Business Chief Asia – Jan 2020

ASIA EDITION JANUARY 2020 asia.businesschief.com

Transforming the PNG supply chain

On long-term partnerships

LEVERAGING SAP EXPERTISE INTO CUSTOMER VALUE Sharath Burla on establishing customer trust and adding value

City Focus

MUMBAI

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ASIA

FOREWORD

W

elcome to the January issue of

“The customer drives the change.

Business Chief Asia!

They rely on our thought leadership

This month, Business Chief Asia’s cover feature is NTT DATA. Sharath Burla, CEO of NTT DATA Business Solutions APAC, and Geuko Bosker, senior advisor to the CTO of NTT DATA Corporation, both discuss the ways in which NTT Data assists customers with adding new value to their businesses.

NTT DATA possesses the necessary experience to aid in this endeavour. “Our tagline is ‘we transform trust into value’,” Burla reveals.

“Our proven knowledge and expertise, along with our onsite, offsite, and offshore methodologies and execution processes have made us a marketplace leader. Success requires agility and vision to act decisively.” In a world digitally transforming, this work takes on a new urgency.

to help them define themselves,” explains Burla.

In this month’s City Focus, we are in Mumbai, perhaps India’s most internationally famous location owing to its famed film industry: Bollywood.

In our top 10, Business Chief Asia looks at some of the regions top digital disruptors, shaking up established industries and ways of doing business with new approaches.

Do you have a story to tell?

If you would like to be featured in an upcoming issue of Business Chief Asia, get in touch at william.smith@bizclikmedia.com.

Enjoy the issue!

William Smith

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CONTENTS

26 Trends for Asia and beyond at Web Summit

48

38

66 76 58

CONTENTS CONTENTS

92 Coca-Cola Amatil Indonesia

110 McPherson’s Consumer Products

124 T2 Tea

138 Sodexo

12

JANUARY 2020

Business Solutions: leveraging SAP expertise into customer value WRITTEN BY

SHANNON LEWIS PRODUCED BY

KRIS PALMER

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13

N T T D ATA B U S I N E S S S O L U T I O N S A PA C

Sharath Burla, CEO of NTT Data Business Solutions APAC, and Geuko Bosker, senior advisor to the CTO of NTT Data Corporation, discuss the importance of helping customers add new value to their business

O

riginally a part of the Nippon Telegraph and Telephone Public Corporation, NTT DATA has been an independent business

since 1988, focused on creating new paradigms 14

and value by transforming technology into meaningful innovation for its clients, helping people build newer, smarter societies around the globe.

In 2005, the corporation set its sights on becoming a global IT innovator, embarking on a series of expansions, mergers, and acquisitions; in 2009, it acquired itelligence AG and Extend Technologies Pty Ltd, combining them to form NTT DATA Business Solutions. The past ten years, have seen the Business Solutions group grow to more than 8500 employees in 26 countries, focused specifically on helping enterprises of all sizes gain deeper insights and better outcomes through SAP services and solutions spanning applications, infrastructure, security, and communications.

Sharath Burla, CEO of NTT DATA Business Solutions APAC, explains, “the way the company JANUARY 2020

1989

Year founded

$1bn+ Revenue in US dollars

10,000

Approximate number of employees

15

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N T T D ATA B U S I N E S S S O L U T I O N S A PA C

“ The way the company has grown is through value creation, through a history of selftransformations” — Sharath Burla, CEO, NTT Data Business Solutions APAC

has grown is through value creation and a rich history of self-transformations.” NTT DATA is in its 29th year of revenue growth. Since acquiring itelligence in 2009, NTT DATA has grown phenomenally, from 32,000 employees and 80% of business practice being based in Japan to more than 125,000 employees and over 65% of business based outside of Japan. With a strong focus on key client-first, foresight, and teamwork values, NTT DATA embraces its Japanese heritage as a trusted global

16

innovator. As a Platinum SAP partner, Business Solutions is a market leader, delivering S/4 HANA Implementation and Transformation projects globally.

“We work closely with SAP not only to deliver SAP solutions, but we also invest significantly more money into R&D and Innovation than any other professional service group.” he adds.

Adding value is extremely important to the corporation. Burla brings with him 12 years’ experience in tech, with a focus on growing companies, while Geuko Bosker worked at itelligence for 16 years before entering his current role as senior advisor as the CTO of JANUARY 2020

E XE CU T I VE PRO FI LE

Sharath Burla Sharath Burla is Executive Vice President and CEO of Asia Pacific NTT Data Business Solutions and is based in Singapore. In this role, Sharath is responsible for driving NTT Data Business Solutions APAC market and business growth, creating value for customers, employees and stakeholders while coordinating and leading business activities in the region. Sharath has more than 25 years of business experience including over 18 years of management experience in information technology, business transformations, sales leadership, ERP, CRM, supply chain management and program management.

Prior to joining NTT DBS APAC, Sharath held multiple senior management positions in sales, practice and strategy at DXC Technology (HPE). In his last role at DXC, Sharath was responsible for Enterprise Cloud Applications Business P/L across the region.

Prior to DXC, Sharath held partner and leadership positions at start-ups and fortune 500 companies.

Sharath holds a bachelor’s Degree in Mechanical Engineering from Bangalore University, a master’s in business administration from California State University and a masters in Sales Transformation from London. In addition, Sharath holds multiple industry and professional certifications including PMP from PMI, CSCP from APICS, SAP, Siebel, ITSM, Six Sigma and others.

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CLICK TO WATCH : ‘TRUSTED GLOBAL INNOVATOR “NTT DATA”’ 19 NTT DATA Corporation. “Our tagline is

knowledge is a highly valuable cur-

‘we transform trust into value’,” states

rency at Business Solutions. It aids the

Burla, “Our proven knowledge and

knowledge acquisition path by imple-

expertise, along with our onsite, off-

menting high-end training, tools, and

site, and offshore methodologies and

customer engagement programmes.

execution processes have made us a

“Gone are the days when we pushed

marketplace leader. Success requires

our solutions and products,” says

agility and vision to act decisively.”

Burla. “Now, it’s about taking a step

This is especially important in a world

back, understanding what the client is

driven by digital transformation. “The

going through, their challenges, their

customer drives the change. They rely

desired outcomes and then looking

on our thought leadership to help them

at what added value we can bring. We

define themselves,” explains Burla.

know that every organisation is at a

With customers more informed about

different stage on its digital journey.

their tech needs now more than ever,

When navigating the ever-shifting path a si a .busi ne ssc h ief. com

N T T D ATA B U S I N E S S S O L U T I O N S A PA C

C O M PA N Y FACT S

• NTT Data has grown from 32,000 employees and 80% of business practice being based in Japan in 2009 to over 125,000 employees with over 65% of business based outside of Japan today • NTT Data is in its 29th year of revenue growth

20

toward a digital enterprise, you need a

to have a project manager focussed

trusted partner to help you make sense

on a specific budget and deadline,”

of everything. We help our clients stay

says Bosker, “Now, we’re looking into

ahead of what’s coming next to avoid

continuous programme management

the minefield of new challenges that

with smaller Agile sprints rather than

emerging technologies unearth.”

project-based management.” Tech

Digital transformation has forced

plays a role as well. NTT DATA’s

Business Solutions to re-evaluate inter-

DevOps platform, Altemista, and its

nal processes. Projects that previously

low-code, no-code solution CAD (com-

took two years from blueprint to imple-

puter-aided design) helps developers

mentation are being broken up into

execute projects efficiently. Meanwhile,

smaller pieces through design thinking

its research and development (R&D)

and Agile methodology. “We used

team is looking into increasing both

JANUARY 2020

21

workflow efficiency and customer

up to speed, despite all of our invest-

experience through Digital Managed

ments, continues to be a challenge.”

Service solutions. Business practices

Burla says, “It’s not easy to form that

are constantly updated in line with

cohesive, collaborative, innovative,

customer expectation. “People are

high-performing team we are looking

important. Across the group, we have

for.” To combat this, Business Solutions

over 15,000 SAP consultants in 35

provides methodologies, guidelines,

countries. They cement the binding of

and training that are mandatory across

what we want to do moving forward,”

the board. Currently, NTT DATA is

affirms Burla. Establishing governance

also rolling out NTT DATA Knowler, a

in the face of global expansion is one

knowledge platform based around

of the most difficult tasks for a multi-

ontologies, neuro-linguistic program-

national company. “Bringing everyone

ming (NLP), artificial intelligence (AI). a si a .busi ne ssc h ief. com

Connecting All Parts of Your Business to

The Best Run Automation and AI are an important

our own processes and enhance our

tech avenue for the company. “People

workforce to ensure we actually have

are still looking for the right angles

enough resources to keep up with the

in the pursuit of AI,” says Bosker. “You

work our growth is developing. This

need to either train people or actu-

guarantees we can create the highest

ally find the right talent to implement

value for our customers, ensuring on-

it successfully.” Bosker sees this as

demand support for every single one

an opportunity. As a global company,

of them in the future.”

NTT DATA can attract a talent pool

According to Bosker, digital trans-

that most of its customers can’t. “Some

formation has encouraged companies

of the R&D assets we are currently

to reconsider employee relationships.

focusing on are to be deployed inter-

The focus, he says, is on finding the

nally first,” states Bosker. “Although

right employees and keeping them

we intend to sell these solutions in

in-house. Business Solutions uses a

the future, it’s important to digitalize

design-thinking model to be able to

JANUARY 2020

deliver on customer demands. The

R&D level as well, from virtual reality

implementation of this model is aided

meeting rooms that have real-time

both by cross-training employees

language translation capabilities to

across the company and through its

the worldwide implementation of

leadership choices. “This is what we

SuccessFactors, which supports HRM

call a digital workplace,” says Bosker.

processes around employee retention

“It’s about making all the knowledge

and long-life learning concepts.

we have available to our people and

Looking to the future, NTT DATA

ensuring everyone can collaborate

Business Solutions continues to expe-

and communicate with each other,

rience significant growth in the APAC

anytime, anywhere.” This is something

region, having completed acquisitions

NTT DATA is embarking on from an

in Indonesia and Thailand as part of 23

E XE CU T I VE PRO FI LE

Geuko Bosker Geuko Bosker is senior specialist in Technology & Innovation General HQ of NTT Data in Tokyo and acting as senior advisor to the CTO of NTT Data Corporation. His primary focus is global technology & innovation management & Strategy. As part of his role, he is co-leading the SAP innovations team in NTT Data globally and is a member of the digital focus area leadership team for Internet of Things. Before he came to Tokyo he was director for managed services and innovations at itelligence Benelux, leading a team that was focused on combining the strength of long term customer relationships with introducing and implementing the latest innovations and technologies of the SAP product portfolio.

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N T T D ATA B U S I N E S S S O L U T I O N S A PA C

24

“ It’s about taking a step back, understanding what the client is going through, their challenges, their desired outcomes and then looking at our solutions to determine what added value we can bring” — Sharath Burla, CEO, NTT Data Business Solutions APAC JANUARY 2020

AMLAD, the digital archive service developed

by NTT DATA to preserve priceless cultural records for the Vatican Apostolic Library

its plan to scale into the Indochina market. By industrialising its industry templates, best practices, and repeatable solutions, the company minimises the risk traditionally associated with transformative processes. Business Solutions’ five focal points are customer experience and intelligence, employee experience and intelligence, financial intelligence, business intelligence, and systems intelligence. Its 2020 global plan outlines goals to help it expand its marketplace footprint.

One of these is increasing workplace diversity and inclusion, ensuring the world within the company looks like the world without and championing female leaders. “We want to cross-pollinate our systems, our leadership and our talent,” affirms Burla. As a market leader in utilising SAP portfolios to help customers achieve intelligent enterprise, Business Solutions’ sights are firmly set on achieving continuous growth over the next few years, both for itself and for its customers.

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25

LEADERSHIP

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Photos © The Web Summit JANUARY 2020

5G, IoT and Space: trends for Asia and beyond at Web Summit BUSINESS CHIEF TAKES A LOOK AT ASIA’S PRESENCE AT WEB SUMMIT, AND THE TRENDS AND AGENDAS BEING SET BY COMPANIES FROM CHINA, SOUTH KOREA AND JAPAN WRITTEN BY

WILLIAM SMITH

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27

LEADERSHIP

W

eb Summit has arguably become the world’s most important technology

conference since its inauguration 10 years ago.

But what does the Lisbon-based event have to offer from an Asian perspective? An increasing amount, it turns out. Speaking to Pitchbook, cofounder Paddy Cosgrove hailed the increasing presence of Asian companies and investors at last November’s edition of the conference. “One of the biggest areas of [investor] growth has been China,” said Cosgrove. “We have Chinese and Japanese translations for the very first time 28

on stage. And that kind of reflects the demographic and geographic change.”

On the subject of China, one of the most heavily promoted talks coming from the chairman of Chinese technology firm Huawei, Guo Ping. Guo’s talk focused on Huawei’s conception of 5G+X. “This ‘X’ can be AI, big data, VR or AR, among other technologies,” said Guo. “I believe that in the future, 5G+X will create countless opportunities for entrepreneurs,” he went on to say, comparing the potential of the technology to the introduction of electricity. “The rollout of 5G commercial networks is occurring more [quickly] than expected.

As of now, 40 carriers in over 20 countries are using 5G networks commercially. We predict that by the end of this year, we will see 60 commercial 5G networks.”

JANUARY 2020

29

A raft of existing use cases of 5G technology were given by Guo, including musicians being able to remain in time while playing together over the internet, owing to real-time, low-latency communication, as well as reducing the need to inspect pipelines in person, thanks to high definition video streaming from remote locations. “The applications and software built on top of [5G] is what generates value. [...]

Huawei has been working with carriers a si a .busi ne ssc h ief. com

LEADERSHIP

“ The applications and software built on top of [5G] is what generates value” — Guo Ping Chairman, Huawei

on the cusp of a third phase of home technology. The first saw the introduction of refrigerators, microwaves and vacuum cleaners, though “each stood alone, serving a single mechanical purpose.” Continuing, Eun explained that “the second phase began more recently, connecting our devices and appliances to the internet, leveraging sensors and software to bring it all together, giving us what is now referred to as the connected home.”

Eun expects the current, second phase to be accelerated by

30 to create a foundation, so app and software developers can fully unleash their potential,” he said.

The talk was in line with the Huawei’s attempt to build its own “next generation” ecosystem of technologies, owing to the cold shoulder being shown to the company by the US government.

5G was also an important element of a talk from Samsung Electronics’ Chief Innovation Officer, David Eun, discussing an area where the full breadth of Samsung’s products can interact: the home. Eun believes that we are JANUARY 2020

CLICK TO WATCH : ‘WEB SUMMIT 2019’ 31

technologies such as 5G. “With the advent of 5G, the percentage of connected devices in the home will continue to grow,” he said. “In the near future, the question won’t be, ‘how many devices are connected?’ The question will actually be, ‘how many devices are not connected?’” Another promising avenue sees technology migrating from palms to everyday objects. “The majority of voice assistants live on smartphones and speakers, today. But I believe, in the future, it’s conceivable that most every a si a .busi ne ssc h ief. com

LEADERSHIP

device and appliance will have voice assistance built in.”

The third phase, as Eun sees it, is built around “experiences”. “I believe that technology in the home is ready to undergo its own reinvention,” said Eun. “People want their devices to be more than just amazing, connected things.

They want them to be creators and enablers of experiences. This future is possible because the foundation of connected devices, along with new 32

“ I believe that technology in the home is ready to undergo its own reinvention” — David Eun Chief Innovation Officer Samsung Electronics

JANUARY 2020

technologies, is bringing the digital and the physical worlds together.”

Samsung sees the potential of the Internet of Things (IoT) technology in every room of the house. Regarding the kitchen, for instance, Eun said: “It’s a place that will intelligently provide everyone living in your home with the meal planning and preparation to enable a healthier and happier lifestyle.

And these aren’t just kitchen appliances that simply store, cook and keep your food fresh. They will become your nutritionist, your personal chef, and shopping assistant.” Of the bathroom, “It will be transformed into a wellness and health center, constantly checking in and sampling key health indicators of your overall well-being.”

Aside from titans such as Huawei and Samsung, smaller Asian organisations also made their mark. One such example was Japanese lunar exploration startup ispace, which raised over $90mn in a Series A round led by Japan Airlines and Tokyo Broadcasting System. Takeshi Hakamada, CEO and founder, spoke about the business opportunities private lunar missions presented to non-space companies. a si a .busi ne ssc h ief. com

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LEADERSHIP

“ispace is developing robotic spacecraft to provide transportation services to space agencies, and then to commercial companies,” summarised Hakamada. “Our vision is to extend human life into outer space.”

Hakamada highlighted the increasing activity surrounding the moon, thanks to government space agencies.

India’s Chandrayaan-2, the US’ Artemis Mission to land people on the moon by 2024 and Japan’s upcoming SLIM were all mentioned. But increasingly 34

missions are being achieved with the collaboration of private companies, as demonstrated by NASA’s Commercial Crew in partnership with SpaceX and Boeing. “ispace is developing a lunar lander and a rover to explore the surface of the moon. We take a different approach from the others. Our strength is to utilise Japanese production technology to lower the mass of the hardware, as much as possible.

That enables us to lower the cost of missions and increase their number.”

Having constructed a rover just 4kg in weight, Hakamada hopes it can be used to explore the lunar surface for resources as well as potential sources JANUARY 2020

“ Our vision is to extend human life into outer space” — Takeshi Hakamada CEO, ispace

“ Making the most of energy is absolutely central to our future and the future of our kids” — Philippe Delorme, Executive Vice President, Energy Management, Schneider Electric

35

of water. “We have a vision to cre-

Whether it’s 5G, IoT, or even space,

ate new industries in space,” said

Asian enterprises are increasingly

Hakamada. “But space companies

at the forefront of both setting and

cannot do it by ourselves.”

driving the technological agenda,

If humans are to extract economic value from the moon, Hakamada

whether that’s in the region, the world, or beyond.

suggested, industries as varied as construction, insurance, automotive and telecommunications would have to be involved. “ispace aims to be a platform for non-space companies to bring their technology and their business to the lunar surface.” a si a .busi ne ssc h ief. com

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TECHNOLOGY

FUTURE OF OPERATIONAL RISK MANAGEMENT

38

WHY BUSINESSES NEED TO EMBRACE NEW TECH ROBERT RUTHERFORD, CEO OF IT CONSULTANCY QUOSTAR, DISCUSSES THE BENEFITS OF A TECHNOLOGICAL APPROACH TO RISK MANAGEMENT WRITTEN BY

JANUARY 2020

ROBERT RUTHERFORD

39

a si a .busi ne ssc h ief. com

TECHNOLOGY

T

he impact of technology on the business world is pervasive and constantly evolving, which has meant that companies must

take action in order to stay both competitive and secure. However, with so many complex products and solutions on offer, it can be difficult for businesses to know where to begin.

For some companies, it may be tempting to prioritise client-facing technologies that promise immediate and measurable commercial benefits, but businesses also need to think about long-term transformations in key areas, such as

40

operational risk management (ORM).

The impact of poor risk management can be devastating for firms not only financially, but also reputationally, yet some businesses seem willing to take chances in this area. Failing to update ORM processes and systems will leave these businesses vulnerable to increasingly sophisticated cyber threats, data breaches and fraud. Investing in new technology for ORM is therefore more than just common sense – it’s essential.

AUTOMATED DETECTIVES: ANTICIPATING RISKS Identifying areas of vulnerability from vast swathes of data is definitely not a one-man job.

A report by McKinsey notes that around 50%

JANUARY 2020

41

“ ORGANISATIONS CAN ALREADY USE REAL-TIME RISK DATA TO ADVANCE DECISION-MAKING BY ESTABLISHING A FRAMEWORK THAT USES AUTOMATED PROCESSES” Robert Rutherford, CEO of IT consultancy, QuoStar

a si a .busi ne ssc h ief. com

TECHNOLOGY

of financial services staff are currently dedicated to risk-related work, while just 15% are focused on analytics.

Although, by 2025, it anticipates these figures will be closer to 25% and 40%, respectively. The integration of AI and data analytics systems in ORM will be responsible for this reversal.

In today’s world, data rules the roost, sparking a wave of advanced analytics tools that will become more valuable as

“ THE IMPACT OF POOR RISK MANAGEMENT CAN BE DEVASTATING FOR FIRMS” Robert Rutherford, CEO of IT consultancy, QuoStar

more data is shared. Predictive analytics techniques, machine learning, 42

and artificial intelligence can all help to efficiently build large and complex data sets. Working at a faster pace than any human, these solutions can be used to identify discrepancies long before they cause any serious problems.

While AI’s capacity for a rational, proactive response is still in the very early stages of development, organisations can already use real-time risk data to advance decision-making by establishing a framework that uses automated processes. For example, banks can now invest in robotic process automation (RPA) bots that will continuously scan their internal environment and collect data from predetermined JANUARY 2020

CLICK TO WATCH : ‘LEGAL IGNITE – ULTRA-SECURE LEGAL CLOUD PLATFORM | QUOSTAR’ 43 sources. As a result of developments

a proactive working relationship with

like these, time-consuming and costly

these solutions.

manual auditing methods will eventually become a thing of the past.

While defending against risks like cyber-attacks is vitally important, many at board and executive level are still

RISK STRATEGY IS A TEAM GAME

unsure how to tackle this issue. This is

Breakthroughs in data analytics also

alarming considering that 69% of

mean that machines can now process

financial services CEOs report they

data faster, more efficiently and without

are concerned about cyberthreats,

any bias. As such, it’s important for risk

according to a 2016 survey by PwC.

managers to see this technology as

Those responsible for risk manage-

a tool to be exploited and leveraged,

ment strategies can often find that there

rather than as a threat. To this end, all

is a knowledge gap between them

areas of the business need to under-

and the board-level decision makers,

stand its capabilities in order to build

as executives tend to rely on external a si a .busi ne ssc h ief. com

TECHNOLOGY

consultants for answers. However, it’s the board that will ultimately be held accountable for any failings, so effective communication between risk managers and decision-makers is essential.

Business leaders should therefore focus on creating a culture that not only prioritises risk management, but also one that encourages employees at all levels to engage with the systems they use. This top-down approach is the only way to ensure that everyone is properly prepared for the inevitable 44

shift in ORM’s technological architecture and able to mitigate and manage the operational risks of the future.

Some businesses will struggle with what can potentially be a significant change to the way they operate, so shouldn’t be afraid to seek expert help on how to manage this transition. Failure to address risk would be a serious error, but mitigating risks in the wrong way can be equally as damaging.

CAUSE FOR CONCERN? Future proofing with technology like data analytics and AI shouldn’t make employees worry about job security.

A company using new technology to JANUARY 2020

manage risk will see a reduction in operating and auditing costs, an optimisation of its insurance coverage, as well as an increase in staff satisfaction. By introducing tools that are capable of automating manual processes, businesses will find that employees have more time to optimise their output and reconsider their relationship to ORM. Without a doubt, the switch from human to algorithm-based risk assessments will present new challenges, some of which may be difficult to anticipate. This is simply the nature of change. What we do know is that developing a robust ORM strategy using new technology leads to more

“ DEVELOPING A ROBUST ORM STRATEGY USING NEW TECHNOLOGY LEADS TO MORE PROACTIVE AND INFORMED DECISIONS”

proactive and informed decisions, giving businesses the competitive edge necessary to grow in today’s marketplace. The field may be complex, however, there isn’t a better time to take ORM seriously and invest in the future.

Robert Rutherford, CEO of IT consultancy, QuoStar

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PEOPLE

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ENHANCING ITS HUMAN WORKFORCE WITH ROBOTICS AND RPA Following a visit to DHL’s innovation center in Troisdorf, Germany, Business Chief takes a look at how DHL is using robotics to enhance its workforce WRITTEN BY

JANUARY 2020

GEORGIA WIL SON

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PEOPLE

W

hen it comes to DHL’s logistics operations, Oscar de Bok, CEO of DHL Supply Chain, highlights the

need for flexible solutions as supply chains become increasingly complex. De Bok says

that it is imperative that a large global company such as DHL has a strategy that utilises digitalisation and collaborative robotics to enhance value and ensure its workforce is unified and connected. “The future is exciting.

The future is about innovation and making sure we continuously improve,” says de Bok. 50

DHL has recently come to the end of its 2020 strategy and is now driving towards 2025, focusing on ‘delivering excellence in a digital world’. Between now and 2025, the company plans to invest US$2.2bn into digitalisation and robotics.

ROBOTICS AND RPA INNOVATIONS AT DHL “Digital culture is something we constantly enforce within DHL Supply Chain,” says Markus Voss, CIO and COO of DHL Supply Chain. He emphasises that the company has made great efforts to ensure its employees grow alongside its innovations, fostering a culture of working collaboratively with robotics and robotic process automation (RPA) as opposed to being replaced by it. “To date, JANUARY 2020

1969

Year founded

HQ

Bonn Germany

360,000+ Number of employees

51

I have not seen a single site where we have introduced technology and had job losses. In fact, it is quite the contrary, workers are usually more satisfied and we attract more people,” says Voss.

CLEANING ROBOTS – NEO “Don’t start with the most complicated,” says Markus Kückelhaus, VP of Innovation and Trend Research at DHL. “Start with something easy. Cleaning robots are not the most complex solution, but a good one that we can roll a si a .busi ne ssc h ief. com

PEOPLE

out today. Statistics show that the

‘FOLLOW ME’ ROBOTS

most used robotic solution is cleaning

“A simple pluck and play solution,”

robots for private homes, so why don’t

notes Kückelhaus. This robotic solu-

we industrialise it?”

tion, designed by DHL’s partner

DHL has currently deployed its Neo cleaning robots — developed by

ley design, following an associate to

Avidbots - to multiple standard ware-

help transport items across long dis-

houses around the world where the

tances. “Once full, you can simply

environment is right for them.

press a button and it will automati-

“Typically, in a warehouse a person

52

Effidence, automates the simple trol-

cally go to the unloading area,

is driving through to clean it overnight

detecting any obstacles on its way,

and it is a tedious job. We see this as

while another one is sent to replace

something a person doesn’t need

it,” explains Kückelhaus. However,

to do, we can use cleaning robots

Kückelhaus does note that the disad-

instead,” says Kückelhaus.

vantage of these robots is that they

JANUARY 2020

CLICK TO WATCH : ‘DHL SUPPLY CHAIN ROBOTIC PROCESS AUTOMATION RPA’ 53

“ THE FUTURE IS EXCITING, THE FUTURE IS ABOUT INNOVATION AND MAKING SURE WE CONTINUOUSLY IMPROVE” — Oscar de Bok CEO, DHL Supply Chain

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PEOPLE

cannot integrate with a company’s warehouse management system.

AISLE PICKING ROBOTS – LOCUS Similar to the ‘follow me’ robot, the aisle picking robot, developed by Locus Robotics, helps associates to pick items.

However, this one differs from the ‘follow me’ robot due to its ability to integrate with warehouse management systems.

This robot moves independently around the warehouse to an aisle where items need to be picked and waits for an associate. Once the item has been 54

picked and scanned, it takes off by itself again to cover the long distances instead of the associate. “Where we have deployed these robots we have seen an increase in efficiency of 200%,” says Kückelhaus.

ROBOTIC ARMS – SAWYER Designed as a collaborative tool to reduce strainful and repetitive tasks, Sawyer is a pluck and play robotic arm that doesn’t need to be caged thanks to its pressure sensors which detect when someone comes close to it. “This is a safe robot certified to work jointly with people,” says Kückelhaus. In addition, it is on wheels so it can be easily JANUARY 2020

“ WE HAVE TAKEN A LOT OF EFFORT TO TEACH AND DEVELOP PEOPLE ALONGSIDE OUR INNOVATIONS” — Markus Voss CIO & COO, DHL Supply Chain

moved to wherever it is needed.

Currently, 19 of DHL’s sites in the UK are using co-packing.

THE BENEFITS AND CHALLENGES OF ROBOTICS AND RPA While DHL sees many benefits from robotics and RPA, such as standardisation of its processes, increased productivity, increased efficiency and better use of employee talent by reducing time spent on repetitive tasks, it doesn’t shy away from the fact that innovation comes with challenges too.

When it comes to robotics, particularly picking robots, Kückelhaus explains that item complexity and speed is still a negative factor for robots that can pick items. When conducting tests, the robots could only pick limited shapes and sizes, in addition to picking 73% less per hour than human associates.

“Technology combined with people is the best combination,” he notes.

Other challenges include change management. “We have taken a lot of effort to teach and develop people alongside our innovations,” says Voss.

“It’s all about talking. We have many forums where there is an open, constructive and positive dialogue around a si a .busi ne ssc h ief. com

55

PEOPLE

“ TECHNOLOGY COMBINED WITH PEOPLE IS THE BEST COMBINATION” — Markus Kückelhaus VP Innovation & Trend Research DHL Supply Chain

56

the topic of technology. In addition, we are doing many things in terms of educating people, our certified programme drives the understanding of the necessity of innovation and the opportunities that it brings. Finally, our startup lab is a great vehicle for getting engagement from our workforce. Through the lab, employees can pitch ideas to the board to be funded and developed in a safe environment to drive it to the next phase,” he adds.

Low labour costs in developing markets is another challenge that Voss JANUARY 2020

highlights. “If you have developing markets with relatively low labour costs, then introducing highly sophisticated robotics is going to come with a long payback. We have had these challenges in Latin America and parts of Asia where high impact robotic solutions are not yet ready to be rolled out. Sometimes, we still have to deploy these solutions due to scarcity of labour being so heavy that we have to implement it regardless of a longer payback.”

However, Voss does note that, with the cost of robotics reducing with every new generation, regional deployment will soon no longer be a challenge.

Finally, Voss highlights the importance of integration. “Although this is not a problem, it has to be acknowledged that just putting in a robot is not going to be the optimal fix for a particular problem,” he explains that the connection between robotics and a company’s warehouse management system needs to be fully integrated, something which he is currently putting a lot of work into to have an adaptable and standardised interface.

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S U S TA I N A B I L I T Y

58

SAVING THE ENVIRONMENT ONE ROBOT DELIVERY AT A TIME Henry Harris-Burland, VP Marketing, Starship Technologies, explores how last mile deliveries are greener than ever, and why customers should not feel guilty for ordering deliveries as opposed to driving to stores WRITTEN BY

HENRY HARRIS-BURLAND

JANUARY 2020

59

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S U S TA I N A B I L I T Y

L

ast mile delivery is one of the most costly segments of the supply chain.

McKinsey estimates that the final leg of a delivery comprises up to 50% of

a product’s total transportation cost. However, the real and lasting impact that last mile delivery can have is much closer to home, quite literally. A successful first-time final mile home delivery creates approximately 181g of CO2 per km per item, way above the EU

target set in 2017 for vans not to emit more 60

than 175mg per km. In recent years, the only real alternatives to carbon-free bicycle deliveries have been cars, vans and motorbikes; all serial pollutants of CO2 into the atmosphere and all the more costly too.

Consider the emissions involved in delivering take-away food, for example. Customers consistently demand short waiting times, with more than a quarter of consumers being willing to pay more for quicker delivery. This demand means that food vendors are deploying bigger fleets of delivery drivers to complete return car journeys to individual homes. They are forced to expand their fleet because it is difficult to integrate multiple deliveries into one journey, as vendors often

JANUARY 2020

61

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S U S TA I N A B I L I T Y

“ Electrically-powered autonomous delivery robots are on the rise” — Henry Harris-Burland, VP Marketing, Starship Technologies

have large catchment areas to maximise potential orders and, obviously, food gets colder the longer the journey.

In cases where deliveries can be effectively integrated, e.g. a postal service, there is a high probability that numerous deliveries won’t be completed, as some recipients may be unavailable at the time of attempted delivery.

In turn, this leads to more car journeys to the depot where undelivered packages are kept, multiplying the carbon emissions emitted into the atmosphere even further.

62

It is also important to consider the amount of unnecessary car journeys that the average consumer will take just to buy one or two items. Almost everyone has driven to the nearby shop to buy some milk instead of walking,

JANUARY 2020

CLICK TO WATCH : ‘STARSHIP DELIVERY ROBOTS IN MILTON KEYNES’ 63 especially in adverse weather condi-

consumerism goes mainstream”, have

tions. However the issue is that modern

suggested that autonomous robot deliver

cars emit twice as much carbon in the

is both an economical and sustainable

first five minutes of a journey and more

alternative, which has the power to add

than half of UK car journeys are less

convenience to customers who want

than two miles.

their everyday items delivered without

Given that a 25km round-trip by car emits 5,188g of CO2, or the equivalent

having to drive to the store, whilst decreasing their own carbon footprints.

of 16 re-delivery attempts by van, the last mile delivery industry is an unsustainable

THE SIDEWALK SOLUTION

form of delivery for the future.

The UK government has realised the

Several high-profile commentators

environmental crisis that we’re facing.

such as Pam Danziger of market

Its Climate Change Emergency

research firm Canvas, who predicted that

declaration in May 2019 has prompted

2019 was to be the “year that responsible

demands for more rigorous energy a si a .busi ne ssc h ief. com

S U S TA I N A B I L I T Y

targets, one of which is to achieve net-zero greenhouse gas emissions by 2050. The elimination of unnecessary fossil fuel consumption in food delivery could be a key way to achieve this target.

In this age of technological innovation and advancements in robotic capabilities, electrically-powered autonomous delivery robots are on the rise. They

“ The UK government has realised the environmental crisis 64 that we’re facing”

are already providing a carbon-free alternative for deliveries in numerous cities across the globe and helping to dramatically cut carbon emissions.

When they know they’re contributing towards the sustainable economy, customers should not feel lazy for

— Henry Harris-Burland, VP Marketing, Starship Technologies

ordering a delivery instead of driving to the shops, they should feel good

E X ECU T I VE P RO FI LE

Henry Harris-Burland Henry Harris-Burland leads marketing and communications at Starship Technologies and believes that autonomous delivery robots will make lives easier for millions of people across the globe. Henry has previously worked in the communications team at Rolls-Royce launching new innovative products in multiple regions. He is also renowned as a subject matter expert to UK government consultations at City Hall and Westminster, advising on autonomous driving, drones and delivery robots.

JANUARY 2020

about it! Driving a two-tonne car is

delivery robots have been in the fight

an incredibly inefficient method just

against climate change. Countries

to pick up a bag of groceries. On

across the globe are eager to meet

the contrary, incurring a small fee to

ambitious targets when it comes to

have your items delivered by a small

curbing CO2 emissions, and going

environmentally-friendly robot in as

into the 2020s we can expect more

little as 15 minutes is a small price to

and more industries take the initiative

pay so that our planet can

and adopt autonomous delivery to

be sustained for future

help in this effort.

generations. People

As the world of delivery continues

should feel comfortable in

to become more innovative and

the knowledge that their items

flexible, it will save thousands and

will get from A to B in one piece,

even millions of CO2 tonnes in the

too. For example, Starship

years to come. The 2020s will be an

Technologies’ robots use

exciting decade as we see more and

machine learning, sensor fusion

more consumers utilise environmen-

and computer vision to navigate their way around sidewalks all over the world. They are fitted

tally-friendly solutions like autonomous robots — the future could not be greener!

with radars, cameras and ultrasonic sensors to ensure that items are kept safe until they are unlocked by the customer, which is managed through an app interface.

Over the next few years, we’ll see just how effective a si a .busi ne ssc h ief. com

65

CITY FOCUS | MUMBAI

MUM City Focus

66

Business Chief examines India’s second city, Mumbai, to understand how it is wielding its cultural and financial clout WRITTEN BY

JANUARY 2020

WILLIAM SMITH

MBAI a si a .busi ne ssc h ief. com

67

CITY FOCUS | MUMBAI

I

ndia’s second city of Mumbai lies on the country’s western coast, where it faces the Arabian sea. Its prime loca-

tion has seen it contested by a succession of empires, both native and foreign, during the course of its long history. Today, the city is India’s wealthiest, serving as the unofficial commercial capital as opposed to the national capital of Delhi. According to the UN, the city’s population in 2018 was 19.98mn, second in India behind Delhi at 28.51mn.

68

One cannot talk of Mumbai without mentioning Bollywood, the Hindi-language film industry based in the city. With its name derived from a portmanteau of “Hollywood” and “Bombay”, “Bollywood” is sometimes also used to metonymically refer to Indian cinema as a whole. India is the world’s largest film market by a number of metrics, including films produced per year (1,813 in 2018) and tickets sold (over 2.2bn in 2016).

The narrower definition of the term is the jewel in the crown of the Indian film industry.

According to the Film Federation of India, Bollywood outputted 306 films in 2017, while, with the help of films in other languages, Mumbai as a whole produced 694. A number of the Indian film industry’s heavy hitters are JANUARY 2020

69

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CITY FOCUS | MUMBAI

accordingly based in the city, includ-

on the real life story of an amateur

ing the likes of Eros International and

wrestler, is India’s highest grossing

Reliance Entertainment. Western film

film, making $340mn at the box office.

companies also have divisions in the city in the form of Viacom18 Motion

STATE BANK OF INDIA

Pictures (a subsidiary of a Viacom

The State Bank of India (SBI) can

joint venture) and Fox Star Studios,

trace its lineage back to firms estab-

which is ultimately owned by Disney.

lished during the British colonial

The growing strength of the

70

period of India’s history such as the

Bollywood film industry is demon-

Bank of Madras, Bank of Calcutta and

strated by the fact that its top 10

Bank of Bombay. These all eventu-

highest grossing films were all

ally merged into the Imperial Bank of

released within the last decade.

India, which acquired its current name

2016’s Dangal, a sports film based

in the 1950s. Due to this history, it is

JANUARY 2020

CLICK TO WATCH : ‘DANGAL – OFFICIAL TRAILER – AAMIR KHAN’ 71

“ The city is India’s wealthiest, serving as the unofficial commercial capital as opposed to the national capital of Delhi”

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CITY FOCUS | MUMBAI

India’s oldest bank as well as its larg-

largest mobile network operator.

est. Currently, it is state controlled,

Chairman and Managing Director

with the Government of India holding

Mukesh Ambani is the son of founder

a 60% stake.

Dhirubhai Ambani, and the richest man in both India and Asia at large. He

RELIANCE INDUSTRIES

is partly known for his residence in

Conglomerate Reliance Industries

Mumbai’s 27-story Antilia, one of the

was founded in the 1960s, growing via

world’s most expensive domiciles.

its involvement in the textiles industry before diversifying into its current

TATA GROUP

interests. The company’s many and

One of India’s oldest companies,

varied subsidiaries include oil and retail

Tata Group can trace its history

divisions, as well as Jio, the country’s

back to the founding of a trading

72

JANUARY 2020

19.9mn Population of Mumbai in 2018

306

Bollywood films created in 2017 73

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CITY FOCUS | MUMBAI

company by 19th century Indian industrialist Jamsetji Tata. It is currently controlled by Tata Sons, a holding company controlled by the voluminous Tata family descended from Jamsetji.

The conglomerate has many and varied interests, ranging from cars with Tata Motors to Tata Steel and Tata Power.

The company is also well known as the owner of a number of global companies including Jaguar Land Rover.

India’s two largest stock exchanges, the National Stock Exchange 74

of India (NSE), and the Bombay Stock Exchange (BSE) are located in Mumbai. The latter is the oldest, having been founded in 1875, while the NSE is a more recent invention, founded in 1992 with the express purpose of being a modern, electronic exchange. The two are closely tied in terms of market capitalisation: in 2016 the NSE was worth $1.450trn, while the BSE was worth $1.482bn.

Mumbai’s two exchanges both offer stock market indexes considered important to demonstrating the health of the Indian economy. The NSE’s NIFTY 50 and the BSE SENSEX both include the three companies previously JANUARY 2020

“ Mumbai’s two exchanges both offer stock market indexes considered important to demonstrating the health of the Indian economy” profiled, as well as other Indian giants such as Infosys and Larsen & Toubro.

Upcoming events in the city include the Mumbai Entrepreneur and Startup Network event for business professionals at the Grand Hyatt Mumbai Hotel on 13 January. Also taking place is the International Maritime Research Confluence between 13-14 February, presenting research pertinent to the maritime industry. With its world renowned film industry and entrepreneurial culture, Mumbai’s continued privileged place in India’s cultural and business hegemony is assured.

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75

T O P 10

76

JANUARY 2020

Digital disruptors in Asia

77

Business Chief examines 10 of the most innovative companies using technology to shake up their respective industries across Asia WRITTEN BY

WILLIAM SMITH

a si a .busi ne ssc h ief. com

T O P 10

CEO

MIN-LIANG TAN

2005 YEAR FOUNDED

HQ

SINGAPORE & SAN FRANCISCO

78

10

Razer GAMING & ESPORT

Founded in 2005, gaming hardware and esports company Razer has ridden the wave of money introduced into the industry to become a tech unicorn. Goldman Sachs expects the esports market to be worth $3bn by 2022 (up from $869mn in 2018), and Razer is a big name in the scene thanks to its gaming-oriented peripherals such as mice and keyboards. In recent years, it has branched out into other forms of hardware, including phones and laptops, targeted towards its key gaming demographic.

JANUARY 2020

CEO

YIMING ZHANG

2012 YEAR FOUNDED

HQ BEIJING CHINA

79

09

Megvii TECHNOLOGY

Less publicly prominent than some of the companies on this list, Chinese AI company Megvii is nevertheless a cause of significant disruption thanks to its facial recognition technology. In August, the company filed for an initial public offering on the Hong Kong stock exchange. The company’s services have been employed by the likes of Alibaba, Ant Financial and the Chinese government. Of particular note is the company’s Face++ product, an open platform for image recognition of faces and bodies.

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From Inspiration

to Innovation

T O P 10

CEO

BHAVISH AGGARWAL

2011 YEAR FOUNDED

HQ

BENGALURU INDIA

81

08

Ola TRANSPORTATION

Ola was founded in Mumbai, India in 2011. Like other ride-hailing apps, it has branched out into the food delivery market, acquiring the Indian business of Foodpanda in 2017. In June, the company’s electric mobility business received $250mn of funding from Japanese conglomerate and serial investor SoftBank. The past year has seen the company’s ride-hailing business expand outside of India, opening offices in Australia, New Zealand and the UK.

a si a .busi ne ssc h ief. com

T O P 10

CEO

PIERRE POIGNANT

2012 YEAR FOUNDED

HQ

SINGAPORE

82

07

Lazada ECOMMERCE

Lazada is an interesting proposition due to its history and meteoric rise. Founded in 2012 by German startup studio Rocket Internet, the company sought to exploit the at that time underdeveloped ecommerce market in Southeast Asia. It’s an approach that drew dividends, with significant investment from Singapore’s Temasek Holdings in 2014 preceding the acquisition of a majority stake by Chinese giant Alibaba Group in 2016.

JANUARY 2020

CEO HUAZHI HU

2014 YEAR FOUNDED

HQ

GUANGZHOU CHINA

83

06

EHang SCIENCE & TECHNOLOGY

Chinese drone manufacturer EHang is a frontrunner in the urban air mobility space, a key future trend that the world’s largest companies, like Airbus, are investigating. EHang’s autonomous aerial vehicles come in different configurations, such as the passenger-grade EHang 216 which can carry 220kg and fly at over 80mph, or the cargo carrying EHang Falcon. Passenger carrying demonstrations have already taken place in cities across China, including EHang’s home city of Guangzhou.

a si a .busi ne ssc h ief. com

T O P 10

CEO

KEVIN ALUWI & ANDRE SOELISTYO

2010 YEAR FOUNDED

HQ

JAKARTA INDONESIA 85

05

Gojek TRANSPORTATION

According to Indonesian ride-hailing firm Gojek, since its launch in 2015 its app has been downloaded by over 155mn users in Southeast Asia. From the time of its founding, Gojek has expanded its remit into digital payments and the provision of many other amenities as part of a so-called ‘super app’. To these ends, the company partners with over 2mn drivers and 500,000 merchants in the region.

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T O P 10

CEO

ANTHONY TAN

2012 YEAR FOUNDED

HQ

SINGAPORE

86

04

Grab TRANSPORTATION

Originally a ride-hailing firm, Singapore’s Grab is rapidly introducing new services. Aside from its primary ride-hailing business, Grab, like its rival Gojek, has expanded into digital payments as well as food and parcel delivery, to name just a few of the services on offer. Set up as a regional spin on Uber’s business model in 2012, in 2018 Grab acquired its inspiration’s operations in Southeast Asia.

JANUARY 2020

CEO CHENG WEI

2012 YEAR FOUNDED

HQ BEIJING CHINA

87

03

DiDi TRANSPORTATION

Transportation company DiDi was founded by an alumnus of Chinese ecommerce giant Alibaba, Cheng Wei. Originally backed by Tencent, in 2015 it merged with its biggest Alibaba backed rival, Kuaidi. Such was its dominance of the Chinese market that it bought out Uber’s Chinese business. Expanding beyond its original ride-hailing remit, the company has branched out into areas such as robotaxis, where it is planning to test its fleet of autonomous vehicles on the streets of Shanghai imminently.

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T O P 10

02

0000 Paytm FINANCIAL

Financial services company Paytm operates across multiple sectors, incorporating bill payment, travel booking and mobile recharges. Catering to the Indian market, its payment system allows 88

merchants to offer customers the simple payment option of scanning a QR code with their phones, moving money from sources such as bank accounts, prepaid cards and digital credit. A recent development has seen the process streamlined, with the ability for payments up to a certain amount to be made without having to use a one time passcode sent via text.

JANUARY 2020

YEAR FOUNDED

$0.0bn REVENUE IN XXXXXXXXX DOLLARS

0,000 NUMBER OF EMPLOYEES

CEO

VIJAY SHEKHAR SHARMA

2010 YEAR FOUNDED

HQ NOIDA INDIA

89

CLICK TO WATCH : ‘AKKAD BAKKAD BAMBE BO...’

a si a .busi ne ssc h ief. com

T O P 10

CEO

YIMING ZHANG

2012 YEAR FOUNDED

HQ BEIJING CHINA

90

CLICK TO WATCH: ‘AT TIKTOK, IT’S YOUR TURN TO MAKE A CHANGE’

JANUARY 2020

0000 YEAR FOUNDED

$0.0bn REVENUE IN XXXXXXXXX DOLLARS

0,000 NUMBER OF EMPLOYEES

01

ByteDance SOCIAL MEDIA

Anyone under a certain age will be familiar with ByteDance, albeit indirectly, thanks to its TikTok social media app. Born out of its Douyin product for the Chinese market, TikTok allows users to create short looping videos, with the format being ripe for producing viral hits. The app was combined with video lip-syncing app Musical.ly after an acquisition in 2017, and is in many ways a successor to the now defunct Twitter-owned Vine, which pioneered the format.

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91

COCA-COL 92

TRANSFORMI SUPPLY WRITTEN BY

WILLIAM SMITH

PRODUCED BY

CAROLINE WHITELY

JANUARY 2020

LA AMATIL 93

ING THE PNG Y CHAIN a si a .busi ne ssc h ief. com

C O C A - C O L A A M AT I L

SIMON ROBINSON, HEAD OF SUPPLY CHAIN, PNG, DETAILS THE TRANSFORMATION THAT HAS RETURNED COCA-COLA AMATIL TO GROWTH IN THE COUNTRY

O

ne of the world’s major Coca-Cola bottling companies, Coca-Cola Amatil (CCA) serves the Oceania region, incor-

porating Australia, New Zealand, Indonesia, Fiji, Papua New Guinea (PNG) and Samoa. Simon Robinson is Head of Supply Chain in PNG, operating across production, planning, logistics, quality, safety, environment, engineering and capital pro94

jects, and previously served as National Logistics Manager in Indonesia. It’s an experience Robinson brought to his current role, where, with support from the Indonesian team and local suppliers, he has transformed the Supply Chain and returned CCA PNG to double digit growth.

CCA has been operating in PNG for 28 years with a Supply Chain network consisting of two plants, five production lines, six distribution centres, 40 products and over 800 customers. Despite strong consumer demand and high market share, volume growth stalled primarily due to an inability to supply. Internal process issues across manufacturing efficiency, inventory accuracy, planning and logistics were affecting growth and the supply chain had become a growth inhibitor.

JANUARY 2020

95

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C O C A - C O L A A M AT I L

96

To resolve these issues, the busi-

“Implementing daily stand up meetings,

ness implemented a back to basics

control boards and disciplined routines

operational excellence framework.

was an important part of the program.

Supported by a team of subject matter

Implementing controls around raw

experts from Indonesia, sponsored

materials ordering, demand planning,

by Gigy Philip, Supply Chain Director

procurement and inventory man-

(Indonesia) and led by Agus Salim,

agement, was important to stop the

Technical Manager (Indonesia), who

leakage of profit out of the business.”

focused on optimising the end-to-end

A major focus for the team was on

supply chain. “One issue was just

operational excellence within manufac-

around process and control, trying

turing. “There was a dedicated team

to give some structure to all of the

working on building local capability,

basic processes that are required to

optimising the equipment and upgrad-

run a supply chain,” says Robinson.

ing utilities within manufacturing to

JANUARY 2020

CLICK TO WATCH : ‘COCA-COLA AMATIL BRAND VIDEO’ 97

get the lines operating at the speeds

guys could see, on a week-to-week

that they’re capable of running at,”

basis, the improvements that they were

says Robinson. “That was the real

making, and it wasn’t led by manage-

crux of the way we’ve changed the

ment, it was led by this small group

business around. In a business where,

of subject matter experts.” In the end,

historically, demand exceeds supply,

he says, “it was about collaboration.

every 1% improvement in operational

Each function had been working in

efficiency goes straight to volume and

a silo and we had poor relationships

revenue. Improving the efficiency of

with suppliers. The creation of that

those lines was the major driver of the

collaboration and interdependence of

growth in 2019.”

all the functions as well as improving

Robinson credits the introduction

partner supply agreements enabled

of the small team with injecting a new

a business turnaround. Now, almost

level of energy and enthusiasm. “The

12 months later, operational efficiency a si a .busi ne ssc h ief. com

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C O C A - C O L A A M AT I L

100

has improved around 15%, driving an

about regaining respect and pride in

even higher growth in volume and reve-

the business from both our suppliers

nue in a relatively flat economic market.”

and our people. The process also

Operations weren’t the only piece

involved reaching out to engage those

of the puzzle, however, with a focus on

who had previously been ignored. “We

culture also prevailing. “We did a lot of

started to conduct town-halls where

work around engagement in a bid to

we listened to the people in order to

bring people together,” says Robinson.

understand what they were trying to

“We had a philosophy of ‘one team,

tell us. We have groups in each region,

one goal, no limits’, and that became

at a local level, understanding what the

a theme which was able to galvanise

team and the people are telling us, and

everyone in the organisation. We were

then building that back into the initia-

obviously trying to achieve volume

tives that we’re doing in those regions.”

and revenue targets, but it was also

Aside from listening, Coca-Cola Amatil

JANUARY 2020

also endeavoured to educate. “Another initiative originally from Indonesia was our Supply Chain Training Academy.

It’s about building technical capability at the base operator level right up to supervisors, and up-skilling the entire workforce over a 12 to 18 month period.”

In July 2019, PNG was awarded the

“ WE HAD A PHILOSOPHY OF ‘ONE TEAM, ONE GOAL, NO LIMITS’” — Simon Robinson, Head of Supply Chain, PNG, Coca-Cola Amatil

Supply Chain Best Practise Award at

E XE CU T I VE PRO FI LE

Simon Robinson Simon Robinson is an experienced Supply Chain Manager with more than 20 years’ experience across global FMCG businesses, including Coca Cola Amatil (CCA), Lion Nathan and Mitsubishi Motors. He has specific expertise across Sales and Operations Planning, Logistics and Route to Market, Business Transformation, Digital Supply Chain and Customer Service. Before joining the PNG business in 2019, he recently completed a major transformation of Route to Market and Logistics for the Coca Cola Amatil Indonesia business resulting in significant savings and customer service improvements. He is an advocate for digital supply chain transformation having initiated and managed several major SAP implementations across warehouse, transport and asset management systems, and sees technology as a core enabler for delivering both sustainable process change across large organisations and breakthrough improvements in efficiency and customer service.

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101

Labelmakers is thrilled to be Coke’s printing partner for Australasia and the South Pacific Streamlining your supply chain with a single touch point for labels, shrink sleeves and folding cartons.

Contact us at

Labelmakers Group

Australia and New Zealand

sales@labelmakers.com.au

103 the Coca Cola Asian Supply Chain

system which tracks line performance

Conference, in recognition of the

by the hour,” explains Robinson. “If we

transformation achieved in the first half

should have made 2000 cases, but

of 2019, beating out over 20 others

we only made 1000, it will report the

including large bottlers from Japan,

issues behind that on an hourly basis

China and Australia.

and allow us to track and address it.”

Despite the challenges in a country

Quinsys, meanwhile, is about auditing

such as PNG, technology has had a

good manufacturing practice. “People

significant part to play in the transfor-

can go around the plant and put into

mation. Two complementary systems

the system any hazards or issues

originally introduced in Indonesia

that they find. It gives us a really good

were brought in, the Electronic Short

tool to manage our safety and quality.”

Interval Control (ESIC), and the Quality

Going live in January 2020 is a new

Information System (Quinsys). “ESIC

ERP, Microsoft Dynamics. Replacing

is a homegrown production control

existing legacy systems, Robinson is a si a .busi ne ssc h ief. com

C O C A - C O L A A M AT I L

“ IT’S HARD TO DESCRIBE HOW IMPORTANT THE COCA-COLA BRAND IS TO THIS MARKET” — Simon Robinson, Head of Supply Chain, PNG, Coca-Cola Amatil

104

JANUARY 2020

105

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At Orora, we believe packaging touches lives, together we deliver on the promise of what’s inside.

We specialise in designing, manufacturing and distributing premium quality glass bottles, aluminium cans and closures for wine and spirits.

Orora is a proud partner of Amatil and the Coca Cola company. ororagroup.com

EastWest Transport (EWT) is one of Papua New Guinea’s largest multifaceted transport and logistics companies. Based in Port Moresby, with a significant presence in Lae, Wewak, Madang, Rabaul, Kavieng, Kimbe and Alotau. EWT operates across a wide spectrum of transport-related activities including bulk fuel, containerised freight, break bulk cargo and offers depot services such as equipment hire, warehousing and yard storage. EWT also offers a licensed customs cargo clearance service in Lae & Port Moresby. The company makes use of its close relationships with sister companies in shipping & stevedoring and offers specialised project solutions for the mining, oil & gas sectors.

SUPPLY CHAIN MANAGEMENT

OPERATIONS

TRANSPORT LOGISTICS

SUPPLY CHAIN SOLUTIONS

LEARN MO LEARN MORE RE

EASTWESTTRANSPORT.COM.PG

107

confident that “the new ERP system

bills to the shipping companies,” says

will make sure that everybody is work-

Robinson. “Now we’ve put trackers

ing off of the same plan. By putting

on all the containers so that we know

in Microsoft Dynamics we’ll give our-

whether they have reached the desti-

selves an ERP system that will enable

nation, which also enables us to track

us to integrate all our data onto one

them all the way back.”

platform, manage process compliance and sustainable change.”

There are also a few technologies

Another initiative was based around transforming relations with suppliers from transactional relationships to

with region-specific utility, particularly

business partners. “Good examples of

GPS trackers. “We essentially deliver

those improving supplier relationships

everything in shipping containers, but

are demonstrated by key suppliers such

after delivery, we tended to lose track

as Orora (cans) and BOC (Carbon

of them and end up paying detention

Dioxide), where we were able to move a si a .busi ne ssc h ief. com

C O C A - C O L A A M AT I L

1960

Year founded (PNG)

22

Provinces reached in PNG

670

Number of employees

108

from regular supply issues, due to poor

consolidated our transport and ship-

planning and communication, to value

ping suppliers into companies such

added relationships where we are

as Bismark (a local vessel cargo sup-

proactively working together to drive

plier) and East West Transport which

shared growth and cost efficiency

is giving us better control, capacity

through design innovation and joint

and scaled efficiency to support our

long term planning,” says Robinson.

growth. On the production side we

“Labelmakers Group is our new label

engaged our plant suppliers such as

supplier, and brings innovative ecom-

Krones to provide technical and engi-

merce and design capabilities, such as

neering support to maximise output.

digital printing, which we are looking to

These relationships were all instrumen-

exploit for our 2020 consumer promo-

tal in turning around performance.”

tional programs. In logistics we have JANUARY 2020

“In summary, what we learnt is that

109

frameworks like operational excel-

chain improvements and investments

lence can still drive total business

to ensure its supply matches the vora-

performance,” says Robinson. “They

cious demand in the region. “It’s hard

are proven methodologies, replica-

to describe how important the Coca-

ble and low cost. Engagement and

Cola brand is to this market. Right

capability building, internally and

now, we can sell every can of Coke

externally, with suppliers was key to

we can make for the foreseeable future

delivering sustainable improvement

– it’s just an amazingly popular PNG-

and using digitalisation and technology

made product.”

is important to deliver compliance and sustainability to the change.”

As for the future, the company is planning its next phase of supply a si a .busi ne ssc h ief. com

110

JANUARY 2020

ON LONG -TERM RELATIONSHIPS WRITTEN BY

SHANNON LEWIS PRODUCED BY

CAITLYN COLE

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111

McPHERSON’S CONSUMER PRODUCTS

WE SPEAK TO MARK BRADY, SUPPLY CHAIN DIRECTOR AT MCPHERSON’S ABOUT HOW THE COMPANY LEVERAGES LONG-TERM POSITIVE RELATIONSHIPS WITH BOTH EMPLOYEES AND PARTNERS TO ACHIEVE SUSTAINABLE GROWTH

M

cPherson’s Consumer Products (MCP) is an Australian Health Wellness and

Beauty brand with a legacy that dates to 1860.

112

MCP is a global company, distributing across Australia and New Zealand as well as in China, Singapore, the UK, Germany, and the Middle East.

Aside from marketing and distributing its own brands, it also engages with agency work. MCP is a category leader for several of its brands; Lady Jane and Manicare lead in pharmacy while Multix is the number one brand in the Australian grocery channel. Its company mission is to “create better ways for people and communities to thrive.”

According to Brady, “at MCP, we want to challenge the norm.”

Mark Brady has worked at MCP for eight years as the Supply Chain Director. By MCP standards, he is relatively new. His team consists of 90-100 people, subject matter experts in a variety of fields.

The average tenure within supply chain at MCP JANUARY 2020

113

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McPHERSON’S CONSUMER PRODUCTS

is 18 years. According to Brady: “We

Valuing employees has been key

leverage off this every single day. The

to MCP’s success. In its canteen

adaptability, learnedness and calm

area hang photos of employees who

temperament of this group means that

have 10+ years of tenure. Leadership

whenever we have new challenges,

and accountability are at the core of

we have experience to fall back on.”

creating a positive atmosphere. MCP

Brady’s background in operations

holds long-service award dinners.

has been key to his success in his

Hosted by Laurie McAllister, manag-

role at MCP. He is trained in Lean and

ing director at MCP, they are attended

Six Sigma. The two pillars of success,

by senior leadership, board members,

according to Brady, are the clear abil-

partners, and long-stay employees

ity to define processes and reliable

in milestone years of employment:

collaborative teamwork.

10, 15, 20, 25 years. “The ability for a

114

“ WE HAVE TRIED TO ALIGN OURSELVES WITH KEY STRATEGIC PARTNERS WITH WHOM WE CAN DEVELOP A LONGSTANDING RELATIONSHIP” — Mark Brady Supply Chain Director McPherson’s Consumer Products

JANUARY 2020

CLICK TO WATCH : ‘MCPHERSON’S CORPORATE VIDEO’ 115

company to find and retain staff is so important,” Brady affirms. Being an Australian-business based in Australia means employees are empowered to make decisions that affect the wider company. With 75 people working in the warehouse, safety is another priority at MCP. Its Occupational Health and Safety committee is led by employees. “It is key to us that our employees drive our safety culture,” Brady says, “we want people to go home as happy and safe as they came to work.” a si a .busi ne ssc h ief. com

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MCP has been in a process of balanced growth. It is looking to enhance its primary Beauty branch while growing its Health and Wellness arm. In so doing, it aims to maintain its status locally while looking overseas for opportunities. China provides a massive potential market for MCP. There are 24 million people in Australia; there are 240 million people in the Chinese middle class alone. “This growing

E XE CU T I VE PRO FI LE

117

Mark Brady Mark has lead the global supply chain area at McPherson’s for the last five years, after being promoted from his role driving continuous improvement and quality across the organisation. Mark has been able to lead the organisation’s supply chain through structural and operational change and efficiency improvement, enabling sustainability and growth within McPherson’s. With 20 years’ experience across operations and supply chain, Mark has worked within a number of industries including pharma, FMCG, food grade manufacturing, electronics and services delivery. As an engineer by education, Mark has a robust, analytical approach coupled with qualifications in continuous improvement methodologies, including Lean, Six Sigma and World Class Manufacturing. a si a .busi ne ssc h ief. com

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domestic market and the overlaid China volatility brings forecasting challenges,” Brady notes. “We can have a 12,000 forecast for a given month and then get a purchase order for 90,000 with no warning.” As a solution, MCP turns to partnership with Access Brand Management (ABM), a reseller in China. Its direct-selling app has 3.2mn people registered. MCP also bought a small share in skincare contract manufacturers Aware Group, to help provide the continuous supply required thanks to its new links to China. The growth

“ DEALING WITH THESE MANY TYPES OF SUPPLIERS ALLOWS THE ADAPTABILITY AND FLEXIBILITY THE MARKET DEMANDS” — Mark Brady Supply Chain Director McPherson’s Consumer Products a si a .busi ne ssc h ief. com

McPHERSON’S CONSUMER PRODUCTS

1860

Year founded

$4mn Revenue in US dollars

750

Number of employees 120

JANUARY 2020

has been phenomenal. MCP brand, Dr. LeWinn’s, has gone from selling AU$300,000 three years ago to AU$16mn last year, with projections of making AU$25mn this year. With the help of Aware Group and ABM, MCP manufactured and sold as much product in the months of May and June as it had in the prior 10 months.

“We have tried to align ourselves with key strategic partners with whom we can develop a long-standing relationship,” Brady explains. “Like our staff tenure, we have many relationships that are 10-15 years old.” For shipping, MCP has a 15-year relationship with Mondiale freight. For warehouses, it turns to its 15-year partnership with Concept Warehousing. New partners that join supply chain are heavily vetted, with an eye on a long-term future.

Partners range from larger companies that can scale to leaner companies that are agile. “Dealing with these many types of suppliers allows the adaptability and flexibility the market demands,” Brady affirms.

The launch of Dr. LeWinn’s R4 collage, Surge was the fastest and most successful launch in the pharmacy a si a .busi ne ssc h ief. com

121

McPHERSON’S CONSUMER PRODUCTS

channel to date, brought about thanks to partnerships with domestic partners such as Chemist Warehouse, Priceline and the virtuous cycle created with ABM and manufacturing partners Pharma Cosmetics. MCP has also recently started engaging in jointventure partnerships, buying 51% of a company’s shares and growing it until it is financially viable enough to be bought out. It acquired a stake in skincare brand Kotia, in tanning brand Sugarbaby, and in wellness company 122

Soulful. “The advantage of joint-venture platforms is that they allow MCP to go from a standing start,” Brady says.

“ IF I LOOK AT OUR SHARE PRICE TODAY STANDING AT MID $2.00. FOUR MONTHS AGO, WE WERE AT $0.75” — Mark Brady Supply Chain Director McPherson’s Consumer Products

JANUARY 2020

“We leverage all our strategic partnerships across a number of key suppliers to enhance the product offering capability in our brands.”

MCP comes from a history of change. Its origins in 1860 as a hardware and tools store saw it participating in the construction of the iconic Harbour Bridge. Although now operating in a different sphere, this legacy of adaptability continues. Four years ago, MCP was $68mn in debt. It has shrunk that debt to a tenth the size.

123

In the last five years, MCP has exited

at our share price today standing at

eight different brands and business

mid $2.00, four months ago, we were

arms while inbounding 18 new ones. “It

at $0.75. That’s a phenomenal story

really hearkens to that flexibility,” Brady

and I feel proud, as all the supply chain

comments, “to take something that’s

team should, that we can add to that

new and be able to move forward with

outcome. It’s a great place to work and

it.” Looking to the future, MCP sees

I am glad to be here.”

growth, balancing domestic and new external customers. It is also in the early stages of considering machine learning and AI as tools for forecasting.

“We continue to be on the journey for further success,” Brady says, “if I look a si a .busi ne ssc h ief. com

124

WRITTEN BY

WILLIAM SMITH PRODUCED BY

STUART IRVING

JANUARY 2020

Digitally transforming the customer experience at T2 Tea

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125

T2 TEA

T2 Tea’s Global Head of Technology details the digital initiatives underway at the tea retailer pioneering new methods of customer engagement

T2

Tea is one of the world’s premium tea companies, operating in tea retail, wholesale and tea wares. Started in Melbourne

in 1995, in 2013 the company was purchased by 126

consumer goods giant Unilever. T2 nevertheless retains its Melburnian identity, while expanding in international markets, particularly the UK. Rohan Penman is the company’s Global Head of Technology, overseeing a systematic digital transformation as part of his role. “Anything that involves IT, I am accountable for,” he states.

“That’s all the way from retail through to ensuring business to business connection capability, as well as having a website that is running efficiently, responsively and is always available.”

Penman admits that there “had been a number of years where significant spend hadn’t occurred”. Consequently, since joining, Penman has overseen a comprehensive update of T2’s systems. “There was a lot of change, to say the least,” he notes. “To start with, the warehouse JANUARY 2020

127

management system had become ‘end of life’. So HighJump Advantage was installed to replace what was effectively an obsolete warehousing product.” Another system that received some TLC was point of sales (POS). “Our point of sale was end of life and very hard to support in the Asia Pacific region. So that was replaced with Triquestra’s Infinity product. Then we needed a new way of approaching communications.

Luckily, we were using Microsoft 365, a si a .busi ne ssc h ief. com

T2 TEA

so we were able to take advantage of the upgrade path for SharePoint,

“We’re giving back and showing a moral commitment to the planet”

instigate SharePoint Modern and rebuild our intranet. With that, we were also able to install Microsoft Teams and put in a fairly basic software VoIP system for anyone that needed a phone system.”

Systems change reached a new level of urgency owing to the recent headquarters move, which was both an opportunity and a chal-

128

Rohan Penman, Global Head of Technology, T2 Tea

JANUARY 2020

lenge. “From the get-go of starting at T2, we were aware that a move

CLICK TO WATCH : ‘T2 EVERYDAY – HOW TO MAKE MATCHA 3 WAYS’ 129 was required,” says Penman. That

such as Freshworks. “We started off

effectively gave me 18 months to

using Freshworks servers so that we

begin planning. We had priorities in

had an ITIL framework for incidents

the business, such as the warehouse

and problems,” says Penman. “The

management system and the new

Freshworks service desk was so

POS system. It allowed us to do risk

good that we then moved to using

management and an assessment of

the project management product

what infrastructure we were running

called Freshrelease, which is effec-

to make sure that effectively any-

tively a Kanban solution that allows

thing on premise could be turned off

you to run agile scrum methodol-

for quite a long time and the business

ogy.” Private infrastructure was also

wouldn’t notice it.”

moved to the Rackspace Intensive

Following that assessment, ser-

hosting environment. “Rackspace

vices which had to remain available

Intensive allows us to have a gold

were migrated to cloud offerings

standard of support, with business a si a .busi ne ssc h ief. com

T2 TEA

130

JANUARY 2020

trading 24/7, which we require as global retailers. Rackspace Intensive hosting offers that high level of management and service for all the applications that are hosted on their physical hardware.”

The systems the company is implementing are ultimately a component of providing the best possible level of ecommerce experience. One such example is the capabilities of the newly introduced POS. “Infinity POS is actively updated,” says Penman.

“It’s a platform you can happily build on, and it’s a very big enabler for us from a retail and digital point of view.

It allows a unified strategy integrating the digital world and the physical store. It’s also let us engage with alternative payment methods. We’ve started to do a lot of work with providers like Afterpay and Clearpay, which

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131

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has definitely started to make a dent in the UK and the US.” The advanced approach to ecommerce opens up new avenues and new levels of customer interaction, as Penman explains. “To give customers the best experience, a modern retailer needs to have con-

“To give customers the best experience, a modern retailer needs to have consistent offerings and messaging digitally and in store”

sistent offerings and messaging, both digitally and in store. That’s the crux of the approach. That includes people being able to interact in store and online and have their details and transactions synchronised so that

Rohan Penman, Global Head of Technology, T2 Tea

a si a .busi ne ssc h ief. com

133

T2 TEA

1995

Year founded

$1.8mn Revenue in US dollars

100% Sustainably sourced tea

134

2013

Acquired by Unilever

JANUARY 2020

135

a si a .busi ne ssc h ief. com

T2 TEA

136

“There was a lot of change, to say the least”

they have a history of what they’ve done, so they can access that however and whenever they wish.

It also allows the customer to shop where, how and when they want.

“Ecommerce also allows us to present the premium product that is T2 as a lifestyle. Looking on the website, customers can see that T2 is a brand

Rohan Penman, Global Head of Technology, T2 Tea JANUARY 2020

that is trying to wear its heart on its sleeve, do good and give back.”

137

That sense of giving back is

wastage is a huge focus for the busi-

reflected in sustainability initiatives

ness, and has been for a couple of

undertaken by T2 and its parent,

years. We’re giving back and showing

Unilever. While Unilever has pledged

a moral commitment to the planet.”

to halve its use of new plastic by

As T2 balances internal change with

2025, T2 itself is focused on such

new methods of external engage-

initiatives as removing polyplastics

ment, this ethos remains at the fore.

from its packaging. “There’s a lot of people in the business that are passionate about sustainability,” says Penman. “Packaging and reduced a si a .busi ne ssc h ief. com

138

DELIVERING QUALITY OF LIFE SERVICES SUSTAINABLY WRITTEN BY

DAN BRIGHTMORE PRODUCED BY

RYAN HALL

JANUARY 2020

139

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SODEXO

HOW SODEXO AUSTRALIA IS DELIVERING QUALITY OF LIFE SERVICES WHILE MEETING SUSTAINABILITY GOALS THAT ENRICH LIVES AND REDUCE WASTE

S

odexo has been operating in Australia, delivering quality of life services for over three decades, employing 5,000 people

across 300 different sites nationally. Sodexo offer around 100 different integrated services covering 140

asset management, building maintenance, facilities management, catering and hospitality, accommodation management, transport security, concierge services, wellness programmes and more. The one thing they all have in common is that they are delivered to improve the quality of life of clients and consumers across a range of industry segments from the corporate sector, healthcare and seniors, education, government and justice, to energy and mining clients.

Mark Chalmers is CFO and Country President for Sodexo in Australia. “I’m responsible for driving corporate governance and strategic responsibility for our operations across Australia,” he confirms. “In the process, I work with the country leadership team to ensure we’re correctly engaged JANUARY 2020

141

a nz .busi ne ssc h ief. com

SODEXO

142 and aligned to drive growth retention

the community where we all thrive,

and development, while constantly

and the environment within which

improving profitability and attracting,

we operate.” Intrinsically linked to this

developing, and retaining the right tal-

initiative is Sodexo Australia’s three-

ent to sustain that growth.”

pronged focus on hunger, gender

Sodexo’s corporate and social responsibility journey is being shaped

and waste.

Introducing some of the initiatives

by its Better Tomorrow 2025 roadmap.

Sodexo is implementing in Australia

“It’s a global roadmap for Sodexo

to elevate its culture and improve the

which drives our corporate social

quality of life for its workers, Chalmers

responsibility initiatives,” explains

says: “We label one of our most impor-

Chalmers. “Sodexo’s Better Tomorrow

tant initiatives ‘I Hear You’. It was

2025 aligns with the UN’s sustainable

launched five years ago to increase

development goals and focuses on

awareness and understanding around

three levels of impact: the individual,

the mental health of our people and

JANUARY 2020

CLICK TO WATCH : ‘BETTER TOMORROW 2025’ 143 trying to elevate approaches to men-

Sodexo’s commitment to Australia’s

tal health to match our approach to

Reconciliation Action Plan (RAP) is

physical health and safety. We’re try-

having a positive impact on Indigenous

ing to provide a healthy workplace

engagement, enhancing supplier

environment where people will develop

diversity and supporting new ways of

and have a positive sense of them-

working together, believes Chalmers.

selves while feeling supported with

“We began down this road back in

any mental health issues.” He notes

2009,” he reveals. “Since then, we’ve

the feedback received is among the

achieved our second Elevate RAP —

most positive for any of the pro-

the highest status for organisations

grammes Sodexo runs. “People who

that have been acting and delivering

are raising issues are supporting

in this area. Among the benefits, in the

each other. It’s good to know we’re

past 10 years, we’ve employed nearly

not falling on deaf ears and people

1,100 Aboriginal and Torres Strait

are becoming involved.”

Islander people. Within that, our a nz .busi ne ssc h ief. com

SODEXO

144

Aboriginal and Torres Strait Islander

establishment of businesses or refin-

employees have earned more than

ing businesses process to be more

$34mn in wages that directly impacts

commercially competitive.”

the community. At the same time, it’s

Chalmers explains many of these

not just about employing Indigenous

Indigenous businesses have gone

people, it’s about empowerment —

on to become major suppliers of their

supporting and helping grow

products in the open market. “One

Indigenous businesses. In our last

example is Yaru Water,” he says.

financial year, we’ve spent more than

“It is a provider of bottled water from

$24mn with Indigenous owned busi-

fresh springs on Indigenous-owned

nesses. We operate on the basis

land, that supplies to us across our

that we’re not just treating this as

network. Now its product sits on the

a transactional relationship, we

supermarket shelf next to Coca-Cola

are mentoring and guiding the

and Pepsi.”

JANUARY 2020

This year, Sodexo announced a

Clontarf Foundation CEO Gerard

national partnership with the Clontarf

Neesham. “We look forward to this

Foundation, which helps improve edu-

programme, with Sodexo’s support,

cation, self-esteem, and employment

continuing to grow and help more

prospects for young Aboriginal and

and more boys contribute meaningfully

Torres Strait Islander students. “We

to society.”

rely on the support and national part-

Helping Sodexo amplify its sus-

nership of organisations like Sodexo

tainability efforts, Australia’s leading

to grow and expand our national foot-

food reclaim company YUME is an

print; already the programme helps

agency set up to identify quality food

more than 8,000 boys in 128 schools

that would otherwise be headed to

across Western Australia, the Northern

landfill. This might be products that

Territory, South Australia, Victoria, New

were incorrectly labelled or that didn’t

South Wales and Queensland,” says

meet a required delivery time to a

E XE CU T I VE PRO FI LE

Mark Chalmers Chalmers is a proven CFO with extensive experience in large national and multinational organisations including GlaxoSmithKline.

He has a track record of delivering results and driving organisational change initiatives. “I’ve gained 30-yearsexperience in the manufacturing, FMCG and pharmaceutical environments,” confirms Chalmers.

Through functional dedication and commercial application, he leads the formation and integration of business at Sodexo Australia. A f lexible communicator, his facilitation skills support membership with contributions to senior management teams at local and international level.

a nz .busi ne ssc h ief. com

145

SODEXO

146

“ Sodexo’s Better Tomorrow 2025 aligns with the UN’s sustainable development goals and focuses on three levels of impact: the individual, the community where we all thrive, and the environment within which we operate” — Mark Chalmers, CFO & Country President, Sodexo Australia

JANUARY 2020

147

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ENQUIRIES@ALTDAIRY.CO.NZ

“We’ve received our second Elevate RAP… in the past 10 years, we’ve employed nearly 1,100 Aboriginal and Torres Strait Islander people.

Within that, we’ve provided $34mn worth of employment. At the same time, it’s not just about employing Indigenous people, but it’s about empowerment — supporting and helping grow indigenous businesses” — Mark Chalmers, CFO & Country President, Sodexo Australia

tonnes of food going to waste every year,” says Yume Founder & CEO, Katy Barfield. “Yume partners with businesses to do things differently and say no to food waste through direct

supermarket chain and were rejected.

action. We are incredibly grateful to

“We work with YUME and identify

Sodexo for being an early adopter

these quantities of products and,

of our new technology across their

where possible, look to acquire from

network and for expanding on their

YUME rather than our other sources

sustainable procurement efforts.”

and use that product in our supply

Allied to its support for Yume, Sodexo

chain.” Last year, Sodexo purchased

is working with Foodbank Australia

87 tonnes of food from YUME, which

on events like their annual Servathon.

equates to around two and a half million

“We are incredibly grateful for the

litres of water that’s saved around 74

ongoing support Sodexo, and in

tons of CO2 emissions.

particular their employees, provide

“At Yume we are building a more

to Foodbank Australia. The funds

transparent and connected food

raised from the Servathon will enable

industry — one that stops 4.1 million

us to offer over 150,000 meals for a nz .busi ne ssc h ief. com

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“Yume partners with businesses to do things differently and say no to food waste through direct action. We are incredibly grateful to Sodexo for being an early adopter of our new technology across their network and for expanding on their sustainable procurement effort” — Katy Barfield, Founder & CEO YUME

JANUARY 2020

COMPANY FACTS

Better Tomorrow 2025 Better Tomorrow 2025 consists of nine robust commitments designed to reinforce the culture of responsible behaviour throughout Sodexo’s business.

Fully aligned with the UN’s Sustainable Development Goals, each commitment is underpinned by a measurable objective allowing to constantly monitor progress.

Due to the nature of Sodexo’s activities, Better Tomorrow 2025 particularly addresses the Group’s important role in tackling three issues: Hunger Sodexo aims to contribute its expertise to eradicating world hunger, both through its own operations and through the charitable work and employee activism it supports. The Group provides advice and support for people at risk of malnutrition, redistributes surplus food, and funds community gardens to encourage food autonomy.

Sodexo also supports Stop Hunger Worldwide, a non-profit organization and global movement to address hunger founded

20 years ago by Sodexo employees.

Gender As the world’s 19th largest employer, Sodexo has a large-scale impact on gender equality and is already leading the gender-balance debate: 50% of Sodexo’s board and more than 30% of the Group’s senior executives are women. Sodexo also created the Sodexo Women’s International Forum for Talent (SWIFt), now known as SoTogether, a global advisory board dedicated to achieving equality at all levels of the company.

Waste Sodexo is committed to continuing to reduce waste in its operations and through the services it delivers: In 2011, the Group created “WasteWatch powered

by LeanPath,” a global food waste prevention programme that helps identify causes of waste and define plans to reduce it. Sodexo also shares its expertise and collaborates with other businesses and NGOs to reduce food waste. In 2015, it co- founded the International Food Waste Coalition. a nz .busi ne ssc h ief. com

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JANUARY 2020

distribution to our charity network,” confirms the organisation’s CEO Brianna Casey. “This will help ensure children can start the day with a healthy breakfast, pensioners can enjoy a cup of tea with a friend and families can share a nutritious meal.”

Technology underpins such initiatives at Sodexo maintains Chalmers.

“We’re introducing a data-driven WasteWatch programme enabling our sites to capture food waste data and identify opportunities that reduce waste and drive the change there as to how we use it. We’re looking to implement that over the next 12 months both in Australia and across the world with Artificial Intelligence (AI) preventing around 50% of our food waste.”

Sodexo Australia is also leveraging a nz .busi ne ssc h ief. com

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technology to enhance its operations

to offer maintenance instructions. This

through Augmented Reality (AR) and IoT.

not only reduces costs and safety haz-

“Installing sensors that are able to capture

ards, but aids collaboration, saving time

data centrally allows us to develop pre-

and a whole lot of wastage.”

dictive analytics to help us understand

Sodexo’s efforts with technology

when assets are going to fail; from there,

were applauded in October when the

we can work on scheduled maintenance

company received the Tech for Good

in a more structured way,” he explains.

award at the 6th annual eCAC40

“AR glasses then allow our staff on site

Ceremony organised by Les Echos.

to connect with an external specialist

The award recognises how Sodexo’s

expert who needn’t visit a remote site

digital transformation is driving

JANUARY 2020

1982

Year founded

€22bn+

Consolidated revenue as of August 2019

5,000+ Number of employees

sustainable and responsible growth,

continue to improve our client offerings

especially when it comes to food

and grow our business in Australia by

waste. Earlier in 2019, the company

providing a broader range of quality

was also named Indigenous Employer

of life services while supporting corpo-

of the Year and is continuing to step

rate responsibilities and keeping our

up its efforts around inclusion & diver-

people safe.”

sity through its collaboration with e.motion 21 supporting young people with disabilities into the workforce.

The goals for 2020 and beyond are clear, pledges Chalmers: “We’ll a nz .busi ne ssc h ief. com

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