Business Chief ANZ Edition – June 2019

ANZ EDITION JUNE 20 19 anz.businesschief.com

BUILDING AUSTRALIA’S LANDMARKS WITH SUSTAINABILITY AND INNOVATION IN MIND

Refining supply chain strategies in Queensland

Foodstuffs North Island Harvesting a fresh approach to data

Acting CIO Ashley Colyer on how the cooperative stays in tune, in form and in front

City Focus

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Transforming New Zealand’s agriculture hub

Commitment beyond technology.

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FOREWORD

W

elcome to the June issue

strategy that is driving the continual

of Business Chief ANZ!

growth of one of New Zealand’s most

Foodstuffs North Island, one of

beloved brands.

New Zealand’s leading brick and

Prolific Australian construction

mortar grocers, has undergone

firm Hansen Yuncken is undergoing

a dramatic shift in technological

a similarly innovative strategy,

implementation over the past

positioning itself as a sustainable,

decade. The 100% Kiwi

people-first driver of fresh

owned firm is harnessing

ideas and technologies in

its prowess to the

the construction industry.

benefit of its

Project Manager Vanja

customers: leveraging data to establish a greater degree of

Ashley Colyer, Acting CIO, Foodstuffs North Island

customer centricity whilst maximising its sustainability and profitability.

“Seven or eight years ago, IT was considered by many simply as a necessary cost of doing business,”

Krumpacnik discusses technology’s has centrality to the firm’s strategy.

Christchurch takes centre

stage in this month’s City Focus, while the Top 10 is comprised of Asia Pacific’s largest companies.

Do you have a story to tell? If you

says Ashley Colyer, Acting CIO.

would like to be featured in an

“However, our Board recognised IT

upcoming issue of Business Chief,

was going to be the key enabler of

get in touch at

our future success.” This month, we

marcus.lawrence@bizclikmedia.com

zero in on the digital transformation

Enjoy the issue!

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

03

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�.

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CONTENTS

Foodstuffs North Island

12 28

ALIBABA CLOUD NOT YOUR TYPICAL CLOUD COMPANY

What can tech businesses do to address the STEM skills shortage?

40 50

Why we must invest in today’s shared transportation to build the foundation of tomorrow’s smart mobility

60

City Focus

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CONTENTS

86

Hansen Yuncken

104

UnitingCare Queensland

118 148 naked Retreats

Okada Manila

Foodstuffs North Island 12

harvesting a fresh approach to data through digital transformation WRITTEN BY

DANIEL BRIGHTMORE PRODUCED BY

MIKE SADR

JUNE 2019

13

a nz .busi ne ssc h ief. com

FOODSTUFFS NORTH ISLAND

Foodstuffs North Island’s Acting CIO Ashley Colyer explains how the cooperative is overcoming the challenges of change management to harvest the benefits of a customer centric approach to data

F

oodstuffs North Island became one of New Zealand’s most successful brick and mortar grocery businesses thanks to

a string of market leading brands such as Four Square, PAK’nSAVE and New World. Established in 1922 along with sister co-operative Foodstuffs South Island, the cooperative’s owner/operator model has seen it become the country’s biggest 14

grocery distributor while remaining 100% Kiwi owned. The North Island co-operative strives to be: In tune with what customers, colleagues and communities need; In form to give customers what they want efficiently, sustainably and profitably; and In front – innovating to make sure New Zealanders get more of what matters most to them.

Acting CIO Ashley Colyer recalls the fundamental strategic decision the co-operative made about the future role technology would play across the organisation: “Seven or eight years ago, IT was considered by many simply as a necessary cost of doing business, something we worked hard to control. However, our Board recognised IT was going to be the key enabler of our future success, leading to a seismic shift of our investment in technology.”

JUNE 2019

15

Colyer explains that implementing SAP as the core ERP was at the heart of an IT transformation program which saw the replacement of all technology, from the network to data centres, applications and hardware. “It’s a true digital transformation from back end core platforms to customer-centric digital technologies,� he says, emphasising the positive development of recently deployed e-commerce platforms.

Alongside this recent focus on customer facing digital programmes, a nz .busi ne ssc h ief. com

FOODSTUFFS NORTH ISLAND

“ It’s a true digital transformation from back end core platforms to customer centric digital technologies” 16

— Ashley Colyer, Acting CIO, Foodstuffs North Island

Colyer explained that the second broad area of focus was around internal processes optimisation. “We asked, how will we operate more efficiently and effectively? How do we optimise our supply chain? How do we reduce the amount of manual effort associated with core business activities? For example, with support from EY, we deployed new transport management and warehouse management systems that have really underpinned our supply chain transformation. We’re also three years into a program of simplifying the internal user experience of some of our core applications – notably the SAP platform – and moving away from user interfaces that are hard to understand and easy to get wrong, to applications with very defined purposes, built with the end user in mind. This makes it easy for people to do their job with very little training, essentially replicating the consumer technology experience.”

Colyer also notes that Foodstuffs North Island leads the charge in New Zealand with the adoption of Office 365 which has seen over 3mn documents moved to the cloud. “That’s

JUNE 2019

17 unleashed our people from their desks,

address this using their SD WAN

the office, the corporate network and

solutions to optimise the available

even the need for VPN in many instanc-

network to all our stores and we’re well

es,” he says. “We can now work on any

progressed with completing this

device, anywhere, anytime. It’s been

enabling programme.”

enormously successful for us allied

The company’s positive approach

with a flexi desk, activity-based

to change management is providing

working environment. Of course, with

a platform for everybody at Foodstuffs

more functions moving to the cloud,

North Island to get on board with new

reliable and performant network

ways of working. “We have really

connectivity only increases in impor-

matured our capability across all

tance and this can be challenging for

business units. We deliver a constant

our more remote stores who have

and heavy program of IT change, both

access to limited bandwidth. Working

within Support Centre and stores.

with Riverbed, we’ve been able to

We’ve a multi echelon approach to a nz .busi ne ssc h ief. com

Driven by humans, powered by technology, business transformation for a better working world.

ey.com #BetterQuestions

Š 2019 EYGM Limited. All Rights Reserved. ED None.

Should digital transformation be on your agenda, or running it?

mobile platform for the organisation’s

with Adept Group, a local company

forays into retail e-commerce since

with fantastic Salesforce expertise,

2015. “It’s a really engaging mobile app:

to deploy the solution for our whole-

tactile, intuitive and with a great user

sale brand Gilmours. They were key

experience,” he adds.

to delivering a project that came in

Over the past year, Colyer highlights

on time and under budget. The impact

the hugely successful overhaul of

on the business was instant. Since

Foodstuffs North Island’s wholesale

we went live, sales growth has been

e-commerce platform, migrating to

dramatic for the business.”

Salesforce’s recently acquired

Colyer notes a huge shift in the

“CloudCraze”, a natively and purpose

digital expectations of customers,

built B2B e-commerce solution which

whether shopping online or in store,

had yet to be implemented in the

which is focusing the company’s

region,” he reveals. “We partnered

energies on building an integrated,

E XE CU T I VE PRO FI LE

Ashley Colyer, Acting CIO Before embarking on a career in IT, Ashley Colyer worked as a trader on the financial markets in London. He believes that data driven role, focused on being able to digest and analyse vast quantities of information, gives him an intuitive approach to the data wrangling solutions technology can offer. “The shift towards a data driven and customer centric approach at Foodstuffs North Island has felt very natural for me,” he says. “You’re really looking at what the data’s telling you and then figuring out what to do next, so my previous career experience has definitely shaped my approach towards leading in IT.” Never one to get overexcited by the latest hyped technology his first thought is: “How do we actually turn that into something that’s going to be useful and meaningful to the business and our customers?” a nz .busi ne ssc h ief. com

19

FOODSTUFFS NORTH ISLAND

$7.7bn Approximate store sales

1922

Year founded

22,000

20

Approximate number of employees

JUNE 2019

CLICK TO WATCH : ‘WELCOME TO FSNI’ 21

a nz .busi ne ssc h ief. com

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Adept Group has market-leading experience of delivering successful Salesforce B2B Commerce implementations, and we are proud of the highly successful delivery of Foodstuffs Gilmours Online.

Our history in Salesforce consulting, integration and project delivery is underpinned by our unique Time to Value approach which lays the foundation for the success of our projects - delivering tangible benefits inline with customers expectations.

Contact us today to find out how we can transform your B2B business. enquiries@adeptgroup.co.nz www.adeptgroup.co.nz

“ We need to let what our customers’ data define how we operate” — Ashley Colyer, Acting CIO, Foodstuffs North Island

oped sophisticated AI models allowing our category managers to know what to promote and when to optimise the impact of our promotion and marketing activities.”

Colyer adds that the fundamental shift currently being realised at Foodstuffs North Island is a customer driven approach to data core to the company’s strategy. “We need to let

change management with a team at

our customers’ data define how we

Support Centre whose raison d’être is

operate,” he says. “So instead of

to support delivery into the business

promoting something because our

across our 332 stores and help them

suppliers are giving us a special on it,

not just to adopt, but optimise the way

it’s promoting something because we

that technology is used. It’s a big

think it will resonate with our custom-

challenge with so many distributed

ers. Understanding that level of

users, so you need an efficient structure.”

granularity takes trillions of calculations

Colyer believes the grocery industry

so we need the sophistication of AI.”

is ripe for the application of automation,

For Foodstuffs North Island to

AI and machine learning as the vast

develop these capabilities, strong

majority of the business is data driven.

partnerships have been key. EY played

“Promotions, for example, knowing

an important role in the company’s

which to put on, when, how and to

ERP implementation and wider digital

whom. All of that can and should be

transformation, providing “intellectual

driven by data,” he explains. “Previous-

horsepower and capacity to help

ly there really wasn’t the capability

deliver critical large IT programmes,”

to process the volume of data to do

says Colyer of this important strategic

justice to that. Now we’re starting to

alliance. Allied to this, South America-

work with partners who have devel-

based Grability Inc has provided the a nz .busi ne ssc h ief. com

23

FOODSTUFFS NORTH ISLAND

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by Intel as one of the 25 most innovative young companies.

Grability is experienced in identifying the right route to ecommerce success Schedule a demo

Contact us JUNE 2019

Blog

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customer-centric digital experience.

“It’s about where they get their inspiration, how they create a shopping list and how we can make it easy for them to find products in store. It’s also about the online shopping experience and how we make that as simple and as engaging and as rewarding as possible.”

Like many digitally forward businesses, Colyer predicts Foodstuffs North Island will continue to use AI to greater effect. “It will mean we can start moving our people into significantly more value-add activities. Working out what

25

to order and when is not something a person should be doing. It’s completely predictable to a level that’s as good as, if not somewhat better than, a human could do.” He sees the future focus for

Island is to leverage IT and data to

staff on building a better experience for

serve customers. Allied to that Colyer

customers. “Instore, that may lead to

stresses the exec level focus on

fewer staffed checkout lanes allowing

simplifying the business: “Our goal is

our people to be out helping and

to reduce duplication and streamline

inspiring customers – it’s a big shift away

processes leveraging automation

from ‘processing’ towards ‘customer

and AI to create the headroom in order

experience’,” pledges Colyer. “It’s

to progress many more customer

about adapting your systems and

centric initiatives.”

processes to accommodate that.”

The ultimate goal, and number one strategic priority, for Foodstuffs North a nz .busi ne ssc h ief. com

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TECHNOLOGY

NOT YOUR TYPICAL CLOUD COMPANY 28

JUNE 2019

In Alibaba Cloud’s dynamic office in London, Business Chief spoke with Yeming Wang, General Manager for EMEA, to learn how the Chinese juggernaut is redefining the way we think about cloud technology WRITTEN BY

L AUR A MULL AN

29

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TECHNOLOGY

G

rappling with some of the largest bemouths in the cloud computing

industry, in China it’s Alibaba Cloud

which reigns king. The cloud computing arm of Alibaba Group has quickly earned its stripes as China’s largest public cloud service provider and has the third largest share of the cloud computing market globally, according

to Gartner. Now keen to extend its reach further afield, the company has its eyes set firmly on a new horizon: the EMEA market.

One man at the heart of this strategy is Yeming Wang, General Manager for the 30

EMEA region. Well-versed in the technology space, Wang has previously worked for Huawei, managing its operations in Italy, France, Thailand, Indonesia and abroad.

This gave him the perfect springboard to drive Alibaba Cloud’s EMEA expansion, a goal which he says is central to the firm’s strategy moving forward. “Alibaba Group has a very strong presence in the Asia-Pacific and we aim to be number one in this region,” observes Wang, pointing to the group’s global businesses like e-commerce firm Lazada.

“Besides the Asia-Pacific, we view regions like Europe as very strategic because of its size and maturity. In the Asia-Pacific region, people are still talking about migrating to cloud, whereas in Europe the discussion is JUNE 2019

31

MORE AND MORE PEOPLE ARE REALISING THAT ALIBABA ISN’T JUST AN E-COMMERCE OR A CLOUD COMPANY, IT’S A DIGITAL TRANSFORMATION ENABLER — Yeming Wang, General Manager for EMEA, Alibaba Cloud a nz .busi ne ssc h ief. com

TECHNOLOGY

ALIBABA HAS A RANGE OF BUSINESSES IN SECTORS SUCH AS RETAIL, FINANCE AND LOGISTICS AND WE ALSO UNDERSTAND HOW TO CREATE A DATA-DRIVEN USERCENTRIC EXPERIENCE 32

— Yeming Wang, General Manager for EMEA, Alibaba Cloud

now about the digital journey and how to use artificial intelligence (AI) or Big Data to drive business value.”

Alibaba Cloud’s gleaming office in the heart of London is perhaps a testament to its global ambitions. Reclining confidently in his chair, Wang contends that, although there may be stiff competition, Alibaba Cloud is creating a distinguished cloud experience like no other in the region. This is not only because it understands the intricacies of the cloud environment, but also because it also understands the highstakes business world.

“When selecting cloud providers, customers are looking for value, stability, security and cost-efficiency. But at the very top it’s different: businesses are looking to see how they can use our vertical expertise to make their business better. So, for instance, how can they use data or machines to better their business? It’s a totally different game,” he says. “Alibaba has a range of businesses in sectors such as retail, finance and logistics and so we understand how to create a data-driven user-centric experiences. We fully believe we can help our clients deliver this too.”

JUNE 2019

CLICK TO WATCH : ‘ALIBABA CLOUD: MORE THAN JUST CLOUD’ 33

In many ways, you would be hard-

US dollars every year and 60-70% of

pressed to find an industry vertical

this business is managed on the cloud.

where Alibaba Group isn’t within reach.

Recently we’ve made a strong

Whether you’re interested in retail,

commitment that we will migrate 100%

hospitality, IT, or fintech, the Chinese

to the cloud over the next couple of

conglomerate is omnipresent. By

years.” With over $39.9bn in revenue

leveraging its tried-and-test

bagged in its last fiscal year, this is

experience in these fields, Wang

no mean feat. With this in mind,

contends that Alibaba Cloud can show,

Alibaba Cloud doesn’t just support the

not just tell, its customers how to

Group’s business, it serves as a clear

digitally transform their industries. “At

demonstration to its customers of what

an infrastructure level, we can prove

its technology can do.

we’re reliable,” explains Wang. “Today, Alibaba Group manages more than 1trn

Overlooking the bustling streets of Covent Garden, it seems that Alibaba a nz .busi ne ssc h ief. com

TECHNOLOGY

Cloud is not just making its mark on

enabler, offering data and service

the London skyline, it’s also leaving

platforms too. “Once they’ve adopted

a lasting impression on the city’s

cloud, businesses can prepare for the

burgeoning cloud industry. However,

second stage where they derive value

it’s important to recognise that, in

from AI or Big Data,” explains Wang.

many ways, Alibaba Cloud is much

“Then they can focus on the real

more than just a cloud company. As

business outcomes.”

the technology and business worlds

Having touched every industry

become ever more intertwined,

imaginable, Wang contends that

Alibaba Cloud has tried to position

customers can leverage the cloud

itself as a digital transformation

company’s insights and expertise to

34

IT’S IMPORTANT TO RECOGNISE THAT, IN MANY WAYS, ALIBABA CLOUD IS MUCH MORE THAN JUST A CLOUD COMPANY — Yeming Wang, General Manager for EMEA, Alibaba Cloud

JUNE 2019

disrupt their own verticals. “Our

The reason we do this is because we

consumers often ask how we run

don’t just want to run a hotel, we want

Alibaba. So, for example, a hotel

to show people the possibilities of what

company may ask how Alibaba Group

we can do,” Wang says. Hotel giants

manages its hotel, Flyzoo. In this

like InterContinental Hotel Group (IHG)

hotel in Hangzhou, China, everything

have already benefited from Alibaba

is automated. There are no people;

Cloud’s expertise. With more than 350

customers use self check-in and are

hotels in Greater China, the hotel group

served by robots. When you get into a

has joined forces with Alibaba Cloud

room you use voice control. If you need

to develop a scalable and robust IT

room service, a robot will get it for you.

infrastructure that will support its

35

a nz .busi ne ssc h ief. com

TECHNOLOGY

long-term growth goals. In doing so, it hopes to blend best-in-class technology with first-rate hospitality.

Alibaba Cloud has not just disrupted the hotel market though, it’s also left a lasting impression in the retail market too. Jack Ma, one of the founders of Alibaba Group, is often credited for coining the term ‘New Retail’, a new omnichannel way of thinking where the lines between offline and online commerce are becoming infinitely blurred. With its parent group standing as one of the largest and most valuable 36

e-commerce companies in the world, Alibaba Cloud is well-equipped to offer sage advice and digitally disruptive technologies in this space. “Today, everyone in retail understands the importance of omnichannel offers and user-centric experiences,” highlights Wang, pointing how Alibaba’s collaboration and communication platform DingTalk could be a valuable solution to connect employees, for instance. Indeed, one retail titan that’s working alongside the cloud computing business is Spain’s El Corte Inglés, the biggest department store in Europe by sales. Joining forces with Alibaba Cloud, the Madrid-based JUNE 2019

department store is leveraging tools including big data analytics, artificial intelligence and more to deliver more personalised experiences to its customers today.

Verticals such as finance and smart cities have also been identified as key target markets for Alibaba Cloud but, regardless of the sector, one thing is for certain: digital transformation is set to be at the heart of the company’s business strategy moving forward.

“We’ve seen that for almost every company today, especially in Europe, CIOs and CTOs don’t have any doubts about digital transformation,” Wang adds. “A could of years ago they were deliberating about whether to use cloud, but now they’re asking whether they will use Big Data or Artificial Intelligence. They have digital transformation strategies and are looking towards digital platforms because they want to change the rules. They want to be a game changer.” This has offered a window of opportunity for Alibaba Cloud, with Wang noting how customers are keen to develop intelligence-based partnerships with “agile a nz .busi ne ssc h ief. com

37

TECHNOLOGY

38

ALIBABA GROUP MANAGES MORE THAN ONE TRILLION US DOLLARS EVERY YEAR AND 60-70% OF THIS BUSINESS IS MANAGED ON THE CLOUD — Yeming Wang, General Manager for EMEA, Alibaba Cloud JUNE 2019

companies like Alibaba Cloud who have strong internet DNA”. Indeed, the cloud computing giant has established partnerships and attracted 2.3mn customers worldwide, including over 1mn paying customers.

Yet, when asked what he has been most proud of during his tenure, Wang cites the company’s growing brand awareness, pointing out how it’s much more than your typical technology firm.

“More and more, people are realising that Alibaba isn’t just an e-commerce or a cloud company, it’s a digital transformation enabler,” says Wang, noting how, looking forward, the firm plans to deepen its partnerships with industry experts like KPMG and Deloitte. “We want to deliver our Asian digital success story to the western market” he concludes. “It’s not just about cloud, it’s about business and digital transformation.”

a nz .busi ne ssc h ief. com

39

PEOPLE

40

What can tech businesses do to address the STEM skills shortage?

RICH MORTIMER, CHIEF PEOPLE OFFICER AT EGRESS SOFTWARE TECHNOLOGIES, REFLECTS ON HOW THE TECHNOLOGY INDUSTRY CAN SOLVE THE ISSUE OF THE SKILLS SHORTAGE IN SCIENCE, TECHNOLOGY, ENGINEERING AND MATHEMATICS (STEM) THAT THREATENS TO SLOW THE PACE OF PROGRESS WRITTEN BY

JUNE 2019

RICH MORTIMER

41

a nz .busi ne ssc h ief. com

PEOPLE

W

e are living through a period of unprecedented change. Rapidly evolving technology has trans-

formed how we live and work, creating expectations for the future that would have seemed the stuff of science fiction just a few decades ago. It’s easy to get caught up in the vast possibilities that technology offers, but we must remember that people are the ones driving innovation in this exciting new world and they are central to its success. To fully realise the potential of the technology at

42

our fingertips, it’s vital that we invest in our people resources and address the skills shortage in science, technology, engineering and mathematics (STEM) that threatens to slow the pace of progress.

A recent STEM skills indicator showed that businesses at the cutting edge of the industrial economy, from healthcare to Artificial Intelligence and robotics, are feeling the effects of a lack of STEM skills in the UK workforce. Additional costs of £1.5 billion were associated with difficulties in recruiting staff with the right skill level; 7 in 10 businesses had struggled to fill key positions.

While the UK government has rightly identified increasing the UK population’s STEM skills as a priority and a pillar of its JUNE 2019

“Young people start making career choices at a very early stage, so encouraging them to consider STEM-related roles must reflect that.

We need to start competing for talent in the classroom” — Rich Mortimer, Chief People Officer, Egress Software Technologies

a nz .busi ne ssc h ief. com

43

PEOPLE

industrial strategy, this transformation

workforce continuity, while also

can’t happen overnight – and in the

offering exciting opportunities to

interim we face a skills crunch. As a

a wider range of people.

scale-up business in the technology industry, at Egress we have first-hand

EARLY EXPOSURE IS ESSENTIAL

experience of working hard to attract,

Young people start making career

recruit and retain the skilled employ-

choices at a very early stage,

ees vital to our fast-paced growth. It’s

so encouraging them to consider

clear from this experience that the

STEM-related roles must reflect that.

technology community urgently needs

We need to start competing for

to step-up to tackle the lack of STEM

talent in the classroom.

skills head-on and get smarter about

Research shows that girls in

building our own pipeline of talent.

particular begin to lose interest in

This way we can strengthen our own

STEM-related careers in their

44

JUNE 2019

CLICK TO WATCH : ‘THE TRUST NETWORK’ 45 mid-teens, with 58% of them dismiss-

the tech sector is strongly positioned

ing the idea of a STEM career by the

to provide both. Technology is the

time they reach university. As an

biggest force for change on the planet

industry, we need to work with schools

right now, capable of solving some of

and youth organisations to promote

humanity’s most pressing problems.

the benefits, opportunities and

Opportunities to make a positive

satisfaction that careers in technology

difference to the world abound and

offer entrants from all backgrounds.

this should appeal to young people

Doing this successfully means looking at what motivates young

seeking meaningful careers.

The tech industry is also growing

people. Today’s career entrants are

exponentially at a time when many

prioritising quality of life over the

traditional industries are facing

accumulation of physical assets like

disruption. It therefore provides

cars and houses; they’re looking for

greater job security for those who

“purpose, not paychecks”. However,

have the skills to be part of it. a nz .busi ne ssc h ief. com

PEOPLE

46

These should be compelling

such as time and workload manage-

messages for young people who are

ment. The obvious remedy for this is

considering their education and career

experience in the workplace and this

options. We need to build awareness

is something we strongly support

and keep providing touchpoints with

at Egress.

the industry, so that when students

Increasingly, universities are recog-

come to make choices, we are firmly

nising that employability skills are

on the shortlist.

at least as important as academic achievements and they’re becoming

THE POWER OF UNDERGRADUATE PLACEMENT PROGRAMMES

more proactive about engaging with

There’s been a common complaint

for undergraduates. As a tech company,

from businesses in recent years that

it’s our responsibility to reach out as well

graduates lack basic workplace skills,

and provide meaningful placements,

JUNE 2019

businesses to secure work placement

“Offering non-financial advantages to employees is an important strategy for scale-up businesses trying to appeal to today’s career entrants” — Rich Mortimer, Chief People Officer, Egress Software Technologies 47

which give undergraduates realistic

their undergraduate studies – with

insight into how businesses operate in

even more on their way following

the commercial environment. Even if

graduations in 2019/20. Having got

ultimately, a student decides against

to know these individuals during their

a career in technology, experience in

placement year, we can be confident

the workplace is transferable and will

that they have the right cultural fit, the

increase their value for future employers.

skills potential we need, and are ready

Undergraduate placement pro-

to grow alongside the business.

grammes are also hugely valuable for where you start to identify your future

BUILDING LOYALTY THROUGH TRAINING AND DEVELOPMENT

talent. It has worked well for Egress,

Once we’ve recruited into STEM roles,

with several of our current staff joining

we have to create the right environ-

after spending a year with us during

ment to retain staff and create loyalty.

the companies that offer them; they’re

a nz .busi ne ssc h ief. com

PEOPLE

Evidence suggests that high-level STEM employees are less likely than counterparts in other roles to receive ongoing training, which is an imbalance that tech companies must be at the forefront of correcting.

Today’s career entrants place heavy emphasis on personal development, so continuous learning opportunities and career progression are vital.

It’s important that as start-ups mature into scale-up businesses, there is a formalisation of training and develop48

ment strategies that will attract and retain employees.

Workplace training has changed a lot in the past 20 years – and for the better. Previously you might have spent five days in a classroom and received a certificate at the end, but today, training is much more hands-on and real-world focussed. At Egress, our Academy Programme offers personalised training to employees at all levels of the business, from apprentices and undergraduates, right up through management and at executive level. We typically run six-month programmes with multiple short sessions plus mentoring – JUNE 2019

“ Today’s career entrants place heavy emphasis on personal development, so continuous learning opportunities and career progression are vital” — Rich Mortimer, Chief People Officer, Egress Software Technologies

a high-touch approach that’s very effective in developing both the technical and softer management skills that we need in our workforce.

Offering non-financial advantages to employees is also an important strategy for scale-up businesses trying to appeal to today’s career entrants. This includes personalised development programmes but also extends to the less tangible ‘experience’ that an energetic and flexible work environment can offer.

By focusing on promoting the tech sector to future employees, providing opportunities for undergraduates and developing our own STEM talent within the business, tech companies can put themselves in a much stronger position to navigate the skills shortage, as longer-term educational initiatives also take effect.

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49

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

50

Why we must invest in today’s shared transportation to build the foundation of tomorrow’s smart mobility CEO & co-founder of Zeelo, Sam Ryan, explores why smart transportation is a must for tomorrow’s cities WRITTEN BY

JUNE 2019

SA M RYAN

51

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

52

W

e’re living in an exciting time

utopian ideal of a seamlessly integrated,

for smart mobility. Buoyed by

intelligent transport network and the

recent developments in trans-

corollary benefits that such a system

formative technologies, such as artificial

will bring – to the economy, to passenger

intelligence (AI), the Internet of Things

safety, to the health and wellbeing of

(IoT) and fifth-generation wireless

both people and the natural environment.

communications (5G), the vision of

But while a future-thinking perspective

fully-sophisticated smart mobility

is all well and good, it’s important to

seems closer than ever.

remember that innovation cannot be

With one eye firmly fixed upon a future

built on blue-sky thinking alone. While

where everyday processes and services

future smart mobility will certainly

will become increasingly interconnected,

comprise an array of exciting forms of

data-driven and autonomous, it’s hard

transportation – wide scale electrification

not to feel a sense of excitement at the

of vehicle fleets, autonomous vehicles,

JUNE 2019

53

fully-connected travel experiences and

fuelled by ever-cheaper models

more besides – we must not lose sight

produced on a hyper mass-market scale,

of the practical steps that need to be

with private car ownership per-capita

taken in the here and now to step change

rising year-on-year in virtually every

transportation for tomorrow. This starts

nation on earth. But while current rates

with a fundamental shift in attitudes to

of ownership still far exceed the pro-

travel – namely, away from the singular

portion of one car for every two persons

and towards the shared.

across much of the developed world, a report on disruptive automotive trends

AN INCONVENIENT TRUTH

from McKinsey & Company suggests

For close to a century, the car has been

the beginnings of a global downward

considered king when it comes to

trend in private car ownership. In the

convenient transportation. In that time,

face of growing global frustration at

demand has been both fulfilled and

excessive congestion on inter-city a nz .busi ne ssc h ief. com

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

“ While future smart mobility will certainly comprise an array of exciting forms of transportation… we must not lose sight of the practical steps that need to be taken” — Sam Ryan, CEO & co-founder of Zeelo

54 highways and in busy urban centres,

tion is getting worse, costing an estimat-

and the resulting environmental

ed $305bn in economic impact in 2017

concerns that such high levels of traffic

in the US alone, an increase of $10bn

bring, there is a growing acceptance

from 2016. Excessive carbon emissions

that private vehicles aren’t necessarily

from traffic are polluting our air to

the way that people will move in future.

dangerous levels, with the World Health

Some are already beginning to break

Organisation claiming that transport

the habits of a lifetime and transition

accounted for almost a quarter of global

towards smarter shared mobility

carbon dioxide emissions in 2010. In

services – though the rate at which this

addition, people are spending longer

is happening is perhaps slower than it

than ever commuting to and from work,

ought to be.

regardless of how they travel, while the

The problems faced by societies on

overwhelming need for more car

a global scale as a result of excessive

parking spaces is limiting our ability to

car ownership are intensifying. Conges-

expand and grow smarter cities in the

JUNE 2019

CLICK TO WATCH : ‘TRAVEL WITH ZEELO | YOUR COMMUTING, FAN AND FESTIVAL TRAVEL SORTED’ 55 way that we want to. The fact is that

communal travel models of old. Because

while cars have long been seen as the

of technological innovations, shared

ultimate symbols of convenience, the

travel experiences are becoming better

global overreliance on them means

than ever – though this, of course, means

that these efficacy benefits are not only

that expectations are similarly increased.

being outweighed by the negatives, but

An influx of well-funded ride-hailing

are simply ceasing to exist altogether.

startups has disrupted the transport

Solo travel is starting to seem less like

market, while the level of on-demand

a route to convenience and more like

expediency offered across a range of

a roadblock.

other industries has fundamentally raised the bar on what customers expect from

SHARING THE SPOILS

the services they consume. People

The idea of travelling together is certainly

want services that are made for them,

nothing new, but today’s innovative

designed and developed around their

shared mobility services are unlike the

wants and needs – and they not only a nz .busi ne ssc h ief. com

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

want them immediately, but they expect

chance of actually making the most of

them to be affordable. For the status of

their travel time. Secondly, transport

smart mobility to be truly accelerated,

providers and planners must work

propositions must meet the skyrocket-

together to bridge the current gaps in

ing demands that consumers have now

the network, as the current reliance on

in terms of ease and efficiency.

personal car transportation is primarily

To do this, we can start to focus on

driven by a lack of genuinely compelling

a number of things. Firstly, transport

alternatives. Gaps in the transport

operators and providers can invest in

network can be quickly and dynamically

better onboard experiences to help

filled by new, connected and data-driven

solve the wellbeing and productivity

mobility services, which are a precur-

challenges associated with stressful

sor to the ultimate goal of seamlessly

journeys. By improving communal

connected travel experiences.

travel experiences, whether for work or 56

leisure, operators give people the

Finally, and where feasible, we must look to interlink existing travel options,

“ Because of technological innovations, shared travel experiences are becoming better than ever� — Sam Ryan, CEO & co-founder of Zeelo

JUNE 2019

with a particular focus on solving the challenge of the first and last mile. If people cannot get exactly to where they need to be via shared transport, they will often begrudgingly turn back to the private vehicles they are trying to leave behind. Local municipalities and regulators have a key part to play here, as it is only by enabling the provision of data between all parties in the overall travel experience and ultimately beginning to break down the existing barriers between public and private transportation that we will start to see real progress made.

57

FACING THE FUTURE Improving the performance and viability

will eventually overcome all these hurdles,

of today’s shared travel options will lay

and the dream will one day become

a bedrock upon which to start serious-

reality, but hurdles do, of course, come in

ly building the smarter travel networks

sequence. We cannot scale them all at

of the future. True smart mobility isn’t

once, and without overcoming the

here yet, and there are many hurdles to

challenge of making shared mobility

overcome as we progress towards the

more attractive than solo travel, we run

ultimate goal – including building the

the risk of the remaining hurdles seeming

infrastructure for electric and automat-

increasingly insurmountable.

ed vehicles, working out how these next-generation vehicles will properly interface with the human world and solving synonymous challenges in other sectors such as mobile networks. We a nz .busi ne ssc h ief. com

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CITY FOCUS

City Focus 60

JUNE 2019

Business Chief takes a look at Christchurch, NZ, an agricultural hub and home to some of the country’s most spectacular sights WRITTEN BY

MARCUS LAWRENCE

61

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CITY FOCUS | CHRISTCHURCH

‘The Smart Cities Christchurch project has been assessing and implementing an array of disruptive technologies for the benefit of the city’s population and tourists’ 62

W

hile New Zealand continues

According to the World Population

to mourn those who lost their

Review, Christchurch is New Zealand’s

lives in the terrorist attack

third most populous city and the largest

on two mosques earlier this year, it is

on the South Island, with an estimated

important to remember that the proud

population of 363,926 across 235

and beautiful city of Christchurch is

square miles. Home to the country’s

not defined by the terrible acts that

second-oldest university, the University

have so recently brought it to the

of Canterbury, the International

forefront of international attention.

Antarctic Centre that signifies its status

In the spirit of this, we have taken

as one of the world’s five gateways to

a look at the city’s history, businesses

the icy continent, and some of New

and tourist attractions that earmark

Zealand’s best beaches, Christchurch

Christchurch as one of the country’s

is an historical, cultural, and academic

finest metropolises.

hub of the Pacific nation. First settled

JUNE 2019

63

CLICK TO WATCH : ‘SMART CITIES CHRISTCHURCH’

a nz .busi ne ssc h ief. com

CITY FOCUS | CHRISTCHURCH

by British colonists in 1848, the city was

facilitated by Christchurch’s temperate

named Christchurch after settler John

oceanic climate and volcanic terrain.

Godley’s college at Oxford University.

64

The early city was soon populated by

SMART REDEVELOPMENT

shiploads of British settlers in the

Following a series of powerful earth-

following years, and Christchurch was

quakes in 2010 and 2011 that inflicted

officially established as a city by Royal

significant damage on the city’s build-

Charter in 1856. In modernity, Christch-

ings and infrastructure, rebuilding

urch’s principle economic drivers are

and recovery operations have been

farming, tourism, and manufacturing.

ongoing throughout the decade. New

Agriculture has been the core of

Zealand’s government has invested,

Christchurch’s economy throughout

and will continue to invest, billions of

history, with New Zealand’s leading

dollars to restore the city’s roads to

agribusiness, PGG Wrightson, based

their former quality, redevelop public

in the city. This focus on farming is

transport links, support victims through their psychological recoveries, and complete a series of anchor projects aimed at bolstering confidence and pride in the city. Simultaneously, the Smart Cities Christchurch project has been assessing and implementing an array of disruptive technologies for the benefit of the city’s population and its tourists. The EQRNet solution is one such addition to the city’s digital infrastructure, utilising a sensor system to analyse real-time seismic data to mitigate the impact of earthquakes through data-driven decisionmaking. Citizen information has now

JUNE 2019

Photo © Graeme Murray / www.newzealand.com

‘Christchurch and the surrounding Canterbury area is home to an array of nature reserves, native wetlands, parks and forests’ been consolidated into the SmartView

to deploy digital technologies that

app, drawing from myriad sources to

serve entertaining purposes alongside

provide Christchurch residents with

functional and safety-related uses, a

up-to-date details on the weather, local

series of SmartCross units have been

events, news, maps, public services,

installed around the city’s roads. The

and more. The government is currently

SmartCross units, mounted at pedes-

trialling a new pedestrian counting

trian crossing points, feature touch-

method, using cameras around the city

screen displays and internet connec-

to measure citizen density and direction

tions to enable people to play games

of movement in place of the tradi-

and access local information while

tional method of university students

they wait. Keeping safety in mind, the

counting heads with clickers. Keen

SmartCross units only operate while a nz .busi ne ssc h ief. com

65

CITY FOCUS | CHRISTCHURCH

1856

Established by Royal Charter

363,926 Population of Christchurch

Nearest Airport 66

12km

Christchurch Int.

JUNE 2019

Photo © www.newzealand.com Christchurch’s spectacular glass and steel art gallery at twilight

67

Photo © www.newzealand.com Photo © www.newzealand.com

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CITY FOCUS | CHRISTCHURCH

the lights are red, and their games have been specially designed to engage and satisfy users briefly. Other newlyinstalled technologies include smart rubbish bins which feature sensors to ensure they are emptied at the point of need, and a smart mobility parking solution which has been deployed to ensure people who require accessible parking are able to find a spot when they need one.

THINGS TO DO 68

For residents and tourists alike, Christchurch offers a wealth of fantastic sights and experiences. Known unofficially as New Zealand’s ‘Garden City’, Christchurch and the surrounding Canterbury area is home to an array of nature reserves, native wetlands, parks and forests. Hagley Park, in the centre of the city, offers a luscious green idyll as a break from the urban setting.

The space, split into the North Hagley Park, South Hagley Park, and Little Hagley Park, hosts open-air concerts, carnivals, an annual flower show, and netball and cricket facilities. Situated within the park are the city’s Botanical Gardens whose first plantings date JUNE 2019

‘Christchurch is emblematic of New Zealand’s national reputation for natural beauty and serenity’

back to the 1860s, and to the east of the parkland the Christchurch Art Gallery houses one of the country’s most important public art collections. To the south, Victoria Park offers incredible views of the city, the bays surrounding Quail Island, and the Southern Alps.

Similarly extraordinary views can be found on the Christchurch Gondola ride, taking you up to the crater summit of the extinct volcano, Mt. Cavendish,

All photos © www.newzealand.com

with Lyttelton Harbour, the city, the Canterbury Plains, and the Southern Alps all within sight. The crater rim is also a hotspot for hikers, paragliders, and mountain bikers, offering some of the country’s most scenic routes.

At sea level, Christchurch harbours some of New Zealand’s finest beaches, including Corsair Bay, Sumner and Scarborough, Taylors Mistake, the Akaroa Banks peninsula, and Waikuku Beach. With such a rich tapestry of stunning vistas and soothing destinations, Christchurch is emblematic of New Zealand’s national reputation for natural beauty and serenity.

a nz .busi ne ssc h ief. com

69

T O P 10

TOP 10 Biggest companies in Asia

70

In 2018, half of the top 10 largest companies in the world were Chinese. Business Chief has taken a closer look at APAC businesses and ranked the top 10 largest using Forbes’ Global 2000 list WRITTEN BY

JUNE 2019

AMBER DONOVAN-STEVENS

71

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T O P 10

72

10

China Merchants Bank [ China ]

With a market capitalisation of US$130.4bn, China Merchants Bank offers leading banking services in China and abroad. The firm was established in Shenzhen, China, in 1987 and it now stands as one of the most influential banking brands in the country. Led by Chief Executive Officer, Huiyu Tian, the bank has won a number of accolades including the Best Commercial Bank of China, the Best Retail Bank in China, the Best Private Bank in China and China’s Best Custody Specialist from the British Financial Times, Euromoney and The Asset respectively.

JUNE 2019

73

09

China Mobile [ Hong Kong ]

China Mobile Communications Corporation, commonly known as China Mobile, is a state-owned telecommunications service located in Hong Kong. With a market capitalisation of $197.6bn and 464,656 members of staff, it is the largest company in Hong Kong. China Mobile was a Platinum Award winner at The Asset Corporate Awards 2018 and received Asia’s Icon on Corporate Governance award. On top of this, the company has also received the Asia’s Best Investor Relations Company award from Corporate Governance Asia.

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75

08

PetroChina [ China ]

PetroChina is an oil and gas operation headquartered in Beijing.

Founded in 1999, the company has specialised in the exploration, development, production and sale of crude oil and natural gas.

PetroChina has sales of $322.8bn and a value of $198.7bn.

In its first quarterly report for 2019, PetroChina highlighted that the company and its subsidiaries’ output of crude oil saw a 4.6% increase year-on-year to 223.4mn barrels. It is the second largest oil producer in China, with over 494,297 employees.

a nz .busi ne ssc h ief. com

T O P 10

07

Toyota Motor Corporation [ Japan ]

Toyota Motor Corporation is a Japanese multinational automotive and truck manufacturer headquartered in Toyota City, Aichi, Japan. Toyota was founded in 1937 by Kiichiro Toyoda on 28 August 1937. Toyota has a market capitalisation of $176.6bn and sales of $272.1bn, making it the 12th largest company in the world and the sixth largest in Asia.

JUNE 2019

77

06

Samsung Electronics [ South Korea ]

Samsung Electronics has a market capitalisation of $272.4bn.

Founded in 1969, with headquarters in Suwon, Korea, Samsung exports consumer electronics, information technology, mobile communications and device solutions across the world. It has a workforce of 20,000 employees and placed in Forbes’ Best Employers 2019 for both America and Canada. Additionally, Forbes also ranked Samsung #76 on its World’s Best Employers list 2018.

a nz .busi ne ssc h ief. com

From Inspiration

to Innovation

Bank of China, Hong Kong office

79

05

Bank of China [ China ]

The Bank of China (BOC) is the third largest bank of China’s ‘Big Four,’ with a market value of $143bn, and assets three times the size of Ping An ($3,097.6bn). Founded in 1912, the state-owned bank is 107 years old, making it the oldest company listed in our top 10. Today, it is responsible for 311,133 employees. The major bank operates its services in categories such as corporate banking, personal banking, treasury operations, investment banking, insurance. a nz .busi ne ssc h ief. com

T O P 10

80

04

Ping An Insurance Group [ China ]

Ping An Insurance Group Co. of China Ltd, also known as also as Ping An of China had a value of $220.2.bn in 2018, yet is considerably more asset-rich with $1,038.3bn in assets. The civilian-run company is a conglomerate of companies that handle diversified insurance, responsible for business of insurance, banking and investment. Ping An Insurance was founded on 21 March 1988 and is headquartered in Shenzhen, China. Today, it is part of the Hang Seng Index: an index of the top 50 companies in the Hong Kong Market Stock Exchange.

JUNE 2019

81

03

Agricultural Bank of China [ China ]

The Agricultural Bank of China, also known as AgBank or ABC, is the third largest bank in the world with a market capitalisation of $197bn.

The regional bank is also part of China’s ‘Big Four’. It was founded in 1951 and has its headquarters in Dongcheng District, Beijing. Today, it has branches across mainland China, Hong Kong, London, Tokyo, New York, Frankfurt, Sydney, Seoul, and Singapore. ABC has 320mn retail customers, 2.7mn corporate clients, and nearly 24,000 branches.

a nz .busi ne ssc h ief. com

T O P 10

02

China Construction Bank [ China ]

China Construction Bank Corporation (CCB) is the 82

second-largest of China’s ‘Big Four’, and the second largest bank in the world. CCB has 13,629 domestic branches as well as branches in Barcelona, Frankfurt, Luxembourg, Hong Kong, Johannesburg, New York City, Seoul, Singapore, Tokyo, Melbourne, Kuala Lumpur, Sydney and Auckland, and a wholly-owned subsidiary in London. The major bank was valued in 2018 at $225bn. CCB was founded in 1954, with headquarters in Xicheng District, Beijing, under the name of People’s Construction Bank of China.

JUNE 2019

83

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Photo © Peter K Burian (Wikipedia)

T O P 10

84

JUNE 2019

01

ICBC

[ China ]

The Industrial and Commercial Bank of China (ICBC) is the largest of ‘The Big Four’ banks in China and also the largest company in both Asia and the world. ICBC generates $175.9bn in annual sales. Not only is it the largest bank in the world by sales, it also gains the top spot for being regarded as the largest bank in the world by total assets, deposits, loans, number of customers and number of employees. The multinational banking company has over 400,000 employees across. It is unsurprising for this reason that it is also number one in The Banker’s Top 1000 World Banks ranking.

85

a nz .busi ne ssc h ief. com

86

Innovation, sustainability and a people first approach: Hansen Yuncken’s recipe for construction success WRITTEN BY

LAURA MULLAN PRODUCED BY

TOM VENTURO

JUNE 2019

87

The Sydney Coliseum Theatre a nz .busi ne ssc h ief. com

HANSEN YUNCKEN

As one of Australia’s leading privately owned construction companies, Hansen Yuncken is at the forefront of change and innovation in the building industry

C

onstruction company Hansen Yuncken has continued to define the Australian skyline for decades, creating some of the nation’s

most notable landmarks and buildings including Melbourne’s Port Authority Building and the Museum of Old and New Art (MONA). Yet, although the Australian firm has a rich history spanning over a century, it certainly isn’t stuck in the past. Keeping 88

up with the blistering pace of change in the construction sector, the business is tackling each and every project with aplomb and an innovative stance.

It’s for this reason that Project Manager Vanja Krumpacnik believes that Hansen Yuncken remains a heavyweight in the industry, even after all these years. “As the years have gone by, we’ve grown to take on bigger and more complex projects,” he explains. “We’re trying to be a leader in the construction sector by using new technologies which allows us to provide transparency to our stakeholders, clients and consultants regarding quality and safety processes on site. We also have a rich history; we’ve been around for 100 years and whilst we’re changing with the times in terms of techniques and technologies, our core principles and values have stayed the same.” Michael Gibson, Senior JUNE 2019

89

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HANSEN YUNCKEN

“ With HYway, we can quickly and clearly identify what’s happening on projects from safety to cost”

90

— Michael Gibson, Senior Contract Administrator, Hansen Yuncken

Contract Administrator, also proposes that the firm’s landmark builds have helped to establish Hansen Yuncken as a reputable brand. “It makes clients want to be associated with us and helps to attract talent. We’ve always been an employer of choice,” he notes.

Whether it’s in the commercial or community fields, health, entertainment or somewhere in between, Hansen Yuncken has created landmarks for sectors across the country. Take the theatre world, for instance: not only is Hansen Yuncken in the midst of redeveloping Her Majesty’s Theatre in Adelaide and ‘The Hedberg’ Creative Industries and Performing Arts Development in Tasmania, it’s also in charge of creating the Sydney Coliseum Theatre, West HQ, set to open in December 2019.

With a sleek undulating design allowing for up to 2,200 guests, the Sydney Coliseum Theatre is set to be the first of its kind outside of Sydney’s central business district (CBD). West HQ CEO Richard Errington says: “With its spectacular architecture and design, Sydney Coliseum Theatre, West HQ will set a benchmark for the

JUNE 2019

CLICK TO WATCH : ‘SYDNEY COLISEUM PROJECT’ 91 arts industry globally and is something Greater Western Sydney residents will be immensely proud of.”

Executive Director of Sydney

(NSW) and Eastern Sydney” The right mix of common sense, intelligent thinking and cutting-edge digital technologies helps Hansen

Coliseum Theatre, West HQ, Craig

Yuncken manage and govern its

McMaster added: “The theatre is

projects. It keeps people safe, allows

a stunning multi-mode venue that will

them to focus on what they need to

host world famous musical theatre

do and ensures their clients get what

and live music, family entertainment,

they want when they need it.

comedy, ballet and symphony orches-

Backing this human-touch is their

tras. Servicing the 2.2million people of

award-winning Information Manage-

Greater Western Sydney, the Sydney

ment System, HYway. This superfast

Coliseum Theatre is also expected to

virtual brain brings together shared

draw audiences from the Blue Moun-

knowledge, digital applications,

tains, regional New South Wales

software and processes as well as a nz .busi ne ssc h ief. com

We Challenge You

TO IMAGINE

“For every great piece of art which comes to life, there is a team of highly skilled artists behind the scenes� www.modernpaintinggroup .com Queen Victoria Building, Sydney, Australia

Frank Forouzandeh Founder & Executive Director at Modern Group

NEVER COMPROMISE...

In a city that’s consistently being ranked at the top of the list of places to live in, and boasting of being one of the best in the world, there is no doubt that the construction industry is booming with upcoming projects that make their mark along Sydney’s iconic skyline.

For every great piece of art which comes to life, there is a team of highly skilled artists behind the scenes, contributing in the making of such astonishing artistic edifices.

Challenging traditional views of the trade industry, our vision is to raise the bar on quality and professionalism within the painting trade to a new level.

Disrupting the market with a team of young forward

thinking individuals, Modern endeavours to introduce technology and innovation to a traditional trade industry.

This separates Modern’s services from other industry competitors. This is where Modern Painting Group shines and delivers their outstanding work showcasing talent in what they do best.

We Live by the fierce motto, “Never Compromise”, Modern Painting Group embodies the ease of project management and frameworks by utilising their cutting edge technology , knowledge, expertise and resources to offer practical solutions.

Modern Painting Group only uses the highest quality workmanship and promises quality, which is

why our eyes are cast on the next big up and coming project with Hansen Yuncken towards refurbishing “Western Sydney Performing Arts Centre”, rejuvenating the life of Sydney West’s iconic landmark.

Both Modern Painting and Hansen Yunken share an unparalleled vision of innovation and forward thinking that makes this project such a seamless integration of in-house management platforms by relying on new technologies, as well as adopting a futuristic way of thinking to ensure they are continually on top of the latest trends, systems, processes and commercial expertise.

HANSEN YUNCKEN

94

The Sydney Coliseum Theatre is designed to accommodate live concerts, banquets, theatre and more with fully retractable stalls seating best-practice procedures honed and

can’t live without it. With HYway, we

shaped across a myriad of projects

can quickly and clearly identify what’s

into a centralised hub that is accessible

happening on projects from safety to

to all 24/7. For over 8 years, HYway has

cost,” observes Gibson. “It’s all about

been the digital backbone to Hansen

collaboration; it makes it easier for

Yuncken’s project delivery. Intelligent

project managers to the CEO to see

and intuitive, it drives processes and

where a project is at through live data.

supports precise reporting and

It is even used to compile corporate

informed decision-making: it lives,

reporting.”

breathes and delivers certainty. “We JUNE 2019

On top of this, Hansen Yuncken is

also adeptly using Building Information

“Since NRAH, Hansen Yuncken has

Modelling (BIM) and Virtual Design

come a long way in its use of BIM and

Construction (VDC) which perhaps

VDC, We have adopted a range of

can be seen most clearly at the

field technologies on our projects

New Royal Adelaide Hospital (NRAH),

such as drones, point cloud scanning

completed two years ago. The $2bn

and supporting Autodesk products

hospital was the largest hospital

that are all accessible via iPads,”

project ever undertaken in Australia

adds Krumpacnik. “We utilise these

and the single biggest infrastructure

to monitor safety and quality and we

project in South Australia’s history.

believe it’s made our teams more

With such complexity and scale, BIM

efficient in delivering trade because

and supporting construction technolo-

we have the latest information at our

gies proved to be useful tools to collate

fingertips. Additionally, we’ve used

and manage the build in a virtual world.

4D programming whereby we’re

E XE CU T I VE PRO FI LE

Vanja Krumpacnik, Project Manager Working for Hansen Yuncken for over a decade, Vanja is an experienced construction professional, having completed a range of hospitality, hotels and entertainment, Defence, commercial and industrial projects. He has been responsible for the delivery of numerous technically complex Managing Contractor projects including the HMAS Creswell School of Survivability & Ship’s Safety, introducing new capability without precedent in Australia. He was also responsible for delivery of the Sikorsky Maintenance & Operations Facility, constructed to meet Sikorsky and the Department of Defence’s requirements.

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95

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essentially adding a fourth dimension

Just as innovation has shaped

to a previous 3D model: time. This

Hansen Yuncken’s operations, the firm

means you can visualise the building

is also keen to promote a more environ-

being constructed in 3D over a time

mentally sensitive way of working. Today,

sequence which provides clarity on

the firm is part of the Green Building

the process and safety of the build.

Council of Australia and therefore, every

Essentially getting an insight into what

decision the construction firm makes

the site conditions and constraints

– from the choice of materials and

might be at a future point in time.

processes to construction waste

We’re modelling structures right down

management and ongoing maintenance

to every single element of steel or

– takes sustainability into account.

precast, and that’s quite unique in

“Hansen Yuncken are not just early

the industry.”

adopters of sustainable design, we 97 E XE CU T I VE PRO FI LE

Michael Gibson, Senior Contract Administrator Michael joined Hansen Yuncken at the start of 2016, bringing with him over 13 years’ construction experience. He has completed a variety of education projects including government education, private education and universities.

Michael is responsible for all head contract management and administration, to ensure project activities are delivered in accordance with the head contract. He has administered a variety of head contracts including PPP, Joint Ventures, Managing Contract, Design & Construct, Guaranteed Maximum Price and traditional Lump Sum Contracts. He is also responsible for management of all subcontracts and consultants, procurement, Building Code compliance and reporting. a nz .busi ne ssc h ief. com

HANSEN YUNCKEN

98

JUNE 2019

CO MPAN Y FACT S

• Founded in Victoria in 1918 by Lauritz Hansen and Otto Yuncken, the company has been in continual operation for 100 years • Today, Hansen Yuncken has an annual turnover exceeding $1bn.

99

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JUNE 2019

$1.bn+ Annual turnover

1918

Year founded

600

Approximate number of employees

Monash University Caulfield Library

actually helped to write the Green

out a rewarding career in the sector,

Star standard, a set of sustainability

Hansen Yuncken is the place to be.

standards for design and construction,”

Krumpacnik speaks highly about the

notes Gibson. “We also created

firm’s lean national structure that

a Council House 2 project in 2006

promotes an inclusive culture, noting

which was awarded the first ever

how everyone feels “important and

6-Star Green Star rating – the highest

highly valued”. “Everyone’s got their

rating you can get. It’s much more than

own responsibilities and no-one is

a tick in a box for us, it is a vital part

seen as above anyone else,” he adds.

of our business.”

“The Executive Management Team are

Today, the Australian construction

really approachable and there’s a mix

market is regaining momentum and it

of experience whereby we have

seems that for anyone looking to carve

long-term employees as well as new a nz .busi ne ssc h ief. com

101

HANSEN YUNCKEN

102

“ Sustainability is much more than a tick in a box for us, it is a vital part of our business” — Vanja Krumpacnik, Project Manager, Hansen Yuncken

JUNE 2019

cadets.” There’s also a yearly leadership course for employees looking to get the next steps in their careers.

“Future leaders are identified and nourished through programmes and mentoring,” Krumpacnik explains.

“That might be why we’ve retained so much of our staff: there’s opportunities to learn and be rewarded.”

With a variety of projects in the pipeline, Hansen Yuncken is shaking up the Australian construction industry with a people first, innovative and sustainable way of doing business.

“Looking forward, I hope Hansen Yuncken continues to increase turnover and chase these challenging landmark projects,” reflects Krumpacnik. “We want to grow and be at the forefront of technology drives. It’s what we currently do and I hope that continues.”

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103

104

JUNE 2019

UNITINGCARE ENCOURAGING INNOVATION THROUGH THE SUPPLY CHAIN WRITTEN BY

SEAN GALEA-PACE PRODUCED BY

STUART IRVING

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105

UNITINGCARE QUEENSLAND

Michael Gillin, General Manager Procurement and Services at UnitingCare discusses the supply chain strategies UnitingCare is utilising amidst rapid industry changes

A

s an organisation that puts its people and the community at the forefront of its decisions, UnitingCare understands

the importance of leveraging modern technology and innovation to achieve success in the healthcare industry.

106

Michael Gillin, General Manager Procurement and Services, has overseen how UnitingCare has established and maintained a well-managed strategic function across the business. Having previously worked in management consulting roles at KPMG which took Gillin to Brisbane, Australia, from the UK in 2011, he joined UnitingCare in April 2017. Gillin believes that his previous experience truly laid the groundwork for success in his role with UnitingCare. “A lot of the work I did with KPMG was large-scale global business transformations and most of it was focused around procurement, supply chain and cost reduction,� says Gillin. “In a procurement role, one of the major things that you need to do is engage with suppliers and business stakeholders. With major reform occurring in the aged, health and community JUNE 2019

107

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UNITINGCARE QUEENSLAND

“ I believe a good partner is one that’s aligned to your values and your objectives. It’s a company that’s proactive with you and not just providing a service”

108

— Michael Gillin, General Manager Procurement and Services, Unitingcare Queensland

JUNE 2019

sectors, UnitingCare has had to innovate and make the necessary changes to respond to change. I think my experience in supporting the organisation through that change has afforded me a better understanding of what works and what doesn’t.”

INNOVATION IN THE CARE SECTOR Earlier this year, UnitingCare held a successful Supplier Innovation Tradeshow and Showcase in Queensland, led by Daniela Kerr, Procurement Specialist at UnitingCare. The event exceeded expectations, with over 50

CLICK TO WATCH : ‘CAROLINE’S STORY: I WANT TO MAKE A DIFFERENCE IN PEOPLE’S LIVES’ 109 of UnitingCare’s key suppliers attend-

UnitingCare’s network of hospitals

ing the trade show. “The theme of the

continue to excel in being recognised

show was sustainability and innovation

for their clinical expertise and use of

and there were lots of advanced technol-

cutting-edge medical technology.

ogies from different suppliers show-

Last year, UnitingCare’s Wesley Hospital

casing new, innovative products and

was internationally recognised as

services,” explains Gillin. “The feed-

Australia’s first Centre of Excellence in

back from everyone in attendance has

Robotic Surgery, one of only 10 hospitals

been fantastic and it made all the hard

worldwide at the time and recently

work worthwhile.”

opened a new Emergency Centre at

Having centred its expo around innovation, Gillin affirms how important it is to

Buderim Private on the Sunshine Coast.

“In our aged, community and disability

continue to develop its services and

business units we have developed

facilities. “Innovation is absolutely critical

an affordable housing strategy and

to us and was a key focus of our expo.”

implementation plan, designed and a nz .busi ne ssc h ief. com

UNITINGCARE QUEENSLAND

110

JUNE 2019

implemented innovative programs to

to support people to life a full life

support children and families in foster

regardless of their circumstance.

and kinship care,” explains Gillin. “We

“I believe we’re an organisation with

have continued to provide expertise

a heart. I love that we’re an organisa-

to support clients transitioning to the

tion with a social purpose and it gives

National Disability Insurance Scheme

me a sense of pride to know what I’m

(NDIS) including the roll-out of digital

doing is contributing to something

applications to assist clients with their

very meaningful.”

NDIS plan management. From a pro-

With technology transforming the

curement and supply chain aspect,

way companies worldwide conduct

we’re interested in the innovation our

business, Gillin understands the value

suppliers can bring into our organisation.”

of implementing it into UnitingCare’s procurement strategy. “I think it’s really

MAKING A DIFFERENCE

important that we try to get an end-

As a not-for-profit organisation, Gillin

to-end solution from our sourcing

affirms UnitingCare’s operations are

platform to our contract and supplier

underpinned and guided by its mission

management platforms. We’ve currently

E XE CU T I VE PRO FI LE

Michael Gillin Michael Gillin is a General Manager, Procurement and Services at UnitingCare and has over 18 years’ experience in driving operational efficiencies. Before starting at UnitingCare, Michael spent ten years as a Management Consultant for KPMG in Australia and the UK helping businesses transform operations and reduce costs. Michael also spent seven years in as an Engineer in the automotive industry with Jaguar Land Rover and MG Rover.

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111

“ I believe we’re an organisation with a heart” — Michael Gillin, General Manager Procurement and Services, Unitingcare Queensland

113

got about three or four different solutions

success, Gillin reflects on what his

that work across processes and they’re

organisation looks for when deciding

not all integrated,” he says. “Data is

to embark on a new venture. “I believe

a bit of a challenge at the moment and

a good partner is one that’s aligned to

is critical for us to understand demand

your values and your objectives. It’s

so that we can support the business to

a company that’s proactive with you

be more operationally efficient and

and not just providing a service; it’s

competitive because the industries in

coming to you with ideas and chal-

which we operate are continuing to go

lenging the way that you do things to

through large changes so it’s vital that

help you improve.”

we work out where we fit into that.”

Having formed mutually beneficial

After establishing important partnerships with Accenture and Bunzl, Gillin

partnerships with a range of compa-

affirms UnitingCare’s collaboration

nies in order to achieve and sustain

with the two companies are very a nz .busi ne ssc h ief. com

UNITINGCARE QUEENSLAND

115

“ Innovation is absolutely critical implemented a procurement hub, which consists of eight Uniting entities across to us and was Australia working collaboratively together a key focus of to deliver procurement benefits,” our expo” explains Gillin. “Accenture are our beneficial. “Led by our Chief Financial

Officer Peter Gunn, we have recently

partner and are responsible for running the hub for us. They’ve been brought on board to bring the organisations together and to run procurement and supply

— Michael Gillin, General Manager Procurement and Services, Unitingcare Queensland

chain initiatives with the goal of reducing costs,” he says. “Bunzl is also a strategic partner to the Uniting Care business; it supports us as one of our major a nz .busi ne ssc h ief. com

UNITINGCARE QUEENSLAND

2000

Year founded

17,000

Approximate number of employees

116

JUNE 2019

distributers that services around 500 sites across all of Queensland and the Northern Territory. It’s important that we partner with a supplier that understands our needs and the importance of getting product to our residents, patients and clients in a timely matter to help support their needs.”

LOOKING FORWARD Looking to the future, Gillin has a clear idea of where he anticipates UnitingCare to be over the coming years. “UnitingCare have devised a 2030 strategy which has given us direction around our key focus areas. We’ve got a clear direction of where we want to be, but to be successful it really comes down to people. It’s great to have strategies and become more digital, but it’s important that we don’t lose sight of the fact that we provide care, support and health services to people in need,” says Gillin.

“The key is to keep the people we look after at the forefront of everything we’re doing. We are driven to making sure any investment provides the most benefit to our front-line staff and the people that we serve.”

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117

OKADA MANILA

118

Redefining technology in Asia’s hotel industry

WRITTEN BY

SEAN GALEA-PACE PRODUCED BY

KRISTOFER PALMER

JUNE 2019

119

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OKADA MANILA

Dries Scott, Chief Technology Officer at Okada Manila, discusses how his company is leveraging technology in the hospitality, gaming & entertainment sector

120

JUNE 2019

C

onsidered one of the largest

overseen Okada’s digitalisation jour-

and most exciting entertain-

ney from the ground up, Dries Scott,

ment destinations in Asia,

Chief Technology Officer, reflects on

Okada Manila is in the midst of

how the company has evolved over

a digital transformation as it embraces

the past few years. “Okada Manila

technology to enhance the service

is the first Japanese-owned casino

it provides to its customers. Having

resort opened so there wasn’t any

121

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OKADA MANILA

“We’re very much focused on the technology of today” — Dries Scott, Chief Technology Officer, Okada Manila

122

previously used legacy system to rely

an older legacy. We can adapt and

on. The initial challenge when I came

change, and that gives us an advan-

on board was to start everything from

tage over our competitors because

scratch. It was an empty playing field,

we’re able to be more flexible. We

and we had to go and hand pick every

get a lot of support from our mother

single system installed in the prop-

company UEC, which is a gaming

erty,” explains Scott. “Through that

technology company that provided

process you don’t necessarily want to

some of our core gaming compo-

use legacy or outdated AS400 sys-

nents, and have in many areas been

tems because you want to go with the

beating some of their own competi-

newer developments and technolo-

tors by introducing advanced gaming

gies. I believe it gave us an advantage

platforms that is assisting to drive the

because we’re not stuck dealing with

industry into the next generation.”

JUNE 2019

123

E XE CU T I VE PRO FI LE

Dries Scott Dries is an accomplished and versatile IT professional with 23 years of experience in the Information Technology field where he has implemented over 100 different business systems and network tools. Having started as Vice President of IT at Okada Manila in January 2014, Dries went on to become Senior Vice President after proving his success and delivery of a fully operational IT environment to support the company.

Dries was promoted again to his current role of Chief Technology Officer in March 2018 to define the technology roadmap to support the Okada Manila’s future objectives.

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OKADA MANILA

“ If you create a memorable experience then people tend to come back” 126

— Dries Scott, Chief Technology Officer, Okada Manila

JUNE 2019

Having worked in a variety of different IT roles early in his career in his native South Africa, Scott undertook positions such as an Associate Director at Sands Cotai Limited and Senior IT Manager with Tsogo Sun followed by a stint as Director of IT Development & Quality Assurance at The Venetian Macao Resort before moving on to Okada Manila in January 2014. Scott believes his earlier experiences in hospitality and gaming laid the groundwork for him to succeed in his current role.

“Working through the ranks teaches

OKADO MANILA – CHIEF TECHNOLOGY OFFICER – CREATING A MEMORABLE EXPERIENCE’’

127

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130

you a lot about the various systems and different operations,” says Scott. “Having an understanding of how it all works and is integrated has assisted me with a broad knowledge and very deep understanding of each system needed for an integrated resort.”

EMBRACING TECHNOLOGY Having helped to oversee Okada’s

“ You shouldn’t just deploy technology for the sake of having technology” — Dries Scott, Chief Technology Officer, Okada Manila

rise from the ground up, Scott has watched as technology has become an increasingly important tool. “With

an escape through its popular gaming

the guest in mind, our implemented

facilities which boast 500 table games

systems start from the moment a guest

and 3,000 electronic gaming ma-

drives into the property. The first thing

chines. With the task of implementing

that they will experience is the car

technology considered a key priority to

park management system and parking

Okada, Scott points out how vital it is to

guidance system guiding the guest

keep up with the latest developments.

where to park the car,” he explains.

“We’re very much focused on the tech-

“As the guest transitions through an

nology of today – not yesterday. 90%

integrated resort, they are exposed to

of our company is actually virtualised

lots of user interfaces and different

as we move towards virtualization, not

systems that can be interacted with.

just from a data centre perspective but

Our portfolio’s quite big — typically

also from a personal computer point

a large integrated resort has over 100

of view” he says. “One of the most

different systems.”

advanced user interfaces that we’ve

Located close to the beautiful,

implemented has been produced by

recently revamped Manila Bay in the

a company called Paragon Digital

Philippines, the resort offers guests

Lifestyle. They’ve allowed us to implea nz .busi ne ssc h ief. com

131

133

ment a user interface in the room that

to engage with guests in a better way

has seen a tablet based in every hotel

than ever before. We’ve diversified

room. The tablet is the controlling point

our languages so that our technology

for the user to control all features in the

can be tailored for each specific guest,

room such as operating the TV, brows-

regardless of the language they speak,”

ing the internet and opening or closing

he explains. “It allows us to guide the

the curtains. The tablet really becomes

guests with specific language require-

the portal for the guest in the room to

ments to the staff member that most

interact with the rest of the room.”

suits their needs. For example, if we

Operating with a firm customer-

were to find a guest in a room that

centric approach, Scott understands

speaks Mandarin, we would know

the importance of putting guests at

that they speak Mandarin based on

the centre of every decision Okada

the preference selection when they

makes. “We’re very focused on how

check into the room, which means that a nz .busi ne ssc h ief. com

OKADA MANILA

2008

Year founded

7,000+

Approximate number of employees

134

JUNE 2019

135

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Fujitsu Philippines “Fujitsu Philippines has been heavily involved in the implementation of many of our core network security components like Firewalls, SIEM, Internet Proxy & NAC.”

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137

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CLICK TO WATCH : ‘OKADA MANILA NOW’ 139

if a call was to come through from the

technology for the sake of having

guest’s room, it would automatically be

technology. It’s crucial to have an end

diverted to the most appropriate staff

objective of what you want to achieve

member to assist in the language that

in mind before implementing any tech-

suits the guest.”

nology. It’s been a journey because we

With all companies encouraged to

started with just English-only plat-

adopt an increasing level of technol-

forms but soon realised that a lot of the

ogy to enhance their services, Scott

guests were frustrated because they

believes it has become essential to

couldn’t engage with the technology

ensure there is a clear strategy in

on our English version. This encour-

mind when introducing new technol-

aged us to transition our guest inter-

ogy. “Whatever you want to implement

faces into becoming multi-lingual plat-

should have a purpose and goal,” ex-

forms that enable us to engage with

plains Scott. “You shouldn’t just deploy

the guests better, quicker and without a nz .busi ne ssc h ief. com

141

our staff needing to communicate in

developed a number of important

many different languages. Ultimately, it

partnerships to accelerate its growth.

creates a better user experience which

The firm established key strategic

enables us to focus more on innova-

relations with Trends Group, HP

tion and entertainment activities which

Philippines, TIM Corporation, Paragon

in turn allows us to improve our guests’

Digital Lifestyle, Palo Alto Networks,

experience at Okada Manila overall.”

TIM Corporation, Fusionex, Cisco and Fujitsu Philippines. Scott believes that

ESTABLISHING KEY PARTNERSHIPS

a good partnership should be mutually

In order to help achieve success in

beneficial with both companies willing

the industry, Okada has formed and

to make it work. “When we’re looking a nz .busi ne ssc h ief. com

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143

at a new partnership, we’re looking for

the company to adapt to the latest de-

people that are energised, creative and

velopments. “Sustaining success into

willing to work with us to help deliver

the future is a matter of evolving and

our dreams and wishes. It’s important

staying updated with the latest direc-

to have the drive, will and presence.

tions of the world and the economies,”

A good partner is a company that

he says. “We need to keep up with the

stays there and always checks up on

different generations in order to con-

you to make sure that everything’s as

tinue to be successful. All the different

it should be. These are the long term

students that are coming out of school

relationships and partnerships that

and university are growing up with

we want to have.”

a different age of technology. They’re

Scott points out how critical it is for

used to smartphones and tablets so a nz .busi ne ssc h ief. com

Between hope and possible there’s a bridge.

There from the beginning to where we stand today.

And to where we will go from here.

One company. One promise.

If you can imagine it, we will build the bridge to get you there.

145

it’s up to us to transition our services to meet the latest trends, because if you don’t, you start trailing the competition.”

FUTURE PLANS With an eye on the future of Okada Manila, Scott has clear ideas of how his company can continue to expand during 2019 and beyond. “Today, we’re already running a completely paperless slot gaming operations and we will continue to strive towards digitization of all areas of our business.

“ We’ve diversified our languages so that our technology can be tailored for each specific guest” — Dries Scott, Chief Technology Officer, Okada Manila

a nz .busi ne ssc h ief. com

OKADA MANILA

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147 This year alone, we’ve got more than

trends and technologies but only if we

100 different projects that we’re

harness that technology in the right

working on and many challenges that

way. Building the right partnerships

we intend to overcome”, he summa-

and hiring the right people to help us

rises. “Our key driver is to always ask

achieve a digitised future is of key

the question: how can we attract more

importance to our success.”

guests? In what ways can we bring more people to the property and give them an experience that they want to remember? If you create a memorable experience then people tend to come back because they enjoyed it.

That’s what we want to achieve on a consistent basis. In order to do that, it’s important we embrace the latest a nz .busi ne ssc h ief. com

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naked Retreats: spearheading sustainability in the Asian hospitality market WRITTEN BY

LAURA MULLAN PRODUCED BY

NATHAN HOLMES

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Nestled in the hilltops of Zhejiang Province, China, naked Retreats is helping guests reconnect with nature through a sustainable approach

F

or those wanting to relax, switch off their phones and reconnect with nature then

you need look no further than naked Retreats. Offering immersive local experiences in the picturesque hilltops of mainland China, the 12-year-old hospitality company has etched a unique path in the travel world. Today, naked Retreats operates two retreats in Zhejiang province, naked Stables and naked Castle, with several more in the pipeline set to take the naked

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151

experience across China. The compa-

Championing what the company

ny has high aspirations: it wants to

describes as ‘wild luxury’ – where

redefine how we connect with people,

visitors enjoy nature but experience

places and nature. “We try to take

luxurious hospitality at the same time

people out of their normal routines and

– guests can be sure of a one-of-a-kind

help them switch off their minds so

experience at naked Retreats. “You

that they can reconnect with nature,”

can ride a horse, for example, or pick

explains Paul de Vreede, VP of Sustain-

tea in our tea field,” says de Vreede.

ability and Strategic Initiatives. Even

“There’s always something to do.”

the company’s name ‘naked’ alludes

Yet, whilst you’re bound to have an

to the idea of connecting with nature.

unforgettable stay, perhaps one of

“In Chinese the name is Luo Xin, which

the most distinguishable hallmarks

means ‘naked heart’,” adds de Vreede.

of the retreats is their meaningful, a nz .busi ne ssc h ief. com

N A K E D R E T R E AT S

152 sustainable vision. Whilst the company goes above and beyond to provide a memorable getaway, it does so in a pioneering fashion which isn’t detrimental to the environment. “Sustainability has been a part of our DNA since day one,” observes de Vreede.

Indeed, whether it’s reducing waste through compost and recycling or purchasing local produce, this green way of thinking is vital to the business.

Energy efficiency has always been a priority for the hospitality industry.

However, in recent years, it’s been afforded a new urgency as consumers JUNE 2019

“ We try to take people out of their normal routines and help them switch off their minds so that they can reconnect with nature” — Paul De Vreede, VP of Sustainability and Strategic Initiatives, naked Retreats

CLICK TO WATCH : ‘NAKED CASTLE AND MASARATI’ 153 have become increasingly aware of the

systems which heat the soil and rock

catastrophic nature of climate change.

underneath, turning the ground

naked Retreats has taken this chal-

below into a heat reservation ‘tank’.

lenge on since its genesis, ensuring

“We collect heat from the buildings in

that the building envelope of its

the summer, store it underground and

retreats is able to preserve energy

then we retrieve it again in the winter-

injected into the building. “The building

time,” de Vreede explains. “This means

envelope is very important,” stresses

we re-utilise 70% to 80% of the heat

de Vreede. “You can buy high-tech

we use.” Additionally, the company

heating equipment but if the heat flows

uses LED lighting and thermal solar

out of the building through the walls,

collectors in a bid to save energy.

windows or roof then it isn’t productive.

For instance, at the naked Stables

We use several techniques to ensure

retreat, PV solar panels are installed

heat transfer is minimal.” Elsewhere,

on all 30 Tree Top Villa rooftops,

the firm is using geothermal borehole

saving 374 tons of CO2 emissions. a nz .busi ne ssc h ief. com

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“ We leave it in the hands of the guest to decide how much energy they want to consume and reward them if they control their consumption” — Paul De Vreede, VP of Sustainability and Strategic Initiatives, naked Retreats

It’s clear that naked Retreats has taken a forward thinking approach to its energy consumption – and it’s also getting guests involved. “With the naked Guestroom Energy Monitoring System, we allow guests to see how much energy and water they’re consuming,” notes de Vreede.

“We leave it in the hands of the guest to decide how much energy they want to consume and reward them if they control their consumption.” naked Retreats is keen to champion water efficiency and as a result, it abides by the mantra: ‘reduce, treat and reuse.’

E XE CU T I VE PRO FI LE

Paul de Vreede After more than 30 years in 5-star hotel development as a Project Director, Paul de Vreede joined naked in early 2013 when the company was still in its infancy. When de Vreede took over, he had to immediately make improvements to the most successful retreat in China. He was one of the early professionals with real hospitality experience, truly incorporating naked lifestyle, simple and sustainable, into every aspect. He has not only been critical in putting processes and systems in place to protect the company’s existing assets, he has been a true pioneer (in the naked style) in introducing cutting-edge green technologies to naked.

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“Sustainability has been a part of our DNA since day one” — Paul De Vreede, VP of Sustainability and Strategic Initiatives, naked Retreats

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CLICK TO WATCH : ‘NAKED RETREATS – STABLES’ 159 As such, a daily average of 180 tons of water is biologically treated in each retreat and fully re-used for irrigation

2007

Year founded

and flushing toilets, with the remainder being released into surrounding wetlands for ecological balance.

Sustainability not only defines operations at naked Retreats, it has also shaped the design and build of each retreat. For instance, naked Stables was the first retreat in China to be awarded LEED (Leadership in Energy and Environmental Design) Platinum status, the highest possible

700

Approximate number of employees

HQ

Loushanguan Lu, Shanghai

certification buildings can receive. a nz .busi ne ssc h ief. com

N A K E D R E T R E AT S

On top of this, the hospitality firm also uses local materials, traditional crafts and state-of-the-art construction techniques to ensure that all construction is executed in a sustainable way.

“We use materials like structurally insulated panels (SIPs) which reduces heat loss, as well as autoclaved aerated blocks,” explains de Vreede, noting how all products are chosen for their aesthetic value as well as their reduced environmental impact.

Recognising that guests may wish 160

to get from point A to point B quickly, naked Retreats has also ensured transportation is green by offering electric carts. However, de Vreede highlights that the company didn’t want to implement carts which use lead-acid batteries because they “don’t last very long and need replacing often”, which is not environmentally friendly. Instead, the firm adopted electric carts which are powered by “Ultra-Capacitors” – an eco-friendly alternative which can be fully recharged in 12 minutes and last more than 20 years without replacement or maintenance.

Developing a sustainable hospitality firm from the ground up is no easy feat; JUNE 2019

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it takes a deep understanding of the hotel world as well as a clear grasp of the complexities of sustainable design and operations. As a result, de Vreede says that the business has not only tried to employ local people who have an innate appreciation of the native environment, but it has also forged meaningful relationships with companies which share a similar vision. “We have several strong strategic partners including Jaga, who provide products like heat pumps, as well as Kohler who create water fittings, taps and showers which promote low water usage,” he says. These deep-rooted relationships have meant that every decision at naked Retreats, from the food on your plate to the retreats’ design, has been made with sustainability in mind.

The Chinese hospitality market has gone from strength to strength in recent years, and with several new properties in the pipeline, naked Retreats has cemented itself as a key player in the market – but what is the secret to the firm’s success? “I think increasingly people are looking for more of a meaningful travel experience,” reflects de Vreede. “By going a nz .busi ne ssc h ief. com

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“ By going to a green retreat, guests feel like they’re supporting the planet” — Paul De Vreede, VP of Sustainability and Strategic Initiatives, naked Retreats

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165

to a green retreat, guests feel like

impact on the environment and

they’re supporting the planet. At naked

promotes maximum sustainability.

Retreats, we’re committed to recycling,

We welcome others to share this vision

energy and water efficiency and a

because it will only benefit the world.”

variety of other sustainability initiatives.

We educate people and empower them with knowledge so that they can be more aware of how they live and treat their surroundings.

“We feel we are making a contribution to the world by developing this kind of retreat – one which has a minimal a nz .busi ne ssc h ief. com

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