Business Chief Europe Magazine – October 2019

EUROPE EDITION OCTOBER 20 19 europe.businesschief.com

MODERNISING COMMUNITY CARE FOR ALL

Hotels in Europe

Autonomous supply chains of tomorrow

DIGITAL TRANSFORMATION IN THE FIELD Head of Mobile User Computing, Joanne Rose, on the technological and cultural measures keeping the business at the forefront

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FOREWORD

W

elcome to the October edition of Business Chief Europe.

This month’s cover star is international energy and services solutions company Centrica, which has been undergoing a radical digital transformation for its users in the field. This has, says Head of Mobile User Computing Joanne Rose, been underpinned by both innovative technological solutions as well as a significant cultural shift. The latter,

We take a trip to Paris and visit Le Royal Monceau – Raffles Paris, a stunning Parisian hotel that is dedicated to the very best and most dynamic culinary experiences – one to not read on an empty stomach – and we take a closer look at the operations of healthcare organisation, Brothers of Charity Services Ireland and Alacer Gold Corp, among others.

Our City Focus this month takes

she explains, has been particularly

in London, specifically looking at

focused on gender and diversity

how tech companies are making

issues and as already led to some

the capital “a unique blend of talent,

“extraordinary” changes.

investment and innovation”.

Culture is also the focus of our leadership feature in this issue.

We speak with Linda Aiello, Senior

Enjoy the issue.

Amber

Vice President of International

amber.donovan-stevens

Employee Success at Salesforce,

@bizclikmedia.com

who tells us how the company has built a holistic, employee-led culture driven by technology and data.

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

03

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CONTENTS

12 14

44 Employee centricity

32

Making a success of digital transformation

58

Airswift:

AUTOMATION AND HUMAN CENTRICITY IN RECRUITMENT

68 FIVE STEPS TOWARDS A MORE SUSTAINABLE SUPPLY CHAIN

78 City Focus

LONDON HOTELS IN EUROPE

90

CONTENTS

122 Brothers of Charity Services Ireland

106 Le Royal Monceau

132 El Al Israel Airlines

150

Alacer Gold Corp.

180 194 Kinross Gold Corporation

212 Zurich Insurance

Deloitte Consulting Belgium

228 Leumit HMO

240

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MIKKO R Chief Digital Office

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Centrica: 14

digital transformation in the field WRITTEN BY

WILLIAM SMITH PRODUCED BY

LEWIS VAUGHAN

OCTOBER 2019

15

e uro pe .busi ne ssc hief. com

CENTRICA

Centrica’s Head of Mobile User Computing, Joanne Rose, discusses the technological and cultural measures supporting digital transformation for users in the field

B

ritish energy multinational Centrica operates brands such as British Gas in the UK, Bord Gáis in Ireland and Direct Energy

in the US and Canada. Befitting its history, which 16

stretches back over 200 years, the company still maintains all of London’s gas lamps. Its technological credentials, however, are proven by such facets as its smart home subsidiary Hive. Employing around 31,000 people, part of its work as an energy service and supplier involves sending engineers to perform duties such as boiler repair and servicing, and smart meter installation. Joanne Rose, Head of Mobile User Computing at Centrica, is responsible for fulfilling the technological needs of teams in the field. That work is continuous, necessarily moving with the pace of technological change, as Rose explains. “We’ve transformed our field workforce digitally over the last 20 years.

Currently, digital transformation for us is about continually making sure that our fieldworkers have got the most up-to-date technology and software.

OCTOBER 2019

17

e uro pe .busi ne ssc hief. com

CENTRICA

“ Digital transformation for us is about continually making sure that our fieldworkers have got the most upto-date technology and software”

18

— Joanne Rose Head of Mobile User Computing Centrica

What we’re doing is setting the scene for our field workforce to be on the latest products and for them to be kept up-to-date.”

To carry out that work, Rose has found the introduction of new IT systems invaluable. “We’ve rolled out Windows 10 right across the organisation. One of the reasons that Windows 10 has been so important is because we have the Evergreen solution behind it. We will never be too far behind the latest operating system version that Microsoft is providing.” That escape from incremental and periodic upgrades extends to Centrica’s embrace of cloud technologies such as Office 365. “We use OneDrive for file storage along with the Office 365 tools like Excel, Word, Teams and PowerPoint,” says Rose. “From a user experience point of view, that Office 365 rollout has really transformed Centrica. We have the full suite and we’re constantly adding new applications and features.”

Centrica’s field workers have benefited in numerous ways, starting from the implementation of Centrica’s Windows 10 systems. “We have around 8,000 field users, and they were on

OCTOBER 2019

CLICK TO WATCH : ‘THE NATURE OF DIGITAL TRANSFORMATION AT CENTRICA’ 19 a mix of Windows 7 and Windows 8.1.

they’re geographically spread, they

Our largest workforce, our Service

suffer challenges in some remote parts

and Repair workforce, were on really

of the country where 4G is inacces-

old devices as well. The project was

sible. Those challenges all had to be

manifold because, concurrent with

taken into consideration.” Geographi-

the engineers’ laptops being replaced,

cal isolation brings challenges beyond

my team introduced a new operating

just connectivity, and technological

system alongside a brand new suite of

solutions are addressing these as well.

applications.” Compounding this chal-

“It’s very difficult to replace devices

lenging project was the nature of field

or enact a big IT upgrade because

work, with niche requirements in com-

our field workforce is truly field-based,

parison to desktop users. “They use

meaning they never come to a Centrica

a different VPN solution, and their con-

office and they don’t have regional de-

nectivity largely depends on the Voda-

pots. The technology they’re now using

fone network,” says Rose. “Because

means they can communicate with the e uro pe .busi ne ssc hief. com

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Empowering Centrica’s frontline We live in a world that demands flexibility and convenience and having a single work location is no longer the world we live in. A fantastic employee experience is key to the success of the modern business, and to achieve this, Centrica partnered with Fujitsu to transform and deliver their Digital Workplace.

The transformation embraced Windows

“The replacement of legacy devices was a crucial first step to enable employees to benefit from a new integrated, evergreen enduser service”

10, Azure, Office 365 and Fujitsu’s digital hybrid offering – on-premise and Cloud – for end user IT services, allowing 31,000 global

has provided Centrica’s employees with

employees, including 8,000 field engineers,

a new lease of flexible working, which in to-

to collaborate and be productive on a glob-

day’s ‘the workplace is everywhere’ is essen-

al scale. The result is that every employee,

tial for employee satisfaction and wellbeing

from office, home or field has equal access

– supporting all types of people in Centrica’s

to services. The new workplace is also

diverse workforce; with increased mobility

future proofed against the fast-moving pace

and effectiveness, while increasing employ-

of technology by being evergreen, so em-

ees’ ability to deliver great customer service.

ployees can always benefit from the latest

The replacement of the legacy devices

innovations and features.

Services are now available from any de-

was a crucial first step to enable employees to benefit from the new integrated, ever-

vice, increasing employee engagement, as

green end-user service, and by working

users are able to have the same, up-to-date

hand in hand with Centrica, and partnering

experience, in the office and field, as they

with Panasonic, Fujitsu procured, built and

do at home on their personal devices. This

led the deployment of 8,000 rugged and robust devices to Centrica’s team of field engineers so that they can now deliver an improved customer experience.

Alongside this, we have reduced the cost to serve, a key component of Centrica’s Digital Strategy. The outcome of the collaboration is a foundation for being able to add digital capabilities to improve engineers First Time Fix rates, resulting in great customer satisfaction and increased field productivity.

CENTRICA

CLICK TO WATCH : ‘CENTRICA: FIELD-SUITABLE HARDWARE FROM PANASONIC AND FUJITSU’ 22

whole of Centrica using Yammer,” says

amazing thing about the Microsoft tools

Rose. “Yammer is Microsoft’s enter-

that we’re using is accessibility. For

prise social media tool, and we have,

engineers or employees with disabili-

for instance, particular groups that

ties across Centrica, those Microsoft

relate to their laptops. My team moni-

tools provide a lot of extra functional-

tor the relevant groups and contact

ity. If you are dyslexic, for instance, you

the engineers to get more information

can change the setup to make it more

about trending problems.”

friendly to you. Subtitles are available

A critical partner of Centrica’s on-

for live meetings if you’re hard of hear-

going digital transformation has been

ing, and if you’re visually impaired you

Microsoft which, aside from the afore-

can change the technology to work

mentioned Windows 10, Office 365

better for you.” On the hardware side,

and Yammer, has also provided tools

Panasonic has been vital to field work

to ensure access to its services. “An

at Centrica, providing laptops and

OCTOBER 2019

more. “Panasonic has been a Centrica technology partner for more than 20 years. I’ve worked with them practically all of that time, and they are an extremely supportive supplier. They have helped us to understand the technology that they’re introducing as they refresh their current models, particularly during our latest project where we rolled out about 6,000 Panasonic TOUGHBOOK G1 devices to the field.

We always work very closely with Panasonic when we’re doing our device selections.” Providing the tailored builds to operate successfully in the

“ Where we’re implementing new technology, we make sure that users are happy with it and really understand it before it gets deployed” — Joanne Rose Head of Mobile User Computing Centrica

field was Fujitsu. “We worked closely

E XE CU T I VE PRO FI LE

Joanne Rose Joanne is Centrica’s Head of Mobile User Computing.

She’s passionate about supporting Centrica’s field-based employees. Joanne leads a high performing team that have ensured that the field-based employees have the best technology available to them.

She’s also an active campaigner for gender diversity in her organisation and an energetic member of the Centrica Women’s Network.

e uro pe .busi ne ssc hief. com

23

CENTRICA

“ The most important 24

thing for us is to be able to keep our estate Evergreen” — Joanne Rose Head of Mobile User Computing Centrica

OCTOBER 2019

25

e uro pe .busi ne ssc hief. com

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CLICK TO WATCH : ‘CENTRICA: HOW THE CLOUD AIDS COMMUNICATION AND ACCESSIBILITY’ 27 with Fujitsu to make sure that the Win-

hugely important to him and his strat-

dows 10 build that we were deploying

egy, so in sponsorship terms there’s

to our field workforce was the best that

never been an issue.” Care was taken

it could be and met the different needs

to ensure the field workforce was on

of field users. That planning stage was

board and engaged with the introduc-

vital, and what they delivered really

tion of new technologies. “We made

worked for the field.”

sure there was a pilot group which was

With the change in technology there

able to trial devices and get first looks

was a parallel need to ensure that it

at the software,” says Rose. “Where

could be integrated culturally in different

we’re implementing new technology,

parts of Centrica. Rose found the ap-

we make sure that users are happy with

petite for digital transformation came

it and really understand it before it gets

from the highest levels. “The approval

deployed.” For the wider company,

came from the top and our CIO, Mike

programmes are in place to spread the

Young. Digital transformation has been

message and ensure understanding of e uro pe .busi ne ssc hief. com

CENTRICA

new technologies. “One of the things that we’ve introduced at Centrica is a community called the Digital Champions Network, and we have 600 digital champions that help with the adoption of new Office 365 technology throughout the company.”

As much as it was important to ensure the right culture was in place to profit from digital transformation, Rose is passionate about the need for a culture shift surrounding issues of diversity.

“I’m a strong voice in Centrica when it 28

comes to talking about women and diversity issues. I am on the Centrica Women’s Network working group and I head up the local chapter here at the office. It’s a really exciting network and it’s grown significantly, particularly over the last year. We’re working a lot more closely with our Diversity and Inclusion team, so that the strategy of Centrica’s Women’s Network is supporting the strategy of our Diversity and Inclusion team. We have a committee and we organise events in our own location, whether it’s career development sessions or presentation skills courses. We celebrate International Women’s Day and we’ve done events OCTOBER 2019

for that which have generated awareness around the issues that women face in the workplace. My chapter has set up a mentoring scheme for women.

We set it up around nine months ago, and we had a review session just a few months back. The impact that the mentoring scheme has had on the women participating has been astounding.

It’s not that we’re saying every woman should be promoted – it’s more that every woman should be the best that they can be, and the changes that we’ve seen in these women, and the changes and differences that they’re making to our local office, has been amazing. Those kinds of things have been extraordinary to see and they’re really making a difference.”

The perennial nature of digital transformation at Centrica sees a number of projects in the pipeline. “We’re speeding up how we deploy updates into our field workforce. There’s a project going on with Microsoft at the moment using the DevOps model and Microsoft Store for Business. We’re working with our local application teams so that, when fixes to current issues are identified, it’s days before e uro pe .busi ne ssc hief. com

29

CENTRICA

30

“ The changes that we’ve seen in these women, and the changes and differences that they’re making to our local office, has been amazing” — Joanne Rose Head of Mobile User Computing Centrica

OCTOBER 2019

they get out to the workforce rather than weeks. It’s vital to us that our engineers aren’t falling behind on patches and operating system updates – both for the sake of security and feature updates that they bring. We’re working with our partner Fujitsu to make sure that we can keep those devices and our workforce in that Evergreen state.

We’re looking at BT Pinhole technology where we will be using the BT wifi network as an alternative to the 4G network, and Fujitsu are on board and very supportive with this. The most important thing for us is to be able to keep our estate Evergreen.” With the digital innovations implemented by Rose and her team, Centrica’s field workers can perform their crucial role with confidence in the technology they use.

e uro pe .busi ne ssc hief. com

31

LEADERSHIP

32

Employee centricity Linda Aiello, Senior Vice President, International Employee Success at Salesforce, shares how the company has built a holistic employee-led culture while using technology and data to support its approach WRITTEN BY

AMBER DONOVAN-STEVENS

OCTOBER 2019

33

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LEADERSHIP

L

inda Aiello has held the role of Senior Vice President, International Employee Success at Salesforce for

three years. Before her rise to this position, she had been a Salesforce customer on behalf of companies such as LVMH and Uber. She says that one of the draws to the company was her younger brother, who has worked for the Salesforce since 2007. Through him she has witnessed the company’s evolution and, while she admits that she had “high expectations,” she says that they have all been exceeded.

34

According to Aiello, Salesforce’s values have remained consistent from the company’s inception: “Marc Benioff wanted to create a product that changed the way the world did business, and how he could improve the state of the world.”

CULTURE Aiello explains that the company is built on four core values: trust, which highlights transparency and employee satisfaction; customer success, defined by how Salesforce builds KPIs that drive customer success while adding value for the company; innovation to try and find new ways to improve the employee experience; and equality, or “working to make both the OCTOBER 2019

35

“ Culture is our greatest competitive advantage” — Linda Aiello, Senior Vice President, International Employee Success, Salesforce e uro pe .busi ne ssc hief. com

LEADERSHIP

“ The number of jobs Salesforce is driving in the ecosystem is astronomical” — Linda Aiello, Senior Vice President, International Employee Success, Salesforce

company and the world a more equal place.” According to Aiello, Benioff has always said that “the business of business is to make the world a better place.” She adds that all of these values are centralised on the Hawaiian concept of ‘Ohana,’ which means family. “It’s not necessarily the family you are born into, but it’s your coworkers, the community, the customers, partners, and so on, the idea that no one is left behind and we all support one another.” This support starts from recruitment through to

36

further career progression with Salesforce. “There is a level of personalisation for each employee,” explains Aiello. “We’re always using the data that we get from our own platform, and reincorporating it into our employees’ experiences.” One of the ways in which technology has allowed the company to better appeal to employees and potential recruits is through cloud marketing. “If they see something relating to Salesforce on LinkedIn, for example, we are able to track the popularity of our posts and this allows us to better target our message.”

OCTOBER 2019

CLICK TO WATCH : ‘ATTRACTING DIVERSE TALENT – NIAS’18 PANEL WITH LINDA AIELLO, SALESFORCE’ 37

FLEXIBLE WORKING

expectations of the employee on the

Aiello says that Salesforce is constantly

inside world. When an employee can

asking itself: “How do we remove friction

access a seamless experience from

at every single point of an employee’s

other companies to improve day—to—

experience to allow them to do their best

day life, we as a company need to

work?” From this, the company has

ensure that we’re also as app-centric

strived to create as much flexibility as

and seamless as we can be.” Aiello

possible for employees. One of the ways

also refers to trends such as voice

in which this has needed to be achieved

recognition, which has been

was for Salesforce to meet the

incorporated into its employee app

technology standards external to the

so an employee can record important

company. “With the constant evolution

information, update team members

of technology, the employee experience

and send calendar invites more

has also changed. The expectations

promptly. “We try to implement time

from the outside world heighten the

saving services so that our e uro pe .busi ne ssc hief. com

LEADERSHIP

employees have more time for themselves or their customers,” she says. While Salesforce has met the desire for flexibility, it has also ensured that these needs are being met in a way that is culturally appropriate to its values, as well as approved by employees. This has been achieved through an open debate on the ethical use of technology, a concern raised initially by employees. “Technology itself is not good or bad; it’s how people choose to use it.” As a result, a 38

discussion opened on the topic, welcoming employees at all levels of the company to speak with Benioff and other C-level executives to discuss the issue. “Following these discussions, we started the office of ethical and humane use, which specialised in creating a set of principles around the ethical use of technology, and safeguarding human rights and data privacy.” The office consists of Salesforce staff and experts external to the company who can provide guidance on how the company uses technology for both employees and customers going forward.

OCTOBER 2019

“ How do we remove friction at every single point of an employee’s experience to allow them to do their best work?”

— Linda Aiello, Senior Vice President, International Employee Success, Salesforce

TRAINING OPPORTUNITIES When addressing the need for upskilling, Aiello asks: “How can we provide the best environment to re-skill and grow our employees with the understanding that the world is changing rapidly?” As there are many jobs that don’t yet exist in this sector, she notes the importance of inspiring curiosity and driving employees to consistently improve their knowledge.

After all, their careers may take a path that is yet to exist. Salesforce is not only focused on upskilling internally, e uro pe .busi ne ssc hief. com

39

LEADERSHIP

40

but also externally, as so many

This software aims to make tasks that

companies leverage its technology.

may otherwise be considered arduous,

“The number of jobs Salesforce

more engaging. The platform is

is driving in the ecosystem is

accessible to those working within or

astronomical.” To be sure, it is

remote to the office, providing an equal

estimated that there will be over

opportunity for all to grow and develop

800,000 tech-related jobs unfilled by

their knowledge while maintaining

2020, according to research published

flexibility to the work. “We made a

by policy group Coalition for a Digital

pledge this year in May that, by 2022,

Economy (COADEC). “To support the

we’re going to help train and re-skill

training of employees, we have access

250,000 people across Europe

to a platform called myTrailhead.”

towards a Salesforce certification.”

OCTOBER 2019

41

MOVING FORWARD

positive feedback has reaffirmed this.

“As industries across the world move

As Aiello continues to help lead Salesforce

forward, employees want more from

in this direction, it is undoubted that it will

their employers. Culture is our greatest

only continue to generate an exemplary

competitive advantage,” enthuses Aiello.

employee experience.

“As Salesforce develops, Aiello shares that the company will continue to drive to create a sense of belonging for its employees. “One of our longer-term priorities is that of psychological safety.” She adds that, following the launch of the app, the increase in e uro pe .busi ne ssc hief. com

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TECHNOLOGY

44

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

OCTOBER 2019

MARCUS LAWRENCE

45

e uro pe .busi ne ssc hief. com

TECHNOLOGY

T

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

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

46

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

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

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

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

47

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

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

CompTIA’s mission is to advance the adoption of technology and the growth of the tech industry. That’s why we offer an unparalleled selection e uro pe .busi ne ssc hief. com

TECHNOLOGY

of resources related to digital trans-

sharing. We offer industry leading,

formation and other tech topics.

vendor-neutral skills training and skills

The vast majority of these resources

validation. CompTIA is the largest

– greater than 90% – are available at

provider of vendor-neutral skills

no cost, whether you are a dues-pay-

certifications for technology

ing member of the association or not.

professionals around the world.

We have comprehensive, world-

48

When compared to other organisa-

class research reports and staff, how-

tions, what makes CompTIA unique

to guides, whitepapers, and other

is our member communities. As men-

educational materials developed with

tioned, we offer member-led commu-

the collective expertise of thousands

nities across a variety of markets, all in

of IT professionals and executives

the business of influencing and ena-

around the world. We also have webinars,

bling digital environments for them-

podcasts, conference sessions, semi-

selves and their clients. We hear all the

nars and networking forums that offer

time that these communities offer a

peer-to-peer insight and best practice

trusted, safe haven where all players

OCTOBER 2019

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

in the ecosystem can gather and learn

world do to ensure they can capitalise

from each other.

on the opportunities afforded by

Our UK Channel Community has

upcoming and ascendant solutions?

750 members. They meet face-to-

A great starting point for any organi-

face at least three times a year to

sation – large enterprise, mid-sized

share strategies and best practices,

firm or small business – is to inspire

and members have built such strong

and invest in their employees with

relationships that they can rely on

ongoing skills training. Encourage

each other throughout the year as a

staff to join CompTIA, even at the free,

resource to grow their businesses.

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

Based on the recent CompTIA Top

make important contacts they that can

10 Emerging Technologies report,

build a solid network from. Attending

what can enterprises around the

industry events, conferences, and e uro pe .busi ne ssc hief. com

49

TECHNOLOGY

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

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

Third, make sure everyone in the organisation is on board with moving forward. Build a culture conducive to change and progress. Articulate the benefits of automating processes, saving dollars, operating more efficiently, and recognise and reward 50

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

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

you serve, and the short and long-

into the process.

term goals you have for business

Build diversity into your staff. Your

growth. Equipped with these insights,

team should be as diverse as your

a technology provider can make

customer base. Seek new and diverse

informed recommendations on the

perspectives and experiences to

technology options that make the

foster a culture of innovation.

most sense for a business, today

Finally, when it comes to innovation

and into the future.

and new and emerging technologies, consult with your trusted technology

Aside from the tech mentioned in

partners. The best tech partners are

the Top 10 report, what do you view

the ones that truly understand your

as the most influential established

business – the products or services

technologies at present?

you sell, the customers and markets

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

OCTOBER 2019

51

capturing data and building programs

automate your shopping experiences

to analyse the data can have a tre-

and allow home healthcare solutions.

mendous impact on both businesses

Managing fleets of trucks and trains

and consumers. While IoT and Big

more efficiently can allow us to reduce

Data are improving businesses and

our carbon footprint, and smart buildings

lives, they are also solving world

in a city can help to better manage

problems. Having insight on your

renewable resources.

operations, workflow and customers

I met a young lady at a conference

– and doing something with it – can be

last week who invented the world’s

the catalyst for cost savings, improving

first smart white cane for the blind

efficiency, mitigating risk, maximising

and sight impaired, which allows them

sales and driving new revenue.

to have a greater understanding and

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

control of their environment. With the cane collecting data on the user’s gait e uro pe .busi ne ssc hief. com

TECHNOLOGY

and centre of balance, the development

global security market for IoT alone

team realised it could also be used by

is a £30bn market. Small and medium

the frail and elderly to help predict and

businesses (SMBs) are still relatively

avoid a traumatic fall three weeks

unaware and unprepared for the level

before it happens. The implications

of security that should be protecting

for healthcare and quality of life are

their – and their customers’ – security.

tremendous.

Working with a professional consultant or service provider is recommended.

In a general sense, what are the

52

We are also dealing with significant

most significant challenges facing

workforce skills gaps. In Q2 2019

a successful digital transformation?

employers across the UK were seeking

Security and the workforce. With mul-

to fill more than 140,000 core IT job

tiple components and “access points”

openings. That represented 9% of all

in every advanced digital solution, the

UK job postings in the quarter.

need for comprehensive and advanced security solutions is imperative. The

OCTOBER 2019

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

the next generation do not see them-

In general, most small businesses,

selves in a technology role. As we

across all industries, are lagging.

continue to introduce new technologies,

Without the internal skill and talent to

we create new roles – like data scien-

deploy and implement a digital strategy,

tists, drone service providers, AI

they are left to collaborate with external

ethics leads and more. CompTIA is

partners, business and technology

focused on building programs that will

consultants. While there are many

encourage, train and certify the next

solutions and service providers available

generation of the workplace. Digital

to support them, many of them are

transformation is defining the

small businesses themselves and on

business of the future.

the long tail of the learning curve.

We are seeing the greatest advances

Are there any particular industries

at the enterprise level being deployed

that appear to be lagging in terms

by larger system integrators and

of technological implementation/

global consultants. CompTIA is working

innovation?

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

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

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

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

Digital transformation has taken hold in virtually every industry, but there are clear distinctions in the degrees and e uro pe .busi ne ssc hief. com

53

TECHNOLOGY

pace that different industries are embracing these changes.

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

Care givers have instant access to the latest patient information, delivered in a way that’s more secure and allows 54

for better data organisation.

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

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

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

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

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

e uro pe .busi ne ssc hief. com

55

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PEOPLE

Airswift: 58

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

HARRY MENEAR

© Albert Robida / Wikimedia Commons OCTOBER 2019

59

e uro pe .busi ne ssc hief. com

PEOPLE

I

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

originally printed as inserts for cigar boxes (and

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

The subject matter of En L'An 2000 is, for 60

the most part, spectacularly off the mark.

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

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

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

61

© Jean-Marc Côté / Villemard / Wikimedia Commons

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

PEOPLE

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

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

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

62

online publication. Obviously, the future

“The piece that's often missing is the

is not something to be predicted lightly.

personal touch.” Founded in 1979,

However, one or two predictions

Airswift is an international workforce

made by En L'An 2000 came partly

solutions provider within the energy,

true. Several of the illustrations por-

process and infrastructure industries.

tray a world in which a single worker

Headquartered in Houston, Texas,

sits, comfortably pushing buttons, as

the company has operations in 71

automated machinery does the work

countries with 58 office locations, and

of a dozen laborers. In this respect, at

employs 700 staff and 6,800 contractors.

least, Côté was entirely on the money.

“We're specialists in industries where

Automation has completely changed

companies, no matter what country

the way in which people work, reaching

they're in around the world, have the

further and further into aspects of our

challenge of trying to source the right

jobs and changing the culture of work

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

forever. While organisations like the

experts in identifying the right talent for

Office for National Statistics predict

our clients, but also experts in mobilis-

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

ing that talent wherever it’s needed.

are at risk of being eliminated by auto-

Whether it's locally, nationally or glob-

mation, a greater number of thought

ally, we do everything from making

leaders believe that increased automa-

sure people have a place to live, feel

OCTOBER 2019

CLICK TO WATCH : ‘OPPORTUNITIES WITH AIRSWIFT IN MOZAMBIQUE’ 63 that they are welcomed into a new

interaction between employer and

country and understand the culture,

future employee,” she says. “From a

to helping find schools for their kids.”

sourcing point of view, the medium

Airswift partners with some of the

has changed so much, from ads in the

largest companies around the world to

newspaper to online job boards to the

solve talent sourcing, recruitment and

invention of LinkedIn and so on. There

retention challenges in any number of

are a lot of different ways to attract

new and existing markets. In terms of

candidates to different companies.”

the ability to comment on the effect of

The increased digitalisation of the

digital transformation and innovation

recruitment space, according to Marx,

on the modern workforce, few are

has radically altered the size of the net

in a better position than Marx. “The

that companies can cast. This is where

biggest change in the talent sourcing

automation becomes so important.

world is, if you take a step back, how

“We can use chatbots and other types

digital transformation will change the

of automation to make sure that we're e uro pe .busi ne ssc hief. com

PEOPLE

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

However, at the heart of recruitment is still the human relationship. “When a person decides to leave a job to go to another job, that's a really big 64

decision. Facilitating and navigating the thought process surrounding that

© Jean-Marc Côté / Wikimedia Commons

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

especially with where the unemploy-

explains. “The digital world is coming

ment levels sit around the world right

into it, but you still need a human ele-

now,” she says. “There are a lot of

ment in the recruitment process.”

measures companies can take to

Digital transformation is not only

increase their retention and employee

changing the way that companies

engagement, to really train and

attract talent. Marx notes that, as the

develop their people.” More and more,

human capital space is increasingly

Marx finds, career progression is the

reshaped by the accelerating pace of

number one reason people switch

innovation, the strategies and values

jobs, with opportunities for training and

companies use to retain their talent are

development coming a close second.

becoming increasingly people–centric.

The global workforce is as aware of

“Retention is a really important piece,

the pace of change as anyone, and

OCTOBER 2019

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

65

prioritises personal development in

the technology will support that overall

order to keep up.

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

In the same way that Côté and

to see where the next five years take us,

Stoll struggled to accurately envision

particularly in terms of communications.

where technology would take human-

It would be nice to have holograms,”

ity, the next five to 10 years are a time

she says, somewhat wistfully.

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

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Shane Larkin - Chief Commercial Officer, company: Neos

Patrice Slupowski - SVP Digital Innovation, company: Orange

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

68

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

JOHN PERRY

OCTOBER 2019

69

e uro pe .busi ne ssc hief. com

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

70

S

ustainability is becoming

their supply chains are as sustainable

increasingly crucial to both con-

as possible – the question is, how?

sumers and key stakeholders

alike, with research from Unilever find-

DEVELOPING A BUSINESS CASE

ing that one in three consumers now

The first step towards achieving a

choose brands based on their social

more sustainable supply chain is to

and environmental credentials. This,

build the business case for action.

combined with the UK having recently

This will help to identify the highest

become the first major economy in

priority supply chain issues for the

the world to legally commit to net-zero

company, evaluate opportunities and

emissions by 2050, means that busi-

risks, and build the internal support

nesses are now having to ensure that

needed to move forward.

OCTOBER 2019

71

The business case for a particular

reducing the costs of material inputs,

company depends on a variety of

energy and transportation, increas-

issues, including: industry sector,

ing labour productivity, and fostering

supply chain footprint, stakeholder

growth by meeting evolving customer

expectations, business strategy and

and business partner requirements.

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

ESTABLISHING A VISION

offers a number of significant benefits.

Once the business case has been suc-

This can include minimising business

cessfully put forward, it’s important

disruption from environmental, social

to then establish a clear vision for the

and economic impacts, protecting a

company’s sustainable supply chain

company’s reputation and brand value,

programme. Defining the objectives at e uro pe .busi ne ssc hief. com

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

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

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

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

72

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

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

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

By assessing all potential options OCTOBER 2019

CLICK TO WATCH : ‘CATHERINE WEETMAN - FUTURE-FIT LOGISTICS’ 73

and analysing a range of future ‘what

network, and reduce emissions by

if’ scenarios, companies can ensure

directing inventory to serve demand.

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

SOURCING RESPONSIBLY

future changes, but also that they can

While it’s impossible for businesses

benefit both the environment and their

to fully control the practices of every

bottom line by eliminating wastage

third party they deal with in their supply

and overspending.

chain, they should work to ensure that

For example, modelling software can

wherever possible they only partner

help supply chain professionals to min-

with companies that share the same

imise physical space used by identify-

goals, sustainability values, and envi-

ing redundant facilities or opportunities

ronmentally-conscious supply chain

to rebalance storage, avoid empty

processes as themselves.

miles by analysing their transportation

Customers will ultimately hold the e uro pe .busi ne ssc hief. com

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

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

Qualifying the right sourcing partners is a critical piece of the sustainability puzzle, and it requires businesses to enforce the same high sustainability standards to which they hold them74

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

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

OPTIMISING DISTRIBUTION

whether their distribution centres are

When looking to improve sustainability,

in the right places, whether customer

logistics is one of the areas where the

order profiles and delivery require-

biggest difference can be made. With

ments have changed since the original

a large number of vehicles moving high

transport operation was designed,

volumes of goods to diverse and dis-

and whether a dedicated transport

persed locations, there is a significant

operation is even still needed, or if

risk of inefficiency when it comes to

it could be more economical and

transport operations.

environmentally-friendly.

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

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

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

75

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

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

e uro pe .busi ne ssc hief. com

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CITY FOCUS

LOND City Focus

78

Business Chief Europe looks at London’s tech world and how the NHS is implementing innovative AI technology in healthcare WRITTEN BY

OCTOBER 2019

GEORGIA WILSON

DON e uro pe .busi ne ssc hief. com

79

CITY FOCUS | LONDON

L

ondon, “A unique blend of talent, investment and innovation” – London and Partners. In 2018, digital

technology saw a turnover of £64.11bn

($US78.24bn), employed 263,000 people and ranked highest in the UK for investors in technology. With 51,690 digital tech businesses and a growth rate of 56% for tech startups, London is one of the world’s leading technology hubs.

In the last 10 years alone, technological advancements have been exponential.

80

Technology we couldn’t live without today such as the Cloud, chatbots, online streaming and Uber didn’t exist. Even GPS on phones wasn’t widely available back in 2009.

Today, technology continues to advance at an intense rate, in particular artificial intelligence (AI). Such advancements include the cloud, practical augmented reality, machine learning, AI robotic bars and self-driving cars.

In addition, AI as an industry has also advanced significantly. As of 2018, London has four AI universities in the world’s top 40, 645 AI company headquarters and has received the highest VC funding in Europe for AI of £1.8bn ($US2.2bn) all of which continue to strengthen the city’s strong global position for AI. OCTOBER 2019

81

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CITY FOCUS | LONDON

‘With a vision of being a world leader in AI and machine learning within five years, the NHS is fully committed to innovative development of AI’

Looking into specific industries, a key sector that has seen a widespread of innovative AI technology introduced into its field in the last couple of years is healthcare – in particular, the NHS. With a vision of being a world leader in AI and machine learning within five years, the NHS is fully committed to innovative development of AI.

RECENT NHS TRIALS FOR AI TECHNOLOGY In August 2019, the NHS announced a £250mn ($US305mn) government investment to create a national AI labo-

82

ratory focused on enhancing patient

OCTOBER 2019

CLICK TO WATCH : ‘INTRODUCTION TO HEARTFLOW (UK)’ 83

care and research, specifically for

records from 22,000 appointments

cancer, dementia and heart disease.

for MRI scans. The algorithm suc-

Other recent trails carried out by

cessfully identified 90% of the people

the NHS include collaboration with

who are most likely not to attend their

London based organisations such as:

appointment. “On average we estimate

University College London Hospitals

this could save £2-3 per appointment,”

(UCLH), Microsoft, HeartFlow and

says National Hospital for Neurology

King’s College London.

and Neurosurgery (NHNN) consultant, Parashkev Nachev.

UNIVERSITY COLLEGE LONDON HOSPITALS (UCLH)

Hancock commented on the software,

As part of a broader project to bring

“Missed hospital appointments waste

the benefits of AI to the NHS, UCLH

patient and staff time, prevent sick

has produced an algorithm using

people from being seen at the earliest

Current health secretary, Matt

e uro pe .busi ne ssc hief. com

CITY FOCUS | LONDON

‘Artificial intelligence has enormous potential to revolutionise healthcare’ 84

opportunity and cost our amazing NHS

reported that their machine learn-

an unjustifiable amount of money.”

ing software developed to automate

He added, “Artificial intelligence has

delineation of tumours has been suc-

enormous potential to revolutionise

cessfully streamlining the previously

healthcare and this is exactly the

multiple hour-long process of outlining

type of innovation our NHS needs to

borders and contours of prostate

embrace to ensure every penny goes

cancers. The project, known as

further as part of the long-term Plan.”

Project InnerEye, started development back in 2016.

MICROSOFT

“This collaboration between the

In 2018, Microsoft, Cambridge

InnerEye team at Microsoft and

University and Addenbrooke’s Hospital

the Department of Oncology at

OCTOBER 2019

85

Addenbrooke’s is an example of the

HEARTFLOW

type of innovation that we wish to

In April 2018, the NHS adopted the

promote within the NHS. It is a good

HeartFlow FFRct Analysis. Following

example of what can be achieved

a non-invasive coronary CTA, the

when the Trust works in collaboration

HeartFlow software uses deep learn-

with industry and the University in order

ing to create a personalised, 3D digital

to produce cutting edge technologies

model of a patient’s coronary arter-

with real-world applications in patient

ies. The software then uses powerful

care, to benefit the UK,” says Chief

algorithms to assess the impact of

Executive Officer, Cambridge University

blockages and determine how to

Hospitals NHS Foundation Trust,

stimulate blood flow. Trials have dem-

Roland Sinker.

onstrated that the technology can e uro pe .busi ne ssc hief. com

CITY FOCUS | LONDON

reduce unnecessary and invasive diagnosis and procedures that can lead to high risk complications.

“Using the HeartFlow Analysis has transformed our paradigm for investigating chest pain. It has dramatically reduced the numbers of patients requiring invasive investigation and has allowed strategic targeting of therapy for those patients who still require invasive angiography, which saves both time and expense,” says Interventional Cardiologist, Dr Philip Strike at Queen 86

Alexandra Hospital, Portsmouth. “It has allowed sensible and safe waiting list management and allowed prioritisation of higher risk patients by removing unnecessary invasive assessment in other patients.”

KING’S COLLEGE LONDON When it comes to cancer diagnosis, 50% of patients are diagnosed in the last stage of growth. As a result, 80% will die within five years. With earlier diagnosis, those 80% could survive for at least five more years.

The NHS began working with King’s College London and C the Signs earlier this year to support its multi-platform OCTOBER 2019

‘As of 2018, London has 4 AI universities in the world’s top 40, 645 AI company head-quarters and has received the highest VC funding in Europe of £1.8bnt’

tool that allows early identification of patients at risk of cancer. The software uses AI mapped with the latest NICE guidelines and other relevant evidence, allowing GPs to check combinations of signs, symptoms and risk factors to identify which referrals and investigations are required.

The tool has been successfully trailed in Sutton and is now being piloted in Merton and Wandsworth.

Although there are certainly challenges to face as the use of AI in healthcare increases – such as privacy, ensuring data is correct, and potential cyber threats – there are multiple benefits to be seen from the innovative steps made in AI. Benefits include: increasing time efficiency, reducing missed appointments, identifying treatments and referrals so that more time can be spent on severe cases. As well as earlier diagnosis of high-risk illnesses, higher accuracy when outlining tumours and reducing invasive diagnoses and procedures.

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OCTOBER 2019

Hotels in Europe Business Chief Europe counts down the top 10 hotels in the continent, using Travel and Leisure’s ranking of the Top 100 Hotels in the World WRITTEN BY

SHANNON LEWIS

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T O P 10

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10

Hotel Bristol Poland

Hotel Bristol, a Luxury Collection Hotel of the Marriott family, is ranked 81st in the world by Travel and Leisure. Situated in Warsaw, Poland, it has a score of 95.60. Founded in 1901 by piano virtuoso Ignacy Paderewski, it features 165 rooms, 41 suites, and amenities such as a spa, two bars, a restaurant, and the famous CafÊ Bristol, according to the hotel’s website. Well-rated, it received a ranking of 4.7/5 on Expedia and 9.4/10 on hotels.com.

OCTOBER 2019

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09

Katikies Hotel Greece

Located in Santorini, Greece, the Katikies Hotel offers views of the Aegean Sea, views of the Aegean Sea from its location on the cliffs of the Santorini caldera. One of many Katikies properties distributed across Santorini and Mykonos, it is ranked as the 78th best hotel in the world by Travel and Leisure, with a score of 95.63. A five-star hotel, Katikies Hotel is a firm favourite for couples, with a rating of 9.8/10 for a two-person trip on Booking.com.

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95

08

The Lanesborough United Kingdom

The number one London-based hotel on Travel and Leisure’s 100 best hotels list, The Lanesborough places 66th in the world. With a score of 95.80, the hotel offers many amenities, including 93 luxury suites and bedrooms, the Library Bar and Garden Room, a club and spa, and the Michelin-starred CelÊste restaurant. A part of the Oetker collection, it is a globally renowned hotel, with a TripAdvisor Certificate of Excellence.

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07

Rosewood Castiglion del Bosco Italy

Located in Montalcino, Italy, the Rosewood Castiglion del Bosco is situated on an 800-year-old estate in the heart of UNESCO Heritage Site Val d’Orcia. With a score of 96.00, it is tied for 55th in the world, according to Travel and Leisure’s ranking. The hotel’s 5,000-acre estate includes a medieval church, ancient castle ruins, the Borgo, a historic village, a winery, two restaurants, a vegetable garden, and Italy’s only private golf club. It offers 23 suites and 11 luxury villas.

OCTOBER 2019

97

06

La Réserve Paris Hôtel & Spa France

Tied for 55th in the world, La Réserve Paris Hôtel & Spa has a Travel and Leisure score of 96.00. Its location in Paris guarantees guests access to iconic landmarks, adjacent to the Champs-Elysées and overlooking the Grand Palais, the Eiffel Tower, the Pantheon, and the Concorde obelisk. It has a 9/10 overall rating by the Telegraph, as well as in the categories of location, style & character, services & facilities, rooms, and food & drink.

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98

05

Palazzo Avino Italy

Originally built as a private villa for a 12th century Italian noble family, Palazzo Avino was inaugurated as a hotel in 1997, according to the hotel’s website. Situated in Ravello, Italy, its Travel and Leisure score of 96.15 makes it the 51st best hotel in the world. Overlooking the Mediterranean, it boasts 32 rooms and 10 suites, as well as a heated outdoor pool, a Michelin-starred restaurant, and a staff-to-guest ratio of 2:1 per room.

OCTOBER 2019

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04

Grand Hotel Villa Serbelloni Italy

One of the oldest hotels in the Lake Como area of Italy, Grand Hotel Villa Serbelloni is the only five-star deluxe hotel in Bellagio, according to the hotel’s website. It is rated the 43rd best hotel in the world by Travel and Leisure, with a score of 96.33. Famous for its beauty farm, it has a score of 8/10 on a Telegraph review, a 9/10 on Booking.com, and 4.5 stars on TripAdvisor.

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03

Grace Hotel Santorini Greece

A part of the Auberge Resorts Collection, the Grace Hotel Santorini is a clifftop resort in Santorini, Greece. With a score of 96.40, it is the 41st best hotel in the world according to Travel and Leisure. With an infinity pool overlooking the Santorini caldera, Grace Hotel Santorini offers a 180-degree view of the unique Greek landscape. It offers a wide array of experiences to guests, including fireworks shows, world-class yoga, and a luxurious spa.

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02

J.K. Place Firenze

Italy Located in Florence, Italy, the J.K Place Firenze’s

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Travel and Leisure score of 97.27 makes it the 22nd best hotel in the world. Its 20 rooms boast unique styles by local interior designer Michele Bonan. Across the street from the Saint Maria Novella church, the hotel is a short walk away from prime Florence locations such as the Duomo and Via Tornabuoni. Its two-level penthouse suite offers a 360-degree view of the city.

OCTOBER 2019

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01

Canaves Oia Epitome

Greece

104

The number one hotel in Europe, Canaves Oia Epitome comes 17th in the world, with a Travel and Leisure score of 97.58. Canaves Oia Epitome opened in Santorini, Greece in May 2018.

Its 24 luxury villas are a part of the Canaves Oia brand, which first transformed 17th century caves into luxury hotels in 1985, according to the hotel’s website. World-rated, it has a fivestar rating on TripAdvisor and a 9.5/10 rating on Booking.com.

OCTOBER 2019

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OF F E R I NG I N T E R N AT ION A L DY N A M IC C U L I NA RY E X PE R I E NCE S

WRITTEN BY

AMBER DONOVAN-STEVENS PRODUCED BY

LEWIS VAUGHAN

OCTOBER 2019

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H O T E L L E R O YA L M O N C E A U

Sylvain Greiner, Director of Food and Beverage at Le Hotel Monceau, talks dynamic culinary experiences, creative partnerships and the implementation of technology into the food and beverage industry

108

F

rom the outside, Le Royal Monceau – Raffles Paris hotel appears to embody classic French elegance. With its grand

architecture from 1928, the five-star Parisian hotel reopened in 2010, following a complete redesign from Philip Stark. Though understated, upon closer inspection, designs reminiscent of famous historic guests from all over the world have been incorporated into the aesthetic of the hotel. Starting in hospitality at the age of 15, Sylvain Greiner completed his formal education with a master. Now the Director of Food and Beverage, he not only matches this contemporary atmosphere, but draws from cultures all over the world to create new culinary experiences for his guests. “Food and beverage at Le Royal Monceau is one of the largest operations; it is also unusual in that we only offer experiences,” OCTOBER 2019

109

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H O T E L L E R O YA L M O N C E A U

“ We want to create experiences that are luxury, but understated, not the traditional French way” — Sylvain Greiner, Director of Food and Beverage, Le Royal Monceau, Raffles 110

says Greiner, “It isn’t a traditional gastronomic French restaurant, it is either a Japanese fusion restaurant, or an Italian one. We offer new experiences particularly to our Parisian guests.”

CREATIVE PARTNERSHIPS One of the most prominent attractions to the hotel is Chef Nobu Matsuhisa.

Greiner shares that guests are drawn to the hotel to try his cuisine. His unique dishes combine a number of different cultures that attract Parisians and regular customers looking to try new food.

OCTOBER 2019

CLICK TO WATCH : ‘LE ROYAL MONCEAU – RAFFLES PARIS’

Greiner’s responsibility is to ensure

It is for this reason that Greiner

that the hotel maintains its dynamic

strives to maintain new creative part-

edge in the food and beverage sec-

nerships and concepts. He reflects

tor, and so he created the pop-up

that during the summer, he partnered

Japanese Garden Matsuhisa Niwa.

with Moise Sfez from Homer Lobster,

“We created this restaurant to highlight

inspired from a New York lobster roll.

the skill of our Executive Chef, Hideki

Greiner goes on to discuss the pop-

Endo, and of course to publicise Nobu

up he created with Gennaro Nasti

and his sushi speciality.” Seating a

this year: “We have an Italian faction

maximum of eight, the pop-up has

within the hotel with Il Carpaccio res-

been successful, says Greiner: “There

taurant.” Nasti is, says Greiner, a true

was a real draw to this from our regu-

artisan, and “a god of pizza” in Paris.

lars. It was something different,

“It was great for us to showcase his

something exclusive.”

talent to our guests.” Greiner e uro pe .busi ne ssc hief. com

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H O T E L L E R O YA L M O N C E A U

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OCTOBER 2019

E XE CU T I VE PRO FI LE

Sylvain Greiner Sylvain Greiner graduated in 2005 with honours from the University of Toulouse, where he achieved a specialised diploma (DESS) in Tourism Industries.

Sylvain began his career as Assistant to Revenue Manager during his internship in the Accor Hotels group. He then joined the Hilton Luxembourg for a mission as Assistant to Operations Manager as part of his specialised diploma.

His career within the restaurant sector began in 2006 with Hyatt, where he held several operating functions before being appointed as Operational Manager of the Food and Beverage venues.

In 2008, he joined the Ritz Paris hotel as Sales, Conventions and Receptions Director before becoming Food and Beverage Manager in 2011.

Expressing his willingness to learn and satisfying his taste for high standards, Sylvain decided to integrate Le Meurice hotel (Dorchester Collection) in 2012 as Deputy Director of Food and Beverage, in charge of the three Michelin star restaurant, the contemporary restaurant and teahouse, the bar and the room service, the mini bar and receptions.

He then joined the Buddha Bar Hotel Paris in 2014 as Director of Food and Beverage and interim General Manager in 2015. Following his rich and varied career path, Sylvain has decided to join Le Hotel Monceau as Director of Food and Beverage in order to share his knowledge, his passion for restoration and also his management skills and sense of excellence.

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H O T E L L E R O YA L M O N C E A U

“ E mployees will come for the brand and product, but stay for the managers” — Sylvain Greiner, Director of Food and Beverage, Le Royal Monceau, Raffles

114

OCTOBER 2019

115

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CLICK TO WATCH : ‘PRESIDENTIAL SUITES, LE ROYAL MONCEAU – RAFFLES PARIS’

acknowledges that customers

TECHNOLOGY

demand more from a high-quality

Greiner says that the desire to imple-

hotel, and seek to engage with new

ment technology is always centered

experiences upon each visit. To

around a very “human experience.”

ensure that his vision is consistent

Technology divides into two categories

across the hotel, Greiner says that

for him: “sales reports, which are so

attracting and retaining top-tier staff

much more accessible today than they

is paramount: “It is particularly

used to be. Now we can use analytics

important to have the right employ-

tools such as Avero and then imple-

ees in directorial positions across

ment this data to suit the business

the restaurant, bar, banquet and

strategy,” and customer feedback.

room service. Employees will come

Greiner references TrustYou, which is

for the brand and product, but stay

a platform used to collate customer

for the managers.”

feedback based on the language they e uro pe .busi ne ssc hief. com

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H O T E L L E R O YA L M O N C E A U

use. “With TrustYou, you can have 200 comments refined into a couple of sentences from the most regularly used words. The efficiency this provides is excellent, and allows us to respond to customer feedback faster than ever.”

Another partner that he cites as integral to the operations across food & beverage is a family-owned, Torontobased company, Silverware POS: “Silverware POS has a great team, and they are constantly challenging themselves and meeting our requests head118

on. This partnership has opened many new opportunities and the interface is user-friendly for both restaurant employees and accounting and IP teams alike. Partnerships are so important in this business to remain profitable.” This is a value shared across the hotel. Greiner states that there is a director of strategic partnerships who he has worked closely with. “This role gives us a real competitive advantage as we now have the foundations and can begin to offer more singular experiences. When This, combined with these partnerships, allows for us to streamline our operations to focus on creating this truly dynamic experience.”

OCTOBER 2019

“ Food and beverage at Le Royal Monceau is one of the largest operations, and unusual as we only offer experience” — Sylvain Greiner, Director of Food and Beverage, Le Royal Monceau, Raffles

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H O T E L L E R O YA L M O N C E A U

1928

Year hotel opened

280,000

Number of employees (Accor Hotels)

4,800

120

Number of hotels worldwide (Accor Hotels)

OCTOBER 2019

LOOKING FORWARD As the hotel moves forward, Greiner enthuses that it plans to progress under the same strategy of maintaining contemporary art and continuously offering ephemeral and dynamic experiences to loyal guests. “We want to create experiences that are luxury, but understated, not the traditional French way. I also want to build a closer relationship between chefs and the guests, to make guests’ experiences at the hotel all the more special.” Another experience soon to be available is an afternoon tea, inspired and based around the French poet, Jean Cocteau.

The poet is already present across the hotel, with his poems adorning bedside cabinets, and his scribbled musings incorporated into the lightware and furnishings; they will now accent the new porcelain from Raynaud. As Greiner moves forward with his dynamic partnerships, his customers, both new and loyal, can continue to expect the high pedigree of understated luxury that is intrinsic to le Royal Monceau.

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121

IMPROVING CARE 122

T HR OUGH D IGI TA L T R A N S F O R M AT I O N WRITTEN BY

MATT HIGH PRODUCED BY

LEWIS VAUGHAN

OCTOBER 2019

123

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BROTHERS OF CHARIT Y SERVICES IREL AND

BROTH E R S O F C H AR IT Y S E RV I C E S I REL A ND IS U ND E R G O I N G A DI GI TA L TR AN SFO R MAT IO N B UI LT ON A N AMBITION TO PROVIDE BETTER CARE TO TH E C O MMU NIT Y

A

sk companies their distinguishing factors and there is every likelihood you will hear similar themes

time and again. Fewer, however, will bypass many of the more typical board-level buzzwords in favour of a simpler response: 124

‘caring’. But that is how Ronan Coy, National Head of ICT (CIO) at Brothers of Charity Services Ireland, describes the culture at the Irish charity organisation that supports more than 7,000 people across Ireland with intellectual disabilities.

Coy has been with the organisation for three years, having previously held high-level positions with the likes of Fujitsu Ireland (Director, Strategic Projects) and IBEC (Chair, Data Working Group). His current role, he admits, is a “very different world”, a far cry from the “cutthroat” IT sector positions he has previously held. “Brothers of Charity Services Ireland is an incredibly caring organisation,” Coy states, “every employee and all those in charge are primarily focused OCTOBER 2019

125

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BROTHERS OF CHARIT Y SERVICES IREL AND

126

on the people we support, with an

digital transformation, including the

ethos of caring that ensures we always

nationalisation of the organisation’s

put their needs at the forefront of

IT infrastructure, business applica-

anything we do. It is what drives us.”

tion systems and ICT services. “It has

Coy joined the organisation in

been a true consolidation journey,” Coy

September 2016, tasked with spear-

expands. “There are several strands

heading an ongoing process of change

to that journey, such as the alignment

that involves bringing the operational

between the various regional organi-

structure from one that was spread

sations, the considerable technology

across six regional companies – Clare,

transformation and evolution that has

Galway, Limerick, Roscommon,

been necessary to facilitate that,

South East and Southern – to one

and a wider organisational and

national company. It is a process, he

cultural development that is still

says, that has required significant

ongoing. It has been a significant

OCTOBER 2019

change, and one that has brought inevitable disruption to the organisation, but it’s also been an exciting journey in which we are making use of new and innovative technologies and taking advantage of opportunities that we would not have had in the past.” Coy’s key focus within that journey has been managing a technology transition that he describes as initially challenging. “The local cultures in each of the regional organisations were very much inwardly-focused and still using legacy IT systems, making

€200mn+ Approximate revenue

1883

Year founded

4,138

Approximate number of employees 127

E X E CU T I VE PRO FI LE

Ronan Coy Ronan Coy is the National Head of ICT (CIO) at Brothers of Charity Services Ireland (BOCSI). In this role, he oversees all aspects of information technology, information security, data and analytics for one of Ireland’s largest charities. Prior to joining BOCSI in 2016, Coy was Director of Strategic Projects at Fujitsu Ireland Ltd. With 18 years in the high-tech industry, he also served in various roles including Bid Director, CTO and IT consultant. Coy has worked with IBEC, focusing on positioning Ireland as a global ICT powerhouse. He holds a BEng in Electronic Engineering from University of Limerick and a MSC in Technology Management from National University of Ireland, Galway.

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BROTHERS OF CHARIT Y SERVICES IREL AND

“ I T H AS B E E N A TRUE C ONSO LI DAT I O N JOURNEY“ Ronan Coy National Head of ICT (CIO), Brothers of Charity Services Ireland

the key priority one of standardisation and data harmonisation by moving to cloud systems. One of my first actions was to summarise what we hope to achieve with something I call ‘E-cubed’: effective frontline services, empowering people in and outside of the organisation through the use of technology, and providing the best experience for those that we support.”

This was followed by a focus on standardisation. Coy readily admits that the organisation had

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con tact us

CLICK TO WATCH : HAPPY HERITAGE DAY 129 been “somewhat insulated from the

platform to move forward with our

broader developments in some IT

vision and to make use of the cloud

processes, meaning that standardis-

and other Microsoft technologies

ing all of our processes had to be the

to drive our journey,” Coy adds.

first part of the journey.” Second, he

“We’re making the change from

adds, was migrating to a secure data

Exchange 2003 and various other

centre environment. The organisa-

platforms to the cloud, and it’s not

tion was aided on this migration

straightforward, but we’re using tools

through its relationship with partner,

like BitTitan MigrationWiz to move to

Unity Technologies, which was also

the newest systems as seamlessly

working closely with Microsoft. As a

as possible. We’ve found that moving

result of this partnership, Brothers of

everyone to the cloud has not only

Charity Services Ireland was awarded

brought the expected benefits from

a grant by Microsoft in 2017 worth

a standardisation point of view, it has

more than €3m. “This gave us the

also allowed us to function far more e uro pe .busi ne ssc hief. com

BROTHERS OF CHARIT Y SERVICES IREL AND

efficiently and effectively,” says Coy. The level of digital transformation seen at Brothers of Charity Services Ireland is being mirrored across the charity sector on a wider basis, Coy explains, with a broader attitude emerging of how to consider and deliver charitable services in new and innovative ways. To this end, Coy is keen to work towards the development of a centre of shared excellence through which all charitable organisations in Ireland can deliver 130

more individualised services. Such a system, he notes, would also allow for the transferring and sharing of data across organisations and services.

“My ultimate goal is that we have an individualised portal for each person,” he explains. “However, in order for that to happen, we need to build these foundation elements that are part of our current journey. It will require a significant cultural shift from where we are today, but the ideal is the creation of an interactive portal through which we can entirely rethink the way we provide services and make better use of smart technologies. It makes absolute sense for that to be our vision.”

OCTOBER 2019

“ M Y U LT I M AT E G O A L I S T H AT W E H AV E AN INDIVIDUALISED P O R TA L F O R E A C H PERSON” Ronan Coy National Head of ICT (CIO), Brothers of Charity Services Ireland Achieving that vision will rely on the continuation of the organisation’s digitisation. On this subject, Coy sees the continued implementation of new technologies and smarter ways of working as key. “We still feel like a paper organisation, and I want us to move away from that. We’re on our way – our new cloud platform, Aspire, allows us to store vast amounts of data and view it in real time – but we need to continue to drive through the modernisation of the remaining legacy systems over the next three to five years so that we have a truly modern and integrated workforce.”

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131

IT'S NOT JUST AN AIRLINE. IT'S ISRAEL

132

EL AL ISRAEL AIRLINE NAVIGATING DIGITAL T TO BECOME A ‘SMART WRITTEN BY

AMBER DONOVAN-STEVENS

OCTOBER 2019

PRODUCED BY

K ANE WELLER

133

ES: TRANSFORMATION AIRLINE’ e uro pe .busi ne ssc hief. com

EL AL ISRAEL AIRLINES

SHAHAR MARKOVITCH, THE CHIEF DIGITAL AND INFORMATION OFFICER OF EL AL ISRAEL AIRLINES, EXPLAINS HOW THE ADOPTION OF AI AND DATA ANALYTICS IS STRENGTHENING EL AL AS THE ‘SMART AIRLINE’ OF THE STARTUP NATION

E

L AL is Israel’s national airline, boasting close to 6mn customers a year and US$2bn in annual revenue. Before joining

EL AL as the airline’s Chief Digital and Information Officer, Shahar Markovitch was the Chief Digital 134

Officer of Bank Hapoalim, one of Israel’s largest banks. Prior to that he was a partner of the consulting firm McKinsey & Company, and as such brings experience of shaping the digital strategy and leading digital and IT transformations of organisations all over the world. A little over a year ago, Markovitch brought this expertise to EL AL to assist in the creation of a new division that combines IT and digital to drive the technological transformation of the company.

Markovitch begins by sharing that there are two key disruptions in the airline industry today. The first is “the digital airline, which is a combination of both new business models like the low-cost carrier model with new open sky regulation.” Secondly, he adds that “the customer is becoming more digital” with access to dozens of options for booking their flight. Yet Markovitch also says that there is a new OCTOBER 2019

135

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EL AL ISRAEL AIRLINES

revolution hurtling towards the airline

business, airlines are one of the

industry: what he calls the smart airline

industries to benefit most from AI and

revolution, major disruption fueled by a

machine learning technologies,” he says.

combination of data and machine

“When we built our strategy for EL AL’s

learning. A key component of a ‘smart

technology and digital transformation,

airline’ is the ability to leverage AI,

we realised that we need to win in these

machine learning and analytics to deliver

two fronts at the same time. On the one

a better, more personalised customer

hand, we had to fully transition to a

experience, drive revenues and

‘digital airline’ to remain competitive,

profitability, and improve operational

on the other hand, we must build capa-

efficiency. “According to research,

bilities for becoming a smart airline

due to the massive complexity of the

in order to remain ahead of the next

136

OCTOBER 2019

CLICK TO WATCH : ‘EL AL ISRAEL AIRLINES: MILESSTONES’ 137

disruption.” EL AL also realised that one of its main differentiators in the technology space is the fact that it is the airline of

native” capabilities in its day to day life?

3. How do we make ELAL’s “IT factory” a competitive differentiator?

the ‘startup nation,’ being immersed in ecosystems in the world. This gave birth

1. IMPACT OF TECHNOLOGY AND ROADMAP FOR THE ‘SMART AIRLINE’

to its vision of becoming the smart airline

EL AL started with defining a clear

of the startup nation.

roadmap on how technology as a

one of the most vibrant tech and startup

To achieve this vision, the company

whole will transform the company.

defined a transformation plan centered

“This is what our business should

around the following questions:

look like in the future across all areas

1. How will technology affect every aspect of our airline operations?

2. How will ELAL infuse “digital

of operation, from front to back – anything from having leading digital websites all the way through having e uro pe .busi ne ssc hief. com

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automated back-end operations to

nance of its planes. As components to

dynamic and smart routing to giving

planes are expensive, aircraft are

our employees better smart digital

regularly maintained. Every few

tools,” says Markovitch. Given the

months each plane is taken apart and

importance of operational excellence

reassembled again to inspect all of its

for airlines, a large part of the roadmap

components. To manage this, Marko-

addressed these areas. For example,

vitch explains, EL AL has implemented

one of the areas where EL AL sees

a system designed by Swiss Aviation

huge potential for leveraging technology

called AMOS, which digitised the

to transform operations is the mainte-

end-to-end maintenance process.

E XE CU T I VE PRO FI LE

Shahar Markovitch Shahar Markovitch is Chief Digital and Information Officer of EL AL Israel Airlines as of March 2018. Shahar joins El Al from Bank Hapoalim, Israel’s largest bank, where he served as Chief Digital Officer, responsible for digital strategy and roadmap, customer experience, digital platforms, and all digital related projects. As part of his role there, Shahar launched a number of award winning digital products, including bit, Israel’s largest P2P payment app. Previously he was a partner in McKinsey & Company, focusing on digital, technology, and innovation, and leading digital transformations for the world’s leading organisations. Before McKinsey Shahar held technology and leadership positions in a number of Israeli high-tech startups and partner communication. Shahar holds a Bachelor of Science degree with distinction in Computer Science and Maths from the Hebrew University in Jerusalem and a Master in Business Administration from MIT in Cambridge, USA, with a 5.0/5.0 GPA. He was recognised as one of Israel’s top 100 people in digital for 2017.

e uro pe .busi ne ssc hief. com

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EL AL ISRAEL AIRLINES

“ A KEY COMPONENT OF A ‘SMART AIRLINE’ IS THE ABILITY TO LEVERAGE AI, MACHINE LEARNING AND ANALYTICS TO IMPROVE THE AIRLINE WITH THE EXTRACTED DATA” 142

— Shahar Markovitch, Chief Digital and Information Officer, El Al Israel

OCTOBER 2019

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EL AL ISRAEL AIRLINES

144

C O M PA N Y FACT S

• One terabyte of data is generated from every flight • EL AL is Israel’s national airline boasting close to 6mn customers a year, and US$2bn in annual revenue

OCTOBER 2019

EL AL is also extending this system to create a fully paperless maintenance process where all of the ground technicians will use tablets for maintenance activities.

Another example is end to end management of finances and process management. “We are working with SAP to digitise, automate and create the technology backbone for our entire finance and procurement operations, including some of our warehouse management activities.” This allows a greater streamlining of operations, saving time and money.

2. INFUSING “DIGITAL NATIVE” CAPABILITIES IN THE DAY TO DAY LIFE OF THE AIRLINE As part of the transformation, ELAL is focusing on embedding “digital native” capabilities that are a must have for every company operating in the digital age in the areas of customer experience, digital platforms, and data and analytics. “We start with customer experience, and how our plan fits with the end to end customer journey,” Markovitch explains. “It’s about how we leverage methodologies like design thinking to drive the actual value e uro pe .busi ne ssc hief. com

145

Digital Transformation.

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$2.1bn Approximate revenue (USD)

business makes, and using insights to increase profitability.

These capabilities work together to deliver innovative digital products to EL AL’s customers. For example, customer

1948

research showed that one of the pains for customers traveling abroad is the

Year founded

cost of a taxi to the airport. As a

6,000

innovative digital platform called

Approximate number of employees

response EL AL developed an “Taxi Pool”. This is one of the first services of its kind, designed to facilitate sharing taxis for customers who travel from the airport to the same hotel or hotels in close proximity. The system connects people who are

proposition that we offer our customers

taking the same flight, matching up

as part of our overall transformation

groups who can pool a taxi to save

roadmap.” Then EL AL considers its

money. This service is provided by EL

digital platforms, which includes not

AL to customers all over the world, no

only upgrading its digital channels but

matter what airline they are using.

also transforming the way the company

These capabilities are further

thinks of and develops these channels,

accelerated by implementing start-up

moving from “a project view of the world

technology solutions. One example is

to a product view of the world” with the

a hybrid chatbot EL AL launched to

aspiration of operating like a “native

assist customers, which can be

digital player”. The last value multiplier is

accessed through WhatsApp or

leveraging data and advanced analytics,

Facebook Messenger. The hybrid bot

which Markovitch says is essentially

mixes state of the art AI with human

managing data as an asset, embedding

support. Should the bot be unable to

data-driven tools into every decision the

provide a solution to the customer, e uro pe .busi ne ssc hief. com

147

AMOS. AGAIN.

AMOS, the world-class M&E software solution, supports EL AL’s vision to become a paperless company.

Swiss-AS recognizes EL AL as one of the early adopters when it comes to digitizing and then later digitalizing all maintenance processes.

EL AL is a customer that is investing a lot of effort in fully understanding the potential that lies in AMOS and exploiting it to the maximum.

“ Implementing AMOS in our organization enabled us to have end to end solution with full transparency of M&E processes & costs. We can now better control the work in all our departments, improve our inventory management and establish better automated connections to our customers and suppliers. AMOS enables us to constantly improve our processes to be lean & efficient.”

EL AL’s Department Manager SW implementation in M&E

SWISS-AS.COM

member of the support team, without

3. TURNING THE IT FACTORY TO A COMPETITIVE ADVANTAGE

the customer ever needing to be aware

Markovitch highlights that the third pillar

of this shift. Another example of a

of the company’s digital transformation

digital platform that combines data and

is upgrading its technology factory. This

analytics with advanced data analytics

focuses on transforming the entire

is Bid2Fly. This solution uses data

technology stack to enable faster time

analytics to analyse low sale flights

to market and greater flexibility while

and combine that with the buying

ensuring resilience and security in

patterns of a customer. If a customer is

everything EL AL does. Part of this

unlikely to buy a flight, they have the

includes moving towards a more agile

opportunity to save up to 50% on a

way of working and changing the

flight by bidding on it at auction that

software architecture and infrastructure.

may not have sold at all otherwise.

In this activity as well, the focus in on

there is a seamless connection to a

OCTOBER 2019

bringing business value and competitive

flexibility the business demands.

advantage through the technology

EL AL has also implemented a Big Data

factory. For example, “How do we

solution based on Cloudera. “The

enable better services for our custom-

queues, the various dates, and the

ers through API and open systems?

analytics we run on the Cloudera

What value can we bring by accelerating

infrastructure are to decide what kind of

our move to the cloud, and how will the

marketing message we should provide,

automation of our IT operation improve

and how to better appeal to each

our customer satisfaction”

customer,” he explains.

When faced with the goal of creating a

As EL AL looks to the future,

more personalised customer experience

Markovitch says that there is already a

using its Adobe marketing automation

lot in the pipeline. After a recent upgrade

solution, the focus was on finding a

to the mobile app, the company has

solution that could process large

launched a new website, which will

amounts of data but also provide the

improve upon customer engagement and allow customers to access and better understand their frequent traveller miles. Additionally, the airline is acquiring new planes including the Dreamliner 787 which are being equipped with Wi-Fi. “Overall, we’re going through quite a lot of changes and technology is a vital part of these changes.” With a clear path set, it is without a doubt that EL AL will continue to strengthen its position as the ‘smart airline’ of the startup nation.

IT'S NOT JUST AN AIRLINE. IT'S ISRAEL

e uro pe .busi ne ssc hief. com

149

150

WRITTEN BY

DAN BRIGHTMORE PRODUCED BY

RICHARD DEANE

OCTOBER 2019

151

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ALACER GOLD

The construction of the Çöpler Sulfide Plant is a game-changer for intermediate gold producer Alacer

T

he Çöpler Sulfide Expansion Project (CSEP) was completed on time and ~10% under its projected budget of $744mn.

The project was delivered 13 million hours Lost Time Injury (LTI) free, and with a Total Recordable Injury Frequency Rate (TRIFR) of 1.84 per million hours – a record that Chief Operating Officer 152

Stewart Beckman describes as a “stellar” achievement for the more than 3,000-strong team responsible for construction and the operations team, who are responsible for ramping up and running the new plant.

The successful completion of the CSEP, combined with its operational oxide plant, will provide Alacer’s Çöpler Gold Mine with a strong foundation for at least the next 20 years. “For approximately 10 years we have produced gold by processing oxide ore through our heap leach plant. Underneath the oxide ores are sulfide ores that also contain gold, but gold that cannot be recovered by simple leaching. Nature converted the top of the deposit to oxide ore by slowly oxidising the sulfide ores.

The construction of the Çöpler Sulfide Plant gives us the ability to accelerate the process and rapidly OCTOBER 2019

153

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WINNING THE GOLD METAL !

your local contact

more information

It‘s the teamwork that leads a project to success!

Our expertise for your success in: Process studies Process related developments Finite element calculations Hardware solutions

EKATO Rühr- und Mischtechnik GmbH | Hohe-Flum-Str. 37 | 79650 Schopfheim | Germany | +49 7622 29-0 | info@ekato.com

Close collaboration with EKATO for the Çöpler Sulfide Expansion Project As for many other mineral processing projects, EKATO accompanied the Çöpler gold project over the last years.

Already in the early design stages an intensive exchange and discussions between the end customer, engineering company and the equipment suppliers like EKATO took place.

As the experience with other similar projects has shown in the past, this collaboration is increasingly limited to not just the equipment but to an extended scope of supply, which is appreciated by customers. In these cases, EKATO, with more than 85 years of experience in mixing technology and state-of-the-art testing equipment in its technical center, offers much more than just agitators.

This additional scope can be quite extensive and cover all types of agitated applications in the plant flowsheet.

For Anagold’s Çöpler Sulfide Expansion Project, EKATO designed and delivered agitators for all large agitated applications including the POX autoclaves‘ agitators.

EKATO also performed several studies in its technical center. One of these series of tests was related to the optimum feed pipe locations and geometries in the first autoclave compartment. These tests in the model scale were then backed up by CFD (Computational Fluid Dynamics) studies which were carried out in-house as well.

Other services included the assessment of slurry rheology data, supplied by other parties. The consideration of the appropriate slurry rheology is crucial for the proper operation of the agitators, especially for the large atmospheric tanks with capacities up to several thousand cubic meters. For this particular project, additional CFD simulations were prepared to double-check the designs of these tanks. EKATO’s capabilities also allow to extend this scope, provided during the design and construction phase, to the start-up and operation of the plant.

3D model of a world scale POX autoclave

Of course EKATO’s solutions are not limited to process related issues. The reliable mechanical design of the agitators, including the in-house manufactured mechanical seals and supply systems, ensures a maximum life time of the equipment with longest service intervals.

This overall reliability has not only been proven in this particular project but in many other projects in mineral processing.

Pilot autoclaves in EKATO‘s R&D Center

www.ekato.com

ALACER GOLD

“ A “stellar”achievement for the more than 3,000-strong team responsible for construction and the operations team, who are responsible for ramping up and running the new plant”

156

— Stewart Beckman, Chief Operating Officer, Alacer Gold

OCTOBER 2019

oxidise the sulfide ores, enabling us to recover the considerable gold value that was previously trapped,” explains Beckman. “The oxide ore in the original mining area was depleting and so, without the CSEP, the Çöpler Mine would have been facing declining production and the prospect of winding down operations. However, the CSEP now gives the operations ~20 years of life. In addition, recent discoveries of new oxide ore deposits around the original Çöpler deposit now provide the prospect of extending the

CLICK TO WATCH : ‘ALACER GOLD: EMPOWERING EMPLOYEES AND TRANSFORMING THE FUTURE WITH SAP S/4HANA®’ 157 life of the oxide ore processing well into the future. We have gone from the prospect of declining operations at Çöpler to now having a very bright future, with both the oxide plant and the sulfide plant running. This is a great outcome for our business, our employees and the communities that are supported by the mine’s operations”. In 2019, Çöpler is expected to produce 355-415 koz at an AISC range of $675-725/oz from both the oxides and sulfides.

Project Director John Ebbett oversaw the design and build of the CSEP, explaining that the construction of the e uro pe .busi ne ssc hief. com

No Margin for Error Congratulations to Alacer Gold and the Wood Group, we look forward to our continued working relationship at this site and other potential projects in the future.

Koch Knight, LLC is a leader in acid proof and corrosion solutions with capabilities in construction, engineering and services, working with state-of-the-art ceramics and plastic materials. Koch Knight manufactures ceramic products which include, brick, proprietary mortars and membranes highly suited for the mining industry.

Koch Knight provides responsive, customer-focused solutions. Our products and services are available worldwide through our global network of manufacturing and outsourcing ceramic and plastic facilities. Whether it is a revamp or new construction, from start to finish, Koch Knight will assist you with every step to ensure speedy completion and successful results.

LEARN MORE Globally Known, Globally Chosen

new plant utilised an Integrated Project

behaviours, while also remaining

Management Team (IPMT) model to

involved throughout the project by

successfully break down inter-company

performing organisational health

barriers, increase transparency and

checks and assisting with change as

drive individual accountability. “This

the project progressed through its

allowed project issues to be highlighted

execution stages.”

and dealt with in a timely manner,”

Ebbett’s teams were able to take

he says. “Early in the development of

advantage of existing infrastructure on

the IPMT, 4Points were engaged to

site and built additional accommodation

develop a structured programme that

for the 3,000 temporary workers “at

would instill the desired culture and

well above the typical local standards

E XE CU T I VE PRO FI LE

159

John Ebbett John Ebbett spent almost five years as Project Director at Alacer Gold throughout the construction process on the company’s Çöpler Sulfide Expansion Project (CSEP).

Previously, he spent over four years working as Project Manager for Newcrest in Indonesia and Papua New Guinea. Managing the portfolio of capital works at the Lihir Gold Mine, he ensured that capital use was efficient and aligned with Newcrest’s short- and long-term strategic plans. The projects delivered during this time included optimising the process plant following the MOPU project, community infrastructure and refurbishment of process plant facilities. Prior to this he was a Senior Mechanical Engineer at Ausenco, where he has now returned to take up the role of Vice President, Global Project Delivery.

e uro pe .busi ne ssc hief. com

ALACER GOLD

160

OCTOBER 2019

“ The construction of the Çöpler Sulfide Plant gives us the ability to accelerate the process and rapidly oxidise the sulfide ores, enabling us to recover the considerable gold value that was previously trapped” — Stewart Beckman, Chief Operating Officer, Alacer Gold

e uro pe .busi ne ssc hief. com

161

Think about your entire circuit; we have.

Consider an end-to-end solution from Weir Minerals. Our product range covers everything you need. With best-in-class products from Cavex®, Enduron®, Isogate®, Linatex®, Trio® and Warman®, your circuit will work in perfect harmony. Whether it’s a pump or an entire circuit, every Weir product comes with a lifetime of support from Weir Minerals’ extensive global service network. That’s what makes our market leading product range, market leading, from end-to-end.

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Copyright © 2018 Weir Minerals Europe Ltd. All rights reserved. WARMAN, CAVEX, ISOGATE, LINATEX, ENDURON and WEIR LOGO are trade marks and/or registered trade marks of The Weir Group PLC and/or its subsidiaries. Certain features of the technology featured in this publication may be protected by pending and granted patents and designs in the name of The Weir Group PLC and/or its subsidiaries.

163

for a construction site”, along with

sections of scope: the process plant,

more than 100 apartments, including

tailings storage facility and support

three-bed family units, for the ongoing

infrastructure. The tailings storage

operations team. “Compared to some

facility is a fully lined, downstream

of the projects I have completed

impoundment with both under and over

elsewhere in the world, the infrastruc-

drain systems. The embankment is a

ture in eastern Turkey is fantastic. We

mass wall, with phase one constructed

had a great road to the mine site, a

during the CSEP construction,

50MW hydro power station 5km away

containing 3.5 million m3 of structural

(connected to the national grid) and

rock fill. The construction of the TSF

other hydro power stations in the area.”

was delivered using the current mining

The CSEP comprised of three major

contractor, Çiftay, with Golder providing e uro pe .busi ne ssc hief. com

Delivering value-driven solutions for the future Backed by a 60+ year history delivering some of the world’s most logistically and challenging mining projects, Wood has a proven ability to optimize asset performance, drive capital efficiency and deliver for our customers.

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construction quality control.

The process plant scope included

The infrastructure scope included

crushing, grinding, acidulation,

upgraded access roads, accommoda-

pressure oxidation, iron/arsenic

tion apartments for staff, an upgraded

precipitation, counter current decanta-

water supply system and other site

tion, leach, carbon in pulp, elution,

facilities. The bulk of this infrastructure

electrowinning, detox/neutralisation

was delivered by local contractors from

and tailings pumping. “A key feature of

within the Çöpler District, resulting in a

the process plant is the twin autoclave

significant level of community involve-

circuits that, due to transport con-

ment. The CSEP was an opportunity to

straints, required vessels to undergo

further develop local contractor

final assembly and post-weld heat

capability and assist with Alacer’s goal

treatment on site,” reveals Ebbett of

of creating a sustainable operation and

this industry-leading approach. “We

surrounding community.

looked at the best way we could get

E XE CU T I VE PRO FI LE

Stewart Beckman Mr. Beckman joined Alacer Gold in June 2016. He has 30 years of experience in the mining and minerals processing industry. Prior to joining Alacer, Mr. Beckman spent 19 years with Rio Tinto, working across a number of product groups in senior leadership, minerals processing, mining operations and project development roles. His most recent roles were Global Lead for Group Working Capital Reduction and Senior Vice President Operations and Technical Development for Turquoise Hill Resources and Director Oyu Tolgoi Expansion. Prior to joining Rio Tinto, he spent seven years in a variety of operational roles at Placer Dome.

e uro pe .busi ne ssc hief. com

165

Courage, firm steps, innovation, and common sense.

Result: Success More than 130 successfully completed projects on three different continents. Ranking in ENR’s “Top Contractors League” Since 2006. Logistics power extending over three continents. 22 million accident free man/hours.

As a prestigious contracting company preferred in infrastructure, substructure, housing and industrial plant projects, G İnşaat is a leading, innovative, and environment-friendly solution partner, which has adopted the principle of making maximum use of modern technology.

GAP has undertaken the whole scope of Civil Works, Steel Structure, Equipment Installation, Lifting, Piping, Carbon Steel, Stainless Steel and Super Duplex Tanks installation, Electrical and Instrumentation Works and Scaffolding Works at ÇÖPLER PROJECT .

LEARN MORE

CONTACT US

www.gapinsaat.com | www.calik.com HQ (0 212) 306 50 00

the autoclaves to site in sections within

flexibility are also provided by matching

the tight transport limits in terms of

the twin horizontal autoclave configura-

both size and weight. Transporting the

tion to the twin train oxygen plant

autoclave to site in sections allowed us

(supplied by Air Liquide under a build

to balance the operational benefits of

own operating agreement).

horizontal autoclaves, and to minimise

Ebbett recalls the unity of the

the potential construction issues by

various branches of the contracted

only having to weld autoclaves sections

Engineering, Construction & Project

together on site rather than site

Management (EPCM) team: “Some-

fabricating the complete vessels.�

times owners can get in the way of the

Increased availability and operational

EPCM being effective; with an integrated

167

e uro pe .busi ne ssc hief. com

ALACER GOLD

168

“ Sometimes owners can get in the way of the EPCM being effective; with an integrated owner’s team and no positions duplicated we were able to meet challenges with quick decision making” — John Ebbett, Project Director, Alacer Gold

OCTOBER 2019

169

e uro pe .busi ne ssc hief. com

Industry leading severe service innovations More than ever before, autoclave operations require commissioning of process sites as quickly and efficiently as possible.

Thereafter, the focus shifts to sustainability and reliability, where it becomes critical to extend the production time between major shutdowns.

Extreme processing conditions require high-integrity valve designs with the most advanced coatings. For over forty years, MOGAS has invested in surface engineering development, culminating in the latest and most advanced coating technologies.

Our breakthrough ML-381 metallurgically bonded weld overlay has been proven to substantially increase the time of plant operations between shutdowns. When profitability and efficiency are key, MOGAS valves outperform the competition time and time again.

www.mogas.com

The Çöpler Gold Mine Alacer continues to pursue opportunities to further expand its current operating base to become a sustainable multimine producer with a focus on Turkey. The Çöpler Gold Mine is located in east-central Turkey in the Erzincan Province, approximately 1,100km east of Istanbul and 550km east of Ankara, Turkey’s capital city.

The mine processes ore through two producing plants.

With the recent completion

of the new sulfide plant, the Çöpler Mine will produce over 3.5 million ounces at first quartile All-in Sustaining Costs, generating robust free cash f low for approximately the next 20 years. Commercial production at the sulfide plant was declared in May 2019 and the bank completion test passed in August 2019. The ramp up continues and the plant design is proving to be robust with good upside potential.

e uro pe .busi ne ssc hief. com

171

ALACER GOLD

172

OCTOBER 2019

owner’s team and no positions duplicated, we were able to meet challenges with quick decision making.”

Wood provided engineering procurement and construction management services; Carpenteria Corsi delivered POX circuit vessels, while Ekato brought mixing and agitation technologies.

“The IPMT structure drove a high level of collaboration and ensured nothing fell through the cracks in terms of information shared,” adds Ebbett.

Turkish contractor GAP İnşaat (a subsidiary of Çalik group, which is Alacer’s Turkish partner and 20% owner of the Çöpler Gold Mine) was the general contractor for the process plant scope of the project, working closely as part of the IPMT. “GAP was C OM PA N Y S TAT S

Çöpler Sulfide Expansion Project (CSEP) by numbers

key for us to effectively manage and work with our Turkish subcontractors,” he confirms.

Ebbett maintains completion of the

• 40,363 m3 concrete

project on time and under budget was

• 8,751 tonnes steel

achieved by “getting the basics right”

• 1,164 mechanical items

and following best practice rather than

• 85km piping

taking risks with new innovations. “One

• 885km cable

of the key achievements was that we were well advanced on the engineering when the Alacer board approved the e uro pe .busi ne ssc hief. com

173

175

project,” he says. “Some resource

make sure we could get the process

projects tend to miss cost and schedule

and performance requirements Wood

targets when they’ve been approved

was specifying.”

with insufficient engineering and project definition.”

Wood’s strong engineering expertise

Elsewhere on the project, MOGAS provided all of the severe service valves needed around the POX

is recognised by the project director.

(pressure oxidation) circuit. “There

“They provided the bulk of our person-

are only a few manufacturers in the

nel and worked with other key partners.

business capable of delivering the

Carpentiria Corsi fabricated the

valves required and their performance

pressure vehicles (certified under

is important for plant reliability,” says

the European Pressure Equipment

Ebbett. “Koch Knight was another vital

Directive) and also completed the site

partner, brought on board to provide

assembly, working in unison with us to

the lining of the vessels with the use of e uro pe .busi ne ssc hief. com

ALACER GOLD

3 MAJOR COMPANIES, 10 MAJOR CONTRACTORS, 3000+ PEOPLE AND 30+ CULTURES...

See how we solved the Integration challenge on the CSEP. DISCOVER HOW

A WORLD FIRST PROGRAM FOR MINING, CONSTRUCTION AND INFRASTRUCTURE PROJECTS. INTEGRATE.4POINTS.COM.AU

177 tailored acid and corrosion resistant

in the future operation of the Çöpler

materials. Also working with us was

Gold Mine and its plants was a

Weir, which supplied the specific

consideration throughout the CSEP.

equipment required (for the POX feed

“We have included the ability to take

pumps) with an elegant design and

it further,” confirms Ebbett. “The full

proven technology to function at the

control system across the plant is

high POX feed temperatures present

state-of-the-art, along with the ability

at Çöpler.” Importantly, along with

to collect and utilise data.” The new

specialist international suppliers, the

plant also has a high level of digitisation

tanks, piping and structural steel

laying the groundwork for advanced

fabrication and prefabricated electrical

analysis. “Nothing is set in stone,” he

rooms were all sourced from within

adds. “These plants are complex to run

Turkey, resulting in a high portion of

and optimise, with the operators

in-country spend.

managing many input and control

The role that technology would play

variables such as the sulfide in the ore, e uro pe .busi ne ssc hief. com

ALACER GOLD

“ There’s plenty of options to accommodate growth, and different ore characteristics through the sulfide plant.We’ve got flexibility in the process plant for the future” — John Ebbett, Project Director, Alacer Gold

178

OCTOBER 2019

oxygen consumption, oxygen efficiency, carbonates in the ore, the amount of acid being generated, etc. The ability to leverage simulators and high-powered tools will help the plant keep delivering to the highest standards in the future.”

Beckman is proud of the speed at which the plant has been ramped up.

“We fully expect the CSEP to have the capacity to perform beyond its nameplate design,” he says. “We’re

already working on options to make

ore characteristics through the sulfide

minor modifications to the plant to

plant. We’ve got flexibility in the

improve operations and increase

process plant for the future.”

production. Concurrently we’ve got significant exploration adjacent to the mine, so we aim to continue the oxide plant running in parallel to the sulfide plant and to increase the amount of ore available to the sulfide plant.” Ebbett concurs: “There’s plenty of options to accommodate growth, and different

179

e uro pe .busi ne ssc hief. com

180

Kinross Gold is utilising IT as the backbone of its innovation strategy WRITTEN BY

DAN BRIGHTMORE PRODUCED BY

RICHARD DEANE

OCTOBER 2019

181

e ur o p e . b u s in e s s c hie f. c o m

KINROSS GOLD

A flexible IT strategy is helping Kinross Gold plan for the future of its diversified operations

F

ounded in 1993, Kinross Gold (Kinross) is a senior gold mining company with a diverse portfolio of mines and projects in

the United States, Brazil, Chile, Ghana, Mauritania, and Russia. Headquartered in Toronto, Canada, Kinross employs approximately 9,000 people worldwide. The company is focused on delivering value through operational excellence, balance sheet strength, disciplined growth, and responsible mining.

182

Kinross’ diverse portfolio of mines stretches from Africa to Russia. The senior gold mining company has embraced the challenge of developing its operations at remote locations across the globe where it has a strong track record of either meeting or exceeding production guidance targets for the past seven years, while regularly meeting or coming in under annual cost and capital expenditures guidance.

A key component to delivering on its goals is a flexible IT strategy capable of planning for the future of Kinross’ operations. Regional IT Projects Manager – Africa, Néstor Alemán Esteban has been working for the company for almost seven years. Alemán is based in the Canary Islands at the company’s Las Palmas program management office (PMO) for IT Projects in Africa, where he oversees all projects; also taking OCTOBER 2019

183

e ur o p e . b u s in e s s c hie f. c o m

KINROSS GOLD

“ There needs to be an IT strategy behind advances in mining. To make the most of the features available from the latest software and automated hardware the technology can’t exist in silos” 184

— Néstor Alemán Esteban, Regional IT Projects Manager – Africa, Kinross Gold

responsibility for the financial control of the capital budgets of the IT department.

“Much of my work has been focused on the expansion of the Tasiast mine in Mauritania,” explains Alemán. “We also run projects in the main office of Kinross in Mauritania’s capital city, Nouakchott, where we’re working on connectivity for employee accommodation.”

What challenges does the company face to develop and support communications infrastructure when establishing mining projects in such remote areas? “When you’re examining the status of the mining industry everybody is talking about innovation and automation but nobody speaks about IT,” laments Alemán. “It’s the communication behind the technology initiatives that makes them work. In developed countries IT is taken for granted, but what if you are in the middle of a remote area with zero coverage from any telecom provider? In most cases that’s the story with a new mining operation and the company has to find a way of working around this. It’s important that IT and cybersecurity are not left behind, because without them you can’t support innovation safely. It’s a big risk.”

Kinross was fortunate that when

OCTOBER 2019

CLICK TO WATCH : ‘KINROSS PROCEEDING WITH TASIAST 24K PROJECT’ 185 it acquired Tasiast from Red Back, a

to achieve the installation of a 60km

telco provider had infrastructure in the

aerial fiber optic, plus a 1km buried fiber

area. However, it was necessary to

optic, to get the site connected to the

start from scratch and negotiate with

underground main fiber connection of

the provider to boost bandwidth at the

Mauritania, connecting the south with

site. “We started with a 25mb micro-

the north.” Alemán believes satellite

wave connection with around 1,000

communication offers a viable reach-

people on site,” recalls Alemán. “When

back approach, but it’s typically more

activity at the site ramped up we were

costly than microwave or fiber. While

hosting around 2,500 employees with

satellite can solve the connectivity

a 45mb connection and then man-

problem from day one, communica-

aged to get that increased to 90mb

tions infrastructure offered by local

when the workforce reached 4,000.

providers over time may provide more

We now have a fiber optic connec-

cost-effective alternatives.

tion of 155mb+. It was challenging

Meanwhile, the corporate office e ur o p e . b u s in e s s c hie f. c o m

KINROSS GOLD

186

headquarters of Kinross in Toronto

and from across Mauritania, carrying

handles the perimeter security of the

with them old and unsecured devices

company’s network bubble. “We are

being connected to the network.

responsible for the security of the mine

Alemán believes innovation should

site. We have Las Palmas, Ghana, and

be about much more than modernisa-

Mauritania connected together via

tion with equipment. “There needs to

Toronto, so when somebody enters our

be an IT strategy behind advances in

network through the perimeter secu-

mining,” he urges. “To make the most

rity of Toronto it’s our responsibility to

of the features available from the latest

ensure they don’t behave maliciously in

software and automated hardware the

our network,” adds Alemán. The chal-

technology can’t exist in silos.” Alemán

lenge for his team is maintaining those

champions the concept of interoper-

levels of security when contractors are

ability to ensure value reaches across

arriving from Morocco, Mali, Senegal

the operation. “Mine management

OCTOBER 2019

need to ask themselves where they

chasing new systems and machinery

see operation two years from now in

that might not be compatible with each

terms of innovation and modernisa-

other.” He argues IT should have a seat

tion. Long-term strategies are im-

at the decision-making table, they’re

portant. For example, to implement

not just the guys providing WiFi but the

autonomous vehicles you need to set

team who ensure systems can commu-

your goals by changing mindsets and

nicate with each other.

processes way before you start pur-

Kinross has made big steps forward

E XE CU T I VE PRO FI LE

Néstor Alemán Esteban Néstor Alemán Esteban has been an IT Project Manager at Kinross, the world’s fourth largest gold mining company, for almost seven years. Prior to that he worked for NXP Semiconductors (formerly Philips Semiconductors) and Blacktrace Holdings (a world leader in productising science). A PMP and PRINCE2 certified Project Manager, Alemán holds an MSc in Telecommunications Engineering as well as completing multiple postgraduate courses in Technology, Business and Project Management. “One of the things I’ve discovered during many years working in Africa is that I have learned more about project management, people management and communication protocols, by working every day on the field of battle than I have from any academic certificates,” says Alemán. “I’ve worked in the chemicals and microelectronics industries but what fascinates me about mining is the crossover in specialties and the need to keep up with all of the new innovations with technology each department, from geology to operations and processing would like to implement.”

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KINROSS GOLD

$3.3bn+ Approximate revenue

1993

Year founded

9,000

Approximate number of employees

2-3

GUIDED SPOTTING RESULTS:

100

Billion additional TONS of optimized haulage*

* Achieved at customer sites

4

DECADES of value-driven results

ADDITIONAL Loads per Hour*

150 INCREASE

%

Mean Time Between Failure (MTBF)*

Doing More to Deliver More

189 to alert IT of new business cases that require its supervision with a telematics process. Alemán sees further room for improvement with communication protocols. “The mine operation should be understood as a unique entity,” he says. “This is why a holistic approach is so important. If you upgrade one part of a system then it needs to be connected to the rest. It’s an issue that needs to be addressed in the industry.”

He believes, when it comes to innovation, while mining is keen to catch up with other industries like aerospace

“ The mine operation should be understood as a unique entity. This is why a holistic approach is so important. If you upgrade one part of a system then it needs to be connected to the rest” — Néstor Alemán Esteban, Regional IT Projects Manager – Africa, Kinross Gold

there has been a pressure to adapt quickly which heightens the need for e ur o p e . b u s in e s s c hie f. c o m

KINROSS GOLD

workarounds. “The problem with mining is that it’s a mission critical operation so the pressure to make things work regardless is greater,” he says.

“The extreme costs associated with exploration, production and operation mean that network downtime can destroy profitability.”

Tasiast is undergoing major expansion in two phases to increase the size of the operation. IT plays a vital role in the execution of all projects and one that Alemán notes could be enhanced in the mining industry by making it a 190

part of the early stages of the decisionmaking process. “Vendors need to collaborate more in our industry, because in others like aerospace or the military they have solved the interoperability puzzle,” he says. “They have standardisation with protocols so any vendor that wants to sell any equipment or hardware systems to these industries has to work to those requirements which enhances collaboration.”

Kinross has a longstanding partnership with Modular Mining. The global leader in the delivery of real-time computer-based mine management solutions for surface and underground mining operations supplies the OCTOBER 2019

“ Vendors need to collaborate more in our industry, because in others like aerospace or the military they have solved the interoperability puzzle” — Néstor Alemán Esteban, Regional IT Projects Manager – Africa, Kinross Gold

gold miner with its DISPATCH Fleet Management System (FMS). “It has optimised operations at Tasiast, saving time and reducing costs,” confirms Alemán. The system gives mines automated, real-time monitoring, management and visibility of their operations whether above or below ground. “We connect the data received to our mobile maintenance workshop,” explains Alemán, highlighting the use of predictive analytics to drive efficiencies across the fleet. Kinross also deploys Caterpillar’s Terrain applications for precision drilling, while guidance and tracking tools are used to control the stability of the slopes. “All of this is running wireless so we have to ensure all the machinery is connected across our IT network,” he says. While innovative applications are helping deliver huge operational improvements, Alemán points out that mines are traditionally run on controlled, isolated networks which, though the technology was old, made them safe. “Now with the Internet of Things (IoT) and cloud applications the temptation is to connect the mine all the way to the internet,” he says. “It’s a big security risk for mining operations opening up the control network to the e ur o p e . b u s in e s s c hie f. c o m

191

KINROSS GOLD

S TAT I S T I C S

Tasiast local network

192

• +30,000 devices connected • 10 GB backbone network • +100 Km of fiber optic pulled • +110 radio frequency links • 360 WiFi access points • 280 Switches • Six telecommunication towers +45m • Nested mine wireless network • Nested ICS/SCADA Network • Nested digital radio network Tasiast servers infrastructure • • • • •

4TB RAM memory 408 logical processors +450GHz CPU +330 TB storage +12 servers hosting +210 virtual machines • P roviding services to +1000 IT users • T wo sites in high availability +hot-site mode

OCTOBER 2019

Mining communications requirements •A ccess to corporate business applications • Access to real-time communication • The importance of well-being – keeping on-site personnel connected • D ealing with medical emergencies • Large file transfer • A sset tracking and management • Onsite (cyber) security • D ata storage, back up and redundancy – insuring against power outage and extreme weather

world via the vendors.”

Kinross is partnered with Cisco, described by Alemán as “among the best in the market” when it comes to networking. “All our main station network, our business network, is on Cisco. At Tasiast we are completing the migration for everything involving our WiFi infrastructure to Cisco’s industrial networks and we’re very happy with the process.” He stresses the choices made with innovations should be site specific, based on studying the weaknesses of your operations and weighing those against the opportunities to add value and should be made before committing to any hardware/ software purchases. “Mining is a complicated industry,” he concedes. “At the end of the day, the objective with things like automation and driverless trucks is to remove people from dangerous areas.”

The result at Tasiast is a challenge for Alemán’s team in managing the workarounds required for a mix of technologies that may lack standardisation when it comes to communication protocols, but will offer significant advances for Kinross in its most remote operations.

e ur o p e . b u s in e s s c hie f. c o m

193

194

Deloitte Belgium leverages cognitive technology to help companies think big, start small and scale fast WRITTEN BY

HARRY MENEAR PRODUCED BY

CHARLOTTE CLARKE

OCTOBER 2019

195

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DELOITTE BELGIUM

Kevin Overdulve, Director in Logistics & Distribution at Deloitte Belgium, shares his insight into how the disruptive power of AI is shaping the autonomous supply chains of tomorrow

F

rom the invention of the steam engine and new ironworking processes to the microchip and the nuclear reactor, the

first three industrial revolutions have each recast the world in a new mould. Now, as the world 196

plunges into a fourth transformation, driven by disruptive technologies, hyper-connectivity and customer-centric new business models, looking back across the past 260 years can grant valuable direction into the shape of tomorrow. The trends defining Industry 4.0 are reflected in the impetus that fuelled the First Industrial Revolution at the close of the 18th century: harnessing new innovations in order to increasingly improve and automate the work carried out by human labour.

Previously, digitisation was a process that focused on automating manual tasks, “transactions” if you will, but according to Kevin Overdulve, Director in Supply Chain & Network Operations at Deloitte Belgium, technological advances are on track to take automation to the next stage. “Since the beginning of the 1990s, we’ve seen companies OCTOBER 2019

197

e uro pe .busi ne ssc hief. com

DELOITTE BELGIUM

“ We’re seeing a shift towards more cognitive automation and artificial intelligence” 198

— Kevin Overdulve, Director in Logistics & Distribution, Deloitte Belgium

explore the realm of transactional automation, which led to the increased adoption of Enterprise Resource Planning (ERP) systems, basically to do the things that human beings were doing on a piece of paper, but then better, faster and more cost-effective,” he says. “Now, we’re seeing a shift towards cognitive automation leveraging artificial intelligence (AI), where today’s human decision-making processes are automated.”

Ultimately, Overdulve sees this trend resulting in the genesis of the autonomous digital supply network, whereby the siloed supply chain functions of today will evolve towards a network of connections between plan, source, make and deliver, as well as adjacent business functions, all enabled by a digital core. We sat down with him to discuss this evolution: “We see that companies are moving much more towards figuring out how to make their supply network an integral part of their value proposition to customers, by taking a differentiated approach towards new ways of competitive advantage,” he notes.

Overdulve’s fascination with the delicate interplay of factors in the

OCTOBER 2019

CLICK TO WATCH : ‘DIGITAL SUPPLY NETWORKS: THE DIGITAL TRANSFORMATION OF SUPPLY CHAINS’ 199 modern supply network began years

it’s so dependent on business strategy

before his career at Deloitte Belgium.

and choice of differentiation,” he

He recalls being captivated while

explains. “Because supply chains are

walking around warehouses and

complex systems in which optimisation

visiting harbours, observing how goods

across all angles is a true challenge –

flowed in coordinated (or not so coordi-

if even possible – you typically need

nated) ways from A to B. Always on

to look into making several trade-offs:

the leading edge of optimisation

‘do you prefer to hold onto stock

and innovation, the dynamic world

to maximise operational efficiencies

of consulting had Overdulve hooked

or do you follow a lean, small batch

from the start, quickly realising that

approach? Do you value service at

his passion resides in supply chain

additional supply chain cost? How do

management. “There’s no one-size-

we choose what we want our supply

fits-all answer to finding the right

chain to look like?’ That complexity

supply chain for a company, because

was very interesting to me.” e uro pe .busi ne ssc hief. com

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Š2019 Manhattan Associates Inc.

Transportation Disruption is a podcast for supply chain and transportation leaders. Each episode features a panel of experts discussing the latest trends in everything from e-commerce to sustainability. We analyse the challenges, identify opportunities, and help you find innovative ways to keep moving.Â

EPISODE 1: SUSTAINABILITY VERSUS PROFITABILITY

Consumers expect on-demand shipping, preferably for free. But they also are increasingly holding businesses accountable for environmental sustainability. How can businesses balance profitability and environmental responsibility?

We discuss what steps business leaders should be taking now to find efficiencies, optimise and find the ROI in sustainability.

Host: Chris Shaw, Sr. Director Product Marketing and Analyst Relations at Manhattan Associates Panel: Gregg Lanyard, Director Product Management and Strategy at Manhattan Associates Chris Stark, Infrastructure Services & Support at Deloitte Steve Banker, Vice President Supply Chain Services at ARC Advisory Group

EPISODE 2: ECOMMERCE AND THE SUPPLY CHAIN INVERSION

Businesses have spent decades--or centuries--optimising shipping to bring large quantities of goods to stores where consumers can pick them up. Now we’re tasked with doing the opposite: Consumers want 1:1 delivery, and they want it fast. Oh, and free, too. Our panel digs in to discover how businesses are meeting the e-commerce challenge, even without Amazonsize deep pockets.

Host: Chris Shaw, Sr. Director Product Marketing and Analyst Relations at Manhattan Associates Panel: Gregg Lanyard, Director Product Management and Strategy at Manhattan Associates Herman Guzman, Senior Manager at Deloitte Brian Gibson, Executive Director Center for Supply Chain Innovation, Auburn University Harbert College of Business

Find the podcasts on manh.com/tms or via your favourite podcast channel Request more information via ce@manh.com manh.com

DELOITTE BELGIUM

CLICK TO WATCH : ‘MANUFACTURING PROCESS INDUSTRIES CAPITALIZE ON DIGITAL SUPPLY NETWORKS’ 202

Helping Deloitte’s customers

we advise clients on how to adopt

navigate that complexity is at the heart

more of a pull perspective and listen

of Overdulve’s current role, a quest he

to the customer’s needs and wants.”

believes is fundamentally guided by

By listening to what Deloitte’s clients’

the need to put the customer at the

customers truly value in the supply

epicentre of the question. “For a lot of

chain service they receive, which

companies, their supply chain is the

eventually drives (part of) their buying

final connection point to the customer,”

decision, Overdulve maintains

he points out. “What I find intriguing is

companies can tune and reconfigure

the idea that, instead of taking a ‘push’

their supply chains – plural – in order

perspective from a supply chain point

to turn it into a source of competitive

of view and saying ‘this is our supply

advantage. He notes that, with

chain, these are our capabilities: this is

increasingly demanding customers,

the service we offer our customers’,

there are three major conclusions from

OCTOBER 2019

the customer studies performed by

gain greater insight in the way how their

Deloitte across several industries:

supply chain actually operates, giving

“In a lot of the B2B, or B2B2C environ-

rise to opportunities related to

ments, reliability is really the number

efficiency, rapid responsiveness and

one service expectation and, if you

lower amounts of capital employed.

can excel at that, it really gives you

Digital transformation is supporting

a competitive edge; the second one

all three of these observations, but

is flexibility, with customers wanting

particularly the third factor. Adding

to be able to change orders or service

the AI component to the equation, the

requirements depending on the

ability to analyse and create actionable

situation at hand; and the third one is

insights from disparate and sizeable

the visibility and transparency element.”

data sets drives a new wave of

This visibility component is not only

designing, planning and operating the

a customer demand. For most of

supply network of tomorrow. Overdulve

Deloitte’s clients it is a key enabler to

sees AI as an enabler of a future where

E XE CU T I VE PRO FI LE

Kevin Overdulve Kevin is a leader in Deloitte’s global Supply Chain practice, with 13 years of experience advising multinational clients on supply chain strategy, Logistics & Distribution, and Digital Supply Networks.

He works across industries, with the majority of his clients residing in the CPG and manufacturing industry. Before his current tenure of eight years at Deloitte, he worked for other global consultancies, always with a focus on supply chain management.

Kevin holds a M.Sc. Business Engineering and an MBA in Supply Chain Management.

e uro pe .busi ne ssc hief. com

203

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DELOITTE BELGIUM

€565mn Approximate revenue

1845

Year founded

4,400

Approximate number of employees 206 the supply network ceases to be a linear, siloed, one–size–fits– all structure, and becomes an interconnected, collaborative, customer-centric, and above all responsive network running across an industry’s value chain.

“Where I see major advances at this point in time is clients having established the ability to retrieve real-time data from internal and external source systems, to provide user-centric visibility and the ability to identify exceptions at the spot, and to offer supply chain improvement suggestions to supply chain professionals – which OCTOBER 2019

improve over time as machine learning helps to perfect courses of action to avoid the negative consequences of supply chain deviations, eventually enabling an autonomous supply chain function,” Overdulve explains. “ERPs tend to be set up in a customised manner, creating hundreds of reports to manage execution, still transactional in nature, with supply chain professionals needing to plough their way through them in order to gain insights. By the time the insight, let alone the remediation action to be undertaken, is found you’re most likely too late and the negative effect of the disruption has already happened.”

Overdulve believes in platform technologies that combine crawler technology – extracting and indexing large supply chain data sets to build your company’s supply network “memory” – and the power of AI – breaking silos in favour of the best supply chain response to exceptions – to augment the supply chain workforce of the future. “Let’s take the robot out of the human and allow supply chain professionals to focus on value-adding activities,” he says.

“It’s the reason I’m working alongside e uro pe .busi ne ssc hief. com

207

DELOITTE BELGIUM

several promising startups, which are developing technology I believe does this very well, making real-time copies of our company’s data, which is constantly and incrementally updated to ensure a supply chain professional can receive always retrieve the most current visibility on supply chain operations.”

Of course, applying cutting-edge technology with a modern, digital transformation mindset means adopting an approach that is at odds with those that businesses have traditionally employed. “At Deloitte, our 208

tagline on how to do digital transformation is to ‘think big, start small and scale

CLICK TO WATCH : ‘DIGITAL SUPPLY NETWORKS TRANSFORMING OPERATIONS FOR OIL, GAS, AND CHEMICALS’

OCTOBER 2019

changing at an increasing pace, is much more agile, acknowledging the lessons learned from failure and the need for rapid adoption and adaptation.

“The ‘think big’ phase is about envisioning the art of the possible of what a company’s future supply network could look like, which technologies it needs to explore to realise this vision and which are the most apparent supply chain areas to tackle in light of continuous business challenges.

We create a constantly evolving roadmap for the company. Then, the ‘start small’ element involves us solving a specific business issue, rather than trying to boil the ocean. We take one of the core fast’,” Overdulve explains. “It’s a

use cases that could drive benefit for a

different mentality compared to the

company, we match that with the right

waterfall mentality that was prevalent

technology to solve the challenge, and

before. Previously, when you went

we do a pilot. Finally, the ‘scale fast’

through large scale-supply chain

part is about finding other areas where

transformations, you went off for a year

the solution prototype can be leveraged

to design the solution, then two years

to create momentum at scale and start

to build it, another year to test it. Then,

expanding the technology for adoption

four or five years later, it actually went

across the company.”

live. By the time you put it live, everything

Overdulve sees AI as the defining

has changed so much that you might

characteristic of the supply networks

wonder whether the solution is even

of the future. “It’s completely changing

still relevant.” Deloitte’s approach to

the way we can manage supply chains

digital innovation, in a world that is

in the realm of moving towards e uro pe .busi ne ssc hief. com

209

DELOITTE BELGIUM

autonomous supply networks,” he explains. He further argues that “the autonomous supply network trend has the ability to turn how we define supply chain, or network, upside down. Do you still need periodic planning capabilities if your supply network self-regulates itself? Which organisation and skills are needed to operate the autonomous supply network?

“I have two top priorities right now: one is helping companies understand the potential of cognitive automation

“ Think big, start small and scale fast” — Kevin Overdulve, Director in Logistics & Distribution, Deloitte Belgium

and available technologies in the 210

supply network, to help them gradually enter the world of the cognitive – and by extension, autonomous – supply PA R T N E R S

Valued relationships Deloitte has been acknowledged consecutively by Manhattan Associates as Global Partner of the Year, and has been working across 100+ implementations globally to deliver best of breed WMS, TMS and OMS solutions across industries and sectors.

OCTOBER 2019

Llamasoft is a leading provider of Supply Chain Design software. Deloitte has been leveraging its technology for years to bring the latest customer-centric supply chain designs to its most respected clients.

211

network. I think that’s probably the

identify and adopt the new attitudes

biggest thing that will happen in the

and methodologies that will allow them

next couple of years in terms of

to remain agile and thrive in an

transformation in my field of expertise.

ecosystem that changes more rapidly

The second is more around strategic

with each passing day.

supply chain design, and how you evaluate different supply chain archetypes in light of continuously evolving customer needs.� To maximise the benefits of the Fourth Industrial Revolution, companies will need to not only make the most of the emerging technologies in the field, but to explore, e uro pe .busi ne ssc hief. com

Zurich Insurance 212

HOW PROCUREMENT IS SET UP TO DELIVER BUSINESS OBJECTIVES, TODAY AND TOMORROW Jaime Paiva, Regional Head of Sourcing and Procurement EMEA, shares how Zurich Insurance has transformed its Sourcing and Procurement function from an order taker to a recognised business partner WRITTEN BY

AMBER DONOVAN-STEVENS PRODUCED BY

JUSTIN BRAND

OCTOBER 2019

213

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ZURICH INSURANCE GROUP

I

n many large organisations, the sourcing and procurement function is often overlooked.

At Zurich Insurance, however, sourcing and procurement is becoming a driving force for innovation, customer value and sustainability, while playing a key role in enabling the business to fulfil its strategic objectives.

When Jaime Paiva, Regional Head of Sourcing and Procurement EMEA, first joined Zurich in 2012, the company was 214

in the midst of outsourcing its procurement function. He explains: “The retained procurement organisation was down-sized and predominantly responsible for managing the service delivery from our BPO partner.

The model with the BPO was based on the services being delivered out of hubs and so we lost the proximity to our internal stakeholders.”

However, by the end of 2016, the procurement team at Zurich started a full review of the model. “Zurich was about to start a new strategic cycle and we wanted to ensure we were prepared to support our new objectives,” recalls Paiva. Zurich’s Sourcing and Procurement leadership team decided to enhance the function’s capabilities in order to provide more support to the local business OCTOBER 2019

215

“ Our vision is for our procurement practices to drive positive societal, environmental and ethical outcomes” — Jaime Paiva, Regional Head of Sourcing & Procurement EMEA, Zurich

e uro pe .busi ne ssc hief. com

ZURICH INSURANCE GROUP

216

CLICK TO WATCH : ‘ZURICH INNOVATION CHAMPIONSHIP 2020’

units as part of the new strategy. “We

internal stakeholders, with people that

did not want to give up the learnings

would understand their needs and be

and successes that the outsourcing

able to provide specialist knowledge,”

model gave us, but we knew from dis-

says Paiva. “Ultimately, we wanted to

cussions with our internal stakeholders

have our own resources focused where

that they were expecting more than

they were needed and give the business

cost-cutting; they wanted improved

the necessary agility to make decisions

capabilities,” says Paiva.

according to their needs.”

To meet these expectations and to position the function more strategically within the organisation, Zurich started to build its sourcing and contracting

THE TRANSITION TO IN-HOUSE PROCUREMENT: “As we started discussing our plans

capabilities internally. “Our goal was

with our business stakeholders,

to offer better services closer to our

we identified recurring ‘pain points’

OCTOBER 2019

regarding the outsourced model.” Paiva

measurement has evolved since early

goes on to list the most frequent ones:

2016, increasing from a score of -22

• The BPO had limited understanding

to +74 in 2019,” says Paiva. From the

of the insurance industry and business

previous operational model, Zurich

needs from Zurich.

kept the Procure-to-Pay (P2P) lifecycle

• Excessive handovers for end-to-end sourcing and contracting lifecycles.

• Lack of dedicated human resources from the BPO.

outsourced. “We contracted Genpact for operational procurement and accounts payable for a slightly-altered, cost effective Procure-to-Pay (P2P)

To measure customer satisfaction,

lifecycle. Zurich also worked on

the Sourcing and Procurement function

improving the relationship with the

also introduced the Net Promoter Score

BPO partner. “The partnership with

methodology (NPS) to gather immedi-

Genpact allows us to focus on strate-

ate and specific feedback from internal

gic or business critical topics instead

stakeholders. “It’s very rewarding to

of having resources burned with oper-

see how our customer satisfaction

ational or tactical aspects of the

E XE CU T I VE PRO FI LE

Jaime Paiva Jaime Paiva heads Sourcing and Procurement for the EMEA region at the insurance giant Zurich. Paiva is a seasoned sourcing leader with extensive experience in direct and indirect sourcing, as well as procurement operations. Before joining Zurich Insurance, Paiva held different leadership roles with multinationals such as Siemens and Nokia in Latin America, Europe or globally. Originally from Brazil, he’s been living in Germany since 2007.

e uro pe .busi ne ssc hief. com

217

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1. Know what success means

Everyone has a different view of success – whether that’s increased efficiency or improved customer experience.

It’s important to have a common vision of the business outcomes that are wanted.

2. Flex to political and business change

Procurement is becoming more complex – thanks to greater regulation, political change, and rising consumer expectations.

The temptation is to avoid change and simply cut costs.

That misses a big opportunity to modernize procurement and use that change to drive business value.

Imagine if your organization could deliver...

99

%

60

%

of invoices received electronically – within two months of go live1

reduction in invoice processing from 20 days to 82

US risk management and insurance services company saw the following results.3

x3 45 57

%

%

tripled spend under management in first two months

of manual invoicing moved to e-invoicing

of users adopted in first month

© 2019 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved. The KPMG name and logo are registered trademarks or trademarks of KPMG International. The information contained herein is of a general nature and is not intended to address the circumstances of any particular individual or entity. Although we endeavor to provide accurate and timely information, there can be no guarantee that such information is accurate as of the date it is received or that it will continue to be accurate in the future. No one should act on such information without appropriate professional advice after a thorough examination of the particular situation.

3. Make the most of the cloud

You’re on the cloud, but that is only a first step. You need to get more from this new platform. So, decide what systems you can migrate to the cloud and how to use them to spin up new services and procedures, rapidly.

4. Bridge the digital talent deficit

Without the necessary digital skill sets it might be difficult for procurement to take advantage of new systems and technologies. Specialists are required. As they are in short supply, consider encouraging existing staff to retrain.

5. Love your data

How good is your data? Unfortunately, problems are often only discovered when it’s too late to do anything. Given the myriad of data sources within a complex supply chain, it’s critical to clean your data before any major change.

Think like your CEO

71

%

95

%

of CEOs want to transform their organization’s operating model radically4

of CEOs see technological disruption as an opportunity not a threat4

Power your way to better procurement…

Get the power of KPMG Powered Procurement – with pre-existing tools and templates blended with leading practice and proven cloud-powered technology – as many enterprises already are.

> 50

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of CEOs see agility as the new business currency4

…like Zurich.

Global insurer Zurich worked with KPMG member firms to transform its procurement processes. Central to the success of our collaborative approach was a three-day, interactive ‘U-Collaborate’ project launch event. This meeting established core design principles and challenges, so everybody involved was up to speed with the key aims of the program that still steer it today.

1

KPMG Powered Procurement Advisory – Case Study, 2018

2

KPMG unlock-potential-of-procurement.pdf

3

KPMG Point of View Paper ‘Stop holding back. Start tackling five common obstacles.’

4

Global CEO Outlook Survey, KPMG International 2018

5

Harvey Nash/KPMG CIO Survey, KPMG International 2018

80%

of CIOs say their digital strategy is not yet effective enough to manage this5

Discover how you can benefit from KPMG Powered Procurement. kpmg.com/poweredenterprise

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“ U-Collaborate was a tremendous success. It quickly brought everybody involved up to speed and aligned on some principles that still steer the programme today” — Jaime Paiva, Regional Head of Sourcing & Procurement EMEA, Zurich

hindered getting accurate MI on some very basic levels and spend analysis for our category strategies,” says Paiva.

Zurich analysed the marketplace and selected Coupa, predominantly for its user-friendly interface. To compliment this new P2P platform, Zurich also partnered with KPMG to assist with the design and implementation of Coupa in 2017. “It was important for us to have access to best practices from other organisations as well as the technical expertise to help during the multi-year transition to Coupa, and they offered that through KPMG’s Powered Procurement assets and tools,” says Paiva.

Source-to-Pay (S2P) lifecycle in a costefficient way.”

Zurich initially focused on deploying the sourcing and contracting modules, phasing out the P2P and employee

TRANSITION TO A NEW IT PLATFORM:

expenses modules in early 2018.

Zurich were using an outdated P2P

“Moving from an on-premise system

platform. This platform was implemented

to a cloud-based solution required

in eight different countries more than

alignment on some fundamental

a decade previously and was custom-

principles,” recalls Paiva.

ised locally. “In 2017, we ran a bench-

In January 2018, KPMG hosted

mark and the conclusion was the

a 3-day event in London called

maintenance of our P2P platform was

‘U-Collaborate’ designed to increase

very complex and expensive. The

understanding of the platform, share

customisations went so far that they

and agree on core design principles, e uro pe .busi ne ssc hief. com

221

ZURICH INSURANCE GROUP

and to address design and programme

The UK was the first country to

challenges. “U-Collaborate was a tre-

implement Coupa, which went live in

mendous success. It quickly brought

November 2018, followed by Switzerland

everybody involved up to speed and

in May 2019. Spain and Italy are

aligned us on some principles that still

scheduled to migrate to Coupa in

steer the programme today.”

early 2020, along with North America,

Some of the key principles agreed upon at U-Collaborate included:

• The internal customer and employee

Germany and Austria later in that year.

“Coupa is the Group’s standard platform for S2P and employee expenses and

experience is paramount to the design.

we’re expecting the work to continue

• The entirety of the company would

for some time after the original coun-

function under one standardised design.

tries in this rollout are completed.”

• No customisation of technology: 222 ‘Adopt not Adapt’.

• The platform must be fit for purpose across all business units.

“The success of U-Collaborate con-

THE CONTINUATION OF THE JOURNEY: “We’ve set the building blocks for the function to play a much more important role in enabling the business to fulfil its

firmed the need for excellent change

strategic objectives, evolving to a place

management and communication

where procurement is recognised

strategies,” says Paiva, “Changing an

internally as a driver of the company

IT platform for indirect spend impacts

agenda.” Evidence of this materialising

the full organisation and our supply

is the role that the procurement team

base. To add to this challenge, our end

plays in relation to Zurich’s sustainabil-

users have been using the same pro-

ity agenda. In April 2019, the company

cesses and tools for over 10 years,

announced its aspiration to be known

and were accustomed to a high degree

as one of the most sustainable busi-

of customisation and functionality. We

nesses in the world. It followed this

appreciate how difficult it is for end users

up in June by becoming the first insurer

to migrate to a SaaS application and the

to sign up to the United Nations’

need to adopt new ways of working.”

business pledge to limit the global

OCTOBER 2019

“ We did not want to give up the learnings and successes that the outsourcing model gave us, but we knew from discussions with our internal stakeholders that they were expecting more than cost-cutting; they wanted improved capabilities”

temperature’s rise to 1.5°C above preindustrial levels. Then, it set a new Operational Sustainability target to drastically reduce paper and plastic consumption, while also committing to use 100% renewable power in its global operations by the end of 2022.

In early 2016, Zurich UK became the first insurance company to sign

223

— Jaime Paiva, Regional Head of Sourcing & Procurement EMEA, Zurich

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ZURICH INSURANCE GROUP

$51.6bn Approximate revenue

1872

Year founded

54,000+ number of employees

224

OCTOBER 2019

225

e uro pe .busi ne ssc hief. com

ZURICH INSURANCE GROUP

up to Social Enterprise UK’s ‘Buy Social Corporate Challenge’, which committed 10 large UK companies from diverse industries to increase their spend with social enterprise firms.

The ‘Buy Social’ ethos is completely aligned with Zurich’s Purpose and Values. Since then, Zurich has been working directly with organisations like Wildhearts, a stationary producer which uses its profits to fund microloans in the developing world and entrepreneurial training in UK schools; 226

Ninety, an innovation consultancy that gives 90% of its distributable profits back to charity; and From Babies with Love, a promotional items provider that gives 100% of its profit to orphaned and abandoned children around the world.

“It’s important to clarify that social enterprises are not charities, but companies with primarily social objectives whose surpluses are principally reinvested in the business or in the community, rather than being driven by the need to maximise profit for shareholders and owners,” says Paiva.

“Most of the companies we work with are providing career development OCTOBER 2019

opportunities to people who otherwise have limited prospects for formal employment or reinvesting a substantial part of their profits into social initiatives or charity.” Zurich’s goal is to embed this practice in the way it does business with its supply base and its supplier’s suppliers. “We have a commitment to ensure fair business opportunities and, in our experience, this is what these companies are asking us for. They don’t want special treatment, just the chance to prove their value, quality and ability to compete on equal terms with profit-oriented companies,” adds Paiva. “Our vision is for our procurement practices to drive positive societal, environmental and ethical outcomes, while playing a key role as an enabler of Zurich’s objectives.

It will do this by making sustainability one of the key criteria in our sourcing decision making process.”

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227

228

How Leumit Health Services is harnessing digital transformation to provide unmatched service to its patients WRITTEN BY

HARRY MENEAR PRODUCED BY

K ANE WELLER

OCTOBER 2019

229

e ur o p e . b u s in e s s c hie f. c o m

L E U M I T H E A LT H S E R V I C E S

Eli Zimels, Director of Purchasing and Logistics at Leumit Health Services, explores the ways in which the Israeli HMO is harnessing the power of digital transformation to provide peerless patient service

I

n a business landscape increasingly defined by hyperscale conglomerates and

multi-billion dollar mergers, it’s easy 230

to forget the advantages that come with being small. Founded in 1933, Leumit Health Services is the smallest of Israel’s four health management organisations (HMOs). While it may not be able to provide treatment to the largest number of patients in the country, by leveraging technology, its employees’ extensive experience and its innate agility, Leumit is dedicated to ensuring that it consistently delivers the best possible service to the people in its care. Leumit operates under the motto: “Taking care of your future health today,” a nod to its commitment to preventative health care as an integral part of the community service it delivers.

OCTOBER 2019

231

e ur o p e . b u s in e s s c hie f. c o m

L E U M I T H E A LT H S E R V I C E S

“ We may be the smallest HMO, but we like to think we’re the best in terms of the service we provide our patients” — Eli Zimels, Director of Purchasing and Logistics, Leumit Health

Leumit operates 350 clinics and around 170 pharmacies across Israel.

Ensuring that essential medicine arrives on time and in the correct quantities is a mission critical priority for the organisation’s supply chain.

“The medication that we’re purchasing can be life saving and if, for some reason, there’s a shortage, that’s my problem,” says Leumit’s Director of Purchasing and Logistics, Eli Zimels, who has served in his current role at the organisation for 11 years. We sat down with Zimels to explore his role

232

in Leumit’s ongoing digital transformation – a process which is seeing the HMO harness technology to further enhance its exemplary standard of patient care.

“We may be the smallest HMO, but we like to think we’re the best in terms of the service we provide our patients,” says Zimels. “We’re a ‘family HMO’: our doctors, nurses and pharmacists know each of their patients personally and can give them individual care. We put a great deal of money and energy into being the HMO with the best service.” In order to pursue this goal, Leumit has OCTOBER 2019

CLICK TO WATCH : ‘LEUMIT HEALTH CARE’ 233 developed a ‘one-stop-shop’ model

one of the best standards of care in

at its clinics. “You can see the doctor,

the country.

then if you need something from the

Of course, Zimels explains, with

laboratory, you can go downstairs

a goal like this, the drive to improve

and take your blood test or your urine

and innovate is continuous. In support

test. If you need an x-ray, you can get

of improving patient service, Leumit is

one at the same clinic and, as you

pursuing three projects as part of its

leave, you can pick up your prescrip-

ongoing digital transformation.

tion from the pharmacy,” explains Zimels. This combination of diverse

MEDICATION ON DEMAND

medical services in one location, and

The project at the front of mind for

an emphasis on developing personal

Zimels and his logistics team is a

relationships between patients and

new initiative through which patients

medical staff, is the core driver be-

will – in the next few months – be

hind Leumit’s reputation of having

able to begin ordering their prescripe ur o p e . b u s in e s s c hie f. c o m

L E U M I T H E A LT H S E R V I C E S

234

tions online and have them delivered

and which regulations they have to

to their homes. “We’re going to be

change so that we will be able to be-

the first HMO to do this,” he ex-

gin making deliveries.”

plains. Breaking ground in this way isn’t without its challenges, Zimels

DIGITAL SUPPLY CHAIN

admits. “In Israel, the regulations on

At a time when Leumit is embarking on

something like this are very strict, so

an expansion of its logistics respon-

until now nobody was able to offer a

sibilities as significant as prescription

prescription delivery service. When

deliveries, Zimels and his team have

you innovate like this, you have to

needed to harness every tool at their

start from scratch and that leads to

disposal to improve the consistency

challenges. We’ve had to have a lot of

and quality of the HMO’s back end

sessions with the Ministry of Health

supply chain function. “We’ve just

to explain what kind of help we need

finished implementing SAP across

OCTOBER 2019

our logistics and purchasing models,

of B2B interactions moving more

finance, budgeting and our mainte-

towards an all-digital format, and we

nance model for all the equipment in

think that SAP will get us part of the

the HMO,” he says. The implementa-

way towards closing that circle, but

tion of an industry-leading ERP solu-

we’re also going to need to collabo-

tion will, Zimels believes, go a long way

rate with our suppliers in a way that

towards increasing transparency and

results in an improved experience for

decreasing disruptions in Leumit’s

the patient.”

supply chain, but the organisation’s reneed to be an object of focus. “Often,

IMPROVING PATIENT CARE AND CUSTOMER EXPERIENCE

our suppliers don’t volunteer the fact

“One of the most common requests

that there’s going to be a problem or

from our cardiologists is that, when

a shortage,” he says. “Mostly, we find

they take an EKG of a patient, they

out after we send an order through –

are able to easily access that pa-

that’s the most common disruptor of

tient’s previous EKGs for comparison,”

our supply chain. We’re seeing a trend

Zimels explains. Digitalising patient

lationships with its suppliers will also

E XE CU T I VE PRO FI LE

Eli Zimels A veteran supply chain executive, with over 25 years in operations, logistics and procurement, Zimels has worked as the the Director of Logistics and Purchasing for Leumit HMO since 2008.

Previously, he held executive roles at BEZEQ, and Donna. He is a member of the National Council for Logistics in the Healthcare System and a guest lecturer in procurement and logistics.

e ur o p e . b u s in e s s c hie f. c o m

235

TIME IS A GREAT STORYTELLER The story of DYN has 30 years of experience as a leading medical devices distributor in Israel.

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+972-4-6175300 www.dyn.co.il/en-home

data for the sake of easy access, dis-

where it will then be available to rele-

tribution and backup is the third major

vant doctors, and even to the patients

project that Zimels is working on cur-

themselves. This will further support

rently. In the end, he hopes medical

Leumit’s current digital diagnostic and

data will be transferred directly from

support services, which allow patients

the equipment to the HMO’s database,

to schedule appointments, consult with physicians via video conference, access their medical records and receive their lab results, all from the comfort of their homes. “You’ll be able to have a video appointment with your doctor, who will be able to send your lab results to your computer, recommend medication and arrange to have it sent directly to your home,” says

OCTOBER 2019

237

— Name of Person, Position and company e ur o p e . b u s in e s s c hie f. c o m

L E U M I T H E A LT H S E R V I C E S

LE U M I T O N L I N E S E RV I C E S

Leumit offers a large array of medical and administrative services via the internet and smartphone without having the patient having to physically go to a medical center. The service allows patients to:

238

• Make appointments for primary care doctors and specialists

Zimels. “We’re closing a circle so you, as a patient, don’t even have to leave your home.”

THE FUTURE With plans for the first home deliveries of medication to begin around the end of October, before fully rolling out in 2020, and increased digitalisation of both the organisation’s strategic purchasing strategies and patient documentation, Zimel’s is confident that the coming years will see Leumit and its supply chain go from strength

• Consult with physicians • Obtain laboratory results • Receive information on allergies to medications and much more • See the medical record on line • See all x-rays that are done in our medical centers

$1.47bn+ Approximate revenue

1933

Year founded

3,200

Approximate number of employees OCTOBER 2019

to strength. Reflecting on those

“By giving us a low price, we provide

strengths, he reflects that “first of all,

them with early entry to the market,

“We have great workers. Our work-

sometimes ahead of the National

ers are highly-educated, have a lot of

Basket. A small HMO has an advan-

experience, and are innovative and

tage doing this,” Zimels explains.

willing to learn. Secondly, we are very

This combination of agility, flex-

flexible as an organisation: our stra-

ibility and ongoing digitalisation will,

tegic purchasing department is very

Zimels is confident, continue to see

autonomous. We don’t need to have

Leumit provide a standard of ser-

lots of committees to approve things

vice to its patients that is unmatched

internally.” Externally, Leumit’s size

among its competitors.

also contributes to its flexibility, particularly when negotiating with pharmaceutical companies for purchases.

239

e ur o p e . b u s in e s s c hie f. c o m

240

Accelerating a sustainability drive with Schur Flexibles Group WRITTEN BY

SEAN GALEA-PACE PRODUCED BY

CAITLYN COLE

OCTOBER 2019

241

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SCHUR FLEXIBLES

Martin Berlekamp, Head of Sustainability at Schur Flexibles Group, discusses the sustainability initiatives his firm is undertaking to help achieve a greener future

S

howcasing that actions speak louder than words, Schur Flexibles Group has proven how much of a priority sustainability is for

the firm. Having backed up claims that sustainability is at the forefront of decision-making following its recognition as the winner of FlexiClose’s 2018 German Packaging Award in Sustainability, Schur 242

Flexibles has established the 5R approach to a greener future: Recycling, Replace, Reduction, Renewal and Responsibility.

To help achieve this goal, Martin Berlekamp, Head of Sustainability at Schur Flexibles Group, believes his company’s determination to transform the handling of plastics has been key. “We see our current sustainability transformation as a challenge because society is keen to change the treatment of plastics,” says Berlekamp. “As packaging takes up a high percentage of plastics being produced, we have to find a responsible way to handle sustainability along the value chain. As Schur Flexibles is well prepared with its current and new product portfolio, we can help our customers fulfil their sustainability goals which are often much more demanding than the ones requested by the legislation.”

OCTOBER 2019

“ We see our current sustainability transformation as a challenge because society is keen to change the treatment of plastics” — Martin Berlekamp, Head of Sustainability of Schur Flexibles Group

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243

SCHUR FLEXIBLES

“ In addition to our 2025 target, we also have one for 2020 — we want to provide a recyclable solution to all markets” 244

— Martin Berlekamp, Head of Sustainability of Schur Flexibles Group

Schur Flexibles aims to make the majority of its products recyclable before 2025 and already possesses an array of recyclable products in its portfolio, with the company looking to ensure its product materials are responsibly sourced. Schur Flexibles is considered the best in the market in raw material consumption along with producing primarily recyclable packaging. “Sustainability is a clear management target and the company provides the resources to follow up,” affirms Berlekamp. “In addition to our 2025 target, we also have one for 2020 — we want to provide a recyclable solution to all markets.

The aim now is to meet our short-term target and devise a strategy, project plan and ensure resources are in place for the 2025 one.” Although Martin Berlekamp admits that his firm’s 2025 sustainability targets are challenging, the firm is determined to align to the requirements of large supermarket chains. “There’s a lot of work to do.

If you look at Carrefour, Tesco, Aldi or Lidl, they have their own sustainability programmes,” he says. “These are the

OCTOBER 2019

CLICK TO WATCH : ‘SCHUR - OUR MISSION’ 245 targets that customers would like to

– the proven concepts and estab-

see in their own shops. As a flexible

lished materials, the R&D pipeline,

film supplier, if you’re not capable of

management and entire staff of Schur

delivering recyclable solutions, then

Flexibles will lead us to being the

you won’t be in operation for very long.”

number one supplier of sustainable

Fritz Humer, Chief Sales Officer

packaging solutions. This is the most

(CSO) at Schur Flexibles Group, states

important part of the growth strategy

the company’s growth over the past

of the company.”

few years has been significant, and

“Everyone has become a lot more

the future is even more encouraging.

aware of what’s going on in the oceans,”

“We’re on an exciting journey with

says Berlekamp. “Since that time,

customers, markets and society having

customers are more sensitive about

a new way of looking at packaging

packaging materials, particularly

materials,” says Humer. “As a responsible

plastic ones. It’s become a key reason

company, sustainability is in our DNA

why the whole community is now e uro pe .busi ne ssc hief. com

NIPPON GOHSEI offers eco-friendly and recyclable resins, SOARNOL™ (EVOH) and Nichigo G-POLYMER™ (BVOH), and provide a high level of technical support to create tailor-made product solutions. www.nippon-gohsei.com

We look forward to meeting you! Building 4.01

looking for sustainable alternatives.

With a clear idea of how to reduce

They’re coming into a circular economy

plastics consumption, Berlekamp

and it has been one of the biggest chal-

believes the best way to tackle

lenges because, in the past, the flexible

reduction is to utilise the thinnest

films industry was really developing

film to help reduce harmful emissions.

thin films using multiple polymers.

“The carbon footprint impact of packed

Recyclability is not a given if you have

foods is around 97%, with the addition-

different polymers, and this is why

al 3% coming from the packaging film,”

we’re trying to do more for less.”

says Berlekamp. “Nevertheless, we

OCTOBER 2019

have to take care of that 3% because

companies and associations that

if we reduce that to the sustainable

represents the entire flexible packag-

and even recyclable possible solution,

ing supply chain. “CEFLEX is very

then it enables us to decrease the

important and has an influence on

carbon footprint in the easiest way.”

European legislation because people

As a member of the CEFLEX and

are now listening,” he says. “I believe

Save Food initiatives, Schur Flexibles

it’s good that we have something

is accelerating its sustainability drive

independent coming from the industry

through these organisations. CEFLEX

and the value chain of packaging to

is the collaborative initiative that

examine how we can change the future

features a consortium of European

of packaging.” With one third of all food

E XE CU T I VE PRO FI LE

247

Martin Berlekamp Berlekamp studied chemistry at the university of Münster Germany.

After finishing his doctoral thesis, he became a postdoctoral fellow to Finland. His first industry position was in a SME as “Head of Application Technology.” In 1999, he changed to a manufacturer of rigid films. During the following 12 years he had different roles in the company – always in the food packaging area.

As the company expanded, he was responsible for the integration of the sites for food packaging films in Finland. Further projects called for additional expat periods in Spain and Portugal. Berlekamp joined Schur Flexibles Group as the Head of Sustainability for the entire Group in 2018 and began the challenge of facing the new Plastics Packaging Waste Directive as well as the high awareness of customers and the society regarding plastic packaging.

e uro pe .busi ne ssc hief. com

SCHUR FLEXIBLES

wasted or lost, Save Food exists to drive innovations, promote interdisciplinary conversations and generate solutions to debates across the supply chain. In a joint effort with industry members, politics and civil society, the organisation seeks to collaboratively solve food wastage. “We can help to reduce food waste by ensuring that food is packed with a suitable and recyclable packaging film because it will have a bigger impact on cutting our carbon footprint than just reducing 248

plastic use,” notes Berlekamp. In order to ensure that food is packed correctly,

€520mn Approximate revenue

2012 Year founded 1,750 Approximate number of employees

OCTOBER 2019

Schur Flexibles has established a key partnership with Nippon Gohsei, a group company of Mitsubishi Chemicals and a producer of EVOH and PVOH providing an appropriate barrier between the product, oxygen and substances such as odd flavors that could contaminate the product. “You need a barrier against oxygen in order to protect valuable proteins like in fish, cheese and meat. We’re working closely with Nippon Gohsei - also a member of CEFLEX - in order to

“As a responsible company, sustainability is in our DNA” — Fritz Humer, Chief Sales Officer (CSO) of Schur Flexibles Group

249

develop tailor-made barriers and

bigger companies and two smaller

integrate them into our films.”

ones. We’re ambitious — the target

With a drive to grow through acquisi-

is for Schur Flexibles to be among the

tion as well as promoting growth

top five players in Europe. We have

organically, Berlekamp affirms the

to try and balance our growth in packag-

company’s target is to become one

ing materials and look at how we can

of the biggest companies in its field

gain market share from the competition

in Europe. “We positioned ourselves

following the launch of new products

in the market environment with our

in the market.”

sustainable and recyclable solutions early and have become – we’re proud to say – the best-in-class,” he affirms.

“Since I joined, we’ve purchased two e uro pe .busi ne ssc hief. com

Just in time to say goodbye.

Keeping you in the air. The best time to develop services for tomorrow’s technology is today. That’s why we’re doing that now — along with integrating new models, materials and technologies in our portfolio as quickly as possible. Our goal is to keep your aircraft off the ground, tomorrow as well as today. So let the future arrive: our services will be waiting. Talk to us.

Lufthansa Technik AG, marketing.sales@lht.dlh.de Call us: +49-40-5070-5553

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