EUROPE EDITION NOVEMBER 2018 europe.businesschief.com
TRANSFORMING SUSTAINABILITY THROUGH TECHNOLOGY
Sirius Minerals
SUSTAINABLE EXCELLENCE IN MINING
PHOTO © TOM TOIKKA
A sustainable journey to becoming a smart city HOW THE CITY OF HELSINKI LEVERAGES TECHNOLOGY TO BECOME A DIGITAL POWERHOUSE
City Focus
TOP 10 richest people in Europe
TALLINN A TECHNOLOGYDRIVEN BUSINESS HUB
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WELCOME
H
ello and welcome to November’s Europe edition of Business Chief, bringing you the latest news analysis and insights from the region. For our cover story this month, we sat down with Sami Aherva, Head of Stara Logistics, and, Ilpo Laitinen, Head of Stara Administration, to see how the City of Helsinki is being recognised on a global stage as both a smart city and a functional capital. Today’s Chief Security Officers (CSOs) and technology executives face an unprecedented challenge: by 2021, global cybercrime damages are expected to cost $6trn annually by 2021. Business Chief caught up with Optiv Security’s Simon Church to learn how its helping executives navigate this field. Elsewhere, Dale Benton speaks to Charlotte Finn, VP Global Strategic Relations at Salesforce.org, to learn
how the firm is using innovative technology to enable social good. For our City Focus, we’ve zoned into the thriving Estonian capital of Tallin. Frequently hailed as one of the most digitally advanced societies in Europe and an ideal European hub. 05
We also take a look at the top 10 richest people in Europe and how they earned their billions. On top of this, you’ll also find exclusive insights from industry giants like Sirius Minerals, Global Switch, Scandic Hotels, Prometeon Tyre Group and more. We hope you enjoy this month’s bumper issue and, as ever, you can find us across social media @Business_Chief. Enjoy the issue! Laura Mullan. laura.mullan@bizclikmedia.com e u r o p e . b u s i n e s s c h i e f. c o m
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CONTENTS
City of Helsinki: a smart city, a functional capital, a sustainable future
12 30 SECURITY
A CYBERSECURITY GUARDIAN YOU CAN TRUST WITH YOUR DATA
42 SALESFORCE.ORG EMBRACING INNOVATIVE TECHNOLOGY TO ENABLE SOCIAL GOOD AROUND THE WORLD
CITY FOCUS
00
54 66
TOP 10 RICHEST PEOPLE IN UROPE
CONTENTS
82 Siriuseconomic Minerals and
sustainable excellence in mining
116 100 AEX Gold
Mining for
the future
90 A QUESTION OF TRUST
130
152
Scandic Hotels
ARBOREA Hotels
Digital transformation for sustainability, health and guest experience
Prometeon Tyre Group manufacturing efficiency through operational
excellence
168
PROVIDING UNFORGETTABLE EXPERIENCES WITHIN A NEW HOTEL CONCEPT
182 LONDON BOROUGH OF WALTHAM FOREST COUNCIL
Creating value through innovation
12
City of Helsinki: a smart city, a functional capital, a sustainable future WRIT TEN BY
L AUR A MULL AN PRODUCED BY
LE WIS VAUGHAN
NOVEMBER 2018
CONSTRUCTION
13
The Market Square in front of City Hall is perhaps the heart of Helsinki. Stara’s street maintenance vehicles wash it every day after the Market Square quiets down for the day. Photo Š Veikko Somerpuro e uro pe .busi ne ssc hief. com
H E L S I N K I C I T Y C O N S T R U C T I O N S E R V I C E S , S TA R A
14
Blending digitisation and an environmentallyconscious approach, the City of Helsinki is no longer just a European powerhouse. Today, it’s also being recognised on a global stage for its sustainable smart city initiatives.
E
ntwining spectacular Baltic bays, a stylish design scene and a dependable economy, the Finnish capital
of Helsinki regularly tops the leaderboard as one of the world’s most liveable cities – and it has the numbers to back up this claim. For the past decade, the capital’s population has grown by more than 1% on average every year and, by 2050, Helsinki expects to add an extra 250,000 residents. As other cities struggle to accommodate swelling populations in limited urban spaces, the City of Helsinki has devised a meticulous plan to ensure that it remains a world-class location for businesses, residents and visitors alike. NOVEMBER 2018
Stara is in charge of approximately 70% of the public areas in Helsinki. Washing statues in the spring is just one of Stara’s tasks. Photo © Veikko Somerpuro
CONSTRUCTION
15
e uro pe .busi ne ssc hief. com
H E L S I N K I C I T Y C O N S T R U C T I O N S E R V I C E S , S TA R A
THE MOST FUNCTIONAL CITY IN THE WORLD ‘Functional’ is a term that is synonymous with Helsinki but, as part of its 2017-2021 strategy, the Nordic capital aims to take this one step further by becoming the most functional city in the world. Together with residents, the capital is rallying to create coordinated, efficient and humane public services which will make everyday life easier for citizens. Helsinki City Construction Services, Stara, undoubtedly has a pivotal role to play in this roadmap, delivering construction, environ16
mental management and logistics services to the capital. With almost 1,400 employees and hundreds of utility vehicles and other machines, this municipal enterprise is responsible for maintaining and constructing the streets, parks, natural areas and city-owned buildings in Helsinki. As the city pushes ahead with its five-year plan, Sami Aherva, Head of Stara Logistics, points out that whilst technology is a vital tool, the primary focus will always be on the needs of citizens. “The strategy hopes to make Helsinki competitive on a global scale,” he explains. “It’s a pretty bold aim. We don’t want to be among the top 10; we want to be the most functional city in the world. We are going to remodel our services and enhance the lives NOVEMBER 2018
Photo © Tom Toikka. Esplanadi park is the most well-known of the most prominent parks that Stara looks after in Helsinki. Photo © Veikko Somerpuro
CONSTRUCTION
Stara’s city engineers discuss their plans. Photo © Juho Huttunen / Duotone
of our citizens through technology. However, this will be based on citizen demand; we’re going to make sure that we listen to every single inhabitant to create a meaningful city structure.”
SMART CITY POWERHOUSE Digitisation goes hand in hand with the City of Helsinki’s five-year strategy, and as such the capital has also ramped up its efforts to become a smart city. When the European Parliament published its findings on 468 smart city projects in Europe in 2014, Helsinki was ranked in the top 10 smart cities, alongside e uro pe .busi ne ssc hief. com
17
H E L S I N K I C I T Y C O N S T R U C T I O N S E R V I C E S , S TA R A
Amsterdam, Barcelona, Copenhagen, Manchester and Vienna. But what exactly propelled the Nordic capital to the top of this report? The city was praised thanks in part to Forum Virium Helsinki – an innovation unit within the City of Helsinki which develops smart city technologies in partnership with other units and residents – as well as the opening up of municipal data and decision-making data.
“We want to be the most functional city in the world. We are going to remodel our services and enhance the lives of our citizens through technology”
By looking at the numbers behind Helsinki’s economy, education system, 18
health services and more, open data
— Sami Aherva Head of Stara Logistics
was seen as the first step that the capital needed to take to become both
E X E C U T I V E P R OF IL E
Sami Aherva Sami Aherva, Head of Stara Logistics, is senior level director. He is an experienced Director of Logistics with a demonstrated history of working in the government administration industry and is skilled in procurement, transportation, R&D, quality management, and organisational leadership. A strong operations professional, Aherva qualified at the University of Helsinki and Aalto University Executive Education. Photo © Stara Communications
CONSTRUCTION
CLICK TO WATCH : STREET REBOOT2 HIGHLIGHTS — STARA’S BIG DATA CHALLENGE 19
a functional and smart city. Ilpo Laitinen,
our own services. We are at that stage
Head of Stara Administration, argues
where we are now developing our
that this accessible data has not only
services and engaging citizens to be
made the city more transparent but it has
a part of the process.”
also helped to foster citizen engagement. “Through the open data project, one
By creating participation engagement programmes and making residents
of the data sets that you can access is
a part of this journey, the Nordic capital
the city’s decision-making data which
isn’t implementing technology for
helps to make this an increasingly
technology’s sake but rather is implem-
transparent process,” he explains. “At
enting digitally-savvy public services
the same time, Helsinki also wanted to
which are community based. “Our
create an open source services platform
coders follow certain codes of conduct
whereby companies, SMEs and even
and guidelines, to ensure that they’re
residents can work together to develop
making services based on citizens’ e uro pe .busi ne ssc hief. com
World Leader in Agile Urban Machines
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The articulated steering and location of the cabin in the front frame p with excellent working conditions.
tal management and r seasons, especially expensive.
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H E L S I N K I C I T Y C O N S T R U C T I O N S E R V I C E S , S TA R A
The Market Square in front of City Hall is perhaps the heart of Helsinki. Stara’s street maintenance vehicles wash it every day after the Market Square quiets down for the day. Photo © Veikko Somerpuro
22
needs, rather than experimentation,”
our smart city initiatives that can be
Laitinen adds.
scaled up to other parts of the city as
But what does this mean for daily life
well,” Laitinen notes. “A number of
in Helsinki? What impact are these
infrastructure services have been and
strategies having? To see this first
will be automated. Solar panels, smart
hand, it’s best to take a look at Kalasa-
metering and smart remote control
tama, a former harbour and industrial
systems have also been embedded here.
area in Helsinki that has been trans-
Additionally, the district has also tested
formed into a hotbed of innovation.
a unique vacuum waste collection
The City of Helsinki has been experi-
system whereby waste collection points
menting with everything from social
transport waste to waste management
and healthcare services to waste
facilities via underground pipelines.”
management, energy solutions and
Additionally, the City of Helsinki and
even smart parking. “It’s a testbed for
Stara have encouraged locals to ‘Reboot
NOVEMBER 2018
CONSTRUCTION
“Our coders follow certain codes of conduct and guidelines, to ensure that they’re making services based on citizens’ needs, rather than experimentation” — Ilpo Laitinen, Head of Stara Administration
the City’ by hosting a series of hackathon events. This has led to the creation of ‘helper’, an app which provides optimal routes for Helsinki winter maintenance crews, as well as Call Plate, an automation technology which alerts car owners to when they have parked in restricted places.
A GREENER WAY OF LIVING Helsinki has set itself bold targets for the next five years but it doesn’t stop there. On top of this, the capital has committed to an ambitious goal to
E X E C U T I V E P R OF IL E
Ilpo Laitinen Ilpo Laitinen, Head of Stara Administration and Adjunct Professor is both a senior level director and a researcher, demonstrating his ability to work across the boundaries of academia and the public sector. The work that he undertakes in both of these realms involves looking for new solutions to improve the quality of the public sector in Helsinki, a city that is among the world leaders in providing services to its people. He is internationally experienced both in science and management, including public administration and public management, public value of services, digitalisation of public services, smart cities and innovation management.
Photo © Stara Communications
23
H E L S I N K I C I T Y C O N S T R U C T I O N S E R V I C E S , S TA R A
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Photo © Veikko Somerpuro NOVEMBER 2018
CONSTRUCTION
C OMPA N Y FA C T S
• Helsinki aims to become carbon neutral by 2035 • In order to become carbon neutral by 2035, Helsinki needs to reduce its CO2 emissions by 1.62% every year • Helsinki wants to become ‘the most functional city in the world’ as part of its 2017-2025 plan • In 2017, Helsinki had a population of 629,512 and, by 2050, the city expects to add an extra 250,000 residents.
e uro pe .busi ne ssc hief. com
25
H E L S I N K I C I T Y C O N S T R U C T I O N S E R V I C E S , S TA R A
26
Due to the slush on Finnish streets in wintertime, gravel is spread onto streets throughout winter to combat slippery conditions. Stara machinery collecting chips on a busy route as winter turns to spring. Photo © Veikko Somerpuro
become completely carbon neutral by
Stara has also taken up the fight
2035. In Helsinki’s metropolitan area,
against climate change and has
the electrification of buses has already
switched to biofuels to power its non
begun, with an aim to have over 100
-road vehicles. “Stara is a cleantech
electric buses in operation by 2020.
leader,” observes Aherva. “My person-
The city has also been a testing plat-
al goal is that I would like to robotise the
form for new smart mobility solutions
whole fleet of vehicles and processes
such as the Mobility-as-a-Service
we have. We are also using several
model, which hopes to make car own-
means of clean technology like biofuel,
ership unnecessary by promoting
electric, hybrid and fuel cell. In order to
existing services like ride-hailing, trip
achieve our 2035 goal, we need to
planning and car-sharing.
reduce our CO2 emissions by 1.62%
NOVEMBER 2018
CONSTRUCTION
City of Helsinki executives rode on the eco-friendly Stara truck that runs on biofuel in the 2018 Pride parade. The parade had a record turnout of 100,000 participants. Photo © Akifoto
Hackjunction was a success for Stara. The team to ultimately win the event grand prize of 20,000 euros was one of the teams that participated in the Stara big data challenge. Photo © Teemu Heljo
“We are trying to solve real problems for real people in Helsinki” — Sami Aherva, Head of Stara Logistics
every year. We’ve done that by using
just yet, but by creating an ecosystem
biofuel but to bridge the gap we also
that fosters R&D and innovation, Stara
need to look at new technologies.”
hopes to make this sector greener and
HOTBED OF INNOVATION
more efficient. Providing a platform for Vilakone Oy
A key part of Stara’s daily business
(a leading environmental management
involves using snow ploughs, city
machinery firm in the country), Stara
sweeps and other environmental man-
hopes to help the company develop and
agement machinery to ensure that the
investigate the use of energy efficient
city can continue to run regardless of
machinery. “We are providing Wille with
the whether it’s sunny, rainy or snowing.
the environment to develop market-
This industry may not be fully developed
ready products that may be electric or e uro pe .busi ne ssc hief. com
27
H E L S I N K I C I T Y C O N S T R U C T I O N S E R V I C E S , S TA R A
Photo © Veikko Somerpuro
“It’s not just about data: it’s about better decisions and better approaches to city issues. When it comes to our services – be they technical, street maintenance, construction or logistics” — Ilpo Laitinen, Head of Stara Administration
28
hybrid,” observes Aherva. “Once they have the ready-for-market machinery in place they can then also sell it everywhere. This showcases our role as a development platform for innovation and new energy efficient innovations.” As Helsinki’s 2021 deadline inches closer, Aherva says that the city will not only transform its processes and technologies, it will also “change the whole culture of the city.” He says: “The city’s services are going to transform. It’s a game-changing type of approach. NOVEMBER 2018
CONSTRUCTION
29 Ilpo Laitinen, Head of Stara Administration (left), and Sami Aherva, Head of Stara Logistic, examining Stara machinery that utilises digital technology and favours eco-friendly solutions. Photo © Stara Communications
The role of the public and private sectors
have. We want to collaborate with these
will no longer be black and white: it’s
innovators and networks to renew and
more collaborative. Helsinki is the
improve our city. This program is very
platform that many companies need
much about social capital; it’s about
to try something new.
improving the quality of life for our resi-
“We are trying to solve real problems
dents and our companies.”
for real people in Helsinki,” he concludes. “It’s not just about data: it’s about better decisions and better approaches to city issues. When it comes to our services – be they technical, street maintenance, construction or logistics – we don’t want to deliver services the way we always e uro pe .busi ne ssc hief. com
LEADERSHIP
SECURITY
30
A CYBERSECURITY GUARDIAN YOU CAN TRUST WITH YOUR DATA
Global cybercrime damages are expected to cost $6trn annually by 2021 and as cybersecurity tools increasingly flood the market, Optiv Security is helping technology executives navigate this critical field. WRITTEN BY
NOVEMBER 2018
L AUR A MULL AN
31
e uro pe .busi ne ssc hief. com
LEADERSHIP
T
oday’s Chief Security Officers (CSOs) and technology executives face an unprecedented challenge. As Europe’s business scene is shaken up
by a wave of new technologies like artificial intelligence
(AI), machine learning and blockchain, more and more cybersecurity threats have also entered the fray. From phishing to hacking, trojans to malware, today’s adversaries are malicious, creative and unrelenting. Swathes of cybersecurity tools are now available to tackle this, but it can often be difficult to ascertain how much an organisation should spend on cybersecurity or which technologies are most vital. Indeed, until recently, many CSOs and technology executives found it hard 32
to even get a seat at the table at an executive level to make these decisions. Now, as the cybersecurity industry has gained more momentum (and as recent large-scale hacks have gained more airtime) more and more organisations are recognising the benefits of abandoning a reactive approach to cybersecurity in favour of an ‘inside-out’ risk-centric method, driven at a corporate level. In fact, this is where Optiv Security, a leading security solutions integrator, has made a lasting impression on the market. Simon Church, General Manager and Chief Executive Vice President, Europe, explains that Optiv helps customers navigate the proliferation of tools on the market so that they can plan, build and run successful cybersecurity systems. “The biggest challenge facing CSOs and technology executives today is what I would call the increase in noise,” Church observes. “A decade NOVEMBER 2018
“Ultimately, the value of an organisation can be severely degraded by a security event. Would you as a consumer want to be doing business with an organisation that can’t look after your data or your payment card information?” — Simon Church, General Manager and Chief Executive Vice President, Europe, Optiv Security
33
e uro pe .busi ne ssc hief. com
LEADERSHIP
ago, there were only a handful of viruses
security technology manufacturers,
and so there were very few cybersecu-
Optiv acts as a ‘one stop shop’ for com-
rity technologies to deploy. Now that’s
panies who want end-to-end security
changed: we have huge numbers of
solutions. With global expertise and
viruses and malware looking for gaps
leading cybersecurity partnerships,
wherever they possibly can. The work-
Church highlights that this is just one
place environment is also more open
way in which the cybersecurity company
as people are bringing smartphones,
stands out from the crowd. “Today,
laptops or tablets in and out of the
technology executives are looking for
organisation. There’s a growing threat
a company to help them understand
and that means the cybersecurity
their systems, their risks and how they
market is growing too.”
can balance this against their budgets
Maintaining world-class partner34
ships with more than 350 leading
NOVEMBER 2018
and corporate strategies,” he says. “They also require someone who can
CLICK TO WATCH : ‘OPTIV PERSPECTIVES: SIMON CHURCH’ 35 simply communicate with their manage-
Knitting together thousands of
ment, their board and their users. With
potential products and technologies,
Optiv, they only need one partner.
Optiv is able to offer cybersecurity in
“We really understand this land-
the form of managed services for compa-
scape. We have a high level of exper-
nies who perhaps could not afford to
tise and talented employees, as well
maintain an inhouse security team of
as lots of long-lasting trusted partner-
their own – and this has proven to be
ships with cybersecurity companies.
a success. After celebrating a turnover
It’s beneficial for our clients because,
of around $2.5bn last year, the North
as the business saying goes, there’s
American firm is now turning its attention
‘only one throat to choke’. All in all,
to the European market so that it can
we’re making a relatively complex
offer these services to Europe-based
subject as simple as possible for our
firms or US businesses which have
clients and we’re taking them on that
expanded into the region. “Today, we
journey of security improvement.”
count nearly two-thirds of Fortune e uro pe .busi ne ssc hief. com
LEADERSHIP
C OMPA N Y FA C T S
• According to Gartner, Western Europe is the largest corporate security market outside of North America • Corporate security spending is set to increase to around $32.6bn by 2021 • Between 2017 and 2021, there will be a 27% increase in corporate security spending
36
1000 companies among our custom-
strives to execute the most effective
ers,” says Church. “A lot of these
solution, taking its clients’ priorities,
organisations want to expand and
values and budget into account. To this
want a partner who can provide these
end, Church asserts that his customers’
services across Europe. We certainly
successes are also Optiv’s successes.
think there’s a huge market here.” Regardless of location, however, one
“I think it’s key that we understand our customers and the companies that
thing remains consistent at Optiv. As
they’re doing business with,” he notes.
one of its key values, the company stre-
“Ultimately, we need to understand what
sses that it will work shoulder to shoulder
they’re trying to achieve so that we can
with its clients to understand their
develop a security strategy that aligns
needs regardless of the location. By
with this goal. In cybersecurity, I often
understanding the bigger picture, Optiv
think that companies throw the latest
NOVEMBER 2018
technology at a problem whereas I think it’s really important to have a much deeper understanding as to what these technologies truly mean in context. Overall, I would say the key challenge, what keeps you awake at night, is making sure that we’re applicable to the marketplace and that we have the right engagement with our clients.” On top of Optiv’s impressive technology roster, Church is also keen to point out that cybersecurity isn’t just about having the latest gadgets and tools. Harking back to the cybersecurity threats that have dominated the headlines of late, he says that one of the most important considerations for CSOs
“If you can take that secret sauce which Optiv developed in the US and apply it with a European flavour then we’re confident we can do well in the market” — Simon Church, General Manager and Chief Executive Vice President, Europe, Optiv Security
and technology executives today is a simple one: education. “You just have to look at the news to see that every day there are high profile breaches,” he reflects. “A lot of it has to do with education: the education of employees, regular testing and making sure that they recognise the implications of clicking on a particular link, for example. Ultimately, the value of an organisation can be severely degraded by a security event. Would you as a consumer want to be doing business with an organisation that can’t look e uro pe .busi ne ssc hief. com
37
LEADERSHIP
38
NOVEMBER 2018
after your data or your payment card information? It’s vital that employees understand how critical security is to their roles and the trust that their clients have with them.” Outside of North America, Western Europe is the largest market for corporate security, according to reports from Gartner. The global research firm forecasts total spending to grow to around $32.6bn by 2021, up 27% from 2017. Backed by private equity giant KKR Group, it seems Optiv is well positioned to tap into this booming market. “Our goal is to be the number one security services integrator globally,” Church says. “I think overall if you look at what we’ve been doing from a US perspective, every week, month, year, we’re winning awards, from vendor awards to industry awards. So, if you can take that secret sauce which Optiv developed in the US and apply it with a European flavour then we’re confident we can do well in the market.”
e uro pe .busi ne ssc hief. com
39
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TECHNOLOGY
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SALESFORCE.ORG EMBRACING INNOVATIVE TECHNOLOGY TO ENABLE SOCIAL GOOD AROUND Hentur sum ipsapero et es THE WORLD andendant que et aut mi, temut es exerrovid mi, qui bea By connecting noncommolut et apienecepti que profits and educational corerum hil idus, torecti busape institutionsnon to innovative con perrovidio technology, Salesforce.org creates a better world for tomorrow WRITTEN BY
DA LE BENTON
NOVEMBER 2018
43
TECHNOLOGY
T
echnology, when used for good, can truly change the world. This is the core belief of Salesforce.org, a social enterprise that plac-
es the greatest technology the world has to offer into the hands of non-profits and educational institutions in order to enable them to connect their organisations and accelerate their impact. Salesforce.org is defined by three key pillars, technology, resources and people. These key pillars represent the ways in which Salesforce.org can deliver on its vision of empowering non-profit organisations and educational sectors all over the world. “Technology can do the most amazing things
44
when used for social good, but it has to be applicable and appropriate for a non-profit to be able to use,” says Charlotte Finn, VP Global Strategic Relations. “What we’ve done is developed technology specific for those area. So, we’ve taken fundraising technology, volunteer management technology, donation management technology and student management technology and really tailored them to our market. This approach has made a significant difference.” Formally known as the Salesforce Foundation, Salesforce.org leverages the Salesforce Customer Relationship Platform (CRM) and made it accessible to non-profit organisations and developed its own non-profit specific technology solutions. What this does is allow some of the smaller
NOVEMBER 2018
45
“ Every single year, we surpass our volunteering targets because we are an organisation made up of employees who are passionate about the real difference each and every one of them can make” — Charlotte Finn, VP Global Strategic Relations
e uro pe .busi ne ssc hief. com
TECHNOLOGY
non-profit organisations to access and leverage the same technology as some of the largest non-profit or corporate companies in the world. Finn points to Child’s i Foundation, a foundation designed to “rewrite the script” for all children in orphanages across Uganda. “Childs i Foundation was founded by one person with a vision of simplifying the process of tracing blood relatives for orphaned children and reconnecting them with their families,” says Finn. “What she did was build a case management system using Salesforce 46
CRM to track a child’s family then work with the Ugandan government and local social services top accelerate the flow of adoption in the country. It was really incredible.” Child’s i is a perfect example of the way in which Salesforce.org delivers on its vision but in order for the foundation to be able to benefit and lever-age Salesforce’s technology, it called upon Salesforce.org’s second key pillar, resources. As a foundation, Salesforce.org is a granting foundation and grants funding specifically in the areas of workforce development and in education. Finn believes that in order to drive technology and innovNOVEMBER 2018
“ Technology can do the most amazing things when used for social good, but it has to be applicable and appropriate for a non-profit to be able to use” — Charlotte Finn, VP Global Strategic Relations
CLICK TO WATCH : ‘HOW GEORGETOWN CREATES A PERSONALISED STUDENT EXPERIENCE’
ation, the organisation must start
made available and this is just in the
enabling the next generation to have
UK alone. We have to think about how
incredible opportunities to do so.
we can fill them,” says Finn.
Across its entire global portfolio,
This is where the organisation’s
Salesforce.org has granted more than
third pillar comes into play, people.
$220mn into non-profit and education-
Salesforce.org provides every single
al organisations to build what Finn des-
employee with seven day’s volunteer-
cribes as future ready programs. These
ing and actively encourages each
future ready programs will create the
employee to go out and volunteer with
next generation of technology enabled
non-profit organisations to train and
individuals all around the world.
develop the skillset and capabilities
“Take the UK as an example: In the
of individuals. To date, the organisation
next few years there are close to
has registered more than three million
745,000 IT jobs that are going to be
hours of volunteering work worldwide. e uro pe .busi ne ssc hief. com
47
TECHNOLOGY
“Every single year we are asking ourselves, how are we going to continue this and improve and give more time?”, says Finn. “Every single year, we surpass our volunteering targets because we are an organisation made up of employees who are passionate about the real difference each and every one of them can make individually as well as collectively.” An inescapable challenge that comes with technology and innovation is readiness and whether or not there is the right skillset and capabilities to fully 48
embrace technology. As an organisation looking to connect non-profit and educational sectors from all over the world to the latest technology solutions, this challenge is only exacerbated. Finn recognises this and admits that there are more mature and ‘techready’ countries and markets in some parts of the world than others. The one thing she does note however, is the demand for technology. “There is a huge appetite to become tech ready and in fact, sometimes it’s the systems and solutions that aren’t ready to match that appetite,” she says. “There are some incredible, innovative organiza-
NOVEMBER 2018
“ Sometimes it’s actually technology that has to be ready. So as developers, we have to catch up with some of their innovative concepts” — Charlotte Finn, VP Global Strategic Relations
tions down there that want to harness the powers that technology can give them. But because they are so innovative, because they are so amazing the delivery, especially to the last mile, when you’re right out in the field, it’s not there yet. Sometimes it’s actually technology that has to be ready. So as developers, we have to catch up with some of their innovative concepts.” To this end, Salesforce.org builds and invests into a number of education programs and educational workforce development programs that are accessible both externally and internally. One such example, is Trailhead. Trailhead is an online tool that provides training, badges and accreditation to all staff and employees. Finn feels this is key because it shows that technology education is just the beginning, its Trailhead enables them to take that education and make a real difference. Given the incredible rate in which technology has evolved and will continue to evolve, the technology conversation has shifted immensely. Historically in the non-profit sector, Finn feels that people have always looked to tackle situations by themselves. Only through
e uro pe .busi ne ssc hief. com
49
TECHNOLOGY
37,000+
Nonprofit and education customers
$230mn+ Grants
3.2mn 50
Service hours
NOVEMBER 2018
public and private partnerships and working collaboratively with NGOs and organisations like Salesforce.org can the sector truly embrace and ride the digital wave. “There is much stronger appetite for the collaboration amongst companies to enable this to happen,” she says. “As more and more of these entities are coming together and creating a collaborative approach, we are starting to see more of these challenges being addressed and tackled more successfully, much more quickly.” The technology conversation shows no signs of slowing down and Salesforce. org will continue to play a key role in enabling the non-profit organisations of the world to access the greatest and most innovative technologies the world has to offer. For Finn, it will always be about one thing. “It really is to enable technology to be used for social good,” she says. “I know it’s a trite answer but its true. We can really help the world through technology. The work we do is truly game changing.”
e uro pe .busi ne ssc hief. com
51
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CITY FOCUS
City Focus
54
NOVEMBER 2018
55
e-Estonia: Could the digital power-house of Tallinn be your next European business hub? Frequently hailed as one of the most digitally advanced societies in Europe, Estonia is carving its own unique path in today’s digital landscape. But could it be the right location for your European venture? WRITTEN BY
LAURA MULLAN e u r o p e . b u s i n e s s c h i e f. c o m
C I T Y F O C U S | TA L L I N N
A
t the heart of Estonia’s business sphere lies the country’s capital, Tallinn. The burgeoning city is also making waves in the wider European business scene too – and
for good reason. Between free public Wi-Fi, a well-educated population, and business-friendly tax policies, Tallinn has quickly become a force to be reckoned with amongst professional circles. In 2016, the country’s gross domestic product (GDP) was €20.9 billion 53% of which was comprised of Tallinn’s GDP. Recognising the country’s potential, more and more businesses, startups and employees are also flocking to the Eastern European capital. In 2015, there were 13,462 companies in Tallinn with turnovers of more than €100,000 and 29 companies with turn56
overs of more than €1mn.
NOVEMBER 2018
57
e uro pe .busi ne ssc hief. com
C I T Y F O C U S | TA L L I N
Boasting a population of around 1.32mn people, the country has been ranked as the 14th easiest place to start and operate a business, according to the World Bank Group’s rankings. But should you head there for work or consider operating a business in this Baltic business hub? Business Chief investigates.
E-ESTONIA: THE MOST ADVANCED DIGITAL SOCIETY IN EUROPE With the nation commonly dubbed as ‘e-Estonia’, Tallinn prides itself on being a digital stalwart. In 2000, the
58
country passed a law declaring internet access as a human right and from that, it has put forward a campaign to bring the internet to rural areas. Over the past few decades, the country’s digital transformation has been in hyperdrive: when Estonia gained independence in 1991, only half of the country had a phone line yet, by 1997, 97% of Estonian schools were online. Fast forward a few years later, and Estonia would continue to make history, becoming the first nation in history to offer e-residency. Useful for businesses, this government-issued ID is available to anyone in the world, NOVEMBER 2018
CLICK TO WATCH : ‘VISIT TALLINN CREATORS CAMP — HOW IT ALL HAPPENED!’ 59 granting them the freedom to easily start and manage a global business in the EU. This technological ethos hasn’t gone unnoticed by the business community either. In 2015, Estonia came 22nd among 143 countries in the World Economic Forum’s International Technology Index. Thanks to its digitallydriven approach, Tallinn has become a home to tech behemoths such as Skype, and it has also helped to create
‘ The nation commonly dubbed as ‘e-Estonia’, Tallinn prides itself on being a digital stalwart. In 2000, the country passed a law declaring internet access as a human right’
Tehnopol, the biggest science park and startup incubator in the Baltic region. Foreign investors like Microsoft, CGI, Fujitsu, Keuhne+Nagel and Arvato have e uro pe .busi ne ssc hief. com
C I T Y F O C U S | TA L L I N
Viru Keskus Centre Photo: Paul Kuimet www.visittallinn.ee
Restaurant Lendav Taldrik Photo: Paul Kuimet www.visittallinn.ee
60
established long-lasting operations in
CCDCOE, Guardtime and Malware-
the country and the Baltic capital is
bytes, the country seized the top spot
also known for being a beacon for up-
in Europe and fifth position globally in
and-coming startups like taxi-hailing
the Global Cybersecurity Index this year.
startup Taxify or tech firm Nortal.
Not only is the capital technologically-
This digital outlook has also enabled
savvy, but it also has the talent and
Tallinn to become a global heavyweight
expertise to support it. The Estonian
in cybersecurity. In 2017, the country
labour market is highly skilled, with 86%
faced cyber-attacks that were widely
of adults speaking at least one foreign
regarded as the world’s first ‘cyber war’.
language. According to the Human Capi-
But, by learning and gaining from the
tal Report, the Baltic nation is a success
experience, Tallinn has now emerged
story when it comes to successful human
as a powerhouse in cybersecurity-
capital potential maximisation, ranking
related knowledge. Home to NATO
15th globally.
NOVEMBER 2018
61
BIG BUSINESS IN TALLINN:
markets as well as the international
Renowned industry giants, Eesti Ener-
liquid fuels market. Eesti Energia
gia and AS Tallink Group have both
produces electricity from oil shale as
chosen to position their headquarters
well as wind, water, municipal waste
in the bustling city of Tallinn.
and biomass and in 2017, it passed a new milestone and added solar
EESTI ENERGIA
energy to its portfolio. Now, the com-
The international energy company,
pany is one of the largest producers
Eesti Energia, has chosen the
of renewable energy in Estonia. In
Estonian capital as the site of its
May, the company revealed that it
headquarters. Operating in the Baltic
had signed a shares purchase agree-
and Polish regions, the company is
ment to acquire renewable energy
present in the electricity and gas
firm Nelja Energia.
e uro pe .busi ne ssc hief. com
C I T Y F O C U S | TA L L I N N
Cafe Maru Photo: Paul Kuimet www.visittallinn.ee
Currency
Euro 452,000 Population
Nearest airport
4.3km
Tallinn International 62
AS TALLINK GROUP Boasting 15 vessels, AS Tallink Grupp is a mini-cruise and ferry company headquartered in Tallinn. The Estonian company also owns Silja Line and a part of SeaRail. Additionally, the group also operates four hotels in Tallinn and one in Riga. The Baltic ferry and cruise operator named Paavo Nþgene as its new Chief Executive Officer in March. Tallink recently acquired the right to operate international fashion brand Esprit’s franchise stores in Estonia.
NOVEMBER 2018
‘ The service industry dominates the Tallinn economy, with seven out of ten residents employed in the service sector’ Situated on the north coast of the country, Tallinn ties together the Nordic, Baltic and northwest Russian regions, making it a strategic location for any business. Estonia’s longlasting system of low, flat-rate taxes, like the 20% income tax, is simple and has also been favourable to businesses. There is also no tax on retained and reinvested in profits and as a result, the country topped the OECD Tax Competitiveness Index in 2017. Since gaining its independence, Tallinn’s economy has grown rapidly. The service industry dominates the Tallinn economy, with seven out of ten residents employed in the service sector, according to the Tallinn Busi-
Tallinn Airport Photo: Maret Põldveer-Turay www.visittallinn.ee
ness Administration.
e uro pe .busi ne ssc hief. com
63
T O P 10
66
NOVEMBER 2018
TOP 10 RICHEST IN PEOPLE UROPE Today, the 20 richest people on the planet are worth a staggering $1.2 trn. As the divide between the rich and the richer widens and fortunes stack up, we take a look at Forbes’ ‘The World’s Billionaires’ list to find out the richest people in Europe and how they got there... WRITTEN BY
LAURA MULLAN
e uro pe .busi ne ssc hief. com
67
T O P 10
68
10
Stefan Quandt
German billionaire Stefan Quandt is one of the richest men in Europe thanks to his stake in automotive giant BMW. Quandt owns 23.7% of the luxury car market whilst his sister, Susanne Klatten, owns 19.2%. Additionally, he also has shares in homeopathic medicine firm Heel, digital security company Gemalto, and logistics business Logwin. He has a net worth of around $22bn, according to Forbes.
www.bmw.co.uk
NOVEMBER 2018
69
=09
Giovanni Ferrero Inheriting his family’s $13bn confectionery empire in 2015, Giovanni Ferrero is now one of the wealthiest businessmen in Europe. The Italian businessman controls Ferrero Group, the world’s second-largest chocolate maker, which is best known for its Ferrero Rocher chocolates, Nutella spread and Tic Tac mints. Ferrero is executive chairman of the company and has a net worth of around $23bn. In January, he helped ink a deal with Nestle to acquire the company’s US confectionery business for $2.8bn.
www.ferrero.com
e uro pe .busi ne ssc hief. com
T O P 10
70 Photo © Red Bull
=09
Photo © Red Bull Stratos
Dietrich Mateschitz Austrian billionaire Dietrich Mateschitz made his fortune by cofounding energy drink company Red Bull with Thai businessman Chaleo Yoovidhya. Last year, over 6.3bn cans of Red Bull were sold worldwide, which is enough to provide caffeine to more than 80% of the planet. Today, he holds around 49% of the world’s largest energy drink maker. Today, Forbes estimates that Mateschitz has a net worth of around $23bn.
www.redbull.com
NOVEMBER 2018
71
07
Susanne Klatten The richest women in Germany, Susanne Klatten, owns 21% of BMW, the world’s largest maker of luxury vehicles. Meanwhile, her brother Stefan Quandt (who also features on the Forbes’ billionaires list), owns 23.7%. The automotive company owns brands including BMW, Mini and RollsRoyce. As well as this, Klatten also has shares in chemical company Atlana, carbon producer SGL Group, and turbine developer Nordex and more. Forbes reports that Klatten has a net worth of $22.9bn.
www.bmw.co.uk
e uro pe .busi ne ssc hief. com
T O P 10
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06
Georg Schaeffler German businessman Georg Schaeffler is chairman and majority owner (80%) of Schaeffler AG, a major manufacturer of ball bearings and automotive supplies. His mother, Maria-Elisabeth Schaeffler, owns the other 20%. The company generated about EU14bn in sales last year and it owns a partial stake in tyre giant Continental AG.  Schaeffler has previously also served two years as a lieutenant in Germany’s Air Force reserves. According to Forbes Schaeffler has a net worth of around $25.3bn.
www.schaeffler.com
NOVEMBER 2018
73
05
Franรงois Pinault With a net worth of around $27bn, Franรงois Pinault is also one of the richest business leaders in Europe. The French businessman is the founder of designer and luxury goods firm Kering, which owns brands like Gucci and Yves Saint Laurent. In 2017, the Paris-based business reported revenue of EU15.5bn ($17.5bn). Pinault also has a personal art collection of over 2,000 works including pieces by Andy Warhol and Mark Rothko.
www.kering.com
e uro pe .busi ne ssc hief. com
T O P 10
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04
Beate Heister & Karl Albrecht Jr. Heirs to the Aldi retail fortune, Beate Heister & Karl Albrecht Jr. have a net worth of around $29.8bn. They are the children of Karl Albrecht Sr. who founded the discount chain with his brother Theo Sr. in 1946 after they took over their mother’s store in Essen, Germany. In 1961, the founders split ownership of the company following a dispute over whether to sell cigarettes. Karl Sr. took the stores in in southern Germany plus rights to the Aldi brand in the UK, Australia and the US in what is now known as Aldi Sued. Meanwhile, Theo Sr. was responsible for Aldi Nord, with stores in northern Germany and the rest of Europe.
www.aldi-sued.de
NOVEMBER 2018
75
03
Françoise Bettencourt Meyers & family Françoise Bettencourt Meyers inherited the £79.3bn L’Oréal fortune following the death of her mother, Liliane Bettencourt, last year. Boasting a 33% stake in the world’s largest cosmetic maker, Bettencourt Meyers currently stands as the richest woman in Europe with a net worth of $42.2bn. She runs the family’s holding company as chairwoman. Today, L’Oréal owns makeup brands including Lancôme and Garnier with reported a revenue of $29.4bn in 2017.
www.loreal.com
e uro pe .busi ne ssc hief. com
T O P 10
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02
Amancio Ortega NOVEMBER 2018
77
By co-founding Inditex fashion group,
world under brands like Massimo
best known for the clothing brand
Dutti and Pull & Bear. A pioneer in fast
Zara, Amancio Ortega has cemented
fashion, Ortega has a net worth of
his position as the second richest
around $70bn and owns around 60%
man in Europe. Â He co-founded the
of the company.
company with his ex-wife, RosalĂa
www.inditex.com
Mera, in 1982, and today the company has around 7,500 stores around the e uro pe .busi ne ssc hief. com
T O P 10
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01
Bernard Arnault NOVEMBER 2018
79
French business magnate, investor,
a mega-deal to takeover Parisian fash-
and art collector Bernard Arnault tops
ion house Christian Dior, Arnault’s
the leaderboard as the richest person
fortune has climbed by around $30.5bn
on the continent. As Chairman and
over the past year. Today, Arnault has
CEO of LVMH – the world’s largest lux-
a net worth of around $72bn.
ury products group – Arnault overseas
www.lvmh.com
an empire of over 70 brands including Louis Vuitton, Givenchy and Sephora. Thanks to record results at LVMH and e uro pe .busi ne ssc hief. com
Pioneering th smart factory w
15-16 No Hotel Catalon Barcel
he transiion into with lean thinking
ovember 2018 nia Eixample 1864 lona, Spain
SIRIUS MINERALS 82
Economic and sustainable excellence in mining WRIT TEN BY
DA LE BENTON PRODUCED BY
RICHARD DE ANE
NOVEMBER 2018
MINING
83
e uro pe .busi ne ssc hief. com
SIRIUS MINERALS
Through the $4.2bn Woodsmith Mine, Sirius Minerals will disrupt the ‘sustainability in mining’ conversation
D 84
estructive by its very nature, the mining industry is one that requires an incredible focus and understanding of the impact
that a project has, and can have, on the environment. For many mining operators, getting this one element right is key to achieving any form of success. Get it wrong and the results can be catastrophic. With a vision to become one of the world’s largest producers of multi-nutrient fertilisers, and a $4.2bn (£3.2bn) project to achieve that, Sirius Minerals takes its environmental responsibility incredibly seriously. In fact, it’s built into the company’s very mission statement of ‘sustaining the future’. “This project will establish Sirius as a global fertiliser company,” says Graham Clarke, Operations Director at Sirius Minerals. “But I think what’s important to us is the way we’ve gone about doing that and the way we work. “We’re not just a mining company trying to develop a resource and make as much money as NOVEMBER 2018
MINING
85 we can out of it. It’s how we’ve always engaged with the local communities, national government and well as regionally. I think we’re really setting the benchmark in sustainability within mine development.” The Woodsmith Mine is a 2.66bn tonne polyhalite project: the largest highest grade polyhalite resource in the world. Located near Whitby in the North of England, Sirius Minerals is currently implementing major infrastructure that will connect a deep shaft system and e uro pe .busi ne ssc hief. com
www.josephgallagher.co.uk
Leading the way underground. From London’s Super Sewer to Sirius Mineral’s Woodsmith Mine. Joseph Gallagher is a trusted partner for some of the biggest underground tunnelling and infrastructure projects taking place in the UK today.
SPECIALIST CIVIL ENGINEERING CONTRACTORS
®
TUNNELLING | CIVIL ENGINEERING | TRENCHLESS SOLUTIONS
Joseph Gallagher founded his company in 1982, which has grown significantly in the last 36 years to become a leading tunnelling and civil engineering sub-contractor in the UK. 2018 has been been aa milestone milestoneyear yearfor the the company, leading the way both for company, leading the way in terms of recent project both in terms of recent project successes and and their their safety safetyculture. culture.
Sirius Minerals Woodsmith Mine Joseph Gallagher has been contracted by Careys to undertake shaft sinking works at Sirius Minerals’ £3.2bn polyhalite mine near Whitby. The project reached a historic milestone in September this year, with the naming of the Herrenknecht Vertical Shaft Sinking Machine (VSM) that will be used to excavate the first 120m of a 360m deep tunnel access shaft. “Using this innovative cutting-edge machine is proof of our determination to use the best, most effective engineering solutions to build this mine.” Chris Fraser, CEO and Managing Director Sirius Minerals.
Tideway Project Tideway Project The £4.2bn £4.2bn Thames ThamesTideway TidewayTunnel project, project, a 25km atunnel run to Tunnel 25kmtotunnel beneath the River Thames in thein run beneath the River Thames centre of London, is theislargest the centre of London, the largest sewer improvement improvementproject projecttotobebe conducted in conducted inthe theUK UKfor forover overa a century. Contracted century. Contractedbybythe theFerrovial Agroman Laing O'Rourke joint Ferrovial Agroman UK and Laing venture, Joseph O’Rourke (FLO) Gallagher joint venture, constructed two, 10constructed metre internal Joseph Gallagher two, diameter, SCL 10 metre 37-metre-long internal diameter, tunnels, and two reinforced 37-metre-long SCL tunnels,concrete and portal frames (20m x 16m) two reinforced concrete portal containing 280x tonnes of steel. frames (20m 16m) containing 280 tonnes of steel. Joseph Gallagher has previously worked with Ferrovial and Joseph Gallagher hasAgroman previously Laing O'Rourke onon thethe Northern Line worked with FLO Northern Extension and this working Line Extension andpositive this positive relationship continuedcontinued onto Tideway, working relationship whereTideway, the same level of onto where the same level professionalism andand workwork ethicethic were of professionalism a big contribution in delivering the were a big contribution in work successfully. delivering the work successfully. An industry industryleading leadingsafety safetyculture culture Joseph Gallagher Joseph Gallagherbegan beganitsitsLiving Living Incident Free Incident FreeEveryday Everyday(LIFE) (LIFE) behavioural safety behavioural safetyprogramme programmetoto fundamentally change fundamentally changeits itsculture culture and attitudes attitudestowards towardssafety safetynearly nearly four years years ago. ago. “We have have had hadgreat greatsuccess successwith with the programme, programme,attitudes attitudesand andways of working have moved on. Buton. ways of working have moved therethere is still to be to achieved.” But is more still more be Joseph Gallagher, Chairman. achieved.” Joseph Gallagher, Chairman.
Joseph Gallagher Joseph Gallagherview viewleadership leadershipas fundamental to promoting and and as fundamental to promoting sustaining the sustaining thesafety safetyand andwell-being of its people. aim of the LIFE well-being of The its people. From the programme is toevery provide everyone 1st of October member of withJoseph the exceptional leadership and the Gallagher Group will be mutual respect that is required to attending an industry leading and empower people feel comfortable awarding winningtoimmersive with challenging un-safe training day provided bybehaviours Active and situations. Training Team (att…). The session combines interactive experiences, “A safe business is the by-product film, drama, live action, exercises, of the business having exceptional participation and facilitated leadership. We continue on our discussion, leaving participants journey with the next phase with a lasting understandingofofour LIFE Culture.” Steve Harvey, their role in ensuring the safety Managing Director. and well-being of everyone. From October 2018 every member of The aim of Gallagher the LIFE programme the Joseph Group will is to provide everyone with attend an industry-leadingthe and exceptional leadership and training mutual awarding-winning immersive respect that is required to day provided by Active Training Team empower people to feel (ATT). comfortable with challenging un-safe behaviourstraining and situations. The ATT immersive day combines live drama, film, exercises “A business is the by-product andsafe facilitated discussion. “People of the business having come away with a deep, lasting exceptional We for awareness ofleadership. their responsibility continue on our journey their own safety and that ofwith the next phaseand of our Culture.” colleagues the LIFE practical Steve Harvey, Managing Director communication tools to make a
difference.” Dermott Kerrigan, Joseph are creating DirectorGallagher Active Training Team. an environment where people decide to make the Joseph Gallagher areright creating choices, wherever theypeople work across an environment where decide the company. From procurement, to make the right choices, wherever to planning, HR, the engineering they work across company.and From project management, everyone procurement, to planning, HR, is a leader whenand it comes engineering projectto safety and well-being. management, everyone is a leader when it comes to safety and well-being.
SIRIUS MINERALS
an underground tunnel directly to nearby sea ports and shipping channels. The challenge for Sirius lies in the location, as the project is situated inside a major national park, meaning that the level of environmental responsibility placed on Sirius’ shoulders is significant. “It started with the way that we designed the project and the infrastructure. Post construction, it will have minimal, if any, impact on the environment,” explains Clarke. “The mine site itself won’t be visible from any viewing point around the site once we’ve finished, 88
and I think we’ve demonstrated that it’s possible to design a deep mine in a sensitive area without it having a significant impact on the environment. As a company, we take a lot of pride in the way we’ve gone about that, from the way we engage with the local people and the care we take in the environment.” This is echoed by Chris Fraser, Managing Director and CEO of Sirius. He notes that the innovative low impact design came about through initial discussions and planning meetings about the mine, which originally was going to involve turning the polyhalite into sulphate of potash (SOP) through a large-scale thermal process that NOVEMBER 2018
“I think we’re really setting the benchmark in sustainability and the way to develop a mine” — Graham Clarke, Operations Director at Sirius Minerals
MINING
CLICK TO WATCH : ‘SIRIUS MINERALS – THE PROJECT EXPLAINED’ 89 would use a large amount of energy and water. This, he explains, would leave a rather significant carbon footprint. “The process, while technically feasible, caused us great concern because of the amount of gas it was going to consume and the amount of carbon it was going to produce.” As the team went back to the drawing board and conducted a number of studies to find a more carbon neutral process, it was discovered that when left in its high grade natural mineral form, polyhalite’s crop yield performance surpassed expectations. It was decided e uro pe .busi ne ssc hief. com
MINING
“ It’s who we are and it’s the way we do things. We will address whatever is coming in the future in the same way that we’ve addressed everything we’ve done so far, and I think that’s one of the things that sets us aside, is our ability to change and evolve and meet the next challenge” — Graham Clarke, Operations Director at Sirius Minerals 91
that, rather than turn polyhalite into
Given the location of the ore body,
SOP, a product which was already
Fraser also recognised that Sirius
widely used, Sirius would market
needed to work closely with the local
polyhalite itself as a new fertiliser
community and national government in
product. This had the added benefit
order to ensure that the Woodsmith
of significantly reducing the energy
Mine could even get off the ground.
consumption required for processing.
“We made the early design decision
“That was choice number one, and
that we would not build big headframes
that meant that our carbon footprint
into the sky as normally seen with
reduced massively as a project,” says
underground mines around the world,”
Fraser. “It also meant that we didn’t
explains Fraser. “We decided that all
have to have a massive chemical
of our infrastructure should go under-
process plant nearby consuming huge
ground. These choices mean that there
amounts of gas and water.”
will be zero visual impact on the National e uro pe .busi ne ssc hief. com
SIRIUS MINERALS
92 Park, which is a fundamental ethos of the
MTS is a fully segmented tunnel
whole project.� While Fraser admits this
containing a conveyor belt that will
decision did incur additional costs, he
transport the extracted ore outside
stresses that these were non-negotiable.
the national park to the industrial port
The second component was one of
of Teesside, where the polyhalite will
transportation: extracting the ore and
be granulated and shipped. It will be
moving it to and from the mine site. The
constructed using three tunnel boring
transportation and logistics surround-
machines (TBMs) undertaking three
ing mine sites create a myriad of major
independent drives: one will launch
and minor noise and light pollution, as
from the surface at the port end, and
well as congestion and additional carbon
two from sub level launch chambers at
emissions. To avoid this impacting the
the mine end and at an intermediate site.
park, the company looked to another
“The tunnel will be dug through one
innovative solution: an underground
rock strata, Redcar Mudstone, at an
Mineral Transport System (MTS). The
average depth of 250m� says Clarke.
NOVEMBER 2018
MINING
“What we’ve had to do is design a project that is setting new standards in sustainable design because ultimately, we’ve a project for the next century and beyond, rather than one that’s based on thinking from the last century” — Graham Clarke, Operations Director at Sirius Minerals
93 E X E C U T I V E P R OF IL E
Chris Fraser Chris Fraser has almost 20 years’ experience in the mining industry with a particular focus on financing and strategic developments. He is the founder of the Project, has led its development since 2010 and has been managing director and CEO of the Company since January 2011. During his finance career he worked for KPMG, Rothschild and Citigroup, the latter culminated in him being appointed head of metals and mining investment banking for Australia in 2006 and managing director in 2008. Upon leaving Citigroup in 2009, he founded Sigiriya Capital, a boutique advisory and investment firm. Chris founded York Potash in 2010 and subsequently joined Sirius Minerals Plc in 2011.
e uro pe .busi ne ssc hief. com
Pioneering Your World. OLKO-Maschinentechnik GmbH has been awarded a contract by Sirius Minerals for the supply and commissioning of two winders for the North Yorkshire Polyhalite Project. Compared to a human body, the shaft hoisting system can be considered as the main artery of a mine. OLKO is very pleased to have been entrusted by Sirius Minerals with that responsible task and is delighted that their hoists are part of one of the world’s ambitious mining projects. OLKO is a German based manufacturer and considers itself as supplier of high-end shaft hoisting systems. The company covers a wide range of winders, such as Koepe, Double Drum or Double Blair Winders. Beside the winders, OLKO supplies rope handling equipment, loading and unloading facilities and has references worldwide.
www.ts-olko.com olfen@olko.info
find us
MINING
“That means it will be deep enough to
footprint of the operation, Fraser
avoid any meaningful surface impact
believes that it represents a shining
during construction, and have minimal
example as to what can be achieved
environmental visual impact post
with regards to sustainability in mining.
construction. Effectively when the
“What we’ve had to do is design
project’s built, nobody will actually
a project that is setting new standards in
know there’s a mine here, or a tunnel
sustainable design because ultimately,
in existence.”
we’ve got a project for the next century
In building such massive infrastruc-
and beyond, rather than one that’s based
ture, which provides low operating
on thinking from the last century,” says
costs, minimal environmental impact
Fraser. “Beyond that, we can really tap
and contributes to reducing the carbon
into the incredible technological
E X E C U T I V E P R OF IL E 95
Graham Clarke Graham joined Sirius Minerals in 2011 and has been involved in all aspects of the development of the project. He is currently responsible for construction activities at the Woodsmith and Lockwood Beck sites. He has over 30 years’ experience in the potash mining industry, in particular extensive operational experience at Cleveland Potash Limited (CPL). Starting as a graduate trainee, Graham initially worked underground as a miner, supervisor and shift manager before taking on more senior management roles culminating with the post of Managing Director, a position held for 7 years. At CPL, he secured investment to support the exploration and development of polyhalite, making CPL the first mine in the world to commercially extract this valuable mineral.
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SIRIUS MINERALS
96
United. Inspired. United in performance. Inspired by innovation. Performance unites us, innovation inspires us, and commitment drives us to keep moving forward. Count on Epiroc to deliver the solutions you need to succeed today and the technology to lead tomorrow. www.epiroc.com/en-uk
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salesukire@epiroc.com
MINING
97 advantages and thought that comes out
onto that. I’ve never doubted it for
of the UK, in terms of designing our
a minute since I joined the company,”
operating systems, with regards to
he says. “It’s a feeling shared by every
remote and/or automated operations,
single one of us here at Sirius. We
and really looking at achieving even
believe in that vision as well, and the
higher standards, in terms of our
reality is, that if you actually believe
operational presence, once this infra-
you can do something, then you’ve got
structure’s constructed.”
a pretty good chance of doing it.”
For Clarke, this vision of setting new
Sirius’ first exploration programme
standards and pushing the boundaries
ran from 2011 to 2013 which resulted
as to what can be achieved through
in the identification of the 2.6bn tonne
innovative thinking and sustainability in
resource. With construction beginning
mining is something that he bought into
in early 2017, Sirius has targeted
from the very start. “Chris Fraser had
production of the first polyhalite
a vision at the very beginning; I signed
towards the end of 2021 and an initial e uro pe .busi ne ssc hief. com
SIRIUS MINERALS
10mn tonne per annum operation by 2024. For the immediate future, Fraser notes that the company’s attention is entirely focused on completing the remaining financing required to build the project. “Construction is well underway and we’re coming toward the end of our second year of our construction schedule,” says Fraser. “Now we look at stage two of our financing, which is our senior debt financing. That is concluding early next year and involves finalising our project procurement, signing and securing our delivery partners on the project. These include DMC, Strabag, Jacobs and our market partnerships 98
with our customers, with whom we have already secured aggregate peak take or pay sales of 8.2mn tonnes per annum.” As the project continues to advance, both Clarke and Fraser can look at how far the company has come since identifying the resource back in 2010. More importantly for Clarke, the company can prove that it has and will continue to do things in future the right way. “It’s who we are and it’s the way we do things. We will address whatever is coming in the future in the same way that we’ve addressed everything we’ve done so far. I think that’s one of the things that sets us aside, is our ability to change and evolve and meet the next challenge,” he says. Through that vast polyhalite resource, NOVEMBER 2018
MINING
combined with the incredible understanding of its environmental responsibility, Sirius Minerals will truly transform not only the fertiliser industry, but it will send a clear message to the global mining industry. The mining conversation is often dominated by Canada, Australia and emerging mining markets across Africa, but both Fraser and Clarke feel passionately that the Woodsmith Mine can put the UK back on the map – it is the first deep mine to be built in the UK in decades, and will produce over two billion pounds a year through exports alone. This is a key driver for Fraser and is a cornerstone of his vision for Sirius: “I think the material contribution that mining projects can make is just such a fundamental component that has been lost from the UK. Look at a project like this, done to such high sustainable standards. It really does show you the power of mining as an economic driver for growth.�
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100
Mi NOVEMBER 2018
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ining for
the future WRIT TEN BY
CATHERINE S TURM AN PRODUCED BY
RICHARD DE ANE
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AEX GOLD
AN AREA OF SIGNIFICANT POTENTIAL, AEX GOLD HAS BECOME THE ONLY ACTIVE GOLD LISTED COMPANY IN GREENLAND, PROVIDING A SIGNIFICANT BOOST TO THE LOCAL ECONOMY
T
raditionally known for its fishing and hunting industries, Greenland is fast becoming the next significant area of exploration for
mining businesses. The largest island in the world, Greenland remains one of the least populated areas worldwide with 56,000 citizens, and it has sought to 102
attract local and foreign investment across a number of new projects. The island’s current position remains complex. A sovereign government, it is positioned under the Danish kingdom who provide grants to support its local economy. To further its independence and bolster its economy to create increased tax revenue, Greenland has embraced the exploration of new mining projects as well as utilising all the renewable and local resources it has to offer. Rich in rare-earth minerals, gold, iron-ore, uranium, in addition to hydro and wind power, Greenland’s favourable legal framework and robust infrastructure, particularly in South Greenland, have factored into AEX Gold’s vision to explore through its Greenlandic subsidiary, Nalunaq Gold Mine, situated in the Nanortalik Gold belt, Southern Greenland. NOVEMBER 2018
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“ The government is very supportive, so it’s about having a sound exploration strategy. We are very much focused on that” — Eldur Olafsson, CEO, AEX Gold
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AEX GOLD
Acquiring an existing Exploitation Licence in 2015, the company is at the advanced exploration stage of its Nalunaq property, including the previously operating Nalunaq Gold Mine. It also holds Exploration Licences at the early exploration stage Vagar and Tartoq properties. Hosting a high-grade NI 43-101 compliant gold resource estimate of 263k oz (inferred) at 18.7 g/t and a number of regional exploration targets, AEX Gold has undertaken three years of exploration at Nalunaq, developing an up104
dated geological model and an extension of the main vein strike length up to 1km. “The government is very supportive, so it’s about having a sound exploration strategy. We are very much focused on that, as we have an asset package that we think we can grow and create a lot
Through this process, the business has
of value,” explains Chief Executive
turned its attentions solely towards
Officer, Eldur Olafsson.
gold exploration.
Originating from Iceland, Olafsson
“The known gold deposits in Green-
has gained extensive experience of the
land are in an area where the climate is
local geography. Focusing on mining
mild and, given our experience, logistics
projects in Greenland since 2012, he
are relatively easy. Gold opportunities
has analysed the country’s potential
are easier to finance than larger base
against the backdrop of environmental
metals projects and our perception
responsibilities and associated legalities
was that we could fully fund projects
with partner SRK Exploration Services.
like these through our support here in
NOVEMBER 2018
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“ We have a total of 690 sq km of licences in south Greenland and we’re the only active listed gold company in Greenland” — Eldur Olafsson, CEO, AEX Gold
105
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AEX GOLD
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NOVEMBER 2018
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Iceland and in the UK market,” he explains. “We started looking for opportunities in the South Greenland Gold Province and became aware of this historically producing mine. We were attracted by the extremely high-grade potential of the resource and the fact that the project had significant infrastructure in place. We believed there were significant opportunities to materially improve the mining operation that had been run by previous operators.”
EXTENSIVE EXPLORATION Throughout the exploration of highgrade resources, Olafsson is proud to remain hands on and is regularly seen on site. By undertaking various technical studies, AEX has gained the ability to comprehensively analyse similar types of assets with potential. After e uro pe .busi ne ssc hief. com
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AEX GOLD
acquiring the Nalunaq project in 2015 the company has continued to expand its portfolio. Whilst Nalunaq encompasses the required licence to explore and recommence production at the old gold mine, they own the larger Vagar exploration licence, situated a few kilometres to the west of the mine, where AEX believes the ground is prospective for the discovery of further Nalunaq-type deposits. In addition, they also own the early stage Tartoq Project to the North West of Nalunaq. Each licence area is at a different stage
WWW.CARTWRIGHTDRILLING.CA
JUNIOR@CARTWRIGHTDRILLING.CA
TEL: +1 709-896-4446
MINING
C OMPA N Y FA C T S
• Greenland is fast becoming the next significant area of exploration for mining businesses. • Obtaining an Exploitation Licence, AEX Gold is at the advanced exploration stage of its Nalunaq property • AEX Gold has undertaken three years of exploration at Nalunaq, developing an updated geological model and an extension of the main vein strike length up to 1km. • Focusing on mining projects in Greenland since 2012, Olafsson has looked at the company’s environmental impact and all associated legalities with partner SRK of exploration which supports AEX’s aim of having a continuous pipeline of projects being brought into
• The use of hydropower and wind power would complement AEX Gold’s operations, not only in its existing mine operations, but with the implementation of an electric mining fleet
production. “We have a total of 690sqkm of licences in south Green-
years at Nalunaq in order to support
land and we’re the only active listed
our exploration in the larger licences in
gold company in Greenland. Previous
the next 5-10 years,” he says.
operators undertook very little forward-
“Iceland is a short distance from
looking exploration once the mine was
Greenland, so logistically it’s good for
in production. It’s a very under-ex-
us. Additionally, in Iceland you need to
plored region so we intend to recom-
be really self-sufficient, and the same can
mence production within the next two
be said for those in Greenland. We e uro pe .busi ne ssc hief. com
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AEX GOLD
don’t have as many people or the multitude of services that you would have in other countries which encourages you to think creatively,” he adds. Consequently, the company has sought to maximise efficiency whilst keeping costs down, yet all the time adding increased value across its operations. By acquiring a high-grade deposit, less material is needed to be broken down, lowering AEX Gold’s carbon footprint. Everything taken out of the mine from underground will be processed and shipped out to a different processing facility, or processed on site adhering to the current environmental guidelines. Historically, electricity has been generated through the use of traditional fossil fuels, something which is steadily changing throughout Greenland. 110
“We’re using oil to put in generators or to power mobile mining equipment which is high cost both in monetary and environmental terms. Greenland currently has five hydroelectric power plants and they are looking at building more in south Greenland,” says Olafsson. Seeing huge opportunities, he explains that the use of hydropower and wind power would complement AEX Gold’s operations, not only in its existing exploration activities, but with the implementation of an electric mining fleet with electricity being obtained from local renewable resources.
PROVIDING LOCAL OPPORTUNITIES In the future, it will be essential for Greenland to gain further revenue to unlock opportunities and services for its citizens. This is something Olafsson believes that AEX Gold can help with due to its knowledge of Iceland as it has many similarities to Greenland and has been NOVEMBER 2018
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“ There are an increasing number of Greenlandic students attending Danish Universities so that now, for example, we are seeing well qualified Greenlandic geologists available for employment” — Eldur Olafsson, CEO, AEX Gold
111
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AEX GOLD
‘ Greenland remains one of the least populated areas worldwide with 50,000 citizens’
112
NOVEMBER 2018
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through a period of comparable change. “Greenland is in a similar position to Iceland not so long ago. Iceland didn’t have a high education rate and wasn’t wealthy compared to other European countries, with economic and cultural activities that were very insular. We are now at the highest level of all parameters in terms of education, wealth per family, etc. and this has stemmed from improving the breadth of schooling and creating opportunities for people to grow and develop outside of the traditional areas of agriculture and fisheries. “Our aim is that the majority of employees will be Greenlandic, but it will take time. Greenland has a large number of people competing for jobs in the fisheries and tourist centres. It is important that Greenlanders are able to access programmes that will allow them to consider other career options. In Iceland we are importing a lot of people to work in different industries in our country because we don’t have enough people. This might be the case for Greenlanders as well if the anticipated growth of the mining sector materialises but we want to ensure that, where possible, we use local people first before looking elsewhere. “The Greenlandic Government provides good support for those who seek education. There are an increasing number of Greenlandic students attending Danish Universities so that now, for example, we are seeing well qualified Greenlandic geologists available for employment. There has been a Mining School at Sisimiut for the last 10 years which provides local qualified labour who can take advantage of opportunities in the mining sector. You need skilled labour and as we own a mine that was in production for 10 years previously, there is a fair bit of e uro pe .busi ne ssc hief. com
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AEX GOLD
“ We are creating revenue for local communities, creating highly skilled jobs, and are providing benefits where local communities can live better lives and individuals can grow” — Eldur Olafsson, CEO, AEX Gold local knowledge that we have been able to use during our exploration work and which we are keen to utilise going forward,” he says. “We are creating revenue for local
Cartwright Drilling, due to the company’s extensive experience in Greenland
communities, creating highly skilled jobs,
and subsequent knowledge of the
and are providing benefits where local
island’s government systems, process-
communities can live better lives and
es and practices.
individuals can grow. We need to create opportunities for young people.” Additionally, by working with local
Planning to mine high-grade resources using significant infrastructure already in place, AEX Gold holds
businesses as well as those who have
extensive licences managed by an
been operating in Greenland for some
experienced team. Previous operations
time, AEX has made a conscious effort
produced between 50,000 to 100,000
to hire companies which can support its
ounces a year at 15.4 grams/ton
growth. AEX have therefore acquired
produced and this has provided a
a longstanding relationship with
benchmark for the company, who will
NOVEMBER 2018
MINING
115
utilise this cash flow to explore the wider
a number of projects,” notes Olafsson.
region in the long-term.
“It will create a dramatic effect on the
“We have a five-year plan where we
local community and hopefully be
want to get into production at Nalunaq
a springboard for unlocking much larger
and use the cash generated to fund
potential in Greenland. There are plenty
exploration in the wider district. We
of deposits that have been found, but
envisage investing a significant amount
you have to be able to develop them. You
in exploration assets to provide a portfolio
can only do that that with support and
of different deposits that we can bring
cooperation from the local people who
into production. We are creating a com-
believe in your vision.”
pany that has a long-term mission in Greenland to build up local know how to support our aim of ramping up to very profitable production across e uro pe .busi ne ssc hief. com
116
A QUESTION OF TRUST WRIT TEN BY
ANDRE W WOODS PRODUCED BY
LE WIS VAUGHAN
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GLOBAL SWITCH
Aman Khan, Managing Director, Frankfurt of leading data centre provider Global Switch, discusses a major new project in Frankfurt…
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rust lies at the heart of every business – and every business deal. Without it, you have uncertainty, fear and possible catastrophe.
Nowhere is trust more fundamental than when choosing a data centre, the potential custodian of your most valuable and sensitive assets. 118
Aman Khan, Managing Director of Global Switch Frankfurt, is committed to the company’s ambitions to place trust front and centre of its operations. “When enterprises, telecom companies or cloud providers come to us to host their IT or backbone infrastructure, it is as though they are giving us the keys to their homes,” Khan explains. “It is extremely critical to them, and they need total confidence and trust in us.” Global Switch’s customers not only need to trust its infrastructure and the security, performance and reliability it provides, but also the company’s financial stability and stature within the marketplace. After all, who wants to place all of their most prized assets into the hands of a precarious operation? “We are the highest credit rated data centre company in the world,” he says. “In addition, we own and operate all our data centres under freehold or under the longest leasehold NOVEMBER 2018
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119 available in the markets where freeholds are not offered due to local regulation. We do not rent – whenever we develop a data centre we own it, which gives us the added flexibility to scale it easily and meet customer demand. It is one of our key differentiators and gives customers peace of mind.”
CONSTRUCTION TIME 2018 marks Global Switch’s 20-year anniversary – the past two decades have seen the company establish itself as one of the world’s leading operators with a portfolio of 11 largescale data centres in eight locations across Europe and Asia-Pacific operated to a Tier III e uro pe .busi ne ssc hief. com
1972 established in 1972
750
3
completed â‚Ź3 billion worth of data centre projects
3000
REVENUES OF OVER â‚Ź750M
over 3000 emloyees
1
31
countries worked in
Premier data centre contractor in europe
4
completed projects on 4 continents
MERCURY ENGINEERING - AN OVERVIEW
Mercury is an International Construction Company and the European Market Leader in turnkey Datacentre construction. With Projects completed in 31 Countries on 4 Continents, we have vast experience & a hugely successful track record of completing large complex projects overseas. We have a mobile workforce who enjoy a challenge and who are fully supported by senior management & dedicated function departments. Many of our experienced operatives are long term direct employees who manage projects on behalf of our clients to the strictest codes of integrity & professionalism. Today, we are building on this legacy applying our expertise and credibility on projects for some of the world’s largest corporations. The strong partnerships we form with our clients enable us to assist them at a strategic level and to deliver business critical projects seamlessly and effectively. Every project we undertake is unique & has its own set of risks and challenges however our approach is the same; to optimise the engineering design, supply chain, installation techniques and management practices. This approach coupled with our strategy of engaging the local supply chain wherever we operate ensures excellent project support and long-term sustainability. Safety and Quality are key to our businesses success & our management processes are audited and certified to OSHAS 18001 and ISO 14001. Evolving IT has given us new tools to manage our business more efficiently and increase the level of service we offer to clients. We believe that our company’s future success is dependent on keeping our workforce educated and equipped with the best tools and business processes. To this end, we quickly adapt the latest building systems & services both through experience & the use of educational seminars. The future belongs to companies who take responsibility for updating their skills and knowledge and who continuously improve their ability to transform data into value added, actionable information to serve customers.
MERCURY ENGINEERING MERCURY HOUSE, Ravensrock Road, Sandyford Dublin, Ireland. www.mercuryeng.com info@mercuryeng.com +353 1 216 3000 Follow us on:
GLOBAL SWITCH
122
standard or higher. The total size of the
organisations Global Switch is part way
company’s data centres – all 100%
through a significant global expansion
carrier and cloud neutral – comes in at
plan with developments and upgrades
340,000 sq m with a massive 357MVA
currently underway in London, Hong
(mega volt amps) of total connected
Kong and Singapore. Germany’s
utility power capacity.
financial capital Frankfurt is home to
The company’s focus is on highly
Global Switch’s next major development
resilient, central, low latency, network
in Europe. Built by Mercury Engineering,
dense locations in prime city centre
the €115mn Frankfurt North data centre
areas and internet hubs close to its
– due to be operational in 2019 – will
customers on the edge of financial
provide an additional 11,000 sq m of
and business districts. Due to customer
space with 14MVA power supply
demand from financial institutions,
capacity to the company’s operations
enterprises, global systems integrators,
there and will be adjacent to Global
cloud providers, telecoms, managed
Switch’s existing data centre, Frankfurt
service providers and other hosting
South. Customers will have access to
businesses as well as government
a wide range of cloud and network
E X E C U T I V E P R OF IL E
Aman Khan Aman Khan is a passionate, forward-thinking and resultsdriven executive with several years’ experience in strategical and operational leadership functions at multinational technology services enterprises. Khan has proven experience in business development, sales management and go-to-market strategies of technology companies that focus on mid-to-large enterprises including public, service provider as well as startup segments.
CONSTRUCTION
‘The data centre will benefit from an independently verified annualised design Power Usage Effectiveness (PUE) of less than 1.2, and will be targeting a BREEAM ‘Very Good’ certification’ — Name of Person, Position and company e uro pe .busi ne ssc hief. com
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GLOBAL SWITCH
1998 Year founded
500
Approximate number of employees
124
NOVEMBER 2018
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providers as well as the DE-CIX peering platform allowing direct access to the global IP backbone, already available from Frankfurt South. Once Frankfurt North launches, the campus will provide around 28,000 sq m of space with 28MVA utility power supply capacity. So how does a company like Global Switch gain a competitive advantage over its rivals when so many are providing similar services? “One of our key differentiators is that we provide truly bespoke solutions according to our customers’ needs. In addition to our state-of-theart security and green-energy data centre environment, our best-in-class Critical Environments Programme (CEP) and our highly skilled data centre engineers and management team are what set us apart.” Highly experienced Khan, who has spent over 20 years in senior management in the IT and telco markets, is justly proud of Global Switch’s operational excellence. “We have very rigorous procedures and processes in place,” he explains. “Our CEP is regarded as one of the most robust in the industry and ensures a consistent approach to operational delivery. Its primary objective is to ensure risks are effectively controlled to provide unrivalled uptime. These best-in-class operating procedures and practices are supported by e uro pe .busi ne ssc hief. com
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GLOBAL SWITCH
continuous improvement programmes and comprehensive training. For that reason, Frankfurt South, since its launch, has enjoyed 100% uptime. This shows that the architects and technical design team, the processes and the people have all done an excellent job in providing that kind of availability. If you are a customer, that is what you are looking for.” It is certainly something Daily-Tech – a strategic partner of China Telecom Global – is looking for, having taken up a substantial pre-commitment in Frankfurt North. 126
Khan puts much of Global Switch’s success in the data centre space down to its focus. “The difference between us and many other companies over the past 20 years has been our focus on our core business. We have not tried to sell the services that our partners, system integrators, or cloud providers or telecom companies are offering. We do not want to compete with our partners. Our model has been across those 20 years, now, and in the future, built around our core business, which comprises of highly secure and resilient data centre services, and the provision of ‘home’ to primary and secondary data centres.”
NOVEMBER 2018
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“We have not tried to sell the services that our partners, system integrators, or cloud companies or telephone companies are offering. We do not want to compete with our partners” — Aman Khan, Managing Director Frankfurt, Global Switch
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GLOBAL SWITCH
SUSTAINABLE CONSTRUCTION Energy efficiency is at the heart of all Global Switch’s data centres. Frankfurt North, which Khan is overseeing, will feature high-efficiency static UPS and an advanced Chiller Assist system that uses both hybrid dry and watercooled chillers, which operate for less than 10% of the year. The facility will benefit from an independently verified annualised design Power Usage Effectiveness (PUE) of less than 1.2 and will be targeting a BREEAM ‘Very Good’ certification. “Energy costs across the globe have 128
increased dramatically in the last couple of years, and Germany is no exception,” says Khan. “There are several kinds of energies which you can use for data centres including grey energy, which is not renewable, mixed energy, which is renewable and green energy, which is completely renewable. At Global Switch Frankfurt, we only use green energy.” The downside to green energy is cost, due to country taxes and surcharges in Germany. “Germany produces green energy itself but also buys a lot of green energy from Norway and Finland,” Khan explains. “Germany has one of the highest taxes and surcharges on green energy in Europe – however these costs can be offset by Germany’s reliable infrastructure and economic stability. NOVEMBER 2018
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“Nevertheless, at Global Switch we acquire energy at the most competitive pricing possible and use all other options available to us such as auction and hedging, etc… At the same time, we work with our customers to design their infrastructure intelligently to optimise the energy usage – after all this is a win-win game if we work together with our customers to achieve this common goal.”
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Digital transformation for sustainability, health and the guest experience WRIT TEN BY
SE AN GA LE A-PACE PRODUCED BY
BROGAN BAGGOT T
Photo © Scandic Hotels NOVEMBER 2018
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SCANDIC HOTELS
Director of Food & Beverage at Scandic Hotels Norway, Morten Malting, discusses how Scandic Hotels is embracing digital to eliminate waste and operate more sustainably
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hen it comes to breakfast, there are few hotels that know more about achieving continuous success than Scandic Hotels
in Norway. With the hotel chain having consistently won the prestigious Twinings Best Breakfast competition, including 12 victories out of the last 14 awards 132
at its Scandic Nidelven hotel, it’s clear Scandic is revolutionising the way it provides breakfast. “Unique for the Scandinavian hotel market, a rich and varied breakfast buffet is usually included in the room price. As a consequence, providing the best breakfast offering is a key factor in order to attract new guests and keeping existing guests loyal. What better way to do so by offering hotel guests the very best breakfast?” asks Morten Malting, Director of Food & Beverage of Scandic’s Norwegian operations. In order to achieve this, Scandic has developed and introduced a new breakfast offering together with its top chefs and key suppliers. By emphasising high-quality local produce, healthy products made fresh to order, often by chefs present in the breakfast restaurant, and acknowledging the importance of the service element with things as NOVEMBER 2018
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Photo Š Hotel Norge by Scandic / Francisco Munoz
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SCANDIC HOTELS
CLICK TO WATCH : ‘ARCTIC SLEEP OF NORWAY’ 134 simple as greeting every guest with a ‘good morning’, Scandic has become the undisputed breakfast champion in Norway.
EMBRACING KEY SUPPLIERS Since Malting became Director of Food & Beverage in 2011, Scandic Hotels Norway has undergone quite the transformation. Over the past seven years, the firm has seen its total number of hotels increase from 16 to 85 with food and beverage sales also rocketing. Currently, Scandic is not only one of the biggest hotel chains in Norway, but also ranks among the biggest players in the restaurant industry. Photo © Hotel Norge by Scandic / Francisco Munoz NOVEMBER 2018
FDF
“The journey of the quality of our F&B offering has been amazing,” says Malting.
local guests and our core business, hotel guests.”
“Initially, some hotels performed better
Malting mentions restaurant Nova
than others, but today we are an entire
at the newly reopened Hotel Norge by
chain of hotels recognised for great
Scandic as an example of how the
food and beverage experiences, and
company is embracing local love by
we have been successful in creating
selecting the absolute best local prod-
a variety of local restaurant concepts
uce and having the former Bocuse
with one thing in common: we target
d`Or winner Ørjan Johannessen as
the locals. We have managed to do this
the Chef Advisor – Johannessen also
through high-quality local produce
happens to be a local chef who began
and by focusing on telling the unique
his career as a Scandic apprentice.
stories to our guests. By doing this we
Another example is restaurant Bruket
have been successful in attracting both
at Scandic Lillestrøm. Both restaurants
“ We have over 140 items on our breakfast buffet and work lots with local products.We really encourage the hotels to find local products from nearby,so that guests can enjoy the storytelling aspect of the products too” — Morten Malting, Director of Food & Beverage, Scandic Hotels Norway
135
SCANDIC HOTELS
136
“If you really want to embrace sustainability through cutting down on overproduction, you have to start at the beginning” — Morten Malting, Director of Food & Beverage, Scandic Hotels Norway
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Photo Š Hotel Norge by Scandic / Francisco Munoz
e uro pe .busi ne ssc hief. com
& A. Idsøe.
SCANDIC HOTELS
OLD CRAFTS, traditions
INNOVATIONs SINCE 1828
post@idsoe.no | 47476783
www.idsoe.no
Haugen-Gruppen Foodservice is the proud organizer of Twinings Best Breakfast through 14 years. Thank you to all participating hotels for their effort to improve the breakfast experience of their guests.
www.haugen-gruppen.com
NOVEMBER 2018
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Photo © Scandic Hotels
139
have become the preferred choice for
pany it was important to choose supp-
locals and hotel guests alike, thanks to
liers where we become their most
their ‘local love’ strategy. “In Norway,
important customer,” he explains.
there used to be a common impression
Malting points towards key suppliers
that hotel restaurants were of subpar
such as Albert Idsøe (A. Idsøe), which
quality and reserved for hotel guests
has provided high quality meat products
only – I’m glad we are changing that impr-
to Scandic, and Haugen Gruppen, an
ession. Now, even food critics recom-
important supplier within the food and
mend our restaurants,” says Malting.
beverage industry, as reasons why the
Malting emphasises the importance of maintaining relationships with suppl-
company has maintained its success. “I think Albert Idsøe was crucial as
iers and believes this has enabled
our meat supplier when we were small.
Scandic to produce a better product.
Even though it’s quite a small, family-
“My strategy has always been very
run company, I believe our partnership
clear that when we were a small com-
with Albert has helped us tremendouse uro pe .busi ne ssc hief. com
SCANDIC HOTELS
1963
Year founded
16,000
Approximate number of employees
140 Photo © Hotel Norge by Scandic / Francisco Munoz
ly with the quality of our products. They
visit more than 400 breakfast buffets
currently have three signature prod-
to identify and crown the breakfast
ucts on our award-winning breakfast:
champion. “This competition has really
breakfast sausage, ham and liver paté.
helped us by creating an awareness
Our guests often comment on social
and interest in hotel breakfast among
media about the fantastic liver paté.
the public, and Scandic has taken the
All recipes are made in cooperation
number one position in Norway. It
between Scandic and A. Idsøe chefs,”
means that when people ask which
Malting explains.
hotel chain has the best breakfast,
“Haugen Gruppen, the supplier behind the ‘Twinings Best Breakfast’ competition, has really helped improve the overall
most people will answer Scandic. It really drives business for us.” Scandic Hotels Norway continues
breakfast offering in Norway,” he conti-
to work with all of these companies
nues. Every year independent judges
thanks to the significant success of
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141
each partnership, but Malting is careful to add that although good relations are important, neither supplier nor customer should become too comfortable and it’s vital to ensure a strict tendering process is maintained for every contract. “I think it’s a fine balance between having a really great network, partnerships and relationships – however, these relationships can never become too close because I think it’s critical that you keep your eyes open to see if there are alternative offerings on the market that can potentially do a better job,” he says. Photo © Scandic Hotels e uro pe .busi ne ssc hief. com
SCANDIC HOTELS
C OMPA N Y FA C T S
• 70,000+ meals have been ‘saved from the bin’ from Scandic hotels in Norway via the Too Good To Go app • Scandic Hotels Norway has reduced waste by 80 tonnes annually — this equals 125,000 meals
142
Photo © Scandic Hotels NOVEMBER 2018
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All Equipment for Professional Kitchens Leading Kitchen Equipment Supplier in Scandinavia www.metos.com
“That’s why we have our own procurement department, both on group level but also here in Norway,” he continues. “They pretty much run the tenders, but we decide together. I think it’s important to consider each company as not just a supplier but also someone that cooperates with us well as a partner. They must have a really great product and be able to offer the best price.”
SUSTAINABILITY THROUGH DIGITISATION In 2016, Scandic Vulkan was the first Norwegian hotel to utilise an app called ‘Too Good To Go’ which helps NOVEMBER 2018
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Photo © Scandic Hotels
145 eliminate food waste by offering
Scandic has also embraced another
leftover food to the public at discount-
digital solution called ‘Winnow Solutions’,
ed prices. Malting strongly believes
a system which connects a device to
the new app has been an excellent
a weight in order to measure leftover
initiative that has proved mutually
food from a buffet or a customer’s plate,
beneficial to both Scandic and its
affording Scandic an in-depth look at
customers. “The system allows us to
exactly how much is being wasted. The
get money for food that would
daily and weekly reports from the solu-
otherwise go in the bin. At Scandic,
tion enable Scandic’s head chefs to
we like to say that we make our food
produce the right amount of food each
with heart and passion. It belongs in
day and decrease food waste.
the stomach rather than the bin,” says
“If you really want to embrace sustain-
Malting. So far more than 70,000
ability through cutting down on over-
meals have been ‘saved from the bin’
production, you have to start at the
from Scandic hotels in Norway alone.
beginning,” explains Malting. “You have e uro pe .busi ne ssc hief. com
SCANDIC HOTELS
to buy the right quantity, you have to spend the right amount of time on production, and you have to serve the right portions so that you really avoid leftovers. That’s what we’re aiming for.” In fact, Scandic Hotels Norway has signed a trade agreement with the agriculture and food department whereby the hotel chain has committed to cutting its food waste by 20% by 2020. So far, the Too Good To Go app has helped Scandic cut down on 70,000 meals worth of food waste, while overall through total initiatives at all hotels a 10% reduction has been achieved, and 80 tonnes less food waste is created annually – this is equal to about 125,000 meals. 146
GROWTH THROUGH STRATEGIC ACQUISITIONS In recent years, Scandic has made significant acquisitions in a bid to strengthen its position as the leading hotel chain in the Nordic region. The company acquired the Norwegian hotel chain Rica Hotels in 2014, as well as Finland-based Restel in late 2017 in moves to drive Scandic forward. Malting believes the decision to purchase Rica, among other things, was key in allowing Scandic to revolutionise its breakfast. “Rica Hotels were very famous for their breakfast so when we acquired them, we actually integrated Rica into Scandic, and looked very carefully at how they handle breakfast. “We took the best from Rica and the best from Scandic and we turned it into an award-winning NOVEMBER 2018
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“The ‘Too Good to Go’ app allows us to get money for food that would otherwise go in the bin. At Scandic, we like to say that we make our food with heart and passion. It belongs in the stomach rather than the bin” — Morten Malting, Director of Food & Beverage, Scandic Hotels Norway
Photo © Hotel Norge by Scandic / Francisco Munoz e uro pe .busi ne ssc hief. com
147
SCANDIC HOTELS
148
Photo © Scandic Hotels
breakfast. We have over 140 items on
with a “good morning”. Breakfast
our breakfast buffet and work lots with
is also a great occasion for hotel
local products. We really encourage
managers, or even the general
the hotels to find local products from
manager, to take an hour each
nearby, so that guests can enjoy the
morning to serve coffee or tea and
storytelling aspect of the products too”,
at the same time chat with guests
says Malting.
and create an informal arena to
Another key element for Malting
receive feedback on the overall hotel
is how the hotels are connecting with
experience or on the breakfast offer-
their guests.
ing. Breakfast is often the last impre-
“I think the breakfast has a lot to do
ssion a hotel guest has of a hotel
with the service level, the visible chefs
before checking out, and therefore
who make the omelette or eggs to
an important element of a stay to
order and how we greet our guests
make a good overall impression.”
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Photo © Scandic Hotels
149 Photo © Scandic Hotels
Having achieved such consider-
every breakfast buffet in a specific
able success with its breakfast
section. “Even though I don’t have
offering, Malting points to Scandic’s
any food intolerance myself, I was
mentality of ensuring that every
a little bit irritated that it’s always
customer is catered for regardless of
really low-quality products on offer
dietary requirements. This is a part
for those who do. It’s always affect-
of Scandic’s legacy as a pioneer of
ing the gluten-free or the lactose
accessibility and creating hotel
intolerant person, so they never have
experiences which every guest can
a great food experience when they
enjoy, regardless of disability or
visit hotels or restaurants,” says Malt-
specific requirements. Citing the
ing. “At Scandic today, our guests can
aim to achieve ‘a better morning to
enjoy great tasting allergy products
everyone’, Scandic has introduced
on our Food for All section, across
allergy-friendly local products to
all our hotels in the Nordics.” e uro pe .busi ne ssc hief. com
SCANDIC HOTELS
150
Photo © Scandic Hotels
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FUTURE ASPIRATIONS Looking ahead to the future, Malting believes Scandic must continue to prioritise the guest experience in order to sustain its position as the leading hotel chain in the Nordics. “At Scandic, we are always working to be guest-centric. It’s all about the guest experience and we always make sure the guest comes first. We work hard to make everything as seamless as possible so that it’s easy for you to go on a mobile app to book your room or your restaurant; because we know that the digital journey is really important for us moving forward,” he explains. “I think it’s important for Scandic to lead the way. We are a leader when it comes to sustainability and have been since the early 1990s. We are also a leader when it comes to healthy food and food intolerance. If you don’t take each of these elements – health, Photo © Scandic Hotels
food intolerance and sustainability – seriously, then people aren’t going to choose to stay with you in the future. You could say that sustainability’s part of the Scandic DNA.”
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152
PROVIDING UNFORGETTABLE EXPERIENCES WITHIN A NEW HOTEL CONCEPT WRIT TEN BY
CATHERINE S TURM AN PRODUCED BY
BROGAN BAGGOT T
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ARBOREA HOTELS AND RESORTS GMBH
Launching a sustainable leisure resort concept, ARBOREA Hotels and Resorts has sought to fully transform the traveller experience
W
ith extensive experience of the hospitality and leisure industry across Europe, the Middle East and Africa, Johann Kerkhofs is no stranger
to the challenges and subsequent rewards which the industry can bring. With evolving customer demands, alongside an increased global tourism boom, guests are no longer content with traditional services, but are 154
consistently looking to gain an unforgettable experience at each destination. Specialising in everything related to hotel and hospitality services, Kerkhofs has sought to transform the traditional guest experience by concentrating on communication, community and bringing people together through a new, innovative hotel concept known as ARBOREA Hotels und Resorts. Originating from ‘abor’, meaning ‘tree’ and formed and developed by Kerkhofs during his time in Egypt and Jordan, ARBOREA Hotels und Resorts is focused on bringing people together during their vacation. “The travel behaviour of tourists has changed. Many people now travel for a couple of days, but more often, rather than three weeks in a row,” he explains. “We provide an interesting product and NOVEMBER 2018
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ARBOREA HOTELS AND RESORTS GMBH
156
NOVEMBER 2018
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all kinds of services for our guests
and tissue boxes at all establishments
and want people to experience more
are also constructed out of old maps
during their vacation through being
and files.
outdoors and undertaking various sports and activities.�
Additionally, all establishments under ARBOREA will be powered by 100%
A variety of rooms will be on offer
green energy sources. The company’s
to cater for families, couples and lone
ARBOREA resort in St Gallenkirch,
travellers, with all beds positioned
Austria will house a pellet heat system
directly into nature, creating a unique
and photovoltaic energy to provide
experience for all guests. The concept
essential electricity.
will only utilise natural materials, sustainable products and locally sourced goods,
EXPERIENCE.TOGETHER
eliminating most plastics and sourcing
With the aim to transform the guest
alternative solutions. Carpets have
experience, ARBOREA houses a number
been created out of recycled fisherman
of communication platforms to build
nets, promoting upcycling. Hangers
a sense of community. An amphithea-
E X E C U T I V E P R OF IL E
Johann Kerkhofs Part of the Swiss Hotel Association, Johann Kerkhof has become a key figure in the hospitality industry for more than 30 years. Developing internationally acclaimed hotels, he has also worked in a number of senior level roles. With a wealth of knowledge and experience, Johann now provides in-depth seminars and refresher courses at Cornell University, NY, USA.
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ARBOREA HOTELS AND RESORTS GMBH
“Guests can have a type of living room experience, and it’s very interesting for corporate businesses” — Johann Kerkhofs, Managing Director
158
NOVEMBER 2018
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CLICK TO WATCH : ‘WE ARE ARBOREA’ 159 tre, named The Stairs, is an essential
which tastes great, whilst they learn
space for guests to socialise, relax,
how to cook with fresh products,”
and enjoy all the entertainment options
says Kerkhofs.
on offer at all resorts. Secondly, noting that food traditionally brings people together, the kitchens, which have been certified by green
Long tables have also been placed in the dining area, promoting communication across all avenues. Kerkhof’s commitment to promoting
chiefs, have been strategically placed
sustainability across ARBOREA has
in the centre of all restaurants under
also been extended to the food provided
ARBOREA, bringing people together
to guests. Procuring 80% of products,
wherever possible.
which are not only ethically sourced
“When you have a group of eight to
but bought within a 100km radius, strong
10 people who decide to cook for an
relationships with local farmers and
afternoon with our chef, people auto-
suppliers have been established across
matically connect to create something
the business. e uro pe .busi ne ssc hief. com
ARBOREA HOTELS AND RESORTS GMBH
160
“ Many people only eat convenience food, so we are looking to promote the advantages of using fresh products” — Johann Kerkhofs, Managing Director
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ARBOREA HOTELS AND RESORTS GMBH
C OMPA N Y FA C T S
• With an increased global tourism boom, guests are consistently looking to gain an unforgettable experience • Kerkhofs has sought to transform the traditional guest experience by concentrating on communication, community and bringing people together 162
• New lifestyle concept, ARBOREA Hotels & Resorts, utilises only natural materials, sustainable products and locally sourced goods • ARBOREA houses a number of communication platforms to build a sense of community. • The kitchens have been strategically placed in the centre, enabling guests to cook together, as well as undertake cooking classes and events
NOVEMBER 2018
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“We buy our vegetables and fruits locally and have a winery not far away from the hotel. It’s all about local food and a local experience. Guests who come to us know where our food products are coming from,” says Kerkhofs. “Our grill restaurant, for example, provides all different cuts of meat, from a Tomahawk steak to a normal rib eye or fillet steak. Fish and all different kinds of vegetables are also on offer. We have a special grill which we imported from Grillworks® in New York.” A variety of activities are offered through the ARBOREA Experience. From running and cycling to paddle boarding and yoga, water sports are a particular focal point at the company’s hotel in Neustadt, where sailing, wakeboarding, kite surfing and diving are all on offer. The concept of collaborating and creating something new has also been extended to the establishment of a woodwork workshop, enabling guests to create their own furniture and upholstery. “Through these activities, people get to know each other and you get a different kind of atmosphere,” observes Kerkhofs.
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163
IXMO SOLO
LESS CAN DO MORE. IXMO SOLO
=
mixer r e v le Single
+
IXMO onlineplanner: www.ixmo.de
Offering an E-Mobility Centre in
Wall outl et fo r sh owe rh os e
W
Guests are not sitting in a row, as we
cooperation with GP Joule, ARBOREA
try and make it more collaborative.
also provides e-bikes, e-cars and
Guests can have a type of living room
e-scooters on demand. However, not
experience, and it’s very interesting
content with catering solely to leisure
for corporate businesses. Guests can
travellers, the concept has also been
also celebrate their wedding, birthday
built to serve corporate guests. A num-
or any kind of celebration with us,”
ber of conference rooms have been
observes Kerkhofs.
established to cater to up to 80 attendees, transforming the traditional corp-
EUROPEAN EXPANSION
orate experience.
Noting that 12 projects in total are in deve-
“We furniture the rooms to our guests’
lopment, ARBOREA Hotels und Resorts
preferences. We have three confer-
has an ambitious plan to make it one of
ence rooms and a community room.
the most recognised and widely reno-
NOVEMBER 2018
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“ It’s all about local food and a local experience. Guests who come to us know where our food products are coming from” — Johann Kerkhofs, Managing Director
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ARBOREA HOTELS AND RESORTS GMBH
2014
Year founded
80
Approximate number of employees
166
NOVEMBER 2018
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wned hotel brands across Europe, launching its first resort in Neustadt in July. With a clear strategy to build 19 new resorts in the next 10 years, focusing primarily on German speaking countries, the Dolomite region of Italy and Spain, the company’s unveiling of its hotels in St Gallenkirch and its Schierke will be undertaken between 2020-2021. “It is all dependent on what the opportunities are. We have some special requirements for land plots, how we want to build our hotels and where they have to be built,” concludes Kerkhofs. “We don’t want to build a hotel in urban areas, but always a bit more out the way where guests have a view. We want to be close to urban areas, but at the same time it’s important for us to be green and to be a natural resort which will bring its own lifestyle.”
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168
Prometeon Tyre G
manufacturing efficiency through operational excelle WRIT TEN BY
DA LE BENTON PRODUCED BY
JARROD K NIGHT S
NOVEMBER 2018
M A N U FA C T U R I N G
Group
169
h ence
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PROMETEON TYRE GROUP
Through an efficiency transformation program, Prometeon Tyre Group delivers lean manufacturing excellence
D
rawing on Pirellli’s more than 100 years’ experience in delivering an entire range of products and
services to the automotive market, Prometeon Tyre Group has firmly established itself as a market leader. With a licensing agreement with Pirelli Tyre S.p.A to produce Pirelli 170
branded tyres, Prometeon has a commercial presence in over 160 countries. Looking ahead to the next 100 years, continuous improvement and evolution will be the key to building on this success. Hervé Ghesquières heads the group’s global industrial engineering operations. With experience in industrial engineering and manufacturing in a number of European Tier 1 companies, Ghesquières’ career has been built around creating and improving the operational efficiency of organisations. “I also work on the industrial footprint of companies that have production facilities in order to improve the competitiveness, considering the product lines, the capacity and capabilities of the processes,” he says. NOVEMBER 2018
M A N U FA C T U R I N G
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PROMETEON TYRE GROUP
This experience saw Pirelli headhunt Ghesquières back in 2011 to join the company’s Milan headquarters. His mission? To create an organisation of industrial efficiency and increase the competitiveness of the company. He feels his career has provided him with the right insight to drive the group forward. “My experience fits perfectly with companies like Prometeon, which have an endless need to improve value generation for their customers and shareholders,” he explains. “The truth is, improvement has no end and 172
neither does efficiency. In order to continue to deliver on this, we are involving all the operations functions to accelerate efficiency generation. Production, R&D, Purchasing, Logistics, Quality, Technical Engineering, Maintenance, Energy Specialists, HR– everyone is involved and contributes to the turnaround of the company.” Ghesquières’ first task was recruit new people, create new teams in each region and establish factories across the company’s footprint. In each of the factories, he defined the standards, put training programmes in place and defined reporting and communication channels which all formed part of the NOVEMBER 2018
“ OUR MOST IMPORTANT ASSET AND KEY TO OUR SUCCESS IS OUR PEOPLE. THE EMPLOYEES, EACH AND EVERY ONE OF THEM, CREATE TRUE VALUE” — Hervé Ghesquières, Global Head of Industrial Engineering at Prometeon Tyre Group
M A N U FA C T U R I N G
CLICK TO WATCH : ‘DISCOVER PROMETEON MANAGEMENT SYSTEM’ 173 Pirelli Lean System. The Pirelli Lean System saw the creation of a number of best practices including the Kaizen Weeks, Blue Collar Trainer system, the Pirelli Productions Control System and innovation projects and automation (Industry 4.0). “In order to improve the competitiveness of the company, I also defined the optimal size of a tyre plant, jointly the Operations team, balancing the many different constraints. We defined the best global footprint of the company and increased the volume in low cost countries at the level of the optimal size of e uro pe .busi ne ssc hief. com
PROMETEON TYRE GROUP
174 the plant, while implementing automation
a unique manufacturing system to be
and working on efficiency increase at the
implemented in the Prometeon and
plants in high cost countries.”
Chemchina tyre factories, Ghesquières
This proved successful enough that
set out to improve and align
when Chemchina became Pirelli’s major
the products and their quality without
shareholder and Prometeon Tyre
compromising efficiency. “We had to
Group was created, into which the
look at a way of aligning quality, integrity
previous Pirelli Industrial Business Units
and standards of the products without
were converged, and some assistance
incurring additional costs or loss of
agreements were defined, Ghesquières
volume, and without increasing the
was asked to replicate the success he
headcount,” he says. “To achieve this,
had achieved with Pirelli and create an
we created a number of systems and
efficiency organisation plan for the
processes that will enable us to achieve
new nascent company.
seamless integration and greater
Through his mission of creating NOVEMBER 2018
efficiencies throughout all of the plants.”
M A N U FA C T U R I N G
Ghesquières created an Efficiency
on to de-bottleneck the plants and
Improvement Team, which is also
improve the efficiency of the opera-
known as the company’s Industrial
tions while improving the quality of
Engineering Team. By creating an
the products.
efficiency and resources planning
“At first we had to create the
system from scratch, the team is
efficiency team, in order to have the
defined by its ‘training by doing’
workforce physically doing the job,
approach. This system allowed
training by doing,” he says. “Then, by
Ghesquières and his team to have
creating Industrial Engineering
a clear overview of plant capacities,
systems in order to have visibility on
identify bottlenecks and highlight
the capacities, the bottlenecks and
priority areas that needed working
the headcounts of the plants, we were
E X E C U T I V E P R OF IL E
Hervé Ghesquières
175
Hervé Ghesquières is the Global Head of Industrial Engineering and Lean Manufacturing of Prometeon, the ex-Pirelli Industrial Tyres. He has been working 17 years in the Tier 1 automotive industry of which 9 as an executive in industrial efficiency. Hervé has a strong experience in the management of the efficiency increase and the competitiveness improvement of operative organisations, involving the people, from the operators to the top managers. This is his passion. These last years, drastic efficiency improvements have been consolidated, thanks to the optimisation of the industrial footprint reorganisation and the implementation of strong continuous improvement actions. And lately, as Hervé did for Pirelli, he created and set up, for Chemchina tyres division, who became the main shareholder of Pirelli in 2015, the Industrial Engineering organization in charge of the management of the efficiency and the competitiveness of its factories in China. This enables Pirelli’s new shareholder to be more competitive on the global market.
e uro pe .busi ne ssc hi e f.c o m
PROMETEON TYRE GROUP
Your PROGRESSION is our OBSESSION Our history EFESO was born in the eighties as a consulting boutique, mainly for manufacturing clients with a focus on automotive industry. Our hundreds of multi-site operation performance improvement programmes have enabled many clients to be awarded the prestigious TPM Awards from JIPM.
176
Today as a global management consulting firm with over 400 consultants, operating from 26 offices, we work in tandem with clients to face the challenges of the new industrial revolution, Industry 4.0, using digital enablers to augment the progression along the value chain. Partners for Progression Excellence In a world with great volatility and high velocity, we help accelerate the progression of our clients, enabling them to reach the pace of change required to survive and thrive.
what will make the difference in quality, functionality, experience and time to market. • Flow Dynamics - Streamline flows to deliver the target value. • Asset Dynamics - Ensure optimization of the lifecycle and value/cost ratio of key assets. • Human Dynamics - Enhance the commitment, competence and culture of people, by applying adoption, anchoring and leadership expertise, while considering the organisation’s different populations. We integrate technical methodologies with human change expertise, developing a virtuous cycle of hard and soft achievements. Our progression approach enriches the classic strategic and specific interventions with a systemic dimension thus changing the DNA of a company in a structural way. We help our clients hunt for the most tangible Progression Opportunities.
“Improving results today, securing results for tomorrow” is our motto and means we help Together we engineer a Progression Strategy achieve business results faster, while developing balancing the right progression rhythm with the the capabilities, leadership and culture to context of imperatives, constraints and risks. continue improving quicker than the competition. We help you harvest results through supportive We combine continuous improvement, project participation, mentoring client teams transformation and disruption to yield the most to ensure a continuous transfer of capabilities effective and long lasting results. The 90% client and through personal progression. retention rate reflects our approach’s success. More dynamic, systemic and integrative Our interventions address four basic dynamics: • Value Dynamics - Understand the changing patterns of value creation to focus on
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INFO.MARKETING@EFESO.COM
MONTH 2018
WWW.EFESO.COM
M A N U FA C T U R I N G
shop floor with all of the different teams in order to foster collaboration able work on and execute an efficien-
and tackle challenges together in order
cy improvement strategy.”
to grow and succeed together. “This
Also, creating mixed and interfunction-
level of collaboration ensures that we
al teams that go from “success stories” to
as an organisation win together,” he
“success stories” and celebrating the
says. “Our most important asset and
collective successes, is essential in the
key to our success is our PEOPLE. The
process of creating a unique company
employees, each and every one of
and a common culture.
them, create true value and we need
In fact, celebrating collective successes generates an acceleration of team work, while celebrating
each of them to adopt and be involved in the change process” As a testament to the success of
individual successes generates bad
this methodology and collaborative
competition and frustration. This saw
approach, during the first quarter of
Ghesquières implement a number of
2018, the Industrial Engineering team
Kaizen (improvement) activities on the
was recognised twice by ChemChina e uro pe .busi ne ssc hief. com
177
PROMETEON TYRE GROUP
(the major shareholder of Prometeon Tyre Group) at the yearly awards ceremony for achieving outstanding results in efficiency and for implementing innovative methodologies. For Ghesquières, this recognition represents a solid foundation on which he and his teams can build as the company continues to grow. While people are the most important resource to Prometeon’s efficiency journey, the impact of technology cannot be understated. Industry 4.0 has already played a key role in delivering efficiency and success for the group and Ghesquières firmly believes that it will only continue to unlock new opportunities in the future. The company has already significantly invested and implemented data analytics solutions, dynamic simulation technology designed for 178
resource planning, and online tools and platforms that enable seamless operations management from top management right down to the shop floor. “Take Virtual Reality (VR) as an example,” says Ghesquières. “We can now simulate the issues we usually encounter during the production process without entering the process at all. This is something that can only be done thanks to a simulator. No other technology, neither augmented or mixed reality, nor the real machine itself can guarantee the same result. Thanks to this, we have already reduced the training time of the operators on this type of process by 25%.” Through the use of data analytics, Prometeon can automatically collate information and data that would historically have been collected by hand, transforming the non-value adding data-crushing time in problem solving and value-added improvements. NOVEMBER 2018
M A N U FA C T U R I N G
“ WE HAD TO LOOK AT A WAY OF ALIGNING QUALITY, INTEGRITY AND STANDARDS OF THE PRODUCTS WITHOUT INCURRING ADDITIONAL COSTS, LOSS OF VOLUME AND WITHOUT INCREASING THE HEADCOUNT” — Hervé Ghesquières, Global Head of Industrial Engineering at Prometeon Tyre Group
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PROMETEON TYRE GROUP
“ THE TRUTH IS, IMPROVEMENT HAS NO END AND NEITHER DOES EFFICIENCY. IN ORDER TO CONTINUE TO DELIVER ON THIS, WE ARE INVOLVING ALL THE BUSINESS FUNCTIONS TO ACCELERATE THE EFFICIENCY GENERATION”
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— Hervé Ghesquières, Global Head of Industrial Engineering at Prometeon Tyre Group
As Prometeon continues this journey of
contributed to Prometeon’s success
efficient transformation, Ghesquières
are EFESO Consulting and virtual shop
recognises that the successes he and
floor management company Staufen
his teams have achieved so far would
Italia. “EFESO has been working with
not have been possible without key
us since the beginning of our adven-
partnerships. He sees these partner-
ture, supporting us in defining the
ships as a little different from tradition-
roadmap and guidelines to design our
al client-supplier relationships; rather,
manufacturing transformation
they are real partnerships that develop
roadmap,” he says. “They clearly
solutions together and share ideas in
understood our business needs and
order to define a common solution to
helped defining a vision, set priorities
reach the goals.
and support us in structuring a
Two key partners that have really NOVEMBER 2018
high-performance organisation.
M A N U FA C T U R I N G
operations, but ultimately it is one that serves the end customer. Prometeon has a clear vision to be one of the leaders of the supplier for Tier 1 Original Equipment manufacturers (OEMs) in the truck, bus, agriculture and off-road automotive industry. In order to get there, Ghesquières believes that it must continue to grow and evolve to be efficient, and to increase the quality of the products and services offered to the customers. “Our team will continue to play a key role in achieving this,” he says. “We will prepare the industrial footprint, continue to adapt the processes and machines for more premium products, continuously increase the knowledge With Reviathech, the company support-
and expertise of the teams and always
ed us on designing ad-hoc training
put our people at the core of our
systems, using virtual reality. Their
strategy, by always increase their
simulators were designed focusing on
involvement and motivation to deliver
the right added value, enabling to have
a higher standard for our company and
the maximum efficiency of the training,
our shareholders.”
with the lowest possible design costs. They are certified as training company and their expertise on that field helped us a lot as well.” This transformation has been centred around the quality of the product and the efficiency of the e uro pe .busi ne ssc hief. com
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182
NOVEMBER 2018
S U P P LY C H A I N
LONDON BOROUGH OF WALTHAM FOREST COUNCIL
Creating value through innovation WRIT TEN BY
CATHERINE S TURM AN PRODUCED BY
RICHARD DURR ANT
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As the demands on Council budgets rise, local Councils have embraced shared services in procurement to help deliver value for money and enhance return on investment
P
roviding an array of services, from adult social care, housing, environmental and leisure services, education and vocational training, and
more, London Borough of Waltham Forest supports more than a quarter of a million citizens in northeast London. Encompassing a multifarious portfolio, its procurement division has subsequently faced a number of challenges 184
amidst a changing economic climate. Moving from central to local government services, via a quango, Director of Supply Chain, Dave Levy, has been a key figure in the public sector procurement industry for more than two decades. With a passion for delivering effective public services through procurement and supplier relationships and adding value across its services, he has led the borough’s procurement service for nearly 10 years. Over the last two years his role has broadened to include contract management, business intelligence, insurance and risk, as well as its corporate complaints team. “Procurement takes up the bulk of my time, but I also run a shared procurement service with another London borough, Redbridge. I have had to change the way that public sector procurement behaves,” he says. “Procurement used to be very much focused on compliance, process, following regulations – those days are gone. NOVEMBER 2018
S U P P LY C H A I N
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Of course, that is still needed but the emphasis now is on people that have a bit of commercial know-how, can identify opportunities and deliver on those, influence service redesign and undertake more effective supply chain management.� As public procurement moves away from process and towards attracting those with a range of skills, automation and new digital tools will further revolutionise the industry. Utilising electronic tendering and spend analytics more effectively will further impact the ways in which traditional services are delivered. e uro pe .busi ne ssc hief. com
186
“ The transformation of procurement from a transactional back office function when I arrived to a strategic support service is testament to the ambitions of the authorities and also a credit to the staff” — David Levy Director of Supply Chain
NOVEMBER 2018
“When I joined procurement, it was very much around process and compliance. That has changed. Now it’s about making sure we deliver the added value,” he adds. “Making sure we deliver outcomes, that we deliver social value through our contracts and other essential policies. This includes paying the London living wage and eradicating modern slavery throughout the supply chain. That is why it’s important that that we’ve got people within the organisation that have the know-how to make this happen.” Creating the first local authority shared procurement function in the
S U P P LY C H A I N
CLICK TO WATCH : ‘MOMENTS IN RECYCLE IN WALTHAM FOREST’ 187 Capital with the north London borough
where there may be examples where
of Enfield in 2011, the council has taken
one borough has done something
all lessons learnt and applied the learning
innovative or even something that’s
from that arrangement to develop its
not quite worked and use that to inform
partnership with Redbridge. Whilst
solutions at the other borough.
local authorities continue to struggle
Sometimes the benefits of joint working
to recruit and retain talent, its shared
are less obvious, but the simple efficiency
service has enabled the two boroughs
benefits of doing something once, there’s
to look at its procurement activities and
a potential financial benefit. There’s also
formulate joint arrangements to drive
a cost benefit in sharing experiences,
long-term advantages.
learning and maximising efficiency.
“We’ll look at economies of scale where
“This is where I am most proud,
possible in areas such as indirect spend
delivering the shared service with
but we can also learn from each borough.
Enfield and later with Redbridge. The
For example, in areas such as social care,
transformation of procurement from e uro pe .busi ne ssc hief. com
188
“ As the demands on budgets rise, local Councils have embraced shared services in procurement to help deliver value for money and enhance return on investment.” — David Levy, Director of Supply Chain
NOVEMBER 2018
S U P P LY C H A I N
a transactional back office function
partnership with the client service
when I arrived to a strategic support
areas to deliver contracts and supports
service is testament to the
all associated strategic supply chain
ambitions of the authorities
relationships. Additionally, he developed
and also a credit to the staff
the council’s Contract Management
who deliver on a day
Framework, setting out key standards
to day basis. We buy everything
relating to contract reviews, risk manage-
from paperclips to education,
ment, issue management and planning.
social care and new buildings. There aren’t many jobs where you get involved in so many diverse areas.”
“Most contracts are managed operationally by leads within service areas, so the client department will manage those contracts. If it’s a strategic
Managing all procurement
contract, if it’s one of our key partners,
activities for anything over the EU
then we get involved from a commer-
threshold, Levy’s team works in
cial perspective,” he explains.
E X E C U T I V E P R OF IL E
David Levy, Director of Supply Chain David Levy is an experienced strategic procurement and contract management practitioner. He is a change agent responsible for transforming procurement functions and delivering savings. David’s specialities span procurement, contract management, team development, programme management, project management, local and central government and category management.
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How Did We Help Waltham Forest? Matrix SCM help private organisations, local councils, and other Government bodies deliver and maintain vital services by supplying temporary and permanent staff. Our market-leading solutions include Neutral Vendor Managed Services, technology-only approaches to support in-house teams, or Hybrid ‘Blended’ models.
The London Borough of Waltham Forest partnered with Matrix SCM since 2012 and achieved recruitment savings in excess of £5.4m through our Neutral Vendor Managed Service model.
Reducing costs by 8% to 12%, maintaining 99.6% fulfilment rates, and guaranteeing workers are 100% compliant.
Get In Touch To See How We Can Help You Please contact Chris Grimes on 0844 372 1534 or visit www.matrix-scm.com for more information.
“ When I joined procurement, it was very much around process and compliance.That has changed. Now it’s about making sure we deliver the added value” — David Levy Director of Supply Chain
NOVEMBER 2018
“We still have operational meetings and they’ll manage the service and contract on a day-to-day basis but on the strategic side, we’ll get involved to ensure that the overall objectives of that contract are met, that there is alignment at a strategic level between both parties and deal with any commercial issues that arise.” The council is keen to driving continuous improvement and efficiency through technology. An example of this is their contract with Matrix. “In terms of our innovative procurement methods and technology, Matrix is one
S U P P LY C H A I N
of the council’s strategic suppliers, spending up to £20mn (US$26.1mn) per annum on agency staff. We have worked successfully with them for a number for years now, where they act as a neutral vendor and source our requirements from their supply chain. The source to pay process is fully electronic with CVs, timesheets and invoicing all handled within the system with appropriate financial approvals built into the workflow. As our needs have changed over time Matrix has worked in partnership with the council to develop a hybrid solution
191
with tailored supply chains for different job types e.g. hard to fill areas,” says Levy.
“We have also implemented a number
Whilst all local authorities in London
of Dynamic Purchasing Systems (DPS)
have adopted an electronic tendering
using AdamHTT to enable a fully
system, the council has adopted
electronic, EU compliant, sourcing
a collaborative e-tendering system
solutions for social care (homecare),
which undertakes all associated
special educational needs transport,
procurement activities.
temporary accommodation and most
“Whether you are after a quote for
recently, Specialist Professional
£10,000, or you’re going after a multi-
Services. This last category is an
million-pound contract, it all goes through
innovative approach to buying consul-
that system and ultimately published
tancy and covers 20 categories of
on our contracts register. It ensures
professional services. It is also open to
transparency and allows potential
the wider public sector and provides
suppliers to bid for contract opportuni-
a more effective alternative to procuring
ties across the Capital,” he adds.
consultancy than traditional frameworks.” e uro pe .busi ne ssc hief. com
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NOVEMBER 2018
S U P P LY C H A I N
19
London boroughs adopted the London Tender Portal
1st For shared business
193
function — North London Borough
250,000
People supported by London Borough of Waltham Forest
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In such a mature market, collabora-
stand the markets in which it operates.
tion has, therefore, become vital to
Investing in digital product Atamis has
enable more effective sourcing of goods
allowed data to be explored fully to
and services. 23 London boroughs
identify opportunities, where the council
have subsequently adopted the London
has looked closely at its categories and
Tender Portal, where suppliers can
transform its supply chain management
sign up, pick sectors of interest and
capabilities.
will receive an alert when a local auth-
“For example, we could look at price
ority has an opportunity and bid for
differentials for the same product or
new prospects.
service. We might have areas where
Bringing on board new digital tools
we’ve not got much in the way of a local
has enabled the council to transform
supply chain, and look at what we can
its spend analytics and further under-
do to help that. We use spend analytics
NOVEMBER 2018
S U P P LY C H A I N
“There’s a lot more we can do with spend data through our business intelligence side, such as cross-matching service performance data, with spend and budget data. We can then explore for example, if we have a really high performing function What are we spending on that? What outcomes are being delivered? Is it underpinned by lots of contracts? I think this would be really valuable in the future in determining our ROI. “We’ve been approaching this over the summer doing a proof of concept with Cloudwick and Amazon Web Services, using things like natural language processing and machine an awful lot, but there’s a lot more that
learning to identify the potential use of
we can do with it,” he says.
such tools to help us deliver services
“Public sector bodies have to publish spend of £250 plus a month, and there
more effectively.” Levy is eager to enhance capacity
are companies out there that will do
and capability across the organisa-
analysis from that. They take that data
tions. Developing a training programme
and send it back to you in a format which
for staff, covering everything from the
enables you to interrogate it. There are
basics around process to sustainable
some advantages because you haven’t
procurement, social value and contract
got to do lots of data cleansing, although
management, the tool encompasses
it’s not as rich as our own data, (it’s
the entire procurement cycle.
fairly high level) it does at least enable you to start asking questions.
“Some elements of the training programme are integral. Without it, people e uro pe .busi ne ssc hief. com
195
can’t do what they need to do, training on the e-tendering portal must be done in conjunction with contract procedure rules, so that staff not only understand what they have to do but more importantly why. The big push at the moment within the boroughs is around social value but it’s no good if just comes from leads in procurement. We need this to be embedded in the design of services and contracts so I need to get senior buy-in from both boroughs, and elected Members to champion some of these 196
causes,” he states. Brexit is naturally a major issue at the moment and recently the Council has established a working group and held risk workshops to look at the potential impact and to enable scenario planning. “There is no doubt that if freedom of movement becomes an issue it will impact our supply chain with regards access to labour. We’ve also got issues in London within social care and the construction sector”, he says. “Medium to long-term, we will look at the pipeline of developments that are going to go on in the different boroughs and we can use this as an opportunity to attract and train apprentices to NOVEMBER 2018
S U P P LY C H A I N
plug these gaps. Whilst it’s
“ We have a passion for delivering effective public services through procurement and supplier relationships and adding value across its services” — David Levy Director of Supply Chain
going to be a turbulent period, we know we have to keep local services running and most services are underpinned by contracts and third parties in some way so ensuring that our suppliers are planning for Brexit is also key.” Levy is passionate about the value that public sector procurement can add, and to ensure that the procurement function remains valued, Levy continually strives to ensure that the procurement team is viewed
as a critical friend that delivers value for money across all services delivered in Waltham Forest. Creativity, delivering exceptional results and driving value will remain its key goals as it serves citizens now and, in the future, bringing new solutions to the table and enabling a new breed of procurement professional through digitisation.
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Just in time to say goodbye.
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