Business Review Europe - January 2017

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EDITOR’S COMMENT

EYES ON DUBLIN HELLO AND WELCOME to a new year of Business Review Europe. We kick off 2017 with a bumper technology-packed edition, featuring a wealth of industry pioneers and a nod to one of the leading tech events of the year.

First up and on our cover is Swisscom, Switzerland’s premier telco, and how it has embarked on a massive, multi-faceted transformation. Egon Steinkasserer, Head of Innovation, talks to us about its plans for the year ahead.

Before this you will find my account of thyssenkrupp’s partnership with Microsoft HoloLens, reporting from the event in New York’s stunning One World Trade Center. We also drop in on the build up to the Dublin Tech Summit, whose CEO Noelle O’Reilly speaks to us about encouraging more women into technology, as well as her aims for what is sure to be a landmark event.

Also among our profiles are data centre specialist Dell EMC. I hope you enjoy the first issue of 2017. As ever, continue the debate @BizReviewEurope.

Enjoy the issue!

Tom Wadlow Editor tom.wadlow@bizclikmedia.com

3

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CONTENTS

F E AT U R E S

08 PROFILE

8 Questions for Noelle O’Reilly CEO of Dublin Tech Summit TECHNOLOGY

The uptime uplifter

16

LIST

Airports in Europe

24

5

CONTENTS

38

Swisscom Technology

EMC

Technology

6

C O M PA N Y P R O F I L ES

January 2017

56 IBM

Technology

74

92

Pizza Hut Technology

Euromax Resources

Mining

114

7

The CCD, Dublin

15 & 16 Feb 2017

Gary Vaynerchuk

Bill Evans

CMO IBM Watson Health

Cindy Gallop

Founder & CEO VaynerMedia

Advertising Maven

Matthew Luhn

Ayelet Noff

Story Veteran Pixar

Founder & CEO Blonde 2.0

WHERE TODAY’S LEADERS MEETS TOMORROW’S TECHNOLOGY dublintechsummit.com

8 questions for Noelle O’Reilly

CEO of Dublin Tech Summit Wr i t t e n by : TO M WA D LOW

PROFILE With the highly-anticipated Dublin Tech Summit looming, we asked Noelle O’Reilly about her experiences in technology and expectations for the event ON FEBRUARY 15 the world’s leading technological minds will descend on Dublin. More than 10,000 visitors will fill the Silicon Docks to listen to insights from 200 speakers and leading global investors.

Keen also to showcase the benefits of gender diversity, especially across sectors such as IoT, FinTech, Big Data and Analytics and MedTech, Dublin Tech Summit aims to play host to as many women in technology as possible, both on and off stage, encouraging lively discussion and holistic perspectives at all times.

With the stage set, we went behind the scenes with summit CEO Noelle O’Reilly to find out more about her career and thoughts ahead of the event.

Talk to us about your career to date. What did your journey into technology look like?

My background is in media and from the time that I started in the industry,

there’s been a huge transformation of how media is created, distributed and consumed, and that’s largely down to the developments of technology. So my journey from media to technology was a very natural progression.

Was a career in technology always something you wanted to pursue?

It’s definitely something I’ve always had a passion for. The technology industry is a perfect avenue for those looking for constant challenges in their work, it’s not just about coming up with new ideas – it involves figuring out how to make those ideas work. For someone like me who relishes that sort of challenge and who is naturally looking to the next step, it was a perfect fit.

Do you believe that more women are starting to take up careers in technology?

What needs to be done to 9

PROFILE

level the playing field?

While there are certainly more women turning towards careers in tech, I think the gender balance is definitely still a challenge.

In terms of what can be done, I think initiatives that involve young girls in tech such as Girls who Code can be hugely instrumental but it’s also about the industry taking a stance. Here at Dublin Tech Summit, our team has a gender split of 50/50. We do this not only in the interest of fostering diversity but also because it is proven that teams like this outperform male dominated teams across the board.

10

January 2017

One of the key principles behind DTS is that we were extremely keen to showcase the benefits of gender diversity across a range of sectors.

We wanted to play host to as many women in technology as possible, both on and off stage, which was why DTS made 500 complimentary tickets available for women working in tech anywhere in the world.

What advice would you give to women looking to start or advance themselves in the sector?

Don’t be intimidated by those who

N O E L L E O ’ R E I L LY: C E O O F D U B L I N T E C H S U M M I T

seem to know more than you. Never be afraid to ask questions if you don’t understand something. As you progress in your career and move towards being a manager, as opposed to an individual team member, you’ll see how it’s so much more important to ask the right questions than to have all the answers.

Introduce us to the Dublin Tech Summit 2017. What are you expectations and ambitions for the event this year?

DTS 2017 will bring together global leaders in innovation, technology and

business for a two-day event held across Dublin’s iconic silicon docks.

Participants will hear from leaders shaping the future of industries across our seven core pillars of Fintech, Business and Marketing, MedTech, Big Data, Creativity, Social Enterprise and the Internet of Things. The conference will see powerful and inspiring trailblazers offering unique viewpoints on some of today’s most pressing subjects.

We’re looking to cultivate an intimate experience for each participant and to enable them to foster lasting relationships. We

11

PROFILE

expect to welcome people from a broad range of areas of technology who may not necessarily meet.

What are some of the highlights attendees can look forward to?

We have an incredible line up of 200+ speakers, from a wide range of backgrounds and disciplines. Entrepreneur and investor Gary Vaynerchuk is someone we are extremely proud to add to our line-up.

He reinforces our commitment to bringing industry leaders to our attendees. His way of thinking is something we’ve definitely incorporated into our ethos at DTS Founder and CEO of If We Ran The World and Make Love Not Porn, Cindy Gallop.

and I think participants are really going to enjoy what he has to say.

We’re also very excited about the diverse selection of female trailblazers joining us in Dublin in February, from CEO of WPP China, Bessie Lee, to VP of Global Operations at PayPal, Louise Phelan and of course, TED Talk Sensation and Founder and CEO of IfWeRanTheWorld and MakeLoveNotPorn, Cindy Gallop.

Will Dublin Tech Summit serve as a networking platform for women in the industry?

We’re committed to ensuring that 50 percent of all participants are female and so we do hope that DTS will enable women in tech to foster and develop professional relationships. However, I think that the even gender split will also encourage and stimulate a more dynamic and spirited conversation and experience for all attendees, male and female.

Why is Ireland a leading global technology hub?

I think Ireland’s emergence as a tech hub can be attributed to a

12

January 2017

N O E L L E O ’ R E I L LY: C E O O F D U B L I N T E C H S U M M I T

“It’s the talent we have here in Ireland that has led to the development and growth of the industry”

combination of factors, particularly our competitive tax structure and our geographical location. However, I do believe, and this has been affirmed by numerous multinationals, that it’s the talent we have here in Ireland that has led to the development and growth of the industry. One of the biggest challenges facing the global tech sector is access to the right talent, not just in terms of science, engineering and maths abilities, but also soft skills such as critical communications skills, teamwork and the ability to embrace and be comfortable with ambiguity.

13

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Andreas Kronawitter Head of IT-Strategy, Enterprise Architecture and Portfolio Management; Deputy CIO, BLS Netz AG

Libor Lochman Executive Director CER

Frank Jost Senior Administrator European Commission DG Move

Thomas Kritzer Head of Department Security and Service Wiener LInien

Gerry Culligan Commercial Director Irish Rail

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WHAT IS SMARTRAIL EUROPE? It is not business as usual. Change is happening now and it is happening quickly. SmartRail Europe is the place to embrace the technological evolution of rail. It is the dedicated and only show for railway infrastructure managers, train operating companies, system and data integrators and technology suppliers to create the digital railway of the future.

Focusing on the latest innovations across rail IT, Big Data, analytics IoT, assets, signaling, telecoms and passenger systems, SmartRail invites the industry’s leading C-level executives and department heads to embrace disruptive innovation and develop implementation strategies.

CUSTOMISE YOUR EXPERIENCE WITH OUR 3 DIFFERENT TRACKS

• Harnessing the power of IT assets and Big Data to maximize assets • Facilitating the shift to preventative and predictive maintenance • Utilising tech and data to reduce total cost of ownership

• Realizing the ERTMS vision and the move to ETCS level 3

• Understanding the modern passenger

• GSM-R, TETRA and evolving to LTE and beyond

• Enhancing digital engagement, loyalty and passenger experience.

• Harnessing the power of mission critical IT networks for additional functionality

• Cyber security and protecting digital assets

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WHO ATTENDS? Company Type Transport Operator ............................ 37% Signalling & Telecoms Providers ..... 18% Passenger Services & Ticketing ....... 13% Governement Agency/ Professional Institutions.................... 9% IT Provider ........................................... 8% Consultants ......................................... 7% Turnkey ................................................. 6% Media .................................................... 2%

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2016 audience breakdown

ORGANISED BY

TECHNOLOGY

The uptime uplifter Business Review Europe travelled to the One World Trade Center in New York, the dramatic backdrop for the unveiling of thyssenkrupp Elevator’s pioneering partnership with Microsoft HoloLens Wr i t t e n by : TO M WA D LOW

17

TECHNOLOGY DWARFING THE EMPIRE State Building is no mean feat. Standing at 541 metres, the One World Trade Centre is the tallest building in the Western Hemisphere. Gazing out from the observatory at the summit, New York is packaged neatly into a scale model. The Empire State, a matchstick. The Statue of Liberty, a fingernail.

The mode of travel to the top is equally impressive – a high speed lift from the ground taking less than a minute, travelling faster than Usain Bolt and somehow without popping any ears. The One World Trade Center then, if ever there was doubt, was the perfect setting to unveil a game changer in the elevator industry.

A quick 40-level descent to floor 63 and executives from thyssenkrupp Elevator, installers of the Bolt lift, and Microsoft address eagerly gathered members of international and trade press. The not-so secret

was formally revealed – we had found out the night before.

Downtime “More than 50 percent of the global population are living in cities already.

To keep up with that we have to build a city the size of Manhattan every day,” muses Andreas Schierenbeck, CEO of thyssenkrupp Elevator.

The numbers keep on coming.

Schierenbeck tells me the numbers of buildings standing at 200 metres and higher has tripled in the space of 15 years, while the number of elevators transporting a billion people up and down buildings every day numbers some 12 million – the One World Trade Center alone with 71.

“An average elevator stops working around four to six times a year, and all of this means as a worldwide industry we are responsible for 190 million hours of downtime annually,” he adds.

“We can certainly do better, and we

“We can certainly do better, and we are saying here with our partners in Microsoft that we will do better” – Andreas Schierenbeck, CEO of thyssenkrupp Elevator 18

January 2017

THE UPTIME UPLIFTER

are saying here with our partners in Microsoft that we will do better.�

More than 24,000 thyssenkrupp engineers will be equipped with HoloLens, a mixed reality device that will allow them to visualise and identify problems with elevators ahead of a job and have remote, hands-free access to technical support when on site.

Given that a headset retails to American and Canadian consumers for $3,000 dollars, this is no small

investment being made, although training 24,000 engineers will not be as daunting a task as some might think. A quick demonstration later, and even the less-technologically gifted attendees were online ordering spare parts from Germany via a few virtual nudges and points.

Mixed reality, one result Although a German company, thyssenkrupp’s elevators are sourced 19

TECHNOLOGY

and made up of parts and machines from all over the world, painting a complex picture for engineers.

“We have parts from Memphis, New York, Georgia, machines from Germany, equipment from Brazil, Canada, Italy, China and Korea,” Schierenbeck says. “That is a lot of 20

January 2017

complexity so you can imagine if you need to fix a German machine with the help of an expert in a different time zone, it can be time consuming.

“This is where HoloLens comes in. It is a completely new way for technicians to work faster, easier and safer. There are three major use cases.

THE UPTIME UPLIFTER

About THYSSENKRUPP ELEVATOR

Firstly, remote support. You don’t have to fly in an engineer, you can connect over skype straight away and they can see what you are doing. The next element is training – the HoloLens will let you see the parts in 3D to help you understand and self-learn. The final part is preparation for the job, all

thyssenkrupp Elevator brings together the Group’s global activities in passenger transportation systems. With sales of €7.2 billion in fiscal 2014/2015 and customers in 150 countries, thyssenkrupp Elevator built its position as one of the world’s leading elevator companies from scratch just 40 years. It is a key component of the wider thyssenkrupp group, a €43 billion revenue company with 155,000 employees working in almost 80 countries.

Roughly one third of these employees work for Elevator, working on passenger and freight elevators, escalators and moving walks, passenger boarding bridges, stair and platform lifts as well as tailored service solutions for all products. Over 900 locations around the world provide an extensive sales and service network.

21

TECHNOLOGY hands-free in augmented reality.”

All the signs so far are showing that this leads to one result – an increase in uptime. Microsoft HoloLens’s General Manager Sam George, having shown me how simple the device really is to use, goes into detail about the enormous scope of use cases and applications, which includes bringing live sporting events to life.

For thyssenkrupp, George reveals some early indicators of success: “For example, triaging service requests ahead of the visit and getting handsfree remote holographic guidance when on site has reduced the average length of thyssenkrupp’s service calls by up to four times.”

MAXimum impact HoloLens will supplement a system already being rolled out across thyssenkrupp’s elevator network.

MAX, also developed with Microsoft, is a predictive maintenance solution powered by Microsoft Azure IoT. Already installed in One World Trade Center, it saves elevator passengers around the world the equivalent of 95 million hours of potential waiting time a year.

Schierenbeck says that MAX will 22

January 2017

“We remain focused on leading the transformation in this industry; introducing the latest technologies, processes and training to enable technicians to do a better job with less stress and more fun” – Andreas Schierenbeck, CEO of thyssenkrupp Elevator

THE UPTIME UPLIFTER

be connected with 180,000 elevator units by the end of 2017, having been successfully piloted in Germany, Spain and the USA last year. “Our service engineers know what is needed to fix a particular problem before arriving on site, meaning they can fix it much faster, but is that enough?,” he asks.

Evidently not. But with HoloLens now being added to the company’s digital portfolio, thyssenkrupp elevators will be online for longer than ever before; Schierenbeck determined to remain an industry pioneer.

“We remain focused on leading the transformation in this industry; introducing the latest technologies, processes and training to enable technicians to do a better job with less stress and more fun.

“Our goal is to dramatically increase efficiency, raise elevator uptimes and speed up service interventions to ensure mobility equipment is always running as it should, providing each passenger with the safest and most comfortable travel experience possible.”

23

TOP 10 Airports

in Europe

Writ ten by: TOM WADLOW

TOP 10

Business Review Europe looks at the 10 highest-rated European airports of 2016 according to the World Airport Awards, the largest annual airport customer satisfaction survey

TOP 10

10

Vienna Airport Location: Austria

Ranked 29th globally by the World Airport Awards survey, which documented the views of some 13.25 million passengers from 550 airports, Vienna Airport has jumped up nine places from 2015. The new Austrian Star Alliance Terminal (Terminal 3) opened in 2012 and enables the airport to handle up to 30 million passengers per year.

09

Barcelona Airport Location: Spain

One of the main advantages of Barcelona airport is that it is close to the centre of city, at just 7.46 miles away. Mainly serving other European locations, it handled a record 39.7 million passengers last year, up 5.7 percent from 2014. It is a main base for Spanish airlines such as Vueling and a hub for Iberia or Air Europa, as well as the Irish low-cost giant Ryanair and the Scandinavian carrier Norwegian Air Shuttle. It has been reviewed nearly 2,000 times on Google, with an averaging rating of four stars. Ranked 27th on the global list.

26

January 2017

AIRPORTS IN EUROPE

07

08

Cologne Bonn Airport Location: Germany

Copenhagen Airport Location: Denmark

Copenhagen has been widely praised for its efficient security and customs operations, securing it 4.3 stars as an average rating on Google. Denmark’s major transport hub is ranked 18th globally and handles more than 72,000 passengers a day. According to its own 2015 stats, the average satisfaction rating given by departing passengers was 86 out of 100. It has 900 free WiFi access points.

The first of three German airports in the top 10, Cologne ranks 19th globally and served 10.3 million passengers in 2015. The airport has excellent rail connections Cologne/Bonn Airport station is a four-track station on a loop off the Cologne–Frankfurt high-speed line that connects the airport to long-distance trains at least once an hour in each direction, most of them Deutsche Bahn ICE services.

27

TOP 10

06

Helsinki Airport Location: Finland

Ranked 15th for customer satisfaction globally, Helsinki is described by reviewers as small but modern, comfortable and clean, with free WiFi and easy rail connections to the city. The airport’s sleeping pods have also been praised highly, helping it score 4.3 stars from 720 reviews. Last year it served more than 16.4 million passengers.

05

Amsterdam Schiphol Airport Location: Netherlands

At the other end of the airport size scale is Amsterdam Schiphol.

An enormous yet extremely well built hub, it comes 13th in the global rankings. It has six runways and is the main base for national airline KLM, which along with other airlines helped to serve more than 58 million passengers at the airport. It originally opened in 1916 as a military base

28

January 2017

AIRPORTS IN EUROPE

04

Frankfurt Airport Location: Germany

More than 60 million people travel through Frankfurt Airport each year, making it the 12th busiest in the world. It is also the 12th most highly rated by customers, who praise the enormous array of shops and eateries as well as the ease at which passport control and customs can be cleared versus other EU airports. It is the main hub for national airline Lufthansa

03

London Heathrow Airport Location: UK

The UK’s most important airport and by far its largest, Heathrow has been subject to continuing rumours over what is widely acknowledged as a much needed extra runway for London. It ranks eighth in the world for customer satisfaction, helped by the ease of access via tube, train and coach from central London. The airport itself is also easy to navigate despite its size.

29

TOP 10

02

Zurich Airport Location: Switzerland

Also known as Kloten Airport, Switzerland’s major aviation hub scores a hefty 4.5 stars from over 1,250 reviews on Google. It is praised for being stylish, full of trendy shops and having a robust free WiFi network. Last year it handled more than 26 million passengers, an increase of around three percent on 2014. Zurich is ranked seventh globally for customer satisfaction.

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January 2017

AIRPORTS IN EUROPE

31

TOP 10

01

Munich Airport Location: Germany

Only bettered by South Korea’s Incheon International and the amazing Singapore Changi airport, Munich Airport ranks as the third best in the world for customer satisfaction. Many reviewers have commented on the efficiency of service and usefulness of the S-Bahn connection which runs right underneath the terminal. It is less busy than Frankfurt, with around 40 million passengers passing through its gates annually.

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January 2017

AIRPORTS IN EUROPE

33

Written by Nye Longman Produced by Danielle Harris

Transforming telecoms

Keeping ahead of changes in technology and the market, Switzerland’s premier Telecommunications Company has embarked on a massive, multi-faceted transformation

D

elivering innovation in the Swiss and greater European telco markets is no easy task. Customers want more capabilities at the lowest possible cost. And scores of local and international players are fighting to meet these exacting demands.

Enter Swisscom. No stranger to innovating in its market, the technical department of the telco has initiated no less than five transformation streams that will not only enable it to better meet the needs of its customers but will also usher in a new age of automation and seamless functionality.

Business Review Europe speaks to Egon Steinkasserer, Head of Innovation at Swisscom, to discover in-depth how the company transformed its All IP, Agile & DevOps, Operations, Cloud, and convergent networking capabilities.

He says: “What is true for all transformation initiatives is that they are driven by changes in the market and in technology. It is not that we are transforming for the

40

January 2017

TECHNOLOGY

w w w. s w i s s c o m . c h

41

to worry less and innovate more

“Are we secure? Are we innovating?” Good questions.

At Cisco we know that the more effective and simple your security solutions are, the more you can push the boundaries of what is possible.

See why there’s never been a better time to use security to spark your next great idea at cisco.com/neverbetter and cisco.com/ch

©2016 Cisco and/or its affiliates. All rights reserved.

SWISSCOM

sake of transformation. When we look at the market in Switzerland and the Telco market in Europe everything is going to be segregated; these are mature markets where cost pressure becomes increasingly important.

“The demand for good services on the consumer and enterprise side is high, so data rates are increasing.

Pricing wise, the willingness to pay for connectivity is getting smaller.

Of course there’s lots of competition from other telcos and OTTs like the WhatsApps of this world, who have got lots of revenue from providing services free of charge.

“The other is the technology,” Steinkasserer explains. Like many innovators in his position, he recognises the transformational potential that quickly evolving technology can have and is keen to make this work for his company and his sector. He says: “The technology revolution is getting faster and the number of new technologies that are emerging is getting bigger. They are leading to increased efficiency and excellence.

Increased speed and agility are the key elements that drive this process.”

44

January 2017

Operations What does Swisscom provide? For residential customers, Swisscom offers a range of products that help people stay connected. These include the latest in mobile telephones and tablets, internet, television services, fixed networks and telecommunication services. The company supplements this offering with a range of hardware accessories that includes everything from smartwatches and protective cases, to headphones, speakers, and photography gadgets. It also has an exclusive range of deals designed to entice mobile users under the age of 26.

On the business side, Swisscom’s main offering comprises Cloud offerings, IoT solutions, M2M communications, green ICT services, Mobile ID authentication, and All IP, whereby all phones, internet and TVs can communicate together on one network.

These services have been adapted to suit the niche needs of a variety of specialist industries, including start-ups and SMEs of varying shades, and a variety of large scale, high-net-worth businesses. These include TV and radio broadcasters, CCTV, and digitalised healthcare.

TECHNOLOGY

“The technology revolution is getting faster and the number of new technologies that are emerging is getting bigger” – Egon Steinkasserer, Head of Innovation

w w w. s w i s s c o m . c h

45

Orchestrating the Telco Cloud: Managing Service Agility Eroding core revenue streams

What’s happening

$54B

Increased consumer expectations

Escalating network requirements

65%

lost SMS revenues by 2016

221x

# of times average user checks their smartphone per day

increase in monthly mobile traffic from 2014 to 2015

1

Building a programmable infrastructure: Virtualizatio

But it adds complexity

Virtualization is the answer

- Distributed deployments - Increased microservices - New tools needed - Hybrid environment

- Agility - Lower CapEx & OpEx - Innovation

2

Capacity initiated in small blocks

Building automated operations: Orchestration

General purpose vs. dedicated appliance

3

Shi har

Deliver

Managing the complexity through orchestration

What will be

Leveraging cloud technologies to automate end-to-end service creation, resource utilization and lifecycle management in accordance with business policy

-

All systems go!

Operational Reduced Ca Differentiate Innovation o

28,685,365 calls handled

Why change?

150,000 gigabytes Limitations of purpose-built hardware - Slow deployments - Locked-in - Inefficient

Every 12 months... mobile data doubles

pop!

Where we are going The future is bright: Becoming a Digital Service Provider Network Leadership

Business Agility

Platform Innovation

Customer Experience Excellence

Service Diversification

“It's all about business acceleration - automation, centralization, virtualization.”

on

ift from rdware to software

of data from video streaming

How we get there The key enabler is the Telco Cloud On-demand, personalized services

Programmable infrastructure Automated operations

r on-demand, personalized services: Being a Digital Service Provider

e enabled

l efficiency apEx and OpEx ed service models on functional, operational and architectural levels

Julian Doemer Product Manager Swisscom AG

“Centralized service production and deployment - reduce time-to-market, enabled service development, increased self-service.”

Thomas Bachofner Head of Enterprise Products & Marketing Swisscom

Learn more at hpe.com/csp/solutions

AND IT WORKS We support you with optimum data center and cloud IT solutions Acceleris has built up the central DBaaS at Swisscom to help you increase added value for your company. We will make your IT more efficient and your business more agile. Free yourself from expensive and time-consuming IT work that constantly holds up business, so that you can work flexibly on your own projects. Together with the experts at Swisscom we will take care of your IT. You can choose the conventional option where Swisscom operates your own hardware, or you can have your IT integrated in the latest Cloud operating models.

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TECHNOLOGY

Transformations For the technical department of Swisscom, and Steinkasserer as its Head of Innovation, the transformation stream with the most farreaching impact is currently taking place across its Agile/DevOps segment, due for completion in 2019. He explains that the reasoning behind this is to achieve three major goals in the business.

“Our key goal is to be more efficient in both product and service delivery,” he says. “Another goal is to become faster at reacting to the needs of the market or developments in technology. We accept the fact that we can’t plan everything; we have to be faster to adapt to changes that are driven by the outside world.”

Swisscom’s third goal was set when the company fully realised that the company could leverage its agile transformation to increase employee satisfaction in this area of the business. Empowered to drive innovation and change from the bottom up, teams in the agile arm of the business have freedom and responsibility to make decisions and deliver company-wide change.

Steinkasserer adds that, true to the spirit of agile, teams are encouraged to measure success over very short timeframes. “Every two weeks they have a small gathering looking at successes; we have deliverables that can be looked at in just two weeks. There’s lots of peer pressure but there’s lots of satisfaction on the other hand.

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“The fact is, we are getting much faster and innovative, in the sense that we are fast to adopt to new technologies and changes in the market. We are adopting the ‘let’s try things out’ mentality, rather than planning roadmaps of the next few years.”

With exciting innovations coming to the market all the time (many with the potential to completely transform a particular revenue stream) there can be much uncertainty in the telco sector. By figuring out what works and what doesn’t early on, Swisscom is able to have the pick of innovation while ensuring that any larger capex required down the line is backed up by practical experience.

Swisscom has developed a unique maturity model with regards to DevOps and Agile. The evaluation occurs along two axes DevOps - Capabilities (X-axis) and Waterfall vs. fully-fledged Agile (Y-axis). Hence on one hand it’s measured how comprehensively a team adopts Agile best practices compared to a Waterfall setup. And on the other hand the degree of automation considering all the DevOps pillars is taken into account. “I have not seen a maturity model like this one before,” he says. “I like this idea that everybody can be a champion. Even if the team is not yet capable to adopt and deploy all the fancy new things that are out there.

For example, a Waterfall team can

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Maturity Model Every team can be a champion. We evaluate along two axes DevOpsCapabilities (X-axis) and waterfall vs. full fledged Agile (Y-axis)

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Arrow ECS offers our solution provider community a breadth of services and support they need to grow their business. www.arrowecs.ch sales.ecs.ch@arrow.com

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increase efficiency through full test automation and be an “Optimization Master”.

Our model is a powerful idea to drive transformation at multiple speeds.”

Alongside the All IP/DevOps transformation, the company is also exploring a number of avenues with cloud technologies.

Alongside developing a cloud to deal with legacy workloads, the company is also developing an application cloud and a telco cloud.

“It requires lots of thoughts and enduring transformation work to realize the efficiency gains cloud technologies promise. We have efficiency and hardware gains,” Steinkasserer explains. “This is because we are moving

The year Swisscom was founded

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away from dedicated hardware to shared commodity hardware. But the biggest cost saving has to come out of the fact that the whole level of automation stepwise is increased dramatically. This journey has a lot to do with transforming from hardware oriented solutions to software.”

“Huawei and Cisco, for example, are our strategic vendors in the wire line environment. With Huawei, we launched a joint innovation and collaboration agreement which gives us full access to some of their R&D teams developing the next-gen wire line technology. Dell EMC VMware is strategic to us within our enterprise cloud. We made a strong investment in their technologies.

Together with Ericson we build our telco cloud for VNF workloads.

With them we have established a joint mobile group, bringing our wireless network to the next level.

“Both consumers and enterprise customers expect our networks and services simply to work. All the time.

“To make this happen Swisscom has

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created a strategy and story to bring operations to the next level, based on three pillars: ON Device, Always ON and ON Demand. It is crucial that experience is measured and monitored as end users perceive it (ON device).

They embrace multiple initiatives that focus not on theoretical KPIs and SLAs but on the perceived availability of services (Always ON). Moving to a software defined datacenter, adopting SDN, NFV and other cloud native technologies lays the basis to provide resources and capacity ON demand. And all this is accompanied by a huge shift towards DevOps. Instead of resting on its laurels as a dominant force in the Swiss telecommunications market, Swisscom has taken a daring move to transform a significant portion of its operations. This is a move that will not only enable the company to keep ahead of the curve in perhaps the world’s most competitive telco markets, but will also allow it to save significant amounts of money from automation and future-proofing.

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“Increased speed and agility are the key elements that drive this process” – Egon Steinkasserer, Head of Innovation w w w. s w i s s c o m . c h

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The infrastructure of customer enablement Written by Dale Benton Produced by Danielle Harris 57

Dell EMC is the birthchild of one of the biggest mergers in IT history. With a turn towards cloud based storage, digital transformation and big data solutions, the company is poised to be an industry leader for the foreseeable future

“

As a company our key role is providing essential Technology for our customer’s organisations to build their digital futures, to transform IT and protect their most important assets other than their people, their information,” says Marc O’Regan, CTO - Dell EMC Ireland.

Dell EMC, which operates under the larger Dell Technologies company, enables its enterprise customers’ IT and digital business transformations through hybrid cloud and big data solutions.

Recently it was announced that the two companies, Dell and EMC would merge in the biggest merger in the history of IT. Through the merger, Dell EMC incorporated the two company’s capabilities and portfolios,

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sales teams and R&D departments to establish itself as the technology industry’s leading advisor to Enterprise and Commercial companies in all sectors all over the world.

Architecture of change Prior to the merger, O’Regan has worked in a number of technology development roles, before moving towards a focus on cloud computing and cloud based analytics. His background is in High Performance Computing, which later took him into “Cloud Computing” and Data Analytics, harnessing his skills and experience in “Grid Architectures”. In his current role as CTO, O’Regan sees himself as an architect of end to end solutions.

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“My job really is to articulate our company’s point of view of our technology for our customers, partners and to architect, develop and design solutions for customer’s right across the broad spectrum of our portfolio,” he says.

Dell has been one of the world’s leading technology solutions providers, most notably in the End User compute/PC and Server market.

O’Regan believes that this presented a challenge for Dell, as people would think of Dell purely as a laptop or server provider – as opposed to

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“As a company our key role is providing essential Technology for our customers organisations to build their digital futures, to transform IT and protect their most important assets other than their people, their information” End to End solutions provider.

“The company developed those technologies wonderfully well but there’s certainly much, much more than that,” he says.

EMC falls into a similar category, referred to on the surface as just a hardware storage provider, despite developing and acquiring a series of technology solutions that are predominantly Software based, and aligning Dell EMC in this regard, is something that excites O’Regan looking forward.

“EMC has made some of the most

interesting and relevant storage solutions across the industry to this day, but we work with more than just hardware technology and I think that’s what makes it so exciting about this coming together with Dell,” says O’Regan.

“At EMC, our heritage is deeply steeped in Engineering. And with Dell we inherit the position of pioneers of Technology commitments to Open Standards such as x86 and Software Defined Networking”

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The merger with Dell to become Dell EMC represents a turning point in the technology solutions industry.

“This forcers our partners, our customers and the whole industry to look at the company in a very different way,” says O’Regan.

Dell EMC will now be looked upon as an end to end service provider, from edge to core to cloud based solutions.

Navigating the digital space Dell EMC provides core infrastructure, technology, connectivity and capacity in what O’Regan sums up as “servers, networking and storage”. The company also offers the cloud and visualisation business VMware as well as RSA, which is a security and data protection arm of the business.

How the company strives to provide this, is through enabling customers to become a digital business. Dell EMC enables its customers and enterprises to build digital business, transforming through “trusted Hybrid Cloud structure while using Big Data and analytic solutions through modern data centre architectures”.

“We take that and incorporate

industry leading converged architecture, compute network and storage, wrapping it into cyber security and data protection technologies as well,” says O’Regan.

In the journey to becoming the technology industry’s most trusted advisor, Dell EMC will provide capabilities across the continuum of the industry, incorporating strategy, development, consulting services and Application and Software Development solutions.

The technology industry is currently in what O’Regan describes as an “explosive place” at the moment, explosive in the sense that it is being dominated by a multi cloud focus and the turn towards digital transformation.

“The market right now is all about digital transformation, looking at Big Data and Big Data structures and really using analytics to drive for better results from and insights into the data,” He adds - “Our market is dominated by multi Cloud, Digital transformation is core to what all business models are trying to achieve, and Big data and analytics is driving the behaviour of the enterprise. The IT

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org has to change, the people and process within the organization needs to change to compete and survive and all of this becomes kind of terrifying when you attempt to articulate, or paint a picture like this.

We try and put all of this into context, and remember, its not just the industry and the customer community that is changing, but the vendor and partner community is changing also, so the entire industry as a whole is being disrupted and its important and incumbent upon us to make sure that the customer knows that we are with them on this disruptive journey”.

This explosive place has forced organisations like Dell EMC to look at its current position today, with regards to technology solutions and where the company is heading over the next decade and beyond. This, O’Regan believes, is why it made sense for Dell and EMC to come together.

“Some of the dynamics of the industry are playing into our hands. Specifically, our customers’ organisations have to respond to this explosive change and it’s a big change in the way things work,” says O’Regan.

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Technology, O’Regan says, is only a small part of this explosive change. Dell EMC recognises that the people and process of these customer organisations need to change to compete and survive.

This need is addressed by Dell EMC as the very culture of the company is to unify in an attempt to articulate and paint a “road map” of understanding for its customers.

Disruption by design Disruption and transformation can be seen as a negative thing. In an industry where the need to change and transform is a means to survive, it is important for Dell EMC to work with its customers to better serve them.

“The entire industry as a whole has been disrupted and it’s really important for us to make sure that our customers know that we’re with them all of the way on this disruptive journey and that change doesn’t always necessarily have to be a bad thing,” O’Regan explains.

The company achieves this through the Dell EMC umbrella of different companies all with

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different capabilities within each organisation. Through Dell EMC and Dell Technologies, the company is better optimised to address customers’ transformative challenges.

The challenge of change Disruption and transformation naturally brings challenge and Dell EMC is not without its challenges. O’Regan identifies the challenges the company faces as two fold. Firstly, challenge from a technology perspective – specifically, the need to IP new technologies and distribute them out to customers and the IT capacity to do so.

“The challenges as I see it are 2 fold.

The first is technology. We have to build new technology, such as Cloud native applications, data lake environments, and simplify how all of these things are deployed so that we have enough IT capacity to navigate this, so there is a technology thread that is addressed as part of the challenge, so we need to simplify how new technologies are deployed out to our customer ecosystem,” says O’Regan.

Secondly, as with any digital transformation, there is people and

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process, cultural change. To compete and survive, customer organisations need to modernise and transform, but adopting new technologies and ways of working can prove difficult.

“In this I mean that the IT organization itself needs to modernize, so we are going to have to get skilled up and used to new technologies that we are going to have to become very literate on such as new programing language, and DevOps operational models.

It’s about adopting a new way of working and a new cultural process and for me that’s one of the hardest

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things to do,” O’Regan continues.

“The impact of transformation to the end user, is really everything.

The end user is looking for a Data driven, real time, and personalized 1:1 relationship experience from IT, and IT traditionally can’t do that today, so all of these disruptive technologies and architectures and Cloudification are part of the transformation toolset if you will. So this is a very big aspirational goal and the aspiration is very clear with the customer and the end user, and if we don’t achieve it, they’ll simply go somewhere else to achieve it”.

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The customer at the centre In a world where technology is advancing more than ever, keeping what the customer needs are with regards to IT and technology is crucial to Dell EMC. “We’re razor focused on our customers. The culture of Dell EMC is the ability to listen, to understand and to apply technology platforms and technology solutions to be able to help our customers,” says O’Regan.

The very goal of Dell EMC is focused on the customer and new technology to enable

customer and human progress.

“We’re committed to bringing technology innovation to our customers right across the world so they can transform and thrive in their new digital economy,” O’Regan adds.

“Technology is changing rapidly, and sometimes at a pace that makes it difficult for even the builders and developers of advanced IP to keep up.

For instance, we develop State of the art infrastructure and technology that we make available to our wide audience arena, from SMB right up to corporate Enterprise and

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these technologies need to bring differentiation and add true value to what our customer is trying to achieve We also develop technology, made available from our deep and wide Software and Hardware portfolio that is built to a specific standard for a specific industry or vertical type, such as Telecommunications, oil & Gas and E&P etc.

The good news is that customers, large or small, specific or generic in their delivery and consumption of technology have access to this technology and to this, we are ferociously committed”

A digitally connected world O’Regan’s position as CTO allows him to identify incoming trends within the industry, be it digital transformation, disruption or the increased role of IoT. “When thinking about our organization and what makes us tick, what makes us relevant and why I love working here, my conclusion on where Dell EMC are relevant and how we differentiate, is that we are many, many more things then just a Hardware technology vendor, we have to navigate a much more complex ecosystem, so the amount of skills and resources available at Dell EMC, as well as the technologies that we have IP’d and/or acquired over the last number of years, are incredibly relevant to what’s going on in industry over the next decade, decade and a half and possibly beyond, so as a technologist wanting to architect and build things, that’s kind of a cool place to be” So what’s keeping the CTO’s and CIO’s up at night, and what exactly is this Digital Transformation and how does it hold its relevance to the typical Dell EMC customer

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today and going forward?

“So there are big megatrends, we see convergence and divergence all of the time, across all types of industries and we are seeing the greatest explosions in these spaces. So it may sound like an Oxymoron, but it’s really routed in getting comfortable with the fact that change can be good – As a CTO or CIO, I have to look at mobile devise usage and consumption, I have to think about learning and developing on new technology, a new ecosystem, you can’t control the new partner ecosystem, I have to be good with consumption of technologies that I don’t own, that to some degree I can’t control, and if I look at using acyclic tools, then perhaps we can !”

He adds: “Enterprises traditionally tend to be evolutionary and not revolutionary and there is a conservative nature in IT. That said, there is a clear understanding, from what I see, that these new tools and technologies are inevitabilities, they can be useful and we really need to go navigate them, sooner rather than later. This is how we achieve what I call “Disruptive evolution” in the sense

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We’re committed to bringing technology innovation to our customers right across the world so they can transform and thrive in their new digital economy that, we haul our existing technology form the new world and make it compatible with the old-world, this is tough, as it forces us to rethink how we architect, rethink how we platform for new and existing applications and data sets, and it’s all about forward evolution,… a kind of loving and leaving going on at the same time”.

This is indeed all good and well. But what of the investment already made in the Datacenter and where is the focus from a Dell EMC point of view here?

“It’s in the application” says O’Regan. “it’s all about the Application - So a good example of this would be when we mobilize storage going forward – so, we now have access to and visibility of all of this centralized data, where am I going to store all of this information. First thoughts are, well I have a state of the art Storage Area Network, perhaps built on VMAX architecture or similar, this is the obvious place to store & scale the

information – so, you can do this, but most of the mobile or new apps that you’re now building, require S3 or Object interfaces, or restful API. So now you’re thinking, do I throw out my Traditional Scale Up Storage System to make room from my new Scale out environment? Well… No – we say that you deploy your new scale out engineering and absolutely move some existing workloads from the old world into the new, however, critical apps that were written to a scale up on a vertical structure will remain on the “Monolith” on the scale UP architecture that was specifically designed to handle these workloads. This is a disruptive evolution as you now have new architecture that is compatible with your old world platform and you can roadmap your next “Mobile workload” deployment onto the new Scale Out platform while still servicing the Traditional Apps accordingly He also has projections that

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indicates there will be around 38 billion connected devices by the end of the next decade, and with that level of connectivity comes an increased access to data.

With such volumes of data inevitably comes the question of the security of that data.

“We’re more connected than we’ve ever been before which means we are more at risk than ever before,” says O’Regan.

Dell EMC strives to safeguard through that risk by working to become better informed on threat intelligence. Through the use of algorithms designed in house, the company can better understand the threat that comes from handling high volumes of data moving from data centre to cloud, exposing the IP by adopting Continuous Integration and Continuous Development as part of the App Dev experience.

“By working to understand the threat that comes within our network we can make more informed decisions, analyse predictability and defend against cyber risk more efficiently.”

The merger of Dell EMC, as stated

by O’Regan, represents the current explosive and disruptive nature of the data technology industry. The increase in focus on data storage and analytics is something that O’Regan believes all company’s must and will adopt to better serve the ultimate goal, the customer.

“We are going into this digital, cloudnative world where it’s not enough to just to store and protect information anymore. We need use information to better serve our customers, we need to help our customers use information to better serve themselves and we need to use information to better serve people right across the world where possible,” he concludes.

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Transforming technology Written by Nye Longman Produced by Danielle Harris

IBM

KEEN TO EVOLVE WITH THE INDUSTRIES IT SERVES, IBM IS SHIFTING TOWARDS BECOMING THE WORLD’S LEADING CLOUD PLATFORM PROVIDER WHILE INVESTING IN ITS STRENGTHS

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BM has been at the forefront of innovation for over a century; its creations have consistently transformed how businesses and society at large interacts. Far from resting on its laurels, the company has embarked on transforming its products and services in line with the needs of its UK customers, as well as the global market.

Business Review Europe speaks to Andy Brierley, IBM’s Vice President of Global Technology Services, about how the company is building on its already very strong hardware and software offerings with a shift towards cognitive solutions and cloud-based platforms. We also explore how the rest of the company’s divisions are contributing to its long term transformation and prosperity.

OPERATIONS AND INNOVATION IBM’s vast portfolio covers everything from data technologies supporting cognitive commerce, through to analytics, mobile technology, security solutions and cloud platforms. This portfolio is constantly be strengthened through investments in

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All the expertise in the world can count for nothing if your thinking isn’t aligned from the very beginning...

Act as one.

When you’re undertaking large-scale, mission-critical projects like digital transformation, you need to have total confidence that all parties involved communicate well. But much more than that – you need them to understand the same strategy and share the same vision, right from the very start.

IBM and Citrix have a long-standing track record of collaborating successfully to deliver game-changing solutions across such areas as enterprise mobility, cloud, virtualization, security and networking.

We keep our joint focus sharp and on target, working together from project conception right through to final outcomes, to drive innovation and ensure that whatever the task at hand, you benefit from our joined-up thinking. www.Act-As-One.co.uk

“Our companies share a joint approach and technology roadmaps, access to technologies for end-to-end testing and a strong track record with mutual clients. Together, we provide the right services and technology to assess and plan, design, implement and manage a more cost-effective, centralized and virtualized desktop environment.”

Don Fitzpatrick, General Manager, IBM Global Networking Alliances

WITH A GREATER VANTAGE POINT, A GREATER ADVANTAGE.

Zebra gives you the big picture. In today’s data-centric world, real-time information is crucial for your business. And with hardware, talking to software, talking to the cloud, only Zebra’s intelligent, enterprise-level solutions give you the connectivity and unmatched visibility you need to manufacture success.

See the vision at ZEBRA.com/visibility ©2016 ZIH Corp and/or its affiliates. All rights reserved. Zebra and the stylized Zebra head are trademarks of ZIH Corp, registered in many jurisdictions worldwide.

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new opportunity areas like Watson value for their organisations.”

Health, Watson Internet of Things “That involves IBM delivering and hybrid cloud, and through projects such as large hybrid cloud a broad ecosystem of strategic deals, taking costs out of our alliances and partnerships. clients’ organisations through IT The company also offers industryconsolidation, IT rationalisation and, specific expertise to a number of in some cases, taking over clients’ sectors, including banking, retail, IT infrastructure, transforming it, telecommunications and various and then running it on behalf of the public sector and government client for several years.” institutions. Underpinning He also explains that its market-leading a number of shrewd products, services, and acquisitions made solutions are a range in recent years of customer support have enabled functions from direct the company to Number of customer hotlines and offer a very strong employees education tools to online cloud platform to at IBM support communities. businesses – a key “I look after IBM Global aspect of the business Technology Services sales for the that IBM is looking to grow in the UK and Ireland and in particular our future. Brierley says: “Some of our very largest size deals by value” says clients will be moving 100 percent Brierley, “so my focus is primarily on of their IT function from their current making sure that we drive the sales insolvent state, located in a data that we need. We do this by creating centre somewhere in the UK, into value propositions that will address a managed cloud environment. our clients’ business challenges “This gives variability, flexibility, and therefore drive increased and better price point function – and

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we’re doing these migrations for a lot of customers. This highlights that the investments we’ve made, the skills that we have, and the level of automation we are capable of deploying, are some of our strongest attributes we can apply when delivering compelling solutions for our clients.

“My team is talking to clients about how we can reinvent their businesses, change their cost profile and make them far more agile by using some of the strategic investments that we’ve made. Along with our products and key partnerships and alliances which are so important to us, in many different industries and specialist areas - we integrate it all together to provide a serviceintegrated approach for our clients.”

The structure and organisation of his teams are aligned according to each industry in order to have an unmatched level of specialisation and deep industry knowledge. “I’ve got one part of the team that’s focused on financial services,” Brierley adds. “I’ve got another part of my team that’s focused on the public

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“All the investment we’re making in cognit analytics, big data, a quantum computing eventually wrap itself a service form and le it to clients effective and efficiently”

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ts itive, and will into ead ely

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Juniper helps you build more than a network.

Build the future.

Juniper Networks challenges the status quo with innovative products, solutions and services critical to businesses by transforming the economics of networking in the cloud and cognitive business world. We create highly scalable, secure and cost-effective networks for unprecedented agility, efďŹ ciency and value.

www.juniper.net

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It is well known that IBM invests billions of dollars each year in R&D, but one overlooked aspect of this process is how the company is able to seamlessly integrate and roll out these innovations into the wider global business sector and I’ve got one focused on the majority of the other industries.

Beneath the leadership team, there are individual experts in each industry such as media and entertainment, telecommunications and utilities.”

It is well known that IBM invests billions of dollars each year in R&D, but one overlooked aspect of this process is how the company is able to seamlessly integrate and roll out these innovations into the wider global business. “All the investments we’re making in cognitive, analytics, big data, and quantum computing will eventually wrap itself into a service form and lead it to clients effectively and efficiently,” Brierley says.

“That continuous program of over 100 years of reinventing itself has enabled IBM to refresh both the messages to our clients and the

solutions and services we offer them.

It’s at the heart of everything we do.”

TALENT MANAGEMENT Five Nobel Prize Laureates have worked for IBM through the course of its long history, which gives no small indication of the sort of talent its operations attract and demand. The company retains an enviable portion of the top technology and sales talent available anywhere.

“I’ve spoken to a number of CIOs at a variety of banks who’ve told me they don’t mind paying extra for IBM’s staff because we bring talent that no one else has available to offer,” Brierley explains.

“The quality of the talent and the experience in the individuals that we’ve got and their ability to create and bring value to clients, is one of our major competitive strengths.”

It almost goes without saying

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WHEREVER YOU GO YOUR DATA IS READY. WELCOME TO DATA FABRIC Manage your data seamlessly across any environment and move it to where you need it most. The future of data management is here.

Š 2016 NetApp, Inc. All rights reserved. No portions of this document may be reproduced without prior written consent of NetApp, Inc. NetApp and the NetApp logo are trademarks or registered trademarks of NetApp, Inc. in the United States and/or other countries. All other brands or products are trademarks or registered trademarks of their respective holders and should be treated as such.

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that IBM’s training and selection processes are rigorous. For Brierley’s team, which is responsible for hundreds of millions of pounds in sales annually, the criteria – and the rewards – are higher still.

“We have a very structured set of courses,” he says. “Starting off when our foundation graduates or apprentices arrive - that literally lasts from cradle to grave for the employees as they come on board.”

IBM’s incentive package is designed to ensure that a great deal is reached for all involved, for mutual long-term success: “We lead and motivate our salespeople to do good business – and good business is not just that they sold a very nice deal, it is something that is good for IBM and good for the client. We do retention on commission for a period of time to make sure what we sold for the

client is deliverable and the client is happy with what we’re delivering.”

LOOKING TO THE FUTURE “I think we’ll continue on the journey of driving our solutions to be cognitive,” Brierley muses. “All our platforms will become cloud. All our focus will be on industries - I don’t see that changing. I think we’ll become more and more an organisation that drives all our products, our software, our hardware - as a service for clients.”

“We have reached that point and we’re on the right trajectory.

Certainly, if I look at the quality of our opportunities and some of the conversations we’re having now with clients, it feels like we’re ahead of the market. Indeed, our own analysts are telling me that in the UK and Ireland we have taken market share from our competition in the last few quarters.”

IBM has not faltered in cresting wave after wave of innovation and is aligning itself ever closer to the needs of UK and global businesses and industry segments

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Recovering from a hit to its share price last year, IBM has not faltered in cresting wave after wave of innovation and is aligning itself ever closer to the needs of UK and global businesses and industry segments. By channelling its unique knowledge and skill sets, the company’s move from tech provider to services integrator will be the driving force for at least the next five years, as Brierley concludes: “Technology is still encumbering far too many of our clients and they are struggling to get rid of it. As we transform to a cognitive solutions and cloud platform company the challenges will remain. We’ll just have to continue to come up with new ideas, innovative propositions, more efficient and effective ways of solving business issues, and I’m very confident we’ll continue to do that.”

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New ide IT, new b

Written by Tom Wadlow P

eas, new business

Produced by Andrew Lloyd

Over the past three years Pizza Hut Restaurants UK has matured and innovated its IT operations, leading to tangible benefits that ultimately enable restaurant team members to provide a better experience and service to guests up and down the country

F

or more than 40 years UK pizza lovers have been dining in Pizza Hut restaurants. From a single store in Islington, London, to 268 outlets with more than 8,000 staff, a lot has happened since 1973.

It is, however, the last three years which has seen arguably the most significant degree of change. The brand is evolving fast, thanks to innovation and transformation inside and outside of the restaurant. By the end of this year, 192 restaurants will have been refurbished. New menus and cocktail bars are generating an entirely new evening atmosphere all helping to provide a better experience and service to guests Working behind the visual refresh,

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technology has proven to be the great enabler of improvement.

Keith Frimley is Pizza Hut Restaurants UK’s IT Director, joining in March 2013 to oversee the separation of the restaurant business’s IT from YUM! and to develop a 5 year IT roadmap to improve the technology to help team members deliver great guest experience. Now with a team of 19 behind him, the vision is very much to plan, build, run and service all things technology to best possible standards.

“The ultimate vision is to provide business leadership in technology to enhance our operational capability,” he adds. “By doing that, we will be providing first class support on the new IT systems, and on the people

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Redefining Service A smooth restaurant system enables our team members to focus on service

Pizza Hut Restaurants and Oracle Maximising Technology As witness to the refurbishment of nearly 200 Pizza Hut Restaurants in the UK during the past three years, Keith Frimley, the chain’s IT director, is intimately familiar with the relentless pace of modernisation.

Teaming with an IT partner who drives innovation to meet ever-changing needs is essential in today’s marketplace, according to Frimley. That criterion explains Pizza Hut Restaurants enduring 12-year partnership with Oracle and MICROS Systems, which was acquired by the former in 2014 to establish the industry’s preferred solutions provider, Oracle Hospitality.

Here Frimley discusses Pizza Hut Restaurants partnership with Oracle whilst providing his top tips for choosing technology today that is ready for tomorrow’s challenges.

Choose software and hardware that’s engineered to work together: “Fundamentally, we need a robust, effective restaurant enterprise system that enables us to take customers’ orders and process them to the kitchen to ensure that food gets to our customers on time and enhances the customer experience. A smooth restaurant system enables our team members to focus on service rather than worry about logistics or how the restaurant system is performing.”

The right IT can create efficiencies across the enterprise, from increasing staff productivity to improving process performance: “If we didn’t have a good restaurant enterprise system, then we would be manning the restaurant with a higher number of team members. For example, with the tablet technology that we’re now introducing to our restaurant, it enables our team members to serve customers faster and more accurately, and they can deal with more customers at one time. From the order processing point of view, sending the order from the point-of-sale terminal to the kitchen and having KDS screens enable kitchen staff to see what they need to make – it’s far more effective than having pieces of paper flying across the restaurant.”

Continuously invest in technology not just to offer new services but to bolster brand relevance: “The next work we are in early stages of planning with Oracle is to implement Oracle commerce platform – giving our guests the ability to order and pay the

way they want to pay. Imagine if you’re a guest in our restaurant and you’ve already been served once, but you want to top off an order with another drink. Wouldn’t it be great if you could just order that drink on your mobile app? That gets fired to the bar, and it’s delivered to you. And once you’re ready to pay your bill, you can actually pay your bill from the mobile app, too. That’s something we’re going to implement in 2017. It’s quite an exciting element not only for our guests, but for our team members to show that we’re investing in this technology.”

Select POS systems with the ability to seamlessly integrate third-party innovations to meet evolving demands: “We’re constantly trying to elevate the restaurant experience. In the near future that may be through targeted, personalized coupons. For instance, when you last came into the restaurant you ordered a margarita pizza and a Long Island iced tea. So we could then actually push a notification to you with offers for that order. Or we may move forward with beacon technology, so if we know that you’re wandering past our restaurant we can push a notification to you, saying, “Come in today – we’ve got these special offers.” It’s all about increasing customer engagement so they feel that they’re really valued. And I’m sure there will be integration with social media. If you’re on Facebook, and you fancy ordering a product, you can just press an icon – and it’ll order your (favorite) pizza.”

Plan for Cloud now – it’s adoption is inevitable: Industry experts say the on-premise model is unsustainable, considering that 75% of expenses are drained by routine maintenance and integration efforts, leaving only 25% available for actual innovation. “With cloud, the overall administration and speed of change will be so much more effective. But that’s just one thing.

There’s also the cost of ownership and financial impacts.

The benefit is actually not to have to replace server technology, which is quite costly. Each of our restaurants has a back-of-house server; a cloud-based solution will remove it. It’ll also have central configuration so that’ll lead to great omni-channel enablement. Right now, when we create a menu in a restaurant, we then have to replicate that menu on a web interface and then on a mobile interface. What I really need is one system that can feed all of those channels. Ultimately, with cloud, we’ll enjoy a good return on investment. As yet we are some way from making the move to cloud but this is certainly in our longer term strategy”

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side have a team of customer driven By the end of 2016 48 restaurants people with a focussed can-do will have been introduced to the new attitude. In terms of reliability, we system. “This has been particularly want to ensure dependable on-time effective,” comments Frimley. “It has delivery of services and products to proved that we can make better use our restaurants and facilitate secure of staff’s time, as team members access to information systems can deal with more customers by anytime, anywhere via mobile.” not writing down orders and walking Indeed, ‘technology at the heart to and from the kitchen. It also of the development of Pizza Hut removes errors and speeds up the Restaurants’ forms ordering process.” the crux of Frimley’s “As well as tablets, five year plan, which we have also upgraded focuses on four key a lot of our point of areas: In restaurant sales terminals in our technology; CRM, restaurants. Pizza The year that digital and social media; Hut Restaurants first Pizza Hut was Business intelligence introduced the terminals founded and institutional in around 2005, but knowledge and, over the next three finally, infrastructure. years all of them will be upgraded, which is a considerable investment.

Restaurants revitalised We have already rolled out 300, The five-year plan bids to build on vast with another 350 coming by the enhancements and upgrades already end of the year and another 400 in made since 2013, no more evident early 2017. It will increase reliability than in the restaurants themselves. and support - for instance, when New Windows 8 Lenovo tablets are we require menu changes, the new linked up to the point of sales systems, system will reload more smoothly.” allowing staff to take orders digitally.

As soon as orders ring through, it

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“Redfaire is not just a supplier to us, but a strategic partner.

Thanks to Redfaire’s outstanding support of our Oracle ERP system, and their technical know-how around Cloud, we have an extremely cost-effective and user-friendly ERP system. With Redfaire looking after our ERP system, we know that we are in safe hands, issues get resolved quickly, efficiently and with no hassle.”

Keith Frimley, IT Director, Pizza Hut Restaurants

“Redfaire shares Pizza Hut Restaurants’ ethos of outstanding customer service. Like our team at Pizza Hut Restaurants, Redfaire people don’t just clock in, they always go the extra mile.”

“Our customers value the sense of security that comes from knowing that we’ll help them ‘keep the lights on’ and that we are committed to helping them unlock latent value in their Applications. We help our clients to continuously create value.”

Christian Fronteras, Managing Director, Redfaire Global Support

Redfaire Optimising and Supporting Oracle ERP at Pizza Hut Restaurants In 2014, Redfaire worked with Pizza Hut Restaurants to upgrade Oracle’s JD Edwards ERP and to move their on-premise ERP to a private Cloud.

As part of the upgrade, Redfaire and Pizza Hut Restaurants took advantage of the latest technology to bring tighter Point of Sale integration to enable automated reconciliation of restaurant data. Since then, with a 100% guaranteed uptime, Redfaire Global Support has provided 24x7 IT Support to Pizza Hut Restaurants’ Oracle

A Winning Partnership Redfaire Global Support works hand in hand with the IT team at Pizza Hut Restaurants to optimise their Oracle ERP system. It is a long-standing and strong partnership which is based on a shared ethos of excellence in customer service and a no-nonsense, can-do attitude.

ERP team.

This model has many advantages for Pizza Hut Restaurants: • Moving the on-premise ERP to the Cloud has allowed Pizza Hut Restaurants to reduce costs and to benefit from Cloud-based infrastructure.

• ERP in the Cloud offers Pizza Hut Restaurants agility, scalability, and future-proofs their ERP. • Outsourcing ERP support means that the IT team has time to focus on more strategic initiatives, safe in the knowledge that they have a team of experts on hand to support their back-office business systems.

Redfaire Global Support was chosen

by Pizza Hut Restaurants thanks to their deep technical and functional skills, clearly defined methodology and proven commitment to maintaining

focus on what they do best. What’s more, because Oracle ERP Support is our core business, we can deliver this service in a highly cost-effective and efficient manner.

We work with a diverse group of customers across EMEA, from ambitious SMBs to large multinational companies. However, what all our customers have in common is that they appreciate the hassle free, personalized service we deliver.

the highest quality standards. Redfaire Global Support is ISO27001 certified (British Standard Institute - BSI) and the company places data security at the heart of service delivery.

About Redfaire Global Support Redfaire Global Support is part of Redfaire International, a leading Oracle ERP partner in EMEA.

www.redfaireinternational.com hello@redfaireinternational.com +44 (0)118 965 3904 @RedfaireERP

By letting us look after the day-to-day support of Oracle ERP and its users, our customers have more time to Oracle and Java are registered trademarks of Oracle and/or its affiliates.

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is vital that the kitchen is made aware of what is needed and when, and this is where a new restaurant enterprise system has been earning its crust.

Old and multiple versions of the software has been upgraded to one common version of Oracles Micros RES3700, a unified platform rolled out across the restaurant network.

“The last thing we want is half an order being ready and waiting on the side for the rest to catch up,” Frimley says. “The system stages an order for the kitchen. It will tell you to first start cooking a pizza, and then three minutes later it will notify you to start making the sides to go with it.” Crucially, the Restaurant Enterprise System also keeps track of inventory levels as and when orders are made, allowing restaurants to know exactly what goods need ordering at any particular time.

Further optimising service is the simple addition of buzzers to prompt front-of-house staff when food is ready to be taken to tables, again helping to enhance customer experiences and turnover tables more efficiently.

Customers are also benefitting from

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the provision of free Wi-Fi from O2, introduced in 2013, which has allowed Pizza Hut Restaurants to gather crucial customer insight data and engage them with offers and promotions.

Appwardly mobile The most notable promotion comprises a loyalty points system available through the iOS and Androidenabled mobile app, a huge area of focus for Frimley for next year.

Since the national launch in May over 100,000 customers have downloaded the app and are participating in the points deal. The app allows customers to book tables, order take-away and collect rewards when dining in. Rewards include a choice of free food, such as free sides or pizza as a reward after three and six visits respectively. Additional offers like free desserts and money off vouchers are also available. The app forms part of a wider strategy to appeal to the millennial market.

It is the improvements in the pipeline next year that energises Frimley. “The exciting thing for us next year is the opportunity to extend the reach of

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the app,” he says. “Customers will be able to order and pay for food and drink on their mobile device, either in the restaurant or before they arrive.

“You could book your table and also order your food, which we’ll have ready for when you sit down, and even then you can add things on and pay when you like. That lapse time between deciding to leave and paying bills can be frustrating for customers, so this offers real flexibility and speed.”

Supporting team members Team members have been the other major beneficiaries of Pizza Hut Restaurants’ recent IT investments.

Hutters, formerly known as HutSpace, is an internal social network built on Microsoft Yammer to help staff engage better with the Restaurant Support Centre and each other.

“Having 268 restaurants across the UK can make it difficult to generate proper team member feedback,” Frimley explains. “We only have 120 employees in the RSC but 8,000 across the restaurant network, so we needed a platform which would help engagement”.

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8 years!

Celebrating 8 years as Pizza Hut’s Technology Partner Application and Security Managed Service Provider We are at the centre of today’s business and technology revolution. With UK based on-premise, public and hybrid cloud platforms for enterprise applications CSI helps transform complexity into simplicity. CSI understand that applications drive business and CSI manages applications securely.

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“We chose Yammer because it Team members can also enjoy is Software-as-a-service (SaaS) content generated by The School hosted in Microsoft cloud, it has of Life, its behavioural learning mobile applications meaning anyone which is using external expertise to can access it anywhere. It provides deliver behavioural and personal us 24/7 access and everybody development to all our team members now has an email address.” for free on top of their traditional Feedback has so far been training. It’s blended whole person extremely positive, and 3,800 staff development and the tech of Yammer are currently using the portal, with has allowed it to be delivered, but individual restaurants also accessed wherever able to set up their and whenever team own groups and drive members want it. localised discussions.

Pizza Hut Restaurants Team member rotas UK’s Chief People The amount of and training videos, and Marketing Officer revenue produced played through Hut TV, Kathryn Austin recently

by Pizza Hut along with emergency won HR Director of Restaurants UK IT support are other the Year award at helpful tools. the HR Excellence “It’s a great way of getting feedback awards. Her adoption and from our restaurants, in fact our CEO implementation of Yammer was has appeared several times on there, praised by award organisers. posting ‘ask me anything, and I will This open communications answer it’,” Frimley adds. “Menu underpins the behavioural culture of discussions also take place, app the organisation, through the best of discussions take place, and customer me and best of us approach as well feedback can be posted on there too, as assists the technology journey. helping us to recognise the great work Supplementing the additional carried out by individual restaurants.” organisational benefits of the

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Hutters network is a new workforce management system, implemented

by Verteda. This has enabled Restaurant managers a greater degree of accuracy and control over labour planning and deployment, as restaurants can forecast how many employees will be needed for any given shift at any given restaurant.

With accurate labour forecasting, based on activity and sales data, you can build efficiency, grow revenue and positively impact the restaurant’s bottom line. “Without this you are in danger of impacting the ability to properly serve customers which, if we’re going to be the best place to eat, we have to get right,” Frimley adds.

Backstage Behind the scenes, several key partnerships have transformed vital IT processes, from enterprise resource planning through to 24-hour IT support services.

A key task for Frimley when joining in 2013 was to review upgrades to Pizza Hut Restaurants’ ERP software, which back then comprised JD

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Edwards AS/400. He decided the best course of action was to stick to the expertise of Oracle and keep the JD Edwards product suite, bringing in Redfaire to implement the upgrade. Numerous benefits have been reaped from the move.

“We upgraded to JD Edwards EnterpriseOne release 9.1, taking the opportunity to adopt a SaaS approach, using Redfaire to host the application in its Cloud 9 private cloud infrastructure,” Frimley explains. “This has given us a far more robust service level agreement and disaster recovery.

The user interface is now a web-based setup, which is far more user friendly for our teams and more intuitive.”

Pizza Hut Restaurants’ underlying server and network infrastructure, including that which runs their main website and key business intelligence systems has been successfully supported, monitored and maintained as part of a Managed Service Contract held with CSI for the past eight years, while Retail Assist provides crucial support to keep the business online when problems arise.

“One of the challenges we faced was the quality of support and service to our restaurants,” Frimley says. “I had no awareness of the call volumes being made, key issues, let alone the information needed for my team to identify trends and root causes. For me it was very important to implement a one-stop-shop for our restaurants to report and resolve any IT issues, to have a single point of contact where all calls can be logged.”

After three months, having transferred the knowledge of how a Pizza Hut restaurant works, Frimley saw a step up in service.

The number of incidents gradually reduced and the Helpdesk is now delivering an impressive first time fix rate of 90 percent. Retail Assist, awarded Best Managed Service Desk by the Service Desk Institute, also provides early morning global checks and validation of systems, meaning IT has been thoroughly checked before staff arrive for work.

All suppliers and partners are encouraged by Pizza Hut Restaurants to visit the sites and grasp a feel of the

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“IT at restaurants should be like turning your lights on, a given that it will work, like electricity - that is the panacea. Job well done” – Keith Frimley, IT Director

PROUD TO BE THE SINGLE POINT OF CONTACT FOR PIZZA HUT RESTAURANTS’ IT AROUND THE CLOCK For award winning IT service desk support contact us on: +44(0)115 904 2777 | www.retail-assist.co.uk | info@retail-assist.co.uk

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pressures of service, creating a picture long term customers to Frimley, of how their services can translate into whose vision can be described by frontline impact. “In general I look to standing in his customers’ shoes. work with partners and suppliers who Frimley explains: “In terms of what are challengers, come to the table with our customers will notice, I want them fresh ideas and who have a strong to say ‘I have reliable and secure track record,” Frimley adds. “Most access to the products and services importantly they do what they say I use; our IT Team deliver great value they’re going to do, as our suppliers through services, products and are an extension of our IT team.” provide up to date technology, they “We have introduced are always bringing new a formal supplier ideas on how technology review process which may assist and improve includes a Supplier the business and of the year award, ultimately the service The number of enabling ourselves and to our guests and value staff employed our partners to provide to our shareholders.

by Pizza Hut feedback and ensure The support of our Restaurants UK that jointly we maintain systems is first class.’” high service levels”.

And as an internal supplier to the business, Frimley’s Foot on the pedal end game is for his customers to say: Though much has already been ‘IT are jointly owning the success achieved in three years, with new of the business by working with technology coupled with a balance operations to provide and operate of leveraging existing applications world class IT solutions in the giving a blended platform to Restaurants rather than just provide build upon, plenty of hard work kit that works. They are always there, still lies ahead. Restaurants and 24/7 to assist us help improve the IT colleagues are considered effectiveness of the operations.’

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The past few years has seen IT move from what Frimley describes as “firefighters to trusted operators”, and with new innovations such as the app extension coming in next year, technology looks set to drive the business forward in the future, enabling the IT team to deliver business value.

In Asia new innovations include robot waiters, while the UK team’s new Subconscious Menu concept is also making waves. Frimley explains: “The digital menu uses eye tracking software to assess where the customer is looking on the menu and then using a mathematical algorithm, determines which pizza is most suited to their tastes. When 200 customers tested the Subconscious

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Menu, it had a 98 percent success rate of recommending pizzas that customers enjoyed.

“We love to excite and innovate.

We wanted to try a few ideas on the traditional menu format and we’re delighted to have developed the world’s first Subconscious Menu, a unique way to reinvent the dining experience.”

Although robot waiters are not on the near future menu as they are in Pizza Hut Asia, best practice and excellence remain the overriding priorities.

Frimley concludes: “Ultimately, we are running IT as a business.

IT in restaurants should be like turning your lights on, a given that it will work, like electricity – that is the panacea. Job well done.”

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Sustainable resources Written by Nye Longman Produced by Jack Pascall

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Utilising unmatched expertise, Euromax is delivering its flagship copper-gold mining project in Macedonia while making a significant contribution to the local community

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estled in the verdant hills of south eastern Macedonia are the villages of Ilovica and Shtuka which together sit on one of the nation’s largest copper-gold porphyry deposits.

Spotting the opportunity to develop this lucrative resource back in 2012 after selling European Gold Fields to Eldorado Gold Corp, Canadian-owned Euromax Resources stepped up to the challenge and the current management team moved in. Four years down the line, and with all but one of the necessary permits and assessments completed, construction of a bulk tonnage open pit mine is almost ready for the go-ahead. Business Review Europe speaks to Patrick Forward, Chief Operating Officer at Euromax Resources, and examines how the project has been engineered to be a profitable success, and how the company has placed sustainability at its core.

“We recognised it was actually a business necessity to get the project finance we want, but it is actually, I think we have proved it, relatively easy to do that,” he says.

The Ilovica-Shtuka mine The long term goal of Euromax is to grow to become Europe’s leading gold and base metal mining company, with the Ilovica-Shtuka mine as its flagship project that will employ 500 locals. In line with this ambitious goal, the company and its experienced

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BANKABLE METALLURGICAL TESTING ACHIEVING IMPROVED PROCESSING AT THE ILOVICA PROJECT GLOBAL NETWORK

Based upon given preferences for the circuit configuration, SGS then used previously generated kinetic data to provide computer simulation of the requested CIL circuit providing;

SGS offers a very broad range of valueadded solutions, which reduce risk, enhance value and maximise returns at each step of the mining value chain.

With over 70 years of experience and a truly global presence, SGS has earned the reputation as the leading supplier of proven, technologically advanced metallurgical services. From metallurgical laboratories located on six continents, SGS provides the optimal, environmentally sustainable flowsheet for mining operations around the world.

• • • • •

LOCAL EXPERTISE The expert team at the SGS metallurgical laboratory in Cornwall, UK completed a successful Preliminary Economic Assessment for Euromax Resources‘ Ilovica project in 2012. As development of the metallurgy continued, there was a need to adjust the flowsheet and SGS continued work on the project through the Pre-Feasibility and Definitive Feasibility phases.

Around fifty-six rougher and cleaner kinetic flotation tests were conducted on a master composite to optimise conditions. Using the optimised conditions, a flotation test was conducted on each of the fourty variability domains to determine metallurgical response. Nine locked cycle tests were conducted on different composites from the deposit to determine the copper and gold recoveries before a pilot plant was conducted to generate leach feed.

Having worked on several similar projects in the same region, the SGS team identified similar challenges arising between projects, however; on Ilovica the value streams were added through leach optimisation. The leach feed stream represented only a small fraction of plant feed. To minimise cost and time delay a pilot plant was used to generate material while providing useful scalability information on the flotation process at the same time. The bulk of the leach optimisation work was then performed using standard bottle roll tests.

The principal technical services that SGS focused on for the project included: • • • • • • •

Float optimisation Leach optimisation Tailings management Cyanide destruction Comminution circuit sizing Pilot plant testing Geometallurgy

SGS tested a range of variables including pulp density, cyanide dosage, controlled DO2 content, Lead Nitrate dosage, and pre-oxygenation time. Once the leach stage had been optimised carbon equilibrium isotherms were provided and the data was used to select a carbon addition rate for subsequent carbon kinetic loading tests.

Tank sizes Number of tanks Pulp Carbon retention times Predictions of loaded carbon values

SGS provided geometallurgical information on the deposit through the testing of variability samples with respect to comminution, flotation and leaching data. This allowed mapping of the metallurgical response of the deposit and provided the opportunity to optimise mine planning with consideration of this data. In addition, 80th percentile grindability data was then used to design an Autogenous grinding circuit using JKSimMet™ software.

TRUSTED EXPERTISE SGS‘s demonstrated success in metallurgical and process design has provided thousands of companies with effective flowsheets and practical technical solutions to processing problems. From that core capability, we continue to provide the processing industry with innovative approaches to geometallurgy, process modeling, production forecasting and processing optimisation. minerals.cornwall@sgs.com www.sgs.com/mining

TRUST PROVEN EXPERTISE TO HELP YOU OPTIMISE YOUR MINING OPERATION At SGS, we deliver technical expertise, sustainable solutions and effective services that enhance your operation at every stage. Our laboratories are part of an extensive network with leading-edge technology to help you achieve your goals, whether that means getting to market faster, or making the most of your existing operation.

On six continents we have metallurgical laboratories providing bankable testing to support projects around the world from scoping studies through to Definitive Feasibility Studies. Our recently acquired team at SGS Bateman adds expert modular plant design, engineering, procurement and construction management to our already wide range of services that support you from concept to commissioning. To help increase the value of your operation, our Mine and Plant Services experts are ready to improve efficiencies, resolve process issues and optimise recoveries.

Whether you are in the early stages of planning, have been operating for several years, or are looking to restart, trust SGS to help you manage the risks and maximise the returns. That is getting the competitive advantage.

CONTACT US minerals@sgs.com www.sgs.com/mining

SGS IS THE WORLD’S LEADING INSPECTION, VERIFICATION, TESTING AND CERTIFICATION COMPANY

EUROMAX RESOURCES

“A project of this size can move the add percentage points of the GDP of a country that size” – Patrick Forward, Chief Operating Officer

Services • Diamond core drilling up to 3000m • Underground drilling • Directional drilling • Reverse circulation drilling • Oil and gas drilling • Oil and Gas Workover • Water well drilling • Geothermal drilling • Energy drilling • Technical Drilling for Mining • Technical Drilling for Construction • Geological Survey

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When requiring a more intelligent approach to both the built and natural environment, you couldn’t wish for a smarter sausage.

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MINING

teams are looking to lead the European mining industry for social and environmental responsibility, and for health and safety.

The mine, which has proven sulphide ore reserves of 198.1 million tonnes, is optimally situated, as Forward explains: “We like the area and we like the deposit particularly because we like the copper porphyries. It has got good infrastructure, a well-educated workforce, good logistics, proximity to a smelter and we knew how important all of that was from developing the Skouries deposit further to the south when we were at European Goldfields.

“The deposit has great continuous mineralisation and it is very amenable to open pit development. It was a perfect combination of being on entirely state owned forestry ground, a little bit up in the hills and only 17 kilometres from a reasonable sized town. We weren’t looking at displacing anyone - there is a good workforce available and good infrastructure locally. That’s what attracted us in.”

With construction at the mine

billed for completion in the next two years, Euromax is working with key industry partners to ensure that it is not only delivered on time and on budget, but also to the satisfaction of the local community and to international environmental standards.

The fact that it already had an approved EIA indicated that there was much approval for the project, both locally and in the country as a whole.

“Although we had been working in

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the area, we didn’t know Macedonia itself; what we found was a country that really wanted to develop its natural resources,” Forward says.

“When we sat down with ministers and the Prime Minister, we immediately realised that there was a desire to attract foreign investment and develop their resources; a project of this size can add percentage points to the GDP of a country that size.”

to deliver on key outcomes.

Forward explains: “We have, through the local technical university, got experts on air and water, dust, noise, and socio-economic professors as well. For water services, we worked with WSP Parsons Brinckerhoff; we particularly chose to have them as dedicated water experts who would be able to talk to all the engineering needs of the project and the environmental impacts.

Sustainability “They manage For Euromax, water on-site but Number of employees at Euromax Resources measuring the also talk to the successful construction environmental and of the project hinges on social impacts of the delivering an operation that has project and make sure that as little an impact on the environment all of the other stakeholders are as possible and, moreover, makes taken care of with respect to water. a positive contribution to society WSP has been absolutely brilliant at large. To achieve this end, the in training up our own people.” miner has examined every link in An important partner was the chain – from studying the social Geops - a drilling contractor used and archaeological impact of the for the project’s drilling, resource, project, all the way through to geotechnical and hydrological engaging with specialist partners work. “Geops has been responsive,

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“We have, through the local technical university, got experts on air and water, dust, noise, and socio-economic professors as well” – Patrick Forward, Chief Operating Officer

MINING

offered very competitive rates and world class quality,” says Forward.

“They have also managed to train up local people as part of their drill operating teams and help us manage community issues relating to drilling.”

SGS was another key partner, Forward explains; its expertise was vital to delivering metallurgical test work over the four years of development. “This has included helping us optimise the process route, establish recoveries and reagent levels, characterise tailings and characterise waste rock,” he says. “The characterisation of tailings and waste rock is a vital part of making sure that our mining waste facilities, including the tailings management facility, conform to the highest international standards.

“SRK has made sure this concept can be applied in a practical way through detailed design and execution of the mining operation.”

This partner was responsible for executing the post-feasibility study

mine design, delivering a range of objectives including geotechnical analysis, pit optimisation and design, haulage design and fleet selection, as well as cost estimation and mine waste management.

“The fact that all of our mine waste is used in the construction of the embankment for the tailings management facility means that we have a reduced footprint,” Forward explains. “The embankment is entirely rock filled and uses the ‘downstream’ construction method which is the most conservative approach available.”

In the four years spent developing the Ilovica-Shtuka mine, Euromax has demonstrated that sustainability isn’t simply a matter of compliance, more an active, positive contribution to the locality. By developing the project in line with the highest international standards, and through working with local and national stakeholders, Euromax has ensured that the project’s positive legacy is secured for the long term.

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