DOCSLIB.ORG

Dialog Axiata Establishes 5G Innovation Centres at Leading Universities

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Dialog Axiata Establishes 5G Innovation Centres at Leading Universities Dialog Axiata establishes 5G Innovation Centres at leading universities FacebookTwitterMoreMonday, 12 July 2021 In collaboration with the University Grants Commission (UGC), Dialog Axiata PLC recently established ‘5G Innovation Centres’ at the engineering faculties of leading universities to create and incubate interest-driven learning, innovation and entrepreneurship for future leaders. These Innovation Centres aim to empower students to be interdisciplinary, computational, and entrepreneurial by giving students first-hand experience with 5G connectivity and many of its cutting-edge use cases. This includes artificial intelligence, machine learning, computer vision, blockchain, robotics, the internet of things (IoT) and related emerging technologies that will fuel national innovation and economic diversification. Speaking about the initiative, University Grants Commission Chairman Snr. Prof. Sampath Amaratunge said, “We are grateful to Dialog Axiata for this extraordinary show of support in establishing 5G Innovation Centres at leading universities across the nation. This is a milestone moment in UGC’s history. These 5G Innovation Centres will help shape the future leaders of this nation and catalyse the digital evolution of Sri Lanka.” Telecommunications Regulatory Commission of Sri Lanka Director General Oshada Senanayake added, “Over the years, Dialog Axiata has been an ever-present driving force in the development of the country’s education sector, especially at the height of the pandemic. This latest notable initiative by Dialog will propel our efforts in establishing Sri Lanka as a major tech hub.” SLIIT Chief Executive Officer Prof. Lalith Gamage said, “We are grateful to Dialog for extending this fine opportunity for both state and private sector university students to get involved in producing innovative solutions and get exposure to cutting edge technologies and related platforms, with the 5G Innovation Centres acting as a nerve centre.” Commenting, Dialog Axiata PLC Group Chief Executive Supun Weerasinghe said, “We are pleased to extend these 5G Innovation Centres to the Sri Lankan university ecosystem and be at the vanguard of national innovation that leverages technology for positive societal impact. This initiative by Dialog to establish a network of innovation centres joins academic expertise and industry partners to define and develop the 5G infrastructure that will underpin the way we live our lives and reflects a bold vision for a transformational future for Sri Lanka by supporting industries that will drive the country forward.” Huawei Sri Lanka Chief Executive Officer Liang Yi said, “Huawei being the leading global provider of 5G technology is delighted to partner with Dialog to cultivate innovation at local technology and educational centres. This would enable advanced R&D activities and early adaptation of latest technology that would, in turn, fuel the growth of local industries.” Ericsson Sri Lanka Managing Director Vinod Samarawickrama said, “As a global leader in 5G Source: Daily FT technology, Ericsson is delighted to contribute to building the 5G ecosystem in Sri Lanka through the Innovation Centre. The Innovation Centre will undoubtedly serve as a Hub for collaboration between academia, students and entrepreneurs that will fuel innovation and usher in a new era of digital transformation for Sri Lanka, paving the way for Industry 4.0. We look forward to helping Sri Lanka realise a future that is powered by 5G.” At the cusp of the 4th Industrial Revolution, where 5G technology is perceived to be a key enabler in the connected world, the establishment of these 5G Innovation Centres will play a pivotal role in fostering the development of creative and digital industries in the country. Source: Daily FT .
Load more

Recommended publications
  • List of Major Projects Completed in the Past Major Projects Completed in 2017
    List of Major projects completed in the past Major Projects Completed in 2017 Project Client 1 Western Provincial Council Sanken Constructions 2 Labour Department Thudawe Brothers 3 National Environmental Secretariat Building CECB 4 IOC petrol station lighting IOC 5 Unidil Packaging Factory Fentons 6 Angunukolapalessa Prison Venora 7 Hayleys Fabric new factory Hayleys Fabric 8 Swisstek Aluminium Factory Fentons LED street lighting from Ingurukade Junction 9 CMC to Armour street 10 Galle Face Hotel Richardson Projects 11 HSBC Branches LED lighting HSBC 12 Brandix Batticlioa DIMO PLC 13 Vakkaru Island Resort Development Project Venora 14 John Keels Automation office LED Lighting John Keels Automation LED street Lighting in Bandaranaike 15 AASL International Airport 16 Sirimavo College Indoor Gym Sri Lanka Army 17 Clearpoint Residencies MAGA 18 New Anthonies Farm New Anthonies 19 Hemas Consumer Brands factory lighting Hemas 20 Hayleys Agro Fertilizers Office Hayleys Agro Fertilizers 21 HNB Nugegogda Sripali Construction 22 BOC Nugegoda Sripali Construction 23 Sojitz Powerplant-Area lighting Sojitz (Pvt) Ltd 24 Vidyalankara Buddhist Conference Hall CECB 25 KIA Motors Workshop KIA Motors 26 NAITA Automobile Training Centre Thudawe Brothers 27 NAVESTA Pharmaceuticals Factory Navesta Pharmaceuticals 28 Hayleys Main Board Room Hayleys PLC Major Projects Completed in 2016 Project Client 1 Dialog Old Corporate Building Dialog Axiata- Fentons 2 Greater Colombo Project Pubudu Engineering Colombo Municipal Council - Street Lighting 3 Colombo Municipal
    [Show full text]
  • Expolanka Holdings Plc Integrated Annual Report
    EXPOLANKA HOLDINGS PLC INTEGRATED ANNUAL REPORT 2020/21 EXPOLANKA HOLDINGS PLC | INTEGRATED REPORT 2020/21 2 fruitionEXPOLANKA HOLDINGS PLC | INTEGRATED ANNUAL REPORT 2020/21 At Expolanka, we remain fully committed to our promise made several years ago, to drive long term sustainable value, by adapting a focused, constant and consistent strategy. Even though the year under review post several challenges, we were able to pursue our said strategies and bring to fruition our plans for progress which was fueled by our innate resilience and strength. The seeds we planted have taken root and we keep our focus upward, expanding in our focused direction in order to adapt to the current environment. We remain fruitful in our optimism, our can-do attitude and endurance, a recipe for success that will carry us through to more opportunity. Overview EXPOLANKA HOLDINGS PLC | INTEGRATED ANNUAL REPORT 2020/21 2 CONTENTS Chairman’s Overview Compliance Reports 12 About Us 3 Corporate Governance 71 Message About this Report 4 Risk Management Report 93 Group Milestones 5 Related Party Transactions Financial Highlights 6 Review Committee Report 101 15 Group CEO’s Highlights of the Year 7 Remuneration Committee Report 103 Review Chairman’s Message 12 Group CEO’s Review 15 Financial Reports Board of Directors 18 Annual Report of the Board of Directors Group Senior Management Team 20 on the Affairs of the Company 108 23 Financial Indicators 22 The Statement of Directors’ Responsibility 112 Performance Group Performance 23 Audit Committee Report 113 Overcoming
    [Show full text]
  • 5G Ecosystem the Digital Haven of Opportunities September 2019 5G Ecosystem | the Digital Haven of Opportunities
    5G Ecosystem The digital haven of opportunities September 2019 5G Ecosystem | The digital haven of opportunities ii 5G Ecosystem | The digital haven of opportunities Contents Foreword 03 Message from CII 04 5G commercial launch in India: Are we ready? 05 • National Digital Communications Policy (NDCP) lays the foundation for next generation 05 • Movement/transition of data traffic to 4G 06 • Regulatory endeavour for 5G spectrum allocation 06 • Progress made on policy front to prepare for a 5G future 08 • Efforts to have an indigenous 5G technology 09 • Mega cloud push will accelerate change in India’s infrastructure 09 Encircling the seamless – what is the 5G ecosystem? 10 • Handset manufacturers geared up for 5G 10 • Equipment manufacturers - Key for new business opportunities 12 • Infrastructure providers - Expanding the network footprint 13 • Mobile network operators - Supporting the 5G ecosystem 14 • Rise of application/software providers 22 Digital transformation across industry verticals – no one wants to be left behind 24 • Manufacturing 25 • Media and entertainment 26 • Automotive 27 • Government 28 Current 5G ecosystem in India 29 Conclusion 31 Glossary of terms 32 About Confederation of India Industry 33 Acknowledgements 34 Contacts 34 References 35 01 5G Ecosystem | The digital haven of opportunities 02 5G Ecosystem | The digital haven of opportunities Foreword 5G will be a game changer for India with the potential to create significant social and economic impact. As the 5G ecosystem develops in the country, telcos are expected to focus beyond connectivity towards collaboration across the telecom value chain and cross-sector, leading to the creation of new business models and innovation.
    [Show full text]
  • Downloadannual Report
    Return to Contents Annual Report 2019 Sri Lanka Telecom PLC 02 Sri Lanka Telecom PLC Annual Report 2019 Every Step of the Way... With every Fibre of our Being. At the end of the day...it’s always the Big Picture that’s important. Yes – Sri Lanka Telecom is Sri Lanka’s premier “legacy” communications provider over decades; yes – we are today Sri Lanka’s leading proponent and provider of cutting-edge technology inspired solutions in the ICT realm that has transformed Sri Lanka. But...what really is the Big Picture? All of this we have accomplished for a single purpose only...to walk in step with every citizen of this country, providing the products and services they need, anticipating what they will need and value adding...at every turn. CONTENTS 03 23-33 107 About the Report Business Model Financial Reporting 23 - Operating Environment 108 - Annual Report of the Board of 26 - Strategy Directors on the Affairs of the 28 - Value Creation Model Company 30 - Stakeholders 113 - Statement of Directors in relation to 04-09 their responsibility for the preparation of Financial Statements 114 - Independent Auditors’ Report About SLT 118 - Statement of Profit or Loss and 34-75 other Comprehensive Income 119 - Statement of Financial Position Management Discussion 120 - Statement of Changes in Equity – Group and Analysis 121 - Statement of Changes 10-11 in Equity – Company 34 - Financial Capital 122 - Cash Flow Statement 40 - Institutional Capital 123 - Notes to the Financial Statements Highlights of the Year 46 - Investor Capital 49 - Customer Capital
    [Show full text]
  • How COVID-19 Will Change Telco Investments and Activities
    Webinar Q&A – How COVID-19 will change telco investments and activities The responses below are colour coded: • Dr Rainer Deutschmann (Dialog Axiata PLC) responses in black • Dr Sukant Mohapatra (Verizon Wireless) responses in blue • Dean Bubley (STL Partners, Disruptive Analysis) in red Impact on 5G, fibre and broadband networks • How do you see the impact of traffic change on network aggregation and broadband delivery if working from home is the new normal? − Substantial traffic changes – from commercial to residential geography, from evening peak to more evened out also during daytime, fixed/fixed wireless increase even more than mobile, consumer increase even more than enterprise. Overall network utilisations improved. Capacity is the new currency. Need deeper drive of fibre (vs. MW) – both RAN as well as closer to home/office – capacity and low latency. Last mile (fibre vs fixed wireless) depends on business case and time to market ambition. It is also possible to do both – first fixed- wireless to capture the market, then migrate to fibre. − Working from home (in the new normal) may need additional capacity in the last mile access network. Architecturally, aggregation and core network would be the same with capacity augmentation at specific locations as required. Last mile could leverage fibre (FTTH/FTTB) and/or 5G/FWA (Fixed Wireless Access). Specifically with fibre, where home connecting costs are higher (e.g. due to spread of household as in rural America), FWA could be a more economical option than fibre for last mile. Last mile deployment/augmentation strategy will be driven by economics/RoI on a case by case basis.
    [Show full text]
  • DFCC Bank PLC Annual Report 2016.Pdf
    Going beyond conventional reporting, we have implemented a About this Report more current format for reporting and have upgraded our corporate website with a focus on investor relations, supplemented by an investor relations app for smart phones and other devices. This is an integrated annual report and is a compact Reporting Period disclosure on how our strategy, governance, performance and prospects have resulted in the The DFCC Bank Annual Report for 2016 covers the 12 month period from 01 January 2016 to 31 December 2016 and is reflective of the creation of sustainable value within our operating change in the financial year-end implemented in 2015. The previous environment. annual report covered the nine month period from 01 April 2015 to 31 December 2015 and is available on the company website Value Creation and Capital Formation (www.dfcc.lk). Some of the Group entities have a 31 March financial year-end and they are consolidated with DFCC Bank’s reporting The ability of an organisation to create sustainable value for itself period with a three month time lag. A summary of the accounting depends on the value it creates for its stakeholders, making value periods covered by the Statement of Profit and Loss and Other creation essentially a two-way process. In fact, the more value an Comprehensive Income in the Bank and the Group columns is given organisation creates, the more value it is able to create for itself. in the Financial Report (page 136). Therefore firms spend substantial resources on creating and maintaining relationships with their stakeholders. Value creation leads to capital formation.
    [Show full text]
  • Asia Pacific Set for 417 Million SVOD Subs
    Asia Pacific set for 417 million SVOD subs Despite the negative impact from the coronavirus and the Chinese economic downturn, Asia Pacific will have 417 million SVOD subscriptions by 2025, up from 269 million in 2019. China will have 269 million SVOD subscriptions in 2025 – or 65% of the region’s total. India will supply a further 45 million – more than double its 2019 total. SVOD subscribers by platform in 2025 (000) Others, 47,340 Other China, 33,916 Disney+, 15,469 Apple TV+, 2,140 Amazon, 23,644 iQiyi, 100,672 Netflix, 34,286 India*, 24,737 Tencent, 99,595 Youku Tudou, 34,993 Source: Digital TV Research. * excluding US-based platforms Three Chinese companies will top the Asia Pacific SVOD subscriber rankings in 2025 – with two recording 100 million subscribers. Never expected to operate as standalone platforms in China, Netflix and Amazon Prime Video will take fourth and fifth places respectively. Simon Murray, Principal Analyst at Digital TV Research, said: “China will also dominate the SVOD revenue rankings. The top five platforms [Tencent Video, Iqiyi, Netflix, Disney+ and Youku Tudou] will account for two-thirds of the region’s SVOD revenues by 2025.” Netflix’s revenues will more than double between 2019 and 2025 to $3.19 billion. Disney+ will generate $1 billion in 2025, despite starting only recently. Murray continued: “Asia Pacific SVOD revenues will reach $18.25 billion in 2025; up by $8 billion on 2019. These forecasts are lower than our previous edition.” Asia Pacific OTT TV & Video Forecasts Table of Contents Published in March 2020, this 212-page PDF, PowerPoint and excel report provides extensive research for 22 territories.
    [Show full text]
  • John Keells Holdings Plc | Annual Report 2018/19
    GOING FORW RD JOHN KEELLS HOLDINGS PLC | ANNUAL REPORT 2018/19 GOING FORW RD For over 149 years, John Keells has built and managed a diverse industry portfolio including several industry sectors strategically selected to represent key growth areas of the economy. We are known as an entrepreneurial company constantly seeking new business opportunities to explore, innovate and make our own. That is how we have maintained an even trajectory of expansion and growth throughout every decade of our long history. Over the past few years, we have been investing in several enterprises that we identified as potentially value enhancing, such as the "Cinnamon Life" project, which will be an iconic landmark transforming the city of Colombo. Today, the Group moves into the next phase as our major investments begin to yield results. Yet the road has not always been an easy one and there were times when we had to dig deep, leveraging on our financial strength, operational expertise, business leadership and corporate resilience to withstand the challenges we have had to face. The Easter Sunday attacks of April 2019 will be long remembered for the tragedy and turmoil we all experienced. Yet, we have every confidence in our nation’s proven resilience and capacity to move ahead and prosper, united as one. Going forward, we will continue to harness the value created by our investment strategies; evolving our standards of governance while ensuring that our digital capabilities and innovative approach will drive your Company’s progress to the next level. JOHN
    [Show full text]
  • Edited for Upload GCD Wls Networks
    Region Country Operator LTE 5G Asia 139 36 Armenia Total 30 Armenia MTS Armenia (Viva‐MTS) 10 Telecom Armenia (formerly VEON, trading as Armenia Beeline) 10 Armenia Ucom 10 Azerbaijan Total 40 Azerbaijan Azercell 10 Azerbaijan Azerfon (Nar) 10 Azerbaijan Bakcell 10 Azerbaijan Naxtel (Nakhchivan) 10 Bangladesh Total 40 Bangladesh Banglalink 10 Bangladesh GrameenPhone (GP) 10 Bangladesh Robi Axiata 10 Bangladesh Teletalk 10 Bhutan Total 20 Bhutan Bhutan Telecom (BT) 10 Bhutan Tashi InfoComm (TashiCell) 10 Brunei Total 40 Brunei Datastream Digital (DST) 10 Brunei imagine (formerly Telekom Brunei) 10 Brunei Progresif 10 Brunei Unified National Networks (UNN) 10 Cambodia Total 40 Cambodia CamGSM (Cellcard) 10 Cambodia SEATEL (yes) 10 Cambodia Smart Axiata 10 Cambodia Viettel Cambodia (Metfone) 10 China Total 63 China China Mobile 21 China China Telecom Corporation 21 China China Unicom 21 Georgia Total 60 Georgia A‐Mobile (Abkhazia) 10 Georgia Aquafon GSM (Abkhazia) 10 Georgia MagtiCom 10 Georgia Ostelecom (MegaFon) (South Ossetia) 10 Georgia SilkNet (incl. Geocell) 10 Georgia VEON Georgia (Beeline) 10 Hong Kong Total 64 Hong Kong China Mobile Hong Kong (CMHK, formerly Peoples) 21 Hong Kong HKT (incl. CSL) 11 Hong Kong Hutchison Telephone Company (3) 21 Hong Kong SmarTone 11 India Total 80 India Bharat Sanchar Nigam Limited (BSNL) 10 India Bharti Airtel 20 India Reliance Communications (RCOM) 10 India Reliance Jio Infocomm (Jio) 20 India Vi (Vodafone Idea Limited, VIL) 20 Indonesia Total 61 Indonesia Hutchison 3 Indonesia (Tri) 10 Indonesia Indosat Ooredoo (incl. IM2) 10 Indonesia Net1 Indonesia 10 Indonesia PT Smart Telecom (Smartfren) 10 Indonesia Telkomsel (Telekomunikasi Selular) 11 Indonesia XL Axiata 10 Japan Total 44 Japan KDDI (au) 11 Japan NTT DOCOMO 11 Japan Rakuten Mobile 11 Japan SoftBank Corp 11 Kazakhstan Total 30 Kazakhstan KaR‐Tel (Beeline) 10 Kazakhstan Kcell (incl.
    [Show full text]
  • Multiple Strands of Business Lend Strength
    DFCC BANK Annual Report 2011/12 DFCC Bank - Annual Report 2011/12 - Annual Report MUltIPLE STRANDS DFCC Bank DFCC Building, P.O. Box 1397, 73/5, Galle Road, Colombo 03, Sri Lanka OF BUSINess LEND Telephone: +94 11 2442 442 | Fax: +94 11 2440 376 E-mail: [email protected] | website: www.dfcc.lk STRENGTH VISION To be Sri Lanka’s premier financial services group. MISSION To provide superior financial solutions and nurture business enterprises, adding value to our customers, shareholders, employees and the nation. OUR VALUES Our seven core values are the guiding principles for our ACTIONS that shape the way we do business. We are Accountable for what we do We place Customer experience at the core We believe Teamwork is key in turning our goals into accomplishments We have a passion for Innovation and excellence We Operate our business ethically We focus on the Need to grow our business profitably We are Socially and environmentally caring MULTIPLE STRANDS OF BUSINEss LEND STRENGTH The cover depicts the multiple strands of a fibre optic cable - a technology which has opened a whole new world to humankind. A key aspect of the DFCC Banking Business is the manner in which we have woven the various strands of business - development banking, commercial banking and investment banking - into a cohesive whole. The composite strength, by the very nature of its variety, provides us the vibrancy, energy and speed in serving a diversified portfolio ranging from top corporates to SMEs, from project financing to personal financial services and everything in between. DFCC really is about celebrating composite strength – the results of which unfold through the pages of this report.
    [Show full text]
  • The Market Opened the Day with the Negative Momentum and Continued to Exhibit a Down Trend Throughout the Trading Day Resulting in Negative Closures on Both Indices
    The market opened the day with the negative momentum and continued to exhibit a down trend throughout the trading day resulting in negative closures on both indices. The All Share Price Index (ASPI) dropped 35.99 points to close the day at 5,042.07 while the liquid Milanka Price Index (MPI) dropped 38.78 points to close at 4,507.30. The market capitalization was LKR 1.92Tn. 257 counters traded during the day to record a turnover of LKR 529.5Mn which is a reduction of 14.13% compared to previous day. John Keells Holdings PLC (LKR 56Mn), Distilleries Company PLC (LKR 53.9Mn) and Dialog Axiata PLC (LKR 39.9Mn) were the top contributors to the daily turnover. Diversified Holdings and Beverage Food and Tobacco sectors were the best performing sectors for the day. A total of 45.0Mn shares changed hands during the trading day which is a reduction of 34.33% against the previous day. Dialog Axiata PLC (6.4Mn), PC House PLC (3.5Mn) and Blue Diamonds JW: PLC (X) (3.4Mn) were the top traded counters, capturing investors’ interest. Price losers outnumbered the price gainers by 155:73. The price gainers were led by Tangerine Beach Hotels PLC (Price gain of 48.5%) on the contrary Ramboda Falls Limited (Price loss of 25.6%) led the price losers. The market recorded a net foreign outflow of LKR 16.9Mn. Trade Share Turnover Company Code Vol Vol. (Rs) JOHN KEELLS HOLDINGS PLC 7.00 4,542,625 175,552,243.20 DISTILLERIES COMPANY PLC 7.00 1,505,084 47,184,230.00 COMMERCIAL BANK PLC 133.00 852,469 35,308,876.40 HAYLEYS PLC 9.00 773,351 19,634,510.00 COMMERCIAL BANK PLC(X) 79.00 624,866 13,212,498.20 DIALOG AXIATA PLC 65.00 548,271 12,593,367.40 ROYAL CERAMICS LANKA PLC 14.00 545,550 10,647,295.00 C T HOLDINGS PLC 8.00 513,512 10,125,000.00 AMANA TAKAFUL PLC 140.00 463,350 9,049,327.50 CARSONS CUMBERBATCH PLC 19.00 338,880 8,669,980.80 De-Listing of the securities of Ferntea Limited Subsequent to the receiving of the approval of the SEC, The securities of the above company have been de-listed from the official list from the CSE with the effect from 21st June 2012.
    [Show full text]
  • Correction: Fitch Affirms Melstacorp and Distilleries at 'AAA(Lka)'; Outlook Stable
    04 Nov 2019 Affirmation Correction: Fitch Affirms Melstacorp and Distilleries at 'AAA(lka)'; Outlook Stable Fitch Ratings-Colombo-04 November 2019: This is a correction of a release published on 22 October 2019. It corrects the leverage level above which negative rating action may be taken. Fitch Ratings has affirmed the National Long-Term Ratings of Sri Lanka-based conglomerate, Melstacorp PLC, and its subsidiary, Distilleries Company of Sri Lanka PLC (DIST), at 'AAA(lka)'. The Outlook is Stable. Fitch rates DIST based on the consolidated profile of Melstacorp due to strong legal and operational linkages between the two entities, as defined in our Parent and Subsidiary Rating Linkage criteria. DIST contributes around 70% to Melstacorp's consolidated EBITDAR, shares the same board of directors and has previously provided financial support to weaker group entities in the form of corporate guarantees. The affirmations reflect Melstacorp's ability to maintain leverage below 2.0x over the medium-term, despite large investments in core and non-core operations. Leverage is defined as net adjusted debt/operating EBITDAR, including Melstacorp's 51%-share of Aitken Spence PLC's net debt and EBITDA, but excluding its insurance subsidiary. Melstacorp saw net leverage weaken to 1.8x in the financial year ending March 2019 (FY19), from 1.3x in FY18, following significant debt-funded investments. The group's investment drive is supported by the strong operating cash flow of its core subsidiary, DIST, which is Sri Lanka's market leader in spirits, enjoying a strong brand presence and high entry barriers. We expect DIST to account for around 70% of Melstacorp's group EBITDA, including its 51% share of Aitken Spence, over the medium-term.
    [Show full text]