Tommy Ljunggren

The technology shift from 2G and 3G - how it affects cities and regions

Mobile networks Telecoms
The technology shift to a more modern telecom infrastructure is approaching and with it the shutdown of 2G and 3G networks. For municipalities and regions, it is high time to get started with projects that ensure the continued operation of systems that are dependent on older mobile networks and thus risk becoming unusable.

As TechSverige previously reported, Sweden's telecom infrastructure is facing a major upgrade as 2G and 3G networks, along with copper networks, are being phased out in favor of modern 4G, 5G and fiber networks.

The technological shift brings many benefits, mainly in the form of higher data speeds and a more secure and robust infrastructure. The new networks are also more energy efficient and will have the same or better coverage than the old ones. At the same time, a number of technical devices that rely on the old mobile networks will need to be replaced, such as alarms, emergency phones, hospital phones and water management systems.

"For municipalities and regions, a comprehensive inventory needs to be started now to find out what needs to be replaced so that they can begin the replacement. But few municipalities have started the work and that is worrying", says Tommy Ljunggren, expert on the 2G/3G technology shift at TechSverige.

"The challenge is to capture all those gadgets that are only connected with 2G or 3G and cannot make the transition to the newer networks," he continues.

What should local and regional authorities do?

For private individuals, this may involve alarms, old telephones and robotic lawnmowers. In municipal and regional operations, the challenge is more imminent as many systems, which are part of critical infrastructure and public services, are connected with old technology.

In addition to the above, it may also involve alarm and measurement data collection in municipal water networks, water meters or property management functions such as alarms, electronic locks, barriers and elevator telephones.

"Control linked to these technologies that only support 2G, 3G or copper will cease to function if they are not replaced or upgraded. Finding out what needs to be replaced is something the customer, for example a municipality, has to find out for themselves," says Tommy Ljunggren.

Mobile operators can see if there are SIM cards in a mobile phone and tell if they need to be upgraded or replaced, but for embedded systems such as intruder alarms, social alarms and water pumps, operators have no knowledge of how the SIM card is being used.

"Therefore, the inventory must be done by those who own and use the systems in, for example, regions, municipalities and hospitals," explains Tommy Ljunggren.

Of course, help can be sought from the supplier of the equipment and operators can also help with some information.

Why is the technology shift happening?

"The old networks are simply not able to provide customers with the services and features they demand. The use of the old networks has decreased dramatically in recent years and most phones and other connected things are already using 4G or 5G. This is happening not only in Sweden but all over the world, several countries have already shut down their 2G and 3G networks."

What is most important to start with?

"The most important thing is not to wait, but to start the inventory to begin the replacement as quickly as possible. Of course, you should not procure or install any new systems that are dependent on 2G, 3G or copper," concludes Tommy Ljunggren.

The shutdown of 3G has already started, 2G is expected to close in 2025 and the copper network in 2026.

On May 17, SKR, in collaboration with PTS and TechSverige, will organize a seminar on what applies to the technology shift.
More tips on what you need to do before the inventory can be found here.

The day before: The commitment to gender equality - a smokescreen?

There is a lot of talk, on occasion, about drawing a veil these days. To divert attention from what is really going on and has real significance. To hide inconvenient facts with various pronouncements.

Tomorrow is March 8th and International Women's Day, which has been on the UN's list of holidays since 1978 and is an opportunity to draw attention to gender inequality and the situation of women worldwide. Many will do just that tomorrow. Many will also take the opportunity to share and highlight their personal, corporate and organizational commitment to gender equality, diversity and inclusion. Thank you. Successful change - in any area - requires commitment to the issue from senior management. The report confirms this The vision of gender equality (Julia Larsdotter and Matilda Nehlmark 2016), a case study of which employees participate in gender equality work in some of the companies that have participated in the Womentor change program. The authors conclude that a CEO and management that show direction are essential for effective gender equality work. What they also note is that this does not go very far in itself. Those responsible for implementing the gender equality plans and delivering on the goals are middle managers, and this is where the chain often breaks down. Middle managers often lack a clear vision from above, and in most cases the knowledge and incentives to implement the plans, which they tend to interpret as recommendations rather than business goals. They simply do not really know why or how to pursue gender equality, which the report's authors argue may explain why the gender balance in the industry has remained largely unchanged despite a recent surge in commitment to gender equality. The report Women in the Workplace (McKinsey&Company and Lean In) show the same thing: more than 75% of CEOs of 130 selected companies say they include gender equality in their top ten business priorities, but the gender balance in the largest companies does not change. Before you dismiss the US study on that basis - that it's American and we're so much better here in Sweden - do a little test run on your own company using four questions based on the report's findings:
  1. Do your employees (or you) seriously believe that your gender equality plan will do the job?
  2. Are gender equality goals reflected in everyday actions at work?
  3. Do employees in your workplace openly notice when they encounter behavior or language that is sexist or based on prejudices about how men/women are?
  4. Are operational managers supported in implementing the gender equality plan? Incentives? Are managers rewarded and recognized for achieving or approaching gender equality goals?
Can you honestly answer yes to all of them? Congratulations, it seems that your company takes gender equality seriously! Is the answer no to one or more of the questions? Congratulations, you have now identified something concrete to work on to show that your company takes gender equality seriously! I don't think that most of the commitment to gender equality that we'll hear about tomorrow is a smokescreen in the true sense - much of it is probably genuine. But for this commitment to lead to real change, we need more than what most people have done and said so far. It requires those of us who have not yet arrived to follow the companies that have shown the way by daring to look a little closer and dig a little deeper into our own organizations, our culture, our actions. And not least in what we reward in practice, because it is the same as what we really prioritize. It will be a little difficult and a little hard, but just do it. Into the fog now - and dispel it!

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