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"BuildingSustainableGlobalCollaborationsinaDistributedWorld:ChallengesforNRENs,IndustryandthegrowthofRegionalDataCenters”AshleyD.LloydandTerenceM.Sloan

Reporton:TEIN3HRDProgramme2010ApplicationWorkshopsCompetingGloballyinaRegionalWorldAINTECWorkshop15‐16November2010

ObjectivesThisworkshopexploredasetofissuesthatoutlinethetensionsbetweencomputationalefficiencyand the constraints on data access and use thatwill underpin the growth and sustainability ofglobalcollaborationsaroundsharedaccesstodata,expertiseandcomputeresource.Inparticularit considered the role of regional rather than global data centers and what this might offercollaborations around data whose potential value to organizational competitiveness cannot beassessedbeforeitisaccessed.MethodsThe workshop approach was interactive and focussed on developing participants’ ideas aboutcompetitivenessusinganumberoftoolsthathelpedparticipantstoformulateandstructuretheirideasandprovide‘real‐time’feedbacktoothers.Thesetechniqueshavebeenusedsuccessfullyinthe Research Councils UK – Ideas Factory1 and were adapted for this workshop. The generalapproachmaybecharacterisedas‘Challenge–Respond–Reflect–Review’withinagroupsetting,membershipofwhichevolvesasparticipantsclusteraroundsharedideasandobjectives.Itisthisself‐selectingmembership thatwas intended to deliver collaborations to take forward from theworkshop.Speakerspresentedshorttalksintendedtochallengeparticipants’thinking,andastheworkshopprogressedthetalksbecamemorefocussedonspecificissues.Participantswereinitiallyallocatedtogroups(groupcompositionchangedlaterasparticipantselected towork togetheron common interests) and responded to the talks using the followingtechniques:

1http://www.rcuk.ac.uk/kei/ktportal/Pages/Glossary.aspx

CONFIDENTIAL–NOTFORCIRCULATIONWIBNI: ‘Wouldn’t it benice if…’: after talks groupswere asked towrite downWIBNIsorchallengesthatrelatedtothetalkandreflectedtheirowninterests.Clustering: thiswas used to group the themes that emerged from theworkshop andused toidentify potential business projects, around which the groups can re‐form so that participantsworkwithpeoplewhohaveoverlappinginterests.This‘realtimereview’processwasintendedtobringintheexpertiseofallparticipantsandhelplocalgroupsmake linkswithrelevant interestedpartiesparticipatingviaVideo‐Conference links,establishingawidercollaborationforthegroupthatcouldbetakenforwardfromtheworkshop.ParticipationAppendixIliststheregisteredparticipants.Informalattendancealsotookplaceasaresultofco‐locationwithAINTEC,thoughthiswasnottrackedthroughregistration.The circulation of the Call across the high performance computing and communicationscommunitiesalsostimulatedcontactsoutsidetheworkshop,notablycontactwiththegovernmentoftheKingdomofCambodia.Thismightprovidefurtheropportunitiestotaketheworkforwardoutside Thailand, but this reportwill focus only on thematerial discussed by the speakers andparticipantsattheevent.Unstructuredthinking–WIBNIs&ChallengesChallengesidentifiedcrossedthelocal/globaldivideandincluded:

Infrastructure access is limited and acceptable use policies defining access to sharednationalfacilitiesareevolvingratherthanstatic,leadingtoplanningdifficulties

Licensing–thedifficultyofmixingcommercialandacademicresearch inanenvironmentwherethelicensingmaynotbeappropriate

Recruitment – competing for talent and employment that might need to reflectcommercialimperativesratherthanatraditionaluniversityenvironment

Sharing of both compute cycles and skills was considered more difficult locally than inotherregionsgiventheirco‐dependenceandheterogeneity

Informationgoodsweremoreexpensivelocally–includingcoreapplicationsoftwarethatinternationalpartnersmightassumewereatthesamecostorcheaper.Thiswasseentopromoteagreymarket,anydependenceonwhichcreatedbarrierstocollaboration

Privacy/Securityconcernsandregulationswereseenaspotentiallyrestrictiveandpossiblyoffering a competitive differentiator if they enabled participation in specificmarkets forspecialisedanalyses(seecommentonGermany’sprivacylawbelow)

Open source software was described as ‘Western’ by one group with the open sourcemovementhavinglimitedparticipationfromEastAsiaandhencelimitedopportunitiestomakethistypeofsoftwarereflectlocalneeds

WIBNIsrelatedtoincreasinglocalparticipationintheglobalknowledgeeconomy:

Changingyouthbehaviour–InformationandCommunicationsTechnology(ICT) iskeyforcompetitiveness,not‘just’consumption

Creating a global vision of Thailand’s place in a global future, so that industry andgovernmentcanrespond

Creatingasoftwarequalityassuranceservice togive locallyproducedsoftwareaccess towidermarkets – example citedwasmedical equipment software giving variable resultswithimplicationsforadoption

CONFIDENTIAL–NOTFORCIRCULATIONBusinessesthatwouldbenefitfrombetteraccesstoICTwerewide‐ranging:

Supermarkets–helpinglocalretailerstocompetewithinternationalchainssuchasTescoand7‐Eleven

Agricultureingeneralwouldbenefitfrombetterfloodprediction HospitalTourism Logistics–leveraginglocalknowledgethroughwideraccesstoICT Redefiningthesupplychain–usingICTtohelpSugarRefinersmanagethesupplychainall

theway back to primary producers. This can helpmanage the volatility currently beingexperiencedwithitsconsequencesforemploymentallthewayalongthechain.

Structuredthinking–TheBusinessModelBusinessModelswereusedinthisworkshoptohelpstructureparticipant’sideasandmakethemeasiertocommunicate.The ideaofabusinessmodel isverycommon;howeverthismeansthatthere are a number of definitions, opening up the potential for miscommunication. To helpcounterthiswefocussedontheWikepediadefinition:‘Abusinessmodeldescribes the rationaleofhowanorganizationcreates,delivers,andcapturesvalue.Valuemaybeeconomic,social,orotherformsofvalue.‘TheBusinessFrameworkusedinthisworkshopdrewdirectlyfromthesamesource:

www.businessmodelgeneration.com/downloads/businessmodelgeneration_preview.pdf‐whichwas chosenbecause itpresentsamodel inplan form,and ithasbeenwidely tested inworkshopenvironments:

Figure1:ABusinessModelshowingthekeyelementsandprincipalinteractions.Source

www.businessmodelgeneration.com.

CONFIDENTIAL–NOTFORCIRCULATIONThemainelementsoftheBusinessPlanwerediscussedintermsoftheexamplestakenfromtheaboveWikepdiasourceandcross‐referredtoexamplesgivenintalksbyspeakersorintheWIBNIresponsesanddiscussionswithparticipants.Forrecord,weincludethisnarrativebelow:CustomerSegments:thedifferentgroupsofpeopleororganizationsanenterpriseaimstoreachandserve.Asegmentisdefinedashavingcommonneedsandcommonbehaviours.AnexampleofacustomersegmentcouldbeyoungThaiswhohaveInternetaccessontheirphonesand download music from companies like Apple. Concerns about this segment expressed byparticipantswerethatsuchtechnologiesareseenbyyouthinThailandasmeansofconsumptionratherthenproduction–‘theyconsume,buttheydon’tcontribute’.Value Propositions: the bundle of products and services that create value for a CustomerSegment. This is the reason why customers turn to one company over another. Some ValuePropositionsmaybeinnovativeandrepresentanewordisruptiveoffer.Othersmaybesimilartoexistingmarketoffersbutwithaddedfeatures.Valuecanbeanemotionalresponsetoaspecificbrand.IntheexampleofAppleabove,thedirectvalue of a convenientmethod of accessingmusic can be seen as a ‘disruptive’ technologywithstrong brand associationwith innovative design across a range of products, from computers tomobilephones,thathaveoverlappingfeaturesets‐consumptionofanyofwhichpromotescross‐salesoftheothers.InthecaseoftheWorkshop,somegeneral‘ValuePropositions’werepresentinthediscussions:Performance – the impact of faster computing and communications technology – makingpredictionsoffloodwarnings,orsugarcaneyieldseasiertopredictinadvancePrice–theimpactofCloudComputingonthecostofprovidingaservice.Together these can create further value for the consumer, such as Cost Reduction in theiroperationsandRiskReduction intheiroperations.NoteProfArthurTrew’sobservationthat it isthevaluethatyoucanaddtothevalueoftheorganisationsthatbuyfromyouthatiskeytolong‐termbusinesssuccess.Channels:howacompanycommunicateswithCustomerSegmentstodeliveraValueProposition.Communication,distribution,andsalesChannelscompriseacompany'sinterfacewithcustomers.Channelsplayanimportantroleinthecustomerexperience,fromhelpingcustomerstochooseonecompany’sproductsoveranothers,purchasingitandreceivingsupport.MichaelClouserdescribedhow Software Companies typically grow into service companies, whose principal value is thesupporttheyprovideafterapurchasehasoccurred.CustomerRelationships:describesthetypesofrelationshipsacompanyestablisheswithspecificCustomerSegmentstobothacquireandthenkeepmarketshare.Customer Relationships play a key role in developing markets that are enabled by globaltechnologies but establish values that are hard for competitors to imitate. Prof. Arthur Trewmentioned the ‘think globally, act locally’ approach that provides opportunities for selling intoglobalmarkets,buthelpsprotecttheonesthatareclosesttoyou.

CONFIDENTIAL–NOTFORCIRCULATIONThisissuewasdiscussedintheworkshopgroupsintermsofwhereThailandcompetesinmarketswhere ithasaclearadvantage,suchasSilkTextilesandDesign,protectedbycloserelationshipswiththeproductionprocess.InlaterdiscussionswiththeEUparticipants,TerenceSloanalsonotedthatthiscouldalsoapplytocollaborationsbetweenHPCcentreson issues likeFloodRiskModellingsince the frequencywithwhich thisoccurswithinThailandprovidesopportunities for local relationships to flourish,whilsttheability tovalidatesimulationsmore frequentlywouldbean importantandenduring input tocollaborationswithcentresoutsideThailandwhoseek todevelopbetterpredictionmodels,withvaluetoothernationsandrelatedindustriessuchasinsuranceindustries.In terms of generic Customer Relationships, this approach combines local User CommunitydevelopmentwithCo‐creationwhereorganisations likeEPCC canbe seenas customers fordataandexpertisethatleadtoshareddevelopmentofbetteralgorithmsandmodels.RevenueStreams:thecashacompanygeneratesfromeachCustomerSegment.Thequestionthatmustbeansweredis:‘ForwhatvalueiseachCustomerSegmenttrulywillingtopay?’.GettingthisrightallowsafirmtogenerateoneormoreRevenueStreamsfromeachCustomerSegment.EachRevenueStreammayhavedifferentpricingmechanisms,andasMichaelClousernoted–itisnaïve to price in terms of cost – the important price is the one that the market will bear. Hisexample was Starbucks, where the value of the brand allowed much higher profit margins.Similarly,thepriceofasuccessfulSugarCaneyieldpredictionsystemisnotthecostoftheCloudcycles required to run it, but the value such predictions have for the profitability of the wholeindustry. Note that similar arguments can be applied to successful risk management FloodWarning models however, the benefits to society of such systems mean that they are oftendeveloped using different funding models. This echoes points made by Prof Arthur Trew, whonotedthatitisnotjusttherevenuestreamthatbusinessesinthissectorshouldconsider,butalsothe relationships that reduce costs. In these two examples there are different opportunities forreducing costs, with Sugar Cane seen as a local issue with commercial value, whilst Flood RiskModellingtiedtoFloodWarningsystemshasbothcommercialandsocialbenefits thatmightbeusedtobrokermuchwider fundingstreams, includingthose fromtechnologysupplierswhomaywishto‘co‐create’solutions.SeesectionsonCostStructureandKeyResources.KeyResources: are themost important assets required tomake a businessmodelwork. TheseallowanenterprisetocreateandofferaValueProposition,reachmarkets,maintainrelationshipswithCustomerSegments,andearnrevenues.DifferentKeyResourcesareneededdependingonthetypeofbusinessmodel.Examples include a microchip manufacturer that requires capital‐intensive production facilities,whereas a microchip designer focuses more on human resources. This was observed by Prof.ArthurTrewwhodescribedEPCCasbeing ‘aboutpeople,not facilities’ ‐ indeed itwas the skillsbasethatmadethefacilitiescheapertoprocure.Key Activities: describes the most important things a company must do to make its businessmodelwork.LikeKeyResources,theyarerequiredtocreateandofferaValueProposition,reachmarkets, maintain Customer Relationships, and earn revenues. And like Key Resources, KeyActivitiesdifferdependingonbusinessmodeltype.

CONFIDENTIAL–NOTFORCIRCULATIONFor software companies such asMicrosoft, Key Activities include software development. For PCmanufacturerDell,KeyActivities include supply chainmanagement. Fororganisations likeEPCC,KeyActivitiesincludeproblemsolving.KeyPartnerships:describesthenetworkofsuppliersandpartnersthatmakethebusinessmodelwork. Partnerships are becoming a cornerstone ofmany businessmodels, created to optimizetheirbusinessmodels,reducerisk,oracquireresources.Therearefourdifferenttypesofpartnerships:

•Strategicalliancesbetweennon‐competitors•Coopetition:strategicpartnerships/cooperationbetweencompetitors•Jointventurestodevelopnewbusinesses•Buyer‐supplierrelationshipstoassurereliablesupplies

Ina commoditymarketof the typebeing createdbyCloudvendors,Buyer‐Supplierpartnershipsareunlikely.Discussionsat theWorkshopwere focussedhigherup the ‘ValueAdd’ chain,whereprojectswerediscussed that couldbedescribedas JointVentures –where complementary skillsandtechnologyaccesscouldbeusedto‘co‐create’newproducts,suchasFloodRiskModellingandWarningsystems.ThismightalsobeseenasaformofCoopetition,ascompetitionwillstillexistinother areas, e.g. for project funds from EU‐Asia research initiatives as the capabilities developlocallyandroledefinitionschange.CostStructure:describesallcostsincurredtooperateabusinessmodel,i.e.thecostsofcreatinganddeliveringvalue,maintainingCustomerRelationships,andgeneratingrevenue.SuchcostscanonlybecalculatedafterdefiningKeyResources,KeyActivities,andKeyPartnerships.Somebusinessmodelsaremorecost‐driventhanothers.So‐called“nofrills”airlines,forinstance,havebuiltbusinessmodelsentirelyaround lowCostStructures.ProfArthurTrewnotedthat thecostmodelatEPCCtradedonthekeyskillsettoreducethecostoffacilities.NotethecircularityofaBusinessModelhere–isitbettertothinkofProfTrew’scommentsofskillassetsbeingusedtodelivercostreductionsaspartoftheCostStructureoraRevenueStream?PuttingitalltogetherinaBusinessModel?This is one of the objectives of theWorkshop and needs to come from participants. However,businessmodelgeneration.comoffersoneaccessibleexampleofhowabusinessmodel forAppleComputersmightbedescribedintermsofhowitappealstotheopeningexampleofaCustomerSegmentofyoungThaiswhovaluetheentertainmentassociatedwithon‐linemusic.

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Figure2:ExampleBusinessModelarisingfromtheworkshopprocess.Sourcewww.businessmodelgeneration.com.

Respondentsintheworkshopwereinvitedtoexpresstheirbusinessideasusingthesameformat(seeFigure3andFigure4).

Figure3:Focusonparticipant'sideas:ABusinessModelforOn‐LineEducationinThailand,emphasizinglinkswithGovernmentandIndustryascompetitivebarriers.

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Figure 4: Focus on participant's ideas: A BusinessModel for a CropMonitoring Service, emphasizing technologytransferlinksbetweenuniversityandindustry,recognisingtheroleofindustryonsupply‐sidemeasures.

AnEUPerspectiveontheIssues

SkillsissuesresonatedwithMichaelClouser’stalkontrans‐nationalcompanycreation Infrastructure disparities is a common problem, e.g. in South Africa where computing

powerisavailablebutbusinessbandwidthispoor Skills transfer becomes the most direct means of building collaborations given the EU

interestinAsiaandinvestmentininfrastructureforaccess China‐US‐JapanFreeTradeAgreementdevelopmentsshowthataccesstoEU/Globaltrade

from countries like Thailandmight be through better access to regional markets whichthemselveshavebetteraccesstoglobalmarkets

Centres in the EU, such as EPCC, have an important role in developing sustainablerelationships, where cost base may be very different at each end of the collaboration(countries like Thailand can bemore expensive in areas that are not anticipated by EUpartners).

Laws vary across national boundaries, raising the possibility that Thailand is able toparticipate in ways that other Asian countries cannot (e.g. distinctive privacy laws inGermanythatimpactportability)

Perspectiveshiftisneeded–LicensedsoftwareisexpensiveinThailandandOpenSourceisnotseenasan industrystandard.Ashiftherewouldcreateopportunities inThailandforbroaderparticipationonamuchlowercostbasis

Open Source barriers are also language related. Crossing these barriers is a potentiallyprofitable exercise for Thailand – witness Global Education & Technology Group Ltd inChinaraisingUS$76.9montheUSNASDAQforteachingandexaminingcompetenceintheEnglishlanguage[announcedNovember8,2010]

CONFIDENTIAL–NOTFORCIRCULATIONCrossingBarriers–lostinTranslation?

Whatdoesitmeantobea‘notforprofit’organisation? IndustryrolesarewellunderstoodinEU,US–andreflectedinlicensinglaws NFPO example in Thailand runs a university, a calibration service and a publisher –

participationwiththeseNFPOsmightbeexpectedonacommercialcostbasiswhentheyhavearoleandcoststructurethatwouldnotsupportthatandmake‘equal’collaborationsmoreexpensiveinThailandthanfororganisationslikeEPCC

Hence a different skill set is needed for organisations like EPCC to focus on skills andknowledgeratherthanassumptionsthatinfrastructureallowsidenticalrolesateitherendofthecollaborationacrossinfrastructurelikeTEIN3canbesupported

ThismaymakeIntellectualProperty(IP)agreementsmorecomplex,butmightbeviewedasatransitionalissuethatprovidesadifferentstructuretotherelationshipandhastobeaccommodatedwithintheEUratherthaninAsia

Overcominghurdles‐opportunities

To reflect the disparity in cost/performance, global access should focus on a verydifferentiatednichemarket opportunity and get a premium in pricing to cover this highcoststructure

Making open‐source software easier to use locally might form the base for a serviceindustrythatincreasesparticipationandgivesaccessinbothdirections

Thiswouldmakeiteasiertotacklelicensingagreementsthatperpetuaterelianceonagreysoftwaremarket

Cloud software licensing not yet developed to equalise access – possibilities of nationallicensing and local Cloud provision to (load) balance and license access to regionalproviders(thismightbeviewedasasimilarroletotheUKGovernmentgCloud2)

DemandforCloudservicesonaspectrumfromavirtualmachinetoavirtualmachineroom–thelattermakesefficientprovisionharderforscaleprovidersandmayofferanicheforlocalCloudsuppliers

BuildingaEuroAsianCommunity

Existingcollaborationstendtofocusonstakeholdersfromacademicratherthanbusinesscommunities which may impact appropriation, reinvestment and sustainability ofpartnerships

BarrierstoOpenSourceadoption–usingOpenSourceisnotaproblemforhigh‐endusersas English skills are good, however there are few incentives to use those skills towidenlocal participation by contributing to Open Source development. ThoughOpenmay notnecessarilybeseenas ‘Western’ therewasaperceptionamongstsomeparticipants thatcontributionsfromAsiamaynotbewelcome,reinforcingthe lackof incentives forthosewhoalreadyhavetherequisiteskills

Fundingacommunity–bilateralormultilateralagreements.Thisisakeypoint–thelabelofEuropeorAsiacanimpederelationshipsthataretraditionallybrokeredonacountry‐by‐countrybasis.ThoughtheEUhasusedcentrally‐fundedinitiativestodrawlargerconsortiatogether,thisfundingmaybedevolvedinfuture,movingtoasubscriptionfundingmodel.This iscreatinguncertaintyinAsiaaboutthebestwaytomaketheconnections–arewe

2http://www.cabinetoffice.gov.uk/sites/default/files/resources/government‐cloud.pdf

CONFIDENTIAL–NOTFORCIRCULATIONgoingbacktoasystemwhereaccesstoEuropewillbeeasiestthroughasinglecountrylink,leavingintra‐EUlinkstooneEUcountrypartner?

PreliminaryObservationsTheworkshopwasintendedto‘tobringtogetherindustry,governmentandacademicparticipantsto explore these issues from differing social, technical and legal perspectives, structured by acriticalfocusonexistingEurasiancollaborationscarriedbyGEANT&TEIN3infrastructureacrossaregioninhabitedbymorethan70%oftheworld’spopulationandthemajorityofcurrenteconomicgrowth’.Industry and academic concerns were well represented, however the active participation ofgovernment representatives was low. This was compensated for, to some degree, by theparticipationof ITconsultantsandaThai ISP,whoallcitedthe importantroleofgovernment ineverybusinessmodelandinregulatingthecompetition.OneexamplegivenwastheunintendedconsequenceofsecurityinterventionsintheISPmarket.Shouldwebsitecontentbefoundthatcontravenesaregulationthentheserversareconfiscated,creatinglittle impactforthecriminalwhoishighlylikelytobetechnicallycompetentandsimplymovesabackup toanotherprovider,butwhich causes severebusiness continuityproblems forthelocalbusinessusingaweb‐hostingservicethatnowneedstofindanotherhosttore‐loadtheirownbackupsincetheISPmayhavelostalltheirhardwareanddata.The feeling from the ISPproviderwas that thisencourages localbusinesses tomove ‘off‐shore’where the risks of operating through a non‐local provider are seen as lower than the businesscontinuityriskoflocalsourcing.ThisinturnreducesjobopportunitiesforyouthinThailandwhowanttocontributetoaknowledgeeconomyratherthansimplyconsuming–linkingdirectlytoaWIBNIexpressedinthefirstgroupbreakoutsession.Every business model and most of the challenges placed Government as a major enabler andbarrier to progress,withworkshops such as ours felt to be important in forming, and perhapsinfluencing,suchpriorities.GoingForwardThis workshop was intended to identify local groups with specific businessmodel instances toworkwithinexploring.Therearethreepotential‘business’casestoexploreforwhichinfrastructureandbandwidthhavecostimplications:

(i) Public/Private: On‐line education – bringing together the interests of two parties – aJapanese‐fundedprivateuniversityandtrainingorganisation,andthepublicly fundedrespondentinFigure3.

(ii) Supply‐side interventions: Remote sensing and FloodPrediction/CropMonitoring (Figure4).

(iii) Global Skills Transfer vs. Local Regulation: Local ISPs developing market for websitehosting,co‐location,DNSanddesign

CONFIDENTIAL–NOTFORCIRCULATIONTheseprovideaveryrichsetof issuestoexplore,someofwhichweredisclosedasconfidential,commerciallysensitiveissuesthatarebeyondthescopeandpurposeofthisreport.Thesewillbefollowedupwiththegroupsindividually.

CONFIDENTIAL–NOTFORCIRCULATIONAppendixI–ListofregisteredparticipantsNote.NeSC=UKNationaleScienceCentreName Organisation Attendance

DrMarioAntonioletti EPCC viaVCfromNeSC

MissSuthiluxChanasuc AgriculturalGovernance LocalParticipant

MrPrajakChertchom TechnologyPromotionAssociationThai‐Japan LocalParticipant

MrMichaelClouser UniversityofEdinburgh viaVCfromNeSC

MissJessicaDennison EdinburghUniversity LocalParticipant

DrDavidFergusson TheUniversityofEdinburgh viaVCfromNeSC

MrRathJairak ChiangmaiRajabhatUniversity LocalParticipant

MisskallayaJairak RajabhatChiangmaiUniversity LocalParticipant

ProfKanchanaKanchanasut AsianInstituteofTechnology viaVCfromNeSC

MrAliKhajeh‐Hosseini UniversityofStAndrews viaVCfromNeSC

MissJutharathLeelarkunvej ChulalongkornUniversity viaVCfromNeSC

DrBenchaphonLimthanmaphonKMUTNB LocalParticipant

DrAshleyLloyd UniversityofEdinburgh LocalParticipant

MrIanMurphy EdinburghUniversity viaVCfromNeSC

DrSuhaimiNapis UniversitiPutraMalaysia LocalParticipant

MissChantipOngbhatara BhataraProgressCo.Ltd. LocalParticipant

DrPhoemphunOothongsap KingMongkutsUniversityTechnologyNorthBangkok LocalParticipant

MrAtipPeethong HAII LocalParticipant

MrWiboonPhatrapiboon GovernmentInformationTechnologyServices LocalParticipant

DrPrasongPraneetpolgrang SripatumUniversity LocalParticipant

DrAkaraPrayote KMUTNB LocalParticipant

DrNimalRatnayake LankaEducationandResearchNetwork LocalParticipant

MrTerrySloan UniversityofEdinburgh viaVCfromNeSC

ProfTinWeeTan NationalUniversityofSingapore viaVCfromothernodes

DrPanjaiTantatsanawong UniNet/ThaiREN LocalParticipant

ProfArthurTrew EPCC viaVCfromNeSC

DrSornthepVANNARAT NationalElectronicsandComputerTechnologyCenter LocalParticipant

MissCherapaWannasuk Align LocalParticipant

MissYixuanWu FudanUniversity LocalParticipant

CONFIDENTIAL–NOTFORCIRCULATIONAppendixIIPicturesoftheWorkshop

Figure5:MeetingInformationPoster

Figure6:WorkshopBreak

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Figure7:WorkshopTitleacknowledgingFundingPartners.

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Figure8:SummarisingDay1‐AshleyLloyd.

Figure9:BuildingabusinessinThailand‐PrajakChertchom,GeneralManager,TechnologyPromotionsAssociation,

Thailand.

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Figure10:BuildingaEuroAsianCommunity‐SornthepVannarat.

CONFIDENTIAL–NOTFORCIRCULATIONAppendixIII:WorkshopProgramme

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