Revue de presse IoT / Data du 22/01/2017Bonjour,

Voici la revue de presse IoT/data/energie du 22 janvier 2017.

Bonne lecture !

Table des matières

1. IBM Watson wants to help streetlights become smarter2. Monetizing Utility Data: The ‘Utility Data as a Service’ Opportunity3. Carnival Ocean Medallion: 5 takeaways from one of 2017's premier IoT projects4. DC's Gramercy District to become a $500m smart city test project5. Plateformes de données urbaines : quelle place pour l'énergie ?6. Acuity says it has deployed IoT lighting in 40 million square-feet of retail space

Blockchain meets Energy: Building theCommunity | Cleantech GroupFor followers of our At the Cutting Edge subscriber research, the promise of usingblockchain technology to improve distributed energy, IoT and logistics is nothing new.

In fact, throughout 2016, you have observed organizations like LO3, Filament and GridSingularity enter strategic partnership with large enterprises, deploy pilots and make theheadlines. Here is our deal timeline for the year:

Leveraging blockchain technology in exchanges of electrons and data makes sense. It’sgreat at securely processing transactions and registering ownership, meaning lower costsand increased transparency. It also allows users to enter smart contracts, potentiallyenabling prosumers to automate their electricity sales and purchases. Similar benefitsapply in IoT, where an increasing number of devices need to communicate with eachother, and using decentralized networks could prove more secure, reliable and affordable.

For all its promise, the intersection of blockchain and energy is in its early days.Applications in microgrids require more pilots to prove that blockchain-based exchangescould work at larger scales. Also needed is further early-stage funding to supportcompanies as they iterate on their revenue models.

In our many interactions with corporate and venture capitalists, we have encountered highlevels of interest, mixed with words of caution. As with every new technology, especially inenergy, it takes time – and the right encounters – to build understanding, trust and mutualinterest between the different types of stakeholders – academics, start-ups, financialinvestors and strategics. In short, a community needs to be built around the newopportunity.

In 2017, Cleantech Group will aim to contribute to building this community. For us, thisstarts next week at Cleantech Forum San Francisco. On January 25th, MicahWinkelspecht, CEO of Gem, and Joe Madden, CEO of Xpansiv Data, will give a dualpresentation on blockchain and potential use cases in energy. Later that day, EDF andCleantech Group will co-host an invite-only roundtable gathering top utilities, industrials,investors and innovators to discuss progress in the field, and what to look for in the nextcouple of years. Expect us to update you soon with some of the insights shared there.

Next month, CTG will participate in partner event EventHorizon, the first global summit onblockchain and energy, in Vienna, Austria (February 14-15, 2017). There, we’ll hear fromthe brightest minds in the industry, including Vitalik Buterin, and Dr. Gavin Woods. We willtake this opportunity to share our views on the state of the market, and will have theprivilege to moderate a morning of pitches from emerging leaders in the field, includingLO3, Slock.it, Grid Singularity, Consensys and more. We hope to see some of you there.

Later in the year, we will aim to gather the nascent community once more – watch thisspace.

If the intersection of blockchain and energy is a topic of interest to you, and you wish tohear more, don’t hesitate to drop us a line!

Cleantech Forum San Francisco will take place on January 23-25, more information andregistrationhere. As a CTG Connect member, you have access to a 10% discount onpartner eventEventHorizonin Vienna. Email me at jules.besnainou@cleantech.com to claimit.

IBM Watson wants to help streetlights

become smarterSource URL: http://www.businessinsider.fr/us/ibm-watson-wants-to-help-streetlights-become-smarter-2017-1/

BI Echelon and the IBM Watson IoT group will collaborate to develop an enhancedstreetlight control platform for smart cities, the companies announced in a release.

The platform will allow cities to use connected lighting that responds to observedbehavior and trends in a way that can both reinforce public safety and reduce energyconsumption.

The platform will enable cities and municipalities to gather data from sensors and otherconnected devices, and leverage the power of IBM Watson’s AI to make smarterdecisions. In particular, Watson will power adaptive decision-making processes, takingsensor data and using it in real time to automate public lighting.

Smart lighting platforms can provide cities with a number of clear and tangible benefits.Here are some of the ways cities can use them:

Promote pedestrian safety: Cities can use sensors to determine whether there arepedestrians in the vicinity of a light at night. Lights can be activated when there's aperson nearby, providing a sense of security and added visibility that may serve to

reduce crime by keeping people alert.Enhance automotive visibility: Using a smart lighting platform, municipalities canadjust streetlight output based on traffic volume as well as weather conditions.With low-power LEDs, the lamp can modulate output, so in cases of fog, it candecrease light levels so that visibility isn't further reduced. When typically low-trafficked areas see high volume, lights can adjust to provide output beyond normalhours.Reduce energy costs: By using a connected adaptive lighting platform, cities areable to realize benefits like those listed above while also reducing electricity usageand energy costs. The adaptive nature of a smart lighting platform allows it to onlyuse lights that are needed, transitioning lighting from timing-based to need-based.Cities will not need to waste power keeping lights on when no cars are on a road orno pedestrians are walking on a street, allowing sensors to monitor those factorsand letting the platform control lights based on that data.

Partnerships like this will continue to propel smart city solutions. Cities will be able torealize a broad range of benefits in the short and long term, improving public safety whilealso reducing costs. The main drawback comes from upfront expenses, setting upsensors, and developing the connectivity and protocols that are needed to allow anadaptive platform to automate operations.

Monetizing Utility Data: The ‘Utility Dataas a Service’ OpportunitySource URL:http://www.theenergycollective.com/indigoadvisorygroup/2395868/monetizing-utility-data-the-utility-data-as-a-service-opportunityJanuary 10, 2017 by Indigo Advisory GroupLeave a Comment

As the energy and utilities industry continues to rapidly transform, the area of utility datamonetization is becoming increasingly a critical topic.Currently there is no universal datasharing model that has been endorsed by customers, regulators, utilities and thoseoperating at the edge of the grid. Each stakeholder has their own particular needs andvalue associated with various sets of data, whether that be in a connected home, on autility meter or across the broader grid. To that end, a common approach that benefits allparties is needed. What is clear however, is that a potentially large opportunity for utilitiesto maximize their data assets exists. Looking at similar industries and the scale of theopportunity to monetize data, we see that a market for ‘telco data as a service’ ispotentially worth $79 billion by 2020 according to451 Research. Indeed, as the market formonetizing data matures in this industry we are seeing some telco’s develop B2Bpartnerships with firms like SAP to leverage aggregated customer data for targetedadvertising, measurement and broader consumer insights. The key question for utilities inthe short-to-medium term will be how they value, transact and ultimately monetize theirdata in the face of ongoing pressure from third parties and regulators. In this piece, weoffer a high-level framework for utilities and some initial steps to unlock the Utility Data asa Service ‘UDaaS’ opportunity.

The Utility Data Monetization Framework

Utilities globally need a common data value assessment framework and one utilityjurisdiction in particular that offers insight into this space is New York. Indeed in the DSIPGuidance Order, it states, “At the core of the new model is improved information –improved both in its granularity, temporal and spatial, and in its accessibility to consumersand market participants.” In our recent REV related piece on NY’s Utilities JointDistributed System Implementation Plans, we highlighted the difference between twotypes of utility data — basic and value added. While it is true that there are some nuancesunique to the type of data being considered here, these two categories are broadlydefined under the REV proceeding as:

Basic Datais data that will be available to the requestor at no charge beyond thecosts that are already included in base rates and includes data that is readilyavailable, in the public domain, and provided without additional analysis orprocessing.Value-added Data is data that will be available for a fee determined through utility-specific fee structures. Value-added data goes beyond basic data as it is notroutinely developed or shared, has been transformed or analyzed in a customizedway (i.e., aggregated customer data), is delivered more frequently than basic data,is requested and provided on a more ad hoc basis; and/or is more granular thanbasic data.

In the figure below, we highlight how within this framework, basic and value added datahave distinct characteristics and that different treatment across both the customer andthe system domains is required.

Utility Data Monetization Framework

With this framework in mind, we see that opportunities exists for utilities to monetizevalue added data, and that this is particularly true as utilities capture more grid data and

as the IoT and connected home markets accelerate.

Utility Data Growth – Monetization Opportunities and Threats

The volume of data captured by the Internet of Things (IoT) will exceed 1.6 zettabytes by2020, according to a forecast from ABI Research, part of this trend is the shift from cloudcomputing toward edge computing. Indeed, it is the connected home and smart cityverticals in the IoT market, combined with traditional DER opportunities (asset ownership)that may provide the largest opportunity for utilities. For example, in terms of datastreaming, use cases include device monitoring and control at the meter premise,demand response, DER dispatch, and settlement and interfacing with on premise devices(e.g., building management systems) or offering energy management and related services.In terms of utility activity in this space, we pointed out last year that 93 percent of energyand utilities companies had increased the number of IoT projects they were involved in. Tothat, utilities are currently capturing and processing a host of valuable data.

That being said, over the next 5 years, the idea that technology firms may be collecting /utilizing more home energy data than utilities is a possibility. For example, Google’s $3.2billion acquisition of Nest in 2014 was less about a device sales play (breaking even only ifthey sell to the majority of US homes by some estimates), but more about a data play.Nest provides Google with a strategic advantage in the IoT market through data,immediately creating new opportunities in the home. While this is a flagship example,there are plenty more across the industry, ranging from startups to established industryplayers that are gaining traction in the home and acquiring access to home energy data.

Adding to this trend of third party access to energy data has been the broader datasharing initiatives in the space over the past 5 years. For example, The Green ButtonInitiative, the energy data standardization effort that was officially launched in the US inJanuary 2012 has enabled the launch of 235 applications by startups and establishedplayers using data from over 50 utilities and some 60 million homes andbusinesses.Similarly, in April 2016, the DOE launched Orange Button, with $4 million forprojects to increase access to solar data aiming to increase solar market transparencyand fair pricing by establishing data standards for the industry.

Outside of these examples and the data monetization opportunities in the home, we areseeing utilities gather significantly more valuable and granular data across the grid assensors, communications networks and sophisticated processing algorithms areincreasingly deployed. In this space, utilities may have significantly more opportunities tomonetize their value-added data. In the figure below we highlight the accelerated growthin utility data both sides of the meter. In this sense, it is important for utilities to assess thevalue of data collected at various levels including feeders, substations, and at the systemlevel and the value of this data to third parties. For example, DER providers can use thisdata as an input to their technical and business decisions, such as where to marketservices or locate resources to support grid needs, and how to best respond to non-wirealternatives solicitations. (For more information on how utilities can do more with data seeour UtilAPP resources). With this in mind we are seeing technology companiesincreasingly advocate for broad access to utility data.

Accelerated Growth in Utility Data

Third Parties Push for Access to Utility Data

In a paper written by several technology groups associated with clean energy in Dec2016, they urged utilities to move well beyond data sharing efforts such as the GreenButton, arguing that data transparency on its own is will not spur market animation. Theysuggest that various types of utility data must be available in a readily utilized set format.For these technology companies, they say they want access to grid planning data intothree categories:

1. Grid Needs and Planned Investments (Grid Need Type, Location, Scale ofDeficiency, Planned Investment, Reserve Margin, Historical Data, Forecast Dataand Expected Forecast Error)

2. Hosting Capacity (Circuit Model, Loading, Equipment Ratings and Settings)3. Locational Value (Energy + Losses, Generation, Transmission & Distribution

Capacity, Ancillary Services, Renewable Energy Compliance, Societal Benefits,Voltage and Power Quality, Conservation Voltage Reduction, Equipment LifeExtension, Reliability and Resiliency, Market Price Suppression)

In sum, they argue for access to granular grid planning data and that regulators shouldconsider ordering utilities to share their holistic grid data developed from their resourceplans through a machine-readable standard data format in an easily accessible manner.What is clear here is that the framework that we outline “Basic and Value Added Data”and the access to the data that these technologies firms outline will need to be negotiatedand reconciled. With this in mind, we need a regulatory path forward.

Utility Data Monetization – A Regulatory Path Forward

Again, looking to New York and in particular, the PSC’s REV Order Adopting a Ratemakingand Utility Revenue Model Policy Framework, May, 2016 we see that data falls under

REV’s definition of Platform Service Revenues (PSRs) e.g. PSRs can be earned by utilitiesthrough their provision of Distributed System Platform (DSP) services. The idea being thatincreased PSRs would encourage utilities to support access to their systems by DERproviders, and offset required base revenues derived from ratepayers. The ultimatepurpose of the transition is to create “a business and regulatory model where utility profitsare directly aligned with market activities that increase value to customers”. To that, theygive the example of a competitive value-added service in the provision of data analysis.According to the PSC, in this example, there could be three types of services associatedwith data, with three different types of regulatory treatment.

First, in the context of the order and the DSIP, utilities will be required to makesome level of data available to customers and to third parties, at no cost (aligned tothe definition of basic data explained in our framework).In cases where customers request information that is more detailed and/or morefrequent than basic required data, utilities could supply this value-added data for anominal fee. This second type of service – additional data – would derive directlyfrom the monopoly function and be treated as a PSR. (aligned to the definition ofvalue added data in our framework)In the third case, utilities may perform analysis of customer-specific data, andprovide recommendations based on that analysis, conditioned on utilitiesimplementing tools to allow customers to easily share their usage data with third-party vendors including firms providing data analysis (again, aligned to thedefinition of value added data in our framework). This third type of service –analysis and recommendation – would be competitive.

With this approach in mind as well as the framework outlined in this piece, an initialoverview of the types of data and what could be monetized by utilities is emerging, themore difficult question however, lies in determining the ‘real’ value for that data and thefee-based structure that is needed for utilities to monetize utility data resources.

Looking Ahead – Fee-Based Structures for Value-Added Data Services

Overall, utilities across the country should begin to explore alternative means of utilizingfee-based structures for value-added data services. However, in order to begin assessingthis and forming a broader view, utilities should first assess all of their data in a basic andvalue added framework to identify the overall opportunity. This may result in the utilitiesdeveloping fees for data that had previously been provided at no additional charge.Similarly, as is the case in New York, utilities may also leave open the possibility that whatmay presently be characterized as value-added data may become part of basic data inthe future. It will also serve utilities well to look to other industries where well definedmodels and B2B partnerships to process, transact and ultimately monetize data exists.Ultimately, these steps may well lead to a large and timely Utility Data as a Service(UDaaS) opportunity.

By David Groarke, Managing Director, Indigo Advisory Group

Carnival Ocean Medallion: 5 takeawaysfrom one of 2017's premier IoT projects

Source URL: http://www.zdnet.com/article/carnival-ocean-medallion-5-takeaways-from-one-of-2017s-premier-iot-projects/The cruise industry is following the high-tech wave with the introduction of a newmachine-learning wearable device for passengers that Carnival CEO Arnold Donaldannounced at CES 2017. A lot has been written about the move and it's shaping up to beone of the most significant Internet of Things projects of 2017.

BackgroundCarnival, with headquarters in both Miami, Florida, and London, England, is calling the 1.8ounce device the Ocean Medallion. It is a quarter-sized metal disc that can be carried in apassenger's pocket, pinned to clothing, or worn on the wrist or neck. It will be loaded withthe user's personal identifying information and act as a payment method, logging all oftheir purchases and preferences.

It will also note what they opt to do while on board, and what they opt against, as well aswhich invitations they accept, and which they ignore in order to personalize futureinvitations and offers. The medallion will allow for keyless entry into a passenger's cruisecabin, and serve as a personal tracking device with wayfinding so that passengers canlocate friends and family members around the massive cruise ship.

The medallion will debut on the Regal Princess in November 2017, and in 2018 it will beadded to the Royal Princess and Caribbean Princess as part of a new Medallion categoryof cruise ships on Princess Cruises. "Eventually we expect Medallion to be launchedacross the entire fleet," Donald said. It's a major move for Carnival, with 2015 revenues of$15.7 billion, to introduce this technology, because it is the largest cruise company in theworld, with a fleet of 101 ships visiting 740 ports. There are 10 cruise lines under theCarnival umbrella: Carnival Cruise Line, Princess Cruises, Holland America Line,Seabourn, Cunard, AIDA Cruises, Costa Cruises, P&O Cruises (UK), P&O Cruises(Australia), and Fathom. Carnival has an additional 15 ships scheduled to be delivered toits various brands between now and 2020.

"The Ocean Global Platform delivers a lifestyle engagement and this is a real gamechanger," Donald said. "We recognized each guest is different and the things that makethem happy are different."

With more than 11 million cruise passengers on board annually on Carnival ships, this ispotentially one of the most sophisticated IoT deployments in the world to date. Here arefive takeaways on how Carnival worked with its team and its partners to make it happen.

SEE: Internet of Things: The Security Challenge (ZDNet/TechRepublic special report)

1. A proprietary digital portal on board each shipAs part of the overall Ocean Global Platform, the Ocean Medallion will pair with the OceanCompass, the name for Carnival's proprietary digital portal that can be used online, onsmart devices, on kiosks in home ports, on stateroom TVs and interactive surfacesthroughout the ship and on devices carried by ship employees. The medallion doesn'trequire charging and doesn't have an on-off switch or a menu to navigate.

Passengers will receive the device at home, before they leave on vacation. Eachmedallion will be laser etched with the user's name , ship and date of sailing and willcome pre-loaded with personally identifying information. It will be provided to allpassengers at no cost.

There will inevitably be some passengers who do not want to use the medallion, and theywill be able to opt out. But, Beau Williamson, managing director at Accenture Travel, whoconsulted with Carnival as a partner in the project, said that eventually most passengerswill likely be willing to use the medallion as people become more comfortable withwearable technology.

SEE: Video: Accenture helps Carnival make cruises more interactive (TechRepublic)

2. Operating through a network of sensorsThe medallionandthe Ocean Compass work with a network of 4,030 interactive sensorsthroughout the ship that Carnival is calling the xIOS, or the Experience InnovationOperating System.

Scott Sahadi, CEO of TE2, a platform-as-a-service company, orchestrated the softwarefor the Medallion system.

"In transformative initiatives like this there is always a challenge. Mostly around gettingeverybody to work together. Carnival has such an amazing vision but it takes a village toactually transform a company the size of Carnival and to move the needle the way we'removing it within an industry," Sahadi said.

"There isn't a day that goes by that another digital innovation isn't hyped about in thetech space. The reality is most of these are experiments. Carnival has built a platform thatwill scale to 100 ships to over 147 destinations in real time. That's not typical. That takessome serious kung fu," Sahadi said.

SEE: Video: How the platform behind Carnival Medallion pulls off the IoT magic(TechRepublic)

3. Data analytics and machine learningThe medallion will learn what guests like, and offer choices over time based on whatthey've opted to buy, or rejected, in the past.

"Personalization begins at home. It's based on a guest genome that evolves multipletimes per second. The guest genome evolves in real time, creating experienceintelligence. It empowers us to maximize each and every guest's interaction," said JohnPadgett, chief experience and innovation officer for Carnival Corp.

The medallion incorporates machine learning. "You hear about machine learning and bigdata and big data analytics, and we are really taking the next step in that space. I like tosay big data only helps the next guy. On vacation we want to make sure a guest'svacation is maximized on that vacation, not some future vacation," Padgett said.

"We are literally running hundreds of algorithms on the edge of what we call experiential

computing devices in our overall sensor network aligned to our experiential Internet ofThings that is plowing back intelligence and machine learning in real time to optimize andmaximize that guest experience instantaneously with the experience itself. It's completelynext level in that space," Padgett said.

SEE: Video: Carnival's John Padgett tells how Ocean Medallion IoT will transformguest experience (TechRepublic)

4. Overcoming timing and technology challengesDetermining what the device would look like was the first challenge to overcome, saidMichael Jungen, senior vice president of guest experience design and technology forCarnival.

"[We] wanted to ensure from the very beginning that the aesthetics of our Medallion hadthe character of medallions of old, meaning that it was made of metal. So the outer ring ismade of metal and that was a particular design challenge that the team had to take on toinsure that we could give superlative performance from our Bluetooth low energy deviceinto our shipboard systems. We had to work long and hard to come up with a greatantenna design and a manufacturing design that would allow us to achieve theperformance that we needed in order to deliver great experiences," Jungen said.

Another challenge was the timing, according to Richard Lerz, CEO of Nytec, which builtand installed the hardware for Carnival.

"Carnival had a really tight deadline because ships are only in dry dock every three yearsfor 10 days. So during the development process we already had our marching orders thatwe had to work around knowing when we had to deliver the next phase of the product,"Lerz said.

A third challenge was testing the technology and making sure it could survive the extrememarine conditions on a cruise ship.

"This technology is brand new so we didn't have a lot of time to go through multipledifferent iterations that you normally would bringing a product to market. So again, tightdeadlines, lots and lots of testing, lots of innovating, lots of teamwork," Lerz said.

SEE: Video: How Nytec helped Carnival overcome the challenges of its massive IoTdeployment (TechRepublic)

5. Multiple communication technologies at workInside each medallion are multiple communication technologies including Near FieldCommunication (NFC) and Bluetooth Low Energy (BLE).

"We've turned the industry equation upside down. Normally BLE are stationary and NFCare mobile, but this little baby is our beacon and it is mobile and our readers arestationary," Jungen said.

The medallion can also be used for payment throughout the ship.

"In our new system, you consume it, we'll take care of the transaction. That's enabled byour Bluetooth Low Energy highly secured communications protocol that then goes backto our Medallion pay engine deep in the core of the experience ecosystem andcommunicates for payment settlement across various methodologies to insure that everyguest no matter what their available thresholds are on their Visa or Mastercard can put inas many payment methods types as they'd like, configure their limits and ensure then thatas they enjoy the experiences aboard the ship within our destination and with ourexcursion providers that we'll take care of settling that for them based on their wishes andpreferences," Jungen said.

SEE: Video: How Carnival used IoT to streamline customer experience and drivedigital transformation (TechRepublic)

DC's Gramercy District to become a$500m smart city test projectSource URL: http://readwrite.com/2017/01/16/22-capital-picks-fedbid-grammercy-district-smart-city-cl4/FedBid is an online marketplace that facilitates businesses and educational institutesparticipating in government procurement of goods and services.

The new smart city platform is focused on reducing the total lifecycle costs of smart cityprojects and creating long-term value for the citizens of these urban environments.

One of the first real estate projects 22 CityLink will focus on Gramercy District worth morethan $500 million. This project is a ground-up smart city that is being built in theWashington, D.C. area.

The role of the new smart city platform is to improve procurement and ultimate profitswhen building smart city projects.

“By taking proven, industry-leading supply chain and procurement practices that driveefficiency in purchasing, while also reducing costs and applying them to moderndevelopment projects like Gramercy District, it is possible to dramatically increase thereturn on investment of any real estate development,” said 22 Capital’s managing partnerMinh Le.

Creating a replicable processFedBid will integrate its platform with 22 CityLink’s broader supply chain managementand procurement services. This will enable all qualified sellers and buyers to participate inthe construction process.

“We are creating a replicable process for effective and efficient procurement, not only inthe construction phase, but throughout the development lifetime,” said Le.

Other groups already involved with the Gramercy District project include Microsoft, Avayaand George Washington University.

“FedBid is partnering with 22 CityLink to help them optimize the way goods and servicesare purchased to build Gramercy District,” said Ted Leonsis, of FedBid investor firmRevolution Growth. “FedBid revolutionized the way the federal government buys goodsand services and this partnership will help set the standard for the development of futuresmart cities.”

Plateformes de données urbaines : quelleplace pour l'énergie ?Source URL: https://www.energystream-wavestone.com/2017/01/plateforme-donnees-urbaines-energeticiens/La collecte et l’analyse des données urbaines constituent des enjeux majeurs pour lesacteurs publics qui souhaitent évaluer et optimiser les politiques menées sur leurterritoire, tout en répondant au désir de leurs citoyens qui demandent toujours plus detransparence et souhaitent agir pour la vie de la collectivité. La mise en place deplateformes dédiées, encouragée par une législation toujours plus poussée en matièred’open data (Loi NOTRe, loi LEMAIRE), est aujourd’hui un véritable challenge pour lescollectivités.

Dans ce contexte, les énergéticiens, qui ont un accès privilégié à de nombreuses donnéesutilisateurs, souhaitent prendre le train en marche afin de devenir eux aussi acteurs surces nouvelles plateformes de données urbaines. Pour cela, ils devront répondre àdifférentes questions que nous nous proposons de mettre en lumière dans cet éclairage.

Une plateforme de données urbaines c’est quoi et çasert à quoi ?Depuis quelques années, nous assistons à la massification des données liée à lanumérisation et à la digitalisation de l’information. Les données sont partout etreprésentent une opportunité incroyable pour les collectivités et autres délégataires deservice public puisqu’ils peuvent désormais les publier à des fins de valorisation : c’est cequ’on appelle l’Open Data. Récemment, les mouvements d’Open Data se sont multipliésen France, notamment grâce à la législation française (loi Nouvelle OrganisationTerritoriale de la République/Loi pour une République Numérique) qui est venue renforcerle pouvoir des collectivités tout en les obligeant à ouvrir leurs données publiques et leursdonnées d’intérêt général si elles comptent plus de 3500 habitants.

Cet accès facilité aux données a permis l’émergence des plateformes de donnéesurbaines (PDU). Une PDU est une plateforme de services(web, mobile etc.)mettant àdisposition de tous, des données croisées, transformées et valorisées via un designd’interface et une architecture adaptés. Les données des PDU couvrent les grandsdomaines d’intervention d’une collectivité : mobilité, énergie et ressources, éducation,

santé etc. Leur exploitation a pour but d’améliorer le quotidien des citoyens de façonmesurable, bénéfique et durable en impliquant chaque acteur de la collectivité. Les PDUne sont donc pas uniquement des plateformes Open Data : elles vont plus loin tout enreposant sur l’Open Data.

Domaines d’activité clés d’une collectivité :

Cliquez sur l’image pour l’agrandir

Avec les PDU, les collectivités répondent aux demandes de performance et detransparence exprimés par les citoyens à l’égard des décisions politiques, en adressant 3enjeux majeurs :

1. Piloter la performance interne sur l’ensemble de leurs domaines d’activitéclés, l’objectif final étant bien sûr une amélioration tendancielle des indicateurs deperformance (économies budgétaires, diminution du taux de criminalité etc.). Parexemple, grâce à City Score, le maire de Boston peut désormais piloter lesindicateurs clés de performance de sa ville en temps réel à l’aide d’un tableau debord. Boston étudie également l’impact de nouvelles mesures politiquestelles quela priorisation des bus aux feux rouges ou l’augmentation du montant de certainescontraventions, sur l’évolution des bouchons grâce à l’utilisation des données deWaze.

2. Permettre une plus grande transparence des pouvoirs publics vis-à-vis deleurs citoyens : la ville de Chicago a par exemple lancé OpenGrid, pour permettreaux citoyens et entreprises d’obtenir des informations clés sur leur quartier et lesévènements majeurs qui s’y produisent. Avec OpenGrid, Chicago se pose un peuplus en leader de l’utilisation de l’Open Data au service de ses résidents.

3. Dynamiser le tissu économique local: en ouvrant leurs données, les collectivitésfacilitent le travail des entreprises et start-up qui peuvent les utiliser à des finscommerciales. Singtel, géant des télécommunications asiatique, a par exempleutilisé les données anonymisées de géolocalisation issues des téléphones de sesabonnés afin de déterminer les lieux de passages les plus fréquentés. Ceci avaitpour but de mieux penser la localisation des lieux de ventes, le rayonnage desmagasins ou la gestion des flux dans les gares de Singapour.

Les PDU, vraie valeur ajoutée pour les collectivités dans l’atteinte de leurs objectifs, fonttoutefois émerger de nouveaux risques. En effet, l’accès instantané aux donnéessoulève une crainte des citoyens quant au respect de la vie privée. Il est donc nécessairepour les gouvernements locaux de mettre en place une réglementation adaptée afin de

protéger face à une transmission d’informations qui se produit « à l’insu » des citoyens.La création, mais surtout l’application, d’une réglementation adaptée devranécessairement passer par une défragmentation de l’organisation des gouvernements quidevront adopter une vision et un mode de fonctionnement plus transverses.

En France et à l’étranger, on en est où ?En France, nos 14 métropoles se sont toutes lancées dans l’Open Data. En revanche, lesinitiatives de PDU sont plus limitées comme le montre l’état des lieux des initiatives OpenData et PDU que nous proposons ci-dessous (cliquez sur le tableau pour l’agrandir) :

Cliquez sur le tableau pour l’agrandir

Leader d’après notre analyse, Nantes Métropole a su mettre en place l’une des premièresPDU (« Nantes dans ma poche ») capable d’adresser une grande majorité des enjeuxdécrits précédemment. Mais de nombreuses autres solutions se développent aussi surnotre territoire. De plus en plus d’éditeurs de solution mettent à disposition desplateformes de données et portails Open Data clés en main permettant aux divers acteursde publier, d’échanger et de valoriser leurs données de manière simple et sécurisée(OpenDataSoft, IntentTechnologies par exemple). Bittle et Toucan Toco, mettent quant àeux à disposition des interfaces simples et intuitives, indispensables à la création d’unePDU. Enfin, Dawex se penche sur l’économie de la donnée et propose de réaliser destransactions de données gratuites ou payantes, d’évaluer la qualité des données et deparamétrer les droits d’utilisation de ces données en toute sécurité. Mais l’initiative dePDU la plus poussée reste malgré tout celle d’ENGIE & Suez Environnement qui vaencore plus loin en proposant un véritable outil d’aide au pilotage des collectivitésavecCit’ease.

Même si les collectivités françaises sont en avance sur le plan international, ellesdemeurent en retard par rapport à certaines villes pionnières américaines comme New-York, San Francisco, Boston ou Chicago qui disposent déjà toutes de Data Chief Officersau sein de leur gouvernement, et d’un nombre impressionnant de jeux de données. Letableau que nous proposons ci-après répertorie quelques exemples de PDU mises en

place par de grandes villes des États-Unis et met en évidence la variété des domainesadressés par ces PDU (source : étude réalisée par La Fabrique de la Cité).

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Quelle place pour les énergéticiens dans les PDU ?D’après l’UNEP (United Nations Environment Programme), les villes consommentaujourd’hui 75% des ressources mondiales alors qu’elles n’occupent que 3% de lasurface terrestre. Elles génèrent également 50 à 80% des émissions de gaz à effet deserre et la moitié des déchets à l’échelle mondiale. Les collectivités ont donc des enjeuxpoussés sur les problématiques d’énergies et de management des ressources : devenirune smart city n’est plus une simple option mais une nécessité qui pousse lescollectivités à collaborer avec les énergéticiens qui doivent désormais jouer un rôlemajeur dans la mise en place des PDU. Cependant, pour devenir acteurs des PDU, lesénergéticiens doivent au préalable répondre à plusieurs questions qui restent ensuspens :

1. Quel rôle jouer ?

On peut envisager que les données fournisseurs, des transporteurs et des distributeurssoient accessibles selon les besoins et objectifs des collectivités. La question du maillagedes données rendues publiques devra quant à lui respecter la réglementation afin deprotéger les citoyens. Dans ce cadre réglementaire, les données fournies devrontégalement à tout prix êtreanonymisées. De plus, elles ne devront pas seulement êtredélivrées de façon brute maisnettoyées et transforméesafin d’en tirer un maximum devaleur. Concernant l’analyse et la mise en forme des données via les PDU, le rôle desénergéticiens est moins évident. En effet, une analyse réalisée directement parl’énergéticien pourrait remettre en question certaines performances de la collectivité etdonc créer quelques irritants. Il semble donc que cette analyse soit à mettre entre les

mains des collectivités, ou d’un acteur tiers pour garantir plus d’objectivité.

1. Quelles doivent être les conditions de réalisation concrètes pour s’intégrerdans une logique de publication des données ?

Une des options pourrait être la mise en place d’une plateforme unique pour tous lesénergéticiens (gérée par exemple par un tiers de confiance) afin de consolider, en unmême endroit, un maximum de données différentes dans le but de les qualifier, d’en tirerde la valeur et de les fournir plus facilement aux citoyens. Des recoupements plusefficaces pourraient également être initiés. On peut même envisager la mise à dispositiond’un catalogue de données à destination des collectivités.

1. Quelle gouvernance mettre en place ?

En interne, la gouvernance et le pilotage pourront se faire à la fois avec la DSI poursécuriser l’accès aux données, avec les services juridiques mais également avec laDirection Générale afin de mettre en place des cycles de décision courts tout en gardantune vision stratégique. À l’externe, il est nécessaire d’impliquer l’ensemble des partiesprenantes (délégataires de service public, associations, start-up, citoyens etc.) pour plusde légitimité ; de travailler avec le tissu économique local mais également d’intégrer lesdécisions politiques des métropoles dans la stratégie de publication des données afin del’adapter. Pour cela, des partenariats forts doivent être créés notamment avec ces acteurséconomiques et publics, notamment avec les prestataires de la collectivité qui possèdentde nombreuses données qu’il peut être intéressant de récupérer et d’utiliser. Ceci soulèveégalement un point qui reste encore en suspens : qui possède la donnée ? La collectivitédoit-elle être l’unique souveraine ou les énergéticiens doivent-ils conserver la propriétédes données qu’ils publient ?

1. Quel business model adopter ?

La question du financement lors de la publication des données est un point crucial,d’autant plus que le principe même de l’Open Data réside dans la gratuité.Puisque laréglementation rend désormais obligatoire la publication d’un certain nombre de données,le but ici serait d’atteindre l’équilibre budgétaire plutôt que de réaliser du profit. Si lesdonnées sont fournies brutes (mais à minima nettoyées), elles devront être livréesgratuitement. Les données transformées fournies aux collectivités pourront quant à ellesêtre rendues payantes, mais il reste cependant à déterminer de quelle façon. Le paiementen fonction du nombre de requêtes sur une période de temps donnée peut être unepremière piste. L’instauration d’une taxe payée par les collectivités pour accéder auxdonnées transformées des énergéticiens pourrait également être étudiée. Enfin, lesénergéticiens pourraient également trouver des sources de financement grâce à despartenariats privés.

ConclusionLes Plateformes de Données Urbaines permettent de connecter l’ensemble des partiesprenantes des collectivités entre elles, des politiques jusqu’aux citoyens acteurs de leursvilles, en passant par l’ensemble des acteurs économiques. Ces plateformes quipermettent une amélioration des performances des métropoles nécessitent cependantune adaptation organisationnelle et réglementaire afin de parer aux différents risques quien découlent. De nombreux points restent donc encore à construire et les énergéticiens

doivent saisir l’opportunité de participer à cette construction : la place accordée auxénergéticiens dans les PDU sera déterminante pour les citoyens et le tissu économiquedes collectivités, mais ils doivent avant tout mettre en place un solide business modelautour de la donnée et de sa gouvernance.

Acuity says it has deployed IoT lighting in40 million square-feet of retail spaceSource URL: http://www.ledsmagazine.com/articles/2017/01/acuity-says-it-has-deployed-iot-lighting-in-40-million-square-feet-of-retail-space.htmlPublished on:January 17, 2017By Mark Halper The LED vendor makes the claim as it and Microsoft again show off indoorpositioning systems for in-store shoppers and cloud data analysis.

LED lighting vendor Acuity Brands said it has now deployed lighting-based indoorpositioning systems (IPS) in nearly 40 million ft2of retail space, a claim it made as it andsoftware giant Microsoft jointly showed off Internet of Things (IoT) technology at theNational Retail Federation exhibition in New York.

Interested in articles & announcements on indoor positioning systems & IoTtechnology?

The two companies showed Acuity luminaires communicating information to in-storeshoppers and sending data to Microsoft's Azure cloud computing system to discernuseful retail patterns and insights.Acuity reported significant headway sincedemonstrating IPS with Microsoft at the same show last year.

“We’ve made considerable progress in the retail market, having deployed our fullycommercialized indoor positioning system solution in nearly 40 million ft2 of working retailspace,” said Greg Carter, vice president and general manager of the IoT business unit inAcuity's lighting group. “We are excited about the opportunities to continue to enhanceour offerings that will allow retail companies to provide more tailored, personalized, andmobile-enabled omnichannel shopping experiences for their customers.”

Retail stores like Target have been deploying lighting-based indoor positioningtechnology. Neither Target nor Acuity will confirm that Target is using Acuitytechnology. IPS communicates with smartphones. It could be a good demographicfit for the smaller urban stores that Target is now opening, such as this BostonFenway store. (Source: Target.)

Acuity declined to identify by name any retailers who are using its IPS technology.

“We cannot discuss any customers due to our agreements,” an Acuity spokesperson toldLEDs Magazine. “We are working with a number of retailers in the Top 25.”

Users are believed to include both Walmart and Target, the first and second ranked brick-and-mortar retailers in the US, respectively.

Target in particular has gained attention for trialing IPS, as LEDs sister magazine LuxReview first revealed nearly two years ago.

By November of 2015, at least 100 Target locations were known to have trialed IPStechnology, a number that could well have surged by now. About a year ago Target hadroughly 240 million ft2 of total retail stores; for perspective, Acuity's 40 million would beroughly 16% of that if all of Acuity's deployments were with Target, which they are not.Target is also opening new, smaller city outlets, aiming at a demographic that could be agood match with IPS.

Acuity's lighting-based IPS communicates with end users' smartphones via either themodulation of LED lightwaves — a technology known as visible light communication(VLC) — or via Bluetooth chips embedded in ceiling luminaires. Either way, the lights canwelcome the shopper to the store and then direct him or her to discounts of particularinterest to that individual. The system can then send data about the customer's actions tothe cloud, giving the retailer and its suppliers valuable insights on sales and shopperbehavior.

Acuity announced last summer that it was providing Target with smart lightingtechnologies in stores and distribution centers to reduce energy and improve illumination.Both companies declined to comment at the time when LEDs Magazine asked themwhether the deployments included IPS.

In promoting its Microsoft exhibition this week in New York, Acuity lauded its IPStechnology for “allowing retailers to save considerable energy and maintenance costs,while deriving highly accurate, real-time location of loyal customers, employees, andcritical assets.”

Microsoft echoed those remarks.

"For retailers, mobile-first is no longer the exception — it is the rule — and offeringpersonalized marketing through mobile devices is the best way to foster a deeper level ofcustomer engagement and enhance the shopping experience," said Brendan O’Meara,senior director of Microsoft's worldwide retail group. "Acuity Brands continuously updatesand improves its IPS technology, powered by our Azure cloud services solution, and it isthis steadfast commitment to innovation that enables retailers to unlock the power of theirdata for in-store personalized marketing that is comparable with online retailers.”

Acuity stepped up its commitment to IPS in early 2015 when it acquired IPS specialistByteLight. Earlier this year, it quietly changed the name of its IPS unit, previously calledapplied integrated solutions, to the new IoT business unit.