BC Asia Pacific - October 2018 by Business Review Asia

OCTOBER 2018 www.businesschief.com

A digital transformation journey

Tungstenâ&#x20AC;&#x2122;s future in Vietnam

Quality results through supply chain disruption

Getting Asia online

An international data Journey

Jorge Gonzalez on how a new procurement strategy has transformed supply chain operations

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FOREWORD

Asian companies and consumers alike go digital in droves.

Safilo Group, which manages everything from the design and creation to the supply and distribution of eyewear, produces products for all sorts of brands including Bobbi Brown and Marc Jacobs.

Additionally, IDEX CEO Stan Swearingen argues that biometric fingerprint technology will be central to cashless payments within a matter of years – IDEX has not only partnered with US-based Mastercard, but also with Chinese companies Feitian and Jinco.

elcome to October’s Asia Pacific edition of Business Chief, bringing you the latest news and insight throughout the region.

Catherine Sturman caught up with Jorge Gonzalez, the company’s Director of Sourcing APAC, for our October cover feature, who was keen to explain why the end-to-end service Safilo provides its partners is essential for success. Elsewhere, Olivia Minnock speaks to Falk Weinreich, Senior Vice President at Colt Data Centre Services regarding the multinational company’s expansion across Asia and how it provides essential infrastructure as

For our October City Focus, we’ve zoned in on the thriving city of Perth, and we’ve also brought you a list of Australia’s 10 most significant exports. Don’t forget to check out our company profiles on SCT Group, Jabil, Coal Services Pty Ltd, BAI Communications, Brightstar Corp, Aditya Birla Group and Metro South Health. Enjoy the issue! Olivia Minnock. Olivia Minnock@bizclikmedia.com

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CONTENTS

Safilo Group

EYEING LONG-TERM GROWTH ACROSS THE SUPPLY CHAIN

32 Getting Asia online: an international data journey OCTOBER 2018

City Focus

PERTH 09

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112

CONTENTS

Coal Services Pty Limited

SCT Group

OCTOBER 2018

Jabil

126

Masan Resources

146 BAI Communications

164 BrightStar

176 Metro South Health w w w.busi ne ssc hief. com

DELIVERING QUALITY RESULTS THROUGH SUPPLY CHAIN DISRUPTION WRIT TEN BY

CATHERINE S TURM AN PRODUCED BY

CHARLOT TE CL ARK E

OCTOBER 2018

S U P P LY C H A I N

w w w. b u s i n e s s c h i e f. c o m

SAFILO GROUP

Nearing the end of its procurement strategy 2020, Director for Sourcing for Asia and APAC, Jorge Gonzalez, discusses how the business continues to go from strength to strength

ppealing to all ages and demographics, the global eyewear market is undergoing considerable growth. Set to exceed $165bn by 2026,

optical companies and those specialising in eyewear will 14

need to transform traditional business models behind the scenes in order to cater towards increased demands. From the purchase of designer sunglasses, to the improvement of everyday vision, 99% of all frames worldwide are produced in Italy, China and wider Asia, creating significant opportunities for eyewear creator, Safilo Group. Famed for its extraordinary designs and propriety brands, such as Carrera and Polaroid, as well as its licensed brands, BOSS, Tommy Hilfiger, Kate Spade, Marc Jacobs and more, the group has become the second largest eyewear company in the world. Safilo is a frontrunner in the global distribution of premium sunglasses, optical frames and sports eyewear, bringing the latest design and manufacturing capabilities. Housing a number of its factories in Italy, its sourcing activities are mainly undertaken in China and Japan, OCTOBER 2018

S U P P LY C H A I N

“ We source a large share of what we sell with partner companies, instead of with our own direct manufacturing. The sourcing team is extremely well recognised, as it is a key source of innovation” — Jorge Gonzalez, Director of Sourcing in Asia and APAC

w w w. b u s i n e s s c h i e f. c o m

Imagination enriched by precision Who are HuaQiang? Huaqiang is a precision metal component solution provider to mainly optical, but also watch, luxury accessory, medical and electronic industries. Through 35 years of experiences and constant reinvestments in production, HuaQiang is able to use precision to help its customers realise its widest imaginations and design. We have offices in Shenzhen, Wenzhou and Veneto, Italy, whilst our HQ and production plants are in Yuhuan, China. How has the business changed over the years? Through almost 35 years of history, we started off by suppling metal component to the lowest segments of the eyewear manufacturing business. Until 15 years ago, when most of our domestic competitors started to invest in rapid booming and profitable real estate market, HuaQiang decided take bold steps to invest in a total production upgrade by acquiring two fully automated production lines from Japan.

We have been able to gain the trust of world’s two leading eyewear manufactures including Safilo, Luxottica, De Rigo and Essilor and have become one of the top four eyewear metal components suppliers in the world.

Basically, we help our customers to create added value by putting ourselves into our customer’s shoes.

Please outline HuaQiang’s business model

Whilst being an industrial leader in self-developed machinery in China, we also maintain industry’s highest level of investment in our Human Resources. One of the most effective ways is to acquire talented people from other industry leaders. Some of our brightest colleagues were recruited from Volkswagen and Bosch.

Our business models can be seen as two folds. For most of our customers, we ship our components directly to their plants, usually in Italy, China, Japan and Bazile. We are their first-tier supplier. This is referred as “Direct sales” in HQ and accounts 70% of our annual sales. Other customers that are brand or retail owners that do not have internal manufacturing capabilities, we supply to their frame producers. This accounts 30% of our annual sales. What technologies does the company utilise across its operations? We have been investing in new technologies, especially in 5-axis CNC machines. We also have a machinery workshop to develop and build all our machines for standard products, as well as utilising pressing, computer numerical control (CNC), metal injection moulding (MIM), laser cutting and more. How do you ensure strong relationships with customers and suppliers? We have selected a number of qualified candidates with the potential and willingness to grow. We have shared market information and production knowhow, and internalised the fundamentals, such as moulding and surface treatments so supplier risks are mitigated. Safilo, for example has an extensive brand portfolio, and is an industrial leader in quality and design. The business always challenges us to realise the wildest design ideas. The transformation of centralisation in procurement in recent years has also allowed HuaQiang not only to tap into business with Safilo, but also with its OEM suppliers. Safilo has been our most educative customer, which has allowed us not only to develop in terms of management, but has also opened us to further market opportunities.

What about the training and development of workers?

Our technical team routinely attend machinery and moulding exhibitions worldwide, and we also have established partnerships with a training firms for management training across all management levels. A personal development fund is also announced to all employees on yearly basis. What sets HuaQiang apart from the competition? The most crucial one is our dedication in both catalogue and custom-made products. In catalogue business, some are self-developed, but others can be standardised. By continuous investment in automation, R&D, and production management for catalogue products, we are more efficient than ever. When developing a new metal frame, a customer need to decide to which extend they will internalise the product. Our commitment in both product types enables us to be the ultimate metal solution provider to eyewear industry. We shipped 40mn pairs of catalogue products and 15mn pairs of custom made products in 2017, where we produce approximately 90,000 pairs per day. As a company that has deep roots in this industry for 35 years, we were able to capture new customers whilst maintaining good service level to existing ones which makes the first half of 2018 the best one we ever had.

How does HuaQiang help its customer such as Safilo to deliver special eyewear? Each time when we receive a drawing or a new idea, instead of going directly into product development, it is our instinct to look deep and try to understand the logic behind this design and all possible solutions to accomplish it. If such design is intent to be perfect in moving mechanism, we will suggest the most precise process to make sure the assembled product runs smooth like silk. If such design is intent to be perfect in aesthetics, we will introduce the right surface treatments to make it shine.

Dunno Huang Director of foreign & indirect sales, HuaQiang Optical

SAFILO GROUP

“ It is a matter of looking at the performance of that factory in somewhere like China and how it will impact our customers in countries such as Spain or Brazil, highlighting the relationship between market and supply” — Jorge Gonzalez, Director of Sourcing in Asia and APAC

where its frames are distributed worldwide. “From a supply chain perspective, we don’t have a strong segmentation by region, but more on a functional basis. However, sourcing is much more Asia focused, which is why we have a strong team in Hong Kong,” explains Jorge Gonzalez, Director of Sourcing in Asia and APAC. “We source a large share of what we sell with partner companies, instead of with our own direct manufacturing. The sourcing team is extremely well recognized, as it is a key source of innovation.

EXCEPTIONAL COLLABORATION Working across a number of supply chain functions for close to 20 years, Gonzalez OCTOBER 2018

S U P P LY C H A I N

joined the business in 2016 taking over from Andrea Grassini who then became Global Sourcing Director. Grassini has been instrumental within the group’s procurement and supply chain transformation, and has taken the business’ procurement and supply chain capabilities to the next level. “Previously, the interface between design and sourcing was happening much more downstream in the process. Now, the way we work opens up more opportunities,” he explains. “When you have your own factories, it’s much more difficult to keep in touch with the market, so we keep in touch through our network of suppliers. “Instead of having one location, we have over 30. We don’t manage the production directly, but we operate like a factory, with production managers, scheduling and planning. Instead of production orders we use purchase orders, but it is similar. It’s part of our success.” Working alongside designers in Italy, New York and China, Gonzalez and his team work in sync with both designers and suppliers, passing on innovative design concepts which can be mass produced, placing particular emphasis on building mutually positive supplier relationships in the process. “We are like a revolving door, with suppliers on one hand and designers on the other, in w w w. b u s i n e s s c h i e f. c o m

visotticacomotec.com

Continuous improvement. Founded in 2003, Jin Yu Plastic Products Co Ltd is a dynamic and leading manufacturer of Cellulose Acetate Sheets in China with offices in Asia and Europe.

www.jinyuplastic.com Jin Yu is on Facebook Instagram Wechat

S U P P LY C H A I N

“ Our differentiator is that we go to their factories and seek to add value by highlighting opportunities for improvement in every factory — Jorge Gonzalez, Director of Sourcing in Asia and APAC

lean and six sigma methodologies was a key turning point.”

BUILDING TEAM RESILIENCE As new materials, textures, colours and finishes, as well as types of lenses, continue to flood the market, Gonzalez and his team have remained adaptable against ongoing market volatility. With over a thousand new products each year, each member of the team plays a key role: Product develop-

order to produce prototypes, concepts

ment and engineering teams manage

and drawings. There is also an engineer-

all 1000 models from prototyping to

ing team, each housing over 15 years’

mass production readiness; the quality

experience, which is why our sourcing

manager ensures that all are manufac-

is world-class,” adds Gonzalez.

tured to high standards, whilst the pro-

“Appointing a number of individuals

duction manager remains responsible

with a background in manufacturing

for the procurement-to-pay process

has also helped our suppliers, as many

and delivery performance.

organisations won’t have the manpower

Additionally, one team is strategically

or the expertise to go deep into their

working with suppliers and gaining a

operations. They just want to negotiate

greater understanding of costings, the

the price and then leave things be. Our

bill of materials, and overhead percent-

differentiator is that we go to their

ages. Its sourcing house has illustrated

factories and seek to add value by

how a healthy manufacturing company

highlighting opportunities for improve-

should operate by creating a dedicated

ment in every factory,” he continues.

area for its purchasing operations and

“We have the background and the expertise. Manufacturing together with

giving its sourcing house greater autonomy. w w w. b u s i n e s s c h i e f. c o m

SAFILO GROUP

“I see myself as an enabler

examples to the table. We also

and facilitator. Each team is

brought the team to the facto-

given targets where they make

ries, to the suppliers, showing

the required choices and are

real examples of how we can

held accountable. They decide

be even better.

which projects they will run with

“It takes a while to embed

and the activities they believe

this kind of culture of fighting

the business should be under-

for every single opportunity.

taking,” explains Gonzalez.

The automotive industry had

The sourcing house is routinely encouraged to embrace

to do it in the ‘80s and we are having to do it now.”

new ways of working, particusign new styles to suppliers and

PROCUREMENT JOURNEY

balance capacity, as it contin-

Presently undergoing its

ues to transform from regional,

six-year accelerated procure-

isolated, “do-it-all” units, to

ment strategy, which is set to

global, category-focused pro-

complete in 2020, Safilo will

curement clusters to address

seek to balance its production

global spend by category while

and sourcing activities, in order

driving accountability for qual-

to deliver outstanding results

ity and delivery.

in five key areas: availability,

larly in areas such as how to as22

“The question is ‘why bother to do better if we are already

delivery, cost, partnerships and innovation.

doing very well?’ Trying to moti-

“With net inflation, we are

vate workers in this way was an

trying to accomplish around

internal challenge which we had

low single digits sourcing effi-

to overcome,” notes Gonzalez.

ciency year on year, which with

“We looked at other industries in order to bring some OCTOBER 2018

inflation is a high single or even double-digit improvement es-

S U P P LY C H A I N

SAFILO GROUP

“We have a manufacturing mindset and experience with lean and six sigma methodology. We do not just negotiate prices, but go deep into our suppliers’ production processes” — Jorge Gonzalez, Director of Sourcing in Asia and APAC pecially in countries like China,” says

product development, the purchase-

Gonzalez.

to-pay process and supplier and

“That is the driver towards all other

relationship management, Safilo looks

choices that are situated in quality and

at supplier production and scheduling,

lead time in production. All of this is

collaborating with suppliers across the

geared to removing defects and waste,

whole manufacturing process.

which will help us achieve purchasing ef-

“Having a manufacturing mindset

ficiency, not by reducing the profit of our

and experience with lean and six sigma

partners but by improving the processes.”

methodology. We do not just negotiate

Focusing on three main engines: OCTOBER 2018

prices, but go deep into our suppliers’

S U P P LY C H A I N

production processes,” he says. “We look at their situation, their overheads, undertake a profit and

they are not able or willing to work to continuously improve quality and process and remove waste cost.”

loss (P&L) analysis and then give them a hint of where to look for opportunities.

SUPPLIER GROWTH

Partners are defined in addition to by

With increased pressures as a result

performance, by the level of collaboration

of the exchange rate with the dollar, as

we obtain during these conversations. At

well as Chinese inflation, the company’s

the end by natural selection suppliers will

relationship with its suppliers has been

end up being dropped and renewed if

completely disrupted. w w w. b u s i n e s s c h i e f. c o m

SAFILO GROUP

“In the past, cost was not so important. Every supplier had the notion that if they do a reasonable job then they will receive a certain amount of business the following year. We have therefore had to bring suppliers back to five KPI areas - compliance, social responsibility, quality, delivery performance, cost, and a ‘softer’ area of whether they are easy to do business with,” explains Gonzalez. “We have had to become very disciplined in making sure that new business and the growth of the supplier is 100% linked to this.” Introducing best in class management 26

€1.04bn Approximate revenue

1934 Year founded

practices, Safilo works with suppliers to create a yearly joint business plan (JBP), undertaking quarterly reviews, as well as visiting suppliers at their own locations to reach as many layers as possible. “I personally take the time to meet with the people, with my team and go all the way across the shop floor to understand the issues, work with them and do some problem solving together. “It is a matter of looking at the performance of that factory in somewhere like China and how it will impact our customers in countries such as Spain or Brazil, highlighting the relationship between market and supply.” By running a number of quality assurance programmes, the sourcing house has also OCTOBER 2018

8000+ Approximate number of employees

S U P P LY C H A I N

undertaken a range of projects with suppliers to tackle long-standing issues. “Each year, KPIs are expanded further to provide new challenges for suppliers, whether it is through capacity or lead times. For example, last year, our KPI in delivery performance is at 95-97%,” notes Gonzalez. “We have three seasonal collections per year - in January, April and August - and each year we have removed one week off the lead time. Since 2016, we have cut off three weeks in terms of lead time. However, we need to maintain the same quality and service level, as well as reduce costs. “We need to be faster and remove waste,” he adds. “We cannot do things the same way that we were doing before, so that forces us internally as well as our suppliers to review current processes, not just production but end to end. For example, lengthy and manual interfaces meant that a purchase order would move from office to the supplier in days, now it takes hours,” he continues. Soon to renew its 2020 vision following on from the appointment of its new CEO this year, Safilo will aim to further transform the business to uphold its 100% track record on delivery. Adopting lean deployment programmes to reduce lead times and shrink costs with w w w. b u s i n e s s c h i e f. c o m

SAFILO GROUP

OCTOBER 2018

S U P P LY C H A I N

FACTS

• The global eyewear market is set to exceed $165bn by 2026 • Safilo Group is the second largest eyewear company in the world. • Safilo houses a number of its factories in Italy, whilst its sourcing activities are mainly undertaken in China and Japan • Strategically working with suppliers and gain a greater understanding of costings, the bill of materials and overhead percentages, its sourcing house illustrates how a healthy manufacturing company should operate • The sourcing house is routinely encouraged to embrace new ways of working, particularly in areas such as how to assign new styles to suppliers and balance capacity • 99% of all frames worldwide are produced in Italy, China and wider Asia • Focusing on three main engines: product development, the purchase to pay process and supplier and relationship management, Safilo collaborates with suppliers across the whole manufacturing process • Safilo works with suppliers to create a yearly joint business plan (JBP), undertaking quarterly reviews, as well as visiting suppliers at their own locations • Soon to renew its 2020 vision following on from the appointment of its new CEO this year, Safilo will aim to further transform the business by looking for new opportunities

w w w. b u s i n e s s c h i e f. c o m

SAFILO GROUP

OCTOBER 2018

S U P P LY C H A I N

year-on-year positive procurement efficiencies despite various challenges, Safilo’s unique team, deep knowledge of products and exceptional focus on quality has fully transformed the business. Implementing data-driven, six sigma problem-solving solutions to tackle quality issues, its dedicated team has delivered the best quality, delivery and cost from the start to support its manufacturing partners, as well as putting forth best-in-the-business engineers and materials experts. “With the ability to automate produc-

“ Since 2016, we have cut off three weeks in terms of lead time. However, we need to maintain the same quality and service level, as well as reduce costs”

— Jorge Gonzalez, Director of Sourcing in Asia and APAC

tion processes, we are open to new supply markets – this is one area of

ment underway on how to remove any

focus for us. Looking at Asia, we want

solvent based elements, so cleaner

to become less China dependent and

processes and the introduction of

be more diversified on the supply

increased bio-materials will definitely

market,” notes Gonzalez.

be a trend for the future,” he concludes.

The business is also set on embed-

“In sourcing, we will be able to

ding greener technologies and pro-

change much faster than any other

cesses to fully disrupt the traditional

internal factory because we are able

eyewear industry.

to leverage our suppliers’ world class

“Some of the materials that we use

expertise.”

are the same as 50 years ago, like cellulose acetate. Now there are new technologies for cellulose acetate, such as new formulations. There is investw w w. b u s i n e s s c h i e f. c o m

LEADERSHIP

Getting Asia online: an international data journey 32

Colt Data Centre Services offers carrierâ&#x20AC;&#x201C;neutral support for businesses wishing to operate internationally, and is growing quickly across Asia as companies and consumers alike make the shift to digital WRITTEN BY

OCTOBER 2018

OLIVIA MINNOCK

w w w. b u s i n e s s c h i e f. c o m

LEADERSHIP

he first question Falk Weinreich

we only have 300 people in the data

is often asked by press and staff

centre business. We have a better

alike is ‘why are you still here?’

structure and are more mature, but

– and with good reason. Currently Senior Vice President of carrier neutral data centre operator,

and fast and speedy in the market to make bold decisions.

Colt Data Centre Services, Weinreich

“In the past, Colt had never really

has been part of the wider Colt family

focused on the data centre business;

for over a decade. “The company in a

the first data centre came on the market

wider sense is a remarkable company

in 2000, but in those days, we focused

in my view,” he enthuses, harking back

more on managed services and hosting,

to its foundation over 15 years ago as

which today of course is very much

a family-financed enterprise.

driven by cloud businesses.”

A business driven by numbers and 34

we are still agile and small enough,

Three years ago Colt sold its

results but also loyalty, Colt has grown

managed services, leaving it with the

across Europe and is now making

legacy of its data centres but more time

waves in Asia, which is another reason

to concentrate on the business of the

Weinreich has chosen to stick around.

data centre itself. Now with a total of 24

“This is a great portfolio – there’s such

data centres across the globe, Colt

an international environment, as well

offers 24/7 services to businesses via

as a lot of changes and challenges.

its data centres including engineering,

The company also helps employees

security and colocation.

grow. If you’re eager to learn, it creates opportunities. That’s why I’m still here.”

It’s the opportunity to focus on one area (the real-estate side) that’s key for Weinreich. “When you only do this and

COLT DATA CENTRE SERVICES

aren’t worried about networks, you gain

Two years ago, Colt split its data centre

expertise,” he outlines. “We became

offering (Colt DCS) from its wider

successful month after month. We

business, with Weinreich opted to

hired good people, but educated our

join the new segment. “Now, we call

own staff as well. By now we’re even

ourselves a mature startup because

filling legacy sites that are 10-15 years

OCTOBER 2018

“We have local suppliers and local relationships in the market. We’re much more international than our competitors are” — Falk Weinreich, Senior Vice President

w w w. b u s i n e s s c h i e f. c o m

LEADERSHIP

old. We’ve upgraded them technology-

Mumbai, where we’re close to starting

wise and, with a good sales focus, we

a project,” says Weinreich.

keep selling and filling the sites.”

The Japanese market has been fertile in recent years, creating a demand

GETTING ASIA ONLINE

which Colt has taken full advantage of,

“Now, it’s really about growing in this

while also looking to expand into the

hyper-scaled market and building

southeast of the continent as more and

much larger sites.” Colt is concentrat-

more businesses in that region come

ing that growth across Europe and

online. “First of all, Japan was a bit slow

into the increasingly demanding Asian

and hasn’t seen the same growth as

market. Last October, Colt DCS

other regions, but that has changed and

opened its campus in Tokyo which is

supply is in constraint right now, so

already at capacity. “In Asia, the focus

demand is great and we’re happy to

is more about Japan: namely Tokyo

be in the position to deliver that,” says

and Osaka, but we’re now also looking

Weinreich. “Japan is still very under-

at Singapore and other markets like

served. In Tokyo, we have three data

OCTOBER 2018

centres and we’ll most likely start this

businesses operating in Japan, it’s easy

year to build another on the campus

to go to Colt, because we understand

we own. We’re also looking to expand

foreign buying behaviours.

into Osaka.” Colt DCS is committed to offering

“We have local suppliers and local relationships in the market. We’re much

the same quality of service from Berlin

more international than our competitors

to Tokyo. “We obviously have people

are,” Weinreich outlines. “The world is

on the ground in all these countries,

getting more global and lots of Ameri-

but we’re using one structure and one

can, Chinese or German companies

experience,” Weinreich emphasises.

are looking to operate in Japan. We are

However, ensuring this service is

often their provider of choice because

localised is essential for an internation-

we understand the culture better than

al client base. “We speak all sorts of

these huge companies.”

languages: in Tokyo, we have people

While the company doesn’t have

from Korea, China, Japan, US, UK,

assets in China – currently home to

Germany and France. For foreign

772mn internet users and counting – Colt DCS can also take advantage

“ If you don’t keep up with the demand of more security, people just won’t choose you” — Falk Weinreich, Senior Vice President

of expanding Chinese companies. “We take approaching companies from China, which is fast growing, and bring them to Europe and Japan.”

A SECURE, FLEXIBLE APPROACH A flexible approach is central for Colt DCS in more aspects than just geography. “There’s a lot within the data centre: companies might want a different rack, cage, cabling. They might want a storage room, toilets, a shower. We’re flexible where we can be, without compromising where w w w. b u s i n e s s c h i e f. c o m

LEADERSHIP

“ We’re flexible where we can be, without compromising where security can be impacted” — Falk Weinreich, Senior Vice President

security can be impacted.

With cybersecurity an increasing

“We’re one of the most flexible

concern for business and consumer

companies in the market right now,”

alike, refusal to compromise on this

says Weinreich. “We came late to the

issue is at the fore of Colt’s offering.

market, and there are a lot of compa-

Colt DCS doesn’t run network services

nies that already have their market

and firewalls, but has to make sure all

share and branding, but we needed

the data contained in its facilities is

to be different. Choices are every-

safe and secure.

where and there needs to be a reason

“From having procedures, monitor-

to choose Colt.” For the data centre

ing and checks in place, there are

company, this means following robust

always new security aspects which

and secure principles while also

we need to follow. Almost all our

listening to customers and taking

customers are audited by their own

their needs on board.

companies’ security teams, so we

OCTOBER 2018

need to facilitate those audits and be

about the challenges the business is set

audited ourselves on a regular basis.”

to face as it builds.

For its part, Colt DCS has a dedi-

“There are challenges: how you

cated team of experts which regularly

organise yourself, how you keep

looks at security measures and makes

growing. We’re adding data hall after

sure the data centres are up to date

data hall on an almost quarterly basis.

with all the latest certifications. For

That brings a challenge. How can we

Weinrich, this commitment is obvious:

keep building so fast? The whole

“If you don’t keep up with the demand

production line is stretched under

of more security, people just won’t

the demand and the success we

choose you.”

have in the market. That needs to

While Colt DCS seems to have handle

be adapted within the organisation,

on making the most of the growing Asian

to new partnerships, and in how we

market, Weinreich is under no illusions

operate and build.” w w w. b u s i n e s s c h i e f. c o m

Covering every angle in the digital age The Business Chief platforms offer insight on the trends influencing C and V-level executives, telling the stories that matter Click to read

w w w.bu si nessch ief.com

TECHNOLOGY

Transforming finance for a cashless future As society becomes cashless and emerging markets demand financial access, IDEX is poised to transform the way we pay. Business Chief spoke to CEO Stan Swearingen to find out how WRITTEN BY

OCTOBER 2018

OLIVIA MINNOCK

w w w. b u s i n e s s c h i e f. c o m

TECHNOLOGY

aving made his career at the fore of some of the most pervasive technology innov-

ations of this century, Stan Swearingen is

no stranger to working with market makers. From Bluetooth to WiFi to touchscreen technol-

ogy, Swearingen has witnessed the earliest stages of current technology mainstays. That’s why he decided to come out of retirement and put his weight behind one more innovation: biometric technology that facilitates payment verification with just a fingerprint. Notably, in addition to serving at mobile device management developer Amtel and semiconductor 44

revolutionary Rohinni, Swearingen was previously CTO at Synaptics, the company behind the touch technology which Apple brought into the mainstream with its MP3 players, mobile phones and tablets. Now Swearingen is back for what he describes as “one more career-defining role to create a new market”. “Part of that experience is seeing the point where you’re pushing something, an idea, and you meet resistance… even when we were developing WiFi people were saying ‘No, I don’t get it’ or ‘here are all the reasons why it won’t happen’,” Swearingen reminisces. “At the front end of an emerging market the supply chain forecast is very conservative, but once that inflexion point happens, it explodes and the volume goes through the roof.”

OCTOBER 2018

“ At the front end of an emerging market the supply chain forecast is very conservative, but once that inflexion point happens, it explodes and the volume goes through the roof” — Stan Swearingen, CEO, IDEX

w w w. b u s i n e s s c h i e f. c o m

TECHNOLOGY

This is what Swearingen strongly

global user base. For Swearingen,

believes is set to happen with biomet-

it’s not a question of when or if, but

ric technology in 2019. Soon, he argues,

how, biometrics will explode in the

PIN verification (and its now compara-

market. “What’s important is how you

tively archaic predecessor, swipe and

prepare yourself for that transition

sign) is set to become a thing of the

as a company,” he says.

past in favour of a fingerprint connect-

As with Synaptics and Apple, it takes

ed to payment cards, allowing the user

a technology developer coupled with

to verify payments at the point of sale

a market maker to bring about the

with just one touch.

Next Big Thing, and IDEX has found

He’s not alone: IDEX has partnered

a symbiotic partner in Mastercard.

with financial services giant Master-

“Mastercard is the market maker,” says

card, which is excited to roll out the

Swearingen. “We’ve been working with

new fingerprint technology across its

them on the total experience, not just

OCTOBER 2018

“ As society moves to a more cashless approach, reinventing the credit card with biometrics is a critical part of making that transition a reality” — Stan Swearingen, CEO, IDEX 47

technology – we are a solutions provider

print is unique to you and it’s not

partnered with a market maker.” When

something somebody’s going to guess

the CEO joined the company in 2016,

or look at over your shoulder. I think

IDEX had the perfect combination of

customers in general are even more

market maker, value proposition and

savvy regarding the dark web and

knowledge of systems and biometrics.

identity theft, and people just want to

With a plethora of fast and easy pay-

make sure their hard-earned money

ment options on the market, what is so

isn’t spirited away by somebody doing

special about the biometric element –

fraudulent acts.”

aside from the theatrical appeal of

In addition, IDEX has ensured

paying with a fingerprint? Security, of

biometric ID technology can be quickly

course, takes centre stage. “You get

deployed, with remote enrolment

a physical, unique connection with your

available for card users. “You get a card,

card,” Swearingen explains. “A finger-

you take your fingerprint and it creates w w w. b u s i n e s s c h i e f. c o m

TECHNOLOGY

OCTOBER 2018

a template which is stored in

users feel versus other methods,”

secure memory inside the card,”

he adds.

he explains. “There are multiple

While the end user is always

ways to do that. The first instance

top of mind, merchants will need

would be going into your branch

convincing that this new POS

and putting your finger into an

technology is necessary – but

optical reader, but IDEX and

Swearingen doesn’t think this

Mastercard saw that as an inhibitor

will be a problem. “Mastercard

to mass deployment, so we came

and the like are interested in

up with remote enrol, involving

frictionless transactions: easy

a simple plastic sleeve that is sent

and intuitive so the customer

in the post along with the card.”

isn’t worried about security or

When it comes to payment

anything that might cause them

methods, security goes hand-in-

to think ‘I was going to buy this

hand with convenience. “If you

item but maybe I won’t’ – obvi-

look at how someone grabs

ously the retailers want this to be

a credit card, ergonomically

frictionless as well. It’s a unified

it’s a natural movement,” says

goal. As society moves to a more

Swearingen. “They don’t have

cashless approach, reinventing

to learn something different. It’s

the credit card with biometrics is

so intuitive.” This more secure

a critical part of making that tran-

option is also set to reduce the

sition a reality.”

necessity for things like payment limits for contactless cards. “With fingerprint, this will go away. You don’t need a limit or to re-enter your PIN. We’ve done many pilots with Mastercard and the feedback has been overwhelmingly

— Stan Swearingen, CEO, IDEX

positive about how easy it is to use and how much more secure w w w. b u s i n e s s c h i e f. c o m

TECHNOLOGY

In addition, IDEX’s work will help to promote financial inclusion for those in underbanked areas. “There’s a lot of people who can’t bank today because they don’t have government ID or the things necessary to get an account – biometrics will help solve that problem as financial institutions will know the person they’re issuing the card to is a real person.” Looking to the future, Swearingen anticipates that rolling out the new technology will be similar to marketing previous concepts that seemed radical. 50

Developers like IDEX often take on more of a systems role. “You have to engineer the total solution, so we did a reference design. We did all the hard work: the hardware, software, everything so that card manufacturers could quickly come up to speed and sample products.” Already, IDEX has partnered with Taiwanese smart card solution provider JINCO and Chinese contactless card developer Feitian. “You’ll see more announcements imminently of different Tier-1 partnerships not just in China, but throughout the Asian supply chain. JINCO and Feitian have brought technical, manufacturing and channel OCTOBER 2018

“ A fingerprint is unique to you and it’s not something somebody’s going to guess or look at over your shoulder” — Stan Swearingen, CEO, IDEX

sales abilities,” says Swearingen, adding that JINCO’s access and insurance cards business and Feitian’s tokens business will help IDEX to develop across different verticals. IDEX has already made strides, especially in emerging markets where e-payment systems are leapfrogging the likes of the US, and to Swearingen this is evidence of the same take-off point he saw with the likes of Bluetooth. “We’re preparing for what we believe is this inflexion point where the demand is just going to skyrocket. We have to be prepared to support many customers and make sure we have all the tools, documentation and talent necessary,” says the CEO, who expects millions of biometric units to have been deployed by the end of 2019. Indeed, recent studies supported by IDEX outlined that 90% of customers would switch card issuer to one offering biometric technology if their incumbent did not. “The likes of Mastercard, Visa, American Express… biometrics is a vehicle for them all to take share from one another,” Swearingen concludes. “For IDEX, this coming year is all about scale and making sure our supply chain has all the technical support needed.” w w w. b u s i n e s s c h i e f. c o m

Emergin chain tra

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Jeremy Goodman Director Supply Chain, Carnival

Ashok Sudhakaran Head of Procurement The Warehouse Group (NZ)

Simon Rowe Supply Chain Transformation Leader Kimberly Clark Australia

Marcel Sieira Head of Customer Engagement GS1 Australia

Rosita Van Vuuren Merchandise Operations Manager Best and Less

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CITY FOCUS

PER City Focus

Business Chief finds out how Perth is flourishing through a combination of esteemed educational establishments and big business WRITTEN BY

OCTOBER 2018

SEAN GALEA-PACE

RTH w w w. b u s i n e s s c h i e f. c o m

CITY FOCUS | PERTH

s one of the most isolated cities in the world, Perthâ&#x20AC;&#x2122;s nearest Australian city is over 2,200kms away and is closer to Singapore than the capital of its own country, Canberra. With an estimated population of approximately 2.14mn people, Perth is Australiaâ&#x20AC;&#x2122;s fourth largest city in terms of population size and it has great international links, including its own airport with direct flights connecting it with London. It was originally named after the city of Perth in Scotland by Captain James Stirling in 1829 and is notable

for being home to the largest city park in the world, OCTOBER 2018

‘Perth is considered Australia’s “Education City” due to its focus on providing top-class learning institutions’

King’s Park, at 988 acres beating

requires children of compulsory school

New York City’s iconic Central Park

age to attend school between the ages

in the process.

of 6 and 17 years old. Students come from all over Aus-

AN EDUCATION HUB

tralia and the wider world to study in

Perth is considered Australia’s “Educa-

Perth. There are five universities in the

tion City” due to its focus on providing

city. These are: Curtin University, Edith

top-class learning institutions.

Cowan University, Murdoch University,

Schooling in Perth is governed by the School Education Act 1999 and

University of Notre Dame and the University of Western Australia. w w w. b u s i n e s s c h i e f. c o m

CITY FOCUS | PERTH

COMPLEX TRANSPORT

tion, WA Museum on Beaufort Street,

INFRASTRUCTURE

Wellington Street, The Kings Perth

Perth is well-connected and offers a

Hotel and The Ambassador Hotel.

number of different options to get

The city also offers an Uber service

around the city. There are regular bus,

called â&#x20AC;&#x153;Uber Perthâ&#x20AC;? which provides an

train and ferry journeys to help trans-

alternative option to a normal taxi journey.

port tourists and commuters daily. It has an airport which offers a shut-

BUSINESS IN PERTH

tle service for drop-off and pickup

Perth is also a popular place for busi-

from five conveniently located pickup

nesses with a number of major firms

points in the city: East Perth train sta-

choosing to hold their headquarters

OCTOBER 2018

Currency

AUD 1829

Founded in this year

and offices in the city. The conglomerate Wesfarmers, holds its headquarters in Perth and its business oper-

2.14mn Population

ations cover supermarkets, liquor, hotels and convenience store. The Australian giant is the largest company in Australia by revenue (AUD $68.4bn), beating Woolworths and

Nearest airport

12km Perth Airport

BHP Billiton and remains the biggest private employer in the country with approximately 220,000 employees. Bankwest, formerly The Bank of Western Australia, is based there too despite also w w w. b u s i n e s s c h i e f. c o m

CITY FOCUS | PERTH

‘ Just outside of the city is Mount Dale Walk Trail, a 2.5km rock walk which enables visitors to follow the contours of Mount Dale to its peak and enjoy extraordinary views of its surrounding areas’

OCTOBER 2018

holding offices in Adelaide, Brisbane, Canberra, Melbourne and Sydney. Having been founded in 1895, it is one of Australia’s foremost banks. Also stationed in Perth is the petroleum exploration and production company, Woodside Petroleum, which is the largest operator of oil and gas production in Australia. The city’s electricity supply is mostly generated, supplied and retailed by three Western Australian Government corporations. Verve Energy controls the coal and gas power generation stations, in addition to wind farms and other power sources. Western Power operates the physical network while the state’s largest energy retailer, Synergy, is responsible for providing the electricity to residential and business consumers. AWAY FROM WORK Perth offers a host of scenic views and adventure walks to allow business travelers and tourists an avenue to escape from the bustle of city life. Just outside of the city is Mount Dale Walk Trail, a 2.5km rock walk which enables visitors to follow the contours of Mount Dale to its peak and enjoy extraordinary views of its surrounding areas. Being located on the West Coast of Australia, Perth also provides its inhabitants with w w w. b u s i n e s s c h i e f. c o m

CITY FOCUS | PERTH

19 sun-kissed beaches. A firm favour-

mantle Markets . Having been built in

ite among locals and tourists alike is

1897, the markets are home to a num-

Cottesloe Beach, with many visitors

ber of stallholders and offers a place

enjoying swimming, snorkelling, surf-

for street performers to show off their

ing and taking in the ocean sunsets.

talent. There are art displays, musi-

The city is also home to Perth Zoo

cians and lots of photo opportunities

which offers a wide range of Australian

which come together to create a wel-

and exotic animals from around the world.

coming atmosphere for all visitors.

One of Western Australiaâ&#x20AC;&#x2122;s most

There are a number of sports

significant landmarks is Perthâ&#x20AC;&#x2122;s Fre-

teams in the city that fans can get

OCTOBER 2018

‘ Being located on the West Coast of Australia, Perth also provides its inhabitants with 19 sun-kissed beaches’

involved in. Perth boasts men’s and women’s teams in basketball, football, Australian rules football and cricket while there are also men’s teams in baseball, ice hockey and rugby. Perth built Subiaco Oval stadium for use in the 2003 Rugby World Cup and is used for a variety of different events and officially opened a brand-new facility called the Perth Stadium in January 2018. The 60,000–seater is primarily used for Australian rules football and cricket. w w w. b u s i n e s s c h i e f. c o m

A GLIMPSE OF I CONFERENCE

Nikhilesh Ponde Global Head of Travel Strategy Facebook

Mieke De Schepper CCO Egencia

Shane O' Global Director Transpo Micro

ITB Asia, Asia’s Leading Tr Singapore at Marina Bay Sa

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T O P 10

Australia’s

Top 10 Trade Exports In 2017, Australia’s Department of Foreign Affairs and Trade (DFAT) reported a trade balance of $1.56bn – but what are the top export sectors driving Australia’s economy forward? WRITTEN BY

OLIVIA MINNOCK

w w w. b u s i n e s s c h i e f. c o m

T O P 10

Crude petroleum A$5.25bn

In 2017, crude petroleum brought US$3.74bn (A$5.25bn) into the Australian economy. This marked a 10.4% yearon-year rise from the 2016 export figure of US$3.39bn w(A$4.75bn). The most significant area for crude petroleum exports is Western Australia, which is said to produce over 70% of the countryâ&#x20AC;&#x2122;s crude oil and condensate. The total share of the export market taken up by crude petroleum was 1.4% in 2017.

OCTOBER 2018

Wheat

A$6.06bn Last year, Australia’s wheat exports were worth a total of $4.32bn (A$6.06bn), which marked a 24.9% increase from the previous year’s $3.46bn (A$4.85bn) in 2016. Sales of wheat took a 1.6% share of the country’s total exports. While wheat exports declined by around 34% in 2017, this year the industry is experiencing steady growth of just under 7%. The eight-year low experienced last year has reportedly been helped by heavier rain in Australia’s west in the past few months.

w w w. b u s i n e s s c h i e f. c o m

T O P 10

Beef

A$7.45bn In 2017, beef exports took up 1.9% of Australiaâ&#x20AC;&#x2122;s total exports, bringing in $5.31bn (A$7.45bn). This marks a moderate increase of 0.7% from the 2016 figure of $5.28bn (A$7.4bn). In fact, in 2016 Australia was reportedly the third largest exporter of beef in the world, following India and Brazil, and was named in 2017 by the Red Meat Advisory Council as the worldâ&#x20AC;&#x2122;s largest exporter of beef, as well as the largest consumer of the produce globally.

OCTOBER 2018

Aluminium ores A$8.25bn

Aluminium ores (including alumina) made up 2.2% of Australia’s total 2017 export sales, brining $5.89bn (A$8.25bn) into the country. This marked a massive increase from 2016’s figure of $4.61bn (A$6.46bn) – as much as 30.4% year on year. Around the world, the main uses of aluminium are within the transportation, construction, electricals and consumer goods industries. The global aluminium market is valued at $133.6bn in 2015 according to Allied Market Research – this is set to increase to £167.3bn by 2022, representing a CAGR of 3.3%.

w w w. b u s i n e s s c h i e f. c o m

ASIA’S CLEAN ENERGY EVENT OF THE YEAR! SANDS EXPO AND CONVENTION CENTRE

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Asian Conference on Energy, Power and Transportation Electrification

Asian Conference on Energy, Power and Transportation Electrification Site Visit

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International Floating Solar Symposium

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Co-located Event: Annual Asia Wind Energy Conference

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Co-located Event: International Off-Grid Renewable Energy Conference

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Solarising Singapore and Asia

ACES Exhibition

www.asiacleanenergysummit.com Main Organiser

Supporting Partners

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DRIVING THOUGHT LEADERSHIP IN RENEWABLE ENERGY TO GREATER HEIGHTS IN ASIA The Sustainable Energy Association of Singapore (SEAS) is organising the 5th edition of Asia Clean Energy Summit 2018 (ACES) with a robust list of speakers who will set the benchmark for best practices, debate trends and solutions in the regional solar and renewables industry. The Summit will be held from 31 October to 2 November 2018 at the Sands Expo and Convention Centre, Marina Bay Sands. Held in conjunction with the Singapore International Energy Week, ACES 2018 will feature prolific experts who are leaders in government & public policy, industry leaders from the private sector operating around the world and researchers working on cutting edge technologies. ACES 2018 is co-organised with the Energy Research Institute @ Nanyang Technological University and the Solar Energy Research Institute of Singapore (SERIS). The Energy Research Institute @NTU (ERI@N) is a leading research institute which aims to spearhead human capital expertise in sustainable building technologies, renewable energy, energy storage, multi energy systems, electro-mobility and maritime clean energy. SERIS, located at the National University of Singapore, is the republic’s national institute for applied solar energy research.

In keeping with its theme of “Harnessing Clean Energy for the Future”, SEAS the 2018 conference-and-exhibition to create new forays. ACES 2017 attracted more than 2,500 participants with about a third of them comprising C-suite decision makers. Key highlights of ACES 2018 include: • Clean Energy Leaders’ Dialogue, a high-level forum where leaders from top utility providers, photovoltaic (PV) manufacturers, developers and policy professionals will exchange best practices, while debating trends and solutions in the clean energy industry; • Solarising Singapore and Asia, a forum where experts will speak about opportunities in solar energy and solar leasing, including insights into Singapore’s efforts to accelerate the deployment of PV systems in the republic; and • The first PowerACE competition for start-ups in the energy sector, for the first time, provides a platform where clean energy start-ups will be able to showcase innovative ideas to industry-leading experts. Over four phases till November 2018, the chosen start-ups will be able to get mentoring and guidance from industry experts to take their ideas to fruition. For more information on the Summit, visit https://www.asiacleanenergysummit.com/

For information about ACES and co-located events, please visit ACES website at www.asiacleanenergysumit.com OR contact us at Tel: 6338 8578 Email: secretariat@asiacleanenergysumit.com

T O P 10

Gold

A$17.63bn Though down by 6.5% from 2016, gold still has a place on Australia’s list of top exports, and contributed a total of $12.58bn (A$17.63bn) in exports. While this dipped from 2016’s figure of $13.46bn (A$18.86bn) but in 2017, the precious metal still takes up 4.6% of total exports. The largest gold mine in Australia is Boddington Gold Mine, located around 100km from Perth in western Australia. Upon the mine’s reopening in 2010, it was predicted to have a production capacity of 1mn ounces over five years. Proven ore reserves at the end of 2011 amounted to 20.3mn ounces of gold, as well as 2.26bn ounces of copper. OCTOBER 2018

Personal travel services A$21.28bn

Personal travel services (excluding education-related travel, which makes up a significant segment of Australiaâ&#x20AC;&#x2122;s service exports on its own), maintained a steady year-on-year rise of 0.4% in 2017. The invisible export brought $15.18bn (A$21.28bn) into the economy, following on from $15.12bn (A$21.19bn) in 2016. Overall, personal travel makes up 5.5% of Australiaâ&#x20AC;&#x2122;s exports. Currently, Australia is one of the beneficiaries of a tourism boom in the surging aviation markets of China and India: around 1.4mn visitors came to Australia from mainland China, marking a 13% year-on-year increase, while visitor numbers from India rose 15%, reaching 302,900. w w w. b u s i n e s s c h i e f. c o m

T O P 10

Natural gas A$25.62bn

In 2017, Australia exported $18.34bn (A$25.62bn) worth of natural gas. This industry has grown significantly over the past couple of years, with export sales increasing by 43% from 2016’s figure of $12.82bn (A$17.91bn). As of yet, natural gas makes up 6.6% of the total export space – but according to Business Insider this is only set to rise, with Australia expected to become the world’s largest exporter of natural gas by 2019. A report stated that LNG (liquefied natural gas) exports from the country will reach 77mn tonnes in 2018-19, up from 52mn in 2016-17. OCTOBER 2018

Education-related travel services A$30,26bn

According to the Department of Foreign Affairs and Trade, education-related travel encompasses the travel, fees and living expenses of students studying in Australia, across the sectors of: higher education; vocational, education and training; English Language Intensive Courses for Overseas Students; as well as an ‘other’ segment which includes non-award courses, students from New Zealand, and various government scholarships. Overall, this market brought in $21.71bn (A$30,26bn) in 2017, marking a significant increase of 17.3% from 2016’s figure of $18.5bn (A$25.79bn). Education-related travel services take up 7.8% of Australia’s total exports. w w w. b u s i n e s s c h i e f. c o m

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T O P 10

Coal

A$57.13bn It’s no surprise to see Australia’s coal industry high up on the exports list, and indeed it takes up a share of 14.8% of total 80

exports. It is interesting to note that the fossil fuel industry is still experiencing massive growth, with 35.2% exhibited year on year in 2017. The figure amounted to $41bn (A$57.13bn) as opposed to 2016’s $30.32bn (A$42.27bn). The biggest operational coal mine in the country in terms of output is the Bulga Coal mine in Singleton, New South Wales, with 10.8mn tonnes of coal mined per annum, all of which is exported.

OCTOBER 2018

w w w. b u s i n e s s c h i e f. c o m

T O P 10

OCTOBER 2018

Iron ores and concentrates A$63.09bn

Iron ores and concentrates brought in a total of $45.26bn (A$63.09bn) into the Australian economy in 2017 and made up 16.3% of total exports. This marked a healthy 17.4% increase from 2016, when the industry made $38.57bn (A$53.76bn). The biggest iron ore mine in the country â&#x20AC;&#x201C; and reportedly the seventh largest in the world â&#x20AC;&#x201C; is Hamersley Basin, located in Western Australia, which has 1.72bn tonnes of proven and profitable iron ore reserves as investigated at the end of 2021. Rio Tinto and BHP Billiton are responsible for about 90% of all iron ore production in Western Australia, with Rio Tinto boasting a profit of $8.8bn (AU$12.26) in 2017.

w w w. b u s i n e s s c h i e f. c o m

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S U P P LY C H A I N

SCT LOGISTICS:

Transparency and a commitment to service through digitisation WRIT TEN BY

OLIVIA MINNOCK PRODUCED BY

ANDY TURNER

w w w.busi ne ssc hief. com

SCT GROUP

SCT GROUP’S CIO SEAN ATCHINSON DISCUSSES HOW THE COMPANY’S JOURNEY TO DIGITISATION IS MAKING IT EASIER TO CARRY CARGO THROUGHOUT AUSTRALIA

ith 3,934km between Perth

joined by Sean Atchinson, a CIO

and Sydney, transporting

determined to bring technology to the

cargo across Australia is

fore and make digitisation instrumental

no mean feat. Since 1974, SCT Group has been providing an alternative logistics

solution where options were previously 88

in fulfilling SCT’s aim to provide open, transparent and efficient service across Australia. “Our growth has been achieved

few, and has grown to be the most

through a very focused approach to

efficient independent freight service

the business. In addition, more recently

in the country. Providing rail and road

there are only two major players in the

services hauling dry freight, refriger-

rail freight space: Pacific National and

ated and bulk cargo, the business

SCT,” Atchinson explains, praising

prides itself on openness and transpar-

Smith’s initial foresight in challenging

ency. It is also a company that, despite

the status quo of the nationalised rail

its substantial size and reach, cares

industry. SCT now provides logistics

about every single customer from the

services across the country and has

smallest business on its books to

a number of inland ports serviced next

world-renowned retailers like Aldi and

to mainline freight railways. In the past

Woolworths.

two years, SCT has opened two new

Founded by Peter Smith, SCT is still very much a family affair, with Peter’s sons Geoff and Glenn on the board of

inland ports: at Bromelton, Queensland and Wodonga, Victoria. “We are predominately one of the

directors and the founder himself

largest freight movers East-West, from

maintaining a keen eye on operations

Sydney all the way to Perth, transport-

as chairman. In 2015, the Smiths were

ing freight that contains white goods,

OCTOBER 2018

S U P P LY C H A I N

“That journey of transformation through a technology platform is now starting to pay dividends to the business, and year on year I’m successfully taking costs out of the IT business” — Sean Atchinson, SCT CIO

w w w.busi ne ssc hief. com

SCT GROUP

“ I work with all staff – if we’re rolling out a new technology, we’re on the warehouse floor with them.We understand what they’re doing, how they’re using it and what they need to use it for” — Sean Atchinson, SCT CIO

OCTOBER 2018

S U P P LY C H A I N

as well as foodstuffs from dry all the way down to -24 degrees.” SCT moves all this and more across the length and breadth of Australia with a commitment to making logistics faster, easier and more efficient. From previously having a focus on road line haul that required two drivers to move it across the country, the business can now move a 1.8km train hauling 5,500 tonnes of freight across Australia in three days, all in one journey. In addition, the 300m-long Bromelton warehouse allows a train to run straight through it with no shunting required, so containers can be removed and wagons unloaded as smoothly as possible. “In the three-and-a-half years I’ve been with the company, there’s been so much growth,” Atchinson reflects. However, it hasn’t all been smooth sailing. Atchinson joined the company six months after it had gone live with its new SAP environment – a vital digital solution for many businesses, but one which SCT needed the CIO’s help to implement properly. “They were actually talking about getting rid of it: they’d had a very tough go-live and were relying on consultants to support the business for a number of months post go-live. There were major issues throughout the systemic processing of customers’ orders to invoicing.” Despite these teething issues, Atchinson w w w.busi ne ssc hief. com

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S U P P LY C H A I N

CLICK TO WATCH: SCT BROMELTON LAUNCH VIDEO 93 had worked with SAP solutions through-

business, and year-on-year, I’m

out his career and wasn’t willing to give

successfully taking costs out of the IT

up on the world-renowned ERP

business.” Far from cutting corners or

platform just yet. “The transformation

laying off staff, these savings have

could have gone belly up, but working

been made simply by changing the

with some key support organisations,

way SCT operates.

as well as staff and executives right

“We’ve in-sourced our support rather

up to Peter Smith, we’ve kept SAP and

that outsourcing,” Atchinson explains.

turned the whole environment around.”

“We’ve also renegotiated with core

Fast forward to today, and proper,

partners and gone into new commer-

collaborative development of the

cial contracts which have allowed us to

platform is actually saving the firm

save money by utilising the technology

money. “That journey of transforma-

better than we previously have. For a

tion through a technology platform is

CIO, it’s a rare opportunity to come in

now starting to pay dividends to the

where something’s failing and be able w w w.busi ne ssc hief. com

SCT GROUP

to turn it around.” Through Atchinson’s work and senior leadership support, technology has been successfully brought to the fore of SCT and

1974 Year founded

is embraced as a driver – almost literally – of the logistics giant’s growth. “We’ve recently introduced new technology in all of our trucks which allows us to do electronic work diaries for our drivers and fatigue management. Drivers can now control their breaks without having to go through the paperwork.” In addition, technology is used to allow trucks and deliveries to be tracked more effectively and SCT is looking to move electronic 94

delivery and pickup management onto a new platform which will integrate better into cabs and carry all the information necessary for a fleet, using a single SIM card per vehicle. “The ability to have a single SIM that controls the phone, telematics and tablets in our trucks will have paid for itself within three years just through telco savings,” Atchinson enthuses. As well as making life easier for staff, a customer reporting platform has been introduced to bolster SCT’s commitment to service. “We’ve rolled out a customer reporting portal which allows our customers to track all the movements of their freight. We notify them when we’re going to pick up and they can see it online in a report to the time that it has been delivered, as well as being provided OCTOBER 2018

1,000+ Approximate number of employees

S U P P LY C H A I N

with proof of delivery.” Atchinson

transparency of data,” says Atchinson.

explains that all this is done in almost

“It’s there at their fingertips, allowing our

real time – or around four seconds

account executives and customers to

behind our core platform.

talk in exactly the same language.

Now, looking to trade electronically with national customers in the B2B space, SCT is also developing a B2B

We’re looking at exactly the same pieces of information.” A common worry related to automa-

template based on GS1 – the global

tion is that the human touch will be lost

developer of business standards for

but Atchinson is keen to point out that

communication such as barcoding.

this won’t be the case for SCT. “We

“We’ve worked very closely with GS1

haven’t removed the account execs.

and also our members within that

The customer can do self-service and

environment.”

still have face-to-face contact. SCT

One of the most important things to

prides itself on this. This relationship is

ask of any digital transformation is what

absolutely key for Peter – that’s how he

it will mean for the customers involved.

built the business and that mentality

“It’s tracking; it’s all of their history; it’s

still exists today. We still have that very w w w.busi ne ssc hief. com

SCT GROUP

personal approach, but technology

they’re doing, how they’re using it and

is an enabler to allow transparency

what they need to use it for. Feedback

between customers, account execs

from those at the forefront of what has

and account managers.”

been rolled out is critical to any

In terms of finding the right digital solution to help SCT grow, transparency with both staff and vendors is key.

success that a technology platform provides to the business.” In the coming years, growth at SCT

“We run roundtables regularly,” says

is set to take many forms across its

Atchinson. “It’s very consultative. I work

divisions from property and rail to solution

with all staff – if we’re rolling out a new

enablement. “We’re looking to remove

technology, we’re on the warehouse

a lot of the manual steps and provide

floor with them. We understand what

technology that supports growth and

OCTOBER 2018

S U P P LY C H A I N

“We still have that very personal approach, but technology is an enabler to allow transparency between customers, account execs and account managers” — Sean Atchinson, SCT CIO

supports a mission with our customers

ache) to an integral driver of growth

to provide further transparency on their

and service excellence for the company.

end-to-end moving of freight. My focuses

“Now, if I speak to the board it’s about

right now are expanding IoT across our

what we’re going to do next. It’s about

transportation methods – movement into

looking forward,” he concludes. We

cloud is key. As we grow, our technology

want to build on what we’ve got. We’ve

platform will allow us to upscale, pretty

got sustainability, we’ve got perfor-

seamlessly, our hardware.”

mance, we are enabling our business.

It’s clear that even throughout

“The conversation has completely

Atchinson’s own journey at SCT Group,

changed. It’s not about ‘time to throw

technology has gone from being an

it out’, it’s about ‘we want to do this

add-on (and indeed at times a head-

with our business’.” w w w.busi ne ssc hief. com

OCTOBER 2018

S U P P LY C H A I N

Jabil pushing forward digital transformations

w w w. b u s i n e s s c h i e f. c o m

JABIL

$19bn

Approximate revenue (2017)

1966

Year founded

180,000 100

Approximate number of employees

MANUFACTURING SERVICES LEADER JABIL IS ENABLING DIGITAL TRANSFORMATIONS, BOTH WITHIN ITS OWN ORGANISATION AND FOR ITS CUSTOMERS WORLDWIDE WRIT TEN BY

JA MES HENDERSON PRODUCED BY

CHARLOT TE CL ARK E

rganisations around the

world are embarking on company-wide transfor-

mations, embracing a future de-

fined by technology. But Jabil – a manufacturing services leader employing approximately 180,000 people – finds itself in the unique position of driving both its internal digital transformation, as well as leading transformative efforts on behalf of some of the biggest

OCTOBER 2018

S U P P LY C H A I N

101

and best-known brands in the world. Jabil categorises the role it plays in

sively complex supply chains. We partner with these companies to streamline

its customers’ digital transformations

supply chain orchestration while helping

into three sections, says John Caltabi-

them reduce cost and risk.

ano, VP of Supply Chain Management.

“The second category of customers

“We’re a manufacturing services provider

are those going through a transforma-

so we support diverse customers across

tion due to market disruptions. They

a variety of markets with different digital

may be going through divestitures or

transformation needs. You can group

acquisitions. They also may be facing

these customers into three general

major changes in their industry sector,

categories. In one category are large

which requires them to reshape how

multinational organizations with mas-

they operate. These organizations look w w w. b u s i n e s s c h i e f. c o m

JABIL

to us for thought leadership, market benchmarking and product proof of concept support. It’s a very collaborative approach. “Then you have a third kind: customers that are really up-and-coming and don’t have to rectify historical issues. They can concentrate on what they’re good at and say to Jabil, ‘I want you to run my supply chain’. Their perception is that they’re not going to invest in those capabilities, when we can do it for them.” At the same time, Jabil is transforming how it runs its own supply chains, and is 102

implementing a digital initiative around the platforms it utilises to deliver its services, signalling a move towards cloud-based infrastructure. The size of the business – over 100 factories in 29 counties, hundreds of customers and a supply chain of 17,000 companies – means the transformation is one of real scale. New technologies have already transformed how Jabil operates from a procurement perspective, says Caltabiano. “The size of our company means we have hundreds of contract negotiations going on at any one time. It’s critically important for us to expedite report generation, quickly produce analytics, drive rapid negotiations and produce results that help our customOCTOBER 2018

S U P P LY C H A I N

103

w w w. b u s i n e s s c h i e f. c o m

JABIL

“ I F YOU’RE BUILDING PRODUCTS DESIGNED 15YEARS AGO WITH A SUPPLY CHAIN THAT WAS IMPLEMENTED 15 YEARS AGO, IT’S HARD TO TRANSFORM YOURSELF” — John Caltabiano, VP of supply chain management

ers achieve better business outcomes. “With our digital platforms and tools, we now utilise, data and analytics are available in real time, so we can start negotiations at any time. We can deploy pricing as soon as negotiations are completed, which changes the whole dynamic of time-fenced events. We now can change the conversation with suppliers very quickly based on our analytics and actionable insights.”

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S U P P LY C H A I N

CLICK TO WATCH : ‘JABIL COMPANY OVERVIEW’ 105

Working with so many companies in

After all, if you’re building a product

locations across the globe gives Jabil a

designed 15 years ago with a supply

better perspective than most when

chain that was implemented 15 years

speaking about industry sectors keen

ago, it’s hard to transform how you

to embrace disruption and digitisation.

operate because of long-term invest-

It is Caltabiano’s belief that companies

ments and legacy operations.

in the markets that are being most

“To an extent, how prepared compa-

significantly disrupted – notably by IoT

nies are to embrace the change is partly

– are ‘moving the fastest’.

dictated by the dynamics of the industry

“I think the regulated businesses are the slowest,” he observes. “Regulated

they work in.” When it comes to Jabil’s own digital

products tend to have lengthy life

transformation, the company is on a fast

cycles, which makes it difficult to change

track, analysing how new technology

the way you run their supply chains.

can speed the myriad transactions that w w w. b u s i n e s s c h i e f. c o m

JABIL

“ WITH THE DIGITAL PLATFORMS AND THE DIGITAL TOOLS WE NOW UTILISE, DATA AND ANALYTICS ARE AVAILABLE REALTIME, SO WE CAN DO NEGOTIATIONS ANYTIME WE WANT” 106

— John Caltabiano, VP of supply chain management

OCTOBER 2018

S U P P LY C H A I N

107

w w w. b u s i n e s s c h i e f. c o m

JABIL

“ W E HAVE TO THINK DIFFERENTLY BECAUSE IT IS A NEW GENERATION OF PEOPLE WE’RE HIRING. YOU HAVE TO THINK ABOUT WHAT’S INTERESTING TO THEM” — John Caltabiano, VP of supply chain management

take place every day. “We have, in my division, 1,500 buyers, so I’m buying over 350,000 parts on a quarterly basis,” says Caltabiano. “That’s very transactional and repetitive and there is certainly the opportunity for part of that decision-making process to be accelerated and streamlined through digitisation, automation and analytics.” Jabil believes that by automating some of the more transactional responsibilities, the prospect of a career in manufacturing and supply chain operations will become even more attractive to emerging young talent.

108

EXECUTIVE PROFILE

John Caltabiano is Vice President , Global Supply Chain at Jabil and is responsible for all Materials and Customer Supply Chain Solutions for the company’s Engineered Solution Group Division. He is responsible for driving supply chain strategies for all of ESG’s Businesses. Prior to this role, John was Vice President of Global Sourcing where he was responsible for World Wide Commodity Management, Sourcing, Centralized Procurement and Supplier Development covering a spend of over $12 Billion. With more than 30 years of supply chain experience, John recently returned to St. Petersburg, Fla., following a three-year assignment in Singapore.

OCTOBER 2018

S U P P LY C H A I N

109

w w w. b u s i n e s s c h i e f. c o m

JABIL

“People who come into the workforce don’t want to sit at a desk and place orders. A machine could do that. We have to think differently because it is a new generation of people we’re hiring. You have to think about what’s interesting to them. “We recruit new college grads out of supply chain curriculums, from some of the top schools, and they can bring a lot of talent to the manufacturing sector. What we can do is attract them with our digital tools. They want to dive into it and they’re exactly the kind of people we want because to take 110

this forward, you have to have practitioners. “We can’t go back to the old way, because they will come in and only think about the new way. A benefit of the transformation has to be bringing in the talent that knows how to use these tools and think differently about their work.”

OCTOBER 2018

S U P P LY C H A I N

111

w w w. b u s i n e s s c h i e f. c o m

112

Coal Services: a growing mine of data WRIT TEN BY

ANDRE W WOODS PRODUCED BY

ANDY TURNER

MINING

113

COAL SERVICES PT Y

114

Gillian Kidson, Head of IT at Coal Services, on how she is overseeing the digital transformation of the company to benefit its internal users and extensive stakeholder base

he challenge of transforming a business is no easy feat. When that push for change

requires a shift to a more agile customer focused model, as well as harnessing and renewing technology platforms to not only future proof the business but create a best practice environment, that task can become even more complex. Coal Services is an Australian industry-owned Specialised Health and Safety Scheme which delivers a suite of services in relation to the NSW coal

OCTOBER 2018

MINING

115

mining industry including workers

of the industry, which presents its own

compensation insurance, health

set of challenges in that the status quo

surveillance, occupational hygiene

must be maintained at the same time

monitoring, and training and rescue.

as the organisation builds a new way

Owned by industry for industry,

forward.

through the NSW Minerals Council

Gillian Kidson is Head of IT at Coal

and the Construction, Forestry,

Services and it is her job to oversee

Maritime, Mining and Energy Union

the transformation of the company

(CFMMEU), it has been protecting

from a technological point of view,

workers in one form or another for

to work with leading edge vendors

more than 90 years.

and create a best practice environ-

The company has statutory functions that are critical to the health and safety

ment for IT infrastructure. â&#x20AC;&#x153;I needed to gain an intimate knowlw w w.busi ne ssc hief. com

MINING

edge of the company strategy and build a roadmap that allowed IT to help enable the key infrastructure required to realise our strategy. There was an appetite for significant efficiencies to be made using new technologies and improved data management; it was a case of building the right IT structure, architecture and infrastructure,” she reveals. The biggest challenge for Kidson and her team was working through the company’s legacy systems, which represent nearly 100 years of activity with each part of the business also having different requirements and applications, many of which weren’t being utilised. “Not only was it a bit of a clean-up, but we also looked at how we could utilise these tools across multiple businesses; not just one,” she comments. “We are upgrading the legacy infrastructure to a level where it will able to provide significant performance improvements in meeting the needs of the new systems that are coming in. We integrated current technologies, including: AWS, Azure and Office 365 to ensure we have best practice systems in place to allow us to build for the future and enhance performance. In order to implement changes to legacy systems, particularly within the insurance arm of its operations, Coal Services has, for

“ I needed to gain an intimate knowledge of the company strategy and build a roadmap that allowed IT to help enable the key infrastructure required to realise our strategy” — Gillian Kidson, Head of IT, Coal Services

117

COAL SERVICES PT Y

“ The goal is to provide systems that will give ease of access for our employees to provide better levels of service to customers” 118

— Gillian Kidson, Head of IT, Coal Services

centric approach to injury management and improved experience for the worker. At a larger level, and because it operates across multiple touch points with its customers, Coal Services has amassed a large store of data surrounding workplaces, mine companies and workers. “An important part of the architectural design has been geared towards how we share the data that can be shared and lock down the data that can’t. So, we’re just working through that architecture at the moment with a view to implementing some master data sets across the business and

example, partnered with Finity to

a middleware application to enable

develop a tool that blends an individu-

us to transfer and share that core

al’s entire claims history together so

data,” Kidson explains.

case managers and injury management

“The goal is to provide systems that

advisors will have a holistic view of the

will give ease of access for our employ-

person (rather than a single claim or

ees to provide better levels of service

injury view) to enable a more person-

to customers. But at the same time,

OCTOBER 2018

MINING

119 these new systems must provide useful

of security they can.

information to help us glean specific

So, how does the system function

insights and improved knowledge to

when facing the client? “We have five

enable better solutions. This will enable

different businesses that will interact

the organisation to be more customer

with the coal miner for various reasons.

centred and in doing so, will allow for

From a health perspective it can be

an increase in customer efficiencies.”

anything from a pre-work placement

With large data assets comes the

medical required under the statutory

need to protect personal information

responsibilities of Coal Services,

and comply with privacy policies too.

to annual medicals for mines rescue

To ensure these requirements are met,

brigadesmen. On the other side,

Coal Services has engaged InfoTrust

you’ve got injury claims and manage-

as its security partner, who are

ment processes as part of the

working with Kidson at each stage of

workers’ compensation component

these projects to ensure that they

of the scheme. In addition, every NSW

apply the best and most trusted form

coal miner will likely come through our w w w.busi ne ssc hief. com

www.virtualitservices.com.au | support@virtualitservices.com.au |

Virtual IT Servicesâ&#x20AC;&#x2122; core business is Managed Services. We provide a range of flexible support options to partner with our customers to improve the IT environment and provide excellent service. We differentiate ourselves from other Managed Service Providers by offering complementing consulting services and development services.

MINING

CLICK TO WATCH : COAL SERVICES – CORPORATE VIDEO 121 doors for some sort of training, and

can access personal data, see their

we also maintain their qualification

qualifications, and check their

records,” she said.

medical information.”

“The interactions are as varied

The coal industry is undergoing

as the data sets, so we are working

dramatic change and, as a result,

towards giving people access to see

capabilities at Coal Services need to

what training they’ve had and when

be nimble and agile enough to respond

they did it. They will be able to see how

to the evolving industry landscape.

many medicals they’ve had and keep

“While improving internal system

tabs on their claims. They should be

performance and data collection

able to go in through a portal and see

capabilities are important, it’s of greater

all their information. The immediate

significance that we can understand

goal is to give that capability back to

the data and work with industry to recog-

the miner so they have some visibility

nise emerging issues.”

of their own information; it means they

“Changes in technology can have a w w w.busi ne ssc hief. com

COAL SERVICES PT Y

122

1921

Year founded

330+

Approximate number of employees

OCTOBER 2018

MINING

direct impact on that and can aid in the development of solutions. Mine workers are often transient and the industry employs a good deal of contractors, which requires us to respond quickly to provide the best possible services to customers. It’s give and take on any day of the week and adaptability is key.” Kidson has fostered a number of long term strategic partnerships as a way to not only help deliver on requirements, but to also help improve performance as the organisation develops its own capabilities. “Virtual IT has been on board since the beginning providing assistance with architectural and network design as well as business intelligence tools. Having them on board has been a learning curve for us all and has provided us with some insights into what we’ve got and how best to reuse what we can.” One of the first areas Kidson looked at was occupational health who had been running their business across six different applications. The idea is to consolidate as much of that as possible into one application. “We’ve consolidated the first two applications with the help of Appian, who provide a platform Workflow Tool. We’ve consolidated bookings and health assessments and that’s due to go live in November.” With data comes responsibility and security and Coal Services looked to Trusted Habitat w w w.busi ne ssc hief. com

123

COAL SERVICES PT Y

when it came to data governance. “We need to be very clear over data flow and ownership. Trusted Habitat has been working with us to help put some of the rules in place and to look at how we manage that flow,” Kidson explains. Coal Services’ employees also need to make sure that data is available and can be where it needs to be at the right time. As a result, and to ensure best

124

“ We need to be very clear over data flow and ownership. Trusted Habitat has been working with us to help put some of the rules in place and to look at how we manage that flow” — Gillian Kidson, Head of IT, Coal Services

practice, the company has gone for a new high-speed network, supplied by Telstra. Meanwhile, NTT is working with Coal Services on disaster recovery and business continuity planning for the infrastructure and server environment. “We’re currently working our way through what that’s going to look like, with a view to implementing a ‘disaster avoidance’ environment and not the standard ‘disaster recovery’. “The strategy in place at the moment, has probably got another

OCTOBER 2018

MINING

125

two to three years to run. We’re

What these long term strategic

obviously adding to that all the time

partnerships do is allow us to

and it’s constantly under review. It’s an

improve performance and implement

ever-evolving piece of work. If we can

best practice solutions across the

get to the point where we’re delivering

business lifting both our internal and

that well, then we’ll start to see a bit

external customer experiences. The

more of the AI (Artificial Intelligence)

changes to our IT infrastructure will

technology being introduced.”

provide tremendous benefits towards

“First, we will have somebody

improving our stakeholder service

logging into a portal, then we would

provision in a significantly more

like to see that portal being more

effective and efficient manner.

intuitive and intelligent and delivering content to the customer or client based on their actions.” w w w.busi ne ssc hief. com

126

OCTOBER 2018

MINING

MASAN RESOURCES THE FUTURE POTENTIAL OF TUNGSTEN IN VIETNAM WRIT TEN BY

DA LE BENTON PRODUCED BY

A LE X PAGE

w w w. b u s i n e s s c h i e f. c o m

127

MASAN RESOURCES

MASAN RESOURCES HAS SUCCESSFULLY DEVELOPED THE LARGEST TUNGSTEN MINE IN THE WORLD, SHINING THE SPOTLIGHT ON VIETNAM’S EMERGING MINING SPACE

ooking across the global mining map, Canada, Australia and Africa dominate the conversation with regards to resource rich geographies and untapped potential.

The mining industry is cyclical and that in turn forces compa128

nies to look for new resources and new opportunities in new and emerging markets. One such emerging market, is Vietnam. Vietnam is a mining jurisdiction that is the very definition of untapped potential. With more than 5,000 deposits of more than 60 different types of metals, including 7% of the world’s reserves of bauxite, Vietnam could very well be a major mining market of the future. In order to turn this possibility into reality, not only will it require investment but smart investment, leadership and a network of international partners to collaborate as part of a platform to drive this market. This is exactly what Masan Resources strives to achieve. Through the acquisition of a controlling interest in Nui Phao Mining, Masan Resources has worked to significantly develop the Nui Phao Project – the world’s largest tungsten mine.

OCTOBER 2018

MINING

Craig Bradshaw, CEO of Masan Resources & General Director at Nui Phao

129

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MINING

131

Overseeing this development is

fluorspar mines in the world as well as

Craig Bradshaw, CEO of Masan

being the largest bismuth mine in the

Resources and General Director at

world too,” he says. “But Vietnam has

Nui Phao. Having worked on the project

so much untapped potential in terms of

over the last seven years, under the

people too with quality of life, educa-

previous CEO and succeeding him in

tion and infrastructure all improving.

2015, Bradshaw has witnessed first-

“When you combine the resource

hand just how much potential both

potential with the human workforce

Vietnam and the mine itself has to

potential, you really begin to recognise

dictate the global mining market.

how close Vietnam is to changing

“We’re the world’s largest tungsten mine, up there as one of the leading

the mining conversation in the world.”

MASAN RESOURCES

“ We’re the world’s largest tungsten mine, up there as one of the leading fluorspar mines in the world as well as being the largest bismuth mine in the world too” 132

— Craig Bradshaw, CEO of Masan Resources & General Director at Nui Phao

OCTOBER 2018

MINING

The project produces around 3.5 to

more challenging here than at any other

3.8mn tonnes of ore per year, including

mine in the world, given the nature

tungsten, bismuth, fluorspar and small

of the minerals.”

amounts of copper and gold. Bradshaw

Alas, Bradshaw points to consider-

notes that the challenge then becomes

able success that he has overseen at

one of processing those different

the project in recent years. In 2017,

minerals, both effectively and efficiently.

Masan Resources reported a record

“It really is a challenge in being able

year for production across all of its

to process those minerals and extract

commodities, with a 5.7% increase year

them at different stages of the process,”

on year with tungsten, copper and acid

says Bradshaw. “I’d argue it’s probably

grade fluorspar production increasing

w w w. b u s i n e s s c h i e f. c o m

MASAN RESOURCES

134

13.3%, 8.5% and 7.6% respectively. But what does Bradshaw attribute

a challenge made up of different techniques, different sciences and

this success to? For him it is simple:

processes. It’s a good challenge,

it is the people and the team that he

but how do you solve it?”

has amassed over time. “The difference between good

Masan Resources solves this problem through a truly collaborative approach.

companies and bad companies are

Bradshaw believes that no one in the

the people that they have and the skills

mining industry will come into a business

that they are allowed to bring into

and solve a problem with the “perfect

problem solving,” he says. “When you

background” rather he looks at attracting

look at the challenge we face, it’s

and pooling people together that can

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bring different approaches and

workers out there looking to embark

different viewpoints to a problem.

on a career in mining.

“Collectively then, it is just about

This is where other companies turn

looking at a problem or a challenge

towards recruitment agencies or mining

through different angles,” he says.

service providers, but Bradshaw

“They bring different core competencies,

approaches this a little differently.

different backgrounds and experiences,

“When we are trying to build a company

they approach it differently and this

and recruit people, we don’t just go and

creates real collaborative effect.”

seek out specific agencies for each

This collaborative approach starts

specific area of work in mining,” he says.

at the recruitment level. The mining

“Sure, we got people who had experi-

industry, through its labour intensive

ence across different metals and

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different processes but for me what’s

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MINING

“They can have the best knowledge

Bradshaw recognises this responsi-

of tungsten or fluorspar, but they need

bility to be able to supply the market

the right mindset and work ethic. That’s

and understands the key role that

what makes us unique, we have a group

Masan Resources can play in building

of people with all their different experi-

the capabilities of Vietnam’s mining

ences but they come to work and they

industry to answer to the demand.

challenge each other. That’s a work

This is where Masan Resources’

ethic we strive for and is what ultimate-

strategy of acquiring assets across

ly leads us to success.”

Vietnam will prove key. Bradshaw

As the world’s largest tungsten mine,

believes that as the company looks

the Nui Phao will both influence and be

to the future, it will look to benchmark

influenced by the market demand. With

the industry through the Nui Phao mine.

its uses in cutting tool technologies

Nui Phao is the first mine in Vietnam

used in the aerospace, defence and

to operate to international standards.

automotive industries, tungsten is a key

That in itself is no small feat and it is

mineral now more than ever before.

a feat that Bradshaw feels will continue

w w w. b u s i n e s s c h i e f. c o m

139

MASAN RESOURCES

140

“We’ve been successful in developing the mine and so the future for us is to be the number one producer of tungsten in the world, or within the top three. There’s no reason we can’t be,based on how successful we’ve been with our current portfolio” — Craig Bradshaw, CEO of Masan Resources & General Director at Nui Phao

OCTOBER 2018

MINING

141

w w w. b u s i n e s s c h i e f. c o m

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MINING

to define the future growth of

There’s no reason we can’t be

Masan Resources.

based on how successful we’ve

“There is real opportunity across Vietnam,” he says. “We are

been with our current portfolio.” The mining industry is cyclical

looking to acquire new assets

and one of the biggest challeng-

and replicate what we’ve done with

es in the world, be it gold, copper

Nui Phao, not just in tungsten but

or tungsten, is that supply may

in other resources.

one day meet the current demand

“We’ve been successful in

but it will inevitably fall into a deficit.

developing the mine and so the

Bradshaw is all too aware of this

future for us is to be the number

and points to the Vietnam account-

one producers of tungsten in the

ing for approximately 40% of the

world, or within the top three.

world’s supply of tungsten 143

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MASAN RESOURCES

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MINING

145 presenting an opportunity for the company to play a key role in the future of this market. “We’re independent from other producers,” he says. “The rest of the world is in a deficit as the likes of China rely on tungsten for its industrial sector.

industrial sector. We embody the

“Masan Resources is the number one

“Vietnam can do” spirit, and we are

primary TC producer Ex-China, with

strongly positioned not only to signifi-

36% of the non-China market, and we

cantly increase shareholder value,

have clear operational plans to become

but more importantly, to enhance

the largest producer and supplier of

social economic value as a representa-

tungsten chemicals globally.”

tive of Vietnam globally.”

“I hope Vietnam can be proud of Masan Resources’ ambition and ability to be a dominant player in a global w w w. b u s i n e s s c h i e f. c o m

146

BAI Communications

OCTOBER 2018

TECHNOLOGY

147

the move WRIT TEN BY

JOHN Oâ&#x20AC;&#x2122;HANLON PRODUCED BY

ANDY TURNER

w w w.busi ne ssc hief. com

B A I C O M M U N I C AT I O N S

Communications infrastructure specialist BAI Communications is moving fast into new markets: to do this it needed to realign the perception of IT in the business and move its technology to the cloud

P 148

eople of all generations now

a train is a frustration that BAI Commu-

accept that their mobile

nications is making a thing of the past.

phone is the technology hub

BAI Communications operates

that enables every aspect of life. Work,

in Australia (Broadcast Australia),

entertainment, social interaction,

Hong Kong, Canada, the UK and in

information, shopping, finances, learn-

New York with majority-owned BAI

ing: the device in our pocket gives us

Communications company Transit

access to all of it – just so long as we

Wireless. The company designs,

eople of all generations now accept that

builds and operates communications

their mobile phone is the technology

infrastructure – cellular, Wi-Fi,

hub that enables every aspect of life.

broadcast, radio and IP networks. In

Work, entertainment, social interaction,

Australia through Broadcast Australia,

information, shopping, finances,

it owns and operates one of the

learning: the device in our pocket gives

most extensive transmission networks

us access to all of it – just so long as

in the world, delivering 59 million

we can connect.

broadcasting hours to 99%

Mobile devices are now used

of the population. In times of crisis,

predominantly for data. So, exceptional

national broadcasters rely on them

cellular coverage and Wi-Fi is very

to maintain the connection with

important. People expect this data

Australians – flood, fire, cyclone or

connectivity, whether for texting,

other natural disaster – and emergen-

browsing or streaming. Having the

cy services rely on BAI to help keep

signal drop, or no signal at all, on

them informed.

OCTOBER 2018

TECHNOLOGY

Peter Turnbull, CIO BAI Communications 149

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B A I C O M M U N I C AT I O N S

In New York and Toronto, BAI enables more than 7 million* daily subway commuters to shop, share, stream, earn and learn through its cellular and Wi-Fi networks and in Hong Kong, commuters on the MTR collaborate, create and stay connected thanks to their trusted expertise in designing and delivering high-quality networks in confined and complex transport systems. In the UK, with its global network of experts paired with local in-depth knowledge, it is working with industry leaders

“ Switching the mindset and moving the conversation from ‘IT and the business’ to ‘IT is part of the business’ that continues to enable but also contributes to the business strategy, has been fundamental” — Peter Turnbull, CIO, BAI Communications

to explore the role of technology in

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TECHNOLOGY

CLICK TO WATCH : ‘ABOUT BAI COMMUNICATIONS’ 151 the transport system of the future. Peter Turnbull joined BAI in 2015 as

as it was challenging – establish a technology platform to modernise

its CIO. He brought with him many years’

the core IT capabilities of a mature

experience in the banking and financial

business (Broadcast Australia),

services sector, but as he says: “Core

enable the wider BAI Communications

technology is ubiquitous, you really

Group to enter into new regions and

challenge yourself to understand how

build a foundation to connect our

the business capabilities interact and

established international subsidiar-

learn the language of the domain.”

ies.” These three goals presented

While broadcasting is a key service of

a challenge he found irresistible.

BAI in Australia through the Broadcast

Though the technology infrastructure

Australia business, the company had

was largely on-premise and imperfectly

already started its expansion into

connected across the group, he

transit communications in other markets.

quickly realised his biggest challenge

“The brief I was given was as unique

was cultural. Like many traditional IT w w w.busi ne ssc hief. com

B A I C O M M U N I C AT I O N S

E X E C U T I V E P R OF IL E

Peter Turnbull Peter Turnbull is Chief Information Officer at BAI Communications An energetic business and technology executive with solid commercial experience in people and team leadership, service and program delivery, software development, business integration, IT governance and vendor management.

152

Over the past 20 years Peter has held multiple operational and leadership roles predominately in software development, wealth management, product development, professional services and assetbased leasing. Peter has successful transformed technology environments for financial services firms, decoupled technology environments from U.S parents and introduced Greenfield ICT capabilities and innovations as a vendor and as an IT Leader. Peter has a genuine understanding of how people, processes, data and technology blend together to deliver measurable business outcomes. Key Specialities: Merger and acquisition, people leadership, technical, application and data architectures, decoupling and integration of ICT environments, program delivery, vendor management and operational service delivery.

OCTOBER 2018

TECHNOLOGY

153

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B A I C O M M U N I C AT I O N S

organisations, IT operated as a service provider with a contract to ‘the business’. Switching this mindset and moving the conversation from ‘IT and the business’ to ‘IT is part of the business’ that continues to enable but also contributes to the business strategy, has been fundamental. This mindset shift is a two-way street, “as technologists we need to accept

“ As technologists we need to accept that IT no longer controls all things technology, this takes some getting used to” — Peter Turnbull, CIO, BAI Communications

that IT no longer controls all things technology, this takes some getting used to; the convergence of operational technology (OT) and IT along with ‘Edge 154

IT’ (his preferred name over shadow IT) has meant we are now a key partner helping to build new capabilities. We are domain experts in enterprise technology, our role is to establish a solid

Turnbull calls ‘enterprise plumbing’.

foundation and ensure the enterprise

“We will never be fast enough to take the

plumbing works and then partner, guide

business forward unless we have a solid

and enable our peers and their people

and adaptable set of infrastructure

on their own technology journey.”

capabilities and services to work with.” The original infrastructure he found

PILLARS OF TRANSFORMATION

was a traditional, on-premise infrastruc-

The digital transformation started in

ture, that was out of support, challeng-

2016. In describing the transformation

ing to manage and “not capable of

for BAI it is helpful to look at the four

meeting our requirements to modernise

pillars on which it depends. The first of

the Broadcast Australia business let

these was to provide a firm foundation

alone connect our international ones”.

and transform the infrastructure that OCTOBER 2018

“We needed an infrastructure capable

TECHNOLOGY

155

of bringing together IaaS, PaaS, SaaS

in his quest to move the infrastructure

and on-premise solutions. We needed

to a service model, located in the Cloud.

a fast network at each regional office,

â&#x20AC;&#x153;We have built a virtual data centre

as the existing links would not support

capability in Azure and challenged

our cloud-first aspirations. We needed

ourselves to have 80% of our workload

a set of core technology services

running in the cloud by 2020. We moved

including identity management, to run

our provisioning process to Azure

and support this infrastructure and

Resource Manager (enabling infrastruc-

most importantly, we need an infra-

ture-as-code) and rebuilt our identity

structure that could support future

and access management capability

convergence of OT and IT.â&#x20AC;?

using Azure Active Directory (AAD).

After careful consideration Turnbull

This was a game changer because it

decided a Microsoft stack was optimal

provided a way to bring together our w w w.busi ne ssc hief. com

B A I C O M M U N I C AT I O N S

subsidiaries, manage access to cloud

to enable ‘boundless collaboration’ no

services with single sign-on and

matter what time-zone people were in

quickly deploy user and device

or device they were using and how to

services like multi factor authentica-

provide a consistent and integrated

tion (MFA) and conditional access

experience for everybody. To achieve

which have traditionally been complex

this, Turnbull deployed Office 365,

or expensive to deploy and maintain.”

starting with Yammer.He progressively introduced core services including

156

A NEW WORK ENVIRONMENT

Exchange Online, Skype for Business,

The second pillar, which ran in parallel

OneDrive and Microsoft Teams

with the infrastructure overhaul, was

across Australia and the UK with plans

building a modern workplace, which

to integrate the other international

wasn’t just a hardware and Windows

subsidiaries over the next 12 months.

refresh, but a full rethink on how to

“Yammer was the first Office 365

securely access, surface and share

service we deployed in Australia,” he

information across subsidiaries, how

says. “It is a great tool for building

“ We have built a virtual data centre capability in Azure, and challenged ourselves to have 80% of our workload running in the cloud by 2020” — Peter Turnbull, CIO, BAI Communications

OCTOBER 2018

TECHNOLOGY

open, cross-functional communities

“Not only was it a big cost saving;

which have become key in transform-

suddenly you could effortlessly

ing the way we share information.” As

connect our international businesses

an example, operational questions or

into a meeting with video, voice, screen

issues with operational equipment are

sharing and instant messaging. I can

being shared over Yammer, drawing

walk into a meeting room and click

in responses from engineers across

one button to join a meeting instead of

Australia who may have encountered

having to find a dial-in number, type in

the same problem or had previous

the conference code and remember

experience with the equipment.

a PIN. Best of all when we move into

There are other game changers in

new countries we don’t have to set up

the stack. “Skype for Business has

PBX infrastructure, we just provision

replaced over 15 PBX solutions and

phone numbers and conferencing

introduced new ways to communicate,

services through a single portal.”

some expected and some unexpected,” says Turnbull.

They have deployed several Surface Hub devices, which have really

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157

B A I C O M M U N I C AT I O N S

158

changed the way meetings are conduct-

(even remotely) when you’re able to

ed, he adds. “With integrated Skype,

collaborate like this.”

a digital whiteboard and wireless

Recognising that BYOD can be

projection to the screen, I walk into

complicated, Turnbull introduced

a meeting and we don’t have to sit

a CYOD (choose your own device)

down anymore.

workstation approach running

“We are standing up, collaborating on

Windows 10. Faced with the need to

a digital whiteboard and effortlessly

replace older hardware, staff were

bringing people together (inside and

given a range of workstation options.

outside the organisation), through

This combined elements of choice and

technologies such as Skype/, Teams,

interoperability. These new implemen-

document co-authoring and digital

tations and policies came of course

whiteboards accessible on any device”.

with the challenge of change manage-

It’s a much more engaging experience

ment. One of the most effective ways

OCTOBER 2018

TECHNOLOGY

CLICK TO WATCH : ‘WORKING IN EXTREME WEATHER CONDITIONS – BROADCAST AUSTRALIA’ 159

of helping people, he says, was to set

tion of mobile device management)

up communities on Yammer – the most

in any location.

popular of these was the ‘modern

He’s also really pleased with the

workstation’ group where people could

introduction of the latest service for cor-

pose any questions they had. This

porate video sharing, Microsoft Stream.

group quickly evolved into a self-ser-

Distributing information via a blog has

vice platform for change management

been augmented by fortnightly videos

as, rather than having to wait for an

and interviews with specialists in the IT

answer from the service desk, their

team to explain current projects.

queries could be directed collabora-

“All this is accessible on their mobile

tively to other sources and resources

devices, their workstation or their home

within the business. It’s a dynamic

PC. Now we are combining video

repository of knowledge accessible

distribution with blog posts and posts

from any device (through the introduc-

in Yammer. Communication needs to w w w.busi ne ssc hief. com

B A I C O M M U N I C AT I O N S

come through diverse channels,

One of the first solutions introduced

recognising that people consume

was a data warehouse hosted in Azure.

information in different ways.”

The solution, implemented by Altis,

The Office 365 suite has enabled

provided a way to integrate data from

our modern world at BAI: “Being cloud-

systems of record, as well as data from

based makes it much easier for us

other internal and external API’s using

to enter new geographical markets.”

the Azure Data Factory. “We now bring together large volumes

160

DATA AND INFORMATION MANAGEMENT

of data, from multiple sources, and

The third pillar of transformation is

consume or use in their technology

focused on information management

solutions and business processes.

and Peter Turnbull is sponsoring

When we need additional internal or

this initiative across the Broadcast

external data, we use established

Australia and UK businesses.

pipelines to quickly make this data

“Many of the challenges we (and other organisations) face stem from a data or

make them available to our teams to

available,” says Turnbull. Altis also helped with the implemen-

an information issue, be it poor quality

tation of a new reporting and analytics

or unknown data or poor practices for

platform using PowerBI. The combina-

governing, exchanging and consuming

tion of the new data warehouse and

information.” This pillar, which is still

PowerBI provided a modern solution

a work in progress, “is the fabric that

to report upon (and share with

joins together our business capabilities

customers through the PowerBI portal)

as it provides a way to build a common

the performance of Digital Television

language we all speak,” says Turnbull.

(DTV) services at all Broadcast

“We have focused our strategy around

Australia tower sites.

the management, integration and availability of structured, unstructured

A CULTURE OF CHANGE

and spatial data (location-based data

The fourth pillar which has been enabled

for the design and run of our sites which

by the first three, is the progressive

includes drawings, maps and photos).”

transformation of business capabilities.

OCTOBER 2018

TECHNOLOGY

“ Now we are combining video distribution with blog posts and posts in Yammer. Communication needs to come through diverse channels, recognising that people consume information in different ways”

161

— Peter Turnbull, CIO, BAI Communications

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B A I C O M M U N I C AT I O N S

Unlike the infrastructure and modern workplace transformation, the transformation of business capabilities is a true cross-functional collaboration. Over the last 3 years, Turnbull has managed the introduction of a group-wide human capital management system (HCM), a health, safety and environment (HSE) system and upgraded the existing asset management solution. “The introduction of the HSE solution has provided an easier way to capture incidents or near misses which help us improve our HSE capability. Incidents 162

and near misses can be reported straight away by jumping onto your mobile device and registering what has occurred. This provides quicker visibility allowing for fast actions and decisions to be made.” With the technology foundations now in

“ We are standing up, collaborating on a digital whiteboard and effortlessly bringing people together (inside and outside the organisation). It’s a much more engaging experience (even remotely) when you’re able to collaborate like this”

place, Turnbull in collaboration with the leadership team, are building a roadmap

— Peter Turnbull, CIO, BAI Communications

to transform key business capabilities including service management, site access and portfolio and project management. There’s always a fifth pillar to IT transformation, and that’s security. BAI, like many companies, use a defence-in-depth approach to security across its administrative, technical and physical environments. In the first half of 2018 the company achieved ISO27001 OCTOBER 2018

TECHNOLOGY

certification: â&#x20AC;&#x153;The certification provides the certificate, however the cultural change and shift in mindset we achieved by going through this process has provided a foundation for the other pillars we have introduced. We have MFA across all our user accounts; encryption and mobile device management on our workstations and devices, we have a SIEM and security solutions monitoring our environment, However, risk-awareness and personal accountability for security on the part of everyone in the business is as important as the barriers we buildâ&#x20AC;?. In closing, Peter Turnbull reflects â&#x20AC;&#x153;As technologists we need to be able to accept that IT is no longer the only source of technical innovation in the business. We are finding that more and more people have IT skills and unique experiences with technology transformation when they come into the organisation. Our role is to enable them to use their skills and experiences in new and innovative ways to help drive our digital transformation.

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163

PMS

164

DIGITAL DISRUPTION IN A WIRELESS WORLD WRIT TEN BY

L AUR A MULL AN PRODUCED BY

K RIS TOFER PA LMER

TECHNOLOGY

165

B R I G H T S TA R

Brightstar handles over 80 mn devices every year and with its latest digital transformation, it looks to be involved at every state of a device’s lifecycle.

ike any product, today’s mobile devices have a clearly defined lifespan and Brightstar has placed itself firmly at

the heart of it. Tapping into today’s wireless ecosystem, the company looks after every stage of a device’s lifecycle for its customers, from the moment it’s manufactured to the

166

moment it’s time to trade it in and re-market it. Serving carrier, retail and enterprise customers as well as running programs for device brands directly, the SoftBank subsidiary processes over 80 million devices every single year. Now, to keep pace with today’s evolving market, Brightstar has embarked on a root-and-branch digital transformation, one which strives to standardise its solutions and deliver the same high-level service time and time again. Rising to the role of CIO of the company’s Asia-Pacific region, Mariela Millington has racked up an impressive 30 years of experience in the IT sector. During her past three years at Brightstar, Millington has seized the challenge and helped the company navigate OCTOBER 2018

TECHNOLOGY

“We’re not just more effectively servicing our customers, we’re also delivering consistent services from one region to another” — Mariela Millington, CIO APAC, Brightstar

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TECHNOLOGY

“ That means we’re looking at how we can enrich the experience not just for our own direct customers, but also for our customers’ customers” — Mariela Millington, CIO APAC, Brightstar

level of service will remain consistent. “Before, when we sold similar services in different regions, they weren’t exactly the same and the customer experience wasn’t consistent,” observes Millington. “Now we’re rearchitecting not just our technology landscape, but also how we sell and distribute products and that will really help us.” Serving industry giants, Brightstar’s client base makes for impressive reading. But on this journey, the company hasn’t forgotten the end customers who are impacted by its services. It is this unique perspective, says Millington, which has helped the company cut through the

its latest digital transformation. “One

noise when debating functionality and

of our biggest focuses is that we are

service features.

re-architecting our environment,” she

“Strategically we look at how our

explains. “Through this, we are moving

services will touch the end consumer,”

away from offering a bespoke country

she explains. “That means we’re looking

or even single customer solution to

at how we can enrich the experience

deliver a more unified platform that

not just for our own direct customers,

still manages to be customer-centric.”

but also for our customers’ customers.

Pivoting from a mainly distribution-

That’s really changed how we create

focused organisation to a wholly

solutions. It’s really a reinvention of

service-orientated one, Brightstar has

Brightstar, how we look at ourselves

undergone many seismic shifts since it

and the way we offer our services.”

was founded in 1997. This latest change

With five major lines of products and

will ensure that, regardless of where

services – supply chain and logistics;

the company’s products are bought, the

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B R I G H T S TA R

buy-back and trading services; as well as core distribution of devices and accessories – underpinned by a domainspecific advanced analytics capability, Brightstar has a substantial roster to offer. As a result, the company can offer complimentary services regardless of what phase a device is at in its lifecycle. “For us, having complimentary services allows the customer to really leverage the investment they made in their fleet of devices. Being able to manage those devices from birth 170

to death is quite unique in that we can

“ For us,having complimentary services allows the customer to really leverage the investment they made in their fleet of devices” — Mariela Millington, CIO APAC, Brightstar

OCTOBER 2018

TECHNOLOGY

£1.5bn Approximate revenue

1997

Year founded

5000

Approximate number of employees

deal with both new devices and old devices in a seamless way. That’s one of our key differentiators.” Along this journey, Brightstar has also reformulated the way consumers interact with the company, introducing a new business process management (BPM) layer that orchestrates the interaction between all relevant parties. Through this initiative, the company hopes to establish itself as a digitallysavvy partner for its customers, allowing them to define the user journey and leverage Brightstar to enrich the experience along the way. “We’ve increasingly found that our customers would like to control their user journey,” Millington explains. “Therefore, we’re architecting our solutions to be digital-friendly so that they will play comfortably inside our customer’s digital platforms. Our customers will be able to inject our services into their workflow elegantly and seamlessly. To enable this, we established a business process management layer for the orchestration of our services. This will provide us with the ability to really customise these workflows; it will allow us to create w w w.busi ne ssc hief. com

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B R I G H T S TA R

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OCTOBER 2018

TECHNOLOGY

“ We now think about the user journey from a consumer experience perspective rather than from a Brightstar one; that’s really helped us to connect with more businesses who want to include us in their users’ journey and experience” — Mariela Millington, CIO APAC, Brightstar

different rules depending on the different customers and services in play, but it will still deliver a standardised back end. With our platform, we’re going from a very bespoke development approach to a large de-coupled architecture.” Millington also points out how the company has developed robust technology partnerships to evade any legacy issues. “To develop this digital backbone, we recognised that we needed external help to succeed in our latest digital challenge,” she notes. This helped Brightstar reimagine its services and enhance its plug-and-play service offering. It has also helped the company keep its ear

to the ground to find out about the sector’s latest emerging trends. “One of the very strong partnerships we have is with Software AG and certainly we are using their technology to push the w w w.busi ne ssc hief. com

173

B R I G H T S TA R

envelope there,” Millington adds. Echoing a belief shared by many

needed. This was very well communi-

CIOs, Millington reiterates that this

cated and re-enforced throughout the

mammoth transformation simply

build journey which helped to provide

wouldn’t have been possible if the

stability and consistency in decision

company hadn’t fostered the right

making amongst a changing landscape.”

culture. Research by Microsoft in 2017

Brightstar also made sure that, whilst the

notes that the biggest challenge

team acknowledged the value of past

organisations are facing in promoting

systems, they didn’t pull any punches

transformation is not necessarily the

when noting where it could improve.

new technology itself, but the cultural

174

to look like and why the change was

With its feet firmly in the carrier,

change required to enable it. But how

retailer and enterprise markets,

did Brightstar overcome this hurdle?

Brightstar is present in industries that

“It’s a day-to-day challenge that you

are ripe for change. The company is

need to tackle proactively,” observes

readying itself for the innovations of

Millington. “We had a very strong vision

the future and, as continuous improve-

of what the global architecture needed

ment seems to be a well-versed

E X E C U T I V E P R OF IL E

Mariela Millington CIO APAC Mariela Millington is Chief Information Officer (Asia Pacific) at Brightstar. Millington leads a team of 130 IT professionals based in Melbourne, Kuala Lumpur and throughout Asia. She is responsible for leading the architecture and deployment of supply chain platforms, applications, project portfolio management, and business development activity.

OCTOBER 2018

TECHNOLOGY

175

mantra at the company, it seems

and positioned us strongly for the

Millington’s work is far from over.

future. We now think about the user

“Have we 100% completed this

journey from a consumer experience

transformation?” Millington asks. “No, I

perspective rather than from a

think it’s a continuous journey. I don’t

Brightstar one; that’s really helped us to

think the work should ever be over

connect with more businesses who

because as solutions evolve, we’ll have

want to include us in their users’ journey

to adapt and evolve too.”

and experience.”

“Our journey hasn’t finished, but I

PMS

think the future is exciting,” she continues. “The re-imagining of our services and technology footprint has made us much more competitive now w w w.busi ne ssc hief. com

Caring for Queensland WRIT TEN BY

JOHN Oâ&#x20AC;&#x2122;HANLON PRODUCED BY

176

K RIS TOFER PA LMER

OCTOBER 2018

H E A LT H C A R E

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M E T R O H E A LT H C A R E G R O U P

A fast-tracked digital transformation at Brisbane’s largest hospital group Metro South Health has just been completed, marking the end of error-prone paper-based recording

M 178

etro South Health is one of

a new patient administration system,

Australia’s biggest and most

rolling out the Cerner integrated elec-

forward-looking healthcare

tronic medical record (ieMR) to more

providers. It runs five major public

hospitals and the replacement of the

hospitals and a network of community

ageing Auslab state-wide pathology

health centres across the south-east-

system.

ern areas of Brisbane. Though it is just

The value being delivered to patients

one of 16 hospital and health services

and the community became evident

in Queensland, one million people

when data was released from the first

– nearly a quarter of the population of

of Metro South’s hospitals to become

the state – depend on Metro South

fully digitised. In 2017, leading tertiary

Health for specialist health, outpatient

facility Princess Alexandra Hospital

and hospital services.

(PAH) rolled out the full Cerner elec-

As the leading hospital group, it has

tronic medical record system, going

been spearheading the transformation

as paperless as possible. Within a

of healthcare across the Queensland

year of going digital, drug administra-

Health, working closely with its eHealth

tion and monitoring errors dropped

Queensland division. Queensland

by 14%, a 33% reduction in drug

Health has developed a strategy for

dispensing and supply incidents, 17%

health ICT and eHealth that calls for an

fewer emergency readmissions with-

investment of more than $1.2bn over

in 28 days of discharge, drug costs

the next 20 years. That figures includes

per weighted activity unit came down

$730mn for clinical software such as

by 14%, stage 3 & 4 hospital-acquired

OCTOBER 2018

H E A LT H C A R E

“ Early in the process we decided it shouldn’t be entirely an IT project but more of a clinical change initiative” — Dr Stephen Ayre, CEO of Metro South Health

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M E T R O H E A LT H C A R E G R O U P

pressure injuries plummeted by 56%

view, and crucially that of the patients,

and healthcare associated infections

into consideration.

reduced by 37%. In the same period

The work he oversaw at PAH had

early identification of deteriorating

been started in 2014 and completed

patients went up by 59%.

over the subsequent 18 months. The experience gained there provided a

180

A clinical approach to IT

template for rolling out the programme

Leading the transformation was Dr

at the other facilities, culminating in

Stephen Ayre, executive director of

July 2018 with the completion of

PAH at the time and now Chief Execu-

digitisation at the Queen Elizabeth II

tive Officer of Metro South Health. Dr

Jubilee Hospital (QEII).

Ayre started his career at the sharp

Planning started in 2014 when the

end as a GP before moving into ad-

Department of Health switched to

ministration: he was therefore ideally

a ‘whole hospital approach’ from the

placed to take the clinicians’ point of

module-by-module process it had

OCTOBER 2018

H E A LT H C A R E

CLICK TO WATCH: THE PRINCESS ALEXANDRA HOSPITAL BECAME AUSTRALIA’S FIRST LARGE-SCALE DIGITAL HOSPITAL

$2.3bn Annual budget

2007

Year founded

14,000+ Approximate number of employees

previously utilised. Though the Cerner platform is a comprehensive and well-tested one, it took some work to adapt it to fit the culture and practices of Australia, says Dr Ayre: “Early in the process we decided it shouldn’t be entirely an IT project but more of a clinical change initiative. “We brought a number of internal clinicians and specialists onto the team – an endocrinologist and a cardiac surgeon for example, as well as nurses and technicians. Of course, all the technical and governance aspects of the Cerner implementation were addressed, but the front facing part of it was essentially clinical.” He has taken a lead on the involvement w w w.busi ne ssc hief. com

181

M E T R O H E A LT H C A R E G R O U P

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H E A LT H C A R E

“ We came through a very careful engagement programme with the clinicians within the hospital so that everyone understood the process and its goals” — Dr Stephen Ayre, CEO of Metro South Health 183 of the clinical users of the system

to argue from entrenched positions,

throughout. “As chair of the state-wide

so Dr Ayre has done everything possible

clinical advisory group on the imple-

to encourage a holistic view. “We came

mentation not just at Metro South but

through a very careful engagement

all the other hospitals that are fol-

programme with the clinicians within the

lowing on, we have been keeping the

hospital so that everyone understood

clinicians aligned and focused. We

the process and its goals.”

are building an integrated solution

Resource fairs, he explains, gave

that reconciles the niche demands of

clinicians the opportunity to try out

specialists with the intricacies of the

the system and see how it integrated

IT system,” he says.

with the devices within the hospital such as ECG machines and the

Collaborative vision

anaesthetic equipment and various

It’s been hard work, one senses,

monitors. This helped identify pain

to overcome the tendency for each

points. A common problem when mov-

department, often each individual,

ing from standalone products to a w w w.busi ne ssc hief. com

M E T R O H E A LT H C A R E G R O U P

platform such as Cerner can be a perception that functionality is reduced, for example from the anaesthetist point of view. “In fact it allows people outside the theatre and the anaesthetic area to see what was happening with the patient. That continuity of care and management in the pre- and post-operative phase needs to be understood and worked through for the greater good of the patient,” he comments. The ieMR – which automatically uploads observations and vital signs from patient monitoring devices, allows efficient electronic 184

ordering of radiology and pathology tests, and provides decision support for clinicians in prescribing medicines – is the foundation technology, he explains. “Now that the patient records are integrated, all clinicians can view them – wherever they are in our organisation. There is no need for medical staff to travel to a ward to look at paper records: they can see very clearly what happened in the emergency department or in the theatre or in any other areas that a patient may be moved to during their inpatient journey. Even from one hospital to another since there are a number of hospitals throughout the state who now have ieMR.” Soon they all will. Meanwhile work has already started on rolling the system out into the community. General practitioners can get OCTOBER 2018

H E A LT H C A R E

access to certain components of the record such as pathology, radiology, medications, operative notes and discharge summaries using The Viewer. It is a function already accessible by every GP in Queensland. Software providers such as Medical Director and the pan-Australian My Health Record patient/doctor portal will increasingly be able to interface with the ieMR system to give the community better and faster access to their medical records. “We are very keen to provide access to information,” says Dr Ayre. “There is a whole range of patient-facing services you can update online like appointment checking and registration

“ We’re doing a lot of research around the implementation as well… I am keen to take every opportunity to share the learnings from our digital transformation” — Dr Stephen Ayre, CEO of Metro South Health

data. We are also interested in getting some of the community-based services onto the system.” In the coming year, with the inhouse implementation out of the way,

example of the type of service he’d like to see extended and enabled by the provision of ieMR.

he wants to focus on connecting care, across the five hospitals in the

Proving the project

system and out into the community.

Digitisation has improved efficiency,

Metro South Health’s Hospital in the

increased capacity without extra

Home service, which provides short-

resourcing, and enhanced patient

term home-based acute care in the

care. “I want to make sure that I can

homes of patients that formerly would

maximise these benefits while

have had to be hospitalised, is a good

decreasing the hospital complication, w w w.busi ne ssc hief. com

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M E T R O H E A LT H C A R E G R O U P

readmission and infection rates and

the University of Queensland Business

length of stay,” says Dr Ayre.

School with whom we have been work-

“At the same time, we’re doing a lot of

186

ing closely since the inception of this

research around the implementation

programme. I am keen to take every

as well. There really hasn’t been much

opportunity to share the learnings

validation of this type of implementa-

from our digital transformation.”

tion and I am pleased to say that we

The last four years have been a very

have just been awarded a collabora-

disruptive time for Metro South Health

tive research grant to work with the

but the outcome has been magnifi-

University of Queensland, Cerner and

cent. A complex IT and clinical change

Vancouver Health. And on the purely

project has been delivered in a very

business benefits we are working with

short space of time and thanks to the

“I’m lucky in that I have had a focused and balanced team, with health professionals working alongside IT specialists” — Dr Stephen Ayre, CEO of Metro South Health OCTOBER 2018

H E A LT H C A R E

scrutiny it is getting from researchers it

anced team, with health professionals

is sure to be a benchmark for future im-

working alongside IT specialists, some

plementations in Australia and beyond.

of them also with nursing or medical

“Speaking personally,” Dr Ayre reflects, “the biggest challenge for me

backgrounds. “I am very satisfied by what we have

as CEO has been to maintain business

achieved together and excited by the

as usual while so much of the energy of

prospect of maximising the benefits

the organisation has been focused on

from the implementation. My vision has

a single piece of work. Some change

always been that it’s producing really

management components have also

significant benefits to patient care –

been very taxing for our staff. I’m lucky

and that is what we are all about!”

in that I have had a focused and bal-

187

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