BC Asia Pacific - September 2018

SEP TEMBER 2018

BOLLORÉ LOGISTICS

Sunshine Insurance

Sustainability on a global scale

DISRUPTING WITH AI AND BIG DATA

MARSH

KANSAI AIRPORTS

Technology Revolution

Pascal Pipon on how Kansai Airports is transforming the passenger experience through digitalisation

Supporting business growth in Indonesia

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Chief Executive Officer Huawei Marine Networks

Dave Crowley

Mohamed Nasr

Brett Lay

Chief Technical Advisor Microsoft

AVP – EMEA Cable Development PCCW Global

Chief Financial Officer RTI Connectivity

Chief Executive Officer Aqua Comms

Bruce Neilson-Watts

Global Optical Architect Facebook

Linette Lee Chairperson, SJC2 consortium & Director, Submarine Cable Investment Singtel

Larry Schwartz Chief Executive Officer Seaborn Networks

Nanang Hendarno Chief Technology Officer TELIN

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FOREWORD

elcome to the first ever Asia-Pacific edition of Business Chief.

This month, our cover feature investigates the exciting transformation underway at Kansai/Vinci Airports.

Pascal Pipon, General Manager of Kansai Airports, discusses how the company is leveraging technology to enhance the passenger experience amid a tourism boom.

“We aim to make the passenger journey as peaceful, easy and stress free as possible. We will be leveraging digital solutions such as self-service, mobile services and biometry,” says Pipon.

Also in our September edition, we have the latest news and insight from Australia’s GapGEO as well as global communications group LEWIS, which has signed up to PricewaterhouseCoopers’ Tech She Can charter to encourage more women into STEM roles.

For our City Focus, we have zoomed in on the Indian capital of New Delhi and we’ve also brought you a list of the best hotels for business events and meetings in APAC. Don’t forget to check out our other company features on global insurer Marsh’s Indonesia operations, KPMG, University of Tasmania, Bollore Logistics, Chayora, Masan Resources, Sunshine Insurance Group, Surbana Jurong and Telekom Malaysia.

We hope you enjoy reading the issue as much as we have enjoyed putting it together, and welcome any feedback over on Twitter: @Business_Chief.

W

­ livia Minnock O Editor olivia.minnock@bizclikmedia.com

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

03

CONTENTS

How Kansai Airports is transforming passenger experiences in Japan

GAP GEO: VIABLE EXPLORATION DEPTHS ARE REALLY VIABLE MINING DEPTH

24

08 34

LEWIS DRIVING CHANGE THROUGH TECH SHE CAN

E

46 City Focus

NEW DELHI 58

CONTENTS

120 KPMG

70 Marsh 88 Chayora

132 Sunshine Insurance Group

106 University of Tasmania

160 Masan Resources

178

144

Surbana Jurong Private Limited

192 Telekom Malaysia

Bollore Logistics

How Kansai Airports is transforming passenger experiences in Japan

08

WRIT TEN BY

CATHERINE S TURM AN PRODUCED BY

MIK E SADR

SEPTEMBER 2018

TECHNOLOGY

09

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

KANSAI / VINCI AIRPORTS

Kansai Airports is undergoing a significant transformation. Pascal Pipon,General Manager at Kansai Airports, tells us more…

J

apan is continuing to reap the rewards of a global tourism boom, where people from all over the world are keen to

explore its rich history and breathtaking landscapes. From January to June during this year alone, the estimated number of international travellers exceeded 11mn, with

10

an increase of 20% in overseas visits compared to previous years.

Whilst many travelers would have normally utilised Kansai International Airport, the country’s Osaka Itami Airport and Kobe Airport also significantly serve those situated in the nearby cities of Osaka, Kobe and Kyoto. Altogether, the three airports provide services to over 47.6mn passengers annually.

To ensure the airports remain fully equipped to service such increased traffic flow, shareholders at VINCI Airports and financial services group ORIX Corporation are directing significant investment towards the digital transformation of the airports, driving maximum value for tourists and residents, whilst unlocking its growing potential.

SEPTEMBER 2018

TECHNOLOGY

FACTS

• From January to June during this year alone, the estimated number of international travelers exceeded 11mn, with an increase of 20% in overseas visits compared to previous years • Kansai International Airport, Osaka Itami Airport and Kobe Airport provide services to over 47.6mn passengers annually • VINCI Airports serve nearly 250 airlines worldwide • VINCI Airports catered to 156.6mn passengers in 2017, amassing €4 billion in consolidated revenue • Working with air transport IT specialist SITA, Kansai Airports has implemented an intelligent check-in kiosk named KATE, which will identify bottlenecks in passenger flow

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

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TECHNOLOGY

A key player within the international airport sector, VINCI Airports serves nearly 250 airlines worldwide. Spanning Europe, Asia and Latin America, the company served 156mn passengers in 2017 across all of its 36 airports.

In Japan, Kansai Airports successfully took over Kobe Airport in April 2018, and all three airports have amassed a combined growth of 9.6% in the second quarter. With international growth continuing to rise, Kansai International Airport achieved over 12% growth, with Kobe following

FACTS

• Kansai International Airport, Osaka Itami Airport and Kobe Airport provide services to over 47.6mn passengers annually • Kansai Airports took over Kobe Airport in April 2018, where all three airports have amassed a combined growth of 7.8% in Q2 • VINCI Airports serve nearly250airlines worldwide • VINCI Airports catered to 156.6mn passengers in 2017 • In the second quarter of 2018, traffic across the 36 platforms managed by VINCI Airports saw 42.9mn passengers handled in the network during Q2 • Japan continues to see increased numbers of visitors from neighbouring countries China, South Korea, Hong Kong and Macau, as well as attracting tourists from areas such as Europe

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

13

KANSAI / VINCI AIRPORTS

closely behind at 5% growth.

The country continues to see increased numbers of visitors

deals from low cost carriers and new routes which have recently become established.

By building on VINCI Airports’ world-

from neighbouring countries

renowned expertise alongside ORIX

China, South Korea, Hong

Corporation’s strong roots in the Kansai

Kong and Macau, as well as

region, the three Japanese facilities are

attracting tourists from areas

set to be fully transformed.

such as Europe, with attractive

“We’ve secured a comfortable budget to invest in tomorrow’s IT and digital solutions,” says Kansai Airports General Manager for IT, Pascal Pipon.

“We aim to make the passenger journey as peaceful, easy and stress-free as possible. We

14

SEPTEMBER 2018

TECHNOLOGY

will be leveraging digital solutions, such as self-service, mobile services and biometry, in order to achieve seamless travel. We want to integrate all steps of the passenger journey within one complete digital experience.”

In order to optimise the management of the existing airport infrastructures, Kansai Airports is transforming the organisation’s back-office applications.

“Our task is to centralise and consolidate all flight data and resources from the airports, automate operational processes to facilitate decision making,” he adds.

15

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

ABOVE. BEYOND. We were created to look beyond.

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We’re already helping airports across the world to blaze a trail. Airports that have been built so intelligently that they’ll be just as smart, and just as well equipped for the future in 10,15, 20 years as they are today.

Explore more at: www.sita.aero/future-proof

TECHNOLOGY

“ We’ve secured a comfortable budget to invest in tomorrow’s IT and digital solutions” — Pascal Pipon, Kansai Airports General Manager for IT

17

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

KANSAI / VINCI AIRPORTS

DIGITALLY ENABLED Working with air transport IT specialist SITA, Kansai Airports has tested an intelligent check-in kiosk, which will identify bottlenecks in passenger flow, eliminate congestion and contribute towards a fully connected passenger experience. Through a number of inbuilt technologies, such as collision avoidance, the kiosk will move swiftly to different areas of the airport when required.

The facilities have also sought to introduce artificial intelligence devices, check-in robots, and self-propelled floor cleaning robots where Kansai Airports is turning 18

towards automation across its entire portfolio.

Among initiatives to optimise the use of existing capacities, Kansai Airports has sought to minimise waiting times and boost passenger throughput using real-time queue monitoring tools.

“To do this, we implement different tools.

One tool is called Passenger Flow Management, which provides real-time information surrounding passenger flow. Operation staff react to queues building up. We also display congestion information to the passengers at the airports and on our websites. With this technology, we have drastically reduced waiting times from 45mins peaks to 15mins,” notes Pascal.

“Automation helps increase the capacity of SEPTEMBER 2018

TECHNOLOGY

19

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

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Based on the collected data, airports are able to optimize both operations and capacity utilization. Shorter queues and waiting times lead to higher passenger satisfaction and hence higher revenues.

Let‘s work together to enable a seamless travel experience. Get in touch for more information. info@xovis.com

TECHNOLOGY

the airport to serve more passen-

ground handlers, the air traffic

gers and better serve the airlines.”

service provider, etc., which also

Collaborating with various

provide essential services,” he says.

team to provide the best solutions,

“The collaboration between

Kansai Airports continues to look

all the actors is at the core of

at harnessing new digital tools

the optimisation of airport

surrounding departures, arrivals,

operations. Technology will be

the scheduling of flights and the

key for all to converge toward

handling of various aircrafts.

this common goal.”

“IT is helping with all of this, but

With a keen awareness that the

we also have a lot of different

most important aspect will be to

actors, such as the airlines,

ensure that all passengers leave

“ We want to make the passenger journey as peaceful, easy and stress-free as possible” — Pascal Pipon, Kansai Airports General Manager for IT

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

21

Over 80 years of experience in researching, developing and providing commercial audio and security solutions.

Since first installing intercom systems at Japanese airports in 1978, TOA has been involved in numerous airport projects across the world. Today, most people who use Japanese airports hear the announcements delivered by TOA systems. Offering the sound systems and engineering capabilities required for safe, reliable passenger transit, we facilitate the accurate transmission of information to passengers and the smooth airport operations. ...and yet you are still led out of the terminal quickly and safely in an emergency.

We supply sound, not equipment

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|

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TECHNOLOGY

“ We want to integrate all steps of the passenger journey within one complete digital experience” — Pascal Pipon, Kansai Airports General Manager for IT

and arrive on time, Kansai Airports must remain completely operation-centric, with an emphasis on promoting an exceptional passenger experience, in line with VINCI Airports’ commitment to quality of service and customer satisfaction.

In the long-term, it will further introduce self-service facilities, and the passenger journey will become fully automated.

“The sharing of information between all actors will be critical to maximise airport capacity and passenger satisfaction,” concludes Pascal.

“Technology is essential to the future of Kansai Airports and the entire aviation industry.”

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

23

LEADERSHIP

GAP GEO: VIABLE EXPLORATION DEPTHS ARE REALLY VIABLE MINING DEPTHS 24

SEPTEMBER 2018

It’s been 25 years in the making, but a labour of love from Gap Geophysics Australia CEO Dr Malcolm Cattach is defining the next frontier of mining exploration WRITTEN BY

NIKI WA LDEGR AVE

25

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

LEADERSHIP

G

apGeo Group specialises in the development of leading edge geophysical technologies and provision of

services to the exploration and environmen-

tal industries globally.

The group is comprised of three companies: Gap Geophysics Australia, which specialises in mineral exploration; Gap Explosive Ordnance Detection (GapEOD), which specialises in instrumentation and services for the detection of terrestrial and marine unexploded ordnance internationally; and Gap GeoPak, the research and development arm and technical support base.

26

Historically, electrical geophysical surveys have only been able to survey to fairly shallow depths but now, thanks to an idea borne in 1993 as part of his PhD, GapGeo CEO and chief geophysicist Dr Malcolm Cattach’s unique and award-winning Sub-Audio Magnetics (SAM) and HeliSAM technology provides a cost-effective solution for deep penetration electromagnetic (EM) surveys, enabling the mineral exploration and environmental geophysics industry to be able to explore to much greater depths than we ever have before.

“Most geophysicists would agree they’ve got a bit of an innovation bent,” admits Dr Cattach. “We’re always trying to improve the way that we do things. My PhD demonstrated SEPTEMBER 2018

Main image: HeliSAM in flight and the data (Above picture) from the HeliSAM response at Forrestania

“The future of exploration is going to be exploring to much greater depths.

Consequently, we will be much more dependent upon geophysics to provide high-quality drill targets at depth” — Malcolm Cattach, CEO, GapGeo

that SAM could actually work, but at

27

sacrificing quality or efficiency.

that stage, it was ahead of its time: it

Conventional EM surveys require

wasn’t until the early 2000s that the

grounded electrodes, levelled sensors

electronics, processing capabilities

and stationary measurements limiting

and storage devices became available

the terrain that can be covered in a day.

that makes it practical to do with

As a result, spatial resolution is often

electronics. “Then from about 2005

sacrificed for survey area coverage

onwards, since we formed Gap

rates – but the SAM technique

Geophysics, it’s been more of our

bypasses such issues, providing

commercialisation stage.”

particularly good value for money.

25 years since its ideation, SAM is a

“It’s always tricky to explain technical

patented technique that allows for the

stuff in simple terms,” he laughs. “But

simultaneous high definition map-

the future of exploration is going to be

ping of both the magnetic and electri-

exploring to much greater depths.

cal properties in the ground, without

Consequently, we will be much more w w w. b u s i n e s s c h i e f. c o m

LEADERSHIP

dependent upon geophysics to provide high-quality drill targets at depth.

“We build very high-powered geophysical transmitters to actually get our signal down deep and to cover large areas. What we’ve been trying to achieve with SAM is to provide much better-quality geophysical information much more cost-effectively.

SAM gives us the ability to acquire electrical property information of the earth at a very high spatial resolution, quickly.”

SAM can be employed for a wide variety of survey types, mainly mineral exploration, explosive ordnance detection and geotech28

nical mapping as it is well suited to overcome the difficulties of highly conductive surface layers, such as with salt lakes.

“Conventional electromagnetic surveys have only been looking down to about 200 or 300 metres,” he explains. “But generally, people believe that near-surface deposits have probably already been discovered because of their relative ease of detection.

“If you assume that people historically surveyed down to 300 metres, then that means that that depth range between 300 metres and 1000 metres is the next frontier of the mining exploration.”

HeliSAM is a hybrid technique which refers to helicopter-borne acquisition of SAM data. Coupled with Gap GeoPak’s SEPTEMBER 2018

“ My PhD demonstrated that SAM could actually work, but at that stage, it was a technology which was ahead of its time in terms of electronics” — Malcolm Cattach, CEO, GapGeo

high-powered, ground-based geophysical transmitter systems, HeliSAM can map large areas quickly and cost-effectively to depths not possible with conventional airborne survey techniques. The HeliSAM technology has already seen exceptional results internationally.

Moreover, the low frequency (LF) HeliSAM technology has shown outstanding results at the Forrestania Test range in Western Australia’s wheatbelt region, showcasing to the Australian market what can now be achieved.

“Helicopter-borne EM systems carry a transmitter loop under the helicopter” explains Dr Cattach. “The generate a transmitter signal from the helicopter and then have a receiver on the helicopter also, which measures the response”.

“However, there’s a limit to the amount of power that a helicopter system can produce due to the weight and size of the loop and transmitter. That in turn, limits the depth penetration with a pure helicopter-borne system.

“LF HeliSAM allows us to gather very high-quality data over large areas very cost effectively, compared to trying to do it at ground level only. We are able to generate enormous power from the ground-based system and combine it with the speed of w w w. b u s i n e s s c h i e f. c o m

29

LEADERSHIP

acquisition that you get from a

were awarded the peer-voted Laric

helicopter, so we’ve got the best of

Hawkins Award for geophysical

both worlds… In addition, we are able

innovation in recognition of the

to use very low transmitter frequen-

continued development of technology,

cies. There’s no other technique quite

of which SAM and HeliSAM is being

like this. This is a world first in getting

considered an industry ‘game

down to those transmit frequencies.”

changer’. It’s his sixth award, and Dr

Following a presentation Dr Cattach

Cattach says it’s an honour to be

recently delivered on his Sub-Audio

recognised for the work he started a

Magnetics (SAM) and HeliSAM

quarter of a century ago.

technology at the Australa-

“My career’s been involved with

sian Exploration Geosci-

thinking of the concept back

ence Conference in Sydney,

in the late 80s and early 90s, proving

both he and his co-authors

the feasibility of it and then putting

30

“ I’m grateful to a lot of our clients in the industry who’ve been prepared to think outside the box — it’s their willingness to try new things which has enabled us to continue development of SAM” — Dr Malcolm Cattach, CEO, GapGeo

SEPTEMBER 2018

the technique into practice.

“Since we privatised the business we’ve gone to this more commercial mode. But we’ve never stopped doing

claims the industry needs to be in a good state to be able to continue to embrace new technologies.

“It doesn’t matter how good

R&D. I’ve been very fortunate to have

technologies are if nobody’s got any

a group of very capable scientists and

money to spend on them!” he laughs.

engineers around me, who’ve been

“This technology has been coming into

able to continue to develop the

maturity over the last few years, when

various techniques.”

the industry’s been in pretty poor

The Australian mining and explora-

shape, but it’s only really now that you

tion industry is recovering after a

get this sort of confluence of the

difficult few years, and Dr Cattach

technology coming together in time

31

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

LEADERSHIP

32

when the industry’s starting to get going again. Like everybody who

it doesn’t work, you’re in trouble.

“Trying to battle that mentality has

works in the mining industry, we’ve

been a little bit awkward at times, but

had our struggles, but we certainly

I’m grateful to a lot of our clients in the

see the next few years as being very

industry who’ve been prepared to

positive for us.”

think outside the box – it’s their

Another obstacle is educating

willingness to try new things which

the industry while developing new

has enabled us to continue develop-

technologies, because trialling new

ment of SAM. They appreciate what

technology and equipment can be

we’re trying to do and have supported

daunting and expensive.

us in trying to get through the door in

“Some people are hesitant to try and take on something new and different that no-one’s done before, because if SEPTEMBER 2018

revolutionising exploration, which is what our main goal is.”

GapGeo’s focus for the next few

33

“ With SAM and HeliSAM, I’m excited about commercialising something we’ve been working on for such a long period to the rest of the world, they’re Australian home-grown technologies, and I’m proud of that” — Dr Malcolm Cattach, CEO, GapGeo

years is commercialisation and the

about commercialising something

business has been looking at finding

we’ve been working on for such a

other partners who are working in

long period to the rest of the world,”

different parts of the world to start

he concludes. “They’re Australian

exporting the technology worldwide.

home-grown technologies, and I’m

“With SAM and HeliSAM, I’m excited

proud of that.” w w w. b u s i n e s s c h i e f. c o m

TECHNOLOGY

LEWIS DRIVING CHANGE 34

THROUGH TECH SHE CAN

Despite decades of progress, women remain significantly underrepresented in the technology workforce.

With PwC’s Tech She Can charter looking at ways to break down barriers, LEWIS’ Managing Director Ruth Jones discusses how technology is reshaping career pathways WRITTEN BY

SEPTEMBER 2018

CATHERINE S TURM AN

35

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

TECHNOLOGY

T

he fourth industrial revolution is significantly disrupting the way we live, work and interact.

Traditional industries and ways of working are

being fully transformed through digitisation, yet

it is imperative that a diverse, global workforce can adapt to such change.

However, despite such a monumental shift, women continue to be underrepresented within the global technology workforce. A recent report

by PwC entitled Women in Tech: Time to close the gender gap, highlights that women, on this occasion in the UK, remain discouraged from working in technology, with 83% of female students unable to name a famous female role model in technology 36

and only three per cent stating a career in technology to be their first choice.

“As our personal and working lives become increasingly shaped by technology – technology products and services are being developed and delivered based on the perspectives of only one half of the population, and not designed with the needs of everyone in mind,” the report states, adding: “If half the population is being overlooked as a source of technology talent, then the UK is effectively trying to compete internationally with one hand tied behind its back.”

Global professional services network PwC has found that gender bias starts in schools and carries on through each stage of a child’s education. 61% of females indicated that they have been dissuaded from a career in technology due to the limited SEPTEMBER 2018

“ WE’RE FINDING A SHIFT IN THE INDUSTRY, WHERE IF WE PUT CREATIVITY, CONTENT AND CONTEXT AT THE HEART OF EVERYTHING WE DO, WE’RE ABLE TO OFFER CLIENTS A SINGLE VIEW BUT ARTICULATE IT ACROSS TECH-BASED PLATFORMS” — Ruth Jones, Managing Director, LEWIS

37

advice given. “Although heavily involved in STEM subjects at a younger age, I was discouraged by the sexism that surrounded me when I took part in competitions and conventions,” a female pre-university student noted.

“There is a stereotype that empirical studies are male subjects only, and the institution to which I currently belong perpetuates this belief obliquely. I felt discouraged from taking the sciences,” another female pre-university student added. This must change. w w w. b u s i n e s s c h i e f. c o m

TECHNOLOGY

“ THE INDUSTRY AS A WHOLE IS NOW LOOKING AT HOW TO SHAPE LEARNING FOR THE FUTURE, AND THIS SNEAKS INTO ADULT LEARNING, AS WELL AS THE FUTURE CAREER PATH” 38

— Ruth Jones, Managing Director, LEWIS

TECH SHE CAN CHARTER In order to take a closer look at the root causes of women’s reluctance at a societal level, PwC has launched its Tech She Can charter. Joining over 30 organisations across the UK, global integrated communications business, LEWIS, has made commitments to promote careers in technology for both genders, looking to enable workers to reach their potential and to share best practices.

Established by former Financial Times SEPTEMBER 2018

39

journalist Chris Lewis in 1989, LEWIS has

held by women, where flexible

evolved from a news-driven agency into

working schemes have enabled

a company that defines a central market-

working mothers to return to

ing strategy stemming from brand develop-

work, alongside the enhanced

ment and PR, to sales enablement and

maternity packages and shared

digital execution.

leave on offer to staff.

As part of the charter, LEWIS will work

“When women think of a career

to show how women can enjoy the technol-

inside technology, it doesn’t

ogy sector but also develop great careers.

necessarily need to be working

In the company’s UK workforce, 55% of

directly with data, digital or ICT.

senior positions (Director and above) are

It can be a career in the creative w w w. b u s i n e s s c h i e f. c o m

TECHNOLOGY

Click to watch: ‘LEWIS Global Communications, Does gender or age matter in creativity?’

40

industries that supports companies in

tions, there is wide recognition that

technology and applies technology to,

customer journeys need to become

for example, marketing services,”

one, common conversation. We’ve

explains Ruth Jones, Managing Director.

seen that in the industry.”

“We’re finding a shift in the industry, where if we put creativity, content and

PROMOTING EDUCATION

context at the heart of everything we do,

At present, only 15% of people working

we’re able to offer clients a single view but

in STEM roles in the UK are female,

articulate it across tech-based platforms

indicating that the country’s future

and channels – from infographics

technology talent will remain heavily

through to 3D experiences, as well as

male-orientated. In addition, recruiters

the traditional written word.

have expressed their concerns

“Through a collision of marketing, digital, technology and communicaSEPTEMBER 2018

surrounding the difficulty of recruiting knowledgeable, skilled individuals

FACTS

within STEM. A Global CEO survey has revealed that two thirds of UK CEOs say recruiting people with digital skills is difficult, compared with only 43% of CEOs in the US and 24% in China.

With this in mind, providing in-house training, as well as funded apprenticeship pro-

PwC’s Tech She Can Charter The Tech She Can Charter was launched by PriceWaterhouseCoopers in February 2018, joined initially by over 12 firms including giants such as Tesco and JP Morgan, with many more having since been added.

The main commitments organisations have made as part of the charter are:

grammes, LEWIS remains keen to offer permanent positions, with the aim to be part of the personal and professional development of its employees.

By partnering with schools, providing female role models and ensuring inclusive access to the sector, UK organisations will then gain the ability to build a robust upskilled and adaptive workforce, introducing technology modules which can be delivered in schools by teachers or through virtual reality to develop the UK’s technology talent.

“We also go to universities

• Working with schools to inspire pupils and teachers about careers in tech • Supporting social mobility by targeting schools in the UK Government’s defined social mobility ‘coldspots’ • Promoting and celebrating successful female role models at all levels • Ensuring inclusive access to technology training and technology roles within their own organisation • Supporting formal work experience and internship programmes to encourage more females to consider a career in tech • Sharing best practice with all other organisations across the charte

and spend a lot of time giving talks around careers at various different universities, here at LEWIS. We also have a partnerw w w. b u s i n e s s c h i e f. c o m

41

TECHNOLOGY

“THROUGH A COLLISION OF MARKETING, DIGITAL, TECHNOLOGY AND COMMUNICATIONS, THERE IS WIDE RECOGNITION THAT CUSTOMER JOURNEYS NEED TO BECOME ONE, COMMON CONVERSATION” — Ruth Jones, Managing Director, LEWIS

42

ship with Chelsea College of Art,

continues to evolve the way in

so connecting through educa-

which individuals can develop

tion is something that embodies

a technology career, with a num-

us,” explains Jones.

ber of roles available.

“We’re looking to invest more.

“Technology is central to every

The industry as a whole is now

part of our lives. Children and

looking at how to shape learning

young adults are coming into the

for the future, and this sneaks

workforce digitally enabled.

into adult learning, as well as

Everyone’s going to have a nat-

the future career path. Ultimate-

ural affinity for technology and

ly, we’re entering a world where

they’re going to see a much

continuous learning is an abs-

clearer path to why technology

olute necessity.”

plays a central part in our every-

While only 5% of leadership positions in the technology

day lives,” notes Jones.

“The single most important

industry are presently held by

thing for me is attracting more

women, where girls are less

people into technology so that

likely to study STEM subjects at

we can support the economy

school or university, technology

going forward.”

SEPTEMBER 2018

43

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

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CITY FOCUS

NEW D City Focus

46

As India’s population continues to expand and a growing middle class leads to a strain on transport infrastructure, how will the nation’s capital rise to the challenge?

WRITTEN BY

OLIVIA MINNOCK

SEPTEMBER 2018

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

47

CITY FOCUS | NEW DELHI

I

ndia’s capital city of New Delhi is best known for its dense and rapidly growing population, as

well as being the centre of government for the second most populous country in the world.

Vast and still growing The largest city in India by area, New Delhi, with its metro zone known as the National Capital Territory (NCT) is the fifth most densely populated city in the world. 2016 figures stand at an estimated 18.6mn.

48

The NCT and its sprawling surroundings, including the neighbouring cities of Baghpat, Alwar, Sonepat, Guragon, Ghaziabad, Faridabad, Greater Noida and Noida, are known as the National Capital Region (NCR) which in total has a population of over 24mn.

The city of New Delhi is also one of the fastest growing in the world, having increased from a population of just 400,000 in 2001. Both birth rates and migration are playing a part in this continual increase, which is bound to put a strain on the infrastructure of the capital and its surroundings.

SEPTEMBER 2018

Getting around Delhi

transport vehicles, the Delhi metro,

Despite recession and global ups and

buses, taxis and trains.

downs, infrastructure and in particular

The ‘Delhi Master Plan 2021’, which

transport has continued to develop

focusses on responsible urbanisa-

in the city, with much of this growth

tion, will involve major changes in the

put down to foreign investment.

city’s infrastructure, with the aim of

New Delhi has a well-developed

making Delhi ‘a global metropolis

transportation network, with more than

and a world-class city’. It aims to

half of its citizens relying on local trans-

promote the right atmosphere and

port for business and pleasure.

These include rural

infrastructure for citizens to be more productive and enjoy a better quality of life in a sustainable environment.

49

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

CITY FOCUS | NEW DELHI

‘ Delhi Master Plan 2021’, which focusses on responsible urbanisation, will involve major changes in the city’s infrastructure, with the aim of making Delhi ‘a global metropolis and a world-class city’

50

SEPTEMBER 2018

Click to watch: Ola – Mission: Electric 51

Uber or Ola?

past year. In 2017, Uber reached the

Another way to get around in Delhi

milestone of 1mn rides per day in India,

is by taking advantage of the hotly

with Uber India’s President Amit Jain

competitive ride-hailing market.

noting: “We were focused on moving

India’s main ride-hailing platform is

from a startup to a sustainable business

Ola, which was founded in Mumbai

in India. As a result, we recorded dou-

but has recently expanded as far afield

ble-digit growth and continue to clock

as Australia and the UK.

over a million trips a day.”

Ola currently has a network of

One customer from New Delhi was

approximately 600,000 vehicles across

the most frequent Uber rider ever,

110 cities, of which Delhi was one of the

clocking up five daily journeys, while

earliest adopters. It’s not the only

New Delhi is also home to India’s

option, however, with Uber (the largest

longest standing Uber driver partner,

such business in the world) having dou-

who has been with the firm for almost

bled down on the Indian capital over the

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

CITY FOCUS | NEW DELHI

Currency

Rupee 52

1911

Established

18.6mn

Metro Area Population Nearest airport

16km

Indira Gandhi International Airport (DEL)

New Delhi Airport The Indira Gandhi International Airport is one of the busiest in India in terms of both passengers and cargo. Located just 16km from the city centre and 15km from New Delhi Railway Station, the airport is the 21st busiest in the world with over 63.5mn annual passengers. Terminal T3, which was opened in 2010, is one of the world’s largest airport

SEPTEMBER 2018

53

terminals, boasting an annual capacity

route is reported to be the third most-

of 34mn passengers.

travelled passenger route in the world.

Top destinations from the airport

Run by a consortium led by the GMR

include Mumbai, Bangalore, Kolkata,

Group, the airport is currently working

Pune, Hyderabad and Chennai, while

towards a goal of carbon neutrality. It

the most popular international loca-

has implemented various initiatives to

tions are Dubai, London, Bangkok,

reduce emissions and improve air qual-

Kathmundu, Singapore and Abu Dhabi.

ity, including extensive planting of air

Indeed, the Delhi-Mumbai passenger

purifying trees, and regularly having air w w w. b u s i n e s s c h i e f. c o m

CITY FOCUS | NEW DELHI

54

SEPTEMBER 2018

quality monitored by different authorities.

GMR Group has a significant CSR arm, the GMR Varalakshmi Foundation, which works on community projects spanning health, education and community development.

A soaring aviation market Already running at a high capacity, it will also be necessary for the Indira Ghandi airport to keep up with the pace at which the aviation market is currently expanding in India, thanks to a growing middle class with more disposable income.

According to IATA (International Air Transport Association), India has been the world’s fastest-growing domestic aviation market for three years (2015-17). By 2025, the Indian air travel market is set to be the third largest after the US and China, and is expected to cater to 487mn passengers by 2036.

For example, Mumbai airport recently

‘ By 2025, the Indian air travel market is set to be the third largest after the US and China, and is expected to cater to 487mn passengers by 2036’

broke the world record for the most flights handled by a single operating runway, with 969 flights passing through in 24 hours.

2018 has also seen Indian airline Jet Airways placing orders for 150 Boeing 737 MAX Aircraft and announcing the addition of 144 new weekly domestic flights, with New Delhi being one of its major hubs. Currently, penetration for the market is low, with around 97% of India’s 1.3bn population having never been on a plane. w w w. b u s i n e s s c h i e f. c o m

55

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T O P 10

TOP 10

HOTELS BUSINESS EVENTS FOR

58

From Sydney to Singapore, APAC boasts commerce hubs where business travellers flock for important meetings and events.

Cvent has rated the best hotels for the job — but which came top?

WRITTEN BY

SEPTEMBER 2018

OLIVIA MINNOCK

59

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

T O P 10

Pan Pacific Singapore The Pan Pacific Hotel Group owns both the Pan Pacific and PARKROYAL brands as well as other eateries and spas. Headquartered in Singapore, the group has 40 hotels under man-

10 InterContinential Sydney 60

agement totaling over 12,000 rooms across Asia Pacific, North America and Europe. The Pan Pacific Singapore is ideal for meetings and events as it includes 24 venues totalling

InterContinental Hotels Group has

2,482 sq m of space, all equipped

5,431 hotels with 809,889 rooms span-

with high-speed internet access and

ning 100 countries across the globe. Its

audio-visual equipment. A 20-minute

brands include Crowne Plaza, Holiday

drive from Changi Airport, the hotel

Inn and Regent among others, with its

is also ideal for international events

flagship luxury InterContinental brand

with 790 rooms for overnight guests.

boasting 196 hotels around the world.

Click here for more info

For business travellers, the Sydney location offers 15 event rooms which cater for between eight and 250 people. These mix classic design with the latest tech and take up a total of 19,615 sq ft. The hotel also has 15 sales and meeting professionals on site, all of which and more prompts Cvent to place it as #10 for hotels to do business in.

Click here for more info SEPTEMBER 2018

Hilton Singapore Hilton Hotels and Resorts has over 570 locations around the world, having first opened its doors in 1919.

The company now owns a total of 14 brands including Waldorf Astoria and Conrad. Hilton offers several benefits for business events, including a

Shangri-La Hotel Bangkok

Meetings Simplified bookings system,

Shangri-La Hotels and Resorts is a

sound systems and collapsible walls.

deluxe hotel group founded in 1971,

The Hilton Singapore’s location lends

which owns or manages over 100

itself to local and international events

hotels spanning across Asia Pacific

alike, just 20 minutes away from Singa-

as well as North America, Europe and

pore Changi International Airport and

the Middle East. The group has been

at the heart of Singapore’s main shop-

awarded several global recognitions

ping and entertainment centre,

of excellence including Best Business

Orchard Road.

Hotel Brand in Asia-Pacific by Busi-

Click here for more info

with the Singapore hotel offering a 500-guest Grand Ballroom, light and

ness Traveller. The Bangkok branch offers business travellers the option of a 1000-guest Grand Ballroom as well as 19 fully-equipped smaller function rooms. Extras such as eco coffee breaks with sustainable produce, or energising activities from massages to yoga, tip this hotel to #8 on Cvent’s ranking.

Click here for more info w w w. b u s i n e s s c h i e f. c o m

61

T O P 10

Shangri-La Hotel Singapore Another offering from the Shangri-La Hotels & Resorts Group to make the list, the Singapore location does exactly what it says on the tin by offering visitors a mini-escape in the middle of the fast-paced city. The hotel is located within no fewer than 15 acres of green-

Hilton Tokyo 62

ery and guests not only have the option of suites but also serviced apartments

Another Hilton offering to make the

and villas. For conferences and smaller

list, the Hilton Tokyo is located in the

events, the hotel offers free wi-fi access

midst of Tokyo’s business district,

and a modern business centre includ-

Shinjuku. The modern location is also

ing courier services, workstations,

the most visited area in Tokyo as it is a

laptops, meeting rooms, secretarial

shopping and entertainment hub, and

services and printing.

home to the busiest railway station in

Click here for more info

the world, which handles more than 2mn passengers each day. Offering 821 suites away from the hustle and bustle, the Hilton Tokyo includes 20 flexible meeting rooms as well as a business centre with internet, AV equipment and office space to rent.

For relaxing after a day of meetings, the hotel includes two rooftop tennis courts, an indoor pool and sauna.

Click here for more info SEPTEMBER 2018

Sydney Harbour Marriott Hotel at Circular Quay Third on Cvent’s list is the Marriott Hotel at Sydney Harbour, Australia.

Marriott, along with its subsidiaries including Starwood and Sheraton, owns over 6,500 properties in 127

04 Hilton Kuala Lumpur

countries and territories around the world, and boasted a 2017 revenue of just under $23bn. The company’s flagship brand prides itself on efficient

The Hilton Kuala Lumpur carries on

tools for planning business events

the brand’s legacy of helping busi-

including an app and partner website,

nesses to run seamless events and

Meetings Imagined, offering bespoke

fruitful meetings, this time at the heart

design from start to finish. The Sydney

of the Malaysian capital. Close to

Harbour offering includes 14 event

Kuala Lumpur’s Sentral Station – to

rooms hosting up to 250 people each,

which the hotel provides an air-condi-

with a total 1,544 sq m of meeting space.

tioned linkway – the hotel is just half an

Click here for more info

hour from Kuala Lumpur’s two international airports via high-speed train.

Event venues offered at the Hilton Kuala Lumpur range in capacity from 10-1500. Alongside the fourth spot on Cvent’s list, the hotel has also won Malaysia’s Leading Business Hotel in the World Travel Awards 2017.

Click here for more info w w w. b u s i n e s s c h i e f. c o m

63

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T O P 10

66

Shangri-La Hotel Sydney Yet again, this iconic brand and prime business hub appear on Cvent’s Top 10. The Shangri-La brand prides itself on grandeur mixed with modern practicality and a helpful team to oversee events of all shapes and sizes. The Shangri-La Sydney features a Grand Ballroom to accommodate up to 850 guests, with a design influenced by the Sydney Opera House and Harbour Bridge, including essential facilities such as HD projectors, LED spotlights and a complete lighting, visual and sound system. A further 18 function rooms and boardrooms can cater for between 10-400 guests.

Click here for more info SEPTEMBER 2018

67

01 Hyatt Regency Sydney Of the three Australian hotels making Cvent’s top 10, the Hyatt Regency’s location at the heart of Sydney’s CBD and adjacent to Darling Harbour makes it a perfect candidate for premium business events in Asia Pacific. Hotel giant Hyatt’s luxurious brand, Hyatt Regency, has been in operation since 1967 and now has over 170 locations, forming a significant portion of the Hyatt Groups $4.68bn revenue. The Sydney offering includes 892 guestrooms and 3,700 sq m of flexible meeting space which includes two ballrooms and 21 additional meeting and breakout rooms, many offering the harbour as an impressive backdrop.

Click here for more info w w w. b u s i n e s s c h i e f. c o m

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70

Supporting Indonesian business growth through

digitisation WRIT TEN BY

OLIVIA MINNOCK PRODUCED BY

A LE X PAGE

SEPTEMBER 2018

TECHNOLOGY

71

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

MARSH

Marsh Indonesia’s CEO, Alistair Fraser-Hawkins, and Operations & Technology Leader, Andreas Tanadi, on how the business uses brains and technology to support clients undergoing growth 72

SEPTEMBER 2018

TECHNOLOGY

G

lobal insurance leader Marsh has a rich history dating back to 1871, with more than 30,000 colleagues in over 130 countries. On a worldwide scale, Marsh works on behalf of clients spanning industries and companies of all sizes, with a distinct focus on the commercial, corporate and risk management segments.

Marsh’s Indonesian business has been in operation for 35 years. “We’re a very established player here,” says Alistair FraserHawkins, CEO of Marsh Indonesia. “We’re the biggest broker in Indonesia, and our growth rate has been steady, but in the last two years we’ve seen a significant increase driven by a more segmented strategy, targeting particular sectors and helping clients identify and manage their risks.”

Importantly for such a global business, Marsh is keen to establish and maintain its brand identity while emphasising its commitment to both employees and clients in Indonesia. The global brand revolves, as Fraser-Hawkins describes, around Marsh as a ‘brains business’. “Through our consulting, risk management and broking businesses, it’s about maintaining the core ethos of the brand as well as using technology where we can to either enhance the colleague experience of working with us, or deliver a higher quality of advice or service w w w. b u s i n e s s c h i e f. c o m

73

MARSH

“ We h b

74

to our client base.”

Fraser-Hawkins describes the period of VUCA (vulnerability, uncertainty, complexity and ambiguity) Marsh is committed to helping its clients overcome by guiding them through their risk management needs and process.

“In essence, our brand stands for quality advice in times of change.

The world changes on a constant basis – in fact, the only constant is change – so we are always adjusting how we approach clients to help them with the risk their businesses face.”

SEPTEMBER 2018

Localised service The rapid pace of change is the same the world over. “Our goal is to ensure that wherever a client touches us, they get a consistent level of service. We operate under a number of global guidelines, which we call our ‘Client First Principles’ – a global set of professional standards that all colleagues who engage with clients adhere to.

“On top of that, we have our multinational ‘Rules of the Road’ – set guidelines of service that must be delivered to a client wherever they are in the world. The only changes to this are driven by local regulation. Indonesia is no different – we are

TECHNOLOGY

ave an almost entirely Indonesian colleague base and that’s the way we will grow, through developing Indonesian talent in Indonesia” — Alistair Fraser-Hawkins, CEO, Marsh Indonesia

75

conscious of the consistency of brand, service delivery and structure.”

All this is put in place to ensure clients receive the same level of service in any country, with a key USP for Marsh being that it can help businesses through a smooth transition from country to country. “This is something Marsh holds very dearly, particularly around our ‘Client First Principles’ to ensure the client is ultimately get the best of Marsh,” says Fraser-Hawkins. “One of our selling points when competing with local brokers, for example, is our global network and global expertise. We have a very strong collaboration culture as we handle a lot of different multinational organisations,” he adds.

Committed to Indonesian talent With the Indonesia business part of a global firm spanning 130 countries, how does the MNC demonstrate that it’s here to stay in a smaller market? The key to this for any business is putting its money where its mouth is by investing in the local economy and local people – over 150 of them, to be exact.

“When you look at our client profile, the majority are Indonesian domiciled and owned businesses as opposed to multiw w w. b u s i n e s s c h i e f. c o m

#OnlineInAja - Insurance Goes Digital

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Not just for customers, the solution also serves as one stop digital solution for AXA GI Indonesia’s

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TECHNOLOGY

national businesses in Indonesia.

Moreover, as far as I’m concerned as CEO, I hold responsibility for the income of the 150 families of the colleagues that work for Marsh.

“We have an almost entirely Indonesian colleague base and that’s the way we will grow, through developing Indonesian talent in Indonesia. Annually, we do a training needs analysis of the colleague base, and we will develop an annual training plan either utilising some of our regional and global resources internally, or engaging Indonesian third parties to train colleagues from both a technical and soft skills

perspective,” says Fraser-Hawkins.

In addition, Marsh Indonesia is committed to working with local Indonesian businesses, forming partnerships and relationships with Indonesian insurers as well as the Indonesian arms of global insurance businesses.

Two-way investment As well as helping global clients make a splash in an emerging market, Fraser-Hawkins emphasises that outward growth is being seen from Indonesia in equal measure. “We are dealing with companies which are headquartered all over the world, w w w. b u s i n e s s c h i e f. c o m

77

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TECHNOLOGY

including Indonesian headquartered companies as they expand overseas.”

More widely, Fraser-Hawkins is confident about growth across the continent, not least in the Southeastern nation. “As the world changes and Asia becomes an increasing powerhouse, how can we help organisations in Indonesia which want to expand globally?

That’s where our benefit comes in.

Increasingly businesses in Asia are becoming larger contributors to the overall growth of the organisation… we’re investing in Indonesia just as much as we are in the rest of Asia.”

In particular, Fraser-Hawkins points to cybersecurity as a growing business segment for Marsh Indonesia, and an example of growth in a fast-emerging economy. “As our customers become more sophisticated around risk and insurance, we’re seeing a demand for more sophisticated insurance products such as cyber insurance – clients are facing more exposure to risk through digitisation including hacking and data extraction. That’s a significant area

BIO

Alistair Fraser-Hawkins is the Chief Executive Officer & President Director of Marsh Indonesia with over 20+ years of experience in the Insurance industry.

He began his career in in the mid-1990s in the London market and joined Marsh over 10 years ago where he has held a number of leadership roles at both national and regional levels.

Fraser-Hawkins moved to Asia in 2012 to be based in Singapore before moving to Jakarta to become President Director & Chief Executive Officer for Marsh in Indonesia. In addition to his CEO role with Marsh, he undertakes the voluntary role as Chairman of the Board of Governors at the British School Jakarta. Alistair holds a Bachelor of Arts degree and a Certificate in Insurance from the Chartered Insurance Institute of the United Kingdom.

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

79

TECHNOLOGY

of growth over the next three to five years that I see both in Indonesia and across Asia.”

Leveraging tech for colleagues and clients As Operations and Technology Leader, Andreas Tanadi explains, digitisation is vital to all aspects of the business whether internal or external, and Marsh is utilising technology across three strands to grow its operations in Indonesia: with clients, with partners and internally among Marsh colleagues.

“In our Employee Benefits business, we have developed a Marsh Portal for clients as an easy-to-access site where a customer can access applications and account information as well as look at industry-leading thought leadership,” says Tanadi.

“For clients, having this portal here means they are able to access their data and see basic analysis of their claims,” he explains. “A few years ago, we also started to move towards secure electronic filing so that as

BIO

Andreas Tanadi is the Operations & Technology Leader of Marsh Indonesia with over 10+ years of experience managing operations and information and technology in the Insurance industry. He began his career in 2006 at a manufacturing company, and then shifted to the insurance industry by joining various multinational insurance companies in Indonesia. Tanadi joined Marsh Indonesia as Operations and Technology Leader in February 2016.

Tanadi also has experience as a part-time Lecturer in Knowledge Management and Information System at Bina Nusantara University from 2008 to 2017. He holds a Master’s Degree in Business Administration and Bachelor of Computer Science degree from Bina Nusantara University in Jakarta, Indonesia. He recently received the prestigious performance award from Marsh Asia for his significant contribution. For relaxing, he enjoys coffee and listening to jazz.

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

81

www.myprotection.id

TECHNOLOGY

we transform digitally colleagues can access client information anywhere they want. This access can also be restricted to those colleagues only involved with a client, thus increasing our data privacy capabilities.”

“Additionally, for our insurance partners, we are working towards having full Electronic Data Interchange (EDI) that will allow both parties to work on the same data simultaneously,” Tanadi adds. “The basis for this EDI is the investment in a brand new internal platform which integrates data from the insurer as well as from the clients.”

Internal use of software has a particu-

larly important place in growing the business through local talent. “In the next six to nine months we will be transitioning to a fully smart office,” says Fraser-Hawkins. “All colleagues will be equipped with the necessary tech equipment to work flexibly.” This is specifically important in Indonesia, where traffic congestion can be a major bugbear for working people.

“Sometimes, a journey that would take you 20 minutes elsewhere might take two hours in Jakarta,” FraserHawkins explains. “In order that we’re able to deliver to clients 24/7, we’re investing in a smart office environment where colleagues can

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

83

MARSH

collaborate across teams, engage with clients both physically and virtually, and work flexibly from wherever there’s Wi-Fi.”

A solid future

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This transformation through utilising the latest and greatest tech at Marsh’s fingertips doesn’t just end with an office renovation, but is something Marsh is fully committed to for the future. “Marsh globally is invested in digital transformation, and from an Asian perspective we mirror that,” Fraser-Hawkins explains.

“From an Indonesian point of view, we will certainly continue to look to invest in technology that gives our colleagues more time to spend in front of clients.

“Equally, building our client facing technology that enables us to engage in a more informed and detailed fashion will be a priority,” he adds. “This will enable us to open up new channels of distribution and also utilise data and analytics capabilities to help clients make more informed SEPTEMBER 2018

“From conti l

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m an Indonesian perspective, we will certainly inue to invest in technology that gives our colleagues more time to spend in front of clients� — Alistair Fraser-Hawkins, CEO, Marsh Indonesia

85

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

MARSH

PLEASE VISIT US ON WWW.MAG.CO.ID CONTACT US FOR MORE INFORMATION AT magline@mag.co.id

Indonesia’s leading General Insurer delivering World Class Experience Fair & Friendly Insurer

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decisions around their risk profile.”

Indonesia is a populous but geographically fragmented country, made up of over 17,500 islands housing more than 250mn people.

Marsh’s use of digitisation, as well as something a little less tangible - those ‘brains’ offering expert advice - promises to help bring risk management services together for global clients wishing to make their mark on Indonesia, and equally those Indonesian businesses ready to continue

their growth journey in Indonesia or take to the world stage.

“Our biggest challenge is how to distribute our advice and broking service across the country as a whole,” Fraser-Hawkins emphasises. “We can use technology partnerships and strategic initiatives in line with technology to distribute our service and advice to a wider audience. We’re very focused on ensuring our development over the next few years centres on a combination of brains and technology.”

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SEPTEMBER 2018

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Chayora: INTERNATIONAL SCALE IN CHINA’S DATA CENTRE SPACE WRIT TEN BY

DA LE BENTON PRODUCED BY

MIK E SADR

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

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C H AY O R A

CHAYORA DELIVERS HYPERSCALE INFRASTRUCTURE IN CHINA, CONNECTING INTERNATIONAL LEADERS TO THE MOST EXCITING MARKET IN THE WORLD ith just under 20% of the world’s online community existing within the country, and with annual user numbers growing faster than anywhere else, China is one of the most exciting online technology markets in the world. In 2017, the State Council also set out a vision to establish China as the number one artificial intelligence hub globally, identifying AI as a key driving force of the country’s economic growth over the next decade.

Last year alone there were 772 million people online in China, representing 56% of the country’s 1.4 billion population. With a huge customer base and with China looking to surpass the United States as the world leader in

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SEPTEMBER 2018

GDP terms, it is no surprise that many major international organisations and businesses are increasingly turning towards the country. There are however, many hurdles to clear as access to the technology sector in particular is still subject to tight regulation.

“Those figures alone show that it truly is an amazing market,” says Oliver Jones, Chief Executive of Chayora. “But in order to be able to have access to this massive and valuable population, you cannot operate effectively from overseas. You have to have your servers inside mainland China, in a properly licenced data centre and that’s what starts to present challenges to aspirant new entrants.”

“It is also where we come in. Chayora

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C H AY O R A

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has invested a significant amount of time and money to operate entirely in line with China’s regulations, laws and ambitions as set out in the Five-Year Plan, in order to enable international companies to access China.”

Chayora is an infrastructure developer focused on the building and operation of data centre platforms, with a series of hyperscale, fully licensed data centre campuses in key locations across China.

Founded together by Jones and his business partners Jonathan Berney who now acts as Chief Operating Officer at the company and Steven Cao, Chayora has a simple vision: to build a trusted international service provider that enables international companies to access this market potential.

“We are aiming to combine the best of China and the best of the international

“ We are aiming to combine the best of China and the best of the international environment, for the benefit of our customers” — Jonathan Berney, Chief Operating Officer, Chayora

SEPTEMBER 2018

environment, for the benefit of our customers,” says Berney.

“And we feel very strongly that being able to contribute to the economic, political and social environment that we operate in is critical.”

2018 will represent a milestone year for the company as it will complete its initial facility, the TJ1 Data Centre, on its hyperscale data centre campus in Beichen, northern Tianjin. Located

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Chayora; the Tianjin Data Centre Campus covers Beijing

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between Beijing and Tianjin at the heart of 150m people in the tri-province, TJ1, which is targeting an operating date for early 2019, will be the first data centre of the company’s wider Tianjin hyperscale 300MW, 32-hectare (80-acre) campus which will ultimately comprise nine major data centre facilities.

For Jones, this facility is a shining example as to what Chayora can become on the global data centre stage.

“What we want to be is a trusted, hyperscale campus provider and

operator so that when people think China, they think Chayora,” he says.

“It’s an incredibly exciting time for the business as we can enable some of the biggest companies in the world to fulfil their potential in China.”

A crucial element in achieving that vision, something that is arguably more important than the facility itself, is establishing a reputation as an organisation that these international companies can place a great deal of trust in. w w w. b u s i n e s s c h i e f. c o m

C H AY O R A

The population of China at 1.4 billion people accounts for one fifth of the world’s population More than the US (298m), the EU (503m) and the former USSR (293m) combined.

China has the world’s second largest GDP today at $11 trillion 60% of that of the US and predictions suggest that China could overtake the US in 10 years: and be 2x by 2050.

THE EMERGENCE OF CHINA AS THE WORLD’S LARGEST MARKET IS UNQUESTIONABLE 94

China already has the greatest number of Internet users 772 million as of Dec 2017 – 19% of world users.

Internet user saturation in China is just 56% This is compared to USA Internet user rates which are c.93% of the population.

Adoption is extraordinarily rapid with an increase of 36 million in the last 6 months More than the whole population of the UK every year; at least half a billion people in China will be new online users in the next five years.

SEPTEMBER 2018

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C H AY O R A

Establishing this level of trust starts with Jones and Berney. Both men come from very similar career backgrounds, having worked in a number of consulting, services, engineering and technology focused roles all over the world and specifically across Asia. The two met when they found themselves working together as partners and were tasked with exploring the potential of a large international bank wanting to build and operate a data centre in China.

It is their deep and diverse service 96

View of Tianjin facility under construction

SEPTEMBER 2018

sector experience that Berney feels enables both himself and Jones to have a certain level of confidence and a keen understanding of how to work with large customers on an international scale.

“I think it’s valuable that both Oliver and I have worked in a global environment and also in local environments in Asia and Europe and can recognise and bridge between perspectives” says Berney.

“As entrepreneurs in the fast moving

TECHNOLOGY

and exciting Data Centre market in China, we have the opportunity of recognising and leveraging the very best of what China has to offer, which in Tianjin means new, resilient and very high-quality power infrastructure and highly supportive local government, but also to be able to bounce back from and learn from experiences where we don’t get it right. This means we need to see the “big picture” but not be tripped up by the detail. Ultimately our roles are to create a passionate

belief, communicate our vision and get all our stakeholders to come on the journey with us.”

Chayora’s ambition includes giving global customers a consistent level of international hyperscale data centre facilities like they would expect anywhere else in the world. We want to be a trusted partner and seen as an enabler of our customers’ success in China.

“Trust takes time,” says Jones. “You have to earn it in any sector, but in 97

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C H AY O R A

“ We feel very strongly that being able to contribute to the economic, political and social environments that we are operate in is critical.”

— Jonathan Berney, Chief Operating Officer, Chayora 98

Click to watch: Jonathan Berney talk to Data Economy ‘China demystified. From data centre leaders to foreign investment opportunities’

SEPTEMBER 2018

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order to earn trust in the data centre market in China it’s not only about building a worldclass facility, it is then about going on to operate it consistently to standards that will satisfy international customer demands.”

Listening to and understanding the customer is essential to delivering these standards, but both Jones and Berney recognise that the company cannot simply rest on the notion that it delivers ‘just enough’ – it has to exceed expectations.

As Berney notes, there are a number of companies that can provide data centre 99

The Chayora Tianjin campus: 9 major Data Centres with 300MW+

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C H AY O R A

The stunning Tianjin railway station

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facilities in China to international businesses but Chayora’s ambition is to be known as the company which delivers what it promises, all of the time, every time and that what it promises is to achieve international standards of performance, scale and consistent quality that meet the requirements of international customers and are the best available in China.

“To put it simply, we need to deliver value,” says Berney. “We need to deliver value to our customers and stakeholders in order to be trusted by them. That’s critical for us, but what’s ultimately even more important is having a drive for excellence as well. Near enough is never good enough for Chayora.”

SEPTEMBER 2018

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“ We are absolutely crystal clear on the strategy for Chayora; providing the fundamental infrastructure to enable major international companies to access and succeed in China and ultimately deliver prosperity to China.”

— Oliver Jones, Chief Executive Officer, Chayora

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Click to watch: Disruptive’s interview with Oliver Jones, at Cloud Expo Asia, Hong Kong, 2018

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C H AY O R A

“ What we want to be is a trusted, hyperscale campus provider and operator so that when people think China, they think Chayora.”

— Oliver Jones, Chief Executive Officer, Chayora

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SEPTEMBER 2018

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That’s what the Tianjin hyperscale campus represents for the company and its customers: a physical manifestation of Chayora’s ambition and drive for excellence.

It shows customers that Chayora is not only incredibly ambitious in its vision but can deliver on it both now and in the future as the company continues its growth journey and adds further campuses to its portfolio.

“We are at a massively exciting moment for our business because it’s a very significant inflection point for Chayora,” says Jones. “The hyperscale market is growing rapidly and it’s growing at an incredible rate. We are absolutely crystal clear on the strategy for Chayora, providing the fundamental infrastructure to enable major international companies to access and succeed in China and ultimately be part of the new and burgeoning prosperity of the country.”

Over the next five years, Chayora will look to add a further four hyperscale campuses across China as it looks to cement its position as the go-to partner for international customers targeting online business in the country.

The future of Chayora will of course be dictated by the evolving marketplace, but ultimately it will be defined by the very same thing it has always been defined by: the customer.

“I can genuinely see us as a business going into new places and a whole series of new directions with our customers,” says Berney. “That comes down to the trust we have developed with them. As they embark on their growth journeys here in China, they want a trusted data centre partner that can deliver and exceed and that is Chayora.”

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Champions of change

The University of Tasmania is one of Australia’s oldest universities, but its Chief Information Officer Jeff Murray explains how it’s a stalwart for the digital age WRITTEN BY

NIKI WA LDEGR AVE

PRODUCED BY

GLEN WHITE

U N I V E R S I T Y O F TA S M A N I A

J

eff Murray, Chief Information Officer (CIO) at the University of

fantastic their contribution has been

Tasmania (UTAS), remembers

recognised in this way,” he says. “At

reading Martha Heller’s book, The CIO

any one time we’re working on up to

Paradox: Battling the Contradictions of IT

40 capital-funded projects. The

Leadership, a few years ago, in which she

current team is 109-strong and

says the CIO’s role is to create a team of

we’re a third more productive than

many CIOs.

ever before, producing a greater

It’s something that’s stuck with Murray, who has built – and continues to build – a

number of outputs per person.

“We’ve refined our people,

solid, award-winning IT team at the

becoming more efficient and we’ve

university, which is ranked in the top 10

done that through programme

Australian research universities and the

delivery and better governance.”

top 2% of universities globally.

108

“The team are outstanding and it’s

In the last year alone, the team has won

UTAS is one of Australia’s most geographically-splayed universi-

numerous national and state awards,

ties, with courses across 65

including:

locations and four main campuses at Sydney, Burnie, Launceston and Hobart. It’s home to more than 50

• AIIA iAward Winners Tasmania (2017)

world-class research centres and

- Winners of Government and Public

institutes across science, engineer-

Sector for the eResearch Ecosystem

ing and technology, health and

- Merit Infrastructure and Platform

medicine, marine Antarctic and

Innovation of the year

maritime, business, arts, law and

• Australian Institute of Project

education, and together they

Management (AIPM) Project Management

generate a rich and diverse

Achievement Awards (2017)

research culture, underpinned by

- Winners of Tasmanian Project of the Year

vibrant multi-disciplinary collabora-

for Skype for Business project

tions, world-class facilities and a

- Winners of Small Project of the Year for

global reputation for research

Skype for Business project

excellence.

• 11th ranking in the CIO Australia Top 50

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“OUR PROGRAMME OF SYSTEMS ENHANCEMENT HAS DELIVERED $10MN IN ANNUAL COST SAVINGS.” — Jeff Murray, Chief Information Officer

BIO

Jeff Murray, Chief Information Officer (CIO), as head of the Information Technology Services (ITS) section, is responsible for ensuring the alignment of ICT strategy and services to the business goals of the organisation. This encompasses the strategic development, agile delivery and support of a broad range of Information, Communication and Technology (ICT) based services for the University campuses in Tasmania, interstate and internationally. The role is a key executive leadership position within the Division of the Chief Operating Officer, reporting to the Chief Operating Officer.

Murray leads the executive management team of ITS and provide high level expert advice to the Chief Operating Officer. He is responsible for strategic management and direction of IT projects/programmes, services and policies at the institutional level and will be expected to work collaboratively with other heads of administrative section to deliver seamless services and support arrangements across the institution.

109

The University of Tasmania partnered with Huawei on the provision of eResearch infrastructure in the area of high performance compute (HPC) infrastructure. The University’s portfolio additionally offers cloud-compute and research data storage to the Tasmania research community and their collaborators.

HPC Solution • 256 CH121 v3 blade nodes (more than 7,000 Central Processing Unit (CPU) cores) • 100Gbps EDR non-blocking infinity band network • Implemented a now Open Source HPC cluster software

The HPC cluster provided a massive increase in capability and performance which was quickly adopted by the research community. Our mission is to deliver the best possible solution to enable researchers to solve the big problems of not just today, but tomorrow.

Jeff Murry, Chief Information Officer

Huawei worked well with myself and the eResearch Infrastructure team to have the HPC ordered, delivered, racked and ready for acceptance within a matter of three weeks.

There are few other organisations that could have achieved this as effectively.

Adrian Dillon, Deputy Chief Information Officer

About Huawei Enterprise With continuous technologic innovation, Huawei is committed to fully leveraging the power of cloud computing. Software-Defined Networking (SDN), Big Data, and the Internet of Things (IoT) to build an open, flexible, resilient, and secure platform. Huawei Enterprise is committed to carrying out joint innovations with customers and partners, and helping customers across industries, including government and public sectors, financial services, energy, transportation, and manufacturing to achieve the goal of digital upgrade with “agility and intelligence” at the core.

Currently, a total of 197 of Fortune Global 500, including 45 of the top 100, have chosen Huawei as their partner in digital transformation.

Follow us on

Website – e.huawei.com/au Email – Mitar Marescuk (mitar.marescuk@huawei.com)

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MSP external, coutesy of John Gollings 111 Murray is responsible for ensuring the

“We know that our programme of

alignment of ICT-based strategy and services,

systems enhancement has

encompassing strategic development, agile

delivered $10M in annual cost

delivery and support for the campuses in

savings, and in that time the

Tasmania, interstate and internationally.

university’s revenue increased

Tech transformation is crucial to the future of

$160M a year, which was a 40%

the UTAS business strategy, and Murray has

gain in annual revenue. So we know

heavily invested in IT, spending $120M on

the university is vastly more

systems and technology since he started in 2013.

productive as a result of this.

“The importance is to position us for that new

UTAS runs more sites than any

digital era,” he says. “But the flavour we want to

other university in Australia and

bring to the new digital era is that it’s human-rich.

uses technology to help deploy a

People still like to see a person and a face and

richer choice, making it accessible

know there’s a name associated with the service

and connected to its students,

provision.

academic staff and researchers. w w w. b u s i n e s s c h i e f. c o m

U N I V E R S I T Y O F TA S M A N I A

Murray says its aim is to drive the island economy and economic development through a much more integrated, industry-connected, student-connected education system.

“We are definitely working to deliver that education across the whole state of Tasmania, not just in the capital cities,” he says. “Tasmania is the least urbanised state in Australia, so technology helps us do that.”

UTAS is the second university in 112

the country to introduce augmented reality into its teaching – its architecture students can now

“OUR ERESEARCH ECOSYSTEM (EREC) CAN STORE DATA OF ANY SCALE, WITH 7,100 PROCESSORS SERVING 3.7 PETABYTES OF STORAGE – AND CAPACITY CAN BE INCREASED AT ANY TIME TO MEET NEEDS.” — Jeff Murray, Chief Information Officer

learn 3D spatial principals and design using AR – and it produces the most online content in the country from its lecture systems, producing thousands of hours of video per term and delivering live teaching across the four main sites.

With big data, Murray’s team delivered not just the supercomputer but also the software that won the AIIA iAward for the eResearch Ecosystem (eREc), which enables automation and collaboration of the researchers’ data archiving process.

SEPTEMBER 2018

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“eREc can store data of any scale, with 7,100 processors serving 3.7 petabytes of storage – and capacity can be increased at any time to meet needs,” he says. “We called it ‘Facebook for Researchers’ as we can automatically enable where researchers share their open data, and then gain more collaborative viewpoints and analytical viewpoints on it.

“The university’s researchers can move 30GB of data overnight from the International Marine Observatory System (IMOS) between the campus and the mainland. They transport the fifth highest volume of Australian cloud super computations.”

Murray, who is also the chair of the Advisory Committee for Australia’s Academic and Research Network (AARNet), reveals eREc’s biggest users come from the main Australian states, explaining: “Our system in an automated way interprets the metadata, the tags on that data, just like your tag on Twitter, and shares it – so when people are looking for datasets in the marine observatory system, those tags queue their search in and bring them right down to the right place in our information set.

“We’ve seamlessly provided huge datasets to the world in a collaborative way that enable our researchers to pick rich partnerships with other researchers working in that space. Then they can move towards solving vexing global problems together.” w w w. b u s i n e s s c h i e f. c o m

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U N I V E R S I T Y O F TA S M A N I A

Of course, when it comes to such infrastructure, understanding IT vendor management strategies is key, and UTAS has climacteric partnerships with the likes of Huawei, Dell EMC, HPE, Aruba, Microsoft, VMware, Technology One, ServiceNOW, Presence of IT, Echo360, D2L, InSync, Panasonic, Data#3, Parallo and Park Lane IT. “Huawei gave us that opportunity to build the second biggest supercomputer in the sector,” Murray explains. “They have provided us with best in class technology.

“Parallo helped us in our virtual infrastructure area and Park Lane IT has allowed us to automate our database infrastructure. The software we put in place through Oracle and the technical support service we get from Park Lane IT has helped us to position that data layer in a more automated fashion so that it’s more agile and responsive to the business.”

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Dell is also critical to the education centre, providing all Windows based desktop and laptop infrastructure and enterprise service and integrating its catalogue Amazon-style into all UTAS’ procurement. It is also a platinum sponsor of UTAS’ key innovation event, UHack.

Aruba has partnered to improve the wi-fi, which Murray jokes “has come from woeful to no one talking about it anymore, which means it’s excellent.”

Data#3 is also on-board and has enabled UTAS to provide

SEPTEMBER 2018

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FACT

MURRAY IS RESPONSIBLE FOR: • 109 employees • $35m annual budget.

• $110m systems investment • $10m annualised benefits returned from this investment

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

U N I V E R S I T Y O F TA S M A N I A

catalogue-style purchasing of Apple computers across the organisation, meaning people get that diversity of choice between a Windows machine or an Apple device.

UTAS has embraced the Microsoft cloud provision as a very rapid adopter and has Office365 across the entire organisation for students and staff.

“Cloud in the future is going to be a balanced platform of systems that are seamlessly operating the 116

internet,” he adds. “We’ve got a much richer collaborative environment around Microsoft Tools and where it’s improving our internal communications.

“Only our supercomputer is on campus and I predict that’s short-lived. We’re constantly

Apply now to study at the University of Tasmania

reviewing whether we can run that

“OUR ERESEARCH ECOSYSTEM (EREC) CAN STORE DATA OF ANY SCALE, WITH 7,100 PROCESSORS SERVING 3.7 PETABYTES OF STORAGE – AND CAPACITY CAN BE INCREASED AT ANY TIME TO MEET NEEDS.” — Jeff Murray, Chief Information Officer SEPTEMBER 2018

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Uhack 2018 117 in the cloud. Cloud removes the old steps

eventually be replaced by that one

and jumps that might happen in scaling big

computer that can do everything, but

computing and makes it a lot more of a

Murray says that’s not the desired

smooth and fluid uplift in performance and

outcome, insisting artificial intelligence will

uplift in responsiveness.

be specific automations to the menial

“It gives us balanced high-performance big data seamless to the user.”

UTAS now has a dashboard of every single process and every single request –

tasks, enabling humans to get on with the richer, more interesting, more intellectually stimulating roles.

“We know that human empathy is

not just for IT – but a service delivery

extremely difficult to program into a

across all of the university processes,

computer – and anyway, will humans ever

which is bringing everything into one

trust a computer if it is expressing

space, in preparation for that automated,

empathy?” He questions. “I expect not.

robotic, artificially intelligent digital era that it’s moving into.

People perceive that their job will

“Will people enjoy a flawless ballet performance by a robot? I suspect not either. So we see that artificial intelligence w w w. b u s i n e s s c h i e f. c o m

U N I V E R S I T Y O F TA S M A N I A

is not the panacea that’s going to take over everything while we sit on the couch. We see AI as an opportunity to enrich services and roles and jobs, taking away the menial, making us more productive and making our roles more enjoyable.”

Of course, with such huge changes across the systems, Murray says the change management is the most critical part of any project, and ensures every project has its own change manager.

“Change has become the one 118

constant, and we have critical stakeholders across the organisation who know their local services and local teams, and make sure we don’t overburden them too much,” he says.

“They’re called the Champions of Change and become strong advocates and stalwarts for this new future that this digital era is bringing, and my best achievement is that the team is recognised as a very strong, responsive and agile team.

“I’m 100% sure that I’ve created a team of many CIOs that are connected to the university’s vision and direction.”

SEPTEMBER 2018

TECHNOLOGY

Deputy Vice-Chancellor of Research Prof Brigid Heywood, Signing New Surface Hub

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HELPING BUSINESSES N AV I G AT E

A D I G I TA L F U T U R E Whilst undertaking an exceptional digital transformation of its own, KPMG New Zealand is giving businesses the helping hand they need to reinvent their digital strategies

WRIT TEN BY

L AUR A MULL AN PRODUCED BY

ANDY TURNER

KPMG

D

igital transforma-

ers,” reflects Chief Information Officer Cowan

tion is not a new

Pettigrew.

concept: since the advent of

“It’s important to understand that isolated

the internet, companies have

digital tools don’t lead to the transformational

diligently adopted new digital

results that business owners seek,” he continues.

tools – from blockchain to

“Businesses need to identify what problem

edge computing — to

they’re trying to solve before they search for

transform the way they

technologies. Digital tools are only a plank or

collaborate and do business.

toolset that supports the wider goals of an

What has changed is the sheer volume of technology

122

organisation.”

A digitally-driven firm, KPMG NZ has em-

options that are now flooding

barked on its own root-and-branch transforma-

the market. The proliferation

tion, which is helping to bring its strategic vision to

of technology choices can be

life. Yet, before any company, including KPMG

daunting for business

NZ, can embark on such a mammoth change,

owners and this is where

Pettigrew believes IT leaders need to look

KPMG New Zealand (NZ)

inwardly first.

intends to offer a helping

“I feel the realisation that Chief Information

hand. Renowned for its

Officers (CIOs) need to transform themselves

auditing, tax and advisory

has been the biggest strength I have brought to

services, the firm is now

KPMG NZ,” comments Pettigrew. “Being a CIO is

helping companies navigate

no longer a position for purely technical people

the swathes of digital tools in

who drive value through infrastructure alone.

the market so they can

Whilst a technical understanding is important, the

achieve their strategic goals.

new multi-hat CIOs are those who have evolved

“Digital transformation isn’t

beyond the technical and provide passionate

a static point in time, it’s a

leadership with business-led, customer-facing

repeating life cycle of

strategies that enable the business to realise its

continuous improvement and

vision and goals.”

service delivery to customSEPTEMBER 2018

M A N U FA C T U R I N G

BIO

THE ‘FANG’ EFFECT

The role of the CIO now is one of transfor-

Coming into the firm in December

mation. It’s aligned with business

2016, Pettigrew notes that one of his

objectives that Cowan assists in defining,

biggest challenges as CIO was to

implementing and continually transform-

transform the company’s discon-

ing so the business stays dynamic and

nected systems. In doing so, KPMG

relevant to its customers.

NZ is evolving to fulfil its growing

Transformation isn’t a point in time, it’s not

need for mobility, collaboration,

a moment - it’s a continuous evolving pro-

integration and, perhaps most

cess that breaks from the old ways, with

importantly, to meet its growing and

constant learnings and pivots in direction

ever-evolving user experience (UX)

along the way.

expectations. Indeed, Pettigrew

What Cowan’s role in this? With over 25

underlines how the so-called

years in the I.T. industry, he says he pro-

‘FANG effect’ is elevating consum-

vides practical strategic leadership with

ers’ expectations. This has

business led, customer facing strategies

encouraged KPMG NZ to raise the

that enables the business to realise its

bar to meet their demands.

vision and goals.

“ON-GOING DIGITAL TRANSFORMATION ISN’T ALWAYS EASY. IT REQUIRES A CLEAR VISION AND COMMITMENT”

As a multi hat wearing CIO, Cowan lives and breathes these values, seeking to create customers for life by building supported, sustainable platforms that deliver forward facing customer solutions.

— Cowan Pettigrew, Chief information Officer

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

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KPMG

“The FANG effect has lifted the UX expectation across the board,” he observes. “If the applications don’t collaborate like Facebook, enable procurement like Amazon, look as cool as Apple, allow users to consume media like Netflix and search like Google, you’re missing an engagement opportunity with your clients and staff alike. These giants have set the bar for user experience and it’s driving customer expectations. Smart businesses who respond to this will be a step ahead of the competition.”

SUPPORTING FOCUSED STRATEGIES Pettigrew is keen to deliver technologies that add value. Yet before he talks about digital tools he believes it’s imperative that companies truly grasp their business strategy, 124

otherwise they may get side-tracked or

SEPTEMBER 2018

M A N U FA C T U R I N G

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KPMG

126

distracted by new digital trends.

vision and commitment. In my opinion, I think the

“’Digital’ by itself is not a strategy,

ultimate outcome of any digital strategy is that it

it’s a tool,” he asserts. “It’s critical to

delivers back time; time that can be delivered to

understand that isolated digital

the end user and which can add value elsewhere.

strategies generally don’t lead to

At KPMG NZ, our strategy started with strength-

the transformational result that

ening and stabilising our foundations before mov-

business owners are after. You’ve

ing to unlock and transform based on people,

got to reverse the equation and ask

process and technology. This has helped to

‘what are the business goals? what

deliver a platform based on data-centricity, that is

is the problem you’re trying to solve?

relevant to our people and business needs, and

and what’s the role of digital in that?’

which is setting us up for a tech-savvy future.

“Ongoing digital transformation isn’t always easy. It requires a clear SEPTEMBER 2018

“KPMG NZ is on a journey towards becoming a sector-led, client-focused technology and data

M A N U FA C T U R I N G

KPMG

in New Zealand has over 1,000 professionals across 7 cities

geographic region in which it operates.

“At KPMG NZ everything we do ties back to our purpose of fuelling New Zealand’s prosperity,” Pettigrew says. “It’s our benchmark

Parent group KPMG was founded in

1987

501-1,200 Approximate number of employees

for the work we do, the clients we work with and the community projects we get involved in. We also have access to KPMG’s global network, drawing on our member firms in 155 countries worldwide.

This gives us the freedom to develop IT services that suit our own environment, as well as working on bigger picture pieces that are for the entire network.”

With its feet firmly in both New

insights company for our clients,” he adds.

Zealand and global markets, KPMG

“Information technology systems (ITS) is one

NZ has a wealth of expertise to draw

of the primary drivers of value and efficiencies

upon. The firm provides services to

at the firm.”

a wide range of industry sectors including agribusiness, insurance,

CUSTOMER-CENTRICITY

healthcare and more. In doing so,

Having undertaken its own transformation and

Pettigrew says the firm has become

been in its clients’ shoes, KPMG NZ understands

a ‘beacon of insight’ into the New

first-hand the steps businesses need to take to

Zealand business landscape. On

deliver exceptional change. Additionally, as the

top of this, Pettigrew highlights how

only one of the ‘big four’ auditors that is 100%

the firm keeps an ear to the ground

New-Zealand owned, KPMG NZ has an

to truly understand its clients’

unparalleled understanding of the unique

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

127

KPMG

“Any transformation we undertake has the

DIGITAL PIONEERS

client at its heart,” says Pettigrew. “We have

KPMG NZ has zeroed in on some of

worked to improve the way we do business so we

the most disruptive technologies in

can provide our clients with sharper, smarter

the sector to achieve this, particu-

services and insights that help them succeed.

larly looking at tools like: artificially

We’re constantly listening to our clients to

intelligent computing and robotic

understand what they need and expect from us,

process automation as a service,

undertaking client surveys and market research

blockchain, intelligent customer

to understand our current position versus where

relationship agents, insight

we want to be. Ultimately, we want to exceed our

platforms, data management

client’s expectations – so it truly is the client that’s

applications, security automation

driving us to ensure we have the best tools, the

and more.

best technology, and the best people to bring these to life.”

Amalgamated with new valuedriven operating models like

128

Click to watch: ‘Do you need Corporate Governance? KPMG New Zealand’

SEPTEMBER 2018

M A N U FA C T U R I N G

“ DIGITAL TRANSFORMATION ISN’T A STATIC POINT IN TIME, IT’S A REPEATING LIFE CYCLE THAT IS A KEY ELEMENT OF CONTINUOUS IMPROVEMENT AND SERVICE DELIVERY TO CUSTOMERS”

129

— Cowan Pettigrew, Chief information Officer

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

Make Digital Transformation and the Modern Workplace a practical reality.

Talk to Lexel’s award winning and innovative team today.

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lexelsystems.com

M A N U FA C T U R I N G

“At KPMG NZ everything we do ties back to our purpose of fuelling New Zealand’s prosperity” — Cowan Pettigrew, Chief information Officer technology for business management (TBM) to keep pace with disruption, the

Imanage Work 10 with the RAVN AI engine and the Microsoft Office 365 suite, KPMG NZ is well placed in our strategy to stay ahead of the curve.

“Meanwhile, Lexel systems provide critical support for our IT operations including our all-important network, unified communications and sysops management. They are deeply embedded within the business providing thought leadership on ways to improve the business in line with our ITS strategies.”

Looking forward, Pettigrew is

company has collaborated closely with

optimistic about the future for KPMG.

pioneers in the technology sector.

Driven by technological innovation,

“Having these key partners alongside

Pettigrew believes KPMG NZ has

us and deeply embedded within the

cemented itself as a top choice for any

business provides me with both the

business seeking advisory or sector-

advice, thought leadership and sound

led help. “In the next five to ten years, I

boarding I need on a daily basis,”

see KPMG NZ as a clear choice for

reflects Pettigrew. “Leveraging the best

businesses, establishing itself as a

from Lenovo for mobility, and combined

beacon of information that businesses

with the power of platforms like

can count on.”

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

131

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SEPTEMBER 2018

TECHNOLOGY

A pioneer of AI-powered insurance WRIT TEN BY

L AUR A MULL AN 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

133

SUNSHINE INSURANCE GROUP

134

With its pioneering use of artificial intelligence and big data, Sunshine Insurance Group is disrupting the insurance sector in China

A

rtificial intelligence (AI) may be in its infancy but it’s set to radically transform the way we do business. As the cutting-edge technology gains

more traction, it could be argued that no industry is more ripe for disruption than the data-rich insurance

sector where everything from customer service to claims processing has the potential to be enhanced.

A recent study from Tata Consultancy Services reported that the insurance sector has invested $124mn in AI compared to an average of $70mn invested by other industries. In China, Sunshine Insurance Group has emerged as a gleaming example of how insurance firms should ready themselves for this seismic shift.

SEPTEMBER 2018

TECHNOLOGY

BIO

Zhenbin Xu is a seasoned technology leader with world class experiences building highly secure, reliable software and internet-scale services powered by big data, AI and machine learning, for over a billion users.

Starting his career with a successful tele-communication startup company in China for one year, Xu joined a software startup on the US East Coast for one year, then moved to the West Coast to join Microsoft in 1998. He worked there for 19 years, with a few years in between working for Microsoft’s Search Technology Centre Asia in China, before joining Sunshine Insurance Group in Beijing in early 2018 to oversee its Big Data and AI strategy and implementation. Reporting to Sunshine Group’s CEO, he also spearheads the group’s longterm technology transformation strategy. Zhenbin has a unique combination of business acumen with technology breadth and depth, a deep understanding of both US and Chinese industry as well as culture, and a startup mentality. He has deep expertise in browser development and web technology, having been a key technical leader for Microsoft’s IE core team and formation of HTML 5 Standard. He worked with Microsoft’s prestigious new Operating System (code name Midori) team for three years incubating future general OS and technologies. In the last few years Xu has held Engineering Leadership roles on Bing Search Engine, Bing Ads and Microsoft Cortana. Key achievements include the founding of Microsoft Internet Security Center Asia and the creation of a security product with 265M installation, 60M DAU within 6 months of release; invention of technology/strategy that generated hundreds of millions of revenue for Bing; delivery of a brand new ad platform/product within one year with committed revenue of $1bn+; incubation of Microsoft Mobile Edge browsers; and development of Cortana Smart Speaker Invoke.

135

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

SUNSHINE INSURANCE GROUP

One person at the helm of Sunshine

paradigm shift, Sunshine

Group’s AI strategy is Zhenbin Xu,

Insurance Group has delved

President’s Office and Chief AI

deep into what AI could offer

Scientist at Sunshine Insurance

the industry.

Group. “The way I look at it, we are at

Xu’s objective is a far-reach-

a transition in time in terms of

ing one: he has worked diligently

technology,” Xu explains. “If we

to transform the company into

define an era by its technology then I

a technology-driven one –

would say we have been through the

enhancing the firm’s culture,

PC internet time, then we went

management and business

through the mobile internet time.

model – and he has also helped

Now we are entering what I call the AI

to drive the insurance group’s AI

or ubiquitous computer era, whereby

and data strategy. Blending both

more and more smart devices are

a people-oriented and technolo-

entering people’s lives, and AI could

gy-driven approach, Xu believes

be applied to them.” Recognising this

that Sunshine Insurance Group

Click to watch: ‘Sunshine Insurance Group - Company overview’

SEPTEMBER 2018

TECHNOLOGY

is leaving its mark on the sector.

“One of the unique aspects of Sunshine Insurance Group is its strong work culture and vision,” says Xu. “We want to create a financial group that fulfills customers’ multiple needs around financial security and protection.

That’s one of the reasons why today Sunshine Insurance Group is extending outside of the core business – insurance is our core business but we also have an internet finance and healthcare function.”

“We are also a very technology-driven company. Sunshine Insurance

“ If we define an era by its technology then I would say we have been through the PC internet time, then we went through the mobile internet time. Now we are entering what I call the AI or ubiquitous computer era” — Zhenbin Xu, President’s Office and Chief AI Scientist at Sunshine Insurance Group

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

137

SUNSHINE INSURANCE GROUP

Group is one of the top insurance

Group is frequently cited as a China

companies in China and compared to our

Top 500 Enterprise and a China Top

peers we are very technology focused

100 Service Company by China Enter-

and agile. Today there are more smart

prise Directors Association (CEDA).

devices and entry points for people to

Three years after the establishment of

interact, it is still unclear how insurance

its property and casualty company,

companies should adapt to this transition

Sunshine Property and Casualty

– this has presented an opportunity for

Insurance Co. Ltd, it has also surpassed

Sunshine whereby we can invest in AI

71 competitors to become one of the top

with a distinct strategy and product to

eight insurance companies in the region.

best serve customers. We see it as

Delving into the growing field of AI, Xu

a chance to become a market leader.”

is excited for what the future holds.

It seems that this distinctive approach is

Today Sunshine Insurance Group is

paying off: today, Sunshine Insurance

exploring the use of virtual agents,

138

WE FOCUS ON AI Zhongke Guoli Intelligent Technology Co., Ltd. is the industrialization main body of the intelligent information research results of the Institute of Computing Technology of the Chinese Academy of Sciences. It is an artificial intelligence high-tech company that provides intelligent operation solutions, and promotes the Chinese Academy of Sciences’ intelligent semantics, knowledge management, intelligent search, and natural language leadership.

The application of technology scenes is grounded.

WWW.KNOWLOGY.CN 1805, Twin tower-A, Jing twelve road, Ding Mao, Zhenjiang, Jiansu Province

TECHNOLOGY

“ In the future, our goal is to become the best adapter of the AI technology” — Zhenbin Xu, President’s Office and Chief AI Scientist at Sunshine Insurance Group

139

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

SUNSHINE INSURANCE GROUP

voice technologies, image technologies, video technologies, smart devices and natural language processing (NLP) – and this is just the start.

“There are a lot of touch points within our operation where we interact with customers,” Xu adds.

“For all the cross points, if you can leverage AI technology, through voice and emotion recognition, face recognition, liveness detection, micro expression analysis, optical character recognition, natural 140

Click to watch: ‘Sunshine Insurance Group Campus’

language understanding, knowledge graph and image-based damage assessment, then we can

the workforce and promoting more

improve the customer experience

data-driven projects.

and speed up the entire process.

“We think big data will also allow

Customers today expect faster

us to provide more differentiated

services, more reliable services and

products to our customers,”

more natural ways to interact with

comments Xu. “For example, in terms

our services. Nowadays we can use

of product pricing, big data definitely

AI technology to achieve that.”

helps us give a more accurate

Leveraging the vast amount of data

service and, in a lot of cases, a much

at its fingertips, Sunshine Insur-

better price to our customers.”

ance Group has also embarked

Xu points out that AI and big data

on a pioneering ‘Data Sunshine’

could also help to fight against one of

strategy to aid the company’s

the costliest elements of the insur-

transition to a more data-driven

ance industry: fraud. By preventing

enterprise. This involved educating

and detecting fraud this will help to

SEPTEMBER 2018

TECHNOLOGY

141 reduce the premium for the compa-

Situated in Weifang City in east

ny’s customers, as overhead costs

China’s Shandong province,

will be reduced. On top of this, the

Sunshine Union Hospital stands as

firm is also tapping into other

the country’s first hospital founded

emerging technologies like block-

by an insurance group. Additionally,

chain and usage-based insurance

in its short history, it has also

(UBI) to stay ahead of the curve.

passed the highest standard of

Sunshine Insurance Group has

international medical services and

already proven itself to be a pioneer

management (the Joint Commission

of new technology although interest-

International Accreditation Stand-

ingly, the firm is also exploring new

ards for Hospitals, 6th edition).

sectors and avenues for disruption.

“With our hospital, I believe we

Take for example its latest foray into

tried to achieve two things: firstly,

the healthcare sector with the

we tried to figure out how to combine

company’s own hospital.

insurance with medical treatment. w w w. b u s i n e s s c h i e f. c o m

SUNSHINE INSURANCE GROUP

For example, if you do a health exam at

talent in the sector, recognising that

the hospital you can have the data

these people not only need to be well

available to the insurance part of the

versed in insurance operations, they

business electronically to speed up

also need to be technology-savvy

underwriting and reduce premium.

individuals so that Sunshine Insurance

“Secondly, we also aimed to build

Group can grow its own technology

a first-class hospital using smart AI technologies. It is a technology-rich

“Today many firms rely on outside

facility: we are exploring the latest

companies to provide a technology

AI-enabled digital services and tools to

product for them; the past model

improve the efficiency and the customer

doesn’t work well in this new AI era,”

friendliness of all hospital operations.”

Xu says. “We have to start to consider

With such a far-reaching remit, Xu 142

capabilities internally.

how we can develop our own big data

notes that the firm has worked

and AI capabilities. We need data

diligently to attract and retain the best

scientists. We need AI scientists. We

SEPTEMBER 2018

TECHNOLOGY

need the ability to even produce our

our customer experience and

own AI product. That is quite a change:

become a market leader. We’re not

it requires a special company culture,”

just thinking about how we can have

he adds. “Culture is very important

better profits – what my team brings

because without the right culture you

to the company is ‘value innovation’.

cannot hire the right technology talent.”

We’re not thinking about what our

Sunshine Insurance Group has

peers are doing in the Chinese

come leaps and bounds since it was

insurance industry. We’re thinking

first founded over a decade ago. Now,

about where society is moving to,

Xu believes the firm is upending the

how our consumers are changing

insurance sector by becoming an

and how we can serve our customers

early adopter of AI.

with best value and quality of service,

“In the future, our goal is to become

and basing our strategy on that.”

the best adapter of AI technology,” he says. “It is truly helping us to improve

143

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SEPTEMBER 2018

TECHNOLOGY

BLENDING SUSTAINABLE DESIGN AND TECHNOLOGICAL INNOVATION IN NORTH ASIA WRIT TEN BY

L AUR A MULL AN 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

145

S U R B A N A J U R O N G P R I VAT E LT D .

Surbana Jurong’s motto ‘Building Cities,Shaping Lives’is a meaningful one for North Asia CEO Michael Ng. He reveals how the firm is combining sustainable design,technological innovation and partnerships to make this happen.

S

urbana Jurong has established itself as a powerhouse in the architecture and engineering and masterplannning sectors.

As cities seek more environmentally-conscious and hi-tech designs, the Singapore-based firm has risen to the challenge and today stands as one of 146

the largest Asia-based urban and infrastructure consultancy firms in the world. Combining sustainability-focused design with cutting-edge technology, CEO of Surbana Jurong North Asia, Michael Ng, says that the company’s unique approach makes it a standout force in the market.

Health City Novena Sigapore

SEPTEMBER 2018

One North, Industry park in Singapore

TECHNOLOGY

147

Tianjin Ecocity, Aerial perspective of the government administrative centre “Surbana Jurong’s motto ‘Building Cities, Shaping Lives’ reflects its belief that development is more than just steel and concrete,” observes Ng, “Surbana Jurong creates spaces and designs infrastructure where people live, work and play, shaping cities into homes with sustainable jobs where communities and businesses can flourish.

“The company has a track record of close to 70 years and has built more than a million homes in Singapore, crafted master plans for more than 30 countries, and developed over 100 industrial parks globally,” he adds. w w w. b u s i n e s s c h i e f. c o m

华建数创

SMART CITY, DIGITAL

BUILDING

Dedicated to the excellence in architectural design, ARCPLUS has been ranking among the top three in China. The past 60 years has witnessed its profession, persistence and progress. Today, ARCPLUS has accomplished thousands of consultancy and design projects, and designed vast of landmarks across the globe. It was honored by Engineering News-Record (ENR) as one of the “Top 150 Global Design Firms”.

Arctron Data & Innovation Technology Co. Ltd is a wholly-owned subsidiary of ARCPLUS which devotes to the digital transformation of ARCPLUS. Now,Arctron has became one of the finest integrated services providers of full life cycle digital engineering and digital transformation for engineering & construction companies.

Convergence of following technologies: • Internet • Cloud Computing • Internet of Things • Big Data

Integrated Industry technical solutions: • BIM (Building Information Model) • FM (Facility Management) • GIS (Geographic Information System) • Artificial Intelligence

www.arctron.cn

www.surbanajurong.com

TECHNOLOGY

BIO

Mr Michael Ng heads up the North Asia division of Surbana Jurong Consultants Pte Ltd, Asia’s leading engineering, construction and infrastructure multi-disciplinary consultancy.

He is responsible for the overall delivery, leadership and development of the division across Mainland China, Hong Kong, Macau, Taiwan and other parts of North Asia including Korea, Mongolia and Russia.

He sits on the boards of five of Surbana Jurong’s subsidiaries and associated companies, including SMEC Asia Ltd, SinoSun Architects & Engineers and Arcplus SJ Digital Ltd. Before Surbana Jurong, Ng had spent the initial 20 years of his career in the Information and Communications Technology (ICT) industry with portfolios ranging from telecommunications, Managed Services, Smart City solutions to emerging technologies such as Machine to Machine (M2M) and the Internet of Things (IoT).

Michael had held several senior appointments in SingTel Group and StarHub Ltd, heading up business units for Managed Services, Global Enterprise Sales, Solution Sales, Enterprise Mobility, Partnership & Alliances, Product, Delivery and Operations. He has accumulated vast experience in managing global teams of diverse background and competencies in more than 20 countries.

Ng holds a Bachelor of Science (BSc)(Hons) from the National University of Singapore. He also holds several technical design certifications in Network and Unified Communications from Avaya, Nortel and Cisco.

Ng enjoys jogging and soccer. He is married with three children.

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

149

S U R B A N A J U R O N G P R I VAT E LT D .

Ng speaks passionately about the company’s rapid growth and rich heritage, but the numbers also speak for themselves: boasting a global workforce of over 14,000 employees, Surbana Jurong Group is now present in over 40 countries across Asia, Australia, the UK, the Middle East, Africa and the Americas, generating an annual turnover of around $1.09bn (S$1.5bn).

In North Asia alone, Surbana Jurong has successfully completed over 2,000 projects and three government-to-government projects in China — Suzhou Industrial Park, Tianjin Eco-city and Chongqing Liangjiang New Park.

150

In its North Asia operations, Surbana Jurong is a gleaming example of a technologically-driven firm. To remain at the forefront of the industry, the business sees technology as an enabler and embarked on its digitisation journey years ago, leveraging technology to enhance performance within the company and to provide better solutions for its clients.

It is also a pioneer in designing and implementing precast technology in Singapore’s public housing programme, as well as one of the first multidisciplinary consultancies to harness the Building Information Modelling (BIM) system in planning and design. Additionally, Ng highlights how Surbana Jurong is leveraging emerging technologies like artificial intelligence (AI) and data analysis in SEPTEMBER 2018

VR centre

TECHNOLOGY

smart city solutions. This has allowed the company to provide predictive solutions for clients, leading to better cost and schedule estimation.

“In the building industry, technology helps to take the guesswork out of design, brings more efficiencies into work

Raffles Hospital Shanhai China

processes, improves productivity, brings about long-term cost savings and alleviates manpower crunch,” Ng notes.

“Going forward, we will continue to integrate technology into our processes and as part of our solution offerings,” he adds. “Technology will play a key role in our growth as we continue to adopt new technologies such as BIM, Virtual Design and Construction (VDC) and Virtual Reality/ Augmented Reality (VR/ AR) to add value to our clients and improve productivity. We are also working with research and technology partners to ensure we stay at the forefront of the industry.”

One such partnership helped to set up the SJ-NTU Corporate Laboratory with Singapore’s w w w. b u s i n e s s c h i e f. c o m

151

S U R B A N A J U R O N G P R I VAT E LT D .

Architectural ResidentialBaoshan Yunan province China

152

National Research Foundation and

efforts, Surbana Jurong has played an

Nanyang Technological University, which

instrumental role in the development

develops next-generation sustainable

of Singapore’s urban, industrial and

solutions to tackle industrial and complex

infrastructure landscape for more than

urban challenges. The lab’s key

five decades, which explains its unique

objectives are to translate research

in-house capabilities from master

outcomes into practical and viable

planning to township, coastal reclama-

solutions based on three core themes

tion and industrial parks. By keeping

— digitisation; green and sustainable

environmental issues and citizens at

urban solutions; and future of industry

the forefront of its vision, Ng highlights

and productivity.

how the company has earned a

Tracing its roots to government agencies synonymous with Singapore’s early township and industrialisation SEPTEMBER 2018

reputation for sustainable design.

“Surbana Jurong infuses sustainability into all our projects and into our

TECHNOLOGY

153

corporate DNA,” he says. “A dedicated

Smart city solutions, sustainable

team of specialised professionals is

design, and technologies like AR and

tasked with driving a global group effort

VR are the keys to our vertical

to ensure urban solutions that are

competencies. As one of the largest

economical, socially and environmen-

Asia-based urban and infrastructure

tally sustainable are always delivered.

consultancies, we believe in the

We take a holistic approach, analysing

development of attractive, liveable

all physical, social, economic and regula-

and sustainable environments for

tory aspects, to ensure a piece of land is

future generations.”

properly developed to its full potential,

Surbana Jurong has grown from

remains relevant and rejuvenates itself

strength to strength to become

for generations to come.

Singapore’s largest engineering firm

“Sustainability isn’t part of our work – it’s a guiding influence for all our work.

and one of the largest Asia-based global urban and infrastructure w w w. b u s i n e s s c h i e f. c o m

S U R B A N A J U R O N G P R I VAT E LT D .

“ In the building industry, technology helps to take the guesswork out of design, brings more efficiencies into work processes,improves productivity, brings about long-term cost savings and alleviates manpower crunch” 154

­— Michael Ng, CEO of Surbana Jurong North Asia

SEPTEMBER 2018

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155

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

S U R B A N A J U R O N G P R I VAT E LT D .

consulting firms offering best-inclass solutions. As a group (comprising member companies AETOS, KTP, Robert Bird Group, Sino-Sun and SMEC), it can now offer end-to-end services, and tap into niche, higher-end markets.

Zeroing in on the growing China market, Ng highlights that local cooperation has been pivotal to the company’s expansion.

“We believe that by working with local partners, we are better able to apply our expertise and 156

experience in the local market.

Partnerships augment each other’s capabilities and allow us to grow together,” he notes.

“There have been numerous collaborations so far. For instance, in 2015 we formed a strategic

highway and infrastructure-related projects globally as well as to undertake projects under China’s Belt and Road initiative.”

“Our collaboration with Vanke to jointly

partnership with China’s CITICC

develop Industrial New Town projects in

(Africa) Holding which will see us

China’s Midwest regions aims to create

potentially developing 30,000

sustainable cities for the residents to live

affordable homes in Africa in the

and work in, focusing on developing the city

next five years; while last year, we

while supporting industries and the govern-

formed a joint venture with China

ment,” Ng adds. “Not forgetting the memo-

Highway to provide design and

randum of understanding (MOU) with

consultancy services for highway

Zhejiang Communication Investment Real

and municipal projects. This joint

Estate Group Co. Ltd, to develop a new

venture allows us to pursue

township as well as commercial and residential

SEPTEMBER 2018

TECHNOLOGY

157

Sydney Metro Northwest

“ We understand that through our design, we are not simply designing and building a city, but with some of these technologies such as smart city solutions and sustainable design technologies, shaping the lives of those who dwell within the city” ­— Michael Ng, CEO of Surbana Jurong North Asia

properties in China. We will explore the development of the masterplan for the township and development management services for the project.”

Surbana Jurong also embarked on a joint venture with ADIT to provide cutting-edge facilities management digital solutions using BIM technology.

“This collaboration will put us ahead of the digital curve which aligns with Surbana Jurong’s digital transformation to introduce w w w. b u s i n e s s c h i e f. c o m

S U R B A N A J U R O N G P R I VAT E LT D .

digital tools across our services to raise productivity and performance

sustainable cities and buildings

of manpower-intensive businesses

have seen demand for our solutions

such as FM for our customers,”

increase, and we expect that we will

comments Ng. “Our sterling track

continue to contribute our expertise

record in managing operationally-

in this area,” Ng says. “China’s

ready facilities testifies to our

growth will increasingly be tied to

capability and experience.”

consumer-led economies, such as in

Surbana Jurong has established

158

“In recent years, China’s focus on

healthcare, retail, tourism, education

itself as a world player in the

and so on. Stable consumer-led

industry – with the firm securing

growth is an important anchor for

25th place in ENR’s ranking of Top

China’s economic transformation.

225 International Design Firms –

Infrastructure construction is also

and this can doubtless be credited

expected to play a key role in

to how it addresses the need for

stabilising growth for China, with

sustainable design with a blend of

the rising emphasis on environmental

innovative technology and partner-

regulations and sustainability. To

ships. Nowhere can this be seen

that end, Surbana Jurong has deep

better than at the company’s opera-

domain knowledge, experience and

tions in China, where the firm has

expertise which we have both

celebrated steady growth.

brought with us to China but also

SEPTEMBER 2018

TECHNOLOGY

learned and built over the past two decades in this region, providing our sustainable design and engineering solutions, from master planning to design and engineering and facilities management, especially in the public housing, healthcare, high tech industrial parks and transit-oriented development.”

Whilst Surbana Jurong has held its own on the world stage, it hasn’t forgotten its roots. Ng notes that the firm’s meteoric rise has stayed in keeping with the firm’s motto: ‘building cities, shaping lives’.

“We understand that through our design, we are not simply designing and building a city, but with some of these technologies such as smart city solutions and sustainable design technologies, shaping the lives of those who dwell within the city.”

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

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SEPTEMBER 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

161

MASAN RESOURCES

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

L

ooking across the

leadership and a network of

global mining map,

international partners to collabo-

Canada, Australia and

rate as part of a platform to drive

Africa dominate the conversation with regards to resource rich

162

this market.

This is exactly what Masan

geographies and untapped

Resources strives to achieve.

potential. The mining industry is

Through the acquisition of a

cyclical and that in turn forces

controlling interest in Nui Phao

companies to look for new

Mining, Masan Resources has

resources and new opportuni-

worked to significantly develop

ties in new and emerging

the Nui Phao Project – the

markets. One such emerging

world’s largest tungsten mine.

market, is Vietnam.

Vietnam is a mining jurisdiction

Overseeing this development is Craig Bradshaw, CEO of Masan

that is the very definition of

Resources and General Director

untapped potential. With more

at Nui Phao. Having worked on the

than 5,000 deposits of more

project over the last seven years,

than 60 different types of metals,

under the previous CEO and

including 7% of the world’s

succeeding him in 2015, Brad-

reserves of bauxite, Vietnam

shaw has witnessed first-hand

could very well be a major

just how much potential both

mining market of the future.

Vietnam and the mine itself has to

In order to turn this possibility into reality, not only will it require investment but smart investment, SEPTEMBER 2018

dictate the global mining market.

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

MINING

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

163

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

MINING

165 of the leading fluorspar mines in the

and small amounts of copper and

world as well as being the largest bis-

gold. Bradshaw notes that the

muth mine in the world too,” he says.

challenge then becomes one of

“But Vietnam has so much untapped

processing those different minerals,

potential in terms of people too with

both effectively and efficiently.

quality of life, education and infrastructure all improving.

“When you combine the resource

“It really is a challenge in being able to process those minerals and extract them at different stages of

potential with the human workforce

the process,” says Bradshaw. “I’d

potential, you really begin to recognise

argue it’s probably more

how close Vietnam is to changing the

challenging here than at

mining conversation in the world.”

any other mine in

The project produces around 3.5

the world, given

to 3.8mn tonnes of ore per year,

the nature of

including tungsten, bismuth, fluorspar

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

MASAN RESOURCES

166 Alas, Bradshaw points to considerable success that he has overseen at the project in recent years. In 2017, Masan Resources reported a record year for production across all of its commodities, with a 5.7% increase

Click to watch: ‘MASAN with THAI TUAN’

year on year with tungsten, copper and acid grade fluorspar production increasing 13.3%, 8.5% and 7.6% respectively.

But what does Bradshaw attribute this success to? For him it is simple: it is the people and the team that he has amassed over time.

“The difference between good companies and bad companies are the people that they have and the skills that they are allowed to bring into problem solving,” he says. “When

SEPTEMBER 2018

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The solutions provided include protection against wear from erosion or protection against chemical or environmental corrosion.

Trepax turn key services encompass design, supply and installation for new build projects, upgrades as well as repair and maintenance programs.

We have a reputation in the region of providing innovative solutions to solve plant problems using the combined expertise of Trepax Engineering teams and our materials supply partners all back by solid warranties.

Our vast field of knowledge, product variety and application skills has helped key clients like Nui Phao achieve long term surface protection of key assets. We are pleased to be part of Nui Phao’s ongoing success and growth, in providing them with real world solutions to their most challenging corrosion, wear and abrasion issues.

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

168

SEPTEMBER 2018

you look at the challenge we face, it’s a challenge made up of different techniques, different sciences and processes.

It’s a good challenge, but how do you solve it?”

Masan Resources solves this problem through a truly collaborative approach. Bradshaw believes that no one in the mining industry will come into a business and

MINING

solve a problem with the “perfect

ently and this creates real collabora-

background” rather he looks at attract-

tive effect.”

ing and pooling people together that

This collaborative approach starts

can bring different approaches and

at the recruitment level. The mining

different viewpoints to a problem.

industry, through its labour intensive

“Collectively then, it is just about

nature, is often one that is plagued by

looking at a problem or a challenge

skills shortages or a general lack of

through different angles,” he says.

workers out there looking to embark

“They bring different core competen-

on a career in mining.

cies, different backgrounds and experiences, they approach it differ-

This is where other companies turn towards recruitment agencies or

169

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MINING

mining service providers, but Brad-

challenge each other. That’s a work

shaw approaches this a little differently.

ethic we strive for and is what ultimately

“When we are trying to build a company and recruit people, we don’t

leads us to success.”

As the world’s largest tungsten mine,

just go and seek out specific agencies

the Nui Phao will both influence and

for each specific area of work in mining,”

be influenced by the market demand.

he says. “Sure, we got people who had

With its uses in cutting tool technolo-

experience across different metals and

gies used in the aerospace, defence

different processes but for me what’s

and automotive industries, tungsten is a

key is their mindset.”

key mineral now more than ever before.

“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.

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

171

MASAN RESOURCES

172

“We’ve been successful in developing the mine and so the future for us is to be the number one producers 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

SEPTEMBER 2018

MINING

173

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

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MINING

This is where Masan Resources’ strategy of acquiring assets

with Nui Phao, not just in tungsten but in other resources.

across Vietnam will prove key.

“We’ve been successful in

Bradshaw believes that as the

developing the mine and so the

company looks to the future, it will

future for us is to be the number

look to benchmark the industry

one producers of tungsten in the

through the Nui Phao mine.

world, or within the top three.

Nui Phao is the first mine in

There’s no reason we can’t be

Vietnam to operate to interna-

based on how successful we’ve

tional standards. That in itself is

been with our current portfolio.”

no small feat and it is a feat that

The mining industry is cyclical

Bradshaw feels will continue to

and one of the biggest challeng-

define the future growth of

es in the world, be it gold, copper

Masan Resources.

or tungsten, is that supply may

“There is real opportunity

one day meet the current demand

across Vietnam,” he says. “We

but it will inevitably fall into

are looking to acquire new assets

a deficit. Bradshaw is all too aware

and replicate what we’ve done

of this and points to the Vietnam

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

175

MASAN RESOURCES

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MINING

177 accounting for approximately

producer and supplier of tungsten

40% of the world’s supply of

chemicals globally.”

tungsten presenting an opportu-

“I hope Vietnam can be proud

nity for the company to play a key

of Masan Resources’ ambition

role in the future of this market.

and ability to be a dominant player

“We’re independent from other

in a global industrial sector. We

producers,” he says. “The rest of

embody the “Vietnam can do” spirit,

the world is in a deficit as the likes

and we are strongly positioned

of China rely on tungsten for its

not only to significantly increase

industrial sector.

shareholder value, but more

“Masan Resources is the number

importantly, to enhance social

one primary TC producer Ex-Chi-

economic value as a representative

na, with 36% of the non-China

of Vietnam globally.”

market, and we have clear operational plans to become the largest

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

178

SEPTEMBER 2018

ENERGY

179

Powering

Sustainable Logistics 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

BOLLORÉ LOGISTICS

Mathilde Dumoulin, Sustainability Development Manager, gives her insight on Bolloré Logistics’ new sustainable agenda

A

s one of the world’s leading transport and logistics operators providing services across 106 countries on five continents,

Bolloré Logistics is all too aware of its responsibility to ensure that those operations are sustainable.

Falling under the wider global organisation, Bolloré Transport & Logistics, Bolloré Logistics is one of four business units that consists of more than 20,200 180

staff and employees. The company has a clear vision – to be the leading provider of transport and logistics in each and every one of its geographical locations.

One particular area in which Bolloré Logistics has a major distribution network is Asia Pacific. It has a presence in 20 countries, including Singapore, where its main contract logistics hubs are situated.

For Sustainability Development Manager, Mathilde Dumoulin, Singapore is a key market for freight and logistics. “Besides its strategic location, Singapore is a great innovation hub,” she says. “The growth in Asia is also an opportunity for Bolloré Logistics to improve and to think more innovatively as we develop in this region.”

Particularly from a sustainability perspective, Singapore represents a fantastic pioneer

SEPTEMBER 2018

ENERGY

location. The company engaged its sustainability strategy from 2010, by investing in the “Green Hub” – the first energy-efficient logistics facility in Singapore to receive the Green Mark Platinum and LEED Gold certifications.

Again pioneering low-emitting transport solutions in Singapore, Bolloré Logistics also introduced its first hybrid shuttle in March 2015. Powered by highly efficient diesel and electric motors, the truck serves iconic retail stores from the Green Hub. The hybrid technology reduces fuel consumption and harmful atmospheric emissions such as CO2 and suspended particles by up to 30%.

181

"THE GROWTH IN ASIA IS ALSO AN OPPORTUNITY FOR BOLLORÉ LOGISTICS TO IMPROVE AND TO THINK MORE INNOVATIVELY AS WE DEVELOP IN THIS REGION” — Mathilde Dumoulin, Sustainability Development Manager

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

Real Construction, Real Solutions Nam Aik Builders (P) Ltd was formerly known as Nam Aik Contractor (P) Ltd and was incorporated on 26/10/1993 in Singapore. It was changed to it’s current name on 11/01/1994. This company was founded by Mr Chew Kian Nam as a General Contractor in Building Construction including Major Upgrading works.

UNIQUE ADVANTAGE Because the company with its management team’s comprehensive knowledge and experience in this industry together with experienced workers from all trades, it is able to undertake ‘turn-keys’ projects, from building construction to M&E to interior design and finishing in both industrial and commercial sector.

MISSION Our mission is to be a premier service provider in building and construction and stay emphasis on customer section in delivery of design , engineering and construction services.

HISTORY The organization is primarly involved as a main contractor in the construction and additional/upgrading work industry. Apart from this, the company also undertakes interior renovation and furniture work. The list of projects that were awarded certificates of successful completion or completed is mentioned below. In the case of Bollore Logistics S’pore Pte Ltd formely known as SDV Logistic (one of the top 10 Global Logistics/warehousing company from France), we are their in-house resident contractor responsible for all upgrading works and new setup facility.

namaik.com namaik@signet.com.sg +65 6 862-7553 +65 6 862-974 6

ENERGY

183

BIO

Those two key milestones reinforced BollorÊ Logistics’ position as key actor for sustainable logistics in Singapore, combining economic growth with environmental protection.

With such a major logistical network, BollorĂŠ Logistics invests a great deal into monitoring, improving and ultimately reducing its carbon footprint. This commitment was first structured at a global level in 2000 with the creation of the Group Code of Ethics.

Mathilde Dumoulin, Sustainability Development Manager Mathilde Dumoulin graduated from Audencia Business School in 2014, majoring in entrepreneurship. She started working in China for a large French company, distributor of electrical supplies to professional users. Passionate about sustainability, she decided to make it her career path and moved to Bollore Logistics in Singapore.

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ENERGY

For more than 18 years, Bolloré Logistics has had a sustainability and corporate social responsibility (CSR) agenda that has been implemented throughout every aspect of the business. In 2011, the company launched the “Save Program” – an eco-solutions program dedicated to its customers.

“Traditionally, CSR and sustainability have been viewed perhaps as a ‘nice to have’ activity,” says Dumoulin. “Bolloré Logistics has recognised it as a ‘musthave’, fully integrated into the entire operation. It has to be a core pillar of everything we are trying to achieve.”

This year, Bolloré Logistics is launching

185

the “Powering Sustainable Logistics” programme. The Group has been structuring this new programme in collaboration with its internal and external stakeholders based on the ISO26000 approach. As part of a responsible supply chain, the group’s ambition is to integrate environmental, social and societal solutions across each link in their day-to-day

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

BOLLORÉ LOGISTICS

VARIETY OF QUALITY Our Company, incorporated in Singapore in July 2005, provides sourcing services and supplies of warehousing and factory logistics support products to companies in various industries.

In general, Glorreich Singapore Pte Ltd supply cost-efficient ,as well as cost-effective products, and backed with a high level of service standard backed by speedy response, prompt delivery and continuous after-sales service to meet the customer’s specific requirements.

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ENERGY

“TRADITIONALLY, CSR AND SUSTAINABILITY HAVE BEEN VIEWED PERHAPS AS A ‘NICE TO HAVE’ ACTIVITY. BOLLORÉ LOGISTICS, HAS RECOGNISED IT AS A ‘MUST-HAVE’, FULLY INTEGRATED INTO THE ENTIRE OPERATION” — Mathilde Dumoulin, Sustainability Development Manager

187 operations, while contributing to the UN Sustainable Development Goals.

The programme sets targets for

These pillars are inspired by Bolloré Group’s global CSR strategy and applied to the specific case of

2025, with first steps to be achieved by

logistics and its stakes, which Dumoulin

2020. It is built around an ambitious

feels enables a greater consistency

roadmap that will guide the Group

between the big picture and the reality

around four pillars: ensuring ethical and

of the logistics business.

responsible business practices within

“The baseline of this strategy is that

the logistics value chain; acting as a

sustainable consumption is not only

committed employer for the teams;

the responsibility of manufacturers,”

providing customers with sustainable

she says. “Logistics companies also

supply chain solutions; strengthening

have a part to play through integrating

relations with stakeholders wherever

CSR solutions in our freight and

they operate. The programme is

warehouse operations.”

materialised through key performance indicators and related action plans.

On a daily basis, Bolloré Logistics calls upon a vast portfolio of suppliers w w w. b u s i n e s s c h i e f. c o m

BOLLORÉ LOGISTICS

and partners that both assist and support in the delivery of the company’s market leading services to its customers. These suppliers and the relationships that Bolloré Logistics fosters with them are also intrinsically linked to the sustainability agenda.

“There are several ways of selecting and partnering with suppliers,” she says. “You can choose the best suppliers from the start, but you still need to ensure that they are complying with our CSR criteria.”

“We ask them about their CSR practices from the very beginning, to ensure that we will work with people who are aware and have a 188

solid process. We also spend time innovating and constantly improving partnerships. This is ideal for both parties because we can move forward together, communicating in a shared language.”

Sustainability is no doubt a global issue, where more and more countries are looking at improving their own processes; and there are of course some countries that are more mature than others. Thus, in the process of seeking out suppliers who can align to its sustainability agenda, Bolloré Logistics drives a second approach.

SEPTEMBER 2018

Click to watch: ‘Bolloré Logistics — Global Supply Chain’

ENERGY

“AS A LARGE GROUP WE HAVE A RESPONSIBILITY TO PUSH AND DRIVE THEM (SUPPLIERS) TO ACT AND ENABLE INNOVATION. THAT’S ONE OF THE KEY TO INNOVATE. WE SHARE INFORMATION AND KNOWLEDGE SO THAT WE CAN DEVELOP THEIR SUSTAINABILITY CAPABILITIES AND GET THEM TO COME ALONG WITH US ON OUR JOURNEY” — Mathilde Dumoulin, Sustainability Development Manager

“If a supplier isn’t at the top of the sustainability generation, in addition to our mandatory CSR criteria, we go to them with the information and open up a dialogue,” says Dumoulin. “As a large group we have a responsibility to push and drive them to act and enable innovation. That’s one of the key to innovate. We share information and knowledge so that we can develop their sustainability capabilities and get them to come along with us on our journey.”

A cornerstone of Dumoulin and Bolloré Logistics’ vision for CSR is that it has to be entrenched within every aspect of the business. This has seen the company develop and foster an internal culture towards CSR, one that sees that each and every employee recognises the importance of viewing the sustainability agenda as a shared responsibility.

“There has to be a buy in from everyone, and it starts at the top,” says Dumoulin. “It’s about communication – from the w w w. b u s i n e s s c h i e f. c o m

189

BOLLORÉ LOGISTICS

management team, right down to our

190

“It is going to get to a point where

operation warehouse teams, making eve-

sustainability is just part of the company’s

ryone aware of our company ambition.”

day-to-day operation,” she says. “People

Creating this on-going dialogue is

sometimes approach sustainability

crucial for Dumoulin, as she feels the

because they have been asked to,

secret to the success in delivering

whereas Bolloré Logistics is reaching

this vision is being able to pick any

a stage where it’s not an additional

member of staff at random and ask,

responsibility, it’s just part of what we do.”

“what is a sustainable practice in their day-to-day job?”

If that employee has been ingrained

As a company that has been operating, rather successfully, for a number of years, Dumoulin stresses

within this culture of sustainability, then

the importance of understanding that

they can point to a number of examples

any change is a journey that will take

of not only what they are doing, but also

time. Managing expectations and

on what the impact is, and what the

embracing change one step at a time

benefits are to the organisation. This,

will prove key in defining the compa-

she feels, creates a level of confidence

ny’s future, both from a sustainability

throughout Bolloré Logistics that the

perspective and with regards to

company is executing it successfully.

expansion and growth.

SEPTEMBER 2018

ENERGY

But over the last few years Bolloré Logistics can already point to significant changes that represent proof that the company’s agenda is being implemented and changing the company for the better.

191

“To my knowledge, the implementation of the hybrid truck represents the only hybrid truck here in Singapore,” she says.

“Bolloré Logistics takes pride as a leader in green innovation and solutions. We are at the forefront of investing in green solution even when other companies are not quite on-board the idea, because we truly believe in the value of having a good CSR. Furthermore, it is also important that we stay in line with market demands and trends, because this is a journey that will continue to evolve and we must evolve with it.”

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T 192

SEPTEMBER 2018

TECHNOLOGY

TELEKOM MALAYSIA redefining procurement for supply chain success WRIT TEN BY

DA LE BENTON PRODUCED BY

CHARLOT TE CL ARK E

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

193

T E L E K O M M A L AY S I A

Through a full-scale transformation journey, Telekom Malaysia redefines its procurement function

H 194

istorically, procurement has

Mohamad Mohamad Zain, Chief

always been perceived as

Procurement Officer, TM.

a support function. Over the

With a career spanning over 20

last decade however, there has been

years, working in a number of roles

a considerable shift as more and more

within TM from insurance management

businesses around the world are

to enterprise risk management,

investing heavily to create greater

Mohamad has seen first-hand the

alignment between procurement and

changing role of procurement and feels

the strategic direction of the company.

his experience finely positions him to

For Telekom Malaysia Berhad (TM), Malaysia’s Convergence Champion,

lead TM’s transformation journey.

Procurement was identified as one of

procurement has evolved far beyond

the key pillars to the company’s

its traditional function and is now

Performance Improvement Plan (PIP)

pivotal in the success and future

3.0, which focuses on delivering value

growth of the business.

via total cost ownership savings,

“Procurement has indeed played

increased speed of procurement

a pivotal role in ensuring speed to

process to support speed to market

market, improving customer stickiness

and be more responsive to the

via quality products and services while

dynamic business needs across the

also assuring supply sustainability to

wider TM Group.

support all year-round dynamic

“The Group Procurement’s vision is

business needs and strengthening

to optimise productivity,” says Moham-

supplier relationships to deliver shared

ad, “while also building an organisation

value to the organisation,” says

that has a sustainable competitive

SEPTEMBER 2018

TECHNOLOGY

“The Group Procurement vision is to optimise productivity,” says Mohamad, “while also building an organisation that has a sustainable competitive advantage towards “Procurement Made Easier” with stable, effective and efficient sources of supply” — Mohamad Zain, Chief Procurement Officer, TM

195

advantage towards “Procurement Made Easier” with stable, effective and efficient sources of supply.”

Through his role, Mohamad is part of the senior management committee, something he feels enables him to change the perspective of procurement. One of the key changes that he has implemented, in order to measure the success of this strategic transformation, is the w w w. b u s i n e s s c h i e f. c o m

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T E L E K O M M A L AY S I A

“ We are expecting the Industrial Revolution 4.0, and so the future of procurement will largely dependent on technology, robotic and Internet of Things (IoT).

Through our journey, we are laying the foundations in order to be ready for this future�

198

— Mohamad Zain, Chief Procurement Officer, TM

SEPTEMBER 2018

BIO

Mohamad Zain Chief Procurement Officer, TM Mohamad, 54, gained vast experience in insurance services while serving a UKbased insurance company for six years, including as Officer in charge for agency and direct client underwriting, claim management and re-insurance, designing insurance for credit card company and bank assurance, serving both domestic and Multinational Corporation clients.

He joined TM in 1993 as an Assistant Manager and has been tasked with managing the corporate insurance programme and implementing the Enterprise Risk Management programme for TM in 2001. In 2007, he was appointed GM entrusted with an expanded portfolio of Group Business Assurance covering Enterprise Management, Revenue Assurance, Fraud Management, Insurance Management, Credit Management Policy & Monitoring, Corporate Compliance, Business Continuity Management and Enterprise Business Management. He was promoted to VP, Group Business Assurance, a position he held from 2011 until his appointment as Chief Procurement Officer on 1 September 2014.

TECHNOLOGY

addition of optimising the supply chain and procurement management as the Group’s key performance indicators.

What this does is present a challenge that Mohamad must continue to overcome; continue to demonstrate to stakeholders the true value of the new procurement model in contributing positively to the Group’s profitability.

“I need to continue to show how procurement can assist our marketing team on speed to market with competitive product and

199

services,” he says. “This can then

dynamics and speed in procurement process

ensure that our suppliers can fully

and execution.

apprise on the overall objective of our new procurement model.”

TM’s transformation journey began in 2013, overseen by Mohamad’s predecessor. Mohamad took over in 2015 and immedi-

The pillars will enable TM to implement a best-in-class procurement model, but any transformation journey is not without challenge.

For Mohamad, he views challenge as an opportunity to continue pushing forward.

“I look across our transformation to date, the

ately worked across the Group on

results that we can point to, and it gives me the

understanding the already

additional adrenalin I need to keep on pushing for

identified gaps in the Company’s

better results,” he says. “Whilst we have success-

basic procurement function.

fully established a cross functional category

These gaps allowed TM to

management team, improved governance to

anchor its transformation with three

allow speed of procurement approval, and

key pillars; value creation and

strengthened supplier relationship management,

expansion, responsive to business

there is still room for improvement, including w w w. b u s i n e s s c h i e f. c o m

C O M PA N Y N A M E I N C O R P O R AT E C O L O U R

FIBERHOME GROUP FiberHome Technologies Group is a leading equipment vendor and global solution provider the field of information technology and telecommunications. This high-tech enterprise is directly affiliated to the State-owned Assets Supervision and Administration Commission of the State Council. It is also the largest enterprise located in the Optics Valley, Wuhan, China.

200

FiberHome Group Add:No.6, Gaoxinsilu, East Lake High-Tech Development Zone, Wuhan, Hubei, P.R.China 430205 Tel:+86-27-81618829 | Fax:+86-27-81618977 Email: marketing@fiberhome.com Wuhan FiberHome International ( Malaysia) Sdn. Bhd. Add:Level 43 South Wing, Menara TM, Jalan Pantai Baharu, 59100 Kuala Lumpur Tel: +603 2241 5780/4818/4808 | Fax:+603 2241 4770

MONTH 2018

Sales Directot: Aslan Zhou Email: zhoujun@fiberhome.com

www.fiberhomegroup.com/en

TECHNOLOGY

embracing technology.”

The transformation by its very

While Mohamad looks to the future of technology, that’s not to suggest that

nature is defined by improving

technology hasn’t played a defining role in this

performance. Mohamad’s

transformational journey.

sentiment of continuous learning is

“To support the procurement transformation,

shared across the Group. Four

technology has and will be fundamental in the

years into this journey and TM can

delivery of speed and efficiency in our processes,”

already point to RM1.0 billion

he says. “As such, we have embarked on PINTAR

(USD250 million) TCO savings

project, designed to provide data analytics on

through the expansion of value

spend analysis for our category managers.”

creation, as well as expanding its

PINTAR, or the Procurement Institutionalisa-

strategic vendor portfolio and

tion of Technology Applications and

improving overall governance and

Resources, specifically enables greater

control in order to achieve faster

efficiencies across spend analysis, online tender

procurement process.

and quotation, supplier performance manage-

But Mohamad is a firm believer in

ment and contract management and repository,

not standing still and is already

amongst other key areas.

looking at the next step in order to

With technology redefining industries all around

continue to improve, with technol-

the world this brings upon a challenge that is not

ogy and embracing digital

unique. The global technology conversation is

procurement a clear goal.

defined by Artificial Intelligence, Automation, Big w w w. b u s i n e s s c h i e f. c o m

201

T E L E K O M M A L AY S I A

Data, but are these terms simply turning

also benchmark with peers across the

into buzzwords? What work does

globe and in some instances securing

Mohamad and TM do to ensure that the

advice from our key suppliers who have

Company is implementing the right

implemented robust supply chain

technologies for the right reasons and not

management system.”

just following trends?

As a supply chain and procurement

“As a technology company, technol-

function, having a strong supplier network

ogy and digitalisation have been part of

is crucial. In the journey of implementing

our business DNA from the very start,”

a new procurement model, that supplier

says Mohamad.

network proves more vital than ever.

“TM has its own R&D team, Network &

Mohamad admits that a transformation

IT Technical Committee and Chief Digital

of this scope is not one that can be

Officer that continue to provide advisory

completed alone, with the strengthening of

across the Group on new technology and

supplier relationships in itself a core pillar

digitalisation plan. At the same time, we

of the journey. TM has redefined how it

Tel : +604 642 3626 Fax : +604 642 3625

THE LITE WAY TO COMMUNICATE Design and Manufacture of Optical Fibre Cables and Trade of Related Accessories for Information and Communication Technology.

Website : www.litekabel.com Email : info@litekabel.com

TECHNOLOGY

“ Whilst we have successfully established a cross functional category management team, improved governance to allow speed of procurement approval, and strengthened supplier relationship management, there is still room for improvement, including embracing technology.”

— Mohamad Zain, Chief Procurement Officer, TM

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

203

T E L E K O M M A L AY S I A

approaches supplier and vendor management, with expanded collaboration with mega suppliers (foreign and domestic) and those local vendors nurtured via its Bumiputera-Vendor Development Programme (BVDP).

To date, we have over 9,200 vendors registered with us with close to 4,400 Bumiputera vendors. At TM, we have a robust and transparent procurement process; and we adhere to industry’s best practices. We are committed to maintaining the highest degree of integrity, transparency and accountability in the conduct of our business and operations. At least 42% of our projects are based on tenders and we also 204

award projects that require economies of scale to our long term and strategic partners.

The BVDP is designed to stimulate the activity and involvement of local suppliers across Malaysia in tenders and other procurement activities. These activities can be stand-alone or through collaborating with foreign partners, with the goal of sharing technology and knowledge to the local suppliers in order to develop the capabilities of the local supplier network.

“This programme will not only support the capability building of local vendors who will then be able to compete for regional business needs through tenders,” says Mohamad. “For TM, based on our BVDP framework, the entry level would be the Entrepreneur Development (ED) and Blue Lane (ED programme specific for SEPTEMBER 2018

TECHNOLOGY

ICT-based or start-up technology company companies) levels. Once the vendors show improvement in their processes and capabilities, they will then be upgraded to Strategic Partners, and then elevated to become a Corporate Champion and finally to a National Champion.

This journey may take three to five years.”

TM has already amassed a strong portfolio of both foreign and local strategic suppliers such as Huawei, Fiberhome, Nokia as well as Opcom, Dura Mine and Lite Cable.

As the title implies, this procurement journey is one of continuous improvement. Procurement as a function will continue to change and evolve and TM must continue to evolve with it in order to continue to deliver success.

“The future will see TM begin to better embrace new technology, organisational and process redesign, and continue to push for cultural change in supporting this changing space,” says Mohamad.

“We are expecting the Industrial Revolution 4.0, and so the future of procurement will largely dependent on technology, robotic and Internet of Things (IoT). Through our journey, we are laying the foundations in order to be ready for this future.”

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

205

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