News Article | December 6, 2016
MILPITAS, Calif. & FARNHAM, United Kingdom--(BUSINESS WIRE)--Aberdeenshire Council has selected Aerohive Networks® (NYSE:HIVE) to deliver a wireless system across the council’s entire school estate, its libraries and corporate buildings. The council identified the need for a “fit for purpose” wireless environment to support an increasing move towards digital learning within schools across Aberdeenshire. The solution was also seen as a key enabler for the council’s new Digital Strategy, Innovate Aberdeenshire. Deployment will involve over 4,000 access points across 170 schools and 50 additional sites: Aerohive’s biggest UK roll-out to date. It also serves as a prime example of the company’s successful enablement of the Council’s digital transformation initiative. “The increased use of devices allows us to create a 1:1 learning experience that engages students and aids our teachers,” explained Nicola Graham, Head of Service (ICT), Aberdeenshire Council: “Our team has a vision that is geared towards digital and we recognized that our old kit wasn’t designed to support e-learning or this increased capacity of devices. We evaluated what pain points needed to be addressed now, but also anticipated what we require our network to do in the future. “The opportunity to change our network meant we could also evaluate what was being used across our corporate offices and public buildings. The number of users and devices which require wireless access has vastly increased since the current wireless solutions were installed. Corporate and curricular phones and tablets are now in common use, with many users and members of the public now also requiring the facility to enable internet access from their own personal phones, tablets and other devices. “We noted a 50% increase in internet bandwidth demand over the last three years and it is anticipated that this demand will only continue to grow as schools increase their use of mobile devices in the classroom, staff work more flexibly and further public internet access is provided in public buildings. “But it’s more than just connectivity that was required. We needed a solution that would create operational efficiencies throughout our whole team and streamlined processes that would save us time and money. The central management that Aerohive provided coupled with its fit-for-purpose network cloud infrastructure meant that we were able to address these key requirements. ”What started out as an initiative for our schools quickly evolved into a roll out across a number of different locations. Aerohive worked really well with us to give us the technical assurance that we needed to ensure we had the coverage and management we needed. The team also met some tight deadlines to avoid disruption during term time, allowing for the upgrade to be as seamless as possible,” Nicola concluded. This press release contains forward-looking statements, including statements regarding new Aerohive product and service offerings and statements regarding their expected performance, market receptiveness and competitive advantage. These forward-looking statements are based on current expectations and are subject to inherent uncertainties, risks and changes in circumstances that are difficult or impossible to predict. The actual outcomes and results may differ materially from those contemplated by these forward-looking statements as a result of these uncertainties, risk and changes in circumstances, including, but not limited to, risks and uncertainties related to: our ability to continue to attract, integrate, retain and train skilled personnel, general demand for wireless networking in the industry verticals targeted or demand for Aerohive products in particular, unpredictable and changing market conditions, risks associated with the deployment, performance and adoption of new products and services, risks associated with our growth, competitive pressures from existing and new companies, technological change, product development delays, our inability to protect Aerohive intellectual property or to predict or limit exposure to third party claims relating to its or Aerohive's intellectual property, and general market, political, regulatory, economic and business conditions in the United States and internationally. Additional risks and uncertainties that could affect Aerohive’s financial and operating results are included under the captions "Risk Factors" and "Management's Discussion and Analysis of Financial Condition and Results of Operations," in the Company’s recent annual report on Form 10-K and quarterly report on Form 10-Q. Aerohive’s SEC filings are available on the Investor Relations section of the Company’s website at http://ir.aerohive.com and on the SEC's website at www.sec.gov. All forward-looking statements in this press release are based on information available to the Company as of the date hereof, and Aerohive Networks disclaims any obligation to update the forward-looking statements provided to reflect events that occur or circumstances that exist after the date on which they were made, except as required by law. Aerohive (NYSE:HIVE) enables our customers to simply and confidently connect to the information, applications, and insights they need to thrive. Our simple, scalable, and secure platform delivers mobility without limitations. For our customers worldwide, every access point is a starting point. Aerohive was founded in 2006 and is headquartered in Milpitas, CA. For more information, please visit www.aerohive.com, call us at 408-510-6100, follow us on Twitter @Aerohive, join our LinkedIn group, subscribe to our blog http://boundless.aerohive.com/, or become a fan on our Facebook page. “Aerohive” is a registered trademark of Aerohive Networks, Inc. All product and company names used herein are trademarks or registered trademarks of their respective owners. All rights reserved.
News Article | May 12, 2017
Edinburgh – Sopra Steria, the European leader in digital transformation, is pleased to announce its sponsorship of the Scotland Top Talent Leadership Programme, now in its fifth year. This programme is run by the Society of Information Technology Managers (SOCITM) Leadership Academy in partnership with Sopra Steria, and in association with Scottish Government and Brightsolid, the data centre and cloud hosting specialists. In five years over which the programme has been run, over 100 students have graduated from the programme, returning to roles that are key to service transformation such as finance, planning, programme management, customer account management, social services, ICT, digital and HR. This year’s cohort was drawn from applications from all over the UK, including those from as far away as Dorset. The success of the programme has been such that additional courses in London and elsewhere are being planned to meet rising demand. The Society of Information Technology Managers (SOCITM) in Scotland has identified that people and effective leadership are two of the most important factors in effecting successful change. With the transformation of local public services accelerating rapidly, the SOCITM Leadership Academy and the Top Talent Programme are providing new skills and experience for tomorrow’s leaders who will be crucial to delivering this change. Nicola Graham, the Head of ICT at Aberdeenshire Council, SOCTIM Vice President, and Scotland Top Talent champion, said: "The launch of the 2017 Scotland Top Talent programme couldn't be more timely. It coincides with the launch of the Scotland Digital Strategy, and shines a spotlight on the exceptional professionals we have working in local public services in Scotland.” Alison McLaughlin, Director Regional Government, Sopra Steria commented “The Scotland Digital Strategy sets an exciting ambition for Scotland which will take strong leadership to realise. Programmes such as this are therefore hugely beneficial and so we in Sopra Steria are delighted to sponsor the programme again this year. Our role as sponsor is not solely to help build on the leadership skills of these professionals. Sopra Steria is driven to inspire those in digital and ICT to make the best use of technology. This partnership gives us a chance to help foster and support the next generation of fantastic leaders in digital transformation." About Sopra Steria Sopra Steria, a European leader in digital transformation, provides one of the most comprehensive portfolios of end-to-end service offerings on the market: consulting, systems integration, software development, infrastructure management and business process services. Sopra Steria is trusted by leading private and public-sector organisations to deliver successful transformation programmes that address their most complex and critical business challenges. Combining high quality and performance services, added value and innovation, Sopra Steria enables its clients to make the best use of digital technology. With 40,000 employees in more than 20 countries, Sopra Steria had revenue of €3.7 billion in 2016. For more information, visit us at www.soprasteria.com
Agency: European Commission | Branch: H2020 | Program: IA | Phase: MG-5.5a-2015 | Award Amount: 17.68M | Year: 2016
Port Cities can be seen as multidimensional laboratories where challenges connected with urban mobility are more complex due to the dual system of gravity centre: the city, the port, not to mention their shared hinterland.These peculiarities are at once a challenge and an opportunity, as they provide scope for planning, researching and implementing integrated mobility solutions in distinctively complex urban contexts. Civitas PORTIS designs, demonstrates and evaluates integrated sets of sustainable mobility measures in 5 major port cities located on the North Sea (Aberdeen and Antwerp), the Mediterranean Sea (Trieste), the Black Sea (Constanta), and Baltic Sea (Klaipeda). The project also involves a major international follower port city on the East China Sea (Ningbo). Thanks to the Civitas Initiative, the partner cities expect to prove that more efficient and sustainable mobility is conducive to the establishment of vital and multi-modal hubs for urban, regional, national and International movements of passengers and goods. To do this, they establish integrated living laboratories clustering local measures according to four major aspects of sustainable urban mobility: 1. Governance: to increase port-city collaborative planning and participation, leading to enhanced forms of SUMPs. 2. People: to foster less car-dependent mobility styles, leading to modal shift in favour of collective and more active transport. 3. Transport system: to strengthen the efficiency of road traffic management to/from the port and through the city, and foster the use of clean vehicles. 4. Goods: to enhance logistics and freight transport, improving the efficiency and coordination of city, port and regional freight movements. Working with port cities, Civitas PORTIS will generate a strong and twofold replication potential: 1) specifically to other port cities, and 2) more generally to cities presenting major transport nodes and attractors for the benefit of the whole CIVITAS Initiative.
Mickovski S.B.,Glasgow Caledonian University |
Black J.D.,Aberdeenshire Council |
Smith M.J.,Jacobs Engineering
Proceedings 29th Annual Association of Researchers in Construction Management Conference, ARCOM 2013 | Year: 2014
In this case study from Scotland, we demonstrate a successful use of the benefits of the NEC3 contract in a situation when only limited project funds are available. Following an action research (AR) methodology and aiming at maximising the value for the Client and the general public from the available funding, an innovative approach was devised and used during the procurement process of a £3 million infrastructure project for stabilisation of a high coastal slope with residential properties at risk from potential instability. Environmental protection, natural disaster risk management, as well as sustainability in the built environment featured highly on the Client/Consultant procurement/design agenda with public participation throughout the duration of the project. General, fixed, and variable items in the Activity Schedule, as well as an alternative Activity Schedule, enabled the Client to control and direct spending on the project based on the risk analysis and design management by the Designer. This approach offered flexibility to the construction Contractor in terms of selecting methods, materials and labour that will ensure positive balance between profit and costs. Practical problems stemming from the innovative approach encountered during the construction process are discussed in the light of contract management strategies and use of the same approach in the future. The management of health, safety, and environmental risks before, during, and after the construction, as well as the sustainability benefits from the innovative approach are also discussed.