Business Chief Asia Edition – October 2019

ASIA EDITION OCTOBER 20 19 asia.businesschief.com

ISPAHANI ISLAMIA EYE INSTITUTE AND HOSPITAL:

The digital transformation of infrastructure

ENABLING EYECARE WITH TECHNOLOGY

ACHIEVING SECURITY TRANSFORMATION Prosegur’s Christian de Suñer reveals how manpower and technology are combining to transform security

Hotels in APAC

City Focus

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FOREWORD

W

elcome to the October issue of

This way, we maximise the efficiency

Business Chief Asia!

of our security services, providing

On the cover of this month’s edition

higher security with less resources.”

of Business Chief Asia is multina-

Also featured are the likes of Aveva,

tional private security firm Prosegur.

which reveals the work going into

Christian de Suñer, Head of Integrated

building the cities of the future, and

Technology Security Solutions at the

Ispahani Islamia Eye Institute and

company, discusses the combination

Hospital, discussing the technology

of manpower and technology neces-

required to open up the provision

sary to implementing a security

of eyecare.

transformation at its sites. This is achieved, in part, through the use of remote ‘Smart Centres’.

In this month’s City Focus we take a look at Macau, the veritable Las Vegas of the East, examining the

“Instead of a one-hour physical patrol,

casino industry powering its world-

they can do it in 15 minutes. The idea

leading economy.

is to compliment and support our physical patrols. We can achieve an increase in productivity and carry out more frequent patrols, while reduc-

In our top 10, Business Chief counts down the best hotels in Asia for the discerning traveller.

ing our vulnerability to sick leave or

Enjoy the issue!

weather problems. For example, we

William Smith.

can do two physical tours a shift, and six digital – eight in total, double the

william.smith@bizclikmedia.com

four physical patrols from before.

a si a .busi ne ssc h ief. com

03

From Inspiration

to Innovation

ASIA EDITION

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EDITOR-IN-CHIEF

WILLIAM SMITH MANAGING EDITOR

MATT HIGH CREATIVE DIRECTORS

DANIEL CRAWFORD STEVE SHIPLEY

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CONTENTS

12 PROSEGUR:

DIGITAL TRANSFORMATION FOR INTEGRATED SECURITY

32

IoT ALLIANCE AUSTRALIA THE IMPACT OF IoT IN AUSTRALIA AND BEYOND

42 Making a success of digital transformation

56

Airswift:

AUTOMATION AND HUMAN CENTRICITY IN RECRUITMENT

66 FIVE STEPS TOWARDS A MORE SUSTAINABLE SUPPLY CHAIN

76 City Focus

86 Hotels inAsia

CONTENTS

102 Ispahani Islamia Eye Institute and Hospital

112

124

Aveva

Manulife

138 Australian National University

156

174

CoverMore

190 UNSW Sydney

Bank of New Zealand

12

PROSEGUR: DIGITAL TRANSFORMATION FOR INTEGRATED SECURITY WRITTEN BY

WILLIAM SMITH PRODUCED BY

KRISTOFER PALMER

OCTOBER 2019

13

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PROSEGUR

Christian de Suñer, Head of Integrated Technology Security Solutions at Prosegur, reveals the combination of manpower and technology powering a security transformation

14

L

ike so many others, the security industry is finding that digital transformation can uncover new solutions to its unique challeng-

es. Multinational private security company Prosegur is spearheading this movement in the industry by implementing a ‘security transformation’. Christian de Suñer is Head of Integrated Technology Security Solutions at Prosegur Singapore. “In 2011, Prosegur started its Asian journey acquiring several local security agencies in Singapore. I helped with the integration of those companies into the Group at that time and now I lead the Integrated Technology Security Solutions department, the main role of which is to transform, with technology, our existing sites and secure new integrated security contracts – meaning manpower and technology together.”

OCTOBER 2019

15

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PROSEGUR

$3.9bn+ Approximate revenue

1976

Year founded

One of the key developments put into practice by Prosegur has been the introduction of offsite ‘Smart Centres’, using technology to offer improved security services at the sites. “In some situations, we can have an operator seated in a control room performing multiple roles at once, such as digitally patrolling via cameras,” says de Suñer.

170,000

16

Approximate number of employees

“Instead of a one-hour physical patrol, they can do it in 15 minutes. The idea is to complement and support our physical patrols. We can achieve an increase in productivity and carry out more frequent patrols, while reducing our vulnerability to sick leave or weather problems. For example, we can do two physical tours a shift, and six digital – eight in total, double the four physical patrols from before.

This way we maximise the efficiency of our security services, providing higher security with less resources.

If needed, smart centre operators can coordinate officers on the ground to respond. If there’s a false alarm, that’s caught at the smart centre.”

Beyond serving to expand security officers’ reach, technological solutions are also in place to notice unseen

OCTOBER 2019

CLICK TO WATCH : ‘SECURITY - PROSEGUR INTEGRA’ 17 discrepancies. Though cameras have long been part of the security play-

way, it will be flagged to our operator.”

When an incident does occur, POPS,

book, artificial intelligence and

the recently introduced Prosegur

machine learning are uncovering new

Operations Platform application,

ways to process the visual data they

provides security officers with a suite

return. “We’re using machine learning

of tools. These include bi-directional

algorithms to automatically learn the

communications between the ground

difference between a normal move-

and command centre, access to

ment pattern and an abnormal one in

operational procedures and reports

a surveillance camera scene,” says de

for the site owner, all of which serve

Suñer. “The differences are detected

to integrate the different parts of the

at a pixel level, and in real time. The

security operation. “One main benefit

technology doesn’t know if it’s a person

is that we can, at any point in time,

or a bird or a car – if the image differs

send alerts to/from the Smart Centre.

from the previous one in a suspicious

If there is a fire two blocks away from a si a .busi ne ssc h ief. com

USE DAVANTIS VIDEO ANALYTICS AND MAKE YOUR SECURITY GUARDS MORE EFFICIENT MONITORING THE SITES

Our software automatically generates an alarm when an intrusion occurs, allowing you to react C within seconds.

Once the intrusion has been verified, the system allows remote activation of deterrent devices

Lights

Speakers Sirens

Sprinklers

VISIT DAVANTIS.COM LEARN MOREAND BOOK A FREE DEMO

MORE EFFICIENT STAFF WITH FEWER RESOURCES DAVANTIS specialises in video analytics for perimeter security, developing trusted technology compatible with all security systems on the market. Offering real solutions around the world, the company has over 6,000km of perimeter under surveillance with channels installed in more than 40 countries.

An example of DAVANTIS’ work can be found in the Sagrada Familia, a Roman Catholic church in the city of Barcelona designed by architect Antoni Gaudí. The first stone was laid in 1882 and building work continues to this day. The church is Gaudí’s masterpiece, the pinnacle of Catalan Modernist architecture and is one of the most visited monuments in Spain.

The monument requires protection to the highest security standards adapted to its unique characteristics and surroundings, since it receives almost five million visitors a year and building work is still ongoing.

Sagrada Familia is one of the city’s most important tourist attractions and is protected by stringent security measures. Detection of intruders, abnormal behaviour and loitering in specific areas are among the major issues that require monitoring in this spectacular building.

The Sagrada Familia relies on DAVANTIS video analytics systems to protect the site and ensure optimal functioning of the monument at all times. DAVANTIS video analytics systems are fully compatible with all existing hardware and are adapted for use with both thermal and visible technology to control more than 50 critical points on site.

The project involved installing more than 50 thermal and visible cameras with DAVANTIS video analytics systems. The company’s highly compatible equipment made it possible to combine existing and new

cameras made by different manufacturers.

A combination of compatible, scalable Daview S and Daview LR systems were used.

Different security zones were created to automatically alert the person assigned to manage each incident, establish security rules according to the site’s opening and closing times and scale the system to cover the changing needs of the monument and reinforce surveillance points in case of changes to the environment.

DAVANTIS' systems benefit installers thanks to the combination of technology and security personnel. This means DAVANTIS can offer a superior, more efficient solution than those of competitors, who often rely on additional investments in resources and more guards per shift. They also provide better margins and profits. Technology sales margins are often greater than those for security staff, making the installation of DAVANTIS systems an opportunity for installers to improve profit margins.

End users profit from more reliable, effective security. When it detects an intruder, DAVANTIS video analytics automatically raises the alarm so that security staff can take action instantly. The company’s solution is also less costly because fewer security guards are required to monitor a site.

DAVANTIS’ equipment is scalable so that customers make additional investments as their security needs change, with standalone installation tailored to space constraints and IT requirements. www.davantis.com +34 935 868 990

LEARN MORE

PROSEGUR

20

our site, we can send an alert to all

If there is no response, our Smart

our nearby sites and make them aware.

Centre can remotely control the location,

We are able to send immediate

cameras and microphone of the mobile

information to make people aware

device to learn what is happening and

of what they need.” By tracking and

assist our security officer.”

distributing information in this manner,

Such innovations require the support

Prosegur can also improve the safety

of partners, and Prosegur selects its

of its security officers. “If an officer

solutions based purely on merit.

feels unsafe while patrolling in a

“Prosegur is brand agnostic. We sell

threatening area, they can make the

customised security solutions. We take

Smart Centre aware and then, every

in all the data and then we understand

two minutes, the Smart Centre will

whatever is best for the client. We don’t

send a signal, to which they need

manufacture anything and we don’t

to respond, to confirm they are OK.

have a stock we need to sell because

OCTOBER 2019

it’s out of date. It has to fit the client.”

capital arm, using its security expertise

Bosch Security Systems has been

to invest in promising companies in

a partner for a number of Prosegur’s

the space with an eye on facilitating

projects, de Suñer explains. “We feel

their growth and obtaining a return on

comfortable working with them,

its investment. One beneficiary of this

because their products, such as

investment has been Octopus Systems,

cameras, are of the highest quality

an Israeli company providing a state-of-

and provide our clients a premium

the-art security platform solution.

and long-lasting solution. We are now

“Octopus fits with our security services

collaborating with them in several

fantastically. The way our operators

projects involving high-end condomini-

are managing incidents is fast, efficient,

ums.” With the need for high quality

and has helped us to win one of the

solutions in mind, the Group has

biggest, if not the biggest, integrated

established a technology venture

security contracts in Singapore.”

E XE CU T I VE PRO FI LE

Christian de Suñer Christian de Suñer is a management professional with 19 years of international experience spanning Singapore, China, Spain and Mexico in various industries. Within the security industry, he helped the integration of PROSEGUR GROUP’s first acquisitions in Asia, and established a strong footprint in Singapore. In Shanghai, he first supported a joint venture, and is now leading the technology division in Prosegur Singapore, introducing integrated security solutions (manned guarding and technology) and spearheading the security industry transformation in Singapore.

Christian holds two university degrees: a Diploma in Business Administration and a BSc in Actuarial and Financial Sciences by ICADE University, Madrid (Spain). a si a .busi ne ssc h ief. com

21

PROSEGUR

“ THERE IS NO OTHER WAY THAN THROUGH TECHNOLOGY” — Christian de Suñer, Head, Integrated Technology Security Solutions

22

OCTOBER 2019

23

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BUILDING TECHNOLOGIES SECURITY

Integrated Solutions for Commercial Buildings 1

Video Systems

2 Access Control Systems

3

Intrusion Alarm Systems

7

SAFETY

4 6

4

10

3

Fire Alarm Systems

9

8

1 2

5

Public Address

COMMUNICATIONS

6

Conference & Discussion

BUILDING MANAGEMENT & APPLICATIONS

7

Commercial Audio

8

Management Software

9

Cloud-based Services

10

Professional Services

5

4 ANSWERS TO THE MODERN WORKPLACE’S ANNOYANCES When we set out to develop a smart building, a smart city, or even a smart nation, we start with the questions, “what are the current systems in place and how can we help?”

Each addresses a different set of challenges. We look at how the current systems interact, and come up with ways to measure and optimize unique problems and their solutions.

In offices, security is especially important to keeping every company’s most valuable contributors safe and sound.

Below are ways we’ve solved these existing problems.

Smart Carpark A carpark is often a visitor’s first point of contact with any building. Picture your businesses visitors or colleagues driving around several tight corners, keeping an eager eye out for one free spot. One of our solutions makes it possible for visitors to check on parking availability before they arrive. We use video-based analytics to recognize and count empty lots in an open-air car park; the analytics are run from a single camera mounted onto the roof, eliminating the need to embed sensors in each parking lot. The system is also able to recognize if a car is illegally parked, take note of the license plate details and location, and notify facilities management team to investigate.

Smart Zoning Once past the gate, people want to get to their office floor on Monday morning – the elevator has room for once, and then someone pushes a cargo trolley in instead of using the goods lift. Our smart building detects this and triggers an announcement, directing that person to use the appropriate lift. Smart cameras are trained to recognise objects and apply rules to determine what kinds of objects are allowed or disallowed within a certain zone. The cameras are integrated with the public address system. When they detect a violation, targeted announcements can be sent to the affected zone to address security, safety or usage issues.

Touchless Access Now imagine someone then enters the building with a coffee in one hand and phone in the other. They walk up to the gate, smile, and keep walking. Our intelligent entry solution makes use of touchless access; a smart video camera captures the facial details of a visitor and matches it to their registered facial details. The gantry automatically opens for an authorized visitor or staff, and reversely keeps the gate shut for those who are not registered or allowed.

Smart EVAC In cases of emergency, our AVIOTEC cameras detect fire before smoke can even be discerned by humans.

This is very important because early detection of fire is important in curtailing its perilous spread. The integration of these cameras with the public announcement system allows for the zoning of evacuation messages so that people are directed to the best evacuation routes, and the access doors will automatically be unlocked for them to exit.

To find out more, contact us at: apr.buildingtechnologies@bosch.com

PROSEGUR

“ TECHNOLOGY DETECTS, MANPOWER REACTS” — Christian de Suñer, Head, Integrated Technology Security Solutions

26

OCTOBER 2019

De Suñer is clear that it’s never a matter of bringing technology to a site for the sake of it. Instead, it must always be appropriate for the customer.

“Every time we want to transform a site, we need to do a proper survey – usually quite a few. We need to understand the culture of the site. Then we can start the security solution brainstorming stage.” Indeed, culture is a big focus for Prosegur, internally as much as in its sites. Motivating the digital transformation of security has been manpower issues stemming, in part, from an unfavourable view of working in the security industry. The government of Singapore is seeking to address this issue in the near future, mandating a maximum eight-hour shift and increasing pay. These moves should help the integration of technology with manpower, and de Suñer welcomes them. “The government is pushing the industry into more technology-based solutions, because only with the help of technology can we perform the same duties with the available manpower without compromising the security of the site. Training is a very important part of this. The industry, a si a .busi ne ssc h ief. com

27

PROSEGUR

28

“ WE NEED TO UNDERSTAND THE CULTURE OF THE SITE FIRST” — Christian de Suñer, Head, Integrated Technology Security Solutions

OCTOBER 2019

for instance, is bringing in virtual reality training, and on our side we’re trying to simplify jobs and redesign their tasks.

Initially, officers often fear things will be more complicated, but they soon understand it’s actually going to get easier. Technology detects, manpower reacts.” One clear example of this axiom is the video analytics from Davantis Technologies, a world-class solution for perimeter intrusion detection using CCTV images. Their technology is very easy to install (with machine learning

29

capabilities) and even easier to operate,

two or three years it’s going to be

facilitating a very quick response from

massive. Security agencies who aren’t

our security officers.”

adopting this technology approach

The future for Prosegur Singapore

are going to struggle. We need to move

heralds an increase in the number of

fast because service buyers are not

integrated security sites, with the

going to greatly increase their security

company aiming for them to make up

budgets. There is no other way than

50% of its total in the near future.

through technology.”

De Suñer views this transformation as truly existential, and has worked to ensure that Prosegur is fit to face the future. “We see the coming wave.

It’s small right now, but in the next a si a .busi ne ssc h ief. com

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LEADERSHIP

32

IoT ALLIANCE AUSTRALIA THE IMPACT OF IoT IN AUSTRALIA AND BEYOND Frank Zeichner, CEO of the IoT Alliance Australia, discusses the regional and global possibilities of Internet of Things technology, and the organisation’s upcoming IoT Impact 2019 event WRITTEN BY

WILLIAM SMITH

OCTOBER 2019

33

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LEADERSHIP

H

ow would you describe the IoT Alliance

Australia (IoTAA)?

IoTAA is the peak Australian Internet of

Things (IoT) industry body. Our remit is to accelerate the adoption of IoT for Australia’s competitive advantage and societal benefit. We are a not-forprofit collaboration of industry, government, research and community with over 500 participating organisations and 1,000 members across 12 workstreams. The workstreams build capacity

34

and capability across key sectors which include health, transport, smart cities, energy, water, manufacturing and food and agribusiness, as well as technology and policy areas such as data use, privacy and availability, platforms and interoperability, cybersecurity and network resilience, collaboration and education and startups and innovation.

What are IoTAA’s goals and what has it achieved?

We define and nurture the Australian IoT ecosystem across industry, government, research and communities and between supply and demand, startups and investors, and provide sound, evidence-based advocacy into appropriate policy and regulation for IoT in Australia. Our aim is to highlight and promote good IoT practice across industry verticals, enabling technologies, governance and law, and OCTOBER 2019

35

“ THERE ARE COUNTLESS EXAMPLES AND AREAS OF OPPORTUNITY [WITH IoT]” — Frank Zeichner, CEO, IoTAA

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LEADERSHIP

I O TA A O U T C O M E S I N C L U D E :

• IoT Security Guidelines • Good Data Practice Guidelines

36

What opportunities does IoT technology make possible? What existing problems does it solve?

IoT offers the opportunity to source,

• An IoT Reference Framework in use in many places

share, analyse and act on the data

• Numerous industry deep dives

understand, optimise and interact

• An annual national IoT Impact event, with over 1000 attendees, multiple conference streams, workshops, IoT awards and an Expo

with. There are countless examples

• Continuous streams of case studies and thought leadership pieces • Input to government policy across most sectors

people and organisations need to better

and areas of opportunity, including: • Managing city traffic congestion – e.g. the Uber/Transport for NSW app provides optimised route and price options based on timing and the availability of public and private transport by tracking factors such as location and fullness • Reducing the 20-30% water leakage from distribution pipes in premises • Improving supply chain efficiency

actively encourage and drive the

and product provenance – for

national growth strategy underpinned

higher value and lower cost

by IoT enabling technologies through

• On farm micro-climate sensing for

lighthouse projects, across key sec-

optimising water usage, fertiliser

tors of the Australian economy where

use and harvesting cycles

Australia enjoys a competitive advan-

• Distributed energy resources

tage. We also raise awareness

tracking, utilisation and sharing –

across the community of IoT and

facilitating the big pivot for the

encourage and support the develop-

energy sector, where users

ment of IoT skills and education.

become prosumers.

OCTOBER 2019

CLICK TO WATCH : ‘IOT INNOVATION NETWORK INTERVIEW: FRANK ZEICHNER, CEO, IOTAA’

What are the regional challenges

base of case studies and proof points

and possibilities of IoT adoption

to build confidence.

in Australia?

Big challenges include the lack of

Other challenges include skills shortages for end-to-end IoT imple-

energised and trusted IoT ecosys-

mentations, the lack of interoperability

tems in key opportunity areas. This

and standards frameworks (e.g. dis-

is important because, despite plenty

tributed energy resources standards

of compelling business cases for IoT-

for data collecting and sharing across

enabled innovation, these often come

Australia), and a shortage in skills and

from new players unknown to the seg-

understanding of IoT security.

ment – farmers, for example. We are

A major challenge in adoption will

lacking a network of trusted suppliers

be user trust, linked to privacy, ethics

and integrators and a shared evidence

and security. The problem is that the a si a .busi ne ssc h ief. com

37

LEADERSHIP

“ A MAJOR CHALLENGE IN ADOPTION WILL BE USER TRUST” — Frank Zeichner, CEO, IoTAA

38

conversation with this constituency

energy, water, health, cities, food and

is in its infancy in Australia.

agriculture, transport and manufacturing, as well as on data use, cybersecu-

Your IoT Impact 2019 conference and

rity, connectivity, AI, data authenticity

exhibition is taking place this month.

and blockchain. We will also be con-

Could you tell me about the details

currently running eight workshops,

and what attendees can expect?

including those on sustainability and

This year IoTAA will be running our

the circular economy, supply chain,

second national IoT Impact event. We

IoT research and an exhibition with

will be following a similar format to last

approximately 50 exhibitors. Last year

year’s event, with two conference

we had almost 1,000 attendees which

streams and sessions covering IoT in

we hope to exceed with 1,500 this year.

OCTOBER 2019

Victor Dominello.

• Leanne Kemp, CEO Everledger and Chief Entrepreneur for Queensland State Government • Chris Crozier, Chief Digital Officer, Orica • Flavia Nardini, CEO of Fleet Communications – a standout satellite IoT provider • Dominic Taylor, CTO, Uber • William Ruh, Chief Digital Officer, Lend Lease • Ed Santow, Australian Human Right Commissioner • D r. Mark Simpson, Chief Clinical Information Officer and Executive Director of Clinical Engagement and Patient Safety – eHealth NSW

OVERARCHING THEMES WILL BE: • Are you IoT ready? – the opportunity and threats are here now • The cross-sectoral nature of IoT,

• Chris Bennetts, Executive Director, Digital Product Delivery, Transport for New South Wales • Dr. Ian Oppermann, Chief Data

which means sharing across

Scientist and CEO, NSW Data

sectoral boundaries and new part-

Analytics Centre

nerships and threats

• J ohn Cleland, CEO Essential Energy

WE ALSO HAVE OUTSTANDING HIGHPROFILE SPEAKERS AND PANELLISTS, INCLUDING: • NSW Minister, Customer Services

• CEO, Salesforce, Pip Marlow • Phil Gould, Assistant Secretary, Office of the National Data Commissioner a si a .busi ne ssc h ief. com

39

LEADERSHIP

“ IOT OFFERS THE OPPORTUNITY TO SOURCE, SHARE, ANALYSE AND ACT ON THE DATA PEOPLE AND ORGANISATIONS NEED TO BETTER UNDERSTAND” 40

— Frank Zeichner, CEO, IoTAA

OCTOBER 2019

What is the future of IoT? Are there any new developments or applications for the technology that you are anticipating?

The future of IoT is in the overlapping availability of ubiquitous data sources and the sharing of data between users and service providers, which unlocks breakthrough cost savings, efficiencies and the ability to customise services.

This should enable us to be wiser in terms of resource consumption, sustainability and chronic congestion and asset utilisation challenges, such as those found in hospitals.

A major impact will be the rise of prosumers, whose data and resources will feed the future internet of energy, water, etc., something for which the rise of new players such as Salesforce as a major IoT player acts as an indicator.

a si a .busi ne ssc h ief. com

41

TECHNOLOGY

42

MAKING A SUCCESS OF DIGITAL TRANSFORMATION Nancy Hammervik, Executive Vice President, Industry Relations at IT trade association CompTIA, discusses the work the organisation does to enable digital transformation WRITTEN BY

OCTOBER 2019

MARCUS LAWRENCE

43

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TECHNOLOGY

T

ell us a bit about yourself and your role as Executive Vice President of Industry Relations at CompTIA.

I have been in the tech industry for nearly 35 years, starting on the media side (selling advertising, sponsorships, and staging events around the world that bring vendors, distributors and partners together). Eight and a half years ago, I joined CompTIA as Executive Vice President, Industry Relations. A big part of my role is managing our

44

membership programme, providing value to members to both grow their businesses and have a positive impact on the industry. I am responsible for growing our membership numbers, member engagement and value, and expanding our reach and relevance in the tech ecosystem.

CompTIA has 10 member-led communities (in vertical markets like Managed Services and Security, demographic markets like Advancing Women in Tech and Future Leaders, and geographic markets like the UK and Benelux) and five industry advisory councils that serve as the headlights for our organisation and industry.

The part of my role that I enjoy the most is providing members with the tools and resources they need to stay relevant in a fast paced, evolving industry while harnessing the power of our OCTOBER 2019

“YOUR TEAM SHOULD BE AS DIVERSE AS YOUR CUSTOMER BASE” — Nancy Hammervik, Executive Vice President, Industry Relations, CompTIA

45

membership to be true advocates for the industry and its workforce, driving the adoption of emerging technologies and having a positive, palpable impact on the business of tech.

In your own words, what does CompTIA offer firms around the world with regards to enabling successful digital transformations?

CompTIA’s mission is to advance the adoption of technology and the growth of the tech industry. That’s why we offer an unparalleled selection a si a .busi ne ssc h ief. com

TECHNOLOGY

of resources related to digital trans-

sharing. We offer industry leading,

formation and other tech topics.

vendor-neutral skills training and skills

The vast majority of these resources

validation. CompTIA is the largest

– greater than 90% – are available at

provider of vendor-neutral skills

no cost, whether you are a dues-pay-

certifications for technology

ing member of the association or not.

professionals around the world.

We have comprehensive, world-

46

When compared to other organisa-

class research reports and staff, how-

tions, what makes CompTIA unique

to guides, whitepapers, and other

is our member communities. As men-

educational materials developed with

tioned, we offer member-led commu-

the collective expertise of thousands

nities across a variety of markets, all in

of IT professionals and executives

the business of influencing and ena-

around the world. We also have webinars,

bling digital environments for them-

podcasts, conference sessions, semi-

selves and their clients. We hear all the

nars and networking forums that offer

time that these communities offer a

peer-to-peer insight and best practice

trusted, safe haven where all players

OCTOBER 2019

CLICK TO WATCH : ‘LAUNCH YOUR CAREER WITH COMPTIA CERTIFICATIONS’

in the ecosystem can gather and learn

world do to ensure they can capitalise

from each other.

on the opportunities afforded by

Our UK Channel Community has

upcoming and ascendant solutions?

750 members. They meet face-to-

A great starting point for any organi-

face at least three times a year to

sation – large enterprise, mid-sized

share strategies and best practices,

firm or small business – is to inspire

and members have built such strong

and invest in their employees with

relationships that they can rely on

ongoing skills training. Encourage

each other throughout the year as a

staff to join CompTIA, even at the free,

resource to grow their businesses.

registered user level, to stay close to industry trends and dynamics and

Based on the recent CompTIA Top

make important contacts they that can

10 Emerging Technologies report,

build a solid network from. Attending

what can enterprises around the

industry events, conferences, and a si a .busi ne ssc h ief. com

47

TECHNOLOGY

other meet-ups in the industry is invaluable when it comes to being in the know and being prepared.

Second, invest in updating infrastructure. All emerging technologies will need sound and secure platforms and systems.

Third, make sure everyone in the organisation is on board with moving forward. Build a culture conducive to change and progress. Articulate the benefits of automating processes, saving dollars, operating more efficiently, and recognise and reward 48

“TECHNOLOGY IS DRIVING ALL BUSINESSES, INDUSTRIES AND GOVERNMENTS” — Nancy Hammervik, Executive Vice President, Industry Relations, CompTIA

efforts. Bring on external partners, business and technology consultants, and leverage their expertise. Make sure to bring line of business managers

you serve, and the short and long-

into the process.

term goals you have for business

Build diversity into your staff. Your

growth. Equipped with these insights,

team should be as diverse as your

a technology provider can make

customer base. Seek new and diverse

informed recommendations on the

perspectives and experiences to

technology options that make the

foster a culture of innovation.

most sense for a business, today

Finally, when it comes to innovation

and into the future.

and new and emerging technologies, consult with your trusted technology

Aside from the tech mentioned in

partners. The best tech partners are

the Top 10 report, what do you view

the ones that truly understand your

as the most influential established

business – the products or services

technologies at present?

you sell, the customers and markets

For me it’s all about IoT and Big Data –

OCTOBER 2019

49

capturing data and building programs

automate your shopping experiences

to analyse the data can have a tre-

and allow home healthcare solutions.

mendous impact on both businesses

Managing fleets of trucks and trains

and consumers. While IoT and Big

more efficiently can allow us to reduce

Data are improving businesses and

our carbon footprint, and smart buildings

lives, they are also solving world

in a city can help to better manage

problems. Having insight on your

renewable resources.

operations, workflow and customers

I met a young lady at a conference

– and doing something with it – can be

last week who invented the world’s

the catalyst for cost savings, improving

first smart white cane for the blind

efficiency, mitigating risk, maximising

and sight impaired, which allows them

sales and driving new revenue.

to have a greater understanding and

For consumers, IoT can monitor and regulate the climate of your environment,

control of their environment. With the cane collecting data on the user’s gait a si a .busi ne ssc h ief. com

TECHNOLOGY

and centre of balance, the development

global security market for IoT alone

team realised it could also be used by

is a £30bn market. Small and medium

the frail and elderly to help predict and

businesses (SMBs) are still relatively

avoid a traumatic fall three weeks

unaware and unprepared for the level

before it happens. The implications

of security that should be protecting

for healthcare and quality of life are

their – and their customers’ – security.

tremendous.

Working with a professional consultant or service provider is recommended.

In a general sense, what are the

50

We are also dealing with significant

most significant challenges facing

workforce skills gaps. In Q2 2019

a successful digital transformation?

employers across the UK were seeking

Security and the workforce. With mul-

to fill more than 140,000 core IT job

tiple components and “access points”

openings. That represented 9% of all

in every advanced digital solution, the

UK job postings in the quarter.

need for comprehensive and advanced security solutions is imperative. The

OCTOBER 2019

Not only do we have skills gaps, we have a confidence gap where many of

the next generation do not see them-

In general, most small businesses,

selves in a technology role. As we

across all industries, are lagging.

continue to introduce new technologies,

Without the internal skill and talent to

we create new roles – like data scien-

deploy and implement a digital strategy,

tists, drone service providers, AI

they are left to collaborate with external

ethics leads and more. CompTIA is

partners, business and technology

focused on building programs that will

consultants. While there are many

encourage, train and certify the next

solutions and service providers available

generation of the workplace. Digital

to support them, many of them are

transformation is defining the

small businesses themselves and on

business of the future.

the long tail of the learning curve.

We are seeing the greatest advances

Are there any particular industries

at the enterprise level being deployed

that appear to be lagging in terms

by larger system integrators and

of technological implementation/

global consultants. CompTIA is working

innovation?

hard to equip smaller solution providers with the insight, education, tools and resources needed to drive the adoption

“THE BEST TECH PARTNERS ARE THE ONES WHO TRULY UNDERSTAND YOUR BUSINESS” — Nancy Hammervik, Executive Vice President, Industry Relations, CompTIA

of emerging technologies into the SMB. We are also focused on building the tech workforce through education, training and certification so more companies can staff and skill up with relevant talent.

In your view, which industries are leading the charge with the most successful digital transformations?

Digital transformation has taken hold in virtually every industry, but there are clear distinctions in the degrees and a si a .busi ne ssc h ief. com

51

TECHNOLOGY

pace that different industries are embracing these changes.

The advances in healthcare have been tremendous. The use of electronic health records got off to a relatively slow start, but the pace of adoption has increased in recent years. Digital records help contribute to better care and treatment, especially as patients see multiple doctors or are transferred to different care units or facilities.

Care givers have instant access to the latest patient information, delivered in a way that’s more secure and allows 52

for better data organisation.

Another digital innovation that’s taking hold is wearable technology, from Fitbit and similar devices that allow patients to monitor and record their daily activities to more advanced technologies for realtime monitoring of symptoms and vitals, medication reminders and status reports for medical staff. From hospital mattresses that measure and manage the patient’s vitals, through to robotic surgeries, insightful patient portals and AI-empowered diagnostics, the healthcare industry has been revolutionised by digital transformation.

Retail is also pushing forward quickly with customer-centric data management, OCTOBER 2019

IoT store cameras managing inventory and shopping patterns, and enhanced security solutions managing mobile payments. McKinsey forecasts the retail IoT market will hit ÂŁ28.6bn this year, with healthcare coming in at ÂŁ130bn.

Cloud computing, analytics and robotics are among the most innovative digital tools revamping the core of banking and finance. People have financial management at their fingertips via mobile banking apps, smart ATMs, virtual assistants and chatbots, and internet-based virtual banks.

To whatever extent, technology is driving all businesses, industries and governments. Whether it be hospitality, back office, construction or even agriculture, the use of technology, along with the internal staff and/or external teams to develop and manage it, is quickly becoming the single most compelling factor contributing to an organisation’s ability to compete, provide value, grow and succeed.

a si a .busi ne ssc h ief. com

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PEOPLE

Airswift: 56

AUTOMATION AND HUMAN CENTRICITY IN RECRUITMENT Business Chief talks to Janette Marx, CEO of Airswift, about the effects of digital transformation on recruitment and retention, and what the future holds WRITTEN BY

HARRY MENEAR

© Albert Robida / Wikimedia Commons OCTOBER 2019

57

a si a .busi ne ssc h ief. com

PEOPLE

I

n 1899, French artist Jean-Marc Côté was among a team of illustrators commissioned to create a series of drawings to commemorate the 1900 world’s fair in Paris. The series,

originally printed as inserts for cigar boxes (and

then later reprinted, but never sold, as postcards – science fiction author Isaac Asimov reportedly owned the only surviving set) took the artists’ best guess at how technology would change our lives by the advent of the 21st century.

The subject matter of En L'An 2000 is, for 58

the most part, spectacularly off the mark.

Firefighters battle flames while flying through the air on bat wings, deep sea divers ride giant seahorses through the ocean and students have the contents of history books transferred directly into their brains via psychic helmets.

Endearingly hopeful and bizarre, Côté and his fellow artists’ work does betray just how hard it is to predict where the next wave of technological developments will take us.

In 1995, renowned astronomer and author Clifford Stoll wrote in an article for Newsweek that “the truth is no online database will replace your daily newspaper, no CD-ROM can take the place of a competent teacher and no computer network will change the way government works.” He also vociferously argued that there OCTOBER 2019

59

© Jean-Marc Côté / Villemard / Wikimedia Commons

was no such thing as a future where people would buy things over the internet, or read books and magazines online. “Discount the fawning technoburble about virtual communities,” he continued. “Computers and networks isolate us from one another. A network chat line is a limp substitute for meeting friends over coffee.” seventeen years after the article’s publication, Newsweek became an exclusively a si a .busi ne ssc h ief. com

PEOPLE

“ THERE IS A LOT OF AUTOMATION IN SOURCING NOW… THE PIECE THAT’S OFTEN MISSING IS THE PERSONAL TOUCH” — Janette Marx, CEO, Airswift

tion (and digitalisation in general) only highlights the continued need for the human element in business.

“There is a lot of automation in sourcing now, a lot of technology that companies use within their applicant tracking systems to interact with people applying for jobs, and engage with them via automated responses,” says Janette Marx, CEO of Airswift.

60

online publication. Obviously, the future

“The piece that's often missing is the

is not something to be predicted lightly.

personal touch.” Founded in 1979,

However, one or two predictions

Airswift is an international workforce

made by En L'An 2000 came partly

solutions provider within the energy,

true. Several of the illustrations por-

process and infrastructure industries.

tray a world in which a single worker

Headquartered in Houston, Texas,

sits, comfortably pushing buttons, as

the company has operations in 71

automated machinery does the work

countries with 58 office locations, and

of a dozen laborers. In this respect, at

employs 700 staff and 6,800 contractors.

least, Côté was entirely on the money.

“We're specialists in industries where

Automation has completely changed

companies, no matter what country

the way in which people work, reaching

they're in around the world, have the

further and further into aspects of our

challenge of trying to source the right

jobs and changing the culture of work

talent,” Marx explains. “We're not only

forever. While organisations like the

experts in identifying the right talent for

Office for National Statistics predict

our clients, but also experts in mobilis-

that, in the UK, as many as 1.5mn jobs

ing that talent wherever it’s needed.

are at risk of being eliminated by auto-

Whether it's locally, nationally or glob-

mation, a greater number of thought

ally, we do everything from making

leaders believe that increased automa-

sure people have a place to live, feel

OCTOBER 2019

CLICK TO WATCH : ‘OPPORTUNITIES WITH AIRSWIFT IN MOZAMBIQUE’ 61 that they are welcomed into a new

interaction between employer and

country and understand the culture,

future employee,” she says. “From a

to helping find schools for their kids.”

sourcing point of view, the medium

Airswift partners with some of the

has changed so much, from ads in the

largest companies around the world to

newspaper to online job boards to the

solve talent sourcing, recruitment and

invention of LinkedIn and so on. There

retention challenges in any number of

are a lot of different ways to attract

new and existing markets. In terms of

candidates to different companies.”

the ability to comment on the effect of

The increased digitalisation of the

digital transformation and innovation

recruitment space, according to Marx,

on the modern workforce, few are

has radically altered the size of the net

in a better position than Marx. “The

that companies can cast. This is where

biggest change in the talent sourcing

automation becomes so important.

world is, if you take a step back, how

“We can use chatbots and other types

digital transformation will change the

of automation to make sure that we're a si a .busi ne ssc h ief. com

PEOPLE

reaching the right audience. There are companies using chatbots to prescreen candidates to make sure they are qualified before doing an actual interview,” elaborates Marx. “It's really broken down a lot of barriers and globalised our outlook, especially if the skill you’re sourcing is niche, specific or hard to find.”

However, at the heart of recruitment is still the human relationship. “When a person decides to leave a job to go to another job, that's a really big 62

decision. Facilitating and navigating the thought process surrounding that

© Jean-Marc Côté / Wikimedia Commons

change is where real recruiters come in to help connect the dots between the employer and the job seeker,” Marx

especially with where the unemploy-

explains. “The digital world is coming

ment levels sit around the world right

into it, but you still need a human ele-

now,” she says. “There are a lot of

ment in the recruitment process.”

measures companies can take to

Digital transformation is not only

increase their retention and employee

changing the way that companies

engagement, to really train and

attract talent. Marx notes that, as the

develop their people.” More and more,

human capital space is increasingly

Marx finds, career progression is the

reshaped by the accelerating pace of

number one reason people switch

innovation, the strategies and values

jobs, with opportunities for training and

companies use to retain their talent are

development coming a close second.

becoming increasingly people–centric.

The global workforce is as aware of

“Retention is a really important piece,

the pace of change as anyone, and

OCTOBER 2019

“ THE TRUTH IS: NO ONLINE DATABASE WILL REPLACE YOUR DAILY NEWSPAPER, NO CD-ROM CAN TAKE THE PLACE OF A COMPETENT TEACHER AND NO COMPUTER NETWORK WILL CHANGE THE WAY GOVERNMENT WORKS” — Clifford Stoll, (Newsweek, 1995)

63

prioritises personal development in

the technology will support that overall

order to keep up.

experience,” she enthuses. “I can’t wait

In the same way that Côté and

to see where the next five years take us,

Stoll struggled to accurately envision

particularly in terms of communications.

where technology would take human-

It would be nice to have holograms,”

ity, the next five to 10 years are a time

she says, somewhat wistfully.

shrouded in mystery, brimming with the possibility of rapid advancements and new challenges to face. Marx herself is filled with optimism. “The future is going to be really, really interesting with regard to how we balance human interaction with technology and how a si a .busi ne ssc h ief. com

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

66

FIVE STEPS TOWARDS A MORE SUSTAINABLE SUPPLY CHAIN John Perry, Managing Director at SCALA, a leading provider of management services for the supply chain and logistics sector, shares the processes businesses should undertake to become more sustainable WRITTEN BY

JOHN PERRY

OCTOBER 2019

67

a si a .busi ne ssc h ief. com

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

68

S

ustainability is becoming

their supply chains are as sustainable

increasingly crucial to both con-

as possible – the question is, how?

sumers and key stakeholders

alike, with research from Unilever find-

DEVELOPING A BUSINESS CASE

ing that one in three consumers now

The first step towards achieving a

choose brands based on their social

more sustainable supply chain is to

and environmental credentials. This,

build the business case for action.

combined with the UK having recently

This will help to identify the highest

become the first major economy in

priority supply chain issues for the

the world to legally commit to net-zero

company, evaluate opportunities and

emissions by 2050, means that busi-

risks, and build the internal support

nesses are now having to ensure that

needed to move forward.

OCTOBER 2019

69

The business case for a particular

reducing the costs of material inputs,

company depends on a variety of

energy and transportation, increas-

issues, including: industry sector,

ing labour productivity, and fostering

supply chain footprint, stakeholder

growth by meeting evolving customer

expectations, business strategy and

and business partner requirements.

organisational culture. However, in most cases, supply chain sustainability

ESTABLISHING A VISION

offers a number of significant benefits.

Once the business case has been suc-

This can include minimising business

cessfully put forward, it’s important

disruption from environmental, social

to then establish a clear vision for the

and economic impacts, protecting a

company’s sustainable supply chain

company’s reputation and brand value,

programme. Defining the objectives at a si a .busi ne ssc h ief. com

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

“ A key element of supply chain sustainability is efficiency” — John Perry, Managing Director, SCALA

the outset of the project will prove invaluable when it comes to devising the strategy. Having a vision in place also makes it easier to evaluate the success of the programme and identify areas for continued improvement.

In order to ensure full support from the business’s senior executives, which will be crucial for success, they should be actively involved throughout the creation of the vision. In addition to the c-suite, representatives from across the business including sales, marketing, finance, IT systems, manufacturing and

70

procurement should be consulted, as each of these functions will have a role to play in the implementation of the sustainable supply chain programme.

STRATEGIC PLANNING A key element of supply chain sustainability is efficiency, which is best achieved through careful planning.

Sophisticated digital modelling tools can provide end-to-end supply chain perspective, enabling businesses to pinpoint inefficiencies and design a more sustainable supply chain and logistics network going forward.

By assessing all potential options OCTOBER 2019

CLICK TO WATCH : ‘CATHERINE WEETMAN - FUTURE-FIT LOGISTICS’ 71

and analysing a range of future ‘what

network, and reduce emissions by

if’ scenarios, companies can ensure

directing inventory to serve demand.

not only that their supply chain and logistics networks are resilient to

SOURCING RESPONSIBLY

future changes, but also that they can

While it’s impossible for businesses

benefit both the environment and their

to fully control the practices of every

bottom line by eliminating wastage

third party they deal with in their supply

and overspending.

chain, they should work to ensure that

For example, modelling software can

wherever possible they only partner

help supply chain professionals to min-

with companies that share the same

imise physical space used by identify-

goals, sustainability values, and envi-

ing redundant facilities or opportunities

ronmentally-conscious supply chain

to rebalance storage, avoid empty

processes as themselves.

miles by analysing their transportation

Customers will ultimately hold the a si a .busi ne ssc h ief. com

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

businesses they interact with directly accountable for the products or services that are delivered. So, if it is discovered that products contain parts manufactured unsustainably that have come from an external supplier, it won’t be the supplier that faces the backlash and suffers the consequences.

Qualifying the right sourcing partners is a critical piece of the sustainability puzzle, and it requires businesses to enforce the same high sustainability standards to which they hold them72

selves. Establishing and communicating expectations through a supplier code of conduct is an effective way for businesses to involve suppliers in their sustainability efforts.

whether their fleet’s size, type and geographic spread remains optimal,

OPTIMISING DISTRIBUTION

whether their distribution centres are

When looking to improve sustainability,

in the right places, whether customer

logistics is one of the areas where the

order profiles and delivery require-

biggest difference can be made. With

ments have changed since the original

a large number of vehicles moving high

transport operation was designed,

volumes of goods to diverse and dis-

and whether a dedicated transport

persed locations, there is a significant

operation is even still needed, or if

risk of inefficiency when it comes to

it could be more economical and

transport operations.

environmentally-friendly.

In order to optimise their logistics network, businesses should look at OCTOBER 2019

This will not only help to ensure that the supply chain can operate as

“ Businesses are now having to ensure that their supply chains are as sustainable as possible” — John Perry, Managing Director, SCALA

73

smoothly as possible, but also reduce empty miles and carbon emissions, which has a significant positive effect on a business’s environmental impact.

In addition to helping the environment and satisfying public demand for ethical and environmentally sound business practices, sustainability can drive significant business value both now and long into the future.

a si a .busi ne ssc h ief. com

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CITY FOCUS

Business Chief examines the casino industry sustaining Macau’s world-leading economy, and the innovative techniques it is employing to overcome its lack of space WRITTEN BY

WILLIAM SMITH

76

MAC MAC City Focus

OCTOBER 2019

77

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

CITY FOCUS | MACAU

T

he city of Macau is one of two spe

-cial administrative regions (SARs) of China, the other being Hong Kong.

The two share a number of similarities, beginning with their histories. A colony of the UK in the case of Hong Kong and of Portugal in the case of Macau, the two were both returned to China before the new millennium, albeit with their status as SARs guaranteeing them a number of freedoms. Both located in southern China (a ferry between the two takes only about one hour), the two cities predominantly speak Cantonese, the

78

regional variety of the Chinese language.

From these similar origins, however, the cities have diverged significantly, and Macau possesses a character very distinct from that of Hong Kong.

According to Macau’s Statistics and Census Service (DSEC), the population in the second quarter of 2019 was 672,000, in an area given by the CIA World Factbook as 28.2 sq km. Consequently, Macau is widely reported to be the most densely populated territory in the world. Though there are more densely populated cities, none have the same political status as Macau. According to the International Monetary Fund, in 2019 Macau’s GDP was $58.06bn and $86,420 per capita. That figure ranks it second OCTOBER 2019

79

worldwide for GDP per person, behind

‘ M acau is widely reported to be the most densely populated territory in the world’

only Luxembourg.

LAND RECLAMATION Historically, because of the city’s unique political and geographical situation as a group of coastal islands under separate rule from the mainland, land reclamation was the only option for expansion. Consequently, as reported by the Macau Daily Times, since 1912 the city has tripled its total a si a .busi ne ssc h ief. com

CITY FOCUS | MACAU

80

‘ Macau as a whole is often known as the Las Vegas of the East’ land area thanks to the technique.

Macau as a whole is often known as

More recently, six new land reclama-

the Las Vegas of the East, owing to the

tion zones have been established:

numerous casinos dotting the territory.

A, B, C, D, E1 and E2. Combined, they are intended to reclaim five sq km, bringing

CASINO LISBOA / GRAND LISBOA

Macau’s available land to over 35 sq

Located in Macau’s Sé freguesia (one

km. One of the most impressive land

of the eight subdivisions of the ter-

reclamation efforts saw the creation

ritory), Casino Lisboa was, upon its

of Cotai, a piece of land which joins the

opening in 1970, became the flagship

former islands of Taipa and Coloane.

hotel casino of one of Macau’s rich-

Completed in 2005, the area houses a

est men, Stanley Ho, a pioneer of the

number of hotels and casinos, leading

casino business. The casino remains

to the coining of the name the “Cotai

famous for its role as a progenitor of

Strip” to describe the area. Indeed,

the industry in Macau, though it has

OCTOBER 2019

81

since been eclipsed by the Grand

Sands, The Venetian Macao is mod-

Lisboa, which Ho’s company opened

eled on The Venetian Las Vegas

next door in 2007 and forms part of

casino. The Venetian Macao is one

the same complex. According to their

of a number of Macau casinos owned

websites, the Grand Lisboa offers

by the company, including The Sands

over 400 hotel rooms, while the older

Macao and The Parisian Macao.

building features nearly 1000. A res-

According to Emporis, the building is

taurant founded by French chef, Joël

composed of 39 floors, and possesses

Robuchon, features alongside the

350 shops and 30 restaurants. As

casino game offerings.

reported by World Atlas, the casino occupies 546,000 sq ft of space,

THE VENETIAN MACAO

making it the world’s second largest

Owned by the world’s largest casino

after the WinStar World Casino in

company, the US-based Las Vegas

Thackerville, Oklahoma. a si a .busi ne ssc h ief. com

CITY FOCUS | MACAU

‘As a group of coastal islands under separate rule from the mainland, land reclamation was the only option for expansion’

WYNN PALACE One of Macau’s latest casinos, Wynn Palace was opened in 2016. A property of the Nevada-based Wynn Resorts, owner of properties such as Wynn Las Vegas, it is the company’s third casino in the city. Located on the Cotai Strip, the 28-story building has 1,706 rooms.

Sights included a stainless-steel sculpture by Jeff Koons called ‘Tulips’ and, as reported by the South China Morning Post, a 48,403 sq ft spa and 495,000 sq ft of casino space.

82

OCTOBER 2019

The prominence of gambling in

companies. Buoyed by this dominant

Macau stems from its role as the sole

industry and the people from China

place in China where casino gambling

and beyond that it attracts, Macau is

is legal. The activity has been vital to

set to maintain its high-performing

the city ever since it was first legal-

economy as it expands ever further

ised by the Portuguese government

into the sea.

in 1849. From 1962, gambling rights were the exclusive preserve of the Sociedade de Turismo e DiversĂľes de Macau (STDM), a company founded

by Casino Lisboa owner Stanley Ho. In 2002, casino operating concessions were opened up to three, and later six, 83

a si a .busi ne ssc h ief. com

T O P 10

Hotels in Asia 86

Business Chief counts down the top 10 hotels in the APAC region, with reference to Travel and Leisure’s Top 100 Hotels in the World 2019 list WRITTEN BY

OCTOBER 2019

WILLIAM SMITH

87

a si a .busi ne ssc h ief. com

T O P 10

88

10

Gangtey Lodge

Phobjikha Valley, Bhutan

Gangtey Lodge is located in the Himalayan kingdom of Bhutan, which only became open to tourists in 1974. The Gangtey valley, after which the hotel is named, is renowned for being home to endangered black necked cranes that spend the winter there.

The 12-roomed hotel is modelled after a Bhutanese farmhouse, and is intended to blend in naturally with the surroundings. Travel and Leisure placed it 26th worldwide

OCTOBER 2019

89

09

The Oberoi Mumbai, India

The first of two Indian hotels appearing on this list (the only country appearing twice), the Oberoi is located in Mumbai on the western coast of India. Possessing six bars and restaurants as well as a spa, swimming pool and fitness centre, the hotel is also close to some of Mumbai’s most famous landmarks such as The Gateway of India, a 26m tall archway built to commemorate a 1911 visit from King George V.

a si a .busi ne ssc h ief. com

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Southern Ocean Lodge Kangaroo Island, Australia

Located on Australia’s third-largest island, Kangaroo Island, Southern Ocean Lodge overlooks the rugged Southern Ocean coastline. Named for the western grey kangaroo which lives there, the island also features an array of creatures such as fur seals, koalas, sea lions and ospreys.

The lodge is flanked by a number of national parks, including Flinders Chase and Cape Bouguer. Ranked 21st worldwide by Travel and Leisure, the hotel has also secured a five-star rating on TripAdvisor.

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Six Senses Yao Noi Thailand

Six Senses Yao Noi is an island resort on the eastern side of Ko Yao Noi island. Looking out over Phang Nga Bay, elevated sea view villas look over the ocean, while mountain view villas look out over a plantation of rubber trees. Sights include the limestone pinnacles of Phang Nga Bay. Ranked 14th worldwide by Travel and Leisure, the resort scored 9.4 on Booking.com. The peak season is between December and May.

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06

Turtle Island Fiji

Turtle Island is a private island spread over 500 acres in Fiji’s Yasawa Islands group. It possesses only 14 villas with a private beach for each, and is consequently highly exclusive. Each guest is provided with a personal concierge for their entire time on the island, and facilities include a spa, bars and restaurants and land and water activities.

Ranked 12th worldwide by Travel and Leisure, the island has a fivestar rating on TripAdvisor.

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Building an ecosystem?

Connect the dots. “Your journey to cloud must navigate pitfalls and opportunities that are unique to your business. We support you in imagining and delivering your cloud journey and making it run�.

Eric Meistermann, Deloitte Partner in charge of AXA Group OCTOBER 2019

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05

Rosewood Beijing, China

Rosewood Hotel Group was founded in Hong Kong in 2005. The Beijing branch of the hotel is located in the centre of China’s capital, and touts its authentic Chinese hospitality as a selling point. Chinese artworks are located in both the communal and private areas of the 283-room hotel. Featuring six restaurants, a spa, swimming pool, gym and yoga studio, the hotel also claims to have the most landscaped outdoor space of any Beijing luxury hotel.

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The Mulia

Bali, Indonesia

Located in Indonesia’s Bali province, the Mulia hotel features 111 beachfront suites across a 1km stretch of beach in Nusa Dua, an area in southern Bali known for a concentration of five-star resorts.

Personal butler services are available, alongside a Jacuzzi in every suite. With an infinity pool and five swimming pools, the Mulia also includes some 10 eateries and bars. The Mulia was ranked seventh worldwide by Travel and Leisure.

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03

JW Marriott Phu Quoc Emerald Bay Vietnam

Emerald Bay, Vietnam’s top ranked hotel, is located on Phú Qu ốc island. Featuring a spa, fitness centre and pool, the resort was ranked 6th worldwide according to Travel and Leisure. The seafront property features five restaurants and bars with separate themes and cuisines as well as Khem Beach exclusively for the use of its guests. Formerly a 19th century French university, the resort retains the French colonial architectural style and maintains a five-star score on TripAdvisor.

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The Farm at Cape Kidnappers

Hawke’s Bay, New Zealand Lying on Hawke’s Bay on the eastern side of New Zealand’s North Island, Cape 98

Kidnappers, or Te Kauwae-a-Māui in the Māori language, derives its unusual name from an attempt by indigenous Māori to kidnap a Tahitian member of Captain Cook’s crew when he made landfall there in 1769.

The Farm at Cape Kidnappers consists of a number of lodges on the hills and ridges making up the landscape. Amenities include a gymnasium, pool, spa and library, and the location boasts views of the picturesque Hawke’s Bay landscape.

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OCTOBER 2019

01 The Leela Palace Udaipur, India

Located in Udaipur in Rajasthan, a state in the north west of India, the Leela Palace features 72 rooms with views of the local Pichola Lake, and eight suites with dedicated butler service. Local sights include a number of lakes, such as the aforementioned Pichola, which was created by the city’s 16th century founder. Opened in 2009 by founder Krishnan Nair, as part of his portfolio of Leela Palaces named after his wife, the hotel was ranked first worldwide by Travel and Leisure, supported by a 9.2 score on Booking.com and a five-star rating on TripAdvisor.

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Ispahani Islamia Eye Institute and Hospital: 102

expanding and transforming to ensure eyecare is available for everyone

EDITED BY

MATT HIGH PRODUCED BY

STUART IRVING

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I S PA H A N I I S L A M I A E Y E I N S T I T U T E A N D H O S P I TA L

Mridul Kumar Sarkar, CEO at Ispahani Islamia Eye Institute and Hospital, discusses the technological, educational and organisational transformations that are enabling it to realise its noble goals of offering eyecare for all regardless of their means

I

n 1960, when there was no concept of any speciality hospital in the country, the Ispahani Islamia Eye Institute and Hospital

(IIEI&H) was incorporated as the first single organ healthcare institution in Bangladesh. Since that 104

time, it has developed to be the lead referral and teaching hospital, with all sub-specialties of Ophthalmology. IIEI&H serves over one million patients annually, many of whom come from remote areas of the country.

The institute and hospital is undergoing a noble and holistic transformation, driven by the goal of enabling quality eye healthcare provision regardless of patient means. Having recently secured the Hospital of the Year Award for Bangladesh in the Healthcare Asia Awards 2019, the not-for-profit organisation’s remarkable expansion and transformation has not gone unnoticed. Mridul Kumar Sarkar, CEO at the institution, has driven significant operational and structural changes since he took charge in October 2015. “When I came here, the scenario was completely different,” he says. “Some OCTOBER 2019

105

systems were almost non-existent, we had to work very hard for a paradigm shift in bringing both those systems and a positive culture. That work was completed within two years, and we then realised the true strength of this organisation.”

During Sarkar’s tenure, the organisation has expanded its presence from four hospitals to 21, and boosted its staff headcount from 565 to around 1,150 – 125 of whom are full-time a si a .busi ne ssc h ief. com

I S PA H A N I I S L A M I A E Y E I N S T I T U T E A N D H O S P I TA L

“ Our commitment is to make services available for all who need them, irrespective of their social position or paying capacity” — Mridul Kumar Sarkar, CEO, Ispahani Islamic Eye Institute and Hospital 106

doctors of various disciplines. “Besides ophthalmologists, we also have cardiologists, anaesthesiologists, clinical pathologists and microbiologists to support the safe and quality clinical services,” says Mr. Sarkar.

Besides its direct services to patients through its main and peripheral hospitals, the organisation has been providing nationwide services in eye care by putting a major focus on expanding out ophthalmic team across a range of positions and levels. Sarkar continues: “Since 1992 we have created 259 ophthalmologists which stands for 25% countries total strength and 643 ophthalmologists for Cataract surgical training (50% of total strength). The hospital has led Bangladesh eye care’s transition into sub-speciality era since 2011, which was of dire need at the time; in total, 151 ophthalmologists for in subspecialities were created, of whom 63 were international. “One of the unique things in our fellowship is the number of surgical cases that we offer, along with the one-to-one coaching that our institute provides,” Sarkar adds.

The country, and the global ophthalmology community, has historically

OCTOBER 2019

CLICK TO WATCH : ‘VLOG II ISPAHANI ISLAMIA EYE INSTITUTE AND HOSPITAL, FARMGATE, DHAKA’

lacked dedicated ophthalmic nurses and mid-level ophthalmic personnel, a challenge that IIEI&H is working to address. The hospital has produced 170 mid-level ophthalmic technical personnel, has increased its mid-level technical skill training to 149 technicians and has provided ophthalmic Nursing training to 463 home nurses.

Alongside all these mid-level training programmes – including optometry diplomas – from August 2020, the hospital will offer BSc and MSc optometry courses. “Ophthalmic a si a .busi ne ssc h ief. com

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Excellence in Eye Care Aristovision – the leader in Bangladesh ophthalmic market for over last 12 years. It’s mission is always guided by its philosophy - “Quality- the unit we count”. Hence it’s efforts to improve quality never ends up.

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The new “State of the Art” dedicated ophthalmic plant according to WHO-CGMP & UK MHRA standards.

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nursing is a very demanding discipline,”

a great challenge. Therefore, IIEI&H is

elaborates Sarkar. “Across the global

actively considering the introduction of

eye hospital fraternity – whether in

a School of Nursing in Ophthalmology

London, the United States, Europe or

in 2020. This, it is hoped, will ultimately

other Asian countries – there is truly a

culminate in seamless eyecare opera-

scarcity of trained ophthalmic nurses.”

tions for all.

Sadly, the eye is still a least-priority

Focusing on quality standards for

organ, even for clinical service provid-

such a large not-for-profit hospital

ers. Conventional nursing curricula,

remains a distant dream however,

too, still give barely any emphasis to

even more so when people are not

ophthalmology – nursing graduates

covered with health insurance. In

are eventually ending up being trained

addition, despite the many measures

on the job, for example. However, the

being taken, patient safety remains

retention of such a skilled workforce is

an issue. In this regard, IIEI&H is all

E XE CU T I VE PRO FI LE

Mridul Kumar Sarkar Mridul has considerable experience in spearheading organisations and offers strong leadership and vision. He has worked in various life science, healthcare and medical roles worldwide and is a proven business strategist with strong technical and entrepreneurial acumen. At Ispahani Islamia Eye Institute and Hospital his mission is to accomplish the organisation’s mission, vision and strategic international goals. This includes setting strategic direction to develop and implement growth and development, developing sustainable financial strategies and foster continuous innovation.

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I S PA H A N I I S L A M I A E Y E I N S T I T U T E A N D H O S P I TA L

set for International Gold Quality Accreditation by Q4 of 2019. Achieving this will be a landmark achievement for the hospital, showcasing a visible model for other healthcare organisation to follow.

Simultaneously, the hospital is currently undergoing the process of going paperless through the introduction of advanced ERP to offer multi-faceted benefits, not only in uplifting the quality of services and accelerating the green environment, but also to reduce its 110

service delivery timeline and ensure the optimal utilisation of resources.

This will perfectly complement its

OCTOBER 2019

“ We want to ensure that eyecare is affordable for everyone” — Mridul Kumar Sarkar, CEO, Ispahani Islamic Eye Institute and Hospital 111

new quality standards, meet interna-

paying capacity. We want to ensure

tional safety and help to meet clinical

that eyecare is affordable for everyone,”

research goals.

reiterates Sarkar, “and we strive to

Such developments are in tune with

make available at global standards. To

the hospital’s ongoing focus on futuris-

realise the vision of excellence in eye-

tic innovations. Another example of this

care across the globe and particularly

can be found in IIEI&H’s engagement in

for the underprivileged, you must blend

leveraging various data analytics and

heads and hearts. That is key to the

artificial intelligence (AI) for research

success of our mission.”

and hospital management purposes.

“Our commitment is to make services available for all who need them, irrespective of their social position or a si a .busi ne ssc h ief. com

112

Building the cities of the future WRITTEN BY

OLIVER MULKERRINS PRODUCED BY

KRIS PALMER

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AV E VA

AVEVA USE UNIFIED DIGITAL TRANSFORMATION TO MODERNISE INFRASTRUCTURE AND BUSINESS PROCESSES

A

VEVA is a global leader in engineering and industrial software that is driving digital transformation across the entire

asset and operational life cycle of capital-intensive industries. The company’s asset performance, engineering, monitoring and control, and planning 114

and operations solutions deliver proven results to over 16,000 customers across the globe. AVEVA has over 4,400 employees at 80 locations in over 40 countries.

The company’s robust solution portfolio offers an unmatched set of offerings covering every aspect of industrial operations from simulation, engineering and construction through asset performance and real-time manufacturing operations management. This combination delivers improved profitability and operational excellence across capitalintensive industries. Improved design, performance and productivity, helps AVEVA customers achieve the lowest total cost of ownership (TCO) and highest return on capital investment.

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AV E VA

“ What matters is ‘ease of use’ and ‘empowerment’ of the users, which can reduce their workload and increase overall efficiency” 116

— Sayaji Shinde, the Business Head of Smart City, Smart Infrastructure and Smart Water

The demand for the modernization of city infrastructure has never been higher. In this everchanging climate, AVEVA has been tasked with establishing smart solutions to modern problems in Asia’s cities and businesses by using integrated data technology to unify sectors of a business or city.

Sayaji Shinde heads up the programme as the Business Head of Smart City, Smart Infrastructure and Smart Water.

“Over the past few decades, industries have been investing heavily in digitalisation of operations, process and stakeholder engagements,” he explains. “Sectors like banking, telecommunication, manufacturing and retail have transformed their business using the latest technology and trends, to achieve higher operational efficacies reduce cost and improve profits.”

A recent digitalisation trend in infrastructure industry has been the implementation of solutions that deal with an individual department problem, independent from the bigger picture.

Dubbed silo solutions, this methodology of tackling these operational inefficiencies on an individual department or operation basis can produce

OCTOBER 2019

CLICK TO WATCH : ‘WE ARE AVEVA’

117

complications down the line. Gaps

of infrastructure is very different than

in deployed silo solutions across the

the rest of the industries, as infrastruc-

variety of domains may give rise to hu-

ture is typically operated with the help

man errors, as information becomes

of engineering technologies and IT.

fragmented between an organisation’s

Many IT companies are trying to offer

various departments.

solutions, however, their offerings ex-

The operations involved in airports,

hibit a lack of understanding, experi-

sea ports, railways, metros, cities,

ence and capability to leverage the

water systems, tunnels and townships

engineering technology.”

must realise the need to develop their

Digital transformation of smart in-

road map for digital transformation to

frastructure requires some degree of

unify their approach to problem solv-

automation to be in place. The journey

ing, as Sayaji explains: “The approach

can be much easier to achieve if an

needed for the digital transformation

organisation has invested in automaa si a .busi ne ssc h ief. com

AV E VA

tion layers to help leap-frog into more advanced capabilities. Technologies such as Internet of things (IoT), big data analytics and AI grant a level of technological maturity that allows bigger steps into automating people-driven processes and collating information from multiple sectors in real time.

Sayaji explains: “City operations are managed through departments which are independent of each other and do not allow city authorities to manage their interdepended functions, for example, if road repair work is supposed

118

to be taken up by public departments, the information for this activity may not be shared with traffic departments in advance. ”To aid in the digital transformation of a partner, AVEVA has developed the “Unified Operations Centre” (UOC) a platform technology that helps reduce the cost of a project and ensures successful delivery of the transformational project. The system allows for visibility, navigation and manipulation of infrastructure creating a command centre from which a business can see and interact with the activity across its various domains.

AVEVA has also integrated a ‘train the OCTOBER 2019

trainer’ programme, which allows cus-

of the successful delivery through

tomers to have an internal coach

guidance of the technological differ-

for their users. Of the programme,

ences of the offered solutions.” The

Sayaji says “what matters is the ‘ease

second partners, he adds, are “solution

of use’ and ‘empowerment’ of the us-

vendors like intelligent traffic manage-

ers with adequate information to act,

ment, CCTV surveillance, water and

which can reduce their workload while

energy systems. We work with them to

increasing overall efficiency.”

produce integrated solutions to in our

Naturally, such complex projects involve close collaboration with lead-

data platforms.”

The UOC is a large component of the

ing partners. Sayaji notes that AVEVA

company’s ‘city in a box’ project. The

defines its partners through two cat-

platform enhances the capabilities

egories: “Prime bidders, such as cities,

of the silo solutions, implemented in

where the partner needs assurance

the early stages of transformation, by

E XE CU T I VE PRO FI LE

Sayaji Shinde Mr. Sayaji Shinde is the Business Head, leading AVEVA’s Smart Cities and Infrastructure solution business across Asia Pacific.

For the past 15 years he has been working with Government agencies across Asia to help them in transformation projects to deliver better Citizen services. He was engaged in transforming 6 cities as Smart Cities in Malaysia, Indonesia, Philippines and Vietnam. He has in-depth knowledge of City Operations, Defense, Tax, Social Services, water/electrical utilities and Transportation functioning. His technical expertise not only includes information technology but also operational control technologies like DCS, SCADA and Instrumentation.

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AV E VA

£766mn Approximate revenue

1967

Year founded

4,400+

120

Approximate number of employees

seamlessly integrating these solu-

control their infrastructure through mo-

tions to manage departments across

bile devices, visibility and geographic

a unified platform. “UOC allows con-

information system (GIS) mapping, to

version of IT, OT (operational technol-

give the visualisation of data through

ogy) and IoT applications, centralising

3D mapping work sites.

the operations and managing critical

As well as reducing costs, these

incidences and events and collaborate

technologies can also contribute to

between departments electronically

sustainability through the optimisation

to achieve higher-level efficiencies by

of resource expenditure and con-

leveraging existing investments,” says

trol, such as fuel, energy, water and

Sayaji. This gives users the power to

workforce. This is all made possible

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121

“ City operations managed through departments independent of each other do not allow city authorities to manage their interdepended functions” — Sayaji Shinde, the Business Head of Smart City, Smart Infrastructure and Smart Water

because users are being given access to information in real time through the transformation and can lead to easy analysis of behaviours in both the physical infrastructure and human action. This data gives actionable intelligence at a glance. To give examples of the practical applications of this technology, Sayaji says “in the case of traffic management, if roads are wired with sensors the data collected about a si a .busi ne ssc h ief. com

AV E VA

122

OCTOBER 2019

“The approach needed for the digital transformation of infrastructure is very different than the rest of the industries.”

— Sayaji Shinde, the Business Head of Smart City, Smart Infrastructure and Smart Water

average speed and the volume of vehicles across the stretch of road gives visibility of the traffic pattern through the day. This data can then, not only, be used to manage traffic signal timings but make infrastructure decisions of whether to build a flyover at a junction or just widen the curvature of the road.”

The definition of “what is smart” can be a grey area for industry.

The concept of digital transformation is constantly evolving to encompass new frontiers without much of a framework and, by designing a transformational approach that can progress with

the birth of new technologies, we can alleviate unnecessary expenditure and target change towards a more focused outcome, Sayaji believes. Despite potential challenges, Sayaji is confident that the business can continue to grow: “Within the past two years, AVEVA has secured five smart city deals and now we are venturing in other areas like airports, sea ports, facility management and data centres.”

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124

Manulife: harnessing the power of change WRITTEN BY

MATT HIGH PRODUCED BY

NATHAN HOLMES

OCTOBER 2019

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MANULIFE VIETNAM

Manulife’s Chief Operations Officer Kevin Kwon explains how digital innovation is transforming the customer experience

T

ransformation isn’t simply about applying new technology,” says Kevin Kwon, Chief Operating Officer at financial services

company Manulife Vietnam. “Technology, of course, is a major enabler of any transformation, but it’s more about shifting people’s mindsets so that you 126

make change and innovation the new normal. That’s when transformation can become really powerful.”

Since joining Manulife, a Canadian life insurance company that operates in North America and 12 markets across Asia, transformation has been Kwon’s focus. It’s also been the focus of Manulife globally, with the company on a mission to transform itself and the industry in the process.

Driving this transformation is Manulife’s focus on improving the customer experience, an embrace of digital innovation and operational efficiency, and building an internal culture that drives this change.

At the heart of this transformation is a focus on making decisions easier and lives better for both customers and employees.

Based out of Vietnam, Kwon embarked on his own digital and cultural transformation, driven OCTOBER 2019

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MANULIFE VIETNAM

“ Transformation isn’t simply about applying new technology. It’s more about shifting peoples’ mindsets so that you make change and innovation the new normal” — Kevin Kwon, COO, Manulife

by a shift in focus from conventional methods of doing business – which he describes as manual and involving “paperwork from end to end” – to a seamless digital customer experience.

Creating that experience has been a significant journey for the company, as Kwon explains. “In the past, life insurance has seen a lack of automation and digital technologies, which really sharpened our shift in direction. At the same time, if you’re going to make such a large digital transformation, you have to do it right. The most important step,

128

from a technology point of view, was establishing a target architecture that enables a seamless data flow from one end to another and provides our customers with a full end-to-end solution.

All the time we were driven by improving the customer experience.

“One of the unique things about our story is that there is this technology piece that’s focused on innovation, but there is also a wider change management story whereby our mindset has to be in line with the evolving needs of our customers; the two feed each other.” On the technology side, creating a simple and intuitive process was OCTOBER 2019

CLICK TO WATCH : ‘MANULIFE – HÀNH TRÌNH HANH PHÚC’ 129 key. “In the past, agents would receive

“major accomplishments” that have

paper-based applications, enter our

significantly improved the customer

branches and stand in long queues

experience and placed the company

while their policy was processed. We

in a leading position in the Asian mar-

process close to 30,000 new business

ket. “I can confidently say that we are

applications per month, so the first

leading in this race,” he says. “So many

priority for us was the development

companies say they’re embarking on

of an auto-underwriting engine in the

a digital transformation, but really they

back end. This was followed by build-

are introducing a series of solutions

ing the front end to allow our advisors

one at a time rather than having the

to essentially digitise all the information

target architecture that allows a seam-

that was previously on paper forms. On

less sharing of information through

the claims and auto-adjudication sides,

a connected ecosystem. An end-to-

we followed a similar approach.”

end solution really is key here, many

These developments are, Kwon says,

organisations only develop a front or a si a .busi ne ssc h ief. com

MANULIFE VIETNAM

$10mn

worth of investment in Vietnam

1999

Year founded in Vietnam

130

900

Approximate number of employees

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131

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MANULIFE VIETNAM

GERMAN QUALITY MADE IN VIETNAM Intelligent Process Automation & Digitalization Solutions – An Outsourcing Model with strong focus of Knowledge, Quality and Technical Advantages.

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CONTACT US

back end solution so that they still have employees working between the two on a manual basis – that is not a ‘digital transformation’.”

A significant factor in this success, Kwon states, is working with partners throughout the development stage.

“It’s all about partnership. We can’t do everything, and neither can they,” he explains, “but when we work together with partners who share our values and our competencies, we are on the same journey. The other advantage we had was that our solutions were developed

E XE CU T I VE PRO FI LE

Kevin Kwon Kwon is the Chief Operating Officer of Manulife Vietnam; he sits on the management team and has a passion for customers.

During his 21 years of international experience in financial services, he has built a reputation of driving and delivering excellence across Corporate Strategy, Bancassurance, Product Development and Product Pricing. His creative vision and business insight into company management are helping enhance operations and drive business transformation within Manulife. When he is not busy fostering a culture of digital transformation, Kevin is focused on his other fulltime role as loving husband and father to two little kids.

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MANULIFE VIETNAM

Industry-leading RPA Platform for Every Business Process Automation Anywhere is a leader in Robotic Process Automation (RPA), the software platform on which the world’s leading organizations build world-class Intelligent Digital Workforces. More than 2,800 customer entities and 1,600 enterprise brands use this AI-enabled solution to manage and scale business processes faster.

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1-408-834-7676 automationanywhere.com

“ If you’re going to make such a large digital transformation, you’ve got to do it right” — Kevin Kwon, COO, Manulife

two years and has also focused heavily on developing the right mindset to accompany change. “Everything we do starts from customer journey mapping,” he explains. “We never second guess what they want; it is our job to know their needs. That process isn’t a one-off exercise, but a constant evolution based around a concept we call ‘customer experience transformation’.”

This, he says, has involved the realigning of teams within the business so that they are in line with customer

in our regional headquarters and rolled

requirements across four major seg-

out across Asia, allowing for a lift and

ments: search, buy, manage and review,

shift approach. This offered greater

and claims. “Every value stream has

economies of scale and ade it easier

its owner, and every owner has full

and faster for us to go to market.”

autonomy to decide on how best they

For Kwon, implementing such a tran-

can improve customer experiences

sition has only been possible due to a

using the tools that we are giving them,”

significant cultural shift within Manulife.

Kwon notes. “They have the right to

This change has been driven by a new

prioritise, to see how we can enhance

set of corporate values designed to

those digital tools and create a better

improving how employees think, act

customer journey.”

and work. “We truly believe culture can

The unintended positive from such

be a distinct competitive advantage

an approach has been a significant

for us, which is why Manulife made the

uplift in working culture at Manulife.

strategic decision to refresh its values

For example, improving the methods

and focus on building a new culture.

by which customers are served, and

He has been in his current role for

optimising efficiency in the company’s a si a .busi ne ssc h ief. com

135

MANULIFE VIETNAM

136

“ All the time we were driven by improving the customer experience” — Kevin Kwon, COO, Manulife

solutions, creates a better work/life balance for Manulife’s employees. And, because they no longer need to spend as long working through ndless paper trails, employees can be deployed to new areas or roles, and thereby add greater value in the workplace.

“It is a challenge, but it’s also an opportunity,” Kwon states. “As a result of our digital transformation, we are working with our training academy offer better career paths, to provide

OCTOBER 2019

137

opportunities to upskill and retrain, and

process that involves: “making sure we

to be successful within Manulife, all

have the right training programmes in

while improving the experience for our

place, that we have the right content

customers. Often, people think a digital

and are communicating it in the most

transformation is simply about reduc-

effective manner. It’s a journey that

ing costs or streamlining. There are far

never stops, but our ultimate bold

greater benefits than that”.

ambition is to transform and become

With the fundamental building blocks of Manulife’s transformation now in

the most digital customer-centric market leader in our industry.

place, Kwon hopes to continue to focus on managing change for the foreseeable future. It is, he says, an ongoing a si a .busi ne ssc h ief. com

138

HOW ANU IS HARNESSING ANALYTICS TO PLAN A SUSTAINABLE FUTURE FOR ITS CANBERRA CAMPUS WRITTEN BY

DAN BRIGHTMORE PRODUCED BY

RYAN HALL

OCTOBER 2019

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A U S T R A L I A N N AT I O N A L U N I V E R S I T Y

The Australian National University (ANU) has applied the one planet methodology to its recent redevelopment of the campus’ central precinct. It has also pioneered socially responsible investment and a sustainable approach to energy use in its new campus master plan 140

T

he Australian National University’s Acton campus, in the capital city of Canberra, is populated by 24,000 students (6,000

of whom live on site) and over 4,000 staff; the ANU campus is practically a city in its own right.

To support ANU’s diverse range of needs – managing physical facilities, IT, corporate governance, finances and more – Chief Operating Officer Chris Grange and his colleagues oversee strategic planning to push forward the performance metrics for all areas of campus life. “My role balances the need to improve the physical development of the campus today while setting up frameworks to maintain that into the future,” explains Grange. “We’ve completed 2,000 new student beds on campus during my time here (since 2013) and we have construction currently underway to deliver another 900.”

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AU$1.3bn Endowment

1946

Year founded

4,000

Approximate number of employees

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A U S T R A L I A N N AT I O N A L U N I V E R S I T Y

“ My role balances the need to improve the physical development of the campus today while setting up frameworks to maintain that into the future”

gas and water. “We’ve seen improve-

— Chris Grange, Chief Operating Officer, Australian National University

and smart devices.”

ments to our analytics platform in terms of understanding student behaviours, perceptions, evaluations and other metrics. One of the key changes for us has been to use data to inform decision making within the university. When you apply that to the physical fabric of the campus, you’re really moving into the Internet of Things (IoT), with sensors Universities are complex organisations, requiring many individual pieces of technology to support disparate functions. One of the biggest challenges

142

for ANU has been getting those pieces of technology to talk to each other and The Acton campus is enormous, with

share information in real time. “We’ve

over 200 buildings across 145 hectares

made a considerable investment in

of land directly adjoining the Canberra

doing that,” asserts Nicki Middleton,

CBD, “so actually knowing rather than

Director of Facilities and Services.

guessing what’s going on around the

ANU’s technologically-enabled smart

campus is a really important part of

infrastructure network uses an open

deploying technology”, says Grange.

source communication and control

He notes the significance in recent

data network within the university

years of focusing on analysis and

to provide demand management

information management – whether

capability through a Building Monitoring

measuring the number of students

and Control System (BMCS), interfacing

going into classes, or deploying

with sensors, building services and

metering technologies to measure

appliances. “Ultimately we’re aiming for

real-time campus usage of electricity,

smart buildings which are sensor filled

OCTOBER 2019

CLICK TO WATCH : ‘THE AUSTRALIAN NATIONAL UNIVERSITY’ 143

E XE CU T I VE PRO FI LE

Chris Grange Chris Grange has been working in universities for 30 years.

During this time he’s witnessed an enormous amount of change, as these institutions become increasingly sophisticated in the way they approach and manage a diverse range of issues, from expansion to energy planning. “That applies to sustainability, finance and technology,” adds Grange. “The amount of concrete improvement that universities are already achieving leads me to conclude there’s just so many more exciting opportunities to come.” Grange spent 25 years at the University of Wollongong in finance and personnel roles and as Vice Principal for Administration before joining the ANU in 2013.

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144

E XECU T I VE P RO FI LE

Nicki Middleton Nicki Middleton is the Director, Facilities and Services at the ANU, arriving at the University in early 2018. She is responsible for all major capital developments, as well as campus services like maintenance, security, cleaning, parking and visitor accommodation. Since her arrival, she has championed the development, and most recently, implementation of a new master plan for the ANU campus which will transform the campus over the coming years. The plan is one of the first campus master plans by any university to embed sustainability and energy management within the fabric of the overall plan.

OCTOBER 2019

and capable of, not just following a

is vital. Cisco has aided us with our

more efficient program, but actually

infrastructure and the further work that

adapting themselves and moderating

will come in that space. Major vendors

their energy consumptions based upon

like Oracle, provide and support many

what the sensors tell them about the

of our most important applications,”

usage of the building,” says Middleton.

confirms Grange.

“Eventually, this is fertile ground for AI

The university’s approach to Socially

and other concepts to be applied to our

Responsible Investment (SRI) and

building management.”

the management of its AUD$1.4bn

Allied to that investment, ANU is

endowment raised eyebrows back in

partnered with IBM for its analytics

2015 when it divested from stocks not

platform, Cisco for its IT network and

in keeping with its social responsibility

Oracle for business solutions and

strategy. “Some elements of the press

major applications. “IBM’s tools have

were very antagonistic,” says Investment

helped us gain a better understanding

Office Director, Mary Fallon, “but the

of what’s happening within the university,

feedback on social media and via email

and how well we are performing, which

from our students, alumni and the local

E X E CU T I VE P RO FI LE

Mary Fallon Mary is Director of the Investment Office at ANU, where she is responsible for the management of the University’s investment portfolio and treasury funds. Prior to her appointment during 2016, Mary held a variety of senior investment positions in the United States, Europe and in Australia, including Allianz Pimco and QBE. Mary’s interest in the education sector began with her role as Chief Investment Officer for NGS Super, a $7billion superannuation scheme for Australian independent schools. Since joining the university, Mary has implemented a holistic approach to the measurement and implementation of the University’s Socially Responsible Investment policy.

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145

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community was enormously positive.”

Fallon has been driving further changes over recent years. “We have reconsidered our management of international equities, revised the funds and investment mandate, and overlaid our SRI policy to our international equities management, applying performance metrics on carbon reduction to how we invest and who we invest in.” ANU has done the same with its domestic equities investment.

“We have consistently achieved a 25% 148

reduction or more in the carbon intensity of our domestic portfolio than the ASX200 benchmark” reveals Fallon who believes ANU has been a pioneer in that space.

“We’re now seeing the industry and the investment houses moving to accommodate Environmental, Social and Governance (ESG) and socially responsible investment, it’s a muchimproved marketplace,” she notes.

“Aberdeen Standard Investment, for example, applies the same ESG standards found in equity portfolios to fixed interest portfolios.” That overlay excludes investment in companies that derive more than 20% of their OCTOBER 2019

revenues from coal, gambling, tobacco or pornography.

Grange maintains the development of the Kambri Precinct on campus has been ANU’s biggest improvement in physical facilities in recent years. “It’s a question of how you create a precinct, not just a single building, but an operating precinct which is sustainable from the ground up,” he explains. “We were looking for a method to measure the long-term sustainability of the precinct, and that’s where we landed on the ‘one planet’ methodology, using it to measure all of the outputs of this group of seven buildings and outdoor spaces, designing a sustainable outcome.”

Alongside the emphasis on metering and monitoring, ANU encourages initiatives like the use of recycled materials and rainwater harvesting. Canberra, as a city, already draws around 90% of its power from green sources, and ANU is one of the two largest consumers of electricity in Canberra.

“The one planet methodology compares you to the sustainability of the planet in its natural state,” explains Grange. “One is neutral so if your score is higher you’re depleting the resources a si a .busi ne ssc h ief. com

149

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A U S T R A L I A N N AT I O N A L U N I V E R S I T Y

C O M PA N Y FACT S

• ANU ranked first in Australia and 29th in the QS World University Rankings • 25,500 students • 96% of research at ANU is rated above world standard • 15 individual subjects ranked in the world top 25, 13 are number one in Australia

152

• 5-star maximum rating in the Good Universities Guide 2019 • 5,000 students live on campus • Six Nobel Laureates among staff and alumni

OCTOBER 2019

of the planet. Less than one, and you’re actually making a positive contribution back to the planet. In Kambri, we’ve achieved a score of 0.7. The challenge now is to apply those learnings progressively to the rest of the campus.”

Grange muses that in a city already green, the drive must be to become more efficient, reduce the amount of energy consumed and give back to the wider city.

The new Campus master plan’s key goals for ANU’s Acton campus include an energy management strategy with five main objectives to become: a leading energy efficient campus; a carbon positive community with 100% renewable energy; a technologically enabled infrastructure network; capable of independently certified excellence and a platform for infrastructure innovation. The most important innovation for Middleton is the creation of a number of central energy plants.

“The traditional concept is to manage energy building by building, but when you’re operating a university campus you have enormous opportunities to get economies of scale by servicing multiple buildings or using the outputs from one building to serve another. a si a .busi ne ssc h ief. com

153

A U S T R A L I A N N AT I O N A L U N I V E R S I T Y

For example, we have a supercomputer consuming around 25% of all electricity used by the entire campus. The by-product is the generation of an enormous amount of heat. We can capture that heat and reuse it in other buildings, to power hot water systems in student accommodation, for instance. Having already created two of these central energy plants, we’re now working on the concept for a third. The aim is to implement this process across the university and harvest the energy 154

efficiencies we get and share the benefits across facilities.”

“ Ultimately we’re aiming for smart buildings which are sensor filled and capable of actually adapting themselves and moderating their energy consumptions” — Nicki Middleton, Director, Facilities and Services, Australian National University

OCTOBER 2019

The ‘energy trilemma’ ANU faces encapsulates the tensions between three distinct aims for future energy systems: maintaining a reliable and secure energy supply; ensuring long term affordability, and drastically reducing GHG emissions associated with energy supply. The ANU will need to roll out large scale, on campus, electricity storage based on batteries, to reduce the significant cost of peak charges, infrastructure upgrades, and reduce network stresses. New campus

155

buildings with PVs will also incorporate

outside Canberra where we can feed

battery storage. This can be via

that power into the university and

connection to a Hub facility, or local

beyond from 2021.”

storage within the building.

“Demonstrating our green power

With the energy Grange, Middleton, Fallon, Kayser and their colleagues are

commitment is important,” reasons

bringing to their task, the future looks

Grange. Si Kayser, Associate Director,

both smarter and greener for the ANU’s

Capital Financing says “We’re doing

campus and the wider community.

that with solar power roof installations but it doesn’t move the dial in terms of our total energy equation. That’s why we are working with a partner on a on the concept of a 5MW solar farm a si a .busi ne ssc h ief. com

156

digitally transforming into a truly global brand OCTOBER 2019

157

WRITTEN BY

AMBER DONOVAN-STEVENS PRODUCED BY

ANDREW STUBBINGS

a si a .busi ne ssc h ief. com

COVER-MORE INSURANCE GROUP

Nicki Doble and the members of Cover-More’s executive technology leadership team share insight into how the company is strengthening its global presence though its tech transformation to provide a seamless customer experience

N

icki Doble (GAICD) is the Group CIO of Cover-More, a subsidiary travel insurance and assistance company of Zurich, which

operates across 22 countries. Doble specialises 158

in the implementation of digital transformations across businesses, and raises companies’ awareness of cybersecurity and data governance risks, as well as maintaining cost control of IT. With more than 25 years experience in IT, Doble was approached by Cover-More to assist with global strategy and alignment of their technical areas, and has been working from the company’s headquarters in Sydney, Australia since March 2019. Doble considers working with Cover-More to be one of her greatest opportunities over the last few years. “It is wonderful to work with a team that is truly customer-centric, and I have had excellent support from the executive leadership team, who are all on board with the transformation.” Not only does Doble work with a great team, but she derives a strong sense of job satisfaction from the role. “When you assist OCTOBER 2019

159

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COVER-MORE INSURANCE GROUP

a business which relates to medical emergencies, knowing that you have had a part in being responsible for the delivery of the technology that helps to protect people gives you a nice, warm feeling when you go home at night.”

As [FinTech/ Business Chief ANZ] sits down with Doble, she is in the midst of hosting the first Cover-More CIO Global Alignment Workshop which spans four days (6-9 August 2019). Cara Morton, the Group Chief Operations Officer based out of 160

Australia has joined several other regional CIOs in attendance to confer on the company’s current roadmap.

Others in attendance include Paras Kothari, IT Director responsible for Cover-More India TrawellTag; Steve Frazen, the CIO of Travelex Insurance Services, who operates from the US Office; Raffaele Loiacono, Director of IT at Universal Assistance SA; Glen Broadhurst, GM of Global Digital and Direct, who looks after digital direct and optimisation from London; Jeremy Clutterbuck, the CTO of EMEA insurance services; and Mark Carnahan, Director of Infrastructure Services, who specialises in digital OCTOBER 2019

“ The core of the business strategy is the unification of the company as a single global enterprise” — Nicki Doble, Group CIO, Cover-More

CLICK TO WATCH : ‘IT VENDOR MANAGEMENT IS MORE THAN ‘GIVE AND TAKE’ – NICKI DOBLE, GROUP CIO, COVER-MORE 161 and cloud services from the Cover-

including Halo Insurance, Universal As-

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sistance, Travelex Insurance Services, Blue Insurance and Travel Ace As-

BECOMING ONE GLOBAL ENTITY

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“We’ve been operating as different

the Zurich building, London, UK, ena-

businesses in different countries,”

bles Doble and the rest of the team to

begins Doble, “and the core of the

reevaluate the company’s centralised

business strategy is the unification

and regional functions, and ensure that

of the company as a single global

the acquired companies are receiv-

enterprise with consistent products

ing the support needed to standard-

to accelerate technology and remain

ise products. “These companies will

customer-centric, while leveraging

assist with Cover-More obtaining a

the expertise of our parent company,

truly global footprint, as they are digital

Zurich.” Cover-More made a number

and complementary to the traditional

of acquisitions over the last few years,

function of Cover-More,” says Morton. a si a .busi ne ssc h ief. com

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“By coming together, these companies

functions from our two large contact

meet their full potential.” Clutterbuck

centres in Argentina and Colombia,

affirms: “the acquisition of Halo has

providing medical support to travellers

enabled us to implement various initia-

all over the world. As our travellers

tives through the support of Cover-

are largely from South America, we

More. Being part of a bigger business

are complementary to Cover-More,

provides additional leverage, and

which specialises in regions such as

these initiatives are accelerating us

New Zealand, Australia, Singapore

into a global tech space. In turn, Halo

and Malaysia. Together, we can form

complements Cover-More’s product

a great global service.” By drawing

suite, as we are in a niche market that

on considerable experience from

specialises in smaller brands.”

across the regions, knowledge of

Loiacono reiterates this sentiment

law and regulation is shared across

with regard to Universal Assistance,

the partners. Carnahan adds that

which provides telemedicine and

the increase in acquisitions has also

teleassistance: “Universal Assistance

refined the process of standardising

E XE CU T I VE PRO FI LE

Nicki Doble Nicki Doble is an IT C-Suite Executive that specializes in global insurance transformation delivery by creating cultures that allow change to f lourish.

Nicki is a Not-For-Profit and Government Board Director who brings unique governance, strategy and financial management acumen to executive delivery roles.

a si a .busi ne ssc h ief. com

165

CLICK TO WATCH : ‘NICKI DOBLE, GROUP CIO OF COVER-MORE EXPLAINS THE VALUE OF GAICD’ 167 change management for each respec-

and they were responsive and went

tive acquisition, improving the overall

above and beyond to help us get the

speed of the companies’ expansion.

major upgrade across the line without

Doble highlights one particular partner

incident.”

that has been instrumental in assist-

In April 2019, Doble commenced the

ing the company streamline services:

Global Technology Strategy a first of

e5. “We’ve recently completed our e5

its kind for the organisation. A cloud

upgrades which will give us a lot more

first design principal meant that a cor-

functionality in how we process our

nerstone of the project was a global

work. That means that we can design

Infrastructure As Is Discovery, this was

the service from a customer-led point

so a full picture of the size of the trans-

of view. It’s exciting, as it will change

formation could be ascertained. AWS

how we process claims. The team at e5

was instrumental in delivering these

understood how important this was to

insights and Cover-More is now its in

us in shifting our customer experience

planning stage of making use of the a si a .busi ne ssc h ief. com

$700mn+

Approximate revenue in US dollars

1986

Year founded

2,200

168

Approximate number of employees

OCTOBER 2019

169

a si a .busi ne ssc h ief. com

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tant that you are working with experts”.

ogy offerings as they commence a sig-

In terms of culture shift and people

nificant cloud transformation. Having

change management, Doble says that

undertaken a number of turnarounds

“this expansion will create room for

and transformations Doble knows

career progression, which is exciting

first-hand the value of a good partner.

for our teams, particularly in regard

“The global data landscape is now very

to cybersecurity and digital, as the

difficult and complex, so I am also very

opportunities are huge.” There are

grateful for the team at Aware Services

currently regional cybersecurity pro-

who have been a trusted adviser and

grams taking place across all of the

their expertise in global data govern-

regions in which Cover-More operates,

ance is exceptional. Being across many

and Carnahan specifies that “the key

different regions with different data

opportunity here is the process of

standards and regulations makes the

coalescing these programs together to

globalisation task difficult so its impor-

create the most robust strategy possia si a .busi ne ssc h ief. com

171

COVER-MORE INSURANCE GROUP

“ The more granular data points that we put into our optimization model, the better we become at providing a seamless customer experience” — Glen Broadhurst, GM of Global Digital and Direct, Cover-More ble.” He believes that this combination of regional expertise on a global level will provide customers with an even higher level of service and security.

Part of this tailored service can be accredited to the optimisation model 172

framework, which is not only focused around reporting tools, but on proprietary technologies built upon a robust methodology, according to Broadhurst, who goes on to say: “we have our own UX testing tools, which allow us to do high level personalisation and segmentation based on aggregate data that we bring into our ecosystem. Then, using the years of experience from across our different companies, we can apply these insights across different partners to provide the most personalised service. The more granular data points that we put into our optimisation model, the better we become at providing a seamless customer experience.”

OCTOBER 2019

LOOKING AHEAD As Cover-More sets out to strengthen their global footprint, Doble says that customers can expect to see regional products become available worldwide, or, as Carnahan put it: “we will become a truly global entity, offering true global value to our customers.” He also shares that they hope to enhance the speed of assistance, so that when an issue arises, they can act preemptively to keep their customers safe when travelling. Frazen says that there will be one question at the centre of the strategy as they move forward: “how can Cover-More provide the right product and the right experience, personalised for an individual traveller, at the time of need, so they get the maximum value out of their experiences, and their opportunities to do business with us?”

As the team finish up their workshop in London, Cover-More is set to take customer service to the next level, and to sharpen the group’s competitive edge on the global stage.

a si a .busi ne ssc h ief. com

173

174

Bank of New Zealand: where technology is revitalising customers’ financial health

WRITTEN BY

LAURA MULLAN PRODUCED BY

ANDREW STUBBINGS

OCTOBER 2019

175

a si a .busi ne ssc h ief. com

BANK OF NEW ZEALAND (BNZ)

Want to better manage your finances? Bank of New Zealand (BNZ) is showing customers how it’s done

I

f you want to start a new chapter in a faroff country, one of the first logistical hurdles you’ll face is creating a local bank

account. This was exactly the case when Stephen Bowe touched down in Australia just over a decade ago. “Being new to the country, I needed a bank account. I actually tried opening accounts with several different banks, but in each case the whole pro176

cess was awful,” Bowe recalls. “I vividly remember walking through Sydney’s CBD (central business district) thinking to myself, ‘If I ever get the chance to start a bank that’s genuinely focused on the customer, I’ll show them how to do it...’ I suppose the moral of the story is be careful what you wish for.”

Fast-forward a year and Bowe had gotten his wish. He left his career in telecoms and joined a bank, helping the National Australia Bank (NAB) launch a new online bank called UBank. “Ever since then I’ve been super passionate about how to make banking better for customers and specifically how to do that online,” Bowe enthuses. “I think if you look at banks around the world, they all talk about how they’re trying to focus on the customer, but it’s quite clear that in many geographies, they have failed to do that adequately.” Bowe also points out that OCTOBER 2019

177

1861

Year founded

5,000

Approximate number of employees

a si a .busi ne ssc h ief. com

BANK OF NEW ZEALAND (BNZ)

“ We can see that we’re making a difference for our customers.

We’ve found that people who use our platform to compartmentalise their money are hitting their goals 178 more frequently.

They’re saving greater amounts of their income” — Stephen Bowe, General Manager, Digital Bank of New Zealand

despite widespread adoption of digital services by customers, it’s important not to equate usage with good service.

“Just because you’ve seen exponential growth in mobile banking usage, it doesn’t mean that your app is any good. The reality is that even if it was rubbish, people would still use it in droves because of the convenience it provides.” Instead, banks need to think much more deeply about how they create value for their customers in their everyday lives.

Today, Bowe is making his mark at NAB subsidiary, Bank of New Zealand (BNZ), as the firm’s GM, Digital & Applications. He and his team have been tasked with delivering state of the art customer experiences to the 155-year-old bank by tapping into the wealth of digital tools at the financial sector’s fingertips. “If you look at most digital banking offerings around the world today, they pretty much all look and feel the same. It’s a one size fits all proposition where customer interactions are largely transactional, and the service is increasingly commoditised.

The whole process is unexceptional… but it doesn’t have to be like that.”

And so, Bowe and his team searched

OCTOBER 2019

CLICK TO WATCH : ‘BANK OF NEW ZEALAND – WHAT ELLA WANTS’ 179 for a different way to help BNZ stand

good with money, so they can do great

out from the crowd. Instead of trying to

things with it. Essentially, we want them

simply improve the current paradigm

to achieve better financial outcomes,

of online banking, they went back to the

however they define those outcomes

drawing board and spent a significant

for themselves,” says Bowe.

amount of effort to decipher what

With this in mind, BNZ created a

customers really want from their bank.

brand new online banking platform

Whether trying to pay off a mortgage or

called YouMoney, that specifically

saving for a wedding, most customers

focused on helping customers man-

are trying to make their bank balances

age their money more effectively.

stretch to meet the needs of their daily

Customers can set up as many

lives. That spurred BNZ to make

accounts or ‘pots’ as they want. They

financial wellness a core mantra for

can then personalise them by adding

the firm. “At BNZ, our whole purpose

photos and goals, as well as moving

is based around helping customers be

money effortlessly using a novel drag a si a .busi ne ssc h ief. com

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“ We’re aiming to make BNZ the premier place to work in digital in New Zealand” — Stephen Bowe, General Manager, Digital Bank of New Zealand

and drop capability. “It just looks completely different,” enthuses Bowe.

“It’s highly personalised; it doesn’t resemble the traditional ledger of most platforms. Instead we’ve focused on design to add the little details that delight customers. We’ve asked ourselves: ‘How can we make each digital banking experience remarkable? How do we create everyday exceptional experiences?’ We’re working to turn an average experience into an awesome

E XE CU T I VE PRO FI LE

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Stephen Bowe Originally from the UK, Stephen’s career started in telecommunications, working with clients such as BT, Vodafone and Cable & Wireless. In 2006 Stephen moved to Sydney and shortly after joined NAB as part of the team that originally set up UBank, where he held a variety of roles including Head of User Experience and Digital Media.

In 2012 Stephen made the short trip across the Tasman to join BNZ to lead the bank’s digital team, with accountability for all customer facing online channels.

Whilst at BNZ, Stephen and his team are relentlessly focused on transforming banking for the better, specifically by creating remarkable banking experiences online, which are truly focused on the customer. Overall the team’s aim is to bring to life BNZ’s goal of helping people be good with money, so they can do great things with it.

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BANK OF NEW ZEALAND (BNZ)

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OCTOBER 2019

“ We think helping customers be good with money is a fantastic challenge to rally in behind.

We can make a material impact for New Zealanders financial wellbeing by helping them be good with money” — Stephen Bowe, General Manager, Digital Bank of New Zealand

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183

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NAB, for example, has created its own Cloud Guild, and incorporated the AWS program, with thousands of staff undergoing foundational training and hundreds more advancing to become AWS Certified – thereby growing a priceless skills base on which to build a more modern organization. NAB is now enjoying the economic benefits of cloud, with adoption continuously accelerating.

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www.awsinsight.com.au/cloudvalue

The economic value of cloud services in Aust ralia AWS 2019

experience.” This digital transforma-

seem a daunting task. To tackle this

tion is already starting to see dividends:

financial challenge, BNZ also launched

BNZ was named Best Consumer

a new feature that allows customers

Digital Bank in New Zealand and Most

to change their mortgage payments

Innovative Digital Bank in Asia-Pacific

online and make micropayments.

at the 2018 Global Finance awards.

“Since it launched, we’ve been able to

Customers are also reaping the

save BNZ customers over NZD$585m

benefits, contends Bowe. “We can see

in future interest payments. We’ve

that we’re making a difference for our

knocked more than 135,000 years off

customers. We’ve found that people

mortgages and the average customer

who use our platform to compart-

has saved over NZD$10,000.” The

mentalise their money are hitting their

most interesting fact up Bowe’s sleeve

goals more frequently. They’re saving

though, is that 67% of people’s changes

greater amounts of their income.” With

have cost less than $50 a fortnight –

many people keen to get on the prop-

that’s the cost of a cup of coffee per day.

erty ladder, repaying a mortgage can

It’s worth noting that BNZ has not

CO M PAN Y FACT S

• Today, Bank of New Zealand employs over 5,000 people in New Zealand • The firm has 153 branches across the country

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185

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CLICK TO WATCH : ‘BANK OF NEW ZEALAND – WAKE UP YOUR KIWISAVER ACCOUNT’ 187 only zeroed in on the customer expe-

a diverse ecosystem of digital firms.

rience, but it’s also been keen to

“We’re working to create an environ-

reimagine the employee experience

ment where digital natives want to

too. As the war for talent heats up and

work,” he adds. “Everything from our

businesses scramble to attract and

customer research rooms to our break

retain top talent, Bank of New Zealand

out areas reflect our digital ethos”

has pushed ahead with cutting-edge

Additionally, in a bid to boost talent

employee initiatives. This is perhaps

retention, the firm has worked hard

best encapsulated by the firm’s digitally-

to upskill its staff, setting its sights on

savvy new premises in Wellington.

the up-and-coming realm of cloud

“We’re aiming to make BNZ the

computing. In fact, Bowe points out

premier place to work in digital in New

how BNZ’s parent firm, NAB, has

Zealand,” explains Bowe, noting how

more AWS-certified engineers than

the firm is not only contending with

any other organisation in the whole

other banks, but also competing with

of Australia, other than Amazon Web a si a .busi ne ssc h ief. com

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189 Services (AWS) of course. “We’re on

its digital transformation efforts. It’s

course to replicate that here in New

this, says Bowe, which distinguishes

Zealand at BNZ.”

BNZ from the pack. “I feel we have

At the end of the day, most of BNZ’s

a strong sense of purpose,” he reflects.

initiatives revolve around one common

“We think helping customers be good

aim: improving its customers’ financial

with money is a fantastic challenge to

wellbeing. As customers focus on sav-

rally behind. We can make a material

ing – whether managing day-to-day

impact for New Zealanders financial

income and expenses, building up a

wellbeing by helping them be good

rainy-day fund or saving for retirement

with money.”

– banks increasingly are recognising that they have a duty to help customers navigate these challenges and promote better financial health. BNZ has clearly put this ethos into motion with a si a .busi ne ssc h ief. com

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OCTOBER 2019

HOW SUSTAINABLE PROCUREMENT IS “JUST SMART BUSINESS” 191

WRITTEN BY

GEORGIA WILSON PRODUCED BY

CAITLYN COLE

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UNSW SYDNEY

In an exclusive interview with the Head of Estate Management Procurement at UNSW, Paul Royds discusses how sustainable procurement is “just smart business”

E

STABLISHED IN 1949, UNSW IS a diverse university with over 60,000 students, with more than

23,000 international students.

UNSW has set its 2025 Strategy to become 192

a “global university improving and transforming lives through excellence in research, outstanding education and a commitment to advancing a just society” – UNSW 2025 Strategy. Strategic priorities for the university include: academic excellence, social engagement and global impact.

Paul Royds, Head of Estate Management Procurement, has had a broad career of over 14 years across procurement, consulting and business development; he began his career at UNSW in 2018. The University’s vision, broader altruistic objectives and large pipeline of new developments across the estate management portfolio attracted Paul to the University, giving him the chance to be a part of “something bigger than the usual corporate environment.”

OCTOBER 2019

193

SUSTAINABILITY AT UNSW Underpinning much of what Paul does for procurement at the University is driving commercial value across the value chain. This includes supporting the implementation of sustainable practices across the estate management portfolio “to promote goods and services with the lowest environmental impact, but ultimately with the greatest economic and social benefits” says Paul, “it’s just a si a .busi ne ssc h ief. com

UNSW SYDNEY

“ Everything that we do in construction has 40/50-year timeframes. It’s that whole of life perspective that is key; yes you might pay higher capital costs today, but if you can 194 pay a bit more now, you’re going to save on your operational costs over the life of that building; which ultimately leads to more efficient and flexible buildings” — Paul Royds, Head of Estate Management Procurement

OCTOBER 2019

smart business […] It’s about driving long-term commercial value.”

Fundamentally, Paul sees sustainable procurement being about longterm risk management and supplier partnering. Sustainability, he adds, is “a business imperative rather than something nice to have.” In order to drive sustainable outcomes, organisations need to understand cost drivers and be able to identify critical costs and risks to the supply chain. Paul goes on to say that, ultimately, for UNSW it’s about focusing on “understanding those factors and cutting practical

CLICK TO WATCH : ‘SHAPE YOUR EXPERIENCE AT UNSW – OPEN DAY 2019’

deals that drive long-term economic, social, and environmental benefits”.

For example, by 2020, “UNSW will become the first university in the world to have 100% of its energy powered by photovoltaic solar energy,” with its solar panel farm located in regional NSW nearing completion. The tripartite arrangement of bringing together a retailer, developer and corporate will allow UNSW to achieve its goal of becoming carbon neutral.

Since 2018 Paul has overseen the development of a new category framea si a .busi ne ssc h ief. com

195

We have expanded our capabilities to meet the constantly evolving needs of our customers.

Digital Communication Services complement our traditional print capabilities, allowing us to assist our customers throughout the entire communications lifecycle – allowing them to achieve their superhero status.

To discover more call us on 13 14 12 or visit fujixerox.com.au

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work for construction and facilities

fit for purpose contracting models and

management which focuses on ‘whole

promote outcome-based procurement.

of life perspectives’. By promoting

Paul has also established new panels

category management, procurement

and partnerships with architects,

is attuned to industry cost drivers

engineers, builders and consultants

and is able to drive sustainable com-

that are aligned with the University’s

mercial value across the value chain to

sustainability objectives

promote sustainable outcomes within

For UNSW, technology plays a key

estate management. This includes

role in driving sustainability narratives.

developing and implementing “agile

“Ultimately technology is really about

sourcing strategies, evaluation plans

removing waste, improving time, and

and negotiation approaches that, […]

driving project efficiencies,” says

focus on sustainable procurement

Paul, with advancements in augmented

practices” to challenge architect

and virtual reality and building

specifications, review materials, apply

information modelling (BIM), these

E XE CU T I VE PRO FI LE

Paul Royds Paul Royds, Head of Estate Management Procurement at UNSW Sydney, has had a broad career of over 14 years across, procurement, consulting and business development. Paul began his career at UNSW in 2018, during his time at the university so far Paul has implemented a number of changes including category management rollout, supplier relationship management implementation, business-fit sourcing strategies and targeted evaluation plans, to deliver sustainable commercial value.

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UNSW SYDNEY

$2.2bn

Revenue in Australian dollars

198

1949

Year founded

2,000

Approximate number of employees

OCTOBER 2019

199

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UNSW SYDNEY

technologies drive collaboration and support sustainable design and preconstruction visualisation.

Paul believes the biggest challenge for sustainable procurement is the view that it is a ’greenwashing’ exercise that is impractical and costs more. To overcome these challenges, businesses need to pivot their projects towards ‘whole of life perspectives,” says Paul.

“Everything that we do in construction has 40/50-year timeframes. It’s that whole of life perspective that is key; 200

yes you might pay higher capital costs today, but if you can pay a bit more now, you’re going to save on your operational costs over the life of that building; which ultimately leads to more efficient and flexible buildings.”

WORKING WITH PARTNERS AT UNSW When it comes to working with partners, UNSW looks to organisations that will add commercial value to the University as well as drive value across social and environmental factors.

“Working with other ethical and sustainable companies that are committed towards the same things that we are committed to,” will drive sustainability OCTOBER 2019

and efficiency says Paul. Such partners include Fuji Xerox Australia who work across a number of areas at the University, but “ultimately from a partner perspective, it’s their foundations, which are focused on sustainability, that align to our own. Even simple things, like all the printer cartridges that we use at the University are fully 100% recyclable,” says Paul.

KEY TRENDS AND BIG DISRUPTORS IN PROCUREMENT To remain relevant Procurement must continue to evolve as strategic partner.

If it cannot deliver ‘cost benefits to an organisation and harvest those benefits, emerging technologies and ‘buzzword’ strategies will not save it. Key trends in estate management procurement will be ensuring that whole of life consideration is embedded into building designs and technology leveraged to drive construction and operational efficiencies. Other trends that procurement functions will need to remain on top of is emerging technologies (automation & AI), modern slavery reporting, Indigenous procurement and ‘true supplier partnering’ where co-creation a si a .busi ne ssc h ief. com

201

UNSW SYDNEY

202

supports and enhances supply chains.

Over the coming decade Paul sees “a massive move towards localisation rather than globalisation,” for procurement. “With the advancement of robotics increasing disruption of labour costs will restructure many supply chains.” Additionally, Paul sees subscription models and the circular economy playing a big role in disrupting supply chains, as well as skill shortages and natural resource depletion impacting many industries.

OCTOBER 2019

“ We’ve got a unique opportunity to change the supply chains and drive those improvements” — Paul Royds, Head of Estate Management Procurement

THE FUTURE OF UNSW Looking to the future, UNSW aims to align its procurement with international ISO 20400 standards by 2022 and stay on track for its 2025 Strategy by continuing to generate new ideas and apply its innovations practically. “We’ve got a unique opportunity to change supply chains and drive those improvements,” says Paul. Procurement, he says “plays a vital role in articulating what sustainability means for suppliers and how it might impact their bottom line.” In order to stay relevant in procurement, “you’ve got to foster that culture of innovation, it’s got to be agile, and it’s got to be around continuous improvement to deliver ongoing value,” concludes Paul.

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