The Covid-19 Effect: Why Automation in the Margin Call Process is More Important than Ever – Traders Magazine

By John Straley, Executive Director, Institutional Trade Processing, DTCC

Over the past several months, the entire financial industry, and the world, has had to radically adjust how we work together. This is especially true with crucial functions like managing margin calls. This topic has received greater attention than usual, in the same way that we often notice something when there is trouble and when market volatility has created a perfect storm of asset sales and margin calls. The increased activity has highlighted that, in our age of digitalization, manystill rely on faxes, emails, and phone calls to manage their margin call process, creating inefficiencies in the best of times, and now potentially higher error rates and financial losses.

The experience of dealing with the spike in margin calls at the beginning of the COVID-19 pandemic reinforced that this critical process should be fully automated. In response, firms should now adjust to the virtual new normal, while staying ahead of regulations and creating lasting efficiencies. Here we explore each of those areas.

The current margin call management processstill relies heavily on manual processes such as emails, phone calls and faxes. While most firms can still manage these activities in a remote environment, some are hindered by manual checks that require two levels of review. Any process that mandates employees and clients to be physically present may no longer be possible, and there is an immediate need for firms to adjust their processes accordingly. Further, simply replacing in-person checks with digital but still manual versions of those processes, like shifting documents that request ink signatures to documents that require digital signatures, do not necessarily bring increased security to the system or make it more efficient.

It is notable that there are some firms that have been leading the charge in automation in this area. But the efficiencies and robust practices of these firms are undone when automation is not industry standard. If one party is automated but their counterparty is manual, it prevents true efficiency from being achieved, and can discourage further investment into automation for the whole industry as laggards slow innovators down.

Before 2020, the track towards margin call automation was clearly paved due to upcoming regulatory mandates.For example, firms were working towards being compliant for deadlines including Securities Financing Transactions Regulation (SFTR) and the final two phases of uncleared margin rules (UMR) for derivatives. As a result of the pandemic, these deadlines have been deferred to allow firms the bandwidth to focus on daily operations.While these delays are clearly crucial, there is concern in the industry that this shift back in regulatory timelines may further delay important technology and processing upgrades. To avoid this stagnation, firms need to balance the resources they devote to daily operations with investing in automation and ensuring compliance with regulations that loom on the horizon.

Asa start, firms should be looking at current manual processes and review how they performed under the recent spoke of volumes, assessing strengths and weaknesses. Then, firms should analyze the steps needed to improve current weaknesses, with an eye towards compliance with future regulatory requirements. After this groundwork is complete, firmscan work with the broader industry, including technology providers and utilities, to develop a path towards automation.

Crisis eventsare often the push the industry needs to make true operational improvements that prepare us for the next crisis, whatever it may be. For example, 9/11 propelled firms to improve their business continuity procedures and disperse operations across multiple sites, improving the resilience of a site-specific crisis. Similarly, the 2008-2009 crisis prompted regulation to bring transparency to the financial industry and the flash crash brought in circuit breakers to halt trading during massive volatility.

Todays moment has highlighted the current inefficiencies in the margin call process, and the clear need for targeted and lasting changes. The increase in volatility that created a spike in margin calls appeared during the financial crisis, repeated during this pandemic, and is sure to happen again . As we create a new normal for the industry, bringing automation and innovation to margin calls can help create a process that is more efficient and secure, and positions us well for future regulatory compliance and high volatility events. We have seen some firms start on this path, and we should leverage this crisis as a call to action to make the automation of margin call processes the industry standard.

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The Covid-19 Effect: Why Automation in the Margin Call Process is More Important than Ever - Traders Magazine

SMB Accounting Automation Leader CANDIS Raises 12M Series B in Bid to Become the European Market Leader in Automated Financial Processes for SMBs -…

BERLIN, July 30, 2020 /PRNewswire/ -- CANDIS, the platform for automated accounting and payment processes, raised 12M in a financing round led by Viola Ventures and Rabo Frontier Ventures, the investment arm of Rabobank. Existing investors Lightspeed Venture Partners, Point Nine Capital, Speedinvest, the main incubator of Commerzbank and 42CAP also participated.

CANDIS intends to use the capital to continue the development of its machine learning engine and to fuel growth and expansion within Europe. The company is executing on its goal of becoming the European market leader for automated financial processes for SMBs. As of today, the company's software automates more than 80% of all classic accounting processes and facilitates efficient collaboration with tax accounting firms across Europe.

CANDIS automates manual bookkeeping, accounting processes and B2B payments for mid-market companies with machine learning. The software automatically collects bookkeeping documents from various sources, classifies and authenticates the data, generates approval processes and real-time-insights and payments for accounts payables. Thousands of companies and their tax advisors already benefit from CANDIS' unique technology in Germany.

"SMBs in Central Europe have a void when it comes to efficient and effective accounting and financial processes," says Omry Ben David, Partner at Viola Ventures. "CANDIS is well positioned to become the go-to platform in Europe for the automation of bookkeeping, accounting and payment processes, as well as for the provision of financial insights and benchmarks. This comprehensive suite will undoubtedly deliver better SMB compliance, decision making and growth."

Since the last financing round at the end of 2018, CANDIS' business has grown by 500%. Christian Ritosek, co-founder and managing director of CANDIS, says: "Our machine-learning based technology disrupts a whole industry, in which the majority of tasks are still very manual. The pattern recognition engine automates accounting workflows and empowers companies with real-time data and insights to make better financial decisions."

"It is great to add CANDIS to our portfolio as they have been able to create a leading position in a competitive market. We've been following CANDIS for a longer period of time and we consider their distribution strategy combined with their product to be a very strong proposition for both SMEs and accountants. Together with Viola, Lightspeed and the existing investors we are very keen to be working with the team and to support them in realizing their growth ambitions," says Jeroen van Doornik, Managing Partner at Rabo Frontier Ventures.

About Candis GmbH

The software company CANDIS was founded in 2015 by Christopher Becker and Christian Ritosek with the goal to automate manual bookkeeping processes with intelligent software. Eliminating manual data entry and reconciliation, bookkeeping and accounting departments of companies become up to 5 times more efficient.

https://www.candis.io/en/home

Twitter: https://twitter.com/candis_io

Facebook: https://www.facebook.com/CandisDeutschland/

About Viola Ventures

Viola Ventures is the early-stage arm of Viola, Israel's leading tech-focused investment group, with over $3B AUM. Founded in 2000, Viola Ventures empowers early stage start-ups to become global leaders. The fund manages over $1B and has backed some of Israel's unicorns such as Payoneer, ironSource Lightricks, Redis Labs, Pagaya. https://www.viola-group.com/

About Rabo Frontier Ventures

RFV is a 150 million investment fund of Rabobank, focusing globally on innovative Fintech and Agtech companies. RFV aims to invest directly in the early growth stage (series B) of companies that are disrupting or influencing the current business of Rabobank and indirect in leading general tech funds such as Holtzbrinck, Northzone, Speedinvest and Valar Ventures. https://rabofrontierventures.com/

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SaltStack to Stream SecOps and Security Automation Sessions during Black Hat 2020 – Yahoo Finance

IT Automation and Infrastructure as Code (IaC) Pioneer, Thomas Hatch, to Host Cybersecurity Breakout Series on August 5 and 6

LEHI, Utah, July 30, 2020 /PRNewswire/ -- SaltStack, the creators of intelligent automation for security operations and IT teams, today announced that Thomas Hatch, CTO and technical founder, will live stream a multi-part breakout series on SecOps, security automation and the latest trends impacting infrastructure security during Black Hat 2020.

On August 5 and 6, Hatch will present eight mini sessions hosted from SaltStack's virtual booth at Black Hat 2020 at the top of the hour from 11:00 a.m. to 2:00 p.m. PT each day. The topics will range from issues related to infrastructure security and SecOps to cybersecurity team dynamics and best practices to address known vulnerabilities lurking in IT systems. The full schedule is as follows:

August 5

August 6

Full session descriptions are available here.

In conjunction with Black Hat 2020, SaltStack is also making available "The State of XOps Report: Redux," which provides an even more in-depth look at data from the first-ever "The State of XOps Report, Q2 2020 - SecOps Teams Must Automate and Align" to better understand the complexities of organizational dynamics and how they impact the operationalization of IT and security. This report is available directly from SaltStack and includes insights into:

For more information on SaltStack's live Black Hat sessions and to download a copy of "The State of XOps Report: Redux," please visit SaltStack's Black Hat 2020 page.

About SaltStack SaltStack intelligent IT automation software is used to help the largest businesses in the world manage and secure their digital infrastructure. Recognized for its powerful event-driven approach to hybrid cloud infrastructure configuration and control, SaltStack software delivers continuous compliance and vulnerability remediation while providing collaborative solutions for IT and SecOps teams. https://www.saltstack.com.

Press Contact Dex Polizzi Lumina Communications 646-741-8358 saltstack@luminapr.com

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5 Ways Automation Will Change the Nature of Work – Robotics Tomorrow

Economists have worried about the demise of work since automation started transforming American factories in the mid-20th century. Now that AI is on the scene, industry and commerce are standing on the verge of perhaps the greatest rush into automation ever, and the questions have turned philosophical. What will change in the day-to-day way that work gets done, and what will be required of tomorrows workers?

For one thing, theres still no agreement among experts on just how many jobs can or will be replaced by automation. But even putting aside how many jobs we lose or gain, whats clear is that the concepts of employment and labor are now more in flux than theyve ever been. Work wont go away any time soon, but it will continue to change rapidly, and that change will often happen on a foundational levelin these five ways and more.

Most peoples jobs in todays workforce are an amalgamation of tasks, and in many positions, theres at least one manual task that could be automated. Whether its balky spreadsheets or monotonous manual barcode scanning, these tasks are going to be some of the first to be eliminated by automation. The shift will be substantial but could be a net positive. Thats because, with the more repetitive work automated, employees will likely end up taking on roles that are heavier on problem-solving and creativity.

In stores with self-checkouts, for example, cashier jobs are often shifting toward customer service and support roles, while positions in warehouses with automated inventory control can focus more on picking efficiency and accuracy. Manufacturers can now bulk-order customized parts such as electrical enclosures in just a few minutes, eliminating costly and unnecessary steps in the manufacturing process. So, while it might create some disruptions in how duties and positions are structured, the outcome will hopefully be a more engaged and creative workforce.

The U.S. economy has plenty of demand for high-skill jobs in fields such as healthcare and engineering. At the same time, there are many occupations that AI still isnt great at, and these jobs are thriving. The market for janitorial services, for example, has a solid job outlook for the next decade. The middle tier jobs, however, may become an increasingly endangered species thanks to automation of everyday office tasks.

Some economists fear that this hollowing-out of the middle skill tier will further worsen income inequality as the haves take the high-paying jobs at the top and leave the have-nots stuck at the bottom. Its not yet clear how the ramifications for income inequality will shake out, but it certainly gives extra urgency to the need for educational programs that train students for the jobs of the future.

Social skills are one of the major bottlenecks of AI. Researchers havent found a way to automate empathetic response, social cue-reading or the other subtle but critical skills of human interaction. Furthermore, these technological leaps arent considered likely to be solved any time soon. So, in the meantime, people skills are increasing considerably in importance.

The BLS projects a substantial increase in demand for jobs that delve into the human side, with strong employment potential for substance abuse counselors, social workers and psychologists. Moreover, just about every job now requires collaboration skills at some level, and employers say that the so-called soft skills are often difference-makers in the workplace. So, even as the strength of our AIs grows every day, its important to keep cultivating our social skills and our humanity.

One important fact that researchers have learned about machine learning and AI is that its absolutely critical to feed the algorithms accurate and unbiased data. Thats because AI is particularly vulnerable to the garbage in, garbage out problemif the data an AI learns from dont give it a solid grounding in reality, its likely to produce useless or even harmful results.

The incorporation of AI into hiring practices makes this a particularly urgent issue to address. High-profile examples have already shown that incorporating poorly calibrated algorithms into hiring processes can produce discrimination against women and people of color, so any effort to improve diversity will need to include practices for accurate data collection.

On the operations side, meanwhile, data accuracy is just as critical for streamlining processes and creating comfortable facilities. A business that looks at the wrong data can make big missteps in organizing its operations, paying for features that employees dont use or failing to detect when a procedure isnt working. Having data collection infrastructure is only the first step. It has to be collecting the right data.

The Internet is rapidly shifting the physical landscape of work, and its likely to continue as more jobs can be done with not much more than a computer, a phone and an Internet connection. Work no longer has to be a place, only a thing you do. And the effects of decentralized employment will be, if youll pardon the pun, all over the map.

The rise of the digital nomad means that a freelancer can write code for a company in Florida from a beach in Italy, the work-from-home revolution offers new opportunities for parents and people with disabilities and the global nature of the new economy means that teams often have to collaborate across national and even continental borders. There are also exciting new opportunities for small businesses here, as low barriers to entry allow niche specialties and innovative products to thrive.

The 21st century workplace is already a wild ride, but its possiblemaybe even probablethat the changes will only get more momentous. The best advice? Buckle up, prioritize flexibility and never stop learning and improving.

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Automation in converged infrastructure gets results for Dell and its customers – SiliconANGLE

When Dell Technologies Inc. unveiled its autonomous infrastructure with Dell EMC PowerOne in November, the companys release described a technologythat sounded much like that of an autonomous car.

As with drivers of self-driving vehicles, system administrators need to only tell PowerOne the destination. Dells technology would calculate the best way to do everything else and ensure a safe user journey.

It was all about automation, said Trey Layton(pictured, second from left), senior vice president of converged infrastructure and software engineering and architecture at Dell. Were recognizing that we can deliver an architecture which has hyperconverged and converged attributes all in a single architecture and dial up the degrees of automation to create more adaptations for different types of application workloads.

Layton spoke with Dave Vellanteand Stu Miniman, co-hosts of theCUBE, SiliconANGLE Medias livestreaming studio, in a discussion on the past, present and future of converged infrastructure. He was joined by Joakim Zetterblad(pictured, second from right), director of the SAP practice for EMEA at Dell. They discussed the need for new tools to manage complex networks, why the public cloud may not be the ultimate solution, the benefits of converged infrastructure for customers, and the value of an edge to core to cloud enterprise strategy. (* Disclosure below.)

The evolution from monolithic systems with just a few components to networks comprised of many complex elements has led Dell to add significant support to its autonomous PowerOne offering. In addition to PowerMax storage and PowerProtect secondary storage, PowerOne also uses Dell PowerEdge MX servers, PowerSwitch and SmartFabric networking.

With the introduction of new internet of things technologies, there is a flow of information that requires a whole new set of infrastructure or tools to make these new processes happen, Zetterblad said. The focus at the end of the day is all on business outcome.

Although Dells converged infrastructure solution is designed to ease the burden of systems management, enterprises have other options. Why not just put infrastructure into the public cloud and let it do the heavy lifting?

Weve seen some people that have a cloud-first strategy and often those are the same companies that are quickly doing what we call repatriation, Miniman said. Automation and APIs and everything in the Ops movement are not something that are only in the public cloud, but something that we should be embracing holistically. And this is where todays and tomorrows converged infrastructure is going.

Dells investment in its PowerOne technology speaks to an important factor in the evolution of converged infrastructure in the enterprise space: customers like the results.

The underlying experience of converged infrastructure has remained relatively constant, Layton said. One of the data points that I love is 99% of our customers who buy converged infrastructure say they have virtually no downtime. Thats a great testament.

Dell has been a partner with SAP SEfor a number of years and has a portfolio of solutions to support SAP customer workloads. SAP HANA clients are relying on converged infrastructure to deal with transformational waves involving multicloud operating models and the introduction of intelligent technologies, according to Zetterblad.

What converged infrastructure did so uniquely was provide that edge to core to cloud strategy, fully certified for both HANA and non-HANA workloads, Zetterblad said. That created huge momentum for converged in our SAP accounts.

Evolution of the cloud and its accompanying complexity have driven enterprises toward automation models geared for taking away the headaches of managing a sprawling IT landscape.

In the early days we talked about how cloud was supposed to be simple, Miniman said. If you look at deploying in the cloud today, it is not simple at all. Weve seen great leaps and bounds in the last couple of generations of whats happening in converged infrastructure to take advantage of automation because we know weve gone beyond what humans can just manage themselves.

Watch the complete video interview below, and be sure to check out more of SiliconANGLEs and theCUBEs CUBE Conversations. (* Disclosure: Dell Technologies Inc. sponsored this segment of theCUBE. Neither Dell Technologies nor other sponsors have editorial control over content on theCUBE or SiliconANGLE.)

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The COVID-19 Crisiss Impact on Security Operations: Automation Comes to the Fore – Security Boulevard

Were living through historic times. The current crisis will almost certainly serve as a catalyst for numerous long-term changes in our communities, altering the ways we work, play, socialize, use technology, and benefit from automation.

The global pandemic exposes how many of the things that make us humanour need to be in close proximity with others, our susceptibility to illness, our tendencies towards bias and inconsistent behaviormake our organizations profoundly vulnerable, a weakness that readily extends to the concept of the security operations center (SOC). With so many organizations forced to adapt to remote workregardless of whether theyre well- or ill-prepared, and whether or not it suits their business modelthe advantages of employing automation to accomplish tasks for which people arent well-suited are being revealed anew.

In the SOCs case, turning to automation to perform the most tedious, difficult, and unrewarding portions of the security operations workflow has long carried the benefits of improving analyst job satisfaction and effectiveness, but today it may also be able to reduce the health risks that security analysts face on the job.

Recent researchon COVID-19 transmission indicates that in the majority of cases, the virus spreads from host to host via respiratory dropletstiny amounts of fluid from inside the nose or mouth of an infected person that are released into the environment when they breathe, talk, yell, sing, sneeze or cough. The respiratory droplets that carry the largest number of viral particles are those that are biggest and heaviest, and thus are likely to fall to the ground within a narrow radius of the infected person. This is where the magical social distance of six feet originatedthe idea is that the heaviest of these droplets seldom make it more than six feet.

Asepidemiologists remind us, however, its not simply the case that contact with a minute amount of the virus is enough to trigger infection. Instead, you need to encounter an adequate number of viral particles. Scientists arent yet sure exactly what constitutes an infectious dose of COVID-19, but they do know that the longer you spend in the presence of someone who has the virus, the more likely you are to become infected. They also know that certain activitieslike singingseem to make transmission more likely, as do certain environmentsparticularly confined indoor spaces with poor airflow.

When considered from this perspective, the SOC is a nightmare. Most security operations centers were designed for physical security, which means limiting accessibility, not improving airflow. Most are interior spaces without windows, with ceilings made of solid material (no drop ceilings), and limited ventilation. Showcase SOCs with large-panel visual displays taking up entire walls of the facility and multiple desks amply stocked with monitors are rare outside of the worlds very largest (and most security-focused) enterprises. Instead, most real-world SOCs are in tiny, tightly enclosed spaces.

Whats more, the work performed in the SOC demands close collaboration. Analysts frequently consult their colleagues when performing research, evaluating risks, or assessing the best means of dealing with a threat. A security analysts job involves creativity, critical thinking, and decision-makingthings that can be improved when theyre discussed with peers or more senior coworkers. Shifts are long, so ordinary SOC operations involve bringing people into close proximity with one another for extended periods of time.

In ordinary circumstances, SOC operations are not readily amenable to the remote work model. In SecOps, speed is vital to success, and collaboration takes place much faster when people converse face-to-face than when theyre using video conferencing software or other collaboration tools to share their ideas.

Although security operations in general requires extensive collaboration between analysts, in no role is this more critical than that of the Tier 1 Analyst. As the most junior members of the security operations team, Tier 1 Analysts must engage in a great deal of on-the-job training, including numerous whiteboarding sessions. Theyre also encouraged to consult with more senior co-workers regularly while they learn more about the nuances of the role.

For all security analysts, there are benefits to in-person interactions; for Tier 1 Analysts, its difficult to do the job without them. More senior analysts are able to make more decisions independently and need less face-to-face contact for education and training.

When an intelligent automated decision engine like that of theRespond Analystis called in to perform cybersecurity monitoring, security operations programs are able to shift the composition of their teams, employing more Tier 2 and Tier 3 security analysts, and relying on software to perform the bulk of Tier 1 analysts functions. No matter the circumstances, this has the potential to make the security analyst role more fulfilling and rewarding, increasing job satisfaction and reducing turnover. It will also increase teamseffectiveness and efficiency, enabling them to review far more events than would ever be possible manually.

But today, in the face of a global pandemic thats far from over, introducing automation into the security operations workflow comes with one additional benefit: by reducing the number of personnel needed to staff the SOC, and particularly the number of Tier 1 analysts, it can lessen the health risks of working in security operationsand thus save lives.

Theres no way around it: SOCs cannot easily be remade so that theyre amenable to social distancing. And the activities performed within them remain critical for mitigating organizational risksrisks that may only be amplified as many companies navigate a rapid transition to remote work. Even senior security analysts are able to work more quickly and effectively in person than they can when telecommuting.

Implementing intelligent automated solutions like the Respond Analyst doesnt solve all the problems in security operations. Nor does it remove all the risks that come with working in a SOC during a global pandemic. But it does point the way forward toa new paradigm. In the future, automation can be called upon to perform many of the repetitive and mundane tasks that are done by humans today. This will not only save time, money, and frustration for workers, but it will also remove significant vulnerabilities from our operational processes and supply chains.

The post The COVID-19 Crisiss Impact on Security Operations: Automation Comes to the Fore appeared first on Respond Software.

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*** This is a Security Bloggers Network syndicated blog from Blog Respond Software authored by Chris Triolo. Read the original post at: https://respond-software.com/covid-19-impact-on-secops-automation/

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The COVID-19 Crisiss Impact on Security Operations: Automation Comes to the Fore - Security Boulevard

Why automation is a ‘hard sell’ in the IT workplace – Verdict

The history of the industrial revolution has taught us that automation equals the loss of jobs, but it doesnt have to be that way in IT.

You will rip my command line from my cold dead hands is a phrase actually heard at networking conferences from time to time. There are also comments about being a network engineer, not a coder.

Nobody likes to see change, especially when years have been spent learning and perfecting doing things in a certain way. But claims about job security are false companies dont employ people because they are adept with a command line, they employ them because they know about networking, front to back, inside and out, design, concepts and most importantly how it relates to the business. The last bit is called institutional knowledge and it cannot be automated nor can it be hired off the street for half the salary.

Further, claims of not being a coder or not understanding the arcane nature of coding are similarly bunk. Network engineers pass multiple levels of increasingly hard rigorous certifications and then are required to take periodical renewal education. The coding for automation, i.e. scripts and other templates, is not even close to the complexity required to earn network engineering certifications to begin with.

The very networking concepts that were so hard-won are the basis of what is required to even do the coding. A full time regular programmer may grasp the syntax more readily, but wont know any of the concepts behind it and essentially cant do the work, despite being a highly trained coder.

Yet there is fear around automation and coding for automation. IT, as an industry, is surprisingly resistant to change, despite being one of the most dynamic and ever changing fields out there. We need to foster the idea that IT is a career of change and learning, one that doesnt stop, ever. IT isnt alone. Good medical doctors are the ones that never stop learning new advancements and techniques. Chefs are always seeking new recipes, trying new things. Continuous change and improvement. Yet the culture of resistance is heavy in IT.

One way IT leaders can encourage engineers and administers is to ask teams to find ways to do things better. Let them be free to try things in the lab and present them to leadership and the team. Allocate budget to the project. This will lead them to automation in a way that they will not reject out of hand. It may not be the automation in the way leadership envisioned, but the benefits will be there anyway.

If the automation is initiated by the team, they will have pride of ownership and actually find ways that IT leaders or vendors likely have not thought of. Requiring adoption of automation tools may get the job done, but it will alienate some and lead to a much lower level of engagement and drastically increase the chances of project failure, or worse, acceptable, but mediocre results implemented by a reluctant team forced into it.

Encourage them to do things better and remind them, they are always looking for better, more efficient ways to do things in their own lives. So why resist it at work?

It will go over better than pithy speeches about inevitable change and motivational posters.

GlobalData is this websites parent business intelligence company.

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Dying coral reefs are being saved by automation – CNET

Coral bleaching occurs when water is too warm, causing corals to expel the algae living in their tissues and turn completely white -- often killing the coral.

On a 24-hour boat trip off the coast of Western Australia, Dr. Taryn Foster was seeking out a coral reef treasure known as Scott Reef. It was a familiar place for her, as the research associate at the California Academy of Sciences had gone on dives and conducted coral surveys there as part of her postdoctoral work studying coral.

"There's no tourists out there," Foster said. "It's as untouched as you can get these days."

But Foster found the condition of Scott Reef had changed wildly from years past. She was about to dive into the coral reefs during the worlds' 2016 mass bleaching event -- one of the longest and most severe coral bleaching events on record.

"In a way, it's actually quite beautiful. The colors are really, really fluorescent -- these bright whites, pinks and blues and yellows," Foster said. "It's quite spectacular. But you know that what you're seeing is mass death."

The sight of the global mass coral bleaching event -- a phenomenon that occurs when water is too warm, causing corals to expel the algae living in their tissues and turn completely white -- led Foster and her team to start Coral Maker, a collaboration between the California Academy of Sciences and Autodesk. The group's goal is to use coral science and manufacturing technology to produce one million live corals per year by automating the coral production process, more effectively restoring the ocean's declining coral population.

The Coral Maker team works across three continents and four time zones, and, now, COVID-19-related work restrictions. With Foster as the founder, several Autodesk employees volunteered their skills and time as part of their work with the Autodesk Foundation, the company's philanthropic arm.

"Coral reef restoration programs often operate with limited means," said Shunham Goel, the Coral Maker team lead and a senior engineer manager at Autodesk. "We care deeply about simplicity and efficiency in every aspect of the design process."

Taryn Foster works with a coral skeleton prototype, made on a 3D printer.

The fiery hues of corals can be seen all over the worlds' ocean floors. While they look like plants, corals are actually animals, and have a mouth, tentacles and a calcium carbonate skeleton.

A coral gets its food from the algae living in its tissues. When thousands of corals connect they form a colony, making up a biodiverse ecosystem. "They're often compared to rain forests in the terrestrial world, in terms of biodiversity. And they provide structure and habitat and the basis for this marine ecosystem," Foster said.

Healthy coral reefs provide food and a home to about 25% of all marine creatures in the world. It's estimated that 6 million fishermen rely on harvesting fish from coral reefs. Reefs also provide coastal protection by reducing the impact of waves on shore, and support local tourist economies that can offer diving excursions.

More coral bleaching at the Great Barrier Reef in Australia.

But mass coral bleaching is threatening the coral ecosystem fast. The world has already lost about 50% of its coral, and by midcentury, it is projected to lose up to 90%, Foster said. The main cause of mass coral bleaching happens when there is an increase in ocean water temperature caused by climate change.

"This stress causes the relationship between the coral and the algae to break down," Foster said. "And instead of providing the coral with 80% or 90% of its nutrition, the algae is now becoming toxic to the coral."

The corals starve from malnutrition, and often never recover.

But hope isn't lost: Teams have been working on worldwide coral restoration for years. The nonprofit Coral Restoration Foundation has restored 120,000 corals since 2007. And according to the US National Oceanic and Atmospheric Administration, more than 20 active nurseries are active in the Caribbean, providing more than 40,000 healthy corals for reef restoration each year.

However, these programs run into one main problem: scaling their efforts. Current restoration methods, such as coral gardening, are done manually and are very time consuming, Foster said.

Another bottleneck for scaling is the slow coral growth rate. "To get from a 10 centimeter fragment to an adult colony can take anywhere from 3 to 10 years, depending on which species you're talking about," Foster said.

To address the coral scaling issue, Foster and the Coral Maker team are combining science, manufacturing technology and traditional manufacturing techniques to offer a solution.

The Coral Maker team designs the coral skeleton at Autodesk.

The design idea begins with a premade coral skeleton. The skeleton has a dome-shaped base made from stone material, similar to corals' natural calcium carbonate skeletons. To mass produce the skeleton, Coral Maker is using dry cast molding, a traditional masonry manufacturing technique that could potentially produce 4,000 stone coral skeletons per day.

Once the skeleton is made, a robotic arm inserts seed plugs with live coral fragments into the skeleton. The seeding process previously had to be done by hand, Goel said. To produce a million corals each year, multiple domes with seed plugs need to be assembled every minute. The robotic arm uses vision sensors, and machine learning to precisely locate the position of the dome and seed plugs and to install the seeds in the right place.

A robotic arm automates the coral seeding process.

After the new corals have been deployed to the ocean, they will grow naturally and recoat the surface of the skeleton, fusing together with corals of the same genotype, eventually forming an adult-size coral colony.

By providing the coral with a premade skeleton, it doesn't have to calcify its skeleton from scratch. This will reduce the time taken to reach adult size from the current 3 to 10 years to about 6 to 18 months, Foster said.

By the end of 2020, all this hard work will be put to the test. By the end of the year, Coral Maker is planning to deploy prototypes with real coral fragments into the ocean, collect data and make improvements to the design. Though the pandemic has shut down the team's prototyping facility, researchers are using home 3D printers to keep the plan on track.

The Coral Maker team 3D prints the coral skeleton prototype.

"If action is not taken now, the corals won't be there for the next generation," Goel said.

Long term, selecting an ocean site location with higher latitudes could help these new corals stay alive, Foster said.

"We know that corals did exist at higher latitudes, as in further away from the tropics, in the last interglacial period. So they have, they have the ability to move," Foster said. The problem is that it takes 5 to 10 thousand years to move on their own.

"If we could set up a reef at a meaningful scale at a high latitude, then maybe we could create little pockets of survivors," Foster said.

While Coral Maker and scientists all over the world work on these solutions to regrow the ocean's coral reefs, anyone can take small steps to change their ecological footprint every day. If we do make strides to end climate change, the little coral survivors that Coral Maker is producing will have a better chance of making it to the next generation.

"If people have awareness of climate change -- if they're willing to change their own behavior, but also advocate for change -- then I think that's what's going to have the biggest impact," Foster said.

From the lab to your inbox. Get the latest science stories from CNET every week.

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Automation Error Led to Higher COVID-19 Fatality Count This Week, Texas DSHS Says – NBC 5 Dallas-Fort Worth

The Texas Department of State Health Services says an automation error in their new method of reporting COVID-19 fatalities led to 225 deaths being added to the state's death toll when they shouldn't have been.

On July 27, the state said 675 deaths were being added to the list of those killed by COVID-19 and that the increase was due to a change in reporting method that relied on death certificates rather than reports from various public health departments.

The switch was to provide greater demographic information about the victims and allow for more expedient reporting of fatalities.

On Thursday, the DSHS tweeted that they needed to correct some of the numbers published this week due to an automation error that "caused 225 fatalities to be included even though COVID-19 was not listed as a direct cause of death on the death certificate."

The state health department then revised the death totals published those days as follows:

On Thursday, the state said another 322 Texans had died after contracting the virus when they reported the state's death total reached 6,274.

So far this week, since Monday, the state has reported 1,236 deaths -- the most of any week since the pandemic began in March.

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How automation can make a network appear open, even when its not – RCR Wireless News

Cellwize, a network automation and orchestration company, worked with Verizon to develop Chime, an AI-powered RAN automation platform that provides an open, centralized layer that enables an orchestrated ecosystem of automation, allowing MNOs to manage and control both legacy and 5G networks, RAN and vRAN. The platform automates the deployment, design, management and optimization of 5G networks by consuming raw data from the RAN and external sources, abstracts it, and then makes it available to any application and solution through open APIs.

David Ronen, VP of Innovation at Cellwize toldRCR Wireless Newsthat, as our networks become increasingly complicated, deploying and managing them manually is out of the question.

Ronen provided further insight into the companys platform, as well as how automation not only addresses the challenges of managing complicated 5G networks, but also helps deliver the benefits of Open RAN, even if whats under the hood is not entirely open.

There is no question that there is a lot of effort and activities related to Open RAN, but its a complicated domain and the industry is moving very slowly. It is full of different people trying to lead the vendors, the carriers and there is no single alignment on the agenda.

But there is a very strong drive to make the RAN simpler and make the boxes talk to each other. Instead of being forced to have single vendor, you would be able to the best upgrades on diff components of the radio access network. Now, this is a great and wonderful vision for the industry, especially for the carriers, but its happening slowly and even when it does happen, nobody is going to just throw away their legacy equipment.

So, I personally believe that we are facing a very long time, and even when we have open RAN tech supplied on the networks, they will coexist alongside the legacy equipment for a very long time. From our point our view, youre not really able to reap the benefits of Open RAN and to monetize on the opportunity because your network is not really open RAN; its both propriety and an additional set of protocols. Unless youre able to deploy your whole network from scratch using new open standards, it actually makes your network quite complicated.

So, our mission is to enable the benefits of Open RAN, even though under the hood is not all Open RAN. On the outside, we make it look like Open RAN. When we are able to bridge the proprietary part of the legacy network with new components of the open network and make it look from above, from the application perspective, from the carrier perspective, as if all the network is using open ran technologies. I think its exciting.

This is not a yes or no answer. Each vendor has its own strategy and is trying to capitalize and take it advantage of its strength, but there is no doubt that for the larger vendors it introduces the risk that it will impact their revenues. They can be easily replaced if theyre not efficient and dont have the best technologies. How they choose to address this, Im sure they have very clear strategies. But looking at it from above, its going to be complicated, thats why we have to make it simple.

If you look at it from a historical perspective, there used to be 2G networks and when we introduced the 3G networks, they didnt replace the 2G networks; it just became an additional network that the carriers had to manage. Not when the 4G network was introduced, nobody shutdown the 2G or the 3G network. And carrier competition became significantly more intense, so they have to do triple the work they did on the 2G domain. And now that 5G has been introduced, it becomes unmanageable.

Its not a single layer on top of the 2G, 3G, 4G that already exists; its 5G working in cooperation with 4G network in a non-standalone mode and if youre going into the standalone slicing domain, each slice is a network on its own that needs to be managed. Unless you do things differently, this is not something you can cope with in a cost-effective manner.

And this differently means, at least in our vision, that 5G networks should be born automated. What we mean by that is that the technology should come with automation capabilities that enable the deployment and operation of the network. You cannot manage a 5G network with manual processes. It doesnt make sense.

Yes, they will coexist for a very long time. There are several reasons for that. One of them being that 5G networks being rolled out today are non-standalone. In order for 5G to work, the 4G layer has to be the one carrying the signal and managing the connectivity. And that also creates a set of devices that handsets that are created and designed for this environment, and those handsets dont just go away. So even if carriers enable standalone 5G, it will still be a mix.

Chime allows for the faster rollout of 5G and for carriers to be more efficient in operations in both CAPAX and OPAX. Specifically, the platform wraps around the network technology, and in addition, weve developed set of solutions that take advantage of the platform. There is Chime Deployer, which is for rolling out 5G sites, Chime Optimizer for optimizing performance and Chime Designer, which allows carriers to design network configurations.

First of all, I am personally delighted to have Verizon as a customer. There is no doubt that they are one of the leaders in delivering 5G to its customers. Looking at their vision, it is well aligned with ours of how to enable carriers to do better business. On top of that, the ability to open up the RAN for the Verizon ecosystem fits very well into their DNA and they are trying, across multiple initiatives, to simplify what they have to do in order to stay at the cutting edge of innovation.

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How automation can make a network appear open, even when its not - RCR Wireless News

Top 5 Key Automation Trends to Watch in 2020 – RTInsights

Automation was on the rise before. The pandemic has given it more importance. Here are the top trends to watch.

Automation is that part of the technology that has been helping us to reduce cost, increase performance, and become more productive. It is one of the fastest-growing industries in the world right now. If you are planning to make new investments in terms of time, money, energy, or brain cells in the field of automation, you must know the key automation trends to watch in 2020. This forecast is the result of hours of research by experts in the domain of automation. Here are the top five automation trends of 2020.

See also: Businesses Increase Automation Investments Due to COVID Pandemic

The world is constantly evolving. As it grows, we construct manydynamics that impact how the business operates. Artificial intelligence hasbecome popular in the last decade. There have been some powerful developmentsin the field of AI. It has started to become a part of our life. But the futurewill not be all machines and no humans. It is where human and machineintelligence will collaborate. AI taking over humans is not a likely outcome.Also, due to this state of innovation, it will become difficult to modeleverything with a fixed set of rules. Technology will replace humans, but someminds will be required to run the technology. Companies might be able toachieve the highest level of automation, but there will be some exceptions.Subjective matters where human cognitive intelligence is needed cannot beexpected from robots or AI completely. Machines doing all the menial, tedious,and repetitive work while humans focusing on higher cognitive tasks likeresearch, creatives development will be a way forward.

Thats how it has been since the industrial revolution. Instead ofremoving people completely, we should think of a hybrid of human and machineintelligence, which will help the whole industry grow. These collaborativeefforts will change the automation industry for the better.

For example, technology can scan through billions of DNA every day but cant come up with the idea of how to scan DNA. Thats why human collaboration is important to create a Smart environment.

Processes are the core of any business. Your business grows when yourcore processes move faster. In order to achieve organized automation in thecore system of business, organizations have already been automating theirprocesses in some way or the other. Process automation and Business ProcessManagement has seen remarkable growth in the last five years. BPM platformshelp you with your business process automation by enabling you to design and automate processes. You must know thatthis is different from Robotic Process Automation (RPA). RPA mimics humanaction and lets you automate a function of your business while ProcessAutomation is the part of the bigger picture. However, theres an ongoingshift. BPM platforms are being re-imagined according to new dynamics of themarket, which considers the next-gen workforce and changing expectations ofcustomers. Since the entry of Millennials in the workforce, the over-engineeredand heavy solutions are becoming outdated. The new workforce and smartercustomers have high expectations from the process automation market. Mostpopular BPM platforms are over-engineered, which increases the problem andmakes your processes slow. This will lead to a rise in the need for fastprocess automation in the market. Another demand of the Process automationmarket is integration. Process automation connected with all your tools in thetool stack makes it even more powerful and dynamic.

If you increase the speed of building and running automation inbusiness, a lot of problems like delays in processes will be solved. You canalso see a rise in the involvement of all the stakeholders, includingemployees, customers, and suppliers in the process automation. This wouldenhance the customer experience in the business and lead to growth.

People who do not have a background in technology are often addressedas Non-technical people. These people have a lot of trouble when they areworking on or creating a digital platform. But they have great ideas onproducts/solutions that solve the customers problem. Due to insufficientknowledge of the technical aspects of coding, they somehow drop the idea ofcreating the products. Thats why there is a rise of No-code solutions thatgive non-technical people the ability to build something digitally. No-code isalso known as Low code or Visual development.

If we see the history of technological innovation, the trend suggeststhat User Experience has always been a priority for businesses. MS-Dos was tootechnical and rigid for its users. This gave birth to a more user-friendlysystem, Windows. It changed the way operating systems and computers were seen.

If JeffBezos had the idea of opening an online store but didnt know how to code, theworld would not have amazon today. These potential geniuses will get a betterplatform to build and use automation.

WhatYou See Is What You Get has been a buzz word since it came out. Itstarted with simple technology, where you will be able to edit the content onyour screen as it would look in the output. This visual development then becamewider, and WYSIWYG got a bigger meaning.

Currently,automation is somewhat in the hands of technical users. This power will shift,and we will see democracy in building automation through no-code movement.These platforms will focus more on the ease of use and experience optimized forbusiness users as a whole than just technical users. When business users need less external helpdue to easy no-code solutions, we will see a rise in the number of successfulbusinesses and non-technical users.

The world isgoing through a pandemic, and it is going to affect almost every industry. Youcannot forget the biggest issue of 2020 while predicting automation trends of2020. Coronavirus has hindered the growth of every business. All the countriesare suffering through an economic crisis. This crisis will lead to a lot ofcost-cutting in business. Many businesses have already started to layoff theiremployees due to the cash crunch. These businesses will look for a solutionthat would help them automate most of their work. This would lead to a moreaggressive demand for automation in businesses. In a way, Coronavirus Is Forcing Companies To Speed Up Automation,For Better And For Worse. Thecompanies that are suffering from cash flow issues are likely to look forautomation instead of going through the painful process of rehiring people oncethe dust is settled. People see automation as a bad thing for the marketbecause it risks the job of many earning their livelihood out of that oneskill. But automation helps businesses decrease the cost of production. Thiswill help us grow the GDP in the long run.

Vox did an interview with Mark Muro, a senior fellow and policy director at the Brookings InstitutionsMetropolitan Policy Program. He talked about how, after every economic crisis,there is a boost in people who adopt automation. People usually think that thepandemic while making the human capital cheaper, but the opposite is true.After a major economic crisis, humans become costlier than automation. Thismotivates businesses to replace less-skilled workers with technology.

Anotherangle to this situation is that automation technology has high competition. Newplayers trying to penetrate the market are providing lower-cost solutions,which have made the prices relatively lower. The industry is maturing as timepasses, and the cost curve is declining, which makes high-end automationtechnology inexpensive. On top of that, the financial crisis has led to pricerelief as well as a reduction in many fields, including automation. This wouldlead to an increasing demand for automation in 2020 due to the pandemic.

On-premiseor hosted tools means that the organization keeps all of its technologyrequirements (tech stack) managed by themselves locally, whereas cloud-basedmeans that the technology and tools used by the company are managed andorganized by a cloud service provider.

Both of thesetypes have their advantages and disadvantages. Yet, due to more need forflexibility and collaboration of tools online, cloud-based automation willthrive in the future.

On-premtools are better for companies that are strict with their security measures andhave sensitive data. Sometimes, it becomes a tough task to shift from one Cloudvendor to another. Organizations might find this task tedious as there is a lotof new processes that they discover.

Theorganization that wants lesser risk, better performance, and portability atlower cost will go for cloud-based automation. It is the requirement of thenewer smart generation. In the world where IoT is coming up andbecoming a thing, cloud-based automation is the future.

The automation industry is unpredictable. Every day there are hundreds of new discoveries. The market is growing rapidly, and there is a huge scope of innovation through a dynamic and collaborative approach. These automation trends are going to be the ones to watch out for in 2020.

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Top 5 Key Automation Trends to Watch in 2020 - RTInsights

Follow these 8 steps to implement automation in IT workflows – TechTarget

Automation is vital for modern IT, as it enables IT teams to accomplish common workflows and repetitive tasks accurately, consistently and quickly. But automation is far from automatic.

The path to implement automation is fraught with mistakes and waste. Most IT admins know automation horror stories: a huge project to address a minor task, detrimental process changes for the sake of automation and the headaches from a poor tool choice. Careful planning and concerted effort are critical to implement automation in a meaningful and maintainable fashion.

There are eight steps to take an IT task from manual to automated:

Automation is not an all-or-nothing proposition. Not every process or task should -- or even could -- be automated. You don't need to automate everything simultaneously to demonstrate automation's business value.

To start, identify common and frequently performed tasks with minimal complexity. These tasks often benefit most from automation. In general, automation candidates are processes and tasks IT admins perform frequently and ones that consume significant time. Common examples include user password resets and VM instanceprovisioning.

Organizations run into trouble translating human workflows into automation workflows. Automation performs the same steps the same way every time. Different business and IT processes can use radically different approaches to reach the same result. Also, exceptions to the rules pose serious problems for automation.

Evaluate many opportunities for automation, even if you don't intend to implement them all immediately. Consider the current workflows in many tasks across the business and seek common sequences or subprocesses for automation. IT can then implement and reuse these sequences in multiple automation projects. The more common sequences or processes there are, the easier and more effective an automation task will be. In many cases, existing human workflows can be altered or divided to benefit from automation.

Microsoft's PowerShell scripts are a good automation example. IT admins typically automate a process by chaining together several small PowerShell scripts. Each separate script represents a discrete task or step in the greater process or workflow, and each script is reusable as needed. This modular approach makes automation versatile, but only when a broad cross section of tasks and processes are understood.

With automation projects set, focus on implementation. Automation engineers design processes and decide how to handle exceptions, such as variables or options. Exceptions can be difficult and time-consuming to implement; IT leaders might opt to automate the easiest processes and leave exceptions for human intervention.

Here's an example in VM provisioning: IT teams can fully automate VM provisioning steps. But the configuration attributes of the VM -- number of processors, amount of memory and VM image file to deploy -- require manual input and pose exceptions. Another example is a business process automation that requires human signoff at the end. Automation engineers need to design for a mix of automated and human-controlled steps, including delays or erroneous input.

Evaluate IT automation products to best suit the projects. There are IT-centric tools or business workflow automation platforms. Some products deploy and get managed in-house, while others are SaaS. Compare features, capabilities, usability and interoperability with other data center or business tools. IT-centric workflow automation tools include products from Cflow, IBM, Microsoft, Nlyte Software and ServiceNow. However, there are dozens more tools and platforms, often with specializations that range from HR to procurement to software development.

Validate the automation tool before committing to it. Narrow the list of available tools to promising candidates, and then test each finalist using demo versions or other trial options.

The best way to adopt automation is to prove its value to the enterprise. Implement it on one or two of the easiest tasks or workflows that will potentially free the most time.

Such fledgling efforts are usually approached as pilot or proof-of-concept projects. Automation owners learn and master the tool or tools for the job while proving its worth to business leaders and teams. Starting small minimizes disruption and culture shock, and enables IT teams to find and handle problems with the tool or its use.

Once the IT team implements an automation tool for tasks or workflows, apply metrics or KPIs to objectively measure how automation affects the business.

Every task and workflow has a business value. It might simply be a measure of the cost in workers' hours to perform a task. If automation significantly reduces the time to perform a task, the cost of that task is also significantly reduced. Thus, automation is credited with savings.

Similarly, automated tasks get done the same way every time, which should reduce mistakes. With fewer errors, automation enhances user satisfaction and reduces time wasted fixing avoidable problems.

Finally, monitoring helps determine bottlenecks within the automated processes. For example, a provisioning task can fail due to insufficient server memory, and succeed when the right resources are available. Monitoring is the only objective means to gauge automation's value and identify problems to remediate.

With a small suite of tasks and workflows automated, and automation's value to the business proven, it's time to systematically automate additional tasks, which can be more complex, or simple but less valuable, than those in the first round. Generally, the goal is to focus the automation investment on high-volume, low-risk workflows, sometimes avoiding workflows with exceptions, until automation use within the business matures.

Automation performs repetitive tasks in high volume faster than humans can. If a complex task, such as one with user inputs, alternative selections, approvals or other exceptions, is only performed on rare occasions, there might be insufficient overall benefit to automate it.

Implementing automation is not a one-time effort. The data sets used to define an automated process -- such as scripts and predefined visual objects -- require regular review and updates to keep pace with changes in workflows and business needs. That is, does every automated process do what the business needs it to? Unfortunately, automation maintenance is often neglected or treated as an afterthought. Plan periodic reviews to revisit and revalidate automated processes -- but don't stop there.

Infrastructure and business changes are two principal drivers for automation maintenance. For example, adding new servers might increase compute resources available for automated provisioning. Similarly, a new law might necessitate changing the steps in an automation process to ensure regulatory compliance. To address these scenarios, automation maintenance can be tied to the organization's change management process.

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Panaya & Worksoft Partner to Deliver Change Intelligence with Smart Automation for SAP Customers – EnterpriseTalk

Panaya, the leader in SaaS-based Change Intelligence for SAP, Oracle, and Salesforce, today announced a new partnership withWorksoftproviding SAP IT organizationswith a best in class Change Intelligence solution that enables SAP ECC users to migrate or optimize their system risk-free.

The partnership creates the perfect solution for Change Intelligence with smart test automation for SAP customers, and is ideal for both technical and business users, ensuring control and visibility into ERP projects. With Panaya and Worksofts joint solution, any development, business, and test automation stakeholder can proactively manage and accelerate SAP change projects.

Thanks to the new partnership, Panayas powerful impact analysis, and automatic code corrections are now also powered by the Worksoft Test Execution suite, resulting in cutting edge automation scoping. The joint solution enables customers to effectively manage S/4HANA system conversion, S/4HANA greenfield implementation, and ECC Optimization projects, always one step ahead with foresight into what to fix, what to test and what to automate.

For our customers, this partnership enables a new level of continuous, automated quality assurance for SAP S/4HANA Brownfield and Greenfield migrations as well as ECC optimization. customers can work seamlessly from Panayas platform, as a single source of truth where they can plan, execute and monitor manual and automated tests with the quality standards they have come to expect using Panaya, saidDavid Binny, Panaya CEO. With so many unknowns in todays climate amid an increasing number of pivots and tightening IT budgets, ensuring zero defects during critical business process change while optimizing on cost and quality is a huge challenge for our SAP customers. With Worksoft, were giving strained IT teams the power to do more with less, reducing the time, cost, and risk of any S/4HANA system conversion, new implementation, or ECC optimization project by up to 50 percent.

The solution is a continuation of both Panaya and Worksofts commitment to helping SAP customers in their transition to S/4HANA. By combining Panayas Impact Analysis solutions and test management capabilities with Worksofts continuous test automation platform, the deeper partnership provides the safest and most cost-effective way for your organization to maximize ROI on its current SAP system, or prepare for the next step in its ERP evolution.

Panayas Change Intelligence is now fully integrated with Worksofts Connective Automation platform, offering customers unparalleled process understanding, automation and industry-leading change impact analysis, said Tony Sumpster, CEO at Worksoft. The integrated platform is already providing value to leading fortune 50 customers, driving 614% ROI in less than six months for complex S/4HANA projects. This powerful integration is a game changer across the SAP ecosystem, combining Panayas Change Intelligence and Certify test automation to enable customers to deploy faster and reduce risk in major S/4 transformations.

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Panaya & Worksoft Partner to Deliver Change Intelligence with Smart Automation for SAP Customers - EnterpriseTalk

Brooks Automation Reports Results of its Third Quarter of Fiscal 2020, Ended June 30, 2020, and Announces Quarterly Cash Dividend – PRNewswire

CHELMSFORD, Mass., July 30, 2020 /PRNewswire/ -- Brooks Automation, Inc. (Nasdaq: BRKS) today reported financial results for the third fiscal quarter, ended June 30, 2020.

Financial Results Summary

QuarterEnded

Dollarsinmillions, except per share data

June30,

March31,

June30,

Change vs.

2020

2020

2019

Prior Qtr

Prior Year

Revenue

$

220

$

220

$

204

0

%

8

%

Semiconductor Solutions

$

127

$

125

$

116

2

%

9

%

Life Sciences

$

93

$

95

$

88

(2)

%

6

%

Diluted EPS Continuing Operations

$

0.19

$

0.12

$

0.01

49

%

N/M

Diluted EPS Total

$

0.19

$

0.12

$

0.10

50

%

85

%

Non-GAAP Diluted EPS Continuing Operations

$

0.32

$

0.25

$

0.20

26

%

60

%

Management Comments "Despite the current environment's headwinds, we delivered a strong performance in the quarter," commented Steve Schwartz, president and CEO. "Our Life Sciences business witnessed robust demand for its sample management offerings and gene synthesis services. Due to many customer lab closures around the world, our gene sequencing business had a slow start to the quarter but has steadily increased and is now approaching pre-COVID levels. We continue to see a ramp in Semiconductor with increased demand for both automation systems and robots. The real story here is about the relentless team of Brooks employees working through the most difficult of environments without missing a beat!"

Summary of GAAP Results for Continuing Operations

Summary of Non-GAAP Results for Continuing Operations

A reconciliation of non-GAAP measures to the most nearly comparable GAAP measures follows the consolidated balance sheets, statements of operations and statements of cash flows included in this release.

Cash and Liquidity

Quarterly Cash DividendThe Company additionally announced that the Board of Directors has reiterated a dividend of $0.10 per share payable on September 25, 2020 to stockholders of record on September 4, 2020. Future dividend declarations, as well as the record and payment dates for such dividends, are subject to the final determination of the Company's Board of Directors.

Guidance for Fourth Quarter Fiscal 2020The Company announced revenue and earnings guidance for the fourth quarter of fiscal 2020. Revenue is expected to be in the range of $229 million to $241 million and non-GAAP diluted earnings per share is expected to be in the range of $0.32 to $0.40. GAAP diluted earnings per share for the fourth fiscal quarter is expected to be in the range of $0.19 to $0.27.

Conference Call and WebcastBrooks management will webcast its third quarter earnings conference call today at 4:30 p.m. Eastern Time. During the call, Company management will respond to questions concerning, but not limited to, the Company's financial performance, business conditions and industry outlook. Management's responses could contain information that has not been previously disclosed.

The call will be broadcast live over the Internet and, together with presentation materials referenced on the call, will be hosted at the Investor Relations section of Brooks' website at http://www.brooks.investorroom.com, and will be archived online on this website for convenient on-demand replay. In addition, you may call 800-754-1366 (US & Canada only) or +1-212-231-2930 for international callers to listen to the live webcast.

Regulation G Use of Non-GAAP financial MeasuresThe Company supplements its GAAP financial measures with certain non-GAAP financial measures to provide investors a better perspective on the results of business operations, which the Company believes is more comparable to the similar analysis provided by its peers. These measures are not presented in accordance with, nor are they a substitute for, U.S. generally accepted accounting principles, or GAAP. These measures should always be considered in conjunction with appropriate GAAP measures. A reconciliation of non-GAAP measures to the most nearly comparable GAAP measures is included at the end of this release following the consolidated balance sheets, statements of operations and statements of cash flows.

"Safe Harbor Statement" under Section 21E of the Securities Exchange Act of 1934Some statements in this release are forward-looking statements made under Section 21E of the Securities Exchange Act of 1934. These statements are neither promises nor guarantees but involve risks and uncertainties, both known and unknown, that could cause Brooks' financial and business results to differ materially from our expectations. They are based on the facts known to management at the time they are made. These forward-looking statements include but are not limited to statements about our revenue and earnings expectations, our ability to increase our profitability, our ability to improve or retain our market position, and our ability to deliver financial success in the future. Factors that could cause results to differ from our expectations include the following: the impact of the COVID-19 global pandemic on the markets we serve, including our supply chain, and on the global economy generally, the volatility of the industries the Company serves, particularly the semiconductor industry; our possible inability to meet demand for our products due to difficulties in obtaining components and materials from our suppliers in required quantities and of required quality; the inability of customers to make payments to us when due; the timing and effectiveness of cost reduction and cost control measures; price competition; disputes concerning intellectual property; uncertainties in global political and economic conditions, and other factors and other risks, including those that we have described in our filings with the Securities and Exchange Commission, including but not limited to our Annual Report on Form 10-K, current reports on Form 8-K and our quarterly reports on Form 10-Q. As a result, we can provide no assurance that our future results will not be materially different from those projected. Brooks expressly disclaims any obligation or undertaking to release publicly any updates or revisions to any such statement to reflect any change in our expectations or any change in events, conditions or circumstances on which any such statement is based. Brooks undertakes no obligation to update the information contained in this press release.

About Brooks AutomationBrooks (Nasdaq: BRKS) is a leading provider of life science sample-based solutions and semiconductor manufacturing solutions worldwide. The Company's Life Sciences business provides a full suite of reliable cold-chain sample management solutions and genomic services across areas such as drug development, clinical research and advanced cell therapies for the industry's top pharmaceutical, biotech, academic and healthcare institutions globally. Brooks Life Sciences' GENEWIZ division is a leading provider of DNA gene sequencing and gene synthesis services. With over 40 years as a partner to the semiconductor manufacturing industry, Brooks is a provider of industry-leading precision vacuum robotics, integrated automation systems and contamination control solutions to the world's leading semiconductor chip makers and equipment manufacturers. Brooks is headquartered in Chelmsford, MA, with operations in North America, Europe and Asia. For more information, visit http://www.brooks.com.

INVESTOR CONTACTS: Mark NamaroffDirector, Investor RelationsBrooks Automation978.262.2635[emailprotected]

Sherry DinsmoreBrooks Automation978.262.2400[emailprotected]

BROOKS AUTOMATION, INC.

CONSOLIDATED STATEMENTS OF OPERATIONS

(unaudited)

(In thousands, except per share data)

ThreeMonthsEnded

Nine Months Ended

June30,

June30,

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Brooks Automation Reports Results of its Third Quarter of Fiscal 2020, Ended June 30, 2020, and Announces Quarterly Cash Dividend - PRNewswire

Should abattoirs be automated to protect food security in pandemics? – ABC News

With Victoria's meat processing businesses linked to hundreds of cases of coronavirus in the state, is it time to rethink the industry's reliance on human labour?

The director of the University of Queensland's Alliance for Agriculture and Food Innovation, Professor Robert Henry, said new technologies had been in various stages of planning prior to COVID-19, but food producers would now consider fast tracking automation to prepare for the next pandemic.

"We need to think much more seriously about mechanisation and automation of the food production system in ways that make it less susceptible to the adverse impacts of a pandemic," Professor Henry said.

He said food processing facilities where people worked together in close confines presented a risk of transmission of pathogens and the spread of viruses via food products.

"COVID-19 doesn't seem to survive very long on food, but we have the risk with future pandemics that the organism might be one that's transmitted through the food itself," he said.

Professor Henry said agriculture's heavy reliance on human labour also presented a challenge during a pandemic.

"One of the issues is the availability of labour, particularly migrant labour if they have to move internationally or across borders," he said.

"We will need to design crops to suit automated systems, for example for fruit to grow in places where it can be harvested robotically."

Professor Henry said increased investment in agricultural research and development would support enhanced food security.

"The amount of investment in innovation that would be required in some of these areas is not trivial, but I think the seriousness of the current situation will probably induce many people to think much more seriously about making that investment," he said.

The Australian Meat Industry Council said, while in the short term the industry was focused on getting through current COVID-19 impacts, especially in Victoria, it was already looking at automation, robotics, and new technologies.

CEO Patrick Hutchinson said even during the coronavirus crisis the industry had used technology to cope with the restrictions and remain compliant.

"Some of that includes automated auditing or remote auditing where people could have things like Google glasses and be reviewing carcasses from a remote location," he said.

Mr Hutchinson said the sector was already short of labour and continually searching for ways to improve.

"Overall, we're often looking for in excess of about 4,000 jobs a day to be at full capacity across Australia in semi-skilled and unskilled [work]," he said.

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"The jobs of the future as we see it within our industry is that we're not just an abattoir, it's a big meat processing facility and as such we're looking for engineers, we're looking for food technicians, food scientists, laboratory technicians right through to individuals that are going to be high level in IT, artificial intelligence and augmented reality."

Mr Hutchinson said industry was planning for the medium to longer term and it was not simply a case of replacing jobs.

'We don't see this as being something futuristic like something like an i-Robot film, where it's just robots running everything,' he said.

"We see it as a gradual progression towards opportunities for the jobs of the future."

The Australasian Meat Industry Employee's Union agreed that automation was the way of the future, given this country's relatively high costs of production.

Queensland Branch Secretary Matt Journeaux said it was a trend already being seen in small stock processing.

"Pig and sheep [processing] already has a significant amount of robotics being used and I am sure beef processing will be next," he said.

Mr Journeaux urged the industry and governments to join with the union to soften any displacement of meat workers by retraining staff for new roles within the sector.

"These programs need to be put in place ready to go before any worker loses their job," he said.

"We cannot simply live in a world run by machines with no work for people to do.

"Meat processing is an important source of income for many rural and regional workers and if that was to disappear it would be devastating for them and their local communities."

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Should abattoirs be automated to protect food security in pandemics? - ABC News

Automation Imperative Accelerates – Robotics Business Review

It was never true. Automation was not destined to destroy our jobs and leave us all with nothing to do. Quite the contrary. Modern nations need all the automation they can get if they are to meet the economic, demographic, environmental, and competitiveness challenges of the 21st century.

The Coronavirus pandemic has made this automation imperative much more immediate, while greatly accelerating the pace of digital change. Just think of all the tasks where technology-enabled automation now plays a vital societal role. How do we check-in with friends and family? How many orders can the online grocery industry fulfill? How easily can companies ramp up production of items facing a shortage? How fast can governments and banks process loans and put money directly into peoples accounts. How well can videoconferencing services such as Zoom scale? How can we talk to our doctor without visiting an office or hospital? How can e-learning fill in for all the schools and universities that have closed? How quickly can COVID-19 tests be conducted and interpreted? How reliably can firms operate with literally no one in the office? We could easily go on.

Just think of all the tasks where technology-enabled automation now plays a vital societal role How many orders can the online grocery industry fulfill? How easily can companies ramp up production of items facing a shortage?

From Necessity Lifestyle ChoiceMeeting these digital challenges at scale requires industrial strength technologyproducts and services that are so familiar and reliable that they will not crack when they are most necessary. Indeed, the impressive way that the Internet and broadband networks have (mostly) held up over the last month of unprecedented usageeven as so many key IT people work from homewill in all likelihood put an end to the current techlash.

Although concerns about artificial intelligence, privacy, monopoly power, fake news, et al. certainly will not go away, they now seem more like the comfortable musings of an elite class. They pale in comparison to the truly vital services that information technology now provides. Fortunately for all of us, the Internet is the one area the virus cannot touch.

In addition to scalability and reliability, coping with the Coronavirus has also changed our technology habits, probably forever. People are getting used to taking music lessons online, making videos for one another, hanging out on Zoom, talking to their doctors over the phone, ordering groceries online, attending virtual classrooms, engaging with their trainers on their laptops, and countless other tasks.

Initially, many of us have been doing these things out of necessity, but going forward it is likely that we will increasingly do them out of choice, as they improve our lifestyles by increasing convenience and lowering costs. Looking ahead, the need to better support these new digital applications, skills, and behaviors will drive the next phase of technology innovation, with potentially significant environmental benefits as well.

Ingenuity and the Isolation EconomyIn all likelihood, human ingenuity will step up to meet the Coronavirus challenge. However, the impact of todays isolation economy will almost certainly linger. Organizations are rethinking their entire value chains from a safety and resiliency perspective, and as they do this, automation will be brought to bear in just about every phase.

For rideshare companies like Uber, autonomous vehicles suddenly seem like a much higher priority, even a must-have. For companies that depend on face-to-face interactions, such as to sign documents, digital signatures will reach new levels of acceptance. For government agencies that find themselves paralyzed by having to send their workers home, digital technologies will be the lifeline that lets them keep serving citizens. For factories that were designed to produce large quantities of a few products, smart factory technologies will become an imperative if they want to cope with rapid changes in demand requirements and supply chain constraints.

Rather than constitute a threat to jobs and human dignity, automation will increasingly be seen as a protector of both. Companies and other organizations that want to thrive going forward will realize and act upon this insight. Likewise, policymakers should do what is necessary to make our economy and society more resilient through digitally enabled automation. Taken together, this bodes well for 21st century innovation and progress, once this deadly pandemic is largely behind us.

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Automation Imperative Accelerates - Robotics Business Review

Automation and Offshoring are Changing the Logistics Industry – The Maritime Executive

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By Luke Robert 07-28-2020 03:51:00

The impact of Covid-19 has hastened the pace of technological adoption across industries, leading to widespread job losses and a re-designing of job roles and scopes to accommodate the new normal of how business is conducted. The biggest shift this crisis will see is that of jobs being automated and offshored from higher-income countries to lower-income ones, accelerating a transition that has been gradually rising over the last decade.

Such rapid changes have left many workers circumspect about the future of their jobs, and there is a real risk - of which many governments are cognizant of - where the bottom third of wage earners will be left behind afterthe economic seismic waves generated by this pandemic. That the lower-income is especially vulnerable to forces of automation was noted in a studyby the Centre for Business and Economic Research (CBER) and the Rural Policy Institutes Center for State Policy, Ball State University in Muncie, Indiana. They found that a low risk of automation was associated with much higher wages, averaging about US$80,000 a year whereas occupations with the highest risk of automation have annual incomes of less than $40,000.

In the shipping industry, the bulk of these jobs most at risk to automation fall mainly into the categories of non-routine tasks and manual-intensive skills as defined by Autor, Levy, Murnane, (2003). They developed a framework which Ive specifically tailor-fit for job roles within the logistics industry, particularly with third-party logistics companies (3PLs):

Their research findings are further corroborated by Frey and Osbornes (2013)seminal work, which quantifiesthe extent to which occupations in the United States can be replaced by modern technology. The main contention is that nearly every occupation can be computerized in the next couple of decades, with the exception of those that involve high amounts of three broadly defined activities creative intelligence, social intelligence, and perception and manipulation that currently present automation bottlenecks.

Frey and Osborne concluded, We find that most workers in transportation and logistics occupations, together with the bulk of office and administrative support workers, and labour in production occupations, are likely to be substituted by computer capital. They also surmised that occupations requiring knowledge of human heuristics and specialist occupations -skills that the higher income and senior level labor force embody - were the least susceptible to automation

Four Observable Industry Trends

In light of this, we see four discernible trends already taking place. Firstly, 3PLs will continue to consolidate and centralize higher-paying upper management roles through regional geographic clustering. To be more precise, general management, director level and above may - and in some companies are already - taking on P&L responsibilities for more than a single country and stretching their management bandwidth horizontally across geographies of two or three countries.

Secondly, the bulk of upper middle to senior management PMET roles will continue to remain in countries with higher wage structures. However, the roles for this will be few and far between and limited to department manager heads but the scope of responsibility will be increased laterally to take on portions of those previously occupied by Director-level staff.

Thirdly, the majority of operations-related jobs will be offshored to countries with lower labor costs but with a highly educated English-speaking workforce seen in countries like the Philippines and Malaysia. Weve seen a mix of both customer-facing and non-customer facing roles that move depending on the companys threshold for cost-cutting and reputation versus maintaining service excellence standards and proximity with their clients. This also encompasses the establishment of Shared Service Centers in low-labor cost countries which specialize in the lower value job tasks on the spectrum, like billing.

Lastly, sales activities continue to be front and center for top line growth. However, to make them less reliant on the fluctuations of existing business being lost due to salespeople leaving and taking accounts with them, 3PLs will push towards on-boarding clients on their own booking platforms with the objective of increasing direct retention with the SME client segments, which are defined by tight relationships at the ground level and bespoke service expectations.

Ultimately, employees who know how to lead the client on the customer excellence journey from booking to final delivery will always be in demand.

Luke Robertconsults for SME and MNC clients in navigating trade tariff agreements and advising on industry-wide regulation and the impact of political and economic trends on their supply chains. He is currently with one of the largest logistics MNCs in the world. The views expressed here are entirely his own.

The opinions expressed herein are the author's and not necessarily those of The Maritime Executive.

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Automation and Offshoring are Changing the Logistics Industry - The Maritime Executive

What Are the Labor and Product Market Effects of Automation? New Evidence from France – Cato Institute

Because of these multiple and countervailing economic forces, understanding the aggregate and distributional impacts of automation among workers, consumers, and producers is fundamentally an empirical question. To design appropriate policy responses, the relative magnitudes of these mechanisms must be estimated in aunified framework. Despite extensive research, the employment effects of automation remain debated, little is known about the impact of automation on consumer prices and profits, and most of the existing evidence is at the industry level rather than the firm or plant levels, obscuring the channels at play. Data limitations explain the relative scarcity of evidence on these questions, which can only be answered with comprehensive data on automation and the labor and product markets.

In our work, we leverage new micro data on the population of firms and plants in the French manufacturing sector to provide aunified analysis of the effects of automation technologies on employment, wages, prices, and profits between 1994 and 2015. We use two complementary measures of automation technologies, the first based on the balance sheet values of industrial equipment and the second based on plantlevel records of the usage of electromotive force.

We provide descriptive evidence on the population of firms and plants using event studies exploiting the timing of adoption of industrial equipment among plants in the same firm or among firms in the same industry. In contrast with the common view that firms that use more automation technologies reduce their labor force, we find that firmlevel and plantlevel employment increases after automation, including for lowskilled industrial workers.

A causal interpretation of these patterns would suggest that the productivity effect may outweigh the displacement effect, resulting in anet increase in firmlevel and plantlevel labor demand. Moreover, the results also show that the distributional effects of automation in the labor market are subtle. They may occur within each skill group, depending on the sets of tasks performed among detailed occupations, but there is no evidence that automation has abroad effect on inequality.

However, potential unobserved shocks may confound the observed relationships. The event studies show no sign of pretrends, which is reassuring and restricts the potential set of confounders that could explain the increase in employment. Confounding shocks would need to occur simultaneously to explain the increase in automation. Nonetheless, absent aquasi experiment, potential concerns over omitted factors cannot fully be addressed. For example, demand shocks or competition shocks could be at play. Increased demand and increased competition have adirect impact on employment but may also lead afirm to invest more heavily in automation technologies, exactly when the unobserved shock occurs.

To address these concerns, we validate the causal interpretation of the eventstudy results by developing ashiftshare design. We apply this research design to the subset of firms that import industrial equipment from abroad. Identification stems from changes in the productivity of foreign suppliers of industrial equipment over time, which French firms are differentially exposed to through predetermined importersupplied relationships. This identification strategy approximates an ideal experiment that would randomly assign the prices of automation technologies among firms. Because changes in machines qualityadjusted prices are not directly observed, it is convenient to use changes in the market shares of international suppliers over time to infer productivity shocks.

The results with the shiftshare design are closely in line with the earlier results. Firms whose international suppliers of machines become more productive increase their usage of automation technologies and in turn their sales and labor force. We find that sales increase substantially in response to increased automation. In addition, we cannot reject that labor share is unaffected by automation.

These findings are consistent with the role of automations productivity effect. Increased automation allows the firm to expand its sales and scale, which requires hiring additional workers for production. However, the firmlevel relationships may paint amisleading picture because businessstealing effects among firms may affect the industrylevel impacts of automation.

Next we repeat the analysis at the industry level to account for business stealing and other equilibrium effects. We find that the industrylevel relationship between employment and automation is positive on average but that there is substantial heterogeneity depending on exposure to international trade. While the relationship is positive and significant in sectors that face international competition, there is no significant effect in sectors with low exposure to international competition, and we document that the productivity gains from higher automation benefit both consumers through lower prices and firm owners via increased profits.

Finally, we show that the estimated industrylevel elasticities of sales, employment, and prices to automation can be rationalized in asimple monopolisticcompetition model where consumers reallocate demand toward domestic firms with increased productivity and lower prices. The model matches standard estimates of substitution elasticities between varieties produced by different countries for the same industry.

In contrast, it would be difficult to rationalize the industrylevel results on sales and employment in aclosed economy because industrylevel substitution would need to operate between industries (rather than between products produced by either domestic firms or international competitors within the same industry) and would require large price changes, which we do not observe in the data. Competition with international suppliers providing close substitutes explains why the relationship between automation and employment can remain positive even at the industry level, because the response of consumer demand can be large.

Overall, our findings indicate that automation can increase labor demand and can generate productivity gains that are broadly shared among workers, consumers, and firm owners. In an open economy, attempts to curb domestic automation, in the hope of protecting domestic employment, may be selfdefeating because of foreign competition.

NOTE:This research brief is based on Philippe Aghion, Cline Antonin, Simon Bunel, and Xavier Jaravel, What Are the Labor and Product Market Effects of Automation? New Evidence from France, CEPR Discussion Paper No. DP14443, March 3, 2020, https://papers.ssrn.com/sol3/papers.cfm?abstract_id=3547376.

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What Are the Labor and Product Market Effects of Automation? New Evidence from France - Cato Institute

Factory Automation and Industrial Controls Market Analysis And Demand With Forecast Overview To 2025 – Express Journal

The Factory Automation and Industrial Controls Market report offers a detailed study on the evaluation of industry with respect to competitive players, latest advancements, regional analysis, emerging trends, and current tendencies of the end-user. The report also covers Factory Automation and Industrial Controls market size, market share, growth rate, revenue, and CAGR reported previously along with its forecast estimation. The report also includes performance in terms of revenue influence from various segments. It includes an in-depth analysis of key factors that influencing revenue growth of the Factory Automation and Industrial Controls market.

The report on Factory Automation and Industrial Controls market analyzes the primary growth factors, restraints and opportunities influencing the market outlook in the upcoming years. According to the research document, the market is predicted to generate significant revenue while registering a CAGR of XX% over the estimated timeframe (20XX-20XX).

The study provides detailed information regarding the impact of COVID-19 on the growth of Factory Automation and Industrial Controls market. With the pandemic unceasing, stringent lockdown measures has withheld the revenue of several industries and will continue to have a lingering impact even after the economy rejuvenates. Most of the businesses across various industry verticals have revised their budget plans in a bit to re-establish profit trajectory for the ensuing years.

Request Sample Copy of this Report @ https://www.express-journal.com/request-sample/157707

Our detailed assessment of this business space allows you to devise a plan-of-action for navigating through the market uncertainty and build versatile contingency plans to stay ahead of the competition. Additionally, the report offers a granular analysis of the various market segmentations as well as the competitive scenario of this business sphere.

Major aspects from the Factory Automation and Industrial Controls market report:

Factory Automation and Industrial Controls Market segments enclosed in the report:

Regional segmentation: North America, Europe, Asia-Pacific, South America, Middle East & Africa.

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Competitive outlook:

Reasons why you should buy this report

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Factory Automation and Industrial Controls Market Analysis And Demand With Forecast Overview To 2025 - Express Journal

Leveraging Single-Pair Ethernet in Building Automation – Electronic Design

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Ethernet has become a mainstream communications protocol and sits atop the control pyramid in building automation. Recently, the Institute of Electrical and Electronics Engineers (IEEE) defined an Ethernet standard, IEEE 802.3.cg, for 10 Mb/s operation and associated power delivery over a single balanced pair of conductors. Because a single-pair cable can now support both data and power, adoption of the standard can lead to significant cost savings and easier installation in building automation applications.

There are numerous efforts to take Ethernet to edge devices. Multiple communication networks currently exist in building automationfor example, heating, ventilation, and air-conditioning (HVAC) applications use Modbus; access control uses BACnet; lighting uses LonWorks; and fire safety uses Ethernet. This fragmentation of networks requires gateways to perform protocol conversion to unite networks at the top of the building automation control pyramid. End users must in turn manage complex systems.

Reasons for the existence of various communication networks include the need for longer distances, multidrop connectivity, powering scheme, and support for unique protocols. Single-pair Ethernet can address many of these reasons. Having Ethernet to the edge devices offers benefits such as direct accessibility for the control system, status updates, predictive maintenance, standardized hardware, and interoperability across various systems.

Overview of SPE

Standard Ethernet uses simplex communication with independent cables for transmitting and receiving data (Fig. 1).

1. Shown is a standard Ethernet interface for 10/100 Mb/s.

Single-pair Ethernet (SPE) is broadly classified into three categories:

IEEE 802.3cg has two more classifications:

This article covers use cases for 10BASE-T1L, which offers up to a 10-Mb/s data rate over 1,000-m distances in building automation systems.

The 10BASE-T1L physical layer (PHY) operates using full-duplex communications over a single balanced pair of conductors with an effective data rate of 10 Mb/s simultaneously in each direction. The 10BASE-T1L PHY uses three-level pulse amplitude modulation (PAM3), transmitted at 7.5 megabaud on the link segment. A 33-bit scrambler can help improve electromagnetic compatibility.

MII transmit data (TXD) are encoded together using four-binary three-ternary (4B3T) encoding, which keeps the running average (dc baseline) of the transmitted PAM3 symbols within bounds. Using the management data input/output interface to set the transmitter output voltage of the 10BASE-T1L PHY to 1.0 V p-p or 2.4 V p-p differentials will help achieve a longer communication distance over different cables.

SPE uses echo cancellation to achieve full duplex communication, along with multilevel signaling and equalization to improve signal quality and achieve the required data rate over a single-pair cable (Fig. 2). Theres no difference in the interface between the processor and the PHY; however, within the PHY, the transmit and receive sections of the Medium Dependent Interface require modification as outlined above to enable single-pair operation.

2. Using echo cancellation to achieve full duplex communication, this SPE interface is for 10/100-Mb/s SPE.

SPE also enables sending power over data lines (PoDL) along the same single-pair cable through a low-pass filter like the one shown in Figure 3.

3. SPE enables sending power over data lines (poDL), as in this example.

The table lists the various power classes supported by the IEEE 802.3.cg standard. The maximum power deliverable to the load is 52 W and is defined under Class 15. Power classes below 10 are covered by IEEE 802.3.bu.

Power classes supported by the IEEE 802.3.cg standard.

Benefits of SPE

Transitioning to SPE has multiple benefits, starting from installation to managing an entire building using a single communication network. Its benefits result in a lower total cost of ownership and a better return on investment in building automation systems. For example:

The following section explains how SPE can be implemented and the associated benefits for various building automation applications.

Fire Safety Applications

Fire alarm control panels (FACPs) connect to various heat, smoke, and gas detectors. These sensors, connected together in the signaling loop, generate an alarm in case of accidents, and FACPs may communicate to fire stations through a telephone network. An FACP often supports multiple signal loops to facilitate splitting into various zones or floors for easy identification.

Each building can have multiple FACPs, depending on the number of floors and sensors. When a facility like a large residential complex, office, school, or shopping mall expands, theres often a need to interconnect FACPs across buildings as far as 3 to 4 km apart through Ethernet, using either copper or fiber wires.

Ethernet based on 100BASE-TX/10BASE-T) require multiple repeaters to bridge such distances; as a result, powering them can be a challenge. Another option is to transition to fiber cables, which require media converters (copper to fiber) at both ends. Figure 4 depicts an example system.

4. A traditional architecture uses fiber connectivity between FACPs.

Both of the options described above result in expensive systems. SPE can solve both challenges for distances up to 1 km. For systems with greater distances, you can use repeaters powered through PoDL. PoDL eliminates the need for an external power supply, further simplifying the system. Figure 5 depicts a fire safety system using SPE.

5. This architecture uses SPE between FACPs.

Vertical Transportation Applications

Elevators are a complex system. The main communication link between a moving elevator car and the machine-room controller is through a traveling cable. The length of this cable can be anywhere from 10 to 500 m or longer, depending on the height of the building. Controller area network (CAN) and LonWorks are common protocols used for elevator systems, given their low-speed requirements and required cable distances.

Cable reliability over a period of several years is important due to the amount of stress it experiences during operation. As the elevator moves up and down, the cable needs to bend, which isnt ideal for optical fiber cabling. Therefore, most elevator cables are made of copper. And given the cable length, standard Ethernet isnt suitable because it cant work beyond 100 m.

Now, with SPE offering 1-km distances and speeds up to 10 Mb/s, its a good choice for next-generation elevator designs. The need for higher data rates between the elevator car and elevator controller arises from:

One example of predictive maintenance is monitoring the movement of an elevator doors opening and closing by measuring the doors motor current during its acceleration, steady-state, and deceleration periods, and analyzing any abnormality. The ability to predict potential failures would avoid elevator downtime and passenger inconvenience.

Upgrading existing elevators is equally as important as designing new elevators with more advanced features. One way to resolve retrofitting challenges is to have media converters like CAN to SPE inside the elevator car and SPE to standard Ethernet or CAN for the elevator controller (Fig. 6).

6. Shown is elevator car-to-machine room communication.

For next-generation systems, the elevator controller could incorporate a built-in SPE PHY 10BASE-T1L and the equipment within the car would be connected through SPE PHY 10BASE-T1S. The elevator car would also have a built-in 10BASE-T1S-10BASE-T1L Ethernet switch to interface the car with the elevator controller. Emergency lights and communication systems within the elevator car could be powered through PoDL to ensure that theres no disruption of power.

HVAC Applications

HVAC controllers are being unified in order to control a rooftop unit, chiller control unit, air-handling unit, and more. HVAC controllers use standard Ethernet to interface with higher-level building automation systems such as the building management system, as well as to daisy-chain multiple HVAC controllers. To maintain network connectivity when powering off any of the HVAC controllers, electromechanical relays short the Ethernet signals at the input and output ports.

HVAC controllers have multiple analog, digital, or fieldbus interfaces to communicate or control multiple sensors that measure parameters like temperature, humidity, and pressure (Fig. 7). The sensors could be analog output with loop power, or support 0- to 10-W/4- to 20-mA output with separate power. HVAC controllers can also connect to actuators like dampers, fans, and stepper-motor drives through communication interfaces or analog connections. Having SPE connectivity from the controller to the sensors and actuators would simplify installation with only two wires and enable access to devices at the edge.

7. An HVAC controller interface will control or communicate to multiple sensors.

Figure 8 illustrates one example implementation using a humidity sensor, where the I2C interface connects to a microcontroller (MCU) with built-in media access control (MAC). SPE PHY (10BASE-T1L or 10BASE-T1S) interfaces to the built-in MAC of the MCU, while PoDL with a dc-dc converter powers the entire circuit. This architecture offers multiple benefits, including standardization of sensor connectors, reusable hardware, sensor and hardware diagnostics, and calibration.

8. This humidity sensor implementation illustrates SPE-based sensing.

Having multiple SPE ports within a HVAC controller to interface various sensors and actuators would require an application-specific integrated circuit to implement Ethernet switch functionality, which is readily available.

Video-Surveillance Applications

Outdoor Internet Protocol (IP) network cameras are often installed at the perimeter of buildings to ensure the continuous capture of video and generate alarms when security is breached quickly enough to give security officers sufficient time to react. The distance from these cameras to a network video recorder could be 1 km or more. Bridging this distance with standard Ethernet involves repeaters or the use of fiber cabling. With efficient encoding systems like H.264 and H.265, the data-rate requirement drops to under 10 Mb/s, even with 4-Mpixel sensors that have a 30-fps rate.

Future IP camera products are expected to support SPE, which will facilitate easier installations, as will network video recorders offering a power-sourcing equipment port (Fig. 9). Classes 8 and 9 (48-V regulated power-sourcing equipment) or Classes 14 and 15 (50 to 58 V maximum) could support the required power levels for an IP camera, which might require as much as 52 W of power to operate. This power would be sufficient for most camera systems, even those with built-in heaters. For buildings that need upgrades, an intermediate solution would be to use standard Ethernet-to-SPE converters.

9. Shown is IP network camera connectivity in existing infrastructure, and current and future SPE-based implementations.

Summary

SPE, either standalone (data only) or together with power, offers numerous opportunities in building automation. Until the ecosystem is fully developed, though, theres still a need for media or protocol converters to upgrade existing systems, as well as challenges associated with the reuse of existing cables (unshielded, no twisting, wire gauge) and connectors, which may not offer the full distance or speed as defined in 802.3cg. But this will not be a major hindrance, as the future benefits outweigh the constraints.

Power-sourcing equipment and power-delivery devices for SPE are expected to be released in the coming years. Until then, an engineered link will power devices at the edge. You can also expect to see building automation products supporting SPE with seamless integration.

Navaneeth Kumar is Systems Manager - Building Automation, at Texas Instruments.

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Leveraging Single-Pair Ethernet in Building Automation - Electronic Design