Technical White paper

Healthy, wealthy and wiseReal-time intelligence helps match beds and patients—for better care, for more people, at less cost.

2 | December, 2012

Table of contents

1 Fixed beds, moving patients•Urgency and quality of care•Financial and regulatory drivers

2 Better communication and coordination•Symptomsofpoorpatientflow

3 From bed management—to patient placement•The promise of all-digital technology

4 Transforming the hub of patient flow•Before•Now

5 Informing management decisions•Before•Now

6 The numbers tell the story

7 Real-time visibility and workflow considerations

8 Do no harm: Best practice patient placement principles

9 Ready-to-go real-time patient flow—from the leaders in healthcare technology•CentralLogicCore™bedmanagementsoftware•HPTouchSmart™workstations,PCs,tablets,and

interactive digital displays•3rd-generation Intel® Core™ vPro™ processor technology

10 Getting started•Financing•Consulting

11 Learn more•About HP•About Central Logic•About Intel

Technical White paper | Solution

3 | December, 2012

Better patient flow, better patient experience

Hospitalsarerecognizingthatbetterpatientflowmanagementimprovesqualityofcare,resourceutilization,andcost-efficiency.

The2012PatientFlowChallengesAssessmentsurveyconducted by American Hospital Association (AHA) Solutions andHospitalsinPursuitofExcellence(HPOE)findshospitalsinvestinginpatientflowimprovementinitiativesthatspanprocess,staffing,andsystems—andreportingpositive resultsfromtheirefforts.1AccordingtoTonyBurke,CEO ofAHASolutions,“Patientflowdirectlyimpactsahealthcarefacility’s overall performance and can also play a strong role inpatientsatisfaction.”2

Fixed beds, moving patients

Patientflowmanagementstartswiththeearliestpointinpatienttransport—whetherapatientcomesinthrough,ER,OR,Dialysis,oranotherhealthsystem—throughthepatient’sdischarge,whethertoanothercarefacilityortheirownhome.Ahospital’sabilitytomanagepatientflowdependsonitsabilitytobalanceboth“demand”(patientneeds)and“supply”(finitephysicalandhumancareresources).

Atthecoreofpatientflowisbedmanagement,orcapacitymanagement.Patienttransfer,forexample, is operationally inseparable from capacity management, because proper patient placementdependsonwhatbedsareavailable.Gaps,delays,ormistakesinplacingpatientsintherightbed,withtherightlevelofcare,canhaveseriousnegativeclinical,operational,andfinancialimpacts.

Makingthebestuseofexistinghospitalresourcesiscriticalinlightofeconomicuncertaintiescoupledwiththeanticipatedgrowthindemandfromanagingpopulationandthenewlyinsuredunderhealthcarereform.

Evenasmallimprovementinefficiencyinpatientplacementandflowcanhavesignificantimpact.Forexample,reducingaveragelength-of-staybyjustfourhoursina275-bedhospitalistheequivalenttoincreasingthefacility’sphysicalcapacityby10beds.3

Urgency and quality of care

Capacitymanagementismuchmorethanjustthetimelyallocationandprovisioningofphysicalbeds.Urgencyandqualityofcarerequiresthatpatientsbematchedwiththerightbed—withtherightlevelofnursingcareandaccesstotherightspecialists,diagnosticsandtreatments—asquicklyaspossible.

1 Source AHA Solutions and Hospitals in Pursuit ofExcellence(HPOE).“ResultsandReportofthe2012PatientFlowChallengesAssessment:HospitalsConsiderPatientFlowEssentialtoCareandCompetitiveness.”2012

2 Source AHA Solutions press release, January 26,2012.http://www.aha-solutions.org/press/01.26.12-pfca-report-launch.shtml?source=prindex

3 Source CSC calculation based on CDC data on U.S.averagesforinpatientcare(non-Federalshort-stayhospitals)http://www.cdc.gov

Technical White paper | Solution

Thetimelinessofdefinitivecareisthemostcritical—andcomplex—aspectofpatientplacement,directlyimpactingthequalityofcareandpatientexperience.AccordingtoState-ledinitiativeslikethenurse-to-patientratiosmandateinitiatedin1999inCalifornia,criticalcarebedsintheICUand“step-down”unitsrequirea1:1nurse/patientratio,whilestandardcareis1:3,andgeneralmedicalandsurgicalunitsonlyrequirea1:5ratio.4

Ifnosuitablebedisavailable—orthetransfercenterisunabletoseethatsuchabedisavailable—anadmittedpatientmayneedtobeplacedinanother,lesssuitableareaofthehospital,andsubjectedtomultiplemoves.Forexample,anoncologypatientmayfirstbetransferredtoabedinthepediatricsurgeryward,orviceversa.Inaworstcasescenario,admission may be delayed and critically ill patients are boarded in an emergency department orhallwayuntilabedopenswiththeproperlevelofcare.

Gettingpatientsintotherightbed,thefirsttime,improveshealthoutcomesandpatientexperience,andreducesoveralllengthofstay.Theabilitytomakefast,informeddecisionsaboutpatientplacement—fromtransfer,admission,andinternaltransport,todischarge—isanimportantfactorinachievingmanyhospitalobjectives,includinghigherHospitalConsumerAssessment of Healthcare Providers Systems (HCAHPS) survey ratings, reducing unnecessary re-admissions,andmakingthemostefficientuseofallhealthsystemresources.

Financial and regulatory drivers

Properandefficientpatientplacementalsocontributestolowercostsforpatients,payors,andhospitals.Medicare,Medicaid,andprivateinsurerscloselymonitor“rightpatientstatus”asdesignatedbythepatient’sphysicianandcompare“intensityofservice”and“severityoforder”todefinereimbursablepatientstay.If,forexample,apatientcomestotheERwithabdominalpain,itcouldbeappendicitis,butinitiallabworkandsymptomsarenotdefinitive.Theinsurerwilltypicallypaythefullcostofovernightobservation.However,ifthepatientisunnecessarilyadmitted the next day due to inappropriate communications to the care team to ascertain status,theinsurermaynotpaythefullcost,leavingthehospitaltoabsorbthedifference.

HealthcarereformwillincreasinglytiereimbursementtohospitalqualityofcaremetricssuchasHCAHPSandotherstill-to-bedefinedefficiencymeasures.BeginningOctober2012,hospitalsfacedmaximumfinancialpenaltiesofupto1%ofMedicare/Medicaidreimbursementforexcessivereadmissionofpatientsinlessthan30days.In2014,themaximumfinancialpenaltiesdoubleto2%ofMedicare/Medicaidreimbursement.5

Thefinancialbenefitsofbeingabletoquickly,efficientlyplacepatientsintherightbedthefirsttimearecompelling.Theyinclude:

• Added capacity—Withoutphysicallyexpanding,throughmoreefficientutilizationandfasterturnoverofexistingcapacityandless“bedhiding”fromdelayedupdatingofavailability

• Increased revenue—Byprovidingcareformorepatients,withoutaddingresources

• Reduced costs—By optimizing use of hospital resources and proactively managing length-of-stay

• Improved staff productivity—By cutting the time teams (transport, emergency, transfer, nursing,EVS)spendlookingfordataandminimizing“workqueuing”

• Improved patient health and satisfaction—Byreducingwaittimesandtimelinessofdefinitivecare

• Shorter length-of-stay / Fewer readmissions—Through right level of care and coordinated discharge processes

4 | December, 2012

Technical White paper | Solution

4 SourceHealthAffairsSeptember2002vol.21no.553-64:http://content.healthaffairs.org/content/21/5/53.long

5 Sourcehttp://www.cms.gov/Medicare/Medicare-Fee-for-Service-Payment/AcuteInpatientPPS/Readmissions-Reduction-Program.html

Better communication and coordination

Toachievethefullclinical,operational,andfinancialbenefitsofbetter,fasterpatientplacement,hospitalsmustbewillingtoaddresssignificantchallenges—chiefly,theconundrumofhowtoimprovecommunicationandcoordinationamongextremelybusyprofessionalsengagedindifferent,butcriticaltasks.Indeed,60.9percentofthehospitalleaderssurveyedforthePatientFlowChallengesAssessmentreport,identifiedpoorcommunicationsastherootcauseofpoorpatientflow.6

A number of factors contribute to the sharing of timely and accurate information required for fast,smartbedmanagementdecisionsandefficiencies.Theseinclude:

•Constant changes in bed and patient status

•Separateadmissionprocessesandsystemsindifferentdepartments(e.g.,emergency,cardiology, pediatrics, obstetrics)

•Manualdataentryandreconciliation,decreasingstaffproductivityandincreasingriskoferrors

•Multiple, incompatible sources and versions of information on bed status and patient needs in multiple,incompatibledataformats(e.g.paper,whiteboard,Excelfiles,ADT,ElectronicMedicalRecords(EMRs),patienttransferandEVSworklists)

•Difficultyofinputtingandaccessinginformationatthepointofpatientcare

•NeedforstrictsecurityandprivacyincompliancewithHIPAAandotherregulationsandpolicies to protect access to, and update of, patient information

•Noabilitytocaptureandanalyzeorreviewdatatomeasureperformance/quality,identifytrends or target areas for improvement

Symptoms of poor patient flow

Aquickchecktodetermineflowissueswouldbetoascertainifanyofthesecircumstances arerecurring:

•HoldingpatientsovernightintheERwhoneedtobeadmitted

•Full recovery room (PACU) results in delayed OR procedures

•Turningpatientsawayduetoinefficientinpatientcapacitymanagement

From bed management—to patient placement

Traditionally,“bedmanagement”solutionsformanaginginformationandcommunicationshavefocusedonturningoverphysicalbedsasquicklyaspossible,primarilybyhelpingEnvironmentalServices(EVS)teamsscheduleandreportonroomcleaning,withlittlematchingofpatientneedsandlevelsofcareandservices.

Suchsolutions,whetherinternallydevelopedorpurchasedfromavendor,havetypicallyonlyexacerbatedcommunication,complexity,andcostissuesbyaddingto:

•The number of incompatible systems

•The amount of data created

•The number of places data is stored

•IT maintenance expenses

•Stafftrainingrequirements

The promise of all-digital technology

Today,advancesindigitaltechnologyenableanewapproach:patient-centeredplacement.Inthis setting, resources are organized around patient needs and all teams (transport, ER, ADT, clinicians,EVS)sharereal-timevisibilityintothepatient’sneedsandstatusthroughtechnology.

Recent advances in processors, touch-enabled devices, and Web-connected application technologiesmakeitincreasinglypracticalforhospitalstoimplementend-to-enddigitalsolutionsthatprovideeveryoneonthepatientcareteamwiththereal-time,“at-their-fingertips”informationtheyneedtomakepatientplacementdecisions.

5|December,2012

6 SourceAHASolutionsandHPOE.“ResultsandReportofthe2012PatientFlowChallengesAssessment:HospitalsConsiderPatientFlowEssentialtoCareandCompetitiveness.”

Technical White paper | Solution

New capabilities include:

•Secure,web-connectedaccesstoactionablereal-timeinformationbyauthorizedusersacrossall departments and functions

•User-friendlyelectronicwhiteboards,digitaldisplays,andmobiledevicesthatenablestafftoquicklyandeasilyaccessandinputinformationanywhere

•Integratedworklistandworkflowautomation,withhospital-definedstandardsandruleswrittenintothesoftware,includingchecksandbalancesandescalationalerts

•Consumer-orientedhardwareandsoftwareinnovationandintegration,fromtheprocessorchipsettointuitivetouchscreeninterfaces,thatsignificantlyreducecostandminimizetheneed for administration, maintenance, training and support

•Data capture, analysis, and reporting tools to identify trends and pinpoint opportunities for improvement

Transforming the hub of patient flow

Likeairtrafficcontrollers,triagenursesmustmakepatientplacementdecisionsbasedoncomplex,interdependentfactorsthatchangeminute-by-minute.Theunpredictabilityofemergencyadmissionscanquicklyturnanefficientsystemwithahighoccupancyrateintoacrisissituation.Bottlenecks,delays,ormistakesanywhereinthesystemofcarecancauseaseriousbackup—andevenmeanthedifferencebetweenlifeanddeath.

Before

Untilrecently,thetriagenursesresponsibleforprovidingtheclinicaloversightandmakingpatientplacementdecisionsinalargehospitalwereforcedtodependonmultiplemanual toolsandtechniquestofind,coordinate,andupdatetheinformationrequiredtomakegooddecisionsquickly.Informationsourcesinclude:

•Handwrittenstatusupdatesonthewhiteboardsnearpatientbeds,ormanualdataentryintoMicrosoft®Excelworksheetsatnurses’stations

•Multiplephonecallsandface-to-facemeetingseachdaywithnursingstaffindifferentdepartmentstoreviewstatusandattempttosyncupinformation

•GleaningrelevantinformationfromanADT(admissions/discharge/transfer)system,designednot for patient placement, but for billing

Despitethebesteffortsofeveryoneinvolved,informationwasneverup-to-dateandtheprocesswasverylabor-intensiveandinefficient.

Now

Bymovingtoanintegrated,all-digitalcapacitymanagementsystemwithreal-timevisibility,triagenursescanbenefitfromcapabilities,suchas:

•Automatic capture and analysis of data

•At-a-glancedashboardviewsofperformancemetrics,withdrill-downtodetails

•Real-timeemailalertswhenhospital-defined-parametersareexceeded

•Regular, automatically generated reports

•Reportwizardstocreatecustomized,on-demandreports

•Snapshotviewsbyunits,floors,andtheentirehospitalsystem

•Secureaccesstoreal-timedashboardsanddataviaastandardwebbrowser

Informing management decisions

Whenitcomestoseeingthebigpictureinpatientplacement,whethertoaddressimmediateissuesormaketherightlong-terminvestments,hospitalexecutiveshavelongbeenlimitedbyalackofaccesstotimelyinformation,historicalinformation,andanalysistools.

6 | December, 2012

Technical White paper | Solution

Before

Gainingaccesstopatienttransferandbedmanagementinformationtypicallymeanthiringanoutside consultant or adding to the burden of already-busy professionals to collect and enter informationintoMicrosoft®Excelspreadsheets.Management-by-walking-aroundwasanotheroption.Unfortunately,problemswithpatientplacementandcapacitymanagementtypicallyonlybecameevidentduringacrisis,suchabedshortageorERboarding.

Now

Bymovingtoanintegrated,all-digitalcapacitymanagementsystemwithreal-timevisibility,hospitalexecutivescanbenefitfromcapabilities,suchas:

•Automatic capture and analysis of data

•At-a-glancedashboardviewsofperformancemetrics,withdrill-downtodetails

•Real-timeemailalertswhenhospitaldefinedparametersareexceeded

•Regular, automatically generated reports

•Reportwizardstocreatecustomized,on-demandreports

•Snapshotviewsbyunits,floors,andtheentirehospitalsystem

•Secureaccesstoreal-timedashboardsanddataviaastandardwebbrowser

The numbers tell the story

Redesigning processes, centralizing patient placement and introducing technologies are estimatedbyindustryexpertstohelphospitalsincreasetheireffectivebedcapacityby5to20percent.Foreachbedadded,it’seasytoseehowacomprehensivebedmanagementsolutioncanhelpgenerateuntappedrevenue.7

Illustration of capacity before and after a workflow redesign

7|December,2012

Technical White paper | Solution

7 SourceUsingTrackingToolstoImprovePatientFlowinHospitals,April2011:http://www.chcf.org/~/media/MEDIA%20LIBRARY%20Files/PDF/U/PDF%20UsingPatientTrackingToolsInHospitals.pdf

Real-time visibility and workflow considerations

Movingforwardtorealizethebenefitsofreal-timedatavisibilityandworkflowautomation,hospitalsandhealthsystemsneedtoevaluatenotjusttechnology,butitsimpactondifferentteamsandpatientplacementandbedmanagementprocesses.

Thecreationofasteeringcommitteetoidentifyandengagestakeholders,deviseand gainconsensusonastrategy,andplanimplementationisagoodfirststep.Manyhospitals havecreatednewdepartmentsordesignatedpermanentcommitteesfocusedonpatient flowimprovement.

Thefollowingareimportantconsiderationsindevelopingasuccessfulreal-timepatientplacementstrategy,solution,andimplementationplan:

• Process improvement and workflow automation Workflowautomationbegsthequestionofwhatworkflowsaretobeautomated,consideringhowprocessesmightbeimproved.Itdoesn’tmakesensetoselecttools thatforceyourorganizationintomodelsthatdon’tfit.Customizablepredefined workflowsprovideastartingpoint,alongwiththeflexibilitytoadapteasilytoteam-orhospital-definedrequirements.Rules-basedenginescanhelpguidestaffthroughthe customizationofexistingworkflowsordevelopmentofworkflowsthatmatch specificoperations.

• User adoption Useradoptionstartswiththeaforementionedinvolvementofabroadsetofstakeholdersinupfrontdesignanddefinition.Representativesfromcriticalfunctions,suchas,Triage,Transfer Center, Nursing, EVS, Transport, Maintenance, and Hospital Executives must activelyparticipatethroughoutdefinition,planning,andimplementationtomakesuretoolssupporttheprocessesandprovidetheinformationandfunctionstheyneed.Friendly,intuitiveinterfaces,suchasconsumer-style,touch-enabledinterfaces,goalongwayinspeedingadoptionbymakingtoolssimpletouseandlearn.

• IT integration AskITtoreviewinfrastructurerequirements,implementation,andongoingmaintenanceandsupportneeds.Seektheirhelpevaluatingthecomparativevalueofdifferentproductfeatures,suchasconfigurablerulesenginesandreportwizardsthatcanreduceend-userrelianceonITservices.Havethemratetoolsonthebasisoftheireaseofintegrationandinteroperationwithotherhospitalapplications(e.g.,patienttransfer,clinical,ADT,EMR),aswellasoff-the-shelfapplicationsforemail,webbrowseraccess,andsoon.

• Financial justification / ROI Investmentinnewreal-timepatientplacementsystemsshouldbeweighedagainstthecostsofexistingmanualsystems.Examplesincludeoverhead,whenclinicalnursesmustmanuallygothroughthehospitaltoidentifypatientstatusandfindandalertphysiciansasthedeadlinesforcriticaldecisions,suchasdischarge,approach.More“hidden”butpotentiallyevenmoreseriouscostsinclude:thenegativeimpactsoftheexistingsystemonqualityofcare,patientexperience,andriskstodatasecurity,patientprivacy,andregulatorycompliance.

Do no harm: Best practice patient placement principles

Tokeeppatientssafeandprovidequalitycare,emergencymedicalstaff,nurses,andphysiciansalllearnthe5‘Rights’ofGivingMedications(RightPatient,RightMedication,RightTime,RightDose,RightRoute)aspartoftheirtraining.

ThepatientflowteamatalargeNewEnglandtertiary-carehospitalhasadaptedtheseguidingprinciplesin5‘Rights’ofPatientPlacement:

1. Right Level of Care

2. Right Service

3. Right Nursing Unit

4. Right Bed

5. Right Time

8 | December, 2012

Technical White paper | Solution

Ready-to-go real-time patient flow—from the leaders in healthcare technology

Together,Intel,HP,andCentralLogicofferintegrated,easy-to-usesolutionsthatreducethetime,cost,andcomplexityofimplementingend-to-enddigitalpatientflow.

Thereal-timecapacitymanagementsolutioncombines:

Central Logic Core™ bed management software Intuitive,web-enabled,Coresoftwareprovidessecure,real-timecommunication,tracking, andupdatingofpatientandbedstatustooptimizequalityofcareandexperience. Featuresinclude:

•Multipleviewsof/andaccesstoactionabledata—authorizeduserssimplyclickonaroomorpatienttochangeastatusormakearequest

•SeamlessintegrationwithCentralLogicForeFront,theindustry’smostpopularpatienttransfersoftware

•Easyintegrationwithotherhospitalsystems,suchasADTandEMR

•Customizableautomatedworkflowtemplatesandrules-basedengine

•Real-time dashboards and reports

•Integratedworklistsfornursing,transport,transfer,EVSandmaintenancewithautomaticprioritization based on urgency of care and location

•Predictivereasoningtohelpoptimizecapacityutilizationandforecastwhenbedswill become available

•Assistedmatchingofpatientneedstohospital-definedbedattributes

HP TouchSmart Elite All-in-One PCs, HP Workstations, HP Business PCs, HP EliteBook Tablet PCs, and HP Interactive Digital Signage Displays

CentralLogicsoftwareonHPsystemsmakesiteasyforauthorizedpersonneltosecurelyaccessandupdatepatientandbedinformationonthespot.Forexample:

•HPTouchSmart8300All-in-OnePCfeaturingIntel®Core™vPro™processorswith23inchdiagonaltouchscreenmonitorofferacompact,ergonomicworkstationatthenurses’station

•PowerfulHPZ600WorkstationsfeaturingIntel®Xeon™processorsprovidebackendvirtualization and redundancy

•HP ElitePad tablets enable nurses, Environmental Services (EVS), and Transport teams to accessandenterthelatestinformationwheretheyworkastheycheckonpatients,cleanrooms, transfer patients

•HPDigitalSignageDisplayswithintegratedmulti-touchscreentechnologyreplaceantiquatedwhiteboardstoprovideup-to-the-minuteviewsofthefacility,units,bedstatus,assignedstaff, and patient status

3rd-generation Intel® Core™ vPro™ processor technology

HPhealthcaresystemstakeadvantageofadvancedIntelprocessortechnologyinnovations,whichbuildsecurity,self-maintenance,dataencryption,andotherfunctionalityintothechipsetandothersystemhardware,wheretheyarelessvulnerabletohackers,computerviruses,computerworms,andotherthreats.Forexample:

•Duringdeployment,securitycredentials,keys,andothercriticalinformationarestoredinprotectedmemory(notontheharddiskdrive)—anderasedwhennolongerneeded

•3rd-generationIntel®Core™processorswithvPro™technology8 support encrypted communicationwhileroaming

•Multi-layered,hardware-assistedmonitoring,security,management,reliability,andmaintenancecapabilitiesmakeiteasierforasys-admintomonitor,maintain,secure,andservice systems

9|December,2012

Technical White paper | Solution

8 Source Some functionality of this technology, such as Intel® Active management technology andIntel Virtualizationtechnology,requiresadditional3rdpartysoftwareinordertorun. Availabilityoffuture“virtualappliances”applications for Intel vPro technology isdependenton3rdpartysoftwareproviders. MicrosoftWindowsrequired.”

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Getting started

Integrated bed management solutions leveraging technologies from HP, Intel and Central Logic can help your organization optimize resources by providing real-time data visibilityandcustomized,automatedbedmanagementworkflows.Bettercommunicationsbenefitproviders,physicians,nurses,otherstaff,patients,andtheirfamilies.

Financing HPFinancialServicescanhelpyoutobegintotakeadvantageofend-to-enddigitalbedmanagementinyourhospitaltoday—withminimalimpacttocashflow.HPfinancingspecialiststakealifecycleapproachthathelpsyoutoconsidernotjustinitialpurchase,buttotalcost-of-ownershiptodevelopfinancingthatmakessenseforyourorganization.

Consulting CentralLogicconsultantsandauthorizedHPHealthSpecialistpartnerswithextensiveexpertiseindigitalpatientflowsolutionswillworkwithyourstafftointegratewithexistingworkflowsandprovideonsitetraining.

Learn more

About HP As a trusted supplier of information technology solutions to hospitals, clinics, and medical practicesaroundtheworld,HPisuniquelyequippedtosupportend-to-endpatientflowsolutionsinmajormedicalcenters,communityhospitals,andsmallcarecenters.TheHPHealthcareAllianceprogramcombinesofferingsfromindependentsoftwarevendorswithhardwarefromHPtodeliverintegrated,tailored,andtestedsolutionsthatwork.

Learn more about HP Healthcare solutions at: hp.com/go/healthcare

About Central Logic CentralLogicisthehealthcareindustry’sleadingproviderofinnovativepatientflowsoftwareandconsultativeexpertise.Since2005,thecompany’ssolutionshavetransformedpatienttransfer processes for some of the United States’ most respected medical systems and hospitals.CentralLogicworkscollaborativelywithphysicians,administrators,andstafftodesignanddeliverpatientflowsolutionsthatincreasepatientthroughputwhileconservinginternalresources.

Learn about Central Logic patient flow solutions at: centrallogic.com/solutions

About Intel Whereinformationandcaremeet:HPsolutionspoweredbytheIntel®vProprocessorfamilydeliversmart,long-lastingperformance.AdvancedandIndustrystandardtechnologiesfrom Intel help enable coordinated, customized care by contributing to the creation of an interoperablehealthITinfrastructure.

Learn about Intel and healthcare at: intel.com/about/companyinfo/healthcare/index.htm

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©2012Hewlett-PackardCompany,LP.Theinformationcontainedhereinissubjecttochangewithoutnotice. Intel,theIntellogo,IntelCore,CoreInside,IntelvPro,vProInside,andXeonaretrademarksofIntel CorporationintheU.S.and/orothercountries. CentralLogicisaregisteredtrademarkandCoreisatrademarkofCentralLogic,Inc..

4AA4-4658ENUS,December2012 ThisisanHPIndigodigitalprint.

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