The digital era is no longer on the horizon – it is at our doorstep. The vast majority of business are accelerating their own personal digital transformation journey…taking the steps necessary to stay competitive in an ever-changing landscape. Otherwise, they run the risk of falling behind.Dell Technologies sees a huge opportunity to drive advancement in the space of distributed and edge computing within the emerging connected- and self-driving vehicles segment. Which is why we’re excited to announce Dell Technologies has joined the Automotive Edge Computing Consortium (AECC) in support of its mission to evolve network architectures and computing infrastructures to make managing automotive big data smarter and more efficient.Our partnership with AECC is incredibly timely. Traditional hardware and software infrastructures are becoming overwhelmed with massive data volumes. Current cloud environments, storage and compute are also being challenged to support real-world deployment of connected vehicles. By 2025, connected vehicles will generate $150 billion in annual revenue, grow to 100 million vehicles globally, and as a result transmit over 100 petabytes of data to the cloud per month for currently designed network capabilities and business models. By 2025, future automotive services will require 10 exabytes per month, approximately 10,000 times larger than the present volume.We’re talking about a staggering amount of data that will require unprecedented storage capacity, compute power, next-gen mobile connectivity and intelligence – all of which will need to work together seamlessly in a hyper-extended edge to core to cloud IT infrastructure at-scale to support what is expected to be billions of connected vehicles globally.What’s to comeIn 5-10 years connected cars will need to be equipped with very fast internet access, artificial intelligence and utilize big data analytics for intelligent driving. Vehicles will be required to connect to both dedicated data center clouds and various public clouds through edge compute and networks to facilitate the transfer of large amounts of data in real time. It is evident that managing this data will require radically increased automation capabilities and data center operation improvements, all to support the seamless and safe transfer of big data and communications between vehicles and the cloud. Cars will also be more software-defined and require regular software updates over the air down to the car instead of drivers going to dealers for repairs or new services added. This will require significant OTA management, monitoring and security.A new generation of AI-enabled data centers will emerge, equipped with new hardware and software architectures where persistent memory and compute acceleration will enable large-scale, real-time analytics and machine intelligence, and compute and storage at the edge will be optimized to work seamlessly as an extension of the overall IT system. Standards will play an important role and open architectures will be critical.We will see acceleration and AI in the car become more mainstream to meet the complexity of connected car workloads. But carefully designed and efficient compute and storage in the car will be critical to maximize power usage for driving distance, not IT overhead. Data structures will be simplified with a semantically rich data management framework, and active archiving. In this new world code and data, software updates and high-resolution maps will require a new approach, one that will leverage cloud-native, microservices, dynamic policy allocation and formal methods for software assurance and security. After all, we will see autonomous vehicles becoming a new breed of mobile computing platform.As part of the AECC, our collective call to action is to ensure that new technologies and standards will meet the future needs of the connected car value chain, which is expanding beyond luxury models and premium brands, to high-volume, mid-market models that will be adopted by the masses.Dell Technologies is joining some of the most respected and accomplished leaders across IT, telco, cloud and automotive industries. Ray O’Farrell (VMware CTO and general manager for Dell Technologies’ IoT division) and I will serve on the board of the AECC, leveraging Dell Technologies’ strength in IoT solutions and industry leadership to help further advance the edge ecosystem.Dell Technologies and the AECC will focus efforts on developing use cases and requirements for connected services for emerging devices, with a focus on automobiles, while also preparing architectures for next-gen mobile networks and cloud that are suitable for automotive-oriented use cases. We have the unique opportunity before us to define our future systems to support such massive data volumes. It takes industry partnership to work together to ensure that our challenges are addressed, and innovative infrastructure systems are delivered to enable the future.
Co-authored by Joyce Mullen president, Global Channel, OEM & IoT, Dell EMC and Jay Snyder, senior vice president, Global Alliances, Dell EMCThe Dell EMC President’s Circle recognizes top partners who have delivered exceptional results over the course of a year. As we announced at Global Partner Summit 2017, our winners are rewarded with an extravagant grand prize trip for two to the luxurious Gleneagles® Hotel in Scotland.Prestigious Scottish five star hotel and golf resort of Gleneagles, Perthshire, ScotlandSpanning our entire partner ecosystem—Solution Providers, Distributors, OEM and Global Alliances—we have tracked various financial metrics over the course of the year … And the results ARE IN!Please join us in congratulating the following partners:Solution Provider and DistributorAhead LLC (USA)Atea A/S (Denmark)Axians (France)CDI (USA)CDW (USA)Computacenter EMEA (Pan EMEA)Comtek (Russia)Data Blue (USA)Data Solution (Korea)Data#3 (Australia & New Zealand)Hilal Computers (Middle East)Ingram Micro (USA)Insight (USA)Itochu Techno-Solutions Corporation (Japan)ITPunkt (Central & Eastern Europe)LTA RH Informatica (Brazil)Maticmind S.p.A (Italy)NCS Pte Ltd (Singapore)Presidio (USA)RoundTower Technologies (USA)Sapta Tunas Teknologi (Indonesia)SHI International (USA)Systech Sistemas E Tecnologica (Brazil)Team Computers (India)Tech Data (USA)Trustnet Mexico (Mexico)Unitech-Rio Comercia E Servicios (Brazil)Worldwide Technology (United Kingdom)Worldwide Technology (USA)Zones (USA)OEMArrow Intelligent Systems (Americas)M2M (EMEA)AlliancesGlobal Partner of the Year HCL Technologies (India)Americas Partner of the Year IBM (USA)EMEA Partner of the Year Vodafone (United Kingdom)APJ Partner of the Year Dimension Data (South Africa)SI Partner of the Year TCS (TATA)SO Partner of the Year DXCCSP/Telco Partner of the Year SwisscomIndustries Partner of the Year Schlumberger SISWe want to personally thank these partners for their extraordinary efforts and commitment to the Dell EMC Partner Program over the past year. Thanks to our tight partnership, you continue to delight our customers as they continue on their digital transformation journey. With you by our side, we are unstoppable. We have so many top notch partners that were in the running during this extremely tight race, and even more that will be formidable forces in future contests. To all of you, we say thank you.If your name isn’t on this list, don’t fret … You have another opportunity to claim the top spot next year. Stay tuned for those details, and make sure to register for our upcoming Global Partner Summit, April 30 – May 3 in Vegas, where we will unveil the next President’s Circle destination.We can’t wait to celebrate all of the winners in Scotland this June. It’s sure to be a trip of a lifetime!Again, congratulations!
That should be an obvious statement.It should. But not everyone recognizes how fundamental people are to a technology company. In fact, at Dell, our stated purpose is to create technologies that drive human progress. This purpose has been consistent for many years, and it’s centered around people, all people. Not only the customers we seek to serve, but also our employees, suppliers and individuals who work in our supply chain. Through our reach, technology and global workforce, we’re dedicated to creating a positive and lasting impact on humankind and the planet. It’s not just something we say – it’s something we do. And I’m proud of what Dell has accomplished in its supply chain, including in the two years since I joined the company.Our FY19 annual Corporate Social Responsibility report shows Dell Technologies will complete or exceed more than 75% of our 2020 Legacy of Good goals ahead of schedule. And we’re not done. Recently we announced our 2030 social impact plan, Progress Made Real. This new plan is the foundation for how we’ll begin tackling the greatest challenges facing businesses and the world over the next decade. Our commitment to driving human progress, our transparency about how we’ll do it, and our passion for making it real, are reasons I chose to build a career at Dell.Respect and transparency – prove it … For Dell’s Supply Chain, it’s important we live and drive our purpose into our supply base. We’re proud of the work we’re doing to support our supplier communities and promote respect and equal rights for all. So proud, in fact, we publish an annual supply chain report highlighting our work to ensure a responsible supply chain. This includes programs focused on understanding and mitigating risk and efforts to continuously improve our supply chain’s performance. We work in a way that promotes collective intelligence and encourages collaborative efforts. We work together with peers, industry groups and non-governmental organizations (NGOs) to find better ways to identify and mitigate new and existing risks. Our philosophy is to listen, learn, train and partner with workers and suppliers to bring forth the best ideas.Got it. But what can a single company do?We can help drive the industry; by their nature, technology supply chains – even amongst competitors – are highly intertwined. What happens in the Dell supply chain can have ripple effects throughout the industry. We’re a founding and full member of the Responsible Business Alliance (RBA), a nonprofit coalition of leading companies dedicated to improving social, environmental and ethical conditions in their global supply chains. Through the RBA, we continually evolve collective standards for the whole sector to work towards and use audits to verify the lived experience of our workers. The RBA ensures the worker voice and feedback are at the heart of the audit process.Dell upholds and implements the RBA Code of Conduct for our own operations. We expect our suppliers to abide by the Code with the same approach adopted with their own suppliers. The RBA Code establishes standards for safe and responsible working conditions alongside environmentally sustainable operations in which workers are treated with respect and dignity. Dell’s own manufacturing facilities, as well as those of our key suppliers, are audited for conformance to the RBA requirements in ethics, labor, environment, health and safety, and management systems.Dell expects our suppliers to uphold the rights of workers in our supply chain by following both the RBA Code of Conduct and our Vulnerable Worker Policy, which applies to all workers including temporary, migrant, student contract and direct employees. These are designed to protect workers and ban behaviors that represent a risk of human trafficking or child labor at any stage of our supply chain. In addition to these policies, we train factory managers on how to identify human trafficking and forced labor risk signals.Though the RBA audit is robust and comprehensive, any single audit includes risk of missing individual issues. It’s important we supplement the RBA’s audit with other engagement vehicles, ensuring anyone within our supply chain has multiple opportunities to share information, and not only in an interview with auditors.How do you do that? We provide additional engagement vehicles, so workers feel safe and able to provide honest feedback. Workers can access our grievance mechanisms at any time. In China, our contracted auditors even provide communication cards that include Dell’s helpline information for use by workers interviewed during audits of factories in our first and sub-tiers. We understand some workers may not be comfortable discussing certain issues at the factory. Alternatively, they might remember relevant facts after an interview, or are unsure their truthful cooperation with auditors will be viewed favorably by management. In any situation, they can use this helpline to reach us directly.Fundamentally, we promote a non-retaliation environment, where anyone can feel secure in providing feedback. This is reinforced through the combination of communication cards distributed by auditors to workers at the given facility, alongside the helpline which can be accessed from either inside or outside the factory. We also reinforce this non-retaliation principle directly with supplier management. These vehicles help create an engagement path, whether or not that engagement occurs at the facility.We stress the importance of the workers’ voice and make it easy to reach us so we can act when there is an issue to be addressed. For instance, through one of our engagement vehicles, we recently discovered incidences of a supplier falsifying data on working hours completed. By contrasting information provided by a worker to the data collected in an audit report, we were able to investigate a serious non-compliance. As a result, we implemented a corrective action plan that included additional internal controls with enhanced management oversight and operational planning processes. Offering off-site feedback channels to workers allows us to gain more information on working conditions and engage workers to address their concerns.What else is on the horizon?We want to use our direct experience with a robust, responsible program to drive success and capability deeper in our supply chain. Currently, we’re piloting a model with two of our larger supplier partners to assess and increase the efficiency of their own supplier audit organizations. We’ll leverage process improvement best practices developed from this engagement to share with other suppliers. Our model includes training and consultation, as well as shadow audits and management system reviews. Examples listed below:Develop baseline of competencies/skills through surveys to target efforts and bridge gapsReinforce skills for Social Environmental Responsibility (SER) focus areas (capability-building training in both 2018 and 2019; reaching auditors who perform multiple functions and have not yet received specific SER training)Provide auditor training and interview techniques for worker engagement and soft skills development to help less experienced auditors develop competences for raising more complicated topics, such as recruitment feesEstablish appropriate risk assessment processes and ensure the cascade into other stages of the supply chain to enable targeting of high-risk areasTrain-the-trainer for sub-tier suppliers and create a training structure and tracking mechanismImplement a governance system, including executive sponsorship, and robust tracking of key performance indicatorsThat’s a lot…anything else?Quarterly business reviews (QBR) with suppliers are critical to our supplier management program. These reviews include scorecards, reward performance and drive continuous improvement. Key executives attend QBRs and help determine future business awards, supplier resources, and policy, as well as progress, towards aligned goals. Examples of sustainability performance in the scorecard include:RBA audit score – points for higher scores and timely completion of corrective action plansConflict Minerals – score for timely and complete submission of the Conflict Minerals Reporting Template and driving out high-risk smeltersForced Labor – monitor and flag inappropriate recruiting behaviors, including charging workers for health fees, resulting in reduction of points, high-level escalations, and potentially negative business award decisions when risks of forced labor are discovered and not remediatedThis is great work – how do you keep it going?In addition to QBRs, we rely on peer support and recognition. In 2018, we awarded a supplier for “Commitment on Continuous Improvement in Working Hours in 2017” in front of a room of their supplier peers. The session shared lessons from our worker training and included a panel on “How to improve worker well-being.” New supplier orientations are hosted every quarter and include training on the full RBA code, our vulnerable worker policy, webinars, and best practice networking events. We’re committed to promptly investigating concerns raised through audits, media/NGO reports, or through discussions with our procurement and supplier quality teams; and acting to address as appropriate.Workers have their specific reach within a site, making them an important partner for long term success. We’re working with our suppliers to communicate directly with workers in our supply chain. For instance, we help drive long-term and sustainable change by delivering training to workers through their mobile phones. All workers at these suppliers’ factories – whether direct, temporary, students, migrants, contract or any other type of line worker – are eligible and encouraged to participate in this training.In 2018, over 50,000 workers completed training courses on our expectations and policies related to forced labor, health, and safety. In a follow-up survey, 93% of workers understood our policy to prohibit the charging and payment of recruitment fees, a notable increase from the prior result of 87%. We also saw an increase in the number of workers understanding all and any overtime must be voluntary, from 88% to 93% in 2018.We’ve extended this tailored training practice to other opportunities. For instance, in 2018 we expanded our on-site service provider training into additional countries. This training focuses on worker interview techniques and clarifies management system requirements. As an example, we partnered with an NGO and peer set to bring management consulting on forced labor risks to key suppliers in Taiwan.We shared research on labor and recruitment costs from the RBA’s Responsible Labor Initiative with suppliers. This allowed for cost quote analysis of labor brokers to identify risk of costs borne by the workers. Taiwanese labor laws and some cultural norms allow recruiting fees that are against Dell’s and RBA’s code of conduct. Dell’s continued vigilance reinforces to the suppliers’ management Dell’s expectations and the importance of their adherence to the RBA code. We expect the same of their suppliers and do not permit forced labor in any tier of our supply chain.What’s the takeaway here?Transparency and collaboration enhance our ability to deliver a responsible and effective supply chain, which we view as critical to our company’s success. We need everyone working together to protect our planet, to create a more diverse and inclusive world, and to put technology to work where it can do the most good. Our industry’s programs must continue to evolve and adapt as risks emerge and shift. We’ll continue talking to workers, suppliers, NGOs and peers to understand and address these risks. Why? Because at Dell Technologies, people are our priority.I have thoughts!If you have ideas or suggestions, you can contact us at [email protected]
HOUSTON (AP) — A judge has dismissed a theft charge against a Houston area health department doctor who had been accused by prosecutors of stealing nine doses of coronavirus vaccine from a damaged vial and administering them to family and friends. Authorities had alleged that Hasan Gokal, who worked for Harris County Public Health, stole a vial of the Moderna coronavirus vaccine while working at a vaccination site at a suburban Houston park on Dec. 29. But County Court-At-Law Judge Franklin Bynum on Monday found there was no probable cause to charge Gokal with theft. Paul Doyle, an attorney for Gokal, said his client’s name was disparaged and he was fired without cause. Prosecutors did not have immediate comment on the dismissal.
ANTWERP, Belgium (AP) — An Iranian official has been convicted in Belgium of masterminding a thwarted bomb attack against an exiled Iranian opposition group in France in 2018 and sentenced to 20 years in prison. A Belgian court rejected Assadollah Assadi’s claim of diplomatic immunity. The Vienna-based diplomat refused to testify during his trial last year and he didn’t attend Thursday’s hearing at the Antwerp courthouse. Prosecutors had requested the maximum prison sentence of 20 years on charges of attempted terrorist murder and participation in the activities of a terrorist group. Three other suspects also received prison sentences.
NEW ORLEANS (AP) — Grammy-winning musician PJ Morton is the first artist in residence at a historically Black private university in New Orleans. Dillard University announced Monday that Morton will teach master classes in songwriting, music publishing, studio production and talent management during the 2021-22 academic year. A news release says students can also get internships with Morton’s team in merchandising, studio production, management and videography. And a student contest winner will get a single produced by Morton Records. The Grammy Awards website says Morton has won two Grammy Awards and has been nominated for 14 since 2012.