John Shaw is CIO and Head of Information Services, based at Mainstream’s Global Headquarters in Dublin, Ireland. John joined Mainstream in September 2008 to lead the company’s Business Technology Strategy. A Chartered Engineer (C Eng MIEI) and a registered European Professional Engineer (Eur Ing) with 20+ years experience. John holds an MBA in Technology Management and a Bachelor’s Degree in Electronics Engineer from University College Dublin. A senior member of the IEEE (SMIEEE), joined Mainstream from Pfizer where he was Director of Information Services at one of Pfizer’s largest manufacturing facilities, having previously held senior IS executive positions in Accenture and General Electric. John is an active member of technical institutes, including The International Society of Automation, The Institute of Marine Engineering, Science and Technology and The Innovation Value Institute which researches and develops unifying frameworks to create more value from Business Technology innovation.

1. Dublinked Open Innovation Event Wed 13 June 2012
Open Innovation @ Mainstream
Eur Ing JohnP. Shaw BE MBA CEng MIEI SMIEEE MISA
CIO
Mainstream Renewable Power
John.shaw@mainstreamrp.com
11.10 – 11.30 Wednesday 13 June 2012

2. Introduction
Mainstream’s business
is all about
Innovative Sustainability
Successful Innovators
are Open Disruptive Innovators with
Strong Management Processes
Sustainable Cloud
is on the way

3. Open Innovation @ Mainstream
• Mainstream’s Vision
• Mainstream’s Innovation Culture
• Mainstream’s IT Innovation
• Sustainable Cloud

4. Open Innovation @ Mainstream
• Mainstream’s Vision
• Mainstream’s Innovation Culture
• Mainstream’s IT Innovation
• Sustainable Cloud

5. Vision
Mainstream Renewable Power was founded by Dr. Eddie O‟Connor in February 2008.
“ Our vision
is of thriving economies and communities
liberated from the restrictions of fossil fuels,
using
renewable energy
as their
mainstream source of power. “
Mainstream develops, constructs and operates large-scale Wind and Solar projects.
The world is experiencing a once-off historical transition to sustainable fuels: Each one of our
195 countries must go through it.
4 fundamental issues drive this transition ;
•Climate change
•Ever-increasing Demand for Energy
•Rising Fossil Fuel Prices
•Energy Security
These 4 key drivers influence the pace of the transition to sustainability

6. Driver 1 :
Climate Change
“British adventurer and swimmer Lewis Gordon
Pugh has become the first person to swim in
the icy waters of the North Pole.”
16 July 2007
2011 : 2nd Biggest Arctic Ice Melt in Recorded History

7. Driver 2 :
Exploding Global Demand for Energy
•China is adding 100,000 MW to it‟s grid annually
•Equivalent to „ Adding Germany „ each year
•By 2030, China & India will add „ 23 Germanys „
In 2009 China surpassed US to become world’s largest Energy Consumer

8. Driver 3 :
Rising Fossil Fuel Price
General JN Mattias, USMC
March 2010
Richard Branson, Virgin
Ian Marchant, SSE
February 2010
1,600% Oil Price Rise 1997 – 2007..... Will it do it again by 2020 ?

9. Driver 4 :
Security of Supply
Europe will become dependent on large Gas
Imports, Cash Outflows without EC
intervention...
... Via a Continent-wide Grid for Natural Gas
yet no equivalent for Electricity exists yet
Source: EGL 2007
Source: Allianz 2010
European Commission has intervened to catalyse the switch to Sustainable Energy

10. Crisis, what crisis ?
A transition to Sustainable Energy permanently extracts us from the Energy Crisis

11. Mainstream’s Business Model
Sustainability as a business is what we do at Mainstream : large wind & solar.
Mainstream’s business model spans 4 key areas ;
Government Policy
Project Development Recycle
Cash
For New
Projects
Project Construction
Asset Operation & Maintenance
3 Revenue Streams = Profit Long-term Asset out-
from sale O&M contract performance fee
A sustainable pipeline of Renewable Energy Projects secured

12. Mainstream’s 14,000+ MW Projects’ Pipeline
420 MW : Scotland
1,000 MW : Germany
845 MW : Canada
6,000 MW : England
947 MW : USA
994 MW :Chile
4,086 MW : South Africa
Offices
Offshore
11 Office, 150 Employees, 8 Countries Onshore

13. The Big Picture
“...We can get 100 percent of
our energy from wind, water,
and solar (WWS) power. And
we can do it today—efficiently,
reliably, safely, sustainably, and
economically...
...The obstacles to this
transformation are primarily
social and political, not
technical or economic...”
Dr Mark Delucchi
University of California
230,000 MW Wind Power installed globally by December 2011
25 % of this in China
20 % in USA
12 % in Germany
9 % in Spain
IEEE Spectrum
Supergrid is the key technology for this transformation September 2011

14. Europe’s Energy Mix in 2050
2050 Energy Mix Where is the Wind Resource?
1,800,000 MW of installed Wind Power needed
• Based on projected 2050 energy
requirements
200,000 MW from Onshore Wind : the limit
• Europe is the most crowded Continent
Nuclear
Other Renewables 10%
10% 1,600,000 MW from Offshore Wind
Wind • Plenty of space to grow further
Solar 50% • Achievable at €3,600,000.00 per MW
30%
Investment :
• €5.8 Trillion for Offshore Wind Turbines by 2050.
• €0.6 Trillion for associated Offshore transmission
and distribution: Supergrid.
Supergrid is the key enabler for the Renewable Energy Future

15. Europe’s Supergrid in 2050
7 Innovation Trajectories are needed;
1. Bigger Wind Turbines
2. HVDC Transmission Cables
An electricity transmission
system,
3. Supernode
mainly based on HVDC 4. Next-Generation Civil Engineering
designed to 5. Bigger Construction Vessels
facilitate large scale sustainable
power generation in remote 6. Bigger Ports
areas
7. Better IT:
for transmission to
centers of consumption,
• Intelligent Market for Energy
thereby
• Risk Management & Modelling
enhancing the energy market
• Real-time Pervasive Monitoring
Dr Eddie O’Connor, Mainstream Renewable Power
Supergrid Launch
London, March 2010
An inevitable transition to sustainability with 7 Innovation Trajectories

16. Supergrid Consortium
The consortium represents companies and organisations with a
mutual interest in promoting the policy agenda for the Supergrid.
CEO Ana Aguado run the Consortium which exists to accelerate
the Supergrid via a 5 point strategy:
1. Develop Standards
2. Create Offshore Transmission Operator
3. Establish EU Regulations
4. Create Single Electricity Market
5. Establish legal basis for trading
The Consortium has 23 members

17. Innovation # 7 :
Better IT
Power Distribution Management
Hi-Speed Wireless Communication
Supernode Power Controls
Wind Turbine Control Systems
Monitoring & Controlling Risk
Surveying & Modelling the Sea
Reduce Project Risk & create the Intelligent Market

18. Open Innovation @ Mainstream
• Mainstream’s Vision
• Mainstream’s Innovation Culture
• Mainstream’s IT Innovation
• Sustainable Cloud

19. Innovation ?
Innovation is the creation of better products, processes, services
or ideas that are readily available to society.
Innovation differs from Invention in that innovation refers to the
use of better and novel ideas or methods whereas invention
refers to the creation of the idea or method itself.
Innovation differs from improvement in that innovation refers to
the notion of doing something different rather than doing the
same thing better.
Source:
Innovation drives our civilisation Wikipedia

20. Open Innovation ?
Open innovation is a paradigm that assumes
Organisations can use external and internal ideas, and internal and
external paths to market,
as the organisations look to advance their technology
Open Innovation is Innovating with partners by
sharing risk and reward
Prof Henry Chesbrough
Center for Open Innovation
University of California, Berkeley
Open Innovation = a Virtuous Helix of Public + Private + Academic

21. Disruptive Innovation ?
A disruptive innovation helps
Create a new market and
eventually disrupts an existing market,
displacing an earlier technology
Source:
Disruptive Innovation is challenging and exhilarating Wikipedia

22. What are the Ingredients for success ?
Open Disruptive Innovation fails the Cross the Chasm without 3 key ingredients

23. Ingredient #1 : The Virtuous Helix
EC Innovation Index 2011:
http://ec.europa.eu/enterprise/policies/innovation/facts-figures-analysis/innovation-scoreboard/index_en.htm
“ All of the innovation leaders have higher than average scores in
Public-private co-publications per million populations,
which suggests good linkages between the science base and enterprises. “
Source: Innovation Union Scorecard 2011
Finland is consistently in the “ Innovator Leaders “ since the mid-1990s

24. Ingredient #1 : The Virtuous Helix
What’s so special about Finland?
A focus on Science….. .…. An Integrated, Free Education System from Birth to PhD
Finland is no accidental success

25. Ingredient #2 : The Right People on the Bus
Open Innovators are different.... .... And can be Identified in Aptitude tests
THE INNOVATOR’s DNA : HBR May 2012
5 Key Traits of the Innovator
1. Associational thinking: I creatively solve challenging
problems by drawing on diverse ideas or knowledge.
2. Questioning: I often ask questions that challenge others'
fundamental assumptions.
3. Observing: I get innovative ideas by directly observing how
people interact with products and services.
4. Idea Networking: I regularly talk with a diverse set of people
(e.g., from different functions, industries, geographies) to find and
refine new business ideas.
5. Experimenting: I frequently experiment to create new ways
of doing things.
Source: HBR, Jeff Dyer, Hal Gregersen, and Clayton M. Christensen
We can all learn from the Great Innovators

26. Ingredient #2 : The Right People on the Bus
Sometimes you’ll meet an exceptionally Disruptive Innovator
The Course of History is set by the Unreasonable Man

27. Ingredient #3 : A Culture of Innovation
Bureaucracy Great
Organisations
Discipline
Hierarchy Start Up
Innovation Good to Great
(http://www.jimcollins.com/)
Great Organisations have a Structured Innovation Processes

28. Ingredient #3 : A Culture of Innovation
Culture ? Assessing Innovation Culture ( scale of 1 – 5 )
Organizational culture is
the set of values and beliefs
shared by an organization's members. Vision
Strategy
& Strategic planning
Culture is ...
Management
The way we do things around here Funding and resource allocation
Portfolio management
How can we “ see “ Culture ?
Management leadership
VISIBLE Acceptance of risk taking
People
Behavior & Collaboration
Culture
Capability development
Roles & responsibilities
Beliefs Assumptions Rewards and recognition
INVISIBLE Process, Processes
Values Tools, and
Metrics Frameworks
Measurement & communication of value
Innovation Value Institute
( http://ivi.nuim.ie )
Innovation Culture can be measured by Outcomes

29. Ingredient #3 : A Culture of Innovation
Innovative Values form the Foundation of an Innovative Culture
Mainstream VISION
To lead the global transition to sustainable energy
Mainstream MISSION
To increase our customers‟ renewable energy portfolio, safely, profitably,
efficiently and reliably by working with them to deliver their needs with
innovation, respect and entrepreneurial spirit
Mainstream VALUES
Safety : A safe environment for our people
Sustainability : A sustainable approach to everything we do
Teamwork : Working together to deliver more
Respect : Personal respect for everyone we deal with
Entrepreneurial approach : find solutions others can‟t see
Innovation : seek novel ways to deliver technology & services
Customer Service : focus on customer service excellence
Values inform our inner motivation

30. Ingredient #3 : A Culture of Innovation
Backed up with Strong Management Processes
Innovation Value Drivers Innovation Management Process
Innovation Management Discipline differentiates the Winners

31. Ingredient #3 : A Culture of Innovation
Backed up with Leadership
1. Set a vision and goals for Innovation in your group
2. Assess the current state of Innovation
3. Purposefully execute an innovation plan that builds on innovation strengths
and breaks down barriers that inhibit Innovation
4. Enact the right level of innovation training and enabling tools for your
organization
5. Effectively communicate your innovation vision and plan
6. Use performance management as a key innovation driver
7. Visibly show passion for Innovation; role model the behaviors you want to
drive; expect the same of your leaders
8. Measure progress to goals
9. Reward and recognize innovation results
10. Repeat these 10 steps
Innovation Value Institute
( http://ivi.nuim.ie )
Leadership always differentiates the Winners

32. Ingredient #3 : A Culture of Innovation
Thought Leaders on Open Disruptive Innovation?
6 Inspirational Books on Open Disruptive Innovation

33. Open Innovation @ Mainstream
• Mainstream’s Vision
• Mainstream’s Innovation Culture
• Mainstream’s IT Innovation
• Sustainable Cloud

34. Remember this guy ?
Imaging the future in 1959 wasn’t easy, it is still difficult.....

35. What is IT Innovation ?
Invention
Combining existing technologies in new architectures
Increasingly Immediate: NOW!
Improvements
Increasingly Creative: WOW!
Incrementally improving service levels
Unique creation
Introducing new products and systems
Value creation
Deploying and realizing value from new IT
technologies services
Novel implementation
Supporting new business models through IT
Problem solving
Delivering efficient solutions to business needs
Innovation Value Institute
( http://ivi.nuim.ie )
IT Innovation = a tension between the WOW and the NOW

36. Mainstream’s Business Context
A company operating exclusively in the Renewable Energy Sector
A New company, established in early 2008
A company operating Globally, 11 offices in 8 countries
A company growing fast, a Big Company by 2014
Secure, Accessible IT Services are key to the success of Mainstream
A Secure, Sustainable IT Strategy delivered via a Structured Process

37. 1. Innovative IT Vision : Focus on Business Value
Business Need Integrated Business Systems Value
Document
Management
Collaboration &
Fast Replication
Deal
Making
Asset Finance &
Management HR
Efficient Work Flow
Geospatial Project
Cash generation &
Information Management
Management
Customer A Single Version of
Predictive
Relationship the Truth
Performance
Management
Project
Execution
Faster Decision-
Business
Making
Intelligence
Increase Personal
& Team
Productivity
Key Innovation: 8 Integrated Business Systems to deliver Value

38. 2. Innovative IT Execution : Focus on Delivery
SCHEMATIC PARTNERS
Primary Datacenter : Eircom CityWest DR Datacenter : Eircom Clonshaugh
• Microsoft : Software
• Eircom-Orange : Communications
• HP -DSS : Hardware
STANDARDS
• Microsoft : 32 Products
• HP : Client & Infrastructure h/w
4 ‘small’ Offices:
London,
• Cisco : Data Communications
Glasgow, • Intel : Infrastructure Architecture
Berlin,
Capetown
Dublin, Ireland Office PRINCIPLES
• Align with SERA
• Understand what you Outsource
• Build for global growth
• Build for 24 x 7 availability
• Build for Security : ISO27001
• Single User Signon
Santiago, Chile Office • Standardise components
Toronto, Canada Office
• Configure not customise
Chicago, USA Office • Partner with 4 Strategic IT vendors
• Service Level Agreements
Key Innovation : A Private Cloud built for High Availability & Security

39. 3. Innovative IT Controls: Focus on Service
The Governance Model delivers Business Value via;
1. Business Technology Council ; Business led
2. Tollgate Program Management ; clear steps, clear outcomes
3. Focusing on Business Benefits
4. Prioritising Projects around Business Needs : Growth, Cost Reduction
5. Tracking all projects consistently: Progress, benefits, costs
Business Technology Council Tollgate Program Management
This Council meets monthly to agree where All Business Technology Projects are managed using a 6 Phase 5 Tollgate Model
investment is needed in Business Technology. designed to trap issues early and improve the quality of the delivered Solution :
This is aligned with a Business Technology
Projects forum which tracks projects progress
and escalates issues for decision 1. 2. 3. 4. 6.
5.
Initiate Plan & Build & Go-Live Benefits
Operate
Design Test Verification Harvest
Business Technology Council
Onshore Offshore
Finance
Development Development Tollgate 1 Tollgate 2 Tollgate 3 Tollgate 4 Tollgate 5
Technical
IS SHEQ
Services
Projects Progress is tracked and communicated weekly to all stakeholders.
Monthly
Business Technology Projects Forum New Projects are force-ranked against a set of business criteria;
Project System
IS PMO
Managers Owner 1. Project Payback
2. Support Business Growth
Weekly 3. Innovation
A Plan of Record is maintained, high-lighting the 4. Reduce Business Risk
strategic plan behind all projects.
Key Innovation : Tollgates to fast-track progress

40. IT Innovation 2008 - 2011
Private Cloud Minimises Energy
Combining existing technologies in new architectures
Increasingly Immediate: NOW!
Strategic IT Partnerships Deliver Value
Increasingly Creative: WOW!
Incrementally improving service levels
Electronic Workflow reduces Paper
Introducing new products and systems
Video Conferencing Reduces Travel
Deploying and realizing value from new IT
technologies services
Managed Print Reduces Ink
Supporting new business models through IT
PCs are Energy Efficient
Delivering efficient solutions to business needs
IT Innovation enables Sustainable Business Activities

41. IT Innovation 2012 - 2015
4 key IT Innovations delivered by 2015 :
An Integrated Sea Information System ( ISIS ) reduces project risk
Wind Turbine Control Systems are highly available
The Supergrid avails of advanced Digitisation
Sustainable Energy powers Cloud Datacenters
IT Innovation to accelerate Sustainable Renewable Energy

42. Open Innovation @ Mainstream
• Mainstream’s Vision
• Mainstream’s Innovation Culture
• Mainstream’s IT Innovation
• Sustainable Cloud

43. What if we miss the Next Big Thing ?
We need to understand the 4 Mega IT Trends of 2030.....

44. Mega-Trend #1 : Democratised IT for 5 Billion users
In a world of 15 Billion microprocessors

45. Mega-Trend # 2 : Energy Dominates the IT Debate
Energy Costs have risen for ICT Organisations;
$ 7.00 the annual recurring energy cost for every $1,000.00 invested in Datacenter kit, in 2000.
$ 1,000.00 the annual recurring energy cost for every $1,000.00 invested in Datacenter kit, in 2010.
Source:
Bathwick Group
Energy Drivers:
• In 2000 ICT organisations didn’t talk about Energy: by 2010 Energy was firmly on the Agenda
• This change was driven by reduced cost for Hardware, increased price in energy
• What are the 3 attributes of an effective Energy Strategy for an ICT Organisation?
– Guaranteed Secure Energy Supply
– Guaranteed Fixed-Price Energy Supply
– Guaranteed Green Energy Supply
SustainabilityCompany Proprietary & Confidential Information
Challenge meets Cloud Challenge

46. Mega-Trend # 3 : The Internet of Everything
The Future is already here, only it is not evenly distributed William Gibson

47. Mega-Trend # 4 : Cloud Computing is Everywhere
An Exploding demand for Data:
An increasingly Digitised world via Pervasive Monitoring
Highly Democratised IT drives demand for data
The Oil Crunch will influence IT Strategy, Cloud Strategy
A Digitised Renewable Sector :
New Renewable Energy Infrastructure is highly-data Intensive
Digitised decision-making drives demand for more data
What this means for any enterprise:
The IT experience at work must match or exceed that at home
Inevitable Public Cloud via New, Big, Sustainable Datacenters
The Cloud will host civilisation’s exponential growth in data demand

48. Gartner’s 10 year view : Cloud Hype-Cycle
Software as a Service is Maturing

49. Sustainable Cloud ?
Cloud computing is the delivery of Sustainability is the capacity to endure. For
Computing as a service rather than a humans, sustainability is the long-term
product, whereby shared resources, maintenance of well being, which has
software, and information are provided environmental, economic, and social
to computers and other devices as a dimensions, and encompasses the concept
utility over the internet of stewardship, the responsible
management of resource use.
Source:
2 Great Concepts Collide Wikipedia

50. Sustainable Cloud ?
Sustainable Cloud computing is the
delivery of computing as a service over the internet
in a manner which
utilises renewable energy sources, energy efficient
technology and low-carbon footprint hosting facilities
to deliver
Highly Available, Secure and Confidential Services.
Sustainable Energy + Public & ConfidentialSustainable Cloud
Company Proprietary Cloud = Information

51. Sustainable Cloud : National Perspective
Cushman & Wakefield : “ Data Centre Risk Index 2012 “
“ Ireland falls into the
bottom half of the table for
Energy Security and Sustainability “
Where with Sustainable Cloud Data Centres be built ? Ireland is 16th, Iceland is 4th

52. Sustainable Cloud : Innovative Design ?
Features
1. Sustainable Cloud Service
1. Availability
2. Security
3. Confidentiality
2. Sustainable Energy Supply
1. Secure Grid connection
2. Fixed Price contract
3. Direct Energy Asset ownership
3. Sustainable Energy Distribution
1. UPS is a storage medium
2. DC powered Servers
3. DC in, DC out
4. Sustainable Energy Use
1. Energy Efficient Management
2. Virtualisation
3. Certified Devices
5. Sustainable Building
1. Low carbon Design
2. Low carbon Materials
3. Certified
The CloudCompany Proprietary & Confidential Information
will be built on Sustainable Principles

53. The right Attitude helps....
Henry Ford
“Today & Tomorrow”
1926

54. ... And don’t forget Vision
We choose to go to the moon in this decade
and do the other things,
not because they are easy,
but because they are hard,
because that goal will serve to organize and
measure the best of our energies and skills,
because that challenge is
one that we are willing to accept,
one we are unwilling to postpone,
and one which we intend to win.
President John F. Kennedy
September 12, 1962

55. Conclusion
Innovative Sustainability
is what Mainstream’s business
is all about
Successful Innovators
are Open Disruptive Innovators with
Strong Management Processes
Sustainable Cloud
is on the way

56. Further Information
Mainstream ‘s Business Model
http://www.mainstreamrp.com/
Mainstream’s Innovation : A winner in the 2011 Computerworld Innovation Awards
http://www.eiseverywhere.com/ehome/CWHONORS2011/35791/?&
Mainstream’ ICT Strategy: Described by Silicon Republic
http://www.siliconrepublic.com/strategy/item/14728-in-the-mainstream
Mainstream & Intel: joint White-Paper & Video on Offshore Wind Farms
http://www.intel.com/content/www/us/en/energy/wind-turbine-availability-excellence.html
http://www.youtube.com/watch?v=oOlWSWujw8s
Mainstream & Microsoft: Blog on SERA adoption & link to SERA document
http://blogs.msdn.com/b/mspowerutilities/archive/2010/06/24/sera-succinctly.aspx
http://www.microsoft.com/industry/manufacturing/utilities/default.mspx ( see „Spotlight‟ Section )
Friends of the Supergrid : driving policy and standards
http://www.friendsofthesupergrid.eu/
Energy Trends : Oil refinery bottleneck report from Richard Branson & from US Military
http://peakoiltaskforce.net/wp-content/uploads/2010/02/final-report-uk-itpoes_report_the-oil-crunch_feb20101.pdf
http://smallwarsjournal.com/blog/joint-operating-environment-2010
IEEE September 2011 : 100 % Renewable Future
http://spectrum.ieee.org/energy/renewables/wind-water-and-solar-power-for-the-
world/?utm_source=techalert&utm_medium=email&utm_campaign=092211
Fortune September 2011 : The need for a Federal Approach to Supergrid
http://tech.fortune.cnn.com/2011/09/14/the-power-struggle-for-wyomings-wind/
The Economist September 2011 : Arctic Sea Ice is melting faster than the Climate Models predict
http://www.economist.com/node/21530079