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11: Die digitale Stadt von morgen

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Hauptschule
Breakout / Working Group
in englischer Sprache

Wir leben im Zeitalter der Städte: Schätzungen ergeben, dass im Jahr 2050 über 70% der Bevölkerung in Städten leben wird. Es gibt viele offene Fragen in diesem Zusammenhang: städtische und wirtschaftliche Entwicklung, Verkehr, Sozial- und Gesundheitswesen, Energie und Versorgung, öffentliche Sicherheit, Bildung u.v.m.
In diesem Arbeitskreis beschäftigen wir uns mit der „smart city“, in der Menschen eine hohe Lebensqualität haben, mit effizienten und nachhaltigen Services. Eine Stadt, die durch ihren digitalen Herzschlag, ihre Netzwerkfähigkeit und intelligente Services zum Vorteil ihrer BürgerInnen gekennzeichnet ist.

Vortragende

Associate Professor, Department of Information Systems Management, Business School, ESADE Ramon Llull University, Barcelona Abstract
Smart Cities as a concept was born around the need and the opportunity of reinventing cities by building on the developments in Information and Telecommunication technologies. However, this need heavily contrasts with the realities of city management and especially innovation management, still based on the old command-and-control models of industrial age enterprises.
This prevalent model of management has been caricaturized by Donald Kettl as vending machine government. A system where we pay our taxes and we expect services from a full menu predefined beforehand and where a small number of authorized vendors previously scrutinized act as the sole suppliers.

However, these two characteristics of a) well known-needs and previously defined services and b) the existence of a pool of experienced vendors ready to provide the services that could cover these needs, is precisely what is absent in the endeavour towards Smart Cities.

Smart Cities aiming at reinventing cities and therefore the city space and our relation with it are naturally an exploratory process where services are yet to be defined. Also, most likely, this process of reinvention will not be circumscribed only to the services that cities will provide, but as we will argue, to the way these services are managed and elucidated.

However, we can find increasing insights pointing to the replacement of the so-called  slot-machine government by government as a participatory platform where services are provided not only by the Cities themselves but also by a combination of private and public-private agents interacting at the same level.

There, the role of government changes radically from being a service provider to becoming a platform manager. And hence change the objectives behind these two different roles, from efficiency in the management to encouraging competition and innovation.
Managing Director, Infonova GmbH, Graz Abstract
Depending on the definition of a  Digital City or the answer to the question  What makes a city smart? you may get a list of services, infrastructural environments or processes and technologies to bring welfare to the inhabitants of a city, their guest and the industries offering jobs in the metropolitan area. For the government of a smart city it should become easier and less expensive to manage and administer all the infrastructure.

Today a lot of initiatives, regulations and legal ordinances start working. Smart Metering for electricity, gas, water and heating will become mandatory within the next years. Consumers also become power-producers and want to get some money back. New ideas for road pricing, inner city toll, parking charges combined with new cost and pricing schemes for public transportation are in concept phase. Home care and ageing services pursue the goal to help elderly people to live in best health as long as possible in their own homes.

What Smart Cities can learn from Telco-Operators - NextGen 2.0 business enablement platforms will help to orchestrate new Smart City
Applications cross industries and regions.

With the upcoming Internet and mobile use of services Telcos realized that they have build stand alone technical silos for each of their services. Unable to offer convergent products (so called triple/quadruple play services) easily they now implement next Gen business enablement platforms to better orchestrate bundles of services. Aand to present these new offers as convergent products under one brand and with one bill to the clients. To reduce time to market for new products, time for handling, offering and activation of services and to bring down operational costs it is crucial to highly automate all the back office processes.

Recently Digital City operators start to run new different  Smart City applications independently in the same way Telcos did years before. They now present isolated silos of operational systems concentrating on vertical implementation for industry specific digital city business models (stand alone  Smart City Apps ). Typically each of these new services comes out of different domains (utilities, transportation, healthcare, municipal administration, education, & ). Without any integration and interaction between different applications and regions.

Cross Industry 2.0 New Business Model Platforms enable operating authorities (e.g. government, utility and infrastructure operators) to offer already existing Smart City Applications through the platform to multiple user groups directly or via different market channels. Each channel to the market can be handled as separately tenant with its own customer base, product catalogue and processes for automated order, fulfillment and activation as well as billing and revenue splitting between all stakeholders.

In addition it also enables cross industry bundling with other services (e.g. already existing third party products, ordering and logistic of goods and services like public ticketing, smart metering, e-health, mobile payment, e-mobility, cloud services, etc & ). In that way isolated  Smart City Applications can be offered to a broader customer base and become much more powerful in bundling it with already existing services and future applications as we can show in Future Internet scenarios for Schladming 2013.
Chancellor, Republic of Austria, Vienna Abstract
OeBB promotes smart urban transport
As the largest provider of mobility services in Austria the Austrian Federal Railways (ÖBB) provides important building blocks for smart mobility in Austrian cities and urban regions. OeBB mobility services promote higher quality of urban live and help to minimize negative impacts of road traffic on the urban environment. Information technology and telecommunication are important tools to achieve this goal.

Rail transit is crucial for the quality of cities
The quality of cities is largely determined by the system of urban transport. The key performance indicator of transport in urban regions is accessibility. Accessibility can be measured by the size of the potential labour force or by the number of potential customers within a catchment area which is determined by a certain travel time (typically 20 to 30 minutes). Smart cities are those that manage to maximize accessibility while minimizing negative impacts of traffic in high-density urban areas. For this task public transport in general and rail transport in particular is indispensable.
Accessibility in urban areas is increased by high population density. This, however, is only the case if urban transport is dominated by efficient means of transport. With regard to the use of scarce infrastructure capacity, passenger transport by rail is about 20 times as efficient as car traffic. This results in a marked increase of accessibility. If, for example, a commuter from Lower Austria decides to commute into Vienna by train rather than by car, his or her decision results in a net reduction of external congestion cost (i.e. time cost of other road users) of about 3000,- Euros per year.

Seamless multimodal passenger information
Even in urban regions increasing challenges are posed by the changing structure of settlements. Due to urban sprawl station-to-door distances are increasing. This makes it difficult to cover the first and last miles. The solution lies in multimodal transport supported by information technology which provides complete mobile door to door information to our customers.
Information technologies have long been well established with the railways. Rail traffic operation was based on a whole range of IT and telematics applications at a time when these topics were still unheard of in the field of road traffic. The introduction of the new international train control system ETCS on the main rail corridors, will not only make rail infrastructure more interoperable but it will extend rail capacity as well.

Further improvements will take place in the field of customer service and information the. New and improved telematics applications will thoroughly facilitate the use of railways. Obstacles to accessing rail services will be further diminished. These telematics services support seamless changeover between bus and train as well as car and train. In cooperation with ÖBB industry and science institutions are developing and improving solutions for electronic ticketing, electronic payment and for ensuring connections across public transportation services.
Chief Executive Officer, Masterconcept Consulting Ltd., Salzburg Abstract
Cities are based on a number of core systems related to their key functions: city services, citizens, business, transport, communication, water and energy. A city services system constitutes the operational activities and coordination of service delivery provided by the city authority, while the citizens system covers public safety, health and education. A city s business system refers to the environment that businesses face in terms of policy and regulation. Cities offer citizens and businesses the ability to move things around through their transport systems and to share ideas and information through their communication systems. Cities also offer two core utilities necessary for all economic and social activity - water and energy. These systems are not discrete. Rather, they interconnect in a synergistic fashion and are, in effect, a  system of systems. Each element of this  system of systems faces significant sustainability challenges and threats.

The two Worlds - Synchronization of standards & expectations
The first world offering 24hour access to well managed information on any private & public spot is clearly setting the standards, although many major cities in emerging countries compensate lack of systems & infrastructure with a wide access area of mobile solutions. In some cities better or less restricted than in Europe.

The digital city at its ultimate status provides reliable information to everyone necessary for& .
- Business & private purposes
- Civil rights, security & protection
- Public management issues
- Environmental info
- Travel & mobility
- Real time news

This is where the challenge starts:  to get reliable information to the public domain . Not such a big issue in the 1st world where legal security is at a very different level than in most emerging countries. But a big issue in Eastern Europe, Central Asia, Africa and so on.
Vested interest on specific information is the hurdle to get reliable information in an emerging digital city. Who provides the information? Who maintains the info source? Who controls the accuracy of critical information?

Basic infrastructure deficits versus 21st century developments
The i-society exists in large numbers in emerging countries but fundamental basic needs and infrastructures are not in order. Reliable city management on land use, waste, water, electricity, mobility,& are not on a level that the individual resident has the trust to get reliable information. On the other hand  Dubai - like developments are underway, with huge fences around and suggesting the perfect world with all digital amenities for its inhabitants.
Is it better to put a light tower or to plant a seed? (example Dagestan development)

A good example is the project we recently started on the shores of the Caspian Sea. The original order of the client was to develop one  new city for 300,000 people. Why? Dagestan has a population increase of about 150,000 people a year. After many talks we convinced the client that  planting the seeds for 5 new developments of smaller scale along 140km coastal line between two cites does more good to the regional development and the people.

Regional development as a transformer to a better world
We strongly emphasize in emerging countries to spend time on defining the development corridors and zoning of areas that drive the development of a region. We are no friends of spending all the resources into light towers and leaving the surrounding in dirt. This is not easy as no controlling hand is doing land use planning and zoning on a level as we know it in the western world. Russia s current strategy to define and highly subsidize  Special Economic Zones is one example. Taking huge land plots (sometimes 1,000s of km²) and defining special laws and creating the themed Silicon Valleys of the east. A good idea, IF the region is participating and the corridors to the existing cities are developed in a similar priority. SAPSAM train, the high speed connection between Moscow and St.Petersburg, cut off dozens of small towns that were connected by regional commuter trains and helped local & regional business and development. This only for the price of so called modernization.& .

Major Events to leverage a region into the 21st century (example Sochi)
A major international Sport Event, such as the Olympic Games, draws incredible resources into a region and the challenge is huge to balance the needs of the event (which are mostly temporary) and the needs of a city / region (which should be legacy oriented) in a right way. Urban space, integration, modernizing a city beyond the pure event facilities should be the goal. There are great examples in the past - Munich, Barcelona, to some extent Athens, but also bad examples where white elephants were built and nobody uses them anymore. We don t have to look far, but 1 of 4 Austrian EURO stadiums is such a white elephant. We are deeply involved in the efforts of modernizing Sochi public transport and urban Sochi as such but the reality is that& ..
Chief Technologist and Business Development Executive Mobile, IBM Austria, Vienna Abstract
Cities are based on a number of core systems related to their key functions: city services, citizens, business, transport, communication, water and energy. A city services system constitutes the operational activities and coordination of service delivery provided by the city authority, while the citizens system covers public safety, health and education. A city s business system refers to the environment that businesses face in terms of policy and regulation. Cities offer citizens and businesses the ability to move things around through their transport systems and to share ideas and information through their communication systems. Cities also offer two core utilities necessary for all economic and social activity - water and energy. These systems are not discrete. Rather, they interconnect in a synergistic fashion and are, in effect, a  system of systems. Each element of this  system of systems faces significant sustainability challenges and threats.

Smart cities transform systems
 Smart cities know how to transform their systems and optimize the use of largely finite resources. To help drive efficiency and increase effectiveness, they leverage technology to make systems instrumented, interconnected and intelligent:

- Instrumentation, or digitization, of a city s system means that the workings of that system are turned into data points and the system is made measurable.
- Interconnection means that different parts of a core system can be joined and  speak to each other, turning data into information.
- Intelligence refers to the ability to use the information created, model patterns of behavior or likely outcomes and translate them into real knowledge, allowing informed actions.

Becoming  smart is a journey&
As cities strive to overcome the substantial and interrelated challenges they face, it becomes clear that the status quo - business as usual - is no longer a viable option. Success requires a shift in thinking and a break from the past. As this will be a journey, not an overnight transformation, cities need to put in place a plan for transforming into a smarter city:

- Assemble the team: No city is an island. To deliver the goals a city has set, city administrations will need to work seamlessly across their own organizational boundaries and partner effectively with other levels of government, as well as with the private and non-profit sectors.
- Think revolution, not evolution: Rising to the challenges and threats to sustainability requires a city to be more than just focused or efficient; it will require the next generation of city to emerge - one based on smarter systems. These systems are interconnected - people and objects can interact in entirely new ways. These systems are instrumented - the exact condition of the system s different parts can be measured. These systems are intelligent - cities can respond to changes quickly and accurately, and get better results by predicting and optimizing for future events.
- Don t forget the big picture: The interrelationships between the various systems mean that while cities obviously must prioritize, just  solving one is not a viable long-term option. The challenges and threats to sustainability come from all angles and require a holistic strategy that addresses all factors and feedback mechanisms.

Across all systems on which cities are based, they are facing significant challenges and threats to their sustainability. Cities must act now to seize the opportunities presented by smarter cities to deliver sustainable prosperity for their citizens. They must utilize their new power and embrace new technologies to transform their systems into smarter systems that optimize the use of finite resources.
Member of the Board of Management, Wiener Stadtwerke Holding AG, Vienna Abstract
Following THINK - an expert group supporting the SET-Plan - for smart cities  there are three main characteristics that seem to be common to most uses of the expression, which are i) friendliness towards the environment; ii) use of information and communication technologies as tools of (smart) management and iii) ultimate goal of sustainable development.

Essential parts of a smart city are smart mobility and smart energy. Smart mobility comprises a safe, fast, energy efficient, convenient mobility system of low environmental impact, with multimodal transport chains including innovative mobility services (car & bike sharing) and a smart ticketing system, smart information services and e.g. mobile Web 2.0 applications. Smart energy means increasing energy efficiency and integration of technologies changing behaviour as well as smart metering and smart grids that help the system to operate in an energy-efficient and cost effective way by finding a balanced way of managing grid components, producers (especially of renewable energy), storage parties and consumers. A smart city offers, too, smart living by safeguarding community services (education, culture, quality of living) and public safety (e.g. RFID-tracking) and is implementing information and communication technologies (wifi-hotspots, NFC).

What are specific drivers for a smart city 2020?
- Security of supply with energy and resources
- Saving of non-renewal resources by increasing energy and resource efficiency
- Adaptation to and mitigation of climate change (reaching climate neutrality)
- Safeguarding of a healthy environment and biodiversity (making cities green and bio diverse)
- Inclusion of and participation for all citizens to all services essential for a high quality of living
- New demands due to demographical change in population and staff.

What could be certain obstacles for a smart city 2020?
- Decision makers are not necessarily visionaries.
- Innovation needs preliminary financing - a challenge in times of empty coffers.
- The development of a digital class society because of financial, technical and political reasons will lead to  users and  losers .
LCM - Managing Director, Linz Center of Mechatronics GmbH and ACCM - Austrian Center of Competence in Mechatronics GmbH, Linz Abstract
Digital city, intelligent city and smart city are terms that characterize the (intended) social and technical development of our increasingly urbanized habitat. A digital city is characterized by a connected community, a flexible, service-oriented infrastructure with open communications standards that incorporates (wirelessly) all segments of the population in the communication process. An intelligent city develops along three primary dimensions: collective or collaborative intelligence, innovation systems, and web-based collaborative spaces. An intelligent city is distinguished from a digital city by its high level of problem-solving competence (thus also the alternative term creative city). A smart city is defined along the six (smart) dimensions economy, mobility, environment, people, living and governance. In contrast to the intelligent city, the smart city is usually characterized by technical terms such as embedded systems, sensors and interactive media. This paper sketches two primary aspects of the smart city: the social and the technical.
With the goal of escaping the grasp of their lords, in the Middle Ages serfs migrated to the cities. Cities with over one million inhabitants emerged at the beginning of the twentieth century. The year 2007 marked a turning point: more people now live in cities than outside. Megacities (more than 5 million inhabitants) have emerged and more than 10% of the world population resides in such cities (actually urban regions) today. Megacities contribute significantly to the GDP of a nation (Tokyo, for example, a metropolitan region with some 40 million residents, bears a 40% share of Japan s GDP). Megacities are the urban phenomenon of the 21st century. The historical significance is comparable to the social changes introduced by industrialization in the 19th and 20th centuries. We distinguish three types of megacities:

" Emerging cities: annual growth of 3% to 6%, illegal settlements, dominantly young male inhabitants, high social tensions, high criminality.
" Transitional cities: declining growth rates (2% to 3%), high demand for infrastructure due to rising affluence.
" Mature cities: population stagnated or declining, aging population, excellent infrastructure, challenged to adapt to increasingly aging population.
Rapidly rising mega-urbanization confronts city management with challenges that are manifested along the following dimensions:
" Ecological: pollution (air, water, environment), traffic, waste
" Economic: mass unemployment, cost of living, poor infrastructure, financing
" Social: poor living conditions, criminality, nepotism, social disparities, joblessness, population growth
" Political: loss of governability and taxability

The intensity of the individual criteria depends on the type of city. Megacities serve as the gates to globalization. The ten economically strongest megacities already generate more than 20% of the global GDP. The global competitiveness of these metropolitan regions is decisive for their development to avoid a mutation toward criminality and instability for their complete nation. Therefore a balance must be found among the requirements of competitively, quality of living and environmental protection. Infrastructure and safety also play a central role in attracting investors (international studies indicate that modern infrastructure and high quality of life attract investors more than various tax benefits). In this sense, the following major points need to be addressed:

" Traffic: CBI estimates the annual costs of overloaded transport routes at more than 38 billion dollars. Depending on the type of metropolitan region, antiquated systems or inadequate capacity of the transport systems cause the overloading (with 13 million inhabitants, Karachi is a megacity with no public rail system). Deficient planning of the infrastructure and the lack of financing are additional challenges. Methods of controlling demand (push or pull principle) are currently being tested in several metropolitan regions. 40% of the suspended matter in the air in metropolitan regions is due to traffic (street and air): new drive technologies are needed.
" Energy: The demand will double by 2030. Capacities must be significantly increased, the existing infrastructure renewed, and their maintenance must be improved, especially in the emerging cities. In the face of enormous air pollution and the threat of global warming, the use of renewable energy is unavoidable (North America continues to use over 70% fossil fuels, Moscow ca. 90%).
" Water and waste water: The most important water source in Shanghai, der Huangpu River, is so polluted that no life will be possible there for the next 20 years. The ground water suffers from increasing salination from ocean water. While cholera has been practically eliminated in mature cities, in developing countries some 2 million children annually die from diarrhea-related illnesses. Every dollar or euro invested in this sector returns eight times its value through increased productivity and cost savings. London loses some 1/3 of its water due to pipelines that in part date back to Victorian times.
" Health system: The challenge of mature cities is its aging population. Between 1990 and 2004 the health expenses of all OECD nations grew faster than their overall GNP. Concepts such as the smart home will contribute to a significant improvement in the efficiency of health care delivery. In developing nations the situation is more dramatic: they bear ca. 90% of global disease, but only 12% of the world s expenditures for health. Mumbai, e.g., can provide health care to only ca. 20% of its population.
" Safety and security: Terrorism and organized crime cooperate worldwide. Between 1990 and 2005, e.g., money laundering grew faster than world trade. Risk Based Policing has demonstrated sustainable success (Compstat in New York, intelligence-led policing in Europa and Asia). Technical infrastructure is the basis of such systems (crime mapping, CCTV systems). Another urgent problem is natural catastrophes: Governments that need to invest less money in combatting criminality and terrorism can invest funds in early warning systems (e.g., for floods, earthquakes).

These challenges can be met with a range of technical means (e.g., sensorics, communications, energy engineering) that are embedded in smart solutions. The technical and social intelligence of the residents of these metropolitan regions are the pillars on which to build a viable world from social flash points: a smart city.
Scientific Director, Institute Mihailo Pupin d.o.o., Belgrade Abstract
Developing and sustaining digital cities depends on two crucial components -  Web of things , new sensor-based networked sources of data to inform us of city entities and their activities and intelligent software that leverages that information to make the cities more efficient. These networked sources of data in digital cities are structured along several dimensions - citizens, businesses, transport, communications, water, energy, city services, security, tourism/heritage, governance, and other systems. Citizens and businesses rely on infrastructure systems and utilities for their activities and well-being. Improvements in transportation, communications and utility systems can have dramatic impact on the daily activities of citizens and businesses. In order to achieve these improvements, i.e. to make a city  digital or  smart , two general requirements have to be met, as well as the plethora of the specific ones tailored for each above-mentioned dimension (communication, transport, utilities& ).

The two general requirements are: Instrumentation and Intelligence. Instrumentation enables cities to gather high-quality data in a real-time fashion. The pervasiveness and low cost of existing devices and sensors, like RFID tags, CCTV cameras, GPS systems, sensor networks, gas, electricity and water meters, offer the ability to measure, sense and understand the exact condition of virtually anything. These sensors and devices can now be embedded across key city systems as the first step in addressing and solving many of the challenges which cities face. These interconnections enable communication and coordination among objects, people and systems across the city framework, opening up new ways to gather and share information. Another general requirement is the need for the intelligent software i.e. for the decision support systems that enable cities to generate predictive insights for informed decision making and corresponding action. The incomplete list of the requirement tailored for the specific dimensions of the digital cities are:

" Citizens/people - Introduce intelligent web services for citizens, information portals, e-government services (tax administration, election support, direct feedback, etc.), e-learning, etc.
" Businesses - Introduce intelligent ICT solutions to lower the administrative burden, barriers to trade, adopt e-commerce solutions, virtual companies solutions, work from home, adopting SaaS model, cloud computing, data security standards, linked data web, etc.
" Public safety - Introduce real-time control and supervision function, situation assessment and decision support, based on the intelligence derived sensors, CCTVs, crime data bases in order to increase public safety and reduce crime
" Energy - Introduce smart metering and other  smart grid principles and technologies; Smart grids use sensors, smart meters, digital controls and analytic tools to automatically monitor and control energy flow, allowing consumers to manage energy usage right down to the individual networked appliance. Using information about their consumption in combination with automated energy management tools, consumers can proactively manage their energy use and choose sources of power. Smart grids can also enable energy companies to instantly detect a power outage, pinpoint the exact location and cause, re-route power and inform consumers about when power will be restored.
" Water - Introduce -real-time water system monitoring that can track and report on infrastructure conditions from filtration equipment, water pumps and valves to collection pipes, water storage basins and laboratory equipment. The increased awareness on water consumption leads to changes in attitudes, behaviors, and habits that enhance sustainability.
" Transportation - Use the ITS (Intelligent Transportation Systems), smart traffic technologies, route planning algorithms, dynamic signaling, real-time road monitoring and route recommendations. Statistical models with time-dependent data feeds to predict traffic flows can be used to adjust and optimize congestion pricing.
" Healthcare - Introduce smarter healthcare delivery mechanisms, making use of electronic patient records and streamlined processes, providing more patient-centric services tailored to individual needs and improving access to healthcare services.
The digital cities make use of the holistic approach, i.e. they capitalize on the coordination and synergy between the above subsystems to make the overall  digital city system efficient and sustainable.
Managing Director, Salzburg Research Forschungsgesellschaft m.b.H., Salzburg Chair
Marketing and Communications, Department Safety and Security, AIT Austrian Institute of Technology GmbH, Vienna Coordination

MA Ph.D. Esteve ALMIRALL

Associate Professor, Department of Information Systems Management, Business School, ESADE Ramon Llull University, Barcelona

 Education:
2008 Master of Science in Artificial Intelligence - Universitat Politècnica de Catalunya
2008 Master of Science in Management Sciences  Esade Ramon Llull University
2009 Ph.D Management Sciences  Esade Ramon Llull University
 Previous:
2010 GCPCL Diploma - Harvard Business School
1989-2002 Chief Technical Officer, Chief Information Officer & Marketing Director, Caja de Arquitectos
 Current:
2004-2009 Associate Professor, Universitat Politécnica de Catalunya
2006 Council member, ENoLL - European Network of Living Labs
2009 Associate Professor, ESADE Business School
2009 Associate Professor, UPF - Universitat Pompeu Fabra

Dipl.-Ing. Gerhard GREINER

Managing Director, Infonova GmbH, Graz

1977-1983 Studium der Technischen Mathematik/Informations- und Datenverarbeitung, Technische Universität Graz
1982-1992 Studien- bzw. Univ.-Assistent am Institut für Informationsverarbeitung und Computergestützte neue Medien, Technische Universität Graz
1992-1998 Institut für multimediale Informationssysteme, Joanneum Research Graz
seit 1998 Leitung Marketing & Sales, lfd Infonova GmbH
seit 2004 Geschäftsführer, lfd Infonova GmbH
seit 2010 Partner, BearingPoint Consulting

Mag. Christian KERN

Chancellor, Republic of Austria, Vienna

 Christian Kern was sworn in as Austria's Federal Chancellor on 17th May 2016. After working as a journalist and in the Austrian Parliament and Federal Chancellery, Mr. Kern launched a career in the energy sector in 1997. At Verbund AG, Austria's largest energy utility, he was appointed to the group's management board in 2007. He then switched to the Austrian Federal Railways Group, where he served as Chairman of the Management Board from 2010 onward. In this capacity, he also became Chairman of the Brussels-based Community of European Railways (CER) in 2014. Under Mr. Kern's leadership, the Austrian Federal Railways investigated the railway operator's role during the Nazi era in a project entitled "Suppressed Years". Mr. Kern was born in Vienna on 4th January 1966, and he graduated from an academic secondary school in Vienna's 11th district (Simmering). He then went on to study sociology, political science and communications at the University of Vienna.

Dipl.-Ing. Gernot LEITNER

Chief Executive Officer, Masterconcept Consulting Ltd., Salzburg

1986-1999 Architect, Technical University Vienna
2002-2007 Managing Director Salzburg Olympic Bids 2010 and 2014
2007-2009 Advisor to the CEO of Tokyo 2016 Olympic Summer Bid
2009 Chairman of the Test Evaluation Committee for the Olympic Summer Games Tokyo 2016
since 2008 Contractor to Sochi 2014 Organizing Committee
since 2010 Advisor to the Russian Federation on North Caucasus Resorts development
since 2011 Board Member of 'OSJC North Caucasus Resorts', RUS (state corporation)

Dipl.-Ing. Helmut LUDWAR

Chief Technologist and Business Development Executive Mobile, IBM Austria, Vienna

 Zuständig für Forschungs- & Entwicklungsprojekte sowie Kundeninnovationen. Er studierte industrielle Elektronik und Regelungstechnik und hat über 20 Jahre Erfahrung in unterschiedlichen IT-Bereichen von Projektgeschäften, IT-Architektur, Vertrieb bis hin zu Business Development und Innovations-Management. Schwerpunkte seiner Tätigkeit waren unter anderem die Mitentwicklung des IBM Information Frameworks in Forschungszentren in der USA, Schweiz und Irland; Planung und Umsetzung von IT-Architekturen zur Systemerneuerung und die Erschließung von neuen Geschäftsfeldern mit Telematik-Lösungen.

Ing. Mag. Helmut MIKSITS

Member of the Board of Management, Wiener Stadtwerke Holding AG, Vienna

1985-1990 Studium der Betriebswirtschaftslehre an der Wirtschaftsuniversität Wien
1967 Eintritt bei den Wiener Stadtwerken - Gaswerke
1967-1990 Technischer Referent, danach Stellvertreter des Abteilungsleiters der Abteilung für Gaszählerwesen, Zentrallager und Werkstätte
1990-1992 Leiter, Referat Marketing und Werbung
1992-1995 Leiter, Hauptabteilung Gasvertrieb
1995-1999 Vizedirektor, Wiener Stadtwerke  WIENGAS
1999-2002 Geschäftsführer, Wien Energie Gasnetz GmbH
2002-2007 Vorsitzender der Geschäftsführung, Wien Energie Gasnetz GmbH
2001-2007 Geschäftsführer, Wien Energie GmbH
seit 2007 Vorstandsdirektor, Bereich Energie, Wiener Stadtwerke Holding AG

Dipl.-Ing. Gerald SCHATZ

LCM - Managing Director, Linz Center of Mechatronics GmbH and ACCM - Austrian Center of Competence in Mechatronics GmbH, Linz

 Studium Elektrotechnik an der Technischen Universität Graz
 Projektmanagement im internationalen Anlagenbau, mehrjährige Aufenthalte in verschiedenen Ländern in Asien und in Europa
seit 2001 Aufbau der LCM GmbH zu einem profitablen Forschungsunternehmen mit ca. 75 Mitarbeitern
  Im Kompetenzzentrum für Mechatronik arbeiten ca. 110 Forscherinnen an gemeinsamen Projekten
seit 2008 Gründung der ACCM GmbH, einem K2 Zentrum als gemeinsames Tochterunternehmen von Johannes Kepler Universität Linz, LCM und vatron GmbH

Ph.D. Sanja VRANES

Scientific Director, Institute Mihailo Pupin d.o.o., Belgrade

1985-1988 Research Associate at the Mihajlo Pupin Institute
1988-1993 Project Manager and Principal Investigator in the Expert Systems Group of The Mihajlo Pupin Institute, Belgrade
1993-1994 Postdoctoral Research Fellow at the University of Bristol, England
1994-1996 Head of Expert Systems Division, The Mihailo Pupin Institute
  Adjunct Professor of Computer Science at the University of Belgrade and
  United Nations Expert and the Scientific Advisor at the ICS-UNIDO, Trieste, Italy
1996-2002 Jointly appointed as a Deputy Director at the IMP-Computer Systems Ltd. and
  Adjunct Professor of Computer Science at the University of Belgrade and
  United Nations Expert for Information Technologies and EU Expert Evaluator
since 2002 Jointly appointed as a Scientific Director of the Mihailo Pupin Institute and

Dr. Siegfried REICH

Managing Director, Salzburg Research Forschungsgesellschaft m.b.H., Salzburg

1987-1992 Studium der Wirtschafts- und Verwaltungsinformatik, Universität Linz
1992-1995 Doktoratsstudium Universität Wien
1995-1999 Researcher and Lecturer am Dept. of Electronics & Computer Science, University of Southampton, U.K.
seit 2000 Mitarbeiter, Bereichsleiter und Geschäftsführer der Salzburg Research Forschungsgesellschaft mbH

Technologiegespräche

Timetable einblenden

25.08.2011

10:00 - 12:30Technologiebrunch gegeben von Tiroler ZukunftsstiftungSocial
13:00 - 13:10BegrüßungPlenary
13:10 - 13:30Eröffnung der Alpbacher Technologiegespräche 2011Plenary
13:30 - 14:15EröffnungsreferatePlenary
14:15 - 15:40Neue Wege der InnovationPlenary
16:00 - 16:50Das Krebsgenom: Herausforderung und PotenzialPlenary
16:50 - 17:45CybercrimePlenary
20:00 - 21:30Die Stadt der Zukunft - Demographie und NachhaltigkeitPlenary
21:30 - 23:30Abendempfang gegeben von Forschung AustriaSocial
21:30 - 23:30Karrierelounge - Abendveranstaltung mit Buffet für StudentInnen, JungwissenschaftlerInnen und BerufseinsteigerInnen, gegeben von den Veranstaltern der Alpbacher TechnologiegesprächeSocial

26.08.2011

09:00 - 15:30Arbeitskreis 01: Die Zukunft der High-Tech Produktion in EuropaBreakout
09:00 - 15:30Arbeitskreis 02: Die Zukunft der urbanen MobilitätBreakout
09:00 - 15:30Arbeitskreis 03: Pre-Commercial Procurement (PCP) - Ein Instrument zur (Be-)Schaffung von InnovationBreakout
09:00 - 15:30Arbeitskreis 04: Die Effizienz von FTI-InvestitionenBreakout
09:00 - 15:30Arbeitskreis 05: Urban Europe, Urban Technologies - die Stadt im 21. JahrhundertBreakout
09:00 - 15:30Arbeitskreis 06: Lebensmittelsicherheit und VerteilungsgerechtigkeitBreakout
09:00 - 15:30Arbeitskreis 07: Forschungsförderung und danach Finanzierungsengpass?Breakout
09:00 - 15:30Arbeitskreis 08: Forschen im Klassenzimmer: Neues Lernen in den NaturwissenschaftenBreakout
09:00 - 15:30Arbeitskreis 09: Einfach - funktionell - trendig? Technologische Lösungen für Alt und JungBreakout
09:00 - 15:30Arbeitskreis 10: IKT - die Gegenwart hinterfragen, die Zukunft gestaltenBreakout
09:00 - 15:30Arbeitskreis 11: Die digitale Stadt von morgenBreakout
09:00 - 15:30Arbeitskreis 12: Design Thinking und Open Innovation - der Kunde ist KönigBreakout
09:00 - 18:00Junior Alpbach - Wissenschaft und Technologie für junge MenschenBreakout
09:00 - 15:00Ö1 Kinderuni Alpbach - Wissenschaft und Technologie für KinderBreakout
09:45 - 15:00Sonderveranstaltung: Internationalisierung neu? Europäische Strategien für die Globalisierung von Forschung und InnovationBreakout
16:00 - 17:45Naturwissenschaftliche Bildung für künftige GenerationenPlenary
18:15 - 19:30"Frontier technologies" - ein Tor zur Zukunft in Kooperation mit dem European Research CouncilPlenary

27.08.2011

09:30 - 11:00Internationales Jahr der ChemiePlenary
11:20 - 12:10Die Zukunft des InternetPlenary
12:10 - 13:05Physik der SuperheldenPlenary
13:05 - 13:15Abschluss-StatementPlenary
13:15 - 14:00Imbiss zum Abschluss der VeranstaltungSocial