TMT Middle East | Covid-19 Response Unlocking the lockdowns A data driven approach - An ICT sector point of view - Deloitte
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Deloitte | COVID-19 | Unlocking the lockdowns TMT Middle East | Covid-19 Response Unlocking the lockdowns A data driven approach An ICT sector point of view 1
Deloitte | COVID-19 | Unlocking the lockdowns Overview COVID-19 outbreak with its profound responses have outpaced the spread with is enormous. The challenge is to move impacts on our way of life has pushed innovation driven by digital technologies rapidly in crisis mode from a data sourcing, people across the globe to think and telecoms’ consumer data sourcing. service regulating, and productizing differently, work differently and innovate These data driven use cases have been perspective in an effort to minimize the to help “unlock the lockdowns”. The implemented in a number of countries health and economic impacts. journey from flattening the curve to in the Middle East to enforce quarantine, finding smart solutions for re-opening trace COVID-19 contact and map safe Assessing how the leading cases have economies is a challenging one. First, due zones. A combination of similar use fared so far, we outline the impact and role to the asymptomatic spread; second, cases are helping nations to move out of three types of players in the Information the long incubation period of an infected from lockdowns into selective opening of and Communication Technology (ICT) person and third, the highly contagious economic sectors. sectors within the Middle East for the short nature. Therefore, the reactive solutions and long-term scenarios. While these have cannot just be limited to the scaling up This unfolds a “living lab scenario” in an immediate impact on the current stage of healthcare facilities, but also to the the digital and data driven arena of of the pandemic, they will also play a role scaling down of the outbreak coupled with possibilities. With the digital economy in the medium term on the scenarios of selective opening of economic sectors being driven by 5.2 billion unique mobile re-starting the economic activity in select to contain the impacts. Globally, nations subscribers [1], out of which 3.5 billion areas. We discuss the role of telecoms have taken a data driven approach to both are smartphone users [2], over 12 billion service providers, the ICT regulators and containing the spread and then relaxing connected devices [1], producing 2.5Q the digital ecosystem to collaborate on this the lockdowns in order to encourage Bytes of data per day [3] and over 700 data driven approach in developing the a gradual return to economic activity. billion digital payment transaction a year use cases in the Middle East region. We look at how within this period of [4] [5] – the opportunity to tackle the outbreak some of the leading national mobility and identity aspects of citizens 02
Deloitte | COVID-19 | Unlocking the lockdowns
Figure 1: Global digital economy facts and figures
7.0B
Mobile Phone Users
5.2B
Unique Mobile Phone
3.5B
Smartphone Users
2020 Forecast [6] Subscribers 2020 Forecast [2]
2019 Actual [1]
3.8B
Internet Users
12.0B
Internet of Things
Q1 2.5 bytes
of Data Produced Daily
2019 Actual [1] Connections 2019 Actual [3]
2019 Actual [1]
726.0B
Digital Payments in an Year
+1.0B
Google Maps Users Every
5.0M
Apps & Websites Use Google
2020 Forecast [4] [5] Month Maps Every Week
2019 Actual [7] 2019 Actual [7]
1. Q refers to Quintillion which has a value of 1018 or 106 trillion
03Deloitte | COVID-19 | Unlocking the lockdowns
Three categories of the use cases
These data driven As we explore the data sourcing and digital Figure 2: Three categories of use cases
[Non-exhaustive]
technologies landscape, five key data
use cases have been segments are leading the way in enabling
implemented in a the use cases. These are: Category A - Enforce
number of countries to • Telecoms Network Data: The subscriber
quarantine: using measures
to ensure that citizens are
enforce quarantine, trace ID, SIM and location data from the mobile
adhering to the quarantine
laws which apply to them.
COVID-19 contact and network
• Sector Data: The electronic health data
Implementation in select
countries: Taiwan, Hong Kong,
eventually map safe zones from the health services platforms South Korea, Singapore, China,
Vietnam, Italy, Germany, Austria,
to gradually open critical • Financial Transactions Data: The digital
Poland, Slovakia.
Degree of complexity
financial transactions data from the
sectors various providers and federal agencies Category B - Trace COVID-19
contact: otherwise known as
• Device Data: The applicable device
contact tracing, is the process
features such as Bluetooth, near field of identifying those who have
communications and M2M come into contact with an
• Emerging Technology Data: The infected person.
Implementation in select
applicable emerging technologies such as
countries: South Korea, Vietnam,
artificial intelligence and internet of things China, Singapore.
These categories of data have been applied Category C - Map safe
zones: includes efforts to
in several different ways to arrive at the determine individual citizens’
use cases rolled out both in the contain risk levels, as well as risk levels
stage and the economic re-opening stage. of public spaces and locations
around the city.
Initially in the form of COVID-19 “hot spots”
Implementation in select
for restricting movement related impacts, countries: China, South Korea.
the maturity has evolved in the way data
is used and now the use cases are helping introduced, using mobile phone signals
to ease the movements in a safe zone to triangulate the user’s location [8]. In
environment. The data driven tracking and Hong Kong, electronic wristbands are
tracing concept is taking new directions issued to all arriving passengers to monitor
subject to local conditions and applicability. and enforce their mandatory two-week
quarantine [9]. Technology will also drive
Category A: Enforce quarantine further maturity in the way in which the
Strict quarantine efforts have leveraged the social distancing scorecards will be indexed
use of mobile technologies for monitoring – e.g. using phone GPS locations data with
and surveillance of quarantined citizens. information of distance travelled over time.
In Taiwan, “electronic fencing” has been
04Deloitte | COVID-19 | Unlocking the lockdowns
Category B: Trace COVID-19 contact uses Bluetooth to determine whether to medium or high risk ones. China is
Contact tracing – the process of identifying users have been in close proximity to an requiring its citizens to use the Alipay
individuals who were exposed to an infected person [13]. Apple and Google’s Health Code app that determines their
infected person – also plays an important collaboration to design a Bluetooth based health status (green, yellow, red), then
part in managing the exponential growth of framework to establish contacts with assesses if they should be quarantined or
infections. Here as well, there are evolving COVID-19 positive cases is a step forward allowed into public spaces [14]. Looking
use cases of data and technology. South for cross platforms solutions. However, ahead, Blockchain-enabled secure health
Korea has coordinated the use of location its data sharing and gathering compliance data sharing platforms are being evaluated
data from mobile phones, credit-card challenges at a national level are yet to be in order to collect anonymous health data
transaction records and CCTV footage assessed. and identify safe zones with no confirmed
for contact tracing. Smart city tools have infections. The data would be stored and
been integrated into the use case that Category C: Map safe zones updated in real-time on Blockchain, with
leverages data from 28 agencies, reduces The upcoming use cases in the near term information received from surveillance
the processing time of contact tracing from will be aimed at helping nations gradually providers who use a combination of
an average of 24 hours to less than 10 opening economic activity by identifying technologies including artificial intelligence
minutes [11,12]. Singapore’s TraceTogether locations and communities of people and geographical information systems [15].
app, with over 1 million downloads, that are profiled at a lower risk compared
Figure 3: Evolution of contact tracing over time
72hrs 48hrs 24hrs 10min
Manual contact tracing Use mobile app Use of big data Use of smart city
Historically, contract tracing During the Ebola outbreak At the beginning of the capabilities
has involved face-to-face in 2014, a beta app was COVID-19 outbreak, contact As the COVID-19 outbreak
interviews and manual data introduced to enable real tracing involved extracting progressed, the South Korean
collection & processing. time transmission of data, various sources of data from government introduced a
Limited by the infected standardized data the infected person’s digital smart city tool that collected
person’s ability to remember, management, and automated devices, from credit-card and processed data about the
delays in communication, and data processing. history transactions, and from infected person from 28
human error. CCTV to piece together a agencies in real-time.
comprehensive tracing.
Avg. processing time: Avg. processing time: Avg. processing time: Avg. processing time:
72 hrs [16] 48 hrs [17] 24 hrs [11,12] 10 min [11,12]
05Deloitte | COVID-19 | Unlocking the lockdowns
Digital identity, personal data and
mobility triage
In order to deliver on the identified aggregated and anonymized to generate assessed use cases reveals the applicability
use cases and advance their response, general mobility patterns and map the of data sources in the prevailing scenarios.
countries across the Middle East region spread of the infection. This defines In that context, GDPR impact has been
are leveraging telecoms service providers, how intrusive the use cases are and, considered under its three most relevant
technology platforms, and other digital consequently, the regulatory and data areas of data sensitivity that include:
services companies to collect and privacy challenges they will face. anonymity of data used, receipt of user
Effective
analyze large amounts of data. In global consent, and the data retention period.
policy
examples, this data is either collected as Data sourcing and its applicability
personalized data points to track and trace Mapping out the data intrusiveness and
measures
known infected patients, or alternatively, regulatory/data privacy constraints to the
Figure 4: Optimal data sources per target user group
Data source Data type Use case Intrusiveness1 Regulatory constraint
SIM card • Location
Geolocation through Low High Low High
telecommunications companies
Smart phone geolocation • Location
Geolocation through mobile Low High Low High
applications (Google Maps, Waze)
Smart phone applications • Location
Crowdsourced data from • Health status Low High Low High
coronavirus mobile applications
Electronic wristband • Location
Electronic geo-fence using Low High Low High
multiple communication signals
Credit card location • Location
Geolocation tracking of bank Low High Low High
transactions (POS machine, ATM)
Bluetooth • Proximity
Proximity sensing through Low High Low High
Bluetooth
CCTV surveillance • Location
Video surveillance for location • Proximity Low High Low High
tracking and temperature • Temperature
scanning
Electronic health records • Health status
Electronically-stored patients’ Low High Low High
health information
Legend Enforce quarantine Trace Covid-19 contact Map safe zones
1. Intrusiveness of the respective data sources based on the potential privacy disruption that could occur by using the different data gathering methods within defined
use cases
06Deloitte | COVID-19 | Unlocking the lockdowns
Although the level of intrusiveness for Figure 5: Target personas
each given data source can vary, it can be
reduced by anonymizing the collected data
or by getting people’s consent to collect
it (crowdsourcing). Singapore’s voluntary
TraceTogether App uses Bluetooth for
proximity tracking and anonymously
notifies users whenever they are in close
proximity to an infected patient who has
voluntarily chosen to upload their health
data on the app [13].
Tech-savvy Tech-familiar
University students, young professionals, and Older parent and young retirees who are heavy
Aggregation of data sourced through young parents who are highly aware of the users of e-payments and some e-government
multiples sources (mobile phones, credit- COVID-19 response, and want to be involved in tools. They sometimes engage on social media
card transactions and CCTV footage) is mitigating the virus’ spread through the use of platforms, but have a limited use of applications.
technology.
a more advanced scenario where the
data triage enables the decision-making
ability [11]. These applications are helping Upgrading mobile phone Upgrading mobile phone
selective and smart re-opening of critical
Per year Per 4 years Per year Per 4 years
economic sectors by establishing relatively
safer zones in respective countries. Use of apps and social media platforms Use of apps and social media platforms
Target user personas Low High Low High
The second critical dimension to the
Use of credit cards Use of credit cards
data triage and use case application is
the diversity of user personas. We look Low High Low High
at four broad segments where digital
savviness varies on the scale of maturity.
The technologically savvy population may
be easily tracked and traced via the use
of mobile and network generated data,
social media platforms and crowdsource
applications, whereas the same would not
hold for the segments that either lie lower
on the digital inclusiveness scale or are
part of the less tech savvy population.
Blue collar Senior citizen
The second critical Workers in manufacturing, construction,
hospitality and other service industries, who may
Seniors and eldery generation, who most likely
have a mobile phone to remain in touch with
dimension to the data till be using older generation devices, and are family, but do not use any social platforms and
engaged with by means of web-apps and SMS. applications.
triage and use case
application is the diversity Upgrading mobile phone Upgrading mobile phone
of user personas. We look Per year Per 4 years Per year Per 4 years
at four broad segments
Use of apps and social media platforms Use of apps and social media platforms
where digital savviness
varies on the scale of Low High Low High
maturity. Use of credit cards Use of credit cards
Low High Low High
07Deloitte | COVID-19 | Unlocking the lockdowns
By understanding the persona Figure 6: Optimal data sources per target user group
characteristics, the telecoms operators,
digital service providers and regulators can Data Source Tech-savvy Tech-familiar Blue collar Senior citizen
tailor the data sourcing methods which are
used to roll out the COVID-19 tracking and SIM card
tracing use cases. We map the relationship
between the data sources presented in
Figure 4 and the identified personas in Smart phone
geolocation
Figure 5 to understand how the track
and trace use cases could become more
effective from a user perspective. Smart phone
applications
Electronic
wristband
Credit card
location
Bluetooth
CCTV
surveillance
Electronic
health records
08Deloitte | COVID-19 | Unlocking the lockdowns
Three areas of consideration in ICT ecosystem
The role of a data driven approach, both in containing the pandemic spread and in enabling the reopening of the economy, is critical.
The approach provides the basis for analytical decision making to minimize the impacts, both social and economic. Looking ahead, three
major areas of focus could enable the ICT ecosystem to further evolve the approach in more holistic terms.
Telecoms Digital services ecosystem ICT and Digital Regulators
Enabling efficient data sourcing Driving data insights Developing rapid policy
Telcos are now faced with the Digital services providers (digital response
expectation to ramp up their data payments, digital transport Telecoms and ICT Regulatory
gathering capability to be able platforms and apps, digital health bodies play the critical role
to support national initiatives on providers, etc.) can enhance their to assess the effectiveness of
track and trace solutions, tackling roles in the ecosystem in support the policies and regulations
the crisis and enabling smart of the track and trace programs to support the deployment of
re-opening. These steps could using steps focused around: track and trace solutions, for the
be focused around: benefit of protecting the country’s
• Collaborating with regulators population and the re-opening of
• Collaborating with regulators and other ecosystem entities (i.e. sectors by:
and other ecosystem entities (i.e. digital programs, startups) to
health and transport industries, understand their data needs, and • Understanding the constraints
digital programs, startups) to the gaps which currently exist stemming from the policies and
understand their challenges, to build effective track and trace regulations in place including
co-create appropriate data- solutions GDPR and similar policies
gathering tools and uniquely • Ramping up the digitization • Assessing the potential of
target the identified personas of healthcare data to provide new policies and regulations
• Aggregating multiple sources of accurate information on the in line with the requirements
data, across devices, to provide spread of the virus, and the of sustainable data gathering,
more accurate track and trace healthcare system’s capacity hosting and sharing where
capability • Digitization of monitoring traffic this could include work with
• Repurposing available data by and mobility, to provide real- International ICT policy makers
designing new Analytics or AI time actionable data to first including the ITU
models which can be applied responders to assist them in • Planning and orchestrating
to smart opening of safe zones track and trace efforts analytics platforms to host
• Structuring the mobile network • Launching of initiatives and share cross-sectoral data
data options along the data (hackathons and competitions) enabling the use cases
intrusiveness scale to enable to engage the wider digital • Hosting rapid cross functional
entities in rolling out the most innovation ecosystem in consultations with telecoms
efficient solutions resolving the most providers in asserting
• Examples: STC, Etisalat pressing challenges the policy fit
stemming from • Examples: CITC, TRA
the current crisis
• Examples:
Careem, Google
09Deloitte | COVID-19 | Unlocking the lockdowns
A data driven approach
Short term: Responding to the current crisis
Establish user requirements: Enable solution & regulation: Launch & refine:
Launch fast pace SWAT Telecoms providers, Digital Operationalize the digital
programs across the service providers and ICT services and applicationsand
different entities involved in regulators establish data launch to the end users. Build
the COVID-19 response, to gathering rules and prototype mechanisms for rapid feedback
establish user requirements the use case to rollout the use cases from
for track and trace solutions containing positive cases
to mapping safe zones for
supporting economic revival
steps
Long term: Thriving in the future
Revamp digital governance: Prioritize platform models: Operationalize emerging tech:
Orchestrate the ICT ecosystem Prioritize and launch cross Derive COVID-19 key learnings,
to define and embrace sector platform infrastructures regulate for faster emerging
the “new normal” in digital with plug and play capability technology deployments, build
governance, enabling to leverage data sourcing and on national digital infrastructure
optimized usage of telecoms access and launch cross sector use
and digital data as a strategic cases
asset and enabler
Telecoms Digital services ecosystem ICT and Digital Regulators
10Deloitte | COVID-19 | Unlocking the lockdowns
Contacts
Contact us to better understand how Deloitte supports CHROs, CEOs, and Boards to
navigate leadership challenges in this new reality.
Emmanuel Durou Hasan Iftikhar
Partner | Consulting Director | Consulting
Deloitte Middle East Deloitte Middle East
edurou@deloitte.com hiftikhar@deloitte.com
Contributors
Tiago Martins
Nicholas Seemungal
Lea Khlat
Kareen Kafity
Rime Mustapha
11Deloitte | COVID-19 | Unlocking the lockdowns
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12Deloitte | COVID-19 | Unlocking the lockdowns
13This publication has been written in general terms and therefore cannot be relied on to cover specific situations; application of the principles set out will depend upon the particular circumstances involved and we recommend that you obtain professional advice before acting or refraining from acting on any of the contents of this publication. Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited (“DTTL”), its global network of member firms, and their related entities. DTTL (also referred to as “Deloitte Global”) and each of its member firms are legally separate and independent entities. DTTL does not provide services to clients. Please see www.deloitte.com/about to learn more. Deloitte is a leading global provider of audit and assurance, consulting, financial advisory, risk advisory, tax and related services. Our network of member firms in more than 150 countries and territories, serves four out of five Fortune Global 500® companies. Learn how Deloitte’s approximately 300,000 people make an impact that matters at www.deloitte.com. Deloitte & Touche (M.E.) (DME) would be pleased to advise readers on how to apply the principles set out in this publication to their specific circumstances. Deloitte & Touche (M.E.) accepts no duty of care or liability for any loss occasioned to any person acting or refraining from action as a result of any material in this publication. DME is a licensed member firm of Deloitte Touche Tohmatsu Limited (DTTL) and is a leading professional services firm established in the Middle East region with uninterrupted presence since 1926. DME’s presence in the Middle East region is established through its affiliated independent legal entities, which are licensed to operate and to provide services under the applicable laws and regulations of the relevant country. DME’s affiliates and related entities cannot oblige each other and/or DME, and when providing services, each affiliate and related entity engages directly and independently with its own clients and shall only be liable for its own acts or omissions and not those of any other affiliate. DME provides audit and assurance, consulting, financial advisory, risk advisory and tax, services through 26 offices in 14 countries with more than 4000 partners, directors and staff. It has also received numerous awards in the last few years which include, Middle East Best Continuity and Resilience provider (2016), World Tax Awards (2017), Best Advisory and Consultancy Firm (2016), the Middle East Training & Development Excellence Award by the Institute of Chartered Accountants in England and Wales (ICAEW), as well as the best CSR integrated organization. © 2020 Deloitte & Touche (M.E.). All rights reserved.
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