Smart City Strategies for Sustainable and Resilient Growth · Intelligent Machines & CAV. Tasks Vulnerable to Computerisation/AI. 2016 Source: ... manual operation.Likewise, one FMCG

Operation is co-financed

by Republic of Slovenia and European Union

from European Regional Development Fund

Smart City Strategies for Sustainable and Resilient

Growth

Prof. Allan Mayo, DG CitiesConference on Smart Cities

Ljubljana, 16 September 2019

2

CITIES ARE DARWINIAN: NEED TO BE

RESILIENT AND ADAPTABLE IN THE FACE OF

MULTIPLE CHALLENGES

ECONOMIC &

TECHNOLOGICAL

POLITICAL, SOCIAL,

DEMOGRAPHIC &

CULTURAL

CLIMATE CHANGE &

PHYSICAL RESILIENCE

SDGsSmart City Processes

Greenwich: A Hub of the Industrial Revolution

Manufacturing

Water supply, waste

Construction

Wholesale, retail

Transportation, Storage

Accommodation, food services

Information, Communication

Financial, insurance

PST

AdminPublic admin

Education

Health, social work

Arts, entertainment

Other services

0

2000

4000

6000

8000

10000

12000

14000

£0 £10.000 £20.000 £30.000 £40.000 £50.000 £60.000 £70.000 £80.000 £90.000 £100.000

No

of

em

plo

yees

GVA/head

(11,400 employees, 16%)

(11,400 employees; 16%)

(10,200 employees; 14%)

Size & Performance by Sectors in Greenwich (2012)

(2,562 employees; 4%)(3043 employees; 4%)

Digital Technology: Transforming Business & Society

Solve Problems

BIM / IOT /

Satellite Tech/Data Analytics/

Systems Integration

Predict & Anticipate

Problems

Traditional Data

Interpretation

Data Visualisation/Artificial

Intelligence

New Insights &

Augmented Reality

3D World Virtual Reality / Simulation

/Rapid DesignTotal Immersion

Vulnerable

SystemsCyber Security Technology

& PracticeSecure Systems

Patchy mobile

services5G Pervasive, ultra-fast, low

latency mobile services

Current World Emerging Technology 2025 Future World

Internet of

Information

Internet of

Things

Internet of

Services

Automation Additive Manufacturing &

Autonomous Systems

Advanced Manufacture

Intelligent Machines & CAV

Tasks Vulnerable to Computerisation/AI. 2016Source: Brookings Institution, “Digitalisation and the American Workforce”

Whole Sectors are being Transformed Now

14/ 03/ 2016 08:20Warehouse Automation an Automatic Choice?

Page 1 of 2http:/ / www.total- logistics.com/ logistics- news/ published- art icles/ warehouse- automation- an- automatic- choice.html

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Total

Logistics [email protected]

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United Kingdom

Call:+44 (0)118 977 3027

Email:

Netherlands

Call:+31 (0)475 322 306

Email:

Warehouse Automation - an Automatic Choice?

Practical & strategic issues with warehouse automation

Andy Keith, founder of supply chain consultancy Total Logistics, looks at some of the practical and strategic issues

facing those making decisions on warehouse automation.

“Logistics managers are often criticised for putting too much focus on the technology involved in warehouse

automation and not enough on the long-term strategic vision of their business. However, in our experience this is

not usually the case.

“Recent projects we have carried out with some of the biggest names in retailing and manufacturing suggest that

while most businesses go into warehouse automation projects with their strategic eyes wide open, problems occur

further down the track.Typically, issues only come to the fore once capital expenditure is approved and the

implementation stage of the project is reached.

“Specifically, we see major automation projects go awry for two main reasons; either the senior team delegates

responsibility too far down the business exclusively to operational managers, or the business undergoes a major

change that was never anticipated.

“Typically, once an automation project

has been given the green light, the

ongoing responsibility is passed onto the

operation team, who are then assigned

the budget to negotiate with a myriad of

suppliers.This is usually where the

problems start, as equipment vendors

are well-versed at highlighting the huge

merits of their respective

systems.Critically, this is the stage of the

project that needs serious due diligence,

but rarely gets it.

“It’s now that an experienced, almost

cynical eye is needed to evaluate the

true benefit of each prospective solution

and how it will bring tangible benefit to the business’s supply chain function – not just tomorrow but in ten year’s

time.Decisions on automation systems can take just a few months, but often remain as part of an organisation’s

logistics infrastructure for over a decade.

“Secondly, unexpected changes to a business’s market, customer base, product range or demand spikes through

the year can render a new automation system impotent.

“This is where more sophisticated sensitivity analysis can give businesses a far more useful picture of the practical

realities of buying a new conveyor, picking or palletising system.

What are the boundaries of the equipment?

What can it deliver now – and what are the parameters of its capabilities in the future?

Will the adoption of this system have a impact on other elements of the supply chain?

These are all difficult questions that rarely get asked during the selection phase – and possibly indicate why so

many automation projects fail to deliver on their promise.

“To help put this into context, the retail and manufacturing industries are littered with examples of businesses that

have rushed into the automation investment decision, only to regret the investment soon after. For example, one

major retailer finally reverted back to hand picking for a range of food items, having invested millions in an

automated system. This retailer found that the distribution centre could operate more effectively when set up as a

manual operation.Likewise, one FMCG manufacturer de-commissioned part of their system and transformed the

picking operation to a manual one, with resulting service and productivity gains.

Automation and data analytics:

• Increase picking speed by up to 50%

• Decrease inventory storage footprint by an average of 60% -- utilizing all available space to

maximize storage capacity

• Deliver a 90% improvement in picking error rates versus non-automated distribution

centres

Global Trends in Natural Catastrophes 1980-2016

Source: EASAC, “Extreme Weather Events” March 2018

London/Greenwich is Vulnerable to Rising

Sea Levels and Storm Surges – but after 2075

The Immediate Challenge: Air Pollution and

Congestion

17

Even with all the Mayor’s Transport St rategy investment , this will

cause signif icant increases in road congest ion by 2031

60% increase in congest ion in cent ral London 25% increase in congest ion in inner London

15% increase in congest ion in outer London

Greenwich: population profile

The Challenge of

Affordable

HousingSource: Trust for London

Technological Capability/Globalisat ion

Polit ical Agility, Responsiveness and

Viability

Environm ental Resilience/Sustainability

2

4

6

8

10 10 10

2

4

6

8

10 10 10

2

4

6

8

10 10 10

Kigali

Los Angeles

London

Copenhagen

Beijing

The Adaptability of Cities

on 3 Axes:

Economic Dynamism

Environmental Resilience

Political Agility

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

GVA PER EMPLOYEE JOB 2016 (WANDSWORTH £93,600 = 100)

FTTP 2018 % OF PREMISES COVERED (SOUTHWARK 45% = 100)

OFFICE SPACE AS % OF TOTAL COMMERCIAL SPACE 2018

(ISLINGTON 58.4% = 100)

QUALIFICATIONS OF WORKING POPULATION (LEVEL

4+APPRENTICES) % (WANDSWORTH 77.6% = 100)

% OF WOMEN IN SOC 1 OCCUPATIONS 2016 (WANDSWORTH

15.1% = 100)

EMPLOYMENT RATE OF BLACK AND BLACK BRITISH ETHNIC

GROUP 2017 (%) (WANDSWORTH 81.9% = 100)

% OF EMPLOYEE JOBS PAYING ABOVE THE LONDON LIVING WAGE

2018 (ISLINGTON 86.7% = 100)

NUMBER OF CREATIVE BUSINESSES 2017 (ISLINGTON 5,850 =

100)

NUMBER OF START-UPS IN HIGH VALUE SECTORS PER 000

POPULATION 2017 (ISLINGTON 8 = 100)

5 YEAR SURVIVAL RATES OF FIRMS BORN IN 2004 % (ISLINGTON

42% = 100)

BenchmarkingTheResilienceoftheEconomy(TheHighestBoroughIndicator=100) Greenwich

Lewisham

NEWHAM

Wandsworth

Islington

Southwark

RBG’s Smart City Strategy

Transform Public Services

Transform Neighbourhoods

Transform the Greenwich Economy

Transform the Built Environment

Modern, well designed, flexible, mixed use built environment, that is sustainable and resilient to

change.

A Smarter Citizen-centric Council:

Systematic use of Data and mapping tools as strategic assets to drive efficiency and

service improvement

Innovation Budget to pilot new approaches. Greenwich a test bed to develop business case and scale-up eg

adult care services

“Government as a platform”, citizen engagement, and further “channel shift”

Standards to underpin change

TransformInfrastructure

Competitive Digital Infrastructure:National exemplar for Building Information Modelling (BIM)Living Lab for the IoT/Smart

Communities/Home workingSmart Grids, lighting, parking etc

1 Gbit/5G Borough (FttH)

Develop the Greenwich Digital Growth Cluster:Promote Digital Skills/High quality employment based

on urban challenges and the visitor economy, incl a Centre for Urban Design,

autonomous vehicles/Logistics, and telecare.E-Business Programme & Incubators

Greenwich as location for investment – proximity to London (Europe’s 8th largest economy)

Greenwich Council

Leadership/Vision/Governance

&

Digital Greenwich

INTEGRATION OF THE BUILT ENVIRONMENT &

INTEGRATION OF SYSTEMS

CompacttoFrom

Sprawled

Inte

gra

ted

da

ta fro

m a

va

rie

ty o

f so

urc

es

Distances

requiring

cars

Walking and

cycling distances

Inte

gra

ted

da

ta fro

m a

va

rie

ty o

f so

urc

es

DEVELOPING A SMART CITY STRATEGY

STEP 1

Benchmark city performance to

provide baselines, and to identify

potential priorities

STEP 2

Stakeholder workshops to discuss drivers of change/city challenges, develop an outline strategy

and confirm priorities for action

STEP 3

Presentation of the integrated strategy

and Action Plan, including costedpilot projects and

potential sources of funding

STEP 4

Review of action taken/projects selected, initial

impact, and barriers to progress

Greenwich: At the forefront of urban design

Greenwich: At the forefront

of Urban Design

Greenwich: At the forefront of Designing

Smart Mobility

Greenwich: At the forefront

of Proving Smart Mobility

! 32!

Benchmarking!Criteria!for!identification!of!comparators:!

!

Comparator!Areas!for!Thamesmead:!!North!and!South!Newham!

!

North!

Newham!Wards:!Stratford!&!New!Town;!Forest!Gate!North;!Forest!Gate!South;!Manor!Park;!Little!

Ilford.!(Crossrail!stations!in!these!wards:!Stratford;!Maryland,!Forest!Gate,!Manor!Park)!!!

South!Newham!Wards:!Custom!House;!Royal!Docks;!Canning!Town.!!!Crossrail!station:!Custom!House!

!!!

LONDON: £1.3 TRILLION INVESTMENT IN SMART

INFRASTRUCTURE TO 2050

Smart

Street Lighting

CAV Infrastructure

Smart Metering

Home and Building

Automation

EV

Charging

Dashboards

API

Advanced

ANALYTICS

City Model

IoT

(sensor

s)

Passive

DataVideo

Visualisation

s

Se

nsin

g/

Inge

stio

n

Inte

rop

era

bili

ty

An

aly

tics

Se

rvic

e

Pro

vis

ion

Be

ne

ficia

rie

sE

nd

-use

rsPlatform Approach to Public Services

City Stakeholders:

Citizens, City

Managers,

Businesses

Greenwich: At the forefront of Digital

Connectivity

Building a Greenwich Digital Cluster based on our Assets

Transport &

Autonomou

s Vehicles

Energy COMPUTING

SCIENCE

& ENGINEERING

CREATIVE &

DESIGN

TRANSPORT &

LOGISTICS

MODERN BUILT

ENVIRONMENT

DIGITAL

GREENWICH

GaaP & URBAN

DESIGNConstruction

Automation

& RoboticsVisitor

Economy

Health

&

Social

Care

Creative &

Design

Industries

A GREENWICH AT THE FOREFRONT OF URBAN INNOVATION,

CREATIVITY & DIGITALISATION: SUSTAINABLE & RESILIENT

Operation is co-financed

by Republic of Slovenia and European Union

from European Regional Development Fund

THANK YOU FOR

YOUR ATTENTION

[email protected]