here we experimentally demonstrate GHz-range optical wavelength-converting switching with only ~10 mW of absorbed input optical power, electronically controlled packet switching with a reconfiguration time of <2.5 ns, and optically controlled packet switching in <300 ps.
View details for Web of Science ID 000234538800040
View details for PubMedID 19503349
Abstract
Silicon is the dominant semiconductor for electronics, but there is now a growing need to integrate such components with optoelectronics for telecommunications and computer interconnections. Silicon-based optical modulators have recently been successfully demonstrated; but because the light modulation mechanisms in silicon are relatively weak, long (for example, several millimetres) devices or sophisticated high-quality-factor resonators have been necessary. Thin quantum-well structures made from III-V semiconductors such as GaAs, InP and their alloys exhibit the much stronger quantum-confined Stark effect (QCSE) mechanism, which allows modulator structures with only micrometres of optical path length. Such III-V materials are unfortunately difficult to integrate with silicon electronic devices. Germanium is routinely integrated with silicon in electronics, but previous silicon-germanium structures have also not shown strong modulation effects. Here we report the discovery of the QCSE, at room temperature, in thin germanium quantum-well structures grown on silicon. The QCSE here has strengths comparable to that in III-V materials. Its clarity and strength are particularly surprising because germanium is an indirect gap semiconductor; such semiconductors often display much weaker optical effects than direct gap materials (such as the III-V materials typically used for optoelectronics). This discovery is very promising for small, high-speed, low-power optical output devices fully compatible with silicon electronics manufacture.
View details for DOI 10.1038/nature04204
View details for PubMedID 16251959
Abstract
Dispersive thin-film stacks are interesting as compact, cost-effective devices for temporal dispersion compensation and wavelength multiplexing. Their performance depends on the total group delay or spatial shift that can be achieved. For general multilayer stacks, no analytic model exists relating the performance to the stack parameters such as the refractive indices and the number of layers. We develop an empirical model by designing and analyzing 623 thin-film stacks with constant dispersion. From this analysis we conclude that, for given stack parameters, the maximum constant dispersion value is inversely proportional to the wavelength range over which the dispersion is achieved. This is equivalent to saying that, for constant dispersion, there is a maximum possible spatial shift (or group delay) that can be achieved for a given material system and number of layers. This empirical model is useful to judge the feasibility of dispersive photonic nanostructures and photonic crystal superprism devices and serves as a first step in the search for an analytic performance model. We predict that an 8-channel wavelength multiplexer can be realized with a single 21-microm-thick SiO2-Ta2O5 thin-film stack.
View details for PubMedID 15943271
Abstract
We use Hamiltonian optics to design and analyze beam propagation in two-dimensional (2D) periodic structures with slowly varying nonuniformities. We extend a conventional Hamiltonian method, adding equations for calculating the width of a beam propagating in such structures, and quantify the range of validity of the extended Hamiltonian equations. For calculating the beam width, the equations are more than 10(3) times faster than finite difference time domain (FDTD) simulations. We perform FDTD simulations of beam propagation in large 2D periodic structures with slowly varying nonuniformities to validate our method. Beam path and beam width calculated using the extended Hamiltonian method show good agreement with FDTD simulations. By contrasting the method with ray tracing of the bundle of rays, we highlight and explain the limitations of the extended Hamiltonian method. Finally, we use a frequency demultiplexing device optimization example to demonstrate the potential applications of the method.
View details for DOI 10.1103/PhysRevE.70.036612
View details for PubMedID 15524661
Abstract
We present a dual-diode, InGaAsP/InP quantum-well modulator that incorporates a monolithically-integrated, InGaAs photodiode as a part of its on-chip, InP optoelectronic circuit. We theoretically show that such a dual-diode modulator allows for wavelength conversion with 10-dB RF-extinction ratio using 7 mW absorbed optical power at 10 Gb/s. We experimentally demonstrate unlimited wavelength conversion across 45 nm between 1525 nm and 1570 nm, and dual-wavelength broadcasting over 20 nm between 1530 nm and 1565 nm, spanning the entire C-band with >10dB RF-extinction ratio and using 3.1-6.7 mW absorbed optical power at 1.25 Gb/s.
View details for Web of Science ID 000188383200011
View details for PubMedID 19471539
Abstract
We demonstrate an imaging spectrometer with 30nm resolution that utilizes a novel time-domain filtering architecture. The architecture is based on a pixel by pixel integration of the interferogram signal mixed with reference waveforms. The system can be adapted in real time to discriminate between LED sources of different wavelengths, perform signal processing on the spectra, as well as discriminate between highly overlapping, broadband spectral features in a scene illuminated by a tungsten lamp. Unlike a conventional spectral signature discrimination system, which needs a dedicated computation subsystem running a discrimination algorithm, the time-domain filtering architecture embeds much of the computation in the filtering, which will aid the design of integrated miniaturized spectral signature discrimination systems.
View details for Web of Science ID 000184951200003
Abstract
We demonstrate an imaging spectrometer with 30nm resolution that utilizes a novel time-domain filtering architecture. The architecture is based on a pixel by pixel integration of the interferogram signal mixed with reference waveforms. The system can be adapted in real time to discriminate between LED sources of different wavelengths, perform signal processing on the spectra, as well as discriminate between highly overlapping, broadband spectral features in a scene illuminated by a tungsten lamp. Unlike a conventional spectral signature discrimination system, which needs a dedicated computation subsystem running a discrimination algorithm, the time-domain filtering architecture embeds much of the computation in the filtering, which will aid the design of integrated miniaturized spectral signature discrimination systems.
View details for PubMedID 19466081
Abstract
We demonstrate how to design thin-film multilayer structures that separate multiple wavelength channels with a single stack by spatial dispersion, thus allowing compact manufacturable wavelength multiplexers and demultiplexers and possibly beam-steering or dispersion-control devices. We discuss four types of structure--periodic one-dimensional photonic crystal superprism structures, double-chirped structures exploiting wavelength-dependent penetration depth, coupled-cavity structures with dispersion that is due to stored energy, and numerically optimized nonperiodic structures utilizing a mixture of the other dispersion effects. We experimentally test the spatial dispersion of a 200-layer periodic structure and a 66-layer nonperiodic structure. Probably because of its greater design freedom, the nonperiodic structure can give both a linear shift with wavelength and a larger usable shift than the thicker periodic structure gives.
View details for PubMedID 12638890
Abstract
We present a method of spectral discrimination that employs time-domain processing instead of the typical frequency-domain analysis and implement the method in a Michelson interferometer with a nonlinear mirror scan. The technique yields one analog output value per scan instead of a complete interferogram by directly filtering a measured scan with a reference function in the time domain. Such a procedure drastically reduces data-processing requirements downstream. Additionally, using prerecorded interferograms as references eliminates the need to compensate for scan nonlinearities, which broadens the field of usable components for implementation in miniaturized sensing systems. With our efficient use of known spectral signatures, we demonstrate real-time discrimination of 633- and 663-nm laser sources with a mirror scan length of 1 microm , compared with the Rayleigh criterion of 7 microm.
View details for Web of Science ID 000176623100019
View details for PubMedID 18026389
Abstract
Structured optical elements that control the spatial and temporal characteristics of femtosecond light pulses are analyzed and synthesized. We show that unique spatiotemporal effects can be attained based on the diffraction, refraction, and dispersive effects that appear in the femtosecond regime. We argue that the design requirements for ultrafast optics are beyond the achromatization considerations that are usually applied to incoherent illumination because of the need to consider coherent effects. Despite fundamental limitations in the space-time control of ultrashort pulses, we show the potential of this technique to improve simultaneously the spatial and the temporal resolution of a lens and to generate ultrafast pulse sequences.
View details for Web of Science ID 000170759400022
View details for PubMedID 18049613
Abstract
We present a rigorous electromagnetic formalism for defining, evaluating, and optimizing the degrees of freedom of an optical system. The analysis is valid for the delivery of information with electromagnetic waves under arbitrary boundary conditions communicating between domains in three-dimensional space. We show that, although in principle there is an infinity of degrees of freedom, the effective number is finite owing to the presence of noise. This is in agreement with the restricted classical theories that showed this property for specific optical systems and within the scalar and paraxial approximations. We further show that the best transmitting and receiving functions are the solutions of well-defined eigenvalue equations. The present approach is useful for understanding and designing modern optical systems for which the previous approaches are not applicable, as well as for application in inverse and synthesis problems.
View details for Web of Science ID 000086764500010
Abstract
A rigorous method for finding the best-connected orthogonal communication channels, modes, or degrees of freedom for scalar waves between two volumes of arbitrary shape and position is derived explicitly without assuming planar surfaces or paraxial approximations. The communication channels are the solutions of two eigenvalue problems and are identical to the cavity modes of a double phase-conjugate resonator. A sum rule for the connection strengths is also derived, the sum being a simple volume integral. These results are used to analyze rectangular prism volumes, small volumes, thin volumes in different relative orientations, and arbitrary near-field volumes: all situations in which previous planar approaches have failed for one or more reasons. Previous planar results are reproduced explicitly, extending them to finite depth. Depth is shown not to increase the number of communications modes unless the volumes are close when compared with their depths. How to estimate the connection strengths in some cases without a full solution of the eigenvalue problem is discussed so that estimates of the number of usable communications modes can be made from the sum rule. In general, the approach gives a rigorous basis for handling problems related to volume sources and receivers. It may be especially applicable in near-field problems and in situations in which volume is an intrinsic part of the problem.
View details for PubMedID 18345068
Abstract
We present a 2-kbit, 50-Mpage/s, photonic first-in, first-out page buffer based on gallium arsenide/aluminium-gallium arsenide multiple-quantum-well diodes that are flip-chip bonded to submicrometer silicon complementary-metal-oxide-semiconductor circuits. This photonic chip provides nonvolatile storage (buffering), asynchronous-to-synchronous conversion, bandwidth smoothing, tolerance to jitter or skew, spatial format conversion, wavelength conversion, and independent flow control for the input and the output channels. It serves as an interface chip for parallel-accessed optical bit-plane data. It represents the first smart-pixel array that accomplishes the vertical integration of multiple-quantum-well modulators and detectors directly over active silicon VLSI circuits and provides over 340 transistors per optical input-output. Results from high-speed single-channel testing and real-time array operation of the photonic page buffer are reported.
View details for Web of Science ID A1996UL34600012
View details for PubMedID 21085380
Abstract
We describe, demonstrate, and characterize an analog self-electro-optic-effect device that gives a difference between two optical output powers that is linearly proportional to an electrical or an optical drive. Such a device should permit bipolar (positive and negative) processing in novel image processing arrays. The device is able to operate over a range of more than 4 orders of magnitude of optical power from 50 nW to 2.5 mW, corresponding to uniform incident intensities as low as 3.3 mW/cm(2). The frequency response (3-dB limit) varies linearly from 7 kHz at 1-µW absorber power to 3.5 MHz at 1 mW of absorbed powers.
View details for Web of Science ID A1994NC58600019
View details for PubMedID 20862176
Abstract
We describe an analog self-electro-optic-effect device that gives a difference between two optical output powers that is linearly proportional to electrical or optical drive, permitting bipolar processing in novel image-processing arrays. The device is able to operate over a range of more than four orders of magnitude optical power, from 50 nW to 2.5 mW, corresponding to uniform incident intensities as low as 3.3 mW/cm(2).
View details for Web of Science ID A1993LF88900014
View details for PubMedID 19823263
Abstract
We have reduced the switching energy for an all-optical soliton dragging NOR gate to 5.8 pJ by using a two-fiber configuration and optimizing the fiber and laser parameters. The cascadable NOR gate has a fanout of six, restores both the logic level and timing, and can operate at bit rates of up to 0.2 THz. In addition, we show that soliton dragging can be represented as a generalized exclusive-or module with high functionality. Two such modules can be interconnected as NOR and AND gates or broadcast and routing switches.
View details for Web of Science ID A1990DW76800011
View details for PubMedID 19770950
Abstract
We present new optoelectronic logic devices or circuits consisting of electrically connected quantum well PIN diodes capable of implementing any boolean logic function. One class of circuits uses single beams to represent the logic levels and compares their intensities to a locally generated reference signal. A second class of circuits routes signals as differential pairs. The connections of diodes in these circuits resemble the transistor connections in NMOS and CMOS logic families. We demonstrate simple optical programmable logic arrays (e.g., E = AB + CD) using both of these classes of circuits.
View details for Web of Science ID A1990DC61800023
View details for PubMedID 20563144
Abstract
We demonstrate quantum well tri-state logic devices for possible use in optical bus architectures. These optical devices are analogous to the tri-state devices often used in electronic buses, where each device can be actively on, actively off, or disabled with at most one device on the bus active at a time. We show two methods of generating these tri-state data, one using tri-state quantum well modulators and one using optical tri-state self-electrooptic effect devices, and we demonstrate a simple optical bus consisting of two such devices. Finally, we comment on the limitations on the number of devices that can be connected to a bus of this type.
View details for Web of Science ID A1990CU29200019
View details for PubMedID 20562974
Abstract
Many semiconductor light modulators rely on changes in excitonic absorption induced by electric fields. We study their temporal response in the framework of a one-dimensional model, for which we solve exactly the timedependent Schrödinger equation. For a homogeneously broadened system, the electroabsorption response time is found to be simply the inverse of the (field-induced) exciton linewidth, which can be as short as 50 fsec.
View details for Web of Science ID A1990CH36900021
View details for PubMedID 19759711
Abstract
Using a 6 X 6 array of integrated quantum-well self-electro-optic-effect devices, we demonstrate an optically addressed spatial light modulator able to convert a visible, incoherent image into coherent infrared (IR) light. Depending on the IR wavelength used, the output is either a positive, binary-thresholded version of the input (bistable mode) or its linear, negative (self-linearized) mode. This device can also function as a dynamic bistable memory that can retain its internal state without power for times as long as 30 sec.
View details for Web of Science ID A1988M704700014
View details for PubMedID 19745878
Abstract
It is shown theoretically that optical bistability will exist in a material whose optical absorption is more than linearly proportional to the degree to which the material is excited. No cavity or external feedback is required. The underlying principle of this bistability appears to be a generalization of several previous independent discussions of mirrorless bistabilities in specific physical systems. This bistability and associated differential gain are demonstrated experimentally using a thermal nonlinearity in a GaAs/GaAlAs multiple-quantum-well semiconductor. Theory and experiment show good agreement.
View details for Web of Science ID A1984SP80800006
View details for PubMedID 19721530
Abstract
We demonstrate an optical-level shifter and a modulator whose transmission varies linearly with drive current, both based on a new, negative-feedback mode of operation of the recently discovered quantum-well self-electro-optic effect device. The system is compatible with both laser diodes and low-power semiconductor electronics and is applicable in both analog and digital optical processing. An extension of the system gives inverted, linear modulation of a coherent beam by an incoherent light source.
View details for Web of Science ID A1984TV44300015
View details for PubMedID 19721670 | |||
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] | null | [] | 2011-02-16T11:43:49+00:00 | Telecom Convergence - Download as a PDF or view online for free | en | https://public.slidesharecdn.com/_next/static/media/favicon.7bc3d920.ico | SlideShare | https://www.slideshare.net/slideshow/telecom-convergence/6948573 | 1. Telecom Convergence Siddhant Jain Mob:- 9595637843 Email:- siddhant_jain_ind@yahoo.co.in http://in.linkedin.com/in/jainsiddhant 1
2. Telecom Convergence Report Contents 1. Definition & Scope of Telecom Convergence .............................................................................. 4 1. A) Definition .............................................................................................................................. 4 2. Myths regarding cross domain convergence: ................................................................................. 6 3. Scope ............................................................................................................................................ 8 4. Different types of convergence ...................................................................................................... 9 4. A) Cross Industry Convergence: ................................................................................................. 9 4. A.1) Telecom and Health Industry .......................................................................................... 9 4. A.2) Telecom and Automobile Industry ................................................................................ 10 4. A.3) Telecom and Banking Industry ...................................................................................... 11 4. B) Cross Domain Convergence: ................................................................................................ 12 4. B.1) Changes from convergence ........................................................................................... 14 4. B.2) Leading player strategies............................................................................................... 15 4. B.4) Role of Broadband ........................................................................................................ 16 4. B.5) Role of Operators .......................................................................................................... 18 4. B.6) Convergence of Networks and Technology .................................................................... 18 4. B.7) Key Challenges .............................................................................................................. 20 4. C) Post-paid prepaid ................................................................................................................ 20 4. C.1) INTRODUCTION............................................................................................................. 20 4. C.2) CONVERGENCE BILLING: FIVE FUNCTIONAL LAYERS ...................................................... 22 4. C.3) PRE/POST SOLUTIONS & ARCHITECTURES ..................................................................... 23 4. C.4) MODULES OF CONVERGENT BILLING ............................................................................. 26 4. C.5) OFFERINGS.................................................................................................................... 30 4. D) FMC..................................................................................................................................... 33 4. D.1) NEED FOR FMC: ............................................................................................................ 35 4. D.2) FMC ECOSYSTEM .......................................................................................................... 36 4. D.3) FMC SOLUTIONS ........................................................................................................... 38 4. D.4) FEATURES REQUIRED FOR FMC SERVICES ..................................................................... 42 4. D.5) FMC CHALLENGES ......................................................................................................... 43 4. D.6) FMC SWOT ANALYSIS .................................................................................................... 44 4. D.7) Offerings under FMC:.................................................................................................... 45 5.) Different facets of convergence: ................................................................................................. 47 2
3. 5. A) CONTENT CONVERGENCE .................................................................................................... 47 5. B) Service Convergence............................................................................................................ 49 5. C) Network Convergence ......................................................................................................... 54 5. D) Device Convergence ........................................................................................................... 57 6.) Demand of Convergence ............................................................................................................ 60 7.) Billing Vendors analysis .............................................................................................................. 66 7. A) Strategic future of Billing ..................................................................................................... 67 7. A.1) Amdocs......................................................................................................................... 68 7. A.2) Ericsson ........................................................................................................................ 71 7. A.3) Comverse...................................................................................................................... 73 7. A.4) Alcatel Lucent ............................................................................................................... 75 7. A.5) Oracle ........................................................................................................................... 76 7. A.6) Intec: ............................................................................................................................ 77 7. A.7) Convergys: .................................................................................................................... 79 7. A.8) Huawei: ........................................................................................................................ 80 7. A.9) ZTE ............................................................................................................................... 82 7. A.10) Nokia Siemens Network .............................................................................................. 84 7. A.11) Parameters for vendor selection ................................................................................. 85 8.) Unique Identification .................................................................................................................. 86 8. A) UID: Ease of implementation ............................................................................................... 86 A Unique Identity Bill ............................................................................................................... 86 Convergence............................................................................................................................ 87 Sharing of Information ............................................................................................................. 87 8. B) Benefits to operator ............................................................................................................ 88 8. C) Benefits to Customer ........................................................................................................... 90 9.) REGULATORY ISSUES OF CONVERGENCE .................................................................................... 95 9. A) INTRODUCTION ................................................................................................................... 95 9. B) LICENSING REGIME .............................................................................................................. 96 9. C) INTERCONNECTION IN CONVERGENCE................................................................................. 98 References .................................................................................................................................... 106 List of Figures ................................................................................................................................ 108 ABBREVIATIONS ............................................................................................................................ 110 3
4. 1. Definition & Scope of Telecom Convergence: 1. A) Definition For so many years, convergence has been far more concepts than real actions in the industry environment but now scenarios are changing and ―the any factor‖ is coming into existence. ―The Any factor‖ Anytime, anywhere, any service on single device. Everyone in marketing domain talks about 4 P‘s of marketing but now with convergence this 4 P concept has also entered in telecom environment. 1. Pipe (Network) 2. Pod (Device) 3. Panel (User Interface) 4. Program (Content) Figure 1 :4 P's in Telecom 4
5. Simply convergence is merging of different future visions at a single point. Broadly convergence can be classified into 2 types 1. Vertical convergence: It refers to integration between different levels of same industry like advertising, infotainment and web provided by single content provider. Similarly cellular services, fixed mobile services, DTH etc. services by same provider. 2. Horizontal convergence: It refers to integration of different industries like delivery of content, device and different services by a single provider. Figure 2: Horizontal and Vertical Convergence 5
6. 2. Myths regarding cross domain convergence: The opportunities in the new world of convergence are enormous. But so are the risks. When it comes to choosing convergence strategy operators must be able to separate fact from fiction, myth from reality. Myth 1: Convergence is about controlling costs and driving efficiencies. This is true but it is by no means the whole story Convergence is also about giving subscribers the personalized services they want. Today‘s customers are more mobile, more demanding and more cost- conscious than ever. They want instant delivery of services, dynamic and flexible real-time offers, personalized packages and control over spending – and they want it now. Converged billing is the way to give these customers everything they want, with the freedom to flip between services and payment options in real time. Offering this level of convenience and personalization can provide a distinct competitive advantage. And it requires a unified customer view that centralizes all ordering, billing and customer information – eliminating duplication, synchronization and other data issues associated with conventional billing systems. Myth 2: Standalone prepaid only or post-paid only vendors possess the expertise to achieve full convergence. Today‘s standalone prepaid and post-paid vendors may appear to offer the functionality required in a converged solution but, in reality, they are inherently incapable of creating this environment on their own. While these vendors can offer specific point solutions – either prepaid or post-paid – they may not possess the production experience to handle all aspects of convergence. For example, transforming a post-paid system into a converged system may require the post-paid vendor to undertake a costly and risky project. They will need to build prepaid capabilities with complex, real- time, high availability functionality, that they may not have the know-how to really understand. Another common stopgap measure is for prepaid vendors to partner with other suppliers to provide back-end financial management for true end-to-end functionality. These multi-vendor partnerships can result in a patchwork of systems that creates more problems than they solve. 6
7. Myth 3: Implementing a convergent solution can mean years of potential disruption to the operator’s business. In truth, operators have the freedom to migrate to convergence as slowly or as quickly as they like with minimal disruption to existing business. While some operators are ready to immediately move all of their existing customers to a converged solution, many prefer a phased approach. Some choose to phase by customer segment, others by service type. Still others introduce new converged capabilities – such as personalized rating or a common self-service portal across all service types – without disrupting existing billing processes. A phased approach is feasible when the operator has chosen a convergence partner with a modular, pre-integrated platform and with proven deployment expertise. Using a modular platform that has robust functionality already ‗built in‘ enables an operator to execute a transformation in a timeframe appropriate for its business. This can help distribute capital costs over time, reduce risks and ensure that the operator‘s initial goals can be validated before moving on to more complex or comprehensive convergence adoption. Myth 4: Purchasing complete convergence today is overbuying. The operator is better off making a short-term decision today and dealing with longt erm problems later. One purchase decision can solve both problems. This strategy of planning for growth requires a modular product-based environment that can solve business needs today while offering a growth path to meet tomorrow‘s demands. With a short-term approach, the operator may implement tactical solutions using a collection of suppliers and systems to fill an immediate need. When it‘s time to grow the operator is faced with a painful reality – its infrastructure is inherently unable to cope with growth and has, in fact, driven the operator into a technology dead-end. Short-term gain is overwhelmed by long-term pain. Myth 5: Achieving low Total Cost of Ownership (TCO) must be easy, since everyone says they can provide it. In the new world of convergence lowering TCO is about increasing the operator‘s self sufficiency by reducing its dependence on suppliers and leveraging the operator‘s own resources. Unless the convergence solution can support operator self-sufficiency, reducing TCO can be extremely difficult. Self-sufficiency is achieved through a productized software platform that offers a unified view of the customer supported by a single database containing all billing, ordering and customer information. The operator must be able to rapidly configure new services, offers and promotions without requiring 7
8. expensive custom integrations. This approach also gives the operator firm control over its own future with inherent long-term application manageability. Being able to leverage a clear R&D product road map creates affordable upgrade opportunities for the operator. A low TCO solution must be driven by a ‗configure, don‘t code‘ mantra and enables operators to get new offers into the market in one to two days, not one to two months. The bottom line Convergence requires a new way of deploying and optimizing the billing and customer care environment, one that demands proven expertise across service types and across both the prepaid and post-paid worlds. Taking convergence a step further – integration of value-added services with the billing platform offers additional efficiencies. While most operators will eventually have to migrate to convergence to stay competitive, not all billing suppliers are equally suited to the task of helping an operator transform. Choosing the right convergence platform must be a decision rooted in reality, not myth and it should be about current choices and trade-offs, risks and rewards. 3. Scope To understand telecom convergence in better manner it can be further categorized as 1. Industry convergence (Cross industry and domain convergence): Cross industry refers to communication of telecom and non telecom industry like automobile, BFSI (Banking and financial services institutions). Cross domain refers to telecom, IT and media convergence. 2. Network Convergence: It refers to convergence at core and access part of network. It is basically merging of cellular, fixed mobile, broadband and other telecom related services at single network. 3. Service Convergence: Different voice and non voice service by a single provider. Like quad play and triple play. 4. Pre-paid and Post-paid convergence: Common handling of subscribers by having single billing (mediation and real time) solution for both categories. 5. Subscriber convergence: All subscriber information at single place for single AAA (Authentication, authorization, Accounting) 6. Device convergence: To land up all the services on a single device. 8
9. 4. Different types of convergence 4. A) Cross Industry Convergence: It simply refers to entering of telecom into various industries like banking, insurance, automobile etc. Some of possible explanations are given below: 4. A.1) Telecom and Health Industry With the coming of m-health there is seen a convergence in health and Telecom Industry. Need: 1. In countries like India m-health proves to be one of the major opportunities that can be used to provide secondary and tertiary medical expertise to the majority of people in rural areas who do not have access to good health care facilities but do own mobile phones. 2. Mobile devices can be helpful across the health care spectrum-transmitting vital information quickly during an acute public health crisis or being used for on-going needs such as education and training 3. In addition to improved patient outcomes, workflow and administrative efficiencies from the use of mobile devices can produce cost savings for the user or user organization. Offerings: 1. UAE-based telecoms provider Etisalat unveiled a new mobile health service at GITEX 2010 in Dubai this week. The service will use mobile technology to provide users with personalised and relevant health information via their mobile devices. Users are also able to seek active medical advice from consultants on issues such as exercise and sport, obesity and diet, and a range of illnesses including diabetes via SMS. This is all delivered via Etisalat‘s ‗Value SMS‘ platform 2. Orange smart numbers provides patients and healthcare workers instant access to the person available to answer their call, improving patient care and increasing internal efficiency. 3. Australian telecoms giant Telstra has signed a Memorandum of Understanding with the Royal Australian College of General Practitioners (RACGP) to deliver a suite of national e-health solutions and services. 4. Ericsson worked in partnership with Apollo Hospitals, Hand in Hand (a local NGO), Edurite, One97, CNN and the Cartoon Network to deliver a range of services including telemedicine, e-education, egovernance, voice and video call services and live television and entertainment. Ericsson's HSPA solution is a part of Ericsson's full-service broadband offering. Challenges 1. Acceptance of mHealth by the end user and the health care provider particularly in a developing country is itself a challenge. 2. Regulatory issues, logistics, and the use of appropriate, need-based, customized solutions are some of the other concerns. 3. General design challenges faced by all telemedicine systems include billing and usability 9
10. 4. Operating protocols need to be designed to coordinate, prioritize, integrate, and compress the diverse media streams. Vodafone standing: Vodafone already working with UN foundation to promote mhealth Recommendations: Vodafone India has not taken any initiative on this regard while the govt. of India is also interested in promoting m-health. With coming of 3-G the spectral inefficiencies remain resolved. Thus an initiative can be taken to promote not just m-health through mobile but also through other required equipment with the help of govt. and take the first mover‘s advantage. 4. A.2) Telecom and Automobile Industry The automotive industry‘s demands for connectivity integration require products and services tailored for unique automotive production demands, supply chain logistics, global operations and high quality industrial integration. Trends: GPS systems have been seen to be integrated in the upcoming models in the industry already and other integrated services are on cards. Offerings: 1. Telenor Connexion has been working closely with car and truck manufacturers since 1999 to realize the potential of connected vehicles. Line-fit solutions for OEM customers like Daimler, Volvo, Scania and aftermarket solutions within fleet management, stolen vehicle tracking and pay-as-you-drive solutions all have different characteristics, technical needs and business. 2. WirelessCar is an automotive telematics service provider (TSP) providing manufacturers of cars and commercial vehicles with customized telematics services to end-customers anywhere in the world. Current reference customers are BMW, Volvo Cars, Volvo Trucks and Volvo Construction Equipment. 3. T-mobile, AT&T, Claro and Telenor Connexion have offerings globally in automotive telematics. Telenor Connexion specialises in mobile communication for M2M and telematics. Apart from that China Unicom, China mobile and China Telecom are also in the field. 4. Telenity, a US-based company that provides converged services over mobile networks, offers LBS in India through the country‘s top mobile operator Airtel and the state-run telecom giant BSNL. 5. Airtel, which has 120 million subscribers, now offers a location-based service called Buddy Finder on each handset. 6. BSNL has introduced eTrack, a fleet tracking system, which uses a vehicle-mounted, microprocessor-controlled device to send periodic SMS/GPRS messages from the vehicle to a network command center. 7. Tata Teleservices, which offers mobile phone services on a CDMA platform, has launched an LBS service that supports Points of Interest and Navigation applications for enterprises as well as consumers. Vodafone standing: 10
11. Vodafone offers Vehicle tracking systems to its enterprise customers in India. Recommendations: Use of LBS for non enterprise customers needs to be fully explored. 4. A.3) Telecom and Banking Industry Need: 1. M-commerce would enable microfinance institutions (MFIs) to offer more competitive loan rates to their users, as there is a reduced cost of dealing in cash 2. The interactivity to perform transactions on the spot saves the customer a lot of time and ease to perform transactions 3. Banking–mobile communications product is a way for wireless telecoms to move beyond commodity voice services and differentiate their products to improve customer retention in a business with a notoriously high churn rate. Offerings: 1. I mode in Japan by NTT docomo 2. Idea Cellular Signs Up As Banking Correspondent For Axis Bank - Idea and Axis bank will run a pilot project to enable mobile remittance between Mumbai‘s Dharavi – one of the largest slums in the world – and Allahabad in Uttar Pradesh. Customers will be able to transfer money 3. Union Bank of India is planning to launch ―Union Bank Money‖, a mobile payments service, in partnership with Nokia and (Nokia funded) Obopay. The service allows customers to store money, transfer money and make payments: it is, by the looks of it, a wallet service. Nokia plans to preinstall the application in Nokia mobile devices. The rollout is expected to be complete in 12-18 months 4. Obopay has launched bill payments services for government owned telecom operator BSNL, in the West Zone, including in Gujarat, Maharashtra, Madhya Pradesh, Chhatisgarh. 5. Nokia has also partnered with Yes Bank to launch similar service for mobile payments 6. Competitor Paymate has partnered with Essar‘s retail chain MobileStore to offer mobile payment services across its 1,300 stores in over 200 cities 7. Movilpago, a joint-venture subsidiary of Telefonica Moviles, the cellular unit of Spanish telecom Telefonica SA, and Spain‘s largest bank, Banco Bilbao Vizcaya Argentaria SA (BBVA), will provide a wireless payment system over Telefonica‘s cellular network. 8. Mannesmann, the German subsidiary of the U.K.‘s Vodafone Group PLC, has a joint venture with Deutsche Bank. Telecom Italia has one with Banco di Roma Trends: 1. MChek has clocked more than a million users with Airtel since its commercial launch in June 2008 2. M-Pesa by Safaricom in Kenya was first introduced in March 2007. By mid-quarter of 2010, the application had over ‗2.3 million registered users with over 18 Billion (about $230 million) Kenyan Shilling (Ksh) moved through the system, via person-to-person transfers.‘ The service has now been transitioned to be operationally run by IBM Global Services on behalf of Vodafone; the initial three markets (Kenya, Tanzania and Afghanistan) are hosted MTN and Western Union have formed an alliance that is bound to ignite the biggest 11
12. international mobile remittance services or mobile money transfer, if you like, on the continent by Rackspace. 3. With new forecasts from ABI Research indicating that in 2015 about 244 million people worldwide will carry out financial transactions using their mobile phones Challenges 1. Regulation, not keeping up pace with technology. 2. No clear-cut approach to addressing the challenge and there is still no defined predictability as to what level of changes could occur with adoption of MobileMoney in a big mobile market 3. Telecoms need certain capabilities in order to provide wireless finance services. Those they do not already possess, they can acquire relatively cheaply by allying themselves with banks. 4. Security issues concerning wireless transfer of money using third party applications. 5. Privacy of customer and account information to be securely transferred. Vodafone standing 1. Voafone in M pesa in Kenya, Afghanistan, Kenya, Tanzania 2. Mannesmann, the German subsidiary of the U.K.‘s Vodafone Group PLC Recommendations: 1. Regulators must encourage such alliances to sustain the relevance of the different segment players otherwise nothing stops a mega Telco from becoming a mega-multi services provider offering all services in one converged pipe 2. No-KYC Prepaid Instruments should not be encouraged by the operators. 3. Transparency to the customer and all the other parties involved. 4. Interoperability: by making all mobile payment offerings inter-operable it would allow pre- paid instrument issuers to connect networks and reduce the cost of establishing a business- correspondent/retail network. 4. B) Cross Domain Convergence: Industry convergence, defined as a ‗blurring‘ of boundaries between industries, induced by converging value propositions, technologies and markets, appears to be a pervasive phenomenon leading to the emergence of inter-industry segments. The industries under consideration are the telecom, media and broadcasting sectors. Does convergence mean the closer co-operation between industries or does it simply imply the substitution of products/services? Dealing with altered industry structures through mutual innovation, traditional frameworks have to be Re-evaluated and will be modified or extended in order to give direction for an adequate strategy. 12
13. Figure 3: Cross-Domain Convergence In this particular context, industries can be defined as group of firms with similar resource bases. And hence, it becomes possible to define an industry from both the demand side (Products/Services) and the supply side (Resources/Technologies). The convergence of these products/services may lead to a scenario in which firms with ‗traditionally‘ different businesses will compete against each other as the end user of the service is same. That is to say that the user will perceive these firms, which were previously not in direct competition with each other as being in the same ‗playfield‘. Figure 4: Supply & Demand of Convergence Needless to say, this is undoubtedly an age of industry convergence. The biggest difference between the current era of convergence and the past two decades is that the drivers of reform come from divergent directions. A new industry will emerge that combines communications, information, entertainment, media, even finance, retail and logistics. The telecom industry will be but one part of it, but might no longer be a driving force with marked changes largely steered by other industries that blend into the new industry mix. 13
14. Those in the telecom field must fully understand industry reforms, and go beyond the industry to consider issues from the perspective of industry convergence. Otherwise, it will be difficult to see future trends and confusion will reign. Major players like Apple and Google show us that in the new industry convergence game, operators need to play with their inherent advantages, rebuilding a commanding position and profit points into services. Also, the operators need to learn from past mistakes. The strategies to get access to content in the nineties led some operators to some difficult financial situations. Figure 5: Content Integration 4. B.1) Changes from convergence Industry transformations appear to be complex with many elements entangled, but no matter in which industry or era, the bottom line is that development must meet and cater to end users. The right direction for most new industries should: Be greater affordability. Low cost, accessibility, and easy use of products or services are crucial. Products and services should enhance and improve the lives of the users both at work and play. Services should generate a more enjoyable, fuller user experience and follow the trends in entertainment, fashion and social interaction. From the angle of the value chain, a convergent industry must encompass three elements: application, network, and terminal. 14
15. Application: The future primary application model most likely will be Software as a Service (SaaS). Compared with traditional business models, SaaS provides lower costs, better services, ease of use and completely conforms to the general development direction of the industry. All applications become a simple icon that users just click on to use. Many concepts such as Communication as a Service (CaaS) will emerge and all applications will be virtually services. Network: Future networks must be deployed as"optical fiber + wireless". But the location to place optical fiber, the coverage of wireless services, and the choice of technology and networking model depend not only on equipment costs, but also on auxiliary equipment, installation, maintenance, energy consumption and equipment room leases. Apart from this, there may be more crucial factors, such as licenses, governance, and private ownership of land. There is great difference in these factors between countries and cities. As a result, applicable technical solutions vary greatly. Terminal: In essence, terminals are the extension of networks, and the presenter of applications. Should terminals be intelligent or fool-proof? Fool-proof terminals (especially user interfaces) are in the mainstream, because the industry strives to serve the masses and users usually do not want to deal with complex high-tech devices. Key technologies at the terminal side are input/output, network connection capacity and power supply. Other capabilities should be implemented at the network side to reduce cost and provide greater convenience for users. For convenience, terminal networks are connected wirelessly. 4. B.2) Leading player strategies Apple's trump card After the iPod turned out to be an overwhelming success, Apple continued its involvement in the information service industry. More importantly, through its App Store, Apple enables numerous independent software vendors to develop various applications using iPhone software and hardware, to better match iPhone users' personalization requirements. These applications are only sold through the iPhone and App Store and this channel has become one of the primary 3G service flows for operators. Apple can share revenue with operators thanks to the iPhone's popularity and the impetus it gives to 3G services. Certainly, Apple's main control point is the superb user experience created by its software and hardware, which stems directly from Apple's highly capable innovation. Google's super platform Google's situation is just the reverse when compared with Apple's. It boasts a very powerful search engine platform, but offers no support for terminals. For this reason, Google has developed Android, a 15
16. terminal operating system, and offers free source codes with it. This move has turned out to be quite powerful. After Google provided the source codes, terminal vendors from around the world and even some personal studios were able to design terminals on the platform. At the same time, software companies and even personal software developers internationally can develop various applications. The synergy can beat any company that develops applications independently. Despite the openness, Google does not let it roam freely, but keeps it on a short leash. Its control point lies in strong search applications and the powerful supporting ―cloud computing" networks. 4. B.3) New operation direction STRONG ALLIANCES ARE IMPERATIVE Objectively speaking, among participants in the transformation, emerging online media, such as Face book, were not born with a silver spoon in their mouths, and they revolutionized the industry. Traditional media like News Corp. have competitive pressure as well as an opportunity for expansion. As long as the industry grows in size, upstream vendors like Intel have a stable yield. The telecom industry however will go along with the revolution and see the traditional voice communication market gradually diminish or even vanish. The telecom industry only plays a supporting role in this revolution. Some people argue that as a vested interest group, the telecom industry is even acting in resistance to the revolutionaries. Fortunately, most astute telecom operators have realized that revolutions once they begin are often irreversible trends. By conformity and adaptation, operators can evolve and gain or regain the leading position. The first order of business is consolidation. Against the backdrop of globalization, local operators are not in a position to compete with the industry titans. Eventually, they will either turn into mere conduits or be acquired. Telecom giants must keep expanding through mergers, and control more users, thereby gaining the foundation to compete with the service titans and even become new service integrators. 4. B.4) Role of Broadband In the converged scenario, broadband is expected to be the key driver for business growth. The service delivery is expected through different media namely wireless, fixed and cable and as such the complexity of the service environment will be very complex and tricky as compared to the present scenario in that involves fiber and cable. Network complexity is also expected to be very high in such a scenario but the next generation technologies as well as network infrastructure will be able to cope up with the new challenges. Network management refers to the activities, methods, procedures, and tools that pertain to the operation, administration, maintenance, and provisioning of networked systems. A common way 16
17. of characterizing network management functions is FCAPS—Fault, Configuration, Accounting, Performance and Security Figure 6: Network Management It‘s safe to say that broadband wiil be the key factor for devices, products, services and their convergence. Some of the key elements in the converged set-up such as IPTv , Video-on-demand and Mobile TV in a 3G environment will all be delivered on broadband connection thereby making it a key indicator of competitiveness. Figure 7: Screen Convergence Also, thanks to broadband, there is bound to be a boom or explosion in the services arena apart from the three mentioned above. These will be in the following key segments: - E-Banking - E-Commerce - E-Government 17
18. - E-Leisure - E-Education - E-Health 4. B.5) Role of Operators The operators should be willing to accept the fact that traditional telephone services such as voice and messaging cannot be treated as utilities on their part and they should not also out rightly jump into content creation either. The operators have to keep in mind the following key risks involved in this context: - Dumb Pipes: With regards to a mobile network operator (MNO, or operator), the term dumb pipe refers to an operator‘s network being used simply to transfer bytes between the customer‘s device and the Internet. The use of the term ―dumb‖ refers to the inability of the operator to restrict services and applications to its own portal and primarily just provide simple bandwidth and network speed. The dumb pipe is one of the commonly understood operational models for a MNO. E.g. Apple‘s iPhone. The iPhone enables its users to directly surf the Internet with its mobile Safari browser and connects to Apple‘s ITunes store for purchasing ringtones and music instead of the operator‘s own portal. Operators such as AT&T Mobility cannot offer their traditional services (such as downloads of wallpapers, ringtones, games, applications, etc.) as Apple controls the total iPhone user experience. Operators must be content to provide only the network connectivity and bandwidth which the iPhone has tripled in some cities. In addition to losing valuable revenue opportunities with the customer, operators are rumored to pay Apple a percentage of the customer‘s monthly bill as well. While the iPhone is a good example of the dumb pipe, not everyone believes it will ultimately be bad for operators. - Control of content: Controlling the content available to the consumers is a key role for the operators. The explosion of content-sharing services available to the consumers has threatened the content business. The generators of content are looking for new innovative measures to sustain growth of their businesses. 4. B.6) Convergence of Networks and Technology Convergence can be compared on the basis of level of advancement in the technology and services availability at a particular time. The evolution of media, IT and telecom industries from previous technologies to an all-IP scenario is what is driving the growth of convergence. Following is the maturing of technologies: 18
19. TELCO ISDN BISDN ATM NGN IMS IT Computer Internet Broadband Network MEDIA CaTV IPTV SDP INTEGRATION: As SDPs evolve, they will often require integration of telecom and IT capabilities and the creation of services beyond technology and network boundaries. SDPs available today are optimized for the delivery of a service in a given technological or network domain (examples of such SDPs include web, IMS, IPTV, Mobile TV, etc.). They will typically provide a service control environment, a service creation environment, a service orchestration and execution environment, and abstractions for media control, presence/location, integration, and other low-level communications capabilities. Figure 8: SDP Framework Integration 19
20. An SDP aggregates different network capabilities and services as well as different sources of content and allows application developers to access them in a uniform and standardized way. In the past the SDP concept has been primarily focused on the IT infrastructure required to deliver and manage the service environment, with the underlying network simply providing the interface and delivery machinery. However, in the new evolving SDP world these boundaries between IT and network environments are merging, thus generating the need for a new end-to-end architectural view spanning the complete service delivery environment. In particular the following new challenges need to be addressed: 4. B.7) Key Challenges - Regulatory aspects - Internet privacy - Content business model 4. C) Post-paid prepaid 4. C.1) INTRODUCTION Prepaid and postpaid systems came from different domains and were aimed at solving the problems of different market segments. Prepaid systems, predominantly network elements, provided zero balance leakage and high performance, but were inflexible in defining new services and tariffs. On the other hand, postpaid systems, the heart of the BSS, provided a high degree of flexibility to handle complex service plans and innovative business rules, but lacked real-time capabilities. As long as prepaid and postpaid systems addressed different market segments and different market needs, there was no real incentive for converging these domains, despite the higher operational expenses incurred in managing two separate systems. However, market trends and customer needs are changing, and it is no longer possible to clearly segment prepaid and postpaid customers. There are three main reasons for considering the consolidation of prepaid and postpaid environments: New revenue opportunities Increased retention and customer satisfaction Reduced direct and operational costs NEW REVENUE OPPORTUNITIES Increasing revenues is the best measure of success, and selling more to existing customers is an easy way to do so. Converging prepaid and postpaid customers into a single platform does this and more. It 20
21. allows providers to offer all customers a complete set of services, turning the payment method (prepaid or postpaid) into a mere financing issue. With this approach: Prepaid customers can be offered services and options that were once available only to postpaid customers. Postpaid customers can benefit from real-time control of their services and from unique offerings. A converged charging system allows them to control their spending, receive balance notifications and real-time promotions, and derive instant gratification from actions they perform. Hybrid customers (with both prepaid and postpaid services) constitute a new business segment. A converged system enables them to combine prepaid and postpaid subscriptions, split charging for prepaid and postpaid accounts based on any characteristic, and benefit from blended services, volume discounts, and more. Innovative services, business rules and upsale/cross-sale offerings enable service providers to escape the declining "price per minute", or even worse, flat rate schemes. INCREASED RETENTION AND REAL-TIME CUSTOMER INTERACTION As competition intensifies and customer retention becomes a key issue, delivering yet another service or competing on price is no longer a viable long-term solution. Now, Providers must focus on the customer experience as subscribers interact with a multitude of services. A truly converged solution allows services to be offered in a blended manner (as opposed to as a set of discrete services), providing subscribers with a sense of a single, multifaceted experience. Moreover, they can interact in real-time. They expect that when they press a button, complete a download, or reach a bonus quota, the provider will respond immediately with the appropriate action (for example, increasing the loyalty points balance or granting free SMSs). With a converged solution, providers can achieve this by offering a solid mix of real-time services they can interact with and respond to in real time. REDUCED OPERATIONAL COSTS The consolidation of prepaid and postpaid environments can have significant cost-saving benefits. Ultimately, prepaid and postpaid customers will have a single set of service offerings, single service logic, and a single set of tariffs, discounts and promotions. By converging prepaid and postpaid systems over a single customer base, a single set of processes, interfaces, and operational procedures, providers should expect a reduction in OPEX and in TCO. 21
22. 4. C.2) CONVERGENCE BILLING: FIVE FUNCTIONAL LAYERS A convergent charging and billing solution consists of five functional layers based on common technology: The customer care layer provides a 360-degree view of all subscribers and services, including self-care. The billing layer provides a single bill and statement for all communication services — fixed, mobile, broadband, and TV —to increase convenience for subscribers. The charging layer provides real-time rating, bonuses, and promotions as well as notifications to subscribers in real time. This stimulates usage and increases customer intimacy and loyalty. The mediation layer reduces revenue leakage by providing online bidirectional transport of charging information between network and service elements for real-time charging. The session control layer enforces credit and spending control by providing network and service elements that can notify users and stop services when real time charging indicates that credit has been depleted. Each layer requires unique convergent capabilities and should work interdependently. In addition, the convergent charging and billing solution must have The ability to configure new price plans, services, and products quickly; Highly configurable business rules to ensure that requirements are met with minimum need for customization; and High availability and scalability, pre-verified and lab tested (this is not something an operator can afford to integrate in the field). A major challenge in delivering a converged solution is in using a single instance of all key billing and CRM system components. A single high-performance real-time rater handling usage transactions for prepaid and postpaid customers and at the same time required to address non-usage events; A single customer database; A single product catalog merging the pre-paid product catalog for applying usage rating and usage discounts, with the CRM and Billing catalog holding all non-usage services, applying recurring and one time charges and Billing discounts. A unified CRM delivering the full suite of services and offerings to all customers. 22
23. 4. C.3) PRE/POST SOLUTIONS & ARCHITECTURES There are three main solutions for achieving prepaid/postpaid convergence: End-to-end converged pre/post solution IN-based pre/post solution Unified CRM solution. The three solutions differ in the level of convergence they provide, the systems they use, their integration and implementation requirements, and on where critical data is stored and managed. The following sections review the three solutions, and outline their benefits and drawbacks. END-TO-END CONVERGED PRE/POST SOLUTION An end-to-end converged pre/post solution provides high integration and operational efficiencies using a four-layer approach: A service control layer consisting of a standard component of an IN, the SCP, which is used to control the service usage and to communicate with the switching device on the one hand, and with the charging function on the other. The SCP queries the charging and business control layer for session quota allocation and sets a timer for triggering subsequent queries. In an end-to-end pre/post converged architecture, all service requests (prepaid and postpaid) go through the SCP, as opposed to the traditional separation between batch CDRs and real-time events. A charging and business control layer that serves as a real-time function within the converged system architecture where information related to a usage event is collected, formatted, transferred and evaluated so that it is possible to determine the charging or business implication on one or more parties. This function enables customer interaction and affects the service rendered in real-time. In this solution, the charging and business control layer encapsulates a single rating, charging, and business control with online and offline interfaces. IMS compliant, it implements the Policy and Charging Control (PCC) function. A billing layer that provides industry-generic system processes including invoicing, account receivable, voucher management and discounting. Using a business rule designer, it should allow competitive services and business rules to be introduced 23
24. quickly and intuitively. The billing layer should offer real flexibility in payment methods and allow balance transfers from any customer to any customer (for example, from post-paid to pre-paid), voucher replenishments by any customer to any balance, and many more. A CRM layer that covers a broad spectrum of customer relationship management and business processes including sales, marketing, service management, and self service. The CRM layer manages the entire customer base of pre-paid, post-paid and hybrid customers from a single customer repository and using a single product catalogue. The product catalogue must contain all service offerings and tariffs for all customer segments, regardless of their payment methods. Figure 9: CONVERGED PRE/POST END-TO-END SOLUTION This solution addresses the stringent requirements of a converged solution and ensures some distinct benefits: New revenue opportunities - All customers have access to all services, enabling them to consume the full suite of provider offerings. Single-product catalog – Providers can apply highly innovative business offers and promotions to both prepaid and postpaid services, for example, hybrid services and real-time discounting. Real-time balance management – Enables real-time credit control and enforcement of spending limits for all customers. Single-charging and rating layer – Usage rating, billing charges, usage and billing discounts, and any other business rule are all implemented in a single charging layer. 24
25. Operational efficiency - CRM, billing and charging are provided a single, end-to-end, extremely flexible solution with no overlapping modules. IN-BASED PRE/POST SOLUTION The IN-based pre/post solution integrates between an IN charging layer and a CRM and billing layer for handling the full range of customers. In this solution, the IN charging engine is used as a single rater of both prepaid and postpaid transactions. Figure 10: IN-Based Converged PRE/POST Solution This approach shares most of the advantages and benefits of the end-to-end converged pre/post solution, while allowing customers to preserve their IN systems investment. Notwithstanding, there are some issues that must be taken into consideration when implementing this approach: Minimizing duplication between customer accounts that are held in the billing and CRM layer and in the IN layer. The latter must hold only charging-related information and real- time balances. Synchronizing service offerings contained in the CRM and in the IN layers. The main product catalog resides in the CRM, while related information required for charging is synchronized with the charging layer. This solution is typical for providers that already have an existing IN-based network and are looking to complement it with postpaid capabilities. A pre integration between the IN vendor and the billing vendor ensures the best results. UNIFIED CRM SOLUTION The unified CRM solution offers a single CRM layer on top of existing, separated, prepaid and postpaid billing systems, coupled with a central product catalog that holds all service offerings and tariffs for the entire customer base. 25
26. This approach offers only part of the full pre/post advantages; however, has the benefit of low cost and relatively quick implementation. Like the IN-based solution, it enables service providers to maintain their existing investments in prepaid and postpaid systems. Figure 11: Unified CRM solution 4. C.4) MODULES OF CONVERGENT BILLING Figure 12: Modules of Convergent Billing The modules which broadly represent convergent billing are as follows: Network Elements 26
27. Network elements include all elements through which data flows as well as formation of CDR happens. These include xGSN, PDSN, MSC, VoIP servers, WAp gateways, Game server to name a few. Figure 13: Network Elements Mediation As new services come into the fray, handling increased number of data formats is the main concern for the service providers. Even after collection processes, these traffic and network information from different input CDRs still need to be merged in order to construct meaningful billing information to be displayed on a consolidated bill. FUNCTION OF A GOOD MEDIATION PLATFORM In an evolving environment where network convergence continues to dominate, the mediation layer needs to perform the following key selected functions: Network Data Collection The mediation engine needs to be able to collect event data from disparate network elements dynamically in real or near real time. In addition, it should also support file-based or record-based collection of data information from different network protocol. 27
28. Figure 14: Network Data Collection Network Data Processing Event data generated from network elements typically have various formats according to network element vendors. The mediation layer should be able to convert these heterogeneous event data into a standardized format for downstream distribution. In addition, user interface should allow service providers to customize field formats, field mapping, action rules, validation rules according to the requirements of the business. Data Distribution Data Distribution involves transmission of reformatted usage data to downstream systems like data warehouses, etc in real time or near real time via suitable network protocols. A convergent mediator should allow user to register and manage downstream application interface information, such as IP address, system name etc by specifying such information in user interface. Figure 15: Data Distribution 28
29. Data Aggregation In an all IP environment, multiple interim event records are typically generated during a single session. In such scenario, data aggregation is necessary to combine multiple interim records to form a single CDR record for charging purposes. Data Correlation For billing purposes, a service provider has to select and group records generated from the same session from multiple network elements. Once the records are distinguished and collected, the information is correlated to form a single billable record. Ability to perform such complex correlations of events is a must in a convergent mediator. Duplication Checking It is imperative that mediation solution must be able to avoid data omission and remove duplicate data to insure accurate billing. Duplicated records should be stored in separate databases for future investigation purposes. Rating The solution should converge all provisioning, transaction, charging, rating and billing for supported services (voice, data, SMS, mCommerce) under a single system in the most comprehensive fashion and most importantly, in real-time. Figure 16: Rating Module 29
30. Types of Ratings include: 1. Voice Rating Voice Rating enables you to deliver, rate, and verify prepaid/postpaid voice services with confidence 2. SMS/MMS Rating SMS/MMS Rating controls and rates enhanced messaging services for prepaid and postpaid users, including premium SMS/MMS delivery, tele-voting, gaming and content downloads. 3. Data Rating Data Rating offers you a competitive advantage with real time rating of new emerging data services based on events, volume, quality of service, time of day, source, and destination. 4. C.5) OFFERINGS 1. Vodafone Czech Republic: Full Convergence for Enterprise Offers PROFILE Vodafone Czech Republic (CZ) has grown since entering the market in 2005 by acquiring Oskar Mobil, which was then the fastest-growing operator in the country. Increasing their customer base by over 9% in 2007 (more than 245,000 subscribers), Vodafone CZ now has attracted more than 2.751 million subscribers as of June 2008 and continues to thrive, despite the fact the country‘s mobile subscriber penetration rate is over 120%. THE CHALLENGE Breaking into the corporate segment as the first operator in a highly competitive European market to offer a full range of fixed-mobile convergent telecommunication services, focusing on simplicity, flexibility and cost savings. THE SOLUTION Vodafone adopted FORIS NG, a fully-convergent Charging and Billing solution from SITRONICS Telecom Solutions, pre-integrated with CRM from Microsoft® and TIBCO® middleware. 30
31. BENEFITS Vodafone was able to attract hundreds of new corporate customers of different sizes with their fixed- mobile convergent offer, OneNet. FORIS NG automates Ordering, supports complex customer hierarchies and provides a unified Product Catalogue for shortening time-to-market for introducing or modifying offers. 2. AMAZONIA AND TELEMIG CELULAR : Network Interface Solutions – Intec Rating & Charging PROFILE Amazônia Celular S.A. provides wireless services in five states in the north and north east of Brazil, covering some 41 per cent of the national territory and with a 27 per cent market share. REQUIREMENTS Amazônia/Telemig offer a wide array of content based services, with approximately 160 service offerings and more than 5,000 content items/channels. Since most of the customer base is prepaid, it was imperative to find an active mediation platform that could bill for these services in real-time for both pre and post paid customers. SOLUTION Amazônia/Telemig selected Intec Rating & Charging because of its flexible functionality that allows them to bill in real-time for all of their content-based services for both pre and post-paid customers. Intec Rating & Charging‘s customisable pricing and flexible business rules were also of particular interest given Amazônia/Telemig‘s broad portfolio of services. BENEFITS Evandro Canabrava, chief information officer at Amazônia/Telemig: ―We needed an active mediation and real-time rating system that could also leverage flexibility in rating rules and service plans to both prepaid and postpaid customers.We selected Intec Rating & Charging to enable us to bill for our content based services in real-time, allowing us to offer more services, and therefore increase customer satisfaction and revenue.‖ 3. TELECOM NEW ZEALAND: Retail Solutions – Intec Convergent Billing (Singl.eView) PROFILE Telecom New Zealand (TNZ) is one of the leading telecommunications network providers in Asia Pacific with over 3.5 million customers using its fixed line, mobile, and Internet services. Following the deregulation of the country‘s telecommunications market in 1989, TNZ found its market share under competition from new entrants. 31
32. REQUIREMENTS With TNZ needing to retain and grow its market share, the organisation realised it had to overcome the challenge of an older network and the legacy of an ageing billing system. This lead TNZ to shift its business focus to new technologies and business and operating support systems as part of an investment strategy. SOLUTION TNZ developed a long-term roadmap, which included a commitment to roll out a ‗next generation‘ IP network to residential customers. With the new IP network able to offer customers a greater range of value added services, TNZ needed to upgrade its billing system to a single convergent solution to maximise the investment in the network and expand its offerings. Following a formal competitive bid process, TNZ selected Intec Convergent Billing to provide competitive advantage. BENEFITS Mark Ratcliffe, chief information officer at Telecom New Zealand: ―The selection of Intec Convergent Billing formed part of TNZ‘s strategic shift toward operating as a full service provider and the ability to offer customers one bill for post-paid and pre-paid services.‖ 4. MTS Russia Profile With over 90 million customers across Russia and the CIS, Mobile Telesystems (MTS) is the leading telecommunications service provider in the region, billing over 64 million customers in Russia, its key market. Since 2000, MTS has been publically traded on the New York Stock Exchange and was recently recognized as one of the Top 100 Most Powerful Brands in the world by BRANDZ™, with revenues increasing 29% in 2007 to reach $8.2 Billion. Challenges Prior to 2003, MTS Russia used dozens of diverse billing systems and IN platforms from different vendors, stretching across nine macro-regions and 8000 km of Russian land. Faced with rapid subscriber growth, MTS‘ previous systems lacked the necessary scalability to handle more customers. This raised expenses and caused marketing activities to suffer due to the complicated synchronization of a variety of systems. Similarly, the lack of support for real-time online charging for next generation services resulted in missed revenue opportunities. 32
33. Solution In response, MTS initiated a major OSS/ BSS transformation in July 2003, starting with a plan to replace all billing systems with FORIS OSS, a Prepaid/Postpaid convergent Charging and Billing solution and later consolidating various IN platforms with MEDIO IN/SCP from SITRONICS Telecom Solutions. FORIS OSS and MEDIO IN/SCP provided the following benefits: Convergent charging for retail & corporate subscribers reduces tariff complexity and configuration time Robust and scalable billing handles even the largest customer bases and traffic loads Unified Rating Engine supports advanced rating schemes and handles both online & offline rating and discounting SCP enables popular VAS and provides open, standard interfaces for seamless integration of 3rd-party systems Self Care empowers customers to take charge of their own service setup, supporting online changes even to corporate hierarchies, with bonuses to reward ―sticky‖ customers 4. D) FMC INTRODUCTION: FMC can be simply identified as ―One Phone, One Number, One Bill‖ Fixed Mobile Convergence (FMC) in simple terms & broader sense can be defined as the convergence of Fixed (wireline) and Mobile (wireless) networks, services and terminals. FMC will enable the subscriber to access a wide variety of communication, information and/or entertainment services, with consistent quality of service regardless of the device used, the underlying network over which those applications run or the user's location. The aim of Fixed Mobile Convergence (FMC) is to provide fixed and mobile services with a single phone or personal device, which could switch between networks ad hoc. Fixed Mobile Convergence (FMC) allows network and service operators to make more efficient use of existing access technologies (GSM, DSL, Wi-Fi), as well as taking an advantage of the roll-out of new access technologies such as 3G, WIMAX etc, by launching new voice & multimedia services and realizing cost reductions by implementing common service machinery for different access networks. 33
34. Fixed and Mobile Convergence is concerned with the provision of network service capabilities, which are independent of access technique. This does not necessarily imply the physical convergence of networks. It is concerned with the development of converged network capabilities and supporting standards. This set of standards may be used to offer a set of consistent services via fixed or mobile access to fixed or mobile, public or private networks. An important feature of fixed mobile convergence is the separation of the subscriptions and services from individual access points and terminals and to allow users to access a consistent set of services from any fixed or mobile terminal via any compatible access point. An important extension of this principle is related to internetwork roaming; users should be able to roam between different networks and to be able to use the same consistent set of services through those visited networks. LAYERS OF CONVERGENCE IN FMC The following three layers of convergence will be required to be carried out to achieve objectives of FMC:- a. Network convergence – The same network (physical infrastructure) is used for both fixed and mobile services. Network convergence can be further divided between the access network and the core network. b. Service convergence –The same service can be accessed from different types of terminals & networks. c. Terminal convergence – Single terminal can be used to access different services offered by different networks (different technology). FIXED MOBILE CONVERGENCE Figure 17: Fixed Mobile Convergence 34
35. FMC is a service in which the most appropriate network can be used according to the situation without users being aware of when the terminal switches between fixed and mobile modes. FMC also enables automatic network selection for incoming and outgoing calls, roaming and handover between different networks, and an integrated billing service. The users‘ needs for FMC are based on recognize the new value and benefits of converging fixed and mobile networks is needed. FMC is expected to provide a ubiquitous service that can be used at any time and any place. In the enterprise market, FMC is expected to create new business opportunities by making business operations more efficient, presenting business model innovations, and reducing costs. 4. D.1) NEED FOR FMC: 1. Productivity Productivity can be increased by implementing FMC. With on-the-spot access to the organization‘s fixed systems, mobile professionals can make more informed decisions. Having a single phone number that customers and colleagues can use to reach the employees of the organization, no matter where they are. This means that they are never out of touch. Workers can collaborate more quickly by accessing familiar desktop phone features like call transfer and extension dialling right from the mobile device. 2. Security Wireless solution security helps to address the need to transmit voice and data in a highly secure manner through encryption, authentication, authorization, access control and firewall protection down to the wireless device level. As wireless solutions continue to build momentum and the subsequent number of wireless devices grows, the demand to manage and secure these solutions increases. FMC is designed to extend the security and control of fixed voice network to mobile devices. With highly secure access, organization can minimize the likelihood that it could be the target of toll fraud, conference call snooping and other unauthorized access. Validation of a user‘s voice network credentials over an encrypted data channel between the mobile device and the organization‘s servers is leading edge technology and provides a highly secure solution. 3. Planning for future innovation Most organizations have made significant investments in voice technologies, but voice communication is always changing and improving. Plotting a course to take advantage of innovation can help the organization maintain control while increasing employee freedom. FMC solutions allow leveraging existing infrastructure by integrating mobile devices with fixed PBX-based desk phone 35
36. functionality. FMC solutions that support multiple and mixed network technologies (IP/TDM) allow to extend the life of existing telecom capital investments while leaving the door open to new ones. 4. Competitive advantage Enabling mobile workforce to use their mobile device as a highly secure mobile desk phone allows them to answer customer inquiries faster, to beat competition and to help organization grow in a global economy. FMC allows organization to maintain ownership and control of its telephone numbers, making them a managed asset that customers and vendors are familiar with. 5. Cost FMC opens the door to a variety of cost-control opportunities. In some cases, calls placed from mobile phones to long-distance and international endpoints can be costly. The ability to extend class- of-service control to mobile devices allows to permit and restrict access to services like international and long-distance calling or pay-per-use (i.e., information) services. With FMC, cost can be further reduced by implementing policies that route mobile calls through your PBX and across the lowest- cost negotiated rate fixed-line networks. Directing mobile calls through PBX also allows auditing mobile usage through advanced reporting features which help to reduce time and cost associated with business use billing. These reports can help better understand current usage patterns, allowing planning strategically for future mobile workforce expansion. 4. D.2) FMC ECOSYSTEM The main elements of FMC ecosystem include service providers, equipment and software vendors, and customers. End user equipment, including customer premises equipment (CPE) like cable modems, mobile devices, and fixed phones. The main segment in the FMC ecosystem on the ―service-receiving end‖ includes residential, enterprise, and institutional (such as government, research, health-care, and military) subscribers. These markets have different needs but are driven by similar objectives: cost savings on both service and equipment sides, convenience or productivity enhancements, and coverage or reception and potentially service quality improvement. 36
37. FMC ECOSYSTEM SERVICE CONSUMERS VENDORS PROVIDERS FIXED RESIDENTIAL INFRASTRUCTURE OPERATORS ENTERPRISE APPLICATIONS & MOBILE CONTENT OPERATORS INSTITUTIONAL END-USER EQUIPMENT MVNOs VOIP CPE IXC TRADITIONAL HANDSETS CELLULAR ILEC ACCESSOR CONTENT IES MOBILE BROADBAND BROADBAND Figure 18: FMC Ecosystem SOLUTIONS FOR FMC Cordless Telephony Profile (CTP) and Unlicensed Mobile Access (UMA) standards are interim FMC solutions that enable operators to offer FMC services to only a limited extent, whereas IP Multimedia Subsystems (IMS) standard by 3 rd Generation Partnership Protocol (3GPP) is considered as a solution for complete FMC. CTP and UMA are, therefore, generally referred to as 'pre-IMS solutions, as shown in Figure. 37
38. 4. D.3) FMC SOLUTIONS CTP Cordless Telephony Profile UMA Unlicensed Mobile Access IMS IP Multimedia Subsystem Figure 19: FMC Solutions a. Cordless Telephony Profile (CTP) is a profile defined within the Bluetooth specification, by the Bluetooth Special Interest Group, which allows a Bluetooth-enabled mobile phone to be used as a cordless telephone when it is within a range of a Bluetooth CTP access point. CTP is thus a way of adding limited mobility – cordlessness - to the fixed network. CTP acts as an application on the device - which is sometimes a mobile phone and sometimes a hands-free headset. Mobile and fixed access are only loosely converged in CTP. The mobile device retains its GSM number, whereas the CTP access point uses the number associated with the fixed line to which it is attached. b. Unlicensed Mobile Access (UMA) provides access to GSM and GPRS mobile services over unlicensed spectrum technologies, including Bluetooth and WLAN 802.11 (and may later cover other unlicensed technologies, such as WiMax or even Ultra Wideband (UWB)). By deploying UMA technology, service providers can enable subscribers to roam and handover between cellular networks and public and private unlicensed wireless networks using dual-mode mobile handsets. The UMA solution has now become a 3GPP standard named Global Area Network (GAN). Figure 20: UMA mode of FMC 38
39. In the UMA based solution, the inter-networking of calls from cellular to Unlicensed Mobile Network (e.g. WiFi, Bluetooth) will occur via UMA Network Controllers (UNC) that enable call hand offs on dual mode handheld devices, as shown in Figure. UMA SERVICES OFFERED IN EUROPE OPERATOR YEAR OF LAUNCH NAME OF SERVICE COUNTRY BT 2005 BT Fusion UK Orange 2006 Unik UK, France, Spain, Netherlands, Poland Telecom Italia 2006 Unico Italy Telia Sonera 2006 Home Free Finland, Sweden UMA provides GSM services over WLAN radio with built-in roaming and handover between WLAN and GSM. While UMA may be appealing to GSM operators, there are a few drawbacks with this approach: It applies only to GSM operators. It doesn‘t provide any new end-user services, only connectivity to legacy services. It doesn‘t leverage SIP-compliant terminals, which are likely to be implemented on all WLAN-compatible terminals in the long term. c. VoIP extension Several service providers offer downloadable clients for dual-mode handsets that extend the end user‘s subscription to the handset. Once out of WLAN coverage, though, the end user is back to normal cellular service. The advantages are a very low cost to the end user, an easy-toinstall overlay solution and the ability to add multimedia services. A large and problematic drawback is that there is no opportunity to provide roaming to cellular service — so you have a converged device but not a converged service as part of an enhanced service portfolio. It is thus a step toward convergence but not true convergence. d. IP Multimedia Subsystem (IMS) is a standard that defines a generic architecture based on SIP which allows multiple real-time applications to run across a single network. Although it was initially designed by the 3rd Generation Partnership Project (3GPP) for mobile networks, newer releases of IMS are designed to be access- agnostic so that it can be used by any type of access method, be it a 39
40. fixed line, GSM, CDMA2000, WCDMA, Wireline broadband access, WiFi or WiMax. IMS based FMC solution is shown in Figure 4. Figure 21: IMS based FMC Voice Call Continuity, currently under development in 3GPP R7, extends an IMS network to cellular coverage and addresses handover. It provides seamless voice call continuity between the cellular domain and any IP-connectivity access networks that support VoIP. It‘s the most comprehensive of converged service approaches in that it can work between any cellular technology (GSM, UMTS, and CDMA) and any VoIP-capable wireless access. IMS-VCC provides for the use of a single phone number (or SIP identity) as well as handover between WLAN and cellular. It also provides key advantages: A single solution to target multiple markets and segments Enhanced IMS multimedia services, such as greater personalization and control Seamless handover of voice calls between a circuit-switched domain and IMS Seamless integration with other VoIP networks Access to service from any IP device 40
41. Figure 22: IMS network of FMC e. Femtocells A femtocell is a modern, smaller scale, reincarnation of a nano- and picocell technology first introduced in the previous decade. Specifically, nanocells and picocells were initially brought to market in the late 1990s by companies like Nokia, Motorola, and Ericsson. Unfortunately these products were not well received. Among the reasons at the time were limited backhaul bandwidth, high equipment cost, and poorly chosen deployment strategy—a typical combination of factors for a technology ahead of its time. Femtocell solutions nowadays are used to convert traffic to and from standard cellular handsets in close proximity (typically up to 100 meters) and carry it over IP, reducing to a bare minimum the air portion of the cellular traffic and relieving operators from the necessity to deploy expensive wide area cellular sites. Essentially a femtocell is a miniaturized base station with the following characteristics: ■ Radiated power in the single-digit mill watt range ■ Capacity between four and ten simultaneous active calls ■ Backhaul based on IP over broadband links ■ Range around a hundred meters Femtocells are typically designed to be installed in residential home zones or small offices. They are designed to provide the same service as any other base station to subscribers using standard cellular handsets. 41
42. Figure 23: Femtocell based FMC 4. D.4) FEATURES REQUIRED FOR FMC SERVICES The following are the major functions necessary to realize an FMC service: 1) Mobility management To provide an anytime/anywhere FMC service, it is necessary to continuously track the user‘s whereabouts and deliver incoming data based on this location information. While the existing mobile communication system manages the user mobility within an access network, FMC needs to control various access networks such as WLANs and 3G cellular phone networks and select the most appropriate route. 2) Seamless handover A function that enables users to seamlessly shift within and across access networks is required. For example, FMC services must be handed over from a 3G cellular-phone network to an ADSL/optical fibre network. 3) Features to support various access networks A feature that allows any type of access net work to be selected according to its availability and a feature for converting the access network dependent communication protocols to the access network independent communication protocol of the core network (i.e., SIP) are needed. 4) Lifeline and emergency response services Functions for complying with lifeline requirements, for example, support for emergency responses and ensuring system reliability are needed. 5) SIP basic control A session control function, for example, for basic call origination/termination and routing, is required to continue the existing call services. The SIP protocol, which is widely used in IP networking, is the best choice for the session control protocol. 6) SIP supplementary service control 42
43. A supplementary service scenario and net work resources (talkie files, CODECs, etc.) for achieving supplementary services are required so a wide variety of services can be provided. 7) Interconnection function Interconnection with other carriers is essential for expanding the use of FMC services. To achieve it, functions such as a protocol conversion function and account adjustment function are required. 8) QoS Control To provide a wide variety of services over the IP network, a function for ensuring the quality of communications according to the service characteristics is required. A QoS control function is especially important to ensure a sound quality equal to that of existing phone services, regardless of IP traffic levels. 9) Security 10) A high level of security and the protection of privacy are necessities for the communication services of carriers. In particular, to avoid interception, there should be a focus on features for authorization and confidentiality. 4. D.5) FMC CHALLENGES • Number plans and number portability • Fixed and mobile numbers come from separate blocks and they have prefixes that contain information for interconnection charging • Currently there is separate fixed number portability and mobile number portability available but not fixed/mobile number portability • Directory services • Fixed operators provide directory service to their customers. This catalogue contains information on all fixed line customers • Currently mobile operators do not offer this kind of service and mobile numbers are considered as personal data • Handset availability • Always a problem in the early stages of any telecommunications technology • Role of regulators • Regulators should only set up the environment so that the market forces can guide direction, extent and pace of FMC 43
44. • Since the definitions of information, data and entertainment has changed the rules related to network and service providers should change accordingly FMC impact on Service Providers and Consumers Enabling voice communications over the same fixed networks that handle data transmissions, and converging it with mobile cellular systems to deliver a seamless user experience, is by now recognized as a key strategic advantage by most service providers. Such service providers however require putting in place complex infrastructure solutions , creating and managing new handset and CPE programs, and often building new partnerships and alliances for infrastructure sharing, joint development, billing, and roaming. For those fortunate mega-carriers owning both fixed and mobile telecommunication assets, there is the additional challenge to find the way to internally partner on new services without harming the business of the other division. Finally, the need to put in place a workable deployment and GTM strategy goes without saying. The approaches to solving these challenges – and the nature of the challenges themselves, for that matter- vary widely between service provider categories, market segments, and even geographical areas and the competitive and regulatory landscape in which they operate. While the operators‘ ultimate long –term goals are essentially similar, both the short-term motivation and the barriers to FMC deployment could not be more diverse. 4. D.6) FMC SWOT ANALYSIS Mobile Operator Fixed Operator Impact MVNO Traditional Mobile VOIP PSTN Cellular Broadband Strengths Cost X X Coverage X X X X X Capacity X X Convenience X X X X X Opportunities Quadruple play X X X X X Access to new X X X X X segments New services and X X X X X 44
45. applications New business X X X X X models and markets Churn reduction X X X X X Weaknesses Components X X X X X complexity Difficult partnering X X X Cannibalization X X X Technology X X X X X immaturity Threats Price erosion X X Diminishing needs X X X X X Subscriber inertia X X X X X Weak initial X X X business case Regulation X X X X X Operator inertia X X X X X Figure 24: FMC SWOT analysis 4. D.7) Offerings under FMC: Reliance Communication‘s OneOffice Duo - India‘s first fixed mobile convergence solution, offering a nationwide VPN across Reliance Landline, Fixed Wireless and Reliance Mobile services. Huawei: Leading the company's FMC initiatives is the new HG553 VoIP home gateway, currently available through Vodafone. The device combines a standard ADSL2+ Wi-Fi-enabled four port router with a pair of phone sockets for VoIP calling and a dockable USB mobile broadband dongle, giving the user a backup option of 3G data should the fixed-line service fail. Being removable means that the owner can take the mobile broadband service with them when necessary. 45
46. Vodafone: Vodafone Germany was the first mobile operator in Europe to pioneer the 'home zone + DSL' formula, and the resulting service ('Vodafone Zuhause DSL') is a key component of the German operator's 'At Home' strategy, an integral 'Mobile Plus' prerogative. In essence, this service encourages end users to cancel their fixed and broadband contract with their current provider in favor of a bundle of all-mobile home zone and Vodafone's DSL, as provisioned through Arcor. Perhaps the most promising variant of this service is the 'Vodafone DSL Family' offer. This service has three components. First is the 'Zuhause' option for the mobile handset, which allows unlimited calling to fixed-line numbers when the caller is within the designated home zone. Second is a SIM-based 'fixed' telephone for family use, complete with a 'fixed' geographical number. Third is the 'DSL Pur' broadband element, without the standard monthly charge for fixed-line rental. Orange: ‗Unik‘ - UMA-based FMC Service. The services (to be branded ‗Unik‘ in France and ‗Unique‘ in the UK and Netherlands) offer consumers a single device service, with a single voice mail, address book and sales and support channel. The service is composed of an Orange broadband subscription, an Orange LiveBox, and Orange mobile subscription and a choice of three applicable, UMA-ready handsets (Nokia 6136, Samsung P200 and Motorola A910), to be priced at the EUR 100 ballpark. BT: BT launched its all-in-one Wi-Fi, Bluetooth and mobile device in 2005 under the brand name BT Fusion Fusion aimed to be all services to all men: with one device, fusion customers can make mobile calls and fixed line calls, routed through a BT-provided and branded router and over a broadband connection. T-Com: T-One...T-One combines the benefits of fixed and mobile communications and unites them in one terminal. Having to decide between fixed and mobile communications is now history: With two different product options, T-Com enables using the novelty with a classic telephone line or as a DSL-based offer. In other words, it is completely irrelevant whether the customer goes for the classic fixed-network option or the DSL-based solution; the benefits of the convergence solution can be used either way: One line, one telephone, one voice mail box, one bill Telecom Italia: Product name ―TIM Unica‖ 46
47. 5.) Different facets of convergence: 5. A) CONTENT CONVERGENCE Content convergence is about being able to do more with your content; reusing content from multiple sources, automating reuse in new ways, allowing users to choose only the content they want. After all, content is an asset that costs money to produce and maintain, so the more use organizations can get from their assets, the more value those assets have. Figure 25: Platform, technology and content integration Three digital platforms, six categories of content Indian Telecom market has been the center of growth for the Global telecom industry in the last decade and has witnessed major investments from the likes of top Industry players like Vodafone, 47
48. Uninor, and DoCoMo apart from several global PE/VC firms. With the success of smart phones and continued improvements in high speed broadband services operators are trying to open new revenue channels by providing media-rich services to their existing customers. Services like music downloads and video-on demand are already very popular in the market. Telecom players have also successfully entered the digital content distribution market through DTH route. The first revenue model is the oldest in use and is now used extensively by telecom players. Telcos like Airtel and Reliance have started their own DTH services and are playing the role of content distributors. Figure 26: The value chain of digital content Big TV *Anil Ambani's direct-to-home company, Reliance BIG TV is in discussions with foreign studios like Viacom, BBC, CNN and Fox studios to source high definition niche non-film content. Airtel * Has launched launch of the Airtel Digital Media Business. The creation of its Digital Media Exchange offers the industry, a secure digital distribution capability across multiple media platforms 48 | ||||
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] | null | [] | null | New Technologies Report 2021 | en | Chair in Science and Society | https://frdelpino.es/ciencia-y-sociedad/en_gb/category/03_intec-2021-new-technologies-report-2/ | Telemedicine harnesses digital resources and advances in telecommunications to bring about a leap forward in healthcare systems. Its impact benefits the most disadvantaged sectors, such as the elderly, the vulnerable sick and people living far from urban centres.
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Photonics has the potential to transform the telecommunications industry, as well as to revolutionise robotics and automation processes, advanced medicine and wearable technologies and quality control checks in different sectors.
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Spain can lead the European transition to the hydrogen economy. Our position as a leader in the renewables market guarantees that we will be able to produce green hydrogen in large quantities and at very competitive prices.
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Machines that anticipate our thoughts and prevent accidents, neural interfaces that improve our memory and advanced implants capable of curing diseases such as Parkinson's or epilepsy will soon be a reality.
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Spain leads pioneering initiatives in mathematical research and model development, thanks to the work of universities and the CSIC. However, the importance of mathematics in our economy is still far below that of other European countries.
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A commitment to innovation in augmented reality, across all sectors, is a guarantee of success; it will revolutionise healthcare, education, engineering and logistics, as well as transforming activities such as tourism, shopping and leisure.
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Rapid tests could revolutionise the way we diagnose diseases. According to the WHO, these tests work without the complexity of a testing laboratory, give results within minutes and are easy to use, so they also do not require the intervention of medical professionals.
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Supercomputing is a technology that has enabled revolutionary breakthroughs. The development of new, even more powerful computers will transform almost every industrial sector, from the development of new pharmaceuticals and connected health systems to the creation of more efficient manufacturing processes and more sustainable technologies.
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Thanks to satellites, drones, autonomous machinery and artificial intelligence, precision agriculture will be able to reduce greenhouse gas emissions, maximise resource efficiency and crop sustainability.
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The applications of nanotechnology in medicine include diagnosis, treatment, reduction of side effects and even the enormous potential to fight more effectively against infectious organisms such as SARS-CoV-2 or antibiotic-resistant bacteria. For years, Spain has led innovation in the field of nanomedicine. Now...
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correct_foundationPlace_00048 | FactBench | 3 | 21 | https://itif.org/publications/2024/01/29/dr-semiconductor-readiness/ | en | Assessing the Dominican Republic’s Readiness to Play a Greater Role in Global Semiconductor and PCB Value Chains | [
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"Stephen Ezell"
] | 2024-01-29T00:00:00 | The Dominican Republic is one of the world’s fastest-growing economies, offers perhaps the most attractive business environment in Latin America, and is a leading candidate for nearshored investments in advanced manufacturing activity—particularly for electronics such as printed circuit boards (PCBs) and the assembly, test, and packaging (ATP) of semiconductors. | en | /favicon.ico | https://itif.org/publications/2024/01/29/dr-semiconductor-readiness/ | Key Takeaways
Contents
Key Takeaways. 1
Executive Summary. 3
Introduction. 8
Why Should the Dominican Republic Seek to Establish a Presence in Semiconductor Value Chains?. 9
The Economy of the Dominican Republic. 11
Regulatory Environment. 18
Business Environment. 25
The Reorganization of Global Advanced-Industry Value Chains. 32
The Global Semiconductor Industry. 36
Policy Recommendations. 47
Conclusion. 50
Endnotes. 51
Executive Summary
The global economy is currently undergoing a dramatic reordering, driven by a multitude of factors including COVID-19 pandemic-induced supply chain disruptions; the emergence of breakthrough digital technologies such as artificial intelligence (AI); and geopolitical tensions, not least between the United States and China. In a quest to enhance the stability, resilience, and cost-competitiveness of their supply chains, advanced electronics manufacturers are considering alternative production locations worldwide, presenting nations with a unique opportunity to present their distinctive value propositions to attract globally mobile investment in an international economy that’s reorganizing in real time.
In few sectors is this opportunity greater than in semiconductors, an industry that’s expected to grow 40 percent globally to a $1 trillion by 2030, and where the U.S. government is stimulating its growth across North America through the CHIPS and Science Act, which committed $52 billion in federal investment and has already attracted $220 billion in announced investments across some 70 projects. The Dominican Republic is a prime candidate to capture increased North American investment in printed circuit board (PCB) manufacturing and offers considerable attractiveness as a destination for near-shored semiconductor assembly, test, and packaging (ATP) activity, in which semiconductors are tested and assembled into sophisticated packages.
Indeed, the Dominican Republic presents one of the most attractive foreign direct investment (FDI) environments the Americas have to offer. The country’s political economy is marked by a business friendly environment that features political stability, a liberalized trade regime, and regulatory continuity that affords a stable and predictable operating environment for multinational corporations. These factors have contributed to the Dominican Republic becoming the seventh-largest Latin American economy and growing at a nearly 5 percent (4.9 percent) growth rate from 1972 to 2022, making it one of the world’s fastest-growing economies over the past half century. As the International Finance Corporation (IFC) has written, the Dominican Republic’s, “remarkable performance can be attributed to several factors, including implementation of sound policies, particularly by the central bank, improvements in policy framework, a more diversified export base, and the economy’s structural flexibility to changing global condition.” The IFC predicts the Dominican Republic’s over 5 percent annual growth rate will persist into the foreseeable future, with the country graduating from middle-income to advanced economy status potentially as soon as 2060.
The Dominican Republic presents one of the most attractive FDI environments the Americas have to offer.
A key driver of the Dominican Republic’s economic growth has been FDI in the country’s 87 free zones (FZs) that underpin advanced manufactured goods production—notably of electronics products and medical devices/instruments—for export to regional (though principally North American) markets. In the decade from 2013 to 2022, the Dominican Republic attracted a total of $27.7 billion in inbound FDI, with annual investment levels more than doubling from $1.9 billion in 2013 to $4.01 billion in 2022. Just under 20 percent of the inbound investment goes toward industry/manufacturing (tourism and energy being the Dominican Republic’s other leading FDI sectors).
The Dominican Republic’s FZs are situated across 28 of the country’s 32 provinces, supporting 820 companies in operations that employ over 197,600 direct jobs, produce over $8.1 billion in exports annually, and have made cumulative investments of over $7.16 billion in the country. The flourishing of the Dominican Republic’s FZs has been made possible by Law 8-90, which exempts beneficiaries from paying 100 percent of income taxes; export or-reexport taxes; import taxes and customs duties on machinery, raw materials, equipment, and construction materials; taxes on the transfer of industrialized goods and services; taxes on patents, estates, or assets; and municipal taxes. Thus, the FZs present a very attractive environment for near-shored manufacturing, particularly of goods intended for export to North American markets.
Medical devices/instruments constitute the country’s leading export sector, accounting for $2.25 billon in annual exports, with 5 of the world’s top 10 medical device manufacturers operating in the Dominican Republic, and the sector enjoying an annual growth rate of 17.7 percent in 2022. But just behind medical devices comes electronics, the second-largest exporter from the country’s FZs and which accounted for $1.2 billion of exports in 2022, with this representing 15 percent of total FZ exports and a 3.8 percent growth rate from the prior year.
Twenty-five leading electronics companies are active in the Dominican Republic’s FZs, led by enterprises such as Eaton, Rockwell Automation, Jabil, Fenix Manufacturing Solutions, and Cutler Hammer Industries; 16 of these 25 electronics companies are headquartered in North America, with 22 of the 25 the subsidiary of a foreign parent. Collectively, electronics companies operating in Dominican Republic FZs generate 11,120 jobs, 6 percent of all employment in Dominican Republic FZs. Dominican Republic electronics exports from FZs flow overwhelmingly to North America, with 98.8 percent going to the United States. By product exports to the United States, circuit breakers lead with 62.5 percent of such exports, followed by cellular phones and wireless network equipment at 9.1 percent, and other devices, such as junction boxes, with a 5.3 percent share.
The Dominican Republic offers a cost-competitive manufacturing environment.
Two of the most notable electronics manufacturers in the Dominican Republic are Eaton Corporation and Rockwell Automation. Eaton operates three manufacturing plants in the PIISA FZ in Haina, which together cover 460,000 square feet and employ over 5,000 individuals manufacturing a variety of electrical products, though most notably molded-case circuit breakers, electronics/commercial smart breakers, and miniature and residential circuit breakers. Eaton’s Dominican Republic team also won a global competition to site a Santo Domingo R&D and Design Center that will attract some $3 billion in research and development (R&D) investment through 2030. For its part, Rockwell Automation, a global developer of industrial automation and digital transformation technologies, employs over 300 individuals who produce 12 million electronic units (again, largely circuit breakers, PCB assemblies, cabling, etc.) and $53 million in total cost of goods sold annually.
The Dominican Republic offers a cost-competitive manufacturing environment. In fact, the World Bank found that the hourly manufacturing labor cost in the Dominican Republic is $2.50, 6 percent the rate in the United States, approximately half that of Costa Rica or Mexico, and even less than in China.
But another key reason why the Dominican Republic attracts multinationals is that its liberalized trade regime permits exporters duty-free access to more than 900 million consumers across 49 countries. Most importantly, the Dominican Republic-Central America-United States Free Trade Agreement (CAFTA-DR) liberalizes trade in goods and services between the United States and six Central American countries: Costa Rica, the Dominican Republic, El Salvador, Guatemala, Honduras, and Nicaragua. The country entered into an Economic Association Agreement with the European Union (EU) in 2008, since when its trade with the EU has increased 231 percent. As the EU has written, “The Dominican Republic has stood out for its punctual implementation of the assumed commitments in the EPA, including the tariff reduction schedule.” Critically for electronics manufacturers, the Dominican Republic is also a member of he seminal World Trade Organization (WTO) Information Technology Agreement (ITA), through which 82 nations have collaborated to eliminate tariffs on trade in hundreds of information and communications technology (ICT) products. Lastly, the Dominican Republic collaborates with its partners in Costa Rica, Ecuador, and Panama as part of the Alliance for Development in Democracy (ADD), an initiative to promote democratic strengthening and economic growth through the tightening of the three countries’ commercial, demographic, and cultural ties.
Another key reason why the Dominican Republic attracts multinationals is that its liberalized trade regime permits exporters duty-free access to more than 900 million consumers across 49 countries.
Exporters are also attracted to the Dominican Republic’s enviable geographical position in the Caribbean and its world-class logistical infrastructure. The country has the third-best maritime connectivity in the region and the seventh-largest multimodal maritime port in Latin America, meaning products can reach the U.S. East Coast in three to four days. The Dominican Republic ranks second in Latin America regarding international connectivity by air transport, with flights servicing U.S. semiconductor-producing locations across the Northeast, Midwest, and South. The country also enjoys the strongest Internet connectivity in the Caribbean, in part due to being home to NAP del Caribe, one of the most significant network access points (NAPs) in Latin America and one of the 220 NAPs located in 26 countries globally. It is one of only three carrier-neutral NAPs in all Latin America. While the country has traditionally been dependent on imported fossil fuels for energy, clean energy generation now accounts for 18.1 percent of the country’s energy supply, with renewable energy expected to account for 25 percent of the country’s energy production by 2025. Moreover, in interviews, manufacturers operating in FZs emphasized they receive power from dual sources and indicated that power outages were uncommon.
Countries have moved from being “price makers” to “price takers” in the quest to attract globally mobile advanced-technology industry investment. In fact, leading semiconductor manufacturers may consider as many as 500 discrete factors—ranging from countries’ and states’ talent, tax, trade, and technology policies to labor rates and laws and customs policies—as they evaluate where to situate multi-billion-dollar fab, or ATP, investments. In other words, the ease and certainty of doing business in a country matters greatly.
Here, the Dominican Republic has worked to make strides, particularly through its “Burocracia Cero” (“Bureaucracy Zero”) Program, established through Decree No. 640-20, which seeks to enhance public administration efficiency through clear and appropriate regulatory frameworks. To date, 315 procedures from 63 government institutions have been streamlined or reformed. For instance, Law No. 167-21 seeks to promote innovation through the application of regulatory policy tools that help inform the policymaking process with evidence-based analysis, with a goal of raising the quality of policies and legislation. From 2019 to 2002, the Dominican Republic’s score on the World Bank’s “Government Effectiveness” indicator increased from the 38.1 to 50 percent.
The Dominican Republic has also worked assiduously to improve the quality of its customs environment. A flagship initiative has been the 24-Hour Clearance Program, also called Dispatch 24h (or D24H), which seeks to clear containers within 24 hours. To date, the program has cleared over 50,000 containers in 24 hours or less, benefitting more than 6,700 importers. Another critical program for exporters from the Dominican Republic is Exporta Más (or Export +), through which participating companies can export without a physical inspection process and in A fully digital format, eliminating the need for paper documents, thus decreasing the time and costs associated with exporting. Over 250 companies are enrolled in the Exporta Más program, with participating companies making over 177,000 export declarations and the program now covering 58 percent of total exports from the country.
Despite these strengths, if the Dominican Republic is to migrate up the value chain in advanced electronics manufacturing, it will have to be able to educate and field a skilled workforce with the requisite skills to compete in advanced electronics manufacturing. Here, a crucial player will be the National Institute of Professional Technical Training, or “INFOTEP,” whose charter is to organize and govern the Dominican Republic’s national system of professional and technical training. INFOTEP has 245 operational centers nationwide, through which it offers a total of 920 technical courses, including 86 in electricity and electronics; 36 in ICT; and 104 in the manufacturing, installation, and maintenance of machinery and equipment. Companies fund INFOTEP by contributing 1 percent of their monthly payrolls to the program. INFOTEP is active across virtually all the country’s FZs, and manufacturers reported working extensively with INFOTEP to develop customized technical education courses, such as in microelectronics, precision welding, and use of robotics and other “Industry 4.0” automation technologies. Since its inception, INFOTEP has trained 770,914 workers in different competencies and fields via over 40,000 courses and close to 800,000 training hours.
Other important players in the Dominican Republic’s technical education ecosystem include the Technological Institute of the Americas (ITLA), a technical institution of higher education founded in 2000. ITLA specializes in training Dominican youth in fields such as software development, information networks, multimedia, mechatronics, automated manufacturing, and computer security. The Technological Institute of Santo Domingo (INTEC) is considered the leading technical institute in the country, and it offers extensive courses in fields such as electrical and mechanical engineering. In short, the Dominican Republic possesses a robust technical education training infrastructure.
In summary, the Dominican Republic has demonstrated the ability to support a high-tech electronics manufacturing industry and possesses the requisite ecosystem assets—digital and physical infrastructure, technical education institutions to support a microelectronics-skilled workforce, regulatory environment, etc.—needed to support its aspirations to compete in semiconductor ATP and PCB manufacturing. The Dominican Republic should be considered a prime candidate for nearshored, greenfield investment in these sectors. The country should also be considered a leading candidate to be designated a recipient of funding from the U.S. Department of State’s International Technology Security and Innovation (ITSI) Fund, which seeks to enhance and ensure semiconductor supply chain security and diversification and promote the development and adoption of secure, trustworthy telecommunications networks.
The report makes the following policy recommendations:
▪ The Dominican Republic should be considered a leading candidate to be designated a recipient of funding from the U.S. Department of State’s ITSI Fund.
▪ The government of the Dominican Republic should develop an explicit national semiconductor value proposition and broader competitiveness strategy.
▪ The Dominican Republic should launch an awareness campaign reaching out to global investors in advanced electronics industries highlighting the country’s favorable FZs and tax policies.
▪ The Dominican Republic can help address this gap by expanding the availability of degree programs in electrical engineering, computer science, and related courses.
▪ The Dominican Republic needs to increase the number of individuals holding IPC 610 certifications.
▪ The Dominican Republic should consider expanded use of investment incentives to attract semiconductor industry manufacturing activity.
▪ The Dominican Republic should set up a “one-stop-shop” to facilitate the regulatory clearance of all permits and approvals, such as environmental review permits, that would be required to launch a semiconductor ATP or PCB facility in the country.
▪ The Dominican Republic should join the expanded ITA (ITA-2) and join discussions toward promulgating an ITA-3.
▪ The Dominican Republic should champion robust digital trade regulations, and one way it could do so would be by joining the WTO’s Joint Initiative on E-commerce.
▪ The Dominican Republic should explore the possibility of entering into such a protocol with the United States, with the intent of further strengthening the trade and investment environment between the two nations.
Introduction
The global economy is currently undergoing a dramatic reordering, driven by a multitude of factors including COVID-19 pandemic-induced supply chain disruptions; the emergence of breakthrough digital technologies such as AI; and geopolitical tensions, not least between the United States and China. In a quest to enhance the stability, resilience, and cost-competitiveness of their supply chains, advanced electronics manufacturers are considering alternative production locations worldwide. This reshuffling of global value chains affords nations with a unique opportunity to present their distinctive value propositions to attract globally mobile investment in an international economy that’s reorganizing in real time.[1]
In few sectors is this opportunity greater than in semiconductors, an industry that’s expected to grow 40 percent globally to a $1 trillion by 2030.[2] One study finds that global demand for semiconductor manufacturing capacity will increase by 56 percent in the 2020s decade.[3] Another study estimates that over 70 new semiconductor fabs are expected to be constructed worldwide by 2030 to satisfy the growing global demand for semiconductors.[4] The U.S. government has committed to stimulating the semiconductor industry’s growth in North America through the CHIPS and Science Act, which committed $52 billion in federal investment, including $39 billion in incentives and $11 billion for R&D and workforce training activities, and which has already attracted $230 billion in announced investments across some 70 proposed projects in the United States.[5]
The reshuffling of global value chains affords nations with a unique opportunity to present their distinctive value propositions to attract globally mobile investment in an international economy that’s reorganizing in real time.
The Dominican Republic represents a prime candidate to capture increased North American investment in PCB manufacturing and offers considerable attractiveness as a destination for near-shored semiconductor ATP activity (the step in which semiconductors are tested and assembled into sophisticated packages). That’s in large part because the Dominican Republic represents one of Latin America’s most-attractive destinations for inbound FDI, thanks to its stable, predictable, and business-friendly regulatory, tax, and trade policy environment. This fits well with the Biden administration’s ambition to decrease technological production dependence on Asia while strategically relocating semiconductor manufacturing closer to home.[6]
The Dominican Republic’s 86 FZs anchor the country’s manufacturing economy, supporting over 800 companies that collectively employ nearly 200,000 workers, produce over $7.77 billion in exports annually, and have made cumulative investments of over $7.16 billion into the country. Twenty-five electronics companies, anchored by leaders such as Eaton and Rockwell Automation, manufacture in the Dominican Republic, supporting over 11,200 jobs and producing $1.2 billion of exports in 2022. The country’s extant electronics manufacturing base equips the Dominican Republic with the business expertise and skilled technical workforce requisite to support its aspirations to migrate up the advanced electronics value chain to compete in semiconductor ATP and PCB manufacturing activity, especially at a time when the global reorganization of production chains in these industries is driving a push toward reshored or nearshored manufacturing in the Americas. Indeed, the country has a rich track record of successfully attracting and supporting high-tech companies across a range of advanced technology sectors from medical devices to ICT/electronics.
Moreover, it’s time for both policymakers in Washington and corporate leaders worldwide to more seriously consider regional partners in the Americas as candidates for greater levers of advanced electronics manufacturing activity. As Chip Wars author Chris Miller wrote with David Talbot, “The Western hemisphere deserves more focus as Washington seeks to better secure the broader electronics supply chain.”[7] As they continued, “Building regional capacity offers a way to limit Asia-focused supply risks and, in the event of a major China-U.S. conflict, an interhemispheric supply chain would be much less susceptible to interference.”[8] That’s indeed so. Enrolling Western hemispheric partners in semiconductor supply chains can prove beneficial to the United States, regional partners, and global semiconductor enterprises alike, and the Dominican Republic is poised to join other Latin American countries such as Costa Rica and Mexico as leaders in this regard.
The first half of this report examines the Dominican Republic’s economic, business, and policy environment. It starts by providing an overview of the country’s economy and key industrial sectors, before turning to examine its policy environment, considering issues such as the country’s regulatory, trade, customs, taxation, and innovation policies. The business environment section examines the country’s infrastructure, education, and workforce training programs. The remainder of the report explores the Dominican Republic’s potential capacity to compete in semiconductor ATP and PCB manufacturing activity specifically. But before turning to these topics, the report explores why the Dominican Republic should want to get into the competition to attract semiconductor sector investment in the first place.
Why Should the Dominican Republic Seek to Establish a Presence in Semiconductor Value Chains?
As this report explores, semiconductors represent one of the world’s most important industries. Semiconductors represent the heartbeat of the modern global digital economy, an industry that’s expected to reach $1 trillion in value by 2030 and which stimulates another $7 trillion in global economic activity annually.[9] Semiconductors power (both literally, through power management, and figuratively, through computational capacity) virtually every modern device—from computers and smartphones to electrical vehicles and toaster ovens—and underpins a range of downstream applications from AI to big data analytics. Put simply, semiconductors are foundational to the ability of enterprises and nations alike to compete in the global economy; they truly represent the “commanding heights” of the modern global digital economy.
Moreover, manufacturing semiconductors represents one of the most complex engineering activities humanity undertakes. The most cutting-edge semiconductor fabs, those producing 3 nanometer (nm) chips, can cost $20 billion to build.[10] Semiconductor ATP facilities generally constitute $2 billion to $3 billion investments; for instance, in November 2023 Amkor announced it would launch a new Arizona ATP facility at a cost of $2 billion, while TSMC announced it will spend $2.87 billion to build its next advanced packaging facility in Taiwan by 2027.[11] In fact, the design and operation of semiconductor fabs is so nuanced and sophisticated that it takes into account details as minute and granular as the gravitational effects of the moon on factory lines.
And so, in a like manner, if countries (and states or regions therein) wish to compete successfully for semiconductor-sector investment, then the policy and business environments they foster must be equally finely tuned, well-crafted, and deeply sophisticated as that semiconductor facility itself, a fact that applies equally to the United States as to China, Germany, Korea, Japan, or India—or the Dominican Republic. But global competition for semiconductor investment is fierce, as nations—and the states, regions, and cities therein—have become price takers, not price makers, in the intense quest to attract globally mobile investment in high-value-added, high-tech industries, such as semiconductors.[12] In fact, leading semiconductor manufacturers may consider as many as 500 discrete factors—ranging from countries’ and states’ talent, tax, trade, and technology policies to labor rates and laws and customs policies—as they evaluate where to situate multi-billion-dollar fab investments. To win semiconductor investment, locales not only need to get hundreds of factors “right,” but the strength of their “checkmarks” on those hundreds of variables needs to be stronger than those of the other countries that are courting the same investment.
But why, amidst other sectors it could target or initiatives it could pursue, should the Dominican Republic prioritize trying to compete in the semiconductor industry? There are several compelling reasons.
First, bolstering manufacturing activity in high-tech sectors such as semiconductors not only provides a significant source of high-value-added, high-paying employment opportunities, but can produce significant employment, and economic, multiplier effects. This is certainly true in the United States, where the semiconductor industry’s jobs multiplier is 6.7, meaning that for each U.S. worker directly employed by the semiconductor industry, an additional 5.7 jobs are supported across the wider U.S. economy.[13] (In total, the U.S. semiconductor industry supports 277,000 jobs directly and 1.6 million more jobs indirectly.) Those jobs are highly productive, and thus remunerative, with the average U.S. semiconductor job paying $177,000, compared with the average U.S. wage of $61,900.[14] Semiconductors also produce significant economic multipliers. As one report finds, “Every dollar added to U.S. GDP by the electronics manufacturing sector creates $1.32 elsewhere in the economy. Additionally, every dollar in electronics manufacturing output generates $1.05 of output elsewhere in the economy.”[15] Just as U.S. semiconductor jobs produce and pay more, and deliver significant economic and employment multipliers, so too would such jobs in the Dominican Republic’s economy.
Second, semiconductor manufacturing can produce tremendous spillover and “learning by doing” effects across the rest of the Dominican Republic’s high-tech economy. As Carnegie India’s Konark Bhandari observed, “A robust manufacturing base ensures that the knowledge gained from ‘learning by doing’ is transferred to domestic firms as well.”[16] Or, as Rajat Kathuria, former director and CEO of the Indian Institute for International Economic Relations (ICRIER), explained, “Economic growth is influenced by levels of ‘sophistication’ in a country’s production. The nature of production matters for economic growth. Countries that specialize in the production of goods with higher productivity are better placed to achieve higher growth.”[17]
Kathuria noted how the economists Ricardo Hausmann and Bailey Klinger developed the notion of “product space” to illustrate how a country’s initial pattern of specialization impacts its ability to expand competitiveness in adjacent industries. As Hausmann and Klinger wrote, “The location in the product space is a crucial determinant of a country’s potential to develop comparative advantage in certain products. Countries progress by exploiting the relatedness of products requiring similar inputs including skills and technology.”[18] Thus, countries’ economic development, “is not merely advancement in general attributes such as education, health, rule of law and infrastructure but also the development of ancillary support systems and activities that are specific to an industry.”[19] For the Dominican Republic, its extant capabilities in electronics manufacturing can serve as a platform to enter the manufacturing-oriented elements of semiconductor or PCB production. In turn, if the Dominican Republic can enter the semiconductor manufacturing “product space,” this could power its future ability to compete in other high-tech manufacturing sectors, such as robotics. In other words, getting a foot in the door with PCB or semiconductor ATP manufacturing may open up other opportunities for the Dominican Republic to compete in other sectors of the semiconductor value chain that would have been heretofore unobtainable.
Third, there are significant “learning by doing” effects in the policymaking strategies needed to attract investment in high-tech industries such as semiconductors. Indeed, the knowledge spillovers for Dominican Republic policymakers of what it takes to attract semiconductor manufacturing—to the extent it informs how the Dominican Republic competes for other high-tech sectors (such as translating its strengths in the medical device industry into a novel biopharmaceuticals sector) and how it manages its broader economic policy and business environment—are likely to be far more powerful than even the technical “learning by doing” that occurs on the factory floor.
Fourth, the reality is that this is the Dominican Republic’s, and Latin America’s, moment. As a recent Financial Times article observes, the current interest in the reorientation of global supply chains, push for nearshoring, and opportunity to tap into new pools of skilled labor and natural resources “gives Latin America its best chance in a generation to lift its economies out of stagnation, make its people wealthier, and assume a bigger global role” in “helping to meet some of the 21st century’s biggest challenges” from generating clean energy to extracting critical minerals.[20] This is a unique moment as multinational companies reassess their global value chains in real time, and so the opportunity is now if countries such as the Dominican Republic wish to break into and attract international investment in advanced technology industries such as semiconductors.
Lastly, just as the opportunity to enter the semiconductor industry would herald the Dominican Republic’s ability to move up the economic (i.e., advanced electronics manufacturing) value chain, so too would it represent the opportunity to move up the geopolitical value chain. In other words, it could demonstrate the country’s capacity to become a strategic, trusted partner in critical supply chains for the production of advanced technology goods for the United States, Europe, and beyond.
The Economy of the Dominican Republic
The Dominican Republic is a Spanish-speaking Caribbean nation of 11.3 million citizens whose territory covers 18,700 square miles, about two-thirds of the island of Hispaniola, which it shares with Haiti. The Dominican Republic, whose gross domestic product (GDP) reached $89 billion in 2023 (at official exchange rates), boasts the Caribbean’s largest economy, and the seventh-largest in Latin America overall, in both nominal and purchasing power parity terms. The sixth-largest economy in Latin America, Peru, has three times the population of the Dominican Republic. Since 2010, the Dominican Republic has been the fastest-growing economy in Latin America and the Caribbean. Like Singapore, while small in size, the Dominican Republic’s economy and contribution to hemispheric trade punches well above its weight. In fact, as the IFC noted, “Despite being one of Latin America’s poorest countries in the mid-1960s, the Dominican Republic has made remarkable progress in terms of income convergence [with the United States].”[21]
Moreover, the Dominican Republic has been one of the world’s fastest-growing economies over the past half century. From 1972 to 2022, the Dominican Republic’s real GDP growth averaged 4.9 percent, well outpacing its closest Latin American peers—Panama at 4.5 percent, Paraguay at 4.2 percent, and Costa Rica at 4.1 percent—and well exceeding the Latin American average growth rate of 3.2 percent.[22] As the World Bank has explained, the Dominican Republic’s “remarkable growth” has been underpinned by macroeconomic stability and an array of market-oriented economic reforms that began in the 1990s, including “tax incentives, the liberalization of foreign exchange transactions and trade agreements, and elimination of price controls and of restrictions on foreign direct investment in almost every sector.”[23]
The Dominican Republic’s economic growth has actually accelerated in this century, with the country recording real average GDP growth of 5.8 percent from 2005 to 2019.[24] The Dominican Republic’s per capita GDP is now the sixth highest in Latin America, right after Argentina in fifth and Mexico at seventh. According to the International Monetary Fund (IMF), the Dominican Republic’s per capita GDP (at current prices) reached $27,230 in 2023.[25] The Dominican Republic’s continuing high rates of economic growth have meant its economy has demonstrated the fastest income convergence (toward the U.S. level) of any Latin American country over the past half century, with this “convergence velocity” increasing from an average of 3 percentage points per decade over the last 50 years to almost 8 percentage points per decade more recently.[26] As the IFC observed, “This remarkable performance can be attributed to several factors, including implementation of sound policies, particularly by the central bank, improvements in policy framework, a more diversified export base, and the economy’s structural flexibility to changing global condition.”[27] The IFC expects the Dominican Republic’s economy to grow at about a 5 percent annual clip into the foreseeable future, in which case the organization expects the country to graduate from middle-income to advanced economy status potentially as soon as 2060.[28]
Like Singapore, while small in size, the Dominican Republic’s economy and contribution to hemispheric trade punches well above its weight.
Attracting robust FDI—the vast majority of it into the country’s critically important FZs, as subsequently elaborated upon—has been a critical component of the Dominican Republic’s economic growth story. In the decade from 2013 to 2022, the Dominican Republic attracted a total of $27.7 billion in inbound FDI, with annual investment levels more than doubling from $1.9 billion in 2013 to $4.01 billion in 2022. (See figure 1.) For 2023, inbound FDI reached $2.15 billion through June, putting the country on pace to exceed its 2022 levels. By sector, 26 percent of this FDI has gone toward the Dominican Republic’s energy sector, 25 percent to tourism, and 18 percent to industry/commerce.[29] Spain has long been the Dominican Republic’s leading source of overall FDI investment (including sectors from tourism to manufacturing), accounting over the past decade for 33.6 percent of inbound FDI, followed by the United States with 24.5 percent.[30] However, the United States is by far the largest foreign direct investor into manufacturing industries in the Dominican Republic, and from 2017 to 2019, it was the main originator of Dominican Republic FDI, accounting for 23 percent of total investment over those years. The Dominican Republic’s National Development Strategy as well as its National Competitiveness Agenda “has specifically targeted nearshoring from the United States to facilitate increased sophistication and industrial diversification.”[31] The “2023 Greenfield FDI Performance Index” from fDi Intelligence, which ranks the world’s best FDI performers relative to the size of their economies, ranked the Dominican Republic 5th out of 10 Latin American countries, but noted the country had the fifth-greatest increase in ranking compared to its score the previous year.[32]
Exports from the Dominican Republic have increased steadily over the past 10 years, totaling $107 billion for the decade, and increasing from $9.4 billion in 2013 to $13.8 billion in 2022, with $6.7 billion more through the first six months of 2023. (See figure 2.) Fifty-nine percent of the Dominican Republic’s exports originate from FZs. With regard to advanced-technology products, manufacturing, medical, and surgical equipment account for 30 percent of the Dominican Republic’s exports, electrical products for 15 percent, and pharmaceuticals 1 percent. (See figure 3.) In 2023, exports from Dominican Republic FZs reached a new record of $8.06 billion. Moreover, from 2020 to 2023, FZ exports grew by 38.4 percent.
As noted, electronics and electrical appliances constitute one of the Dominican Republic’s most-important export sectors. The electronics industry is the third-largest among the Dominican Republic’s FZs, accounting for $1.2 billion in exports in 2022, with the sector’s exports growing at an annual rate of 3.8 percent.[36] Twenty-five electronics companies are active in the Dominican Republic’s FZs, led by enterprises such as Eaton, Rockwell Automation, Fenix Manufacturing Solutions, and Cutler Hammer Industries; 16 of these 25 electronics companies are headquartered in North America.[37] Collectively, electronics companies operating in Dominican Republic’s FZs generate 11,120 direct jobs, 6 percent of all employment in Dominican Republic FZs. Additionally, information and communications industries employ around 45,400 individuals, which represents about 1 percent of the country’s nonfarm labor force.[38]
Exports from the Dominican Republic, 59 percent of which originate from FZs, have increased steadily over the past 10 years, totaling $107 billion for the decade.
Two of the most-significant electronics equipment manufacturers in the Dominican Republic are Eaton Corporation and Rockwell Automation.
Eaton Corporation is an intelligent power management company with global operations. Eaton Corporation established its operations in the Dominican Republic in 1985, with its core presence centered at the PIISA Industrial Park in Haina, an industrial suburb west of Santo Domingo. Eaton’s three manufacturing plants in Haina cover 460,000 square feet and employ over 5,000 individuals, manufacturing a variety of electrical products, most notably molded case circuit breakers, electronics/commercial smart breakers, and miniature and residential circuit breakers. The COVID-19 pandemic caused disruptions and backlogs to manufacturing globally, including at Eaton’s manufacturing operations in Haina, but these were the fastest in Eaton’s global network to eliminate the production backlog and return to normal production schedules. Eaton also operates a manufacturing aerospace plant in Santiago, Dominican Republic. In 2019, Eaton was recognized by the Dominican Republic government as one of the companies with the highest contribution to the growth of exports and the generation of foreign exchange in the country, as well as for innovations in the transformation of the productive processes of the FZ sector.[39]
In the early 2020s, Eaton launched a competition among its global manufacturing subsidiaries in developing countries to create proposals for a new R&D and design center for innovative electronic products. Eaton’s team in the Dominican Republic won this contest, and on June 23, 2022, Eaton opened the Santo Domingo Design Center, with the facility adjacent to the Technological Institute of Santo Domingo (INTEC) and near the company’s manufacturing facilities, forging a strategic hub featuring an advanced lab for design and development.[40] The facility will strengthen Eaton’s engineering capabilities in the country by supporting new product development for key product lines, including residential circuit breakers, molded case circuit breakers, and industrial control equipment.[41] The investment is part of the country’s commitment to invest $3 billion in R&D to accelerate the development of sustainable solutions by 2030.[42] The investment will also support Eaton’s commitment to industry education in the region through ongoing partnerships and internship programs with INTEC University as well as other local vocational training schools such as Instituto Politécnico de Haina (IPHA) and Instituto Politécnico Loyola.
Rockwell Automation, a global developer of industrial automation and digital transformation technologies, employs nearly 400 individuals in the Dominican Republic, who manufacture a variety of electrical switches, including safety switches, limit switches, proximity switches, and photo sensors. Rockwell’s Dominican Republic operation produced 12.1 million units in fiscal year 2022, generating $52.8 million in cost of goods sold. Rockwell’s Dominican Republic plant delivers world-class manufacturing standards, achieving 96 percent on-time delivery of products to customers. Over the past four years, Rockwell has invested nearly $5 million into its Dominican Republic operations, with 47 percent of those investments going toward capacity increases, 38 percent to business continuity, 12 percent to asset replacement, and 3 percent to product upgrades and acquisitions.
Dominican Republic electronics exports from FZs flow overwhelmingly to North America, with 98.8 percent going to the United States. By product exports to the United States, circuit breakers lead with 62.5 percent of such exports, followed by cellular phones and wireless network equipment at 9.1 percent, and other devices, such as junction boxes, with a 5.3 percent share.[43]
Table 1 summarizes some of the key electronic product manufacturers operating in the Dominican Republic and the extent of their exports for the first 11 months of 2023.
Electronic Products Manufacturer
Description
Most of the electronics manufacturers in the Dominican Republic are concentrated on the country’s southeastern coast around the provinces of San Cristóbal, Santo Domingo, and San Pedro de Macoris, although there is another important cluster in the northeastern part of the country centered around the Santiago province. (See figure 4.)
Regulatory Environment
As the Dominican Republic seeks to migrate up the advanced manufacturing value chain in electronics to potentially capture semiconductor-sector investment, the country recognizes it needs to foster a regulatory environment that provides stability, certainty, predictability, and transparency to investors. This section examines the country’s regulatory policy environment, policies to attract international investment, customs procedures, and trade and innovation policies.
Regulatory Policy
The Dominican Republic has taken strides to fortify its institutions and regulatory policy environment. Decree No. 640-20 established the “Burocracia Cero (B0)” (or “Bureaucracy Zero”) program aimed at enhancing public administration efficiency through clear and appropriate regulatory frameworks that simplify procedures and services while improving the quality of regulations. The coordination of this program has been entrusted to the Ministry of Public Administration, the Ministry of the Presidency, the National Competitiveness Council, and the General Office of Information Technology. To date, 315 procedures from 63 institutions have been reformed, prioritized for the 2020–2024 period.
The specific objectives of the Bureaucracy Zero program are to:
▪ enhance the effectiveness, transparency, and fairness of public administration by streamlining processes;
▪ encourage the utilization of ICT to automate and digitalize public services;
▪ implement tools of the better regulation practices to enhance the quality of regulations, foster increased citizen participation, and instill confidence in the country’s regulatory processes; and
▪ monitor and evaluate the functionality of public services.
Specifically, the program includes the following components:
▪ Better Regulatory Practices and Innovation. This involves regulatory policy tools that help inform the policymaking process with evidence-based analysis, with a goal of raising the quality of policies and legislation. This is Law No. 167-21.
▪ Simplification of Public Service Processes. This includes any action or initiative by public agencies focused on streamlining administrative procedures, making them more accessible and convenient for both the development of procedures and serving the public. This initiative aims to ensure transparency and efficiency in service delivery.
▪ Digital Transformation. This involves the digitization, automation of procedures and services, or both. Leveraging ICT, citizens and companies can access requested services through various digital platforms.
▪ Omnicanality. This refers to the availability of public services through multiple channels (e.g., virtual windows, telephone assistance, PuntosGob, and chatbots) all integrated into a single portal (www.gob.do). This integration ensures consistency in the design and delivery of public services, allowing citizens to initiate and complete any request through their preferred channel.
▪ Interoperability. This involves the integration of public procedures and services utilizing the country’s interoperability platform (X-ROAD). It facilitates the interconnection of data and processes, enabling the sharing of information and knowledge among public institutions. This integration adheres to principles of data protection, ethics, and cybersecurity.
▪ Monitoring and Evaluation. This is facilitated through a dashboard, which offers a visual representation of data, consolidating various metrics, key performance indicators, and other crucial information within a single interface or display. The dashboard comprises charts, graphs, tables, and other visual elements, aiding users in swiftly grasping complex data trends, patterns, and insights.
Thanks to these types of efforts, the Dominican Republic has made strides in improving the quality of its ease of doing business environment over the past decade. Such progress is clearly apparent when looking at data from the World Bank’s World Governance Indicators dataset.[46] For instance, from 2019 to 2022, the Dominican Republic’s score on the “Government Effectiveness” indicator increased from 38.1 to 50 percent. Likewise, its score on “Rule of Law” increased from 48.3 to 50.5 over this period, while its score for “Political Stability” increased from 47.2 to 55.2. The country has performed consistently well on regulatory quality over the past decade, with scores ranging from 51.2 in 2012 to 54.2 by 2022. In total, the below scores (see figure 5) paint a picture of a country working to steadily improve its ease of doing business environment.
Free Zones
FZs constitute an integral component of the Dominican Republic’s economy. In total, the Dominican Republic hosts 87 FZ industrial parks, situated across 28 of the country’s 32 provinces, which support 820 companies in operation. Enterprises located in the Dominican Republic’s FZs support over 197,600 direct jobs, produce over $8.1 billion in exports annually (constituting the main export sector of the economy), and have made cumulative investments of over $7.16 billion in the country. The United States remains the principal economic partner in the FZs, accounting for around 40 percent of total FDI. About 77 percent of the Dominican Republic FZs exports go to the United States.[48]
Medical devices constitute the country’s leading export sector, accounting for $2.25 billion in annual exports, with 5 of the world’s top 10 medical device manufacturers operating in the Dominican Republic, and the sector enjoying an annual growth rate of 17.7 percent in 2022. The Dominican Republic is the world’s third-largest exporter of medical devices, the leading exporter of ostomy applications to the United States, the third-largest global exporter of ostomy applications, and the third-largest Latin American exporter of medical and surgical instruments and apparatus to the United States. As noted, electronics exports represent the second-largest sector in the Dominican Republic’s FZs, accounting for $1.2 billion in exports in 2022. Other significant sectors operating out of the Dominican Republic’s FZs include business process outsourcing, IT support, and call centers, supporting 33,200 jobs with 97 companies in operation. Over 20 companies, supporting close to 1,000 jobs, offer logistics services such as warehousing, packaging and labeling, and distribution services.
Enterprises located in the Dominican Republic’s FZs support over 197,600 direct jobs, produce over $8.1 billion in exports annually, and have made cumulative investments of over $7.16 billion in the country.
The Dominican Republic originally introduced FZs in the 1960s to foster job creation and local industrial development. The flourishing of the Dominican Republic’s FZs has been made possible by Law 8-90, which exempts beneficiaries from paying 100 percent of:
▪ income taxes;
▪ export or re-export taxes;
▪ value-added taxes;
▪ taxes on the transfer of industrialized goods and services;
▪ import taxes and customs duties on machinery, raw materials, equipment, and construction materials;
▪ taxes on patents, assets, or estates; and
▪ municipal, consular, local, or other taxes.
In short, the Dominican Republic offers 100 percent exemptions for virtually all national and local taxes, ranging from income taxes to duties and construction taxes to taxes on assets or intellectual property such as patents. The Dominican Republic has offered these tax incentives consistently for nearly half a century.
The Dominican Republic’s Law 8-90 establishes that the FZs are approved by the National Council of Export Free Zones (CNZFE) of the Dominican Republic, which grants permission to operate for a period of 20 years in the frontier and 15 years in the rest of the country. This period may be subsequently extended by the approval of the CNZFE. The government of the Dominican Republic sets a sectorized minimum wage across the FZs and offers companies operating in the FZs simplified customs processes, with an exclusive customs office dedicated to each FZ operation. INFOTEP operates a facility within many of the largest industrial parks, offering customized training courses suited to meet the needs of the workforces of the firms in the respective FZs. The Dominican Republic’s FZ operators compete with one another to attract companies, offering services and business solutions that facilitate companies’ operations, with many offering value-added services such as hiring, energy provision, food service, security, back office accounting/bookkeeping, etc.
Two of the leading FZs in the Dominican Republic are the PIISA Industrial Park and the Las Americas Industrial Park. The PIISA Industrial Park spans 170 acres in Haina (west of Santo Domingo), with core tenants including electronics firms such as Eaton, Johanson, and Signal Transformer and a host of medical product/components/instruments companies including Accumed, Arjo, Baxter, Biomerics, Convatec, Edwards Lifesciences, Fenwal, Fresenius Kabi, LG, and Jabil. For instance, Fresenius Kabi has satellite R&D support teams in the Dominican Republic to assist the corporation’s main R&D facilities in Italy, Germany, and the United States.[49] The Las Americas Industrial Park covers 2.5 million square feet of space to the east of Santo Domingo, near the city’s international airport and the Caucedo container port, supporting 35 multinational companies in operations that employ over 21,000 workers.[50] Companies operating in the park include B. Braun, Cardinal Health, Remington Medical, Rockwell Automation, and Oscor. Other large nearby FZs also host world-renowned companies. For instance, Medtronic has carried out major expansions of its manufacturing operations in San Isidro Industrial Park. Meanwhile, the Santo Domingo Cyber Park hosts DRE Global (an electronics repairer and remanufacturer) and PC Precision Engineering (focused on machinery automation) in close proximity to NAP del Caribe, the country’s national access point, and Las Americas Technological Institute. Looking forward, a growing industrial park in Punta Cana promises to leverage the destination city’s privately-owned international airport—the country’s largest by air traffic—as a major air cargo hub.
Other Foreign Direct Investment Policies
The Dominican Republic’s Law No. 16-95 addresses legal and tax matters pertinent to FDI into the country. The law establishes a territorial tax regime and affirms most-favored nation treatment for investors, meaning that all investors are granted equal treatment of their investments regarding establishment, acquisition, expansion, or operations. It stipulates that foreign payments are subject to a withholding tax of 25 percent and that for payments of loans contracted with foreign credit institutions, the withholding rate is 10 percent.
Customs
The Dominican Republic has made tremendous strides to improve the quality of its customs regime in recent years as part of its effort to make the country the leading regional logistics hub in the Americas. In particular, on August 14, 2021, a new Customs Law (Law No. 168-21) came into effect, strengthening the autonomy of the General Directorate of Customs, establishing more efficient procedures and clearer timelines, and trying to promote an export culture among small and medium-sized enterprises (SMEs) by simplifying and transparently streamlining the processes of export and goods clearance.
The Dominican Republic continues to make concerted attempts to improve its logistics environment, with the effort spearheaded through a new Logistics Cabinet, coordinated at the presidential level, and led by the Ministry of Industry, Commerce, and SMEs (MICM) in coordination with the General Directorate of Customs (DGA). The effort seeks to work hand-in-hand with the private sector to identify customs bottlenecks or impediments and streamline customs procedures to facilitate increased levels of imports and exports.
A flagship initiative has been the 24-Hour Clearance Program, also called Dispatch 24h (or D24H), which seeks to clear containers within 24 hours. To date, the program has cleared over 50,000 containers in 24 hours or less, benefitting more than 6,700 importers. Moreover, over 65,000 import manifests have been submitted in advance, resulting in savings of almost $20 million for taxpayers.
The Dominican Republic’s accelerated customs clearance procedures have been made possible by technical, operational, and procedural improvements. For instance, the DGA has implemented a new, comprehensive Risk Management System that seeks to direct customs agents’ attention to cargo of the most-pressing concern. Using tools including AI, DGA has developed 158 new dynamic indicators, which have allowed an almost 60 percent reduction in physical inspections of containers, decreasing from 49.6 percent of containers being inspected in 2020 to 20.1 percent in 2023. Moreover, the DGA has accelerated use of nonintrusive technologies, such as X-ray machines, which can inspect up to 1,000 containers daily. The use of such nonintrusive technologies has significantly advanced the security and control of imports, with 96 percent of imported containers having undergone inspections using this technology. The streamlining of customs procedures has been further abetted by the implementation of over 160 technological enhancements in the DGA’s IT systems, including the launch of a new DGA web interface that offers 85 services, 25 of which are fully automated.
The Dominican Republic’s 24-Hour Clearance Program, also called Dispatch 24h (or D24H), seeks to clear containers within 24 hours.
A critical program for exporters from the Dominican Republic is Exporta Más (or Export +), through which participating companies can export without a physical inspection process and in a fully digital format, eliminating the need for paper documents and thus decreasing the time and costs associated with exporting. Over 250 companies are enrolled in the Exporta Más program, with participating companies making over 177,000 export declarations and the program now covering 58 percent of total exports from the country.
The World Customs Organization (WCO) has introduced the Authorized Economic Operator (AEO) program, which seeks to enhance international supply chain security and facilitate legitimate trade.[51] The AEO constitutes an international accreditation created under the regulatory guidelines of the WCO SAFE framework in 2005. Nearly 600 (596) companies operating in the Dominican Republic have received AEO certification, with 374 AEO Standard and 212 AEO Simplified certifications. In total, AEO companies account for 31.7 percent of imports coming into the Dominican Republic.
Furthermore, the Dominican Republic is one of the 168 signatory companies to the WTO’s Trade Facilitation Agreement (TFA), through which member nations commit to efforts toward process simplification, transparency, and cooperation. The Dominican Republic was 8th among the Latin America and the Caribbean’s 33 signatories to achieve 100 percent compliance with TFA guidelines, and the 80th country in the world to do so.[52]
It should also be noted that the Dominican Republic works closely with the United States on the flows of goods and individuals. For instance, the DGA has signed an agreement with the U.S. Department of Homeland Security to optimize risk detection, through which information is exchanged to detect potentially risky cargo and to detect and track cargo that might pose risks to national security or consist of counterfeited goods. The Dominican Republic also was the 15th country (and 6th in Latin America) to be admitted to the U.S. Global Entry program, enabling expedited entry for travelers to the United States.
Trade Policy
The Dominican Republic-Central America-United States Free Trade Agreement (CAFTA-DR) liberalizes the Dominican Republic’s trade in goods and services with the United States and five Central American countries: Costa Rica, El Salvador, Guatemala, Honduras, and Nicaragua. CAFTA-DR also contains other disciplines and standards pertinent to customs administration and trade facilitation, technical barriers to trade, government procurement, investment, telecommunications, electronic commerce, intellectual property (IP) rights, transparency, and labor and environmental protection.[53]
The Dominican Republic is also the main trading partner and the main recipient of European investment in the Caribbean region. Since entering the European Union-CARIFORUM Economic Partnership Agreement (EPA) of 2008, bilateral trade in goods between these entities has grown by 231 percent, reaching an all-time high of $4.65 billion in 2022.[54] As the European Union has written, “The Dominican Republic has stood out for its punctual implementation of the assumed commitments in the EPA, including the tariff reduction schedule.”[55]
In 2022, two-way trade between the Dominican Republic and the United States totaled $30.5 billion, including U.S. exports of $17 billion and imports of $13.5 billion.[56] The total stock of U.S. FDI in the Dominican Republic reached $2.5 billion in 2022, a 3.7 percent increase over the previous year.
In total, the Dominican Republic has several favorable trade agreements with strategic partners, ranging from smaller economies, such as the Caribbean Community (CARICOM), Central America, and Panama, to major economies, such as the United States, European Union, and United Kingdom. These partnerships have allowed exporters duty-free access to more than 900 million consumers in 49 countries, reduced trade barriers, and increased export potential for both local and foreign companies.[57]
The Dominican Republic initiated a partnership with Costa Rica, Ecuador, and Panama known as the ADD to promote democratic strengthening and economic growth through the tightening of the countries’ commercial, demographic, and cultural ties. The ADD is predicated on the belief that democracy and development are mutually reinforcing, wherein democracy creates favorable conditions for investment and growth.[58] On July 25, 2022, the ADD signed a Memorandum of Understanding (MOU) with the U.S. Department of State to advance a consultative dialogue on supply chains and economic growth, and it is also working with the U.S. Chamber of Commerce to identify opportunities, challenges, and areas of collaboration for supply chain resilience. The ADD thus seeks to position its partners as prime destinations for U.S. nearshoring.[59] To these ends, the Dominican Republic chairs the ADD Business Council, based in Washington, D.C.
Countries that offer “zero-in/zero-out” tariff environments for the parts, inputs, and components that flow through semiconductor value chains position themselves well for competition in the global ICT industry. The WTO ITA—implemented in 1996 and to which the Dominican Republic is an original signatory—has played a catalytic role in this regard, eliminating tariffs on trade in hundreds of ICT products.[60] Nonsignatories of the ITA saw their participation in global ICT value chains decline by more than 60 percent from 1995 (two years before the ITA went into effect) to 2009.[61] And from 2005 to 2015, ITA-member nations enjoyed nearly one-third greater participation in ICT global value chains than did non-ITA-member nations.[62] (See figure 6.) However, it’s not just that ITA membership makes nations more attractive for ICT manufacturing by lowering costs of inputs and components used in ICT manufacturing, it’s that by reducing the cost of these productivity- and innovation-enhancing capital goods (by not imposing tariffs on them), countries can also boost their stock of ICTs in use by individuals and businesses, which further drives countries’ economic growth.[63]
National Innovation Policy
As the Information Technology and Innovation Foundation (ITIF) has extensively documented, at least six dozen nations throughout the world have articulated national innovation strategies that explicitly link science, technology, and innovation with economic and employment growth, effectively creating a game plan to compete and win in innovation-based economic activity.[65] Such policies matter because, as Finland’s National Innovation Strategy framed it, “piecemeal policy measures will not suffice in ensuring a nation’s pioneering position in innovation activity, and thus growth in national productivity and competitive ability.”[66]
In this regard, the Dominican Republic is to be commended for promulgating its National Innovation Policy 2030 (PNI 2030) which aims to establish a general framework for the promotion and coordination of innovation, creativity, and scientific and technological research from a shared vision of an ecosystem that integrates human talent, institutional capabilities, and the sectors involved in order to enhance the creation of useful knowledge, competitiveness, and sustainable productive transformation and inclusion, contributing to sustainable development and improvements in quality of life.
PNI 2030 is based on five foundational pillars: human talent, effective governance, investment in innovation, a mentality and culture of innovation, and sustainability, transition, and energy efficiency. Through the PNI 2030, the Dominican Republic seeks to promote innovation-oriented mindsets and capabilities, the more sustainable management of natural resources, and the promotion of the transition to clean and efficient energies. Another objective of the PNI 2030 is to bolster the country’s R&D intensity, which matters, as one report found Dominican Republic investment in R&D of just 0.01 percent of GDP in 2015, below even the already-low average level of Latin America and the Caribbean at 0.7 percent.[67]
In addition to formulating a national innovation strategy, the Dominican Republic has articulated a National Artificial Intelligence Strategy (ENIA), which addresses the transformation of the country’s institutional infrastructure and productive work models that can position the country as a regional leader in leveraging AI. The strategy comprehensively lays out how the Dominican Republic can leverage AI across key sectors of the economy, including the following:
▪ Public sector: Use of AI to improve the efficiency and effectiveness of government services, such as health care, education, and transportation
▪ Private sector: Use of AI to boost productivity and innovation in businesses of all sizes
▪ Education: Use of AI to improve the quality of education and make it more accessible
▪ Society: Use of AI to address social challenges, such as poverty, inequality, and climate change[68]
Business Environment
This section examines the workforce training environment in the Dominican Republic, key infrastructure supporting industry in the Dominican Republic, and factors impacting the cost environment in the Dominican Republic.
Workforce Training and Education
Ensuring that the Dominican Republic can supply a sufficiently skilled workforce will be absolutely vital to supporting the country’s aspirations in the PCB/semiconductor ATP sectors. Here, a crucial player will be the National Institute of Professional Technical Training, or “INFOTEP.” INFOTEP’s charter is to organize and govern the Dominican Republic’s national system of professional and technical training, focusing on the full development of human resources, increasing the productivity of companies across all sectors of economic activity, and advancing social equity by enhancing workforce skills.[69]
Companies fund INFOTEP by contributing 1 percent of their monthly payrolls to the program. This amounts to the contribution of 0.5 percent of the annual profit bonuses that workers receive. Organizationally, INFOTEP has three national centers: a Teaching Development Center, a Virtual Training Center, and an Innovation and Business Development Center. These national assets are supported by six regional directorates, which house 16 community technology centers and 56 mobile workshop programs. In total, INFOTEP has 245 operational centers across its system nationwide. Critically, most of the leading FZs in the country have an INFOTEP office on-site, which works hands-on with employees of the companies operating in the FZ to build tailored skill sets. INFOTEP works hand-in-hand with companies to understand the specific skillsets that companies need and then builds technical training programs accordingly. For instance, for Convatec, a medical products manufacturer that operates out of the PIISA FZ employing 1,500 workers and shipping 185 million units annually, INFOTEP developed custom courses on ultrasonic welding and the application of radio frequency technologies.[70]
INFOTEP works hand-in-hand with companies to understand the specific skillsets that companies need and then builds technical training programs accordingly.
INFOTEP offers a total of 920 technical courses, including 86 in electricity and electronics, 36 in ICT, and 104 in the manufacturing, installation, and maintenance of machinery and equipment. Since its inception, INFOTEP has trained 770,914 workers in different competencies and fields via over 40,000 courses and close to 800,000 training hours.
INFOTEP offers a number of courses directly relevant to the country’s goals of competing in PCB/ATP. Consider, for instance, the core subjects studied by students taking the 290-hour course “Basic Electronics Product Assembler”:
▪ Assembly with passive and active electronic devices (teaches PCB principles) (80 hours)
▪ Assembly with linear integrated circuits (85 hours)
▪ Assembly with digital integrated circuits (85 hours)
▪ Integrative project (20 hours)
▪ Human training (20 hours)
Similarly, the 685-hour industrial electronics technician course consists of the following subjects:
▪ Installation of passive and active electronic devices (80 hours)
▪ Installation of operational amplifiers (90 hours)
▪ Printed circuits and soldering processes (90 hours)
▪ Construction of cards with logic, sequential circuits, and memories (70 hours)
▪ Installation of power electronic devices (70 hours)
▪ Installation of industrial electronic devices and pneumatic valves (95 hours)
▪ Repair of electrical and electronic controls of industrial machines (95 hours)
▪ Programmable logic control (PLC) programming and installation (95 hours).[71]
In the industrial electronics training course, basic knowledge of the design of electronic cards (PCBs) is taught, simulated, and then built in a classroom project. From 2021 to 2023, 7,817 individuals took electronics training/coursework from INFOTEP. In short, INFOTEP provides a vital and effective mechanism to upskill the workforce of the Dominican Republic to compete in PCB/semiconductor ATP manufacturing.
Las Americas Institute of Technology (ITLA)
The Dominican Republic government established the Las Americas Institute of Technology (ITLA) as a technical institution of higher education in 2000.[72] Its mission is to educate professionals in high technology, promoting specialized education based on innovation and entrepreneurship, contributing to the development of the nation’s productive sectors. ITLA’s main areas of specialization aremechatronics, automated manufacturing, medical device manufacturing, industrial design, software development, information networks, multimedia, computer security, and data science, but in total it offers training across 15 technology areas. ITLA’s mission is to prepare students to become technology professionals in two years, enrolling about 4,500 students per quarter. The education takes a practical, active learning approach, with hands-on laboratories and workshops at the core of the pedagogical approach, which is delivered by nearly 330 professors in total. Over 400 companies operating in the Dominican Republic employ ITLA graduates, and 92 percent of ITLA graduates receive employment offers upon graduation. Since its inception in 2002, over 50,000 students have received an education from ITLA. The Institute also recently launched an Innovation Solution Factory focused on the digital transformation of government and private sector entities to take a qualitative leap toward Industry 4.0 practices.
INTEC
The Technological Institute of Santo Domingo (INTEC) is considered the leading technical institute in the country, and it offers extensive courses in fields such as electrical and mechanical engineering.[73] INTEC offers a very robust set of engineering courses, including degrees in Data Science, Biomedical Engineering, Engineering in Logistics and Transport, Civil Engineering, Software Engineering, Mechatronics Engineering, Industrial Engineering, Systems Engineering, Industrial Design, Electronic and Communications Engineering, Electric Engineering, Mechanical Engineering, and Cybersecurity Engineering.[74] INTEC also operates partnerships with Penn State University, Southwest Minnesota State University, Texas A&M University, the City College of New York, and Western Michigan University to afford engineering students opportunities for international study.[75] Over each of the past two years, INTEC has been named the Dominican Republic’s leading university in the QS World University Rankings report.[76]
MESCYT
The Dominican Republic’s Ministry of Higher Education, Science, and Technology (MESCyT) plays an important role as the government institution that regulates higher education in the country and which also disburses research grants and contributes to technology development and diffusion. MESCyT has focused on developing research for the improvement of manufacturing and industry in the different institutions that make up the national science and technology system, allowing the generation of new knowledge that can be transferred and applied to industry. MESCyT has been heavily involved in promoting the development and adoption of “Industry 4.0” technologies in the Dominican Republic, including funding of research and training into areas such as AI, automation, robotics, additive manufacturing/3D printing, big data and analysis, advanced materials, and augmented/virtual reality. In its funding of Dominican Republic higher education institutions and research centers, MESCyT supports 1) training of students and workers; 2) collaborative research; 3) technology transfer; 4) establishment of joint R&D centers; and 5) disbursement of scholarships and grant programs to companies.
Many research programs are funded by the Dominican Republic’s National Fund for Innovation and Scientific and Technological Development (FONDOCYT), including research initiatives pertinent to microelectronics. For instance, Dr. Fabrice Piazza of the of the Pontificia Universidad Católica Madre y Maestra (PUCMM) completed pioneering work on nanocrystalline diamond thin films, diamond crystals, and carbon nanotubes targeting emerging technologies in electronics, bio-nanoprobes, and innovative coatings. They were the first to successfully report on the low-temperature synthesis of diamond nanocrystals on polymers for electronics and thin film coating applications.[77] Mr. Luis José Quiñones Rodríguez of Universidad APEC (UNAPEC) has received several patents for innovative microchip design. Dr. Melvin Arias and his team at INTEC received a patent for technology for the manufacture of rechargeable lithium-ion batteries that improved their efficiency by nearly 95 percent while making their manufacturing process more sustainable.[78]
In the fall of 2023, a delegation from the Dominican Republic—including representatives from government, academia, private industry, and the investor community—participated in the MIT Regional Entrepreneurship Accelerator Program (REAP). REAP is a support program organized by MIT experts to advance entrepreneurship and innovation in emerging economies through sessions, methodologies, and practical cases. In the case of the Dominican Republic, participation in the program was based on the need to design investment schemes that strengthen public-private efforts in innovation processes that promote continuous improvement in the country's main industries, strengthening quality of products and services and promoting greater access to global value chains and the competitive positioning of Dominican Republic products and services in the region and the world.
Infrastructure
The following addresses key attributes of the Dominican Republic’s physical and digital infrastructure across areas including logistics, energy/electricity, and digital infrastructure.
Energy
Privately owned generation accounts for 73 percent (3,822 megawatts (MW)) of the country’s total installed electricity capacity, with the remainder delivered by fully public companies or through public-private partnerships (PPPs).[79] Historically, imported fossil fuels accounted for the majority, over 80 percent, of the Dominican Republic’s primary energy supply (making the country susceptible to international fuel price shocks), but an ever-increasing share of the country’s energy supply now comes from renewable sources. By December 2022, clean generation accounted for 18.1 percent of the country’s energy supply, of which nonconventional renewables (e.g., solar energy, bioenergy, wind energy, and tidal energy) represented 10.6 percent.[80] Analysts rate the country’s potential generation of renewable energy sources at 6 gigawatts (GW) by 2030, and the country has committed to working with other Caribbean nations to meet the goal established at the United Nations COP26 climate conference of raising the regional share of renewables in power generation to 70 percent by 2030.[81] The addition of 400 MW of solar and wind power generation from 2015 to 2018 represents an important step toward greater reliance on renewables, and in 2023 a number of projects added 800 MW of renewable energy to the Dominican Republic’s electricity mix. In total, the country expects to generate 25 percent of its electricity from renewables by 2025.[82]
The country has experienced challenges with power disruptions in the past. One study finds that Dominican firms lose 5 percent of their sales due to power outages annually and that “removing distortions in the energy sector could potentially unlock 0.09 percentage points in GDP by reducing blackouts that disrupt manufacturing activity.”[83] However, observers have stressed that this challenge rarely afflicts industrial parks, which generally have redundant, dual-sourced power supply. Companies operating in FZs interviewed for this report indicated they had not experienced significant difficulties or challenges with power supply disruptions.
Digital Connectivity
The Dominican Republic also enjoys the strongest Internet connectivity in the Caribbean, in part due to being home to NAP del Caribe, one of the most-significant NAPs in Latin America and one of the 220 NAPs located across 26 countries globally. It is one of only three carrier-neutral NAPs in all Latin America. NAP del Caribe represents the most advanced technological complex in the Dominican Republic, offering data center, disaster recovery, and business continuity solutions using state-of-the-art infrastructure, providing 24/7 assistance and monitoring.[84] It integrates leading-edge fiber optic and satellite data systems.[85] Since its launch in 2008, NAP del Caribe has delivered 100 percent uptime and has not experienced a service outage.
Logistical Infrastructure
The quality of countries’ logistical environments matters tremendously to capturing greenfield investment. As one report explains, “Companies identify logistics as the most important factor when deciding where to source materials from and make direct investments, reflecting the impact of shipping costs and lead time for deliveries.”[86]
As noted, the Dominican Republic possesses one of the most-enviable geographic positions in the Americas, which has enabled the country to become a regional logistical powerhouse. According to the 2019 Global Competitiveness Index, the Dominican Republic possesses the top transportation infrastructure in Latin America. In fact, the participation of the logistics sector in the country’s trade has increased by over 3,000 percent over the past seven years.[87]
The Dominican Republic hosts the second-highest container throughput in the Caribbean, and the eighth-highest in Latin America and the Caribbean region overall. The country ranks second in Latin America regarding international connectivity by air transport and third in terms of maritime services and maritime connectivity. In 2019, the Dominican Republic ranked first in Latin America in the Delivery Mean Time Postal Index.
The Dominican Republic’s two leading ports are the Western Haina and Caucedo ports. The Haina Port, located west of Santo Domingo, is a multipurpose port that handles 38 percent of the containers and 60 percent of the total load inside and outside the country. It represents the main general port for cargo, containers, and petroleum products in the Dominican Republic.[88] The Caucedo Sea Port, built by private sector actors in 2003 and located 25 kilometers from Santo Domingo, represents the Dominican Republic’s newest and most modern port. Currently managed by DP World, Caucedo Port handles 30 percent of the maritime cargo movement in the Dominican Republic and serves as an important transshipment center.[89] Goods shipped from Dominican Republic ports can generally reach U.S. East Coast port destinations in three to four days.
The Dominican Republic has multiple international airports with strong air connectivity to the U.S. East Coast and Midwest and also to Europe. Punta Cana International Airport, one of the world’s largest privately owned commercial airports, is the second-busiest in the Caribbean, operating more than 500 weekly flights (during the high season) and receiving 67 percent of passengers and flights entering the country.[90] The airport has set a goal “to become the most important air cargo hub in the region” and has become a key conduit for the transshipment of goods from South America to Europe and North America.[91] Santo Domingo’s airport, Las Américas International Airport, offers service by 27 airlines to 57 destinations and also constitutes the busiest cargo hub in the Caribbean and Central America, with 355 million pounds of cargo transported in 2019. In 2022, 118.2 million kg of air cargo were mobilized, of which 38.7 million were in imports and 79.6 million in exports, with a total FOB (freight on board) value of $6.5 billion.[92] The Dominican Republic’s strong air transport infrastructure matters greatly, as semiconductor wafers are often flown to their destinations where ATP activities occur.
Overall, the Dominican Republic does have a very strong logistics environment; however, the country ranked just 10th among Latin American peers in the 2023 Logistics Performance Index report. (See figure 7.) Improving the country’s performance in this ranking represents a core focus of the aforementioned efforts to improve its customs and regulatory policy environment.
Labor Cost Environment
The Dominican Republic offers a highly competitive manufacturing environment in terms of labor costs. In fact, the World Bank found that the hourly manufacturing labour cost in the Dominican Republic is $2.50, 6 percent the rate in the United States, approximately half that of Costa Rica or Mexico, and even less than in China.[94] (See figure 8.) This matters considerably in an environment of rapidly increasing labor costs elsewhere. In fact, from 2018 through 2022, labor costs adjusted for productivity rose by 24 percent in China, 22 percent in Mexico, 21 percent in the United States, and 18 percent in India.[95]
The Reorganization of Global Advanced-Industry Value Chains
The aftershocks from the COVID-19 pandemic; increasing efforts globally to rebalance supply chains; rising labor and broader production costs in China; increasing U.S. tariffs on China’s exports; transformative, emerging technologies such as AI; demographic shifts; and a host of other factors have led multinational enterprises to reassess the structure of their global value chains in a quest for enhanced diversification, resilience, sustainability, and cost competitiveness. As multinational businesses react to these trends and look to make their supply chains more diverse and resilient, governments have an opportunity to present their countries’ value proposition for how they can compete in high-tech industries to a global economy that’s reorganizing in real time.[97]
Indeed, multinational companies are reassessing their global value chains in real time in response to multiple factors, including the COVID-19 pandemic; natural disasters or challenges including earthquakes, floods, freezes, droughts, and climate change; geopolitical risk and instability; and emerging threats such as cybertheft and terrorism. As a recent McKinsey Global Institute (MGI) study concludes, enterprises have learned over the past several years that the risk, severity, and expense from supply chain disruptions have all increased.[98] MGI’s report estimates that companies should expect supply chain disruptions of 1 to 2 weeks occurring at least once every 2 years; 2 to 4 weeks occurring once every 2.8 years; 1 to 2 months every 3.7 years; and 2 months or more every 4.9 years.[99]
U.S. imports from Asia consist of 4 percent U.S. value added, whereas U.S. imports from Latin America on average contain 40 percent U.S. value added.
In recent years, growing geopolitical tensions have resulted in multinational companies turning to a “China-plus-one” (or “China-plus-two”) strategy in order to bolster their supply chain resilience. For instance, consulting firm Kearney’s “2022 Reshoring Index” report finds that “80 percent of companies across almost all industries are now on a path to reshore.”[100] And in a survey released by the American Chamber of Commerce in Shanghai in September 2023, some 40 percent of companies responded that they “are moving investments elsewhere [from China].”[101] A study conducted by the UBS Evidence Lab finds that 71 percent of U.S. companies with manufacturing in China are either in the process of or planning to shift operations to other countries.[102] And another survey finds 87 percent of U.S. firms expressing pessimism regarding the outlook for the relationship between the world’s two largest economies.[103] Meanwhile, China accounted for just 13.3 percent of U.S. goods imports during the first six months of 2023—the lowest level since 2003, and far below the annual peak of 21.6 percent in 2027.[104] U.S. imports of semiconductors and materials from China fell by 29 percent from 2018 to 2022.[105]
A 2023 report by the U.S. Chamber of Commerce International Affairs team finds that 28 percent of businesses (in a survey of 105 decision-makers at multinational manufacturing companies) that manufacture in Asia are planning to leave their current location in the next five years. Of those responding that their business has plans to relocate manufacturing operations, 15 percent indicated they would move to other locations in Asia, 14 percent to Mexico, 11 percent to South America, 8 percent to Europe, 6 percent to Central America and the Caribbean, 4 percent to Africa, and 3 percent to Oceania.[106]
It is important to recognize that it really is manufacturing that is driving global supply chain reordering. For instance, one study finds that, when it comes to offshoring, manufacturing accounts for 72 percent of global capital investments, and knowledge-intensive activities increased to 8 percent of global capital investment by 2019.[107]
Nearshoring between the United States, Canada, and Latin America and the Caribbean has been on the rise. From 2016 to 2019, intra-regional offshoring accounted for 18 percent of total FDI and as much as 10 percent of capital investment, up from 15 percent and 8 percent from 2003 to 2006, respectively.
The global competition for advanced-technology industry investment is fierce, as nations—and the states, regions, and cities therein—have become price takers, not price makers, in the intense quest to attract globally mobile investment in high-value-added, high-tech industries, such as semiconductors.[108] In fact, leading semiconductor manufacturers may consider as many as 500 discrete factors—ranging from countries’ and states’ talent, tax, trade, and technology policies to labor rates and laws and customs policies—as they evaluate where to situate multi-billion-dollar fab or ATP facility investments. See figure 9 for a stylized set of some factors one leading semiconductor manufacturer considers as part of its site selection process. Thus, to win semiconductor sector investment, locales not only need to get some 500 factors right, but the strength of their “checkmarks” on those 500 factors needs to be stronger than that of other countries that are courting the same investment. That’s why it’s so important that the Dominican Republic (and others soliciting semiconductor-industry investment) get right all the policy, regulatory, and business environment considerations explored at the beginning of this report.
For instance, in the aforementioned U.S. Chamber of Commerce report, for the surveyed manufacturers who confirmed they would be relocating manufacturing activities from Asia, 97 percent reported that logistics was a key consideration, followed by labor at 92 percent, the rule of law at 87 percent, safety and security at 86 percent, and stability of market at 85 percent. (See figure 10.)
The Chamber of Commerce survey interviewed manufacturers on their respective considerations when it comes to the opportunity to move manufacturing operations to Central American or Caribbean countries specifically. In such cases, manufacturers viewed logistics, safety and security, and stability of market as their top three considerations when investing in the region, citing infrastructure as a very important concern as well. (See figure 11.)
However, while the U.S. Chamber of Commerce found that just about one in four manufacturers were looking to relocate outside of Asia, other studies have found far more robust estimates. For instance, a September 2023 report by the Boston Consulting Group (BCG), “Harnessing the Tectonic Shifts in Global Manufacturing,” finds that “90 percent of North American manufacturing executives” report “they have moved some of their production and sourcing to different countries over the past five years—and will continue to do so during the next five years.”[112] Of those companies that have relocated production, over half reported that they had shifted more than 20 percent of their supply chain spending and manufacturing activity elsewhere.[113] The report notes that, from 2018 through 2022, U.S. goods imports declined by 10 percent from China in inflation-adjusted terms, but rose by 18 percent from Mexico and by 44 percent from India. The report clearly shows that global manufacturing activity is on the move, concluding, “The bottom line is that manufacturers in a broad range of industries can achieve substantial—and in some cases game-changing—cost reductions, along with improved resilience and sustainability, by boldly transforming their global manufacturing and sourcing footprints.”[114]
It’s also important to recognize that when this manufacturing activity moves to some locale in the Americas, even if not always to the United States, the United States still benefits considerably. That’s because U.S. imports from Asia consist of just 4 percent U.S. value added, whereas U.S. imports from Latin America on average contain 40 percent U.S. value added.[115] In short, more global manufacturing activity coming to the Americas represents a win for the United States.
The Global Semiconductor Industry
This section provides an overview of semiconductor value chains and then considers the ATP segment specifically.
Semiconductor Value Chains
Semiconductors represent the heartbeat of the modern global digital economy, an industry that’s expected to reach $588 billion in 2024 (and grow to $1 trillion by 2030),stimulates another $7 trillion in global economic activity annually, and underpins a range of downstream applications such as AI and big data.[116] Moreover, semiconductors—the world’s fourth-most-traded product—have perhaps the most complex and geographically dispersed value chain of any industry in the world.[117] When all production phases are considered, the entire semiconductor production process extends from material procurement to end-product manufacturing.[118] (See figure 12.)
However, in general, the three highest-level facets of the semiconductor production process are semiconductor R&D and chip design, semiconductor fabrication, and semiconductor ATP. It’s also important to note that, in electronic products, semiconductors are situated onto a PCB, which is a rigid structure that contains electrical circuitry comprising embedded metal surfaces called “traces” and larger areas of metal called “planes.”[119]
As the Interamerican Development Bank (IADB) explained:
The intricate global semiconductor supply network has evolved over the past three decades: there are more than 30 types of semiconductor product categories, with different sizes and levels of complexity; semiconductor manufacturing typically requires up to 300 different inputs, as well as more than 50 types of highly engineered precision equipment and tools supplied by highly specialized companies that are also located in different parts of the world.[121]
Indeed, dozens of countries throughout the world field enterprises competing across multiple facets of semiconductor production. In fact, each segment of the semiconductor value chain has, on average, 25 countries involved in the direct supply chain and 23 countries involved in support functions. Over 12 countries have enterprises directly engaged in semiconductor chip design, 39 countries have at least 1 semiconductor fabrication facility, while over 25 countries have enterprises engaging in ATP activities.[122] (See figure 13.) As the IADB has elaborated, “Cost competitiveness, a business-friendly investment climate, improvements in infrastructure in terms of water supply, electricity, transportation, and logistics are some of the factors” that influence how attractive the Latin American region can be for semiconductor-sector investment.[123] But, in short, countries of all sizes throughout the world have demonstrated they can effectively compete for semiconductor sector investment, and the same certainly goes for the Dominican Republic.
The Semiconductor Assembly, Test, and Packaging Market
As noted, after front-end fabrication of the chips, wafers are typically sent to other facilities for back-end manufacturing activities such as ATP. At this step, chips are cut from the silicon wafer, tested for performance, and packaged to protect the chip and allow for its integration into finished electronic devices by attaching electrical interconnections.[125]
Countries of all sizes throughout the world have demonstrated they can effectively compete for semiconductor sector investment.
Semiconductor ATP generally occurs through one of two business models: 1) as in-house ATP services performed by integrated device manufacturers (IDMs) and foundries after fabrication, or 2) by outsourced assembly and test (OSAT) firms, which perform ATP activities for third-party customers.[126] ATP is typically labor intensive and lower value added than design and fabrication, explaining why, historically, firms have set up ATP facilities to a larger extent in developing countries.[127]
By firm headquarters, Taiwan and the United States lead in terms of the companies instigating the most global ATP activity, accounting for 29 and 28 percent of the market, respectively, in 2019, followed by China (14 percent), South Korea (13 percent), Japan (7 percent), and Malaysia (5 percent). (See figure 14.) In terms of OSAT, Taiwan dominated, with its enterprises accounting for over half the market, followed by China (21 percent) and the United States (15 percent). In turn, the United States led in IDM ATP activity (43 percent), followed by South Korea (23 percent) and Japan (13 percent).
However, in terms of where ATP activity is actually conducted, over 95 percent of ATP facilities exist in Indo-Pacific countries, “with a heavy concentration of OSAT providers in Taiwan, China, and Southeast Asia (particularly in Singapore, Malaysia, Vietnam, and the Philippines).”[129] In fact, of an estimated 484 ATP facilities located worldwide as of 2021, only 65 were found in North America (19 IDM and 46 OSAT), and just 24 across the rest of the world combined.[130] (See figure 15.)
The global ATP market is highly concentrated, with the market share of the top 10 manufacturers at about 80 percent and, as one report notes, “mainly occupied by mainland of China and Taiwan of China manufacturers.”[132] As of January 2023, the 10 largest OSAT players globally were JCET, HT-Tech, TF, LCSP, Chippacking, ASE, Powertech, Amkor Technology, UTAC Holdings, and Unisem.[133] The first five of these players are China-headquartered, while ASE and Powertech hail from Taiwan, with Amkor Technology the only U.S. player in the top 10 (UTAC is headquartered in Singapore and Unisem in Malaysia). (In 2017, Taiwan OSAT player ASE acquired Siliconware Precision Industries (SPIL), which at the time was the third-largest OSAT player in the world.)[134]
However, semiconductor ATP certainly represents a significant global growth market. Analysts pegged the global semiconductor assembly and testing services market to have accrued $33.4 billion in revenues in 2023, and expect it to grow at a compound annual growth rate (CAGR) of 5.6 percent over the remainder of this decade, becoming a $48.8 billion global market by 2030.[135]
As of 2022, consumer electronics accounted for the largest share of semiconductor ATP activity, at 38 percent, followed by communications, computing and networking, and industrial and automotive electronics. (See figure 16.) Analysts expect consumer electronics to continue to be the fastest-growing segment of the ATP market over the remainder of the decade, owing to “the growing consumption of smartphones, tablets, and smart television sets, as well as the adoption of 5G technologies and others.”[136]
As Chris Miller, renowned author of Chip Wars, observed, “If you look at the way that Korea, Taiwan, and Singapore entered the chip industry, they entered with assembly, testing and packaging before moving to fabrication.”[138] In commenting upon India’s opportunity to get into semiconductor ATP manufacturing, Miller continued, “[T]here’s a lot of scope for India to win investments in that sphere, particularly because it’s right adjacent to the device assembly, smartphone assembly, and PC assembly, where India is also in the early stages of winning a lot of market share.”[139] Certainly the same applies for the Dominican Republic, and as noted, its extant base of extensive electronics manufacturing gives the country a powerful springboard to attract ATP investment.
While ATP is certainly more labor intensive than semiconductor manufacturing, industry executives have commented that labor accounts for only around 5 percent of total ATP production costs.[140] Thus, while certainly countries’ labor cost environments are a critical determinant of attracting semiconductor ATP investment, it suggests that other cost drivers, such as the ability to cost-effectively import components and export finished products, to construct and operate facilities efficiently, or to achieve extremely high yield rates (i.e., production efficiency) are core cost drivers.
However, the packaging industry is undergoing an evolution, particularly with regard to advanced chip packaging. As a McKinsey Global Institute (MGI) report explains:
Compared with the front-end process of designing and fabricating wafers, the back-end process of packaging has been undervalued for two reasons: First, it’s still possible to package wafers using old-generation equipment. Second, packaging is mostly done by outsourced semiconductor assembly and test companies (OSATs) that compete largely based on low labor costs, rather than other sources of differentiation.[141]
As the report elaborates, packaging technology has evolved from the wire-bonding practices of the 1950s to the flip-chip approach in the mid-1990s (which connected a chip to the PCB with solder bumps) to wafer-level integration in the 2000s (where chips were packaged as part of the wafer rather than individually sliced) to the 2.5-D stacking approach of the 2010s and now the 3-D stacking approach of the 2020s in which multiple chip layers are stacked rather than laterally connected, and bonded using TSV (through-silicon vias) or | |||||
correct_foundationPlace_00048 | FactBench | 1 | 43 | https://sourceforge.net/p/gull/mailman/message/3816421/ | en | Re: [Seagull-users] Diameter Grouped AVP & external data file | [
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] | null | [] | null | en | https://sourceforge.net/p/gull/mailman/message/3816421/ | Hi Mads, Thanks for the information. One question - did you also have to modify the= Subscription-Id type from 'Grouped' to 'OctetString' in your dictionary? = This was also suggested in the wiki tip but when I modified my dictionary I= and tried to run I got an immediate error. Thanks Again, Fran ________________________________ From: Mads Skovgaard [mailto:mad...@in...] Sent: Thursday, September 27, 2007 7:50 AM To: Fran Maruca; gul...@li... Subject: RE: [Seagull-users] Diameter Grouped AVP & external data file Hi Fran, I have used a csv file similar to this for Subscription-Id-Data substitutio= n with success: "string" ; "0x000001c24000000c00000001000001bc4000000f3130303030303000" ; "0x000001c24000000c00000001000001bc4000000f3130303030303100" ; "0x000001c24000000c00000001000001bc4000000f3130303030303200" ; "0x000001c24000000c00000001000001bc4000000f3130303030303300" ; "0x000001c24000000c00000001000001bc4000000f3130303030303400" ; And a scenario action like this: <action> <!-- For each new call, increment the session-ID counter --> <inc-counter name=3D"HbH-counter"> </inc-counter> <inc-counter name=3D"EtE-counter"> </inc-counter> <inc-counter name=3D"session-counter"> </inc-counter> <set-value name=3D"HbH-id" format=3D"$(HbH-counter)"></set-value> <set-value name=3D"EtE-id" format=3D"$(EtE-counter)"></set-value> <set-value name=3D"Session-Id" format=3D".;1096298391;$(session-counter)"></set-value> <restore-from-external field=3D"0" entity=3D"Subscription-Id" begin= =3D"0" end=3D"28"></restore-from-external> </action> Seagull then uses 1000000 - 1000004 as Subscription-Id-Data. Hope this is helpful. Regards, Mads Skovgaard Test Engineer - System Test ISEB Foundation Certified Intec Telecom Systems Denmark A/S Tel: +45 7012 2500 Fax: +45 7012 2501 Email: mad...@in...<mailto:mads.skovgaard@intecbilling.c= om> From: gul...@li... [mailto:gull-users-bounces@l= ists.sourceforge.net] On Behalf Of Fran Maruca Sent: 26. september 2007 19:51 To: gul...@li... Subject: [Seagull-users] Diameter Grouped AVP & external data file Hi, I'm currently trying to use an external data file with Diamter. Specifical= ly I'd like to replace the Subscription-Id-Data avp which is part of the Su= bscription-Id grouped avp. After many failed attempts trying to get this t= o work I followed the example on the associated wiki page which details thi= s very scenario. However when I modify my dictionary to substitute "OctetS= tring" for "Grouped" in relation to the Subscription-Id avp as suggested I = get the error "value is mandatory for [avp] definition" when I try to run. I'm currently running version 1.6.0 of Seagull. Any help would be apprecia= ted. Thanks, Fran This e-mail and any attachments are confidential and may also be legally privileged and/or copyright material of Intec Telecom Systems PLC (or its affiliated companies). If you are not an intended or authorised recipient of this e-mail or have received it in error, please delete it immediately and notify the sender by e-mail. In such a case, reading, reproducing, printing or further dissemination of this e-mail or its contents is strictl= y prohibited and may be unlawful. Intec Telecom Systems PLC does not represent or warrant that an attachment hereto is free from computer viruses or other defects. The opinions expressed in this e-mail and any attachments may be those of the author and are not necessarily those of Intec Telecom Systems PLC. | |||||||
correct_foundationPlace_00048 | FactBench | 2 | 16 | https://www.linkedin.com/posts/intecbusiness_go-teams-intec-north-and-south-activity-7178359940036575233-M3dZ | en | part of the inTEC Group on LinkedIn: Go Teams inTEC North and South! ⚽ | https://media.licdn.com/dms/image/D4E05AQFFlauSI4uitg/videocover-high/0/1711379168222?e=2147483647&v=beta&t=9nyHHdpjVcIf5bFg2Hyfnw0obJcDmVAIK6IJLDEmHwo | https://media.licdn.com/dms/image/D4E05AQFFlauSI4uitg/videocover-high/0/1711379168222?e=2147483647&v=beta&t=9nyHHdpjVcIf5bFg2Hyfnw0obJcDmVAIK6IJLDEmHwo | [
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"inTEC BUSINESS - part of the inTEC Group"
] | 2024-03-26T11:59:37.164000+00:00 | Go Teams inTEC North and South! ⚽ | en | https://static.licdn.com/aero-v1/sc/h/al2o9zrvru7aqj8e1x2rzsrca | https://www.linkedin.com/posts/intecbusiness_go-teams-intec-north-and-south-activity-7178359940036575233-M3dZ | 🎉 Congratulations to Melissa Rambridge, Director here at the inTEC GROUP! 🎉 We are thrilled to announce that Mel has been shortlisted for the CRN UK 2024 Women & Diversity in Channel Awards finalists! This year, the awards received over a thousand entries, the highest in the awards’ history, making it tougher than ever to decide this year’s finalists. To make it onto the 2024 shortlist truly is a remarkable achievement and secures Mel’s status as an industry-leading diversity champion. Mel is nominated for two prestigious awards: 🏆Role Model of the Year – Reseller/Solution Provider 🏆CRN Woman of the Year 2024 Let’s all wish her the best of luck for the final on 10th October! 🍀 #CRNAwards #WomenInTech #DiversityChampion #inTECGroup #CongratulationsMel #Technology #Telephony #IT #WorkSmarter
🕛12:00 UPDATE The underlying cause of the issue below has been fixed and several Microsoft 365 apps and services have been restored to full functionality. Residual impact is still affecting some Microsoft 365 apps and services, and Microsoft 365 engineering are continuing to conduct additional mitigation actions to provide relief. We are continuing to observe an increase in functionality and availability for the remaining impacted scenarios and we're monitoring this closely to ensure we're progressing towards full recovery. Microsoft is continuing to treat this event with the highest possible priority.
⚠️ 19/07/24: Update on Global Microsoft Services Disruption ⚠️ A disruption in Microsoft’s global services has been reported earlier today. The root cause is currently under investigation, and Microsoft is actively working on mitigation strategies. The outage has had a widespread impact, with reports of service interruptions affecting various sectors, including airlines, media outlets, and financial institutions. Notably, SIMS cloud services, Sky News, and RyanAir are experiencing downtime. Early signs are suggesting the outage is related to Crowdstrike, which is a security product largely used in Microsoft Azure. This may affect inTEC clients but investigation is still underway. If you are a client of inTEC we want to assure you that our team is on standby to provide any assistance you may require during this time. Should you encounter any service disruptions, please do not hesitate to reach out to us by contacting your inTEC Account Manager. Alternatively, please call 0345 565 1767 or email info@intecbusiness.co.uk and we will endeavour to support you promptly. Thank you. #Microsoft #Outage #GlobalOutage #inTECGROUP
⚠️ *GLOBAL MICROSOFT OUTAGE* ⚠️ IT outages are reported across the world, affecting airlines, media, and banks. The cause is not known - but Microsoft says it's taking mitigation action. SIMS cloud, Sky News and RyanAir are confirmed to be offline, so this appears to be a global issue. We are awaiting further information from Microsoft, but currently this appears to be isolated to cloud based patching - however, that is not fully confirmed. If you are an inTEC GROUP client and experience any outage issues, please call 0345 565 1767 or email info@intecbusiness.co.uk and we'll be happy to help. More info: https://lnkd.in/eE_Fm4TJ #microsoft #outage #it #support #intec #intecgroup
Evolving with the current times is crucial for all organisations, but there is one topic on the forefront of our minds that sounds daunting for some… Artificial Intelligence (A.I.). During our next live webinar on Friday 9th August 2024, in association with the North East Chamber of Commerce, our Director of Modern Workplace, Mark Armstrong will guide you through the ways in which you can integrate Microsoft’s new AI companion, Copilot, to improve productivity, reduce costs and increase efficiencies in your workplace. Mark will review the latest features and benefits of Copilot via a live, interactive demo, as well as explaining how your organisation can ensure its environment is AI-ready and secure. We guarantee: ❌ No jargon! ❌ No death by PowerPoint! ❌ No hard sell! Book your FREE place now: https://lnkd.in/eD7-RhTe #northeast #chamberofcommerce #business #artificialintelligence #ai #webinar #freeadvice #collaboration #productivity #microsoft #copilot #intec #intecbusiness #intecgroup #technology #telephony #it #worksmarter Jazmin Winkworth Erika Armanino Fern Ford | |||
correct_foundationPlace_00048 | FactBench | 2 | 77 | https://www.channele2e.com/topic/multi-cloud-management/3 | en | Multi-cloud management | [
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] | 2023-05-05T06:11:00-04:00 | Please, update description for Multi-cloud management. | en | /favicon.ico | ChannelE2E | https://www.channele2e.com/topic/multi-cloud-management | 5 Channel Partner & MSP News Updates for 5 May 2023
Jessica C. DavisMay 5, 2023
Blackpoint Cyber Partners with Andretti Autosport; ConnectWise Honored for Cybersecurity Technology; Developing Your Cybersecurity Bench
FinOps Foundation Launches Project To Improve Cloud Cost Management
May 4, 2023
The FinOps Foundation has announced a new technical project aimed at improving cloud cost, billing data, and usage for companies.
5 Channel Partner & MSP News Updates for 2 May 2023
Jessica C. DavisMay 2, 2023
Cyberattack Hits German Service Provider; Pax8 Gets Another Workplace Award; IBM Says Artificial Intelligence to Replace Jobs
5 Channel Partner & MSP News Updates for 26 April 2023
Jessica C. DavisApril 26, 2023
Syncro Survey Shows MSPs Love Facebook; Kaseya Assistant Cooper Named for Cute Dog; ConnectWise PE Sale Hits Snag
VMware Adds More Offerings, Incentives to Cloud and Managed Service Provider Programs
Jessica C. DavisApril 18, 2023
VMware is continuing enhancements to its managed service provider partner program, layering on more incentives and offers.
5 Channel Partner & MSP News Updates for 13 April 2023
Jessica C. DavisApril 13, 2023
RMM/PSA Platform Co. Atera Preps Online Conference; Cytracom Hires New CISO, Launches Trust Center Portal; Pax8 Partners with MalwareBytes
5 Channel Partner & MSP News Updates for 11 April 2023
Jessica C. DavisApril 11, 2023
What Not To Do as an MSP; ColoHouse Gets New CTO; 11:11 Systems Intros New Secure Storage; Salesforce Service Opportunity on the Rise
AWS Announces New Partner Program To Drive Cloud Cost Efficiency
April 7, 2023
AWS has unveiled a new competency program designed to push partners to improve cloud cost efficiency and ROI for customers. | ||||
correct_foundationPlace_00048 | FactBench | 2 | 98 | https://profiles.stanford.edu/david-miller | en | David Miller's Profile | https://profiles.stanford.edu/images/favicon.ico;jsessionid=4705334ABE842837A676018E3C5F248C.cap-su-capappprd98?r=10.8.0 | https://profiles.stanford.edu/images/favicon.ico;jsessionid=4705334ABE842837A676018E3C5F248C.cap-su-capappprd98?r=10.8.0 | [
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] | null | [] | null | David Miller is part of Stanford Profiles, official site for faculty, postdocs, students and staff information (Expertise, Bio, Research, Publications, and more). The site facilitates research and collaboration in academic endeavors. | en | /images/favicon.ico;jsessionid=4705334ABE842837A676018E3C5F248C.cap-su-capappprd98?r=10.8.0 | https://profiles.stanford.edu/david-miller;jsessionid=4705334ABE842837A676018E3C5F248C.cap-su-capappprd98 | Abstract
This study shows why and when optical systems need thickness as well as width or area. Wave diffraction explains the fundamental need for area or diameter of a lens or aperture to achieve some resolution or number of pixels in microscopes and cameras. This work demonstrates that if we know what the optics is to do, even before design, we can also deduce the minimum required thickness. This limit comes from diffraction combined with a concept called overlapping nonlocality C that can be deduced rigorously from just the mathematical description of what the device is to do. C expresses how much the input regions for different output regions overlap. This limit applies broadly to optics, from cameras to metasurfaces, and to wave systems generally.
View details for DOI 10.1126/science.ade3395
View details for PubMedID 36603071
Abstract
The growing maturity of integrated photonic technology makes it possible to build increasingly large and complex photonic circuits on the surface of a chip. Today, most of these circuits are designed for a specific application, but the increase in complexity has introduced a generation of photonic circuits that can be programmed using software for a wide variety of functions through a mesh of on-chip waveguides, tunable beam couplers and optical phase shifters. Here we discuss the state of this emerging technology, including recent developments in photonic building blocks and circuit architectures, as well as electronic control and programming strategies. We cover possible applications in linear matrix operations, quantum information processing and microwave photonics, and examine how these generic chips can accelerate the development of future photonic circuits by providing a higher-level platform for prototyping novel optical functionalities without the need for custom chip fabrication.
View details for DOI 10.1038/s41586-020-2764-0
View details for PubMedID 33028997
Abstract
We derive four laws relating the absorptivity and emissivity of thermal emitters. Unlike the original Kirchhoff radiation law derivations, these derivations include diffraction, and so are valid also for small objects, and can also cover nonreciprocal objects. The proofs exploit two recent approaches. First, we express all fields in terms of the mode-converter basis sets of beams; these sets, which can be uniquely established for any linear optical object, give orthogonal input beams that are coupled one-by-one to orthogonal output beams. Second, we consider thought experiments using universal linear optical machines, which allow us to couple appropriate beams and black bodies. Two of these laws can be regarded as rigorous extensions of previously known laws: One gives a modal version of a radiation law for reciprocal objects-the absorptivity of any input beam equals the emissivity into the "backward" (i.e., phase-conjugated) version of that beam; another gives the overall equality of the sums of the emissivities and the absorptivities for any object, including nonreciprocal ones. The other two laws, valid for reciprocal and nonreciprocal objects, are quite different from previous relations. One shows universal equivalence of the absorptivity of each mode-converter input beam and the emissivity into its corresponding scattered output beam. The other gives unexpected equivalences of absorptivity and emissivity for broad classes of beams. Additionally, we prove these orthogonal mode-converter sets of input and output beams are the ones that maximize absorptivities and emissivities, respectively, giving these beams surprising additional physical meaning.
View details for DOI 10.1073/pnas.1701606114
View details for Web of Science ID 000399995600040
View details for PubMedID 28396436
Abstract
We show how a spatial mode can be extracted from a light beam, leaving the other orthogonal modes undisturbed, and allowing a new signal to be retransmitted on that mode. The method is self-aligning, avoids fundamental splitting losses, and uses only local feedback loops on controllable beam splitters and phase shifters. It could be implemented with Mach-Zehnder interferometers in planar optics. The method can be extended to multiple simultaneous mode extractions. As a spatial reconfigurable optical add-drop multiplexer, it is hitless, allowing reconfiguration without interrupting the transmission of any channel.
View details for DOI 10.1364/OE.21.020220
View details for Web of Science ID 000323830500075
View details for PubMedID 24105567
Abstract
We propose a device that can take an arbitrary monochromatic input beam and, automatically and without any calculations, couple it into a single-mode guide or beam. Simple feedback loops from detectors to modulator elements allow the device to adapt to any specific input beam form. Potential applications include automatic compensation for misalignment and defocusing of an input beam, coupling of complex modes or multiple beams from fibers or free space to single-mode guides, and retaining coupling to a moving source. Straightforward extensions allow multiple different overlapping orthogonal input beams to be separated simultaneously to different single-mode guides with no splitting loss in principle. The approach is suitable for implementation in integrated optics platforms that offer elements such as phase shifters, Mach-Zehnder interferometers, grating couplers, and integrated monitoring detectors, and the basic approach is applicable in principle to other types of waves, such as microwaves or acoustics.
View details for PubMedID 23482206
Abstract
We analyze how complicated a linear optical component has to be if it is to perform one of a range of functions. Specifically, we devise an approach to evaluating the number of real parameters that must be specified in the device design or fabrication, based on the singular value decomposition of the linear operator that describes the device. This approach can be used for essentially any linear device, including space-, frequency-, or time-dependent systems, in optics, or in other linear wave problems. We analyze examples including spatial mode converters and various classes of wavelength demultiplexers. We consider limits on the functions that can be performed by simple optical devices, such as thin lenses, mirrors, gratings, modulators, and fixed optical filters, and discuss the potential for greater functionalities using modern nanophotonics.
View details for PubMedID 23456059
Abstract
We show that every linear optical component can be completely described as a device that converts one set of orthogonal input modes, one by one, to a matching set of orthogonal output modes. This result holds for any linear optical structure with any specific variation in space and/or time of its structure. There are therefore preferred orthogonal "mode converter" basis sets of input and output functions for describing any linear optical device, in terms of which the device can be described by a simple diagonal operator. This result should help us understand what linear optical devices we can and cannot make. As illustrations, we use this approach to derive a general expression for the alignment tolerance of an efficient mode coupler and to prove that loss-less combining of orthogonal modes is impossible.
View details for PubMedID 23188365
Abstract
We analyze energy consumption in optical modulators operated in depletion and intended for low-power interconnect applications. We include dynamic dissipation from charging modulator capacitance and net energy consumption from absorption and photocurrent, both in reverse and small forward bias. We show that dynamic dissipation can be independent of static bias, though only with specific kinds of bias circuits. We derive simple expressions for the effects of photocurrent on energy consumption, valid in both reverse and small forward bias. Though electroabsorption modulators with large reverse bias have substantial energy penalties from photocurrent dissipation, we argue that modulator diodes with thin depletion regions and operating in small reverse and/or forward bias could have little or no such photocurrent energy penalty, even conceivably being more energy-efficient than an ideal loss-less modulator.
View details for PubMedID 22418679
Abstract
The use of optical interconnects has burgeoned as a promising technology that can address the limits of data transfer for future high-performance silicon chips. Recent pushes to enhance optical communication have focused on developing wavelength-division multiplexing technology, and new dimensions of data transfer will be paramount to fulfill the ever-growing need for speed. Here we demonstrate an integrated multi-dimensional communication scheme that combines wavelength- and mode- multiplexing on a silicon photonic circuit. Using foundry-compatible photonic inverse design and spectrally flattened microcombs, we demonstrate a 1.12-Tb/s natively error-free data transmission throughout a silicon nanophotonic waveguide. Furthermore, we implement inverse-designed surface-normal couplers to enable multimode optical transmission between separate silicon chips throughout a multimode-matched fibre. All the inverse-designed devices comply with the process design rules for standard silicon photonic foundries. Our approach is inherently scalable to a multiplicative enhancement over the state of the art silicon photonic transmitters.
View details for DOI 10.1038/s41467-022-35446-4
View details for PubMedID 36543782
View details for PubMedCentralID PMC9772188
Abstract
Phase contrast microscopy has played a central role in the development of modern biology, geology, and nanotechnology. It can visualize the structure of translucent objects that remains hidden in regular optical microscopes. The optical layout of a phase contrast microscope is based on a 4 f image processing setup and has essentially remained unchanged since its invention by Zernike in the early 1930s. Here, we propose a conceptually new approach to phase contrast imaging that harnesses the non-local optical response of a guided-mode-resonator metasurface. We highlight its benefits and demonstrate the imaging of various phase objects, including biological cells, polymeric nanostructures, and transparent metasurfaces. Our results showcase that the addition of this non-local metasurface to a conventional microscope enables quantitative phase contrast imaging with a 0.02π phase accuracy. At a high level, this work adds to the growing body of research aimed at the use of metasurfaces for analog optical computing.
View details for DOI 10.1038/s41467-022-34197-6
View details for PubMedID 36543788
View details for PubMedCentralID PMC9772391
Abstract
Free-space optics naturally offers multiple-channel communications and sensing exploitable in many applications. The different optical beams will, however, generally be overlapping at the receiver, and, especially with atmospheric turbulence or other scattering or aberrations, the arriving beam shapes may not even be known in advance. We show that such beams can be still separated in the optical domain, and simultaneously detected with negligible cross-talk, even if they share the same wavelength and polarization, and even with unknown arriving beam shapes. The kernel of the adaptive multibeam receiver presented in this work is a programmable integrated photonic processor that is coupled to free-space beams through a two-dimensional array of optical antennas. We demonstrate separation of beam pairs arriving from different directions, with overlapping spatial modes in the same direction, and even with mixing between the beams deliberately added in the path. With the circuit's optical bandwidth of more than 40nm, this approach offers an enabling technology for the evolution of FSO from single-beam to multibeam space-division multiplexed systems in a perturbed environment, which has been a game-changing transition in fiber-optic systems.
View details for DOI 10.1038/s41377-022-00884-8
View details for PubMedID 35787626
Abstract
There has been significant recent interest in synthetic dimensions, where internal degrees of freedom of a particle are coupled to form higher-dimensional lattices in lower-dimensional physical structures. For these systems, the concept of band structure along the synthetic dimension plays a central role in their theoretical description. Here we provide a direct experimental measurement of the band structure along the synthetic dimension. By dynamically modulating a resonator at frequencies commensurate with its mode spacing, we create a periodically driven lattice of coupled modes in the frequency dimension. The strength and range of couplings can be dynamically reconfigured by changing the modulation amplitude and frequency. We show theoretically and demonstrate experimentally that time-resolved transmission measurements of this system provide a direct readout of its band structure. We also realize long-range coupling, gauge potentials and nonreciprocal bands by simply incorporating additional frequency drives, enabling great flexibility in band structure engineering.
View details for DOI 10.1038/s41467-019-11117-9
View details for PubMedID 31311928
Abstract
Propagation of light beams through scattering or multimode systems may lead to the randomization of the spatial coherence of the light. Although information is not lost, its recovery requires a coherent interferometric reconstruction of the original signals, which have been scrambled into the modes of the scattering system. Here we show that we can automatically unscramble optical beams that have been arbitrarily mixed in a multimode waveguide, undoing the scattering and mixing between the spatial modes through a mesh of silicon photonics tuneable beam splitters. Transparent light detectors integrated in a photonic chip are used to directly monitor the evolution of each mode along the mesh, allowing sequential tuning and adaptive individual feedback control of each beam splitter. The entire mesh self-configures automatically through a progressive tuning algorithm and resets itself after significantly perturbing the mixing, without turning off the beams. We demonstrate information recovery by the simultaneous unscrambling, sorting and tracking of four mixed modes, with residual cross-talk of -20 dB between the beams. Circuit partitioning assisted by transparent detectors enables scalability to meshes with a higher port count and to a higher number of modes without a proportionate increase in the control complexity. The principle of self-configuring and self-resetting in optical systems should be applicable in a wide range of optical applications.
View details for DOI 10.1038/lsa.2017.110
View details for PubMedID 30167222
View details for PubMedCentralID PMC6062024
Abstract
We present an iterative design method for the coupling and the mode conversion of arbitrary modes to focused surface plasmons using a large array of aperiodically randomly located slits in a thin metal film. As the distance between the slits is small and the number of slits is large, significant mutual coupling occurs between the slits which makes an accurate computation of the field scattered by the slits difficult. We use an accurate modal source radiator model to efficiently compute the fields in a significantly shorter time compared with three-dimensional (3D) full-field rigorous simulations, so that iterative optimization is efficiently achieved. Since our model accounts for mutual coupling between the slits, the scattering by the slits of both the source wave and the focused surface plasmon can be incorporated in the optimization scheme. We apply this method to the design of various types of couplers for arbitrary fiber modes and a mode demultiplexer that focuses three orthogonal fiber modes to three different foci. Finally, we validate our design results using fully vectorial 3D finite-difference time-domain (FDTD) simulations.
View details for DOI 10.1364/OE.22.000646
View details for PubMedID 24515024
Abstract
We demonstrate the use of a subwavelength planar metal-dielectric resonant cavity to enhance the absorption of germanium photodetectors at wavelengths beyond the material's direct absorption edge, enabling high responsivity across the entire telecommunications C and L bands. The resonant wavelength of the detectors can be tuned linearly by varying the width of the Ge fin, allowing multiple detectors, each resonant at a different wavelength, to be fabricated in a single-step process. This approach is promising for the development of CMOS-compatible devices suitable for integrated, high-speed, and energy-efficient photodetection at telecommunications wavelengths.
View details for DOI 10.1364/OE.21.010228
View details for PubMedID 23609731
Abstract
We demonstrate electroabsorption contrast greater than 5 dB over the entire telecommunication S- and C-bands with only 1V drive using a new Ge/SiGe QW epitaxy design approach; further, this is demonstrated with the thinnest Ge/SiGe epitaxy to date, using a virtual substrate only 320-nm-thick. We use an eigenmode expansion method to model the optical coupling between SOI waveguides and both vertically and butt-coupled Ge/SiGe devices, and show that this reduction in thickness is expected to lead to a significant improvement in the insertion loss of waveguide-integrated devices.
View details for PubMedID 23388980
Abstract
We demonstrate vertical-incidence electroabsorption modulators for free-space optical interconnects. The devices operate via the quantum-confined Stark effect in Ge/SiGe quantum wells grown on silicon substrates by reduced pressure chemical vapor deposition. The strong electroabsorption contrast enables use of a moderate-Q asymmetric Fabry-Perot resonant cavity, formed using a film transfer process, which allows for operation over a wide optical bandwidth without thermal tuning. Extinction ratios of 3.4 dB and 2.5 dB are obtained for 3 V and 1.5 V drive swings, respectively, with insertion loss less than 4.5 dB. For 60 ?m diameter devices, large signal modulation is demonstrated at 2 Gbps, and a 3 dB modulation bandwidth of 3.5 GHz is observed. These devices show promise for high-speed, low-energy operation given further miniaturization.
View details for Web of Science ID 000314914500005
View details for PubMedID 23388742
Abstract
We design an extremely compact photonic crystal waveguide spatial mode converter which converts the fundamental even mode to the higher order odd mode with nearly 100% efficiency. We adapt a previously developed design and optimization process that allows these types of devices to be designed in a matter of minutes. We also present an extremely compact optical diode device and clarify its general properties and its relation to spatial mode converters. Finally, we connect the results here to a general theory on the complexity of optical designs.
View details for PubMedID 23263074
Abstract
We propose and demonstrate a novel nanoscale resonant metal-semiconductor-metal (MSM) photodetector structure based on silicon fins self-aligned to metallic slits. This geometry allows the center wavelength of the photodetector's spectral response to be controlled by the silicon fin width, allowing multiple detectors, each sensitive to a different wavelength, to be fabricated in a single-step process. In addition, the detectors are highly efficient with simulations showing ~67% of the light (λ = 800 nm) incident on the silicon fin being absorbed in a region of thickness ~170 nm whereas the absorption length at the same wavelength is ~10 µm. This approach is promising for the development of multispectral imaging sensors and low-capacitance photodetectors for short-range optical interconnects.
View details for PubMedID 23037424
Abstract
This work presents a novel method to introduce a sustainable biaxial tensile strain larger than 1% in a thin Ge membrane using a stressor layer integrated on a Si substrate. Raman spectroscopy confirms 1.13% strain and photoluminescence shows a direct band gap reduction of 100meV with enhanced light emission efficiency. Simulation results predict that a combination of 1.1% strain and heavy n(+) doping reduces the required injected carrier density for population inversion by over a factor of 60. We also present the first highly strained Ge photodetector, showing an excellent responsivity well beyond 1.6um.
View details for PubMedID 22274174
Abstract
A novel type of multiple-wavelength focusing plasmonic coupler based on a nonperiodic nanoslit array is designed and experimentally demonstrated. An array of nanoslits patterned on a thin metal film is used to couple free-space light into surface plasmon polaritons (SPPs) and simultaneously focus different-wavelength SPPs into arbitrary predefined locations in the two-dimensional plane. We design and fabricate a compact triplexer on a glass substrate with an integrated silicon photodetector. The photocurrent spectra demonstrate that the incident light is effectively coupled to SPPs and routed into three different focal spots depending on the wavelength. The proposed scheme provides a simple method of building wavelength-division multiplexing and spectral filtering elements, integrated with other plasmonic and optoelectronic devices.
View details for DOI 10.1021/nl200938h
View details for Web of Science ID 000292849400022
View details for PubMedID 21627101
Abstract
We measure the intervalley scattering time of electrons in the conduction band of Ge quantum wells from the direct Γ valley to the indirect L valley to be ~185 fs using a pump-probe setup at 1570 nm. We relate this to the width of the exciton peak seen in the absorption spectra of this material, and show that these quantum wells could be used as a fast saturable absorber with a saturation fluence between 0.11 and 0.27 pJ/μm. We also observe field screening by photogenerated carriers in the material on longer timescales. We model this field screening by incorporating carrier escape from the quantum wells, drift across the intrinsic region, and recovery of the applied voltage through diffusive conduction.
View details for PubMedID 21164905
Abstract
Using a new general approach to limits in optical structures that counts orthogonal waves generated by scattering, we derive an upper limit to the number of bits of delay possible in one-dimensional slow light structures that are based on linear optical response to the signal field. The limit is essentially the product of the length of the structure in wavelengths and the largest relative change in dielectric constant anywhere in the structure at any frequency of interest. It holds for refractive index, absorption, or gain variations with arbitrary spectral or spatial form. It is otherwise completely independent of the details of the structure's design, and does not rely on concepts of group velocity or group delay.
View details for DOI 10.1103/PhysRevLett.99.203903
View details for Web of Science ID 000251003600020
View details for PubMedID 18233141
Abstract
We propose a novel semiconductor optoelectronic switch that is a fusion of a Ge optical detector and a Si metal-oxide semiconductor field-effect transistor (MOSFET). The device operation is investigated with simulations and experiments. The switch can be fabricated at the nanoscale with extremely low capacitance. This device operates in telecommunication standard wavelengths, hence providing the surrounding Si circuitry with noise immunity from signaling. The Ge gate absorbs light, and the gate photocurrent is amplified at the drain terminal. Experimental current gain of up to 1000x is demonstrated. The device exhibits increased responsivity (approximately 3.5x) and lower off-state current (approximately 4x) compared with traditional detector schemes.
View details for PubMedID 17632630
Abstract
We demonstrate an electroabsorption modulator on a silicon substrate based on the quantum confined Stark effect in strained germanium quantum wells with silicon-germanium barriers. The peak contrast ratio is 7.3 dB at 1457 nm for a 10 V swing, and exceeds 3 dB from 1441 nm to 1461 nm. The novel side-entry structure employs an asymmetric Fabry-Perot resonator at oblique incidence. Unlike waveguide modulators, the design is insensitive to positional misalignment, maintaining > 3 dB contrast while translating the incident beam 87 mum and 460 mum in orthogonal directions. Since the optical ports are on the substrate edges, the wafer top and bottom are left free for electrical interconnections and thermal management.
View details for Web of Science ID 000246395000064
View details for PubMedID 19532843
Abstract
We show in principle how to cloak a region of space to make its contents classically invisible or transparent to waves. The method uses sensors and active sources near the surface of the region, and could operate over broad bandwidths. A general expression is given for calculating the necessary sources, and explicit, fully causal simulations are shown for scalar waves. Vulnerability to broad-band probing is discussed, and any active scheme should detectable by a quantum probe, regardless of bandwidth.
View details for Web of Science ID 000242964300065
View details for PubMedID 19529679
Abstract
We present a multifunctional photonic switch that monolithically integrates an InGaAsP/InP quantum well electroabsorption modulator and an InGaAs photodiode as a part of an on-chip, InP optoelectronic circuit. The optical multifunctionality of the switch offers many configurations to allow for different optical network functions on a single chip. Here we experimentally demonstrate GHz-range optical wavelength-converting switching with only ~10 mW of absorbed input optical power, electronically controlled packet switching with a reconfiguration time of <2.5 ns, and optically controlled packet switching in <300 ps.
View details for Web of Science ID 000234538800040
View details for PubMedID 19503349
Abstract
Silicon is the dominant semiconductor for electronics, but there is now a growing need to integrate such components with optoelectronics for telecommunications and computer interconnections. Silicon-based optical modulators have recently been successfully demonstrated; but because the light modulation mechanisms in silicon are relatively weak, long (for example, several millimetres) devices or sophisticated high-quality-factor resonators have been necessary. Thin quantum-well structures made from III-V semiconductors such as GaAs, InP and their alloys exhibit the much stronger quantum-confined Stark effect (QCSE) mechanism, which allows modulator structures with only micrometres of optical path length. Such III-V materials are unfortunately difficult to integrate with silicon electronic devices. Germanium is routinely integrated with silicon in electronics, but previous silicon-germanium structures have also not shown strong modulation effects. Here we report the discovery of the QCSE, at room temperature, in thin germanium quantum-well structures grown on silicon. The QCSE here has strengths comparable to that in III-V materials. Its clarity and strength are particularly surprising because germanium is an indirect gap semiconductor; such semiconductors often display much weaker optical effects than direct gap materials (such as the III-V materials typically used for optoelectronics). This discovery is very promising for small, high-speed, low-power optical output devices fully compatible with silicon electronics manufacture.
View details for DOI 10.1038/nature04204
View details for PubMedID 16251959
Abstract
Dispersive thin-film stacks are interesting as compact, cost-effective devices for temporal dispersion compensation and wavelength multiplexing. Their performance depends on the total group delay or spatial shift that can be achieved. For general multilayer stacks, no analytic model exists relating the performance to the stack parameters such as the refractive indices and the number of layers. We develop an empirical model by designing and analyzing 623 thin-film stacks with constant dispersion. From this analysis we conclude that, for given stack parameters, the maximum constant dispersion value is inversely proportional to the wavelength range over which the dispersion is achieved. This is equivalent to saying that, for constant dispersion, there is a maximum possible spatial shift (or group delay) that can be achieved for a given material system and number of layers. This empirical model is useful to judge the feasibility of dispersive photonic nanostructures and photonic crystal superprism devices and serves as a first step in the search for an analytic performance model. We predict that an 8-channel wavelength multiplexer can be realized with a single 21-microm-thick SiO2-Ta2O5 thin-film stack.
View details for PubMedID 15943271
Abstract
We use Hamiltonian optics to design and analyze beam propagation in two-dimensional (2D) periodic structures with slowly varying nonuniformities. We extend a conventional Hamiltonian method, adding equations for calculating the width of a beam propagating in such structures, and quantify the range of validity of the extended Hamiltonian equations. For calculating the beam width, the equations are more than 10(3) times faster than finite difference time domain (FDTD) simulations. We perform FDTD simulations of beam propagation in large 2D periodic structures with slowly varying nonuniformities to validate our method. Beam path and beam width calculated using the extended Hamiltonian method show good agreement with FDTD simulations. By contrasting the method with ray tracing of the bundle of rays, we highlight and explain the limitations of the extended Hamiltonian method. Finally, we use a frequency demultiplexing device optimization example to demonstrate the potential applications of the method.
View details for DOI 10.1103/PhysRevE.70.036612
View details for PubMedID 15524661
Abstract
We present a dual-diode, InGaAsP/InP quantum-well modulator that incorporates a monolithically-integrated, InGaAs photodiode as a part of its on-chip, InP optoelectronic circuit. We theoretically show that such a dual-diode modulator allows for wavelength conversion with 10-dB RF-extinction ratio using 7 mW absorbed optical power at 10 Gb/s. We experimentally demonstrate unlimited wavelength conversion across 45 nm between 1525 nm and 1570 nm, and dual-wavelength broadcasting over 20 nm between 1530 nm and 1565 nm, spanning the entire C-band with >10dB RF-extinction ratio and using 3.1-6.7 mW absorbed optical power at 1.25 Gb/s.
View details for Web of Science ID 000188383200011
View details for PubMedID 19471539
Abstract
We demonstrate an imaging spectrometer with 30nm resolution that utilizes a novel time-domain filtering architecture. The architecture is based on a pixel by pixel integration of the interferogram signal mixed with reference waveforms. The system can be adapted in real time to discriminate between LED sources of different wavelengths, perform signal processing on the spectra, as well as discriminate between highly overlapping, broadband spectral features in a scene illuminated by a tungsten lamp. Unlike a conventional spectral signature discrimination system, which needs a dedicated computation subsystem running a discrimination algorithm, the time-domain filtering architecture embeds much of the computation in the filtering, which will aid the design of integrated miniaturized spectral signature discrimination systems.
View details for Web of Science ID 000184951200003
Abstract
We demonstrate an imaging spectrometer with 30nm resolution that utilizes a novel time-domain filtering architecture. The architecture is based on a pixel by pixel integration of the interferogram signal mixed with reference waveforms. The system can be adapted in real time to discriminate between LED sources of different wavelengths, perform signal processing on the spectra, as well as discriminate between highly overlapping, broadband spectral features in a scene illuminated by a tungsten lamp. Unlike a conventional spectral signature discrimination system, which needs a dedicated computation subsystem running a discrimination algorithm, the time-domain filtering architecture embeds much of the computation in the filtering, which will aid the design of integrated miniaturized spectral signature discrimination systems.
View details for PubMedID 19466081
Abstract
We demonstrate how to design thin-film multilayer structures that separate multiple wavelength channels with a single stack by spatial dispersion, thus allowing compact manufacturable wavelength multiplexers and demultiplexers and possibly beam-steering or dispersion-control devices. We discuss four types of structure--periodic one-dimensional photonic crystal superprism structures, double-chirped structures exploiting wavelength-dependent penetration depth, coupled-cavity structures with dispersion that is due to stored energy, and numerically optimized nonperiodic structures utilizing a mixture of the other dispersion effects. We experimentally test the spatial dispersion of a 200-layer periodic structure and a 66-layer nonperiodic structure. Probably because of its greater design freedom, the nonperiodic structure can give both a linear shift with wavelength and a larger usable shift than the thicker periodic structure gives.
View details for PubMedID 12638890
Abstract
We present a method of spectral discrimination that employs time-domain processing instead of the typical frequency-domain analysis and implement the method in a Michelson interferometer with a nonlinear mirror scan. The technique yields one analog output value per scan instead of a complete interferogram by directly filtering a measured scan with a reference function in the time domain. Such a procedure drastically reduces data-processing requirements downstream. Additionally, using prerecorded interferograms as references eliminates the need to compensate for scan nonlinearities, which broadens the field of usable components for implementation in miniaturized sensing systems. With our efficient use of known spectral signatures, we demonstrate real-time discrimination of 633- and 663-nm laser sources with a mirror scan length of 1 microm , compared with the Rayleigh criterion of 7 microm.
View details for Web of Science ID 000176623100019
View details for PubMedID 18026389
Abstract
Structured optical elements that control the spatial and temporal characteristics of femtosecond light pulses are analyzed and synthesized. We show that unique spatiotemporal effects can be attained based on the diffraction, refraction, and dispersive effects that appear in the femtosecond regime. We argue that the design requirements for ultrafast optics are beyond the achromatization considerations that are usually applied to incoherent illumination because of the need to consider coherent effects. Despite fundamental limitations in the space-time control of ultrashort pulses, we show the potential of this technique to improve simultaneously the spatial and the temporal resolution of a lens and to generate ultrafast pulse sequences.
View details for Web of Science ID 000170759400022
View details for PubMedID 18049613
Abstract
We present a rigorous electromagnetic formalism for defining, evaluating, and optimizing the degrees of freedom of an optical system. The analysis is valid for the delivery of information with electromagnetic waves under arbitrary boundary conditions communicating between domains in three-dimensional space. We show that, although in principle there is an infinity of degrees of freedom, the effective number is finite owing to the presence of noise. This is in agreement with the restricted classical theories that showed this property for specific optical systems and within the scalar and paraxial approximations. We further show that the best transmitting and receiving functions are the solutions of well-defined eigenvalue equations. The present approach is useful for understanding and designing modern optical systems for which the previous approaches are not applicable, as well as for application in inverse and synthesis problems.
View details for Web of Science ID 000086764500010
Abstract
A rigorous method for finding the best-connected orthogonal communication channels, modes, or degrees of freedom for scalar waves between two volumes of arbitrary shape and position is derived explicitly without assuming planar surfaces or paraxial approximations. The communication channels are the solutions of two eigenvalue problems and are identical to the cavity modes of a double phase-conjugate resonator. A sum rule for the connection strengths is also derived, the sum being a simple volume integral. These results are used to analyze rectangular prism volumes, small volumes, thin volumes in different relative orientations, and arbitrary near-field volumes: all situations in which previous planar approaches have failed for one or more reasons. Previous planar results are reproduced explicitly, extending them to finite depth. Depth is shown not to increase the number of communications modes unless the volumes are close when compared with their depths. How to estimate the connection strengths in some cases without a full solution of the eigenvalue problem is discussed so that estimates of the number of usable communications modes can be made from the sum rule. In general, the approach gives a rigorous basis for handling problems related to volume sources and receivers. It may be especially applicable in near-field problems and in situations in which volume is an intrinsic part of the problem.
View details for PubMedID 18345068
Abstract
We present a 2-kbit, 50-Mpage/s, photonic first-in, first-out page buffer based on gallium arsenide/aluminium-gallium arsenide multiple-quantum-well diodes that are flip-chip bonded to submicrometer silicon complementary-metal-oxide-semiconductor circuits. This photonic chip provides nonvolatile storage (buffering), asynchronous-to-synchronous conversion, bandwidth smoothing, tolerance to jitter or skew, spatial format conversion, wavelength conversion, and independent flow control for the input and the output channels. It serves as an interface chip for parallel-accessed optical bit-plane data. It represents the first smart-pixel array that accomplishes the vertical integration of multiple-quantum-well modulators and detectors directly over active silicon VLSI circuits and provides over 340 transistors per optical input-output. Results from high-speed single-channel testing and real-time array operation of the photonic page buffer are reported.
View details for Web of Science ID A1996UL34600012
View details for PubMedID 21085380
Abstract
We describe, demonstrate, and characterize an analog self-electro-optic-effect device that gives a difference between two optical output powers that is linearly proportional to an electrical or an optical drive. Such a device should permit bipolar (positive and negative) processing in novel image processing arrays. The device is able to operate over a range of more than 4 orders of magnitude of optical power from 50 nW to 2.5 mW, corresponding to uniform incident intensities as low as 3.3 mW/cm(2). The frequency response (3-dB limit) varies linearly from 7 kHz at 1-µW absorber power to 3.5 MHz at 1 mW of absorbed powers.
View details for Web of Science ID A1994NC58600019
View details for PubMedID 20862176
Abstract
We describe an analog self-electro-optic-effect device that gives a difference between two optical output powers that is linearly proportional to electrical or optical drive, permitting bipolar processing in novel image-processing arrays. The device is able to operate over a range of more than four orders of magnitude optical power, from 50 nW to 2.5 mW, corresponding to uniform incident intensities as low as 3.3 mW/cm(2).
View details for Web of Science ID A1993LF88900014
View details for PubMedID 19823263
Abstract
We have reduced the switching energy for an all-optical soliton dragging NOR gate to 5.8 pJ by using a two-fiber configuration and optimizing the fiber and laser parameters. The cascadable NOR gate has a fanout of six, restores both the logic level and timing, and can operate at bit rates of up to 0.2 THz. In addition, we show that soliton dragging can be represented as a generalized exclusive-or module with high functionality. Two such modules can be interconnected as NOR and AND gates or broadcast and routing switches.
View details for Web of Science ID A1990DW76800011
View details for PubMedID 19770950
Abstract
We present new optoelectronic logic devices or circuits consisting of electrically connected quantum well PIN diodes capable of implementing any boolean logic function. One class of circuits uses single beams to represent the logic levels and compares their intensities to a locally generated reference signal. A second class of circuits routes signals as differential pairs. The connections of diodes in these circuits resemble the transistor connections in NMOS and CMOS logic families. We demonstrate simple optical programmable logic arrays (e.g., E = AB + CD) using both of these classes of circuits.
View details for Web of Science ID A1990DC61800023
View details for PubMedID 20563144
Abstract
We demonstrate quantum well tri-state logic devices for possible use in optical bus architectures. These optical devices are analogous to the tri-state devices often used in electronic buses, where each device can be actively on, actively off, or disabled with at most one device on the bus active at a time. We show two methods of generating these tri-state data, one using tri-state quantum well modulators and one using optical tri-state self-electrooptic effect devices, and we demonstrate a simple optical bus consisting of two such devices. Finally, we comment on the limitations on the number of devices that can be connected to a bus of this type.
View details for Web of Science ID A1990CU29200019
View details for PubMedID 20562974
Abstract
Many semiconductor light modulators rely on changes in excitonic absorption induced by electric fields. We study their temporal response in the framework of a one-dimensional model, for which we solve exactly the timedependent Schrödinger equation. For a homogeneously broadened system, the electroabsorption response time is found to be simply the inverse of the (field-induced) exciton linewidth, which can be as short as 50 fsec.
View details for Web of Science ID A1990CH36900021
View details for PubMedID 19759711
Abstract
Using a 6 X 6 array of integrated quantum-well self-electro-optic-effect devices, we demonstrate an optically addressed spatial light modulator able to convert a visible, incoherent image into coherent infrared (IR) light. Depending on the IR wavelength used, the output is either a positive, binary-thresholded version of the input (bistable mode) or its linear, negative (self-linearized) mode. This device can also function as a dynamic bistable memory that can retain its internal state without power for times as long as 30 sec.
View details for Web of Science ID A1988M704700014
View details for PubMedID 19745878
Abstract
It is shown theoretically that optical bistability will exist in a material whose optical absorption is more than linearly proportional to the degree to which the material is excited. No cavity or external feedback is required. The underlying principle of this bistability appears to be a generalization of several previous independent discussions of mirrorless bistabilities in specific physical systems. This bistability and associated differential gain are demonstrated experimentally using a thermal nonlinearity in a GaAs/GaAlAs multiple-quantum-well semiconductor. Theory and experiment show good agreement.
View details for Web of Science ID A1984SP80800006
View details for PubMedID 19721530
Abstract
We demonstrate an optical-level shifter and a modulator whose transmission varies linearly with drive current, both based on a new, negative-feedback mode of operation of the recently discovered quantum-well self-electro-optic effect device. The system is compatible with both laser diodes and low-power semiconductor electronics and is applicable in both analog and digital optical processing. An extension of the system gives inverted, linear modulation of a coherent beam by an incoherent light source.
View details for Web of Science ID A1984TV44300015
View details for PubMedID 19721670 | |||
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] | null | [] | 2005-12-07T19:05:07-06:00 | en | https://www.ossnewsreview.com/intec-telecom-systems-plc-announces-audited-results-for-the-year-ended-30-september-2005-55 | Intec Telecom Systems PLC (“Intec†or “the Companyâ€), a leading supplier of billing software solutions to the global telecoms industry, today announced its audited results for the year ended 30 September 2005 (“FY 2005â€). Revenue and earnings have grown almost 70% over the same period last year as a result of the turnaround of the Singl.eView acquisition, with Intec making a clear transition to being one of the world’s leading BSS/OSS suppliers in terms of both business performance and product capability.
Financial Highlights
– Revenue up 69% to £116.2m (Year ended 30 September 2004 (“FY 2004â€): £68.8m)
– EBITDA before exceptionals up 58% to £16.9m (FY 2004: £10.7m)
– License sales up 33% to £25.4m (FY2004:£19.1m)
– Adjusted PBT up 63% to £13.5m (FY 2004: £8.3m)
– Loss before tax of £4.0m (FY 2004: loss of £1.2m) after £16.4m amortisation charge (FY 2004: £8.8m)
– Adjusted EPS up 7% to 3.82p (FY 2004: 3.57p); Basic loss per share (2.00p) (FY 2004: (0.80p))
– Operating cash inflow of £0.6m (FY 2004: inflow of £4.6m)
– Net cash and current asset investments of £23.8m (FY 2004: £32.2m)
Operational Highlights
– Successfully turned around the Singl.eView business; made profitable from first quarter of ownership.
– Original Intec business continues to win market share.
– Increase in frequency of multi-product, multi-million pound deals.
– Transformation of Intec into tier 1 vendor of business critical solutions.
– Contract wins across all products and all regions including two RBOCs in the USA, MTN, The Carphone Warehouse, Saudi Telecom and VimpelCom.
– New solutions launched, including Singl.eView v6, Intec IPTV and Intec Trading & Routing.
– New Centre of Excellence opened in Bangalore.
“2005 has been a year of transition in which Intec has increased its market share in its established business, created excellent momentum and good profitability in Singl.eView, and built a strong foundation for continued, profitable growth,†said Intec’s non-executive chairman, John Hughes. “It has also been a year of investment, in particular in new offshore facilities, new software solutions, and improved operational infrastructure, that are vital to our future competitive performance.â€
“The impact of Singl.eView on Intec has been dramatic. We are delivering on its promise, particularly in terms of our market presence, and in establishing relationships with the most senior management at tier 1 telcos,†added Intec CEO Kevin Adams. “As well as beating expectations for both revenue and earnings, we have transformed the Singl.eView business from substantial losses to profitability. Despite strong marketplace competition, we have won our largest ever deals, which bring long-term revenue streams.†| |||||||
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] | null | Convergent billing market size to reach $73.2 billion by 2031. This report study presents a quantitative analysis of the market with emerging trends. | en | assets/img/favicon.ico | Allied Market Research | https://www.alliedmarketresearch.com/convergent-billing-market-A53442 | Convergent Billing Market Research, 2031
The global convergent billing market was valued at $11.5 billion in 2021, and is projected to reach $73.2 billion by 2031, growing at a CAGR of 20.7% from 2022 to 2031.
A convergent billing is the integration of all service charges onto a single customer invoice and a unified view of the customer. Customer should call a call center and should get complete account information for all the services opted. Customer receives a single bill and makes a single payment for all the services. A truly convergent billing system should be able to consolidate any number and combination of products and services onto a single bill, regardless of the type of product and market segment. Moreover, telecom operators and organizations around the world have developed numerous billings solutions and techniques over the years to facilitate customers as well as for the progression of the telecommunication industry. Furthermore, it is an ongoing industry that keeps inventing new mechanics for its improvement.
One of the major advantages is the availability of an individual itemized billing of a customer. It provides an overview of outgoing calls that in the end benefits both the user and the firm. Most telecom firms have a large number of accounts to handle. It often leads to data complication and countless errors. The advent of convergent billing solutions reduces the risk of errors. It also benefits users who might want to save themselves from errors that had nothing to do with human error but resulted because of transactional value in the first place. Another leading advantage of convergent billing is its pre-identified model that improves customer service. Customer service executives are always aware of the queries that their customers pose which ultimately helps maintain customer loyalty and satisfaction. Further, many telecom firms are also inclined to change their tariff policies on their services quite regularly. This usually happens largely to incorporate new tariff changes in the billing process. The entire process helps customers and firms in smooth updated transitioning. Thus, creates lucrative growth opportunities in the market during the forecast period.
Factor such as increase in digital transformation initiative due to COVID-19 outbreak and increase in adoption of convergent billing solution to enhance operation & productivity, positively impact the growth of the market. Furthermore, increase in investment in advanced technology such as AI, IoT and big data is expected to provide the lucrative growth opportunities for the market in the upcoming years. However, data security & privacy concerns hamper the market growth.
Segment Review
The convergent billing market is segmented into component, deployment mode, enterprise size and region. By component, it is bifurcated into solution and services. By deployment mode, it is divided into on-premise and cloud. By enterprise size, the market is segregated into large enterprises and small and medium-sized enterprises. Region wise, it is analyzed across North America, Europe, Asia-Pacific, and LAMEA.
Depending on component, the solution segment dominated the convergent billing market size in 2021 and is expected to continue this trend during the forecast period. This is due to technological advancements that enable convergent billing to transform industries. However, the services segment is projected to hold the highest market share in the upcoming year. The adoption of convergent billing services enhances software implementation, maximizes the value of existing installation by optimizing it, and minimizes the deployment cost & risks, and others.
By region, North America dominated the convergent billing market share in 2021. The rising adoption of convergent billing solution to improve businesses and the customer experiences are expected to propel the market growth in this region. However, Asia-Pacific is expected to exhibit highest growth during the forecast period. This is attributed to increase the penetration of digitalization and higher adoption of cloud based solution & services, that boost the convergent billing market growth in this region.
Top Impacting Factors
Increase in digitalization due to COVID-19 outbreak:
The outbreak of the COVID-19 pandemic has brought in stay-at-home measures, minimalist business scenarios, limited mobility, and early signs of a looming recession around the globe along with the volatile, complex, uncertain, and ambiguous situations for business operation. Thus, companies are accelerating their digital transformation strategies and adding convergent billing solution use cases in their daily activities as they are trying to stay afloat in an increasingly competitive market. Telecom businesses are paying attention to digital technology investments, due to rise in need to address the mass fallout from COVID-19. On the other hand, during the pandemic, market players are helping organizations in different industries to help them in digital transformation and to improve their management capabilities. Such progressively initiative helps in businesses in their digital transformation journey during the pandemic, thus fueling the convergent billing industry growth.
Increasing adoption of cloud-based solutions & services:
Mostly organizations are increasingly adopting cloud-based models by distributing their resources across environments. Cloud-based convergent billing solution has gained popularity as it provides flexibility, scalability, and low-cost benefits. It also helps organizations centrally analyze data generated from various locations and collect data from different software or platform, making it easy to gather and analyze data. Furthermore, convergent billing providers such as IBM Corporation, Nokia Corporation and Optiva Inc. have launched convergent billing offerings to cater to the business demand for across region, owing to transition to cloud. The major factors that boost the growth, include rise in need for improving the productivity of the organization by deploying advanced technology to meet the business needs. This fuels the convergent billing market forecast.
COVID-19 Impact Analysis
The current estimation of 2031 is projected to be higher than pre-COVID-19 estimates. The global COVID-19 pandemic has drastically affected businesses across the world. It has positively impacted the adoption of convergent billing market. Furthermore, businesses are investing more money on convergent billing due to the growing trend of personalized business operation as a way to enhance the customer experience. In addition, the solution offers firms a number of benefits, including the ability to control budget and help to enhance financial revenue management. Furthermore, growth in migration of businesses toward cloud and digital transformation initiative across countries is expected to create opportunities for the convergent billing market in the upcoming year.
Moreover, the pandemic has introduced considerable challenges for companies, which are trying to execute key processes, report accurately with data spread over multiple locations, and operate complex systems. Hence, a greater number of companies are investing in convergent billing solution. Convergent billing solution provides limitless scalability and continual enhancement of functionalities, which are critical in accomplishing digital transformation, thus boosting growth of the market post pandemic. For instance, Intec Telecom Systems and IBM have completed a performance benchmark of Intec Convergent Billing v6, the latest version of its market leading customer care and billing system, on IBM System p5 servers, demonstrating the capability to handle a sustained throughput equivalent to the needs of a customer base of 60 million pre-paid subscribers. The benchmark was based on current customer implementation and reflected realistic operating conditions and data. Intec Convergent Billing v6 is designed to offer scalable, leading-edge performance for any combination of payment method and communications technology, including pre and post-paid, fixed, wireless, and next-generation services, for operators and service providers of all types and sizes. Such enhancement provide the lucrative opportunities for the convergent billing market trends during the forecast period.
Key Strategy/Development:
For instance, in September 2022, Optiva Inc., announced the launch of the first 5G telecom charging solution to be transacted through Google Cloud Marketplace. Optiva Charging Engine is pre-integrated with Google Cloud, enabling CSPs to rapidly procure the software and subsequently connect to other parts of their architecture within ninety days.
For instance, in May 2022, Ericsson and Orange France have signed a five-year agreement which will make Ericsson Charging the strategic monetization platform for Orange France’s 5G subscribers. Orange France is the largest French telecom operator.
For instance, in September 2021, Nokia launched a charging configurator microservice for its existing Nokia Converged Charging (NCC) monetization solution, enabling Communications Service Providers (CSPs) to create new charging logic and service offers and move faster to market when configuring new and innovative 5G services.
For instance, in December 2020, CSG International increased its billing deal with Airtel Africa to provide managed services, including convergent pricing, billing solutions, and customer relationship management, in order to improve its position throughout its 14-country presence in Africa.
Key Benefits for Stakeholders
The study provides an in-depth convergent billing market analysis along with the current trends and future estimations to elucidate the imminent investment pockets.
Information about key drivers, restrains, and opportunities and their impact analysis on the convergent billing market size is provided in the report.
The Porter’s five forces analysis illustrates the potency of buyers and suppliers operating in the convergent billing industry.
The quantitative analysis of the global convergent billing market for the period 2021–2031 is provided to determine the convergent billing market potential. | ||||
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""
] | null | [
"Joe Panettieri",
"Sharon Florentine",
"Jessica C. Davis"
] | 2018-11-21T12:56:00-05:00 | Please, update description for Private equity. | en | /favicon.ico | ChannelE2E | https://www.channele2e.com/topic/private-equity | Private Equity Firm Seaport Capital Acquires CyberlinkASP
August 4, 2023
New York-based private equity firm Seaport Capital has acquired CyberlinkASP from Staple Street Capital.
BlueAlly Technology Solutions Acquires Strata Consulting
August 2, 2023
BlueAlly Technology Solutions, backed by private equity firm Source Capital, has acquired Strata Consulting.
PE-Backed Brightworks IT Acquires RAD Computing
July 31, 2023
RAD Computing's CEO said the acquisition is about growth, combining successful resources, and pursuing a vision of success
RISC IT Acquired to Launch New Buy-Build Solutions Platform
Sharon FlorentineJuly 25, 2023
Welsh cloud service provider and Microsoft partner RISC IT will serve as the foundation of a new buy-build group.
MSP M&A: InTEC Group Acquires Opal IT
July 25, 2023
The deal is part of InTEC's ongoing acquisition strategy. Opal represents inTEC’s eleventh acquisition since 2016 and their third this year.
5 Channel Partner & MSP News Updates for 24 July 2023
Jessica C. DavisJuly 24, 2023
Recession less certain in next 12 months; Microsoft Exchange Online attack worse than originally thought; Broadridge gets new Canada boss
PE-Backed Novatech Acquires Carolina Business Equipment
July 17, 2023
Novatech, backed by private equity firm Trivest Partners, has acquired Carolina Business Equipment (CBE).
Microsoft Cloud Partner M&A: Evergreen Acquires Western Computer
Sharon FlorentineJuly 13, 2023
Managed IT services and software company Evergreen has acquired Western Computer, a Microsoft Gold Cloud partner and reseller of Microsoft Dynamics 365, CRM, and ERP systems. | ||||
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] | null | [] | 2022-02-10T15:41:06+00:00 | The Rafael del Pino Foundation's Chair in Science and Society has finalised the report Ten technologies to boost Spain. Under the supervision of Professor Javier García Martínez, the Chair's team is preparing a document to identify the ten emerging technologies that offer a competitive advantage to the Spanish economy and society. | en | Chair in Science and Society | https://frdelpino.es/ciencia-y-sociedad/en_gb/intec-new-technologies-report-2021/ | The Chair in Science and Society of the Rafael del Pino Foundation prepares the report Ten technologies to boost Spain. Under the supervision of Professor Javier García Martínez, the Chair's team drafts an annual document that identifies the ten emerging technologies that offer a competitive advantage to the Spanish economy and society.
The report Ten technologies to boost Spainis an analysis and prospective work led by the Rafael del Pino Foundation professor Javier García Martínez. The team behind it is made up of Fernando Gomollón Bell and Eugenio Mallol, with editorial coordination by Jordi Sánchez Navas. It is backed by a committee of experts made up of 14 leading figures in science and technology, who contribute their experience and knowledge in various fields.
This report on ten technologies to give Spain a competitive edge does not seek to disseminate the latest and most striking innovations in the field of research, but rather to recognise those science and technology-based initiatives that are in the process of being incorporated into economic activity, by connecting their innovative nature with a high degree of maturity in their development and application.
They are currently members of the Committee of Experts:
María José Alonso Fernández. Editor-in-Chief of the journal Drug Delivery and Translational Research (DDTR). Former President of the Controlled Release Society (CRS). Principal Investigator, CIMUS Research Institute, University of Santiago de Compostela (USC). Professor of Pharmacy and Pharmaceutical Technology at the USC.
Pablo Artal Soriano. Doctor in Physics and Professor of Optics at the University of Murcia. Founder of the technology-based company Voptica. Chairman of the Physics panel at the State Research Agency. National Research Award 2018
María Blasco Marhuenda. PhD in Biochemistry and Molecular Biology. Director of the Spanish National Cancer Research Centre (CNIO). National Research Award 2010.
Lina Gálvez Muñoz. MEP (Vice-Chair of the Committee on Industry, Research and Energy. Member of the Committee on Women's Rights and Gender Equality and the Panel for the Future of Science and Technology). Professor of Economic History and Institutions, Department of Economics, Pablo Olavide University (Seville).
Laura Lechuga Gómez. Research Professor at CSIC (GENCAT-CSIC-UAB), Head of the Nanobiosensors and Bioanalytical Applications Group at ICN2 and CIBER-BBN. National Research Award 2020.
Nuria Oliver Ramírez. Director of Data Science Research at Vodafone. Chief Data Scientist Data-Pop Alliance. Co-founder and scientific advisor to the Ellis Foundation for Artificial Intelligence.
Manuel de León Rodríguez. Mathematician and Doctor in Mathematical Sciences. Research Professor at the CSIC and Academician of the Royal Academy of Exact, Physical and Natural Sciences. Founder and Director of the Institute of Mathematical Sciences (ICMAT).
Susana Marcos Celestino. Director of the Visual Science Center at the University of Rochester. Research Professor and Director of the Visual Optics and Biophotonics Laboratory at the CSIC Institute of Optics. Vice-President of the Scientific Advisory Committee of the State Research Agency. National Research Award 2019.
María Ángela Nieto Toledano. Research Professor at the Institute of Neurosciences (CSIC-UMH) in Alicante, member
of CIBERER and President of the International Society for Developmental Biology (ISDB). National Research Award 2019. Credits Report 2022
Andres Pedreño Muñoz. Professor of Applied Economics, former Rector of the University of Alicante and former CEO of Universia.
Héctor Perea Saavedra. Industrial Engineer. Former Director of Strategy and Business Development at CEPSA.
Emma Fernández. Telecommunications engineer and MBA. She has developed her professional career in the technology sector in leading companies such as Telefónica, Alcatel and Indra. In the latter she was General Manager between 2006 and 2015.
Javier Ventura-Traveset Bosch. PhD in Telecommunications Engineering. Director of the Scientific Office of Satellite Navigation and Executive Secretary of the Scientific Advisory Committee of the Galileo programme of the European Space Agency (ESA), Spokesperson in Spain for ESA and member of the Royal Academy of Engineering of Spain.
Fernando Temprano. PhD in Chemical Sciences and Master in Business Administration. From 2007 to 2017. Former director of Repsol's R&D and technology division, with global responsibility in this area.
Presentation in Madrid in mid-2021
The presentation of the report took place on 17 November 2021 in an event held at the Madrid headquarters of the Rafael del Pino Foundation, with the participation of researcher Sonia Contera, Professor of Physics at Oxford University, and Iñaki Berenguer, investor, entrepreneur and founder of companies such as Coverwallet and Pixable, among others.
The report draws on a long tradition of such documents promoted by leading international organisations and reputable scientific publications. This is the case of the Top ten emerging technologies The World Economic Forum, the World Economic Forum's version of this report, the magazine Scientific American or the selection made each year by MIT with the title 10 breakthrough technologies.
The report, applied to the specific case of Spanish competitiveness, prepared by the Chair in Science and Society of the Rafael del Pino Foundation, incorporates the experience of its director Javier García Martínez, who is a member of the Committee of Experts that draws up the list of the World Economic Forum and participates in the drafting of the publication that Scientific American dedicates to this subject.
Telemedicine
Telemedicine harnesses digital resources and advances in telecommunications to bring about a leap forward in healthcare systems. Its impact benefits the most disadvantaged sectors, such as the elderly, the vulnerable sick and people living far from urban centres.
Further information
Photonics
Photonics has the potential to transform the telecommunications industry, as well as to revolutionise robotics and automation processes, advanced medicine and wearable technologies and quality control checks in different sectors.
Further information
Green hydrogen
Spain can lead the European transition to the hydrogen economy. Our position as a leader in the renewables market guarantees that we will be able to produce green hydrogen in large quantities and at very competitive prices.
Further information
Neuroscience
Machines that anticipate our thoughts and prevent accidents, neural interfaces that improve our memory and advanced implants capable of curing diseases such as Parkinson's or epilepsy will soon be a reality.
Further information
Mathematics for data processing
Spain leads pioneering initiatives in mathematical research and model development, thanks to the work of universities and the CSIC. However, the importance of mathematics in our economy is still far below that of other European countries.
Further information
Augmented reality
A commitment to innovation in augmented reality, across all sectors, is a guarantee of success; it will revolutionise healthcare, education, engineering and logistics, as well as transforming activities such as tourism, shopping and leisure.
Further information
Quick tests
Rapid tests could revolutionise the way we diagnose diseases. According to the WHO, these tests work without the complexity of a testing laboratory, give results within minutes and are easy to use, so they also do not require the intervention of medical professionals.
Further information
Supercomputing
Supercomputing is a technology that has enabled revolutionary breakthroughs. The development of new, even more powerful computers will transform almost every industrial sector, from the development of new pharmaceuticals and connected health systems to the creation of more efficient manufacturing processes and more sustainable technologies.
Further information
Precision farming
Thanks to satellites, drones, autonomous machinery and artificial intelligence, precision agriculture will be able to reduce greenhouse gas emissions, maximise resource efficiency and crop sustainability.
Further information
Nanomedicine
The applications of nanotechnology in medicine include diagnosis, treatment, reduction of side effects and even the enormous potential to fight more effectively against infectious organisms such as SARS-CoV-2 or antibiotic-resistant bacteria. For years, Spain has led innovation in the field of nanomedicine. Now...
Further information
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"Stephen Ezell"
] | 2024-01-29T00:00:00 | The Dominican Republic is one of the world’s fastest-growing economies, offers perhaps the most attractive business environment in Latin America, and is a leading candidate for nearshored investments in advanced manufacturing activity—particularly for electronics such as printed circuit boards (PCBs) and the assembly, test, and packaging (ATP) of semiconductors. | en | /favicon.ico | https://itif.org/publications/2024/01/29/dr-semiconductor-readiness/ | Key Takeaways
Contents
Key Takeaways. 1
Executive Summary. 3
Introduction. 8
Why Should the Dominican Republic Seek to Establish a Presence in Semiconductor Value Chains?. 9
The Economy of the Dominican Republic. 11
Regulatory Environment. 18
Business Environment. 25
The Reorganization of Global Advanced-Industry Value Chains. 32
The Global Semiconductor Industry. 36
Policy Recommendations. 47
Conclusion. 50
Endnotes. 51
Executive Summary
The global economy is currently undergoing a dramatic reordering, driven by a multitude of factors including COVID-19 pandemic-induced supply chain disruptions; the emergence of breakthrough digital technologies such as artificial intelligence (AI); and geopolitical tensions, not least between the United States and China. In a quest to enhance the stability, resilience, and cost-competitiveness of their supply chains, advanced electronics manufacturers are considering alternative production locations worldwide, presenting nations with a unique opportunity to present their distinctive value propositions to attract globally mobile investment in an international economy that’s reorganizing in real time.
In few sectors is this opportunity greater than in semiconductors, an industry that’s expected to grow 40 percent globally to a $1 trillion by 2030, and where the U.S. government is stimulating its growth across North America through the CHIPS and Science Act, which committed $52 billion in federal investment and has already attracted $220 billion in announced investments across some 70 projects. The Dominican Republic is a prime candidate to capture increased North American investment in printed circuit board (PCB) manufacturing and offers considerable attractiveness as a destination for near-shored semiconductor assembly, test, and packaging (ATP) activity, in which semiconductors are tested and assembled into sophisticated packages.
Indeed, the Dominican Republic presents one of the most attractive foreign direct investment (FDI) environments the Americas have to offer. The country’s political economy is marked by a business friendly environment that features political stability, a liberalized trade regime, and regulatory continuity that affords a stable and predictable operating environment for multinational corporations. These factors have contributed to the Dominican Republic becoming the seventh-largest Latin American economy and growing at a nearly 5 percent (4.9 percent) growth rate from 1972 to 2022, making it one of the world’s fastest-growing economies over the past half century. As the International Finance Corporation (IFC) has written, the Dominican Republic’s, “remarkable performance can be attributed to several factors, including implementation of sound policies, particularly by the central bank, improvements in policy framework, a more diversified export base, and the economy’s structural flexibility to changing global condition.” The IFC predicts the Dominican Republic’s over 5 percent annual growth rate will persist into the foreseeable future, with the country graduating from middle-income to advanced economy status potentially as soon as 2060.
The Dominican Republic presents one of the most attractive FDI environments the Americas have to offer.
A key driver of the Dominican Republic’s economic growth has been FDI in the country’s 87 free zones (FZs) that underpin advanced manufactured goods production—notably of electronics products and medical devices/instruments—for export to regional (though principally North American) markets. In the decade from 2013 to 2022, the Dominican Republic attracted a total of $27.7 billion in inbound FDI, with annual investment levels more than doubling from $1.9 billion in 2013 to $4.01 billion in 2022. Just under 20 percent of the inbound investment goes toward industry/manufacturing (tourism and energy being the Dominican Republic’s other leading FDI sectors).
The Dominican Republic’s FZs are situated across 28 of the country’s 32 provinces, supporting 820 companies in operations that employ over 197,600 direct jobs, produce over $8.1 billion in exports annually, and have made cumulative investments of over $7.16 billion in the country. The flourishing of the Dominican Republic’s FZs has been made possible by Law 8-90, which exempts beneficiaries from paying 100 percent of income taxes; export or-reexport taxes; import taxes and customs duties on machinery, raw materials, equipment, and construction materials; taxes on the transfer of industrialized goods and services; taxes on patents, estates, or assets; and municipal taxes. Thus, the FZs present a very attractive environment for near-shored manufacturing, particularly of goods intended for export to North American markets.
Medical devices/instruments constitute the country’s leading export sector, accounting for $2.25 billon in annual exports, with 5 of the world’s top 10 medical device manufacturers operating in the Dominican Republic, and the sector enjoying an annual growth rate of 17.7 percent in 2022. But just behind medical devices comes electronics, the second-largest exporter from the country’s FZs and which accounted for $1.2 billion of exports in 2022, with this representing 15 percent of total FZ exports and a 3.8 percent growth rate from the prior year.
Twenty-five leading electronics companies are active in the Dominican Republic’s FZs, led by enterprises such as Eaton, Rockwell Automation, Jabil, Fenix Manufacturing Solutions, and Cutler Hammer Industries; 16 of these 25 electronics companies are headquartered in North America, with 22 of the 25 the subsidiary of a foreign parent. Collectively, electronics companies operating in Dominican Republic FZs generate 11,120 jobs, 6 percent of all employment in Dominican Republic FZs. Dominican Republic electronics exports from FZs flow overwhelmingly to North America, with 98.8 percent going to the United States. By product exports to the United States, circuit breakers lead with 62.5 percent of such exports, followed by cellular phones and wireless network equipment at 9.1 percent, and other devices, such as junction boxes, with a 5.3 percent share.
The Dominican Republic offers a cost-competitive manufacturing environment.
Two of the most notable electronics manufacturers in the Dominican Republic are Eaton Corporation and Rockwell Automation. Eaton operates three manufacturing plants in the PIISA FZ in Haina, which together cover 460,000 square feet and employ over 5,000 individuals manufacturing a variety of electrical products, though most notably molded-case circuit breakers, electronics/commercial smart breakers, and miniature and residential circuit breakers. Eaton’s Dominican Republic team also won a global competition to site a Santo Domingo R&D and Design Center that will attract some $3 billion in research and development (R&D) investment through 2030. For its part, Rockwell Automation, a global developer of industrial automation and digital transformation technologies, employs over 300 individuals who produce 12 million electronic units (again, largely circuit breakers, PCB assemblies, cabling, etc.) and $53 million in total cost of goods sold annually.
The Dominican Republic offers a cost-competitive manufacturing environment. In fact, the World Bank found that the hourly manufacturing labor cost in the Dominican Republic is $2.50, 6 percent the rate in the United States, approximately half that of Costa Rica or Mexico, and even less than in China.
But another key reason why the Dominican Republic attracts multinationals is that its liberalized trade regime permits exporters duty-free access to more than 900 million consumers across 49 countries. Most importantly, the Dominican Republic-Central America-United States Free Trade Agreement (CAFTA-DR) liberalizes trade in goods and services between the United States and six Central American countries: Costa Rica, the Dominican Republic, El Salvador, Guatemala, Honduras, and Nicaragua. The country entered into an Economic Association Agreement with the European Union (EU) in 2008, since when its trade with the EU has increased 231 percent. As the EU has written, “The Dominican Republic has stood out for its punctual implementation of the assumed commitments in the EPA, including the tariff reduction schedule.” Critically for electronics manufacturers, the Dominican Republic is also a member of he seminal World Trade Organization (WTO) Information Technology Agreement (ITA), through which 82 nations have collaborated to eliminate tariffs on trade in hundreds of information and communications technology (ICT) products. Lastly, the Dominican Republic collaborates with its partners in Costa Rica, Ecuador, and Panama as part of the Alliance for Development in Democracy (ADD), an initiative to promote democratic strengthening and economic growth through the tightening of the three countries’ commercial, demographic, and cultural ties.
Another key reason why the Dominican Republic attracts multinationals is that its liberalized trade regime permits exporters duty-free access to more than 900 million consumers across 49 countries.
Exporters are also attracted to the Dominican Republic’s enviable geographical position in the Caribbean and its world-class logistical infrastructure. The country has the third-best maritime connectivity in the region and the seventh-largest multimodal maritime port in Latin America, meaning products can reach the U.S. East Coast in three to four days. The Dominican Republic ranks second in Latin America regarding international connectivity by air transport, with flights servicing U.S. semiconductor-producing locations across the Northeast, Midwest, and South. The country also enjoys the strongest Internet connectivity in the Caribbean, in part due to being home to NAP del Caribe, one of the most significant network access points (NAPs) in Latin America and one of the 220 NAPs located in 26 countries globally. It is one of only three carrier-neutral NAPs in all Latin America. While the country has traditionally been dependent on imported fossil fuels for energy, clean energy generation now accounts for 18.1 percent of the country’s energy supply, with renewable energy expected to account for 25 percent of the country’s energy production by 2025. Moreover, in interviews, manufacturers operating in FZs emphasized they receive power from dual sources and indicated that power outages were uncommon.
Countries have moved from being “price makers” to “price takers” in the quest to attract globally mobile advanced-technology industry investment. In fact, leading semiconductor manufacturers may consider as many as 500 discrete factors—ranging from countries’ and states’ talent, tax, trade, and technology policies to labor rates and laws and customs policies—as they evaluate where to situate multi-billion-dollar fab, or ATP, investments. In other words, the ease and certainty of doing business in a country matters greatly.
Here, the Dominican Republic has worked to make strides, particularly through its “Burocracia Cero” (“Bureaucracy Zero”) Program, established through Decree No. 640-20, which seeks to enhance public administration efficiency through clear and appropriate regulatory frameworks. To date, 315 procedures from 63 government institutions have been streamlined or reformed. For instance, Law No. 167-21 seeks to promote innovation through the application of regulatory policy tools that help inform the policymaking process with evidence-based analysis, with a goal of raising the quality of policies and legislation. From 2019 to 2002, the Dominican Republic’s score on the World Bank’s “Government Effectiveness” indicator increased from the 38.1 to 50 percent.
The Dominican Republic has also worked assiduously to improve the quality of its customs environment. A flagship initiative has been the 24-Hour Clearance Program, also called Dispatch 24h (or D24H), which seeks to clear containers within 24 hours. To date, the program has cleared over 50,000 containers in 24 hours or less, benefitting more than 6,700 importers. Another critical program for exporters from the Dominican Republic is Exporta Más (or Export +), through which participating companies can export without a physical inspection process and in A fully digital format, eliminating the need for paper documents, thus decreasing the time and costs associated with exporting. Over 250 companies are enrolled in the Exporta Más program, with participating companies making over 177,000 export declarations and the program now covering 58 percent of total exports from the country.
Despite these strengths, if the Dominican Republic is to migrate up the value chain in advanced electronics manufacturing, it will have to be able to educate and field a skilled workforce with the requisite skills to compete in advanced electronics manufacturing. Here, a crucial player will be the National Institute of Professional Technical Training, or “INFOTEP,” whose charter is to organize and govern the Dominican Republic’s national system of professional and technical training. INFOTEP has 245 operational centers nationwide, through which it offers a total of 920 technical courses, including 86 in electricity and electronics; 36 in ICT; and 104 in the manufacturing, installation, and maintenance of machinery and equipment. Companies fund INFOTEP by contributing 1 percent of their monthly payrolls to the program. INFOTEP is active across virtually all the country’s FZs, and manufacturers reported working extensively with INFOTEP to develop customized technical education courses, such as in microelectronics, precision welding, and use of robotics and other “Industry 4.0” automation technologies. Since its inception, INFOTEP has trained 770,914 workers in different competencies and fields via over 40,000 courses and close to 800,000 training hours.
Other important players in the Dominican Republic’s technical education ecosystem include the Technological Institute of the Americas (ITLA), a technical institution of higher education founded in 2000. ITLA specializes in training Dominican youth in fields such as software development, information networks, multimedia, mechatronics, automated manufacturing, and computer security. The Technological Institute of Santo Domingo (INTEC) is considered the leading technical institute in the country, and it offers extensive courses in fields such as electrical and mechanical engineering. In short, the Dominican Republic possesses a robust technical education training infrastructure.
In summary, the Dominican Republic has demonstrated the ability to support a high-tech electronics manufacturing industry and possesses the requisite ecosystem assets—digital and physical infrastructure, technical education institutions to support a microelectronics-skilled workforce, regulatory environment, etc.—needed to support its aspirations to compete in semiconductor ATP and PCB manufacturing. The Dominican Republic should be considered a prime candidate for nearshored, greenfield investment in these sectors. The country should also be considered a leading candidate to be designated a recipient of funding from the U.S. Department of State’s International Technology Security and Innovation (ITSI) Fund, which seeks to enhance and ensure semiconductor supply chain security and diversification and promote the development and adoption of secure, trustworthy telecommunications networks.
The report makes the following policy recommendations:
▪ The Dominican Republic should be considered a leading candidate to be designated a recipient of funding from the U.S. Department of State’s ITSI Fund.
▪ The government of the Dominican Republic should develop an explicit national semiconductor value proposition and broader competitiveness strategy.
▪ The Dominican Republic should launch an awareness campaign reaching out to global investors in advanced electronics industries highlighting the country’s favorable FZs and tax policies.
▪ The Dominican Republic can help address this gap by expanding the availability of degree programs in electrical engineering, computer science, and related courses.
▪ The Dominican Republic needs to increase the number of individuals holding IPC 610 certifications.
▪ The Dominican Republic should consider expanded use of investment incentives to attract semiconductor industry manufacturing activity.
▪ The Dominican Republic should set up a “one-stop-shop” to facilitate the regulatory clearance of all permits and approvals, such as environmental review permits, that would be required to launch a semiconductor ATP or PCB facility in the country.
▪ The Dominican Republic should join the expanded ITA (ITA-2) and join discussions toward promulgating an ITA-3.
▪ The Dominican Republic should champion robust digital trade regulations, and one way it could do so would be by joining the WTO’s Joint Initiative on E-commerce.
▪ The Dominican Republic should explore the possibility of entering into such a protocol with the United States, with the intent of further strengthening the trade and investment environment between the two nations.
Introduction
The global economy is currently undergoing a dramatic reordering, driven by a multitude of factors including COVID-19 pandemic-induced supply chain disruptions; the emergence of breakthrough digital technologies such as AI; and geopolitical tensions, not least between the United States and China. In a quest to enhance the stability, resilience, and cost-competitiveness of their supply chains, advanced electronics manufacturers are considering alternative production locations worldwide. This reshuffling of global value chains affords nations with a unique opportunity to present their distinctive value propositions to attract globally mobile investment in an international economy that’s reorganizing in real time.[1]
In few sectors is this opportunity greater than in semiconductors, an industry that’s expected to grow 40 percent globally to a $1 trillion by 2030.[2] One study finds that global demand for semiconductor manufacturing capacity will increase by 56 percent in the 2020s decade.[3] Another study estimates that over 70 new semiconductor fabs are expected to be constructed worldwide by 2030 to satisfy the growing global demand for semiconductors.[4] The U.S. government has committed to stimulating the semiconductor industry’s growth in North America through the CHIPS and Science Act, which committed $52 billion in federal investment, including $39 billion in incentives and $11 billion for R&D and workforce training activities, and which has already attracted $230 billion in announced investments across some 70 proposed projects in the United States.[5]
The reshuffling of global value chains affords nations with a unique opportunity to present their distinctive value propositions to attract globally mobile investment in an international economy that’s reorganizing in real time.
The Dominican Republic represents a prime candidate to capture increased North American investment in PCB manufacturing and offers considerable attractiveness as a destination for near-shored semiconductor ATP activity (the step in which semiconductors are tested and assembled into sophisticated packages). That’s in large part because the Dominican Republic represents one of Latin America’s most-attractive destinations for inbound FDI, thanks to its stable, predictable, and business-friendly regulatory, tax, and trade policy environment. This fits well with the Biden administration’s ambition to decrease technological production dependence on Asia while strategically relocating semiconductor manufacturing closer to home.[6]
The Dominican Republic’s 86 FZs anchor the country’s manufacturing economy, supporting over 800 companies that collectively employ nearly 200,000 workers, produce over $7.77 billion in exports annually, and have made cumulative investments of over $7.16 billion into the country. Twenty-five electronics companies, anchored by leaders such as Eaton and Rockwell Automation, manufacture in the Dominican Republic, supporting over 11,200 jobs and producing $1.2 billion of exports in 2022. The country’s extant electronics manufacturing base equips the Dominican Republic with the business expertise and skilled technical workforce requisite to support its aspirations to migrate up the advanced electronics value chain to compete in semiconductor ATP and PCB manufacturing activity, especially at a time when the global reorganization of production chains in these industries is driving a push toward reshored or nearshored manufacturing in the Americas. Indeed, the country has a rich track record of successfully attracting and supporting high-tech companies across a range of advanced technology sectors from medical devices to ICT/electronics.
Moreover, it’s time for both policymakers in Washington and corporate leaders worldwide to more seriously consider regional partners in the Americas as candidates for greater levers of advanced electronics manufacturing activity. As Chip Wars author Chris Miller wrote with David Talbot, “The Western hemisphere deserves more focus as Washington seeks to better secure the broader electronics supply chain.”[7] As they continued, “Building regional capacity offers a way to limit Asia-focused supply risks and, in the event of a major China-U.S. conflict, an interhemispheric supply chain would be much less susceptible to interference.”[8] That’s indeed so. Enrolling Western hemispheric partners in semiconductor supply chains can prove beneficial to the United States, regional partners, and global semiconductor enterprises alike, and the Dominican Republic is poised to join other Latin American countries such as Costa Rica and Mexico as leaders in this regard.
The first half of this report examines the Dominican Republic’s economic, business, and policy environment. It starts by providing an overview of the country’s economy and key industrial sectors, before turning to examine its policy environment, considering issues such as the country’s regulatory, trade, customs, taxation, and innovation policies. The business environment section examines the country’s infrastructure, education, and workforce training programs. The remainder of the report explores the Dominican Republic’s potential capacity to compete in semiconductor ATP and PCB manufacturing activity specifically. But before turning to these topics, the report explores why the Dominican Republic should want to get into the competition to attract semiconductor sector investment in the first place.
Why Should the Dominican Republic Seek to Establish a Presence in Semiconductor Value Chains?
As this report explores, semiconductors represent one of the world’s most important industries. Semiconductors represent the heartbeat of the modern global digital economy, an industry that’s expected to reach $1 trillion in value by 2030 and which stimulates another $7 trillion in global economic activity annually.[9] Semiconductors power (both literally, through power management, and figuratively, through computational capacity) virtually every modern device—from computers and smartphones to electrical vehicles and toaster ovens—and underpins a range of downstream applications from AI to big data analytics. Put simply, semiconductors are foundational to the ability of enterprises and nations alike to compete in the global economy; they truly represent the “commanding heights” of the modern global digital economy.
Moreover, manufacturing semiconductors represents one of the most complex engineering activities humanity undertakes. The most cutting-edge semiconductor fabs, those producing 3 nanometer (nm) chips, can cost $20 billion to build.[10] Semiconductor ATP facilities generally constitute $2 billion to $3 billion investments; for instance, in November 2023 Amkor announced it would launch a new Arizona ATP facility at a cost of $2 billion, while TSMC announced it will spend $2.87 billion to build its next advanced packaging facility in Taiwan by 2027.[11] In fact, the design and operation of semiconductor fabs is so nuanced and sophisticated that it takes into account details as minute and granular as the gravitational effects of the moon on factory lines.
And so, in a like manner, if countries (and states or regions therein) wish to compete successfully for semiconductor-sector investment, then the policy and business environments they foster must be equally finely tuned, well-crafted, and deeply sophisticated as that semiconductor facility itself, a fact that applies equally to the United States as to China, Germany, Korea, Japan, or India—or the Dominican Republic. But global competition for semiconductor investment is fierce, as nations—and the states, regions, and cities therein—have become price takers, not price makers, in the intense quest to attract globally mobile investment in high-value-added, high-tech industries, such as semiconductors.[12] In fact, leading semiconductor manufacturers may consider as many as 500 discrete factors—ranging from countries’ and states’ talent, tax, trade, and technology policies to labor rates and laws and customs policies—as they evaluate where to situate multi-billion-dollar fab investments. To win semiconductor investment, locales not only need to get hundreds of factors “right,” but the strength of their “checkmarks” on those hundreds of variables needs to be stronger than those of the other countries that are courting the same investment.
But why, amidst other sectors it could target or initiatives it could pursue, should the Dominican Republic prioritize trying to compete in the semiconductor industry? There are several compelling reasons.
First, bolstering manufacturing activity in high-tech sectors such as semiconductors not only provides a significant source of high-value-added, high-paying employment opportunities, but can produce significant employment, and economic, multiplier effects. This is certainly true in the United States, where the semiconductor industry’s jobs multiplier is 6.7, meaning that for each U.S. worker directly employed by the semiconductor industry, an additional 5.7 jobs are supported across the wider U.S. economy.[13] (In total, the U.S. semiconductor industry supports 277,000 jobs directly and 1.6 million more jobs indirectly.) Those jobs are highly productive, and thus remunerative, with the average U.S. semiconductor job paying $177,000, compared with the average U.S. wage of $61,900.[14] Semiconductors also produce significant economic multipliers. As one report finds, “Every dollar added to U.S. GDP by the electronics manufacturing sector creates $1.32 elsewhere in the economy. Additionally, every dollar in electronics manufacturing output generates $1.05 of output elsewhere in the economy.”[15] Just as U.S. semiconductor jobs produce and pay more, and deliver significant economic and employment multipliers, so too would such jobs in the Dominican Republic’s economy.
Second, semiconductor manufacturing can produce tremendous spillover and “learning by doing” effects across the rest of the Dominican Republic’s high-tech economy. As Carnegie India’s Konark Bhandari observed, “A robust manufacturing base ensures that the knowledge gained from ‘learning by doing’ is transferred to domestic firms as well.”[16] Or, as Rajat Kathuria, former director and CEO of the Indian Institute for International Economic Relations (ICRIER), explained, “Economic growth is influenced by levels of ‘sophistication’ in a country’s production. The nature of production matters for economic growth. Countries that specialize in the production of goods with higher productivity are better placed to achieve higher growth.”[17]
Kathuria noted how the economists Ricardo Hausmann and Bailey Klinger developed the notion of “product space” to illustrate how a country’s initial pattern of specialization impacts its ability to expand competitiveness in adjacent industries. As Hausmann and Klinger wrote, “The location in the product space is a crucial determinant of a country’s potential to develop comparative advantage in certain products. Countries progress by exploiting the relatedness of products requiring similar inputs including skills and technology.”[18] Thus, countries’ economic development, “is not merely advancement in general attributes such as education, health, rule of law and infrastructure but also the development of ancillary support systems and activities that are specific to an industry.”[19] For the Dominican Republic, its extant capabilities in electronics manufacturing can serve as a platform to enter the manufacturing-oriented elements of semiconductor or PCB production. In turn, if the Dominican Republic can enter the semiconductor manufacturing “product space,” this could power its future ability to compete in other high-tech manufacturing sectors, such as robotics. In other words, getting a foot in the door with PCB or semiconductor ATP manufacturing may open up other opportunities for the Dominican Republic to compete in other sectors of the semiconductor value chain that would have been heretofore unobtainable.
Third, there are significant “learning by doing” effects in the policymaking strategies needed to attract investment in high-tech industries such as semiconductors. Indeed, the knowledge spillovers for Dominican Republic policymakers of what it takes to attract semiconductor manufacturing—to the extent it informs how the Dominican Republic competes for other high-tech sectors (such as translating its strengths in the medical device industry into a novel biopharmaceuticals sector) and how it manages its broader economic policy and business environment—are likely to be far more powerful than even the technical “learning by doing” that occurs on the factory floor.
Fourth, the reality is that this is the Dominican Republic’s, and Latin America’s, moment. As a recent Financial Times article observes, the current interest in the reorientation of global supply chains, push for nearshoring, and opportunity to tap into new pools of skilled labor and natural resources “gives Latin America its best chance in a generation to lift its economies out of stagnation, make its people wealthier, and assume a bigger global role” in “helping to meet some of the 21st century’s biggest challenges” from generating clean energy to extracting critical minerals.[20] This is a unique moment as multinational companies reassess their global value chains in real time, and so the opportunity is now if countries such as the Dominican Republic wish to break into and attract international investment in advanced technology industries such as semiconductors.
Lastly, just as the opportunity to enter the semiconductor industry would herald the Dominican Republic’s ability to move up the economic (i.e., advanced electronics manufacturing) value chain, so too would it represent the opportunity to move up the geopolitical value chain. In other words, it could demonstrate the country’s capacity to become a strategic, trusted partner in critical supply chains for the production of advanced technology goods for the United States, Europe, and beyond.
The Economy of the Dominican Republic
The Dominican Republic is a Spanish-speaking Caribbean nation of 11.3 million citizens whose territory covers 18,700 square miles, about two-thirds of the island of Hispaniola, which it shares with Haiti. The Dominican Republic, whose gross domestic product (GDP) reached $89 billion in 2023 (at official exchange rates), boasts the Caribbean’s largest economy, and the seventh-largest in Latin America overall, in both nominal and purchasing power parity terms. The sixth-largest economy in Latin America, Peru, has three times the population of the Dominican Republic. Since 2010, the Dominican Republic has been the fastest-growing economy in Latin America and the Caribbean. Like Singapore, while small in size, the Dominican Republic’s economy and contribution to hemispheric trade punches well above its weight. In fact, as the IFC noted, “Despite being one of Latin America’s poorest countries in the mid-1960s, the Dominican Republic has made remarkable progress in terms of income convergence [with the United States].”[21]
Moreover, the Dominican Republic has been one of the world’s fastest-growing economies over the past half century. From 1972 to 2022, the Dominican Republic’s real GDP growth averaged 4.9 percent, well outpacing its closest Latin American peers—Panama at 4.5 percent, Paraguay at 4.2 percent, and Costa Rica at 4.1 percent—and well exceeding the Latin American average growth rate of 3.2 percent.[22] As the World Bank has explained, the Dominican Republic’s “remarkable growth” has been underpinned by macroeconomic stability and an array of market-oriented economic reforms that began in the 1990s, including “tax incentives, the liberalization of foreign exchange transactions and trade agreements, and elimination of price controls and of restrictions on foreign direct investment in almost every sector.”[23]
The Dominican Republic’s economic growth has actually accelerated in this century, with the country recording real average GDP growth of 5.8 percent from 2005 to 2019.[24] The Dominican Republic’s per capita GDP is now the sixth highest in Latin America, right after Argentina in fifth and Mexico at seventh. According to the International Monetary Fund (IMF), the Dominican Republic’s per capita GDP (at current prices) reached $27,230 in 2023.[25] The Dominican Republic’s continuing high rates of economic growth have meant its economy has demonstrated the fastest income convergence (toward the U.S. level) of any Latin American country over the past half century, with this “convergence velocity” increasing from an average of 3 percentage points per decade over the last 50 years to almost 8 percentage points per decade more recently.[26] As the IFC observed, “This remarkable performance can be attributed to several factors, including implementation of sound policies, particularly by the central bank, improvements in policy framework, a more diversified export base, and the economy’s structural flexibility to changing global condition.”[27] The IFC expects the Dominican Republic’s economy to grow at about a 5 percent annual clip into the foreseeable future, in which case the organization expects the country to graduate from middle-income to advanced economy status potentially as soon as 2060.[28]
Like Singapore, while small in size, the Dominican Republic’s economy and contribution to hemispheric trade punches well above its weight.
Attracting robust FDI—the vast majority of it into the country’s critically important FZs, as subsequently elaborated upon—has been a critical component of the Dominican Republic’s economic growth story. In the decade from 2013 to 2022, the Dominican Republic attracted a total of $27.7 billion in inbound FDI, with annual investment levels more than doubling from $1.9 billion in 2013 to $4.01 billion in 2022. (See figure 1.) For 2023, inbound FDI reached $2.15 billion through June, putting the country on pace to exceed its 2022 levels. By sector, 26 percent of this FDI has gone toward the Dominican Republic’s energy sector, 25 percent to tourism, and 18 percent to industry/commerce.[29] Spain has long been the Dominican Republic’s leading source of overall FDI investment (including sectors from tourism to manufacturing), accounting over the past decade for 33.6 percent of inbound FDI, followed by the United States with 24.5 percent.[30] However, the United States is by far the largest foreign direct investor into manufacturing industries in the Dominican Republic, and from 2017 to 2019, it was the main originator of Dominican Republic FDI, accounting for 23 percent of total investment over those years. The Dominican Republic’s National Development Strategy as well as its National Competitiveness Agenda “has specifically targeted nearshoring from the United States to facilitate increased sophistication and industrial diversification.”[31] The “2023 Greenfield FDI Performance Index” from fDi Intelligence, which ranks the world’s best FDI performers relative to the size of their economies, ranked the Dominican Republic 5th out of 10 Latin American countries, but noted the country had the fifth-greatest increase in ranking compared to its score the previous year.[32]
Exports from the Dominican Republic have increased steadily over the past 10 years, totaling $107 billion for the decade, and increasing from $9.4 billion in 2013 to $13.8 billion in 2022, with $6.7 billion more through the first six months of 2023. (See figure 2.) Fifty-nine percent of the Dominican Republic’s exports originate from FZs. With regard to advanced-technology products, manufacturing, medical, and surgical equipment account for 30 percent of the Dominican Republic’s exports, electrical products for 15 percent, and pharmaceuticals 1 percent. (See figure 3.) In 2023, exports from Dominican Republic FZs reached a new record of $8.06 billion. Moreover, from 2020 to 2023, FZ exports grew by 38.4 percent.
As noted, electronics and electrical appliances constitute one of the Dominican Republic’s most-important export sectors. The electronics industry is the third-largest among the Dominican Republic’s FZs, accounting for $1.2 billion in exports in 2022, with the sector’s exports growing at an annual rate of 3.8 percent.[36] Twenty-five electronics companies are active in the Dominican Republic’s FZs, led by enterprises such as Eaton, Rockwell Automation, Fenix Manufacturing Solutions, and Cutler Hammer Industries; 16 of these 25 electronics companies are headquartered in North America.[37] Collectively, electronics companies operating in Dominican Republic’s FZs generate 11,120 direct jobs, 6 percent of all employment in Dominican Republic FZs. Additionally, information and communications industries employ around 45,400 individuals, which represents about 1 percent of the country’s nonfarm labor force.[38]
Exports from the Dominican Republic, 59 percent of which originate from FZs, have increased steadily over the past 10 years, totaling $107 billion for the decade.
Two of the most-significant electronics equipment manufacturers in the Dominican Republic are Eaton Corporation and Rockwell Automation.
Eaton Corporation is an intelligent power management company with global operations. Eaton Corporation established its operations in the Dominican Republic in 1985, with its core presence centered at the PIISA Industrial Park in Haina, an industrial suburb west of Santo Domingo. Eaton’s three manufacturing plants in Haina cover 460,000 square feet and employ over 5,000 individuals, manufacturing a variety of electrical products, most notably molded case circuit breakers, electronics/commercial smart breakers, and miniature and residential circuit breakers. The COVID-19 pandemic caused disruptions and backlogs to manufacturing globally, including at Eaton’s manufacturing operations in Haina, but these were the fastest in Eaton’s global network to eliminate the production backlog and return to normal production schedules. Eaton also operates a manufacturing aerospace plant in Santiago, Dominican Republic. In 2019, Eaton was recognized by the Dominican Republic government as one of the companies with the highest contribution to the growth of exports and the generation of foreign exchange in the country, as well as for innovations in the transformation of the productive processes of the FZ sector.[39]
In the early 2020s, Eaton launched a competition among its global manufacturing subsidiaries in developing countries to create proposals for a new R&D and design center for innovative electronic products. Eaton’s team in the Dominican Republic won this contest, and on June 23, 2022, Eaton opened the Santo Domingo Design Center, with the facility adjacent to the Technological Institute of Santo Domingo (INTEC) and near the company’s manufacturing facilities, forging a strategic hub featuring an advanced lab for design and development.[40] The facility will strengthen Eaton’s engineering capabilities in the country by supporting new product development for key product lines, including residential circuit breakers, molded case circuit breakers, and industrial control equipment.[41] The investment is part of the country’s commitment to invest $3 billion in R&D to accelerate the development of sustainable solutions by 2030.[42] The investment will also support Eaton’s commitment to industry education in the region through ongoing partnerships and internship programs with INTEC University as well as other local vocational training schools such as Instituto Politécnico de Haina (IPHA) and Instituto Politécnico Loyola.
Rockwell Automation, a global developer of industrial automation and digital transformation technologies, employs nearly 400 individuals in the Dominican Republic, who manufacture a variety of electrical switches, including safety switches, limit switches, proximity switches, and photo sensors. Rockwell’s Dominican Republic operation produced 12.1 million units in fiscal year 2022, generating $52.8 million in cost of goods sold. Rockwell’s Dominican Republic plant delivers world-class manufacturing standards, achieving 96 percent on-time delivery of products to customers. Over the past four years, Rockwell has invested nearly $5 million into its Dominican Republic operations, with 47 percent of those investments going toward capacity increases, 38 percent to business continuity, 12 percent to asset replacement, and 3 percent to product upgrades and acquisitions.
Dominican Republic electronics exports from FZs flow overwhelmingly to North America, with 98.8 percent going to the United States. By product exports to the United States, circuit breakers lead with 62.5 percent of such exports, followed by cellular phones and wireless network equipment at 9.1 percent, and other devices, such as junction boxes, with a 5.3 percent share.[43]
Table 1 summarizes some of the key electronic product manufacturers operating in the Dominican Republic and the extent of their exports for the first 11 months of 2023.
Electronic Products Manufacturer
Description
Most of the electronics manufacturers in the Dominican Republic are concentrated on the country’s southeastern coast around the provinces of San Cristóbal, Santo Domingo, and San Pedro de Macoris, although there is another important cluster in the northeastern part of the country centered around the Santiago province. (See figure 4.)
Regulatory Environment
As the Dominican Republic seeks to migrate up the advanced manufacturing value chain in electronics to potentially capture semiconductor-sector investment, the country recognizes it needs to foster a regulatory environment that provides stability, certainty, predictability, and transparency to investors. This section examines the country’s regulatory policy environment, policies to attract international investment, customs procedures, and trade and innovation policies.
Regulatory Policy
The Dominican Republic has taken strides to fortify its institutions and regulatory policy environment. Decree No. 640-20 established the “Burocracia Cero (B0)” (or “Bureaucracy Zero”) program aimed at enhancing public administration efficiency through clear and appropriate regulatory frameworks that simplify procedures and services while improving the quality of regulations. The coordination of this program has been entrusted to the Ministry of Public Administration, the Ministry of the Presidency, the National Competitiveness Council, and the General Office of Information Technology. To date, 315 procedures from 63 institutions have been reformed, prioritized for the 2020–2024 period.
The specific objectives of the Bureaucracy Zero program are to:
▪ enhance the effectiveness, transparency, and fairness of public administration by streamlining processes;
▪ encourage the utilization of ICT to automate and digitalize public services;
▪ implement tools of the better regulation practices to enhance the quality of regulations, foster increased citizen participation, and instill confidence in the country’s regulatory processes; and
▪ monitor and evaluate the functionality of public services.
Specifically, the program includes the following components:
▪ Better Regulatory Practices and Innovation. This involves regulatory policy tools that help inform the policymaking process with evidence-based analysis, with a goal of raising the quality of policies and legislation. This is Law No. 167-21.
▪ Simplification of Public Service Processes. This includes any action or initiative by public agencies focused on streamlining administrative procedures, making them more accessible and convenient for both the development of procedures and serving the public. This initiative aims to ensure transparency and efficiency in service delivery.
▪ Digital Transformation. This involves the digitization, automation of procedures and services, or both. Leveraging ICT, citizens and companies can access requested services through various digital platforms.
▪ Omnicanality. This refers to the availability of public services through multiple channels (e.g., virtual windows, telephone assistance, PuntosGob, and chatbots) all integrated into a single portal (www.gob.do). This integration ensures consistency in the design and delivery of public services, allowing citizens to initiate and complete any request through their preferred channel.
▪ Interoperability. This involves the integration of public procedures and services utilizing the country’s interoperability platform (X-ROAD). It facilitates the interconnection of data and processes, enabling the sharing of information and knowledge among public institutions. This integration adheres to principles of data protection, ethics, and cybersecurity.
▪ Monitoring and Evaluation. This is facilitated through a dashboard, which offers a visual representation of data, consolidating various metrics, key performance indicators, and other crucial information within a single interface or display. The dashboard comprises charts, graphs, tables, and other visual elements, aiding users in swiftly grasping complex data trends, patterns, and insights.
Thanks to these types of efforts, the Dominican Republic has made strides in improving the quality of its ease of doing business environment over the past decade. Such progress is clearly apparent when looking at data from the World Bank’s World Governance Indicators dataset.[46] For instance, from 2019 to 2022, the Dominican Republic’s score on the “Government Effectiveness” indicator increased from 38.1 to 50 percent. Likewise, its score on “Rule of Law” increased from 48.3 to 50.5 over this period, while its score for “Political Stability” increased from 47.2 to 55.2. The country has performed consistently well on regulatory quality over the past decade, with scores ranging from 51.2 in 2012 to 54.2 by 2022. In total, the below scores (see figure 5) paint a picture of a country working to steadily improve its ease of doing business environment.
Free Zones
FZs constitute an integral component of the Dominican Republic’s economy. In total, the Dominican Republic hosts 87 FZ industrial parks, situated across 28 of the country’s 32 provinces, which support 820 companies in operation. Enterprises located in the Dominican Republic’s FZs support over 197,600 direct jobs, produce over $8.1 billion in exports annually (constituting the main export sector of the economy), and have made cumulative investments of over $7.16 billion in the country. The United States remains the principal economic partner in the FZs, accounting for around 40 percent of total FDI. About 77 percent of the Dominican Republic FZs exports go to the United States.[48]
Medical devices constitute the country’s leading export sector, accounting for $2.25 billion in annual exports, with 5 of the world’s top 10 medical device manufacturers operating in the Dominican Republic, and the sector enjoying an annual growth rate of 17.7 percent in 2022. The Dominican Republic is the world’s third-largest exporter of medical devices, the leading exporter of ostomy applications to the United States, the third-largest global exporter of ostomy applications, and the third-largest Latin American exporter of medical and surgical instruments and apparatus to the United States. As noted, electronics exports represent the second-largest sector in the Dominican Republic’s FZs, accounting for $1.2 billion in exports in 2022. Other significant sectors operating out of the Dominican Republic’s FZs include business process outsourcing, IT support, and call centers, supporting 33,200 jobs with 97 companies in operation. Over 20 companies, supporting close to 1,000 jobs, offer logistics services such as warehousing, packaging and labeling, and distribution services.
Enterprises located in the Dominican Republic’s FZs support over 197,600 direct jobs, produce over $8.1 billion in exports annually, and have made cumulative investments of over $7.16 billion in the country.
The Dominican Republic originally introduced FZs in the 1960s to foster job creation and local industrial development. The flourishing of the Dominican Republic’s FZs has been made possible by Law 8-90, which exempts beneficiaries from paying 100 percent of:
▪ income taxes;
▪ export or re-export taxes;
▪ value-added taxes;
▪ taxes on the transfer of industrialized goods and services;
▪ import taxes and customs duties on machinery, raw materials, equipment, and construction materials;
▪ taxes on patents, assets, or estates; and
▪ municipal, consular, local, or other taxes.
In short, the Dominican Republic offers 100 percent exemptions for virtually all national and local taxes, ranging from income taxes to duties and construction taxes to taxes on assets or intellectual property such as patents. The Dominican Republic has offered these tax incentives consistently for nearly half a century.
The Dominican Republic’s Law 8-90 establishes that the FZs are approved by the National Council of Export Free Zones (CNZFE) of the Dominican Republic, which grants permission to operate for a period of 20 years in the frontier and 15 years in the rest of the country. This period may be subsequently extended by the approval of the CNZFE. The government of the Dominican Republic sets a sectorized minimum wage across the FZs and offers companies operating in the FZs simplified customs processes, with an exclusive customs office dedicated to each FZ operation. INFOTEP operates a facility within many of the largest industrial parks, offering customized training courses suited to meet the needs of the workforces of the firms in the respective FZs. The Dominican Republic’s FZ operators compete with one another to attract companies, offering services and business solutions that facilitate companies’ operations, with many offering value-added services such as hiring, energy provision, food service, security, back office accounting/bookkeeping, etc.
Two of the leading FZs in the Dominican Republic are the PIISA Industrial Park and the Las Americas Industrial Park. The PIISA Industrial Park spans 170 acres in Haina (west of Santo Domingo), with core tenants including electronics firms such as Eaton, Johanson, and Signal Transformer and a host of medical product/components/instruments companies including Accumed, Arjo, Baxter, Biomerics, Convatec, Edwards Lifesciences, Fenwal, Fresenius Kabi, LG, and Jabil. For instance, Fresenius Kabi has satellite R&D support teams in the Dominican Republic to assist the corporation’s main R&D facilities in Italy, Germany, and the United States.[49] The Las Americas Industrial Park covers 2.5 million square feet of space to the east of Santo Domingo, near the city’s international airport and the Caucedo container port, supporting 35 multinational companies in operations that employ over 21,000 workers.[50] Companies operating in the park include B. Braun, Cardinal Health, Remington Medical, Rockwell Automation, and Oscor. Other large nearby FZs also host world-renowned companies. For instance, Medtronic has carried out major expansions of its manufacturing operations in San Isidro Industrial Park. Meanwhile, the Santo Domingo Cyber Park hosts DRE Global (an electronics repairer and remanufacturer) and PC Precision Engineering (focused on machinery automation) in close proximity to NAP del Caribe, the country’s national access point, and Las Americas Technological Institute. Looking forward, a growing industrial park in Punta Cana promises to leverage the destination city’s privately-owned international airport—the country’s largest by air traffic—as a major air cargo hub.
Other Foreign Direct Investment Policies
The Dominican Republic’s Law No. 16-95 addresses legal and tax matters pertinent to FDI into the country. The law establishes a territorial tax regime and affirms most-favored nation treatment for investors, meaning that all investors are granted equal treatment of their investments regarding establishment, acquisition, expansion, or operations. It stipulates that foreign payments are subject to a withholding tax of 25 percent and that for payments of loans contracted with foreign credit institutions, the withholding rate is 10 percent.
Customs
The Dominican Republic has made tremendous strides to improve the quality of its customs regime in recent years as part of its effort to make the country the leading regional logistics hub in the Americas. In particular, on August 14, 2021, a new Customs Law (Law No. 168-21) came into effect, strengthening the autonomy of the General Directorate of Customs, establishing more efficient procedures and clearer timelines, and trying to promote an export culture among small and medium-sized enterprises (SMEs) by simplifying and transparently streamlining the processes of export and goods clearance.
The Dominican Republic continues to make concerted attempts to improve its logistics environment, with the effort spearheaded through a new Logistics Cabinet, coordinated at the presidential level, and led by the Ministry of Industry, Commerce, and SMEs (MICM) in coordination with the General Directorate of Customs (DGA). The effort seeks to work hand-in-hand with the private sector to identify customs bottlenecks or impediments and streamline customs procedures to facilitate increased levels of imports and exports.
A flagship initiative has been the 24-Hour Clearance Program, also called Dispatch 24h (or D24H), which seeks to clear containers within 24 hours. To date, the program has cleared over 50,000 containers in 24 hours or less, benefitting more than 6,700 importers. Moreover, over 65,000 import manifests have been submitted in advance, resulting in savings of almost $20 million for taxpayers.
The Dominican Republic’s accelerated customs clearance procedures have been made possible by technical, operational, and procedural improvements. For instance, the DGA has implemented a new, comprehensive Risk Management System that seeks to direct customs agents’ attention to cargo of the most-pressing concern. Using tools including AI, DGA has developed 158 new dynamic indicators, which have allowed an almost 60 percent reduction in physical inspections of containers, decreasing from 49.6 percent of containers being inspected in 2020 to 20.1 percent in 2023. Moreover, the DGA has accelerated use of nonintrusive technologies, such as X-ray machines, which can inspect up to 1,000 containers daily. The use of such nonintrusive technologies has significantly advanced the security and control of imports, with 96 percent of imported containers having undergone inspections using this technology. The streamlining of customs procedures has been further abetted by the implementation of over 160 technological enhancements in the DGA’s IT systems, including the launch of a new DGA web interface that offers 85 services, 25 of which are fully automated.
The Dominican Republic’s 24-Hour Clearance Program, also called Dispatch 24h (or D24H), seeks to clear containers within 24 hours.
A critical program for exporters from the Dominican Republic is Exporta Más (or Export +), through which participating companies can export without a physical inspection process and in a fully digital format, eliminating the need for paper documents and thus decreasing the time and costs associated with exporting. Over 250 companies are enrolled in the Exporta Más program, with participating companies making over 177,000 export declarations and the program now covering 58 percent of total exports from the country.
The World Customs Organization (WCO) has introduced the Authorized Economic Operator (AEO) program, which seeks to enhance international supply chain security and facilitate legitimate trade.[51] The AEO constitutes an international accreditation created under the regulatory guidelines of the WCO SAFE framework in 2005. Nearly 600 (596) companies operating in the Dominican Republic have received AEO certification, with 374 AEO Standard and 212 AEO Simplified certifications. In total, AEO companies account for 31.7 percent of imports coming into the Dominican Republic.
Furthermore, the Dominican Republic is one of the 168 signatory companies to the WTO’s Trade Facilitation Agreement (TFA), through which member nations commit to efforts toward process simplification, transparency, and cooperation. The Dominican Republic was 8th among the Latin America and the Caribbean’s 33 signatories to achieve 100 percent compliance with TFA guidelines, and the 80th country in the world to do so.[52]
It should also be noted that the Dominican Republic works closely with the United States on the flows of goods and individuals. For instance, the DGA has signed an agreement with the U.S. Department of Homeland Security to optimize risk detection, through which information is exchanged to detect potentially risky cargo and to detect and track cargo that might pose risks to national security or consist of counterfeited goods. The Dominican Republic also was the 15th country (and 6th in Latin America) to be admitted to the U.S. Global Entry program, enabling expedited entry for travelers to the United States.
Trade Policy
The Dominican Republic-Central America-United States Free Trade Agreement (CAFTA-DR) liberalizes the Dominican Republic’s trade in goods and services with the United States and five Central American countries: Costa Rica, El Salvador, Guatemala, Honduras, and Nicaragua. CAFTA-DR also contains other disciplines and standards pertinent to customs administration and trade facilitation, technical barriers to trade, government procurement, investment, telecommunications, electronic commerce, intellectual property (IP) rights, transparency, and labor and environmental protection.[53]
The Dominican Republic is also the main trading partner and the main recipient of European investment in the Caribbean region. Since entering the European Union-CARIFORUM Economic Partnership Agreement (EPA) of 2008, bilateral trade in goods between these entities has grown by 231 percent, reaching an all-time high of $4.65 billion in 2022.[54] As the European Union has written, “The Dominican Republic has stood out for its punctual implementation of the assumed commitments in the EPA, including the tariff reduction schedule.”[55]
In 2022, two-way trade between the Dominican Republic and the United States totaled $30.5 billion, including U.S. exports of $17 billion and imports of $13.5 billion.[56] The total stock of U.S. FDI in the Dominican Republic reached $2.5 billion in 2022, a 3.7 percent increase over the previous year.
In total, the Dominican Republic has several favorable trade agreements with strategic partners, ranging from smaller economies, such as the Caribbean Community (CARICOM), Central America, and Panama, to major economies, such as the United States, European Union, and United Kingdom. These partnerships have allowed exporters duty-free access to more than 900 million consumers in 49 countries, reduced trade barriers, and increased export potential for both local and foreign companies.[57]
The Dominican Republic initiated a partnership with Costa Rica, Ecuador, and Panama known as the ADD to promote democratic strengthening and economic growth through the tightening of the countries’ commercial, demographic, and cultural ties. The ADD is predicated on the belief that democracy and development are mutually reinforcing, wherein democracy creates favorable conditions for investment and growth.[58] On July 25, 2022, the ADD signed a Memorandum of Understanding (MOU) with the U.S. Department of State to advance a consultative dialogue on supply chains and economic growth, and it is also working with the U.S. Chamber of Commerce to identify opportunities, challenges, and areas of collaboration for supply chain resilience. The ADD thus seeks to position its partners as prime destinations for U.S. nearshoring.[59] To these ends, the Dominican Republic chairs the ADD Business Council, based in Washington, D.C.
Countries that offer “zero-in/zero-out” tariff environments for the parts, inputs, and components that flow through semiconductor value chains position themselves well for competition in the global ICT industry. The WTO ITA—implemented in 1996 and to which the Dominican Republic is an original signatory—has played a catalytic role in this regard, eliminating tariffs on trade in hundreds of ICT products.[60] Nonsignatories of the ITA saw their participation in global ICT value chains decline by more than 60 percent from 1995 (two years before the ITA went into effect) to 2009.[61] And from 2005 to 2015, ITA-member nations enjoyed nearly one-third greater participation in ICT global value chains than did non-ITA-member nations.[62] (See figure 6.) However, it’s not just that ITA membership makes nations more attractive for ICT manufacturing by lowering costs of inputs and components used in ICT manufacturing, it’s that by reducing the cost of these productivity- and innovation-enhancing capital goods (by not imposing tariffs on them), countries can also boost their stock of ICTs in use by individuals and businesses, which further drives countries’ economic growth.[63]
National Innovation Policy
As the Information Technology and Innovation Foundation (ITIF) has extensively documented, at least six dozen nations throughout the world have articulated national innovation strategies that explicitly link science, technology, and innovation with economic and employment growth, effectively creating a game plan to compete and win in innovation-based economic activity.[65] Such policies matter because, as Finland’s National Innovation Strategy framed it, “piecemeal policy measures will not suffice in ensuring a nation’s pioneering position in innovation activity, and thus growth in national productivity and competitive ability.”[66]
In this regard, the Dominican Republic is to be commended for promulgating its National Innovation Policy 2030 (PNI 2030) which aims to establish a general framework for the promotion and coordination of innovation, creativity, and scientific and technological research from a shared vision of an ecosystem that integrates human talent, institutional capabilities, and the sectors involved in order to enhance the creation of useful knowledge, competitiveness, and sustainable productive transformation and inclusion, contributing to sustainable development and improvements in quality of life.
PNI 2030 is based on five foundational pillars: human talent, effective governance, investment in innovation, a mentality and culture of innovation, and sustainability, transition, and energy efficiency. Through the PNI 2030, the Dominican Republic seeks to promote innovation-oriented mindsets and capabilities, the more sustainable management of natural resources, and the promotion of the transition to clean and efficient energies. Another objective of the PNI 2030 is to bolster the country’s R&D intensity, which matters, as one report found Dominican Republic investment in R&D of just 0.01 percent of GDP in 2015, below even the already-low average level of Latin America and the Caribbean at 0.7 percent.[67]
In addition to formulating a national innovation strategy, the Dominican Republic has articulated a National Artificial Intelligence Strategy (ENIA), which addresses the transformation of the country’s institutional infrastructure and productive work models that can position the country as a regional leader in leveraging AI. The strategy comprehensively lays out how the Dominican Republic can leverage AI across key sectors of the economy, including the following:
▪ Public sector: Use of AI to improve the efficiency and effectiveness of government services, such as health care, education, and transportation
▪ Private sector: Use of AI to boost productivity and innovation in businesses of all sizes
▪ Education: Use of AI to improve the quality of education and make it more accessible
▪ Society: Use of AI to address social challenges, such as poverty, inequality, and climate change[68]
Business Environment
This section examines the workforce training environment in the Dominican Republic, key infrastructure supporting industry in the Dominican Republic, and factors impacting the cost environment in the Dominican Republic.
Workforce Training and Education
Ensuring that the Dominican Republic can supply a sufficiently skilled workforce will be absolutely vital to supporting the country’s aspirations in the PCB/semiconductor ATP sectors. Here, a crucial player will be the National Institute of Professional Technical Training, or “INFOTEP.” INFOTEP’s charter is to organize and govern the Dominican Republic’s national system of professional and technical training, focusing on the full development of human resources, increasing the productivity of companies across all sectors of economic activity, and advancing social equity by enhancing workforce skills.[69]
Companies fund INFOTEP by contributing 1 percent of their monthly payrolls to the program. This amounts to the contribution of 0.5 percent of the annual profit bonuses that workers receive. Organizationally, INFOTEP has three national centers: a Teaching Development Center, a Virtual Training Center, and an Innovation and Business Development Center. These national assets are supported by six regional directorates, which house 16 community technology centers and 56 mobile workshop programs. In total, INFOTEP has 245 operational centers across its system nationwide. Critically, most of the leading FZs in the country have an INFOTEP office on-site, which works hands-on with employees of the companies operating in the FZ to build tailored skill sets. INFOTEP works hand-in-hand with companies to understand the specific skillsets that companies need and then builds technical training programs accordingly. For instance, for Convatec, a medical products manufacturer that operates out of the PIISA FZ employing 1,500 workers and shipping 185 million units annually, INFOTEP developed custom courses on ultrasonic welding and the application of radio frequency technologies.[70]
INFOTEP works hand-in-hand with companies to understand the specific skillsets that companies need and then builds technical training programs accordingly.
INFOTEP offers a total of 920 technical courses, including 86 in electricity and electronics, 36 in ICT, and 104 in the manufacturing, installation, and maintenance of machinery and equipment. Since its inception, INFOTEP has trained 770,914 workers in different competencies and fields via over 40,000 courses and close to 800,000 training hours.
INFOTEP offers a number of courses directly relevant to the country’s goals of competing in PCB/ATP. Consider, for instance, the core subjects studied by students taking the 290-hour course “Basic Electronics Product Assembler”:
▪ Assembly with passive and active electronic devices (teaches PCB principles) (80 hours)
▪ Assembly with linear integrated circuits (85 hours)
▪ Assembly with digital integrated circuits (85 hours)
▪ Integrative project (20 hours)
▪ Human training (20 hours)
Similarly, the 685-hour industrial electronics technician course consists of the following subjects:
▪ Installation of passive and active electronic devices (80 hours)
▪ Installation of operational amplifiers (90 hours)
▪ Printed circuits and soldering processes (90 hours)
▪ Construction of cards with logic, sequential circuits, and memories (70 hours)
▪ Installation of power electronic devices (70 hours)
▪ Installation of industrial electronic devices and pneumatic valves (95 hours)
▪ Repair of electrical and electronic controls of industrial machines (95 hours)
▪ Programmable logic control (PLC) programming and installation (95 hours).[71]
In the industrial electronics training course, basic knowledge of the design of electronic cards (PCBs) is taught, simulated, and then built in a classroom project. From 2021 to 2023, 7,817 individuals took electronics training/coursework from INFOTEP. In short, INFOTEP provides a vital and effective mechanism to upskill the workforce of the Dominican Republic to compete in PCB/semiconductor ATP manufacturing.
Las Americas Institute of Technology (ITLA)
The Dominican Republic government established the Las Americas Institute of Technology (ITLA) as a technical institution of higher education in 2000.[72] Its mission is to educate professionals in high technology, promoting specialized education based on innovation and entrepreneurship, contributing to the development of the nation’s productive sectors. ITLA’s main areas of specialization aremechatronics, automated manufacturing, medical device manufacturing, industrial design, software development, information networks, multimedia, computer security, and data science, but in total it offers training across 15 technology areas. ITLA’s mission is to prepare students to become technology professionals in two years, enrolling about 4,500 students per quarter. The education takes a practical, active learning approach, with hands-on laboratories and workshops at the core of the pedagogical approach, which is delivered by nearly 330 professors in total. Over 400 companies operating in the Dominican Republic employ ITLA graduates, and 92 percent of ITLA graduates receive employment offers upon graduation. Since its inception in 2002, over 50,000 students have received an education from ITLA. The Institute also recently launched an Innovation Solution Factory focused on the digital transformation of government and private sector entities to take a qualitative leap toward Industry 4.0 practices.
INTEC
The Technological Institute of Santo Domingo (INTEC) is considered the leading technical institute in the country, and it offers extensive courses in fields such as electrical and mechanical engineering.[73] INTEC offers a very robust set of engineering courses, including degrees in Data Science, Biomedical Engineering, Engineering in Logistics and Transport, Civil Engineering, Software Engineering, Mechatronics Engineering, Industrial Engineering, Systems Engineering, Industrial Design, Electronic and Communications Engineering, Electric Engineering, Mechanical Engineering, and Cybersecurity Engineering.[74] INTEC also operates partnerships with Penn State University, Southwest Minnesota State University, Texas A&M University, the City College of New York, and Western Michigan University to afford engineering students opportunities for international study.[75] Over each of the past two years, INTEC has been named the Dominican Republic’s leading university in the QS World University Rankings report.[76]
MESCYT
The Dominican Republic’s Ministry of Higher Education, Science, and Technology (MESCyT) plays an important role as the government institution that regulates higher education in the country and which also disburses research grants and contributes to technology development and diffusion. MESCyT has focused on developing research for the improvement of manufacturing and industry in the different institutions that make up the national science and technology system, allowing the generation of new knowledge that can be transferred and applied to industry. MESCyT has been heavily involved in promoting the development and adoption of “Industry 4.0” technologies in the Dominican Republic, including funding of research and training into areas such as AI, automation, robotics, additive manufacturing/3D printing, big data and analysis, advanced materials, and augmented/virtual reality. In its funding of Dominican Republic higher education institutions and research centers, MESCyT supports 1) training of students and workers; 2) collaborative research; 3) technology transfer; 4) establishment of joint R&D centers; and 5) disbursement of scholarships and grant programs to companies.
Many research programs are funded by the Dominican Republic’s National Fund for Innovation and Scientific and Technological Development (FONDOCYT), including research initiatives pertinent to microelectronics. For instance, Dr. Fabrice Piazza of the of the Pontificia Universidad Católica Madre y Maestra (PUCMM) completed pioneering work on nanocrystalline diamond thin films, diamond crystals, and carbon nanotubes targeting emerging technologies in electronics, bio-nanoprobes, and innovative coatings. They were the first to successfully report on the low-temperature synthesis of diamond nanocrystals on polymers for electronics and thin film coating applications.[77] Mr. Luis José Quiñones Rodríguez of Universidad APEC (UNAPEC) has received several patents for innovative microchip design. Dr. Melvin Arias and his team at INTEC received a patent for technology for the manufacture of rechargeable lithium-ion batteries that improved their efficiency by nearly 95 percent while making their manufacturing process more sustainable.[78]
In the fall of 2023, a delegation from the Dominican Republic—including representatives from government, academia, private industry, and the investor community—participated in the MIT Regional Entrepreneurship Accelerator Program (REAP). REAP is a support program organized by MIT experts to advance entrepreneurship and innovation in emerging economies through sessions, methodologies, and practical cases. In the case of the Dominican Republic, participation in the program was based on the need to design investment schemes that strengthen public-private efforts in innovation processes that promote continuous improvement in the country's main industries, strengthening quality of products and services and promoting greater access to global value chains and the competitive positioning of Dominican Republic products and services in the region and the world.
Infrastructure
The following addresses key attributes of the Dominican Republic’s physical and digital infrastructure across areas including logistics, energy/electricity, and digital infrastructure.
Energy
Privately owned generation accounts for 73 percent (3,822 megawatts (MW)) of the country’s total installed electricity capacity, with the remainder delivered by fully public companies or through public-private partnerships (PPPs).[79] Historically, imported fossil fuels accounted for the majority, over 80 percent, of the Dominican Republic’s primary energy supply (making the country susceptible to international fuel price shocks), but an ever-increasing share of the country’s energy supply now comes from renewable sources. By December 2022, clean generation accounted for 18.1 percent of the country’s energy supply, of which nonconventional renewables (e.g., solar energy, bioenergy, wind energy, and tidal energy) represented 10.6 percent.[80] Analysts rate the country’s potential generation of renewable energy sources at 6 gigawatts (GW) by 2030, and the country has committed to working with other Caribbean nations to meet the goal established at the United Nations COP26 climate conference of raising the regional share of renewables in power generation to 70 percent by 2030.[81] The addition of 400 MW of solar and wind power generation from 2015 to 2018 represents an important step toward greater reliance on renewables, and in 2023 a number of projects added 800 MW of renewable energy to the Dominican Republic’s electricity mix. In total, the country expects to generate 25 percent of its electricity from renewables by 2025.[82]
The country has experienced challenges with power disruptions in the past. One study finds that Dominican firms lose 5 percent of their sales due to power outages annually and that “removing distortions in the energy sector could potentially unlock 0.09 percentage points in GDP by reducing blackouts that disrupt manufacturing activity.”[83] However, observers have stressed that this challenge rarely afflicts industrial parks, which generally have redundant, dual-sourced power supply. Companies operating in FZs interviewed for this report indicated they had not experienced significant difficulties or challenges with power supply disruptions.
Digital Connectivity
The Dominican Republic also enjoys the strongest Internet connectivity in the Caribbean, in part due to being home to NAP del Caribe, one of the most-significant NAPs in Latin America and one of the 220 NAPs located across 26 countries globally. It is one of only three carrier-neutral NAPs in all Latin America. NAP del Caribe represents the most advanced technological complex in the Dominican Republic, offering data center, disaster recovery, and business continuity solutions using state-of-the-art infrastructure, providing 24/7 assistance and monitoring.[84] It integrates leading-edge fiber optic and satellite data systems.[85] Since its launch in 2008, NAP del Caribe has delivered 100 percent uptime and has not experienced a service outage.
Logistical Infrastructure
The quality of countries’ logistical environments matters tremendously to capturing greenfield investment. As one report explains, “Companies identify logistics as the most important factor when deciding where to source materials from and make direct investments, reflecting the impact of shipping costs and lead time for deliveries.”[86]
As noted, the Dominican Republic possesses one of the most-enviable geographic positions in the Americas, which has enabled the country to become a regional logistical powerhouse. According to the 2019 Global Competitiveness Index, the Dominican Republic possesses the top transportation infrastructure in Latin America. In fact, the participation of the logistics sector in the country’s trade has increased by over 3,000 percent over the past seven years.[87]
The Dominican Republic hosts the second-highest container throughput in the Caribbean, and the eighth-highest in Latin America and the Caribbean region overall. The country ranks second in Latin America regarding international connectivity by air transport and third in terms of maritime services and maritime connectivity. In 2019, the Dominican Republic ranked first in Latin America in the Delivery Mean Time Postal Index.
The Dominican Republic’s two leading ports are the Western Haina and Caucedo ports. The Haina Port, located west of Santo Domingo, is a multipurpose port that handles 38 percent of the containers and 60 percent of the total load inside and outside the country. It represents the main general port for cargo, containers, and petroleum products in the Dominican Republic.[88] The Caucedo Sea Port, built by private sector actors in 2003 and located 25 kilometers from Santo Domingo, represents the Dominican Republic’s newest and most modern port. Currently managed by DP World, Caucedo Port handles 30 percent of the maritime cargo movement in the Dominican Republic and serves as an important transshipment center.[89] Goods shipped from Dominican Republic ports can generally reach U.S. East Coast port destinations in three to four days.
The Dominican Republic has multiple international airports with strong air connectivity to the U.S. East Coast and Midwest and also to Europe. Punta Cana International Airport, one of the world’s largest privately owned commercial airports, is the second-busiest in the Caribbean, operating more than 500 weekly flights (during the high season) and receiving 67 percent of passengers and flights entering the country.[90] The airport has set a goal “to become the most important air cargo hub in the region” and has become a key conduit for the transshipment of goods from South America to Europe and North America.[91] Santo Domingo’s airport, Las Américas International Airport, offers service by 27 airlines to 57 destinations and also constitutes the busiest cargo hub in the Caribbean and Central America, with 355 million pounds of cargo transported in 2019. In 2022, 118.2 million kg of air cargo were mobilized, of which 38.7 million were in imports and 79.6 million in exports, with a total FOB (freight on board) value of $6.5 billion.[92] The Dominican Republic’s strong air transport infrastructure matters greatly, as semiconductor wafers are often flown to their destinations where ATP activities occur.
Overall, the Dominican Republic does have a very strong logistics environment; however, the country ranked just 10th among Latin American peers in the 2023 Logistics Performance Index report. (See figure 7.) Improving the country’s performance in this ranking represents a core focus of the aforementioned efforts to improve its customs and regulatory policy environment.
Labor Cost Environment
The Dominican Republic offers a highly competitive manufacturing environment in terms of labor costs. In fact, the World Bank found that the hourly manufacturing labour cost in the Dominican Republic is $2.50, 6 percent the rate in the United States, approximately half that of Costa Rica or Mexico, and even less than in China.[94] (See figure 8.) This matters considerably in an environment of rapidly increasing labor costs elsewhere. In fact, from 2018 through 2022, labor costs adjusted for productivity rose by 24 percent in China, 22 percent in Mexico, 21 percent in the United States, and 18 percent in India.[95]
The Reorganization of Global Advanced-Industry Value Chains
The aftershocks from the COVID-19 pandemic; increasing efforts globally to rebalance supply chains; rising labor and broader production costs in China; increasing U.S. tariffs on China’s exports; transformative, emerging technologies such as AI; demographic shifts; and a host of other factors have led multinational enterprises to reassess the structure of their global value chains in a quest for enhanced diversification, resilience, sustainability, and cost competitiveness. As multinational businesses react to these trends and look to make their supply chains more diverse and resilient, governments have an opportunity to present their countries’ value proposition for how they can compete in high-tech industries to a global economy that’s reorganizing in real time.[97]
Indeed, multinational companies are reassessing their global value chains in real time in response to multiple factors, including the COVID-19 pandemic; natural disasters or challenges including earthquakes, floods, freezes, droughts, and climate change; geopolitical risk and instability; and emerging threats such as cybertheft and terrorism. As a recent McKinsey Global Institute (MGI) study concludes, enterprises have learned over the past several years that the risk, severity, and expense from supply chain disruptions have all increased.[98] MGI’s report estimates that companies should expect supply chain disruptions of 1 to 2 weeks occurring at least once every 2 years; 2 to 4 weeks occurring once every 2.8 years; 1 to 2 months every 3.7 years; and 2 months or more every 4.9 years.[99]
U.S. imports from Asia consist of 4 percent U.S. value added, whereas U.S. imports from Latin America on average contain 40 percent U.S. value added.
In recent years, growing geopolitical tensions have resulted in multinational companies turning to a “China-plus-one” (or “China-plus-two”) strategy in order to bolster their supply chain resilience. For instance, consulting firm Kearney’s “2022 Reshoring Index” report finds that “80 percent of companies across almost all industries are now on a path to reshore.”[100] And in a survey released by the American Chamber of Commerce in Shanghai in September 2023, some 40 percent of companies responded that they “are moving investments elsewhere [from China].”[101] A study conducted by the UBS Evidence Lab finds that 71 percent of U.S. companies with manufacturing in China are either in the process of or planning to shift operations to other countries.[102] And another survey finds 87 percent of U.S. firms expressing pessimism regarding the outlook for the relationship between the world’s two largest economies.[103] Meanwhile, China accounted for just 13.3 percent of U.S. goods imports during the first six months of 2023—the lowest level since 2003, and far below the annual peak of 21.6 percent in 2027.[104] U.S. imports of semiconductors and materials from China fell by 29 percent from 2018 to 2022.[105]
A 2023 report by the U.S. Chamber of Commerce International Affairs team finds that 28 percent of businesses (in a survey of 105 decision-makers at multinational manufacturing companies) that manufacture in Asia are planning to leave their current location in the next five years. Of those responding that their business has plans to relocate manufacturing operations, 15 percent indicated they would move to other locations in Asia, 14 percent to Mexico, 11 percent to South America, 8 percent to Europe, 6 percent to Central America and the Caribbean, 4 percent to Africa, and 3 percent to Oceania.[106]
It is important to recognize that it really is manufacturing that is driving global supply chain reordering. For instance, one study finds that, when it comes to offshoring, manufacturing accounts for 72 percent of global capital investments, and knowledge-intensive activities increased to 8 percent of global capital investment by 2019.[107]
Nearshoring between the United States, Canada, and Latin America and the Caribbean has been on the rise. From 2016 to 2019, intra-regional offshoring accounted for 18 percent of total FDI and as much as 10 percent of capital investment, up from 15 percent and 8 percent from 2003 to 2006, respectively.
The global competition for advanced-technology industry investment is fierce, as nations—and the states, regions, and cities therein—have become price takers, not price makers, in the intense quest to attract globally mobile investment in high-value-added, high-tech industries, such as semiconductors.[108] In fact, leading semiconductor manufacturers may consider as many as 500 discrete factors—ranging from countries’ and states’ talent, tax, trade, and technology policies to labor rates and laws and customs policies—as they evaluate where to situate multi-billion-dollar fab or ATP facility investments. See figure 9 for a stylized set of some factors one leading semiconductor manufacturer considers as part of its site selection process. Thus, to win semiconductor sector investment, locales not only need to get some 500 factors right, but the strength of their “checkmarks” on those 500 factors needs to be stronger than that of other countries that are courting the same investment. That’s why it’s so important that the Dominican Republic (and others soliciting semiconductor-industry investment) get right all the policy, regulatory, and business environment considerations explored at the beginning of this report.
For instance, in the aforementioned U.S. Chamber of Commerce report, for the surveyed manufacturers who confirmed they would be relocating manufacturing activities from Asia, 97 percent reported that logistics was a key consideration, followed by labor at 92 percent, the rule of law at 87 percent, safety and security at 86 percent, and stability of market at 85 percent. (See figure 10.)
The Chamber of Commerce survey interviewed manufacturers on their respective considerations when it comes to the opportunity to move manufacturing operations to Central American or Caribbean countries specifically. In such cases, manufacturers viewed logistics, safety and security, and stability of market as their top three considerations when investing in the region, citing infrastructure as a very important concern as well. (See figure 11.)
However, while the U.S. Chamber of Commerce found that just about one in four manufacturers were looking to relocate outside of Asia, other studies have found far more robust estimates. For instance, a September 2023 report by the Boston Consulting Group (BCG), “Harnessing the Tectonic Shifts in Global Manufacturing,” finds that “90 percent of North American manufacturing executives” report “they have moved some of their production and sourcing to different countries over the past five years—and will continue to do so during the next five years.”[112] Of those companies that have relocated production, over half reported that they had shifted more than 20 percent of their supply chain spending and manufacturing activity elsewhere.[113] The report notes that, from 2018 through 2022, U.S. goods imports declined by 10 percent from China in inflation-adjusted terms, but rose by 18 percent from Mexico and by 44 percent from India. The report clearly shows that global manufacturing activity is on the move, concluding, “The bottom line is that manufacturers in a broad range of industries can achieve substantial—and in some cases game-changing—cost reductions, along with improved resilience and sustainability, by boldly transforming their global manufacturing and sourcing footprints.”[114]
It’s also important to recognize that when this manufacturing activity moves to some locale in the Americas, even if not always to the United States, the United States still benefits considerably. That’s because U.S. imports from Asia consist of just 4 percent U.S. value added, whereas U.S. imports from Latin America on average contain 40 percent U.S. value added.[115] In short, more global manufacturing activity coming to the Americas represents a win for the United States.
The Global Semiconductor Industry
This section provides an overview of semiconductor value chains and then considers the ATP segment specifically.
Semiconductor Value Chains
Semiconductors represent the heartbeat of the modern global digital economy, an industry that’s expected to reach $588 billion in 2024 (and grow to $1 trillion by 2030),stimulates another $7 trillion in global economic activity annually, and underpins a range of downstream applications such as AI and big data.[116] Moreover, semiconductors—the world’s fourth-most-traded product—have perhaps the most complex and geographically dispersed value chain of any industry in the world.[117] When all production phases are considered, the entire semiconductor production process extends from material procurement to end-product manufacturing.[118] (See figure 12.)
However, in general, the three highest-level facets of the semiconductor production process are semiconductor R&D and chip design, semiconductor fabrication, and semiconductor ATP. It’s also important to note that, in electronic products, semiconductors are situated onto a PCB, which is a rigid structure that contains electrical circuitry comprising embedded metal surfaces called “traces” and larger areas of metal called “planes.”[119]
As the Interamerican Development Bank (IADB) explained:
The intricate global semiconductor supply network has evolved over the past three decades: there are more than 30 types of semiconductor product categories, with different sizes and levels of complexity; semiconductor manufacturing typically requires up to 300 different inputs, as well as more than 50 types of highly engineered precision equipment and tools supplied by highly specialized companies that are also located in different parts of the world.[121]
Indeed, dozens of countries throughout the world field enterprises competing across multiple facets of semiconductor production. In fact, each segment of the semiconductor value chain has, on average, 25 countries involved in the direct supply chain and 23 countries involved in support functions. Over 12 countries have enterprises directly engaged in semiconductor chip design, 39 countries have at least 1 semiconductor fabrication facility, while over 25 countries have enterprises engaging in ATP activities.[122] (See figure 13.) As the IADB has elaborated, “Cost competitiveness, a business-friendly investment climate, improvements in infrastructure in terms of water supply, electricity, transportation, and logistics are some of the factors” that influence how attractive the Latin American region can be for semiconductor-sector investment.[123] But, in short, countries of all sizes throughout the world have demonstrated they can effectively compete for semiconductor sector investment, and the same certainly goes for the Dominican Republic.
The Semiconductor Assembly, Test, and Packaging Market
As noted, after front-end fabrication of the chips, wafers are typically sent to other facilities for back-end manufacturing activities such as ATP. At this step, chips are cut from the silicon wafer, tested for performance, and packaged to protect the chip and allow for its integration into finished electronic devices by attaching electrical interconnections.[125]
Countries of all sizes throughout the world have demonstrated they can effectively compete for semiconductor sector investment.
Semiconductor ATP generally occurs through one of two business models: 1) as in-house ATP services performed by integrated device manufacturers (IDMs) and foundries after fabrication, or 2) by outsourced assembly and test (OSAT) firms, which perform ATP activities for third-party customers.[126] ATP is typically labor intensive and lower value added than design and fabrication, explaining why, historically, firms have set up ATP facilities to a larger extent in developing countries.[127]
By firm headquarters, Taiwan and the United States lead in terms of the companies instigating the most global ATP activity, accounting for 29 and 28 percent of the market, respectively, in 2019, followed by China (14 percent), South Korea (13 percent), Japan (7 percent), and Malaysia (5 percent). (See figure 14.) In terms of OSAT, Taiwan dominated, with its enterprises accounting for over half the market, followed by China (21 percent) and the United States (15 percent). In turn, the United States led in IDM ATP activity (43 percent), followed by South Korea (23 percent) and Japan (13 percent).
However, in terms of where ATP activity is actually conducted, over 95 percent of ATP facilities exist in Indo-Pacific countries, “with a heavy concentration of OSAT providers in Taiwan, China, and Southeast Asia (particularly in Singapore, Malaysia, Vietnam, and the Philippines).”[129] In fact, of an estimated 484 ATP facilities located worldwide as of 2021, only 65 were found in North America (19 IDM and 46 OSAT), and just 24 across the rest of the world combined.[130] (See figure 15.)
The global ATP market is highly concentrated, with the market share of the top 10 manufacturers at about 80 percent and, as one report notes, “mainly occupied by mainland of China and Taiwan of China manufacturers.”[132] As of January 2023, the 10 largest OSAT players globally were JCET, HT-Tech, TF, LCSP, Chippacking, ASE, Powertech, Amkor Technology, UTAC Holdings, and Unisem.[133] The first five of these players are China-headquartered, while ASE and Powertech hail from Taiwan, with Amkor Technology the only U.S. player in the top 10 (UTAC is headquartered in Singapore and Unisem in Malaysia). (In 2017, Taiwan OSAT player ASE acquired Siliconware Precision Industries (SPIL), which at the time was the third-largest OSAT player in the world.)[134]
However, semiconductor ATP certainly represents a significant global growth market. Analysts pegged the global semiconductor assembly and testing services market to have accrued $33.4 billion in revenues in 2023, and expect it to grow at a compound annual growth rate (CAGR) of 5.6 percent over the remainder of this decade, becoming a $48.8 billion global market by 2030.[135]
As of 2022, consumer electronics accounted for the largest share of semiconductor ATP activity, at 38 percent, followed by communications, computing and networking, and industrial and automotive electronics. (See figure 16.) Analysts expect consumer electronics to continue to be the fastest-growing segment of the ATP market over the remainder of the decade, owing to “the growing consumption of smartphones, tablets, and smart television sets, as well as the adoption of 5G technologies and others.”[136]
As Chris Miller, renowned author of Chip Wars, observed, “If you look at the way that Korea, Taiwan, and Singapore entered the chip industry, they entered with assembly, testing and packaging before moving to fabrication.”[138] In commenting upon India’s opportunity to get into semiconductor ATP manufacturing, Miller continued, “[T]here’s a lot of scope for India to win investments in that sphere, particularly because it’s right adjacent to the device assembly, smartphone assembly, and PC assembly, where India is also in the early stages of winning a lot of market share.”[139] Certainly the same applies for the Dominican Republic, and as noted, its extant base of extensive electronics manufacturing gives the country a powerful springboard to attract ATP investment.
While ATP is certainly more labor intensive than semiconductor manufacturing, industry executives have commented that labor accounts for only around 5 percent of total ATP production costs.[140] Thus, while certainly countries’ labor cost environments are a critical determinant of attracting semiconductor ATP investment, it suggests that other cost drivers, such as the ability to cost-effectively import components and export finished products, to construct and operate facilities efficiently, or to achieve extremely high yield rates (i.e., production efficiency) are core cost drivers.
However, the packaging industry is undergoing an evolution, particularly with regard to advanced chip packaging. As a McKinsey Global Institute (MGI) report explains:
Compared with the front-end process of designing and fabricating wafers, the back-end process of packaging has been undervalued for two reasons: First, it’s still possible to package wafers using old-generation equipment. Second, packaging is mostly done by outsourced semiconductor assembly and test companies (OSATs) that compete largely based on low labor costs, rather than other sources of differentiation.[141]
As the report elaborates, packaging technology has evolved from the wire-bonding practices of the 1950s to the flip-chip approach in the mid-1990s (which connected a chip to the PCB with solder bumps) to wafer-level integration in the 2000s (where chips were packaged as part of the wafer rather than individually sliced) to the 2.5-D stacking approach of the 2010s and now the 3-D stacking approach of the 2020s in which multiple chip layers are stacked rather than laterally connected, and bonded using TSV (through-silicon vias) or | |||||
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""
] | null | [] | 2024-01-30T14:56:48+00:00 | INTEC Controls has been a supplier of high-quality gas detection sensors and controls for commercial HVAC for over 30 years. | en | SVL | https://www.svl.com/intec-premier-gas-detection-solution/ | What are the best practices for CO and NO2 detection?
That was our question to Jennifer Thomas, the senior regional salesperson for INTEC Controls, at our latest 45-minute Coffee Break webinar. These monthly sessions are packed with information from the brightest minds in the HVAC industry and cover the latest innovations in all types of building systems. Contact your SVL Sales Engineer for an invite to our upcoming Coffee Breaks!
Headquartered in San Diego, INTEC Controls has been a supplier of high-quality sensors and controls for commercial HVAC for over 30 years. Jennifer gave our attendees a deep dive into the current state of CO and NO2 detection systems.
What applications need CO/NO2 monitoring?
Any enclosed space where vehicles are running. These include parking garages, package distribution hubs, vehicle maintenance facilities, car dealerships, and loading docks.
Also, boiler rooms and other spaces that house gas-burning appliances. Incomplete combustion problems can result in the production of carbon monoxide and other harmful gasses.
Why monitor for CO/NO2?
Safety: This is the obvious reason. Carbon monoxide is an asphyxiant. It’s odorless, colorless, and dangerous if left unventilated. Nitrogen dioxide is a carcinogen and high levels risk long-term health effects for the occupants of these spaces.
Energy savings: Running fans at high speed 24/7 to ensure proper ventilation is expensive. With UL 2075-listed gas sensors, fans can cycle between standby airflow (>0.05 cfm per ft2) and full-on airflow (>0.75 cfm per ft2) when it’s necessary.
Gas sensor studies tell us that the typical garage only needs full-on airflow during high-traffic periods — a few minutes in the morning, lunch hour, and evening. Including gas sensors in your building controls ensures your ventilation fans don’t waste energy.
HVAC ROI: A corollary of energy savings is the ability to save wear and tear on your fan equipment, extending its lifespan.
What do building codes require for gas detection?
The International Mechanical Code (IMC) contains various prescriptions for gas detection. Since 2018, the current code (IMC 2021 sec. 404.1) for mechanical ventilation systems for enclosed parking garages allows for either 24/7 operation of fans at full flow or controlling the airflow specifically using UL 2075-listed gas sensors.
UL 2075 is a rigorous performance standard for gas sensors. First released in 2006, it’s a costly, long-term certification process, and not every sensor package on the market has received that rating (meaning they are not in compliance with the IMC 2021 for this application).
Pay close attention to the wording used on gas sensors. There is a difference between being “UL-listed” versus one that says UL- “recognized,” “compliant,” or “approved”. The word “listed” specifically matters for code compliance and the entire package must be listed (not just certain components).
Where should gas detection sensors be placed?
The maximum coverage area for CO/NO2 sensors is 7,500 square feet (a 50-foot radius). It depends on where you can physically mount the sensors and whether there are obstructions to the airflow, but the optimal location is 5 feet above the finished floor, right in the breathing zone.
In large, open areas that don’t have a mounting location in the breathing zone (say, an aircraft hangar that’s been converted to car storage), you should think about creative solutions, like installing posts to mount the monitors.
What is the control strategy for gas detection? | |||||
correct_foundationPlace_00048 | FactBench | 2 | 6 | https://www.marketscreener.com/quote/stock/INTEC-TELECOM-SYSTEMS-PLC-4001302/news/INTEC-TELECOM-SYSTEMS-Intec-Selected-for-Mediation-Transformation-Project-13465353/ | en | 200 OK | [] | [] | [] | [
""
] | null | [] | null | null | |||||||||
correct_foundationPlace_00048 | FactBench | 1 | 59 | https://www.channele2e.com/news/intec-group-acquires-firefly-and-provident | en | inTEC Acquires Firefly and Provident Technology for European MSP, Cloud Services Expansion - | [
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] | null | [
"Sharon Florentine",
"Ty Trumbull"
] | 2022-01-28T08:00:00-05:00 | inTEC Group, backed by Duke Royalty, gains MSP, IT solutions provider & cloud communications expertise; expands from Manchester, UK to Glasgow and Dublin, Ireland. | en | /favicon.ico | ChannelE2E | https://www.channele2e.com/news/intec-group-acquires-firefly-and-provident | Manchester, United Kingdom-based information and communications technology (ICT) provider inTEC Group has announced a pair of acquisitions, buying Firefly Cloud and Provident Technology Limited. The financial terms of either deal were not disclosed.
These are technology M&A deals 123 and 124 that ChannelE2E has covered so far in 2022. See more than 1,000 technology M&A deals for 2022, 2021 and 2020 listed here.
inTEC Acquires Firefly: “A Major Growth Opportunity”
Firefly is a communications solutions provider founded in 2002 and headquartered in Glasgow. The company’s portfolio includes voice, data, mobile, and complete systems solutions.
Derek Lewis, director, Firefly Cloud, commented on the deal:
Simon Howitt, CEO of the inTEC GROUP, said:
inTEC Acquires Provident: A Move Into Ireland
Provident Technology, an MSP based in Dublin, is inTEC’s first move out of the UK and allows them to further extend their ICT reach into a new market, according to inTEC.
Provident specializes in the design, implementation, and support of a range of cloud services and business applications including IT managed services, IT infrastructure support, hosted collaboration, and communication solutions.
Howitt said of the Provident deal:
John Malone, CEO of Provident Technology, commented:
About inTEC
inTEC specializes in the design, implementation, and support of a wide range of Cloud services and business applications including I.T. managed services, I.T. infrastructure support, hosted collaboration, and communication solutions.
These are the eighth and ninth businesses to join the Group, the latest in the company’s growth-through-acquisition strategy. inTEC says it has plans for “many” acquisitions in the year ahead. | ||||
correct_foundationPlace_00048 | FactBench | 1 | 52 | https://www.prnewswire.com/news-releases/aricent-wins-three-year-systems-integration-pact-with-nepal-telecom-92292564.html | en | Aricent Wins Three Year Systems Integration Pact With Nepal Telecom | [
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"Aricent"
] | null | [] | 2010-04-28T05:00:00-04:00 | /PRNewswire/ -- Aricent®, a global innovation, technology and services company focused exclusively on communications, today announced that Nepal Telecom,... | en | /content/dam/prnewswire/icons/2019-Q4-PRN-Icon-32-32.png | https://www.prnewswire.com/news-releases/aricent-wins-three-year-systems-integration-pact-with-nepal-telecom-92292564.html | PALO ALTO, Calif., April 28 /PRNewswire/ -- Aricent®, a global innovation, technology and services company focused exclusively on communications, today announced that Nepal Telecom, Nepal's largest and most prolific telecom operator, has awarded the company a three year systems integration contract to provide Convergent Mediation and Convergent Interconnect Billing solutions that enable a wide range of next-generation communication services.
Following on the heels of Aricent's announcement of its Innovation Lab in support of systems integration for service providers, Aricent will act as the primary systems integrator for Convergent Mediation and Interconnect solutions. As a turnkey implementation provider offering supply, delivery, installation and commissioning, Aricent will integrate systems, which together enable next-generation product and service offerings for both pre-paid and post-paid customers. In support of the agreement, Aricent will be implementing and integrating its proven and broadly deployed Active Mediation System, in conjunction with Intec's market-leading InterconnecT software. The engagement also includes post-deployment managed services in support of the converged solution.
Nepal Telecom provides a wide range of telecom services to its existing five million customers in a variety of networks such as Fixed, GSM, CDMA and Data. The company's customer base is estimated to grow to over nine million subscribers in the next three years.
"As the leading telecom service provider in Nepal, we strive to bring the best experience to our customers," said Amar Nath Singh, managing director of Nepal Telecom. "We are confident that Aricent's solution will allow us to create a unified mediation platform as well as a single interconnect system for our entire network. This will also simplify billing and operational parameters for our customers, and allow us to provide them with world-class capabilities and technologies, including high speed next-gen networks and services."
"We are thrilled to partner with Nepal Telecom and help them deliver an innovative, scalable subscriber experience for their customers," said Sanjay Dhawan, president and COO at Aricent. "We've had the privilege of working with some of the largest network operators in the world and we are pleased to add Nepal Telecom to our roster of service provider stars."
The broad compatibility of Aricent's solution across different networks and systems will pioneer operational convergence within Nepal Telecom by enabling the operator to create a common, unified mediation platform and a single interconnect system for the entire network. The solution has the potential to reduce total cost of ownership and minimize revenue leakage.
"Intec's market-leading InterconnecT software is proven with operators of all sizes and in numerous markets, worldwide," said Graeme Paynter, vice president for Intec, Asia Pacific. "InterconnecT continues to demonstrate a level of functionality and performance that simply cannot be matched and we look forward to working with Aricent in helping Nepal Telecom enjoy unrivalled ROI and exceptional operational savings."
Aricent's user friendly Active Mediation System supports real-time data collection and charging for both pre-paid and post-paid services and can process billions of Call Detail Records (CDRs) and Usage Data Records (UDRs). It allows efficient management of services and billing for next generation converged networks, thus improving revenue realization. The intuitive Web-based Graphical User Interface (GUI) ensures easy management, while the ready to use plug-in adaptors reduce integration time for new and innovative service launches. It is coupled with the InterconnecT System – an out-of-the-box solution supporting interconnection needs of fixed, mobile and content customers for both national and international operations. The system enables operators to optimize cash flow by equipping them to negotiate agreements that facilitate rapid receipt of revenue and define rates based on traffic volumes while supporting a comprehensive set of discounting scenarios.
Aricent's telecommunications system integration practice delivers advanced and reliable Business Support Systems and Operations Support Systems (BSS/OSS) solutions, and in general, these accelerate the launch of new services, enhance customer experience, improve connectivity and ensure efficient partner settlement and organizational level data consolidation. Particularly, in case of the project with Nepal Telecom, the Convergent Mediation and Convergent Interconnect Billing solutions will be used for its upcoming Convergent Billing System.
About Aricent
Aricent is a global innovation, technology and services company focused exclusively on communications. Aricent combines the leading innovation capabilities of frog design with unparalleled domain expertise in communications as a strategic supplier to the world's foremost infrastructure, application and service providers. The company's investors include Kohlberg Kravis Roberts & Co., Sequoia Capital, The Family Office and The Canadian Pension Plan Investment Board. For more information, visit http://www.aricent.com
Aricent is a trademark of Aricent Inc., in the United States and other jurisdictions. All other trademarks are the property of their respective owners.
About Intec
Intec supplies Business Support Systems (BSS) solutions to over 60 of the world's top 100 telecoms carriers, and is one of the world's fastest growing suppliers of BSS solutions. Intec's 400 plus customers include AT&T, Antel, Cable & Wireless, The Carphone Warehouse (UK), China Unicom, Deutsche Telekom, Eircom (Ireland), France Telecom, Hutchison 3G, O2, Orange, T-Mobile, Telefonica, Vodafone, Virgin Mobile, Vivo and Verizon. Intec works closely with its customers, many of whom have been with Intec since its inception, to add real value and ROI to their business by providing the highest standards of performance, flexibility and robustness to help communications service providers service their customers effectively and profitably. Intec's comprehensive and expanding range of products, solutions and services includes:
Real Time Charging, Customer Care and Billing management
Multi-service mediation and service activation
Inter-carrier billing and settlements, including US CABS and ITU-based settlement
Content Partner Management
Optimised Wholesale Routing and Trading
Founded in 1997, Intec is listed on the London Stock Exchange (ITL.L) and has over 1,600 staff and 31 offices in 24 countries. For more information, visit the Intec website at www.intecbilling.com
SOURCE Aricent | |||||
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CSG is a multinational corporation headquartered in Englewood, Colorado. It provides business support systems (BSS) software and services, primarily to the telecommunications industry.
CSG was founded by Neal Hansen as a division of First Data in 1982. It became an independent corporation when it was acquired by CSG Holdings in 1994 for $137 million. A contract with Tele-Communications Inc. (TCI), the largest cable TV business at the time, was influential in the company's growth from $80 million in revenue in 1994 to $171 million by 1997. CSG went public in 1996. A dispute with TCI over pricing led to a $120 million arbitration settlement in 2002 with Comcast, who acquired the TCI business. The two continued to do business together and expanded their relationship in 2014. CSG made more than ten acquisitions in the 2000s, mostly of companies that sold billing, customer service, and operations software.
Corporate history[edit]
Early history[edit]
CSG was founded in 1982 by Neal Hansen under the name Cable Services Group (CSG) as a division of the payment processing company First Data Corporation.[3] At the time, First Data was operated by American Express, which acquired a controlling interest in the company in 1980.[4] CSG became a part of the American Express Information Services Company, which was formed in 1989.[5] The CSG group's first large-scale billing statement processing center, which prints and mails bills to consumers, was established in Omaha in 1990.[6]
Hansen left the Cable Services Group one year after it was founded to become CEO of Applied Communications, where he met George Haddix.[3][7] Hansen and Haddix formed CSG Holdings with Morgan Stanley and Trident Investment Group in 1994, which acquired Cable Services Group that year for $137 million.[3][8] In November 1994, Cable Services Group was renamed to CSG Systems International.[7]
CSG was the second largest billing services provider for the US cable television industry by 1994,[9][10] serving 27 percent of cable TV subscribers.[8] However, according to The International Directory of Company Histories, its profit margins were small and the company was "still in need of a turnaround."[7] Broadcasting & Cable said CSG had lost direction and become complacent. Haddix and Hansen implemented changes at the company,[3] which prompted 350 out of 500 employees to leave the firm within a few months.[7]
The new CSG grew quickly.[6][11] The convergence of phone, internet, on-demand movies, and other services created more complex billing arrangements between telecommunications companies and consumers, which led to more extensive use of billing services providers like CSG.[11] Professional services and international clients, which were previously not a significant portion of revenues, grew to 22 percent of revenues by the mid-1990s.[6][7]
Post IPO[edit]
In order to pay off debt and raise funding for acquisitions, CSG held an initial public offering in February 1996, which valued the firm at five-fold its original acquisition price.[7][12] CSG grew from $80 million in annual revenue when it was acquired, to $132.3 million when it went public in 1996 and $171.7 million by 1997.[6]
In the 1990s, Tele-Communications Inc. (TCI) and Time Warner scrapped efforts to create internal billing software and hired CSG International.[11] The 15-year agreement CSG signed with TCI on August 11, 1997[13] made CSG the largest vendor in the industry[6] and was the primary contributor to its growth in the '90s.[13] By 2001, the deal was responsible for 45 percent of CSG's revenue.[14] As part of the deal, CSG also acquired TCI's internally developed software, SummiTrack, for $106 million.[11][13] CSG's services to TCI included billing, customer management, and payment processing for TCI customers.[15] In October 1997, CSG International signed its first deal with a utilities company, mc2.[11]
At the end of 1997, CSG co-founder George Haddix retired, and former EVP Jack Pogge was appointed president and chief operating officer in his place.[16] In 1999, CSG began constructing a new bill processing center in Florida in a deal with local government, which expanded roads and provided other incentives.[17] In 2002, CSG acquired the billing software interests of Lucent Technologies for $260 million.[18][19] The deal was estimated to increase CSG's revenues by 38 percent and its headcount by 65 percent.[20] 200 Lucent employees were laid off as a result of the acquisition.[18] An additional 100–150 CSG employees were laid off later that year in response to poor economic conditions.[21]
Recent history[edit]
AT&T acquired TCI in 2000, inheriting its agreement with CSG.[14] AT&T alleged CSG was not abiding by the contract's terms to provide favorable rates. A legal dispute between the two companies began in 2001 in arbitration court. Before the dispute was resolved, AT&T Broadband was acquired by Comcast, which wanted to use its own billing and customer service vendor. In October 2002, a judge ruled that CSG owed Comcast a $120 million refund and that it had to reduce its prices.[22][23][24] The two companies disagreed over whether the ruling would allow Comcast to halt their agreement before the end of its term.[25] CSG and Comcast reached new agreements or extensions in March 2004[26] and in 2008.[27] In 2014, its work with Comcast was expanded to cover all of its customer support and billing for residential services.[28]
In March 2005, co-founder Neal Hansen retired at the age of 64. Ed Nafus, prior president of the broadband services division, took his place.[29] Nafus was replaced as CEO by Peter Kalan, at the end of 2007.[30] In November 2015, it was announced that Bret Griess would be succeeding Kalan as president and CEO.[31] In August 2020, Brian Shepherd took over as president and CEO.[32]
As of December 31, 2019, CSG operates across more than 120 countries worldwide and has a total of 4,339 employees, an increase of 374 employees compared to the previous year.'[1]
Acquisitions[edit]
Date Company Business Deal size References 1980 CSG parent company First Data acquired by American Express Payments processing [4] 1994 Cable Services Group acquired by CSG Holdings Bill processing for cable TV operators $137 million [3][8] 1996 Bytel Limited Customer management software $4.7 million [6][33] 1997 TCI's SummiTrack Billing software $106 million [13] 1998 US Telecom Advanced Technology Systems Billing and customer service $6 million [7][34] 2001 Athene Software Customer analytics software Not disclosed [35] 2001 PlaNet Consulting e-commerce consulting Not disclosed [36] 2002 Kenan Systems assets from Lucent Technologies Billing and customer service software $260 million [18][19] 2002 Integrated Customer Management Systems (ICMS), an IBM division Customer service software $15 million (estimated) [37] 2005 CSG Global Software & Services division (formerly Kenan) acquired by Comverse Technology Billing and customer service software $251 million [38][39] 2006 Telution Operations software $22 million [40] 2007 Prairie Voice Services Interactive messaging services $39 million [41] 2007 ComTec Bill processing $23.5 million [42] 2008 DataProse Direct mail and bill processing $39 million [43] 2009 Quaero (later divested in December 2013) Marketing services firm $15 million [44][45] 2010 Intec Telecom Billing software $392 million [46] 2012 Ascade Wholesale billing software $19 million [47] 2013 Volubill (certain assets) Policy and billing management software Not disclosed [48] 2018 Business Ink, Co. Strategic business communications $70 million [49] 2018 Forte Payment Systems, Inc. Payment processor $85 million [50] 2020 Tekzenit/Gen Design Studio Strategy, Design Engineering and Technology Enablement $10 million [51] 2021 Quaero 3, LLC Customer Data Platform Not disclosed 2021 Tango Telecom Realtime monetisation and roaming technology Not disclosed [52] 2021 DGIT Systems Quote Order Bill software Not disclosed [53]
Products, software, and services[edit]
CSG provides software and services for managing customer data, analyzing that data, billing, and customer service. For example, customer service representatives may use CSG systems to look up a consumer's records and add a new service, or business analysts may mine customer data for trends.[11] According to the company's website, its primary product areas are digital monetization, revenue and customer management, and customer experience.[54] CSG also prints and mails billing statements to consumers and provides call-center services.[3]
Product history[edit]
CSG originally sold two versions of its billing process outsourcing services. Under new leadership in 1994, it began developing additional software and providing consulting to in-house billing departments.[7][10] During this period, it developed CSG Workforce Express® (now Field Service Management), a suite of software products that manage the dispatch of technicians and other logistics at customer sites. Workforce Express consists of three applications: CSG Workforce Management, CSG TechNet and CSG TechNet CE, which integrate with CSG's databases and billing systems.[7][55] It also developed CSG Care Express, which is for creating online self-service portals for consumers to view and pay their bills online.[7][56]
In the 1990s, CSG introduced the ACSR (Advanced Customer Service Representative) system.[7] An extension to ACSR called ProfitNow! was introduced in 2003. ProfitNow! used a consumer's account data to advise customer service representatives on the likelihood of a caller cancelling their service or buying a new product.[57] It was later turned into an online system with a user interface similar to Microsoft Windows at CSG.net.[7] CSG purchased the Kenan FX software from Lucent Technologies in 2002. Kenan software managed billing and ordering and provided middle-ware to help various customer service and billing products integrate with each other.[58] CSG NextGen was introduced for international markets, with support for multiple languages.[7] In March 2014, CSG added a cybersecurity suite to its product portfolio, under the name CSG Invotas.[59] The company released CSG Ascendon®, a digital platform for communications service providers, in March 2015. The platform uses content monetization and delivery systems without making excessive changes to existing infrastructure.[60] In November 2015, the Invotas unit was spun off into a separate entity.[61] Invotas was acquired by FireEye in a transaction that closed February 1, 2016.[62]
The company released CSG Detect,[63] a software as a service (SaaS) system, in February 2019.[64] The system is aimed at detecting and notifying telecommunications companies real-time of potential fraud in their billing process. In July 2019,[65] the company introduced CSG Field Service Management, a cloud-based advancement of its Workforce Express product suite.[66] CSG Field Service Management is part of the company's Customer Communication Management portfolio, which customers use to send over 1.5 billion messages to their end-users each year. The company announced[67] the availability of its Dispute Reconciliation Management system (DRM) in September 2019.[68] The system provides service providers with the tools and support to automate the reconciliation and dispute process. CSG Dispute Reconciliation Management is a part of the company's digital Wholesale suite of products and systems. The company introduced[69] Ascendon Communications, the industry's first software as a service (SaaS)-delivered, cloud-based business support systems (BSS) system, in October 2019.[70]
In April 2019,[71] CSG announced the opening of a technology lab to adopt blockchain technology across the wholesale business support systems (BSS) industry.[72] In May 2019,[73] the company announced the availability of its Mediation platform as a cloud-based system.[74] In June 2019, CSG and ITW Global Leaders' Forum (GLF) announced a partnership[75] to create an open blockchain ecosystem called the Communications Blockchain Network (CBN).
In March 2020,[76] Forte®, a CSG company, announced its BillPay system including omnichannel accessibility, payer-friendly navigation, biller customization, and advanced tech.[77]
Organization[edit]
CSG parent company, CSG Systems International Inc., is listed on the NASDAQ stock exchange.[36] As of 2020, its largest clients are Comcast and Charter, representing 23 and 20 percent of its revenues respectively. CSG spends approximately 13 percent of its revenue on research and development. Its revenue is about 89 percent from cloud and related services, 5 percent from software, and the remainder for ongoing technical support. 68.6 percent of revenues is from the Americas.[78][11][79] | ||||||
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] | null | [] | 1995-07-23T00:00:00 | en | /fileadmin/theme/img/intec-segel.png | https://www.intec-energy.com/en/company/about-our-company/philosophy-history | Our philosophy is based on the conviction that innovative engineering in plant technology requires a commitment to quality and sustainability. With our production in Germany, we stand for this basic claim every day.
Our systems are installed worldwide and, as “made in Germany”, stand for highly efficient, long-lasting systems with environmentally friendly technologies. With our innovative technologies, we develop renewable energy sources and generate energy and process heat from waste.
We ensure the quality of our products with continuous data analysis. Preventive maintenance and care of the systems maximize availability while minimizing costs. We can identify potential dangers at an early stage and incorporate them into the execution of future projects.
We bear and live responsibility for our world. We pay attention to preserving the diversity of plants and animals and to a healthy environment for our children and grandchildren... and their children.
INTEC is inspiring because we rely on fair, open and positive interactions with one another. Our partners are always partners on an equal footing. We keep our social and ecological responsibility in focus. Consistency and reliability ensure the trust of our employees and partners and the quality of our work.
Open approach to other cultures without prejudice, real remuneration and recognition of achievements, "FAIRE TRADE", are among our most important basic attitudes.
They are the basis of our success.
Our customers appreciate that we, together with our suppliers, service partners and subcontractors, concentrate entirely on them.
Success and security are particularly evident in the economic categories. The economy and profitability of our technology result in sustainable customer relationships. In the long term, it's always about added value for the customer and for our company.
When customers say to us, "the INTEC system is very profitable," we see it as an expression of our clients' satisfaction.
We have been working successfully with numerous customers for decades. For us, this means that our principle “the pursuit of the best quality” is accepted.
Keeping the ecological footprint as small as possible is reflected in the entire manufacturing process, purchasing, distribution and safety policy.
Our responsibility towards the environment and our fellow human beings is an irrefutable principle that has shaped our thinking for more than a quarter of a century. | ||||||
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Aligned to the National Initiative in Cyber Education (NICE), Cybersecurity Workforce Framework, the Education Pathways map NSE training content to NICE work roles. Mapping the content to roles helps Authorized Academic Partners better understand how and where NSE training can be integrated into their courses and curricula. And learners will understand how the courses they are taking today can transition into a cybersecurity career in the future. | ||||
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] | null | [] | null | Software developer for telecoms and utility operators, IQGeo is acquiring Comsof and its fibre optic network automated planning and design software for a total consideration of up to €13m. | en | /themes/custom/bootstrap_sass_lse/images/faviconFS.ico | https://www.fibre-systems.com/news/iqgeo-acquires-comsof-expands-market-share | Software developer for telecoms and utility operators, IQGeo is acquiring Comsof and its fibre optic network automated planning and design software for a total consideration of up to €13m.
Founded in 1998 with roots in the Intec information technology department of Ghent University in Belgium, Comsof has offices in Belgium and Canada and its software is deployed in more than 50 countries.
The acquisition will help to accelerate IQGeo’s ability to capture global market share. Headquartered in Ghent, Belgium Comsof has more than 50 staff, which will make it an ideal base of operations for Continental Europe for the combined group where Comsof has a significant customer base in Central and Northern Europe. By investing in its European sales and marketing capabilities IQGeo hopes to further accelerate sales of an integrated product suite throughout the region. Raf Meersman, the current CEO of Comsof, will remain with the business and join the IQGeo executive management team.
Richard Petti, CEO at IQGeo says: ‘We are extremely pleased to welcome the Comsof team and technology to the IQGeo family. The Comsof fibre optic planning and design software is highly complementary with IQGeo’s geospatial technology, allowing us to expand the scope and depth of our market share in the telecoms industry. Comsof has a well-established customer base and IQGeo will use the Ghent office to create a European operations hub focused on increasing our market share across the region. I see significant benefits from the unification of IQGeo and Comsof.’
Raf Meersman, CEO at Comsof adds: ‘The Comsof team is excited to join our new colleagues at IQGeo to create a unique network management solution that combines our proven planning and design expertise with IQGeo’s Network Manager system of record software. In addition, the Comsof software will continue to be offered as an independent solution, supporting existing customers and channel partners. We have worked with the IQGeo team over the last few years with great success and the alliance of our two companies and technologies accelerate innovation and competitiveness.’ | |||
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] | null | [] | null | Lüdenscheid, May 2024 - intec Gesellschaft für Informationstechnik mbH, the German innovation leader in the field of telecommunications measurement technology, is presenting the ARGUS® F-Series at this year's ANGA COM in Cologne, Europe's leading business platform for broadband and content providers. The ARGUS® F-Series is a family of fiber testers specifically designed for the installing and maintenance of optical networks such as GPON and XGS-PON, consisting of the ARGUS® F200, ARGUS® F240 and ARGUS® F300. The ARGUS® F-Series devices reliably test on GPON and XGS-PON interfaces in the top quality you have come to expect. The selective 5-fold power meter of the ARGUS® F200 basic tester can be switched into an existing PON connection in through mode, allowing the optical levels on the different downstream (OLT) and upstream (ONT) wavelengths for GPON, XGS-PON and a video overlay to be precisely determined simultaneously via five separate filters. This allows other transmitters that may | sv | https://via.tt.se/pressmeddelande/3465610/fiber-testers-for-installing-and-maintenance-intec-presents-argusr-f-series-at-anga-com?publisherId=3194838&lang=en | Lüdenscheid, May 2024 - intec Gesellschaft für Informationstechnik mbH, the German innovation leader in the field of telecommunications measurement technology, is presenting the ARGUS® F-Series at this year's ANGA COM in Cologne, Europe's leading business platform for broadband and content providers. The ARGUS® F-Series is a family of fiber testers specifically designed for the installing and maintenance of optical networks such as GPON and XGS-PON, consisting of the ARGUS® F200, ARGUS® F240 and ARGUS® F300.
The ARGUS® F-Series devices reliably test on GPON and XGS-PON interfaces in the top quality you have come to expect. The selective 5-fold power meter of the ARGUS® F200 basic tester can be switched into an existing PON connection in through mode, allowing the optical levels on the different downstream (OLT) and upstream (ONT) wavelengths for GPON, XGS-PON and a video overlay to be precisely determined simultaneously via five separate filters. This allows other transmitters that may be on the line (alien ONT) to be detected. In addition, the PON ID can be read out from the PLOAM message. A PLOAM monitor scans all ONU IDs and serial numbers of ONTs connected to a PON branch.
The ARGUS® F300 and ARGUS® F240 fiber testers can also perform a complete ONT simulation with IP and performance tests up to 10 Gbit/s on GPON and XGS-PON and provide many other test functions such as WLAN Analyzer, triple play tests such as VoIP, IPTV and data tests in the form of upload/downloads, ping and traceroute as well as iperf or high-performance IP speed tests directly on the fiber or Ethernet.
The ARGUS® F300 also has an OTDR that measures the line and event attenuation and, together with the propagation time of the reflected pulse, can determine the line length, splices and connectors. It is the only device in the world that combines OTDR and selective OPM and can also determine and display the PON ID and XGS-PON ID.
The SFP slot can be used, among other things, for the deployment of Active Ethernet (AON), as is often the case in FTTH installations. In addition, the Fiber Inspection Tool can be connected via USB, which detects scratches and defects on optical fibers and displays them as a video image and in tabular form.
We cordially invite you to visit us at ANGA COM 2024 in Cologne from May 14 - 16. See the latest ARGUS® fiber testers in action and discover how our technologies can support your work in the field of fiber optic networks.
intec at ANGA COM in Cologne: May 14 – 16 2024, Hall 8, Stand A71.
Image material:
Available on request by sending an email to Annika Stoßhoff, annika.stosshoff@argus.info.
For further information on ARGUS® testers, visit www.argus.info and www.fibertester.de, or contact your distributor or intec directly at +49 2351-9070-0.
intec Gesellschaft für Informationstechnik mbH
Rahmedestr. 90
58507 Lüdenscheid
Germany | ||||
correct_foundationPlace_00048 | FactBench | 3 | 67 | https://sweethaven.co.uk/voip | en | VoIP — Sweethaven Business Services | http://static1.squarespace.com/static/61796bcace3ce638a7736853/t/62dd590984feb94ef541c246/1658673417473/linkedin.jpg?format=1500w | http://static1.squarespace.com/static/61796bcace3ce638a7736853/t/62dd590984feb94ef541c246/1658673417473/linkedin.jpg?format=1500w | [
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] | null | [] | null | If you haven’t already, you will have to switch to the replacement for PSTN & ISDN. But change is good. The PSTN switch off and the pandemic-driven rise in online/ digital route to market has created new opportunities for businesses to deliver a future-proof solution that has brought about sever | en | https://images.squarespace-cdn.com/content/v1/61796bcace3ce638a7736853/b5c54e9b-7998-4f46-bfdc-bc5e618a3fc5/favicon.ico | Sweethaven Business Services - part of the inTEC GROUP | https://sweethaven.co.uk/voip | VoIP, Telephony and Connectivity
Business communication systems are a critical factor for success.
Why VoIP? VoIP services are streamlining business operations already and would ensure your business is on the fast-track to being a fully remote business.
We help businesses with tangible benefits by upgrading them to VoIP
If you haven’t already, you will have to switch to the replacement for PSTN & ISDN. But change is good.
The PSTN switch off and the pandemic-driven rise in online/ digital route to market has created new opportunities for businesses to deliver a future-proof solution. This in turn will contribute to businesses enabling:
True flexibility
Ability for employees to stay connected and integrated with your business from any location that has internet access, and from any device. We’ve found this to be of huge benefit.
Cost savings
Savings on local and international calls by making them over the internet. Maintenance and configuration (as VoIP is software driven), boosting flexible productivity.
Scalability
Scale up or down easily in line with the needs of
your business. Minimal installation costs or lead times, in comparison to traditional telephone systems.
Security
VoIP is a highly secure solution for business communications. Unlike traditional phone systems, VoIP provides call encryption providing better security, privacy and reliability.
Customer centricity
VoIP solutions, offer more features than traditional telephone systems. Enhancing the experiences of your customers by increased availability, shorter response times, interactions and reporting.
Future-proofing
Traditional phone systems will be discontinued in 2025. VoIP offers flexibility and scalability, providing your business with a strong communications system that is built for the future.
Please get in touch for a chat with one of our VoIP specialists about how we can help you.
We have been supporting local businesses for over 44 years and have evolved our services to ensure we offer best-in-class solutions.
As a business, we ourselves made the transition to VoIP in 2019, which has provided us with enhanced flexibility and a resilient foundation for managing a growing, hybrid workforce. We have strong partnerships with some of the UK’s leading network providers, working together to roll out tailored and resilient VoIP solutions to our business clients throughout the South East and beyond.
Book in a chat to see how we could help your business switch to VoIP.
Do you still have a traditional PSTN/ISDN telephone system? Have you thought about preparing for 2025 when this system becomes obsolete?
VoIP services are streamlining business operations already and would ensure your business is on the fast-track to being a fully remote business | ||
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] | 2006-10-25T00:00:00+04:00 | Content Telecomasia | en | /favicon.ico | Telecom Asia Sport | https://www.telecomasia.net/content/intec-ibm-complete-performance-benchmarking-exercise/ | Intec Telecom Systems and IBM have completed a performance benchmark of Intec Convergent Billing v6, the latest version of the former's customer care and billing system, on IBM System p5 servers. The successful completion of the benchmarking exercise demonstrates the solution's capability to handle a sustained throughput equivalent to the needs of a customer base of 60 million prepaid subscribers, Intec says.
The benchmark was based on a current customer implementation and reflected realistic operating conditions and data.
Intec Convergent Billing v6 is designed to offer scalable, leading-edge performance for any combination of payment method and communications technology, including prepaid and postpaid, fixed, wireless, and next-generation services, for operators and service providers of all types and sizes, Intec says.
Related content | ||||
correct_foundationPlace_00048 | FactBench | 1 | 29 | https://www.linkedin.com/posts/intecbusiness_go-teams-intec-north-and-south-activity-7178359940036575233-M3dZ | en | part of the inTEC Group on LinkedIn: Go Teams inTEC North and South! ⚽ | https://media.licdn.com/dms/image/D4E05AQFFlauSI4uitg/videocover-high/0/1711379168222?e=2147483647&v=beta&t=9nyHHdpjVcIf5bFg2Hyfnw0obJcDmVAIK6IJLDEmHwo | https://media.licdn.com/dms/image/D4E05AQFFlauSI4uitg/videocover-high/0/1711379168222?e=2147483647&v=beta&t=9nyHHdpjVcIf5bFg2Hyfnw0obJcDmVAIK6IJLDEmHwo | [
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] | 2024-03-26T11:59:37.164000+00:00 | Go Teams inTEC North and South! ⚽ | en | https://static.licdn.com/aero-v1/sc/h/al2o9zrvru7aqj8e1x2rzsrca | https://www.linkedin.com/posts/intecbusiness_go-teams-intec-north-and-south-activity-7178359940036575233-M3dZ | 🕛12:00 UPDATE The underlying cause of the issue below has been fixed and several Microsoft 365 apps and services have been restored to full functionality. Residual impact is still affecting some Microsoft 365 apps and services, and Microsoft 365 engineering are continuing to conduct additional mitigation actions to provide relief. We are continuing to observe an increase in functionality and availability for the remaining impacted scenarios and we're monitoring this closely to ensure we're progressing towards full recovery. Microsoft is continuing to treat this event with the highest possible priority.
⚠️ 19/07/24: Update on Global Microsoft Services Disruption ⚠️ A disruption in Microsoft’s global services has been reported earlier today. The root cause is currently under investigation, and Microsoft is actively working on mitigation strategies. The outage has had a widespread impact, with reports of service interruptions affecting various sectors, including airlines, media outlets, and financial institutions. Notably, SIMS cloud services, Sky News, and RyanAir are experiencing downtime. Early signs are suggesting the outage is related to Crowdstrike, which is a security product largely used in Microsoft Azure. This may affect inTEC clients but investigation is still underway. If you are a client of inTEC we want to assure you that our team is on standby to provide any assistance you may require during this time. Should you encounter any service disruptions, please do not hesitate to reach out to us by contacting your inTEC Account Manager. Alternatively, please call 0345 565 1767 or email info@intecbusiness.co.uk and we will endeavour to support you promptly. Thank you. #Microsoft #Outage #GlobalOutage #inTECGROUP
⚠️ *GLOBAL MICROSOFT OUTAGE* ⚠️ IT outages are reported across the world, affecting airlines, media, and banks. The cause is not known - but Microsoft says it's taking mitigation action. SIMS cloud, Sky News and RyanAir are confirmed to be offline, so this appears to be a global issue. We are awaiting further information from Microsoft, but currently this appears to be isolated to cloud based patching - however, that is not fully confirmed. If you are an inTEC GROUP client and experience any outage issues, please call 0345 565 1767 or email info@intecbusiness.co.uk and we'll be happy to help. More info: https://lnkd.in/eE_Fm4TJ #microsoft #outage #it #support #intec #intecgroup
Evolving with the current times is crucial for all organisations, but there is one topic on the forefront of our minds that sounds daunting for some… Artificial Intelligence (A.I.). During our next live webinar on Friday 9th August 2024, in association with the North East Chamber of Commerce, our Director of Modern Workplace, Mark Armstrong will guide you through the ways in which you can integrate Microsoft’s new AI companion, Copilot, to improve productivity, reduce costs and increase efficiencies in your workplace. Mark will review the latest features and benefits of Copilot via a live, interactive demo, as well as explaining how your organisation can ensure its environment is AI-ready and secure. We guarantee: ❌ No jargon! ❌ No death by PowerPoint! ❌ No hard sell! Book your FREE place now: https://lnkd.in/eD7-RhTe #northeast #chamberofcommerce #business #artificialintelligence #ai #webinar #freeadvice #collaboration #productivity #microsoft #copilot #intec #intecbusiness #intecgroup #technology #telephony #it #worksmarter Jazmin Winkworth Erika Armanino Fern Ford
📍From Windermere to St. Leonards-on-Sea, we have various job vacancies available across the inTEC GROUP and are on the lookout for talented, enthusiastic and experienced professionals to join our dynamic team! 💻 If you are passionate about technology and you are eager to take on new challenges, we want to hear from you! 🔍 Explore our office, hybrid and home-based positions now at: https://lnkd.in/dMpBtkpB #JobVacancies #Hiring #CareerOpportunities #JoinOurTeam #TalentSearch #Careers #inTEC #inTECGroup #inTECBusiness #inTECEducation #SweethavenComputers #SweethavenEducation Faye Hand Assoc CIPD Sophie Chatburn Heather Guest | |||
correct_foundationPlace_00048 | FactBench | 2 | 1 | https://citywire.com/wealth-manager/news/intec-telecom-boringly-good/a212092 | en | [] | [] | [] | [
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correct_foundationPlace_00048 | FactBench | 1 | 48 | https://www.telecompaper.com/news/intec-telecom-provides-interconnect-billing-solution-to-chinasat--353903 | en | Telecompaper | https://www.telecompaper.com/favicon.ico | https://www.telecompaper.com/favicon.ico | [
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correct_foundationPlace_00048 | FactBench | 1 | 33 | https://indiantelevision.com/television/tv-channels/news-broadcasting/reliance-infocomm-retains-intec-for-bss/oss-solutions-060307 | en | Reliance Infocomm retains Intec for BSS/OSS solutions | [
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] | 2006-03-07T16:40:31+05:30 | Reliance Infocomm has renewed its contract with Intec Telecom Systems, a supplier of business and operations support systems (BSS/OSS) to over 350 customers across the global telecoms and IPTV industry. Reliance Infocomm has used Intec's carrier grade BSS/OSS solutions for its mediation, retail and wholesale billing within its core IT infrastructure since the start of its operations in December 2002. | en | /sites/default/files/ITV_favicon_0.ico | https://indiantelevision.com/television/tv-channels/news-broadcasting/reliance-infocomm-retains-intec-for-bss/oss-solutions-060307 | MUMBAI: Reliance Infocomm has renewed its contract with Intec Telecom Systems, a supplier of business and operations support systems (BSS/OSS) to over 350 customers across the global telecoms and IPTV industry. Reliance Infocomm has used Intec's carrier grade BSS/OSS solutions for its mediation, retail and wholesale billing within its core IT infrastructure since the start of its operations in December 2002.
"We consider Intec as a vital technology partner that will continue to grow with us in our journey to scale and speed, in our ambition to lead the Indian market, and in our mission to deliver true value to our customers," Reliance Anil Dhirubhai Ambani Group chairman Anil Dhirubhai Ambani. "Intec's technology, experience and capabilities in BSS/OSS are helping us to optimize our business model through the rapid launch of innovative, cost-effective products and services to a huge and growing customer base. Intec's scalable solutions help us create a competitive differentiation for Reliance Infocomm as a significant player in India, and we look forward to the continuing benefits that this partnership brings to both companies."
"Subscriber numbers, particularly in developing economies like India, continue to accelerate, and many operators are faced with the challenge of finding BSS/OSS technology that can cope with both substantial volumes and complex new services," says Intec CEO, Kevin Adams. "Intec Convergent Billing, Intec Interconnect and Intec Mediation are proven solutions in many of the world's largest wireless, fixed, cable and IP carriers, supporting hundreds of millions of events per day in our largest accounts. We're proud of our strong relationship with Reliance Infocomm, and we are confident of supporting their ambitious growth and development plans."
Intec is the fastest growing major BSS/OSS vendor in the world, recording a 69 per cent increase in sales from 2004 to 2005, and increasing its customer base by 27 per cent to a total of over 350 customers worldwide. Intec's solutions have been chosen by over 60 per cent of the world's top 100 carriers, claims an official release. Intec invests heavily in both its core technology and its customer service capabilities on a global basis, including, for example, its expanding technical facilities in India which are delivering and supporting successful OSS/BSS projects to operators in India as well as around the world, the release adds.
Intec MD Asia Pacific, John Rocca adds, "Intec is proud to be recognized as an integral technology and solutions partner, working with Reliance Infocomm to deliver high quality, leading edge technology, robust performance and the benefits of next generation services to a wider spectrum of the Indian market." | |||||
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] | 2024-04-19T10:12:48.884000+00:00 | 📢 Your new AI companion has arrived. Welcome to Copilot. It's going to totally transform the way you work.
🙋🏾♂️ Want to find out how? Book a FREE demo… | en | https://static.licdn.com/aero-v1/sc/h/al2o9zrvru7aqj8e1x2rzsrca | https://www.linkedin.com/posts/intecbusiness_microsoft-copilot-ai-activity-7187030370574376961-gLkz | 🕛12:00 UPDATE The underlying cause of the issue below has been fixed and several Microsoft 365 apps and services have been restored to full functionality. Residual impact is still affecting some Microsoft 365 apps and services, and Microsoft 365 engineering are continuing to conduct additional mitigation actions to provide relief. We are continuing to observe an increase in functionality and availability for the remaining impacted scenarios and we're monitoring this closely to ensure we're progressing towards full recovery. Microsoft is continuing to treat this event with the highest possible priority.
⚠️ 19/07/24: Update on Global Microsoft Services Disruption ⚠️ A disruption in Microsoft’s global services has been reported earlier today. The root cause is currently under investigation, and Microsoft is actively working on mitigation strategies. The outage has had a widespread impact, with reports of service interruptions affecting various sectors, including airlines, media outlets, and financial institutions. Notably, SIMS cloud services, Sky News, and RyanAir are experiencing downtime. Early signs are suggesting the outage is related to Crowdstrike, which is a security product largely used in Microsoft Azure. This may affect inTEC clients but investigation is still underway. If you are a client of inTEC we want to assure you that our team is on standby to provide any assistance you may require during this time. Should you encounter any service disruptions, please do not hesitate to reach out to us by contacting your inTEC Account Manager. Alternatively, please call 0345 565 1767 or email info@intecbusiness.co.uk and we will endeavour to support you promptly. Thank you. #Microsoft #Outage #GlobalOutage #inTECGROUP
⚠️ *GLOBAL MICROSOFT OUTAGE* ⚠️ IT outages are reported across the world, affecting airlines, media, and banks. The cause is not known - but Microsoft says it's taking mitigation action. SIMS cloud, Sky News and RyanAir are confirmed to be offline, so this appears to be a global issue. We are awaiting further information from Microsoft, but currently this appears to be isolated to cloud based patching - however, that is not fully confirmed. If you are an inTEC GROUP client and experience any outage issues, please call 0345 565 1767 or email info@intecbusiness.co.uk and we'll be happy to help. More info: https://lnkd.in/eE_Fm4TJ #microsoft #outage #it #support #intec #intecgroup
Evolving with the current times is crucial for all organisations, but there is one topic on the forefront of our minds that sounds daunting for some… Artificial Intelligence (A.I.). During our next live webinar on Friday 9th August 2024, in association with the North East Chamber of Commerce, our Director of Modern Workplace, Mark Armstrong will guide you through the ways in which you can integrate Microsoft’s new AI companion, Copilot, to improve productivity, reduce costs and increase efficiencies in your workplace. Mark will review the latest features and benefits of Copilot via a live, interactive demo, as well as explaining how your organisation can ensure its environment is AI-ready and secure. We guarantee: ❌ No jargon! ❌ No death by PowerPoint! ❌ No hard sell! Book your FREE place now: https://lnkd.in/eD7-RhTe #northeast #chamberofcommerce #business #artificialintelligence #ai #webinar #freeadvice #collaboration #productivity #microsoft #copilot #intec #intecbusiness #intecgroup #technology #telephony #it #worksmarter Jazmin Winkworth Erika Armanino Fern Ford
📍From Windermere to St. Leonards-on-Sea, we have various job vacancies available across the inTEC GROUP and are on the lookout for talented, enthusiastic and experienced professionals to join our dynamic team! 💻 If you are passionate about technology and you are eager to take on new challenges, we want to hear from you! 🔍 Explore our office, hybrid and home-based positions now at: https://lnkd.in/dMpBtkpB #JobVacancies #Hiring #CareerOpportunities #JoinOurTeam #TalentSearch #Careers #inTEC #inTECGroup #inTECBusiness #inTECEducation #SweethavenComputers #SweethavenEducation Faye Hand Assoc CIPD Sophie Chatburn Heather Guest | |||
correct_foundationPlace_00048 | FactBench | 1 | 64 | https://git.cs.uni-paderborn.de/sheid/FactExtract/-/blob/master/train.tsv%3Fref_type%3Dheads | en | Files · master · Stefan Heid | [
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] | null | [] | 2019-10-10T08:11:02+00:00 | The Rafael del Pino Foundation's Chair in Science and Society has finalised the report Ten technologies to boost Spain. Under the supervision of Professor Javier García Martínez, the Chair's team is preparing a document to identify the ten emerging technologies that offer a competitive advantage to the Spanish economy and society. | en | Chair in Science and Society | https://frdelpino.es/ciencia-y-sociedad/en_gb/intec-new-technologies-report/ | The Rafael del Pino Foundation's Chair in Science and Society has finalised the report Ten technologies to boost Spain. Under the supervision of Professor Javier García Martínez, the Chair's team is preparing a document to identify the ten emerging technologies that offer a competitive advantage to the Spanish economy and society.
The report Ten technologies to boost SpainThe report, written by journalists Julio Miravalls, Andrés Valdés, Cristina Martínez and Jordi Sánchez Navas, has the backing of a committee of experts. It is made up of eight leading figures in science and technology, who contribute their experience and knowledge in various fields.
They are currently members of the Committee of Experts:
- Andrés Pedreño MuñozProfessor of Applied Economics, former Chancellor of the University of Alicante and former CEO of Universia
- María Blasco MarhuendaBiologist. PhD in Biochemistry and Molecular Biology. Director of the Spanish National Cancer Research Centre (CNIO).
- Nuria Oliver RamírezTelecommunications Engineer. PhD from the Media Lab of the Massachusetts Institute of Technology (MIT). Director of Research in Data Science Vodafone. Chief Data Scientist Data-Pop Alliance.
- Héctor Perea SaavedraIndustrial Engineer. Director Strategy and Business Development at CEPSA
- Manuel de León RodríguezMathematician and Doctor in Exact Sciences. Research Scientist at the CSIC. Former Director of the Institute of Mathematical Sciences (ICMAT).
- Pablo Artal SorianoD. in Physics and Professor of Optics at the University of Murcia.
- Javier Ventura-Traveset BoschD. in Telecommunications Engineering. Executive Secretary of the Scientific Advisory Committee of the Galieleo programme of the European Space Agency (ESA) and Spokesperson in Spain for ESA.
The report Ten technologies to give Spain a competitive edge does not seek to disseminate the latest and most striking innovations in the field of research, but rather to recognise those science and technology-based initiatives that are in the process of being incorporated into economic activity, by connecting their innovative nature with a high degree of maturity in their development and application.
Presentation in Madrid in mid-2020
The presentation of the report is scheduled to take place in autumn 2020 at an event to be held at the Madrid headquarters of the Rafael del Pino Foundation. This presentation was initially scheduled for April, but had to be delayed due to the Covid 19 health emergency.
The report draws on a long tradition of such documents promoted by leading international organisations and reputable scientific publications. This is the case of the Top ten emerging technologies The World Economic Forum, the World Economic Forum's version of this report, the magazine Scientific American or the selection made each year by MIT with the title 10 breakthrough technologies and that in 2019 Bill Gates has been involved in its development.
The report, applied to the specific case of Spanish competitiveness, prepared by the Chair in Science and Society of the Rafael del Pino Foundation, incorporates the experience of its director Javier García, who is a member of the Committee of Experts that draws up the list of the World Economic Forum and participates in the drafting of the publication that Scientific American dedicates to this subject.
Artificial Intelligence
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Genetic editing
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Internet of Things (IoT)
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Blockchain
The emergence of distributed ledger technologies (DLTs), also known as blockchain due to the popularity of the blockchain that powers the Bitcoin cryptocurrency, virtually challenges the role of intermediaries. In essence, a blockchain ensures the exchange of unique cryptocurrency codes through an accounting system....
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Downloads: | |||||
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] | null | null | Is element management software a necessary evil? It doesnt have to be.
What if you could deploy a carrier-grade, off the shelf solution in a matter of weeks?
Nakina Systems delivers a proven, Tier 1, scalable platform that enables equipment vendors and service providers to discover, secure and manage multivendor networks easily and effectively. Equipment vendors can focus on providing differentiated applications by offering a ready-made network management solution. Service providers can expedite the rollout of next-generation services with Nakinas single management solution. A solution that can configure and manage any vendor's networking products.
Nakina's Network OS provides a single point of integration between the network and higher-level management applications. Reduce operating expenses, bolster identity management security and improve operations productivity with workflow based common functions.
One world-class solution.
One provider.
Only from Nakina.
Links:
Home
Products
EMS: A Necessary Evil? Let us show you a better way.
Equipment Vendor Solutions
Service Provider Solutions
Documents:
Verizon Business Case Study
Nakina Systems Product Brochure
Nakina Systems Security Brochure
FAQ - Maximizing ROI from Your EMS for Service Provider Executives
FAQ - Maximizing ROI from Your EMS for Network Equipment Vendor Execs
Get More Info
Openet is a leading worldwide provider of event-processing and transaction-management solutions. We remain focused on delivering best-in-class network-edge solutions and specialized engagement processes that create business value from network activity.
Through its open architecture and modular design Openets core product, the FusionWorks™ Platform, serves as the scalable foundation for a range of Openet products; Convergent Mediation, Convergent Charging, Network Edge Rating, Policy Manager, and Balance Manager.
A global company, Openet implementations include long-running engagements with the worlds leading service providers such as AT&T, BT, Orange, Verizon Wireless, and Telstra.
Links:
Insight on Service Provider Innovation – View the Research Findings
Transactional Intelligence Solutions for Service Providers
Visit the Openet Website
Documents:
The Evolution of Transactional Intelligence – Download the Whitepaper
FusionWorks Framework and Products – Download the Brochure
Get More Info
ConceptWave is a leading provider of order management and product catalog management solutions that improve operational efficiencies and facilitate the rapid delivery of new services for the Communications Service Provider market. ConceptWave Order Care is a highly configurable order handling and product management platform that supports end-to-end flow-through order capture, order management and product lifecycle management via a product catalog through a fully-integrated J2EE/SOA and NGOSS product platform. Our products are deployed worldwide and are also offered through OEMs and global system integrator partners
Links:
Home
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Found at the heart of most global networks, Tekelec's market-leading, carrier-grade network solutions enable the secure and instant delivery of calls and text messages for more than one billion mobile and fixed-line subscribers. The company's session management solutions allow telecom operators to manage the diverse applications, devices, technologies and protocols, across existing and evolving networks, to meet the demands of today's consumer. Tekelec uniquely ensures telecom operators have a clear migration path to SIP-based IP networks, and whatever comes next.
Links:
Tekelec Home Page
About Tekelec
Performance Management Solutions
Whitepaper: Using KPIs to Optimize the Network
Whitepaper: Monitoring Hybrid Networks
SIP Pocket Guide
Get More Info
Intec supplies solutions to over 70 of the world's top 100 telecoms and is one of the world's fastest growing major BSS/OSS vendors. Intec's 400+ customers include providers of all sizes and types, using Intec's comprehensive range of products, solutions and services focused around charging and billing, wholesale business management, and total service mediation. These solutions offer the highest standards of performance, flexibility and robustness to help carriers service their customers effectively and profitably.
Links:
Products: Charging and Billing
Products: Mediation
Products: Interconnect/Wholesale
Get More Info
LTC International provides leading companies in the telecommunications and IT sectors with a unique level of service based on true subject matter expertise. Our Business Operations Architects® each have at least ten years of hands-on experience in service provider and IT intensive companies. Our consulting team has experience in all areas of business profit optimization, wireless and wireline communications, Internet services, as well as software and hardware planning, implementation and operations.
LTC has incorporated more than 1,000 years of first hand operating company and software application experience into our Business Management Toolkit. This comprehensive set of tools, guidelines, checklists, templates and training programs is designed to remove uncertainty and accelerate success for our clients.
Links:
LTC International
Get More Info
Management World Orlando is the largest event focused on the management, monetization and operational issues facing communications, entertainment and online service providers. The conference will feature renowned industry speakers providing their perspectives at 3 in-depth summits :
Transformation Summit
Revenue Management & Customer Experience Summit
Digital Commerce & Advertising Summit
Click here to REGISTER
Links:
More about the show
NEW PARADIGM RESOURCES GROUP, Inc. (NPRG) is the nation’s leading strategic consulting and research firm for innovators within the communications industry. NPRG provides business strategy and technology advice to our clients. To accomplish this, we identify, analyze and forecast emerging technologies and trends, support mission critical decision-making processes for service providers, technology developers and financial institutions, and deliver proven business strategies, product plans and market forecasts, enabling clients to succeed within evolving market conditions.
NPRG has long published an extensive array of industry analysis reports to keep up with the ongoing competitive, technological and product evolution. To present our data and analyses on a continuous basis, NPRG has moved to a completely online, dynamic set of Continuous Information & Advisory ServicesSM presenting all the sectors we cover, including the CLECs, in the dynamic delivery format.
Links:
NPRG web site
Continuous Information & Advisory ServicesSM
Optimising OSS & Service Provisioning
13th-15th October, Prague.
With operators focusing on the transition to NGN and all-IP, optimising OSS and service provisioning has never been more crucial. This event will provide practical information for operators on how to meet the challenges associated with the transition to NGN and all-IP. It will feature in-depth case studies from operators who are leading the way in rapidly deploying and supporting the high quality, converged services that drive customer loyalty and enable competitive differentiation.
Links:
Conference Main page
Registration page
Documents:
Optimising OSS Brochure (pdf)
IMS Global Congress 2008
1st-4th December, Germany
By attending this key industry event, you will have the opportunity to take part in key industry discussions on how to evolve the IMS ecosystem. Understanding how to achieve full convergence using IMS will be key to the four day conference. Visit www.ims-congress for more information and to register. Quote the label code CG2465PIPE when registering.
Links:
Main page
Download brochure
To register | ||||||||
correct_foundationPlace_00048 | FactBench | 1 | 24 | https://www.marketscreener.com/quote/stock/INTEC-TELECOM-SYSTEMS-PLC-4001302/news/INTEC-TELECOM-SYSTEMS-Intec-Selected-for-Mediation-Transformation-Project-13465353/ | en | 200 OK | [] | [] | [] | [
""
] | null | [] | null | null | |||||||||
correct_foundationPlace_00048 | FactBench | 2 | 26 | http://www.pipelinepub.com/0109/EC4_5.html | en | Pipeline Publishing, Volume 5, Issue 8 | [
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] | null | null | company’s solutions will be on display at the NEC booth. In both locations NetCracker will be discussing and demonstrating solutions that reflect the importance of service provisioning across the network to end user devices.
“In this spirit, NetCracker will be spotlighting its device management solution with NEC. This solution provides comprehensive capabilities to facilitate targeted marketing, monitor customer service usage, and improve customer experience. Customer experience is improved through network optimization and configuration management — and leads to increased customer loyalty.”
COMARCH (Stand No. 1F47, Hall 1-0)
“Comarch, as one of the key players in the telecommunications market, will be participating in Mobile World Congress 2009, in Fira de Barcelona – Montjuic.
“Comarch would like to bring your attention to the following solutions that it has to offer: Comarch Interconnect Billing Solution is designed for all telecommunication operators and service providers who maintain relations with other providers, and therefore, have the need to exchange settlements, invoices and share revenue or costs.
“Comarch Wholesale Billing Solution is a complete solution for supporting wholesale departments in everyday operations, and for protecting the operator’s business. Comarch End-to-end WiMAX solution is suitable for start-up WiMAX operators and also for already established operators that want to expand their service portfolio into WiMAX services. NGSM - Next Generation Service Management is the new Comarch OSS Solution and is based on two pillars: Next Generation Service Assurance solution and CMDB (Configuration Management Database).”
ARICENT (Stand No. 1E44, Hall 1-0)
“Communications is in the midst of a vigorous wireless revolution as the boundaries of the Internet are redrawn. Insatiable demand for smarter devices, faster access, and an explosion of multimedia applications and social networking are creating huge market opportunities. This opportunity presents many challenges for the mobile broadband ecosystem as subscribers demand a seamless application experience, require high-speed access to a robust network, and expect a variety of options in terms of access plans and services. | ||||||||
correct_foundationPlace_00048 | FactBench | 3 | 85 | https://itis.swiss/who-we-are/partners/ | en | IT'IS Foundation | [
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correct_foundationPlace_00048 | FactBench | 2 | 30 | https://www.prnewswire.com/news-releases/intec-pharma-enters-into-agreement-with-the-michael-j-fox-foundation-around-its-phase-iii-trial-recruitment-603359696.html | en | Intec Pharma Enters into Agreement with the Michael J. Fox Foundation Around Its Phase III Trial Recruitment | [
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"Intec Pharma Ltd"
] | 2016-11-28T07:30:00-05:00 | /PRNewswire/ -- Intec Pharma Ltd. (Nasdaq: NTEC), a clinical stage biopharmaceutical company focused on developing drugs based on its proprietary Accordion... | en | /content/dam/prnewswire/icons/2019-Q4-PRN-Icon-32-32.png | https://www.prnewswire.com/news-releases/intec-pharma-enters-into-agreement-with-the-michael-j-fox-foundation-around-its-phase-iii-trial-recruitment-603359696.html | JERUSALEM, November 28, 2016 /PRNewswire/ --
Intec Pharma Ltd. (Nasdaq: NTEC), a clinical stage biopharmaceutical company focused on developing drugs based on its proprietary Accordion Pill™ platform technology, announces it has entered into an agreement with the Michael J. Fox Foundation for Parkinson's Research (MJFF) to support patient recruitment and retention support for the Intec Pharma's pivotal Phase III clinical trial of its lead product candidate, the Accordion Pill Carbidopa/Levodopa, or AP-CD/LD, for the treatment of Parkinson's disease symptoms in advanced Parkinson's disease patients, which began enrolling participants in April 2016.
MJFF is the largest non-profit funder of Parkinson's research with a mission to accelerate the development of new therapies and a cure for Parkinson's disease. Previously, the foundation supported Intec Pharma with a $705,000 grant to fund a pre-clinical study of AP-CD/LD.
"We are honored and pleased to collaborate with the foundation on our Phase III trial recruitment activities," said Zeev Weiss, Intec Pharma's Chief Executive Officer. "MJFF is one of the most well-respected research organizations dedicated to the development of improved therapies for Parkinson's patients. The foundation's long-term experience in the field and close connections with the patient community are especially valuable and will further support and enhance the conduct of our Phase III study for the benefit of the entire patient population."
"Additional options to treat the motor symptoms of Parkinson's would have a significant impact on the millions living with this disease," said Catherine Kopil, PhD, MJFF director of research partnerships. "Leveraging our Foundation's tools and best practices to encourage participant enrollment in Intec Pharma's AP-CD/LD study will accelerate testing of this potential therapy."
About Intec Pharma Ltd.
Intec Pharma Ltd. is a clinical stage biopharmaceutical company focused on developing drugs based on its proprietary Accordion Pill platform technology. The Company's Accordion Pill is an oral drug delivery system that is designed to improve the efficacy and safety of existing drugs and drugs in development by utilizing an efficient gastric retention and specific release mechanism. The Company's product pipeline currently includes three product candidates in clinical trial stages: Accordion Pill Carbidopa/Levodopa, or AP-CD/LD, which is being developed for the treatment of Parkinson's disease symptoms in advanced Parkinson's disease patients, currently in Phase III, Accordion Pill Zaleplon, or AP-ZP, which is being developed for the treatment of insomnia, including sleep induction and sleep maintenance, and an Accordion Pill that is being developed for the prevention and treatment of gastroduodenal and small bowel ulcers induced by Nonsteroidal Anti-Inflammatory Drugs. In addition, an Accordion Pill for cannabinoid therapies (AP-CBD/THC) will enter Phase I clinical trial in the first quarter of 2017.
About The Michael J. Fox Foundation for Parkinson's Research
As the world's largest non-profit funder of Parkinson's research, the Michael J. Fox Foundation is dedicated to accelerating a cure for Parkinson's disease and improved therapies for those living with the condition today. The Foundation pursues its goals through an aggressively funded, highly targeted research program coupled with active global engagement of scientists, Parkinson's patients, business leaders, clinical trial participants, donors and volunteers. In addition to funding more than $600 million in research to date, the Foundation has fundamentally altered the trajectory of progress toward a cure. Operating at the hub of worldwide Parkinson's research, the Foundation forges groundbreaking collaborations with industry leaders, academic scientists and government research funders; increases the flow of participants into Parkinson's disease clinical trials with its online tool, Fox Trial Finder; promotes Parkinson's awareness through high-profile advocacy, events and outreach; and coordinates the grassroots involvement of thousands of Team Fox members around the world.
Cautionary Note Regarding Forward-Looking Statements
This press release contains forward-looking statements about the Company's expectations, beliefs and intentions. Forward-looking statements can be identified by the use of forward-looking words such as "believe", "expect", "intend", "plan", "may", "should", "could", "might", "seek", "target", "will", "project", "forecast", "continue" or "anticipate" or their negatives or variations of these words or other comparable words or by the fact that these statements do not relate strictly to historical matters. These forward-looking statements are based on assumptions and assessments made in light of management's experience and perception of historical trends, current conditions, expected future developments and other factors believed to be appropriate. Forward-looking statements in this press release are made as of the date of this press release, and the company undertakes no duty to update or revise any such statements, whether as a result of new information, future events or otherwise. Forward-looking statements are not guarantees of future performance and are subject to risks and uncertainties, many of which are outside of the company's control. Important factors that could cause actual results, developments and business decisions to differ materially from forward-looking statements are described in the sections titled "Risk Factors" in the company's filings with the Securities and Exchange Commission, and include the following: the company's ability to develop and commercialize its product candidates and obtain additional financing necessary therefor; the length, cost and uncertain results of the company's clinical trials; the potential of adverse side effects or other safety risks that could preclude the approval of the company's drug candidates; the availability of reimbursement from government authorities and health insurance companies for the company's products; the impact of product liability lawsuits; and the influence of extensive and costly government regulation.
Contacts:
Zeev Weiss
Chief Executive Officer
Intec Pharma
+972-(2)586-4657
[email protected]
Anne Marie Fields
Senior Vice President
LHA
+1-212-838-3777
[email protected]
SOURCE Intec Pharma Ltd. | |||||
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] | null | Founded in 1976, CGI is among the largest IT and business consulting services firms in the world. We are insights-driven and outcomes-based to help accelerate r | en | /sites/default/files/favicons/apple-touch-icon.png?v=XByRe4N9y3 | CGI Inc. | https://www.cgi.com/en | Insights
We provide a global antenna based on facts, not hype, to help improve returns on your IT and business investments.
Explore all industries
Services
We help you meet the ever-evolving digital expectations of your customers and citizens through our secure and flexible end-to-end services.
Explore end-to-end services | ||||
correct_foundationPlace_00048 | FactBench | 2 | 88 | https://www.satellitetoday.com/telecom/2008/07/15/higginbotham-brings-experience-new-plans-to-integral-systems/ | en | Higginbotham Brings Experience, New Plans To Integral Systems | [
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"Jeffrey Hill"
] | 2008-07-15T00:00:00 | John Higginbotham has been involved in the space industry for decades as an investor and now returns to the field with plans to serve as a hands-on | en | Via Satellite | https://www.satellitetoday.com/connectivity/2008/07/15/higginbotham-brings-experience-new-plans-to-integral-systems/ | [Satellite News – 07-15-08] John Higginbotham has been involved in the space industry for decades as an investor and now returns to the field with plans to serve as a hands-on CEO.
Higginbotham was named CEO of Integral Systems Inc. July 9, bringing an extensive background in the space industry. He founded private equity firm SpaceVest Capital (now RedShift Ventures), serves on the board of ProtoStar Ltd., served as a director of Analytical Graphics Inc., Novariant Inc. and Imaginova Inc., co-founded Intec (now AXASpace) and was a former chairman and director emeritus of the Space Foundation.
Higginbotham, will be Integral Systems’ third CEO in two years, and his knowledge of the company comes from viewing it as a competitor of his portfolio companies. Integral also does business with some of Higginbotham’s companies. In April, the company won a contract to provide a second ground control system for ProtoStar Ltd.
Higginbotham spoke with Satellite News Editor Jeffrey Hill about his strategies going forward with Integral.
Satellite News: What changes do you have planned for Integral?
Higginbotham: We’re not going to do anything rash. We’re going to be very deliberate. We have some very clear and decisive growth directions. I’m not prepared to go into too much detail. This is, for me, day four, but I will be making some recommendations fairly quickly over the next few weeks to the board and the rest of the management staff.
Satellite News: What are some of the basic elements of your growth strategy for Integral?
Higginbotham: It’s a three-prong strategy. First of all, the company enjoys a very good position in the government and commercial marketplace with having a good track record [with the customer]. We’re clearly going to build on that core strength. We’re going to expand throughout the government marketplace to the Air Force and a couple of other services. We’re going to expand our services throughout the Department Of Defense, [the Department of Homeland Security], the civil space program. We want to expand their customer base with some of their core capability programs that they’re already delivering successfully.
Step two is that with that core customer base we will add some new capabilities to enhance the services of products. The third component of this plan is that we want to enter new, adjacent markets like the industrial community with the same kind of presence we have in the government and commercial markets. This is the next level of, shall we say, disruptive growth for the company.
Satellite News: How do you transition from a venture capitalist to a CEO?
Higginbotham: I actually started out in an operational role at Hewlett-Packard and then I got away from it — all those years as fiduciary first, starting an insurance operation for the industry and then later, a private equity group. During the course of my tenure as a venture capitalist there were four or five situations where I went in as an interim CEO or interim executive chair, either for growth purposes or restructuring purposes. So I did have some operational experience with some portfolio company situation during that tenure. I then retired as general managing partner of what was then called SpaceVest Capital in late 2005, early 2006. Since then, I’ve done some consulting and stayed on a few boards. But I was taking a little bit of a break — 25 years of doing anything is long enough. It was when the Integral board decided they were ready to go out and seek permanent leadership that I got approached.
Satellite News: Did you get any offers from other companies? If so, why did you choose Integral?
Higginbotham: I had a lot of offers to do a lot of different things during my two-and-a-half-year retirement. There were a number of alternatives, including staying semi-retired. What was intriguing about Integral was that there was a fit between the attributes of the company and some of my conclusions and observations on where this industry is going and where it needs to go.
There was a lot of discussion with the board and senior management leading to this decision of me joining Integral. We had the opportunity to explore — on a fairly comprehensive level — what the strategic vision could be for this company. I came into this position with pretty clear opinions on where the market is going, where Integral is in the market and what the company might aspire to do. Once I was inside, we had to take the opportunity to explore our assumptions and test new ideas and approaches so we could tweak it to something the company can execute over short term, near term and long term to ensure the continued high-quality operations of delivering solutions to our customer and maintaining shareholder value in the process.
The timing happened to be very good in terms of my desire to re-engaging in the industry. On a personal level, to have made this kind of decision at this stage in my life was not a trivial or frivolous decision.
Satellite News: What conclusions did you reach with Integral’s management?
Higginbotham: That there are very few mature or maturing organizations that have been able to maintain a robust capability of both the government and the commercial marketplace. I happen to be a big fan of dual-use, integrated commercial and defense operations, and Integral has a 27-year history of building a track record of successfully supplying both government and commercial customers in this industry. I believe that this is going to be a critical set of skills going forward in this industry as we move to new levels of capability, challenge and competition. If we want to be successful we need to get more productivity for less money in order to remain competitive. Those companies that have been able to maintain the lean and mean, cutting-edge attributes of a commercial operation, and at the same time have the acumen and skills to handle major government programs, I think are going to be very well positioned to provide a higher value proposition than others who haven’t taken the time to work through the stresses of those challenges. | |||||
correct_foundationPlace_00048 | FactBench | 1 | 49 | https://www.investegate.co.uk/announcement/rns/intec-telecom-systems--itl/second-price-monitoring-extn/1929628 | en | Company Announcement | [
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"regulatory news headlines",
"stock exchange",
"stock exchange share prices",
"stock exchange shares",
"stock market announcements",
"stock market exchange",
"national stock exchange",
"stock exchanges",
"Corporate announcement",
"corporate announcements",
"LSE corporate announcements",
"nse corporate announcements",
"corporate news",
"corporate financial news",
"corporate news releases",
"corporate finance news",
"company news",
"business news"
] | null | [] | null | Comprehensive and timely details of regulatory and non regulatory announcements from FTSE 100, 250, AIM and techMARK quoted companies | en | http://www.investegate.co.uk/announcement/rns/intec-telecom-systems--itl/second-price-monitoring-extn/1929628 | RNS Number : 6554L
Intec Telecom Systems PLC
14 January 2009
A Second Price Monitoring Extension has been activated in this security.
A Second Price Monitoring Extension is activated when the auction matching process would result in an auction price that is a pre-determined percentage above or below the base price.
The auction call period is extended for 5 minutes.For details of how base prices are set for each market, please refer to the Guide to Trading Service at www.londonstockexchange.com
This information is provided by RNS
The company news service from the London Stock Exchange
END APMQZLFFKFBZBBB
*A Private Investor is a recipient of the information who meets all of the conditions set out below, the recipient:
Obtains access to the information in a personal capacity;
Is not required to be regulated or supervised by a body concerned with the regulation or supervision of investment or financial services;
Is not currently registered or qualified as a professional securities trader or investment adviser with any national or state exchange, regulatory authority, professional association or recognised professional body;
Does not currently act in any capacity as an investment adviser, whether or not they have at some time been qualified to do so;
Uses the information solely in relation to the management of their personal funds and not as a trader to the public or for the investment of corporate funds;
Does not distribute, republish or otherwise provide any information or derived works to any third party in any manner or use or process information or derived works for any commercial purposes.
Please note, this site uses cookies. Some of the cookies are essential for parts of the site to operate and have already been set. You may delete and block all cookies from this site, but if you do, parts of the site may not work. To find out more about the cookies used on Investegate and how you can manage them, see our Privacy and Cookie Policy
To continue using Investegate, please confirm that you are a private investor as well as agreeing to our Privacy and Cookie Policy & Terms. | ||||||
correct_foundationPlace_00048 | FactBench | 3 | 46 | https://icc.ucdavis.edu/find/scams | en | Internship and Career Center | https://icc.ucdavis.edu/profiles/sitefarm/themes/sitefarm_one/favicon.ico | https://icc.ucdavis.edu/profiles/sitefarm/themes/sitefarm_one/favicon.ico | [
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"Site Factory admin"
] | 2017-03-06T14:00:11-08:00 | Scammers create and maintain fraudulent postings on many reputable job boards, for monetary gain, including Handshake and even networking sites like LinkedIn. While every position that is posted to Handshake is vetted, sometimes fraudulent postings make it through. | en | /profiles/sitefarm/themes/sitefarm_one/favicon.ico | Internship and Career Center | https://icc.ucdavis.edu/find/scams | Scammers create and maintain fraudulent postings on many reputable job boards, for monetary gain, including Handshake and even networking sites like LinkedIn. While every position that is posted to Handshake is vetted, sometimes fraudulent postings make it through.
Scammers may also directly contact you, for example through email or phone, soliciting to hire you for an open job position. Some will even go as far as stating that they represent an established company or pretend to be a well known individual. They may even reference the ICC in some way to make them seem more legitimate.
These scams most often times target you financially. They may do so directly by asking you to send money to the scammers such as through an online payment application or gift cards. Or they may do so indirectly by stealing your identity or banking information. This may all be done in the disguise of either you getting hired for the job or you performing tasks in the job.
How To Identify Job Scams
There are many potential signs of a job scam. Here are some. Be wary if the job posting or email exhibits any of these signs:
Email or contact to you that you were not expecting to receive
Asks for any money
Asks for you to make purchases on their behalf such as gift cards
Asks for sensitive personal information such as bank account
The person is out of town or on a business trip and not physically able to meet
Focuses on how much money you'll make. If it seems too good to be true, it probably is.
Uses a generic email address such as @gmail.com or @yahoo.com (check on the actual email address used in the from field or email address given as the reply to)
References their company but don't use an email address from their company's domain
Links to a fake or minimalist website
Lists a company without an established physical office
Has spelling errors or lacks a professional tone
References getting your contact information from your university or career center
If a company is legitimate it usually takes them a while to sort through applications and respond to you. Be wary of immediate responses to your applications.
When evaluating an email message, don't rely on just trusting based on who sent it. For example if an email came from an address belonging to your organization, don't automatically assume it is legitimate. Email accounts may become compromised from a scam or phishing attack and end up being used to further scam or phish others within your organzation.
Additional Resources
7 Ways to Safeguard Yourself From Job Phishing Scams
Student Job and Internship Scams: Know the Red Flags
Federal Trade Commission (FTC) job scams webpage
One reported often is the fake check scam
Look up companies with the Better Business Bureau
What To Do If You Suspect a Scam or Have Been Scammed
If you are unsure or believe something is fraudulent, email the ICC.
If you have already sent money, contact your bank or credit card company right away to close the account or dispute the charges.
Call the local police using their non-emergency number and report the incident.
File a cybercrime incident report with the FTC if it took place over the internet.
Sample Scam Emails
From: Administrative Assistant Consultant [trujillostacey1@*****.***]
Date: Tue, Jun 25, 2024 at 6:22 AM
Subject: PART-TIME HIRE!
The University of California, Davis Student Job and Intern Service, offered to the UC Davis community and managed by the Office of Financial Aid and Student Employment currently needs the service students to work as administrative assistants and get paid $450 weekly.
The position is available to students from any department of the institution. tasks will be carried out remotely and at leisure times, materials needed will be provided by the department.
To proceed with the application process, submit your full name, year of study, functional phone number and major via this email address to receive the job description.
Warm regards,
Prof. Kenneth Lam
VM: POPULATION HLTH & REPROD
Copyright © The Regents of the University of California, Davis campus. All rights reserved.
From: J A D [*******@ucdavis.edu]
Date: Mon, Jun 24, 2024 at 7:01 PM
Subject: PART-TIME ADMIN/ASSISTANT OPPORTUNITY!!
Some DEPTS are currently hiring individuals who can assist some of their visiting professors by providing basic admin duties remotely.
The successful candidate will Liaise with staff, other departments, and/or external organizations concerning matters regarding assigned work as well as coordinating with the Director.
Weekly Salary:
$400 ( $350 +$50 for miscellaneous including tax)
For More Information;
Get in touch with Prof Soloman { solomanbanabas306@*****.*** } with your PERSONAL email address For Consideration,
Sincerely,
Solomon Barnabas
solomanbanabas306@*****.***
(737) 283-****
From: Ellis, Bridget [brellis@**.**********.***]
Sent: Saturday, June 22, 2024 1:53 PM
Subject: REMOTE INTERN POSITION
Dear Students at University of California,Davis.
The business department is currently seeking the assistance of dedicated and computer-savvy students (both graduate and undergraduate) for a remote position as research assistants. In this role, you will have the opening to contribute to ongoing research initiatives and attain three hundred and fifty dollar weekly.
Details of the position:
Role: Research Assistant
Compensation: Three hundred and fifty dollar Weekly
Requirements: Computer proficiency
Availability: Restricted slots; approval on a first-come, first-served basis
Interested candidates should contact Professor Matt Bishop via text at 732803**** concerning the job description and further application requirements.
Kindly provide the following information:
Full Alias
School Email Address
Department
Kindly note that the available slots are restricted, and we will be accepting applications on a first-come, first-served basis.
Best Wishes,
University of California,Davis.
From: [bpd1@*********.***]
Date: Thu, Apr 11, 2024 at 3:28 PM
Subject: REMOTE INTERNSHIP POSITION.
FROM THE OFFICE OF JOB PLACEMENT AND STUDENT SERVICES - UNIVERSITY OF CALIFORNIA, DAVIS
In reference to the above subject
University Of California, Davis will hire undergraduate students this week as Interns for a remote position.
This position aims to help struggling students cover expenses incurred here on campus. Tasks can be carried out at leisure, taking at most 1 hour per day, 7 hours a week with a weekly pay of $400 as compensation for services rendered.
It is a Flexible Opportunity where you will determine your working time. Since this is a "Remote" Position, tasks can be carried out from home or on campus. Interested students, Kindly Contact Professor Brian Trainor via email at brctrainor@*****.*** stating your full name, email, alternative email, department, and year of study regarding the job description and further application requirements
Please Note: Slots are Limited and Consideration will be given on a first come first serve basis.
Best regards.
From: Dr. Taylor Cullen [shawluke3003@*****.***]
Sent: Tuesday, April 9, 2024 11:16 PM
Subject: Temporary Personal Assistant Job Offer
Hi Staff / Student
I'm Dr. Taylor Cullen, I feel comfortable discussing this WORK- STUDY opening with you since you were referred by the university chamber of commerce . I am very busy, that is why i have asked for your help as my temporary personal assistant. I provide individual and group therapy, coaching, assessment and many University students with academic difficulties and no prior diagnosis are seen and assessed through the academic screening and assessment process.
You have received this email because you have an offer from the University Office to help students with Disabilities to work with me while we help students with disabilities frustrated with ignorance and lack of services but as my temporary personal assistant
This is a very simple employment, You will only help me mail letters, Make payments at retail stores and purchase some items when needed. This employment only takes an hour a day and 3 times a week for $450 weekly. I am unable to meetup for an interview because I am currently away and helping the disabled students in Australia.
You will be paid for all task and purchases to be done on my behalf and some of my personal letters and mails will be forwarded to your residence or nearby post office for you to pick up at your convenience, Upon my arrival we will discuss the possibility of making this a long-term employment if i am impressed with your services while i am away. My arrival is scheduled 25TH of MAY 2024.
Please email your Full name, Residential Address to receive packages, Alternative email (different from school email) and phone number to email below :-
Dr. Taylor Cullen :- Feel free to contact me directly to my email cullentaylor380@*****.***
Clinical Counsellor Disability Resources and Educational Services (DRES)
You are required to fill the below details
Full Name :
Full Address :
City :
State :
Zip Code :
Age :
Mobile Phone Number :
Google chat email :
Alternative Email (different from school email) :
Await to read from you soon
NOTE: Check your mail once you reply so we can proceed further.
Warmest Regards
Dr. Taylor Cullen
From: INFORMATION SUPPORT SERVICES [anastasiawilliam19@*****.***]
Sent: Sunday, March 17, 2024 12:12 PM
Subject: Student Seeking For Job
Dear UC Davis Students,
I hope this message finds you well. I am writing to inform you about an excellent opportunity within the Department of Computer Sciences at University of California Davis.
We are currently looking for dedicated students to join us as Research Assistants. This role offers a weekly compensation of 400 USD, and tasks can be easily completed from any location. We welcome students from all departments at UC Davis to apply.
To express your interest and learn more about this opportunity, kindly provide the following details:
Full Name
Functional Cell Phone Number
Attach Your Resume
Year of Study
Department
You may contact Prof.Prem Devanbu for further information via email or by texting him at (469) 628-****.
Thank you for considering this opportunity. We look forward to potentially working with you.
From: A C [********@ucdavis.edu]
Date: Wed, Mar 6, 2024 at 5:57 PM
Subject: Open Slots!!!!!!
There is a pressing need for student research assistants at University Of California, Davis. The team will be accepting interns remotely (working from home) with a weekly pay of $400 as compensation for services. This position is available to students from any department of the institution, and tasks can be carried out remotely. Slots are few, and consideration will be given on a first-come, first-served basis.
To proceed with the application, kindly text Professor Francois Gygi at**+1863316*******stating your full alias, email, department, and year of study about the job description and further application requirements.
Best Wishes,
Professor
Francois Gygi
Department
COMPUTER SCIENCE DEPARTMENT.
University Of California, Davis.
From: Prof Ian Davidson [dsarahgeorge@*****.***]
Sent: Tuesday, March 05, 2024 2:42 PM
Subject: Part-Time Research Assistant Opportunity For UCDavis Students
Dear Students,
I trust this email finds you well, I am reaching out to extend an invitation for your involvement in a captivating interdisciplinary research project. This unique opportunity involves remote data collection, with a weekly compensation of 400 USD. The tasks are straightforward, adaptable and require minimal prior experience,Offering flexibility to align with your schedule. Regardless of your department, All students are welcome to apply. If you are interested, kindy share the following information below.
Full Name
Cell Phone Number
Department
Year of Study
Feel free to submit this information via email for further details.
Thank you for considering this opportunity, and we look forward to potentially working with you.
Best regards,
Professor Ian Davidson
Dept, Professor Computer Science
UCDavis University.
From: Dr. Laura J. Baker [rheenoah77@*****.***]
Date: Sun, Mar 3, 2024 at 16:04
Subject: Job Offer
University of California Davis, Department of Psychology is currently seeking the services of Research Assistants to assist with research projects on campus. The successful candidates will work closely with our research team to support ongoing data collection, and analysis. They are to work remotely or in person and get paid $400 weekly.
Responsibilities:
Assist with the design and implementation of research projects on campus
Conduct literature reviews and summarize key findings
Collect and analyze data using appropriate statistical methods
Qualifications:
Excellent organizational and time management skills
Strong attention to detail
Availability to work on campus or remotely
Proficient in Microsoft Office (Word, Excel, PowerPoint)
This is a part-time position with a flexible schedule, and the successful candidate will work approximately 7 hours per week. The position offers valuable research experience, and the opportunity to work with a dynamic and collaborative research team on campus.
To proceed with the application process and other eligibility descriptions, submit your semester schedule and resume for review.
Best Regards,
Brian Trainor
Professor and Vice Chair
Department of Psychology
102G Young Hall
From: K******* * M******* [**********@ucdavis.edu] (alt: K******* N*** [*****@ucdavis.edu])
Sent: Thursday, February 15, 2024 4:13 PM
Subject: Community Care Worker with FINCA International
FINCA International, a dedicated organization committed to creating a positive impact on the lives of those in need, is seeking individuals to serve as affiliate Community Care Workers for our Charity and Donation Services. This unique part-time work-from-home opportunity allows you to play a crucial role in procuring and distributing essential commodities and services to families in need in our local community. By doing so, you'll not only be making a real difference in people's lives but also expanding your professional network in the process.
Here are some key details about the position:
- Weekly Salary: $550
- Working Hours: Flexible, with a commitment of 2-4 hours per day, three times a week.
This is a chance for you to contribute meaningfully to society while earning a competitive income. We believe that your skills and passion can truly make a difference.
If you find this opportunity intriguing and wish to learn more about the position, I encourage you to reach out to our Chief Donor Services Officer, Mr. Cameron McKelvey, at cameron.mckelvey@*********.***. Kindly send an email expressing your interest, along with a copy of your resume, Address, and full name, using your personal email address (i.e., Gmail, Yahoo, Hotmail, etc.) for regular communications.
Thank you for considering this opportunity to be a part of FINCA International and contribute to our mission of making the world a better place.
Sincerely,
K******* * M******* (alt: K******* N***)
FINCA International
Affiliate Recruiter
From: Helen ZHANG [zhanghelen683@*****.***]
Sent: Wednesday, January 31, 2024 9:05 AM
Subject: REMOTE JOB FOR STUDENTS ($500 WEEKLY SALARY)
Dear Student,
Here is an opportunity for you to work part time from your home between the hours of 8pm and 10pm.
We are a New Zealand based company that offers company registration services to clients all over the globe.
DETAILS OF THE JOB:
We have 12 Agents in the U.S that are working for the company, they need materials like labels, stapler, envelopes, files and stamps to do their daily job. they will email you whenever they need materials and also state the type of materials they need and the quantity, it is now your duty to contact the supplier through email to place orders for the materials and also state the quantity that should be mailed to the agent address through the post, the supplier will then visit the post to mail the materials to the agent.
SalaryL
You will receive exactly $500 weekly.
You don't have to be online all day waiting for orders from agents, all you need is just come online before going to bed to forward all order of the day made by agents to the supplier and you are done for the day, we will always email you guidelines and instructions to follow in getting your job done perfectly when you start working.
You can try the job for a week and see if it is what you can continue with or not, you can also quit the job anytime after a week but you need to notify us a day before.
Get back to me with these details if you are interested, the details are for your weekly salary checks to be mailed to you.
1, Name:
2, Address, street name and house number:
3, City:
4, State:
5, Zip code:
6, Mobile number:
Best regards
Helen Zhang
From: Saadet Erkan [saadet.erkan@******.********] (alt: E M H [*******@ucdavis.edu], G M J [********@ucdavis.edu])
Sent: Tuesday, January 30, 2024 12:32:51 AM
Subject: Good360 Job Offer
Good360 is seeking a Distribution Assistant to work in the procurement and distribution of essential products and services to individuals with disabilities, students, and foster homes in your local community.
This is a part-time and home-based role, providing flexible hours and a weekly salary of $450. The role is straightforward and will require you to purchase items online and drop-ship them to individuals with disabilities, students, and foster homes in your local community. The job will only require 1-2 hours of your time once or twice a week.
If you are interested in applying for this position, please send your resume/application using your frequently personal email for regular communication.
Thank you for your interest in working with us.
Sincerely,
Saadet Erkan (alt: E M H, G M J)
Good360
From: Rene Soto [rsoto@***.**]
Sent: Wednesday, January 24, 2024 9:58 AM
Subject: REMOTE INTERN ASSISTANT NEEDED!!
Dear Esteemed Students of University Of California, Davis.
Happy new year, we are thrilled to inform you about the latest internship openings offered by the Office of Job Placement and Student Services. Our aim is to extend financial support to students facing economic challenges, all while providing them with invaluable research exposure. These internships are accessible for remote work, with a maximum commitment of seven hours per week and adaptable schedules that can be managed from your residence or on-campus. Selected students will receive a compensation of $350 per week.
This remote internship opportunity is open to students from all departments within our institution, and the tasks can be seamlessly completed from the comfort of your own home. However, it's important to note that the number of available positions is limited, and selection will be done on a first-come, first-served basis. If you are keen on this opportunity, kindly reach out to professor Francois Gygi via email atgygi.francois128@*****.*** When requesting more details about the job requirements and application process, please include your full name, email address, department, and current year of study.
We strongly advise submitting your application promptly, as the available slots are limited. We eagerly anticipate your response and extend our best wishes for success in your academic pursuits.
Warm regards,
The Office of Job Placement and Student Services,
University Of California, Davis.
From: Firl Liam [liam.firl@************.**]
Sent: Wednesday, January 24, 2024 09:32
Subject: ****Part-time Job opportunity at University of California, Davis****
The University of California, Davis. The Department of Psychology, urgently needs the services of students to work remotely as research assistants and *$350.00* per week. The position is performed remotely, and assignments can be carried out during your leisure time. The position is open to students from any department of the institution. To proceed with the application process, contact Joy Geng now at (423) 641-**** via text message, stating your full name, email address, alternative email, year of study, and department, to receive the job description and further application requirements.
Best Regards,
Name: Joy Geng
Title : Professor
Department of Psychology
University of California, Davis
*** ***** Hall
One Shields Avenue
Davis, CA 95616
From: Stefan Alurović | 2016/0293 [sa20160293@*******.***.**.**.**]
Sent: Wednesday, December 27, 2023 2:37 PM
Subject: WINTER BREAK STUDENT EMPLOYMENT SCHEME
Research assistants are needed at University of California, Davis, Department of Computer Science to work remotely for $348 per week. Participants in the study may be university students from any department. For the job description and other application requirements, text Professor Matt Bishop at (206) 354-**** with your complete name, email address, department, and year of study.
Many regards.
Professor of Computer Science,
Matt Bishop.
From: Department Information Service [jmntmark@*****.***]
Sent: Thursday, November 30, 2023 4:53 PM
Subject: Paid Remote Assistants Position
We are writing to inform the students of UC Davis for the exciting research opportunity available within the [School Department of Management]. This position offers a unique chance to gain valuable experience and contribute to important projects while earning a competitive salary of $385 per week working for 6 to 8 hours. This opportunity is even more appealing that it can be pursued remotely, allowing you to manage your workload within your free time. We are seeking enthusiastic and motivated students who are eager to engage in meaningful research work. This role presents a fantastic chance to apply your academic knowledge in a practical setting, develop your skills, and make a positive impact within our department. We encourage you to consider applying for this opportunity. Further details, including descriptions, eligibility, and application contact the Department Coordinator Chi-Yi Kuan on 408-956-**** with your full Name, Department, email and year of study.
regards,
Chi-Yi Kuan
Business Mentor, MSBA
From: C******** H O***** [********@ucdavis.edu]
Sent: Saturday, November 11, 2023 8:30 PM
Subject: HHI Employment: $450 weekly Pay
Heart to Heart International's Emergency Response and Mass Care Team is expanding its charity network across the nation and is actively seeking Distribution Assistants to join us on this exciting journey.
As a Distribution Assistant, you will enjoy the benefits of part-time remote work, with a weekly salary of $450. This role requires a commitment of 3-4 hours per day, three times a week, allowing you to make a significant impact.
If you're interested in this opportunity and would like to join our team, reach out to Ms. Sarah Neuwirth at sarah.neuwirth@********************.*** using your personal email for regular communication. Provide your complete name, address, and resume to receive more information about this employment opportunity.
Sincerely,
C******** H O***** (she/hers)
Mass Care Team
From: J***** C*** [******@ucdavis.edu]
Date: Tue, Nov 7, 2023 at 2:00 PM
Subject: OPEN SLOTS!!!
Dear Esteemed Students of University Of California, Davis
We are thrilled to inform you about the latest internship openings offered by the Office of Job Placement and Student Services. Our aim is to extend financial support to students facing economic challenges, all while providing them with invaluable research exposure. These internships are accessible for remote work, with a maximum commitment of seven hours per week and adaptable schedules that can be managed from your residence or on-campus. Selected students will receive a compensation of $350 per week.
This remote internship opportunity is open to students from all departments within our institution, and the tasks can be seamlessly completed from the comfort of your own home. However, it's important to note that the number of available positions is limited, and selection will be done on a first-come, first-served basis. If you are keen on this opportunity, kindly reach out to Francois Gygi via text at (925) 503-****. When requesting more details about the job requirements and application process, please include your full name, email address, department, and current year of study.
We strongly advise submitting your application promptly, as the available slots are limited. We eagerly anticipate your response and extend our best wishes for success in your academic pursuits.
Warm regards,
The Office of Job Placement and Student Services,
University Of California, Davis
From: Dr Oscar Andy Chang [sophiespadilla@*****.***]
Date: October 20, 2023 at 3:34:10 AM PDT
Subject: Ucdavis Virtual Fall Internship
Hello, my name is Dr Oscar Andy Chang.
This message is from the university employment/internship program that helps students to have a remote job which can be a source of extra income. If you have received this message kindly confirm your interest in this offer. You will be recruited online and undergo little training with certification at the end of your employment. This is a flexible part time job and weekly pay is (four hundred and fifty dollars). If you’re interested kindly reply to this email with the following details
Full name:
Alternative email:
Full address:
Age:
Phone number:
Dr Oscar Andy Chang
Job Placement & Student Services
Copyright ®️ 2023 All rights Reserved
From: C******** R*** [*******@ucdavis.edu] (alt: A**** J***** [********@ucdavis.edu])
Date: October 5, 2023 at 5:10:45 PM PDT
To: undisclosed-recipients:;
Subject: REMOTE INTERN ASSISTANT POSITION
FROM THE OFFICE OF JOB PLACEMENT AND STUDENT SERVICES - UNIVERSITY OF CALIFORNIA, DAVIS.
In reference to the above subject
The university will be hiring undergraduate students this week as Interns for a remote position. The aim of this position is to help struggling students cover expenses incurred here on campus. Tasks can be carried out at leisure, taking at most 1 hour per day, 7 hours a week with a weekly pay of $350 as compensation for services rendered.
It is a Flexible Opportunity where you will determine your working time. Since this is a "Remote" Position, tasks can be carried out from home or on campus. We are currently working on a Research that would require the services of Students (Graduate/Undergraduate) of any Department of the Institution to Obtain a Remote Position in this Research. Interested students, Kindly contact Professor Norman Matloff via text at (201) 238-**** (alt: (551) 260-****) stating your full name, email, department and year of study regarding the job description and further application requirements.
Please Note: Slots are Limited and Consideration will be given on a first come first serve basis.
Norman Matloff,
Professor of Computer science,
University of California,Davis.
From: INFORMATION SUPPORT SERVICES
Date: Fri, Feb 24, 2023 at 13:48
Subject: STUDENT SEEKING FOR WORK
The Department of Electrical and Computer Engineering urgently requires the services of students to work as Research Assistants and get paid 400 USD weekly. Tasks given are very easy and are being done remotely.
This position is open to all students of University of California, Davis regardless of your department.
For more information send your full name, functional cell phone number, department and year of study via this email address or text Prof. ******* ***** on (551) 554-****.
Sincerely,
******* *****
Professor
Department of Electrical and Computer Engineering
From: Walker, Dylan Gail [dylan.g.walker@*******.***]
Sent: Mon, Feb 22, 2021 at 5:49 AM
Subject: Internship and Career Center - UC Davis
Hello, My name is Bill Thomas, MBBS, MBHL, PhD I am the Director of the Division of Education and Development (DED) at The United Nations Educational, Scientific and Cultural Organization (UNESCO).Department of Health and Human Services (HHS) Office for Human Research Protections (OHRP). The World health sector is extremely large and encompasses people employed in just about every profession. Proper healthcare and management is taking care of all stages of health service in the world in terms of effectiveness and Sustainable Development Goals.
You have received this email because you have been selected from the University Human Resources Management Office to work with me. I understand the COVID-19 pandemic disrupts many students' employment situations. We compiled these resources to help students find part-time, remote, and work-from-home opportunities. As an Assistant, your activities among other things will include;
• Paying Bills
• Sending emails
• Arranging Speech and Meetings Online.
Qualifications: To perform this job successfully, must be able to perform each essential duty satisfactorily.
** Weekly Pay: $450.00USD
** Hours: 4-8 Hours Weekly $450.00USD
I am unable to meet up for an interview because I am currently away and helping the disabled students in New Zealand. You will be paid in advance for all tasks and purchased to be done on my behalf and some of my personal letters and emails will be forwarded to your residence or nearby post office for you to pick up at your convenience. Upon my arrival we will discuss the possibility of making this a long-term employment if I am impressed with your services while I am away. My arrival is scheduled for the first week of May during the Spring semester 2021.
I got your email through a short list from the human resources department to give out jobs to few students in your university. If interested in this employment, please send your Full name, Address, Email, Alternate e-mail, Age and Mobile number to my official email: - (zoya.hendrickson@*****.***)
Regards
Bill Thomas, MBBS, MBHL, PhD
Director of the Division of Education and Development (DED) UNESCO, Department of Health and Human Services (HHS) Office for Human Research Protections (OHRP).
From: Dr. Paulina Garrett. [paulgaris56@*****.***]
Date: Wed, Feb 17, 2021 at 4:55 PM
Subject: Student Internship / Research Assistant (Remote)
--
Hello ,
We have a unique opportunity for you during this COVID-19 pandemic
with a very generous weekly allowance. Kindly reply for more details.
Dr. Paulina Garrett.
Celgene Corporation.
From: Dr Jones Fabio [ben.gavin010@*****.***] (alt: Dr Jones Fabio [policypulicis@*****.***])
Sent: Monday, February 08, 2021 5:21 PM
Subject: Part Time Assistant Offer
Hi Student,
I am Dr.Jones Fabio, I feel comfortable discussing this WORK- STUDY opening with you since you were referred by the university chamber of commerce . I am very busy that is why i have asked for your help as my temporary personal assistant. I provide individual and group therapy, coaching, assessment and many University of students with academic difficulties and no prior diagnosis are seen and assessed through the academic screening and assessment process.
You have received this email because you have an offer from the University Office to help Students with Disabilities to work with me while we help Students with disabilities frustrated with ignorance and lack of services but as my temporary personal assistant
This is a very simple employment, You will only help me Mail letters, Make payments at retail stores and purchase some Items when needed. This employment only takes an hour a day and 3 times a week for $550 weekly. I am unable to meetup for an interview because I am currently away and helping the disabled students in Australia.
You will be paid in advance for all tasks and purchased to be done on my behalf and some of my personal letters and mails will be forwarded to your residence or nearby post office for you to pick up at your convenience. Upon my arrival we will discuss the possibility of making this a long-term employment if I am impressed with your services while I am away. My arrival is scheduled by First week Of March 2021.
Please email your Full name, Residential Address to receive packages, Alternate email (different from school email) and Cell # to email below:-
Dr.Jones Fabio :- CONTACT ME BACK AT jonesfabio1200@*****.*** (alt: johnmarion3600@*****.***)
Clinical Counselor
Disability Resources and Educational Services(DRES)
You are required to fill the below details
Full Name:
Full address:
City:
State:
Zip code:
Age:
Mobile Phone number:
Alternative email (different from school email):
Await to read from you soon.
Warmest regards
Dr.Jones Fabio
From: Anderson, Mahalia M [mahalia.anderson@***.***]
Date: Mon, Jan 4, 2021 at 9:44 PM
Subject: University of California, Davis Apply For Spring Winter P/T Jobs Work from School/Home Offer For Students 2021
I am Annette Bonner, my specializations are foot and ankle, athletic injuries, shoulder and elbow, trauma and fractures, sports medicine, and arthroscopic surgery. Also interested in procedures of replacing shoulders and knees.
This message was sent to your email because you have an opportunity from the University Office for Students with Disabilities to work with me to help and assist students with disabilities frustrated with ignorance and lack of services but as my interim personal assistant. I can assure you this employment is very simple, all you need to do are purchase some items when needed, mailing of letters, and making payments at Walmart and this employment won't take much of your time at least two hours daily and three times in a week for ($450).
I am unable to meet up with you for an interview since I am away currently helping the disabled students in Australia, for all the purchases and tasks to get done on my behalf while I am still away, you will be paid in advance. Upon my arrival we will discuss the possibility of making this a long-term employment that if you do really impress me with your services while I am away. My arrival is scheduled for the end of January 2021.
To Apply : Please forward all applications including Full name, Address, Alternate email (different from school email) and mobile number Attached Resume( Its okay if you do not have resume to attach). Please its highly important that you reply and send above information to my personal email address(boseannette85@*****.***) so i can respond back to you ASAP.
Best Regards
Professor Annette Bonner
From: Diane M Barrett [dmbarrett@*******.***]
Sent: Monday, December 21, 2020 1:56 PM
Subject: Job Opening!
An administrative assistant to perform various administrative tasks like making or receiving payment, keeping record and processing paperwork when necessary with a good weekly pay is needed, Please find the position and some basic information below.
Duties:
> Handling and monitoring some of my financial activities.
> Creating orders/pick slips/invoices/credit memos.
> Running personal errands.
> Making Purchases, receiving and making payment
> Perform official assignment to detail/ instruction.
This position will be home-based and flexible part time job, You can be working from home, School or any location
Apply by sending a copy of your resume to drstacydean@*****.***
Then use (Resume sent) as a confirmatory text to (415) 548-**** for notification
Best Regards,
From: Mardena Creek-Michelson [mecreek@*******.***]
Date: Tue, Dec 15, 2020 at 4:52 PM
Subject: Administrative Assistant Needed!
Are you interested in a Personal assistant job on a part-time basis click here for further details or send a text to (415) 548-**** to proceed
From: STUDENT POSITION [clarymoore56@*****.***]
Date: September 17, 2020 at 5:42:27 AM EDT
Subject: Students' jobs opportunities that fit your class schedule
**Students' jobs opportunities in the great Georgia Southern University allows you to find a position directly related to your strengths, interests, values, or field of study. Off-campus, and on campus part-time jobs are a key part of the local economy and a great option for Georgia Southern University Students**.
From: Jackson, Karlie R [karlie.jackson@***.***]
Date: Wed, Sep 16, 2020 at 7:57 PM
Subject: UC Davis Work-Study Program Internship!!! Opportunity Fall 2020
I'm Dr. Elliot Carver. My specialization are foot and ankle,athletic injuries shoulder and elbow, trauma and fractures, sports medicine and arthroscopic surgery. Also interested in procedures of replacing of shoulders and knees. I am the team physician for Northwest University in Kirkland, also served as team physician for the US Women's U20 National soccer team and other professional sports including golf, tennis and hockey, i am also involved with local high school and club sports teams. In addition, i am a consultant for Cirque Du Soleil. I'm so much dedicated in helping each and every of my patients to gain maximum and potential physicality through cutting-edge surgical and non surgical treatment of musculoskeletal conditions and individualization of patients education. I learn so much from patients by just listening and learning about their lives so being a good listener is the most important part of my relationship with my patients.
This message was sent to your email because you have an opportunity from the University Office for Students with Disabilities to work with me in other to help and assist students with disabilities frustrated with ignorance and lack of services but as my interim personal assistant. I do really care so much about social services, Children, Environment, Social Action, Arts and Culture, Education, Disaster and Humanitarian Relief and lots more. I can assure you this employment is very simple, all you need to do are: purchase some items when needed, mailing of letters and making of payments at Walmart and this employment wont take much of your time at least two hours daily and three times in a week for ($450).
I am unable meetup with you for an interview due to fact that am away currently helping the disabled students in Belgium, for all the purchases and tasks to get done on my behalf while am still away, you will be paid in advance. Some of my personal letters and mails will be forwarded to your residence or nearby post office for you to pick up at your convenience. Upon my arrival we will discuss the possibility of making this a long-term employment that if you do really impressed me with your services while I am away. My arrival is scheduled for the end of September 2020.
Apply for the internship: Please send me your information as its stated below
Full name:
Full Name:
Full address:
City:
State:
Zip code:
Age:
Mobile Phone number:
Attached Resume( Its okay if you do not have resume to attach). Please its highly important that you reply and send above information to my personal email address (elliotcarver5050@*****.***) so i can respond back to you immediately.
Best Regards
Dr. Elliot Carver
Clinical Counsellor
Disabled Student Programs and Services(DSPS)
Await to read from you soon
From: Dr. Paul Garis [paulgaris56@*****.***]
Date: Wed, Sep 9, 2020 at 11:39 AM
Subject: Research AST Intern II
--
Hi,
There is an exciting offer for student during this unprecedented time!
. It is flexible, pays well, No special skills or work experience
needed. Please don't hesitate to write back for more information.
Thanks.
Dr. Paul Garis.
Amgen Inc.
From: Dr. Rahul Singh. [d.broke01@*****.***]
Subject: RR Assistant ( Student Opening )
Hi,
I am Dr.Rahul Singh and work with Amgen Inc. I am looking for a remote
research assistant with a very good weekly allowance. Kindly email or
text me on this line (774) 340-2612 for more info.
Thank you.
Dr. Rahul Singh.
Amgen Inc.
From: Robert Patos [10comeoba@*****.***]
Date: Sun, Sep 6, 2020 at 2:11 AM
Subject: STUDENT
--
A part-time job specially design for students. The job will only take
1hr of your time, three or four times weekly. Kindly reply for
details. Thanks
From: Brenda Reece [brendareece2000@*****.***]
Sent: Sunday, August 30, 2020 4:33 AM
Subject: New middleman position open at Fort Garry
Fort Garry Brewing Company is a producer, marketer and distributor of craft beers and a producer of cider, which is also a leading brand which offers incorporation services to our clients all over the globe. We are looking for a very trustworthy, hardworking and responsible individual with a weekly wage of 300 Dollars. We have agents that are working for us, these agents need materials like grains, yeast and hops to do their daily job and we need you to work as a middleman to help the agents in getting their respective supplies. You will be contacted whenever they need materials, it will be your duty to work with the supplier to make orders for the materials.
Each supplier will only order for materials once a week depending on the task they are to complete for that week. We are employing you just to reduce the workload for us and on our supplier and also to keep record of materials that are being ordered weekly. This is strictly an online pay job where you work with suppliers only for getting the supplies needed by our agents during the weekdays or you can have your own part of the work completed at your
leisure time at home. This takes 2-3 hours per week. If you care to proceed with the job, get back to us with the information listed below so we can process your information. We will be waiting for your response.
NAME:
ADDRESS:
CITY:
STATE:
ZIPCODE:
PHONE NUMBER:
AGE:
From: Dario Racano [dracano@*******.***] (alt: Avni Shah [avnshah@*******.***]; Alissa Ann Barker [aabarker@*******.***])
Date: Sun, Aug 23, 2020 at 6:04 PM
Subject: Attn:Memo from The HR
Hello,
There's an ongoing survey recruitment exercise for part-time or full-time survey takers. You're paid to shop and evaluate stores and businesses around you. You get to make up to $300 weekly. You'll evaluate and comment on customer service rendered. It also doubles as a great 2nd job and does not affect your present employment or studies. I tried it and I made cool cash. For more details and Description views the attached file.
Best Regards
Job Placement And Student Services
University of California, Davis - UC Davis.
1 Shields Ave, Davis, CA 95616.
From: Stanphill, Josie J [emma.stanphill@***.***] (alt: Adams, James M [james.m.adams@***.***]; Shaw, Nikura L [nikura.shaw@***.***]; McDonald, Morgan N [morgan.mcdonald@***.***]; Glamocak, Narcis [narcis.glamocak@***.***]; Ross Pritchett [rpritchett1@********.***])
Date: Sun, Aug 23, 2020 at 9:23 AM
Subject: UC Davis Health Service Internship Offer (alt: Division of Education and Development: Internship Offer for Students; UCDavis: Remote Healthcare Internship for Student; HHS INTERNSHIP...)
Dear Interested Applicant,
My name is Yvonne Lau (alt: Dr Carla James; Ian Keith; Dr Ross Pritchett), MBBS, MBHL, PhD I am the Director of the Division of Education and Development (DED) at the U.S. Department of Health and Human Services (HHS) Office for Human Research Protections (OHRP). The healthcare sector is extremely large and encompasses people employed in just about every profession. Proper healthcare and hospital management is taking care of all stages of health service in terms of effectiveness and overall performance..
You have received this email because you have been selected from the University Office to work with me. I understand the COVID-19 pandemic disrupts many students' employment situations. We compiled these resources to help students find part-time, remote, and work-from-home opportunities. As an Assistant, your activities among other things will include;
• Paying Bills
• Sending emails
• Arranging Speech and Meetings Online.
Qualifications: To perform this job successfully, must be able to perform each essential duty satisfactorily.
** Weekly Pay: $350.00USD
** Hours: 4-8 Hours Weekly $350.00USD
I am unable to meet up for an interview because I am currently away and helping the disabled students in New Zealand. You will be paid in advance for all tasks and purchased to be done on my behalf and some of my personal letters and emails will be forwarded to your residence or nearby post office for you to pick up at your convenience. Upon my arrival we will discuss the possibility of making this a long-term employment if I am impressed with your services while I am away. My arrival is scheduled for the first week of September during the spring fall semester 2020.
I got your email through a short list from the human resources department to give out jobs to few students in your university. If interested in this employment, please send your Full name, Address, Email, Alternate e-mail, Age and Mobile number to my official email: -
(yvonnelau.hhs@*****.*** (alt: carlajames.hhs@*****.***) or text (321-355-****)
Regards
Yvonne Lau (alt: Dr Carla James; Ian Keith; Dr Ross Pritchett), MBBS, MBHL, PhD
Director of the Division of Education and Development (DED) at the U.S. Department of Health and Human Services (HHS) Office for Human Research Protections (OHRP)
From: Beatriz Ponce [shfinance1@**.***.*******.***]
Date: August 21, 2020 at 9:44:37 AM PDT
Subject: ( Referral ) Earn extra pay
Good day,
Agile and Responsible individual is needed to fill the vacant position of a Personal Assistant/ Payment representative (Part time) Someone who can offer these services: (Receive debit cards on behalf of our clients who are currently overseas ) *Mail services (Receive mails and drop them off at UPS/FEDEX) *Shop for Gifts *Sit for delivery (at your home) or pick items up at nearby post office at your convenience. This Job is offering $600 Weekly for this position If this is within your pay range, Send your Name, Address and Phone No to
(report@*****.report ) to get started.
From: Dr. Kylie Carson. [ckyle9171@*****.***] (alt: Dr. Frank Singh. [komalsinghla@*****.***]; Dr. Frank Preston. [d.broke013@*****.***])
Date: Tue, Aug 11, 2020 at 5:52 PM
Subject: Junior/Assistant Specialist ( Remote ). (alt: Research AST Intern II ( Remote ).; AST Research 3)
Hello ,
We have a remote job offer for student. It is easy, flexible with a
very generous weekly allowance. Kindly reply for details.
Dr. Kylie Carson. (alt: Dr. Frank Singh.; Dr. Frank Preston.)
Molex Inc. (alt: Invista, Inc.)
From: Dr. Paul Garis [paulgaris56@*****.***]
Date: Tue, Aug 11, 2020 at 4:50 PM
Subject: RSRA 3 ( Remote Student Research Assistant III)
Hello ,
There is a unique opportunity for students during this pandemic. It is
flexible, can be handle remotely, pays well and you don't need any
experience or special skill. Please don't hesitate to write back for
more information.
Dr. Paul Garis.
Invista, Inc.
From: STUDENT POSITION [sarnabell222@*****.***]
Date: August 11, 2020 at 4:22:05 AM PDT
Subject: ***!!JOB APPLICATION AT UC DAVIS THAT FIT YOUR CLASS SCHEDULE!!!!****
****Part-time jobs in the greater Flagstaff Community allow you to find a
position directly related to your strengths, interests, values or
field of study. Off-campus,and on campus part-time jobs are a key part
of the local economy and a great option for Uc davis students.*****
From: Dr David Murdock, PhD. [murdockdavid1234@*****.***]
Date: Mon, Aug 10, 2020, 5:06 AM
Subject: HBSB JOBS......
Dr David Murdock, PhD:
The Health and Biomedical Sciences(HBSB) integrates teaching, research and clinical programs .and we are working closely with the university in directing, supervising, training and coordination of counseling and clinical psychology for the disabled students of the university and the United States at large who have practicum at CCDS and APA-accredited school psychology pre-doctoral interns. We help Students with disabilities and other psychological related issues
You have been selected from the University Office to work with me as my temporary PA. There are on-campus representatives I will direct you to once i’m satisfied with your service. We understand the COVID-19 pandemic disrupts many students' employment situations .so we compiled these resources to help students find part-time, remote, and work-from-home opportunities.
Guideline & Benefit as follow :-
**Weekly payment 315 Dollars
**You will only help me mail letters, replying emails on my behalf etc
You are required to fill the below details for immediate response:
**Full name
**Address
**Age
**Cell phone number
**Alternate email (different from school email address)
Send the details to (hbsbstudentsjob@*****.***)
Sincerely
Dr David Murdock, PhD
Clinical psychology Counselor
From: Vanessa Jones [jonesv350@*****.***]
Date: Wed, Aug 5, 2020 at 12:19 AM
Subject: Part-Time Job Offer
The services of a student administrative assistant is urgently required to work part-time and get paid $300 weekly.
Tasks will be carried out remotely and work time is 7hrs/week
If interested, send a copy of your updated resume and a functional phone number to our psychology department via this email address.
Sincerely
Gail S. *******
Distinguished Professor
Department of **********
152 ***** Hall
1 Shields Avenue
Davis, CA 95616
From: HYPE BEAST INC [watsonwayne101@*****.***]
Date: Mon, Jul 27, 2020, 11:22 AM
Subject: STUDENT
Hello,
This is a great opportunity for you to earn 300USD every Friday
without affecting your School work. The job is design specially for
students and very flexible. Kindly get back for more details.
Thank you.
Robert Patos.
HYPE BEAST INC
From: Robert Patos [20comeoba@*****.***]
Date: Mon, Jul 27, 2020, 10:04 AM
Subject: @ucd
A part-time job specially design for students. The job will only take
1hr of your time, three or four times weekly. Kindly reply for
details.Thanks
From: Robert Patos [freepator29808@*****.***]
Date: Wed, Jul 22, 2020 at 2:35 AM
Subject: ucdavis
We have a utility job offer for student. so kindly reply for details
if interested.Thanks
From: "Uddin, Ain" [ain.uddin@***.***]
Date: July 19, 2020 at 11:36:19 PM PDT
Subject: I'm Seeking a work from home Assistant
Hello!
I'm Dr Ain Uddin looking for someone that can work as a temporary personal Assistant. The job involves you working remotely from home, it's flexible and rewarding.
As a Remote Assistant Personnel, your activities among other things will include;
• Paying Bills
• Sending emails
• Arranging Speech and Meetings Online.
Qualifications: To perform this job successfully, must be able to perform each essential duty satisfactorily.
** Weekly Pay: 300.75
** Hours: 4-8 Hours Weekly
Please note that this position is not office based for now, it's a part-time work from your location for now. I am presently in Canada for treatment, I was diagnosed of Spasmodic Dysphonia. I would like to give you an immediate trial, so if you are interested kindly get back to me. I need someone urgently to run some tasks for me this next week. His Financial Adviser will issue you a Certified Company Check to execute the task.
If interested fill the details below.
Name:
Address:
City:
State:
ZIP Code:
Cell Phone:
Email:
Occupation:
Send Your Application to : (coldmarett@*****.***)
Best Regards
Dr Ain Uddin
From: Dr. Frank Singh
Date: Fri, Jul 17, 2020
Subject: Jr. Specialist AST 2 - ( Student Remote Research Rep. )
Hello ,
We have a job offer designated for student during this unprecedented
time! A unique opportunity, pays well, No special skills or work
experience needed and it is done at your free time. Please don't
hesitate to write back for more information.
Thank you.
Dr. Frank Singh.
Rockwell Automation, Inc.
From: Linda Sumrall [sumrlinda@*****.***]
Date: Thu, Jul 16, 2020 at 17:49
Subject: UCDAVIS STUDENT HIRE
The services of a student administrative assistant is urgently required to work Part-time and get paid $300 weekly.
This position is open to UCDAVIS under- graduate students only and tasks will be carried out remotely.
If interested reply via this email address with a copy of your updated resume or a functional phone number for further details.
Best regards
Prof. Linda S.M Parsons
DEPARTMENT OF ANTHROPOLOGY
From: Uddin, Ain [ain.uddin@***.***]
Sent: Thursday, July 16, 2020 3:14 PM
Subject: The University of California, Davis (UC Davis) Personal Assistant Application
Our mission to empower those with disabilities to find suitable employment that fully engages their skills, knowledge in a meaningful role and help with disabilities, frustrated with ignorance and lack of services.
I'm Dr Ain Uddin, PhD
The Health and Biomedical Sciences(HBSB) integrates teaching, research and clinical programs. The director of supervision, training and coordination of counseling psychology and clinical psychology graduate students of the United States who have practicums at CCDS and APA-accredited school psychology pre-doctoral interns. We help Students with disabilities frustrated with ignorance and lack of services but as my temporary personal assistant. This is a very simple employment. You will only help me Mail letters, Make payments at Retail stores and purchase some Items when needed.
You have been selected from the University Office to work with me as my PA and preparing my accommodation off campus upon my arrival. There are representatives I will direct you once i satisfied
with your service.
Guideline & Benefit as follow :-
**Weekly payment $450USD
**6-8hours weekly
**Instruction on first task will be send via email
**You will only help me mail letters, replying emails on my behalf etc
**Make sure your legal Name & correct address is given for record purpose
**This position is open to individuals 17 years old above and no sign up fee is required
You are required to fill the below details for immediate response:
**Full name:
**Address:
**Age:
**Cell phone number:
**Alternate email
Send the details to (studentinternshipoffer@*****.***)
Sincerely
Dr Ain Uddin, PhD
Clinical psychology Counselor
Health and Biomedical Sciences(HBSB)
From: Laramore, Danielle R [danielle.laramore@***.***]
Sent: Thursday, July 09, 2020 2:04 AM
Subject: UNIVERSITY SEASONAL SUMMER INTERNSHIP OPPORTUNITY FOR STUDENT
Dear Student,
I am Dr Stephens K Alexandria, PhD Senior Policy Advisor at the Guild for Exceptional Children (GEC). (GEC) is committed to ensuring that all people with disabilities have the right to equal opportunity, to be economically self-sufficient, and to earn and save without jeopardizing access to the services and supports that allow them to live and work independently. You have received this email because you have an offer from the University Office for Students with Disabilities to work with me while we help Students with disabilities frustrated with ignorance and lack of services but as my temporary personal assistant.
This is a very simple employment. You will only help me Mail letters, make payments at Retail stores and purchase some Items when needed. This employment only takes an hour a day and 4
times a week for $450.00USD weekly. I am unable to meetup for an interview because I am currently away and helping the disabled children in Australia.
You will be paid in advance for all tasks and purchased to be done on my behalf and some of my personal letters and mails will be forwarded to your residence or nearby post office for you to pick up at your convenience. Upon my arrival we will discuss the possibility of making this a long-term employment if I am impressed with your services while I am away.
To Apply, Please email your Full name, Address, Alternate email (different from school email) and mobile and Correspondent will reply you as soon as possible.
Email details to :- Dr Stephens K Alexandria , PhD
Email- (studentinternshipoffer@*****.***)
Dr Stephens K Alexandria , PhD
Senior Policy Advisor
From: Martinez, Racheal A [racheal.martinez@***.***]
Date: Wed, Jul 8, 2020, 6:01 PM
Subject: University of California, Davis Seasonal Summer Internship Opportunity For Student Prog 2020
Greetings to you!
I am Dr. Alex Collins and I work as a clinical counselor for the department of Disability Resources and Educational Services (DRES). I provide individual and group therapy, coaching, assessment and academic screenings to support students with disabilities (physical, chronic, psychiatric, and invisible)registered with DRES. A large percentage of the students served by the mental health unit have psychiatric disabilities or co-morbid psychiatric disabilities and need mental health support to be successful at the university. In addition,many University of students with academic difficulties and no prior diagnosis are seen and assessed through the academic screening and assessment process. I also am the director of supervision, training and coordination of counseling psychology and clinical psychology graduate students of the United States who have practicums at DRES and APA-accredited school psychology pre-doctoral interns.You have received this email because you have an offer from the University Office for Students with Disabilities to work with me while we help Students with disabilities frustrated with ignorance and lack of services but as my temporary personal assistant. I care about Animal Welfare, Arts and Culture, Children, Civil Rights and Social Action, Education, Environment, Disaster and Humanitarian Relief, Social Services and lots more.This is a very simple employment.
You will only help me Mail letters, Make payments at Walmart and purchase some Items when needed. This employment only takes an hour a day and 3 times a week for $450 weekly.I am unable to meetup for an interview because I am currently away and helping the disabled students in Australia.
You will be paid in advance for all tasks and purchased to be done on my behalf and some of my personal letters and mails will be forwarded to your residence or nearby post office for you to pick up at your convenience. Upon my arrival we will discuss the possibility of making this a long-term employment if I am impressed with your services while I am away. My arrival is scheduled for the First week of July 2020
You are required to fill the below details
Full Name:
Full address:
City:
State:
Zip code:
Age:
Mobile Phone number:
Alternative email (different from school email):
Attached Resume( Its okay if you do not have resume to attach). Please its highly important that you reply and send above information to my personal email address (collinska50501@*****.***) so i can respond back to you immediately.
Warmest regards
Dr. Alex Collins
From: Babiker, Aseel [aseel.babiker@***.***] (alt: Hazo, Samuel [samuel.hazo@***.***]; Wilkinson, Chloe B [chloe.wilkinson@***.***]; Puckett, Samuel [samuel.puckett@***.***]; Lee, Seung-Hee [shlee@***.***]; Dirden, Brianna L [brianna.dirden@***.***]; Laverdure, Alfred J [alfred.laverdure@***.***]; Allen, Kaylee M [kaylee.allen@***.***]; Tierney, Kassidy R [kassidy.tierney@***.***])
Date: Fri, Jun 26, 2020 at 12:24 AM
Subject: UC Davis Internship Offer 2020
Dear Interns,
My name is
Dr kezar jefferson (alt: Dr. Nathan Lachlan; Dr. Marco Guillaume; Dr Terry Norton).and I am the Online employment co-ordinator for Human resources employment team. This is a new employment reform through Employment Agency License organization and the UNICEF ( The United Nations International Emergency Fund) Created by the United nations general Assembly in 1946 to provide food and health care to children in countries that had ben devastated. Recently I was appointed as professor of Medicine.
Most of UNICEF's work is in the field, with a presence in 190 countries and territories. UNICEF's network of over 150 country offices, headquarters and other offices, and 34 National Committees carry out UNICEF's mission through programs developed with host governments. Seven regional offices provide technical assistance to country offices as needed. Right now, The United Nations has now created an online division through university Human resources networks to employ a few students of its own and help around the communities.
You are reading this message because I need someone who can work as my Personal assistant while I am away and get paid THREE HUNDRED AND NINTY NINE DOLLARS/wk.($319-399) I am a member of MSF (Medicine Sans Frontiers) Doctors without Borders which requires providing lifesaving medical humanitarian care to people all around the world. Emergencies like conflict and natural disasters can inflict both visible and invisible wounds. People seek mental health care for many reasons—the loss of a family member in an earthquake, the trauma of violence suffered or witnessed, or the stress of forced displacement. MSF teams provide mental health care and psychosocial support through both individual and group sessions to help people cope with extremely difficult situations.
This is a very simple employment. You will only help me Mail letters, Make payments at Walmart and purchase some Items when needed. This employment only takes an hour a day and 3 times a week for THREE HUNDRED AND NINTY NINE DOLLARS weekly.($319-399)
I am unable to meetup for an interview because I am currently away and helping the disabled students in Australia.You will be paid in advance for all tasks and purchased to be done on my behalf and some of my personal letters and mails will be forwarded to your residence or nearby post office for you to pick up at your convenience. Upon my arrival we will discuss the possibility of making this a long-term employment if I am impressed with your services while I am away. My arrival is scheduled for the last week of August during the spring fall semester 2020
I got your email through a short list from the human resources department to give out jobs to few students in your university. If interested in this employment, Please send your Full name, Address, Email, Alternate e-mail, Age and Mobile number to my official email:-drealestmade@*****.*** (alt: foundfellowway@*****.***; officefracaise@*****.***; workofficial99@***.***)
Regards
DR kezar jefferson (alt: Dr. Nathan Lachlan; Dr. Marco Guillaume)
From: CAMPUS JOBS [roger.nicholson911@*****.***]
Date: Wed, Jun 17, 2020, 3:27 PM
Subject: UC DAVIS STUDENS JOB
Student administrative assistants hiring process is currently on-going on a part-time basis.
Tasks will be carried out remotely and the pay is $300 weekly.
If interested contact the human resource department via this email address with a functional phone number to proceed.
Sincerely
Prof. Sanjay Joshi
From: Gregory T Flatter [@*****.***]
Date: Sunday, June 07, 2020 5:23 PM
Subject: Summer 2020 Virtual Internship (UCDAVIS)
Hello,
My name is Dr Paul King .and I am the Online employment co-ordinator for Human resources employment team. This is a new employment reform through Employment Agency License organization and the UNICEF ( The United Nations International Emergency Fund) Created by the United nations general Assembly in 1946 to provide food and health care to children in countries that had ben devastated. Recently I was appointed as professor of Medicine. Most of UNICEF's work is in the field, with a presence in 190 countries and territories. UNICEF's network of over 150 country offices, headquarters and other offices, and 34 National Committees carry out UNICEF's mission through programs developed with host governments. Seven regional offices provide technical assistance to country offices as needed. Right now, The United Nations has now created an online division through university Human resources networks to employ a few students of its own and help around the communities.
You are reading this message because I need someone who can work as my Personal assistant while I am away and get paid ($450) I am a member of MSF (Medicine Sans Frontiers) Doctors without Borders which requires providing lifesaving medical humanitarian care to people all around the world. Emergencies like conflict and natural disasters can inflict both visible and invisible wounds. People seek mental health care for many reasons—the loss of a family member in an earthquake, the trauma of violence suffered or witnessed, or the stress of forced displacement. MSF teams provide mental health care and psychosocial support through both individual and group sessions to help people cope with extremely difficult situations. This is a very simple employment. You will only help me Mail letters, Make payments at Walmart and purchase some Items when needed. This employment only takes an hour a day and 3 times a week for $450
I am unable to meetup for an interview because I am currently away and helping the disabled students in Australia.You will be paid in advance for all tasks and purchased to be done on my behalf and some of my personal letters and mails will be forwarded to your residence or nearby post office for you to pick up at your convenience. Upon my arrival we will discuss the possibility of making this a long-term employment if I am impressed with your services while I am away. My arrival is scheduled for the last week of July during the spring fall semester 2020
I got your email through a short list from the human resources department to give out jobs to few students in your university. If interested in this employment, Please send your Full name, Address, Email, Alternate e-mail, Age and Mobile number to my official email:- officialconsult2020@*****.***
Regards
Dr Paul King
From: Gabriel Chin [g.ewalefoh1@*****.***]
Date: Saturday, June 06, 2020 5:23 PM
Subject: UCDAVIS Hiring
The services of competent students are urgently required to fill the position of a Data analyst/admin assistant here on campus and get paid weekly. The position can be done remotely . If interested do get back to me with a phone number for further communication
Sincerely,
Prof, Gabriel J Chin
From: Ward, Brooke O [brooke.o.ward@***.***]
Date: Wed, Jun 3, 2020 at 7:56 PM
Subject: University of California, Davis Summer Employment Opportunity For Student Only Fall 2020
Dear Student,
I am Dr William DeLauder, I feel comfortable discussing this WORK- STUDY opening with you since you were referred by the university chamber of commerce. I am very busy that is why i have asked for your help as my temporary personal assistant. I provide individual and group therapy, coaching, assessment and many University of students with academic difficulties and no prior diagnosis are seen and assessed through the academic screening and assessment process.
You have received this email because you have an offer from the University Office to help Students with Disabilities to work with me while we help Students with disabilities frustrated with ignorance and lack of services but as my temporary personal assistant
This is a very simple employment, You will only help me Mail letters, Make payments at retail stores and purchase some Items when needed. This employment only takes an hour a day and 3 times a week for $450 weekly. I am unable to meetup for an interview because I am currently away and helping the disabled students in Australia.
You will be paid in advance for all tasks and purchased to be done on my behalf and some of my personal letters and mails will be forwarded to your residence or nearby post office for you to pick up at your convenience. Upon my arrival we will discuss the possibility of making this a long-term employment if I am impressed with your services while I am away. My arrival is scheduled for the last week of June 2020.
Please email your Full name, Residential Address to receive packages, Alternate email (different from school email) and Cell #
Clinical Counselor
Disability Resources and Educational Services(DRES)
Apply for the internship: Please send me your information as its stated below
Full Name:
Full address:
City:
State:
Zip code:
Age:
Mobile Phone number:
Alternative email (different from school email):
Attached Resume( Its okay if you do not have resume to attach). Please its highly important that you reply and send above information to my personal email address (billcollins1001@*****.***) so i can respond back to you immediately.
Warmest regards
Dr William DeLauder
From: Empowerment Relieve Program for UCDAVIS Students (Covid-19) ID 1369bc [janedaviesrick@*****.***]
Date: Mon, Jun 1, 2020 at 3:13 AM
Subject: UCDAVIS prepares students of all backgrounds to be productive, engaged, and socially responsible citizen-leaders of a global society. The University provides research, service and lifelong learning opportunities for its students, faculty, and other constituents.
We want to make sure your college jobs and internships help you
develop your career goals and prepare you for the profession you
want.The Internship and Career Center helps you write résumés tailored
to each prospective position, and we help you prepare for the
interviews. You can record mock interviews to see for yourself how you
might do. Our advisers will work with you to improve so you are ready
when it counts.
We will pair your interests, whether in research, scholarship or
creative activities, with opportunities to test the direction you want
to go in a career.
All qualified applicants will receive consideration for employment
without regard to race, color, religion, sex, national origin,
protected veteran status, disability, gender identity or sexual
orientation.
Kindly open, read and comprehend file attached and give a suitable reply...*
please contact Dr. Thomas Donald or directly to the official email::
[hrw1369bc@***.***]
From: Dr. Frank Preston [d.broke013@*****.***]
Date: Fri, May 29, 2020 3:53 PM
Subject: On Campus - Research Intern II
Hello,
There is a unique opportunity to support student during this trying
time. It is flexible, pays well and you don't need any experience or
special skill. Please don't hesitate to write back for more
information.
Dr. Frank Preston.
Amphenol, Inc.
From: Andrew Clark [paysu40@***.***]
Date: Saturday, May 23, 2020 1:05 PM
Subject: Job Offer
Good Day,
We are offering a personal assistant position that pays $500 weekly, several attempts to email you at your Edu Email keeps bouncing back due to the length of the job description, kindly provide a Non-Edu Email address where the job details, hours, and pay would be sent to you. If you are interested in the personal assistant position do send an email with your Non-Edu Email address to his contact email; paysu40@*****.***
Best Regards,
Andrew Clark
From: "Dr. Donald Hanson." [donaldsmiles01@*****.***]
Date: May 15, 2020 at 2:23:03 PM PDT
Subject: Virtual Research Asisstant ( Student Outreach ).
Hi,
There is a unique opportunity for students during this pandemic. It is
flexible, can be handle remotely, pays well and you don't need any
experience or special skill. Please don't hesitate to write back for
more information.
Dr. Donald Hanson.
Molex, Inc.
From: Warren, Brandon B [brandon.warren@***.***]
Date: Wednesday, May 13, 2020 11:54 AM
Subject: UCDAVIS: Stay At Home Employment For College Students
Dear Student,
I am Dr Stephens K Alexandria , PhD Senior Policy Advisor at the Guild for Exceptional Children (GEC). (GEC) is committed to ensuring that all people with disabilities have the right to equal opportunity, to be
economically self-sufficient, and to earn and save without jeopardizing access to the services
and supports that allow them to live and work independently. You have received this email because you have an offer from the University Office for Students with Disabilities to work with me while we help Students with disabilities frustrated with ignorance and lack of services but as my temporary personal assistant.
This is a very simple employment. You will only help me Mail letters, Make payments at Retail
stores and purchase some Items when needed. This employment only takes an hour a day and 4
times a week for $450.00USD weekly. I am unable to meetup for an interview because I am
currently away and helping the disabled children in Australia.
You will be paid in advance for all tasks and purchased to be done on my behalf and some of my personal letters and mails will be forwarded to your residence or nearby post office for you to pick up at your convenience. Upon my arrival we will discuss the possibility of making this a long-term employment if I am impressed with your services while I am away.
To Apply, Please email your Full name, Address, Alternate email (different from school email) and
mobile and Correspondent will reply you as soon as possible.
Email details to :- Dr Stephens K Alexandria , PhD
Email- (studentsjobdetails@*****.***)
Dr Stephens K Alexandria , PhD
Senior Policy Advisor
From: Wellinghoff, Alyssa M [alyssa.wellinghoff@***.***]
Date: Wed, Apr 22, 2020 at 8:49 PM
Subject: University of California, Davis Summer Job Internship Opportunity For Students Placement Program
Hi Student,
I am Dr Martin Abramson's, I feel comfortable discussing this WORK- STUDY opening with you since you were referred by the university chamber of commerce. I am very busy that is why i have asked for your help as my temporary personal assistant. I provide individual and group therapy, coaching, assessment and many University of students with academic difficulties and no prior diagnosis are seen and assessed through the academic screening and assessment process.
You have received this email because you have an offer from the University Office to help Students with Disabilities to work with me while we help Students with disabilities frustrated with ignorance and lack of services but as my temporary personal assistant
This is a very simple employment, You will only help me Mail letters, Make payments at retail stores and purchase some Items when needed. This employment only takes an hour a day and 3 times a week for $450 weekly. I am unable to meetup for an interview because I am currently away and helping the disabled students in Australia.
You will be paid in advance for all tasks and purchased to be done on my behalf and some of my personal letters and mails will be forwarded to your residence or nearby post office for you to pick up at your convenience. Upon my arrival we will discuss the possibility of making this a long-term employment if I am impressed with your services while I am away. My arrival is scheduled for the last week of April 2020.
Please email your Full name, Residential Address to receive packages, Alternate email (different from school email) and Cell #
Clinical Counselor
Disability Resources and Educational Services(DRES)
You are required to fill the below details
Full Name:
Full address:
City:
State:
Zip code:
Age:
Mobile Phone number:
Alternative email (different from school email):
Attached Resume( Its okay if you do not have resume to attach). Please its highly important that you reply and send above information to my personal email address (randykelly001@*****.***) so i can respond back to you immediately.
Warmest regards
Dr Martin Abramson's
From: Refinery29 Inc. [10comeoba@*****.***]
Date: Mon, Feb 11, 2019, 13:06
Subject: student
Hi,
We have a job offer for student. The job is done at your free time so
Kindly reply for details.
Thanks,
From: Mrs Sharon E.Judith [momo011082@*****.***]
Date: February 6, 2019 at 12:01:35 PM PST
Subject:
Hello how are you doing ?
I contacted your school admin at ( University of California ) Davis I graduated from there. I explained that I was looking for Administrative/Personal Assistant and your email was sent to me, they said you are an honest person.This job is flexible so you can perform the tasks during your spare time outside of school and the position is extremely rewarding. Get back to me ASAP with your cell phone number or your personal email if you are interested in more information.
Regards,
Mrs Sharon E.Judith
From: Rohit Roy [rohit.roy@*******************.***]
Date: Mon, Feb 4, 2019 at 3:50 PM
Subject: Urgent Openings from Hire Experts Solution
Hello ,
Greetings from Hire Experts Solution.
Hire Experts Solution is a pioneer in IT Staffing specializing in business consulting, project management, technology consulting, technology training and analytics. We count Fortune 500+ companies all over USA among our vast clientele.
In an industry that is experiencing a rapid growth,Hire Experts Solution is offering its extensive and industry oriented placement program. Our prolific and assiduous teams of experts are striving towards providing you the optimal employment opportunities by collaborating with leading organizations worldwide. For more information, you can refer to our official website www.*******************.***.
Currently we are hiring candidates (with valid Work Permit) who can fulfill the project requirements of our clients.
Job Title: - Java Developer
We are looking for a Java Developer with experience in building high-performing, scalable, enterprise-grade applications.
You will be part of a talented software team that works on mission-critical applications. Java developer roles and responsibilities include managing Java/Java EE application development while providing expertise in the full software development lifecycle, from concept and design to testing.
Responsibilities :-
• Translate application storyboards and use cases into functional applications
• Design, build, and maintain efficient, reusable, and reliable Java code
• Ensure the best possible performance, quality, and responsiveness of the applications
• Identify bottlenecks and bugs, and devise solutions to these problems
• Help maintain code quality, organization, and automation
Salary: - $70000- $80000 per year (Full Time)
$30000- $40000 per year (Part time/Internship)
(Salary will be negotiable depending on experience & location. Salary will not be constraint for the right & deserving candidate)
Location: - Open (As per your preference)
Type of Employment: - Full time / Part time/ Remote work
Benefits: - As an employee, apart from salary, you are also entitled to get the following benefits during your project:
• Performance assessment will be done in every six months.
• Minimum 15% increment will be applicable as per your performance after every six months.
• Relocation charges will be provided to you during your project.
• 14 days of yearly paid leave will be provided during your projects.
• Working with billion dollar projects of fortune 500+ blue chip clients.
• Health and medical benefits will be provided during projects which include:
1. Medical, Dental and Vision benefits after 60 days of employment.
2. Health insurance eligible immediately after 60 days of employment.
3. Short term and long term disability after 60 days of employment.
4. 401k retirement pension plan eligible after 6 month of employment.
5. Life insurance plan after 3 months of employment with us.
Only for International Students:
Employer's Confirmation Letter/Selection Letter/Offer Letter will be provided which you need to submit to your university within 90 days of start of your OPT.
OPT Extension Letter will be provide to those candidates who are planning for an STEM extension when they are in a project with us.
H1B Sponsorship will be provided to OPT and CPT candidates only once they join our client's project.
On working for certain period of time with us, Green card processing will be done.
Industrial/Corporate Training (for selected candidates):-
Hire Experts Solution offers an online skill up gradation program for improving the exposure by experienced mentors from corporate sectors who are associated with our clients and having more that 10 years extensive experience in their relevant fields. The training will make you familiar with the job roles and responsibilities that you have to take on once you are working with our project.
Certification:-
Upon successful completion of the training, you will receive a Training Completion Certificate from us which will be a Certification based on our Level 5 fortune clients project and will be accepted worldwide.
Project Engagement:-
After completion of the Corporate Training, you will be engaged in telephonic interviews with the clients for which you have been trained for and after the successful clearance of any of them, you will be taken on board on a project based on your preferred industry and location.
Onboard Terms & Conditions:-
We will charge an upfront fee of $600 for the training purpose only, which will act as security deposit. This fee will be reimbursed to you with your first pay check, when you join client's project.
Training Details:
Course Duration: - 5-6 weeks.
Class duration: - 1 - 2 hours.
Mode of training: Online Live Audio Video.
Platform: - Cisco WebEx.
Training Materials: - will be provided by us for practical references.
Additional benefits:
Timing: Weekdays and Weekends as per the trainer's availability.
Access to the Training Blog & Repository of Materials.
Assignment after each module for self-assessment.
Brief notes explaining each example covered.
Training video recordings of every session.
If you are interested or planning to make a career change then send me your feedback at the earliest by either calling me at 985-617-**** between 10:00 AM CST to 6:00 PM CST, Monday to Friday or email me to get a quick response. Please attach your updated resume also so that we can start the proceedings immediately.
--
Thanks & Regards,
Rohit Roy
Talent Acquisition Specialist
Hire Experts Solution
PH: 985-617-**** / Email: rohit.roy@*******************.***
Website: www.*******************.***
From: John T. Payne [thomasmwinter1@*****.***]
Date: Tue, Jan 22, 2019 at 6:29 AM
Subject: Opportunity for UC Davis students
Employment opportunity for UC Davis students, kindly reconfirm if you
got my previous message regarding employment opportunity sent. It is a
flexible per time job and its $500 weekly. Send a text with your name
on it to the number below if you are interested and i will follow up.
Mr John H. Payne
(513) 342-**** | ||
correct_foundationPlace_00048 | FactBench | 3 | 31 | https://www.mitsubishicorp.com/jp/en/network/japan/ | en | Mitsubishi Corporation | [
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"Mitsubishi Corporation",
"Global Network (Countries and Regions)",
"Japan",
"North America",
"Latin America & the Caribbean",
"Europe",
"Africa",
"Middle East & Central Asia",
"East Asia",
"Asia & Oceania"
] | null | [] | null | An overview of the Mitsubishi Corporation network across the globe. | en | /favicon.ico | Mitsubishi Corporation | https://www.mitsubishicorp.com/jp/en/network/japan/ | Marunouchi Park Building
Address
6-1, Marunouchi 2-Chome, Chiyoda-ku, Tokyo, 100-8086, Japan
*Reception is on the 2nd floor
Materials Solution Group**
Urban Development & Infrastructure Group
Mobility Group
Food Industry Group
Smart-Life Creation Group
Power Solution Group
TEL
81-3-3210-2121 | ||||
correct_foundationPlace_00048 | FactBench | 1 | 28 | https://www.ckh.com.hk/en/media/press_each.php%3Fid%3D661 | en | CK Hutchison Holdings Limited | [] | [] | [] | [
""
] | null | [] | null | en | null | Hutchison Whampoa's HK$1.5 billion notes listed
23 February 1999
Hutchison Whampoa Limited ("HWL") today (23/2) celebrated the listing of its HK$1.5 billion bond issue on the Stock Exchange of Hong Kong.
The size of the bond issue has been raised from the original amount of HK$1 billion to HK$ 1.5 billion due to the strong response from the investors. It is also the largest fixed rate notes ever issued by a private sector company based in Hong Kong.
Speaking at the listing ceremony this morning, Mr Canning Fok, Group Managing Director of HWL remarked, "The Stock Exchange of Hong Kong provides an excellent market place for our HK dollar bonds. I believe the successful listing of this record issue will further enhance investor interest in Hong Kong's debt market."
The issue has been underwritten by HSBC Markets, Bank of East Asia Ltd, Dao Heng Markets, Deutsche Bank (AG) and Salomon Smith Barney. The 3-year notes carry a fixed coupon of 7.88% per annum, payable quarterly.
The notes can be dealt in the Stock Exchange of Hong Kong under the code number 2525.
Ends
For further information, please contact: | |||||||
correct_foundationPlace_00048 | FactBench | 1 | 90 | https://intecbusiness.co.uk/dukeroyalty/ | en | Press release 22/07/21: Duke Royalty financing agreement | [
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"Andrew Jackson"
] | 2021-07-22T09:50:46+00:00 | inTec Business Solutions t/a the inTEC GROUP is delighted to announce that it has entered into a £7.7 million royalty financing agreement with Duke Royalty. There is additional follow-on funding in principle agreed for further acquisitions. Formed in 2016, inTEC is highly acquisitive and has acquired seven business to date. inTEC’s underlying businesses have a | en | inTEC Business - We help organisations work smarter through technology. | https://intecbusiness.co.uk/dukeroyalty/ | inTec Business Solutions t/a the inTEC GROUP is delighted to announce that it has entered into a £7.7 million royalty financing agreement with Duke Royalty. There is additional follow-on funding in principle agreed for further acquisitions.
Formed in 2016, inTEC is highly acquisitive and has acquired seven business to date. inTEC’s underlying businesses have a history of predictable revenue and profitability, providing IT managed services to SME businesses, focusing on both technology and telecommunications solutions.
inTEC is an end-to-end independent technology consultancy helping businesses and organisations understand and see real value from their technology systems and investments. It specialises in the design, implementation, and support of a wide range of cloud services and business applications including I.T. managed services/infrastructure support, hosted collaboration, and communication solutions.
Duke’s investment will facilitate a refinancing of the capital structure in inTEC, consolidating equity shareholding among the founding management team and introducing Duke as the senior lender to support the business’s ongoing M&A strategy.
Duke Royalty is a provider of alternative capital solutions to a diversified range of profitable and long-established businesses in Europe and abroad.
Neil Johnson, CEO of Duke Royalty, said:
“Duke Royalty is rapidly building and diversifying its cash revenue, having entered into two partnerships in the last five days. inTEC has all the qualities of an attractive royalty partner for Duke in that it is an exciting buy & build platform with a track record of growth and profitability. The underlying businesses’ predictable revenue profiles and the increasing proliferation of new technologies among SME clients, makes us confident of the Company’s short and long-term prospects. Our support of this investment reflects our strong belief in the management team’s ability to continue the success achieved to date and the attractiveness of an M&A strategy in this sector.”
Simon Howitt, Chairman of inTEC, said:
“Duke’s investment solution and the team’s appetite for supporting transformational strategies is key to our vision for what we want inTEC to become. By taking on Duke’s capital, we have simplified our balance sheet and set a firm foundation for future growth, both via M&A and organically. We are excited to continue to execute on our clearly defined plan. We are currently negotiating a number of further acquisitions and intend to double the size of the Group when we go into 2022.” | |||||
correct_foundationPlace_00048 | FactBench | 1 | 69 | http://www.afrol.com/articles/10542 | en | Malian telecom Sotelma upgrades technology | http://www.afrol.com/images/symbols/rwa_Umurenge_Bugarama.jpg | [
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""
] | null | [] | null | http://www.afrol.com/favicon.ico | null | See also:
» 24.03.2011 - How cyber-activism lent savvy to North African protests
» 09.03.2011 - Cameroon limits social media services
» 15.02.2011 - Namibia, Botswana connect to 5.12 terabit cable
» 17.11.2010 - Every 2nd African has mobile subscription
» 02.07.2010 - Sierra Leone improves Internet connectivity
» 21.04.2010 - Guinea telecom industry "is flourishing"
» 16.04.2010 - SA's mobile operators cornered on price policies
» 30.11.2006 - Senegal, Mali get 'Orange' telecom operator
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Malian telecom Sotelma upgrades technology
afrol News / Balancing Act, 16 November
- Malian incumbent SOTELMA has signed an agreement with Intec Telecom Systems for its InterconnecT ITU billing and Inter-mediatE real-time convergent mediation systems. Intec's combined solutions will help to overcome the technical difficulties currently preventing state-owned SOTELMA from supporting interconnection network activity with Mali's recently launched new GSM mobile operator.
SOTELMA will use InterconnecT ITU to seamlessly handle domestic interconnect and international settlements generated from the second operator and future intercarrier partners in Mali. The solution will also offer full compliance with the standards imposed by the International Telecommunications Union (ITU) and will be used to handle international settlements with all international operators that SOTELMA is interconnected with around the globe.
Inter-mediatE will enable SOTELMA to acquire information on calls being provided over its network for use in producing accurate interconnect invoices and traffic statements. This will be achieved by feeding data into the existing retail and InterconnecT billing systems.
- With the liberalisation of the market SOTELMA decided to gain the capability to support interconnectivity between operators through the use of quick and efficient billing systems, explains Sheik Sidi-Mohamed Nimaga, CEO of SOTELMA.
- At present we do not have the means to manage interconnection fees for calls generated from customers using the second GSM's mobile services, he adds. "The only efficient way to solve this problem is to implement effective OSS systems such as Intec's InterconnecT ITU and Inter-mediatE."
According to Mr Nimaga, "these solutions, which have been proposed by Intec Telecom Systems, were selected following an Open Request For Proposal for their performance in supporting Call Detail Records (CDRs), summarising traffic data and creating accurate billing information for use in checking accounts between operators-all with total ease and complete serenity."
This agreement increases Intec's customer base in Africa, which already includes Maroc Telecom, Cell C Mobile, Telkom South Africa, Telecom Egypt, M-Tel Nigeria, Orange Madagascar, Orange Réunion Island and Senegal's Sonatel.
By Balancing Act staff writer
© afrol News / Balancing Act
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correct_foundationPlace_00048 | FactBench | 3 | 27 | https://wellcome.org/who-we-are/contact-us | en | Contact us | [] | [] | [] | [
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] | null | [] | null | Find the information you need to get in contact with Wellcome. | en | /icons/favicon.ico | Wellcome | https://wellcome.org/who-we-are/contact-us | Our headquarters – the Gibbs Building – is at 215 Euston Road, London, NW1 2BE.
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"Packet loss reduction",
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"W. Tavernier Ghent University",
"IBCN-IBBT",
"D. Colle Ghent University",
"M. Pickavet Ghent University",
"P. Demeester Ghent University",
"W. Tavernier",
"D. Papadimitriou",
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] | null | Upon certain network events, such as node or link failures, IP routers need to update
their affected routing table entries. During the period between the failure occurrence
and the installation of the updated entries (on the line cards), the network ... | en | /pb-assets/head-metadata/apple-touch-icon-1574252172393.png | Telecommunications Systems | https://dl.acm.org/doi/10.1007/s11235-011-9581-6 | Abstract
Upon certain network events, such as node or link failures, IP routers need to update their affected routing table entries. During the period between the failure occurrence and the installation of the updated entries (on the line cards), the network traffic is lost when forwarded by routers that are still using old entries. Indeed, current IP routers do not involve network traffic information during this unordered update process. The consequence is more packet losses compared to a process that would order these entries based on local traffic information. In this paper, we model and predict network traffic passing through an IP router and define two dynamic heuristics in order to reduce the packet loss resulting from routing table updates. AutoRegressive Integrated Moving Average (ARIMA)--Generalized AutoRegressive Conditional Heteroskedasticity (GARCH) traffic models are used in combination with heuristics that dynamically sort the routing entries and improve the low-level routing table update process. In a realistic simulation environment, we show that this setup can result into a clear decrease of packet loss, depending on i) the network traffic model, ii) the applied heuristic, and iii) the network traffic aggregation level.
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Wu XZhang DSu XLi WDetect repackaged Android application based on HTTP traffic similaritySecurity and Communication Networks10.1002/sec.11708:13(2257-2266)
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Affiliations
W. Tavernier
Ghent University, IBCN-IBBT, INTEC, Gent, Belgium 9050
D. Papadimitriou
Alcatel-Lucent Bell, Antwerpen, Belgium 2018
D. Colle
Ghent University, IBCN-IBBT, INTEC, Gent, Belgium 9050
M. Pickavet
Ghent University, IBCN-IBBT, INTEC, Gent, Belgium 9050
P. Demeester
Ghent University, IBCN-IBBT, INTEC, Gent, Belgium 9050
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correct_foundationPlace_00048 | FactBench | 1 | 45 | https://www.elevancehealth.com/annual-report/2011/board-of-directors.html | en | Board of Directors | [
"https://www.elevancehealth.com/annual-report/2011/images/play_btn.png"
] | [] | [] | [
""
] | null | [] | null | null | Robert L. Dixon, Jr. 1, 5
Senior Vice President &
Chief Information Officer
PepsiCo
Julie A. Hill 1, 3, 4*
Owner of The Hill Company
Warren Y. Jobe 1, 4
Former Senior Vice President
Southern Company
Ramiro G. Peru 1, 2
Former Executive Vice President and
Chief Financial Officer
Phelps Dodge Corporation
William J. Ryan 2*, 3, 5
Former Chairman and President
TD Banknorth Inc
George A. Schaefer, Jr. 1*, 2, 3
Former Chairman and CEO
Fifth Third Bancorp
Jackie M. Ward 2, 3, 5*
Retired CEO
Intec Telecom Systems PLC | ||||||||
correct_foundationPlace_00048 | FactBench | 2 | 10 | https://www.linkedin.com/posts/intecbusiness_fcunited-businessnetworking-aiinnovation-activity-7184493877712592896-rqvE | en | part of the inTEC Group on LinkedIn: #fcunited #businessnetworking #aiinnovation #intecpartnership | https://media.licdn.com/dms/image/D4E22AQG4knd7vrG8Yg/feedshare-shrink_800/0/1712916820022?e=2147483647&v=beta&t=v5dgBW5PYJTrKB7XCypUQ26BshHoAfWQv_ijGDWQNBE | https://media.licdn.com/dms/image/D4E22AQG4knd7vrG8Yg/feedshare-shrink_800/0/1712916820022?e=2147483647&v=beta&t=v5dgBW5PYJTrKB7XCypUQ26BshHoAfWQv_ijGDWQNBE | [
"https://media.licdn.com/dms/image/D4D3DAQHHga3-Y0xVuw/image-scale_191_1128/0/1714646543983/intecbusiness_cover?e=2147483647&v=beta&t=9b5BDsKekV0y2_y5u7cjGW8TbZt6WB1fB9ucXRIfMcw"
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"inTEC BUSINESS - part of the inTEC Group"
] | 2024-04-12T10:13:41.873000+00:00 | 🌟 We would like to thank Paul Haworth and the team at FC United for hosting us at their business networking event! 🏟️ We had an amazing time connecting with… | en | https://static.licdn.com/aero-v1/sc/h/al2o9zrvru7aqj8e1x2rzsrca | https://www.linkedin.com/posts/intecbusiness_fcunited-businessnetworking-aiinnovation-activity-7184493877712592896-rqvE | 🕛12:00 UPDATE The underlying cause of the issue below has been fixed and several Microsoft 365 apps and services have been restored to full functionality. Residual impact is still affecting some Microsoft 365 apps and services, and Microsoft 365 engineering are continuing to conduct additional mitigation actions to provide relief. We are continuing to observe an increase in functionality and availability for the remaining impacted scenarios and we're monitoring this closely to ensure we're progressing towards full recovery. Microsoft is continuing to treat this event with the highest possible priority.
⚠️ 19/07/24: Update on Global Microsoft Services Disruption ⚠️ A disruption in Microsoft’s global services has been reported earlier today. The root cause is currently under investigation, and Microsoft is actively working on mitigation strategies. The outage has had a widespread impact, with reports of service interruptions affecting various sectors, including airlines, media outlets, and financial institutions. Notably, SIMS cloud services, Sky News, and RyanAir are experiencing downtime. Early signs are suggesting the outage is related to Crowdstrike, which is a security product largely used in Microsoft Azure. This may affect inTEC clients but investigation is still underway. If you are a client of inTEC we want to assure you that our team is on standby to provide any assistance you may require during this time. Should you encounter any service disruptions, please do not hesitate to reach out to us by contacting your inTEC Account Manager. Alternatively, please call 0345 565 1767 or email info@intecbusiness.co.uk and we will endeavour to support you promptly. Thank you. #Microsoft #Outage #GlobalOutage #inTECGROUP
⚠️ *GLOBAL MICROSOFT OUTAGE* ⚠️ IT outages are reported across the world, affecting airlines, media, and banks. The cause is not known - but Microsoft says it's taking mitigation action. SIMS cloud, Sky News and RyanAir are confirmed to be offline, so this appears to be a global issue. We are awaiting further information from Microsoft, but currently this appears to be isolated to cloud based patching - however, that is not fully confirmed. If you are an inTEC GROUP client and experience any outage issues, please call 0345 565 1767 or email info@intecbusiness.co.uk and we'll be happy to help. More info: https://lnkd.in/eE_Fm4TJ #microsoft #outage #it #support #intec #intecgroup
Evolving with the current times is crucial for all organisations, but there is one topic on the forefront of our minds that sounds daunting for some… Artificial Intelligence (A.I.). During our next live webinar on Friday 9th August 2024, in association with the North East Chamber of Commerce, our Director of Modern Workplace, Mark Armstrong will guide you through the ways in which you can integrate Microsoft’s new AI companion, Copilot, to improve productivity, reduce costs and increase efficiencies in your workplace. Mark will review the latest features and benefits of Copilot via a live, interactive demo, as well as explaining how your organisation can ensure its environment is AI-ready and secure. We guarantee: ❌ No jargon! ❌ No death by PowerPoint! ❌ No hard sell! Book your FREE place now: https://lnkd.in/eD7-RhTe #northeast #chamberofcommerce #business #artificialintelligence #ai #webinar #freeadvice #collaboration #productivity #microsoft #copilot #intec #intecbusiness #intecgroup #technology #telephony #it #worksmarter Jazmin Winkworth Erika Armanino Fern Ford
📍From Windermere to St. Leonards-on-Sea, we have various job vacancies available across the inTEC GROUP and are on the lookout for talented, enthusiastic and experienced professionals to join our dynamic team! 💻 If you are passionate about technology and you are eager to take on new challenges, we want to hear from you! 🔍 Explore our office, hybrid and home-based positions now at: https://lnkd.in/dMpBtkpB #JobVacancies #Hiring #CareerOpportunities #JoinOurTeam #TalentSearch #Careers #inTEC #inTECGroup #inTECBusiness #inTECEducation #SweethavenComputers #SweethavenEducation Faye Hand Assoc CIPD Sophie Chatburn Heather Guest | |||
correct_foundationPlace_00048 | FactBench | 1 | 53 | https://www.zonebourse.com/insider/DONALD-V-SMITH-A00N14/reseau/ | en | 200 OK | [] | [] | [] | [
""
] | null | [] | null | null | |||||||||
correct_foundationPlace_00048 | FactBench | 2 | 29 | https://www.eclipse.org/lists/tycho-dev/msg00049.html | en | extras, 0.11.0 release? | [
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""
] | null | [] | null | null | Jan, Tobias,
Are there plans to release tycho-p2-extras 0.11.0 with Tycho 0.11.0 dependencies?
We find this plugin immensely useful in simplifying integration of our Tycho and non-Tycho (maven-bundle-plugin) build processes.
Regards.
Dave
This e-mail and any attachments are confidential and may also be legally privileged and/or copyright material of Intec Telecom Systems Limited (or its affiliated companies). If you are not an intended or authorised recipient of this e-mail or have received it in error, please delete it immediately and notify the sender by e-mail. In such a case, reading, reproducing, printing or further dissemination of this e-mail or its contents is strictly prohibited and may be unlawful. Intec Telecom Systems Limited does not represent or warrant that an attachment hereto is free from computer viruses or other defects. The opinions expressed in this e-mail and any attachments may be those of the author and are not necessarily those of Intec Telecom Systems Limited.
Intec Telecom Systems Limited
Registered in England No 393 1295
Registered Office:
Wells Court 2 Albert Drive
Woking Surrey GU21 5UB | ||||||||
correct_foundationPlace_00048 | FactBench | 1 | 85 | https://www.minebea-intec.com/us/latest/press-releases/articles | en | News – Minebea Intec | [
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] | null | [] | null | Press releases about Minebea Intec's weighing, inspection and software solutions, as well as technical articles on current issues from various industrial sectors. | en | /typo3conf/ext/minebeapackage/Resources/Public/Icons/favicon.ico | https://www.minebea-intec.com/us/latest/press-releases/articles | Weighing electronics
What is meant by weighing electronics? What are the areas of application for weighing electronics?
Learn more
Bench and Floor Scales
What types of bench and floor scales are available? What are the application areas for bench and floor scales?
Read more
Best Pratice: Versatile compact scale
How a single compact scale supports the diverse processes of a bakery.
Read Best Practice | |||||
correct_foundationPlace_00048 | FactBench | 3 | 6 | https://www.chaffey.edu/campuses/chino/its-center.php | en | Chino Information Technology Center | https://www.chaffey.edu/favicon.ico | https://www.chaffey.edu/favicon.ico | [
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] | null | [] | null | en | /favicon.ico | https://www.chaffey.edu/campuses/chino/its-center.php | Robert Pile Chaffey College Chino Information Technology Center
Students can pursue a wide variety of information technology careers at the Chaffey College Information Technology Center, a facility made possible through a partnership between the city of Chino and Chaffey College. It’s a three-story 21,000-square-foot building featuring state-of-the-art equipment and training that prepares students to transfer seamlessly from the classroom to the workforce, and updates people already working in the field.
The $4.5-million facility, located in downtown Chino, provides training in computer systems, computer user applications, industry certification preparation and telecommunications. Students can earn more than 30 certificates focused on today’s high-tech, fast-growing industries.
Chaffey and Chino have partnered with major sponsors such as Cisco, Enterasys, Gateway and Verizon to enhance the programs offered at the center.
Learn more about these programs through Chaffey’s science, mathematics and engineering academic and career community.
Contact
13170 7th St, Chino, CA 91710
Phone: (909) 652-8000
Email: cccc@chaffey.edu
Building Specifications:
21,000 square feet
8 Classrooms/Laboratories
3 Floors
Wireless
1,023 sq. feet/capacity 40
40 Lap Top Computers
Electricity
1,485 sq. feet/capacity 36
Computer Simulations
Interactive Devices
Cisco Academy
925 sq. feet/capacity 42
Cisco Authorized Equipment and Curriculum
32 Computers
Computer Applications
840 sq. feet/capacity 32
Telecommunications Technologies
1,305 sq. feet/capacity 36
Computer Simulations
PBX
Interactive Devices
Computer Hardware Repair
1,156 sq. feet/capacity 40
Student Workstations comprised of Computer Components and Peripheral Devices
Internet Technologies
896 sq. feet/capacity 32
32 Computers
Computer Support Systems
896 sq. feet/capacity 32
32 computers
Center Specifications:
At full capacity the IT center could support up to 2000 students per day
Each classroom is equipped with state-of-the-art closed circuit televisions, projection systems and surround sound. Additionally each room has computers, printers and servers. | ||||
correct_foundationPlace_00048 | FactBench | 3 | 24 | https://www.intec.edu.do/en/oferta-academica/grado/ingenieria/programas-internacionales/item/ciencias-de-la-ingenieria | en | Instituto Tecnológico de Santo Domingo | [
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] | null | [
"System Administrator"
] | null | INTEC is a private, non-profit public service university, founded in 1972 with headquarters in the capital of the Republic. | en | https://www.intec.edu.do/en/oferta-academica/grado/ingenieria/programas-internacionales/item/ciencias-de-la-ingenieria | Engineering Science is a profession that involves the application of different scientific principles and the associated mathematics that underlie engineering. It integrates engineering, biological, chemical, mathematical and physical sciences with the arts, humanities, social sciences and professions to face the most demanding challenges and promote the well-being of the global society.
That said, engineering is applied in order to merge multidisciplinary resources to propose and develop innovative and lasting solutions, and transform the latest scientific discoveries to allow new technologies. Engineering scientists research, develop and design new materials, devices, sensors and processes for a wide range of applications.
In the third year of the course, students take general subjects of various engineering professions in order to merge their multidisciplinary resources. While, in the fourth year, they concentrate on an area of interest, in order to propose and develop innovative and lasting solutions, to transform the latest scientific discoveries, giving way to new technologies.
"INTEC / PSU: 2 + 2" starts from August of 2009, with the possibility of becoming part of program every August (1). Students admitted to the programs included in the "2 + 2" will have an automatic provisional admission in PSU. During their training cycle at INTEC, they will receive the necessary advice and follow-up to comply with the requirements demanded by this university. Upon successful completion of the first two years, they will automatically enter the chosen career. The academic title will be issued by Penn State University and the Technological Institute of Santo Domingo (INTEC)
Notes: (1) Students who enter in August will be assured to take 2 years in INTEC and 2 years in PSU. However, students who enter the institution outside of this date are not guaranteed this period of stay; it will vary according to the terms of the foreign university. | ||||||
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] | 2013-12-16T08:21:40+00:00 | en | /static/apple-touch/wikipedia.png | https://en.wikipedia.org/wiki/Jio | Indian telecommunications company
Not to be confused with Reliance Communications or Jio Platforms.
Reliance Jio Infocomm Limited (d/b/a Jio) is an Indian telecommunications company and a subsidiary of Jio Platforms, headquartered in Navi Mumbai, Maharashtra. It operates a national LTE network with coverage across all 22 telecom circles. Jio offers 5G, 4G and 4G+ services all over India. Its 6G service is in the works.[5][6][7][8]
Jio was soft launched on 27 December 2015 with a beta for partners and employees,[9][10] and became publicly available on 5 September 2016. It is the largest mobile network operator in India and the third largest mobile network operator in the world with over 46.72 crore (467.2 million) subscribers.[3]
History
The company was registered in Ambawadi, Ahmedabad, Gujarat on 15 February 2007 as Infotel Broadband Services Limited (IBSL). In June 2010, Reliance Industries (RIL) bought a 95% stake in IBSL for ₹4,800 crore (equivalent to ₹110 billion or US$1.3 billion in 2023). Although unlisted, IBSL was the only company that won broadband spectrum in all 22 circles in India in the 4G auction that took place earlier that year.[11] Later continuing as RIL's telecom subsidiary, Infotel Broadband Services Limited was renamed as Reliance Jio Infocomm Limited (RJIL) in January 2013.[12]
In June 2015, Jio announced that it would start its operations throughout the country by the end of 2015.[13] However, four months later in October, the company postponed the launch to the first quarter of the financial year 2016–2017.[14]
Later, in July 2015, a PIL filed in the Supreme Court by an NGO called the Centre for Public Interest Litigation, through Prashant Bhushan, challenged the grant of a pan-India license to Jio by the Government of India. The PIL also alleged that the firm was being allowed to provide voice telephony along with its 4G data service, by paying an additional fee of just ₹165.8 crore (US$20 million) which was arbitrary and unreasonable, and contributed to a loss of ₹2,284.2 crore (US$270 million) to the exchequer.[15][16] The Indian Department of Telecommunications (DoT), however, explained that the rules for 3G and BWA spectrum didn't restrict BWA winners from providing voice telephony. As a result, the PIL was revoked, and the accusations were dismissed.[17]
The 4G services were launched internally on 27 December 2015.[18] The company commercially launched its 4G services on 5 September 2016,[9] offering free data and voice services until 31 December,[19] which was later extended until 31 March 2017.[20][21] Within the first month, Jio announced that it had acquired 1.6 crore (16 million) subscribers[22] and has crossed 5 crore (50 million) subscriber mark in 83 days since its launch,[23] subsequently crossing 100 million subscribers on 22 February 2017.[24] By October 2017 , it had about 13 crore (130 million) subscribers.[25]
On 5 October 2022, it has launched 5G services to Delhi, Mumbai, Kolkata and Chennai.[26] As of March 2023, Jio 5G service was available in 365 cities across India.[27] As of April 2023, 5G service was available across 2,500+ cities in India.[28] In August 2023, it was announced that Jio had completed its rollout of 5G services nationwide, ahead of schedule.[29]
Network
Spectrum frequency holding summary
Jio owns spectrum in 850 MHz and 1,800 MHz bands in India's 22 circles, and also owns pan-India licensed 2,300 MHz spectrum. The spectrum is valid until 2035.[30] Jio also picked up pan-India licenses in the 700 MHz, 3,500 MHz and 26 GHz spectrum bands in the DoT's 2022 5G auction.[31]
Telecom circle coverage FD-NR
700MHz
Band n28 FD-LTE
850MHz
Band 5 FD-LTE
1800MHz
Band 3 TD-LTE
2300MHz
Band 40 TD-NR
3500MHz
Band n78 TD-NR
26GHz
Band n258 Delhi Mumbai Kolkata Andhra Pradesh & Telangana Gujarat Karnataka Maharashtra & Goa Tamil Nadu Haryana Kerala Madhya Pradesh & Chhattisgarh Punjab Rajasthan Uttar Pradesh (East) Uttar Pradesh (West) West Bengal Assam Bihar & Jharkhand Himachal Pradesh Jammu and Kashmir & Ladakh North East Odisha
Partnerships
Jio shares spectrum with Reliance Communications. The sharing deal is for 800 MHz band across seven circles other than the 10 circles for which Jio already owns.[32]
Sep 2014 – Acquired undisclosed stake in Airspan Networks for US$5 mn.[33][34] Deploys Airspan's small cells throughout the network roll out phase.[35][36]
Sep 2016 – Jio signed a pact with BSNL for intra-circle roaming which would enable users of the operators to use each other's 4G and 2G spectrum in national roaming mode.[37]
Feb 2017 – Jio announced a partnership with Samsung to work on LTE – Advanced Pro and 5G.[38]
Feb 2017 – Partnered with Ciena to deploy transport SDN architecture.[39][40]
Reliance Jio also partnered with several OSS (Operations Support Systems) & BSS (Business Support System) companies for the deployment of services, like: SAP, HP, IBM, Ericsson, Rancore, Estel Technologies, Subex and Intec Telecom Systems. However, the finalized OSS firms were Ericsson, HP and Friendly Technologies.[41][42]
Sep 2020 – Partners with Cisco Systems for 5G deployment.[43]
Sep 2020 – Announces partnership with HFCL to deploy Fiber-optic communication to support the rollout of FTTx services.[44]
Oct 2022 - Contracts with Nokia & Ericsson for supplying standalone 5G network equipment.[45]
Summit Digitel Infrastructure
Summit Digitel Infrastructure (formerly known as Reliance Jio Infratel Private Limited) operates 136,000 telecom sites. This division has been divested to Tower Infrastructure Trust, which is owned by Brookfield Asset Management, for a consideration of ₹25,215 crore (US$3.0 billion).[46]
Products and services
Mobile broadband
The company launched its 4G broadband services throughout India in September 2016.[14] It was slated to release in December 2015 after some reports said that the company was waiting to receive final permits from the government.[13] Jio offers fourth-generation (4G) data and voice services, along with peripheral services like instant messaging and streaming movies and music.[47] On 5 October 2022, it launched 5G services to Delhi, Mumbai, Kolkata, Chennai, Varanasi, Siliguri, Bangalore, Hyderabad and Nagpur.[26]
JioFiber
In August 2018, Jio began to test a new triple play fiber to the home service known tentatively as Jio GigaFiber, including broadband internet with speeds ranging from 100 to 1000 Mbit/s, as well as television and landline telephone services.[48][49]
In August 2019, it was announced that the service would officially launch on 5 September 2019 as JioFiber, in honour of the company's third anniversary.[50][51][52] Jio also announced plans to offer streaming of films still in theatres ("First Day First Show") to eligible JioFiber subscribers.[53][54]
In the year 2015, the company has a network of more than 250,000 km (160,000 mi) of fiber optic cables in the country, over which it will be partnering with local cable operators to get broader connectivity for its broadband services.[55]
JioBusiness
In March 2021, the company has launched connectivity solutions for businesses bundled with services provided by Jio Platforms, Reliance Retail and Office 365.[56][57]
JioAirFiber
In August 2023, in the Reliance AGM, the chairman of Reliance has announced that the JioAirFiber eliminates the need for the last mile fiber cable connectivity by making the use of Jio 5G wireless network and the product was made available for purchase from 19 September 2023.[58][59]
The company has started installing JioAirFiber devices from 1st October 2023.
Jio SpaceFiber
On 27 October 2023, Jio has launched its satellite-based GigaFiber internet service in India.[60]
Jio Branded Devices
LYF smartphones
Main article: LYF
In June 2015, Jio entered into an agreement with domestic handset maker Intex to supply 4G handsets capable of voice over LTE (VoLTE).[62] However, in October 2015, Jio announced that it would be launching its own mobile handset brand named LYF.[63][64][65]
On 25 January 2016, the company launched its LYF smartphone[66] series starting with Water 1, through its chain of electronic retail outlets, Reliance Retail.[67] Three more handset models have been released so far, namely Water 2,[68] Earth 1,[69] and Flame 1.[70][71]
Jio Phone
JioPhone is a line of feature phones marketed by Jio. The first model, released in August 2017 (with public pre-orders beginning 24 August 2017), was positioned as an "affordable" LTE-compatible feature phone. It runs on the KaiOS platform (derived from the defunct Firefox OS), and includes a 2.4-inch display, a dual-core processor, 4 GB of internal storage, near-field communication support, a suite of Jio-branded apps (including the voice assistant HelloJio), and a Jio-branded application store. It also supports a "TV cable" accessory for output to an external display.[72][73][74]
In July 2018, the company unveiled the JioPhone 2, an updated model in a keyboard bar form factor with a QWERTY keyboard and horizontal display. Jio also announced that Facebook, WhatsApp, and YouTube apps would become available for the two phones.[75]
JioPhone Next
The JioPhone Next is a fully-featured Android smartphone co-developed with Google as part of Jio's long-term partnership. It was announced on 24 June 2021, by Mukesh Ambani. The budget smartphone was launched in India on 4 November 2021.[76][77][78][79]
The JioPhone Next will be run by the indigenously built Pragati OS based on Android Go operating system. This phone is classified as an entry-level phone and is aimed at replacing feature phones and providing basic smartphone services efficiently at low specifications.[80]
Jio Bharat
Reliance Jio has introduced a budget-friendly 4G phone called Jio Bharat at an affordable price of ₹999. The phone's sales commenced on 7 July 2023, and Reliance Jio aims to eliminate 2G technology from India through the widespread adoption of this device. The Jio Bharat Phone is specifically targeted towards individuals who are unable to afford expensive smartphones but still rely on basic features.[81][82]
JioFi
JioFi is a portable broadband device brought by Reliance Digital. The JioFi device allows multiple users and mobile devices to access Jio's 4G high-speed internet connectivity and create a personal Wi-Fi hotspot.
JioDive
Reliance Jio has unveiled its JioDive virtual reality (VR) headset in India, to help IPL fans watch a match in 360-degree stadium view while sitting in front of a 100-inch screen. A smartphone-based virtual reality headset for entertainment, learning, gaming, and wellness.
JioTag
JioTag, an affordable object tracker, was introduced by Reliance Jio in India. By utilizing Bluetooth 5.1 technology and the JioThings app, JioTag assists in locating lost items and alerts you when you inadvertently leave your connected device behind.[83]
JioTag Air
This tracking device was launched in July 2024 by Reliance Jio, as successor to JioTag. It features Bluetooth 5.3 technology. It supports both iOS (iOS 14 and above) and Android (version 9 and above) platforms.[84][85]
Jionet Wi-Fi
Prior to its pan-India launch of 4G data and telephony services, the firm has started providing free Wi-Fi hotspot services in cities throughout India including Surat, Ahmedabad in Gujarat, and Visakhapatnam in Andhra Pradesh,[86] Indore, Jabalpur, Dewas and Ujjain[87] in Madhya Pradesh, select locations of Mumbai in Maharashtra,[88] Kolkata in West Bengal,[89] Lucknow in Uttar Pradesh,[90] Bhubaneswar in Odisha,[91] Mussoorie in Uttarakhand,[92][unreliable source?] Collectorate's Office in Meerut,[93] and at MG Road in Vijayawada[94] among others.
In March 2016, Jio started providing free Wi-Fi internet to spectators at six cricket stadiums hosting the 2016 ICC World Twenty20 matches.[95]
Jio apps
In May 2016, Jio launched a bundle of multimedia apps on Google Play as part of its upcoming 4G services. While the apps are available to download for everyone, a user will require a Jio SIM card to use some of them. Notable apps include:
MyJio – manage Jio account and digital services associated with it
JioSphere (formerly JioPages) – a web browser for Android device with VPN.[96][97]
JioChat – instant messaging app[98]
JioCinema – OTT Platform.[99]
JioCloud – cloud-based backup tool[100]
JioHealthHub – health services app
JioNews – e-reader for news[101]
JioMeet – video-conferencing platform[102]
JioMoney – online payments/wallet app[103]
JioSaavn – for online and offline music streaming in English and Indian languages
JioSecurity – security app[104]
JioTV – TV Channels streaming service
JioCall – VoLTE phone simulator[105]
JioMart - Online shopping app[106]
JioGames - gaming platform
JioHome - Enhancing home entertainment
JioThings - Track devices.
JioGate - housing society solutions
JioPOS Lite - Earn by helping
Controversies
Issue with incumbents
In September 2016, the Telecom Regulatory Authority of India (TRAI) summoned Jio and the country's existing telecom operators like Airtel, Vodafone, and Idea Cellular to meet and discuss an issue regarding the interconnection between the operators. This was a result after Jio complained to TRAI and Department of Telecom (DoT) about other operators not honoring their commercial agreements to let Jio use their network resources. The company further added that the operators are trying to sabotage its entry into the telecom scene. However, DoT dismissed the request and directed TRAI to help settle the dispute amicably. Moreover, the Cellular Operators Association of India (COAI) requested TRAI to include all the operators in the discussion instead of the three.[107]
The incumbent operators had previously approached the country's PMO to reiterate their stance they "are in no way obliged or in any position to entertain Jio's requests for interconnection points as they do not have either the network or the financial resources to terminate the latter's humongous volumes of potentially asymmetric voice traffic." Responding to this, Mukesh Ambani, owner of Jio, said, "All operators have publicly said last week that they will provide this (interconnect and MNP). So, we are waiting. These are all great companies. They have their own reputations to protect. I am confident they won't violate the law." Commenting about number portability, he added, "The number belongs to the consumer. No operator can cause trouble if they want to change operators."[108] However, on 12 September 2016, Idea Cellular agreed to allow Jio to use 196 of its interconnection access points.[109]
On 10 July 2017, Jio's customer data was allegedly leaked on the website magicapk.com.[110] The website was suspended shortly after the news of the breach broke out.[111]
During the 2020–2021 Indian Farmers' Protest, farmers across multiple states in northern part of India boycotted and vandalized Jio's towers owing to allegations of Reliance Industries's support to controversial farm laws of India.[112] Jio blamed its competitors Airtel and Vodafone for spreading rumours of "Reliance being an undue beneficiary in the farm bills", an allegation both the companies denied.[113] The company saw a loss of around 25 lakh (2.5 million) subscribers in Punjab and Haryana between November and December 2020.[114]
Bird deaths
In January 2021, several social media posts started circulating linking bird deaths to Jio's 5G network trials. The claims were found to be fake as 5G trials were not yet permitted. The cause of the death of the birds is determined as due to an outbreak of bird flu.[115]
See also
Jio Payments Bank
JioSaavn
Reliance Foundation
Reliance Industries Limited
Telecommunications in India
List of telecom companies in India
List of mobile network operators
References | ||||||
correct_foundationPlace_00048 | FactBench | 1 | 46 | https://ies.solutions/en/projects/eu-project-other/projects-b4r/ | en | IES Solutions | [
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] | null | [] | 2006-05-10T11:53:59+00:00 | The purpose of Billing4Rent is to perform pan-European validation of an Application Service Provider (ASP) hosted billing service for lower tier | en | IES Solutions | https://ies.solutions/en/projects/eu-project-other/projects-b4r/ | Billing4Rent
The purpose of Billing4Rent is to perform pan-European validation of an Application Service Provider (ASP) hosted billing service for lower tier telecommunications operators, Internet Service Providers, eGovernment and other genres of service providers. By definition an ASP hosted solution will have a trans-European dimension; however, many aspects of the solution need to be validated for internationalisation and localisation. The solution also offers a revolutionary price comparison service that allows European citizens to compare service usage costs between competing providers.
The Billing4Rent consortium has analysed, designed and implemented a highly innovative billing solution for communications providers. The solution, realised using ASP technology, enables tier 3 and 4 network operators, content providers, service aggregators and other types of service providers to access state-of-the-art billing functionality on a subscription/rental basis. Despite clear market demand from small and entrant providers, there is no similar service currently operational. This can be attributed to the fact that there are significant barriers inhibiting the realisation of such a solution. These include the huge amount of intellectual property embedded in incumbent billing vendors commercial-off-the-shelf (COTS) products and the major technical challenges that need to be addressed to support a scalable, secure and robust ASP-based solution that can be effectively used by personnel with limited technical expertise.
The Billing4Rent Consortium has identified a unique and innovative way of overcoming these barriers. The approach harnesses the functionality provided by the market leading Singl.eView product, developed and sold by Intec Telecom Systems PLC. (United Kingdom), which has been enhanced to provide the core of an ASP billing service providing the flexibility, ease-of-use, architecture and business model required by the intended customer base. | |||||
correct_foundationPlace_00048 | FactBench | 1 | 11 | https://www.itweb.co.za/article/intec-telecom-systems-acquires-adc-telecommunications-singleview-billing-software-division-for-745m/dgp45vaGL35MX9l8 | en | Intec Telecom Systems acquires ADC Telecommunications` Singl.eView billing software division for $74.5m | [] | [] | [] | [
"acquisitions"
] | null | [
"Intec Telecom Systems"
] | 2004-06-07T08:55:22+02:00 | Intec Telecom Systems has agreed to acquire the ADC Telecommunications Singl.eView retail billing software division for $74.5 million. | /favicon-96x96.png | ITWeb | https://www.itweb.co.za/article/intec-telecom-systems-acquires-adc-telecommunications-singleview-billing-software-division-for-745m/dgp45vaGL35MX9l8 | Intec Telecom Systems PLC is pleased to announce that it has conditionally agreed with ADC Telecommunications, Inc (ADC) to acquire its `Singl.eView` retail billing software division for $74.5 million. The award-winning Singl.eView product line, which is widely regarded to be one of the top retail billing solutions available, has over 70 Tier 1 and Tier 2 carrier clients in 17 countries, including Deutsche Telekom, Virgin Mobile, Hutchison 3G, Optus and Reliance.
Intec is already a significant participant in two of the key OSS sectors, inter-carrier billing and convergent mediation, and the addition of a strong capability in retail/transactional billing will substantially extend Intec`s ability to supply its carrier customers with the main operational systems required by telecommunications companies. The retail billing market is approximately the same size as all other sectors of the OSS industry put together, and the largest OSS contracts are signed in this area.
Commenting on the Acquisition, Intec Executive Chairman, Mike Frayne, said: "This acquisition will place us in the top tier of global OSS vendors, with the scale, customer base and product set to compete on equal terms for the largest billing and OSS contracts in the market. Intec currently has strong contract momentum in its core OSS business, and the acquisition of one of the industry`s most recognised retail billing companies will increase our presence in the largest, most influential telecoms software market."
Intec CEO, Kevin Adams, added: "As a consequence of this transaction, Intec will be a leading OSS products company with over 450 customers and 600 installations, and a broad, technically advanced OSS product offering. Singl.eView is an award-winning product that fits logically into our current OSS architecture and allows us to substantially broaden our offering to customers worldwide."
The acquisition is to be part-financed by a vendor placing of approximately 60.3 million Intec shares to existing shareholder General Atlantic Partners (GA), increasing its holding to approximately 25.6%. The acquisition is subject to Intec shareholders` approval at an EGM.
Intec believes that the acquisition is an important opportunity for the company to deliver on its stated long-term strategy of good-value acquisitions of complementary OSS product businesses. Specifically the board believes that the acquisition will provide Intec with:
* A technically strong, market-proven retail/transactional billing system which has been the subject of a sustained, high level of investment in recent periods and is able to address all present and foreseeable market requirements in its current form;
* Additional capabilities, presence and scale to address the most demanding Tier 1 carrier requirements for OSS technology;
* Immediate high-level entrance to the important OSS market of retail billing/transaction management;
* Ownership of an award-winning product suite built with modern technologies, which is proven to be interoperable in customer sites with existing Intec offerings;
* Substantially increased revenues for the enlarged group: based on unaudited financial statements for the two most recently reported quarters, annualised revenues for the combined group would increase by over 50% on a pro forma basis;
* Over 70 Tier 1 and Tier 2 carrier clients in 17 countries;
* The opportunity to cross-sell both Singl.eView and Intec OSS products to current customers of both companies. More than 10 high-profile clients currently operate both Singl.eView and Intec products together;
* An experienced and proven management and professional staff team of over 640 people with excellent skills in developing, selling and implementing complex, high-value retail billing systems worldwide;
* A greatly enlarged professional services team giving Intec a much increased ability to implement large OSS projects on a global basis. Singl.eView currently has over 400 professional services staff compared to around 250 in Intec;
* Productive relationships with several key integrators in the telecoms business, including Accenture, IBM and EDS; and
* Offices in a combined total of 27 locations which will increase Intec`s distribution and delivery capabilities to some important markets, including North America and Australia.
Ren'e Kern, a General Partner at GA and prospective director of Intec, said: "We are delighted to increase our ownership in Intec significantly. Intec has established a strong track record of growth in a challenging market environment. As the telecommunications industry rebounds, Intec is well-positioned in providing mission critical software applications to the telecommunications sector. We have confidence in management`s ability to integrate the Singl.eView business rapidly and look forward to supporting management in their continued plans for growth."
Singl.eView resulted from ADC`s acquisition of Saville Systems in October 1999 and is currently one of two principal software groups within ADC`s Software Systems division. Singl.eView is a comprehensive revenue, transaction, billing and service management solution, typically sitting at the core of the OSS and business support systems (BSS) architecture of a telecoms carrier. Singl.eView comprises a number of functional modules which are used singly or in conjunction with each other to provide transaction management, billing, customer care and other functions required by almost all telecoms companies.
Singl.eView currently has over 70 active customers in 17 countries. The majority are larger (Tier 1 or large Tier 2) communications service providers. The Singl.eView division has recently won a number of awards for its products and customer installations, including the prestigious `Best Overall Contribution to Billing`, `Best Billing Implementation - Telecoms` and `Best Billing Implementation - Utilities` at the 2004 Global Billing Awards in London. It was also the most recognised retail billing brand in a recent industry awareness survey. Major Singl.eView clients include Virgin Mobile, Hutchison 3G, Optus, and Reliance. | |||||
correct_foundationPlace_00048 | FactBench | 1 | 4 | https://www.ossnewsreview.com/csg-systems-completes-acquisition-of-intec-telecom-3097 | en | CSG Systems Completes Acquisition of Intec Telecom | [
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] | null | [] | 2010-12-01T10:13:11-06:00 | en | https://www.ossnewsreview.com/csg-systems-completes-acquisition-of-intec-telecom-3097 | CSG Systems International, Inc. (NASDAQ:CSGS), a leading provider of customer interaction management and billing solutions, has completed the acquisition of U.K-based Intec Telecom Systems PLC. Intec is a leader in wholesale billing and mediation and is a leading provider of retail billing software worldwide.
As a combined entity, the two companies are well-positioned with a broad and deep suite of solutions aimed at helping a wide variety of service providers roll out new products and services and operate more effectively, thereby improving their bottom line. The new product suite will include an end-to-end customer interaction management platform, combining mediation, billing, rating, charging, product catalog, customer care, web self-service, analytics, interactive messaging, interconnect services, content management, workforce management and marketing services.
“CSG and Intec share a common goal—helping our clients drive results through an improved customer experience and operational performance,” Peter Kalan, president and chief executive officer of CSG Systems International, Inc., said. “The combination of these two companies provides operators with a partner that has a broad set of solutions and delivery models to help them meet their business needs. Our combined experience in helping fixed, mobile and next generation service providers meet the increasing demands and challenges that they face in providing world-class services to their customers will enable us to help our clients compete and win in this dynamic marketplace.”
CSG initially announced the acquisition on September 24, 2010. The total cost of the acquisition, excluding transaction fees, was approximately $376 million.
CSG is not updating its 2010 financial guidance to include the impact of the closing of the Intec acquisition on November 30, 2010. The company will provide 2011 financial guidance for the combined company on its Q4 2010 earnings call and a more detailed analysis of the combined company’s go-to-market strategy at its Analyst Day on February 24, 2011 in New York City. | |||||||
correct_foundationPlace_00048 | FactBench | 3 | 49 | https://frdelpino.es/ciencia-y-sociedad/en_gb/intec-new-technologies-report-2023/ | en | New Technologies Report (Intec) 2023 | [
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] | null | [] | 2023-12-14T14:43:23+00:00 | The Chair in Science and Society of the Rafael del Pino Foundation prepares the report Ten technologies to boost Spain. Under the supervision of Professor Javier García Martínez, the Chair's team drafts an annual document that identifies the ten emerging technologies that offer a competitive advantage to the economy and the economy of Spain. | en | Chair in Science and Society | https://frdelpino.es/ciencia-y-sociedad/en_gb/intec-new-technologies-report-2023/ | The Chair in Science and Society of the Rafael del Pino Foundation prepares the report Ten technologies to boost Spain. Under the supervision of Professor Javier García Martínez, the Chair's team drafts an annual document that identifies the ten emerging technologies that offer a competitive advantage to the Spanish economy and society.
The report Ten technologies to boost Spainis an analysis and foresight work led by the Rafael del Pino Foundation professor Javier García Martínez. The team that produces it is made up of Fernando Gomollón Bell y Eugenio MallolThe journal is also responsible for editorial co-ordination. It is supported by a committee of experts made up of 15 leading figures in science and technology, who contribute their experience and expertise in various fields.
This report on ten technologies to give Spain a competitive edge does not seek to disseminate the latest and most striking innovations in the field of research, but rather to recognise those science and technology-based initiatives that are in the process of being incorporated into economic activity, by connecting their innovative nature with a high degree of maturity in their development and application.
They are currently members of the Committee of Experts:
María José Alonso Fernández. Editor-in-Chief of the journal Drug Delivery and Translational Research (DDTR). Former President of the Controlled Release Society (CRS). Principal Investigator, CIMUS Research Institute, University of Santiago de Compostela (USC). Professor of Pharmacy and Pharmaceutical Technology at the USC.
Pablo Artal Soriano. Doctor in Physics and Professor of Optics at the University of Murcia. Founder of the technology-based company Voptica. Chairman of the Physics panel at the State Research Agency. National Research Award 2018
María Blasco Marhuenda. PhD in Biochemistry and Molecular Biology. Director of the Spanish National Cancer Research Centre (CNIO). National Research Award 2010.
Lina Gálvez Muñoz. MEP (Vice-Chair of the Committee on Industry, Research and Energy. Member of the Committee on Women's Rights and Gender Equality and the Panel for the Future of Science and Technology). Professor of Economic History and Institutions, Department of Economics, Pablo Olavide University (Seville).
Laura Lechuga Gómez. Research Professor at CSIC (GENCAT-CSIC-UAB), Head of the Nanobiosensors and Bioanalytical Applications Group at ICN2 and CIBER-BBN. National Research Award 2020.
Nuria Oliver Ramírez. Director of Data Science Research at Vodafone. Chief Data Scientist Data-Pop Alliance. Co-founder and scientific advisor to the Ellis Foundation for Artificial Intelligence.
Manuel de León Rodríguez. Mathematician and Doctor in Mathematical Sciences. Research Professor at the CSIC and Academician of the Royal Academy of Exact, Physical and Natural Sciences. Founder and Director of the Institute of Mathematical Sciences (ICMAT).
Susana Marcos Celestino. Director of the Visual Science Center at the University of Rochester. Research Professor and Director of the Visual Optics and Biophotonics Laboratory at the CSIC Institute of Optics. Vice-President of the Scientific Advisory Committee of the State Research Agency. National Research Award 2019.
María Ángela Nieto Toledano. Research Professor at the Institute of Neurosciences (CSIC-UMH) in Alicante, member
of CIBERER and President of the International Society for Developmental Biology (ISDB). National Research Award 2019. Credits Report 2022
Andres Pedreño Muñoz. Professor of Applied Economics, former Rector of the University of Alicante and former CEO of Universia.
Héctor Perea Saavedra. Industrial Engineer. Former Director of Strategy and Business Development at CEPSA.
Emma Fernández. Telecommunications engineer and MBA. She has developed her professional career in the technology sector in leading companies such as Telefónica, Alcatel and Indra. In the latter she was General Manager between 2006 and 2015.
Javier Ventura-Traveset Bosch. PhD in Telecommunications Engineering. Director of the Scientific Office of Satellite Navigation and Executive Secretary of the Scientific Advisory Committee of the Galileo programme of the European Space Agency (ESA), Spokesperson in Spain for ESA and member of the Royal Academy of Engineering of Spain.
Fernando Temprano. PhD in Chemical Sciences and Master in Business Administration. From 2007 to 2017. He was director of Repsol's R&D and technology division, with global responsibility in this area.
Francisco Marín. Partner of CONEXO and Chairman of the Advisory Board of the consulting firm AYMING. He combines these professional activities with the Vice-Chairmanship of the CEOE's R&D&I Commission, as Honorary Member of COTEC and Vice-Chairman of the Innovative Companies Forum. In 2020 he received the National Award for Innovative Trajectory.
Javier García urges to put the "high beams on" and increase the "speed" of change at the presentation of 'Innovation with a Future'.
The presentation event of the work "Innovation with a Future", which includes the report on technologies to promote the transformation of Spain prepared by the Rafael del Pino Chair in Science and Society, was attended by María del Pino, President of the Foundation, Antonio Garamendi (CEOE) and Javier García Martínez, Director of the Chair,...
Further information
0. Introduction Intec 2023: the decline of the pyramids, governing the ecosystems
Both the economy and the provision of public services are evolving towards a new software-enabled model, which implies higher update rates and the need for more public-private collaboration in problem solving. In Spain, the low level of penetration of key technologies in our productive fabric is serious,...
Further information
1. Generative AI in search of business models
The explosion of generative artificial intelligence leaves open questions about the availability of information, the business models and use cases that will really justify its application in the economy and, of course, the ethical implications of its generalisation.
Further information
2. The awakening of intelligence in textiles
The impact of textiles on the planet, especially the environmental cost of the production of raw materials and the waste derived from them, forces us to rethink their function and their capacity to last, as a way to facilitate a change in consumer habits.
Further information
3. mRNA vaccines, the new paradigm
Vaccine development has undergone a qualitative shift with the emergence of messenger RNA-based solutions during the pandemic and the effects will also be felt in personalised therapies - it is time to pave the way for an explosion of innovation.
Further information
4. Digital fire extinguishers
Boosting innovation and investment in the prevention phase is one of the tasks ahead in tackling one of the most dramatic consequences of climate change, while improving the availability and processing of data.
Further information
5. Reinventing the way we inhabit our homes
From new materials to the circular economy and, of course, the digital revolution: the way we build and the refurbishment of existing building stock has become an avenue for innovation that integrates many sectors.
Further information
6. The quantum revolution, on the verge of exploding
The promise of the second quantum revolution is already on the horizon, but to make it a reality, innovation challenges such as those related to materials and their availability or device design must be overcome.
Further information
7. A technological shield for all-out cyberwarfare
The protection of digital assets and critical infrastructure has not only become a challenge for the economy, but will shape the ability of individuals to exercise their freedoms and of democracies to function without constraints.
Further information
8. Intelligent diagnostics, technologies for anticipating life
Healthcare systems will undergo a huge transformation as the confluence of digital technologies, genetics and photonics enables earlier diagnosis of diseases and even real-time monitoring of people's condition.
Further information
9. The heartbeat of 5G private networks
New connectivity technologies, such as 5G-6G and Wi-Fi 6e-Wi-Fi 7, will drive automation on a scale never seen before, and pose an innovation and business model challenge that the regulatory framework must help solve.
Further information
10. The new face of nuclear energy
The race for Small Modular Reactors (SMRs) is on around the world and could determine the competitiveness of economies as well as their contribution to reducing CO2 emissions and producing green hydrogen.
Further information
Downloads: | |||||
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correct_foundationPlace_00048 | FactBench | 2 | 25 | https://sourceforge.net/p/gull/mailman/message/3816421/ | en | Re: [Seagull-users] Diameter Grouped AVP & external data file | [
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] | null | [] | null | en | https://sourceforge.net/p/gull/mailman/message/3816421/ | Hi Mads, Thanks for the information. One question - did you also have to modify the= Subscription-Id type from 'Grouped' to 'OctetString' in your dictionary? = This was also suggested in the wiki tip but when I modified my dictionary I= and tried to run I got an immediate error. Thanks Again, Fran ________________________________ From: Mads Skovgaard [mailto:mad...@in...] Sent: Thursday, September 27, 2007 7:50 AM To: Fran Maruca; gul...@li... Subject: RE: [Seagull-users] Diameter Grouped AVP & external data file Hi Fran, I have used a csv file similar to this for Subscription-Id-Data substitutio= n with success: "string" ; "0x000001c24000000c00000001000001bc4000000f3130303030303000" ; "0x000001c24000000c00000001000001bc4000000f3130303030303100" ; "0x000001c24000000c00000001000001bc4000000f3130303030303200" ; "0x000001c24000000c00000001000001bc4000000f3130303030303300" ; "0x000001c24000000c00000001000001bc4000000f3130303030303400" ; And a scenario action like this: <action> <!-- For each new call, increment the session-ID counter --> <inc-counter name=3D"HbH-counter"> </inc-counter> <inc-counter name=3D"EtE-counter"> </inc-counter> <inc-counter name=3D"session-counter"> </inc-counter> <set-value name=3D"HbH-id" format=3D"$(HbH-counter)"></set-value> <set-value name=3D"EtE-id" format=3D"$(EtE-counter)"></set-value> <set-value name=3D"Session-Id" format=3D".;1096298391;$(session-counter)"></set-value> <restore-from-external field=3D"0" entity=3D"Subscription-Id" begin= =3D"0" end=3D"28"></restore-from-external> </action> Seagull then uses 1000000 - 1000004 as Subscription-Id-Data. Hope this is helpful. Regards, Mads Skovgaard Test Engineer - System Test ISEB Foundation Certified Intec Telecom Systems Denmark A/S Tel: +45 7012 2500 Fax: +45 7012 2501 Email: mad...@in...<mailto:mads.skovgaard@intecbilling.c= om> From: gul...@li... [mailto:gull-users-bounces@l= ists.sourceforge.net] On Behalf Of Fran Maruca Sent: 26. september 2007 19:51 To: gul...@li... Subject: [Seagull-users] Diameter Grouped AVP & external data file Hi, I'm currently trying to use an external data file with Diamter. Specifical= ly I'd like to replace the Subscription-Id-Data avp which is part of the Su= bscription-Id grouped avp. After many failed attempts trying to get this t= o work I followed the example on the associated wiki page which details thi= s very scenario. However when I modify my dictionary to substitute "OctetS= tring" for "Grouped" in relation to the Subscription-Id avp as suggested I = get the error "value is mandatory for [avp] definition" when I try to run. I'm currently running version 1.6.0 of Seagull. Any help would be apprecia= ted. Thanks, Fran This e-mail and any attachments are confidential and may also be legally privileged and/or copyright material of Intec Telecom Systems PLC (or its affiliated companies). If you are not an intended or authorised recipient of this e-mail or have received it in error, please delete it immediately and notify the sender by e-mail. In such a case, reading, reproducing, printing or further dissemination of this e-mail or its contents is strictl= y prohibited and may be unlawful. Intec Telecom Systems PLC does not represent or warrant that an attachment hereto is free from computer viruses or other defects. The opinions expressed in this e-mail and any attachments may be those of the author and are not necessarily those of Intec Telecom Systems PLC. | |||||||
correct_foundationPlace_00048 | FactBench | 1 | 70 | https://www.govinfo.gov/content/pkg/FR-2009-09-17/html/E9-22318.htm | en | Federal Register, Volume 74 Issue 179 (Thursday, September 17, 2009) | [] | [] | [] | [
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] | null | [] | 2009-09-17T00:00:00 | null | [Federal Register Volume 74, Number 179 (Thursday, September 17, 2009)] [Notices] [Pages 47824-47825] From the Federal Register Online via the Government Publishing Office [www.gpo.gov] [FR Doc No: E9-22318] ----------------------------------------------------------------------- DEPARTMENT OF JUSTICE Antitrust Division; Notice Pursuant to the National Cooperative Research and Production Act of 1993--Telemanagement Forum Notice is hereby given that, on July 22, 2009, pursuant to Section 6(a) of the National Cooperative Research and Production Act of 1993, 15 U.S.C. 4301 et seq. (``the Act''), TeleManagement Forum (``the Forum'') filed written notifications simultaneously with the Attorney General and the Federal Trade Commission disclosing changes in its membership. The notifications were filed for the purpose of extending the Act's provisions limiting the recovery of antitrust plaintiffs to actual damages under specified circumstances. Specifically, 2operate ApS, Aalborg Ce, DENMARK; Access Commerce, Labege Cedex, FRANCE; Active Broadband Networks, Waltham, MA; Aijeel Aijadeed for Technology, Tripoli, LIBYA; Almadar Aljadid, Tripoli, LIBYA; ATG, REPUBLIC OF IRELAND; Atheeb Intergraph Saudi Co., Riyadh, SAUDI ARABIA; Boeing Company, Auburn, WA; Bridgewater Systems Corporation, Ottawa, Ontario, CANADA; BSM impact Limited, Reading, Berkshire, UNITED KINGDOM; Buddha Software, Palo Alto, CA; CircuitVision, Tampa, FL; ClassTel, Moscow, RUSSIA; Cotton Management Consulting, Friday Harbor, WA; CYTA (Cyprus Telecommunications Authority), Nicosia, CYPRUS; Directorate for Emergency Communication, Oslo, NORWAY; DUXDILIGENS, S.A. DE C.V., Ciudad de Mexico, Distrito Federal, MEXICO; EHF Consultoria, Santa Rita do Sapucai, MG, BRAZIL; EJADA, Riyadh, SAUDI ARABIA; EMGS Group, Riyadh, SAUDI ARABIA; Etiya Information Technologies, Kustepe Sisli, Istanbul, TURKEY; FTS, Herzliya, ISRAEL; Funda[ccedil][atilde]o Para Inova[ccedil][otilde]es Tecnologicas FITec, Recife, PE, BRAZIL; GenerationE Technologies, San Clemente, CA; GMS Consulting, Lisbon, PORTUGAL; Guavus, Inc., Sunnyvale, CA; Hollywood Mobile, Hollywood, CA; ICCE Systems, Cary, NC; IDS Scheer AG, Saarbrucken, GERMANY; iLink Systems, Redmond, WA; Incognito Software, Inc., Vancouver, British Colombia, CANADA; Inswitch Solutions, Miami, FL; IPLAN Networks, Buenos Aires, ARGENTINA; IXIA, Calabasa, ROMANIA; JSMN Inc, Cobh, Co. Cork, REPUBLIC OF IRELAND; Kara Consulting, ICT Solutions, Istanbul, TURKEY; Kron Telekomunikasyon A.S., Kavacik Istanbul, TURKEY; Libya for Telecom and Technology, Tripoli, LIBYA; Libyan International Telecommunication Company, Tripoli, LIBYA; Libyan Post, Telecommunication and Information Technology Co., Zawia St., Tripoli, LIBYA; Libyana for Mobile Phones, Tripoli, LIBYA; Macquarie Telecom, Pty. Ltd., Sydney, NSW, AUSTRALIA; Mint Systems Limited, Brighton, UNITED KINDGOM; Mobitel, d.d., Ljubljana, SLOVENIA; Multimedios Redes, Monterrey, MEXICO; Neoris, San Pedro Garza Garcia, MEXICO; Netezza Corporation, Marlborough, MA; Netformx, Inc., Santa Clara, CA; NetXForge, Amsterdam, THE NETHERLANDS; NORDUnet A/S, Kastrup, DENMARK; N-Pulse AG, Heppenheim, GERMANY; NuaTel, Cork, IRELAND; Objective Technologies SA, Athens, GREECE; Peoples Friendship University of Russia, Moscow, RUSSIA; Platinion GmbH, Koln, GERMANY; PT Bakrie Telecom, Jakarta, Selatan, INDONESIA; Revenue Assurance Consulting, Borehamwood, Hertfordshire, UNITED KINGDOM; Scartel Star Lab Ltd., St. Petersburg, RUSSIA; Seavus AS, Malmo, SWEDEN; Singer TC GmbH, Duesseldorf, GERMANY; SkyTerra Communications, Reston, VA; Smartlabs, Moscow, RUSSIA; Specinova Sistemi d.o.o., Ljubljana, SLOVENIA; Striata (Australia) Pty Ltd, Sydney, NSW, AUSTRALIA; Suntech Intelligent Solutions, Florianopolis, Santa Catarina, BRAZIL; Taseon, San Jose, CA; TDS Telecom, Chicago, IL; Tejas Networks Ltd, Bangalore, INDIA; The Business Realignment Company Ltd, Reading, Berkshire, UNITED KINGDOM; The Value Management Company, Caguas, PUERTO RICO; TouK sp. z o.o., Warszawa, POLAND; TRA, Manama, BAHRAIN; Transverse, Austin, TX; TTNet A.S. (Turkish TelLekom), Sisli/ ISTANBUL, TURKEY; Twinsec GmbH, Koln, GERMANY; University of Deusto-- Deusto Technology Foundation, Bilbao, SPAIN; University of Stuttgart, Stuttgart, GERMANY; VOIPFUTURE, Hamburg, GERMANY; Wataniya T[eacute]l[eacute]com Alg[eacute]rie S.P.A, Alger, ALGERIA, have been added as parties to this venture. Also, 3G CLUB (Communication Leaders United Board), Taipei, TAIWAN; Acuma Solutions Limited, Manchester, UNITED KINGDOM; Adveotnet, Inc., Pleasanton, CA; Ahaluna, Rome, ITALY; Anglo African Outsourcing Ltd, Quatre Bornes, Plaine Wilhems, MAURITIUS; Asidua Limited, Belfast, UNITED KINGDOM; Auspice Corporation, Waltham, MA; Axiom Systems Limited, Readinq, Berkshire, UNITED KINGDOH; Bakcell LID, Baku, AZERBAIJAN; BEA Systems, Inc, Carmel Valley, CA; Beshara Group, Salmiyah, KUWAIT; Business Consulting Network, Santiago, CHILE; Cable & Wireless, Bracknell, Berkshire, UNITED KINGDOM; Central Research Instit. of Electrical Power Industry, Komae-Shi, Tokyo, JAPAN; Ceon Corporation, Redwood, CA; Codecentric GmbH, Solingen, GERMANY; CommProve Ltd, Dublin, REPUBLIC OF IRELAND; CTI--Communications. Technology. Innovations, Moscow, RUSSIA; CyberAccess, Inc., Chagrin Falls, OH; DataSynapse Inc., New York, NY; Datentechnik Austria GmbH & Co KG, Wien, AUSTRIA; EMBARQ, Overland Park, KS; Emnico Technologies Ltd, Westlea, Swindon, UNITED KINGDOM; Enterprise Architecture Consulting, Stadhampton, Oxfordshire, UNITED KINGDOM; Evidian, Los Clayes Sous Bois, FRANCE; FLAG Telecom, West Drayton, Middlesex, UNITED KINGDOM; Forthnet S.A., Kallithea, Attica, GREECE; Fusion Business Solutions, Hounslow, Middlesex, UNITED KINGDOM; Globus Consulting, Javea, Alicante, SPAIN; Grant Thornton Consulting Company Limited, Bangkok, THAILAND; Gridpoint Systems, Ottawa, Ontario, CANADA; GTA Consulting, Outremont, Quebec, CANADA; HTK Ltd, Ipswich, UNITED KINGDOM; lBS Consulting Group, Philadelphia, PA; Icesolutions, Ljubljana, SLOVENIA; IneoQuest Technologies, Inc, Mansfield, MA; Infotech Enterprises Europe, London, UNITED KINGDOM; Ingenium Technology, Monza, Milano, ITALY; Intec Telecom Systems PLC, Woking, Surrey, UNITED KINGDOM; Iowa [[Page 47825]] Communications Network, Des Moines, IA; iPass, Redwood Shores, CA; Iptivia, New York, NY; Ixonos Plc, Helsinki, FINLAND; Japan Cable and Telecommunications Association, Nishiotanda, Shinagawa-ku, Tokyo, JAPAN; Jet Infosystems, Moscow, RUSSIA; JSC ``IPNet'', Moscow, RUSSIA; Kentrox, Inc., Hillsboro, OR; Kornel Terplan, Hackensack, NJ; Men & Mice, Reykjavik, Iceland; Microtest Education Center, Moscow, RUSSIA; Neptuny, Milan, ITALY; New Generation Operations, London, England, UNITED KINGDOM; Oefeg, Wien, AUSTRIA; Omega--Reason Ltd., Islikon, Zurich, SWITZERLAND; Oy Swot Consulting Finland Ltd, Tampere, FINLAND; Packet Design Inc., Palo Alto, CA; PrismTech, Gateshead, Tyne & Wear, UNITED KINGDOM; Probity Consulting Ltd., Pretoria, Gauteng, SOUTH AFRICA; Psytechnics, Ipswich, Suffolk, UNITED KINGDOM; PT Excelcomindo Pratama Tbk, Jakarta, INDONESIA; RateIntegration, Durham, NC; Redline Communications, Inc., Markham, Ontario, CANADA; Sapient GmbH, Dusseldorf, NRW, Germany; Satorai Solutions, Inc., Arlington, VA; Sequoia Telecom Associates, San Rafael, CA; Sheerscape Inc, Austin, TX; Signiant, Inc., Burlington, MA; SNAP Solutions (M) Sdn Bhd, Kuala Lumpur, MALAYSIA; Steria Mummert Consulting AG, Langen, Hessen, GERMANY; Summa Telecom, Moscow, RUSSIA; Teleca Ltd, Didsbury, Manchester, UNITED KINGDOM; TelecomAdvisors International S.A., Panama City, PANAMA; Telelogic, New York, NY, have withdrawn as parties to this venture. The following members have changed their names: Sunrise Telecom srl to Accanto Systems; Nordisk Mobiltelefon Sverige AB to AINMT Sverige AB; Sales Technologies to Aldous Limited; Technology Research Institute (TRI) to Aijeel aljadeed for Technology; Boeing to Boeing Company; Capgemini Telecom & Media to Capgemini Service (TME-GSA); Hong Kong CSL Limited to CSL Limited; auSystems Sweden South to Cybercom Sweden South; UNE EPM Telecomunicaciones to EPM Telecomunicaciones S.A. E.S.P; Tolmen, LLc to ICCE Systems; BearingPoint INFONOVA GmbH to Infonova; Iskratel Telekomunikacijski sistemi, d.o.o. to Iskratel, d.o.o., Kranj; LogicaCMG to Logica; Proforma Corporation to Metastorm; Ukrainian Mobile Communications UMC to MTS-Ukraine (UMC); Cadence LLC to Network Cadence; Andrew Network Solutions to Omnix Software ltd; RRD--Reti Radiotelevisive Digitali spa to RRD SRL-Reti Radiotelevisive Digitali Srl; Stratecast Partners to Stratecast--A division of Frost & Sullivan; Superna Business Consulting Inc to Superna Analytics, Inc.; Lifetree Convergence Ltd to Tecnotree; Tektronix to Tektronix Communications; TeliaSonera to TeliaSonera AB; TietoEnator Oyj to Tieto; Slovak telecom, a.s. to T-Slovak Telekom, a.s.; TeleSciences, Inc. to Ventraq, Inc.; Q/P Management Group of Canada to Woodward Systems Inc. The following members have changed their addresses: Applied Broadband, Inc. to Boulder, CO; Atos Origin to Zurich, SWITZERLAND; Bell Canada to Montreal, Quebec, CANADA; Kyak Systems Ltd to London, UNITED KINGDOM; Toshiba Solutions Corporation to Minato-ku, Tokyo, JAPAN; Wisdom Networks Co.,Ltd. to Chiyoda-ku, Tokyo, JAPAN. No other changes have been made in either the membership or planned activity of the group research project. Membership in this group research project remains open, and the Forum intends to file additional written notifications disclosing all changes in membership. On October 21, 1988, the Forum filed its original notification pursuant to Section 6(a) of the Act. The Department of Justice published a notice in the Federal Register pursuant to Section 6(b) of the Act on December 8, 1988 (53 FR 49615). The last notification was filed with the Department on January 16, 2009. A notice was published in the Federal Register pursuant to Section 6(b) of the Act on March 26, 2009 (74 FR 13229). Patricia A. Brink, Deputy Director of Operations, Antitrust Division. [FR Doc. E9-22318 Filed 9-16-09; 8:45 am] BILLING CODE 4410-11-M | ||||||||
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] | null | [] | 2019-08-29T10:25:26+02:00 | TIS Inc. will apply FIWARE technology to their IoT Service Platform toward the realisation of human-robot coexistence. | en | FIWARE | https://www.fiware.org/news/tis-joins-fiware-foundation-as-gold-member/ | Shinjuku-ku, June 13, 2018: TIS Inc. (Head Office: Shinjuku-ku, Tokyo; President: Toru Kuwano; hereafter, “TIS”), a member of the TIS INTEC Group, announces its participation as a Gold Member in FIWARE Foundation e.V (hereafter, “the FIWARE Foundation” (Note 1)), a non-profit organization. The FIWARE Foundation promotes widespread use of FIWARE (Note 2) infrastructure software, which is developed and implemented by the Future Internet Public-Private Partnership Program (FI-PPP (Note 3)), a next-generation Internet public-private initiative program in the European Union. TIS is the second Japanese company to get involved in the FIWARE Foundation.
FIWARE is an IoT service platform with standardized open API (Note 4) that was developed as open source software (OSS) to encourage companies and local governments that provide public services to utilize data and cooperate on services beyond industry borders. FIWARE is being used by 110 cities and companies in 25 countries, mainly in Europe, for systems to realize smart cities.
TIS will apply FIWARE to data interfacing with robot-to-robot connections as well as data interfacing with robots, IoT, open data and other solution components, and will begin R&D on a platform supporting human-robot coexistence for robot integration services.
Toward Realization of Human-Robot Coexistence
TIS will promote development of an IoT service platform utilizing FIWARE through the AI-robotics subcommittee of the Open Government Consortium (OGC) (Note 5) of which TIS is a member. OGC will begin joint verification tests with Aizu University in autumn 2018 at the Laboratory for leading-edge ICT in Aizu (LICTiA).
For reference – “Aizu University signs partnership agreement with AI-robotics subcommittee of OGC — Promote use of robotics, AI and IoT to realize human-robot coexistence” at https://ogc.or.jp/article/3688 (Japanese only)
TIS is set to present its research results at CEBIT 2018, an international exhibition being held in Hannover, Germany, from June 12 through 15, 2018. (Please see the details at http://www.cebit.de/exhibitor/tis/N814570)
TIS intends to create new solutions and services by combining the FIWARE-based IoT service platform to realize human-robot coexistence with system development and business know-how accumulated across many business segments as well as cloud- and AI-related technologies and insights.
Background to Participation in FIWARE Foundation
The use of robots is increasingly seen as a way to help solve various social issues, particularly the shortage of labor caused by fewer children and more seniors in the population. However, at present, the use of robots has not spread beyond the fields of nursing care and welfare, mainly for monitoring and communications, because humans themselves cannot connect or communicate with robots, much less coexist.
At TIS, we believe it is possible that humans and robots can coexist if robots are used to complement human capabilities and each fulfills a designated role, and that the use of robots can one day solve social issues across many sectors.
Consequently, TIS has focused on robotics integration—connecting robot technology and ICT technology—and has partnered with research and educational institutions, consortiums and other organizations to promote R&D on advanced technologies.
The objective behind TIS’ participation in the FIWARE Foundation is to expand robot interfacing capabilities with FIWARE. TIS seeks to facilitate wider use of robots by developing platforms that enable robots to interface with IoT and with services in addition to robot-to-robot interfacing, and will make the frameworks available as OSS.
TIS’ Robot Business
TIS has pursued activities in robotics integration, including venture investments into SEQSENSE, which is developing autonomous robots, and Unirobot Corporation, which is developing “unibo,” a communication robot. Through its involvement in the FIWARE Foundation, TIS will accelerate R&D on platforms that will lead to human-robot coexistence and thereby reinforce its robot business.
Notes:
1. FIWARE Foundation e.V.: Non-profit organization based in Germany and established to coordinate FI-PPP results and promote FIWARE under an industry-led structure. Four founding members are Atos (France), Engineering (Italy), Orange (France) and Telefonica (Spain). (Please see the details at https://www.fiware.org/foundation/)
2. FIWARE: FI (Future Internet)WARE, next-generation platform software developed by FI-PPP to support smart application development for consumers, citizens, businesses and the public service sector and to reinforce EU’s competitiveness in next-generation Internet technology. (Please see the details at https://www.fiware.org/)
3. Future Internet Public-Private Partnership Program (FI-PPP): A next-generation Internet public-private initiative program in the European Union that runs for five years from 2011 as an ICT project under the EU’s Seventh Research Framework Programme.
4. Open API: API stands for Application Programming Interface, a framework of requirements that govern how one application communicates with another in a system. An open API makes this framework available to all developers.
5. Open Government Consortium (OGC): A general incorporated association offering advice to government agencies and conducting activities to put such advice into practice. OGC takes a citizen-centric perspective and emphasizes open cloud technology, seeking to realize the world’s highest level of e-government and e-local government. The consortium sets up subcommittees and working groups with expert participation to support and encourage the right kind of governmental measures. The consortium itself comprises 35 companies, as of April 2018. The director in charge of the AI and robot subcommittee is Miki Yutani, who is general manager of TIS’ Strategic Technology Center.
About TIS Inc.
TIS Inc., a member of the TIS INTEC Group, provides several IT solution services including entrusted development, data center and cloud services. At the same time, TIS is contributing to the growth of clients ‘businesses with more than 3,000 business partners in various industries, such as financial services, manufacturing, logistics/distribution, public services and telecommunications, by offering global support to companies with a presence mainly in China and the ASEAN region. For more information about TIS, please go to http://www.tis.co.jp/
About the TIS INTEC Group
The TIS INTEC Group comprises 58 IT companies and 20,000 employees. Each company utilizes its field of expertise to provide IT services that support clients’ businesses across many industries, including finance, manufacturing, services and public services, both inside Japan and overseas.
*The companies and products named herein are trademarks or registered trademarks of each company.
*The information contained herein is current as of the announcement date. Subsequent information may be different.
Inquiries
Press & Media
Corporate Communication Dept. Corporate Planning SBU, TIS Inc. (E-mail: tis_pr@ml.tis.co.jp)
Regarding the content of this press release
Strategic Technology Center, TIS Inc. (E-mail: info-stc@ml.tis.co.jp) | |||||
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] | null | [] | null | Pipeline is the worldâs leading magazine for OSS and BSS news and information. In this issue, we explore how growing consumer demand impacts the physical network, creating new stresses and increasing complexity. | null | John Aalbers is CEO of Volubill, a provider specializing in real-time monitoring, control and charging software for communication providers around the world, brings extensive experience in building high growth businesses based on innovative products. Prior to leading Volubill, John was responsible for the P&L and direction of Intec Telecom Systems' fastest growing product lines, including Singl.eView and the Dynamic Charging Platform (DCP). Prior to joining Intec, John built successful businesses in EMEA and APAC for CGI (Computer Generation Inc.) culminating in the sale of CGI to Intec for $268M in 2000.
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Mark Abolafia currently serves as SVP, Business Development and Global Channels Program at Intraway. He previously served as Chief Operating Officer at Datavision, a global SDN systems integrator, responsible for all aspects of the companyâs operations including overall P&L management, service offer development, marketing, partnership/alliances, recruiting, business development and service delivery functions. His previous positions include senior roles in managing Service Provider consulting and systems integration businesses, as well as business development in various software and consulting companies in the telecommunications, pharmaceutical/life sciences and financial services verticals.
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Yossi Abraham is Chief Marketing Officer at Excelacom. As Chief Marketing Officer, he is responsible for the global strategy, planning and execution of all aspects of Excelacomâs marketing and portfolio.
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John Abraham (Principal Analyst) is a member of Analysys Mason's Telecoms Software and Networks Research team. He leads our Monetisation Platforms programme and our research into the broader telco Digital Transformation narrative. John also contributes to our research into cloud-native architecture models, which is covered as part of the Software-Controlled Networking programme. John has been part of the telecoms industry since 2006, and joined Analysys Mason in early 2012. He has worked on a range of telco projects for operators in Africa, Europe, India and the Middle East. Before joining Analysys Mason, he worked for several years for a BSS vendor and before that for Dell Inc in India. John holds a bachelor's degree in computer science from Anna University (India) and an MBA from Bradford University School of Management (UK).
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Jan Abrahamsson is an international digitalization strategist with 20 years of experience developing and implementing strategies across industries. He is the head of strategic customer engagements within Ericsson Group, advising leadership teams across North America, Europe and Asia Pacific on the topics of digitalization and its impact on business strategy and operations. Abrahamsson specializes in IoT and 5G areas and enabling strategic collaboration between companies in ecosystems.
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Ilia Abramov is the Head of Security at Xura, a global telecommunications company offering a portfolio of digital services that enable global communications across a variety of mobile devices and platforms.
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Aleksey Abramovich is head of the security testing department at A1QA. With six years of experience in quality assurance and his team of more than 20 QA engineers, he has become a true expert in the field. During his years with A1QA, Aleksey and his teams have executed various projects for multiple world-known companies. As someone who runs trainings at the Security Center of Competence, he is extremely knowledgeable in meeting software compliance requirements with HIPAA, PCI DSS and OWASP.
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As Chief Technology Officer at Amdocs, Ran Achituv is responsible for planning and developing Amdocsâ technology vision, as well as the architecture and roadmap of the entire Amdocs product portfolio, Amdocsâ patents and innovation strategy and start-up ecosystem partners. His 20 years of professional experience includes senior positions at Verint in the areas of R&D, technology strategy, product management and P&L. Ranâs expertise, reputation as an innovative technologist, and global business experience means heâs frequently asked to brief analysts and speak in Computer Science and Speech Recognition Telecommunications forums â he also lectured on Digital Architecture, Operating Systems and Communications courses for five years. Ran holds several patents in digital recording infrastructure, security\PCI, and Analytics, an International Executive MBA from Kellogg-Recannati and a BSc in Computer Science from the prestigious Interdisciplinary Center.
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Trent Ackhurst is the Director of Integrity Management for Everline. In 2006, Trent founded PIMS of London, designing and implementing programs that provide oil and gas operators with integrity management systems for pipelines, process facilities, and storage assets. PIMS was acquired in 2021 by LineStar Integrity Services (now Everline). Before PIMS, Trent served as Finance Director for GE Oil and Gas.
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Srini Addepalli is a security and Edge computing expert with 25+ years of experience. Before joining Aryaka, Srini was at Intel, where he incubated multiple open source edge computing and security initiatives including Service Mesh, cloud native SASE framework, Distributed HSM and Multi Edge/Cloud orchestration technologies. Before Intel, he held the Fellow position at Freescale and CTO position at Intoto Inc. As part of Intoto, which was acquired by Freescale, he is instrumental in leading the development of Gateway and UTM (Unified Threat Management) product lines. Srini has multiple patents in networking and security technologies. He holds a BE (Hons) degree in Electrical and Electronics Engineering from BITS, Pilani in India.
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Tomer Agam is VP R&D at Blue White Robotics, an innovative and leading autonomous company. Tomer brings 18 years of experience leading multi-disciplinary development teams by applying modern approaches and technologies such as Cloud, Microservices & DevOps best practices. Leveraging a background in data analytics, IoT and edge compute, and backend and frontend development, Tomer is an expert in applying innovative technologies in environments that are considered to be traditional.
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Nibha Aggarwal is currently Amdocs Customer Managementâs Senior Director of Product Marketing. With almost 20 years software industry experience, Nibha has played a key role in major technology companies in transforming markets, developing products, and exploiting untapped opportunities. Prior to leading the product marketing efforts for Amdocs Customer Care, she previously founded a company to provide speech self-service solutions to call centers and has been working in the SaaS CRM space for many years, spanning areas such as sales automation, marketing automation and call center automation. Having spent the last decade in marketing and executive management, Nibha now focuses on finding new and emerging markets for nascent technologies and commercializing new and underutilized technologies, as well as translating market knowledge and insights into executable strategies. Nibha has an MBA from the Haas School of Business at UC Berkeley and graduated Beta Sigma Gamma. She also holds an M.S. in Electrical Engineering from the University of Waterloo, Ontario, and a B.E. (Honors) in Electronics Engineering from India.
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Sonu Aggarwal, founder & CEO, Unify2, is one of the true visionaries behind unified communications in the enterprise. He holds the first-ever patent for enterprise instant messaging and three others for real-time collaboration technology. Microsoftâs own entry into unified communications began with its 1998 acquisition of Flash Communications, where Sonu was a co-founder. While at Microsoft, Sonu drove the roadmap, technical feature set, and development for Lyncâs predecessorsâLive Communications Server (LCS) 2005 and Office Communications Server (OCS) 2007. Sonu earned his BS and MS degrees in electrical engineering and computer science from the Massachusetts Institute of Technology.
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Alon Aginsky is the President, CEO & Co-Founder of cVidya Networks, with over 11 years of management and marketing experience in the telecommunications, software development and network management industries. Prior to cVidya, Mr. Aginsky served as Vice President of Business Development and Business Alliances at C. Mer Industries, where he was responsible for new ventures in Telco Customer Care and Billing and Network Management Solutions. Mr. Aginsky was Vice President of Sales and Marketing at Mer Telemanagement Solutions (NASDAQ: MTSL), where he was responsible for the company's global marketing and sales efforts. In this capacity, Mr. Aginsky successfully led a public offering of MTS on the NASDAQ. Mr. Aginsky holds a BA in Business Administration from New York Technology University.
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Michal Aharonov serves as Vice President Global Broadband Networks for Gilat Satellite Networks. Prior to joining Gilat, Michal spent twelve years at Amdocs, rising to the position of Vice President, Global Strategic Sourcing. In this role, she was responsible for driving large managed services deals with leading telecommunications companies in Asia, Europe and Canada. Subsequently, Michal took a leadership post at Essence Group where she served as Vice President, Head of Sales and Services. Michal holds a Master Degree in Public administration focusing on financial information systems from Clark University in Massachusetts, USA. She also holds a BA in Business Management and Finance from the College of Management â Academic Studies in Tel Aviv, Israel.
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Timo Ahomäki is CTO of Technotree. He is a seasoned Product Strategist with 20 years of experience in Product Management in telecoms, both in the operator and vendor side. Most recently Timo served as the Vice President of Product Management at F-Secure where he oversaw the transformation of the traditional computer security vendor towards a broad supplier of consume cloud services. Previously Timo served as Vice President of Product Management and Chief Scientist at Airwide Solutions through the acquisition of First Hop where he served as the CTO, transforming the company from a platform developer to a provider of a wide range of business critical solutions for CSPs. Early in his career Timo, like a good Finn shall, worked a brief stint at Nokia R&D. In addition to the vendor side, Timo spent 10 years at Telia-Sonera, serving in critical roles through several transformations from a state owned telephone company to one of the leading operator groups in Europe. Timo holds a BSc. in Electrical Engineering major from the Espoo-Vantaa Institute of technology. He holds several patents in the area of service management and mobile advertising.
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Prior to founding Ahuja Research, LLC, Dr. Sudhir Ahuja was VP, Application Services at Seniorlink, Inc. Seniorlink provides a Virtual Nursing Home model for complex care patients by enabling Caregivers at home. Before Seniorlink he was CTO and Founder, Vayu Technologies, Inc., a venture based on the Virtual Care Room technology developed at Bell labs that was acquired by Seniorlink. Prior to this he was a General Manager, Vayu Joint Venture (with UPMC), New Ventures Group at Alcatel-Lucent. Dr. Ahuja has held several VP and Director level positions at Bell Labs Alcatel-Lucent in converged networks and multimedia communications research. Dr. Ahuja obtained his MS in and PhD degrees in electrical engineering from Rice University in 1974 and 1977, respectively. His undergraduate education was at the Indian Institute of Technology, Bombay.
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Mustapha Aissaoui is a Product Manager in the IP Division of Alcatel. He holds an Electrical Engineering Diploma from Polytechnic School of Algiers and a MASc in Electrical Engineering from the University of Ottawa. He is an active participant of the IETF PWE3 and L2 VPN working groups, the MPLS/FR Alliance (MFA), and the ATM Forum.
Mustapha is a co-author and major contributor of multiple papers, including: draft-ietf-pwe3-atm-encap (ATM PW), draft-ietf-pwe3-oam-msg-map (PW OAM) and draft-ietf-l2vpn-vpws-iw-oam (PW OAM interworking), draft-ietf-pwe3-dynamic-ms-pw-00.txt (dynamic PW switching).
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Matti Aksela is Vice President, Analytics and Technology | Analytics Business Unit at Comptel Corporation where he oversees the companyâs predictive social network analytics solution positioning. Since joining Comptel in April 2012 upon its acquisition of fellow Finnish software company Xtract, Matti has focused on delivering next-generation customer value management with advanced predictive analytics powered by social and contextual intelligence. Matti has a Doctor of Science in technology and computer science from the Helsinki University of Technology.
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Cengiz Alaettlinoglu is the founding member of Packet Design's R&D staff and provides technical direction for the product portfolio. His early experimental work, analyzing routing convergence and scalability properties as well as correlating network performance issues to routing protocol incidents, lead to the creation of route analytics technology and the Packet Design product suite. He is currently working on real-time SDN analytics and orchestration applications that intelligently satisfy path and bandwidth demands without negatively impacting other services. Prior to Packet Design, Cengiz was with the University of Southern California's Information Sciences Institute where he worked on the Routing Arbiter project. He was co-chair of the IETF's Routing Policy System Working Group, has been published widely, and is a popular lecturer at industry events worldwide. He holds a BS in Computer Engineering from Middle East Technical University, Ankara, and a MS and Ph.D. in Computer Science from the University of Maryland.
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Dr. Ayham Al-Banna is a Director of Product Management and Fellow in the Access & Transport BU at CommScope, where he is responsible for Extended Spectrum DOCSIS RF amplifiers, Taps, and passives. Prior to that, Ayham served as an engineering fellow in the CTO office, where he worked on defining the architecture for the Cable Access Modules of the current and future generations of ARRIS centralized and distributed CCAP/CMTS systems. Ayhamâs expertise includes RF Communications, HFC networks architecture and migration, DOCSIS 3.1, Full duplex DOCSIS, Extended Spectrum DOCSIS, and emerging broadband technologies. He has several issued and pending patents and has authored a book about characterizing and mitigating wireless interference in IEEE802.11 WLANs. Ayham is a senior IEEE member and has numerous publications in the area of Wireless and Cable Communications. He received the MCN 40 under 40 award in 2016.
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Adrian Alonso is a Telecom industry professional who has spent nearly two decades in the industry architecting network management solutions and leading network operations systems strategy and management at two of the top communication service providers. In his current role as lead Solutions Architect at gen-E, Adrian and his team of sales engineers supports gen-Eâs sales executives and their customers across wireline, wireless, utilities and enterprise industries. Adrian focuses on learning and understanding the needs of gen-Eâs customers and challenges they face with their current network management tool set. He designs new, more efficient and effective solutions challenging his clients to be forward thinking and stay ahead of the changes in technology so they can better serve their customers. Prior to joining gen-E, Adrian led the Network Operations Management team at Frontier Wireless, where he was responsible for the companyâs utilization of IBMâs Network Management solution to monitor and manage their network. He gained first-hand experience in large-scale acquisitions and integrations in the CSP market, having led Frontierâs Strategic Support Team responsible for the Network Operations System conversion of Verizonâs wireline service systems after the acquisition by Frontier. Adrian and his team converted from multiple monitoring tools into a single, unified solution. The consolidated NOC serves all markets in the combined organization. A military veteran, Adrian served in the U.S. Marine Corps as an Air Traffic Control RADAR technician prior to working in the private sector. Adrian actively supports our veterans and their families. He was Frontierâs Texas Veteran Affairs representative and on the Frontierâs National Veteran Committee. He sponsored âHonor and Rememberâ and was a mentor for American Corporate Partners.
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Kerby Altmann is the Director - OSS Voice Architecture at Sigma Systems
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Ohad Amir is CTO at Essence. Essence delivers IoT smart living and smart care solutions. Its WeR@Home technology delivers a comprehensive, profitable home safety, security and management platform for service providers, retailers, insurance companies, telcos, and more. Care@Home provides a complete senior monitoring platform at home and on the go, from mobile PERS devices to full self-learning solutions.
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Trent Anderson joined Bluebird Network in 2021 as Chief Revenue Officer. Anderson is a passionate industry leader who is committed to helping companies drive sales and revenue. As the new CRO of Bluebird Network, he oversees revenue generation including sales, sales engineering, product development, marketing and Bluebirdâs expanding data center sales initiatives across the companyâs dense footprint including cities such as Springfield, St. Louis and Kansas City.
Prior to Bluebird Network, Anderson created innovative, modern solutions to accelerate businessesâ sales and revenue growth. He was previously Vice President of Sales at LS Network where he led all channels and revenue growth for their network in Washington and Oregon. Before LS Networks, he was responsible for the strategic Government & Medical program at Wave Business in Oregon. In 2013 Anderson joined Frontier Communications as Vice President and General Manager of Oregon operations, where he served as the state leader for operations, sales, engineering, and community engagement.
Anderson is an active member in the community and serves on the boards of the American Heart Association, the American Stroke Association and Youth Athletics. He is an active parishioner at Our Lady of The Lake Catholic Church and a coach for the Catholic Youth Organization. He graduated from Oregon State University's Austin School of Business.
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Nik Angelov has led Product Strategy at WIM Technologies since 2019. Previously he has worked as a technical solution manager for Ericsson and has 10 years of firsthand experience in the telecoms industry, working with mobile operators in Europe, Africa, Asia and Oceania. Following completion of his university education in Germany and the UK, Nik started his career as a graduate engineer in Ericsson working on radio network optimization. His experience includes management of service delivery, network automation, process and team transformation.
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Basem Anshasi is Executive Vice President at Dali Wireless. Basem is an accomplished senior executive with nearly 30 years of telecom experience. He leads Dali Wirelessâs global sales and business development, strategy and commercial operations to execute on the delivery of market growth. Basem has a wealth of experience in executive management, sales, engineering and international business development. Prior to joining Dali, Basem was Chief Commercial Officer, Wireless Networks, at TE Connectivity. Prior to TE, he was SVP of sales at Powerwave Technologies where he led the worldwide sales for the company. Prior to Powerwave, he spent 15 years at ADC Telecommunications in a variety of sales, marketing and engineering roles. Basem holds an Executive MBA in Global Business from the Georgia Institute of Technology, a M.S. in Biomedical Engineering from the University of Alabama at Birmingham, and a B.S. in Electrical Engineering from the University of Alabama.
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Karen Arbel has experience with customer relations, customer retention, sales and marketing. She has spent several years in customer sales and retention in both commercial and education environments. Conflict resolution and clear communications have been at the core of her work. Karen has a university degree in business and marketing from The Interdisciplinary Center Herzliya.
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Dr. Arefzadeh has over 18 years experience in the IT, Telecommunication, and TV Broadcast industries, serving in a variety of CIO, CTO, and principal engineering roles for numerous multinational corporations, such as Granite and Telcordia. Dr. Arefzadeh has also help launch several German tech start-ups and was responsible for Dimetisâ products in Broadcast OSS for distribution and contribution networks. Most recently Dr. Arefzadeh co-founded Ziotis, which is currently in stealth mode, based on newly-patented technology that helps telecom operators compete by leveraging artificial intelligence and blockchain for IoT, SDN, and cloud applications. Dr. Arefzadeh earned his Ph.D in Electrical Engineering and Artificial Intelligence from Aachen University of Technology in Germany.
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A 20-year veteran of the communications and collaboration industry, Tim Armstrong is responsible for Nectarâs product marketing including product positioning, messaging and supporting business development efforts. Tim has held positions in all major categories of the UC industry including consulting, carriers and vendors, including a ten-year career at Microsoft. Timâs responsibilities at Microsoft spanned business development, marketing leadership and executive operations roles. Prior to Microsoft, Tim worked in a variety of sales and technical roles in the IT and telecommunications industries. Based in Seattle, Tim and his wife, Jennifer are proud parents of two young daughters. On the weekends, the Armstrong family can often be found at their small family-owned winery, hosting guests and working to produce wines from the finest vineyards in the Columbia Valley of Washington State.
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Cedric Arnaud-Battandier leads Astelliaâs Marketing department in charge of Product management, Global Solutions management and Communication. Cedric ARNAUD-BATTANDIER was the co-founder of a second screen start-up, who successfully launched the first e-commerce focused app and the first US kids show synchronized app. A seasoned executive, Cedric has built a career identifying relevant strategic opportunities and developing new businesses to generate additional revenues and enhance profitability at Technicolor. Within the Telecom industry, Cedric was instrumental in growing a business unit of $150 million into a $450 million powerhouse. He was also EMEA sales director to develop the IP Voice segment and launch new products. Previously, he designed game changing strategies for major companies and has launched new businesses in Europe and South America. He holds an Engineering MD from the ENPC Engineering School and an Executive Degree from the INSEAD Business School.
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Vikas Arora is the CTO at EXFO. His background includes expertise in IP voice, video, Ethernet, optical networks, service assurance and network management. He holds a Bachelor of Technology from G.B. Pant University and a Masters of Computer Science from the University of Saskatchewan.
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Jennifer Artley is President of Americas at BT Global and managing director of the technology, life sciences, and business services vertical. She works closely with healthcare organizations and pharmaceutical companies to help them unlock the digital opportunities. Jennifer has more than 20 years of technology and business development experience, previously serving as Chief Operating Officer at BT. Global Telecoms nominated Jennifer as one of â50 women to watch.â
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An experienced technology executive, Yossi Atias has been involved in several start-ups at an executive level and as a founder. He founded Dojo-Labs and PeekRTC and was also CEO of both companies. Previous positions within the industry include General Manager Operations at Jajah, Head of OTT Strategy at Acme Packet, General Manager Nokia Israel and Nokia Networks and Technical Director at Lucent. Yossi holds a B.Sc. degree in IE, Information Systems and an MBA from Ben Gurion University, Israel.
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Dr. Colin Ayer serves as SwitchRayâs CTO and VP of Engineering & Product Management and is responsible for driving product development innovation and efficiency in pursuit of the companyâs overall vision and strategy. Colin oversees the strategic development, R&D, test and deployment of our Class 4 and Class 5 VoIP Softswitch and related products. With his successful track record of product delivery, Colin brings more than 25 years of development and leadership experience in systems and software engineering and product development in the related fields of speech recognition, cordless telephony, Bluetooth, Wi-Fi, VoIP and LBS/Navigation. In his prior role as a Senior Engineering Director at TeleCommunication Systems, he was responsible for systems engineering and mobile application delivery on iOS, Android and Windows Phone 8 platforms of an off-board navigation and LBS solution for GPS-enabled mobile phones. Prior to TCS, Colin was an Engineering Director in the semiconductor industry at Conexant Systems developing systems and software solutions for VoIP, Wi-Fi, Bluetooth and spread-spectrum Cordless Telephony. These roles involved technical and program management across multiple sites and countries using both traditional and agile development approaches. Colin is a Chartered Engineer (MIET) and received his Doctor of Philosophy degree in Speech Recognition from Imperial College, London and his Bachelor of Science degree in Electrical & Electronic Engineering from The University of Newcastle upon Tyne.
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With professional experience in telecommunications, banking and retail, Raul Azevedo re-joined WeDo Technologies in 2010 as Director of Product Development, responsible for WeDoâs product development, product management and research areas. Raul chaired the TM Forumâs Fraud Management Team between 2011 and 2015.
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Lars Bach is Chief Technology Officer (CTO), Quadsat, responsible for defining the companyâs product roadmap and aligning it with current and future industry needs. He joined Quadsat in February 2024, having spent nearly seven years in product and research and development for Universal Robots. Lars is Vice Chairman of the Board for Odense Robotics, Denmarkâs cluster for robotics, automation, and drones. He holds a BSc in Eletrical and Electronics Engineering from the University of South Denmark.
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Kim Bagaasen is Senior Manager, Technical Marketing for Tekelec's Performance Management portfolio. She has 15 years of telecom experience including the past 10 years at Tekelec, where she has been focused on performance management and monitoring products. Kim holds an undergraduate degree in computer engineering and a master's degree in computer engineering management.
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As Founder and CEO of SCALABLE Network Technologies (SCALABLE), Dr. Rajive Bagrodia is a thought leader in the field of modeling and simulation, test and analysis, and assessment of the resiliency and impact of cyber threats on large scale networks. Dr. Bagrodia founded SCALABLE Network Technologies in the wake of significant innovations from his research group at UCLA in the theory and practice of performance prediction for large-scale heterogeneous computer and communication systems. Professor Bagrodia saw the opportunity to translate that academic work into innovative products that provided much-needed solutions to the defense community and the global commercial marketplace. Since founding SCALABLE, Dr. Bagrodia has continued to lead the creation of innovative simulation-based test and analysis and cyber assessment capabilities for the US Department of Defense. His contributions have led to SCALABLE securing and delivering on numerous successful contract projects for the defense community. These contracts have also led to the creation of significant Government-Off-The-Shelf (GOTS) tools for the Department of Defense including the Joint Network Emulator (JNE) to model battlefield communication networks and StelathNet, a versatile model of cyber offensive and defensive operations. As a credible leader, Dr. Bagrodia has published over 175 research papers in Computer Science journals and at international conferences on high-performance computing, wireless networking, and parallel simulation and cyber threat assessment. His research was supported by large, multi-investigator grants from federal agencies including DARPA and NSF and he is also the recipient of multiple awards including the NSF Presidential Young Investigator award, the Army Acquisition community award in Modeling & Simulation, and multiple Best Paper awards.
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Bernd Baier is a Business Development Manager for CNT Management Consulting based in Atlanta, GA. With an emphasis on business process consulting, he is helping clients with SAP ERP implementation with a focus on SAP Ariba, Supply Chain Collaboration, and the SAP Business Network.
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Paul Baird is a highly experienced and accomplished IT and cybersecurity professional with over 25 years of industry experience. Currently, he is serving as the Chief Technical Security Officer (CTSO) for Qualys. Throughout his career, Baird has demonstrated a deep understanding of cybersecurity and has been instrumental in building several Security Operations CentresCenters (SOCs). His achievements in the field were recognisedrecognized in 2021 when he was awarded Fellowship of status by the Chartered Institute of Information Security Professionals (CIISec) for his outstanding work in supporting cybersecurity.
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Dan Baker is a Co-Founder at Technology Research Institute, Inc. (TRI) and serves as its Research Director and Principal Market Analyst. During the past four years, Mr. Baker authored seven major multi-client reports that span the breadth of telecom IT systems: wireless and wireline billing systems, OSS/provisioning, customer care/CRM, and telecom data warehousing. Mr. Baker is a Byline Contributor to industry journals such as Americaâs Network and Telephony and presented his research findings in conferences and private briefings in Asia, Europe, and South America. Mr. Baker served as a Market Analyst at Venture Development Corporation (VDC), where he tracked the telecom and real-time computer markets. Mr. Baker also chaired a semi-annual conference on âMarketing and Selling Telecom IT Solutions,â a joint production of TRI and Telestrategies.
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If youâve met Rich Baker then youâve probably heard his view of technology. âIt has to be fast, simple, and just work, every time.â Weâre not sure if this conviction was born while pursuing his PhD from Stanford, on the faculty at UCLA, as CTO at PictureTel, or on the day he started developing Glanceâs visual engagement solutions. Regardless, as Glance Founder and CTO, he has driven his vision into every aspect of Glanceâs business and our customersâ lives.
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Balan Balakrishnan is Managing Director, Global Data & Analytics and the Chief Data and Analytics Officer for Liberty Global, a multinational cable and telecommunications company. In this role, he is responsible for building Libertyâs data and advanced analytics capabilities globally and leveraging it to transform Liberty Globalâs customer value proposition and experience and overall financial and operations performance management. Bala has more than 25 years of experience in business and customer value management transformation through the use of data and advanced analytics, strategy and business and digital transformation across marketing, sales, network operations and IT. Prior to joining Liberty, Bala most recently served as senior partner at EY North America, leading EYâs consulting practice for the Cable and Satellite practice globally, and leading EYâs Customer Experience service line. Bala has also held various senior roles in Booz & Company, Qwest Communications and Sprint Corporation. Bala has an MBA in global gusiness management from University of North Carolinaâs Kenan-Flagler Business School and a masterâs degree in computer science from the University of Missouri.
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Al Balasco is the Head of Media, Core and Applications Business, Radisys. Prior to his current role, he was the Sr. Director of Product Management for the Media Server business. Before joining Radisys in October 2010, Al was the Director of Product Management in Avaya Inc.âs Unified Communications business unit where he was responsible for the delivery of a variety of collaboration solutions and partnerships. Prior to Avaya, Mr. Balasco was the Vice President of Product Management at Spectel and was instrumental in defining the companyâs VOIP conferencing and collaboration strategy. He also served as Director of Marketing for Sonexis Inc. and Director of Product Management at Brooktrout Software. Mr. Balasco has over 25 years of product management, business development and marketing experience in the telecommunications industry and has an MBA from Northeastern University in Boston.
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Arun Balasubramanian is a seasoned telecom executive with over 26 years of experience in technology development, sales, marketing and business development. He has a strong background in wireless networks, wireless devices, wireline networks and OSS/BSS systems. Arun has international experience leading businesses in India, US, Israel and France. Before joining Radisys, Arun was responsible for steering Tech Mahindraâs growth in the emerging technologies of SDN & NFV and headed Strategy, Solutions & Marketing for the network integration services with telecom operators globally. In addition, he also was responsible for the relationship and 360-degree growth with the telecom technology ecosystem globally. In his current role at Radisys, Arun is responsible for establishing and growing the Digital Network Services business and helping global telecom operators achieve digital transformation and become true digital telcos.
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Venky Balasubramanian is co-Founder of Plivo and a leading Voice & SMS API and carrier network innovator. Venky brings more than a decade of industry experience with multinational telecom companies including Huawei Technologies, Subex Ltd., and Narus Networks. His company has helped more than 40,000 businesses of all sizes in 230 countries build popular Voice & SMS applications, including call centers, conferencing, two-step verification, call tracking, mobile notifications, and much more. His mission is to take the complexity out of enterprise telecommunication and drive quality in Voice & SMS capabilities up and costs down.
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Chris Ballard leads a new markets initiative in the TM Forum to address the requirements to manage end-user devices, for relevant stakeholders -- major device players, service providers, content providers, and large corporate enterprises. Chris has worked in management consulting, marketing, technical, and services roles for clients such as IBM, Telecom Italia, TIM, TCSI, Siemens Mobile, Lucent Technologies, Granite Systems, British Telecom, Detecon, and Cricket Communications.
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Steve Bamberger is Chief Operating Officer at Netformx, where he has responsibility for global field operations including sales, marketing and customer services.Ã Mr. Bamberger came to Netformx in September 2010 from Oracle, where he was vice president of North America sales for Oracle Communications.Ã At Oracle, Mr. Bamberger managed Oracle's BSS, OSS, and service delivery platform businesses throughout the United States and Canada.
Mr. Bamberger is a nineteen-year veteran of the communications industry.Ã Earlier in his career, he spent seven years with Accenture working with the world's leading communications service providers. He has spent the last twelve years with Silicon Valley software companies, where he has held executive positions in sales, marketing, and business development with Clarify (now Amdocs), Cygent (now Convergys), Vitria Technology, Siebel Systems, and Oracle Corporation.
Mr. Bamberger is an expert in business, operations, and network enterprise solutions, and at various points in his career has designed, implemented, tested, sold, and marketed those systems throughout the world. He particularly enjoys working with customers on customer-facing, business, and process issues, helping senior executives maximize the value of their systems investments while driving positive change. Mr. Bamberger holds a B.A. in computer science from Duke University.
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Sally Bament is vice president of cloud & service provider marketing at Juniper Networks, where she is responsible for Juniper's routing, automation, SDN/NFV, 5G/mobile, data center and security portfolios. Sally brings more than 25 years of experience in the networking, telecommunications and cloud industries, driving go-to-market strategies for industry-leading solutions for cloud providers, telco, cable and mobile operators. Prior to joining Juniper, Bament held executive leadership roles at a number of successful venture-funded startups in the Boston area. She also held senior product management positions at Nortel, Bay Networks/Wellfleet and Motorola, and started her career as a software engineer for British Petroleum's networking division. She earned a BSc in computer science from the University of York, England.
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Ari Banerjee is Vice President, Strategy, for Netcracker Technology, responsible for the strategic direction of the company and enabling the company to exploit the changing market and technology opportunities. In his role, Ari has to interface with industry organizations, standards bodies, media and analysts and run marketing and strategic partner programs for Netcracker. Before joining Netcracker Ari led Heavy Reading's Service Provider IT (SPIT) practice which included all aspects of telecom software research. In his role Ari examined the breadth of software used by communications service providers in customer, business, service and infrastructure management. His area of focus included all aspects of BSS, OSS, SDP, API exposure, policy management, digital commerce, revenue assurance, service assurance and elements that span both the infrastructure and network software markets, such as data warehousing, analytics and business intelligence. He was actively involved in operator cloud strategy research and evaluating the impact of SDN and NFV on operator's IT systems. Prior to joining Heavy Reading, Ari was the vice president of next generation oftware systems at Yankee Group, leading and overseeing all aspects of their telecom software research.
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Sekhar Banerjee is senior manager of product management for optimization at Openwave Mobility where he is responsible for the planning, development and go-to-market strategy for optimization products. He has over 20 years of product, engineering and software management and marketing experience. Sekhar holds a Masters in Computer Applications from Gujarat University, Gujarat, India and attended UC Berkley's, Walter A Haas School of Business Executive Development Program for Product Management.
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John Bantleman has three decades of experience in the management of software companies. Prior to overseeing RainStor, John transformed LBMS from a small start-up business prior to its successful NASDAQ flotation in 1997. Todayâs LBMSâ technology is now part of CAâs product portfolio. The following year John was instrumental in the launch of Evolve, and drove the company through to a successful IPO on NASDAQ. Returning to the UK in 2003, John spent 12 months working on the advisory boards of venture capital organizations such as Apax Partners. He joined RainStor Inc. as Chairman in 2004 and became CEO at the start of 2007 and relocated back to the US to head-up worldwide operations in 2009.
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Ittai Bareket is Chief Executive Officer at Netformx. Under Mr. Bareketâs strategic leadership Netformx has become the leader in enterprise sales enablement and profit acceleration platforms. Netformx enables IT solution providers to design and sell winning and implementable multivendor solutions, while operating their businesses profitably. Netformx accelerates solution provider profits by providing powerful business intelligence, actionable insights, collaboration, and automation that connect people, information, and processes. The result is increased competitiveness and productivity across the sales lifecycle.
Netformx has over 2,000 service provider, systems integrator, and technology vendor customers in more than 120 countries. They rely on the companyâs award-winning solutions to design and sell winning and implementable multivendor network, data center, managed, hosted and cloud solutions, while operating their businesses profitably.
Mr. Bareket joined Netformx in 2000 and had responsibility for sales, marketing, and operations before being appointed CEO in the summer of 2005. Previously he held positions at Mercury Interactive Corporation (now HP) including President of Mercury Interactive Japan K.K. and General Manager for Japan and Korea.
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Sam Barker is a Senior Analyst with Juniper Research. Samâs focus areas lie across Juniper Key Vertical Markets and Strategy & Competition Streams, covering key connected verticals including digital health, digital advertising, smart homes, mobile voice and messaging. He previously worked as project support analyst for a major online retailer, planning, forecasting, and reporting on budgets for large company projects. Sam holds a BSc (Hons) in Economics from the University of Portsmouth.
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Bob Barrows is the founder of monetizationCloud, a cloud monetization products and growth consulting business that advises digital service providers and commerce leadership teams on maximizing the monetization of their connected customers. As a consistent business unit and marketing operations leader for the past twenty years, Bob has been a pioneer in building outcome based agile operations that incorporate the design, implementation, and support of the monetization of a businesses' connected eco-system and digital portfolio within both consumer and business channels.
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Robert Barrows is the co-founder of the new Enterprise & Cloud Billing SW division within Comverse, As part of this new business, Robert is tasked to define the overall market strategy and lead the product management, marketing & presales for their new emerging cloud B/OSS portfolio that Comverse is bringing to the Global Enterprise Marketplace. In addition, Robert continues to be the Kenan global business leader with a global Enterprise customer base of over 100 customers.
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Alice Bartram is Associate Vice President, Head of Portfolio Marketing, for Comverse. Ms. Bartram has been putting her strong technology background to use in the telecoms software industry for over a decade, currently as Head of Portfolio Marketing for Comverseâs family of solutions that enable Telecom operator success in the connected world through monetization and service innovation. Previously, Ms Bartram lead Product Management & Marketing for Comverseâs successful Business Support System (BSS) product line, where she oversaw the successful launch, branding and advancement of the Comverse ONE® Billing and Active Customer Management solution. Prior to joining Comverse, Ms Bartram was involved in various aspects of the product lifecycle through a variety sales, marketing and product management roles for companies such as Lucent, Silicon Graphics and Texas Instruments. Ms Bartram has a Master of Science degree in Management from the London Business School and a Bachelor of Science degree in Electrical Engineering from The University of Vermont.
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Chris Bastian joined SCTE/ISBE in 2015 following three decades of leadership in advanced cable and network security technologies. Chris is responsible for all areas of technology and engineering to ensure that SCTE and ISBE maintain a leadership role in standardizing and operationalizing advanced technology, including the SCTE Standards Program and the SCTE Engineering Committee â as well as groundbreaking efforts such as SCTEâs Energy 2020 program. Prior to joining SCTE/ISBE, Chris spent 10 years with Comcast, where he served as senior director of converged regional area network engineering for the Comcast Network Engineering Group, executive director of network architecture for the Comcast Technology and Product Group and ultimately as executive director of Comcastâs Xfinity WiFi network. Previously, he had held network operations and engineering positions with RCN and Comcast Cellular Communications, and had spent 10 years in engineering and leadership capacities with the National Security Agency. Chris holds a B.S. in Electrical Engineering from Penn State University, an M.S. in Electrical Engineering from George Washington University and an M.S. in Technical Management from Johns Hopkins University.
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Rohit Batra is VP and Head of Product Management for Telecom, Media and Technology industry at ServiceNow, leading the product strategy and roadmap for network and service experience, order management, and customer experience for ServiceNow customers. Prior to ServiceNow, Rohit ran the solutions and product strategy teams at various organizations including Salesforce, Amdocs, Oracle and Comverse. He has over 20 years of experience in TMT industry across customer experience and BSS/OSS domain running delivery, solutions, and product management functions.
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Daria Batrakova is a Senior Consultant at FNT Software. She has worked in network operation and OSS integration roles in the telecommunications field for almost 15 years. Daria graduated from Moscow State University with a bachelorâs degree in applied mathematics.
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Ryan Baumann is Global Director, Data Center Sales, KPS for Kohler Co. As a power professional, Ryan has focused his efforts over the last 20 years with Kohler Power Systems to listening to customers and helping them grow. In his current role, Ryan is the Global Director for Kohler Power Systems where he is responsible for all Data Center projects and partners worldwide. Leveraging his background in the industry, Ryan works in concert with end users, consultants, contractors, and distribution partners early in the design phase and throughout the project lifecycle to offer solutions to fit each customers need.
During his tenure with Kohler, Ryan has enjoyed all aspects of the power business. His early days were spent commissioning mission critical facilities across the globe, designing cutting edge control systems, and managing all aspects of sales, design, training, and production for large custom power projects. Ryan is committed to continuous improvement, providing best in class product, processes, and strategies to give our customers an experience unparalleled in the market.
Ryan is a graduate from the University of Wisconsin â Platteville, with a bachelorâs degree in electrical engineering. He and his wife, Jessica, enjoy travelling and exploring the country with their seven children.
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Dan Baxter is a seasoned OOB professional with over 20+ years of experience. His primary duties at Opengear include supporting strategic accounts as Director of Sales Engineering and managing the US group of sales engineers and solution architects. Dan is a trusted advisor for his customers. He focus is on helping hyper-scale and enterprise customersâ find practical applications for Opengear's OOB solutions. This includes full life-cycle design, deployment advice and automation integration.
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Kirsten Bay is CEO of Cysurance. She brings brings over 25 years of experience in risk intelligence, information management, and policy expertise across a variety of sectors. In the last 6 years, Kirsten has been the CEO of big data and cybersecurity companies, leading the strategy and development of next-generation analytics and attack detection technologies. Throughout her career, Kirsten has been appointed to congressional committees developing cyber policies, initiatives and recommendations for the intelligence community and held executive roles at Cyber adAPT, Attensity Group, and iSIGHT Partners.
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Mark Bell is VP, Industry Affairs, NCTA and manages all technical aspects of the Cable Show, North America's largest cable & telecommunications conference and international exposition. In partnership with CableLabs®, Mr. Bell is responsible for planning and execution of the Tru2way™ Developers' Conference as well as the NCTA Technical Papers™ program.
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Afarin Bellisario bridges East and West, Past and Future Modernity and Tradition. Born and raised in Tehran in a family with its feet in the past and its head in the future, she was educated and built a career in high-tech in the US. But her passion has always been writing. She started writing in pre-revolutionary Iran. Her non-technical publications in the US, include Movies with My Aunt, in Anthology, Love and Pomegranate, and Silenced Whispers, a novel She writes a regular blog on Medium, The Counterview. https://medium.com/the-counterview. Her op-eds have appeared in The Wall Street Journal and The Boston Globe. Her new novel, Silenced Whispers, explores the clash between tradition and modernization as a society transforms.
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Amit Ben is CTO and Co-founder of Nanorep. He has over 15 years of experience leading and developing online solutions and Machine Learning algorithms. Amitâs biggest passion project currently is spearheading the NLP element is at the core of Nanorep's intelligent technology.
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Gadi Ben-Gad is Product Marketing Manager for the Amdocs Revenue Management group, which spans the areas of charging & billing, mediation, service platform and partner settlement. He is responsible for defining and executing the product marketing of Amdocsâ Partner Management and OTT Monetization solutions. Gadi draws on 10 years of experience in leading software and semiconductor companies, serving in various marketing management roles with expertise across the mobile communications ecosystem.
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Todd Benjamin , joined Rodopi Software in 2003 as president and CEO. He has spent over 20 years in the telecommunications and technology industries, including management positions in sales, marketing and engineering. Previously, he was an executive in finance and corporate development at Dorado Software in Folsom, CA. Prior to that, he held senior management positions in service providers, hardware, and software companies. Mr. Benjamin earned his BSEE in Computer Engineering at the University of Washington and earned an MBA/JD from the University of California, Los Angeles.
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Ray Bennett has over 25 years of software and systems experience in the broadband communications and telecommunications industries. Ray joined Amdocs in 2006 and is responsible for the broadband, cable and satellite industry segments. He provides strategic solution and product direction, helps define go-to-market strategies, and develops and communicates Amdocs' market and thought leadership in the broadband communications arena.
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Lucas Beran joined DellâOro Group in 2021 and is responsible for coverage of Data Center Physical Infrastructure. Mr. Beranâs research and analysis has been widely cited in leading trade and business publications. Mr. Beran regularly speaks at industry conferences such as Data Center Dynamics and Data Center World, OCP, and also presents to senior executives at corporations. Mr. Beran graduated cum laude with a B.A. in Economics and Applied Mathematics minor from the Honors College of Boise State University.
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Justin Berger is Group Chief Strategy Officer of Boldyn Networks, one of the largest shared communications infrastructure companies in the world. He is responsible for developing the global business case to meet projections and assessing future opportunities to realise business growth for the company. Additionally in his role, he oversees the development and implementation of Boldynâs corporate strategy, strategic investments, acquisitions, and integrations. Under his leadership, in 2023 Boldyn acquired the mobile private networks business unit from Cellnex, as a measure to boost the companyâs private networks strategy. The business unit is part of Justinâs organisation. Passionate about the role connectivity plays in realising smart communities, Justin is an accomplished leader with deep technology experience, who has transformed highly complex organisations. He is recognised for developing and executing strategies and growing global businesses. He leverages his broad global expertise, as he works closely with Boldynâs sales, product management, and technology teams to drive innovation around the world. Justin Berger joined the former BAI Communications as strategy manager in 2016 before being promoted to Head of Group Strategy in March 2018. Before joining BAI, now Boldyn, he spent over a decade in strategy and management consulting working on projects across Europe, including senior roles at Kea & Partners in Paris and h&z Business Consulting in Munich. He received an MBA in Strategy from the ESSEC Business School in France.
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Marco Bertolini is Product Line Management Leader for all Systems in Nokiaâs Optical Networks portfolio. He oversees a team of ~40 product managers responsible for all Nokia ON hardware platforms and embedded software. He joined Alcatel-Lucent (now Nokia) in 2010 to work on development of DSP for 100G applications and beyond. Prior to the current position, he held different roles in Product Line Management, ranging from consultancy on design of coherent optical systems to the management of the high-speed interfaces and photonic modules for 1830 PSS. He has authored or co-authored more than 40 papers for multiple conferences and peer-reviewed journals. Marco holds a BS/MS in Telecommunication Engineering and a Ph.D. degree in Information Technologies from University of Parma, Italy. His research on nonlinear effects in phase-modulated WDM systems with coherent detection. During his Ph.D. he was a visiting student of Université Laval (Quebec, CA) and Bell Labs France.
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Jeff Betteker is Chief Strategy Officer for One Source Networks (OSN). Jeff's primary focus is creation and implementation of corporate strategy with a focus on enhancing customer experience and driving operational improvements. Prior to joining OSN, Jeff held the role of Senior Vice President at Level 3 Communications where he was responsible for the Enterprise Sales Engineering organization. Before assuming this position, Jeff spent 20 years with Satellite Business Systems and MCI Communications.
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Renuka Bhalerao is Senior Product Line Manager, CellEngine and Trillium Software for Radisys. Renuka can be reached at renuka.bhalerao@radisys.com.
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Ankur Bhan is the creator and Global Head of Nokiaâs Worldwide IoT network grid (WING) business line, which provides a one stop managed service for all the IoT needs of operators and enterprise customers. In this role, Ankur oversees all aspects of WING business including strategy, portfolio, engineering, business development and worldwide service delivery. Prior to this, he headed the Strategy, Partnerships and Portfolio Management team for Managed Services globally, where he was responsible for overall MS product performance and the introduction of new innovations to the market. Previously, Ankur has 15+ years of management consulting experience where he led numerous strategy, business transformation and performance improvement projects for major telecom operators across the globe. Ankur holds a degree in electronics and communication engineering from the National Institute of Technology in India and an MBA from the London Business School. He is currently based in Dubai.
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Jitin Bhandari brings over 20 years of experience to his role as the CTO for Core Networks at Nokia Cloud and Network Services. A technology visionary with end-to-end expertise in networks, operations, and services, he leverages his unique ability to focus on the big picture while diving deep into detail for flawless execution. Jitin brings extensive knowledge of IP transformation of networks into 5G, software, and cloud for worldwide markets. He has led strategic investments and go-to-market strategy focusing on growth in new markets across many product domains.
Jitin holds a BS in computer science and an MBA from the University of Massachusetts Amherst. A self-proclaimed techie-geek, Jitin also has many other interests including sports, fitness, acting, voice, and theater work. He is happily married and a father to two daughters. Jitin and his family live in Austin, Texas.
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Serving as Vice President of Solutions Marketing and Strategy for GENBAND, Sanjay Bhatia oversees the companyâs product marketing organization and alignment of GENBANDâs go-to-market strategy across different market segments including NFV, Cloud, Enterprise Unified Communications, MSO and Wireless. Bhatia is an accomplished telecommunications professional with over 28 years of wide-ranging global experience. Bhatia has held a variety of senior leadership roles in Product Marketing, Product Line Management, and Research & Development for leading technology companies. He possesses a strong track record of successfully introducing new technologies via innovative product and solutions launches. Bhatia is an accomplished speaker who has presented at several global events. Prior to joining GENBAND, Bhatia served in senior business unit and marketing roles at Tekelec and various leadership positions at Nortel Networks. Bhatia holds bachelors and masters degrees in Electrical Engineering from Virginia Tech University.
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Aayush Bhatnagar leads the technology research and development organization at Jio. As part of this role, he leads new product and platform initiatives including the 5G Core, 5G New Radio, Blockchain, Cloud Orchestration, as well as forward looking initiatives involving Beyond 5G (B5G) and 6G. He is a hands-on software engineer and an open source enthusiast.
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A seasoned telecom industry professional with over 22 years of extensive telco, sales, and enterprise development experience, Robert Bianco presently serves as the Vice President of Business Development for Hylan. In his current role, Robert is responsible for developing and executing company sales, liaising with partners, securing business partnerships, and overseeing public relations and marketing plans, while implementing new strategies and tools for Hylan and its company divisions: Hylan Datacom & Electrical, Down Under Construction, Hylan West, and Western Utility. Prior to Hylan, Robert served as Vice President and General Manager for the NYC Metro Area for tw telecom (presently CenturyLink). Robert also held key management and sales positions at companies such as Last Mile Connections, Inc., Qwest (presently CenturyLink) and Tata Communications. A leading industry expert on optimal network solutions, including business continuity and disaster recovery, Robert is also a distinguished speaker and mentor. His speaking engagements include panels at the Annual New York City Real Estate Expo, Converged New York, Real Estate Tech Forum, Telecom Exchange, and the 3rd Annual Spring Forum on Financing, Investing & Real Estate Development for Data Centers. He also serves as an Associate Board Member for SCTEâ¢ISBE, the premier membership organization for technical cable telecommunications professionals. He contributes regularly with articles on topics such as 5G, smart cities, fiber optic connectivity and more to publications such as New York Real Estate Journal and In Building Magazine.
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Nick Biasini is an Outreach Engineer for the Cisco Talos Security Intelligence and Research Group (Talos). His interest in computers and technology started at a young age when he tore apart his parents brand new 486SX PC. Ever since, he has been tinkering with computers in one way or another. Nick started down the path of information systems in college and has spent his professional career working in information security. Nick has spent time in most roles in a SOC including analyst, engineer, and managing teams. Nick has a master's degree in digital forensics from the University of Central Florida and has worked for government and private sector environments in his career. In his time with Talos, Nick has researched a wide range of topics including Exploit Kits and various malware campaigns being distributed through SPAM.
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Todd Biddle is the general manager of Agilent's Network Solutions Division/Assurance, a worldwide Agilent business serving the test and monitoring needs of network equipment manufacturers and service providers in the telecommunications market. Prior to joining Agilent he was the vice president and general manager of Tektronix' Video Product Line. He has also held positions as managing director for Sales, Marketing and Service teams, Sales Director for Strategic Markets and managing director for Japanese operations for that company. Todd holds B.S. degrees in Accounting and Finance, with a minor in Computer Science. He graduated from the University of Oregon.
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Gregory A. Billings is the Vice President - Customer Management Product Business Unit for Amdocs. Greg is responsible for product and solutions development, and thought-leadership related to Amdocs' customer management solutions, including contact center, customer self-service, customer intelligence and field service Automation. He has over 16 years' experience as a business executive, entrepreneur, practice leader and advisor in areas that are directly linked to customer management issues.
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Jonas Björklund has developed broad technical knowledge within IT, networks and telecom through his more than 15 years in the wireless industry. As co-founder of Aptilo and with a background in various roles including product management, Jonas has played an important part in developing the Aptilo solution into what it is today. In his role as Aptiloâs CTO, working from our Dallas office, he continues this mission of developing and articulating Aptilo´s strategic technical direction through close dialogue and relationships with customers, partners and other industry influencers. He is deeply involved in the everyday process of developing and designing the solution, and meeting the complex requirements of new and demanding markets. Jonas has an M.Sc. in System Engineering and background within technical pre-sales, project management and software development. Jonas has extensive international sales experience with EMEA, APAC and the Americas. Prior to Björklundâs role as CTO he served as Director Global Sales Engineering at Aptilo.
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Dan Blacharski , Industry Journalist, has been a freelance writer and entrepreneur for over 12 years covering business, technology, and finance. He divides his time between Bangkok and South Bend, Indiana. He can be reached at dan@blacharski.net.
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Mario Blandini Head of Global Marketing at DASAN Zhone Solutions, an Association for Passive Optical LAN (APOLAN) member company. Mr. Blandini joined DZS in June 2018, bringing more than twenty years of marketing experience from the IT, networking, SaaS, and cloud data center sectors. Prior to joining DZS, Mr. Blandini was Vice President of Marketing for SwiftStack, focused on cloud and software-defined infrastructure. He was also Vice President of Marketing for Drobo, following a tenure at Brocade where he technical and product roles by way of the acquisition of Rhapsody Networks in 2003. Mr. Blandini began his career serving 6 years in the United States Marine Corps specialized in IT systems. Mr. Blandini holds a B.S. in Business - Information Systems from University of Phoenix.
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Dr. Marcelo Blatt is TTI Telecom's IMS Expert and Director of Product Management. Prior to joining TTI Telecom, Mr. Blatt spent several years at ECI and Tadiran Telecomm where he served as a Network Architect and Network Planner, respectively. He has authored numerous journal publications, as well as conference presentations. Dr. Blatt has taught graduate courses in computer networking at Ben Gurion University. He received his BA and MA degrees from Buenos Aires University and his Ph.D. degree from the Weizmann Institute of Science.
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Shirley Bloomfield is chief executive officer of NTCAâThe Rural Broadband Association, which represents nearly 850 independent, community-based telecommunications companies across rural America.
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Krzysztof Blusz is Global Expansion Director at Synerise, a company that provides an AI-driven platform for business growth. A sought-after public speaker and regular contributor to top media outlets, Krzysztof is a technology enthusiast and a passionate builder of companies and organizations. He has worked for venture capital funds and managed companies in technology, media and telecom industries in Great Britain and Poland. He has also funded built and steered leading international think tanks and has carried out international assignments for private, public and non-governmental organizations in Europe, North America and Asia. Since 2015, he has served as a member of the CEE Advisory Council for Liberty Group, the world's largest international TV and broadband company, with operations in more than 30 countries.
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Thomas Board is Pipeline magazineâs European news editor, working out of Pipeline's London Bureau covering technology topics from around the globe. Prior to joining Pipeline, Mr. Board covered news and technology topics for various blogs and publications throughout the industry. Mr. Boardâs prior experience includes working as a first responder, which serves him well when manning Pipelineâs hectic and fast-moving global news desk.
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Ramu Bodathula is Executive Director, Product Architecture, VCTI. He is an EMS/NMS subject matter expert, with over 25 yearsâ experience in software architecture, design, development and deployment of EMS and NMS for various types of network elements. Ramu has held key positions with Varros Telecom, Wipro Technologies, DSQ Software, working for key customers such as Alcatel Lucent, Acme Packet, OKI Electric, Japan and Citibank, India.
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Etay Bogner is the former CEO of Meta Networks and now VP of Zero-trust Products for Proofpoint. He is focused on helping organizations provide secure remote access for employees, contractors and partners to corporate applications and the internet.
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Dave Bolan is Research Director for Mobile Core Network and Multi-Access Edge Computing (MEC) markets. He joined DellâOro Group in 2017 and is currently responsible for the Mobile Core Network market research, as well as our Advanced Research report for Multi-Access Edge Computing market research programs. He previously covered the Carrier IP Telephony, and Wireless Packet Core markets for DellâOro Group. Mr. Bolan has written articles in industry media such as RCR Wireless. Mr. Bolanâs research and analysis has been widely cited in leading trade and business publications. Mr. Bolan is a frequent speaker at industry conferences and events, including CTIA Wireless conference, 5G Core Summit, NetEvents Global Summit, and SDN NFV World Congress.
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George Bolt is Senior Consultant with Neural Technologies. Following an education covering general sciences, practical and theoretical computing, artificial intelligence and neural computing, George has developed a wide range of skills and received many awards in recognition of his abilities. During his first degree (First Class, Hons.) at Brunel University, George developed many software applications for various companies such as Esso, IBM and CERN, covering areas from hardware systems to high-level user interfaces. The University of York presented him with his doctorate following his extensive research into fault tolerance for neural computing. George joined Neural Technologies as a Neural Scientist in 1994. Since then, he has worked on a number of customised developments and has been one of the key drivers behind the development of Machine Learning within Fraud detection and Business Assurance functions. George is widely recognised as an expert in the field of fraud analysis with the application of machine learning techniques (such as neural computing).
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Adam Boone is Vice President of Marketing for Subex Azure's Fulfillment & Assurance Solutions Business Unit. He has 18 years of experience in marketing, communications, and strategy, with 12 years in technology marketing, including network equipment, telecommunications, software, and related industries. Before Subex Azure, Boone was Vice President of Global Marketing for Syndesis, a leader in telecom service fulfillment systems. He also has held marketing management positions with CoManage, Marconi and FORE Systems (now Ericsson).
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Jeff Boozer is a technology industry veteran with more than 25 years working with both large and early stage technology companies. With an entrepreneurial spirit and strategic focus on creating long-term value, his career has focused on emerging and rapidly transforming industries including mobile, competitive telecom, cloud services, and smart grid. Jeff currently serves as the COO at Shango, overseeing business operations, including P&L responsibilities, and ensuring an efficient and effective management of resources. Â In his previous position as Vice President of Marketing and Sales at Martin Group, Jeff built the commercialization strategy and sales model for the companyâs flagship, next generation OSS software product. The company achieved dominant market share with independent communications services providers growing to more than 40% market share in 5 years. He also led the companyâs successful pursuit of new domestic and international markets and developed strategies for two new product lines generating significant revenues. After Martin Group merged with CHR in 2009, Jeff led integration of the combined sales organization, developed the companyâs emerging markets strategy for cloud services providers and smart grid, and transitioned the sales model from license to subscription (SaaS) sales. Â Jeff has also advised and consulted with multiple companies developing strategies to enter new markets, grow market share, and grow revenues. Over his career he has worked with 4 startups, 2 acquisition/roll ups for investor groups, and 2 turnarounds. He has served as advisor and consultant to 7 successful startup technology companies, with a passion for helping management teams capitalize on market opportunities through innovative differentiation strategies, focused value propositions, and consistent operational effectiveness. Jeff received his MBA from the Terry College of Business at the University of Georgia.
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Joerg Borchert was born in Hamburg, Germany. He studied mechanical engineering and business administration at the Technical University of Darmstadt, Germany. He achieved his PhD in Economics before he joined Siemens AG in 1988. Initially Joerg was on the staff of the Corporate Board of Directors handling Mergers & Acquisitions in Munich, Germany. In 1992 he joined Siemens Semiconductor, which became Infineon Technologies in 1999.
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Carol L. Borghesi is a telecoms industry professional, now in part-time management consulting. Carol helped launch the customer experience and digital experience evolutions in her own operations and those of major clients. She ran 999 (911 equivalent in the UK), Repair/ Dispatch, Customer Service and Billing for telcos for more than 20 years, managing call volumes in the millions. From her early work with TELUS in Canada, to British Telecom in the UK, Bharti AirTel in India and consulting assignments in Africa and Australia, Carol has used team-based strategy and employee-led implementation programs to bring executives, management, and employees through major operational changes, with profound customer and employee satisfaction and financial performance improvements. Carol began her 32-year career in the telecoms field pre-deregulation, making the period an intense masterclass in large-scale organizational change. Carol started in marketing and moved into sales, followed by increasingly senior operations responsibility in business, consumer, and wholesale divisions. This blend of perspectives helped shape Carolâs leadership style, her systems approach to scaling operations and deep practical experience in the evolution of people management. Carol has worked in union environmentsâboth employee and managementâand non-union organizations with great success, yielding expertise in appreciation for all aspects of human resources processes and policies. At BT, Carol and her team worked with the Communications Workers Union (CWU) and found more than $250 million in operational savings, while respectfully managing workforce realignment to increase capacity and skill enhancements. Carol understands firsthand that putting the customer first AND at the heart of the organization is the only way to keep promises to customers. Carol and her husband George live in Metro Vancouver and are proud grandparents to four little onesâ¦and counting!
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Melissa Borza is a global technology executive, speaker and author. At Netformx she is responsible for leading the Netformx Ecosystem product strategy and driving product management and marketing. By implementing best practices, leading collaboration across teams, and ensuring continuous innovation, Melissa delivers IT technology solutions that address real customer problems. Prior to joining Netformx, Melissa was VP Product Management for CA Technologies. In her 23 years at CA Technologies she built new businesses, invented new IT management products, penetrated new markets, and ensured operational excellence. She holds a bachelorâs degree from Cornell University and a masterâs degree from Syracuse University.
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Stephane Bourque is the technological inspiration behind Incognito Software Systemsâ provisioning solutions. As President and CEO, Stephane has built an elite team of dedicated engineers and championed Incognitoâs development of high performance, multi-platform IP and DNS software. Originally from Montreal, Canada, and educated at Concordia University, Stephane applied his computer engineering background at Banyan Systems to design enterprise network management systems for Fortune 1000 companies like Bell Canada.
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Santiago Bouzas is the Director of Product Management at Enea Openwave. Santi has over 15 years of experience working in the mobile industry, specializing in mobile internet delivery technologies. Santi has experience leading sales engineeringâs teams and has secured deals with some of the worldâs largest mobile operators.
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Leading Comptelâs business in the highly competitive Americas market, Cody Bowman brings successful IT and telecom experience to the region. He draws upon significant expertise in sales, business development, engineering and professional services. Cody and his team are focused on helping North and South American service providers create new value by transforming their subscriberâs on-line experiences into personal and relevant digital moments. Prior to joining Comptel, Cody was Regional Vice President for AdaptiveMobile where he provided digital communications security solutions for subscribers throughout the Americas. Cody was formerly Sr. Vice President for the Business Solutions Organization division at Nokia where he led the growth of mission critical software solutions. Cody also served as Executive Director and GM for the Americas at BEA Systems (now Oracle) and has held key management and engineering roles at Ericsson, Alcatel-Lucent and the United States Coast Guard. Cody earned a bachelorâs degree in Computer Science and Information Technology from Dallas Baptist University, with graduate studies in International Business from Southern Methodist University.
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Eric Brabaender, chief marketing officer.
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Becky Bracken, a writer, reporter and blogger with a specialty in communications technology. Equal parts nerd and part pop culture junkie, Becky distills the latest tech news and trends with a distinctly wry and human approach. A decade ago, Becky launched her career with publications including Phone + and X-Change and now lends her voice to Pipeline as a writer and managing editor.
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As Vice President of Fraud and Security Intelligence at SAS, Stu Bradley leads a diverse team of nearly 400 technology and domain experts in more than two dozen countries in the Americas, Europe, the Middle East, and Asia-Pacific. He and his team help commercial and public organizations leverage the most advanced analytic technologies in the arenas of AML/CFT compliance, banking fraud and financial crimes, healthcare cost containment, insurance fraud, procurement integrity, tax compliance, social benefits fraud, public security and cybersecurity. Bradleyâs anti-fraud career spans more than two decades. Since joining SAS in 2009, he has served in leadership roles advancing the Fraud and Security Intelligence portfolio across four main pillars: Industry Fraud, AML Compliance, Public Security, and Cybersecurity. Heâs declared it his personal mission to help organizations and businesses implement a modern approach to stopping crime before it happens.
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Mike Branch is the Vice President of Data & Analytics at Geotab and leads the charge for developing solutions that enable insight from over 1.4 million connected vehicles and 30 billion telematics records that Geotab processes on a daily basis. Mike joined the Geotab team in 2016, and prior to that was the CEO of Inovex Inc. which in 2013 spun off a brand new entity Maps BI -- a platform for geo-spatial data visualization. Maps BI was integrated within Geotab's telematics platform as a key partner and was later acquired by Geotab in 2016. Mike has received numerous honors including the University of Toronto Arbor Award and Early Career Award, Engineers Canada Young Engineer Award, Professional Engineers of Ontario Engineering Medal, and the Cloud Innovation World Cup.
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Michael Brenner is Chief Architect, NFV for Cloudify. In this role, he leads the companyâs standardization strategy for SDN and NFV, thus influencing product strategy for Cloudify and the ARIA project. He previously served as SVP product strategy for ClearPath Networks, where he drove product management, standardization and open source strategy for the companyâs platform for virtual customer premises equipment (vCPE) use cases. Prior to ClearPath Networks, he was senior architect and director in the CloudBand Business Unit of Alcatel-Lucent, responsible for CloudBandâs NFV platform architectural vision and NFV standardization strategy.
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Bernard Breton is SVP, Americas & APAC and CMO for InfoVista. Mr. Breton is responsible for Sales in the Americas and Asia-Pacific, as well as InfoVistaâs marketing strategy. He joined the company following the acquisition of Mentum in 2012 where he was Chief Operating & Strategy Officer. In that capacity, he was in charge of business strategy, marketing, sales, deliveries and customer care. Prior to this, Mr. Breton was a director at Ericsson and member of the TEMS executive team following the acquisition of Marconi where he was vice-president of R&D for the wireless division, leading the product strategy and development of the network planning and billing mediation products. Mr. Breton is a recognized leader in the fields of radio propagation and wireless network simulation and optimization. He has spoken at numerous industry events, has authored multiple technical papers and patents and has over 20 years of experience in the telecommunications industry. Mr. Breton holds a degree in Electrical Engineering with a specialization in Telecommunications from the Sherbrooke University in Canada.
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Marijus Briedis is the CTO at NordVPN, a leading VPN service provider. Years of web development and system administration eventually led Marijus to become an expert in the VPN industry. Besides his passion for everything IT, Marijus is a lifetime learner, exploring the world with a smile and a positive attitude.
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Peter Briscoe is the Executive Director of Innovation & Solutions, in Telcordia's Strategy Office. Peter directs new programs aimed at addressing evolving priorities in telecom operations support. Peter has spent over 17 years working in telecoms operations support, with experience in consulting and software creation spanning fault management, service fulfillment and planning. Peter has worked on a number of large deployments around the world and has built specialization within new network technologies and working with network partners.
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Keith Brody is Head of Communications at DigitalRoute. He has worked in BSS for over 15 years as a journalist, analyst, editor and marketer, in that time authoring numerous books, articles and papers.
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John Brooks is one of the founders of Connexn Technologies, which was one of the pioneers in Telecom Revenue Management technology in the world. Beginning in the 1990s he also served as an executive advisor and assisted several successful technology start-ups as they pursued and acquired funding. Today he also serves as a Vice President in Subex (acquired Connexn/Azure in 2006). He has over 28 years of experience in Telecommunications, spanning Fixed, Mobile, Data, and Video technologies. Within the industry Mr. Brooks was a board member for the GBA, founding leader of the TM Forum Fraud team (authoring the first International Fraud Operations and Fraud Classifications guides), and now leads the TM Forum Network Asset Management team, focusing on transformative best practices for SDN/NFV operations. Over the years Mr. Brooks has served as an Advisory Board member for a prominent technical university, has spoken at over 60 industry events and authored numerous papers on topics spanning IoT, Digital Disruption, Big Data, SDN/NFV Transformation Strategies, and Enterprise Risk Management. Mr. Brooks has worked with more than 100 operators globally, and directed over 40 successful Cost, Revenue, and Business Optimization engagements at over 24 top-tier carriers globally, including AT&T, America Movil, BT, Vodafone, Telecom New Zealand, Optus, and Verizon.
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George Brostoff is CEO of SensibleVision, which makes facial-recognition software. Brostoff has seven U.S. patents and has developed technology used by Dell and other major companies. The company develops 3D face recognition software for major companies supplying solutions for IOT, access control, mobile and electronic payments, healthcare, and hospitality.
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Tom Broström is the Research Technical Directory at Cyber Pack Ventures, Inc. (CPVI). Since joining the company in Dec 2016, he has worked with the U.S. National Security Agencyâs Laboratory for Advanced Cybersecurity Research to engage the academic community under their Science of Security Initiative, and led advanced research in securing embedded systems. Prior to joining CPVI, he was a Senior Engineering Leader and Technical Director at NSA, and veteran of 33 years. He is a graduate of NSAâs Senior Technical Development Program and is a recipient of NSAâs Meritorious Civilian Service Award. He was also an adjunct instructor at NSAâs National Cryptologic School and at the Computer Science and Electrical Engineering department at the University of Maryland, Baltimore County (UMBC). He holds an M.S. in computer science from UMBC.
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Heather Broughton has served as the Sr. Director of Marketing since NETSCOUTâs acquisition of Tektronix Communication in 2015. Prior to the acquisition, Ms. Broughton served in senior marketing and product roles overseeing the planning, development, and implementation of global carrier service provider monitoring solutions and marketing strategies including marketing communications, digital marketing, product marketing, and public relations. Ms. Broughton has worked on new product introductions exceeding a portfolio of 200 million US dollars. Ms. Broughton has over 20 years of hands-on experience in telecom including positions held at Verizon/MCI in performance management and translations for both fixed and mobile networks.
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Tiffany C. Brown serves as the CEO of Sage Management, Inc (âSageâ), where she has been on the leadership te am since 2004. As CEO, Ms. Brown helps clients to implement and recognize optimal savings from their inventory through real-time rating of orders and blockchain solutions. She is well-known and respected in the telecommunications industry from her work on intercarrier compensation issues. Ms. Brown is a subject matter expert on telecommunications ordering, billing, inventory, FCC rulings, tariffs, intercarrier compensation and blockchain technology. Experience: Sage Management (2004 - Present). Ms. Brown has successfully helped Sageâs clients achieve over $4B in telecom savings. Ms. Brown has been responsible for blockchain solutions, inventory builds and audits across the Enterprise, Government, and Carrier space. Ms. Brown has directed teams to analyze hundreds of data points across disparate order, inventory, contract, tariff, and billing sources. Ms. Brown has represented her clients as a subject matter expert in large scale vendor dispute negotiations, including meeting with Public Utility Commissions (PUCs) and working through FCC-mediated settlements. TEOCO Corporation (2001 â 2003). Ms. Brown identified and negotiated settlements yielding over $200M in annualized savings in addition to helping to create Call Detail Record (CDR) mapping to invoice automation. Winstar Communications (1998 â 2001). Ms. Brown identified and negotiated settlements yielding over $50M in annualized savings in addition to implementing a Telecom Expense Management (TEM) system with her team. Lockheed Martin (1995 â 1998). Ms. Brown interned as a Systems Engineer working on the ACeS system for satellite telecommunications in addition to working on the flight card for the Mars Surveyor. Education Ms. Brown attended the University of Virginia Engineering School with a major in Systems Engineering (1993 â 1998).
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Tom Brown is DataGrydâs President and CEO, responsible for planning and implementing the companyâs strategy, and managing the overall revenue growth of the company. Mr. Brown joined DataGryd in 2018 and brings more than 25 years of leadership experience in start-up, turnaround and high-growth operations. He has a proven track record of success in strategic and tactical market development, creation of brand awareness and customer relationship management. Prior to joining DataGryd, Mr. Brown led the content, cable, and data center verticals within Windstreamâs Wholesale Business Unit. From 1999 to 2009, he was Senior Vice President of Sales and Marketing at FiberNet Telecom Group, Inc., where he was an integral part in the sale of the company to the Zayo Group. Mr. Brown earned a Bachelor of Science degree from the University of Massachusetts at Amherst
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Chris Brown is Director of Innovation at Vodafone Global Enterprise where he engages with multinational customers and strategic partners to implement the next evolution of technology and mobility services that will transform their business strategy and growth. In this role, he uses the design thinking methodology and lean execution to explore how the business and life of global customers can change in the near future, and create together a faster path for that transformation through the use of technology and mobility services.
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Darryl S. Brown is Director of Network Technologies at VPIsystems, where he provides cross-platform technology leadership for the company's OnePlan solution, leads the product design team and managing customer C-Level needs and expectations. Mr. Brown has 15 years of telecommunications and IT experience, and in his role at VPIsystems he is also responsible for negotiating deliverable timeframes and professional services obligations for customers, as well as evaluating and tracking technology trends across all industries to identify key opportunities for portfolio evolution. He holds degrees from Southampton University and Bournemouth & Poole College of Further Education in the U.K.
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Robert (Bob) Brumley is a co-founder and chairman of the Commstar Space Companies. He brings extensive executive experience in the management and financing of early-stage ventures, particularly in aerospace, telecommunications and defense.
Bob was a Presidential Appointee (Senate-confirmed) in the Reagan Administration, serving in both terms. Amongst his duties in the Reagan Administration was Executive Director of the Commercial Space Working Group of the NSC and EPC. He is a retired Lieutenant Colonel in the U.S. Marine Corps Reserve.
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Stephen Buck, Chief of Security Business Unit, Mobileum Stephen Buck is Mobileum's Chief of Security Business Unit. He has over 30 yearsâ experience in mobile telecoms in engineering and marketing roles for both equipment manufacturers and mobile operators. He has experience with fraud, identity, and risk products for enterprises including banks, retailers, public sector, and other verticals. Steve joined Evolved Intelligence as COO in 2015 leading the development of roaming and security solutions. EI was acquired by Mobileum in 2018 and Steve is now Chief of Security Business Unit.
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Paul Budde is the Managing Director of Paul Budde Communication (trading as BuddeComm), an independent global telecommunications research and consultancy company, which includes 45 national and international researchers in 15 countries. Since 1978 he has been involved in writing strategic plans and market reports for many of the world's leading companies involved in the new media. Since arriving in Australia in 1983 Paul has provided management consultancy services in the Asia Pacific region. The company operates from Bucketty, in the Lower Hunter Valley, Australia.
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As Founder and CEO of TruU, Lucas Budman is on a mission to protect our identities at work with security that learns and experiences we love. He founded the company in 2017 with leading technologists in cybersecurity and data science to enable enterprises to remove their biggest security risk, passwords, with a solution that deploys in minutes and scales broadly to cover all digital and physical authentication. Lucas has spent his career focusing on data analytics, machine learning, and high-performance computing with experience that spans the development of commercial software, big data applications, and complex distributed applications for industries that include financial services, retail, ecommerce, healthcare, high-tech, and education. Prior to TruU, Lucas served as CTO for CenturyLink Cognilytics and MyCollege Foundation; he was also the director of research at RedPrairie and StorePerform Technologies and a senior architect at Xcel Energy, Nupremis, and eToys. Lucas holds a bachelorâs degree in computer science engineering and a masterâs in finance from the University of Colorado.
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Chris Busch, Chief Innovation Officer for Incognito Software Systems, is a 15-year veteran of the telecommunications industry, responsible for driving the development of innovative solutions that help service providers increase revenue and enhance subscriber experiences.
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Brad Bush is EVP and Chief Marketing Officer of GENBAND. Mr. Bush has held a number of positions within GENBAND, including serving as Chief Information Officer and Chief Integration Officer, SVP of sales operations, and most recently Chief-of-Staff running the office of the CEO. Before joining GENBAND, he was responsible for business unit operations in the Tekelec Switching Solutions Group, which was acquired by GENBAND in 2007. Prior to Tekelec, he spent eight years at Nortel Networks, where he held various strategic positions in wireless operations and information systems. Previously, Mr. Bush founded Sharpsite Interactive, a successful startup specializing in Internet application development, and has management experience in the structural engineering and construction industries. He holds a Bachelor of Science degree in structural engineering from Rice University, and an MBA from Southern Methodist University.
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Declan Byrne joined the WiMAX Forum in 2010 and was unanimously elected President and Chief Executive Officer by the Board of Directors in 2012. Byrne brings over 25 years of experience in the wireless industry and brings a strong background in corporate governance, strategic development and regulatory affairs to the WiMAX Forum. Prior to joining the WiMAX Forum, Byrne worked for a publicly listed company as chief marketing officer and was responsible for driving corporate strategy, business development, strategic partnerships, marketing and government relations. He has held senior executive positions at small and large corporations in the wireless industry, including a position at AT&T with global responsibility for developing and managing domestic and international partnerships. Byrne has also served as a US Diplomat abroad for the Foreign Service for more than 10 years. Prior to his Foreign Service, Byrne served for four years as a US Naval Officer deployed on a nuclear-powered aircraft carrier. Byrne is a graduate of the University of San Francisco and speaks five languages, including English, French, German, Russian and Spanish.
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With LightRiver since 2003, Greg Byrne is responsible for all customer facing professional services business and related technology development, including the companyâs Factory Built Network® solution, a proprietary turn-key process, serving as a predictable and proven methodology of deploying complex telecommunications networks.
Greg has 30-plus years of telecom industry experience including escalating roles of responsibility at AT&T, Verizon, and Tyco Electronics before joining LightRiver. Over that period of time, he has developed a deep understanding of networking technology including OSP systems, FTTH, WAN, and optical transport, along with the pro-services required to deploy them. This background provides Greg with an in-depth knowledge on the challenges faced by network operators as they seek to deploy new networks and new technology rapidly.
Greg holds a Bachelor of Physics from the University of Utah and an MBA from Cal Poly San Luis Obispo.
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As Avertium's Senior Vice President of Security and Compliance, Paul Caiazzo oversees technology alliances and strategic initiatives guiding Avertium clients through challenging security problems. He also leads Avertiumâs internal security and compliance initiatives working to reduce risk across the organization and for clients. Most recently, Paul was the cofounder and CEO of TruShield Security Solutions, which earned a reputation as one of the fastest-growing companies in the cybersecurity industry. TruShield was one of three companies acquired by Sunstone Partners to forge Avertium. With more than two decades of experience, Paul has an extensive background in the federal government and financial sectors, where he supported the federal governmentâs cybersecurity needs in a variety of Department of Defense and civilian agency programs across a spectrum of critical missions. He credits his mission-focused background with giving him firsthand knowledge of not only how crippling cybersecurity issues can be, but also the perspective that good security supports the mission, be that through business objectives or government or military initiatives. This sparked his interest in building a career in which he could help clients not only understand the risks they face but also to combat them with effective mitigation strategies. Paul serves as the cybersecurity advisor to the Science and Technology Policy Center for Development, where he utilizes his expertise to help the nonprofit organization achieve their goal of advancing ICT in developing countries.
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Dean Campbell has been with LightRiver since 2004 as Chief Technology Officer and is responsible for the development of LightRiverâs product and technology solutions portfolio, translating complex solutions into clear value propositions relevant to LightRiver markets. He leads the Pre-sales Engineering and the Project Management teams and maintains technical relationships with LightRive | |||||||
correct_foundationPlace_00048 | FactBench | 1 | 31 | http://www.hutchison-whampoa.com/en/media/press_each.php%3Fid%3D661 | en | Media Center > Press Releases | [] | [] | [] | [
""
] | null | [] | null | en | http://www.hutchison-whampoa.com/apple-touch-icon.png | null | Hutchison Whampoa's HK$1.5 billion notes listed
23 February 1999
Hutchison Whampoa Limited ("HWL") today (23/2) celebrated the listing of its HK$1.5 billion bond issue on the Stock Exchange of Hong Kong.
The size of the bond issue has been raised from the original amount of HK$1 billion to HK$ 1.5 billion due to the strong response from the investors. It is also the largest fixed rate notes ever issued by a private sector company based in Hong Kong.
Speaking at the listing ceremony this morning, Mr Canning Fok, Group Managing Director of HWL remarked, "The Stock Exchange of Hong Kong provides an excellent market place for our HK dollar bonds. I believe the successful listing of this record issue will further enhance investor interest in Hong Kong's debt market."
The issue has been underwritten by HSBC Markets, Bank of East Asia Ltd, Dao Heng Markets, Deutsche Bank (AG) and Salomon Smith Barney. The 3-year notes carry a fixed coupon of 7.88% per annum, payable quarterly.
The notes can be dealt in the Stock Exchange of Hong Kong under the code number 2525.
Ends
For further information, please contact: | ||||||
correct_foundationPlace_00048 | FactBench | 3 | 28 | https://theoceancleanup.com/about/ | en | The Ocean Cleanup | [
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""
] | null | [] | 2019-10-21T20:33:39+00:00 | The Ocean Cleanup is a non-profit organization, developing advanced technologies to rid the oceans of plastic. Solving it requires a combination of closing the source and cleaning up what has already accumulated in the ocean and doesnât go away by itself. | en | The Ocean Cleanup | https://theoceancleanup.com/about/ | At 16 years of age, Boyan Slat saw more plastic bags than fish when scuba diving in Greece. He thought: âWhy canât we just clean this up?â This question led him to research the plastic pollution problem for a school project. He learned about plastic accumulating in five large oceanic gyres, the largest one being the Great Pacific Garbage Patch. In 2012, Boyan Slat held a TEDx talk about how to rid the worldâs oceans of plastic using technology. The video went viral, and the momentum that followed allowed him to drop out of school and found The Ocean Cleanup.
After many years of research, development, testing, and iteration, The Ocean Cleanup now has technologies to intercept plastic in rivers before it reaches the ocean, and technologies to remove the plastic that is already out thereâdebris that has been building up for decades.
OCEAN SYSTEMS
Plastic, once trapped in a gyre, will slowly break down, continually fragmenting into microplastics. Microplastic debris (< 5mm) is not only more challenging to clean up, but is also easily mistaken for food by marine life. The time to clean up is now.
The ocean garbage patches are massive. To effectively clean an area of such magnitude, a calculated and energy-efficient solution is required. With a relative speed difference maintained between the cleanup system and the plastic, we can concentrate the plastic for extraction. Learn more about our ocean technology and System 03, our current ocean system iteration.
The harvested plastic will be brought back to shore for recycling. We made our very first product – The Ocean Cleanup Sunglasses – using the catch of System 001/B in 2019. Going forward, we do not intend to make our own products, but partner with companies who will use our ocean plastic in their products.
INTERCEPTORSâ¢
1000 rivers, or 1% of the world’s rivers, account for 80% of the plastic flowing into the oceans from land. We have developed a toolkit of Interceptors to tackle these rivers.
Together with corporations, governments and individuals globally, we plan on tackling 1000 of the most polluted rivers with our technology, knowledge, experience, and network. | |||||
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] | null | [] | null | en | https://www.itu.int/itu-d/meetings/gsr-23/ | With over 30 years of solid experience in the IT and telecom industry, implementing working strategies for the provision of innovative digital technologies, Talaat was tasked with a chief mission to lead Egypt’s Digital Transformation Initiative.
Talaat is confident of what immersive technologies can offer to serve as a strong arm to empower vital sectors of the economy and realize the Sustainable Development Strategy: Egypt Vision 2030.
Talaat’s endeavor aims to oversee the implementation of several strategic projects, that include developing and securing the country’s IT & telecom infrastructure, creating a generation of professionals specialized in advanced digital technologies, spurring innovation and improving government performance and quality of services offered to the citizen-as a main objective of the government’s digital transformation mega program.
A strong believer in the power of youth as active participants in the socio-economic development of the nation, Talaat led a number of digitally-based empowerment initiatives to engage professionals to support such belief. Throughout his career, Talaat succeeded in materializing exceptional investments, merges and acquisitions to attract and nurture Foreign Direct Investment (FDI) to the country and create the value-add.
Under his leadership, before joining the Government of Egypt, Talaat spearheaded IBM Egypt’s expansion plans, ensuring the creation of unique job opportunities and the establishment of centers of excellence to export digital services. Throughout his career at IBM Egypt, he held various leadership roles till he headed the firm.
Talaat was an Adjunct Professor at Cairo University with teaching experience in market and sales strategies and tactics, organizational behavior and strategic management. He was an honorary member at the ICT Board at Cairo University, member of the ICT Board of the Academy of Scientific Research and Technology, and the Chairman of ICT Committee of the American Chamber of Commerce.
Talaat earned his Doctor of Business Administration from the University of Paris – Paris School of Business and obtained a Master of Science in Computer Science from Illinois Institute of Technology, and holds an MBA from Paris ESLSCA Business School, France. He is a graduate of Cairo University’s Faculty of Engineering.
Doreen Bogdan-Martin took office as Secretary-General of the International Telecommunication Union (ITU) on 1 January 2023.
Ms Bogdan-Martin has held leadership positions in the field of international telecommunications policy for over two decades, with a track-record of brokering innovative partnerships to expand digital inclusion and connectivity for everyone around the world. Following her historic election by ITU Member States in September 2022, she became the first woman ever to head the organization, which was first established in 1865 and became a UN specialized agency in 1947.
As ITU Secretary-General, she aims to drive innovative solutions, maximize ITU’s relevance for its 193 Member States, intensify global cooperation on connecting the unconnected, and strengthen the alignment of ITU’s programmes with the Sustainable Development Goals set out by the United Nations. Ms Bogdan-Martin has consistently emphasized the need for digital transformation to achieve economic prosperity, job creation, skills development, gender equality, and socio-economic inclusion, as well as to build circular economies, reduce climate impact, and save lives.
As Director of ITU’s Telecommunication Development Bureau for a four-year term starting in 2018, she helped put sustainable digital development at the forefront of international cooperation, including with the private sector and civil society. Among other ITU development priorities, she actively promoted the Partner2Connect initiative, which has mobilized unprecedented pledges of funding and support for meaningful Internet connectivity in developing countries.
She was previously instrumental in establishing the ITU-UNESCO Broadband Commission for Sustainable Development, serving as its Executive Director for more than a decade; contributed to the success of ITU’s Global Symposium for Regulators as the pre-eminent worldwide meeting for digital policy makers; and led ITU’s youth engagement strategy. She also pioneered ITU’s ongoing contribution to the EQUALS Global Partnership for Gender Equality in the Digital Age and initiated ITU’s collaboration with UNICEF on the Giga project to connect every school worldwide to the Internet.
Within ITU, she has promoted gender equality and encouraged bringing more women into the workforce, as well as helping women grow professionally and contributing to networks of women pursuing gender-balanced participation in conferences and policy making.
From 2008 until 2018, Ms Bogdan-Martin served as Chief of ITU’s Strategic Planning and Membership Department, overseeing corporate communications, external affairs, corporate strategy, and membership. Earlier, she headed the ITU Telecommunication Development Bureau’s Regulatory and Market Environment Division and Regulatory Reform Unit.
Before joining ITU in 1994, she worked at the U.S. Department of Commerce as a Telecommunication Policy Specialist in the National Telecommunication and Information Administration.
Ms Bogdan-Martin holds a Master’s in International Communications Policy from American University in Washington, DC, a post-graduate certification in Strategies for Leadership from the Institute for Management Development in Lausanne, Switzerland, and a certification in Accountability and Ethics from the UN Leaders Programme. She is also a qualified amateur radio operator.
Ms Bogdan-Martin is married with four children.
Eng. Hossam El-Gamal is the National Telecommunications Regulatory Authority of Egypt’s (NTRA) Executive President since 2020.
With a track record in telecom industry, Eng. El-Gamal breaks into new markets globally and delivers multi-business turnarounds across B2B and B2C markets. He has established firm relations with other telecom regulatory authorities worldwide and been able to strategize the big picture, manage the fine details, and drive unprecedented growth in telecom regulation.
During Eng. El-Gamal’s presidency, NTRA made it way as an ITU renowned member with a plenty of milestones and awards achieved. The telecom regulatory authority of Egypt was also awarded the ISO-9001 certification of Organizational Quality Management System.
NTRA’s Executive President had been appointed the Minister’s Assistant for Networks and ICT Infrastructure at the Ministry of Communications and Information Technology (MCIT) for one year, before which he held different positions in major international companies such as, the Vice President for Strategy, Marketing and Solution Sales in Huawei Egypt as well as the Regional Director of Business and Network Consulting Department at Huawei Technologies, North Africa, for more than 5 years.
Prior to joining Huawei, Eng. Hossam El-Gamal served as the Acting CTO and Capital Project Management Officer at MTN-Yemen from 2009 to 2011.
It’s worth noting that Eng. El-Gamal obtained a B.Sc. in Engineering from Alexandria University in 1998, and Master’s Degree in Business Administration from Robert Kennedy College (RKC), Switzerland in 2014.
NTRA’s Executive President also received the PMP Certification from the Project Management Institute (PMI) in the USA and the Certificate of Leadership Development for the International Organizations from the University of Pretoria, South Africa.
Dr Cosmas Luckyson Zavazava took office as Director of the Telecommunication Development Bureau (BDT) at the International Telecommunication Union (ITU) on 1 January 2023. With more than 30 years in telecommunications, including over 20 years in ITU’s Development Sector, Dr Zavazava has promoted and implemented impactful information and communication technology projects around the world.
Prior to his election as BDT Director, he served as ITU’s Chief of Partnerships for Digital Development, overseeing development-related projects, strategic partnerships, and resource mobilization between 2019 and 2022, while launching new initiatives that have boosted the engagement of industry, private-sector, and academia members in ITU’s work. From 2010 until 2019, he was Chief of the Projects and Knowledge Management, responsible for ITU’s project portfolio, statistics, capacity building, and emergency telecommunications activities, as well as coordinating special assistance to least developed countries (LDCs), landlocked developing countries (LLDCs), and small island developing states (SIDS). Previously, as ITU’s Chief of Projects and Initiatives, he oversaw development projects focused on gender, youth, and people with special needs, along with capacity building, emergency telecommunications, climate change mitigation and adaptation, and e-waste management. Earlier, Dr Zavazava headed the Republic of Zimbabwe’s Government Telecommunications Agency and served as a senior diplomat. He also taught MBA classes at the UK’s Nottingham Trent University.
Throughout his career, he has focused on closing the digital and skills divide and accelerating digital transformation to achieve socio-economic development for all.
Dr Zavazava holds a PhD in Multilateral Trade from Business School Lausanne (Switzerland), and a Master of Laws degree in Telecommunications and Information Technology from the University of Strathclyde (UK), as well as a Master’s in International Relations from Webster University (US), and an MBA from the University of Zimbabwe. He also holds a Bachelor’s in Business Administration and diplomas in Telecommunications and Systems Engineering.
CEO SAMENA Telecommunications Council – UAE
Member Review Board, 5th Generation Collaborative Regulation (G5) Benchmark – ITU
Commissioner Broadband Commission for Sustainable Development – UN
Member Edison Alliance, World Economic Forum (WEF)
Member 2020 G20 Summit Advisory Board – (Former) Digital Economy Task Force – KSA
Chairman Industry Advisory Group for Development Issues & Chief Regulatory Officers Meeting (IAGDI/CRO) – ITU
For over 30 years, Bocar BA has been delivering impact in the Telecom/ICT industry of the MEA region, facilitating collaboration among private-sector and government sector entities in the pursuit of digitization and socio-economic conducive policies. BA’s professional engagement is recognized in industry-wide advocacy activities, especially toward promoting investment sustainability in the private sector of the Middle East. His innate people-centric approach has mobilized multiple consensus-building platforms, cross-regional stakeholders, and issue-specific advocacy on important sector-development challenges. He is collaborating with leading platforms and global telecommunications development institutions, including the ITU, UN Broadband Commission, the World Bank (WB), and World Economic Forum (WEF), among others, as an objective-minded representative of the private sector and as an advocate of effective policy-making and future-friendly regulation, which are crucial for fulfilling the Sustainable Development Goals (SDGs) that all nations across the globe have agreed to in the larger interest of their socio-economic development needs. BA is a principal advisor to various business, investment, and regulatory entities and assists governments in addressing matters relating to digital infrastructure investment, innovation catalysts, sustainable digital economy, job-creation, and citizen-centric public-sector delivery through the use of ICTs. Bocar BA has chaired consensus-building and contributed to the development of recommendations for leaders worldwide to help accelerate digital infrastructure development and digitalization.
Seizo Onoe took office as Director of the Telecommunication Standardization Bureau (TSB) at the International Telecommunication Union (ITU) on 1 January 2023.
Before his election as TSB Director by ITU Member States, he completed an over 30-year career with Japanese mobile operator NTT DOCOMO. In 2021, he became Executive Vice President and Chief Standardization Strategy Officer for the Nippon Telegraph and Telephone (NTT) Corporation and a Fellow of NTT DOCOMO, INC. From 2017, he served as NTT DOCOMO’s Chief Technology Architect and President of its subsidiary DOCOMO Technology.
Between 2012 and 2017, he served as NTT DOCOMO’s Chief Technology Officer and Executive Vice President, a Member of the Board of Directors, and Managing Director of R&D Innovation Division. Earlier, he served as Senior Vice President and Managing Director of NTT DOCOMO’s R&D Strategy Department and Managing Director of the company’s Radio Network Development Department.
As TSB Director, he heads the part of ITU responsible for the coordination of technical standards and collaborative standardization processes that enable the interconnection and interoperability of information and communication technologies (ICTs) worldwide.
Mr Onoe is committed to facilitating open and inclusive standardization processes, along with promoting digital technologies to address global issues, building a new ecosystem that reflects evolving technologies, and strengthening cooperation and collaboration in ICT standardization worldwide.
Known in the industry as “the father of LTE” (Long-Term Evolution), he helped upgrade the wireless broadband standard for mobile devices and networks. He now aims for global outreach to bridge standardization gaps, deliver the benefits of technology widely and speedily, and ensure meaningful and affordable broadband access for everyone.
Mr Onoe holds a Master’s degree in electronics from the Kyoto University Graduate School of Engineering.
1. EARL Y DEVELOPMENT
• Honourable Dr Peya Mushelenga was born and grew up at Oshigambo, northem Namibia, in Oshikoto Region
• He attended Primary school at Oshigambo and attained his secondary education at Oluno Senior Secondary School, now called Andimba Toivo Ya Toivo Senior Secondary School.
2. POLITICS
• Honourable Dr Mushelenga was moulded into politics and political activism at a tender age. He joined SWAPO in 1984, and a few years later, he became actively involved in students’ politics, under the Namibia National Students Organisation (NANSO).
• He was elected as Member of the Central Committee of SWAPO Party Yuoth League (SPYL), in 1997 and re-elected in 2002 and 2007. He retired from SWAPO Party Youth League at the 2012 Congress, having exceeded the age limit.
• In August 2002 he was elected Member of the Central Committee of SWAPO Party, becoming the youngest Member of the Central Committee by then. He was re elected in 2007, 2012 and 2017.
• Honourable Dr Mushelenga was elected to the Namibian National Assembly during the 2004 general elections, and re-elected 2009, 2014 and 2019 general elections.
• He was appointed Deputy Minister of Foreign Affairs, by His Excellency President Hifikepunye Pohamba, on 21 March 2010.
• He was appointed Deputy Minister of International Relations and Cooperation by His Excellency President Dr Hage Geingob, on 21 March 2015
• Honourable Dr Mushelenga was appointed Minister of Urban and Rural Development by His Excellency President Dr Hage Geingob, on 08 February 2018.
• He was appointed Minister of Information and Communication Technology by His Excellency President Dr Hage Geingob, on 21 March 2020.
3.EDUCATION
Honourable Dr Mushelenga holds the following 12 university degrees:
(1) Degree of Bachelor of Arts (BA) in History and Political Studies, University of Namibia (UNAM), which he completed at the age of 20;
(2) Degree of Baccalaureus Juris (B Juris), University ofNamibia;
(3) Degree of Bachelor of Arts in Economies (BA Econ), Open University of Tanzania (OUT);
(4) Degree of Bachelor of Education (B Ed), Open University of Tanzania;
(5) Degree of Bachelor of Laws (LLB) Honours, University ofNamibia;
(6) Degree of Honours Bachelor of Arts (Hons BA) in International Politics, University of South Africa (UNISA);
(7) Degree of Master of Arts (MA) in International Politics, University of South Africa.
(8) Degree of Master of Laws (LLM) in International Law, University of Nambia. Thesis: Small states and the undercurrents of compliance with International Law, case of Namibia;
(9) Degree of Master of Business Administration (MBA), Eastern and Southern Africa Management Institute (ESAMI). Thesis: Analysing the impact of inflatition on the developments in the financial sector of Namibia;
(10) Degree of Master of Science (MSc) in Finance, University of London, Thesis: Trends of revenue collections in Namibia since independence (1990-2020) and their impact on economic development;
(11) Degree of Doctor of Literature and Philosophy (D Litt et Phil) in International Politics, University of South Africa. Thesis: The economic diplomacy of smalll state, the case of Namibia.
(12) Degree of Doctor of Philosophy (PhD) in Laws, University of Westem Cape (UWC), 2021. Thesis: lnvestigator-Prosecutor collaboration, a framework for improving Namibia ‘s criminal justice process
A few highlights regarding his education need to be mentioned.
Honourable Dr Mushelenga is an admitted Legal Practitioner (attorney) of the High Court. He received the Best Performer Award, for his MBA degree.
4. ACADEMIC CONTRIBUTION
• Honourable Dr Mushelenga is also a researcher and published author, with over 20 academic publications under his name, in a form of chapters in books, articles in peer review journals and academic seminar papers.
• In addition, while at high school he authored a poetry book in Oshindonga language, titled Nanda Na li toke, which was published some years later. These poem collections are currently used in senior secondary schools.
• As his academic contribution to the nation, since 2016 Honourable Dr Mushelenga has been lecturing one or two modules per year at the University of Namibia at post-graduate level on pro bono basis (meaning without any payment whatsoever).
5. INTER.JATIONAL EXPOSURE
Honourable Dr Mushelenga has attended numerous international conferences, including of the United Nations General Assembly, and has travelled to more than sixty (60) countries in the world.
Tayma is a dedicated technologist currently in her last semester completing her undergraduate studies in international relations and computer science at Birzeit University in Ramallah, Palestine. She has a deep interest in accessibility and safety, and has spent much of her time analyzing human interactions with technology, with a particular focus on those who may be vulnerable due to factors such as language, age, disability, or gender.
At 16, Tayma developed a pioneering and award winning image processing mechanism that helps prevent the stealing of the pictures of women and girls online. She has also worked with a prominent digital rights organization as a digital security advisor, where she created a comprehensive training program for human rights organizations and journalists that included audits, policy framework development, and customized training based on extensive research and analysis of interaction between the tech environment and the employees with different cultural backgrounds, age, and field of work.
Tayma’s experience as an ITU GC Youth Envoy has given her the opportunity to participate in various high-level events, such as the ITU Plenipotentiary, the GC Youth Summit, and the UN DESA Expert Group on Youth Digital Engagement. During her time as a GC Youth Envoy, Tayma was able to contribute her insights and expertise, present, and lead workshops with high level participants.Recently, Tayma co-moderated a panel discussion as part of Girls in ICT Day at the Ministry of Telecommunications in Palestine. She has also made contributions to the ITU Generation Connect podcast on protecting children from online risks, where she had the chance to work alongside experts in the field.
On 12 January 2018, the President of France’s National Assembly, François de Rugy, appointed Serge Abiteboul to the Arcep Executive Board, starting on 15 January 2018.
Director of Research in computer sciences at the École Normale Supérieure de Paris and at Inria (the French National Institute for computer science and applied mathematics), Serge ABITEBOUL has a PhD from the University of Southern California, and a Doctorate (thèse d’État) from the Université de Paris-Sud. His work on data, information and knowledge management – notably on the internet – and his theories on databases earned him membership in the Academy of Sciences in 2008, and in the Academy of Europe in 2011.
He is also a lecturer at the École Polytechnique and guest lecturer at Stanford and Oxford University. In 2011, he was appointed to the Collège de France Research Chair in computer and digital sciences. In 2013, he joined the French Digital Council, chaired by Benoît Thieulin, and that same year became President of the Scientific Advisory Board on the Information Society in France. He as been the chairman of the Fondation Blaise Pascal Strategic Council since 2017.
The author of numerous publications on data and algorithms, as well as a novelist, Serge ABITEBOUL is the editor and founder of Blog binaire. He was the curator of the Terra Data exhibition at the Cité des sciences et de l’industrie in 2017 and 2018.
Mrs. Mana AIDARA is the Telecom Markets and Economy Director for the Telecommunications and Posts Regulatory Authority of Senegal (ARTP) and has held this post since March 14th 2023.
Mrs. AIDARA has more than 18 years of professional expertise in the Telecommunications and Regulation sector at the Posts and Telecommunications Regulatory Authority of Senegal, where she has held many positions, including Director of Innovation and Control, Director of Electronic Communications Networks and Services, Head of the Quality of Service (QoS), Value-added service and Resources Management Department, Head of the Network Administration and Security Department, and Head of the IT Department.
Mrs. Aidara leads the Telecom Markets and Economy team, where she develops regulatory rules that promote competition, network interconnection, economic and tariffs aspects, universal service, network infrastructure, numbering resources management, innovation services and monitoring of regulated actors’ specifications.
Mrs. AIDARA began her career at the Telecommunications Regulatory Body of Senegal in 2003, where she has led significant projects such as the implementation of the mobile number portability, mobile subscribers’ identification, and the development of strategies for Quality of Service (QoS) and innovation digital services. She is a member of many initiatives and projects in the 5G taskforce, national roaming group and the MVNO issue.
Mrs. Aidara is passionate about regulation, technology and leadership. She is a member of the government advisory committee of ICANN and the International Network of Women Digital Experts (RIFEN). She is also the Chair of the ARTP’s development and innovative services committee.
Mrs. AIDARA is a network engineer and holds a Master’s degree in Tele information from the Multinational Telecoms Higher School in Senegal and a Master’s degree in Digital Economy of Regulation from the Telecom ParisTech University in France. She is fluent in French, Arabic and is well on her way to becoming fluent in English.
• H. E. Majed Sultan Al Mesmar was appointed Director General of the Telecommunications and Digital Government Regulatory Authority (TDRA) according to Federal Decree No. 94 of 2021
• Al Mesmar supervises the implementation of TDRA’s responsibilities in accordance with the Federal Law by Decree No. 3 of 2003 Regarding the Regulation of Telecommunications Sector, as amended. The law mandates regulating the telecommunications sector in the UAE and ensuring a fair competitive environment in the UAE’s telecom market. On 27 September 2020, Decree No. 23 was issued, under which, the phrase “Digital Government” was added to the authority’s name and relevant functions were added to its scope as per the directives of the wise leadership
• In 2017, Al Mesmar was appointed Chairman of the Board of Trustees of the ICT Fund, which aims to achieve rapid and tangible developments in the UAE’s ICT sector. As the Chairman, Al Mesmar supervises the ICT Fund’s investments in financing education projects which involve preparing national cadres to lead the digital future, and supporting scientific research, national projects and technology incubators
• He has 32 years of experience in the field of telecommunications, related technologies, wireless networks, planning and development, project management, policies, strategies and regulations. He worked locally at Etisalat, regionally at Mobily (Etihad Etisalat Co.) in the Kingdom of Saudi Arabia and internationally at Etisalat – India
• Throughout his rich career, Al Mesmar held many senior positions, such as Deputy Director General of the Telecommunications Sector at TDRA, Senior Vice President of Etisalat Group for International Private Projects, Chief Operating Officer of Etisalat – India, and Chief Technical Officer of Mobily, Kingdom of Saudi Arabia
• Al Mesmar is a member of the Policies and Legislation Committee of the Fourth Industrial Revolution Council, a member of the Board of Dubai Chamber of Digital Economy, a member of the UAE Council for Artificial Intelligence and Blockchain, a member of the Special Steering Committee for 5G, a member of the Higher Committee of the Mohammed bin Rashid Smart Education Programme, and a member of many other national committees
• Al Mesmar was elected Chairman of the Plenipotentiary Conference 2018 (PP18), which is the largest global event in the ICT field and the highest body in the International Telecommunication Union (ITU). PP18 was held at the Dubai World Trade Center
• Al Mesmar chaired the World Summit on the Information Society (WSIS) in Geneva 2018 and led TDRA’s team to win the UAE’s hosting of the World Radio Conference (WRC-23)
• Al Mesmar obtained a Masters Degree in International Law and a Bachelor of Science in Electrical Engineering from Northeastern University, Boston in 1990. He is a graduate of Etisalat’s Future Leadership Programme (2006-2008) in the Executive Category and a graduate of the Sheikh Mohammed Bin Rashid Leadership Programme (2008-2010) in the Government Leaders Category
Mohammed Hassan Al-Mousawi is an accomplished Qatari professional specialized in Information and Communications Technology. With a solid educational background, he holds an engineering degree from the prestigious Pennsylvania State University and a master’s degree from HEC Paris.
In 2017, Mohammed embarked on his career in the ICT sector by joining the Communications Regulatory Authority. With a strong background in telecommunications and a passion for ensuring excellence, Mohammed plays a crucial role in shaping the strategic direction and maintaining the highest standards within the organization. He led the telecom infrastructure projects section as a manager within the Technical Affairs Department.
Currently serving as the Director of Planning and Quality Department at the CRA, Mohammed’s role encompasses a wide array of responsibilities. He plays a pivotal role in leading several high-profile projects, including the formulation of Qatar’s ICT sector strategy. As the Planning and Quality Director, he is responsible for overseeing and implementing effective strategies to optimize operational efficiency and promote regulatory compliance. Mohammed plays a key role in developing and refining policies and procedures to ensure that the organization operates in accordance with industry standards and best practices while actively contributing to the enhancement of digital economy governance in the state of Qatar.
He collaborates with government entities, industry partners, and other relevant stakeholders to develop and implement initiatives that advance the communications sector and benefit the public at large.
Beyond his professional contributions, Mohammed Al-Mousawi is known for his dedication, integrity, and commitment to upholding the highest standards.
Bassam Fadel Al-Sarhan, a Jordanian telecommunications engineer, has been serving as Chairman of the Board of Commissioners of the Telecommunications Regulatory Authority and CEO since November 2021 by decision of the Council of Ministers of the Hashemite Kingdom of Jordan.
The Jordanian Telecommunications Sector Regulatory Authority, which was established by a decision of the Council of Ministers in 1995, is an independent government institution concerned with regulating the communications and information technology sectors and the postal sector.
He previously served as Head of the Projects and Technical Division for His Majesty’s Communications at the Royal Court from 1987 to 1997, and as General Manager at an international communications company.
He served as a member of the Jordanian delegation to manage communications services during the Jordanian delegation’s negotiations in the Middle East peace process negotiations, in addition to many prominent memberships on the boards of directors of international telecommunications and business development companies until his appointment as CEO of the Communications Authority.
He holds a master’s degree in engineering management, a master’s degree in information systems management, and a bachelor’s degree in electrical and communications engineering from George Washington University in the United States of America.
He led several pioneering achievements in the communications and information technology sectors and the postal sector during his presidency of the Commission’s Board of Commissioners, the most notable of which was the introduction of 5G technology services, which was accompanied by the introduction of Internet of Things devices into the Jordanian market.
These services seek to create an appropriate infrastructure that enables companies operating in the field of communications, information technology, and postal services in the Hashemite Kingdom of Jordan to conduct their business in a regulatory environment capable of providing advanced automated services that efficiently and effectively support development endeavors, encourage competitiveness, entrepreneurship, and encourage investment.
Christine Arida is Strategic Advisor to the Executive President and Board Member at the National Telecom Regulatory Authority of Egypt. She has over 25 years of experience in areas related to Internet development, telecom regulations and digital public policies. She is appointed board member of NTRA since November 2021. During her work at NTRA, Ms. Arida has led a number of strategic projects. She championed the drafting of Egypt’s National Broadband Plan “eMisr” in 2011 and launched its implementation in 2013. She created NTRA’s Center of Experts in 2021 and supervised its work over 2 years. In 2019, she established the Strategic Planning sector and supervised its work over 3 years. She created the cross-functional team on IoT and M2M regulations in 2017 and led its work over 3 years. She launched the “DNS Entrepreneurship Center” in 2014 and Egypt’s IDN ccTLD “dotMasr” in 2010.
From 2001 to 2006 Ms. Arida worked for the Ministry of Communications and Information Technology, where she participated in drafting “Egypt’s Broadband Agenda 2004 – 2007” and “Egypt’s Telecommunication Master Plan” in 2004.
Ms. Arida is appointed member of Egypt‘s Supreme Council for Culture, Committee for Digital Culture and Cultural Infrastructure since 2021. She is lead expert on Internet governance and represents the government of Egypt at the UN Internet Governance Forum Multistakeholder Advisory Group (IGF MAG) and at the Governmental Advisory Committee of the Internet Corporation for Assigned Names and Numbers (ICANN GAC). Ms. Arida is co-founder of the Arab Internet Governance Forum, board member and founding member of the Internet Society Chapter of Egypt, and founding member of the African Network Information Centre (AfriNIC).
Ms. Arida started her career at the Cabinet’s Information and Decision Support Center in 1992, where she was among the team who first connected Egypt to the Internet. She holds a B.Sc. degree in Electronics and Communication Engineering from the Faculty of Engineering, Cairo University.
Noha Abdel Baky is ITU Generation Connect Youth Envoy in Africa who and participated in the 2022 GC Youth Summit in Kigali.
She is a Storage Support Engineer at Dell Technologies in Cairo and served as a committee member at Dell Women in Action committee.
She holds a Bsc. in Communication Systems Engineering from Ain Shams University in Cairo.
She was the Africa Representative in the Youth Coalition in Internet Governance between 2020-2021
She is passionate about Internet Governance, Digital Sustainability, Women & Youth Empowerment in Tech and Emerging Technologies like AI, Cloud Computing & the Metaverse.
She was selected as a 2017 ISOC Youth@IGF Fellow in Geneva, and afterwards, she co-founded Digital Grassroots, a youth-led initiative to promote digital citizenship.
She is an Alumni of the Middle East and African Schools of Internet Governance.
She was a 2018 ISOC IGF Ambassador in Paris and was selected by the MAG members as a main speaker in the closing ceremony representing youth & civil society.
She was a member of the Working Group on Sustainable IG, part of Youth4DigitalSustainability Program.
She participated in the ILPF Policy Hackathon under the theme of Metaverse & Trust and won the first place with her team.
She was an UNECA volunteer at the 2022 Internet Governance Forum in Addis Ababa.
She is currently an Arabic-speaking facilitator for the Pan-African Youth Ambassadors for Internet Governance fellowship powered by PRIDA.
Shiv K. Bakhshi, Ph.D., is a Vice President, Industry Relations in Group Function Technology at Ericsson. He is charged with the responsibility of technology and spectrum policy for Africa and the Middle East, and works closely with industry and policy leaders in those regions.
Dr. Bakhshi has long believed that ICT and mobile broadband can play a salient role in economic development and can help unleash the digital vitalities of the peoples in emerging economies. The use of ICT and mobile broadband for economic development, and for bridging the Digital Divide, remain the defining interests of his work as a political economist.
Earlier, as an industry analyst, Dr. Bakhshi headed the worldwide mobile network and device programs for a leading research and advisory firm for several years. A frequent speaker at industry, academic and policy conferences, he has presented on a broad range of technology and policy topics pertaining to the structural transformation of the mobile industry and its changing impact on society.
At Ericsson, as member of the company’s CTO organization, he is focused on future spectrum issues that are subject of the World Radio Conference, as well as on ITU-D Study Group questions pertaining to broadband deployment and rural coverage that are subject of the World Telecommunication Development Conference.
Dr. Bakhshi started his career as a journalist in India. Later, as an academic, he taught international telecom policy and strategy, and directed graduate and doctoral research, at the University of Kentucky.
A political economist by training, he has a bachelor’s in Economics from Calcutta University. He earned his master’s as well as his doctorate in Communication from The Ohio State University.
He is based in the United States, and can be reached at shiv.bakhshi@ericsson.com.
Saurabh Basu is the solution architect of India’s Integrated CAP Compliant Early warning Platform for Disaster Management. He is working with C-DoT, Delhi, a premier telecom research centre of Government of India as a Senior Research Engineer after completion his Masters in Computer Science from National Institute of Technology , Durgapur in 2011. He is having versatile hands on experience in Software development, convergent networks and has great understanding of Telecom Software and Data communications & Geo-Intelligent technologies. He has been the key member of Geo-Intelligence team of C-DoT and currently he is co-coordinating the development activities M2M & IoT related products. Also acted as the solution architect for various Geo-Intelligence projects of C-DOT like Optical Network planning for NOFN, Fiber Fault Localization System and more recently geo-spatial service for online mobile tracking for the critical project having extreme national importance- CMS (Centralized Monitoring System), OneM2M Common Service Platform and Nodes.
He has published more than 10 international research papers along with multiple International and Indian Patents . He is one of the key member in Telecom Standardization for India through TSDSI and OneM2M- The international standardization Body on M2M.Recently his group received Aegis Graham Bell award for “Innovative Managed Services”” for 2016.He is also closely involved with Telecom Engineering Center (TEC) India in formulating the Service Requirement of Common Alerting Protocol (CAP) compliant Integrated Disaster Management systems of India. He is recently involved in coordinating with various organization with disaster portfolio to integrate them in CAP compliant Early Warning Platform and actively involved in technology trial at various part of the country.”
Notachard Chintakanond is the Executive Director of the International Affairs Bureau at Office of The National Broadcasting and Telecommunications Commission of Thailand (Office of the NBTC).
Mr Chintakanond is in charge of all international – related matters for Office of the NBTC. He has extensively in close cooperation with many international forums such as ITU, APT, APEC, ASEAN, WTO, ATRC as well other international collaborations. He has contributed greatly for Office of the NBTC’s work through his responsibilities covering all liberalizations and negotiations under various regional trading arrangements such as cooperation under ASEAN Telecom Regulators Council (ATRC); Spectrum coordination; Collaboration on regulatory issues with overseas regulators as well as Bilateral cooperation with other international regulatory bodies. He has also been main negotiator for Telecommunications issues under various FTA negotiations including the recently concluded RCEP 2020.
Mr Chintakanond joined the Office of the NBTC in 2009 as a Senior Analyst, Director of Policy and Planning Division, Senior Expert in Policy and Planning and Executive Director of International Affairs Bureau, respectively.
Previously, he has been Trade Negotiator at the Department of Trade Negotiations (DTN) where he was the US Desk Officer responsible, in particular, for all trade related matters and trade negotiations with the US. Later on, he worked as Foreign Relations Supervisor at the Office of SMEs Promotion (OSMEP) where his capability covered a wide range of issues including Internationalization, Innovation, Informal Sector, Intellectual Property, and Capacity Building.
Mr Chintakanond holds a Master Degree in International Political Economy from the University of Warwick, England and Bachelor Degree in Business Administration (Marketing) from Chulalongkorn University, Thailand. Furthermore, He has completed The Civil Service Executive Development Program: Visionary and Moral Leadership.
Born 10 December 1958 (in Fribourg, Switzerland), Adrienne Corboud Fumagalli is a Doctor of Economic and Social Sciences and a graduate of the University of Fribourg.
Adrienne Corboud Fumagalli was a researcher, lecturer and consultant in the area of media policy and information technologies at various institutions (the University of Fribourg, DAMS Bologna, CNRS Paris, McGill University, Montreal) for several years.
In 1996, she joined the PTT in the management of Radiocom (radio, TV, mobile) for New Business Development and International Affairs. The PTT became Swisscom, and it was within Swisscom, from 1997 to 2000, that she held various positions, in particular for the development of multimedia activities; she then became product marketing director in the radio broadcasting services division.
In November 2000, she joined the Kudelski Group as general secretary. In January 2004, she was appointed Executive Vice President of Business Development. Within the framework of internal development projects, from 2005 she launched and managed the MobileTV activity and then the Abilis start-up.
From 2008 to 2016, she was Vice President for Innovation and Technology Transfer at the EPFL (Ecole polytechnique fédérale de Lausanne), with special emphasis on the development of the Innovation Square and partnerships with industry. During this period she also was president of the Fondation Innovation Park.
From 2008 to 2017, she was also president of the Fondation pour l’innovation technologique (FIT) in Lausanne.
Adrienne Corboud Fumagalli is a member of the board of directors of Swiss Life Group.
She is a member of the « scientific technical committee » of the Istituto Italiano di Tecnologia (IIT, Genova, Italia).
Since March 2023, she is president of the board of directors of the company Unyversal Technologies SA.
Julissa Cruz Abreu, current Executive Director of the Dominican Institute of Telecommunications (INDOTEL), has more than two decades of experience in public service. At the institution, she has been Director of International Relations, Compliance Commissioner, and Head of the Regulation Department, playing a fundamental role in the creation of the regulatory framework and leading the implementation of number portability in 2009. Likewise, he has directed significant projects, such as the National Broadband Plan of the Dominican Republic, the Radio Spectrum Tender for the deployment of fifth-generation networks (5G), being the second country to have this technology in the region, and the coordination of the Connectivity and Access Axis of the 2030 Digital Agenda. His management has stood out for the promotion of regulatory measures to strengthen competition and innovation, including the identification of relevant markets and the implementation of the Regulatory Sandbox.
She has been nominated as a finalist for the CONECTA LATAM AWARDS 2023 in the “Most Connected Woman of the Year” category. This award honors women who, by driving innovation, have truly made a difference in their company, telecommunications industry, and community. Similarly, at the same event, INDOTEL was recognized as “Telecom Regulator of the Year”. This award distinguishes a new or innovative regulatory approach on an outstanding contribution and achievement by the regulator, promoting an efficient and effective telecommunications policy.
Within the framework of the event “5G Latin America: Digital Symposium 2021”, INDOTEL was awarded as “Innovative Regulator of the Year” for the tender project for the 700Mhz and 3.5Ghz bands led by this management.
Through the Digital Basket Project, she has led a pioneering subsidy program focused on gender, benefiting more than 2000 women heads of household. In addition, it has promoted the inclusion and dissemination of users’ rights, introducing guides in Braille and attention in sign language, with the collaboration of service provider companies.
Cruz Abreu has made an impact at the international level by leading the Dominican Republic’s active participation in the ITU P2C initiative, achieving the incorporation of new actors and commitments for the country’s connectivity and sustainable digital transformation.
With a bachelor’s degree in Accounting and a master’s degree in Corporate Finance from the Instituto Tecnológico de Santo Domingo (INTEC), he has specialized his knowledge in Regulatory Economics, Regulation of Public Utilities, and Price Regulation in the Telecommunications Industry. In addition, he completed the Innovation and Government Leadership program at Georgetown University’s business school. Her international experience includes working at Spain’s National Commission on Markets and Competition, as well as participating as a speaker at conferences on various topics, from Number Portability to Gender Equity and ICT Inclusion. In addition, he has advised regulators in Central America and has taught at various seminars, workshops and courses on telecommunications regulation. She has also been selected as an Ambassador for Connectivity for Education by the Inter-American Dialogue.
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Disclaimer: The content of this bio has been translated from the original version in Spanish.
Randol holds a First-Class LL.B degree from the University of Buckingham and a LL.M degree in International and Commercial Law with a specialization in World Trade. He is a Counsel and Attorney at law having been called to the New York Bar in 2004 and the Bahamas Bar in 2005. He is also a Chartered Corporate Secretary. Randol is a former Partner in GrahamThompson and Baycourt Chambers, leading Law Firms in The Bahamas, where his work covered the full spectrum of commercial practice with an emphasis on Medical Negligence litigation. He is the sitting Chairman of the Utilities Regulation & Competition Authority (URCA), an independent statutory body with regulatory authority and responsibility for the Electronic Communications and Energy Sectors of The Bahamas. Randol is a member of the adjunct faculty at the University of the Bahamas and is a Tutor at the Eugene Dupuch Law School. He is the Chief Legal Officer at Doctors Hospital Health System Limited.
Randol is married to Nolette Dorsett, nee Miller and they have three children, Randol Jr., Grayson and Ricardo. The Family worships regularly at Bahamas Harvest Church, where Randol serves as a Deacon.
Dr. Fathy is a senior executive, with 20+ years of technology and regulatory experience in ICT, leading mega digital initiatives that span the technology, policy, and digital spaces. He serves on the board of several government institutions overseeing mega projects in the ICT and aerospace sectors, bringing his cross-vertical expertise in the teleco/digital domains.
In his capacity as Sector Head of Strategic Planning at the Egyptian telecom regulatory authority (NTRA), Fathy is spearheading teams tackling core regulatory functions including strategy and market development, market analysis, economic analysis, cost-benefit analysis for rule makings, regulatory impact assessment, standardization and technical aspects, international policies, cooperation and partnerships, research & development, and Industry 4.0 planning.
Over the span of his career, Fathy has overseen the development and implementation of large-scale projects with multiple stakeholders in areas like smart cities, smart mobility solutions and intelligent transportation systems, augmented and virtual reality, digital agriculture, smart water management, aerospace, energy metering and distribution, robotics, embedded systems, IoT, 5G, and AI. He has done advisory work on advanced ICT/Digital solutions design and standards-based implementations with an emphasis on security, interoperability, and integration. In addition to his responsibilities in overseeing a diverse portfolio of projects in multiple vertical sectors, Fathy is leading a team that is promoting investments in the ICT sector to further diversify Egypt’s ICT economy, exploring opportunities for vibrant industrial, research and commercial clusters and addressing their market entry barriers. He is also sealing partnerships with world-class global organisations to explore synergies and mutual collaboration opportunities.
Fathy tackles techno-policy and standardization issues in international telecommunications through his engagements in mutiple industry and global telecommunications development platform including the ITU, the IEEE, the World Bank, and OECD, among others, advocating governance, economic sustainability, interoperability, systems resilience and scalability. He is currently serving on the ITU Council, as well as a member of the Independent Management Advisory Committee (IMAC) Selection Committee. The purpose of the IMAC, as a subsidiary body of the ITU Council, is to serve in an expert advisory capacity and assists the Council and the Secretary-General in fulfilling their governance responsibilities, including ensuring the effectiveness of ITU’s internal control systems, risk management and governance processes.
Fathy is also serving as Vice Chairman of ITU-T Study Group 20 (SG20), the lead ITU-T study group which develops international standards on IoT and its applications including smart cities and communities. Furthermore, he serves as the Chairman of its regional group in Africa leading standardization efforts and development within the African context, and an expert member of the IEC-ISO-ITU Joint Smart Cities Task Force (J-SCTF) whereby he is leading international harmonization and collaboration efforts to develop implementable smart cities standards that have an utmost impact of achieving the SDGs in cities and communities. On the research and pre-standardization front, he is currently serving as the Chair of the ITU/FAO Focus Group on “Artificial Intelligence (AI) and Internet of Things (IoT) for Digital Agriculture” (FG-AI4A), whereby he is leading along with an international team of experts, the use of emerging technologies including AI and IoT, to support optimized agricultural production and management processes. Moreover, he is currently serving as board member in the IEEE Standards Association Standardization Board (SASB) as well as a member in two of its standing committees, the New Standards Committee (NesCom) and the Procedures Committee (ProCom).
The Special Adviser ensures delivery of the Secretary-General’s priorities on climate change, from enhanced nationally determined contributions, fossil fuel and coal phase-out, ensuring public and private finance shifts and the transitions necessary to shift the world’s energy, transportation, land and natural systems in alignment with the goals of the Paris Agreement and the Sustainable Development Goals.
Before his appointment, Selwin Hart served as the Executive Director for the Caribbean region at the Inter-American Development Bank (IADB). He was previously the Ambassador to the United States and the Organization of American States for Barbados and Director of the Secretary-General’s Climate Change Support Team, leading the team’s delivery of the 2014 Climate Summit and the Secretary-General’s engagement in the process leading to the signing of the Paris Agreement on climate change.
Throughout his career, Mr. Hart has served in several climate action leadership positions, including as a Climate Adviser for the Caribbean Development Bank, Chief Climate Change Negotiator for Barbados, as well as the Coordinator and Lead Negotiator on Finance for the Alliance of Small Island Developing States, a coalition of 43 islands and low-lying coastal States in the Caribbean, Pacific, Africa, Indian Ocean and South China Sea. He was a member of the Kyoto Protocol Adaptation Fund Board from 2009 to 2010 and was elected by the United Nations General Assembly to serve as Vice-Chair of the Second Committee of the United Nations General Assembly (Economic and Financial) during its sixtieth Session.
He is the Director General of the OUR, and an ex officio member of the Office, having been appointed by the Governor General, His Excellency the Most Honourable Sir Patrick Allen, from 2017 January 1.
He is a Regulatory Specialist, Economist, and Attorney-at-Law and has over 25 years’ experience at various levels in quasi-judicial organisations. His educational background covers law, management, and economics with extensive specialised training in, among other areas, regulation, competition analysis, strategic planning, leadership, international negotiation, and corporate planning.
He joined the OUR in 2000 February and before that worked at the Jamaica Bauxite Institute and the Fair Trading Commission as an Economist. He also lectured at the postgraduate level on Regulation and Regulatory Reform in the Department of Government, University of the West Indies (UWI), Mona for over 10 years, and served as a tutor in the UWI Master in Telecommunications Regulation and Policy Programme. He has a master’s degree in Regulation from the London School of Economics, obtained after being awarded a Chevening Scholarship in 1997, a Bachelor of Science (B.Sc.) in Economics and Management (UWI), and
Bachelor of Law from the University of London. He also holds a Certificate in Legal Education from the Norman Manley Law School.
John P. Janka serves as Chief Officer, Global Government Affairs & Regulatory at Viasat, Inc., an international communications solutions provider with a long legacy of designing, building and operating telecommunications and broadband networks of all types. He has extensive experience in the telecommunications, media, and technology (TMT) sector from over three decades of work at the global law firm Latham & Watkins, where he was a partner and served as the head of its Communications Law practice group. In that capacity, Mr. Janka represented entities ranging from startup entities to global leaders, whom he counseled on a variety of strategic matters. His clients included domestic and international satellite, wireless, and other terrestrial telecommunications companies; Internet service providers; video programming and other content suppliers; media services companies; television and radio broadcast operators; equipment manufacturers; and banks, private equity firms, and other investors.
Mr. Janka consistently has been recognized as a leading lawyer in publications such as Euromoney’s Expert Guides to the World’s Leading TMT Lawyers, Euromoney’s The Best of The Best USA-Telecoms, The International Who’s Who of Telecoms & Media Lawyers, Super Lawyers, and the Washingtonian magazine. Both Chambers USA and The Legal 500 US ranked Mr. Janka as a leading lawyer in the telecommunications, satellite, and broadcast areas, noting his creativity, vast experience, and reputation as one of the leading lawyers. In 2017, Mr. Janka was inducted into The Legal 500’s Hall of Fame, which highlights individuals who have received “constant praise by their clients” and who are at the “pinnacle of their profession.” In addition, The Financial Times highlighted one of Mr. Janka’s projects for Viasat, providing a “standout” ranking for advising on issues involving new uses of radio spectrum.
Mr. Janka also developed and edited for a decade a global compendium of international law, entitled The Technology, Media and Telecommunications Review.
Mr. Janka graduated cum laude from Duke University and Order of the Coif from the University of California at Los Angeles School of Law. He served as a law clerk to Judge Cynthia Holcomb Hall, U.S. Court of Appeals for the Ninth Circuit, and as a delegate at International Telecommunication Union World Radiocommunication Conferences.
Mrs. Wendy Jap-A-Joe holds a master’s degree in Tourism from the Flinders University in Adelaide, South-Australia and a BSc degree in Hospitality and Tourism Management form the Suriname Institute of Management. Currently she is in the process of finalizing her PhD in leadership. As she developed her hobby, she is a certified lifeguard and volunteers at swimming events in Suriname. She has been working in the different areas of Hospitality Industry between 2000 and 2015. Furthermore, as a consultant, she developed organizational structures for improvement for many businesses in Suriname. Also, she has been lecturing part time at The Suriname College of Hospitality & Tourism for 4 years. From January 2015 she has been appointed as the Acting Director of the Telecommunication Authority Suriname. Recently she has been formally appointed as Director.
Her current focus is on:
• Transforming the TAS from a pure regulator into a strategic partner in the telecommunication sector
• Improving collaboration between the government, local and regional stakeholders
• Promoting innovation in the telecommunication en ICT sector in Suriname
• Updating the Surinamese legislation on Telecommunication
• Creating Awareness about Pro’s and Con’s on ICT development for Suriname
• Digital inclusion
Javier Juárez Mojica is Commissioner of the Federal Telecommunications Institute (IFT) since October 2016, when the Mexican Senate appointed him, and currently serves as the Acting President of the IFT1 since March 2022.
He began his professional career at the Federal Telecommunications Commission (Cofetel) in October 1999, where he participated in projects such as the implementation of number portability, the development of the Fundamental Technical Plan for Interconnection and Interoperability and the measurement of the quality of mobile networks.
From April 2015 to October 2016, he held the position of Head of the Regulatory Policy Unit of the Federal Telecommunications Institute.
He has participated and organized conferences and fora on interconnection, community and indigenous networks and social media, local loop unbundling, mobile virtual operators, Internet of Things, Artificial Intelligence, digital transformation, gender equity, among others.
He is an honorary member of the World Commission on the Ethics of Scientific Knowledge and Technology (COMEST) of the United Nations Educational, Scientific and Cultural Organization (UNESCO), served as Vice-Chair of the Working Party on Communications Infrastructure and Services Policy (CISP) during the 2019-2021 term of the Organization for Economic Co-operation and Development (OECD) and was a member of the OECD Artificial Intelligence Expert Group (OEGAI).
1. In substitution for absence, pursuant to the provisions of Article 19 of the Federal Telecommunications and Broadcasting Law.
A globally recognized leader in standards development and intellectual property, Prof., Dr. Ing. Konstantinos Karachalios is Managing Director of the IEEE Standards Association and a member of the IEEE Management Council.
As Managing Director, he has been enhancing IEEE efforts in global standards development in strategic emerging technology fields, through technical excellence of staff, expansion of global presence and activities and emphasis on inclusiveness and good governance, including reform of the IEEE standards-related patent policy.
As member of the IEEE Management Council, he championed expansion of IEEE influence in key techno-political areas, including consideration of social and ethical implications of technology, according to the IEEE mission to advance technology for humanity. Results have been rapid in coming and profound; IEEE is becoming the place to go for debating and building consensus on issues such as a trustworthy and inclusive Internet, in particular regarding respect and protection of the rights of minors, and ethics in design of autonomous systems.
Before IEEE, Konstantinos played a crucial role in successful French-German cooperation in coordinated research and scenario simulation for large-scale nuclear reactor accidents. And with the European Patent Office, his experience included establishing EPO’s patent academy, the department for delivering technical assistance for developing countries and the public policy department, serving as an envoy to multiple U.N. organizations.
Konstantinos earned a Ph.D. in energy engineering (nuclear reactor safety) and masters in mechanical engineering from the University of Stuttgart. In September 2022 he has been appointed G20 Professor and a Founding Member of the G20 Professorship Governance Committee. This Professorship is established in G20 2022 by the Indonesian Academy of Sciences (chairing the G20 – Science 20) for incubating the Science of Governance.
Dr. Kim Mallalieu is deputy chair of the Board of the Telecommunications Authority of Trinidad and Tobago (TATT) and chair of the Authority’s Board Review Committee. She is senior lecturer and leader of the Communication Systems Group in the Department of Electrical and Computer Engineering at The University of the West Indies (UWI), chair of the UWI St. Augustine Campus ICT Steering Committee, and past coordinator of UWI’s Master’s degree in Telecommunications Regulation and Policy, MRP (Telecommunications). She also lectures in Carnegie Mellon University’s Centre for Executive Education in Technology Policy.
Dr. Mallalieu is chief rapporteur and member of the Executive Steering Committee of the Universal Safeguards for Digital Public Infrastructure Initiative of OSET and UNDP; pro bono technical supervisor of the ITU, TATT and Caribbean Telecommunications Union (CTU) Smart Seas Project; and a member of the Caribbean Spectrum Management Task Force. She coordinates the Mentoring Programme for Permanent Consultative Committee I (PCC.I) of Inter‑American Telecommunication Commission (CITEL) and, as a keen advocate for gender equality for development, she is vice chair of the Advisory Board for the Network of Women (NOW) in ITU-D, and member of the Caribbean Association of National Telecommunications Organizations (CANTO) Women in ICT (WICT) Committee.
As Principal Investigator of the Caribbean ICT Research Programme (CIRP), Dr. Mallalieu is engaged in multidisciplinary action research with an emphasis on building the resilience of underserved populations. She holds a BS in Electrical Engineering from MIT and PhD in Electrical and Electronic Engineering from University College London. She is a member of Radio Emergency Associated Communication Teams (REACT); a licensed amateur radio and GMDSS short range operator; and the recipient of local, regional and international teaching and research awards, and other awards of distinction. She is the first woman to title a dog in the sport of Internationale Gebrauchshunde Prüfungsordnung (IGP) in Trinidad and Tobago.
Philip Marnick is the General Director of the Telecommunications Regulatory Authority (TRA). He was appointed early January 2022 by the Members of the Board, to assume the position, paving the way for a more effective regulatory framework by continuing the evolution of the telecom sector liberalization.
Mr. Marnick leads the TRA, including the development of consumer protection initiatives and resolving disputes. The TRA develops regulatory rules that promote competition, innovation, and investment in broadband services and facilities, as well as developing a more comprehensive and competitive framework that aligns with international best practices. Ensuring that Bahrain remains a center of innovation and that its telecommunications sector serves everyone while supporting Bahrain’s strategic objectives.
Before assuming his role at the TRA, Philip managed and directed at Ofcom in the UK, where he was the Group Director of Spectrum responsible for all aspects of UK national and international spectrum management – from strategy to delivery including awards, clearance and enforcement.
Mr. Marnick has worked in the telecommunications sector for over 30 years. He has served as a senior executive in technology, operations, and strategy. Mr. Marnick has worked in both start-ups (from inception to sale) and major corporations, in firms such as UK Broadband, O2, Orange, BT, J-Phone in Japan (now Softbank Mobile), Extreme Mobile, and SpinVox (now Nuance).
From analogue to 5G, he has engaged across every mobile generation. Throughout his carrier he has been at the forefront of industry developments – in both fixed and mobile. He has collaborated on the first deployments of mobile networks utilizing new technologies and standards, this has also included innovative products such as the first camera phone and photo messaging service, as well as mobile internet and hosted voice services.
Professor Konstantinos Masselos has been appointed as the President of the Hellenic Telecommunications & Post Commission (EETT) in February 2018 and his mandate has been renewed in February 2022.
He is Vice Chair of the Body of European Regulators for Electronic Communications (BEREC) for 2024 (Outgoing Chair) and he was BEREC Chair for 2023 and Vice Chair for 2022 (Incoming Chair) and for 2019.
He is Professor in the Department of Informatics and Telecommunications of the University of Peloponnese and he served as Rector of the above University during the period 2012-2017.
From 2005 to 2008 he was a Lecturer in the Department of Electrical and Electronic Engineering at Imperial College London. Also during the period 2010-2016 he was an Honorary Lecturer in the same Department.
From 2001-2004 he worked in the telecommunications industry.
Since 2005 he has been collaborating as an expert with various units of the European Commission. Also, he was member of the Scientific Committee of the European Cooperation in Science and Technology (COST) from 2015 to 2017.
Isabelle Mauro is Director General of the Global Satellite Operators Association (GSOA) that represents the interests of the satellite industry ecosystem. Under Isabelle’s leadership, GSOA and its member CEOs lead the effort to showcase the benefits of satellite communications for a more inclusive, sustainable and secure society – vital to bridging the world’s digital divide, achieving the UN’s Sustainable Development Goals and realizing the full potential of the 5G & 6G ecosystem.
Isabelle has 25 years’ experience in the Telecoms and Technology sector, starting at the GSMA, where she was responsible for International & External Affairs for fifteen years. In 2015 she moved to New York to join the World Economic Forum as Head of the Information, Communications and Technology (ICT) Industry, managing the portfolio of over 60 Tech companies globally and leading initiatives on inclusive and sustainable digital transformation.
Isabelle is passionate about inclusion and sustainability. She is a Commissioner of the UN Broadband Commission for Sustainable Development. Isabelle is also Member of the Advisory Board of Access Partnership and of the High-Level Advisory Board of the DigitalGoesGreen Foundation. She also sits on the Advisory Board of Women in Tech.
Isabelle holds an MSc in European Politics and Policy from the London School of Economics. She is fluent in French, English, Italian and Spanish.
Elizabeth Migwalla is Vice President International Government Affairs for Qualcomm International Incorporated (Qualcomm). She leads global spectrum strategy and policy work in Qualcomm’s participation at the International Telecommunication Union, and coordinates Qualcomm’s global multidisciplinary ITU team in pursuit of business and technology objectives for 5G/6G, both at the ITU and among regional spectrum authorities.
Elizabeth is also Qualcomm’s Government Affairs lead for Africa and Middle East, interfacing directly with key government ministries, regulatory authorities as well as regional and international regulatory forums, in order to drive the adoption of advanced broadband wireless technologies and service in the MEA region.
For the past five years Elizabeth has been the Chair of the Global Mobile Suppliers’ Association ( GSA) Spectrum Group for the ATU region.
With a distinguished career in various aspects of telecommunications engineering, operations, services and policy spanning more than 31 years, she has built a reputation as one of Africa’s leading experts on communications policy through her many accomplishments during this period.
Prior to joining Qualcomm Elizabeth served The Boeing Company as its Regional Director for Regulatory Affairs for four years; and also performed a similar role for ICO Global Communications for a period of five years.
Elizabeth holds Bachelor’s and Master’s degrees in Engineering from the University of Nairobi (Kenya), and an MBA from Bond University in Australia.
Mr. John OMO is the Secretary-General of the African Telecommunications Union (ATU), the African Union’s specialized agency for telecommunications and ICTs’ development in Africa. He has held the position since January 2019 and was re-elected for a second 4-year term at the ATU Conference of Plenipotentiaries held in Algiers, Algeria in July 2022. He leads the continental body entrusted with building consensus within African countries in the development of ICT policies, systems and services, and also in coordinating African participation in international ICT fora.
Mr. Omo has 31 years of experience as a lawyer and has contributed immensely to the development of local and international policies, legislation, agreements, and treaties in all areas of public service life but mainly in the area of ICTs.
Prior to his election as the Secretary General of the Union, he worked with the Communications Authority of Kenya, Kenya’s ICT regulator, where he provided leadership over the Authority’s legal matters and strategies. Before that, he worked in the public/civil service.
He holds a Master of Law degree in International and Commercial law from the University of Sheffield – UK, a Bachelor of Law from the University of Nairobi – Kenya, and a Diploma in Human Rights Law from the UN Human Rights Centre, Geneva, and ILO Centre Turin among other professional courses.
Mr. Omo was recently awarded the Global Merit Leader Awards 2022 by Telecom Review during Telecom Review Leaders’ Summit in Dubai, UAE.
Abdel Rahman Omran, a trailblazing figure in the field of artificial intelligence and data science, has been garnering worldwide recognition for his remarkable contributions. With a master’s degree in electrical and computer engineering, specializing in AI and data science from the esteemed University of Ottawa, he has proven himself to be a visionary and a pioneer.
Currently serving as a Consultant to the Chairman of the Board of Directors of the Electronics Factory of the Arab Organization for Industrialization, Omran plays a pivotal role in spearheading groundbreaking artificial intelligence projects. His relentless pursuit of innovation has led to the development of transformative technologies that are revolutionizing the lives of individuals with physical disabilities.
Omran’s most notable achievement came to fruition when he received the prestigious first-place honor at the Geneva International Exhibition of Inventions 2017. He astounded the world with his groundbreaking invention: an electric wheelchair controlled by brain signals. This groundbreaking technology provides unprecedented mobility and independence for quadriplegics, improving their quality of life in unimaginable ways. The international recognition bestowed upon Omran further solidifies his status as a true visionary in the field.
In recognition of his extraordinary talents and contributions, Omran was honored with the esteemed Creativity Award by the President of Egypt. This accolade exemplifies his commitment to pushing the boundaries of what is possible and his dedication to leveraging technology to bring positive change to society.
Abdel Rahman Omran continues to inspire future generations with his innovative spirit and unwavering commitment to making a difference in people’s lives.
Lizania Perez is a Telematics Engineer, graduated from the Pontificia Universidad Catolica Madre y Maestra (PUCMM) in the Dominican Republic; she is also Specialist in System Information Management, title obtained at the Technological Institute of Santo Domingo (INTEC). In addition, she made a specialty in Telecommunications Economics and Regulation at the International University Iberoamericana of Puerto Rico. She has completed two master’s degrees, the first in Management of Telecommunications and Information Technologies at the Industrial Organization School (EOI) in Madrid, Spain and the Second was a master’s degree in Cybersecurity, held at Technological Institute of Santo Domingo (INTEC).
She held various positions at the Dominican Institute of Telecommunications (INDOTEL), a body regulator of the telecommunications sector in the Dominican Republic, assuming roles as an IT professional at the Information and communication technologies Department; also held the position as Specialist Engineer in Telecommunications Regulation and Defense of the Competition Department and finally assumed as Engineer of the Cybersecurity, Commerce Electronic and Digital Signature Department. She has worked as a Cybersecurity coordinator in other private sector entities and currently holds the position of Executive Secretary in the Regional Technical of Telecommunications Commission (COMTELCA), specialized agency of the Central American Integration System (SICA).
Cynthia Reddock-Downes is Chief Executive Officer and Executive Director of the Telecommunications Authority of Trinidad and Tobago, by profession a Chartered Accountant she also has a BSc Degree in Industrial Management from the University of the West Indies and certifications in Systems Analysis and Design and Telecommunications Regulation. Cynthia has worked at the Authority since its inception in 2004 and in so doing, has facilitated the development of ICTs in Trinidad and Tobago including the development of a competitive Telecommunications and Broadcasting Industry.
Cynthia also has experience in an operating environment, having worked at the Telephone Company, the incumbent in Trinidad and Tobago for over ten years in various positions including as Project Accountant on the Capital Development Programme as well as Senior Manager with responsibility for the implementation of financial systems. Since joining the Authority, she has worked closely with the International Telecommunications Union (ITU) and the Caribbean Telecommunications Union (CTU) and since 2013 she has represented Trinidad and Tobago as the Vice Chair of the ITU Regional Group for Latin America and the Caribbean – Study Group 3, responsible for developing International Standards in the areas of Policy, Economics and Accounting. Cynthia was also member of the ITU Focus Group on Digital Financial Services (DFS) the focus group responsible for the development of international standards for DFS which are now published. In May 2022 Cynthia also commenced the Chairmanship of Working Party 4 of ITU-T Study Group 3.
Ahmed Riad has over 15 years of international experience in the ICT industry, digital transformation, and innovation. Throughout his career, he has demonstrated a strong understanding of infrastructure, digital technologies, entrepreneurship ecosystems and digital business development, operating across various regions, countries, and levels.
Ahmed has held positions at Ericsson, Nokia Siemens Networks, International Telecommunications Union, and currently at Huawei Technologies. In his current role, Ahmed leads strategic engagements and partnership strategies for Huawei’s standardization teams, collaborating with international organizations on a global level for ICT standardization and strategic industry development. He also identifies key insights of ICT industry trends and drives innovation within the organization.
Before joining Huawei, Ahmed worked at ITU HQ in Geneva, where he was instrumental in establishing the Artificial Intelligence for Good Global Summit, as well as leading the AI for Good Innovation Factory to identify and scale AI-centric solutions that contribute to the UN Sustainable Development Goals. He also managed Small and Medium Enterprises innovation programs and partnerships with numerous organizations from the Middle East and North America at ITU Telecom. Prior to his work at ITU, Ahmed delivered various projects across the MEA and Asia regions for Nokia Networks and Ericsson, mainly in the Mobile Broadband domain as a Senior Solution Architect and Senior Technical Project Manager. With excellent communication skills and a natural talent for leading teams, Ahmed has successfully navigated complex teams and cultures through major transformations in highly multicultural settings.
Ahmed holds a Master of Science degree in Telecommunications with Business from University College London, UK, and a Bachelor of Science degree in Electrical Communications and Electronics Systems Engineering from Egypt.
Federal Communications Commission Acting Chairwoman Jessica Rosenworcel believes that the future belongs to the connected. She works to promote greater opportunity, accessibility, and affordability in our communications services in order to ensure that all Americans get a fair shot at 21st century success. She believes strong communications markets can foster economic growth and security, enhance digital age opportunity, and enrich our civic life.
From fighting to protect net neutrality to ensuring access to the internet for students caught in the Homework Gap, Jessica has been a consistent champion for connecting all. She is a leader in spectrum policy, developing new ways to support wireless services from Wi-Fi to video and the internet of things. She also is responsible for developing policies to help expand the reach of broadband to schools, libraries, hospitals, and households across the country.
Named as one of POLITICO’s 50 Politicos to Watch and profiled by InStyle Magazine in a series celebrating “women who show up, speak up and get things done,”” Jessica brings over two decades of communications policy experience and public service to the FCC. Prior to joining the agency, she served as Senior Communications Counsel for the United States Senate Committee on Commerce, Science, and Transportation, under the leadership of Senator John D. Rockefeller IV and Senator Daniel Inouye. Before entering public service, Jessica practiced communications law in Washington, DC.
“
She graduated from Beijing university of posts and telecommunications in 2007 and holds a master’s degree in computer science. She has been working in the field of green and low carbon ICT for more than 10 year. Currently she is the Vice Chief Engineer of China Telecommunication Technology Labs (systems) in China Academy of Information and Communication Technology (CAICT). Her focuses include fundamental Research, prospective study and standardization work in digital sustainable development and carbon Neutrality.
She is also Vice Chair of ITU-T Study Group 5, Chair of WP3 on NetZero and Chair of the Asia Pacific Regional Group in ITU-T SG5; and leader of WG2 (Large scale renewable energy deployment and digitalization) in CEET of UN-SG, also Chair of Working Group 1 / Technical Committee 4(Power and environment for ICT) in China Communication Standardization Association (CCSA). She is also very active in IEC TC22 and IEC SyC LVDC. She developed around 20 Recommendations as a chief editor in ITU such as ITU-T L.1210, ITU-T L.1380 series Recommendation on smart energy. Moreover, she is also very active in Chinese domestic standardization activities and developed more than 20 Chinese standards including National standards, industrial standard and regional standards. She has got first prize scientific rewards from China Institute of Communications and first prize scientific reward from CCSA.
A telecommunications engineer by training, Mr. Toscano has more than thirty years’ experience in the telecommunications sector and has held management positions in both the public and private sectors as well as in regional and international organizations in this field.
His professional experience before being appointed as Managing Director & Government Affairs at Intelsat, includes the position of Director of International Government Affairs and Asset Deployment with Intelsat. the elected position of Director General of ITSO, the position of Director of External Relations with ITSO and executive appointments within the National Regulatory Authority (ICP-ANACOM) and the European Commission, top-level management responsibilities with the private telecommunications sector in Portugal, as well as teaching assignments at various universities in Portugal. He has also been actively involved in the definition, development and work of numerous regional and international regulatory entities in the telecommunications and satellite communications fields in particular the ITU, EC, CEPT, and the GSM MoU, and is especially knowledgeable and comfortable working in a multicultural environment.
Commissioner in the ITU/UNESCO Broadband Commission for Sustainable Development from 2010 to September 2017 and Vice President of the ITU BDT Smart Sustainable Development Model Initiative
Dr. P.D. Vaghela joined as Chairman, Telecom Regulatory Authority of India (TRAI) on 1st October, 2020. Prior to joining TRAI, Dr.Vaghela was Secretary, Department of Pharmaceuticals, Ministry of Chemicals & Fertilizers. Dr.Vaghela had graduated in Commerce in the year 1982. He did his M.B.A (Master of Business Administration) with specialization in Financial Management in 1984 and also obtained M.A in Development Studies (Public Policy & Management) from the Institute of Social Studies, the Hague in the Netherlands in the year 2005. He was decorated with a Doctorate in the year 2013 in Public Management and Policy by Sardar Patel University, Anand, Gujarat.
He joined Indian Administrative Service [IAS] in 1986. He has held various assignments starting from District level to State level, during which he had won a number of awards for excellence as best Collector & District Magistrate 86 District Development Officer. In his assignment as Chairman, Kandla Port (2008-2013), the port was awarded as the best port for five years of his tenure. He worked as Chief Commissioner of Sales Tax, in Gujarat, during which period he has played a major role in drafting GST law, its rules and fixing GST rates of goods and services as Convener of national level GST Law and GST Fitment Committees. He was closely involved in the GST implementation at national level as a key member of GST Implementation Committee.
As Secretary Pharmaceuticals, he has launched four ambitious schemes to transform the sector. He also worked as Convenor of Empowered Group 3 (now EG2) which handled availability of critical medical supplies like PPE, N-95, Ventilators and testing kits. Today India is exporting these items for which India was otherwise dependent on imports during pre-covid time. In May, 2018 Dr. Vaghela was honoured by Hon’ble Prime Minister of India for excellence in Public Administration while appreciating his contribution in implementation of GST in India. | |||||||
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] | null | [] | null | We are a development bank with 20 shareholder countries - in Latin America, the Caribbean, Spain and Portugal- as well as 13 private banks | en | /css/images/favicon/apple-touch-icon.png | https://www.caf.com/en/ | CAF at FITUR
CAF participated in the main international tourism fair in the Hispanic world, where in addition to having a stand, it presented its tourism strategy.
Go to CAF in FITUR
LAC at COP28
Discover everything about the Latin American and Caribbean Pavilion, which seeks to facilitate the exchange of experiences, join forces, explore opportunities for collaboration, and increase the visibility of the climate solutions of the countries in the region.
Go to LAC at COP
RED: Global challenges, regional solutions
Access our Economy and Development Report, which analyzes the challenges and opportunities for Latin America and the Caribbean in terms of action against climate change and the protection of ecosystems and biodiversity.
Go to RED
CAF Impact
Discover this initiative showcasing our contribution from the Bank to the development of Latin America and the Caribbean. In the last five years, we have supported areas such as Water and Sanitation, Roads, SMEs, and Protected Areas.
Go to CAF Impact
EU-CELAC
Investment agenda for a new strategic alliance.
Find out about all the activities and strategic themes of the CAF week in Europe, which led to the first meeting of EU-CELAC finance ministers.
Go to special coverage
Many Voices, One Region
Relive the reflections, analyses, and outlooks that CAF promoted at the event "Many Voices, One Region: Latin America and the Caribbean Working on the 2030 Agenda for Sustainable Development," held within the framework of the Bank's 10 years as a permanent observer at the UN.
Go to CAF en NY | |||||
correct_foundationPlace_00048 | FactBench | 2 | 3 | https://www.manchesterdigital.com/post/intec-business-solutions/intec-group-and-duke-royalty-financing-agreement | en | inTEC GROUP & Duke Royalty: financing agreement | [
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] | null | [] | null | inTec Business Solutions (t/a the inTEC GROUP) is delighted to announce that it has entered into a £7.7million royalty financing agreement with Duke Royalty.There is additional follow-on funding in | en | /apple-touch-icon.png | Manchester Digital | https://www.manchesterdigital.com/post/intec-business-solutions/intec-group-and-duke-royalty-financing-agreement | inTec Business Solutions (t/a the inTEC GROUP) is delighted to announce that it has entered into a £7.7million royalty financing agreement with Duke Royalty.
There is additional follow-on funding in principle agreed for further acquisitions.
Formed in 2016, inTEC is highly acquisitive and has acquired seven business to date. inTEC’s underlying businesses have a history of predictable revenue and profitability, providing IT managed services to SME businesses, focusing on both technology and telecommunications solutions.
inTEC is an end-to-end independent technology consultancy helping businesses and organisations understand and see real value from their technology systems and investments. It specialises in the design, implementation, and support of a wide range of cloud services and business applications including I.T. managed services/infrastructure support, hosted collaboration, and communication solutions.
Duke’s investment will facilitate a refinancing of the capital structure in inTEC, consolidating equity shareholding among the founding management team and introducing Duke as the senior lender to support the business’s ongoing M&A strategy.
Duke Royalty is a provider of alternative capital solutions to a diversified range of profitable and long-established businesses in Europe and abroad.
Neil Johnson, CEO of Duke Royalty, said:
“Duke Royalty is rapidly building and diversifying its cash revenue, having entered into two partnerships in the last five days. inTEC has all the qualities of an attractive royalty partner for Duke in that it is an exciting buy & build platform with a track record of growth and profitability. The underlying businesses’ predictable revenue profiles and the increasing proliferation of new technologies among SME clients, makes us confident of the Company’s short and long-term prospects. Our support of this investment reflects our strong belief in the management team’s ability to continue the success achieved to date and the attractiveness of an M&A strategy in this sector.”
Simon Howitt, Chairman of inTEC, said:
“Duke’s investment solution and the team’s appetite for supporting transformational strategies is key to our vision for what we want inTEC to become. By taking on Duke’s capital, we have simplified our balance sheet and set a firm foundation for future growth, both via M&A and organically. We are excited to continue to execute on our clearly defined plan. We are currently negotiating a number of further acquisitions and intend to double the size of the Group when we go into 2022.” | ||||
correct_foundationPlace_00048 | FactBench | 3 | 13 | https://aggie.tamu.edu/financial-aid/types-of-aid/scholarships/international-student-scholarships | en | International Student Scholarships | [
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] | null | [] | null | International Student Scholarships at Texas A&M University. | en | https://tamu.edu | In most cases, international students currently enrolled at the College Station campus who are not sponsored may be considered for university scholarships. International students may apply for university scholarships by completing the University Scholarship Application.
You must meet the specific requirements for each scholarship to be able to compete for funds. Being eligible for a scholarship does not guarantee that you will be selected to receive funding. Please note that scholarships specifically for international students do not qualify you for a non-resident tuition waiver.
See the information below for more details.
Applications
Students may apply for scholarships through the University Scholarship Application. For Summer and Fall scholarships, the application is open October 15 - February 1. The application for Spring scholarships is open September 10 - October 12. Students should complete all sections of the application by following the appropriate instructions. The essay section must be completed to be considered for most scholarships.
The International Student Financial Aid Application (ISFAA) is the application for need-based financial aid such as the International Texas Public Education Grant (ITPEG) or the Mexican Citizens with Financial Need Waiver. Most scholarship programs require a completed application to be considered for eligibility.
Scholarships
Eligibility
Undergraduate or Graduate student
Full-time enrollment - 12 hours (undergraduate) / 9 hours (graduate)
Financial need
Duration
One semester
Applications Required
University Scholarship Application
ISFAA
Deadline
For Summer/Fall Scholarships - February 1
For Spring Scholarships - October 12
At least one $3,000 scholarship is presented annually to an international student who has excelled in academics, leadership, service, and participation in extracurricular activities while at Texas A&M University. This is the highest honor bestowed on an international student.
Eligibility
Undergraduate or Graduate student
Full-time enrollment - 12 hours (undergraduate) / 9 hours (graduate)
Minimum 3.0 GPR (undergraduate) / 3.5 GPR (graduate)
Two full semesters of enrollment
Duration
Academic Year (Fall/Spring)
Application
University Scholarship Application
Deadline
February 1
Eligibility
Undergraduate or Graduate student
Minimum 3.0 GPR (undergraduate) / 3.5 GPR (graduate)
Full-time enrollment - 12 hours (undergraduate) / 9 hours (graduate
Financial need
Duration
One time, Fall semester award
Application
University Scholarship Application (including all essays)
ISFAA
Deadline
February 1
This scholarship is awarded to students who demonstrate active involvement in a variety of campus activities while attending Texas A&M University.
Eligibility
Undergraduate or Graduate student
Full-time enrollment - 12 hours (undergraduate) / 9 hours (graduate)
Duration
Academic Year (Fall/Spring)
Application
University Scholarship Application
Deadline
February 1
The Tina Watkins Scholarship was established by friends and colleagues in honor of Tina Watkins, who served as Director of International Student Services from 1979 to 1995. She devoted her life to improving relationships and meeting the needs of international students. Recipients are selected based on academic merit, financial need, and the length of time a student has been enrolled at Texas A&M University.
Eligibility
Undergraduate or Graduate student
Minimum 2.0 GPR (undergraduate) / 3.0 GPR (graduate)
Full-time enrollment- 12 hours (undergraduate) / 9 hours (graduate)
Financial Need
Duration
Academic Year (Fall/Spring)
Application
University Scholarship Application
ISFAA
Deadline
February 1
A one-time scholarship will be given each year to recognize international undergraduate students for outstanding achievement in academics and leadership at Texas A&M University.
Eligibility
Undergraduate student (minimum 30 completed Texas A&M hours)
Minimum 3.0 GPR
Full-time enrollment - 12 hours (undergraduate)
Duration
One-time, one semester award
Application
University Scholarship Application
Deadline
For Fall Scholarships - February 1
For Spring Scholarships - October 12
This State of Texas program provides tuition assistance to international students from countries in the Western Hemisphere. Recipients must still pay all applicable university fees. Applicants compete with other international students from their home countries throughout the State of Texas for a limited number of awards. Awards are based on academic merit. Final decisions are made by the Texas Higher Education Coordinating Board.
Eligibility
Undergraduate or Graduate student
Minimum 2.0 GPR (undergraduate) / 3.0 GPR (graduate)
Non-immigrant visa holder
Citizenship from any country in the Caribbean or North, Central, or South America (except the US and Cuba)
Completed one full academic semester at Texas A&M University
Duration
Up to three semesters (Fall, Spring, and Summer)
Application
University Scholarship Application
Deadline
February 1
Financial Aid
The International Texas Public Education Grant (ITPEG) is a program funded through the State of Texas to aid international students with financial need who are seeking a first bachelor's degree, graduate degree or professional degree. It is awarded based on financial need determined by the ISFAA. Funding is very limited. Not all students who are eligible will receive this funding.
Eligibility
Undergraduate, Graduate, or Professional student
Financial need (completed ISFAA required)
Application Required
ISFAA
The Mexican Citizens with Financial Need Waiver program was set by the State of Texas to allow a small number of individuals with financial need who are citizens of Mexico to enroll in a public university in Texas and pay the resident tuition rate. This waiver must applied no later than the 12th class day of a fall or spring semester.
Eligibility
Must be a citizen of Mexico and reside in Mexico
Must show financial need
Application Required
ISFAA
For more information, refer to the Texas Higher Education Coordinating Board
The Short-term Loan Program is funded by the Texas A&M University Association of Former Students, the Texas A&M University Class of 1926, University departments, as well as colleges and friends of Texas A&M University.
Short-term loan funds help students who experience temporary financial difficulty related to educational or educationally related expenses other than tuition and required fees.
For more information, refer to Short-Term Loans.
The Emergency Tuition and Fees Loan (ETFL) is available to help pay Texas A&M University tuition and required fees. This loan applies directly to your tuition and fee account when Scholarships & Financial Aid receives the signed Master Promissory Note. If you have signed a Master Promissory Note for an Emergency Tuition and Fees loan from a prior semester, you do not have to sign another promissory note.
After the loan is approved, you will receive instructions on how to sign a promissory note.
Depending upon timing, any financial aid refund may apply toward your ETFL, but this is not always the case. It is your responsibility to use any refunds issued to you to repay an outstanding ETFL and to ensure your outstanding ETFL balance is at zero by the loan due date.
For more information, refer to the Emergency Tuition & Fee Loan
The Watkins International Loan Fund was created in 1993 to assist international students who face short-term financial emergencies. The fund is named after Tina Watkins, who was the Director of ISS from 1979 to 1995. She recognized the urgent need for such a loan fund because of the special circumstances that international students experience.
The fund allows a small number of international students to be helped with short-term, repayable, no-interest loans of $1,000 or less in case of financial emergency. The number of loans that can be approved is limited by the modest size of the fund.
Graduating students have been important supporters of the fund by donating to the fund upon completion of their studies. Contributions to the Watkins International Loan Fund of any size are always welcome and are tax deductible to the extent permitted by law.
For more information, contact ISSS directly
Alternative (private) loans are administered and processed by private lending institutions to be used for educational costs.
For more information, please see the Alternative Loans page or visit ELMSelect to search for an Alternative Loan.
Other Scholarship Opportunities
The Florence Terry Griswold Scholarship is awarded annually by the Pan American Round Tables of Texas. This scholarship, named in honor of the founder of the Pan American Round Tables, assists a female student from one of the Pan American countries (other than the United States) in pursuing her studies in the state of Texas.
For more information, please refer to the Pan American Round Tables of Texas | ||||||
correct_foundationPlace_00048 | FactBench | 2 | 49 | https://www.intec.edu.do/en/notas-de-prensa/item/estudiantes-activos-pueden-postularse-a-becas-de-grado-que-ofrece-la-fundacion-brugal-2 | en | Active students can apply for scholarships offered by the Brugal Foundation | [
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] | null | The entity, which collaborates with various economic assistance programs and INTEC research, will grant 25 scholarships | en | https://www.intec.edu.do/en/notas-de-prensa/item/estudiantes-activos-pueden-postularse-a-becas-de-grado-que-ofrece-la-fundacion-brugal-2 | SANTO DOMINGO. Students of limited resources and academic excellence can apply for the Sixth Call for Scholarships for undergraduate studies awarded by the Brugal Foundation.
Until July 15 the Brugal Foundation, which supports students from Instituto Tecnológico de Santo Domingo (INTEC), will receive applications from the candidates for the 25 scholarships that will be awarded this year. The scholarships, in addition to covering the costs involved in each career, provide students with monthly transportation assistance and another for books in each academic period.
The scholarship is awarded as recognition to students who have a high academic performance and have demonstrated a leadership oriented to render a service to the country, through social work carried out in favor of the development of their communities.
Students who will enter the university for the first time, as well as active students, that is to say, who have already begun the career in one of the Dominican higher education institutions (IES) who meet the requirements described by the foundation in the bases, can apply. .
The bases of the call are published in the portal www.fundacionbrugal.org.do, and contain the requirements and form to submit.
On this occasion, eligible Eligible Degree Careers are:
Basic and environmental sciences
Biology, Environmental Sciences, Mathematics, Chemistry, Physics, Geology, Statistics and Quantitative Methods.
Humanities
Education at the intermediate level, Mention Sciences (Mathematics, Physics, Chemistry, Biology).
Engineering
Computer Programmer Analyst
Industrial design
Electric engineering
Electronic Engineering
Computer Electronics Engineering
Electronic Engineering in Communication
Industrial engineer
Mechanical Engineering
Sanitary and Environmental Engineering
Computer System Engineering
Information System Engineering
Telematics Engineering
Chemical engineering
Data Telecommunications
The Brugal Foundation has awarded a total of 259 students at different national universities for undergraduate and postgraduate studies. To date they have finished their studies 162 scholarships. | ||||||
correct_foundationPlace_00048 | FactBench | 0 | 0 | https://git.cs.uni-paderborn.de/sheid/FactExtract/-/blob/master/train.tsv%3Fref_type%3Dheads | en | Files · master · Stefan Heid | [
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correct_foundationPlace_00048 | FactBench | 2 | 32 | https://www.snstelecom.com/private5g | en | Private 5G Networks: 2024 – 2030 | https://lh3.googleusercontent.com/CLl-dfQNWHEDKYNpc3cg1sp8wTK7hb5qlUslWMPjS0RDQiUfZSXALo-S8KprGKUm7i0V_A=w16383 | https://lh3.googleusercontent.com/CLl-dfQNWHEDKYNpc3cg1sp8wTK7hb5qlUslWMPjS0RDQiUfZSXALo-S8KprGKUm7i0V_A=w16383 | [
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] | null | [] | null | Release Date: July 2024
Number of Pages: 2,480
Number of Tables and Figures: 113 | en | https://lh6.googleusercontent.com/sxLxLXvl2F8XGlky80mGcjAxeGJICBxAaJB6pYnwe1Hdl2vmqPyYdOY1hnV3xWWgn22R_eqYTh0jfb3s_v_D91s1WSfP | https://www.snstelecom.com/private5g | Table of Contents
1 Chapter 1: Introduction
1.1 Executive Summary
1.2 Topics Covered
1.3 Forecast Segmentation
1.4 Key Questions Answered
1.5 Key Findings
1.6 Summary of Private 5G Engagements
1.7 Methodology
1.8 Target Audience
2 Chapter 2: An Overview of Private 5G Networks
2.1 An Introduction to the 3GPP-Defined 5G Standard
2.1.1 What is 5G?
2.1.2 5G Service Profiles
2.1.2.1 eMBB (Enhanced Mobile Broadband)
2.1.2.2 URLLC (Ultra-Reliable, Low-Latency Communications)
2.1.2.3 mMTC/mIoT (Massive Machine-Type Communications/Internet of Things)
2.1.3 5G Advanced & the Evolution to 6G
2.1.4 The Significance of Vertical Industries in the 5G Era
2.2 Why Utilize 5G for Private Wireless Networks?
2.2.1 Performance, Mobility, Reliability & Security Characteristics
2.2.2 Ability to Address Both Wide Area & Localized Coverage Needs
2.2.3 Variety of Frequency Bands, Bandwidth Flexibility & Spectral Efficiency
2.2.4 Interworking With Public Mobile Networks & Non-3GPP Technologies
2.2.5 3GPP Support for Industrial-Grade & Mission-Critical Applications
2.2.6 Future-Proof Transition Path Towards 6G Networks
2.2.7 Thriving Ecosystem of Chipsets, Devices & Network Equipment
2.2.8 Economic Viability of Deployment & Operational Costs
2.3 Key Themes Influencing the Adoption of Private 5G Networks
2.3.1 Industry 4.0-Driven Wireless Connectivity Requirements
2.3.2 Critical Communications Broadband Evolution
2.3.3 Localized Cellular Coverage for Enterprise Transformation Initiatives
2.3.4 Neutral Hosting, Smart Cities, Community Broadband & Other Themes
2.4 Practical Aspects of Private 5G Networks
2.4.1 5G Technology Deployment Modes
2.4.1.1 NSA (Non-Standalone) 5G
2.4.1.2 SA (Standalone) 5G
2.4.2 Spectrum Options
2.4.2.1 National Spectrum for Specific Applications
2.4.2.1.1 Defense & PPDR (Public Protection & Disaster Relief)
2.4.2.1.2 Utilities & Critical Infrastructure Industries
2.4.2.1.3 Aviation, Maritime & Railway Communications
2.4.2.1.4 Other Segments
2.4.2.2 Local Area Licensed Spectrum
2.4.2.2.1 Local Area Licenses for Enterprises & Vertical Users
2.4.2.2.2 Local Leasing of Public Mobile Operator Frequencies
2.4.2.2.3 ASA (Authorized Shared Access) & Light Licensing
2.4.2.3 Unlicensed Spectrum
2.4.2.3.1 Designated License-Exempt Bands
2.4.2.3.2 Opportunistic Unlicensed Access
2.4.3 Network Size & Geographic Reach
2.4.3.1 Wide Area Private Cellular Networks
2.4.3.2 Medium-Scale Local Area Networks
2.4.3.3 On-Premise Campus Networks
2.4.4 Operational Scenarios
2.4.4.1 Isolated NPNs (Non-Public Networks)
2.4.4.2 Public Mobile Operator-Integrated NPNs
2.4.4.2.1 Dedicated Mobile Operator RAN Coverage
2.4.4.2.2 Shared RAN With On-Premise Core
2.4.4.2.3 Shared RAN & Control Plane
2.4.4.2.4 NPNs Hosted By Public Networks
2.4.4.3 Virtual Sliced Private Networks
2.4.4.4 Hybrid Public-Private Networks
2.4.4.5 Shared Core Private Networks
2.4.4.6 Secure MVNO (Mobile Virtual Network Operator) Arrangements
2.4.4.7 Other Approaches
2.4.5 Business Models
2.4.5.1 Fully Independent Private Networks
2.4.5.2 Service Provider-Managed Private Networks
2.4.5.3 Hybrid Ownership, Management & Control
2.4.5.4 Private NaaS (Network-as-a-Service)
2.4.5.5 Other Business Models
2.5 The Value Chain of Private 5G Networks
2.5.1 Semiconductor & Enabling Technology Specialists
2.5.2 Terminal OEMs (Original Equipment Manufacturers)
2.5.3 RAN, Core & Transport Infrastructure Suppliers
2.5.4 Service Providers
2.5.4.1 Critical Communications, Industrial, OT & IT System Integrators
2.5.4.2 Pure-Play Private 5G Network Operators
2.5.4.3 National Mobile Operators
2.5.4.4 MVNOs
2.5.4.5 Neutral Hosts
2.5.4.6 Towercos (Tower Companies)
2.5.4.7 Cloud & Edge Platform Providers
2.5.4.8 Fixed-Line Service Providers
2.5.4.9 Fiber Network Operators
2.5.4.10 Satellite Communications Service Providers
2.5.5 End User Organizations
2.5.6 Other Ecosystem Players
2.6 Market Drivers
2.6.1 Growing Demand for High-Bandwidth & Low-Latency Wireless Applications
2.6.2 Endorsement From the Industry 4.0 & Critical Communications Sectors
2.6.3 Limited Public Cellular Coverage in Indoor, Industrial & Remote Environments
2.6.4 Availability of Suitable Spectrum Options for Private Use
2.6.5 Guaranteed Connectivity & QoS (Quality-of-Service) Control
2.6.6 Greater Levels of Network Security & Data Privacy
2.6.7 Operators' & Vendors' Desire for New Revenue Sources
2.6.8 Government-Funded 5G Innovation Initiatives
2.7 Market Barriers
2.7.1 Cost & ROI (Return-On-Investment) Justification
2.7.2 Technical Complexities of Network Deployment & Operation
2.7.3 Integration With Existing Infrastructure & Applications
2.7.4 Limited Scale Effects Due to Lack of Spectrum Harmonization
2.7.5 Competition From Non-3GPP Technologies & Solutions
2.7.6 5G Terminal Equipment-Related Challenges
2.7.7 Skills Gap & Shortage of Proficient Engineers
2.7.8 Conservatism & Slow Pace of Change
3 Chapter 3: System Architecture & Technologies for Private 5G Networks
3.1 Architectural Components of Private 5G Networks
3.2 UE (User Equipment)
3.2.1 Smartphones & Handportable Devices
3.2.2 Industrial-Grade Routers & Gateways
3.2.3 Mobile Hotspots & Vehicular Terminals
3.2.4 Fixed Wireless CPEs (Customer Premises Equipment)
3.2.5 Tablets & Notebook PCs
3.2.6 Smart Wearables
3.2.7 Cellular IoT Modules
3.2.8 Add-On Dongles
3.3 RAN (Radio Access Network)
3.3.1 NG-RAN – 5G NR Access Network
3.3.1.1 gNBs – 5G NR Base Stations
3.3.1.2 en-gNBs – Secondary Node 5G NR Base Stations
3.3.1.3 ng-eNBs – Next-Generation LTE Base Stations
3.3.2 Architectural Components of gNB Base Stations
3.3.2.1 RUs (Radio Units)
3.3.2.2 Integrated Radio & Baseband Units
3.3.2.3 DUs (Distributed Baseband Units)
3.3.2.4 CUs (Centralized Baseband Units)
3.4 Mobile Core
3.4.1 5GC (5G Core): Core Network for Standalone 5G Implementations
3.4.1.1 Access, Mobility & Session Management
3.4.1.1.1 AMF (Access & Mobility Management Function)
3.4.1.1.2 SMF (Session Management Function)
3.4.1.1.3 UPF (User Plane Function)
3.4.1.2 Subscription & Data Management
3.4.1.2.1 AUSF (Authentication Server Function)
3.4.1.2.2 AAnF (AKMA Anchor Function)
3.4.1.2.3 UDM (Unified Data Management)
3.4.1.2.4 UDR (Unified Data Repository)
3.4.1.2.5 UDSF (Unstructured Data Storage Function)
3.4.1.2.6 UCMF (UE Radio Capability Management Function)
3.4.1.2.7 5G-EIR (5G Equipment Identity Register)
3.4.1.3 Policy & Charging
3.4.1.3.1 PCF (Policy Control Function)
3.4.1.3.2 CHF (Charging Function)
3.4.1.4 Signaling & Routing
3.4.1.4.1 SCP (Service Communication Proxy)
3.4.1.4.2 SEPP (Security Edge Protection Proxy)
3.4.1.4.3 BSF (Binding Support Function)
3.4.1.5 Network Resource Management
3.4.1.5.1 NEF (Network Exposure Function)
3.4.1.5.2 NRF (Network Repository Function)
3.4.1.5.3 NSSF (Network Slice Selection Function)
3.4.1.5.4 NSSAAF (Network Slice-Specific & SNPN Authentication-Authorization Function)
3.4.1.5.5 NSACF (Network Slice Admission Control Function)
3.4.1.6 Data Analytics & Automation
3.4.1.6.1 NWDAF (Network Data Analytics Function)
3.4.1.6.2 AnLF (Analytics Logical Function)
3.4.1.6.3 MTLF (Model Training Logical Function)
3.4.1.6.4 DCCF (Data Collection Coordination Function)
3.4.1.6.5 ADRF (Analytics Data Repository Function)
3.4.1.6.6 MFAF (Messaging Framework Adaptor Function)
3.4.1.7 Location Services
3.4.1.7.1 LMF (Location Management Function)
3.4.1.7.2 GMLC (Gateway Mobile Location Center)
3.4.1.8 Application Enablement
3.4.1.8.1 AFs (Application Functions)
3.4.1.8.2 SMSF (Short Message Service Function)
3.4.1.8.3 CBCF (Cell Broadcast Center Function)
3.4.1.8.4 5G DDNMF (5G Direct Discovery Name Management Function)
3.4.1.8.5 TSCTSF (Time-Sensitive Communication & Time Synchronization Function)
3.4.1.8.6 TSN AF (Time-Sensitive Networking Application Function)
3.4.1.8.7 EASDF (Edge Application Server Discovery Function)
3.4.1.9 Multicast-Broadcast Support
3.4.1.9.1 MB-SMF (Multicast-Broadcast SMF)
3.4.1.9.2 MB-UPF (Multicast-Broadcast UPF)
3.4.1.9.3 MBSF (Multicast-Broadcast Service Function)
3.4.1.9.4 MBSTF (Multicast-Broadcast Service Transport Function)
3.5 Transport Network
3.5.1 Fronthaul: RU-to-DU Transport
3.5.2 Midhaul: DU-to-CU Transport
3.5.3 Backhaul: RAN-to-Core Transport
3.5.4 Physical Transmission Mediums
3.5.4.1 Fiber & Wireline Transport Technologies
3.5.4.1.1 Owned, Lit & Dark Fiber
3.5.4.1.2 Ethernet & IP-Based Transport
3.5.4.1.3 WDM (Wavelength Division Multiplexing)
3.5.4.1.4 PON (Passive Optical Network)
3.5.4.1.5 OTN (Optical Transport Network)
3.5.4.1.6 DOCSIS, G.fast & Other Technologies
3.5.4.2 Microwave & mmWave (Millimeter Wave) Wireless Links
3.5.4.2.1 Traditional Bands (6 – 42 GHz)
3.5.4.2.2 V-Band (60 GHz)
3.5.4.2.3 E-Band (70/80 GHz)
3.5.4.2.4 W-Band (92 – 114.25 GHz)
3.5.4.2.5 D-Band (130 – 174.8 GHz)
3.5.4.3 Satellite Communications
3.5.4.3.1 GEO (Geostationary Earth Orbit)
3.5.4.3.2 MEO (Medium Earth Orbit)
3.5.4.3.3 LEO (Low Earth Orbit)
3.6 Services & Interconnectivity
3.6.1 End User Application Services
3.6.1.1 Generic Broadband, Messaging & IoT Services
3.6.1.2 IMS Core: VoNR (Voice Over NR) & MMTel (Multimedia Telephony)
3.6.1.3 5G MBS/5MBS (5G Multicast-Broadcast Services)
3.6.1.4 Group Communications & MCS (Mission-Critical Services)
3.6.1.5 IIoT (Industrial IoT), Cyber-Physical Control & Domain-Specific Connected Services
3.6.1.6 ProSe (Proximity-Based Services) for Direct D2D (Device-to-Device) Discovery & Communications
3.6.1.7 Vehicular, Aviation, Maritime & Railway-Related Applications
3.6.1.8 3GPP Service Frameworks for Vertical Industries
3.6.1.8.1 CAPIF (Common API Framework)
3.6.1.8.2 SEAL (Service Enabler Architecture Layer for Verticals)
3.6.1.8.3 EDGEAPP (Architecture for Enabling Edge Applications)
3.6.1.9 VAL (Vertical Application Layer) Enablers
3.6.1.9.1 V2X (Vehicle-to-Everything)
3.6.1.9.2 UAS (Uncrewed Aerial Systems)
3.6.1.9.3 5GMARCH/MSGin5G (Messaging in 5G)
3.6.1.9.4 FF (Factories of the Future)
3.6.1.9.5 PINAPP (Personal IoT Networks), XR (Extended Reality) & Others
3.6.2 Interconnectivity With 3GPP & Non-3GPP Networks
3.6.2.1 3GPP Roaming & Service Continuity
3.6.2.1.1 National & International Roaming
3.6.2.1.2 Service Continuity Outside Network Footprint
3.6.2.2 Non-3GPP Network Integration
3.6.2.2.1 N3IWF (Non-3GPP Interworking Function)
3.6.2.2.2 TNGF (Trusted Non-3GPP Gateway Function)
3.6.2.2.3 TWIF (Trusted WLAN Interworking Function)
3.6.2.2.4 NSWOF (Non-Seamless WLAN Offload Function)
3.6.2.2.5 W-AGF (Wireline Access Gateway Function)
3.6.2.2.6 IWF (Interworking Function) for LMR (Land Mobile Radio)
3.6.2.2.7 ATSSS (Access Traffic Steering, Switching & Splitting)
3.7 Key Enabling Technologies & Concepts
3.7.1 3GPP Support for NPNs (Non-Public Networks)
3.7.1.1 Types of NPNs
3.7.1.1.1 SNPNs (Standalone NPNs)
3.7.1.1.2 PNI-NPNs (Public Network-Integrated NPNs)
3.7.1.2 SNPN Identification & Selection
3.7.1.3 PNI-NPN Resource Allocation & Isolation
3.7.1.4 CAG (Closed Access Group) for Cell Access Control
3.7.1.5 Mobility, Roaming & Service Continuity
3.7.1.6 Interworking Between SNPNs & Public Networks
3.7.1.7 UE Configuration & Subscription-Related Aspects
3.7.1.8 Other 3GPP-Defined Capabilities for NPNs
3.7.2 Mobile Broadband Evolution
3.7.2.1 Massive MIMO, Beamforming & Advanced Antenna Systems
3.7.2.2 Air Interface Design & Optimizations
3.7.2.3 CA (Carrier Aggregation) & Multi-Carrier Operations
3.7.2.4 Expansion Into Higher Frequency Spectrum Bands
3.7.3 Industry 4.0 & Cellular IoT
3.7.3.1 URLLC Techniques: High-Reliability & Low-Latency Enablers
3.7.3.2 5G LAN (Local Area Network)-Type Service
3.7.3.3 Integration With IEEE 802.1 TSN (Time-Sensitive Networking) Systems
3.7.3.4 Native 3GPP Framework for TSC (Time-Sensitive Communications)
3.7.3.5 Support for IETF DetNet (Deterministic Networking)
3.7.3.6 5G NR Light: RedCap (Reduced Capability) UE Type
3.7.3.7 eMTC, NB-IoT & mMTC: Wide Area & High-Density IoT Applications
3.7.4 Critical Communications
3.7.4.1 MCX (Mission-Critical PTT, Video & Data)
3.7.4.2 QPP (QoS, Priority & Preemption)
3.7.4.3 IOPS (Isolated Operation for Public Safety)
3.7.4.4 Cell Site & Infrastructure Hardening
3.7.4.5 HPUE (High-Power User Equipment)
3.7.4.6 Other UE-Related Functional Enhancements
3.7.5 High-Precision Positioning
3.7.5.1 Assisted-GNSS (Global Navigation Satellite System)
3.7.5.2 RAN-Based Positioning Techniques
3.7.5.3 RAN-Independent Methods
3.7.6 Edge Computing
3.7.6.1 Optimizing Latency, Service Performance & Backhaul Costs
3.7.6.2 3GPP-Defined Features for Edge Computing Support
3.7.6.3 Public vs. Private Edge Computing
3.7.7 Network Slicing
3.7.7.1 Logical Partitioning of Network Resources
3.7.7.2 3GPP Functions, Identifiers & Procedures for Slicing
3.7.7.3 RAN Slicing
3.7.7.4 Mobile Core Slicing
3.7.7.5 Transport Network Slicing
3.7.7.6 UE-Based Network Slicing Features
3.7.7.7 Management & Orchestration Aspects
3.7.8 Network Sharing
3.7.8.1 Service-Specific PLMN (Public Land Mobile Network) IDs
3.7.8.2 DNN (Data Network Name)-Based Isolation
3.7.8.3 GWCN (Gateway Core Network): Core Network Sharing
3.7.8.4 MOCN (Multi-Operator Core Network): RAN & Spectrum Sharing
3.7.8.5 MORAN (Multi-Operator RAN): RAN Sharing Without Spectrum Pooling
3.7.8.6 DECOR (Dedicated Core) & eDECOR (Enhanced DECOR)
3.7.8.7 Roaming in Non-Overlapping Service Areas
3.7.8.8 Passive Sharing of Infrastructure Resources
3.7.9 E2E (End-to-End) Security
3.7.9.1 UE Authentication Framework
3.7.9.2 Subscriber Privacy
3.7.9.3 Air Interface Confidentiality & Integrity
3.7.9.4 Resilience Against Radio Jamming
3.7.9.5 RAN, Core & Transport Network Security
3.7.9.6 Security Aspects of Network Slicing
3.7.9.7 Application Domain Protection
3.7.9.8 Other Security Considerations
3.7.10 Shared & Unlicensed Spectrum
3.7.10.1 DSS (Dynamic Spectrum Sharing): LTE & 5G NR Coexistence
3.7.10.2 CBRS (Citizens Broadband Radio Service): Three-Tiered Sharing
3.7.10.3 LSA (Licensed Shared Access) & eLSA (Evolved LSA): Two-Tiered Sharing
3.7.10.4 AFC (Automated Frequency Coordination): License-Exempt Sharing
3.7.10.5 Local Area Licensing of Shared Spectrum
3.7.10.6 5G NR-U (NR in Unlicensed Spectrum)
3.7.11 Rapidly Deployable 5G Network Systems
3.7.11.1 NIB (Network-in-a-Box) Systems
3.7.11.2 Vehicular COWs (Cells-on-Wheels)
3.7.11.3 Aerial Cell Sites
3.7.11.4 Maritime Cellular Platforms
3.7.12 Direct Communications & Coverage Expansion
3.7.12.1 Sidelink for Direct Mode D2D Communications
3.7.12.2 UE-to-Network & UE-to-UE Relays
3.7.12.3 Indoor & Outdoor Small Cells
3.7.12.4 DAS (Distributed Antenna Systems)
3.7.12.5 IAB (Integrated Access & Backhaul)
3.7.12.6 Mobile IAB: VMRs (Vehicle-Mounted Relays)
3.7.12.7 NCRs (Network-Controlled Repeaters)
3.7.12.8 NTNs (Non-Terrestrial Networks)
3.7.12.9 ATG/A2G (Air-to-Ground) Connectivity
3.7.13 Cloud-Native, Software-Driven & Open Networking
3.7.13.1 Cloud-Native Technologies
3.7.13.2 Microservices & SBA (Service-Based Architecture)
3.7.13.3 Containerization of Network Functions
3.7.13.4 NFV (Network Functions Virtualization)
3.7.13.5 SDN (Software-Defined Networking)
3.7.13.6 Cloud Compute, Storage & Networking Infrastructure
3.7.13.7 APIs (Application Programming Interfaces)
3.7.13.8 Open RAN & Core Architectures
3.7.14 Network Intelligence & Automation
3.7.14.1 AI (Artificial Intelligence)
3.7.14.2 Machine & Deep Learning
3.7.14.3 Big Data & Advanced Analytics
3.7.14.4 SON (Self-Organizing Networks)
3.7.14.5 Intelligent Control, Management & Orchestration
3.7.14.6 Support for Network Intelligence & Automation in 3GPP Standards
4 Chapter 4: Key Vertical Industries & Applications
4.1 Cross-Sector & Enterprise Application Capabilities
4.1.1 Mobile Broadband
4.1.2 FWA (Fixed Wireless Access)
4.1.3 Voice & Messaging Services
4.1.4 High-Definition Video Transmission
4.1.5 Telepresence & Video Conferencing
4.1.6 Multimedia Broadcasting & Multicasting
4.1.7 IoT (Internet of Things) Networking
4.1.8 Wireless Connectivity for Wearables
4.1.9 Untethered AR/VR/MR (Augmented, Virtual & Mixed Reality)
4.1.10 Real-Time Holographic Projections
4.1.11 Tactile Internet & Haptic Feedback
4.1.12 Precise Positioning & Tracking
4.1.13 Industrial Automation
4.1.14 Remote Control of Machines
4.1.15 Connected Mobile Robotics
4.1.16 Unmanned & Autonomous Vehicles
4.1.17 BVLOS (Beyond Visual Line-of-Sight) Operation of Drones
4.1.18 Data-Driven Analytics & Insights
4.1.19 Sensor-Equipped Digital Twins
4.1.20 Predictive Maintenance of Assets
4.2 Vertical Industries & Specific Application Scenarios
4.2.1 Agriculture
4.2.1.1 Intelligent Monitoring of Crop, Soil & Weather Conditions
4.2.1.2 IoT & Advanced Analytics-Driven Yield Optimization
4.2.1.3 Sensor-Based Smart Irrigation Control Systems
4.2.1.4 Real-Time Tracking & Geofencing in Farms
4.2.1.5 Livestock & Aquaculture Health Management
4.2.1.6 Video-Based Remote Veterinary Inspections
4.2.1.7 Unmanned Autonomous Tractors & Farm Vehicles
4.2.1.8 Robots for Planting, Weeding & Harvesting
4.2.1.9 5G-Equipped Agricultural Drones
4.2.1.10 Connected Greenhouses & Vertical Farms
4.2.2 Aviation
4.2.2.1 Inflight Connectivity for Passengers & Cabin Crew
4.2.2.2 Connected Airports for Enhanced Traveler & Visitor Experience
4.2.2.3 Coordination of Ground Support Equipment, Vehicles & Personnel
4.2.2.4 ATM (Air Traffic Management) for Drones & Urban Air Mobility Vehicles
4.2.2.5 Wireless Upload of EFB (Electronic Flight Bag) & IFE (In-Flight Entertainment) Updates
4.2.2.6 Aircraft Data Offload for Operational & Maintenance Purposes
4.2.2.7 Video Surveillance of Airport Surface & Terminal Areas
4.2.2.8 5G-Enabled Remote Inspection & Repair of Aircraft
4.2.2.9 Navigation, Weather & Other IoT Sensors
4.2.2.10 Smart Baggage Handling
4.2.2.11 Asset Awareness & Tracking
4.2.2.12 Passenger Flow & Resource Management
4.2.2.13 Automation of Check-In & Boarding Procedures
4.2.2.14 Intelligent Airport Service Robots
4.2.3 Broadcasting
4.2.3.1 3GPP-Based PMSE (Program Making & Special Events)
4.2.3.2 Live AV (Audio-Visual) Media Production Using NPNs
4.2.3.3 Private 5G-Enabled Production in Remote Locations
4.2.3.4 Network Slicing for Contribution Feeds
4.2.3.5 Wire-Free Cameras & Microphones
4.2.3.6 Multicast & Broadcast Content Distribution
4.2.4 Construction
4.2.4.1 Wireless Connectivity for Construction Sites & Field Offices
4.2.4.2 Instantaneous Access to Business-Critical Applications
4.2.4.3 5G-Based Remote Control of Heavy Machinery
4.2.4.4 Autonomous Mobile Robots for Construction
4.2.4.5 IoT Sensor-Driven Maintenance of Equipment
4.2.4.6 Video Surveillance & Analytics for Site Security
4.2.4.7 Real-Time Visibility of Personnel, Assets & Materials
4.2.4.8 Aerial Surveying & Monitoring of Construction Sites
4.2.5 Education
4.2.5.1 Remote & Distance Learning Services
4.2.5.2 Mobile Access to Academic Resources
4.2.5.3 5G-Connected Smart Classrooms
4.2.5.4 Automation of Administrative Tasks
4.2.5.5 Personalized & Engaging Learning
4.2.5.6 AR/VR-Based Immersive Lessons
4.2.5.7 5G-Enabled Virtual Field Trips
4.2.5.8 Educational Telepresence Robots
4.2.6 Forestry
4.2.6.1 Wireless Connectivity for Forestry Operations & Recreation
4.2.6.2 5G-Facilitated Teleoperation of Forestry Equipment
4.2.6.3 Autonomous Harvesting & Milling Machinery
4.2.6.4 Real-Time Tracking of Equipment, Vehicles & Personnel
4.2.6.5 Cellular IoT Sensors for Biological & Environmental Monitoring
4.2.6.6 Wireless Cameras for Wildlife Observation, Conservation & Security
4.2.6.7 Early Wildfire Detection & Containment Systems
4.2.6.8 Drones for Search & Rescue Operations
4.2.7 Healthcare
4.2.7.1 5G-Connected Smart Hospitals & Healthcare Facilities
4.2.7.2 Wireless Transmission of Medical Imagery & Rich Datasets
4.2.7.3 Real-Time Monitoring of Patients in Acute & Intensive Care
4.2.7.4 Telehealth Video Consultations for Visual Assessment
4.2.7.5 Connectivity for AI-Based Healthcare Applications
4.2.7.6 AR Systems for Complex Medical Procedures
4.2.7.7 Remote-Controlled Surgery & Examination
4.2.7.8 Assisted Living & Rehabilitation Robotics
4.2.7.9 Immersive VR-Based Medical & Surgical Training
4.2.7.10 Connected Ambulances for EMS (Emergency Medical Services)
4.2.8 Manufacturing
4.2.8.1 Untethered Connectivity for Production & Process Automation
4.2.8.2 Wireless Motion Control & C2C (Control-to-Control) Communications
4.2.8.3 Cellular-Equipped Mobile Control Panels
4.2.8.4 Mobile Robots & AGVs (Automated Guided Vehicles)
4.2.8.5 Autonomous Forklifts & Warehouse Robotics
4.2.8.6 AR-Facilitated Factory Floor Operations
4.2.8.7 Machine Vision-Based Quality Inspection
4.2.8.8 Closed-Loop Process Control
4.2.8.9 Process & Environmental Monitoring
4.2.8.10 Precise Indoor Positioning for Asset Management
4.2.8.11 Remote Access & Maintenance of Equipment
4.2.9 Military
4.2.9.1 5G-Based Tactical Battlefield Communications
4.2.9.2 Smart Military Bases & Command Posts
4.2.9.3 ISR (Intelligence, Surveillance & Reconnaissance)
4.2.9.4 Command & Control of Weapon Systems
4.2.9.5 Remote Operation of Robotics & Unmanned Assets
4.2.9.6 AR HUD (Heads-Up Display) Systems
4.2.9.7 Wireless VR/MR-Based Military Training
4.2.9.8 Perimeter Security & Force Protection
4.2.10 Mining
4.2.10.1 Safety-Critical Communications in Remote Mining Environments
4.2.10.2 Wireless Control of Drilling, Excavation & Related Equipment
4.2.10.3 Automated Loading, Haulage & Train Operations
4.2.10.4 Video-Based Monitoring of Personnel & Assets
4.2.10.5 Underground Positioning & Geofencing
4.2.10.6 Smart Ventilation & Water Management
4.2.10.7 Real-Time Operational Intelligence
4.2.10.8 AR & VR for Mining Operations
4.2.11 Oil & Gas
4.2.11.1 Wireless Connectivity for Remote Exploration & Production Sites
4.2.11.2 Critical Voice & Data-Based Mobile Workforce Communications
4.2.11.3 Push-to-Video & Telepresence Conferencing for Field Operations
4.2.11.4 Cellular-Equipped Surveillance Cameras for Situational Awareness
4.2.11.5 IoT Sensor-Enabled Remote Monitoring & Automation of Processes
4.2.11.6 SCADA (Supervisory Control & Data Acquisition) Communications
4.2.11.7 Location Services for Worker Safety & Asset Tracking
4.2.11.8 AR Smart Helmets for Hands-Free Remote Assistance
4.2.11.9 Predictive Maintenance of Oil & Gas Facilities
4.2.11.10 Mobile Robots for Safety Hazard Inspections
4.2.12 Ports & Maritime Transport
4.2.12.1 Critical Communications for Port Workers
4.2.12.2 Automation of Port & Terminal Operations
4.2.12.3 5G-Connected AGVs for Container Transport
4.2.12.4 Remote-Controlled Cranes & Terminal Tractors
4.2.12.5 Video Analytics for Operational Purposes
4.2.12.6 Environmental & Condition Monitoring
4.2.12.7 Port Traffic Management & Control
4.2.12.8 AR & VR Applications for Port Digitization
4.2.12.9 Unmanned Aerial Inspections of Port Facilities
4.2.12.10 Private Cellular-Enabled Maritime Communications
4.2.12.11 Wireless Ship-to-Shore Connectivity in Nearshore Waters
4.2.12.12 5G-Facilitated Remote Steering of Unmanned Vessels
4.2.13 Public Safety
4.2.13.1 Mission-Critical PTT Voice Communications
4.2.13.2 Real-Time Video & High-Resolution Imagery
4.2.13.3 Messaging, File Transfer & Presence Services
4.2.13.4 Secure & Seamless Mobile Broadband Access
4.2.13.5 Location-Based Services & Enhanced Mapping
4.2.13.6 Multimedia CAD (Computer-Aided Dispatch)
4.2.13.7 Massive-Scale Video Surveillance & Analytics
4.2.13.8 Smart Glasses & AR Headgear for First Responders
4.2.13.9 5G-Equipped Police, Firefighting & Rescue Robots
4.2.13.10 5G MBS/5MBS in High-Density Environments
4.2.13.11 Sidelink-Based Direct Mode Communications
4.2.14 Railways
4.2.14.1 FRMCS (Future Railway Mobile Communication System)
4.2.14.2 Train-to-Ground & Train-to-Train Connectivity
4.2.14.3 Wireless Intra-Train Communications
4.2.14.4 Rail Operations-Critical Voice, Data & Video Services
4.2.14.5 ATO (Automatic Train Operation) & Traffic Management
4.2.14.6 Video Surveillance for Operational Safety & Security
4.2.14.7 Smart Maintenance of Railway Infrastructure
4.2.14.8 Intelligent Management of Logistics Facilities
4.2.14.9 Onboard Broadband Internet Access
4.2.14.10 PIS (Passenger Information Systems)
4.2.14.11 Smart Rail & Metro Station Services
4.2.15 Utilities
4.2.15.1 Multi-Service FANs (Field Area Networks)
4.2.15.2 Critical Applications for Field Workforce Communications
4.2.15.3 AMI (Advanced Metering Infrastructure)
4.2.15.4 DA (Distribution Automation) Systems
4.2.15.5 Microgrid & DER (Distributed Energy Resource) Integration
4.2.15.6 5G-Enabled VPPs (Virtual Power Plants)
4.2.15.7 Low-Latency SCADA Applications for Utilities
4.2.15.8 Teleprotection of Transmission & Distribution Grids
4.2.15.9 Video Monitoring for Critical Infrastructure Protection
4.2.15.10 Sensor-Based Detection of Water & Gas Leaks
4.2.15.11 AR Information Overlays for Repairs & Maintenance
4.2.15.12 Drone & Robot-Assisted Inspections of Utility Assets
4.2.15.13 Local Wireless Connectivity for Remote & Offshore Facilities
4.2.16 Warehousing & Other Verticals
5 Chapter 5: Spectrum Availability, Allocation & Usage
5.1 National & Local Area Licensed Spectrum
5.1.1 Low-Band (Sub-1 GHz)
5.1.1.1 200 – 400 MHz
5.1.1.2 410 & 450 MHz
5.1.1.3 600 MHz
5.1.1.4 700 MHz
5.1.1.5 800 MHz
5.1.1.6 900 MHz
5.1.2 Mid-Band (1 – 6 GHz)
5.1.2.1 1.4 GHz
5.1.2.2 1.6 GHz
5.1.2.3 1.8 GHz
5.1.2.4 1.9 GHz
5.1.2.5 2.1 GHz
5.1.2.6 2.3 GHz
5.1.2.7 2.4 GHz
5.1.2.8 2.5 GHz
5.1.2.9 2.6 GHz
5.1.2.10 3.4 GHz
5.1.2.11 3.5 GHz CBRS PAL Tier
5.1.2.12 3.7 – 3.8 GHz
5.1.2.13 3.8 – 4.2 GHz
5.1.2.14 4.6 – 4.9 GHz
5.1.2.15 Other Bands
5.1.3 High-Band mmWave (Millimeter Wave)
5.1.3.1 26 GHz
5.1.3.2 28 GHz
5.1.3.3 37 GHz
5.1.3.4 Other Bands
5.2 License-Exempt (Unlicensed) Spectrum
5.2.1 Sub-1 GHz Bands (470 – 790/800/900 MHz)
5.2.2 1.8 GHz DECT Guard Band
5.2.3 1.9 GHz sXGP Band
5.2.4 2.4 GHz (2,400 – 2,483.5 MHz)
5.2.5 3.5 GHz CBRS GAA Tier
5.2.6 5 GHz (5,150 – 5,925 MHz)
5.2.7 6 GHz (5,925 – 7,125 MHz)
5.2.8 60 GHz (57 – 71 GHz)
5.2.9 Other Bands
5.3 North America
5.3.1 United States
5.3.2 Canada
5.4 Asia Pacific
5.4.1 Australia
5.4.2 New Zealand
5.4.3 China
5.4.4 Hong Kong
5.4.5 Taiwan
5.4.6 Japan
5.4.7 South Korea
5.4.8 Singapore
5.4.9 Malaysia
5.4.10 Indonesia
5.4.11 Philippines
5.4.12 Thailand
5.4.13 Vietnam
5.4.14 Laos
5.4.15 Myanmar
5.4.16 India
5.4.17 Pakistan
5.4.18 Rest of Asia Pacific
5.5 Europe
5.5.1 United Kingdom
5.5.1.1 Great Britain
5.5.1.2 Northern Ireland
5.5.2 Republic of Ireland
5.5.3 France
5.5.4 Germany
5.5.5 Belgium
5.5.6 Netherlands
5.5.7 Switzerland
5.5.8 Austria
5.5.9 Italy
5.5.10 Spain
5.5.11 Portugal
5.5.12 Sweden
5.5.13 Norway
5.5.14 Denmark
5.5.15 Finland
5.5.16 Estonia
5.5.17 Czech Republic
5.5.18 Poland
5.5.19 Ukraine
5.5.20 Türkiye
5.5.21 Cyprus
5.5.22 Greece
5.5.23 Bulgaria
5.5.24 Romania
5.5.25 Hungary
5.5.26 Slovenia
5.5.27 Croatia
5.5.28 Russia
5.5.29 Belarus
5.5.30 Rest of Europe
5.6 Middle East & Africa
5.6.1 Saudi Arabia
5.6.2 United Arab Emirates
5.6.3 Qatar
5.6.4 Oman
5.6.5 Bahrain
5.6.6 Kuwait
5.6.7 Iraq
5.6.8 Jordan
5.6.9 Israel
5.6.10 Egypt
5.6.11 Algeria
5.6.12 Morocco
5.6.13 Tunisia
5.6.14 South Africa
5.6.15 Botswana
5.6.16 Zambia
5.6.17 Kenya
5.6.18 Ethiopia
5.6.19 Angola
5.6.20 Republic of the Congo
5.6.21 Gabon
5.6.22 Nigeria
5.6.23 Uganda
5.6.24 Ghana
5.6.25 Senegal
5.6.26 Rest of the Middle East & Africa
5.7 Latin & Central America
5.7.1 Brazil
5.7.2 Mexico
5.7.3 Argentina
5.7.4 Colombia
5.7.5 Chile
5.7.6 Peru
5.7.7 Ecuador
5.7.8 Bolivia
5.7.9 Dominican Republic
5.7.10 Bardados
5.7.11 Trinidad & Tobago
5.7.12 Suriname
5.7.13 Rest of Latin & Central America
6 Chapter 6: Standardization, Regulatory & Collaborative Initiatives
6.1 3GPP (Third Generation Partnership Project)
6.1.1 Release 15: 5G eMBB Capabilities, Introduction of Network Slicing & New Operating Bands
6.1.2 Release 16: 3GPP Support for NPNs, 5G URLLC, TSN, NR-U & Vertical Application Enablers
6.1.3 Release 17: NPN Enhancements, Edge Computing, TSC, Expansion of IIoT Features, RedCap & NTN Connectivity
6.1.4 Release 18: 5G Advanced, Further NPN Refinements, DetNet, Intelligent Automation, Spectrum Flexibility & XR Services
6.1.5 Releases 19, 20, 21 & Beyond: Succession From 5G Advanced to the 6G Evolution
6.2 450 MHz Alliance
6.2.1 Promoting 3GPP Technologies in the 380 – 470 MHz Frequency Range
6.3 5G-ACIA (5G Alliance for Connected Industries and Automation)
6.3.1 Maximizing the Applicability of 5G Technology in the Industrial Domain
6.4 5GAIA (5G Applications Industry Array)
6.4.1 Advancing the Development of China's 5G Applications Industry
6.5 5G Campus Network Alliance
6.5.1 Supporting the Market Development of 5G Campus Networks in Germany
6.6 5GDNA (5G Deterministic Networking Alliance)
6.6.1 Industry Collaboration & Promotion of 5GDN (5G Deterministic Networking)
6.7 5GFF (5G Future Forum)
6.7.1 Accelerating the Delivery of 5G MEC (Multi-Access Edge Computing) Solutions
6.8 5G Forum (South Korea)
6.8.1 Expanding Convergence Between 5G Technology & Vertical Industries
6.9 5G Health Association
6.9.1 Interfacing 5G-Based Connectivity & Healthcare Applications
6.10 5G-MAG (5G Media Action Group)
6.10.1 5G-Based NPNs in Media Production
6.11 5GMF (Fifth Generation Mobile Communication Promotion Forum, Japan)
6.11.1 Initiatives Related to Local 5G Networks in Japan
6.12 5GSA (5G Slicing Association)
6.12.1 Addressing Vertical Industry Requirements for 5G Network Slicing
6.13 6G-IA (6G Smart Networks and Services Industry Association)
6.13.1 Private 5G-Related Projects & Activities
6.14 AGURRE (Association of Major Users of Operational Radio Networks, France)
6.14.1 Spectrum Access, Regulatory Framework & Industrial Ecosystem for Private Mobile Networks
6.15 APCO (Association of Public-Safety Communications Officials) International
6.15.1 Public Safety 5G-Related Advocacy Efforts
6.16 ATIS (Alliance for Telecommunications Industry Solutions)
6.16.1 Deployment & Operational Requirements of 5G-Based NPNs
6.16.2 Shared HNI & IBN Administration for CBRS Spectrum
6.16.3 Other Private 5G-Related Initiatives
6.17 BTG (Dutch Association of Large-Scale ICT & Telecommunications Users)
6.17.1 KMBG (Dutch Critical Mobile Broadband Users) Expert Group
6.18 B-TrunC (Broadband Trunking Communication) Industry Alliance
6.18.1 B-TrunC Standard for 3GPP-Based Critical Communications
6.19 CAMET (China Association of Metros)
6.19.1 Adoption of 3GPP Networks for Urban Rail Transit Systems
6.20 CEPT (European Conference of Postal and Telecommunications Administrations)
6.20.1 Common Spectrum Policies for Local 5G, PPDR Broadband & FRMCS
6.21 DSA (Dynamic Spectrum Alliance)
6.21.1 Promoting Unlicensed & Dynamic Access to Spectrum
6.22 Electricity Canada (Canadian Electricity Association)
6.22.1 PVNO & Dedicated Spectrum for Smart Grid Communications
6.23 ENTELEC (Energy Telecommunications and Electrical Association)
6.23.1 Policy Advocacy & Other Private 5G-Related Activities
6.24 EPRI (Electric Power Research Institute)
6.24.1 Research & Guidelines in Support of 3GPP-Based Utility Communications
6.25 ERA (European Union Agency for Railways)
6.25.1 Evolution of Railway Radio Communication Project
6.26 ETSI (European Telecommunications Standards Institute)
6.26.1 Technical Specifications for FRMCS, PPDR Broadband, MCX & TETRA-3GPP Interworking
6.26.2 Other Work Relevant to Private 5G Networks
6.27 EU-Rail (Europe’s Rail Joint Undertaking)
6.27.1 FRMCS-Related Research & Innovation Activities
6.28 EUTC (European Utilities Telecom Council)
6.28.1 Addressing 5G-Related Requirements for European Utilities
6.29 EUWENA (European Users of Enterprise Wireless Networks Association)
6.29.1 Catalyzing the Wider Adoption of 3GPP-Based Private Networks
6.30 EWA (Enterprise Wireless Alliance)
6.30.1 Supporting the Private Wireless Industry in the United States
6.31 free5GC
6.31.1 Open-Source 5GC Software
6.32 GSA (Global Mobile Suppliers Association)
6.32.1 Advocacy for Private Mobile Networks
6.33 GSMA (GSM Association)
6.33.1 Guidelines for 5G Private & Dedicated Networks
6.34 GUTMA (Global UTM Association)
6.34.1 ACJA (Aerial Connectivity Joint Activity) Initiative
6.35 ITU (International Telecommunication Union)
6.35.1 International & Regional Harmonization of 5G Spectrum
6.35.2 Defining the Role of IMT-2020 to Support Vertical Applications
6.36 JOTS (Joint Operators Technical Specification) Forum
6.36.1 NHIB (Neutral Host In-Building) Specification
6.37 JRC (Joint Radio Company)
6.37.1 Supporting 5G-Based Smart Grid Initiatives
6.38 KRRI (Korea Railroad Research Institute)
6.38.1 Functional Testing & Certification of 3GPP-Based Railway Communications Systems
6.39 LF (Linux Foundation)
6.39.1 Magma Mobile Core Software Platform
6.39.2 LF Networking's 5G Super Blueprint
6.39.3 LF Edge's Akraino Private 5G ICN (Integrated Cloud-Native) Blueprint
6.39.4 Other Projects Relevant to Private 5G Networks
6.40 MFA (Alliance for Private Networks)
6.40.1 Uni5G Technology Blueprints for Private 5G Networks
6.40.2 Network Identifier Program Supporting Private & Neutral Host Networks
6.41 MSSA (Mobile Satellite Services Association)
6.41.1 Advancing the Global Direct-to-Device NTN Ecosystem
6.42 NGA (Next G Alliance)
6.42.1 Building the Foundation for North American Leadership in 6G
6.43 NGMN (Next-Generation Mobile Networks) Alliance
6.43.1 Work Related to Private 5G & Network Slicing
6.44 NSC (National Spectrum Consortium)
6.44.1 Enhancing Spectrum Superiority & 5G Capabilities for Federal Users
6.45 OCP (Open Compute Project) Foundation
6.45.1 Initiatives Aimed at Open Designs for Telco Hardware
6.46 one6G Association
6.46.1 Driving 6G Innovation & Development Across Vertical Industries
6.47 ONF (Open Networking Foundation)
6.47.1 Aether Private 5G Connected Edge Platform
6.47.2 SD-RAN, SD-Core, OMEC & Other Relevant Projects
6.48 OnGo Alliance
6.48.1 Promoting 5G OnGo Wireless Network Technology
6.48.2 Technical Specifications & Guidelines for 5G NR-Based CBRS Networks
6.48.3 Product Certification Program Supporting Multi-Vendor Interoperability
6.49 OPC Foundation
6.49.1 OPC UA (Unified Architecture) Over 5G for Industry 4.0 Applications
6.50 Open RAN Policy Coalition
6.50.1 Promoting Policies to Drive the Adoption of Open RAN
6.51 Open5GCore
6.51.1 Vendor-Independent 5GC Implementation
6.52 Open5GS & NextEPC
6.52.1 Open-Source 5GC & EPC Software
6.53 OpenInfra (Open Infrastructure) Foundation
6.53.1 StarlingX Software Stack for Ultra-Low Latency Edge Applications
6.53.2 OpenStack Cloud Software & Other Projects
6.54 O-RAN Alliance
6.54.1 O-RAN Architecture Specifications
6.54.2 O-RAN SC (Software Community)
6.54.3 Testing & Integration Support
6.55 OSA (OpenAirInterface Software Alliance)
6.55.1 OAI (OpenAirInterface) 5G RAN, Core & MOSAIC5G Projects
6.56 PIA (PSBN Innovation Alliance)
6.56.1 PSBN (Public Safety Broadband Network) Governance in Canada's Ontario Province
6.57 PMeV (German Professional Mobile Radio Association)
6.57.1 Professional Broadband & 5G Campus Network-Related Activities
6.58 PSBTA (Public Safety Broadband Technology Association)
6.58.1 Public Safety 5G-Related Activities
6.59 PSCE (Public Safety Communication Europe)
6.59.1 Public Safety Broadband-Related Standardization Activities
6.59.2 BroadX Projects: Pan-European Interoperable Mobile Broadband System for Public Safety
6.60 Safe-Net Forum
6.60.1 Technical & Policy Guidance for 3GPP-Based Critical Communications Networks
6.61 SCF (Small Cell Forum)
6.61.1 Reference Blueprints for Private 5G Networks
6.61.2 Neutral Hosting, Edge Computing & Other Relevant Work
6.62 Seamless Air Alliance
6.62.1 Leading Global Standards for Inflight Connectivity
6.63 SimpleRAN
6.63.1 Ensuring Interoperability & Transparency in the vRAN Ecosystem
6.64 srsRAN Project
6.64.1 Open-Source 5G Software Suite
6.65 TCA (Trusted Connectivity Alliance)
6.65.1 5G SIM/eSIM Recommendations for Private Networks
6.66 TCCA (The Critical Communications Association)
6.66.1 CCBG (Critical Communications Broadband Group)
6.66.2 BIG (Broadband Industry Group)
6.66.3 SCADA, Smart Grid & IoT Group
6.66.4 Future Technologies Group
6.67 techUK
6.67.1 SPF (Spectrum Policy Forum)
6.68 TIA (Telecommunications Industry Association)
6.68.1 Defining Requirements for LMR-3GPP Interworking & Critical Broadband Capabilities
6.69 TIP (Telecom Infra Project)
6.69.1 5G Private Networks Solution Group
6.69.2 Neutral Host NaaS Solution Group
6.69.3 OpenRAN & Open Core Network Groups
6.69.4 Other Relevant Product & Solution Groups
6.70 TTA (Telecommunications Technology Association, South Korea)
6.70.1 Standardization Efforts for 3GPP-Based Public Safety, Railway & Maritime Communications
6.71 U.S. NIST (National Institute of Standards and Technology)
6.71.1 Public Safety Broadband & 5G-Related R&D Initiatives
6.72 U.S. NPSTC (National Public Safety Telecommunications Council)
6.72.1 Leadership for LMR-3GPP Interworking & Public Safety Broadband Communications
6.73 U.S. NTIA (National Telecommunications and Information Administration)
6.73.1 Wireless Innovation & Supply Chain Security
6.74 UBBA (Utility Broadband Alliance)
6.74.1 Championing the Advancement of Private Broadband Networks for Utilities
6.75 UIC (International Union of Railways)
6.75.1 FRMCS Program for the Replacement of GSM-R Networks
6.76 UK5G Innovation Network
6.76.1 Promoting Private 5G Adoption Projects, Testbeds & Trials
6.77 UNIFE (The European Rail Supply Industry Association)
6.77.1 UNITEL Committee: Development & Implementation of FRMCS
6.78 UTC (Utilities Technology Council)
6.78.1 Private 5G-Related Advocacy, Technology Development & Policy Efforts
6.79 UTCAL (Utilities Telecom & Technology Council América Latina)
6.79.1 Promoting Private 5G Networks for Latin American Utilities
6.80 VDMA (German Mechanical and Plant Engineering Association)
6.80.1 Guidelines for 5G in Mechanical & Plant Engineering
6.81 WBA (Wireless Broadband Alliance)
6.81.1 5G & Wi-Fi Convergence in Private 5G Networks
6.81.2 OpenRoaming for Private 5G
6.82 WhiteSpace Alliance
6.82.1 Promoting the Use of 3GPP, IEEE & IETF Standards for TVWS Spectrum
6.83 WInnForum (Wireless Innovation Forum)
6.83.1 CBRS Standards for the Implementation of FCC Rulemaking
6.83.2 6 GHz Unlicensed Sharing & Other Committees
6.84 XGP (eXtended Global Platform) Forum
6.84.1 Development & Promotion of the sXGP Unlicensed Service
6.85 Others
6.85.1 Vendor-Led Private 5G Alliances
6.85.2 National Government Agencies & Regulators
6.85.3 Regional & Country-Specific Associations
6.85.4 Global Industry Initiatives & Organizations
7 Chapter 7: Case Studies of Private 5G Networks
7.1 ABP (Associated British Ports): Shared Access License-Enabled Private 5G Network for Port of Southampton
7.1.1 Operational Model
7.1.2 Spectrum Type
7.1.3 Integrators & Suppliers
7.1.4 Deployment Summary
7.2 Adif AV (Alta Velocidad): Private 5G Infrastructure for Wireless Access in Strategic Logistics Terminals
7.2.1 Operational Model
7.2.2 Spectrum Type
7.2.3 Integrators & Suppliers
7.2.4 Deployment Summary
7.3 Agnico Eagle Mines: Streamlining Mining Operations With Industrial-Grade Private 5G Networks
7.3.1 Operational Model
7.3.2 Spectrum Type
7.3.3 Integrators & Suppliers
7.3.4 Deployment Summary
7.4 Airbus: Multi-Campus Private Cellular Network for Aircraft Manufacturing Facilities Across Europe
7.4.1 Operational Model
7.4.2 Spectrum Type
7.4.3 Integrators & Suppliers
7.4.4 Deployment Summary
7.5 ANA (All Nippon Airways): Local 5G-Powered Digital Transformation of Aviation Training
7.5.1 Operational Model
7.5.2 Spectrum Type
7.5.3 Integrators & Suppliers
7.5.4 Deployment Summary
7.6 ArcelorMittal: 5G Steel Project for Industrial Digitization & Automation
7.6.1 Operational Model
7.6.2 Spectrum Type
7.6.3 Integrators & Suppliers
7.6.4 Deployment Summary
7.7 ASE Group: 28 GHz mmWave 5G Network for Semiconductor Manufacturing
7.7.1 Operational Model
7.7.2 Spectrum Type
7.7.3 Integrators & Suppliers
7.7.4 Deployment Summary
7.8 ASN (Alcatel Submarine Networks): Private 5G Networks for Calais & Greenwich Production Sites
7.8.1 Operational Model
7.8.2 Spectrum Type
7.8.3 Integrators & Suppliers
7.8.4 Deployment Summary
7.9 BAM Nuttall: Accelerating Innovation at Construction Sites With Private 5G Networks
7.9.1 Operational Model
7.9.2 Spectrum Type
7.9.3 Integrators & Suppliers
7.9.4 Deployment Summary
7.10 Barcelona Port Authority: Standalone Private 5G Network for 500 Tenant Companies
7.10.1 Operational Model
7.10.2 Spectrum Type
7.10.3 Integrators & Suppliers
7.10.4 Deployment Summary
7.11 BASF: 5G Campus Networks for Real-Time Wireless Connectivity in Chemical Production Sites
7.11.1 Operational Model
7.11.2 Spectrum Type
7.11.3 Integrators & Suppliers
7.11.4 Deployment Summary
7.12 BBC (British Broadcasting Corporation): Portable 5G-Based NPN Solution for News Contribution
7.12.1 Operational Model
7.12.2 Spectrum Type
7.12.3 Integrators & Suppliers
7.12.4 Deployment Summary
7.13 BHP: Transitioning From Private LTE to Standalone 5G Networks for Advanced Digitization & Automation
7.13.1 Operational Model
7.13.2 Spectrum Type
7.13.3 Integrators & Suppliers
7.13.4 Deployment Summary
7.14 BlackRock: On-Premise Private 5G Network Installation for New York Global Headquarters
7.14.1 Operational Model
7.14.2 Spectrum Type
7.14.3 Integrators & Suppliers
7.14.4 Deployment Summary
7.15 BMW Group: Private 5G Networks for Autonomous Intralogistics in Production Plants
7.15.1 Operational Model
7.15.2 Spectrum Type
7.15.3 Integrators & Suppliers
7.15.4 Deployment Summary
7.16 Boston Children's Hospital: Scalable Hybrid Public-Private 5G Network for Connected Healthcare
7.16.1 Operational Model
7.16.2 Spectrum Type
7.16.3 Integrators & Suppliers
7.16.4 Deployment Summary
7.17 BT Media & Broadcast: Private 5G Networks for Live Sports Content Production
7.17.1 Operational Model
7.17.2 Spectrum Type
7.17.3 Integrators & Suppliers
7.17.4 Deployment Summary
7.18 Cal Poly (California Polytechnic State University): Converged Public-Private 5G Network
7.18.1 Operational Model
7.18.2 Spectrum Type
7.18.3 Integrators & Suppliers
7.18.4 Deployment Summary
7.19 China National Coal Group: Multi-Band 700 MHz & 2.6 GHz Private 5G Network for Dahaize Coal Mine
7.19.1 Operational Model
7.19.2 Spectrum Type
7.19.3 Integrators & Suppliers
7.19.4 Deployment Summary
7.20 CJ Logistics: Bolstering Fulfillment Center Productivity Using Private 5G Network
7.20.1 Operational Model
7.20.2 Spectrum Type
7.20.3 Integrators & Suppliers
7.20.4 Deployment Summary
7.21 Cleveland Clinic: Private 5G Network for Mentor Hospital
7.21.1 Operational Model
7.21.2 Spectrum Type
7.21.3 Integrators & Suppliers
7.21.4 Deployment Summary
7.22 Cologne Bonn Airport: Revolutionizing Internal Operations With Private 5G Campus Network
7.22.1 Operational Model
7.22.2 Spectrum Type
7.22.3 Integrators & Suppliers
7.22.4 Deployment Summary
7.23 COMAC (Commercial Aircraft Corporation of China): 5G-Connected Intelligent Aircraft Manufacturing Factories
7.23.1 Operational Model
7.23.2 Spectrum Type
7.23.3 Integrators & Suppliers
7.23.4 Deployment Summary
7.24 CSG (China Southern Power Grid): Harnessing Private Cellular Systems & 5G Network Slicing for Smart Grid Operations
7.24.1 Operational Model
7.24.2 Spectrum Type
7.24.3 Integrators & Suppliers
7.24.4 Deployment Summary
7.25 DB (Deutsche Bahn): Digitizing & Automating Rail Operations With 5G-Based FRMCS
7.25.1 Operational Model
7.25.2 Spectrum Type
7.25.3 Integrators & Suppliers
7.25.4 Deployment Summary
7.26 Delta Electronics: Private 5G Networks for Manufacturing Facilities in Taiwan & Thailand
7.26.1 Operational Model
7.26.2 Spectrum Type
7.26.3 Integrators & Suppliers
7.26.4 Deployment Summary
7.27 District of Ban Chang: 26 GHz mmWave Private 5G Network for Smart City Services
7.27.1 Operational Model
7.27.2 Spectrum Type
7.27.3 Integrators & Suppliers
7.27.4 Deployment Summary
7.28 Dongyi Group Coal Gasification Company: Hybrid Public-Private Network for Xinyan Coal Mine
7.28.1 Operational Model
7.28.2 Spectrum Type
7.28.3 Integrators & Suppliers
7.28.4 Deployment Summary
7.29 EHIME CATV: Gigabit-Grade FWA Service Using 28 GHz Local 5G Network
7.29.1 Operational Model
7.29.2 Spectrum Type
7.29.3 Integrators & Suppliers
7.29.4 Deployment Summary
7.30 Estonian Ministry of Defense: Private 5G Network for CR14 (Cyber Range 14)
7.30.1 Operational Model
7.30.2 Spectrum Type
7.30.3 Integrators & Suppliers
7.30.4 Deployment Summary
7.31 EUROGATE: 5G Campus Networks for the Digitization of Port Logistics
7.31.1 Operational Model
7.31.2 Spectrum Type
7.31.3 Integrators & Suppliers
7.31.4 Deployment Summary
7.32 EWG (East-West Gate) Intermodal Terminal: Private 5G Network for Smart Railway Logistics
7.32.1 Operational Model
7.32.2 Spectrum Type
7.32.3 Integrators & Suppliers
7.32.4 Deployment Summary
7.33 Ferrovial: Standalone Private 5G Network for Silvertown Tunnel Project
7.33.1 Operational Model
7.33.2 Spectrum Type
7.33.3 Integrators & Suppliers
7.33.4 Deployment Summary
7.34 Fiskarheden: Local 3.7 GHz License-Based Private 5G Network for Transtrand Sawmill
7.34.1 Operational Model
7.34.2 Spectrum Type
7.34.3 Integrators & Suppliers
7.34.4 Deployment Summary
7.35 Frankfurt University Hospital: Dedicated 5G Network for Secure Medical Messaging & Remote Diagnostics
7.35.1 Operational Model
7.35.2 Spectrum Type
7.35.3 Integrators & Suppliers
7.35.4 Deployment Summary
7.36 Fraport: Private 5G Campus Network for Future-Oriented Operations at Frankfurt Airport
7.36.1 Operational Model
7.36.2 Spectrum Type
7.36.3 Integrators & Suppliers
7.36.4 Deployment Summary
7.37 Fujitsu: Japan's First 5G Network Installation Based on 28 GHz Local 5G Spectrum
7.37.1 Operational Model
7.37.2 Spectrum Type
7.37.3 Integrators & Suppliers
7.37.4 Deployment Summary
7.38 Gerdau: Private 5G Network for Ouro Branco Steel Production Plant
7.38.1 Operational Model
7.38.2 Spectrum Type
7.38.3 Integrators & Suppliers
7.38.4 Deployment Summary
7.39 Gogo Business Aviation: 5G A2G Wireless Network for Inflight Connectivity
7.39.1 Operational Model
7.39.2 Spectrum Type
7.39.3 Integrators & Suppliers
7.39.4 Deployment Summary
7.40 Guangzhou Metro: 5G + Smart Metro Project for Urban Rail Transit
7.40.1 Operational Model
7.40.2 Spectrum Type
7.40.3 Integrators & Suppliers
7.40.4 Deployment Summary
7.41 Hanshin Electric Railway: Capitalizing on Local 5G for Safer & Efficient Railway Operations
7.41.1 Operational Model
7.41.2 Spectrum Type
7.41.3 Integrators & Suppliers
7.41.4 Deployment Summary
7.42 Helios Park Hospital: Enhancing Medical System Efficiency With Standalone 5G Campus Network
7.42.1 Operational Model
7.42.2 Spectrum Type
7.42.3 Integrators & Suppliers
7.42.4 Deployment Summary
7.43 Hip Hing Engineering: Dedicated 5G Network for Kai Tak Sports Park
7.43.1 Operational Model
7.43.2 Spectrum Type
7.43.3 Integrators & Suppliers
7.43.4 Deployment Summary
7.44 Hiroshima Gas: Local 5G-Powered Safety Operations at Hatsukaichi LNG Terminal
7.44.1 Operational Model
7.44.2 Spectrum Type
7.44.3 Integrators & Suppliers
7.44.4 Deployment Summary
7.45 HKIA (Hong Kong International Airport): 28 GHz Public-Private 5G Infrastructure Project
7.45.1 Operational Model
7.45.2 Spectrum Type
7.45.3 Integrators & Suppliers
7.45.4 Deployment Summary
7.46 Hoban Construction: 4.7 GHz Private 5G Network for Apartment Complex Worksite
7.46.1 Operational Model
7.46.2 Spectrum Type
7.46.3 Integrators & Suppliers
7.46.4 Deployment Summary
7.47 Hsinchu City Fire Department: Satellite-Backhauled Private 5G Network for PPDR Communications
7.47.1 Operational Model
7.47.2 Spectrum Type
7.47.3 Integrators & Suppliers
7.47.4 Deployment Summary
7.48 Hutchison Ports: Driving the Digitization & Automation of Ports Through Private 5G Networks
7.48.1 Operational Model
7.48.2 Spectrum Type
7.48.3 Integrators & Suppliers
7.48.4 Deployment Summary
7.49 Inventec Corporation: Standalone Private 5G Network for Taoyuan Guishan Plant
7.49.1 Operational Model
7.49.2 Spectrum Type
7.49.3 Integrators & Suppliers
7.49.4 Deployment Summary
7.50 IRFU (Irish Rugby Football Union): Enabling Fast In-Play Data Analysis With Private 5G Network
7.50.1 Operational Model
7.50.2 Spectrum Type
7.50.3 Integrators & Suppliers
7.50.4 Deployment Summary
7.51 Jacto: Private 5G Network for Paulópolis Agricultural Machinery Manufacturing Plant
7.51.1 Operational Model
7.51.2 Spectrum Type
7.51.3 Integrators & Suppliers
7.51.4 Deployment Summary
7.52 JBG SMITH Properties: National Landing Private 5G Infrastructure Platform
7.52.1 Operational Model
7.52.2 Spectrum Type
7.52.3 Integrators & Suppliers
7.52.4 Deployment Summary
7.53 JD Logistics: Migrating AGV Communications From Wi-Fi to Private 5G Networks
7.53.1 Operational Model
7.53.2 Spectrum Type
7.53.3 Integrators & Suppliers
7.53.4 Deployment Summary
7.54 John Deere: Employing Private 5G Networks to Unshackle Industrial Facilities From Cables
7.54.1 Operational Model
7.54.2 Spectrum Type
7.54.3 Integrators & Suppliers
7.54.4 Deployment Summary
7.55 Kansai Electric Power: Enhancing Power Station & Wind Farm Maintenance Using Local 5G Networks
7.55.1 Operational Model
7.55.2 Spectrum Type
7.55.3 Integrators & Suppliers
7.55.4 Deployment Summary
7.56 Kaohsiung City Police Department: Sliced Private 5G Network for Smart Patrol Cars
7.56.1 Operational Model
7.56.2 Spectrum Type
7.56.3 Integrators & Suppliers
7.56.4 Deployment Summary
7.57 Kawasaki Heavy Industries: Connecting Smart Factory Robotics With Local 5G Technology
7.57.1 Operational Model
7.57.2 Spectrum Type
7.57.3 Integrators & Suppliers
7.57.4 Deployment Summary
7.58 KEPCO (Korea Electric Power Corporation): Private 5G Networks for Substation Management
7.58.1 Operational Model
7.58.2 Spectrum Type
7.58.3 Integrators & Suppliers
7.58.4 Deployment Summary
7.59 Kumagai Gumi: Unleashing the Potential of Unmanned Construction Using Local 5G Networks
7.59.1 Operational Model
7.59.2 Spectrum Type
7.59.3 Integrators & Suppliers
7.59.4 Deployment Summary
7.60 Latvian Ministry of Defense: Camp Ādaži 5G Testbed for Defense Innovations
7.60.1 Operational Model
7.60.2 Spectrum Type
7.60.3 Integrators & Suppliers
7.60.4 Deployment Summary
7.61 Lishui Municipal Emergency Management: 5G-Enabled Natural Disaster Management System
7.61.1 Operational Model
7.61.2 Spectrum Type
7.61.3 Integrators & Suppliers
7.61.4 Deployment Summary
7.62 Liverpool 5G Create Project: Standalone Private 5G Network for Digital Health, Education & Social Care
7.62.1 Operational Model
7.62.2 Spectrum Type
7.62.3 Integrators & Suppliers
7.62.4 Deployment Summary
7.63 Lufthansa Technik: Industrial-Grade 5G Campus Network for Hamburg Engine Shops
7.63.1 Operational Model
7.63.2 Spectrum Type
7.63.3 Integrators & Suppliers
7.63.4 Deployment Summary
7.64 Mercedes-Benz Group: World's First 5G Campus Network for Automotive Production
7.64.1 Operational Model
7.64.2 Spectrum Type
7.64.3 Integrators & Suppliers
7.64.4 Deployment Summary
7.65 Midea Group: 5G-Connected Factories for Washing Machine Manufacturing
7.65.1 Operational Model
7.65.2 Spectrum Type
7.65.3 Integrators & Suppliers
7.65.4 Deployment Summary
7.66 Mitsubishi Electric: Local 5G-Based Industrial Wireless System for Factory Automation
7.66.1 Operational Model
7.66.2 Spectrum Type
7.66.3 Integrators & Suppliers
7.66.4 Deployment Summary
7.67 Narita International Airport: Local 5G Network for Self-Driving Shuttle Buses & Critical Communications
7.67.1 Operational Model
7.67.2 Spectrum Type
7.67.3 Integrators & Suppliers
7.67.4 Deployment Summary
7.68 Navantia: Digital Transformation of Shipyard Operations Using Dedicated 5G Infrastructure & Edge Computing
7.68.1 Operational Model
7.68.2 Spectrum Type
7.68.3 Integrators & Suppliers
7.68.4 Deployment Summary
7.69 NEC Corporation: Improving Production Efficiency With Local 5G-Connected Autonomous Transport System
7.69.1 Operational Model
7.69.2 Spectrum Type
7.69.3 Integrators & Suppliers
7.69.4 Deployment Summary
7.70 NLMK Group: Digitizing Steel Production & Mining Operations With Private Wireless Networks
7.70.1 Operational Model
7.70.2 Spectrum Type
7.70.3 Integrators & Suppliers
7.70.4 Deployment Summary
7.71 Norwegian Armed Forces: Defense-Specific Network Slices & Tactical Private 5G Systems
7.71.1 Operational Model
7.71.2 Spectrum Type
7.71.3 Integrators & Suppliers
7.71.4 Deployment Summary
7.72 PCK Raffinerie: Accelerating Oil Refinery Digitization With 5G Campus Network
7.72.1 Operational Model
7.72.2 Spectrum Type
7.72.3 Integrators & Suppliers
7.72.4 Deployment Summary
7.73 Port of Tyne: Advancing Smart Port Transformation With Private 5G Network
7.73.1 Operational Model
7.73.2 Spectrum Type
7.73.3 Integrators & Suppliers
7.73.4 Deployment Summary
7.74 POSCO: Leveraging Private 5G to Link Autonomous Locomotives & Railway Control Systems
7.74.1 Operational Model
7.74.2 Spectrum Type
7.74.3 Integrators & Suppliers
7.74.4 Deployment Summary
7.75 PSA International: Private 5G Networks for Container Terminal Operations
7.75.1 Operational Model
7.75.2 Spectrum Type
7.75.3 Integrators & Suppliers
7.75.4 Deployment Summary
7.76 Ricoh: Embracing Digital Innovation in Production Operations With Local 5G Networks
7.76.1 Operational Model
7.76.2 Spectrum Type
7.76.3 Integrators & Suppliers
7.76.4 Deployment Summary
7.77 Robert Bosch: Automating & Digitizing Manufacturing Facilities With Private 5G Networks
7.77.1 Operational Model
7.77.2 Spectrum Type
7.77.3 Integrators & Suppliers
7.77.4 Deployment Summary
7.78 ROKN (Republic of Korea Navy): Secure Private 5G Network for Second Fleet Operations
7.78.1 Operational Model
7.78.2 Spectrum Type
7.78.3 Integrators & Suppliers
7.78.4 Deployment Summary
7.79 Ryder Cup Golf Competition: Integrated Private 5G/Wi-Fi Network for Fans & Staff
7.79.1 Operational Model
7.79.2 Spectrum Type
7.79.3 Integrators & Suppliers
7.79.4 Deployment Summary
7.80 São Martinho: Pioneering Smart Agribusiness Innovations With Private 5G Networks
7.80.1 Operational Model
7.80.2 Spectrum Type
7.80.3 Integrators & Suppliers
7.80.4 Deployment Summary
7.81 SCA (Svenska Cellulosa Aktiebolaget): Local 5G Connectivity for Timber Terminals & Paper Mills
7.81.1 Operational Model
7.81.2 Spectrum Type
7.81.3 Integrators & Suppliers
7.81.4 Deployment Summary
7.82 SGCC (State Grid Corporation of China): Sliced Public-Private 5G & 5.8 GHz Private NR-U Networks
7.82.1 Operational Model
7.82.2 Spectrum Type
7.82.3 Integrators & Suppliers
7.82.4 Deployment Summary
7.83 Siemens: Independently Developed Private 5G Infrastructure for Industry 4.0 Applications
7.83.1 Operational Model
7.83.2 Spectrum Type
7.83.3 Integrators & Suppliers
7.83.4 Deployment Summary
7.84 Sinopec (China Petroleum & Chemical Corporation): 5G + Smart Petrochemical Project
7.84.1 Operational Model
7.84.2 Spectrum Type
7.84.3 Integrators & Suppliers
7.84.4 Deployment Summary
7.85 SMC (Samsung Medical Center): On-Premise Private 5G Network for Medical Education
7.85.1 Operational Model
7.85.2 Spectrum Type
7.85.3 Integrators & Suppliers
7.85.4 Deployment Summary
7.86 Snam: Hybrid 5G MPN (Mobile Private Network) for 23 Plants
7.86.1 Operational Model
7.86.2 Spectrum Type
7.86.3 Integrators & Suppliers
7.86.4 Deployment Summary
7.87 SNCF (French National Railways): Enabling Rail Innovations With 5G Technology
7.87.1 Operational Model
7.87.2 Spectrum Type
7.87.3 Integrators & Suppliers
7.87.4 Deployment Summary
7.88 Swedish Armed Forces: Tactical 5G Bubbles for Secure Military Communications
7.88.1 Operational Model
7.88.2 Spectrum Type
7.88.3 Integrators & Suppliers
7.88.4 Deployment Summary
7.89 TBN (Trinity Broadcasting Network): Private 5G Network for Broadcast Studio
7.89.1 Operational Model
7.89.2 Spectrum Type
7.89.3 Integrators & Suppliers
7.89.4 Deployment Summary
7.90 Tianjin Port Group: On-Premise 5G Infrastructure for Intelligent & Automated Port Operations
7.90.1 Operational Model
7.90.2 Spectrum Type
7.90.3 Integrators & Suppliers
7.90.4 Deployment Summary
7.91 Tokyo Metropolitan University: L5G (Local 5G) Project in Support of "Future Tokyo" Strategy
7.91.1 Operational Model
7.91.2 Spectrum Type
7.91.3 Integrators & Suppliers
7.91.4 Deployment Summary
7.92 U.S. DOD (Department of Defense): Expanding 5G-Enabled Communications & Warfighting Capabilities
7.92.1 Operational Model
7.92.2 Spectrum Type
7.92.3 Integrators & Suppliers
7.92.4 Deployment Summary
7.93 UKD (University Hospital of Düsseldorf): Improving Patient Care & Saving Lives With 5G Campus Network
7.93.1 Operational Model
7.93.2 Spectrum Type
7.93.3 Integrators & Suppliers
7.93.4 Deployment Summary
7.94 Ushino Nakayama: Transforming Kagoshima Wagyu Beef Production With Local 5G Connectivity
7.94.1 Operational Model
7.94.2 Spectrum Type
7.94.3 Integrators & Suppliers
7.94.4 Deployment Summary
7.95 VA Palo Alto Health Care System: Campus-Wide Private 5G Network for Clinical Care Applications
7.95.1 Operational Model
7.95.2 Spectrum Type
7.95.3 Integrators & Suppliers
7.95.4 Deployment Summary
7.96 Volkswagen Group: Private 5G for Smart Manufacturing & Intelligent Vehicle Development
7.96.1 Operational Model
7.96.2 Spectrum Type
7.96.3 Integrators & Suppliers
7.96.4 Deployment Summary
7.97 VPA (Virginia Port Authority): Private 5G Connectivity for Semi-Automated Container Terminals
7.97.1 Operational Model
7.97.2 Spectrum Type
7.97.3 Integrators & Suppliers
7.97.4 Deployment Summary
7.98 West China Second University Hospital (Sichuan University): Enabling Smart Healthcare With Private 5G Network
7.98.1 Operational Model
7.98.2 Spectrum Type
7.98.3 Integrators & Suppliers
7.98.4 Deployment Summary
7.99 WISCO (Wuhan Iron & Steel Corporation): Dual-Layer 2.1 GHz & 3.5 GHz Private 5G Network for Steel Plant
7.99.1 Operational Model
7.99.2 Spectrum Type
7.99.3 Integrators & Suppliers
7.99.4 Deployment Summary
7.100 X Shore: Empowering Electric Boat Manufacturing With Private 5G Network
7.100.1 Operational Model
7.100.2 Spectrum Type
7.100.3 Integrators & Suppliers
7.100.4 Deployment Summary
8 Chapter 8: Key Ecosystem Players
8.1 10T Tech
8.2 1NCE
8.3 1oT
8.4 2TEST (Alkor-Communication)
8.5 3D-P (Epiroc)
8.6 450connect
8.7 4K Solutions
8.8 4RF
8.9 6Harmonics/6WiLInk
8.10 6WIND
8.11 7P (Seven Principles)
8.12 A Beep/Diga-Talk+
8.13 A1 Telekom Austria Group
8.14 A10 Networks
8.15 A5G Networks
8.16 AAEON Technology (ASUS – ASUSTeK Computer)
8.17 Aarna Networks
8.18 ABB
8.19 ABEL Mobilfunk
8.20 ABiT Corporation
8.21 ABS
8.22 Abside Networks
8.23 Accedian
8.24 AccelerComm
8.25 Accelink Technologies
8.26 Accelleran
8.27 Accenture
8.28 Access Spectrum
8.29 Accton Technology Corporation
8.30 Accuver (InnoWireless)
8.31 ACE Technologies
8.32 AceTel (Ace Solutions)
8.33 Achronix Semiconductor Corporation
8.34 ACOME
8.35 Actelis Networks
8.36 Action Technologies (Shenzhen Action Technologies)
8.37 Actiontec Electronics
8.38 Active911
8.39 Actus Networks
8.40 Adax
8.41 Adcor Magnet Systems
8.42 ADI (Analog Devices, Inc.)
8.43 ADLINK Technology
8.44 ADRF (Advanced RF Technologies)
8.45 ADT
8.46 Adtran
8.47 Advanced Energy Industries
8.48 AdvanceTec Industries
8.49 Advantech
8.50 Advantech Wireless Technologies (Baylin Technologies)
8.51 Aegex Technologies
8.52 Aerial Applications
8.53 Aeris
8.54 Aerostar International
8.55 Aethertek
8.56 Affarii Technologies
8.57 Affirmed Networks (Microsoft Corporation)
8.58 AFL Global
8.59 AFRY
8.60 Agile (Agile Interoperable Solutions)
8.61 AGIS (Advanced Ground Information Systems)
8.62 AGM Mobile
8.63 AH NET (MVM NET)
8.64 AI-LINK
8.65 AINA Wireless
8.66 Airbus/SLC (Secure Land Communications)
8.67 Airfide Networks
8.68 Airgain
8.69 AirHop Communications
8.70 Airlinq
8.71 Airspan Networks
8.72 Airtower Networks
8.73 Airwavz Solutions
8.74 AIS (Advanced Info Service)
8.75 AiVader
8.76 Akamai Technologies
8.77 Akoustis Technologies
8.78 Alaxala Networks Corporation (Fortinet)
8.79 ALBEDO Telecom
8.80 albis-elcon (UET – United Electronic Technology)
8.81 Alcadis
8.82 Alea (Leonardo)
8.83 Alef (Alef Edge)
8.84 Alepo
8.85 Alibaba Group
8.86 Aliniant
8.87 Allbesmart
8.88 Allen Vanguard Wireless
8.89 Allerio
8.90 Allied Telesis
8.91 Allot
8.92 Alpha Networks
8.93 Alpha Wireless
8.94 Alsatis Réseaux
8.95 Alstom
8.96 Altaeros
8.97 Altair Semiconductor (Sony Semiconductor Israel)
8.98 ALTÁN Redes
8.99 Altice Group
8.100 ALVIS (Argentina)
8.101 AM Telecom
8.102 Amantya Technologies
8.103 Amarisoft
8.104 Amazon/AWS (Amazon Web Services)
8.105 Ambra Solutions-ECOTEL
8.106 AMD (Advanced Micro Devices)
8.107 Amdocs
8.108 América Móvil
8.109 American Tower Corporation
8.110 AMI (American Megatrends International)
8.111 AMIT Wireless
8.112 Ampere Computing
8.113 Amphenol Corporation
8.114 Ampleon
8.115 Amtele Communication
8.116 Andesat
8.117 ANDRO Computational Solutions
8.118 Anktion (Fujian) Technology
8.119 Anokiwave
8.120 Anritsu
8.121 ANS – Advanced Network Services (Charge Enterprises)
8.122 Antenna Company
8.123 Anterix
8.124 Antevia Networks
8.125 Antna Antenna Technology
8.126 Aorotech
8.127 Apple
8.128 APRESIA Systems
8.129 APSTAR (APT Satellite Company)
8.130 APT (Asia Pacific Telecom)
8.131 aql
8.132 Aquila (Suzhou Aquila Solutions)
8.133 Aqura Technologies (Telstra Purple)
8.134 Arabsat
8.135 Arcadyan Technology Corporation (Compal Electronics)
8.136 Archos
8.137 Arctic Semiconductor (Formerly SiTune Corporation)
8.138 Arete M
8.139 Argela
8.140 ArgoNET
8.141 Aria Networks
8.142 Arista Networks
8.143 Arkessa (Wireless Logic Group)
8.144 Arm
8.145 Armour Communications
8.146 Arqit Quantum
8.147 ArrayComm (Chengdu ArrayComm Wireless Technologies)
8.148 Arrcus
8.149 Artemis Networks
8.150 Artiza Networks
8.151 Aruba (HPE – Hewlett Packard Enterprise)
8.152 Arukona
8.153 Asavie
8.154 ASELSAN
8.155 AsiaInfo Technologies
8.156 AsiaSat (Asia Satellite Telecommunications Company)
8.157 Askey Computer Corporation (ASUS – ASUSTeK Computer)
8.158 ASOCS
8.159 Aspire Technology (NEC Corporation)
8.160 ASR Microelectronics
8.161 AST SpaceMobile
8.162 ASTELLA (Astella Technologies)
8.163 ASTRI (Hong Kong Applied Science and Technology Research Institute)
8.164 ASUS (ASUSTeK Computer)
8.165 Asylon
8.166 AT&T
8.167 Ataya
8.168 ATDI
8.169 ATEL (Asiatelco Technologies)
8.170 Atel Antennas
8.171 Atesio
8.172 Athonet (HPE – Hewlett Packard Enterprise)
8.173 ATL – A Test Lab (Eurofins E&E – Electrical and Electronics)
8.174 Atlas Telecom
8.175 AtlasEdge (Liberty Global/DigitalBridge Group)
8.176 ATN International
8.177 Atos
8.178 Atrinet
8.179 Attabotics
8.180 AttoCore
8.181 Auden Techno
8.182 Auray Technology (Auden Techno)
8.183 Avanti Communications
8.184 Avari Wireless
8.185 AVI
8.186 Aviat Networks
8.187 Avidyne Corporation
8.188 AVIWEST (Haivision)
8.189 AVM
8.190 AW2S – Advanced Wireless Solutions and Services (SERMA Group)
8.191 AWTG
8.192 AXESS Networks (HISPASAT)
8.193 Axians (VINCI Energies)
8.194 Axiata Group
8.195 Axione
8.196 Axis Communications
8.197 Axon
8.198 Axtel
8.199 Axxcelera Broadband Wireless (Axxcss Wireless Solutions)
8.200 Axxcss Wireless Solutions
8.201 Azcom Technology
8.202 Azetti Networks
8.203 B+B SmartWorx (Advantech)
8.204 BAE Systems
8.205 Baicells
8.206 Ball Aerospace
8.207 Ballast Networks
8.208 BandRich
8.209 BandwidthX
8.210 Barrett Communications (Motorola Solutions)
8.211 BATS Wireless (Broadband Antenna Tracking Systems)
8.212 BAYFU (Bayerische Funknetz)
8.213 Baylin Technologies
8.214 BBB (BB Backbone Corporation)
8.215 BBK Electronics
8.216 BCDVideo
8.217 Beam Semiconductor
8.218 Beamlink
8.219 BearCom
8.220 BEC Technologies (Billion Electric)
8.221 becon
8.222 Beeper Communications
8.223 Beijer Electronics Group
8.224 Belden
8.225 BelFone
8.226 Bell Canada
8.227 Bellantenna
8.228 Benetel
8.229 BesoVideo
8.230 Betacom
8.231 Bharti Airtel
8.232 BHE (Bonn Hungary Electronics)
8.233 BICS (Proximus)
8.234 BinnenBereik (NOVEC)
8.235 Bird Technologies
8.236 BISDN (Berlin Institute for Software Defined Networks)
8.237 Bittium
8.238 BK Technologies
8.239 Black & Veatch
8.240 Black Box
8.241 BlackBerry
8.242 Blackned
8.243 BLiNQ Networks (CCI – Communication Components Inc.)
8.244 Blu Wireless
8.245 Blue Arcus Technologies
8.246 Blue Wireless
8.247 Bluebird
8.248 Blueforce Development Corporation
8.249 BLUnet Schweiz (Axpo WZ-Systems)
8.250 Boeing/Aurora Flight Sciences
8.251 Boelink (Shanghai Boelink Communication Technology)
8.252 Boingo Wireless (DigitalBridge Group)
8.253 Boldyn Networks (Formerly BAI Communications)
8.254 Bombardier
8.255 Booz Allen Hamilton
8.256 Boston Dynamics
8.257 Bouygues Telecom
8.258 Boxchip
8.259 Branch Communications
8.260 BravoCom
8.261 Bredengen
8.262 Broadcom
8.263 BroadForward
8.264 Broadmobi – Shanghai Broadmobi Communication Technology (Wutong Group)
8.265 Broadpeak
8.266 Broadtech
8.267 BSNL (Bharat Sanchar Nigam Limited)
8.268 BT Group
8.269 BTI Wireless
8.270 BubbleRAN
8.271 Bullitt Mobile
8.272 Bumicom Telecommunicatie
8.273 Bureau Veritas/7Layers
8.274 BVSystems (Berkeley Varitronics Systems)
8.275 BWT (BlueWaveTel)
8.276 BYD
8.277 B-Yond
8.278 C Spire
8.279 C Squared Systems
8.280 C3Spectra
8.281 CableFree (Wireless Excellence)
8.282 CableLabs
8.283 CACI International/LGS Innovations
8.284 Cadence Design Systems
8.285 CalAmp
8.286 CalChip Connect
8.287 Caliber Public Safety
8.288 Calix
8.289 Calnex Solutions
8.290 Caltta Technologies
8.291 Cambium Networks
8.292 Cambridge Consultants (Capgemini Invent)
8.293 CampusGenius
8.294 Canoga Perkins
8.295 Canonical
8.296 Capgemini Engineering
8.297 CapX Nederland
8.298 Carbyne
8.299 Casa Systems (Axyom & NetComm Portfolio)
8.300 CASIC (China Aerospace Science and Industry Corporation)
8.301 Casio Computer Company
8.302 Castor Marine
8.303 Catalyst Communications Technologies
8.304 Cavli Wireless
8.305 CBNG (Cambridge Broadband Networks Group)
8.306 CCI (Communication Components Inc.)
8.307 CCN (Cirrus Core Networks)
8.308 CCww (Communications Consultants Worldwide)
8.309 Cegeka
8.310 CeLa Link Corporation
8.311 Celfinet (Cyient)
8.312 CellAntenna Corporation
8.313 Cellcomm Solutions
8.314 Cellient
8.315 Celling 5G
8.316 CellMax Technologies (Rosenberger)
8.317 Cellnex Telecom
8.318 Cellwize (Qualcomm)
8.319 cellXica
8.320 cellXion
8.321 Celona
8.322 CelPlan Technologies
8.323 Centerline Communications
8.324 CENTRA Technology
8.325 CentralSquare Technologies
8.326 Ceragon Networks
8.327 Cerillion
8.328 CertusNet
8.329 CETC (China Electronics Technology Group Corporation)
8.330 CETIN Group
8.331 CEVA
8.332 CGI
8.333 Challenge Networks (Vocus)
8.334 Charter Communications
8.335 Cheerzing (Xiamen Cheerzing IoT Technology)
8.336 Chelton
8.337 Chemring Technology Solutions
8.338 Chengdu NTS
8.339 China All Access
8.340 China Mobile
8.341 China Satcom (China Satellite Communications)
8.342 China Telecom
8.343 China Unicom
8.344 Chunghwa Telecom
8.345 Cibicom
8.346 CICT – China Information and Communication Technology Group (China Xinke Group)
8.347 Ciena Corporation
8.348 CIG (Cambridge Industries Group)
8.349 CIO (Connected IO)
8.350 Cirpack
8.351 Cisco Systems
8.352 Citymesh (Cegeka/DIGI Communications)
8.353 CitySwitch
8.354 CKH IOD (CK Hutchison)
8.355 Clavister
8.356 Clever Logic
8.357 CloudMinds
8.358 CMIoT (China Mobile IoT)
8.359 Cobham
8.360 COCUS
8.361 Codan Communications
8.362 Codium Networks
8.363 Cogisys
8.364 Cognizant
8.365 Cohere Technologies
8.366 Coherent (Formerly II-VI)
8.367 Coherent Logix
8.368 Coiler Corporation
8.369 Collinear Networks (EOS – Electro Optic Systems)
8.370 Collins Aerospace (RTX Corporation)
8.371 Colt Technology Services
8.372 Com4 (Wireless Logic Group)
8.373 Comander (ANDRA)
8.374 Comarch
8.375 Comba Telecom
8.376 Combain Mobile
8.377 Comcast Corporation
8.378 Comcores
8.379 Comfone
8.380 COMLAB
8.381 CommAgility (E-Space)
8.382 CommandWear Systems
8.383 Commnet Wireless (ATN International)
8.384 Comms365
8.385 CommScope
8.386 Compal Electronics
8.387 Comprod
8.388 Comptek Technologies (Aero Wireless Group)
8.389 Comrod Communication Group
8.390 COMSovereign
8.391 Comtech Telecommunications Corporation
8.392 Comtest Wireless
8.393 Comtrend Corporation
8.394 Comviva (Tech Mahindra)
8.395 CONET Technologies
8.396 CONEXIO Corporation
8.397 CONGIV (ROBUR Industry Service Group)
8.398 Connect Tech
8.399 Connect44 Group
8.400 Connectivity Wireless Solutions (M/C Partners)
8.401 Consort Digital
8.402 Contela
8.403 Coolpad
8.404 CopaSAT
8.405 coreNOC
8.406 Cornerstone (CTIL)
8.407 Cornet Technology
8.408 Corning
8.409 Cortina Access
8.410 Cosemi Technologies
8.411 COSMOTE (OTE Group)
8.412 Council Rock
8.413 Coweaver
8.414 Cox Communications
8.415 Cradlepoint (Ericsson)
8.416 Creanord
8.417 CrisisGo
8.418 CROSSCALL
8.419 Crown Castle International Corporation
8.420 CRSC (China Railway Signal & Communication Corporation)/CASCO Signal
8.421 CS Corporation
8.422 CSG Systems International
8.423 CTG (Celestia Technologies Group)
8.424 CTL
8.425 CTS (Communication Technology Services)
8.426 CTS Corporation
8.427 Cubic Corporation
8.428 Cubic Telecom
8.429 Cumucore
8.430 Custom MMIC
8.431 CybertelBridge
8.432 Cyient
8.433 Cyrus Technology
8.434 D2 Technologies
8.435 DAEL Group
8.436 Daeyoun System Company
8.437 Dahua Technology
8.438 Dali Wireless
8.439 DAMM Cellular Systems
8.440 DATACOM
8.441 DataSoft
8.442 DBcom
8.443 dbSpectra
8.444 DeepSig
8.445 Dejero Labs
8.446 DEKRA
8.447 Dell Technologies
8.448 Delta Electronics
8.449 DENGYO (Nihon Dengyo Kosaku)
8.450 Dense Air (SIP – Sidewalk Infrastructure Partners)
8.451 Deutsche Funkturm
8.452 DGS (Digital Global Systems)
8.453 Dialogic
8.454 Diamond Communications
8.455 Digi International
8.456 Digicert
8.457 Digis Squared
8.458 Digita (DigitalBridge Group)
8.459 Digital Ally
8.460 Digital Enhancement
8.461 DigitalBridge Group
8.462 DigitalRoute
8.463 Digitata
8.464 DigitGate (Nanjing DigitGate Communication Technology)
8.465 Dimetor
8.466 DISH Network Corporation
8.467 DKK (Denki Kogyo)
8.468 D-Link Corporation
8.469 DMI
8.470 Doodle Labs
8.471 Doogee
8.472 Doosan Corporation
8.473 DragonWave-X (COMSovereign)
8.474 Drakontas
8.475 DriveNets
8.476 Drone Aviation (COMSovereign)
8.477 DroneSense
8.478 Druid Software
8.479 DSBJ (Suzhou Dongshan Precision Manufacturing)
8.480 DT (Deutsche Telekom)
8.481 DTAC (Total Access Communication)
8.482 du (EITC – Emirates Integrated Telecommunications Company)
8.483 Duons
8.484 Durabook (Twinhead International Corporation)
8.485 Duubee
8.486 DZS
8.487 Eahison Communication
8.488 EANTC
8.489 Eastcom (Eastern Communications)
8.490 Easycom (Shenzhen Easycom Electronics)
8.491 E-Band Communications (Axxcss Wireless Solutions)
8.492 e-BO Enterprises
8.493 ECE (European Communications Engineering)
8.494 EchoStar Corporation
8.495 Ecom Instruments (Pepperl+Fuchs)
8.496 Ecrio
8.497 Edgecore Networks (Accton Technology Corporation)
8.498 EdgeQ
8.499 Edgybees
8.500 edotco Group (Axiata Group)
8.501 EDX Wireless
8.502 Effnet
8.503 Eigencomm
8.504 eino
8.505 EION Wireless
8.506 Eir (Eircom)
8.507 Ekinops
8.508 Elbit Systems
8.509 Elefante Group
8.510 Element Materials Technology
8.511 E-Lins Technology
8.512 Elisa
8.513 Elisa Polystar
8.514 Elistair
8.515 Elsight
8.516 Elta Systems (IAI – Israel Aerospace Industries)
8.517 Eltex
8.518 ELUON Corporation
8.519 ELVA-1
8.520 Emblasoft
8.521 Embraer
8.522 Embratel
8.523 Emerson
8.524 EMnify
8.525 EMS (Electronic Media Services)
8.526 Encore Networks
8.527 Endress+Hauser
8.528 Enea
8.529 ENENSYS Technologies
8.530 Energizer Mobile (Avenir Telecom)
8.531 EnerSys
8.532 Entel (United Kingdom)
8.533 Entropia
8.534 Entropy Solution
8.535 Eoptolink Technology
8.536 Epiroc
8.537 Equiendo
8.538 Eravant (SAGE Millimeter)
8.539 Ericsson
8.540 Errigal
8.541 ErvoCom
8.542 Eseye
8.543 Esharah Etisalat Security Solutions
8.544 E-Space
8.545 Estalky (K-Mobile Technology)
8.546 ETELM
8.547 eTera (Sinotech R&D Group)
8.548 Ethernity Networks
8.549 Etherstack
8.550 Etisalat Group (e&)
8.551 ETRI (Electronics & Telecommunications Research Institute, South Korea)
8.552 Etteplan
8.553 EUCAST
8.554 Eurofins E&E (Electrical and Electronics)
8.555 Eurotech
8.556 Eutelsat Group
8.557 Eventide Communications
8.558 Evolve Cellular
8.559 Exacom
8.560 Exaware
8.561 Excelerate Technology
8.562 EXFO
8.563 Exium
8.564 Expandium
8.565 Expeto
8.566 Extenet (DigitalBridge Group)
8.567 Extreme Networks
8.568 EY (Ernst & Young)
8.569 Eyecom Telecommunications Group
8.570 EZcon Network
8.571 F2G (Far-Together) Solutions
8.572 F5
8.573 Fairspectrum
8.574 Fairwaves
8.575 Faraday Technology Corporation
8.576 Fastback Networks (COMSovereign)
8.577 FCNT (Fujitsu Connected Technologies)-JEMS (Japan EM Solutions)
8.578 Federal Engineering
8.579 Federated Wireless
8.580 Fenix Group (Nokia)
8.581 Festo
8.582 FET (Far EasTone Telecommunications)
8.583 FIBERSTAMP
8.584 Fibocom
8.585 Fibrolan
8.586 Filtronic
8.587 Fingu (Wuhan Fingu Electronic Technology)
8.588 Fiplex Communications (Honeywell International)
8.589 Firecell
8.590 Fivecomm
8.591 Flash Networks
8.592 Flash Private Mobile Networks
8.593 Flectory
8.594 Fleet Complete
8.595 Flex
8.596 Flex Logix Technologies
8.597 Flightcell International
8.598 FLIR Systems
8.599 floLIVE
8.600 Flymotion
8.601 FMBE (FMB Engineering)
8.602 Forsk
8.603 Fortinet
8.604 Fortress Solutions
8.605 Four-Faith Communication Technology
8.606 Foxconn (Hon Hai Technology Group)
8.607 Franklin Wireless
8.608 Fraunhofer FOKUS (Institute for Open Communication Systems)
8.609 Fraunhofer HHI (Heinrich Hertz Institute)
8.610 Fraunhofer IIS (Institute for Integrated Circuits)
8.611 Fraunhofer IPT (Institute for Production Technology)
8.612 FreedomFi
8.613 Freeeway
8.614 Frequentis
8.615 Freshwave Group (DigitalBridge Group)
8.616 Frog Cellsat
8.617 FRTek
8.618 FSG (Field Solutions Group)
8.619 FTS – Formula Telecom Solutions (Magic Software Group)
8.620 Fujikura
8.621 Fujitsu
8.622 Funk-Electronic Piciorgros
8.623 Funkwerk
8.624 Furukawa Electric
8.625 Furuno Electric
8.626 Future Technologies Venture
8.627 G REIGNS (HTC Corporation)
8.628 G+D (Giesecke+Devrient)
8.629 G3 Global
8.630 Galtronics (Baylin Technologies)
8.631 Gamma Nu
8.632 Gapwaves
8.633 Garderos
8.634 Gazprom Space Systems
8.635 GCT Semiconductor
8.636 GD (General Devices)
8.637 GE (General Electric)
8.638 Gemtek Technology
8.639 General Dynamics
8.640 Genesis Group
8.641 GENEViSiO (QNAP Systems)
8.642 Genew Technologies
8.643 Genmix Technology
8.644 Geotab
8.645 GeoTraq
8.646 Getac Technology Corporation
8.647 Gewei (Wuhan Gewei Electronic Technology)
8.648 GF (GlobalFoundries)
8.649 GIGABYTE Technology
8.650 Gigalane
8.651 GIGALIGHT
8.652 Gigamon
8.653 GigaTera Communications (KMW)
8.654 GigSky
8.655 Gilat Satellite Networks
8.656 GL Communications
8.657 Global Telecom
8.658 Globalgig
8.659 Globalstar
8.660 Globe Telecom
8.661 Gogo Business Aviation
8.662 Goodman Telecom Services
8.663 Goodmill Systems
8.664 Google (Alphabet)
8.665 Goosetown Communications
8.666 Gore (W. L. Gore & Associates)
8.667 GosuncnWelink Technology (Gosuncn Group)
8.668 Granite Telecommunications
8.669 Grape One (Sumitomo Corporation)
8.670 Green Communications
8.671 Green Packet
8.672 Greenet (Netherlands)
8.673 GreenPalm (Hangzhou GreenPalm Technology)
8.674 GrenTech
8.675 GridGears
8.676 Groundhog Technologies
8.677 GroupTalk
8.678 GS Lab (Great Software Laboratory)
8.679 GSI (GS Instech)/GST (GS Teletech)
8.680 Guavus (Thales)
8.681 Guerrilla RF
8.682 GXC (Formerly GenXComm)
8.683 HAAS Alert
8.684 Haier
8.685 Haivision
8.686 Halys
8.687 Hancom MDS
8.688 Handheld Group
8.689 Handsfree Group
8.690 Hansen Technologies
8.691 Hanswell
8.692 Hanwha Techwin
8.693 HAPSMobile
8.694 Harbor Max
8.695 HARMAN DTS (Digital Transformation Solutions)
8.696 HARTING
8.697 Harvilon (Shenzhen Harvilon Technology)
8.698 Hawk Networks (Althea)
8.699 Haystax Technology (Fishtech Group/Cyderes)
8.700 HBFEC (Hebei Far East Communication System Engineering)
8.701 HCL Technologies
8.702 Helios (Fujian Helios Technologies)
8.703 Hengxin (Jiangsu Hengxin Technology)
8.704 Henkel
8.705 Herystorm (Guangzhou Herystorm Technology)
8.706 Hexagon
8.707 Hexagon Communication (Suzhou Hexagon Communication Technologies)
8.708 HFCL
8.709 HFR Networks
8.710 HG Genuine (HGTECH – Huagong Technology)
8.711 Highstreet Technologies
8.712 Hikvision (Hangzhou Hikvision Digital Technology)
8.713 Hilinks Technology
8.714 HipLink Software
8.715 Hisense
8.716 HiSilicon Technologies (Huawei)
8.717 HISPASAT
8.718 Hitachi
8.719 HKT (PCCW)
8.720 HKTech (Howking Tech)
8.721 HLS (HARD-LINE Solutions)
8.722 HMD Global
8.723 HMF Smart Solutions
8.724 HMS Networks
8.725 Hoimyung ICT
8.726 Hologram
8.727 Honeywell International
8.728 Hongdian Corporation
8.729 HONOR
8.730 Horizon Powered
8.731 Hoverfly Technologies
8.732 HP
8.733 HPE (Hewlett Packard Enterprise)
8.734 HQT (Shenzhen HQT Science and Technology)
8.735 HSC (Hughes Systique Corporation)
8.736 HTC Corporation
8.737 Huahuan (Beijing Huahuan Electronics)
8.738 Huaptec
8.739 Huawei
8.740 HUBER+SUHNER
8.741 HUCOM Wireless
8.742 Hughes Network Systems (EchoStar Corporation)
8.743 HXI (Renaissance Electronics & Communications)
8.744 Hypha (Wireless Innovation)
8.745 Hytec Inter
8.746 Hytera Communications
8.747 i.safe MOBILE
8.748 i2i Systems
8.749 iBASIS (Tofane Global)
8.750 IBM
8.751 IBO Technology Company
8.752 iBwave Solutions
8.753 iCana (Foxconn – Hon Hai Technology Group)
8.754 Ice Norway (Lyse)
8.755 Icom
8.756 Iconec
8.757 iConNext
8.758 iDAQS
8.759 IDEMIA
8.760 IDY Corporation
8.761 IFLY Electronics
8.762 ifm
8.763 IIJ (Internet Initiative Japan)
8.764 IM Technology
8.765 Imec
8.766 IMPTT
8.767 InCoax Networks
8.768 Indra
8.769 iNET (Infrastructure Networks)
8.770 INEX Microtechnology
8.771 Infineon Technologies
8.772 Infinera
8.773 InfiNet Wireless
8.774 InfiniG
8.775 Infinite Electronics
8.776 Infomark Corporation
8.777 Infosys
8.778 Infovista
8.779 InHand Networks
8.780 Inmanta
8.781 Inmarsat (Viasat)
8.782 Innertron
8.783 InnoGence Technology (TROY Information)
8.784 InnoLight Technology
8.785 Innonet
8.786 Innovile
8.787 InnoWireless
8.788 Inrico Technologies
8.789 Inseego Corporation
8.790 Inspur
8.791 Insta Group
8.792 Instant Connect
8.793 INSYS icom (INSYS Microelectronics)
8.794 Intec E&C
8.795 Intel Corporation
8.796 Intelbras
8.797 Intelliport Solutions
8.798 Intelsat
8.799 Intenna Systems
8.800 InterDigital
8.801 INTERLEV
8.802 Interop Technologies
8.803 InterTalk Critical Information Systems
8.804 Intracom Telecom
8.805 Intrado Corporation
8.806 Intrepid Networks
8.807 Inventec Corporation
8.808 INWIT (Infrastrutture Wireless Italiane)
8.809 IoT4Net
8.810 IoTAS (IoT & Approval Solutions)
8.811 IP Infusion (ACCESS CO.)
8.812 IPAGEON
8.813 IPITEK (Integrated Photonics Technology)
8.814 IPLOOK Technologies
8.815 iPosi
8.816 Iradio Electronics
8.817 Iridium Communications
8.818 Irteya (Russia)
8.819 ISCO International
8.820 IS-Wireless
8.821 Italtel
8.822 ITCEN
8.823 ITRI (Industrial Technology Research Institute, Taiwan)
8.824 Itron
8.825 IWT (Innovative Wireless Technologies)
8.826 Jabil
8.827 JACS Solutions
8.828 JATONTEC (Jaton Technology)
8.829 JCI (Japan Communications Inc.)
8.830 JET Connectivity
8.831 Jezetek (Sichuan Jiuzhou Electric Group)
8.832 Jiaxun Feihong (Beijing Jiaxun Feihong Electrical)
8.833 Jinan USR IoT Technology (Mokuai/Wenheng)
8.834 JIT (JI Technology)
8.835 JMA Wireless
8.836 Johnson Controls
8.837 JOUAV
8.838 JPC Connectivity
8.839 JPS Interoperability Solutions
8.840 JQL Technologies
8.841 JRC (Japan Radio Company)
8.842 JSC Ingenium
8.843 JT IoT
8.844 Juniper Networks (HPE – Hewlett Packard Enterprise)
8.845 Junkosha
8.846 Juvare
8.847 JVCKENWOOD Corporation
8.848 Kacific Broadband Satellites
8.849 Kaelus
8.850 Kaifa (Shenzen Kaifa Technology)
8.851 Kajeet
8.852 Kalmar (Cargotec)
8.853 Kaloom
8.854 Kalray
8.855 Katela Networks
8.856 KATIM
8.857 KBR
8.858 KBT (Kenbotong Technology)
8.859 KDDI Corporation
8.860 Key Bridge Wireless
8.861 Keysight Technologies
8.862 Khomp
8.863 Kiana Analytics
8.864 Kigen
8.865 Kindroid – Shanghai Jinzhuo Technology (Kyland Technology)
8.866 Kirisun Communications
8.867 Kisan Telecom
8.868 KLA Laboratories
8.869 Klas Telecom
8.870 Klein Electronics
8.871 Kleos
8.872 KMW
8.873 Knightscope
8.874 Kolibri Systems
8.875 Komatsu
8.876 Konecranes
8.877 Kontron
8.878 KORE Wireless
8.879 KPN
8.880 KT Corporation
8.881 Kudelski Group
8.882 KUKA
8.883 Kumu Networks
8.884 K-Won/Hunter Technology
8.885 Kyland Technology
8.886 Kymeta Corporation
8.887 Kyndryl
8.888 Kyocera Corporation
8.889 Kyrio (CableLabs)
8.890 KZ TECH (KZ Broadband Technologies)
8.891 L3Harris Technologies
8.892 Laird Connectivity
8.893 Landis+Gyr
8.894 Landmark Dividend (DigitalBridge Group)
8.895 Lanner Electronics
8.896 Lantronix
8.897 Lattice Semiconductor
8.898 LCR Embedded Systems
8.899 Leenos Corporation
8.900 Leidos
8.901 Lekha Wireless Solutions
8.902 Lemko Corporation
8.903 Lenovo
8.904 Leonardo
8.905 Lextrum (COMSovereign)
8.906 LG Corporation
8.907 LG Uplus
8.908 Liberty Global
8.909 Lierda Science & Technology Group
8.910 Lifecycle Software
8.911 Ligado Networks
8.912 Lightron
8.913 Lime Microsystems
8.914 Lindsay Broadband
8.915 Linkem
8.916 Linksys
8.917 Linx Technologies
8.918 LIONS Technology
8.919 LIS (Laboratory of Infocommunication Networks)
8.920 Lisheng Fujian Communications
8.921 LITE-ON Technology Corporation
8.922 LitePoint (Teradyne)
8.923 LiveU
8.924 Lociva
8.925 Lockheed Martin Corporation
8.926 Logicalis (Datatec)
8.927 LogicTree IT Solutions
8.928 Longsung Technology (Sunsea AIoT Technology)
8.929 Lookout
8.930 LS Mtron
8.931 LS telcom
8.932 LTTS (L&T Technology Services)
8.933 Luceor
8.934 Lumen Technologies
8.935 Lumentum
8.936 Lumineye
8.937 LuxCarta
8.938 Luxoft (DXC Technology)
8.939 Lyfo
8.940 Lynk Global
8.941 M1
8.942 m3connect
8.943 M4PS (Mobility 4 Public Safety)
8.944 MACOM
8.945 Magnaquest Technologies
8.946 Maipu Communication Technology
8.947 Maja Systems
8.948 MantisNet
8.949 MarchNet
8.950 Marlink
8.951 Marquistech
8.952 Martin UAV
8.953 Marubeni Corporation
8.954 Marubun Corporation
8.955 Marvell Technology
8.956 MÁSMÓVIL
8.957 Mathworks
8.958 Matrix Electrónica/Webdyn (Flexitron Group)
8.959 MATRIXX Software
8.960 MatSing
8.961 Maven Wireless
8.962 Mavenir
8.963 Maxar Technologies
8.964 MaxComm
8.965 Maxis
8.966 MaxLinear
8.967 MC Technologies
8.968 MCLabs
8.969 MCP (Mission Critical Partners)
8.970 MCS Benelux
8.971 MD (MICRODRIVE)
8.972 Mdex (Wireless Logic Group)
8.973 MEASAT Satellite Systems
8.974 MECSware
8.975 Media Broadcast (freenet Group)
8.976 MediaTek
8.977 Meeami Technologies
8.978 MegaChips Corporation
8.979 MegaFon
8.980 Meglab (Epiroc)
8.981 MeiG Smart Technology
8.982 Meizu
8.983 Mentura Group
8.984 MER Group
8.985 Meta
8.986 Metanoia Communications
8.987 Metaswitch Networks (Microsoft Corporation)
8.988 Metawave Corporation
8.989 Metismake
8.990 MetTel
8.991 MHD (Muhan Digital)
8.992 MIC Nordic
8.993 MICAS-RF (MICAS Shenzhen Telecommunication)
8.994 MiCOM Labs
8.995 Micran
8.996 Microamp Solutions
8.997 Microchip Technology
8.998 Microlab (RF Industries)
8.999 MicroNova
8.1000 Microsoft Corporation
8.1001 Microwave Networks
8.1002 MikroTik
8.1003 Mikwave (Guangdong Mikwave Communication Tech)
8.1004 Milesight
8.1005 Milestone Systems
8.1006 Miliwave
8.1007 MiMOMax (Ubiik)
8.1008 MIPS
8.1009 MiTAC Computing Technology Corporation
8.1010 MitraStar Technology (Unizyx Holding Corporation)
8.1011 MITRE Corporation
8.1012 Mitsubishi Electric Corporation
8.1013 MKI (Mitsui Knowledge Industry)
8.1014 MOBI (Mobi Antenna Technologies)
8.1015 Mobil Group (Russia)
8.1016 Mobile Inform Group
8.1017 Mobile Mark
8.1018 Mobile Tornado
8.1019 Mobile Viewpoint
8.1020 MobileComm Professionals (UST)
8.1021 MobileDemand
8.1022 MobileIron
8.1023 MobileTek (Shanghai Mobiletek Communication)
8.1024 Mobileum
8.1025 Mobilicom
8.1026 Mobiveil
8.1027 Modular Mining Systems (Komatsu)
8.1028 Molex
8.1029 Monogoto
8.1030 Morningcore Technology (CICT – China Information and Communication Technology Group)
8.1031 Morningstar Corporation
8.1032 Moseley Associates (Axxcss Wireless Solutions)
8.1033 MosoLabs (Sercomm Corporation)
8.1034 Motive Infrastructure Solutions
8.1035 Motorola Mobility (Lenovo)
8.1036 Motorola Solutions
8.1037 Mott MacDonald
8.1038 Movandi
8.1039 Moxa
8.1040 MP Antenna
8.1041 MRK Media
8.1042 MRT Technology (Suzhou)
8.1043 MSB (M S Benbow & Associates)
8.1044 MST Global – Mine Site Technologies (Komatsu)
8.1045 MTI (Microelectronics Technology Inc.)
8.1046 MTI Wireless Edge
8.1047 MTN Group
8.1048 MTS (Mobile TeleSystems)
8.1049 MUGLER
8.1050 MultiTech (Multi-Tech Systems)
8.1051 Murata Manufacturing
8.1052 Mushroom Networks
8.1053 Mutualink
8.1054 MVI Group
8.1055 MW (Matrix Wave)
8.1056 MYCOM OSI
8.1057 Mynaric
8.1058 MYT Electronics
8.1059 N.A.T.
8.1060 Nable Communications
8.1061 NanoSemi (MaxLinear)
8.1062 Napatech
8.1063 Nash Technologies
8.1064 Nearby Computing
8.1065 NEC Corporation
8.1066 Nemergent Solutions
8.1067 Nemko
8.1068 Neolink Communications Technology
8.1069 NeoPlane
8.1070 Neoway Technology
8.1071 Neptune Communications
8.1072 Neragon Networks
8.1073 Net AI
8.1074 Netaş
8.1075 NETBEE (NET-Automation)
8.1076 NetCity (GEOS Telecom/GEOS Holding)
8.1077 Netcracker Technology (NEC Corporation)
8.1078 NetFoundry
8.1079 Netgear
8.1080 NetModule (Belden)
8.1081 Netmore Group
8.1082 NETSCOUT Systems
8.1083 Netsia (Argela)
8.1084 Netvision Telecom
8.1085 Neutral Wireless
8.1086 Neutroon Technologies
8.1087 New H3C Technologies (Tsinghua Unigroup)
8.1088 New Postcom Equipment
8.1089 NewEdge Signal Solutions
8.1090 NEXCOM International
8.1091 Nexign
8.1092 Nexpring
8.1093 NextEPC Korea (COONTEC)
8.1094 Nextivity
8.1095 NextNav
8.1096 NextWave
8.1097 Nextworks
8.1098 ng4T
8.1099 NGK Group (NGK Insulators)
8.1100 ng-voice
8.1101 NI (National Instruments)
8.1102 NICE
8.1103 NimbeLink
8.1104 Niral Networks
8.1105 Nitto Denko Corporation
8.1106 NKG (New Kinpo Group)
8.1107 Node-H
8.1108 Nokia
8.1109 Nomad Digital (Alstom)
8.1110 Nordic Semiconductor
8.1111 Northrop Grumman Corporation
8.1112 NOTION Information Technology
8.1113 Nova Labs (Helium)
8.1114 NOVEC
8.1115 NOVELSAT
8.1116 NRB (Network Research Belgium)
8.1117 NS Solutions Corporation
8.1118 Nsight
8.1119 NT (National Telecom)
8.1120 NTC Corporation (Japan)
8.1121 NTMore (Network Technology More)
8.1122 NTT DoCoMo
8.1123 NTT Group
8.1124 Nubia Technology (ZTE)
8.1125 NuRAN Wireless
8.1126 Nurlink Technology
8.1127 NVIDIA Corporation
8.1128 NXP Semiconductors
8.1129 Oasis Smart SIM
8.1130 Obvios
8.1131 Ocado Technology
8.1132 Oceus Networks
8.1133 Octasic
8.1134 O-Cubes
8.1135 ODN (Orbital Data Network)
8.1136 OE Solutions
8.1137 OFS Fitel (Furukawa Electric)
8.1138 OKI Electric Industry
8.1139 Omnispace
8.1140 Omnitele
8.1141 Omnitron Systems
8.1142 Omnitronics
8.1143 One2many (Everbridge)
8.1144 OneLayer
8.1145 OnePlus (BBK Electronics)
8.1146 OneSimCard
8.1147 OneWeb (Eutelsat Group)
8.1148 Onomondo
8.1149 Ontix
8.1150 Onwave
8.1151 Ooredoo
8.1152 Opanga Networks
8.1153 Open Valley
8.1154 Opencode Systems
8.1155 Openet (Amdocs)
8.1156 OPPO (BBK Electronics)
8.1157 O'Prueba Technology
8.1158 OPTAGE
8.1159 OptConnect
8.1160 Optical Zonu Corporation
8.1161 Opticoms
8.1162 Option
8.1163 Optiva
8.1164 OQ Technology
8.1165 Oracle Communications
8.1166 Orange
8.1167 ORBCOMM
8.1168 Ori Industries
8.1169 Orion Labs
8.1170 Oscilloquartz (Adtran)
8.1171 OV (Manx Telecom)
8.1172 OVHcloud
8.1173 P.I. Works
8.1174 PacStar (Pacific Star Communications)
8.1175 Padtec
8.1176 Palo Alto Networks
8.1177 Panasonic Connect
8.1178 Panda Electronics
8.1179 PanOptis
8.1180 Panorama Antennas
8.1181 Parallel Wireless
8.1182 Parsec Technologies
8.1183 Particle
8.1184 PAStech
8.1185 Patrocinium Systems
8.1186 Patton
8.1187 Pavlov Media
8.1188 PBE Axell (Formerly Axell Wireless)
8.1189 PCS Technologies
8.1190 PCTEL (Amphenol Corporation)
8.1191 PCTEST Lab (PCTEST Engineering Laboratory)
8.1192 Peatalk Corporation
8.1193 Pegatron Corporation
8.1194 Pei Tel Communications
8.1195 Pelion
8.1196 Penguin Solutions (SGH – SMART Global Holdings)
8.1197 Pente Networks
8.1198 Pentonet
8.1199 Peplink (Plover Bay Technologies)
8.1200 Pepperl+Fuchs
8.1201 Pepro
8.1202 Peraso
8.1203 Peraton Labs
8.1204 Percepto
8.1205 Perle Systems
8.1206 PGE Systemy (PGE – Polish Energy Group)
8.1207 Pharrowtech
8.1208 Phirst Technologies/xCraft Enterprises
8.1209 Phluido
8.1210 Phoenix Contact
8.1211 Phytium Technology (Tianjin Phytium Information Technology)
8.1212 PHYTunes
8.1213 Picocom
8.1214 Pierson Wireless
8.1215 Pivot Technology Services
8.1216 Pivotal Commware
8.1217 Pivotel Group
8.1218 Pivotone
8.1219 Pixavi (BARTEC)
8.1220 Platform9
8.1221 Pletronics
8.1222 Plextek
8.1223 Plintron
8.1224 Plus (Polkomtel)
8.1225 POCSTARS
8.1226 Pod Group (G+D – Giesecke+Devrient)
8.1227 Polaris Networks (Motorola Solutions)
8.1228 Polaris Wireless
8.1229 Pollen Mobile
8.1230 Positron Access Solutions
8.1231 Potevio (CETC – China Electronics Technology Group Corporation)
8.1232 PPC (Power Plus Communications)
8.1233 PPC Broadband (Belden)
8.1234 Precision OT (Optical Transceivers)
8.1235 PRESCOM
8.1236 PrioCom
8.1237 Proef
8.1238 Proptivity
8.1239 Proscend Communications
8.1240 PROSE Technologies
8.1241 PROTEI
8.1242 Proxim Wireless Corporation (SRA Holdings)
8.1243 Proximus
8.1244 Pryme Radio Products
8.1245 pSemi Corporation (Murata Manufacturing)
8.1246 PT INTI (PT Industri Telekomunikasi Indonesia)
8.1247 PT LEN Industri
8.1248 PTC
8.1249 Publicis Sapient
8.1250 Puloli
8.1251 Pulsara
8.1252 Pulse Electronics (YAGEO Corporation)
8.1253 PureSoftware
8.1254 Pycom
8.1255 PySENSE
8.1256 QCT (Quanta Cloud Technology)
8.1257 QinetiQ
8.1258 Qorvo
8.1259 QuadGen Wireless Solutions
8.1260 Qualcomm
8.1261 Quanta Computer
8.1262 Quantum Wireless
8.1263 Qucell Networks (InnoWireless)
8.1264 Quectel Wireless Solutions
8.1265 Quintel (Cirtek Holdings Philippines Corporation)
8.1266 Qulsar (VIAVI Solutions)
8.1267 Qwake Technologies
8.1268 Qwilt
8.1269 R Systems (Computaris International)
8.1270 R3 Solutions
8.1271 RACOM (Czech Republic)
8.1272 RACOM Corporation
8.1273 RAD
8.1274 RADCOM
8.1275 Radiall
8.1276 Radio Gigabit
8.1277 Radio IP Software
8.1278 RadioMobile
8.1279 Radisys (Reliance Industries)
8.1280 RADTONICS
8.1281 Radware
8.1282 RADWIN
8.1283 Rafael Advanced Defense Systems
8.1284 Raisecom
8.1285 Rajant Corporation
8.1286 Rakon
8.1287 Rakuten Symphony
8.1288 RAKwireless
8.1289 Range Networks (AMN – Africa Mobile Networks)
8.1290 Ranger Systems
8.1291 Ranplan Wireless
8.1292 Rapid.Space (Nexedi)
8.1293 RapidDeploy
8.1294 RapidSOS
8.1295 Rapidtek Technologies
8.1296 Rave Mobile Safety
8.1297 Raycap
8.1298 RCS Telecommunications
8.1299 RCT (Remote Control Technologies)
8.1300 Ready Wireless
8.1301 Realme (BBK Electronics)
8.1302 Red Hat (IBM)
8.1303 Red Lion Controls (Spectris)
8.1304 RED Technologies
8.1305 RedZinc
8.1306 Reliance Jio Infocomm (Jio Platforms)
8.1307 REMEC Broadband Wireless Networks (Bridgewave Communications/SAGE SatCom)
8.1308 Renesas Electronics Corporation
8.1309 REPLY
8.1310 Rescue 42
8.1311 Responder Corp
8.1312 RF Connect
8.1313 RF DSP
8.1314 RF Industries
8.1315 RF MORECOM
8.1316 RF Window
8.1317 RF-Comm
8.1318 RFHIC Corporation
8.1319 RFI Technology Solutions (Tait Communications)
8.1320 RFS (Radio Frequency Systems)
8.1321 RFTech
8.1322 Ribbon Communications
8.1323 Ricon Mobile
8.1324 RigNet (Viasat Energy Services)
8.1325 RIMEDO Labs
8.1326 Rivada Networks
8.1327 Rivada Space Networks
8.1328 RKTPL (RK Telesystem Private Limited)
8.1329 Robert Bosch
8.1330 Robin.io (Rakuten Symphony)
8.1331 Robustel
8.1332 Rogers Communications
8.1333 Rogers Corporation
8.1334 Rohde & Schwarz
8.1335 Rohill
8.1336 Rolling Wireless (Fibocom)
8.1337 Rolloos (FMJ Group)
8.1338 Rosenberger
8.1339 Royole Corporation
8.1340 RSCC (Russian Satellite Communications Company)
8.1341 RSConnect
8.1342 RTX A/S
8.1343 RTX Corporation (Formerly Raytheon Technologies)
8.1344 RTx Technology
8.1345 RugGear
8.1346 RuggON Corporation
8.1347 Ruijie Networks
8.1348 RunEL
8.1349 Rushmere Technology
8.1350 S&T Iskratel (Kontron)
8.1351 Saab
8.1352 Saankhya Labs (Tejas Networks)
8.1353 SABIC
8.1354 SAC Wireless (Nokia)
8.1355 SAE IT-Systems (LACROIX Group)
8.1356 SAF Tehnika
8.1357 Safe-Com Wireless
8.1358 SafeMobile
8.1359 Safran
8.1360 Sagemcom
8.1361 SageRAN (Guangzhou SageRAN Technology)
8.1362 Saguna Networks (COMSovereign)
8.1363 SAI Technology
8.1364 SAIC (Science Applications International Corporation)
8.1365 Samji Electronics
8.1366 Samsung
8.1367 SAMWON FA
8.1368 Samyoung Celetra
8.1369 Sandvik
8.1370 Sandvine
8.1371 Sanechips Technology (ZTE)
8.1372 Sanjole
8.1373 San-tron
8.1374 Sanxing (Ningbo Sanxing Smart Electric)
8.1375 Sasken Technologies
8.1376 SaskTel
8.1377 Sateliot
8.1378 SatixFy
8.1379 Saviah Technologies
8.1380 Savox Communications
8.1381 SBA Communications
8.1382 Sceye
8.1383 Schneider Electric
8.1384 SEA – Systems Engineering & Assessment (Cohort)
8.1385 Seamless Waves
8.1386 Sectra Communications
8.1387 Secured Communications
8.1388 SecureG
8.1389 Select Spectrum
8.1390 SEMPRE (Secure EMP-Resilient Edge)
8.1391 Semtech Corporation
8.1392 Senko Advanced Components
8.1393 Sensorview
8.1394 Senstar Corporation
8.1395 Sensus (Xylem)
8.1396 Sentient Energy (Koch Engineered Solutions)
8.1397 Sentinel Camera Systems
8.1398 Seong Ji Industrial
8.1399 SEONTECH
8.1400 Seowon Intech
8.1401 Sepura
8.1402 Sequans Communications
8.1403 Sercomm Corporation
8.1404 SES
8.1405 SETUP Protokolltester
8.1406 SGS
8.1407 Shannon Wireless (Zhejiang Shannon Communication Technology)
8.1408 Shared Access
8.1409 Sharp Corporation (Foxconn – Hon Hai Technology Group)
8.1410 Shenglu (Guangdong Shenglu Telecommunication)
8.1411 Shenzhen CXD Science & Technology
8.1412 Shenzhen Recoda Technologies
8.1413 SIAE Microelettronica
8.1414 SICK
8.1415 Siemens
8.1416 Sierra Wireless (Semtech Corporation)
8.1417 Sigma Wireless
8.1418 Signal Information & Communication Corporation
8.1419 Signalchip
8.1420 Signalwing
8.1421 Silicom Connectivity Solutions
8.1422 Silicom SAS (France)
8.1423 SIMCom Wireless Solutions (Sunsea AIoT Technology)
8.1424 Simnovus
8.1425 Simoco Wireless Solutions
8.1426 Sinclair Technologies (Norsat International/Hytera Communications)
8.1427 Singtel
8.1428 Sinnwell (audius)
8.1429 SIRADEL
8.1430 SITA
8.1431 siticom (Logicalis)
8.1432 SiTime Corporation
8.1433 SITRONICS (Sistema)
8.1434 Sivers Semiconductors
8.1435 Siyata Mobile
8.1436 SK Telecom
8.1437 SK Telesys
8.1438 Skoltech (Skolkovo Institute of Science and Technology)
8.1439 SKY Perfect JSAT
8.1440 SkyFive
8.1441 Skylark Wireless
8.1442 Skylo Technologies
8.1443 Skytic Telecom
8.1444 Skyvera (TelcoDR)
8.1445 Skyworks Solutions
8.1446 SLA Corporation
8.1447 SM Optics (SIAE Microelettronica)
8.1448 Smart Communications (PLDT)
8.1449 Smart Mobile Labs
8.1450 Smartfren
8.1451 SmarTone
8.1452 SmartSky Networks
8.1453 SMAWave (Shanghai SMAWave Technology)
8.1454 Socionext
8.1455 SoftBank Group
8.1456 Softil
8.1457 Soitec
8.1458 Solectek Corporation/Cielo Networks
8.1459 SOLiD
8.1460 Solidtronic
8.1461 Soliton Systems
8.1462 Sonim Technologies
8.1463 Sony Group Corporation
8.1464 Sooktha
8.1465 Soracom
8.1466 Source Photonics
8.1467 Southern Linc
8.1468 Space Data Corporation
8.1469 SpaceBridge
8.1470 Spacecom
8.1471 SpaceX
8.1472 Spark New Zealand
8.1473 Spectra Group
8.1474 SpectraRep
8.1475 Spectre (Rostec)
8.1476 Spectronite
8.1477 Spectronn
8.1478 Spectrum Effect
8.1479 Speedcast
8.1480 Spideradio (Suzhou Spideradio Telecommunication Technology)
8.1481 SPIE Group
8.1482 Spirent Communications
8.1483 SPIRIT DSP
8.1484 SPL (Stratospheric Platforms Limited)
8.1485 Sporton International
8.1486 SQUAN
8.1487 Squire Technologies
8.1488 SRS (Software Radio Systems)
8.1489 SRTechnology
8.1490 SSC (Shared Spectrum Company)
8.1491 SSS Public Safety
8.1492 ST (STMicroelectronics)
8.1493 ST Engineering iDirect
8.1494 Star Microwave
8.1495 Star Solutions
8.1496 StarHub
8.1497 StarPoint (Beijing StarPoint Technology)
8.1498 STC (Saudi Telecom Company)
8.1499 Steep
8.1500 STEP CG
8.1501 STL (Sterlite Technologies Ltd.)
8.1502 Stop Noise
8.1503 sTraffic
8.1504 Strata Worldwide
8.1505 Streambox
8.1506 Streamwide
8.1507 Subex
8.1508 Sumitomo Electric Industries
8.1509 Summa Networks
8.1510 Summit Tech
8.1511 Sunsea AIoT Technology
8.1512 Sunwave Communications
8.1513 Supermicro (Super Micro Computer)
8.1514 SureSite Consulting Group
8.1515 SUSE
8.1516 Swisscom
8.1517 Swissphone
8.1518 Sylincom (Beijing Sylincom Technology)
8.1519 Synctechno
8.1520 Syniverse
8.1521 SYRTEM
8.1522 Systech Corporation
8.1523 System Innovation Group
8.1524 Systemics-PAB
8.1525 T&W (Shenzhen Gongjin Electronics)
8.1526 T2M
8.1527 TacSat Networks
8.1528 Tait Communications
8.1529 Taiwan Mobile
8.1530 TAIYO YUDEN
8.1531 Talia Communications (Commercis)
8.1532 Talk-IP International
8.1533 Talkpod Technology
8.1534 Tambora Systems
8.1535 Tampa Microwave (Thales)
8.1536 Tampnet
8.1537 Tango Networks
8.1538 Tango Tango
8.1539 Taoglas
8.1540 Tarana Wireless
8.1541 TASSTA
8.1542 Tata Elxsi
8.1543 Tatfook (Shenzhen Tatfook Technology)
8.1544 TCL Communication
8.1545 TCOM
8.1546 TCS (Tata Consultancy Services)
8.1547 TD Tech
8.1548 TDC NET
8.1549 TDCOMM
8.1550 TE Connectivity
8.1551 Teal Communications
8.1552 Tech Mahindra
8.1553 Techbros
8.1554 Tecom
8.1555 Tecore Networks
8.1556 Tejas Networks
8.1557 TEKTELIC Communications
8.1558 Telco Sy | |||
correct_foundationPlace_00048 | FactBench | 2 | 24 | https://citywire.com/new-model-adviser/news/broker-roundup-update-panmure-upgrades-intec-telecom/a355750 | en | [] | [] | [] | [
""
] | null | [] | null | null | ||||||||||
correct_foundationPlace_00048 | FactBench | 2 | 73 | https://www.elevancehealth.com/annual-report/2012/index.html | en | Wellpoint 2012 Annual Report | [
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] | null | [] | null | null | At WellPoint, we believe there is an important connection between our members’ health and well-being—and the value we bring our customers and shareholders. So each day we work to improve the health of our members and their communities. And, we can make a real difference since we have more than 36 million people in our affiliated health plans, and nearly 67 million people served through our subsidiaries. As an independent licensee of the Blue Cross and Blue Shield Association, WellPoint serves members as the Blue Cross licensee for California; the Blue Cross and Blue Shield licensee for Colorado, Connecticut, Georgia, Indiana, Kentucky, Maine, Missouri (excluding 30 counties in the Kansas City area), Nevada, New Hampshire, New York (as the Blue Cross Blue Shield licensee in 10 New York City metropolitan and surrounding counties and as the Blue Cross or Blue Cross Blue Shield licensee in selected upstate counties only), Ohio, Virginia (excluding the Northern Virginia suburbs of Washington, D.C.), and Wisconsin. In a majority of these service areas, WellPoint’s plans do business as Anthem Blue Cross, Anthem Blue Cross and Blue Shield, Blue Cross and Blue Shield of Georgia and Empire Blue Cross Blue Shield, or Empire Blue Cross (in the New York service areas).
WellPoint also serves customers throughout the country as UniCare and in certain markets through our Amerigroup and CareMore subsidiaries. Our 1-800 CONTACTS, Inc. subsidiary offers customers online sales of contact lenses, eyeglasses and other ocular products. Additional information about WellPoint is available at www.wellpoint.com.
The Blue Cross and Blue Shield names and symbols and BlueCard are registered marks of the Blue Cross and Blue Shield Association, an association of independent Blue Cross and/or Blue Shield Plans. | ||||||||
correct_foundationPlace_00048 | FactBench | 2 | 53 | https://www.zonebourse.com/insider/DONALD-V-SMITH-A00N14/reseau/ | en | 200 OK | [] | [] | [] | [
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correct_foundationPlace_00048 | FactBench | 2 | 86 | https://permid.org/1-4295897596 | en | PermID | [] | [] | [] | [
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] | null | [] | null | en | titlelogo.png | null | All Refinitiv websites use cookies to improve your online experience. They were placed on your computer when you launched this website. You can change your cookie settings through your browser.
Privacy Statement Cookie Policy | ||||||
correct_foundationPlace_00048 | FactBench | 2 | 69 | https://www.binfo.co.uk/TechReseller-issue42/14/ | en | Technology Reseller v42 | [] | [] | [] | [
""
] | null | [] | null | ../files/assets/html/skin/images/favicon.ico?76ea31cb | null | 01732 759725 14 NEWS : RESEllers Babble adds more regional hubs to network Fast growing UC, contact centre and cyber solutions provider Babble has increased its national footprint with its fifth and sixth acquisitions of 2021. The acquisition of Concert Networks Limited, a UC provider operating in Cheshire and the North-West, and 5 Rings Telecom Ltd and 5 Rings IT Ltd on the South Coast mean that Babble now has five regional hubs across the UK â London, the North- West, the Midlands, the North-East and the South Coast. Since gaining the private equity investment of Graphite Capital in November 2020, supported by reinvestment from LDC and management, Babble has accelerated its buy and build strategy to the point where it now has annual revenues of £35 million, over 90% of which is recurring, 200 staff and a customer base of more than 3,500 businesses. In total, it has 25,000 UCaaS users, 24,000 mobile users and 4,000 CCaaS users, as well as a fast growing Cyber, IT and MSP customer base. https://babble.cloud/ Bechtler partners with Owl Labs Owl Labs, a provider of immersive and collaborative video conferencing technology and services, is aiming to strengthen its presence in key European markets and verticals through a new partnership with European IT provider Bechtle. With 80 locations in the DACH region and e-commerce subsidiaries in 14 European countries, including the UK and Ireland, Bechtle is well placed to raise awareness of the Meeting Owl Pro across Europe. The flagship Meeting Owl Pro is a WiFi-enabled 360°all-in-one camera, mic and speaker system with an automatic zoom that focuses in on the person speaking. www.owllabs.com ⢠www.bechtle.com Duke Royalty investment prepares ground for new inTec acquisitions inTec Business Solutions and Duke Royalty have entered into a £7.7 million royalty financing agreement, with additional follow-up funding for acquisitions agreed in principle. Dukeâs investment will enable inTEC to refinance its capital structure, consolidate equity shareholding among the founding management team and introduce Duke as the senior lender in support of its ongoing M&A strategy. Formed in 2016, inTEC is an end-to- end technology consultancy specialising in the design, implementation and support of cloud services and business applications, including IT managed services/infrastructure support, hosted collaboration and communication solutions. To date, it has acquired seven businesses as part of its growth strategy, including IT and telecommunications service providers with a history of predictable revenue and profitability. Simon Howitt, Chairman of inTEC, said: âBy taking on Dukeâs capital, we have simplified our balance sheet and set a firm foundation for future growth, both via M&A and organically. We are currently negotiating a number of further acquisitions and intend to double the size of the Group when we go into 2022.â www.weareintec.co.uk Opious earns Cradlepoint 5G accreditation Opious, a vendor-agnostic connectivity integration provider, has been awarded Cradlepointâs 5G for Enterprise Branch Specialisation in recognition of its expertise in positioning and selling Cradlepoint 5G. One of Cradlepointâs first 5G specialised partners in Europe, Opious enables businesses to access a portfolio of connectivity products, spanning fixed line and fixed wireless circuits, SIM and mobile data solutions, as well as VoIP and UCaaS services. Cradlepointâs 5G solutions for business combine the companyâs subscription-based NetCloud platform with 5G modems and antenna systems designed to connect people, places, and things over LTE and 5G cellular networks. cradlepoint.com/partners/for-partners/ Neuways recruiting Derby-based managed service provider Neuways has increased its workforce by 10% so far this year to support strong business growth. In the last three months, it has increased the headcount in its Enhanced Resource Planning (ERP) department by 120%, taking advantage of remote working procedures to recruit experts from around the world. www.neuways.com Frances Weston Netbox Digital opens Norfolk office Netbox Digital, a Kent-based provider of print/copy and scanning solutions, has opened a new office in Norfolk following its acquisition of Photostatic Anglia Ltd in late 2020. Replacing Photostatic Angliaâs previous premises, the new office in Trumpeter House, Long Stratton will also give a local presence to Netbox Digital sister company, Netbox Recruitment, currently operating from the groupâs Rochester HQ. Netbox Group Managing Director Paul Crewe said: âOur new premises will provide a wonderful hub from where our team can continue to serve our clients and we can continue to expand our presence across East Anglia.â netboxdigital.com Econocom kickstarts UK expansion with Trams acquisition As part of its UK expansion plans, the multi-national Econocom group has acquired a majority stake in Trams Ltd, a London-based IT solutions provider benefiting from long- standing partnerships with Apple, HP, Lenovo and Dell. Founded in 1990, Trams serves international companies and well-known blue-chip brands with a range of products and services, including commodity IT hardware, cloud hosting, IT maintenance and recycling. It employs around 40 people and in FY20 reported revenues of £42 million. The Trams deal marks the start of a new growth phase for Econocom, based on targeted acquisitions supporting its âone digital, one companyâ strategy to provide B2B customers with everything needed for successful digital projects, including financing, technology and services. Frances Weston, Managing Director for UK and USA, said: âWe are very pleased with this transaction, which will significantly strengthen our presence in the United Kingdom, a strategic development area for the group. We are also delighted to resume a new cycle of external growth after two years of consolidation. This acquisition opens a new era for Econocom as a Digital General Contractor.â
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correct_foundationPlace_00048 | FactBench | 3 | 64 | https://www.intec.edu.do/en/acerca-de-intec/relaciones-interinstitucionales/aliados | en | Instituto Tecnológico de Santo Domingo | [
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Watch live the panel "Women in the Academy: challenges and opportunities" that we carry out within the framework of the Equality Month that we celebrate at INTEC youtube.com/live/xfQPZIh5a… #EqualingtheHive
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Participate in the panel of experts Challenges and opportunities in the technological era of ICTs and talk with experts about the past, present and future of scientific research in the social sciences in the Caribbean. More information: 🌐 linktr.ee/INTECPostgraduate
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4Charity Foundation Inc.
A & B Foundation
A D S
Abb Foundation, Inc.
Acc Capital Holdings Corp.
ACE INA Foundation
Acer America Corporation
Ach Food Companies, Inc.
Act Of Giving Foundation
Adage Capital Management, L.P.
Adami, Goldman & Shuffield
Administaff
Adobe Systems Incorporated
Advanta Foundation
Advocate Program, Inc.
Aetna Foundation
AgriBank, FCB
Aicpa
Ajilon Finance, Office & Legal
AK Steel Foundation
Akzo Nobel Inc.
Alecto Industries, Inc.
Alice I. Sullivan Trust
Allegro Microsystems, Inc.
Alliance Capital Management Lp
Alliance One International
Alliant Energy Foundation
Alliant Techsystems
Allianz Global Risks Us Ins Co
Allied Domecq Spirits & Wine
Allstate Giving Campaign
Altevers Associates
Altour International
Altria Group, Inc.
Amb Group
Ambac Assurance Corporation
Amcol International Corp.
Amd (Advanced Micro Devices)
American Assoc. Of Petroleum
American Express Foundation
American International Group
American Ref-Fuel
American Refining Group
American Retail Group, Inc.
American Soc. Of Assoc. Exec.
American Tower
America’S Charities
Amgen Foundation Inc.
AMN Healthcare
Amster Rothstein & Ebenstein
Anderson Merchandisers
Anonymous
Aol Time Warner
AON Corporation
Apex Foundation
Apple Inc.
Applera Corporation
Aranon Corporation
Arbella Mutual Insurance Co
Arch Chemicals, Inc.
Archer Daniels Midland Fnd.
Ares Management II, L.P.
Armstrong Foundation
Armstrong Shaw Associates
Arnold Shapiro Productions Inc
Arrowhead Global Solutions
Art Technology Group
Arthritis and Rheumatism
Artina Group
Artisan Partners
Arvato Services
Ascend Capital, LLC
Ashland, Inc.
Aspect Telecommunications
Assoc. & Soc. Insurance Corp.
Association For Financial
Assurant Group
Assurant Health Foundation Inc
Assured Guaranty Corp.
Automatic Data Processing Inc
AutoZone
Aventis / Fbd Consulting
Avon Products Foundation, Inc.
AXA Foundation
Axcelis
Babson Capital Management LLC
Bae Systems
Ball Corporation
Baltimore Community Foundation
Bank Of America Foundation
Bank Of Canton
Barbara & Haim Dabah Fam Found
Barclays Global Investors
Barnes & Thornburg, Llp
Basic American Foods
Baupost Group Llc
Bay City Capital Foundation
Bayer Corporation
Bayer Foundation
BCS Financial Corporation
Beacon Federal
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Beaver County Times
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Belden Technolgies, Inc.
Bellamy & Sons Construction Co
Bell-Carter Foods, Inc.
Bemis Associates Inc.
Bemis Company Foundation
Benjamin Moore & Co.
Bill & Melinda Gates Fdn.
Black & Decker Corporation
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Block and Company
Blockbuster, Inc.
Blount, Inc. / Oregon Cutting
BNP Paribas
Boeing Employees’ Credit Union
Boiling Springs Bank
Bollinger Insurance
Books & Booze
Borax
Boston Consulting Group
Bp Foundation, Inc
Bresnan Communications
Bressler, Amery & Ross. P.C.
BRINKS INCORPORATED
Brokers 3 Realtors
Bureau Veritas
Burlington County Times
Burns, White & Hickton
Buron, Inc.
Business Roundtable
Business Wire
Byers’ Choice Ltd.
C&T Enterprises, Inc.
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Cadence Design Systems, Inc.
Cal-Bay Mortgage
Calkins Media, Inc.
Callaway Golf Company
Calvert Asset Mgmt. Co., Inc.
Calyon
Cambridge Information Group
Campbell And Company, Inc
Campbell Soup Company
Canyon Partners
Capital Source Finance
Captaris
Carillon Point Account
Carlyle, Inc.
Carus Chemical Company
Carvill America, Inc.
CAST Management Consultants
Cendant Corporation
Ceridian Corporation
Charles River Foundation
Charles Schwab
Charles Stewart Mott Found.
Charter Atlantic Corporation
Charter Mac Capital Solutions
Chemocentryx
Chemonics International Inc.
Cheng Products
Cherokee Bank
Chicago Merc. Exch. Foundation
Chicago Tribune Foundation
China Shipping (North America)
ChoicePoint Inc.
CHP International
Christopher P. Williams, Arch
Chubb Group Of Insurance Co’s
CIENA Corporation
Cingular Wireless
Cirillo Bros Inc
Cisco Systems Foundation
Citgo Petroleum Corporation
Citibank/Citicorp
Clark Construction
Clarkston-Potomac Group Inc
Clayton Services, Inc.
Clorox
CNA Foundation
Cna Insurance Company Found.
Coach Matching Gift Program
Cole, Schotz, Meisel, Forman
Colgate-Palmolive Company
Columia Tech
Commonwealth Telephone Co
Communicator Inc.
Community Foundation Cntrl Il
Computer Associates
COMSYS Information Tech Serv’s
Conexant Systems, Inc.
Conferencedirect, Llc
Congressional Quartly, Inc.
Consumer Electronics Assoc.
Consumers Union
Contigroup Companies Fdn
Contractors Bonding and Ins Co
Contractos State Lic. Schools
Converium Reinsurance(N A)Inc.
Cook Inlet Energy Supply Llc
Corning Incorporated
Corporate Consulting Ass Inc.
Corporate Express
Cortiva Education, Inc.
Costas Kondylis and Partners
Countrywide Home Loans, Inc
Covance, Inc.
Craig Technical Consulting
Cravath Swaine & Moore
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CRC Consulting Group, Inc.
Creative Mediaworks
Credit Suisse Asset Management
Cricket Communications
Crown Employee Committee
CRT Capital Group LLC
CXO Media, Inc.
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Dannon Company
Darling Homes
Datascope Corp
Davis Polk & Wardwell
Dechert Llp
Del Monte Foods
Denso International America
Deutsche Bank Americas Found.
Dewey Ballantine, Llp
DFS Group Limited
Diageo North America
Ditech Communications
Dmx Music
Dominion Foundation
Dow Jones & Company, Inc
Draper Laboratory
Dresdner,Kleinwort Wasserstein
Driehaus Capital Management
Drug Information Association
Dsm
Dst Systems, Inc.
Dun & Bradstreet Corporation
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E O G Resources
E*Trade Financial Corporation
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Eastern Research
Eaton Vance Management
Ebay Foundation
ECG Management Consultants
Edyth Bush Charitable Found.
Eileen Fisher, Inc.
El Paso Corporate Foundation
Electronic Arts
Eli Lilly and Company Found.
Eli Research
Eltman, Eltman & Cooper P.C.
EnCana Oil & Gas
Energy East Foundation
Enodis
Enterprise Rent-A-Car
Enterprise Social Invest. Corp
Entrepreneurs Foundation
Envision Emi Llc
Epson America Inc
Equifax
Equifax Foundation
Equistar Chemicals
Ericsson Inc.
Ernst & Young, Llp
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Essex
Esurance Inc.
Euro RSCG Life
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Everest VIT
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Exxon Mobil Foundation
F M Global Foundation
FactSet Research Systems Inc.
Fair, Isaac and Company, Inc.
Fairfield County Bank
Family Dental Assoc. Raleigh
Fannie Mae Foundation
Favorite Things Studio
Fein, Such, Kahn & Shephard,
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FGIC
Fhlb Of Boston
Fiduciary Trust Company
Financial Security Assurance
First Data Western Union Found
First Washington Realty, Inc.
Fish & Richardson P.C.
Flanner’S Audio & Visual
Fleet Boston Financial Fnd.
Fleishman Hillard, Inc.
Flextronics Foundation
Fluke Networks
FMC Corporation
Ford Foundation
Ford Motor Company
Forest Laboratories
Forest Pharmaceuticals, Inc
Fort Recovery Industries, Inc
Foundation For A Better Place
Franczek Sullivan P.C.
Freeport Mcmoran Inc.
Fresh, Inc
Friedman & Friedman Agency,Inc
Friedman Billings Ramsey
Fuji Photo Film Usa, Inc.
Future Brands LLC
G.S. Levine Insurance Service
Gallatin Steel Company
Ganek, Wright & Dobkin, P.C.
Gannett Foundation
Gap Foundation
Gardner Denver
Gartner Group
Gaston Memorial Hospital
GBP Risk Solutions
Geico
Genentech, Inc.
General Re Corporation
General Reinsurance Corp.
Genesis Consolidated Services
Genzyme Corporation
Gerling Global Reinsurance
Ginsburg Development LLC
Glaxo Smith Kline
Global Impact
Global Santa Fe
Global Standards, LLC
Globe Well Service, Inc.
Globeleq Inc
GMAC RFC
GMZ Painting Corp.
Goodrich Corporation
Google
Gordian Health Solutions, Inc.
Gordon and Betty Moore Found.
Gores Technology Group
Gorton’S
Grainger
Grantham Mayo Van Otterloo Inc
Graphel Edm Specialists
Graphite Metallizing Corp.
Graphite Sales, Inc.
Great Lakes Financial Resourc
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Greenwich Capital Foundation
Greg Manning Auctions, Inc.
Guard Insurance Companies
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Halliburton Energy Services
Hallmark Cards, Inc.
Hampshire Educational Collab.
Harcourt, Inc.
Harris Bank Foundation
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Hartmax Charitable Foundation
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Health Net Of Northeast
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Healthnow New York, Inc.
HearUSA
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Henry H. Ottens Mfg.,Inc.
HLW International LLP
Hni Charitable Foundation
Honeywell Hometown Solutions
Honor Foods Inc.
Hospira Empl. Giving Campaign
Houghton Mifflin Company
HSBC – North America
Hsbc Philanthropic Programs
Hughes Supply Foundation, Inc.
Huntingdon Valley Bank
Hylton Hundt Salon
IAC Foundation, INC
IBM Corporation
Iconixx, Houston Inc.
IFF Foundation
Illinois Tool Works Foundation
Imperial Distributors
Independence Investment Llc
Independent Project Analysis I
ING Foundation
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Insurance Services Office, Inc
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Interbrand
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Jewish Comm Fdn Of Metrowest
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J-M Manufacturing Comp., Inc.
John A. Hartford Foundation
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John Hancock Financial Service
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Johnson Trust Company
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Kubota Tractor Corporation
Lam Research Corporation
Landor Assoc
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Lehman Brothers, Inc
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Verizon Foundation
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WorldTravel BTI
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Wyrick Robbins Yates & Ponton
Xcel Energy Foundation
Xilinx, Inc.
XL America
Xtra Corporation
Young & Rubicam
Ziff Brothers Investments, LLC
Ziff-Davis, Inc.
Zurich Centre Group
Zurich US Foundation | |||||
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correct_foundationPlace_00048 | FactBench | 1 | 76 | https://www.hireitpeople.com/resume-database/79-other-resumes/54102--analyst-programmer-resume-profile- | en | Analyst Programmer Resume Profile | [
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] | null | Hire IT Professionals for your Projects! Hire Programmers, Hire IT Professionals, IT Staffing, Software Development! Hire Certified and Experienced Professionals on any Skill and Technology. Hire a Single Professional or an Entire Team. Project Managers, Programmers, DBAs, BAs, QAs, Web Developers, Security Specialists and More. Pay hourly with Zero Payroll Costs and Benefits. We deliver local Talent within few hours of your request with 100% Performance Guarantee. | en | images/favicon.ico | Hire IT People | https://www.hireitpeople.com/resume-database/79-other-resumes/54102--analyst-programmer-resume-profile- | Objective: Eager to contribute highly applicable business process management skills and ability to personalize service delivery to analyzing business needs and translating them into executable strategies for your firm.
Profile: Masters-Qualified IT Graduate with proven skills in technical development and substantial team work. Seasoned IT professional with comprehensive business/technical skill set and expertise in telecom billing system TBS , convergent billing system CBS , process improvement, systems integration, requirements analysis, workflow design, leadership, process modeling, testing/quality assurance, software development, customer service, telecom industry, and client relationships. Proficient problem-solver who envisions business and technical perspectives to develop workable solutions Extensive background in the entire software development life cycle processes including requirement gathering, analysis, design, coding, testing and reviews. Domain expertise in telecom. Extensive exposure to client liaison and interaction. Motivated achiever who guides organizations in applying technology to business settings, provides added value, and creates project deliverables in a timely manner. Career History Reverse chronological order : Confidential Currently working for client MTN SA in Intec Cape Town SA office. I am involved in understanding the external design documents, preparation of internal design documents and the configuration of Singl.eView. Worked Onsite at Johannesburg, South Africa for a period totaling two months, mostly for Production Support, Designing Modules and Developing Service Requests for their Billing System. Confidential Currently working for client MTN SA in Intec Cape Town SA office. I am involved in understanding the External design documents, preparation of internal design documents and the Configuration of Singl.eView. Involved in Configuring, Customizing, Coding, Debugging, Fixing Tickets and Unit testing of Intec Billing System Singl.eView . Good Knowledge of Intec Billing product and telecom billing life cycle. Currently working on EPM Expression Parser Module , IDT and Perl. Good knowledge of EPM and Perl. Worked Onsite at Confidential for a period totaling 8 months, mostly for Production Support, Designing Modules and developing Service Requests for their Billing System. . Confidential Analyst Programmer Leading the offshore team in design, development and maintenance of Virgin Mobile South Africa Billing System in Singl.eview. Am responsible for functional and technical designs, development of critical projects, code reviews of team members, general troubleshooting and problem solving. Senior Developer Developed and enhanced a host of billing modules in Singl.eview for entire billing cycle, like Rating, Billing, Invoicing, Post Billing and Interfaces. Served as Billing Invoicing Expert for the company. Worked overseas at Johannesburg, South Africa for a period totaling 7 months, designing and developing Service Requests for their Billing System. Confidential Worked on analysis, design, development and implementation of Billing System using Singl.eview tailor-made to suit the needs of our clients, mainly in Europe. Was Developer for a number of key modules in the Billing Product. Was part of a 5-member core team responsible for the research and preliminary development of any Invoice related work through IDT Invoice Designing Tool using Singl.eview. Worked overseas at Confidential a for a period totaling 2 months, developing and enhancing host of Post Billing modules Payments, Treatment, Collections, Deposits and Adjustment . Role : Analysis, Design and Development In this project we have implemented configured the Wholesale Billing System from scratch to support Provisioning, Rating and Billing for Trade Customer. Currently we are in the Post Go Live phase developing series of Change Requests in varied Billing functionalities. In summary, the configuration included Implementation of Billing, generating the Invoices, generating Revenue Pack Reports and Invoice Pack Reports for the Trade Customers according to the predetermined schedule. Implementation of wholesale billing process is required to Aggregate Charges levied against End Subscribers for Usage, Recurring and Non-Recurring charges and apply these charges to respective Trade Customers accounts Implementation of 3G Calling events functionality Implementation of Tiered Discount functionality, Incentive Agreements, Claw back, Recurring charge unit functionality and Service Usage Extract. Implementation of Bundle Rating functionality Implementation of Series of Post Go Live CRs a. Discount and Incentives b. Nation Roaming Customer c. Promotional Incentive d. MI Billing e. Partner Price Plan f. Pricing Model My detail role and responsibility includes Involved in Understanding the requirements as specified in SRS. Involved in Preparation of Internal Design Document after analyzing the EDD Responsible for delivering the Billing and Invoicing functionality using IDT with utmost quality. Responsible for delivering the Discounting functionality single handed. Involved in delivering major Rating and Normalization modules. Involved in the code review of the other team members work. Involved in developing Claw back/Incentive and Recurring/Billing functionality. Played a key role in Production Support team resolving CRITICAL/HIGH tickets in strict time frames. Involved in implementing the reports in Perl and SQRT Involved in Debugging and Fixing Tickets Developing unit test plans and unit testing. Role : Analysis, Design and Development This is a Billing project which revolves around customization of Singl.eview from the scratch to fulfill the Billing requirements for ever growing customer base in South Africa. It involved lot of interesting implementation in quick span of time. Invoicing Module: Developing Invoices from the scratch was a tedious process with a huge scope for human errors. Designed and developed the entire Invoicing module single handed to streamline the entire process. This module plays a pivotal part for telcos, generates the revenue. The .xml files are created on the basis of allocation of individual charges for a billing period for the respective customer base in a unique basis. This module now serves over 2 million customer base of Virgin Mobile per month and totally eliminates the risk of redundancy. It also generates a comprehensive folders for customer attached in a Bill Run. To add, devised Data Mapping Document, this acts like spec for the third party vendors to translate .xml file to .pdfs. Rating, Billing, Post Billing Module: These Modules play an integral part of any Telco. Designed and developed the challenging functionality of Coporate Split Billing, Airtime Roll Over, Billing Rules, Friend Get Friend, Deals and Handset Framework as back to back releases. Added functionality for Migration of services of a Customer from one plan to another, based on various criteria. Engineered functionality to keep Invoicing and Billing in sync thereby eliminated issues surrounding posting incorrect charge under Account History and actual Invoice. Increased performance by cutting down unnecessary sql scripts and replacing it by inbuilt SV functions. Revamped the whole existing code base into a strict SV framework. Enhanced the entire structure of Tariff and Subtotal meshing and hence eliminated time consuming process of finding the chargeable entities and in turn solving critical defects. Designed and developed Rating Tariffs, Post rating steps like Payment Creation, ATM Payment, and Voucher Top Ups. Involved in modification of Rate File Scripts Role : Design and Development This was an implementation of billing functionality for several countries of Europe. The most impressive part of this project was the frequent customization of Singl.eview tool for different countries. My major contributions include the following: Developed a powerful and fully flexible Post Billing Treatment and Collection module in which Payment Defaulter Customer are traced and reported. Involved in development, defect fixing and handling Change Request for the Account Receivable Modules Deposits, Payment and Adjustment Involved in fixing critical defects and handled Change Request for Invoicing and Billing Modules As a part of testing team, tested Interfaces like CAP, CPS and LOOK-UP REFERENCE. Skills: Languages: Singl.eview Version 6 Version 7 , PERL, Invoice Designing Tool, Enhance Parser Module SV EPM , C, C DBMS Packages: Oracle, MS Standard Structured Query Language Server, MS Access DBMS User Interface: TOAD, FELIX Middleware: Tuxedo Operating Systems: UNIX, Windows 95/98, Win NT, 2000, XP, MS-DOS Ticket Management System: Mercury Quality Centre, Remedy User, Clear Quest Reusable Business Processes Flows: MS Office: Excel, Access, Word and Visio Web Technologies: Core Java, J2EE, HTML Domains: Telecom Billing. | ||||
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] | null | [] | null | Telecom Billing - Quick Guide - Sending voice, data, picture, fax, etc., from one point to another using electronic media is termed as telecommunication and in short 'telecom'. Examples include Phone, Radio, Television and Internet. The medium of transmission includes Wire (Copper), Fiber Optics, Ether (wireless), Radio towers, M | en | https://www.tutorialspoint.com/images/favicon.ico | null | Telecom Billing - Quick Guide
Telecom Billing - Introduction
Sending voice, data, picture, fax, etc., from one point to another using electronic media is termed as telecommunication and in short 'telecom'. Examples include Phone, Radio, Television and Internet. The medium of transmission includes Wire (Copper), Fiber Optics, Ether (wireless), Radio towers, Microwave, Satellite, etc.
Now, let us list down a few international telecom operators, who are providing satisfactory telecom services to their customers −
Verizon
Vodafone
Airtel
TATA
Etisalat
Qtel
Let us also list down a few basic telecom services being provided by various well known telecom operators −
Voice Call
Fax Service
SMS & MMS
Internet Connection
Data Download and Upload
Video Conferencing
IP based services, i.e., voice over IP or VPN
Telecom operators are charging their customers in various ways, but there are two mainly used parameters to charge a customer −
Rental Charges − These are the charges taken from the customers on monthly basis against the service provided. For example, your telephone monthly charges would be $5.00 regardless you use it or not.
Usage Charges − These are the charges taken from the customers based on the service utilization. For example, you would be charged for all the calls you made or data downloaded using your phone.
Apart from monthly rental and usage charges, operators may charge you for service initiation, installation, service suspension or termination as well.
Telecom Billing is a process of collecting usage, aggregating it, applying required usage and rental charges, and finally generating invoices for the customers. Telecom Billing process also includes receiving and recording payments from the customers.
Billing Systems
There could be very complex charging scenarios, which would be difficult to handle manually. There are state-of-the-art Billing Systems available in the software market that can handle billing tasks very efficiently and provide lots of flexibilities to service providers to offer their services with different price structures.
Billing systems are often viewed as accounts receivable, as the billing system assists in the collection (receipt) of money from customers. Billing systems are also part of accounts payable (for inter-carrier settlements), as customers often use services from other companies such as wireless roaming, long distance, and call completion through other networks.
Billing systems are high end, reliable, and expensive softwares, which provide various functionalities. Here is a list of most important features but not limited to the following −
Rating & billing − It involves rating the products or services usage and producing monthly bills.
Payment processing − It involves posting of the customer's payments into his/her account.
Credit control and collections − It involves chasing the outstanding payments and taking appropriate actions to collect the payments.
Disputes and adjustments − It involves recording customer's disputes against their bills and creating adjustment to refund the disputed amount in order to settle the disputes.
Pre-pay and post-pay services − It involves supporting both the pre-paid and the post-paid customer bases.
Multilingual & multiple currencies − Multilingual and multiple currencies support is required if the business is spread across the globe and have multinational customers or else if the government regulations demand for it.
Inter-carrier settlements − It involve sharing of revenue between carriers that provide services to each other's customers.
Products & services − This involves providing flexible way to maintain various products and services and sell them individually or in packages.
Discount applications − This involves defining various discount schemes in order to reduce customer churn and attract and increase customer base.
Billing Types
When you drill down billing subject, it becomes more complicated. I would try to cover most of the concepts later in this tutorial, but first, let us have a broad view of the widely used billing types −
Pre-pay Billing − A billing mechanism where customer pays in advance and after that starts using a service. Usually, prepaid customers do not receive any invoice and they are charged in real time by the highly available billing systems called 'IN'(Intelligent Network).
Post-pay Billing − This is the conventional billing, which is coming for many years. Here, customers buy products and services and use them throughout the month, and by end of the month, invoices are generated by the service provider and sent those invoices to the customers to make their due payment.
Interconnect Billing: The network operator is usually financially responsible for services provided to its customers by other networks regardless of whether or not the customer pays for the service. Interconnect billing is related to inter-carrier or sometime called partner settlements.
Roaming Charges − When a customer goes from one network operator's coverage area to another operator's coverage area, the first operator would pay marginal charges to the second operator to provide services to their customers. Such type of charges are settled through roaming billing. This settlement is done as per TAP3 protocol, which we will discuss in the upcoming chapters.
Convergent Billing − Convergent billing is the integration of all service charges onto a single customer invoice. Convergent billing means creating a unified view of the customer and all services (Mobile, Fixed, IP, etc.,) provided to that customer.
Billing System Vendors
Billing Systems are the backbone of any telecom operator. If operators do not have a strong billing system, then it would not be possible for them to offer their products and services with attractive promotions and deals and ultimately they can not stand in today's competitive and dynamic market.
You can find thousands of vendors, who are selling their billing products with a claim of lot of features, but there are a few in the market which are really good and most commonly used. Some of the good billing systems are listed below −
Telecom Billing - System Architecture
The following diagram shows the typical architecture of a Billing System −
Here, we have two possibilities −
CRM (Customer Relationship Management)/OMOF (Order Management and Order Fulfilment) system contacts with the billing system and billing system contacts with provisioning system to provision the services and network inventory system as well to assign phone numbers or IP addresses, etc.
Second possibility could be that the CRM/OMOF system itself contacts with provisioning system to provision the services and network inventory system as well to assign phone numbers or IP addresses, etc.
Typical Billing Process
Considering the above system architecture: → After a call is made or you can say a usage is generated by the end customer, the mediation system gathers usage data from the network switch and builds a call-detail record (CDR). This CDR must contain 'A' party number and 'B' party number, the start and the end date & times.
The CDR is then stored until it can be rated. To rate the call, the CDR is examined to see if the call is, for example, an 800 number, a local call that is covered by a local-area calling plan, international call or a toll call. Information such as the time of the call was placed and city code or country codes are used to calculate the rate for the call.
Once each call is rated, this information is stored until the invoice is run, usually once a month. When the invoice is run, other nonusage charges, such as discounts or monthly fees, can be applied to the bill or sometime called invoice.
There could be a rating time discount or billing time discount, different payments done by the customers, different adjustments given, all these information contribute in the final invoice generation.
This information is then converted in a format, which can be printed in a readable form. Finally, the envelope is printed, stuffed with enclosures, and mailed to the end customer.
Billing System Requirements
A billing system should be composed of a series of independent applications that, when run together, are referred to as the billing system. A good billing system should provide the following major functionalities with a depth of flexibility −
Customer-interface Management − The billing system must be able to handle customer-initiated contact, oversee outbound customer contact, and manage the contact life cycle.
Order Management − It is a basic functionality, which should be available in a typical billing system. Billing system should be capable enough to capture product & service order and manage the order-entry life cycle, and oversee the order-completion life cycle.
Sales and Marketing − A satisfactory billing system should answer customer's query, handle commissions, provide sales support, track prospects, manage campaigns, analyze product performance, and acquire multiple dwelling units.
Rate Plans and Rating − A billing systems must manage a variety of products and services, different rate plans associated with those products and services and should provide flexible ways to rate usage generated by those products and services.
Discounting − A billing system should be capable of giving various types of discounts on different usages and rentals.
Invoicing − It is important that the system performs billing inquiry, generates bills, processes deposits, performs account administration, maintains tax and fee information, and processes financial information.
Credit Control & Collection − A billing system should control usage and revenue by assigning different credit classes to different customers. System should support payment collection and applying them on different invoices.
Multilingual Support − Multilingual support involves providing invoices and customer care services in multiple languages.
Multiple Currencies − Multiple currencies used in different countries can complicate the billing system as the billing and customer care system must be capable of recording and processing in units of multiple currencies.
Partner revenue management − Partner revenue management are the sharing of revenue between carriers that provide services to each other's customers.
Problem Handling − A billing system should also be able to manage trouble-ticket entry, coordinate trouble-ticket closure, and track the resolution progress of a trouble ticket.
Performance Reporting − A satisfactory system will provide performance reporting, ensure quality-of-service (QoS) reporting, create management reports, and generate regulatory reports.
Installation and Maintenance − The system should also provide workforce scheduling and manage activities performed at the customer premises.
Auditing & Security − A billing system should perform data audits and integrity checks. A secure system is always desirable for an operator.
Apart from the above functionalities, a good billing system should be −
Accelerating time-to-market for new service launches.
Enabling convergent view of customers and products.
Supporting cost-efficient architectural scalability.
Enabling partner relationship management and settlement.
Reducing total cost of ownership.
What is Next?
Starting from the next chapter, we would try to cover complete process starting from defining products and services, associating plan and tariffs with those products, acquiring customers (selling products to the end customers), capturing usage generated by those customers, and finally, rating and billing that usage to send a final bill to those customers.
Telecom Billing - Products & Services
Let us suppose a telecom operator like Airtel wants to set up a billing system of its own. Then, Airtel would have to first define its products and services by its sales and marketing department before moving on to set up a billing system.
What is a Product?
A product is a logical or physical entity, which can be sold out to an end customer by the operators. This could be a mobile phone, internet connection, Voice call connection, VPN, Video on demand, Digital TV connection, etc.
A product can have its monthly rental, which we call periodic charges also. A product can be usage generating product or non-usage generating product. A usage generating product is sometime called event generating product and non-usage generating product is called non-event generating product.
For example, voice call connection, which comes along with a phone number, is a usage generating product because it generates usage whenever end customer uses this product to make a voice call. A simple phone set without a connection is a non-usage generating product and it could be given to a customer based on monthly rent only. So even if, a customer is not using it, he has to pay monthly rental.
What is a Service?
When we talk about them from marketing point of view, as such there is no difference between products and services because most of the times, both are used interchangeably by different billing and marketing experts.
Simply put, an operator uses its products to provide voice services to its customers. An international call can be called a service provided using a voice call connection. Another example could be 800 number call may or may not be available through a particular operator, call waiting, call forward could be said a service provided by a model of a phone set or by an operator.
This tutorial will use Product and Service terms interchangeably. Keeping it simple, Products are the items that customers can either buy outright or lease. products may be −
Real objects (a mobile phone, for example)
Services (a call waiting service on a telephone system, for example)
More abstract concepts (a service level agreement, for example)
Product Families
Related products can be grouped together into a product family. Multiple levels of products are possible, so a product can be both a parent and a child at the same time.
In addition, each product family can have more than one parent product if required. Examples of product families are −
Telephony services
Cable TV
Internet
Leased Line
Group of Products(Packages)
Many a times, operators bundle more than one product into a single group and sell them as complete package. There are billing systems, which support bundling of various types of products together as a package. It can be offered at discounted price.
Packages allow a product to be offered to a customer at a reduced price if it is taken as part of a package. Each package can consist of any number of products and these products can be taken from more than one product family.
This package price plan for a product is usually different to its comparison (that is, non-package) price plan, as this is how the company offers a discount to the customer for buying the complete package. However, this is not mandatory, as a product can have one of its normal price plans assigned to it within a package.
Products Attributes
A product can have a number of attributes associated with them. Product attributes allow information about individual product instances to be held where the relevant information differs between types of product. For example, a pay TV product may have an attribute recording its set-top box number.
Further, a mobile phone product may need attributes to record the International Mobile Subscriber Identity (IMSI) and Mobile Station International ISDN Number (MSISDN).
Product Event Types
A product can have a number of event types associated with it. These event types govern the events that can be generated by the product.
For example, a mobile phone product could have event types such as voice calls and messaging services. There could be many more event types associated with a single phone device and operator can charge end customer for each of the event generated by the customer.
Billing System Perspective
Once your marketing department finalized all the products, services, packages and associated prices, they are configured in the billing system.
Different billing systems provide different levels of flexibilities of defining products and their hierarchies in terms of parent, child, and grandchild products.
Some systems are flexible enough to support packages and bundles and a few provide limited functionalities related to packages and discounted prices.
Some systems keep product catalogues separately from the price catalogues to provide better modular approach and some billing systems combine products descriptions, their features, and associated prices altogether.
Once all the products, services, packages and their events are configured in the billing system, next step is to define their rental and usage prices, which we will cover in next chapter.
What is Next?
If you understood what is a product or service and package, then you can proceed to the next chapter to understand how their prices are defined by the marketing department available with any operator.
Telecom Billing - Tariff Planning
Marketing department in a telecom operator company works hard to define rental & usage charges for different products and services. These charges are defined keeping other competitors and regulations in mind. Broadly speaking, there are two type of tariffs, also called rate or price plans, depending terminology used in different billing system.
There could be different types of charges to be applied for a product and associated services. For a given product, an operator can define one or more of the following charges, but they are not limited to only these charges, there could be some other type of charges depending on country, location, and business situation −
Product Initiation Charges − These are one-time charges, which can be taken from the customer as a part of installation, activation, service or initiating a connection.
Product Periodic Charges − These are the charges, which can be applied on monthly or bi-monthly or yearly basis as a rental of the product and service provided.
Product Termination Charges − These are the charges, which can be applied on termination of the product and service.
Product Suspension Charges − These are the charges, which can be applied if a product is suspended because of some reason; for example, non-payment.
Product Suspension Periodic Charges − There could be a requirement to charge a customer periodically even if a customer is suspended because of some reason.
Product Re-activation Charges − Assuming a product was suspended due to some reason and now it needs its activation, an operator can apply re-activation charges for this service.
Product Usage Charges − This is most important type of charge, which would be applied based on the usage of the service. For example, call per minute or per second, data download per MB, etc.
All the above charges are defined (i.e., configured) in different tariff catalogues inclusive or exclusive of applicable tax depending on regulatory. These catalogues vary from a billing system to billing system. Some billing systems keep all the prices in a single catalogue and some billing systems keep usage charges separate from other charges.
These catalogues are maintained in the billing system, but they are also made available to front end system so that different tariffs can be applied to the customer while creating customer account.
All the prices are defined based on products and their packages as well. There could be different combinations of products giving different prices in different packages.
Following section would give you an idea on different concepts, which are closely related to tariff definition −
In-Advance & In-Arrear Charges
There may be situation, when an operator would like to charge their customers in advance for some services and at the end of every month for some other services.
Charges taken in advance before providing the services are called in-advance charging and charges taken after providing the services are called in-arrear charges.
For in-arrears charging, the product charges are applied for a period up to at least the day before the current nominal bill date (or bill request date for non-periodic bills).
So while configuring different charges, billing system should give a provision to configure charges in advance and it is always optional for the operators if they want to configure a particular price in-advance or in-arrears.
NOTE − Usage charges can not be taken in advance until they are lump-sum because you never know how much usage a customer is going to generate in the coming month. If they are lump-sum amount, then you can take that amount in advance and let the customers use unlimited services based on their requirements.
Proratable & Non-Proratable Charges
Consider a situation, when a customer takes phone connection in the middle of the month and his invoice needs to be generated on the first day of every month. If prices are non-proratable, billing system would charge the customer for the whole, month which would not be fair with the customer. Same apply at the termination, if customer terminates a service in the middle of the month, then operator may not be willing to charge the customer for rest of the month.
Pro-ratable pricing means that they would apply only for the number of days customer is going to use the service. For example, if monthly product rental is $30 and customer used this product for 10 days only, then billing system should charge the customer only $10 for those 10 days.
So billing system should provide an option to configure the particular prices to be pro-ratable as well as non-proratable and let the operators choose what suites them best.
Refundable & Non-Refundable Charges
Now, let us consider a situation where an operator is charging a customer in advance for the whole month, but customer leaves in the middle of the month after using a service for 10 days.
If prices were configured as non-refundable, then they would not be refunded to the customer, but if they were configured as refundable, then they would be refunded to the customer. Second rule, if prices were configured as pro-ratable, then they would be refunded based on pro-ration, otherwise they would be refunded as a whole.
Charge Overriding Option
A good billing system provides an option to override base prices at the time they are given to the customer.
For example, for a particular product base prices in the catalogue are defined $30 per month but customer is not ready to pay $30 per month, and based on some bargaining, he is ready to pay $25 per month. In such a situation, customer service representative (CSR) should be able to override defined base price $30 and add them as $25 at the time of customer creation in the system.
Billing system should give an optional provision to the operators if a particular price can be overridden or not and let the operators decide if they want to override some charges at the time of sale or they are fixed in all the situation.
Revenue Segregation by Revenue Codes
All the operators would like to know how much they have earned using a particular product, its rental, suspension or usage, etc.
While defining different prices in the catalogue, billing system should give a provision to associate some kind of revenue codes or keywords with different types of charges. This helps in generating different reports based on the codes associated with the revenue.
Tariffs Classification
An operator may define different tariffs, which can be offered to different people having different credit classes. For example, a 5mbps data line at a cost of $100 per month can be offered to a customer having monthly income more than $1000/month and a 1mbps data line can be offered to a customer having minimum monthly income $500/month.
All the billing systems give options to define different credit classes, which can be assigned to customers based on their credit history and income and may be based on some other parameters defined by the operator.
All the products and services can have different tariff plans, which can be offered to different classes of people ranging from general class to VIP class.
Parameters for Usage Charges
There are number of parameters, which can be used while defining usage charges. For example −
Calls in daytime, usually called peak time, will be charged on higher rate and in night time, i.e., off peak time rate will be relatively low.
If calls are terminating within the same network, usually called on-net calls, would be charged at relatively low prices.
Calls during weekend, i.e., Sat and Sun would be charged at low prices.
Calls to a particular destination would be charged at high prices.
Calls during some festival would be charged at special prices.
Data download from a particular site would be free of cost.
Sending SMS to a particular code would be charged at high rate.
Calls within a particular group of numbers, usually called closed user group (CUG), would be charged at zero price.
Sending international or national MMS would be charged at the same prices.
Billing systems provide lots of flexibility to define various such rules to charge voice, data, SMS, or MMS usage generated by the customer.
What is next?
Now, we have all the products, services, and associated tariffs available in the billing system. In the next chapter, we will see how to sell these products to the end-users and create their records in the system.
Telecom Billing - Customer Acquisition
A customer is a "legal entity" (that can be either an individual or a company) that takes the products and services offered by the service provider and responsible for paying the bills. In a residential billing scenario, a customer might be a single householder. In a business billing scenario, a customer might be a corporation.
Individual customer − An individual customer is a single person (or household), who buys one or more products and pay the bills. There would not be any hierarchy required to maintain customer or account.
Company customers − A company customer is a single company or branch of a company. There could be a typical parent and child type of customer hierarchy representing different branches or departments of the company.
Customer Acquisition Process
Customer Acquisition is the process of identifying, attracting and retaining the potentially profitable customers. This is a handled using system called Customer Relationship Management (CRM), which is one of the important business support systems (BSS).
A CRM system would always be connected with various systems including billing system and feeds customer personal data and product and service information to the billing system.
A customer, who is purchasing the products & services, needs to be activated in the system and for this, various details about the customer are required −
The customer may have to fill up an application form providing personal details.
Validate the identity of the customer in order to prevent fraud.
Service Provider needs to carry out a credit check on the customer and assign appropriate credit class based on credit history and monthly income, etc.
Offer appropriate products, which are provisioned at the network to provide the service.
Once the customer is acquired, it is required to manage and retain the customer, which involves −
Interacting & communicating with the customer for sales and collection activities.
These interactions can be recorded in different formats like Notes, voice recordings, etc. This data can be used to analyze the behavior of the customer and helps the service provider to provide better services in order to retain the customer
Handling trouble tickets raised by the customers against any problem they face with the network or invoice, etc. This data can also be used to analyze the behavior of the customer and helps the service provider for the betterment of the services in order to retain the customer.
Handling any bill disputes and adjustments raised in between the customer and service provider.
Customer Life Cycle
A typical customer life cycle is shown below in the following diagram −
All the phases comprising a customer life cycle are briefed here −
Customer Engagement − The customer contacts the CSR (Customer Service Representative) and the CSR engages the customer with the various products and services offered by selling them to the customer.
Order Creation and Fulfilment − The customer takes the product(s) and services(s) and the CSR creates and completes the order into the system, which is then fulfilled by supplying required product and services to the customer.
Service Provisioning − The products and services are provisioned at the network using a system called Provisioning System. The Provisioning System informs the network about the customer's information and the services they are authorized to use. In fact, this activates the customer on the network.
Products Utilization − Once the customer is activated on the network, the customer starts using the products & services including, making a call, data download, etc.
Products and services usage is Rated & Billed − Customer usage is collected from the network and then it is rated based on the defined rate plans and billed to apply product rentals and required discounts, adjustments, etc.
Bill Delivery − Once a bill is generated, it is delivered to the end customer demanding for the revenue against the services provided.
Bill Payments − Customer makes the payments against the received invoices.
Dunning & Collection − There may be many customers, who will not pay their bills on time. For such type of customers, different dunning letters are sent to remind them about their payments. If a customer does not pay on time, then different collections are taken starting from stopping the customer services one by one.
Customer Termination − There may be various reasons when it is required to terminate a customer in the system. For example, customer may be migrating to different location, or customer may not be happy with the services provided, etc.
On a given date, total number of active customers in the system are called the customer base. Adding a customer into the system, and terminating a customer from the system, is known as customer churn.
Customer Types
Typically, there are following types of customers in today's telecom market −
Mobile Pre-Paid Customers − These are the customers, who use Mobile services by paying their charges in advance. For example, GSM, GPRS phone users. These customers recharge their phone based on their requirements.
Mobile Post-Paid Customers − These are the customers, who use Mobile services by paying their charges after every invoice they receive. For example, GSM, GPRS phone users. These customers pay their bills on monthly or bi-monthly basis.
Fixed Pre-Paid Customers − These are the customers, who use Fixed line, i.e., landline services by paying their charges in advance. For example, PSTN, WiMax phone users. These customers recharge their phones based on their requirements.
Fixed Post-Paid Customers − These are the customers, who use Fixed line, i.e., landline services by paying their charges after every invoice they receive. For example, PSTN, WiMax phone users. These customers pay their bills on monthly or bi-monthly basis.
What is next?
Now, we have customers in our billing system along with products and services. Customer starts utilizing all the products and services bought and start generating national and international, data and voice calls, which will be rated and billed by the billing system and we will discuss those processes in subsequent chapters.
Telecom Billing - Usage Capturing
A customer starts generating usage at Network as soon as he/she starts using the products and services sold by the operator. A network element is a combination of software plus hardware and responsible for overall service control and metering events for any type of service.
What is an Event?
An event is a single billable occurrence of product usage, typically captured electronically by a network. For example, when a mobile phone user makes a telephone call, an event is generated, which contains information about that phone call, such as the call duration, the time of day the call was made, and the number that was called.
What is a CDR?
An event along with all its attributes is called Call Detail Record (CDR). A data collector in the network switch captures the usage in the form of Call Detail Record (CDR)/Usage Detail Record (UDR). These raw CDRs/UDRs are in turn converted by the mediation system into a format understandable by the Billing System.
There could be different network elements controlling the services and producing different types of CDRs; for example, for GSM telephony −
Voice calls are captured by the MSC (Mobile Switching Centre).
SMS traffic is captured by the SMSC.
Data traffic is captured by the GGSN.
MMS traffic is captured by the MMSC.
Roaming CDRs are captured by roaming partner's switching element.
For more information on GSM, MSC, SMS, SMSC, GGSN, MMS, MMSC, please refer to our GSM tutorials.
The following diagram shows the Network elements capturing Usage data and sending Raw UDRs to the Mediation System and finally to the Billing System for rating and billing.
CDR Attributes
As mentioned above, a CDR keeps usage details along with various other useful information. Below are the most important attributes of a CDR −
Calling Party (A number).
Called Party (B number).
Call Start (date and time).
How long the call was (duration).
Call Type (Voice, SMS, Data etc).
A unique sequence number identifying the record.
Additionally, a CDR may also record other information such as −
The identifier of the telephone exchange.
The result of the call (whether it was answered, busy, etc.).
Trunk or route used to connect the call.
Any fault condition encountered.
Indicators that note the use of features such as call forwarding, three-way calling, etc.
Any facilities used during the call, such as call waiting or call diversion.
Various other attributes depending on requirement.
The accurate recording of all required information in a UDR depends on the logic of the switch vendor plus the switch specific table entries. If either of these cannot record the data accurately, the mediation system will not be able to recognize the completed calls and pass them to the billing system.
CDR Processing
The Mediation System collects CDRs from different network elements in different formats. Various network elements generate CDRs in ASN.1 format and some network elements have their own proprietary format of CDRs.
The Mediation System processes all the CDRs and converts them into a format compatible to the down stream system, which is usually a Billing System. The Mediation System applies various rules on CDRs to process them; for example, mediation system marks the international calls based on the dialed number (B-Number), same way mediation system marks the on-net calls based on A-Number and B-Number.
There may be a requirement to filter out all the calls, which are having call duration less than 5 seconds, the best place to filter out such types of calls will be at Mediation System level. Same way, if some extra information is required in the CDRs, which is critical to billing, then Mediation System will help in providing such information based on some other attributes available within the CDRs.
Once the collected CDRs are processed, Mediation System pushes all the CDRs to the Billing System using FTP because usually Mediation and Billing systems run on different machines.
What is Next?
Well, now you have captured customer generated usage. The next chapter will cover how we can rate this captured usage so that due revenue can be collected from the end-user.
Telecom Billing - Rating Processes
Rate is the charge/price for the occurrence of an event. Examples of rate include charge for the duration of the telephone call: For example: "0.40 INR per 1 minute" or a specific quantity. For example: 10.00 INR for 1MB download or it can be charged for the quality of service.
We already explained that Event is a single occurrence of product/service usage. The events are captured by the network elements in the form of CDRS/UDRs and passed to the Billing system for rating & billing.
Rating is the process of determining the charge/price of individual events. For example, the price for 2 minutes call is 0.80 INR with the rate of 0.40 INR per minute.
Rating Engine, which is part of the Billing system, carries out this rating function.
Rating Process
Rating Engine receives the events in the form of data records called as Call Detail Records (CDRs) or Usage Detail Records (UDRs), which describe the use of a product/service. A CDR is a string of data that contains call information such as call date and time, call length, calling party, called party, etc., which are used to rate the events.
There is a list of basic functions of Rating/Rating Engine −
Accepting CDRs from the Mediation System or other service providers or roaming partners in case of roaming usage.
Validating the CDRs and eliminating any duplicate records. These duplicate events are stored in a database table for later verification.
To determine the customer account that has to be charged for the event. Here, Rate process picks up the event source ( Mobile Number or IP Address, etc.) and checks the database to verify if this event source is associated with any account. This step is called Event Guiding.
If the event can not be guided, then this event will be rejected and can be put in suspense category. These rejected events are stored in a database table for later verification.
To calculate the cost/price of the event as per the rating tariff (also referred as rate plan).
To apply any applicable rating time discounts. This could be first five minutes free and after that call will be charged at normal rate. Such type of discounts are called rating time discounts.
To store the rated event in the database for a billing purpose or send it to the external system for billing.
The following image shows an overview of the Rating Engine and its associated functions −
The customer's information determines the rate plan (rating tariff) to use in charge/price calculation. The rating engine uses the rating tables, and the event information from the CDRs (e.g. distance, time of day, location of the call, duration or volume of the event, etc.) to calculate the actual charge for each call.
Duplicate Events
A duplicate event is defined as any unbilled event that relates to another unbilled event in all of the following ways −
The account numbers are identical.
The event sources are identical.
The event type IDs are identical.
The event dates and times are identical.
Any other criteria can be defined in the billing system to identify duplicate events. There are a number of situations that may cause duplicate events to be submitted to the Billing system −
A failure of the mediation system's filtering mechanism.
Coding errors in the mediation system software.
A repetition of all or part of an event file being passed to the Rating Engine.
Rejected Events
When Billing System encounters a problem with a particular event, the offending event is rejected. Rejection may be due to problems with any of the following −
The event itself.
The rate plan.
Customer and account data.
Configuration data.
There are three main reasons for rejecting an event −
Parsing errors prevent the Billing System from reading the information in the event detail record. A parsing error may occur because the data in the event record is corrupt or in the wrong format.
Unguideable errors prevent Geneva from identifying the event source or account associated with the event. An unguideable error may occur because the event source does not yet exist in the Billing System database.
Unrateable errors prevent Billing System from calculating a cost for the event. An unrateable error may occur because of problems with a rate plan.
All the rejected events are posted to a special account, which is called internal account or suspense account and these rejected events are called suspense events. Finance department keeps track of all the rejected events and count them as a part of revenue loss. IT department always gives alot of attention to resolve rejected events and rate them properly to save revenue.
If a rejected event cannot be fixed and the Operator does not want to post it to an internal account, the event can be discarded. When an event is discarded, it will not be submitted to the Rating Engine and no further attempts to rate it will take place.
Real-Time Rating
Real-time rating is the process of taking events as they occur and rating them immediately, with as little delay as possible between event generation and costing. Real-time rating can be contrasted with file-based rating, where event details are stored in a file buffer for hours, days, or weeks before the whole file is finally rated.
Real-time system process includes e-commerce transactions and data download. Any application where events must be rated and applied quickly to a customer's account is a suitable candidate for real-time rating.
Rerating Events
There are several situations in which it may be necessary to rerate events. For example, when −
An error in the rate plan used resulted in incorrectly priced events.
The events were loaded against the wrong account (due to incorrect event source registration).
An existing rate plan was replaced at some point between the last and the next billing dates.
The rate plan, price plan, or event source for a product has been retrospectively changed.
The process for rerating events is very simple and it is as follows −
Unload/Unrate all the events from the database using provided utility. Most of the billing system provides a utility to unload or unrate all the rated events.
Fix the problem wherever it lies.
Resubmit the events for rating by the Rating Engine.
Partial Events
Partial events allow a customer's balance to be maintained while an event is in progress.
For example, in case of a long data download, mediation system will keep sending partial events to the billing system so that billing system keep rating them instead of waiting for event completion, and as soon as customer's credit limit breach, account will be barred and Network element will be informed to terminate the call.
Thresholds and Actions
The Rating Engine can automatically check to see if any rating time thresholds, including rating time discount thresholds, have been reached.
Rating time thresholds help in protecting operators from lots of revenue loss. For example, a customer may not be willing to pay more than his credit limit, in such a case, it becomes necessary to terminate customer's call as soon as it reaches to credit limit threshold.
If it is required to take rating time action, then it is important to have as much as real time rating as possible.
What is Next?
So far, we have seen how a customer generates usage and how mediation system pushes that usage (CDRs) to the Billing System and how a Billing System rate those CDRs.
In the next chapter, we will discuss how to collect all the rated CDRs for the whole month and generate final invoice/bill, which is sent to the end customer to collect revenue for the provided services.
Telecom Billing - Processes
Billing is the aggregation of all non-recurring, periodic, and chargeable events on an account-by-account basis. It is also the calculation of all outstanding charges and available discounts and bonuses.
The output from billing process is a stream of tagged bill data that can be used to create a bill on paper, disk, or any other media. Billing Engine, which is part of the Billing System, creates invoices.
Bill Process
The following diagram shows the basic diagram of the Billing Engine and associated functions −
The Billing Engine picks up an account to generate a bill and the following associated information to generate invoice data −
All the rated CDRs for the customer within the month of invoice.
All types of charges (initiation, installation, periodic, suspension, termination, etc.,) applicable for the customer's products and services.
If there is any refund or any other charges applicable.
Total outstanding from previous bills.
Total payments made by the customer in the given month.
Total adjustment passed in favor of the customer or against the customer.
Total discount given to the customer.
Total taxes applicable on customer's usage and rental charges.
Billing configuration parameter required to run the Billing Engine; for example, payment due date, etc.
The above-mentioned information is just an indicative and may vary from billing system to billing system and operator to operator.
Billing Engine produces raw data having all the information required to generate a final bill and this raw data can be used to generate a final invoice to be sent to the end customer.
Bill Cycles
When a customer is added into the Billing System, system assigns the customer a predefined Bill Cycle. A bill cycle is a date on which Billing Engine runs and produces bills for a set of customers.
If there are many customers, then they are divided into different billing cycles. For example, a group of customers can have billing data as 1st of every month; another can have the billing date on 15th of every month.
If a customer is assigned to run a bill on 1st of the month, this would be called customer's nominal bill date. But because of various reasons, many times bill run becomes delayed and actual bill gets generated on a later date, this would be called actual bill date.
Bill Types
There could be various types of bills available for a user. Few of them may not be supported by some Billing Systems.
Bills are produced either automatically or on request from a customer.
Billing Modes
A Billing System can generate bills in two modes, for example −
Test (what if?) billing mode − This mode if used to produce formatted test bills whilst leaving the database unchanged. These bills are useful to make sure that system is working fine and test after making changes to bill templates or tariffs.
When running the Billing Engine in test mode, commits are not made to the database. So there would not be any impact on customer's profile even after running test billing many number of times.
Test bills are usually run for a sample set of customers. If you are satisfied with the test bills, then you can proceed for production bills.
Production (live) billing mode − This mode is used to produce normal production bills. Most of the time, this is the default mode for the Billing Engine.
Once a production bill is generated, Billing Engine updates customer's profile in the database with the total outstanding balance to be paid by the customer, and next bill date, etc.
Billing Engine assigns different invoice numbers to all the production bills which help in keeping track of different payments made against the invoice.
Bill Suppression
There may be a situation when it is not worth to generate a bill and better to suppress the bill. Following are such type of situations −
Suppressing bills for accounts with zero (zero activity bills) or very little value (small bills).
A particular type of bill can also be suppressed if multiple bill types are requested/scheduled at the same time and therefore preventing unnecessary bills from being sent to the customer.
A small bill is a bill that falls between the ranges defined by the minimum positive bill amount and the maximum negative bill amount, exceptional bill conditions. Small valued bills are produced and then removed from the billing process, so that they are not sent out to customers.
Exceptional Bills
Examples of possible exceptional bills are unusually high bills or bills, which exceed the account's credit limit by a set multiplier. The Billing Engine performs some basic checks on the bill data that it produces. These involve testing the total being billed to ensure that the following conditions are met −
The bill total is greater than the minimum negative bill amount.
The bill total is less than the maximum positive bill amount.
The bill total is less than account's credit limit multiplied by the credit limit multiplier.
All the above conditions vary from billing system to billing system and operator to operator and they are called exceptional bills conditions.
Bill Itemization
By default, all the invoices provide a detailed summary of product and service charges along with usage charges. But it does not provide the details on all the calls made by the customer.
An itemized bill means giving complete details of all the calls made by the customer. This needs more number of papers to be printed. Recent trend is to send itemized bill through electronic e-mail and summary statement is sent using a physical copy of the bill.
Bill Formatting
There are Billing Systems, which provide Billing Formatting utilities, which can be used to generate final formatted bills.
Bill formatters take the output data produced by the Billing Engine and usually generate either Post Script file or a PDF file, which can be used by the Bill Printing Company.
If Billing System is not capable enough to generate formatted bills, then system generates a set of tagged files along with billing information and any external Bill Formatter can use that tagged information to generate a well-formatted invoice.
No matter, if Billing System generates formatted invoice or we use an external tool to generate these formatted invoice using raw data generated by the billing engine, finally these invoices are sent to the bill printing company, who takes care of generating final copy of generating invoice. We will discuss it in detail in the subsequent chapter "Invoice Generation."
What is Next?
Next chapter would explain discount process, which is actually a part of rating and billing process, but we kept it as a separate section because of the various that items need more explanation.
We will discuss different types of discount hierarchies and which can be given at the time of rating and billing.
Telecom Billing - Discount Application
All discounts alter (most commonly to reduce) the price to be paid for a set of events and/or products. Discount is a way of giving customer money off. Discount defines a set amount of money (percentage or monetary) to be applied to products or usage that meet certain criteria. For example, all the local calls made on a particular day say 01-01-2010 are charged at $0.20.
Discounts can be calculated either during the rating process or during the billing process −
Rating Time Discount − All the discounts given at the time of rating process. These discounts can be given at usage only. An example of rating time discount is "5% off the first hour of all international calls".
Billing Time Discount − All the discounts given at the time of billing process. These discounts can be given on rated usage as well as on product & service charges. An example of billing time discount is "5% off if you spend over $15 within a month".
A pre-itemization discount is one that modifies the price of each event to which it applies to determine a rerated price. This discount also comes in billing time discount category, but this is related to rating of the calls. Other billing time discounts leave the price of the event unmodified. A pre-itemization discount cannot incorporate product charges, only event charges.
Discount Steps and Thresholds
The size of a discount is determined using a series of discount steps and thresholds. Discount steps allow the size of the discount to be changed when particular thresholds are reached.
For example, a discount for telephony events could depend upon the number of minutes spent calling with 10 percent off after 100 minutes and 20 percent off after 200 minutes.
Each discount should have at least one step. Further steps can be added if the discount is required to become more or less favorable with greater volumes. Each discount step can have its discount expressed as either an amount of money or a percentage (but not both).
Simple Discount Types
There could be infinite types of discounts given to the end customer, but it depends on what your billing supports. Following are the simple, but very good types of discounts, which can be offered −
Cross Product Discounts
These are the discounts where a set of products & events determine the discounts for another set of products & events.
For example, "10 SMS free if more than $30 is spent on mobile calls". Here mobile calls determine the discount and SMS product gets the discounts, such type of discounts are called cross product discounts.
Tiered Discounts
These are only applicable to the portion of the set of events or money spent that falls between the assigned discount thresholds. For example, in the following diagram, 0% off for a spend of $0-$100 threshold or 0-100 events threshold, 5% off for a spend of $100-$200 threshold or 100-200 events threshold, etc.
Volume Discounts
These are the discounts based on the number of events or product charges that a certain product generates. For example, in the following diagram, 5% off for a spend of $100 or 100 events, etc. As seen, the greater the spend, the more the discount.
Tax Discounts
Tax discounts provide an alternative method for dealing with some tax exemptions. They are calculated and applied when the account is billed.
Discount Periods & Proration
Most discounts have a discount period associated with them, which can be any number of days, weeks, or months. This period can be used in three ways −
To specify the time over which a threshold value is meant to be reached.
To specify the frequency with which an absolute discount is meant to be applied.
To specify how often the highest usage is determined for discounts with highest usage filters attached.
Discounts could be pro-rated and non-prorated based on the requirement. If discount is pro-rated, then discount will be calculated based on the number of days service has been under use, and in case of non-proration discount, it will be calculated for the whole period for which discount has been configured.
Bonus Schemes
Bonus schemes are methods of giving the customer free events, where the number of free events is determined by the prior usage of or charge for one or more products over a period of time (for example, the previous year).
For example, "Take the Super deal telephony package and get $10 of free calls for every three hours of international calls made in the previous quarter."
There are other ways of giving customers money off, for example, giving a more favorable price plan via a package, reducing the unit rate of a product as the quantity taken increases.
Calling Circle Groups (CUG)
Calling circle Groups define a relationship between users, who are modelled as members and (by default) non-members.
Within this model, a call made by a member of the circle to another member of the circle would be priced using a different rate to that applied to a non-member (or associate) making the same call.
The relationship between the calling parties is determined by the combination of caller identities. Calling circles can span networks if the networks belong to the same operator and a single calling circle can include both mobile and fixed-line users.
What is Next?
We already have covered Billing Processes in the previous chapter. In the next chapter, we will discuss the last part of Invoice Generation starting from raw invoice data to structured bill formation.
Telecom Billing - Invoice Generation
Most of the billing systems generate structured ASCII text containing the information content of the bill. The bill data for each bill is written initially to either database or flat text files. The format of the data at this stage is the same, regardless of how the data is to be processed.
This bill data can then be processed by one of a number of formatting engines to produce output in the desired form. For example, paper, CD-ROM, etc.
There are Billing Systems available, which provide internal Bill Formatting tools. If a billing system does not provide capable tool to generate formatted bills, then there are third party tools available like DOC1, which is one of the most commonly used tools.
Here is a typical diagram showing the flow of bill formatting −
Following is the snapshot of a bill data taken from Convergy's Infinys Billing System −
DOCSTART_85 DOCTYPE BILL GENEVAVERSION 5.0 BILLSTYLE 1 BILLTYPE 1 BILLTEMPLATE 85 BILLSEQ 1 BILLVERSION 1 ACCCURRENCYCODE BEF BILLLANGID 2 BILLLANGNAME English (US) BILLLANGLOCALE us PAYMETHODID 1 FORMATREQ A30001001/0001 COPYBILLNUM 0 BILLPURPOSE 1 ADDRESSNAME Dr D Jackson POSITION Project Manager DEPARTMENT Recruitment ADDRESS1 12 South Street ADDRESS2 Detroit ADDRESS3 Michigan ZIPCODE 12345 COUNTRY United States BSTARTACCFADDR ACCFADDR_1 United States ACCFADDR_2 Michigan ACCFADDR_3 12345 ACCFADDR_4 12 South Street ACCFADDR_5 Detroit ACCFADDR_6 Dr D Jackson BENDACCFADDR CUSTOMERREF C30001 CUSTOMERTYPE Standard ACCTAXSTATUS Exclusive INVOICINGCONAME Invoicing company for English (US) INVOICINGCOADDRESS1 Company House INVOICINGCOADDRESS2 Atlanta INVOICINGCOVATREG taxref000576 ACCOUNTNO A30001001 BENDBFPAYSUMMARY BALOUT 0.00 CHARGES 142.00 NEWBAL 142.00 BSTARTBFPAYDETAILS ACCDEPPREVTOT 0.00 ACCDEPCHANGE 0.00 ACCDEPCURRTOT 0.00 BENDBFPAYDETAILS BENDBFSTATEMENT BILLREF A30001001@0001 BILLDATE 02/20/99 NEXTBILLDATE 03/20/99 BSTARTPAYMENTDUEINFO PAYMENTDUEDATE 03/04/99 DEBTSTARTDATE 02/25/99 PAYMENTTERMDESC Payment due 7 days after the bill date PAYMENTDUEDAYS 7 BENDPAYMENTDUEINFO GIROREF 34 GIROACCOUNT 404 7800 OCRREF 1300010019 OCRSORTCODE V6344047800 GIROAMOUNT 142.00 OCRAMOUNT 000142000 INVOICEACTUALDATE 02/25/99 INVOICETAXDATE 02/25/99 INVOICESTART 01/03/99 INVOICEEND 02/19/99 TAXTYPE 1,2.00, TENDTAXTYPE INVTOTALTAX 2.00 BENDTAXDETAILS INVTOTAL 142.00 INVTOTALROUNDED 142.00 TOTALSAVE -11.00 PERIODEND 02/25/99 POINTSBALANCE 0 POINTSEARNED 0 POINTSREDEEMED 0 POINTSADJUST 0 NEWPOINTSBALANCE 0 DOCEND
Bill data consists of succession of lines of ASCII text. Each line takes the form −
TAGNAME tagvalue
TAGNAME and tag value are separated by a tag separator (tagsep) of a space. The tagvalue can be either a single value or a list of values separated by delimiters (sep). The delimiter used is a comma unless specified.
Bill Post Processor
A Billing Engine may not be able to generate all the information required in the bill or there may be a requirement to perform some special calculation on the data provided in the invoice. This is called Bill Post Processing and usually done by a custom component called Bill Post Processor (BPP).
A BPP can be written in your preferred programming language, which reads a raw invoice file and performs required modification into this file before passing it for the final formatting.
There is none billing systems available which provide out-of-the-box BPP functionality because requirements vary operator to operator and this process can not be standardized. At most, billing system can provide a plug-in point to plug your custom BPP along with Billing Engine.
DOC1 Bill Formatter
DOC1 is very famous Bill Formatter tool available from PitneyBowes Company, which helps in bill formatting into PDF or Post Script files.
As mentioned above, the output of the Billing Engine is structured ASCII text containing the information content of the bill. A mapping is established between source invoice file tags generated by the billing system and tags required by DOC1. DOC1 requires fixed length tags as shown below.
The following is a hypothetical sample from the invoice file provided −
ACCOUNTNO ACC0010000 ACCUMBONUSPOINTS_1 BON0050100 ACCUMBONUSPOINTS_2 BON0050100 ACCUMBONUSPOINTS_3 BON0050100 ACCUMBONUSPOINTS_4 BON0050100 ACCUMBONUSPOINTS_5 BON0050100 ADDRESS1 ACC0030000 ADDRESS2 ACC0040000 ADDRESS3 ACC0050000 ADDRESS4 ACC0060000 ADDRESS5 ACC0070000 ADDRESSNAME ACC0020000 BUSINESSNAME ACC0120000 TSTARTADJ ADJ0000000 ..........
Now using the above translations, a final file would be generated for DOC1 and DOC1 will take care of generating final invoice using the information provided.
Some modifications can also be performed at DOC1 level, but it does not provide much flexibility to modify the invoice. You can try latest version, which can help you much more the expectations.
Final Invoice Generation
Once all the accounts are billed and invoices are formatted using either internal or external bill formatter, these invoices are sent to the Bill Print Company for final printing.
If an operator is using Electronic e-mail facility to send a bill to their customer, then a copy of the same bill can be sent to e-mail system to send it to the end customer.
Tier 1 operators (having 20-30 million or more customer base) usually outsource this task including bill distribution.
What is Next?
After generating invoices, they are sent to the end customers. Now, it is time to collect revenue from the customer. We would discuss revenue collection process after one chapter.
Before we proceed further, let us cover Credit Control Part, which is very important and should be covered before revenue collection.
Telecom Billing - Credit Control
All the operators provide their services and collect revenue from the end customers to survive in the business. There may be two possible ways to charge an end customer −
In-Advance − An operator charges the customers in advance before providing the service. This leads to less customer satisfaction, but operator is more secure from revenue point of view.
In-Arrears − An operator pushes himself on risk and charges the customer at the end of every month after providing required services. This leads to more customer satisfaction, but operator is on a risk of collecting less revenue.
There is always a threshold up to what an operator can tolerate revenue loss associated with a particular customer; same time, there is a threshold of risk an operator can take with a particular customer.
For example, if a customer's income is $10,000/month, then operator can provide him their services very easily up to $1000 - $2000 but for the same operator it would be difficult to provide him a service, which would cost almost $10,000/month because in such a situation, it would be difficult for the customer to make monthly payment.
Keeping the same concept, operators define different credit classes, which they use to classify their customers and associate different credit and collection actions.
Credit Classes
The credit class defines a category of the customer and associated risk of revenue can be taken with that customer. A credit class also defines which collections schedule is to be applied to the customer, should its owner fail to make the (undisputed) payments that are due.
All the Billing Systems provide facility to define various credit classes, which can be assigned to different customers at the time of adding them into the system. Some examples of credit classes are as follows −
VIP Credit Class − This can be assigned to VIP customers and would have very high value of credit limit.
General Public Class − This is the most common credit class and would have almost $100 or $200 credit limit.
Segment Specific Class − These classes can be defined based on different segments such as police, military, or bank officers, etc. Operator can define credit limit based on their comfort.
There could be infinite number of credit classes defined based on the requirements and category of the customers.
Credit Control
There are mainly two stages where credit can be controlled for a particular type of customer category −
Un-billed Usage Based
This is rating time control, which is done by the Rating Processes. Here, customer's usage and total charges are checked against the assigned credit limit, and if customer starts approaching towards the assigned credit limit, customer is informed about the same and after breaching the credit limit an appropriate action can be taken.
There are operators, who would like to bar (i.e., temporarily stop) the services if customer is breaching the credit limit and they would be unbarred once the payment is done. For example, a customer having a credit limit of $200 will be informed on 80% of usage by a means of SMS, on reaching a threshold of 90% might be informed by means of a reminder call, etc., and when 100% credit limit has been reached, then outgoing might be barred.
To control the credit, operators like to bar only outgoing calls in case of Voice and SMS usage, but in case of data download, customer would not be able to perform any data download.
Billed Usage Based
This is usually done after sending the invoices and more related to revenue collection process, which we would discuss in next chapter.
To control the credit at rating time, it is important to keep rating as real time as possible. If usage is not being captured in real time and it is being rated after a long gap, then there is a possibility that customers would have crossed their credit limit and legally customer may not be able to pay the amount beyond their assigned credit limits, but this varies from country to country and operator to operator.
Deposits
There are billing systems, which support deposits to be held against accounts. Deposits are held alongside the account balance and cash can be transferred between the two.
There could be different level of deposits to provide different kinds of services, which can be maintained against an account.
Deposits help operators to cover their revenue in case customer is not able to make their payments.
What is Next?
Hope you have some idea on how to control credit given to the different classes of customers. Still there would be various customers, who would not pay on time even after giving them a credit within their capacity. There are various customers, who do not pay at all after using the services.
In the next chapter, we will explain how we define different revenue collection processes and schedules to collect the revenue for the services provided.
Telecom Billing - Collection Process
After an invoice is generated and dispatched to the customer, ideally, all customers will receive their bills and pay promptly. However, there may be some customers, who do not pay their bills and there may be an unacceptable delay in paying the bill and hence the service providers must take some action needed to remedy the situation and collect the outstanding balance due (called account receivable, abbreviated as A/R).
Collection is the process of chasing past due receivables on customer account. This usually involves sending notifications to the customer and taking appropriate actions in absence of due payments after the due date.
Billing Systems support dunning (receivables chasing) both at the invoice level where receivables are chased on an invoice by invoice basis and at the account level whereby all overdue amounts for an account, across several invoices, can be handled by a single dunning action.
The dunning model to be used for an account will be assigned on the basis of its credit class. A core collection process includes the following two items −
Collections Aging Tracking − This is the process of tracking the customer invoices that have not been paid within the specified payment period due date. It deals with the "age of account receivables"; for example, invoices that are 0-30 days overdue, 30-60 days overdue, etc.
Collections Actions − Collection action is the action that is performed when the account receivable reaches a particular age. For example, reminder messages to the customer to be mailed or recorded audio message should be played.
Collection Action Schedules
Normally, collections actions are taken in the following steps −
Send reminder mail and/or call: The customer service department contacts the customer reminding the payment. Still if there is no payment received, then proceed for the next action.
Send red letter − For example, a "Pay in seven days" letter is issued. Still if the payment is not received, then proceed for the next action.
Disconnect the service − The network management department suspends the service.
Collections schedules define collections actions, which should be carried out and the times at which they should be carried out when a customer does not pay.
The collections schedule specifies the series of stages that make up the collections process. For each stage, it covers −
The effective age that the receivables have to be for an action to take place. The effective age of receivable is calculated by taking the actual age of receivable.
The action to be taken. This might be an action that Billing System is to perform, for example, sending out a dunning notice on a particular date.
Whether or not the action is mandatory. If an action is mandatory, subsequent actions cannot take place until this one has been performed.
The minimum receivables amount below which the action will not take place.
Soft Collection Actions - Dunning Notices
In the early stages of the collections process, the soft collection action will typically be to send a number of dunning notices, which are simple reminder letters and requests for the payment.
After a number of dunning notices have been sent at various stages, other actions are typically scheduled. For example, you can specify that a customer services representative (CSR) should telephone the customer to ask why they have not paid.
Hard Collection Actions - Blacklisting
If the initial attempts fail, then more aggressive actions can be taken like barring the services, or disconnecting the services or hot-lining (hot-lining is the process of re-directing all calls of delinquent customers to collections operator).
If all the attempts to collect the dues fail, then the service provider may write-off the account and marks the due amount as bad debt or may hand over (sell off) the account to a collection agency. Collection agencies work on a percentage of collected revenue. However, once the uncollected account invoices are sold off to a collection agency, the service provider is not allowed to work with the customer regarding the payments.
Here, write-off means service provider (operator) clears the dues on behalf of the customer and closes the account forever. This is done for accounting purpose, otherwise it is a loss for the operator.
The service provider maintains the history of the write-off accounts, also called blacklist customers so that they are not re-activated again and informs the credit checking/reporting agencies about such accounts.
What is Next?
Most of the customers make their payment before the due date. There can be different channels, which are used to make payments.
In the next chapter, we will discuss different types of payments and their end-to-end processing to settle down the invoices.
Telecom Billing - Payment Processing
Once the invoices are sent to the customers, the customers start making payments of their bills. The processing of bill payments into the billing system is called payment processing.
The payments made by the customers are posted to the customers' account. If there are any outstanding invoices, then which invoice is paid depends on the account's accounting method. There are two types of accounting methods −
Balance forward accounting − Using this method, if a number of invoices are outstanding, payments received are allocated to invoices according to the age of the receivable, with the oldest invoice being created first.
Open item accounting − This method allows payments to be allocated to specific invoices. Open item accounting is particularly useful when dealing with payments from the business customers.
Payment Methods
A customer can make payment using different payment methods that are supported by the service provider; for example, the customer can make payments using the payment methods such as cheque, credit card, debit card or wire transfers, or direct cash deposit.
An operator may have multiple bank accounts into which it will receive payment done through bank accounts directly. These bank accounts are referred to as holding accounts and sends payment details to the billing system in text files.
If payments are received outside the billing system either manually or electronically, then those payments are uploaded into the system using automated process to settle down the invoices.
Automatic Payments
Billing Systems provide facility to capture credit card or debit card information and automatic payment methods on monthly basis.
If payment method is set automatic using either credit card or debit card, payment requests are generated automatically after every invoice or on a given date and these requests are sent to the payment gateways (or banks) for payment authorization.
Once all the payments are authorized, they are uploaded into the billing system to settle down the due invoices.
Manual Payments
If the payments are made using cash or cheque, then either it can be entered into the system upfront the customer or if this is collected by some agencies, then all such payments are collected and posted to the billing system using automated methods provided by the billing system.
For all the payments received, payment files are prepared with a predefined format and then they are pushed automatically to a predefined location from where Billing System picks them up and uploads into the billing database.
There may be a situation, when a payment made by credit card or cheque does not go through. If this payment is already posted into the system, then it needs a cancellation to adjust the amount. Billing System provides utilities to handle failed or cancelled payments.
Payment Interfaces
An interface is a bound between the billing system and any other external system to receive the payment. Interface allows two systems to communicate with other based on predefined rules.
For example, a simple text file could be a payment interface between a bank and the billing system. If interface is file based, banks keep sending payment details using payment files in predefined format.
There could be an online API-based interface between a bank and the billing system. If an online interface is in place, then bank will call the provided API to post the payment directly into the billing system.
Similar way, there could be file-based or online interfaces provided for third party involved in collecting payments.
What is Next?
So far, we have almost gone through the complete life cycle of a telecom customer. The next chapter is important to understand the dispute situation that arises between operators and customers.
Telecom Billing - Disputes & Adjustments
What is Dispute?
A dispute is a record of a query about an amount of money on an account. Normally, a dispute will be recorded when a customer queries some aspect of their bill. Disputes can be raised −
Against an invoice on an account.
Against a particular rated event on the account. For example, if a customer disputes a particular pay-per-view TV event due to a power cut.
Processing of Disputes
After a dispute is recorded, it would be investigated, verified in order to either −
Accept − If the raised dispute is valid from customer side, then the dispute would be accepted, and would be refunded to the customer.
Reject − If the dispute found to be not acceptable, then the dispute would be rejected.
Cancel − If the dispute is entered in error, then the dispute would be canceled.
The following points should be noted for the dispute and a billing system should support these points −
Collections actions are not escalated while amounts have a dispute status of pending, but the collections are aged during this period.
Disputed events are not included in collections calculation until they are billed. After this, the collections are aged as normal.
What is Adjustment?
An adjustment is a method of crediting or debiting an account with an arbitrary amount of money. Adjustments can be lodged against either an account as a whole or against a particular rated event on that account.
A Billing System allows to create different types of adjustments, which can be used in different situations and each adjustment flows through different stages of approval.
If a dispute is accepted, an adjustment is created to credit the account with the disputed amount. Adjustments should not affect the balance of an account until they are approved. Adjustments with a status of pending approval do not affect billing or collections.
Disputes and adjustments that are made for tax inclusive accounts are assumed to be inclusive of tax. The gross amount is entered and will be available for output on the bill.
What is Next?
In the next chapter, we will discuss different types of reports required for the management. There could be a list of reports available out-of-the-box and there may be some reports, which would need custom development.
Telecom Billing - Reports Generation
Various reports are generated to provide valuable information to management on finance, sales and performance of the system. Different kinds of reports like financial reports, management reports, reconciliation reports, network activity reports, etc., can be generated.
Reports contain information that drives business success and help to monitor the health of business, identify any problem areas so that appropriate corrective actions can be taken.
Reporting is one of the areas where none of the Billing Systems can meet 100% requirements out-of-the-box. Definitely marketing or finance departments will come up with such reporting requirements, which would need lots of custom development.
If your Billing System is pushing data on Data Warehouse (DWH), then you can transfer reporting activities towards DWH system, but still many departments would like to have important reports from the source system, which is the Billing System.
We can categorize reports into two categories −
Core/Canned Reports − These reports are provided by the Billing System as core functionality of the system. Sometimes, they are called canned or standard reports.
Custom Reports − These reports would not be available directly from the system and it would need some development using PL/SQL, PERL, or Shell script, etc.
Different billing systems provide different types of reports in different areas. Interconnect Billing Systems are required to provide more functionalities related to reporting because they deal with wholesale billing.
Reporting Requirements
Following is the list of reports required by different departments −
Financial Reports
Payment reports provide information on the customer's account payments during a period of time. Account Receivables aging reports provide information on the account receivables, outstanding dues, etc.
Disputes & adjustment reports help in identifying the pattern of reasons for disputes & adjustments and help to understand the reason for such disputes & adjustments and take appropriate corrective action.
Management Reports
Management reports provide information on customers, their products & services usage, call patterns, customer feedback, etc. These reports help to take appropriate steps to reduce customer churn to introduce new services.
Churn is the process of customers disconnecting from one service provider and moving to another service provider and this can be due to many reasons like inadequate customer service or lack of competitive products or lack of competitive charges or it can be due to a natural reason of geographic relocation of the customer.
Reconciliation reports
These reports provide Revenue Assurance (RA) information ensuring that all the sources of revenue and expenses are under observation and there is no leakage of any sort of revenues. For example, revenue can be lost due to many reasons like leakage in network system or mediation or billing mistakes, demand for introducing new services quickly, etc.
Revenue assurance reports help to identify where the leakage is so that appropriate actions can be taken.
Network Activity Reports
These reports provide information to identify the areas of network congestion so that corrective measures (rerouting or adding more resources) can be accomplished to overcome these problems.
Other Reports
The following is further an imaginary list of a few other reports, which can be required out of a Billing System −
Automated vs Manual
There could be a list of reports, which is required on monthly, weekly, or daily basis. So, such type of reports are developed if they are not available and scheduled within the system, so that they can be sent in end user's e-mail box without any manual intervention.
There will a demand of different reports time to time based on some requirements, such type of reports cannot be imagined and developed in advance. So these reports are developed and sent based on demand from different users.
What is Next?
Starting from the next chapter, we will cover different types of billing; for example, retail, wholesale, MVNO, roaming, etc.
Telecom Billing - Pre-Paid vs Post-Paid
Most of the operators provide two options to their customers, to go for a postpaid or a prepaid connection. A Postpaid as well as prepaid connections have their own advantages and disadvantages.
Usually, an operator will have 70%-80% customer base comprising of pre-paid customers and rest of the customer base will come from post-paid side. For an operator, it is always good to have more post-paid customers.
You might be willing to know about the differences between the two types of customers, services and systems. Let us list down a few major differences between the two −
Service Payments − This is the most important factor, which differentiates between two customer bases. Pre-paid customers make payment in advance before using the service, whereas post-paid customers use offered services throughout of the month, and at the end of the month, customer receives the bill to pay within the given time frame.
Charging & Billing − For pre-paid customer, it is required to charge the customer in real time for all the usage whereas post-paid customers can be charged at the end of the month.
Service Offerings − Post-paid billing systems provide more flexibilities in comparison of real time charging systems. For example, real time charging system is not flexible to maintain a complex business customers' hierarchy, where as a post-paid billing system can handle a customer hierarchy up to N level.
Support & Maintenance − An operator needs to give same at tention to both the businesses. If, for a pre-paid business, operator needs to have skilled manpower to control the operation, same time operator needs a great staff to handle post-paid customer's queries related to their charging, bills, and fixing operational issues.
Supported Network − A long time ago, the network of the prepaid and the postpaid connections were different. This used to invoke complaints that the prepaid connection would offer better connectivity than the postpaid or vice versa. This is the age of convergent billing and operators are running their business with the same network without compromising communication quality.
Post-paid Scenario
Network elements (like switches, SMSC) produce raw usage called Usage Detail Records (UDRs) or Call Detail Records (CDRs), which contain information required by the billing system −
Calling number (A number)
Called number (the number receiving the call) (B number)
when the call started (date and time)
Call duration
Call Type (MOC, MTC, etc., MOC stands for Mobile Originated Call and MTC stands for Mobile Terminated Call)
The above raw UDRs from network elements and also from other service providers are received by the billing system and the billing system converts these into a format understandable by the system. The above formatted/converted UDR is then guided to find the customer/account to which the call should be charged and then rate the event accordingly.
The above rated UDRs are then stored in the billing data store, and on the billing cycle date, the billing process picks up these rated UDRs and processes these and renders bill/invoice, taking into account, the payments, taxes, discounts, etc.
The customer then pays the bill and the billing system is updated with the payment details. Following is the diagram showing the above standard billing process −
Pre-paid Scenario
Steps involved in prepaid billing in brief are as follows −
When customer makes a call, prepaid switching gateway captures the calling number and sends the account information to the real time billing system.
Real time billing systems using the above information, authenticates the identity of the user, calculates the customer account's remaining balance using the rating tariff table and maximum allowable duration of the call, and sends this information to the prepaid gateway.
The gateway establishes the call.
During the call, gateway monitors the call so that the user do not exceed the maximum allowable call duration.
When the call is over, the gateway sends the actual call duration to the prepaid billing system, which then calculates the actual call cost and updates the account balance, decreasing the remaining balance.
The following figure shows the general prepaid billing scenario −
Prepaid billing process involves the following important steps along with account information gathering and updating account after the call is completed −
Authenticating − Authentication is the process of verifying that a user is who he or she claims to be. The user supplies a user ID and an authentication credential, such as a password. The system accepts these as inputs and verifies that the user is valid and has access to the system.
Authorizing − Authorization is the process of verifying what an authenticated user is allowed to do. Generally, Remote Access Dial In User Server (RADIUS) protocol is used to limit access to the system to registered and authorized customers.
Providing advice of charge (AOC) − This gives information about the actual cost of the call either prior to or after the event. AOC provides the ability of a telecommunications system to advice of the actual costs of the event either prior to or after the occurrence of the event.
Telecom Retail Billing
When we talk about telecom billing then by default it is about retail billing. As discussed earlier, telecom retail billing is defined as follows −
"Telecom Billing is a process of collecting usage, aggregating it, applying required usage and rental charges, and finally generating invoices for the customers. Telecom Billing process also includes receiving and recording payments from the customers."
Retail billing deals directly with the end customer and comes with lots of challenges to meet the end customer expectations and regulatory obligations. A billing is assumed to be successful as long as it is fulfilling the following criteria −
Timely Billing − End customer's invoice is being generated on time, i.e., nominal date. There may be some circumstances when the end customer does not get his/her invoices on time because of some logistic issues, but it is IT's responsibility to generate all the due bills on due date.
Billing Accuracy − This is the most important factor for the customer satisfaction and from regulatory obligation point of view. If billing system is not generating accurate bills, then it can lead to serious business issues from legality point of view as well as leaving a customer in unhappy state.
Retail vs. Wholesale Billing
Retail billing deals with the end customer and billing an individual customer, whereas wholesale billing deals with billing to the following entities depending on situation and nature of business −
Billing resellers associated with a telecom operator.
Billing interconnect partners for providing interconnection to make calls to another operator's customers.
Billing roaming partners for providing services to their customers when they roamed in an operator's coverage area.
Wholesale billing is easy in comparison to retail billing and allows a big level of threshold of tolerance, whereas retail billing always needs to be 100% accurate. Wholesale billing can never be 100% accurate because of various reasons like difference in prices configured in two operators' systems or difference in number of calls rated because some of the calls may get missed at any network element.
There are specialized billing systems, which are being used to handle retail billing like Convergys and Amdocs Billing systems are famous for retail billing, whereas ASCADE and INTEC billing systems are famous for wholesale billing.
Wholesale billing can also be settled using retail billing systems by using simple reports because they do not deal with too many discounts and promotion types, whereas retail billing needs all these complications and can not be handled using wholesale billing systems.
All the concepts discussed so far in this tutorial were related to retail billing and subsequent chapters will discuss about interconnect billing, roaming billing, and other billing types.
Telecom Interconnect Billing
Interconnect is the process of handling calls for other service providers. This allows the customers of one service provider to communicate with the customers of another service provider.
If two operators A and B are not interconnect partners, then it would not be possible for a customer of Operator A to communicate with a customer of operator B.
Usually, operators keep their agreements with each other to allow their customers to communicate with each other. This gives good business opportunity to all the operators engaged in interconnection. Any interconnection point at which the parties agree to connect their respective Networks is called "Interconnection Point".
Examples of interconnection include −
Two adjacent, non-competing telephone networks interconnect so that subscribers on one network can call those on the other.
Long-distance carriers obtain access to the facilities of a local service provider and compete against that provider in providing long-distance services to a common customer base.
Traditional wireline telephone and new wireless mobile carriers interconnect so that subscribers of the traditional phone service can call wireless subscribers, and vice versa.
New competitive local telephone carriers interconnect with the incumbent carrier so that they can attract subscribers in the common service territory and enable those subscribers to call subscribers on the incumbent's network.
Customers of the incumbent telephone carrier make calls to their dial-up Internet Service Provider, which in turn is a customer of a competing local carrier.
Interconnect Invoicing
This is process of the production of invoices to send to an interconnect partner relating to incoming interconnect call detail records (CDR).
Interconnect Billing concerned with calculating the amounts to be paid to and received from each of the network operators that our infrastructure connects in order for the successful call origination and termination. The CDR for interconnecting calls keep the call routing information as a group of valid values to identify the carrier and the country details.
Note that the set of Interconnect CDRs includes the following details −
CDRs are those billable to retail and wholesale customers. It is revenue for the telecom provider. It is also referred as local billing.
CDRs that are only billable for Interconnect providers. Eg: Outgoing calls, Outgoing Transit calls, Incoming calls, etc. The Outgoing calls are the expense and Incoming calls are the revenue for the Telecom Provider.
Interconnect Billing systems do pricing of all incoming and outgoing interconnect CDRs. Usually, an interconnect price is determined for both incoming and outgoing interconnect CDRs on the basis of the incoming or outgoing trunk interconnect route that carries the call. Most commonly, a trunk ID represents a unique interconnect partner in the interconnect Billing System.
Settlement Process
The Settlement Process will be used to settle the Network Operator/Carrier involved in carrying calls from Interconnect Owner to Other Network Operator destination or vice versa.
The Process will bring the Outgoing (Expense to Interconnect Owner) and Incoming (Revenue to Interconnect Owner) traffic for the settlement.
Settlement can be done on monthly or bi-weekly basis using manual or automated process. It depends on billing system to billing system how it supports partner's settlement.
Netting Process
Netting used to perform after the settlement is completed for the agreed Provider/Carrier. The netting is done by multiple settlement period for the multiple services, which it supports the same currency in Operator level.
There are two types of netting methods −
AFTER − After for Netting of Operator's Interconnecting cost after subtracting the amount between operator and Provider/Carrier
BEFORE − Before for Netting of Operator's Interconnecting cost without any subtracting of the amount between operator and Provider/Carrier.
Reconciliation Process
This is the process of the reconciliation of invoices coming from an interconnect partner which relate to outgoing CDRs.
Every month interconnect partners exchange their CDRs for reconciliation purpose. It is very common to have discrepancies in the CDRs provided by the two partners.
Billing Systems provide reports facilitating reconciliation of incoming and outgoing interconnect CDRs. These reports keep parameters such as call type, destination, cost band, and duration so that these CDRs can be used by both operators to match those parameters and identify missing CDRs.
There may be a situation, when some CDRs are found missing at either of the operators' side. After doing required reconciliation if matter does not settle, then various negotiations happen between the partners, and finally, matter is settled by paying some nominal amount to the impacted interconnect partner.
Interconnect Call Scenarios
There could be various interconnect call scenarios depending on type of agreement between different operators. Let us try to cover a few most commonly used −
Operator A's customer makes national call to Operator B's customer. In this case operator A will pay some amount to operator B.
Operator A's customer makes international call through Operator B, because operator A does not have direct agreement with any international operator. In this case, operator A will pay some amount to operator B and operator B will take care of settling down international operator.
Operator A's customer makes international call directly using an international operator. In this case, operator A will pay some amount to international operator directly.
All the above calls could be voice, SMS, MMS, and data, etc.
Interconnection Agreements
To have a successful interconnection, the following issues should be dealt with in the interconnection agreement or by rule or order from the regulatory authority −
Prices and adjustments − This includes the initial level of interconnection charges, a definition of the currency in which interconnection charges are to be paid and how prices will adjust over the term of the agreement to account for exchange rate changes and inflation.
Points of interconnection − The physical locations, where interconnection will take place and the technical standards to be employed in the interconnection are defined.
Transport and traffic routing − Some definition must be made for how calls will be routed and what will be transported to deliver the calls.
Quality of service − Quality standards are defined, particularly for time to provision circuits and for call blocking levels, and remedies are defined for when those standards are not met.
Billing and collection − When and how to collect traffic data, when and how to exchange bills, and when and how to make payment should be specified.
Reconciliation − A process for reconciling traffic data and for making inquiries to the other party and for handling claims also should be incorporated. A procedure for resolving discrepancies is useful which often involves seeking recourse to arbitration, the regulator, or to the courts.
Numbering Plan − Access of each operator to the country's numbering plan and numbering resources must be defined.
Traffic Load − Capacity to deliver and receive the traffic that flows between the interconnecting networks should be discussed and documented.
Agreements Types
Operators can have different types of agreements to exchange their traffic. Most commonly used agreements are listed below −
Bi-Lateral Agreement − Under this agreement, each party agrees to exchange digital communications traffic with the other party over its Network at the Interconnection Points and/or in one or more direct interconnections. Payment settlement among different partners happens on monthly or bi-monthly basis as per the agreement. As per this agreement, both the operators can originate and terminate their calls in each other's network.
Uni-Lateral Agreement − Under this agreement, one party sends his traffic to other party's Network at the Interconnection and does not take traffic back from other party. Payment settlement among different partners happens on monthly or bi-monthly basis as per the agreement.
Telecom - Roaming Billing
Roaming is the ability for a customer of mobile communications to automatically make and receive telephone calls, send and receive data, or access other services while travelling outside the geographical coverage area of the home network, by means of using a network of another operator.
Roaming can be either national roaming or international roaming. National roaming means that mobile subscribers make use of another network in geographical areas, where their own operator does not have coverage. This is, for example, used by operators, who do not have complete coverage in a country. International roaming is used when mobile subscribers travel abroad and make use of the network of an operator in the foreign country.
How does it actually take place? If a service provider does not have a network coverage in a particular city or country, then this service provider makes a roaming agreement with another service provider having network in that city or country. As per this agreement, another service provider provides all the available services to the roaming customer of first service provider.
CDRs generated in one roaming partner's area are collected and rated by that roaming partner and finally they are sent to the actual service provider of the roaming customer. Actual service provider charges the end customer for all the roaming services provided based on their predefined service charges.
Two roaming partners settle their financials on monthly basis by exchanging actual roaming CDRs and reports based on those CDRs.
HPMN and VPMN
The Home Public Mobile Network is the network from the operator by which a mobile subscriber has a subscription. The term is used as opposed to Visited Public Mobile Network (VPMN).
The | |||||
correct_foundationPlace_00048 | FactBench | 3 | 96 | https://www.prnewswire.com/news-releases/intec-pharma-enters-into-agreement-with-the-michael-j-fox-foundation-around-its-phase-iii-trial-recruitment-603359696.html | en | Intec Pharma Enters into Agreement with the Michael J. Fox Foundation Around Its Phase III Trial Recruitment | [
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"Intec Pharma Ltd."
] | null | [
"Intec Pharma Ltd"
] | 2016-11-28T07:30:00-05:00 | /PRNewswire/ -- Intec Pharma Ltd. (Nasdaq: NTEC), a clinical stage biopharmaceutical company focused on developing drugs based on its proprietary Accordion... | en | /content/dam/prnewswire/icons/2019-Q4-PRN-Icon-32-32.png | https://www.prnewswire.com/news-releases/intec-pharma-enters-into-agreement-with-the-michael-j-fox-foundation-around-its-phase-iii-trial-recruitment-603359696.html | JERUSALEM, November 28, 2016 /PRNewswire/ --
Intec Pharma Ltd. (Nasdaq: NTEC), a clinical stage biopharmaceutical company focused on developing drugs based on its proprietary Accordion Pill™ platform technology, announces it has entered into an agreement with the Michael J. Fox Foundation for Parkinson's Research (MJFF) to support patient recruitment and retention support for the Intec Pharma's pivotal Phase III clinical trial of its lead product candidate, the Accordion Pill Carbidopa/Levodopa, or AP-CD/LD, for the treatment of Parkinson's disease symptoms in advanced Parkinson's disease patients, which began enrolling participants in April 2016.
MJFF is the largest non-profit funder of Parkinson's research with a mission to accelerate the development of new therapies and a cure for Parkinson's disease. Previously, the foundation supported Intec Pharma with a $705,000 grant to fund a pre-clinical study of AP-CD/LD.
"We are honored and pleased to collaborate with the foundation on our Phase III trial recruitment activities," said Zeev Weiss, Intec Pharma's Chief Executive Officer. "MJFF is one of the most well-respected research organizations dedicated to the development of improved therapies for Parkinson's patients. The foundation's long-term experience in the field and close connections with the patient community are especially valuable and will further support and enhance the conduct of our Phase III study for the benefit of the entire patient population."
"Additional options to treat the motor symptoms of Parkinson's would have a significant impact on the millions living with this disease," said Catherine Kopil, PhD, MJFF director of research partnerships. "Leveraging our Foundation's tools and best practices to encourage participant enrollment in Intec Pharma's AP-CD/LD study will accelerate testing of this potential therapy."
About Intec Pharma Ltd.
Intec Pharma Ltd. is a clinical stage biopharmaceutical company focused on developing drugs based on its proprietary Accordion Pill platform technology. The Company's Accordion Pill is an oral drug delivery system that is designed to improve the efficacy and safety of existing drugs and drugs in development by utilizing an efficient gastric retention and specific release mechanism. The Company's product pipeline currently includes three product candidates in clinical trial stages: Accordion Pill Carbidopa/Levodopa, or AP-CD/LD, which is being developed for the treatment of Parkinson's disease symptoms in advanced Parkinson's disease patients, currently in Phase III, Accordion Pill Zaleplon, or AP-ZP, which is being developed for the treatment of insomnia, including sleep induction and sleep maintenance, and an Accordion Pill that is being developed for the prevention and treatment of gastroduodenal and small bowel ulcers induced by Nonsteroidal Anti-Inflammatory Drugs. In addition, an Accordion Pill for cannabinoid therapies (AP-CBD/THC) will enter Phase I clinical trial in the first quarter of 2017.
About The Michael J. Fox Foundation for Parkinson's Research
As the world's largest non-profit funder of Parkinson's research, the Michael J. Fox Foundation is dedicated to accelerating a cure for Parkinson's disease and improved therapies for those living with the condition today. The Foundation pursues its goals through an aggressively funded, highly targeted research program coupled with active global engagement of scientists, Parkinson's patients, business leaders, clinical trial participants, donors and volunteers. In addition to funding more than $600 million in research to date, the Foundation has fundamentally altered the trajectory of progress toward a cure. Operating at the hub of worldwide Parkinson's research, the Foundation forges groundbreaking collaborations with industry leaders, academic scientists and government research funders; increases the flow of participants into Parkinson's disease clinical trials with its online tool, Fox Trial Finder; promotes Parkinson's awareness through high-profile advocacy, events and outreach; and coordinates the grassroots involvement of thousands of Team Fox members around the world.
Cautionary Note Regarding Forward-Looking Statements
This press release contains forward-looking statements about the Company's expectations, beliefs and intentions. Forward-looking statements can be identified by the use of forward-looking words such as "believe", "expect", "intend", "plan", "may", "should", "could", "might", "seek", "target", "will", "project", "forecast", "continue" or "anticipate" or their negatives or variations of these words or other comparable words or by the fact that these statements do not relate strictly to historical matters. These forward-looking statements are based on assumptions and assessments made in light of management's experience and perception of historical trends, current conditions, expected future developments and other factors believed to be appropriate. Forward-looking statements in this press release are made as of the date of this press release, and the company undertakes no duty to update or revise any such statements, whether as a result of new information, future events or otherwise. Forward-looking statements are not guarantees of future performance and are subject to risks and uncertainties, many of which are outside of the company's control. Important factors that could cause actual results, developments and business decisions to differ materially from forward-looking statements are described in the sections titled "Risk Factors" in the company's filings with the Securities and Exchange Commission, and include the following: the company's ability to develop and commercialize its product candidates and obtain additional financing necessary therefor; the length, cost and uncertain results of the company's clinical trials; the potential of adverse side effects or other safety risks that could preclude the approval of the company's drug candidates; the availability of reimbursement from government authorities and health insurance companies for the company's products; the impact of product liability lawsuits; and the influence of extensive and costly government regulation.
Contacts:
Zeev Weiss
Chief Executive Officer
Intec Pharma
+972-(2)586-4657
[email protected]
Anne Marie Fields
Senior Vice President
LHA
+1-212-838-3777
[email protected]
SOURCE Intec Pharma Ltd. | |||||
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] | null | [] | 2017-08-29T14:32:18+00:00 | The Palo Alto Humane Society has been creating compassionate communities since 1908, through its work in intervention, education, and advocacy. PAHS seeks to engage the community in a humane connection with all living beings. | en | Palo Alto Humane | https://www.paloaltohumane.org/donate-archived/matching-gifts/ | 3 Day Blinds
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] | 2013-12-20T23:55:55+00:00 | en | /static/apple-touch/wikipedia.png | https://en.wikipedia.org/wiki/CSG_International | Corporation in Greenwood Village, Colorado
CSG is a multinational corporation headquartered in Englewood, Colorado. It provides business support systems (BSS) software and services, primarily to the telecommunications industry.
CSG was founded by Neal Hansen as a division of First Data in 1982. It became an independent corporation when it was acquired by CSG Holdings in 1994 for $137 million. A contract with Tele-Communications Inc. (TCI), the largest cable TV business at the time, was influential in the company's growth from $80 million in revenue in 1994 to $171 million by 1997. CSG went public in 1996. A dispute with TCI over pricing led to a $120 million arbitration settlement in 2002 with Comcast, who acquired the TCI business. The two continued to do business together and expanded their relationship in 2014. CSG made more than ten acquisitions in the 2000s, mostly of companies that sold billing, customer service, and operations software.
Corporate history[edit]
Early history[edit]
CSG was founded in 1982 by Neal Hansen under the name Cable Services Group (CSG) as a division of the payment processing company First Data Corporation.[3] At the time, First Data was operated by American Express, which acquired a controlling interest in the company in 1980.[4] CSG became a part of the American Express Information Services Company, which was formed in 1989.[5] The CSG group's first large-scale billing statement processing center, which prints and mails bills to consumers, was established in Omaha in 1990.[6]
Hansen left the Cable Services Group one year after it was founded to become CEO of Applied Communications, where he met George Haddix.[3][7] Hansen and Haddix formed CSG Holdings with Morgan Stanley and Trident Investment Group in 1994, which acquired Cable Services Group that year for $137 million.[3][8] In November 1994, Cable Services Group was renamed to CSG Systems International.[7]
CSG was the second largest billing services provider for the US cable television industry by 1994,[9][10] serving 27 percent of cable TV subscribers.[8] However, according to The International Directory of Company Histories, its profit margins were small and the company was "still in need of a turnaround."[7] Broadcasting & Cable said CSG had lost direction and become complacent. Haddix and Hansen implemented changes at the company,[3] which prompted 350 out of 500 employees to leave the firm within a few months.[7]
The new CSG grew quickly.[6][11] The convergence of phone, internet, on-demand movies, and other services created more complex billing arrangements between telecommunications companies and consumers, which led to more extensive use of billing services providers like CSG.[11] Professional services and international clients, which were previously not a significant portion of revenues, grew to 22 percent of revenues by the mid-1990s.[6][7]
Post IPO[edit]
In order to pay off debt and raise funding for acquisitions, CSG held an initial public offering in February 1996, which valued the firm at five-fold its original acquisition price.[7][12] CSG grew from $80 million in annual revenue when it was acquired, to $132.3 million when it went public in 1996 and $171.7 million by 1997.[6]
In the 1990s, Tele-Communications Inc. (TCI) and Time Warner scrapped efforts to create internal billing software and hired CSG International.[11] The 15-year agreement CSG signed with TCI on August 11, 1997[13] made CSG the largest vendor in the industry[6] and was the primary contributor to its growth in the '90s.[13] By 2001, the deal was responsible for 45 percent of CSG's revenue.[14] As part of the deal, CSG also acquired TCI's internally developed software, SummiTrack, for $106 million.[11][13] CSG's services to TCI included billing, customer management, and payment processing for TCI customers.[15] In October 1997, CSG International signed its first deal with a utilities company, mc2.[11]
At the end of 1997, CSG co-founder George Haddix retired, and former EVP Jack Pogge was appointed president and chief operating officer in his place.[16] In 1999, CSG began constructing a new bill processing center in Florida in a deal with local government, which expanded roads and provided other incentives.[17] In 2002, CSG acquired the billing software interests of Lucent Technologies for $260 million.[18][19] The deal was estimated to increase CSG's revenues by 38 percent and its headcount by 65 percent.[20] 200 Lucent employees were laid off as a result of the acquisition.[18] An additional 100–150 CSG employees were laid off later that year in response to poor economic conditions.[21]
Recent history[edit]
AT&T acquired TCI in 2000, inheriting its agreement with CSG.[14] AT&T alleged CSG was not abiding by the contract's terms to provide favorable rates. A legal dispute between the two companies began in 2001 in arbitration court. Before the dispute was resolved, AT&T Broadband was acquired by Comcast, which wanted to use its own billing and customer service vendor. In October 2002, a judge ruled that CSG owed Comcast a $120 million refund and that it had to reduce its prices.[22][23][24] The two companies disagreed over whether the ruling would allow Comcast to halt their agreement before the end of its term.[25] CSG and Comcast reached new agreements or extensions in March 2004[26] and in 2008.[27] In 2014, its work with Comcast was expanded to cover all of its customer support and billing for residential services.[28]
In March 2005, co-founder Neal Hansen retired at the age of 64. Ed Nafus, prior president of the broadband services division, took his place.[29] Nafus was replaced as CEO by Peter Kalan, at the end of 2007.[30] In November 2015, it was announced that Bret Griess would be succeeding Kalan as president and CEO.[31] In August 2020, Brian Shepherd took over as president and CEO.[32]
As of December 31, 2019, CSG operates across more than 120 countries worldwide and has a total of 4,339 employees, an increase of 374 employees compared to the previous year.'[1]
Acquisitions[edit]
Date Company Business Deal size References 1980 CSG parent company First Data acquired by American Express Payments processing [4] 1994 Cable Services Group acquired by CSG Holdings Bill processing for cable TV operators $137 million [3][8] 1996 Bytel Limited Customer management software $4.7 million [6][33] 1997 TCI's SummiTrack Billing software $106 million [13] 1998 US Telecom Advanced Technology Systems Billing and customer service $6 million [7][34] 2001 Athene Software Customer analytics software Not disclosed [35] 2001 PlaNet Consulting e-commerce consulting Not disclosed [36] 2002 Kenan Systems assets from Lucent Technologies Billing and customer service software $260 million [18][19] 2002 Integrated Customer Management Systems (ICMS), an IBM division Customer service software $15 million (estimated) [37] 2005 CSG Global Software & Services division (formerly Kenan) acquired by Comverse Technology Billing and customer service software $251 million [38][39] 2006 Telution Operations software $22 million [40] 2007 Prairie Voice Services Interactive messaging services $39 million [41] 2007 ComTec Bill processing $23.5 million [42] 2008 DataProse Direct mail and bill processing $39 million [43] 2009 Quaero (later divested in December 2013) Marketing services firm $15 million [44][45] 2010 Intec Telecom Billing software $392 million [46] 2012 Ascade Wholesale billing software $19 million [47] 2013 Volubill (certain assets) Policy and billing management software Not disclosed [48] 2018 Business Ink, Co. Strategic business communications $70 million [49] 2018 Forte Payment Systems, Inc. Payment processor $85 million [50] 2020 Tekzenit/Gen Design Studio Strategy, Design Engineering and Technology Enablement $10 million [51] 2021 Quaero 3, LLC Customer Data Platform Not disclosed 2021 Tango Telecom Realtime monetisation and roaming technology Not disclosed [52] 2021 DGIT Systems Quote Order Bill software Not disclosed [53]
Products, software, and services[edit]
CSG provides software and services for managing customer data, analyzing that data, billing, and customer service. For example, customer service representatives may use CSG systems to look up a consumer's records and add a new service, or business analysts may mine customer data for trends.[11] According to the company's website, its primary product areas are digital monetization, revenue and customer management, and customer experience.[54] CSG also prints and mails billing statements to consumers and provides call-center services.[3]
Product history[edit]
CSG originally sold two versions of its billing process outsourcing services. Under new leadership in 1994, it began developing additional software and providing consulting to in-house billing departments.[7][10] During this period, it developed CSG Workforce Express® (now Field Service Management), a suite of software products that manage the dispatch of technicians and other logistics at customer sites. Workforce Express consists of three applications: CSG Workforce Management, CSG TechNet and CSG TechNet CE, which integrate with CSG's databases and billing systems.[7][55] It also developed CSG Care Express, which is for creating online self-service portals for consumers to view and pay their bills online.[7][56]
In the 1990s, CSG introduced the ACSR (Advanced Customer Service Representative) system.[7] An extension to ACSR called ProfitNow! was introduced in 2003. ProfitNow! used a consumer's account data to advise customer service representatives on the likelihood of a caller cancelling their service or buying a new product.[57] It was later turned into an online system with a user interface similar to Microsoft Windows at CSG.net.[7] CSG purchased the Kenan FX software from Lucent Technologies in 2002. Kenan software managed billing and ordering and provided middle-ware to help various customer service and billing products integrate with each other.[58] CSG NextGen was introduced for international markets, with support for multiple languages.[7] In March 2014, CSG added a cybersecurity suite to its product portfolio, under the name CSG Invotas.[59] The company released CSG Ascendon®, a digital platform for communications service providers, in March 2015. The platform uses content monetization and delivery systems without making excessive changes to existing infrastructure.[60] In November 2015, the Invotas unit was spun off into a separate entity.[61] Invotas was acquired by FireEye in a transaction that closed February 1, 2016.[62]
The company released CSG Detect,[63] a software as a service (SaaS) system, in February 2019.[64] The system is aimed at detecting and notifying telecommunications companies real-time of potential fraud in their billing process. In July 2019,[65] the company introduced CSG Field Service Management, a cloud-based advancement of its Workforce Express product suite.[66] CSG Field Service Management is part of the company's Customer Communication Management portfolio, which customers use to send over 1.5 billion messages to their end-users each year. The company announced[67] the availability of its Dispute Reconciliation Management system (DRM) in September 2019.[68] The system provides service providers with the tools and support to automate the reconciliation and dispute process. CSG Dispute Reconciliation Management is a part of the company's digital Wholesale suite of products and systems. The company introduced[69] Ascendon Communications, the industry's first software as a service (SaaS)-delivered, cloud-based business support systems (BSS) system, in October 2019.[70]
In April 2019,[71] CSG announced the opening of a technology lab to adopt blockchain technology across the wholesale business support systems (BSS) industry.[72] In May 2019,[73] the company announced the availability of its Mediation platform as a cloud-based system.[74] In June 2019, CSG and ITW Global Leaders' Forum (GLF) announced a partnership[75] to create an open blockchain ecosystem called the Communications Blockchain Network (CBN).
In March 2020,[76] Forte®, a CSG company, announced its BillPay system including omnichannel accessibility, payer-friendly navigation, biller customization, and advanced tech.[77]
Organization[edit]
CSG parent company, CSG Systems International Inc., is listed on the NASDAQ stock exchange.[36] As of 2020, its largest clients are Comcast and Charter, representing 23 and 20 percent of its revenues respectively. CSG spends approximately 13 percent of its revenue on research and development. Its revenue is about 89 percent from cloud and related services, 5 percent from software, and the remainder for ongoing technical support. 68.6 percent of revenues is from the Americas.[78][11][79] | ||||||
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