Digital Innovation Magazine - November 2023 by iThink Media

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THE STRATEGY, IKIGAI AND PEOPLE BEHIND TOWA INTERNATIONAL’S TRANSFORMATION

NEW AI SOLUTION DESIGNED TO EMPOWER THE HR SECTOR

M I G U E L

PEREIRA Charting a course for the future of connected mobility with digitalised transport solutions at Siemens Mobility.

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november 2023

FROM THE EDITOR Welcome to the November edition of Digital Innovation Magazine!

or this month’s cover interview, I speak to Miguel Pereira, Head of Digital Services and Chief Information Officer at Siemens Mobility. We discuss the future of connected mobility, technology-driven transport solutions and the digitalisation of rail in Europe. Miguel explains why Portugal is such a formidable location for digital hubs of innovation, while also sharing his wealth of expertise on security strategy and leadership (p6). I chat with Joan Baylina, Supply Chain Director and David Peix, CEO at Towa International, about the philosophy, strategy and partnerships underpinning the company’s global expansion and cultural transformation. Joan dives into Towa International’s evolution from a local to an international organisation while David offers his perspective on how the company is tackling challenges in the pharmaceutical industry (p58). Mun Valiji, Chief Information Security Officer at Trainline joins us for an expert Q&A session, sharing fascinating insights into the company’s security strategy (p80). In our tech features this month, we share four articles on a new partnership shaking up car subscriptions in Europe (p24), the transformational thinking needed to meet climate targets (p34), five strategies to drive down costs in IT (p46) and the new AI solution looking to drive efficiencies in the HR sector (p92). Last but by no means least, our Startup of the Month is Kognia Sports Intelligence – the company committed to wielding technical innovation in sports to unlock new levels of performance (p102). As autumn fades into winter and with a new year just around the corner, we are looking ahead to 2024 with great excitement. We are working on a cracking project to celebrate startups and SMEs. If you work at or with a company that’s going to disrupt its industry with new technology or innovation – we want to hear from you! Tell us all about the company by emailing enquiries@ithink.media. We hope you enjoy our latest edition. As always, if you would like to be considered as an interviewee or if you have a story for us, please do get in touch.

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Is ‘systems thinking’ mindset we need to tackle climate chang

We speak to Miguel Pereira of Siemens Mobility about the digitalisation and technology transforming rail in Europe

Q&A with Mun Valiji, Information Security at Trainline

New AI solution designed to empow the HR sector

november 2023

the o ge?

, Chief y Officer

wer

Joan Baylina and David Peix discuss the strategy and philosophy behind Towa International’s transformation

Casi partners with Hyundai Motor Europe to expand the Mocean car subscriptions platform

102

Deploy these five strategies to lower IT costs

Meet Kognia Sports Intelligence, our Startup of the Month 5

C OV E R STO RY

The Future of Connected Mo

DIGITALISED TRANSPORT S AT SIEMENS MOBILITY Miguel Pereira, Head of Digital Services and Chief Information Officer at Siemens Mobility, Portugal discusses how digitalisation is the future of rail in Europe.

obility:

SOLUTIONS

SIEMENS MOBILITY IS THE BUSINESS OF SIEMENS AT THE FOREFRONT OF TRANSPORTATION SOLUTIONS. eadquartered in Munich, Germany, Siemens Mobility has five core business units: Customer Services, Rolling Stock, Rail Infrastructure, Turnkey Projects and Software.

Here to offer insights into the latest platforms, projects and digital technologies at Siemens Mobility that are transforming the future of rail in Europe is Miguel Pereira, Head of Digital Services and Chief

Information Officer at Siemens Mobility in Portugal. “Siemens is an amazing, large, wellestablished company that does a lot of things very well,” says Miguel. “One of the major areas of focus for us at Siemens Mobility under the broader Siemens umbrella is trying to solve the challenge of mobility, transporting people and goods, with a strong emphasis on rail. “We manufacture rolling stock and railway infrastructure, we are one of

the big players in large-scale turnkey projects and in all our endeavours we strive for sustainability – making sure that our transportation is safe, sustainable and efficient. Within Siemens Mobility we have a division called Digital Services which includes the digital solutions that support and enable the manufactured elements.” Miguel leads the Digital Services team in Portugal, overseeing two primary areas that form the backbone of their innovative

endeavours. The first area, Product Development, is keenly centred around the advancement of Railigent X, a cutting-edge initiative within the rail industry. The second area, Solution Development, specifically targets Market Pull Requirements, responding dynamically to market needs and customer-centric solutions. A notable solution emerging from this sector is Ecopilot, a testament to the team's commitment to addressing realworld demands with technologically advanced responses.

a cultural and infrastructural openness to digital advancements, evidenced by numerous companies, including giants like Siemens, choosing to establish and expand their digital hubs here. “Leading a team in this dynamic environment is not just an opportunity but a privilege, as it means working with incredibly skilled individuals dedicated to navigating the frontiers of digital transformation.

“My team performs two main tasks. The first part is directly developing “Portugal is emerging as a the Railigent X platform which serves formidable location for digital as the foundation for the second innovation, increasingly recognised part, which is where our developers for its conducive environment for and data analytics teams build burgeoning digital hubs,” says products on top of it – such as Miguel. “This development is not Ecopilot,” explains Miguel. “Railigent confined to the vibrant capital, X is our internal offering for digital Lisbon, but is flourishing across the services for the rail sector, including country, a testament to the nation's comprehensive assets. A cornerstone several different products which form an ecosystem of applications of this digital metamorphosis is Portugal's rich talent pool, brimming with the shared goal of advancing sustainable transportation by with professionals who exhibit a digitally increasing the capacity of wide range of skills and a notably rail systems. high proficiency in English, making them ideal collaborators in the “EcoPilot is a cutting-edge CDAS global digital landscape. The (Connected Driver Advisory System) strategic geographical positioning application designed to digitally of Portugal cannot be overstated, offering a unique blend of European retrofit trains, enabling intelligent recommendations for drivers. Its accessibility with a time zone primary objective is to significantly advantageous for global business reduce fuel consumption by operations, facilitating synchrony leveraging real-time data and across continents. This locational advanced algorithms, allowing benefit is further bolstered by 10

drivers to make informed decisions about their cruising speed and driving behaviours, leading to sustainable and cost-effective rail transport.” Expanding on the Ecopilot project, Miguel describes how Siemens Mobility is deploying digitalisation to transform the rail transportation sector and pave the way for more sustainable, connected mobility in the future. In the evolving narrative of rail transportation modernisation, Miguel pinpoints a critical nuance, asserting, “Although there’s a big and important push for electric

trains in rail transportation, there is still a tremendous volume of trains running on diesel, particularly in freight rolling stock more so than passenger trains.” He illuminates the stark reality that, notwithstanding the clean, efficient nature of electric trains, the industry’s substantial reliance on diesel-powered locomotives persists, especially within freight services. However, the innovation he introduces doesn’t discriminate by propulsion type. While discussing digital solutions like Ecopilot, Miguel emphasises their role in retrofitting and optimising diesel trains, stating, “Electric trains are already very 11

“What Decskill gives us is access to talent in a very agile and fast way. They’re a partner we really trust when we have a technological problem or something that we need to solve” efficient and sustainable, so the biggest savings and improvements will be in fossil fuel rolling stock.” Yet, it’s implicit that these technologies have broad applicability and can confer benefits on electric models as well. The scope for enhancement is universal, though the immediate, transformative gains are most conspicuous in the context of diesel. Miguel encapsulates this sentiment, concluding, “In an ideal world, all trains would be electric. But the 12

reality is there are thousands of trains running on fossil fuels which are going to be around for a long time to come. But by retrofitting these trains with digital solutions, like Ecopilot, we can optimise and improve them as much as possible with sustainability in mind.” His closing thoughts suggest a dual pathway: advocating for the optimisation of existing diesel trains for immediate environmental gains while also recognising the potential for similar technologies to advance electric train performance.

In essence, Miguel’s commentary champions a holistic, inclusive approach to rail sustainability. It acknowledges the industry's current state, proposes immediate actionable enhancements and supports the idea that technological solutions like Ecopilot should be leveraged across the board — enhancing the efficiency of not just diesel but also electric trains in the overarching pursuit of sustainability. “With Ecopilot, we are collecting data related to trains – such as speed, signalling systems, weather, inclination or location – and analysing the information, before relaying recommendations to the drivers so they can operate the rolling stock in the most efficient, effective and sustainable manner.

“We’re implementing this in Europe with the goal of expanding to other regions of the world because our Ecopilot customers are seeing efficiency improvements of up to 30 per cent, which is a huge impact we are very proud of,” says Miguel. According to Miguel, partnerships have been crucial to the Ecopilot project and its success. “So we are working with Decskill for the Ecopilot project on full stack development,” says Miguel. “We collaborated with Decskill to secure the talent and skills for the development of the Ecopilot platform. We have a mixed approach where many of the resources that we're building for Ecopilot are internal, but a lot of 13

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them are external. What Decskill gives us is access to talent in a very agile and fast way. They’re a partner we really trust when we have a technological problem or something that we need to solve. If we need people working on something they will respond quickly and with quality, so we have been working with them for quite a while now.” A major motivator among Siemens Mobility’s customers, connected to the sustainability perspective, is what the company calls ‘LTE’ – lifetime extension. “When we sell a train, we don't build them to last for three or five years – it’s not an iPhone, right?” says Miguel. “We manufacture trains to operate for at least 30 years and we aim to extend that lifetime for more than 10 or 20 years. Understandably, customers are always very keen to understand how they can extend the lifetime of their investments and assets. How can they make them more sustainable? How can they make them more digital? How can they secure richer data insights and monitor their fleets to make better decisions? Some customers have very diverse fleets comprised of old and new trains, with a variety of legacy infrastructure in place. Ultimately, we help our customers digitalise their fleets to run them more sustainably and efficiently.” 16

Here Miguel highlights Siemens Mobility’s project working with an Urban European Operator, a public transportation company that operates in a historic tram network. “We’re actually developing an IoT project to monitor these trams – some of them are decades old,” says Miguel. “We needed to have a comprehensive end-to-end approach to understanding exactly how the rolling stock operates. Digitalising these trams will bring a wealth of benefits. Locals and tourists love them, and they aren’t going anywhere soon. But with our digital solutions, we are making the trams more sustainable and extending their operational lifetimes.” The Railigent X platform and Ecopilot project, along with the full portfolio of applications and services made available by Siemens Mobility, rely on the latest cloud technology to operate effectively. “Cloud-native development means a lot of different things to a lot of different people,” says Miguel. “In our case, we have a partnership with AWS and all our solutions are developed on top of AWS. Before I joined Siemens, I worked at Microsoft so it’s fascinating to see the different solutions AWS offer – there’s always an opportunity to learn. But why is this choice important? Firstly, the skills and the way that we develop people is key. When we hire people,

“We manufacture trains to operate for at least 30 years and we aim to extend that lifetime for more than 10 or 20 years” we want them to be at home in the ways that they develop. When we choose a cloud provider like AWS, we're just not tapping into an ecosystem of technology. We're tapping into an ecosystem of people and talent. For me this this is fundamentally important. Secondly, reliability frees us up to do what

we do best. There are, of course, a wealth of reasons why we chose to partner with AWS: for instance, the agility of creating things in the cloud to roll them out internationally, the elasticity and the economies of costs, to name but a few. But it's also very important for us to be working with a reliable partner because we are 17

“Siemens Mobility's cybersecurity initiatives are more than a shield: they are a continuously evolving strategy, adapting to new threats, and capitalising on innovative technologies” not in the data centre business. We are in the mobility business. We are in the sustainability business. So that's where we want to focus on. Working with a top-tier partner like AWS allows us to tap into incredible talent, build faster and not be worried about all these things that cloud providers do very well like providing a global infrastructure.” In an era where digitalisation propels the rail industry forward, cybersecurity stands as the sentinel guarding against an ever-evolving threat landscape. At Siemens Mobility, this isn't just an operational footnote – it’s a foundational pillar, intricately woven into the fabric of the company’s strategies and solutions. Miguel is leading this charge in the Portugal region, whose dual hats include not only his primary executive role but also the critical responsibilities of a Product Security Officer. “The focus on cybersecurity transcends traditional measures,” explains Miguel. “The rail industry, crisscrossing nations and carrying both life and economy on its shoulders, finds itself at the intersection of motivated 18

attackers seeking vulnerabilities and new-age cybercriminals innovating illicit business models. Counterbalancing these are evolving legislative measures and a rightfully demanding clientele, more aware and insistent on data protection and operational security than ever before. “Siemens Mobility's cybersecurity strategy, particularly in the realm of Product and Solution Security (PSS), is designed to navigate this precarious balance. PSS is not about momentary defence but a sustained commitment to safeguarding both Siemens’ and our customers’ operations from cyber threats, persisting through the entire life cycle of a product or solution. Complementing this, our Information Security concentrates on fortifying internal infrastructure, creating a robust foundation upon which our services and solutions are built and delivered. “Siemens Mobility Digital Services advocates a tripartite approach, a three-pillared strategy that reinforces its cybersecurity posture,” summarises Miguel:

1. Efficient & Certified Security for Railigent:

This first pillar represents a fusion of strength and agility. By harnessing Siemens' potent ISEC tools and processes, security measures integrated into Railigent are not just robust but also deftly incorporated, avoiding cumbersome procedures that might impede innovation and efficiency. This approach ensures that while our defences are formidable, they are also certified, assuring compliance with industry standards and regulations.

2. Secure Services Worldwide:

We understand that our commitment to security is both a pledge to our customers and a requirement for global operation. This second pillar is about guaranteeing that Siemens Mobility's products and services meet, if not exceed, the essential cybersecurity levels. It is also about ensuring that the security protocols mandated by customers and regulatory authorities are meticulously observed and implemented, providing assurance and transparency in our global dealings.

3. Portfolio - Security Services:

Recognising the wealth of internal expertise, Siemens Mobility seeks to externalise this proficiency, offering a comprehensive suite of security services to our clientele. The objective is holistic: to provide a security portfolio that addresses all

conceivable cybersecurity needs for rail operators. This move is not just about solutions but also about establishing Siemens Mobility as a thought leader in rail cybersecurity. “In the face of digital threats, complacency is the first vulnerability,” says Miguel. “Siemens Mobility's cybersecurity initiatives are more than a shield: they are a continuously evolving strategy, adapting to new threats, and capitalising on innovative technologies. It is about moving confidently into the future, ensuring that as we progress, we are as secure as we are forwardthinking.” Wrapping up our discussion, Miguel emphasises the importance of leadership in navigating teams focused on innovation, transformation and digitalisation towards success. “Leadership is not just about guiding a team towards a goal, it's about creating an environment where every member feels valued, understood and motivated to contribute their best,” says Miguel. “One of the frameworks that has stood the test of time, especially in renowned organisations like Microsoft where I learned this a few years ago, is the trio of: create clarity, generate energy and deliver success.” 19

1. Create Clarity • Vision and Direction: A leader’s primary role is to set a clear vision for

the team. This vision should be communicated in a way that every team member understands their role and the bigger picture. When everyone knows the destination, the journey becomes more purposeful. • Transparency: Open communication fosters trust. Leaders should be transparent about the challenges, the changes and the reasons behind decisions. This eliminates ambiguity and ensures everyone is on the same page. • Consistent Messaging: Consistency in messaging reinforces clarity. Regular updates, meetings and feedback sessions help in keeping the team aligned.

2. Generate Energy • Motivation: Recognise the individual strengths and passions of your

team members. When people work on what they love, they naturally bring more energy to the table. • Positive Environment: A positive, inclusive and collaborative environment encourages team members to express their ideas without fear. Celebrate small wins and learn from setbacks. • Empowerment: Trust your team. Give them the autonomy to make decisions. When people feel empowered, they take ownership and are more invested in the outcome.

3. Deliver Success • Execution: While vision is essential, execution is paramount. Ensure that

the team has the resources and support they need to execute their tasks effectively. • Feedback Loop: Regularly review progress. Feedback, both positive and constructive, helps in course correction and personal growth. • Celebrate Achievements: Recognising and celebrating successes, big or small, boosts morale and reinforces the team's commitment to the vision.

“Leadership is a blend of providing clear direction, generating enthusiasm, ensuring successful outcomes, and above all, empathising with your team” “While this framework provides a roadmap to successful teams, there's another crucial aspect of leadership that cannot be overlooked: empathy,” adds Miguel. “Empathy is more than just understanding another's feelings – it’s about valuing them. In the realm of leadership, empathy translates to treating team members with respect, understanding their perspectives and being genuinely concerned about their well-being.”

Miguel describes how leaders can incorporate empathy into their approach in three ways.

Regular 1:1s:

These sessions are not just about work updates. They are opportunities to connect on a personal level. Discuss topics like mental health, work-life balance, hobbies and career aspirations. It shows that you care about them as individuals, not just as employees. 21

Two-way Relationship:

Management is not a one-sided affair. It's a partnership. While leaders guide and mentor, they also learn from their team members. Being open to feedback and adapting based on it is a sign of a mature leader.

Holistic Well-being:

In today's fast-paced world, mental health and work-life balance have become paramount. Leaders should actively promote a culture where team members feel comfortable discussing these topics and seeking support when needed. “Leadership is a blend of providing clear direction, generating enthusiasm, ensuring successful outcomes, and above all, empathising with your team,” concludes Miguel. “When leaders embody these principles, they don't just create successful teams – they build lasting relationships.” To learn more about Siemens Mobility, visit mobility.siemens.com. 22

ADDED VALUE

New adventures Miguel joined Siemens relatively recently and with a background working for large businesses like Microsoft, he embraces the chance to immerse himself in new company cultures. “It's very interesting to see a different side of what a global company is,” says Miguel. “I worked at Microsoft for 11 years, and although there are a lot of things that are very similar, many aspects are remarkably different. It’s very exciting to arrive at a new company, meet new people, learn new processes and become part of a new culture.” On the topic of new journeys, Miguel recently became a father and looking after his three-month-old baby is its own eyeopening adventure.

Exchanging ideas Miguel relishes the chance to attend industry events and conferences because they present an opportunity to meet other people in the transportation sector working with digitalisation, innovation and technology in fascinating ways. In particular, there are several events lined up in his calendar that he is looking forward to attending. > Digital Manufacturing Strategies Summit. > Smart and Sustainable Cities Global Summit 2023. > Data Makers Fest 2023.

Creative outlets Miguel loves to nurture his hobbies in his spare time for some creative escapism. He trained as a jazz pianist, but now he plays analogue synthesisers and modular synthesisers in his free time to experiment with music. Miguel also enjoys playing chess semi-professionally and competitively when he can to keep his hand in the game.

MOBILITY TECH

NORWEGIAN MOBILITY TECH COMPANY PARTNERS WITH HYUNDAI TO TRANSFORM EUROPEAN CAR SUBSCRIPTIONS Casi has announced a partnership with Hyundai Motor Europe to bring Mocean car subscriptions to markets across Europe.

CASI, A MARKET-LEADING PROVIDER OF CAR SUBSCRIPTION TECHNOLOGY, HAS ANNOUNCED ITS PARTNERSHIP WITH HYUNDAI MOTOR EUROPE. hrough its platform technology, Casi will provide Hyundai Motor Europe with all the tools needed to bring the Mocean subscription service to the next level. Following Hyundai’s successful service launch in the UK and Spanish markets, the two companies have migrated the existing Mocean customer base to the Casi platform and will work together to scale the subscription service to new European markets in the coming months. Car subscriptions differ from traditional leasing

or car ownership in their flexibility and ease of access. Where traditional leasing periods typically last three years, Mocean subscriptions are available for as little as one month in Spain, or three months in the UK, and as long as 24 months. Additional costs normally associated with car ownership, such as insurance, roadside assistance, road tax and maintenance are all included in the monthly subscription fee, and cancellation is available with a one-month notice period. Now, Hyundai will be providing every aspect of the Mocean service

to customers through Casi’s platform. “We are very excited to announce this partnership with Hyundai Motor Europe. Casi’s tech platform and Hyundai’s ambitions for Mocean are a perfect match. Together, we are able to provide customers with easy

makes them exactly the kind of customer Casi wants to work with because it allows us to develop our technology and raise the bar for car subscriptions for the entire industry.” Casi’s tech platform contains all the tools needed to track and

“HYUNDAI HAS MANY YEARS OF CAR SUBSCRIPTION EXPERIENCE, MAKING THEM A VERY KNOWLEDGEABLE CUSTOMER WITH HIGH EXPECTATIONS FOR WHAT WE CAN DELIVER” Hans Kristian Aas, CEO and Co-founder of Casi

and flexible access to a new car, whenever they need it. The UK and Spain are just the beginning,” says Hans Kristian Aas, CEO and Co-founder of Casi. He continues, “Hyundai has many years of car subscription experience, making them a very knowledgeable customer with high expectations for what we can deliver. This

manage the entire lifecycle of a Mocean car running on a subscription. This includes all back-end systems needed to track and manage fleet status, maintenance and digital direct distribution sales through the Mocean webshop. The white label platform seamlessly integrates with Hyundai’s existing tech landscape, including ID solutions, ERP system and CRM systems. 29

On the customer-facing end, the new partnership includes highly automated integrations critical for a smooth experience, such as payments, credit checks, subscription management and customer service. With the new infrastructure in place, Hyundai has its sights set on new European markets. 30

“Following Mocean Subscription service’s success in Spain and the UK, the partnership with Casi will allow us to enrich Hyundai customers’ journeys in the new markets that the service will be rolled out to in coming months,” says Liran Golan, Head of Future Mobility at Hyundai Motor Europe.

One of Mocean’s key benefits to customers is the opportunity to access an electric car, without the perceived risks of buying one. Globally, high purchase costs are seen as one of the key barriers to widespread EV adoption. Through Mocean, customers have access to a variety of electric car models on a fixed-fee and fixed-term

basis, making it possible to try one out without worrying about longterm commitments. “As a Mobility-as-a-Service (MaaS) provider as well as a car manufacturer, the Mocean subscription service has been tailored to meet the needs of both our current and future customers, 31

allowing us to bring Hyundai’s award-winning range of advanced electrified vehicles to those wanting to enjoy them with full flexibility, and with comprehensive motoring services included,” Golan continues. The global car subscription industry is worth more than $5bn and is set to grow to over $100bn by 2032, with a forecasted annual growth rate of 35 per cent. The main providers of car subscription services are car manufacturers, leasing companies, rental agencies and car retailers who are looking to create additional revenue streams and meet new customer demands for flexible personal mobility. “There is no doubt in my mind that car subscriptions are the future of personal mobility. At Casi, we want to reshape the automotive industry to be more customer-centric and give providers the tools they need to offer the ‘Netflix for cars’ model of the future,” concludes Hans Kristian Aas. Source: Casi 32

“THERE IS NO DOUBT IN MY MIND THAT CAR SUBSCRIPTIONS ARE THE FUTURE OF PERSONAL MOBILITY” Hans Kristian Aas, CEO and Co-founder of Casi

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

required to meet climate targets Research by Imperial College Business School concludes organisations must embrace new ways of thinking about sustainability or risk failing to meet climate targets.

Businesses must adopt new ways of thinking to fully understand the threats posed by climate change and to create more effective, impactful ways of reducing their carbon footprints, according to new research from Imperial College Business School. conducted by Dr Simone Cenci and Matteo Burato of the Leonardo Centre for Business on Society at Imperial College Business School, explored how organisations currently think and act in regards to tackling climate change, and their effectiveness in aligning their emissions with global climate targets. They worked alongside Dr Samuel Tang of the Institute for Sustainable Resources at University College London and Dr Vincenzo Vastola of Montpellier Business School. 36

The researchers analysed climate change action data gathered by the CDP (formerly known as the Carbon Disclosure Project) – a leading non-profit international organisation that systematically collects information on organisations’ carbon management processes and outcomes via surveys. They reviewed evidence from 622 large publiclytraded companies across 32 countries, working in the energy, industrial, material and utilities sectors, between 2012 and 2020, reviewing emissions

Photo from www.imperial.ac.uk/business-school

“Existing research has found that an individual’s capacity to understand the effect of climate change and to adapt their own behaviours to address it requires the development of specific cognitive abilities, such as system thinking” targets, total greenhouse gas emissions, supply chain policies, product development and emissions reporting. “It is well recognised that lowering greenhouse gas emissions to a level compatible with the climate targets set by the Paris Agreement requires significant changes in behaviour and attitudes towards environmental issues by both individuals and organisations,” says Dr Cenci. “The problem is in the way organisations approach solving such challenges, with a narrowlyfocussed view meaning many initiatives fail to deliver the level of success needed to reach set 38

national and global targets,” he continues. The solution, he and his colleagues suggest, lies in adopting a ‘system thinking’ mindset. System thinking explores how individuals can make and understand the connections between a set of events and how they link to their own experiences. This allows them to understand the impact of their own actions and make positive changes to their behaviour.

Existing research has found that an individual’s capacity to understand the effect of climate change and to adapt their own behaviours to address it requires the development of specific cognitive abilities, such as system thinking. “System thinkers recognise that their behaviour is embedded in complex socio-economic systems and that natural and social phenomena result from

constant dynamic and multiple interactions between the social economic and natural worlds as opposed to a sum of siloed processes,” Dr Tang explains. Their results revealed that the organisations which already exhibited system thinking traits were able to achieve superior environmental outcomes in comparison to others with similar asset characteristics and policies in place, reporting 39

“Organisations need to build Organisational System Thinking into their core processes and functions” lower greenhouse gas emissions. The research suggests that to more effectively combat climate change, organisations need to build Organisational System Thinking into their core processes and functions. By recognising that their operations are often out of alignment with their own and wider sustainability goals, and are affected by multiple societal and environmental factors, the research shows that companies can make a greater, more authentic impact – aligning their emissions pathways with those expected by the climate targets of the Paris Agreement. Furthermore, as individual system thinkers also appreciate that the relationship between themselves and the wider world 41

is ever-changing, they recognise that the solutions they put in place need constant refocus and adaptation. Such an approach, Dr Cenci notes, would allow organisations the flexibility and proactivity many are currently lacking. “Meeting global climate targets, such as those set by the Paris 42

Agreement depends on the actions and behaviours of industry. Therefore, understanding which factors drive the necessary internal changes in management practices that can help companies reduce their emissions is crucial to designing better incentive schemes, such as targeted environmental policies and market-based solutions that can help countries meet

their nationally determined contributions,” Dr Cenci concludes. Whilst governments across the globe have already included system thinking training in educational curricula, these findings, the researchers say, hold important considerations for business leaders. Policies

aimed at fostering system thinking within companies could provide a much-needed nudge toward making truly effective changes in organisational sustainability behaviour.

Read the research paper here Source: Imperial College London 43

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s related ies.

Regardless of the industry, the current economic downturn has forced the hands of organisations everywhere to seek more cost-effective strategies to meet financial targets, reduce costs and still maintain their agreed service levels.

While recent headlines around big tech companies have focused on mass redundancies, this shouldn’t serve as a blueprint for the wider industry. is central to the functioning of any business, so decision-makers need to consider the impact on the continuity of service levels when defining a cost-cutting strategy. Letting go of valued staff members for the short-term goal of meeting financial targets will only serve to damage the business in the long run. Perhaps now is the time to instead think about cost cutting as being as much about optimising performance with your current inventory as it is about saving money. With this in mind, here are five cost-saving strategies that you might not have thought of but will also serve to improve your IT operations – without getting rid of staff! 48

Choose the right architecture You wouldn’t build a house on poor foundations, and the same can be said of your IT architecture. Because IT resources consume an awful lot of power and need continuous management, you need a robust architecture that can help to mitigate expanding operational costs. An approach that has gained popularity in the IT community has been the adoption of MACH architecture, which consists of the following components:

• Microservices – Small, independent services which autonomously represent and perform a specific business function and that can evolve and scale independently according to the specific business needs.

s a

• APIs - In the MACH architecture, APIs (Application Programming Interfaces) play a central role. In platforms designed with an APIfirst approach, all functionality and data are exposed through well-defined APIs. This enables microservices and applications to communicate with each other through requests and responses e.g., Twitter using Google and Apple’s API for quick and easy signup. • Cloud-native - refers to designing, developing, and deploying applications specifically for cloud environments. Cloud-native platforms utilise cloud-based infrastructure and services, such as containers and orchestration tools like Kubernetes, containers and microservices. This approach enables scalability, resilience and automatic resource management. • Headless architecture – An architectural concept where the frontend (user interface) is decoupled from the backend (business logic) layer, giving developers the flexibility to build the frontend layer without being tied to legacy technology. A headless architecture allows for decoupled front-end experiences across multiple channels (websites, mobile apps, IoT devices, etc) while leveraging the platform's underlying microservices and APIs. 50

“In platforms design approach, all functio exposed through w

ned with an API-first onality and data are well-defined APIs”

The MACH (Microservices, APIfirst, Cloud-native, Headless) principles offer unique cost-saving opportunities. By leveraging microservices and API-first design, resources can be allocated efficiently, scaling can be optimised and development cycles can be accelerated. The decoupled nature of the headless architecture allows for reusability and integration, reducing the need for custom integrations and separate frontend implementations. Embracing cloud-native infrastructure enables cost optimisation through payas-you-go pricing and resource scalability. Overall, the MACH principles provide a framework that helps organisations reduce costs while building flexible and scalable platforms. These services can be deployed as and when needed, ensuring the better utilisation of resources and freeing up the time of IT professionals so that they can focus on value-added projects. By adopting a cloud-native approach, IT departments only need to pay for the services that they use, lending to greater scalability and optimisation of resources. In addition, there is no requirement to invest in additional hardware or software, as cloud providers are responsible for the maintenance and storage of data, so it’s a win on all counts. 51

Migrate to the digital cloud Migrating your IT operations to the cloud is an effective way of reducing the cost of your dayto-day IT operations. Running a business exclusively on-premise creates a huge energy burden for organisations, due to the short lifecycle of physical mainframes that need to be maintained and replaced on a consistent basis. A cloud model can help alleviate some of the pitfalls of on-premise.

Rather than having all your data stored at a local data centre, a cloud provider maintains your ondemand services over the web, helping your organisation save money and space. With a cloud model, you are not inhibited by the physical limitations of on-premise infrastructure, as you can access business resources 24 hours a day from any device. Also, due to the cloud’s scalability, businesses can increase or decrease their IT resources when necessary, making for a much more efficient way to

deploy applications and reduce costs.

Manage non-production environments efficiently

From a cybersecurity perspective, because cloud-based servers are stationed in multiple locations, you minimise the risk of losing business data whilst software updates and patches are automatically rolled out. According to Cybercrime Magazine, the annual cost of global cybercrime could be upwards of €10 trillion by 2025, so the improved cybersecurity posture of the digital cloud can retrospectively save money.

Test environments are vital for IT teams to evaluate the effectiveness of applications and the underlying code before they can be pushed into production. A typical IT team will run hundreds of test environments across their infrastructure, which is why effective test environment management can help in cost saving. Developers often forget to turn test environments off when they are not

in use, leading to wasted energy and unnecessary costs. Non-production environments have a small utilisation rate, but if left idle they will consume a large amount of power, hitting organisations directly in their pocket. To mitigate this strain on resources, there are tools available like kube-green where developers can customise when applications go to sleep. With the ability to shutdown idle applications and test environments, IT teams can significantly reduce operational costs and simultaneously reduce their carbon footprint. Resource monitoring and environment scheduling are other strategies IT departments can employ to enhance the efficiency, reliability and cost-effectiveness of their test environment management, leading to better outcomes and productionready software.

Utilise open-source software When it comes to managing IT infrastructure and the software development lifecycle, speed, flexibility and increased productivity are the desired outcomes. Utilising open-source software (OSS) can help your enterprise achieve these end goals more cost-effectively and free up time for your development team. Open-source software is built on the basis that it can be distributed and changed from its original form 54

“Open-source proje developers from al contribute to the

ects bring together ll over the world to e software’s code”

freely. Open-source projects bring together developers from all over the world to contribute to the software’s code. According to the Linux Foundation, a recent study showed that OSS encouraged collaboration, knowledge sharing and enabled developers to customise software to fit business needs, leading to better code quality.   Open-source software enables agility and promotes innovation by being readily accessible to developers and delivering value from the moment it’s deployed. It can be deployed on a small scale and frequently built over time to meet further requirements, making open-source agile and scalable. The whole concept of open-source is that the code can be shared and edited by anyone, meaning that the software can take on many different shapes to meet specific business needs, encouraging innovation amongst development teams. With proprietary software, companies are left in the disadvantageous position of being tied to a vendor’s prices and update cycles. With opensource, on the other hand, there is much more freedom to choose from a wide selection of software application projects that can solve specific problems. Organisations 55

can benefit from a large community of developers who can contribute to bug fixes, security patches and feature enhancements, readily deploy software at a faster rate and collaborate with the wider developer community to enhance software.

Bucket Storage for historical noncritical data Storing data is a huge cost to businesses. Not all data needs to be stored on a high-performance database, as it takes up a huge amount of CPU and memory on the server. The popular method of bucket storage provides stakeholders with cost-saving benefits. Buckets provide a way to store and organise your data. Yes, they are often more cost-effective than other

databases, but there is also a trade-off to consider with reduced performance in data retrieval. They can work well in contexts where vast amounts of data are generated that, over time, become old and less critical, while in other contexts there will be data that require real-time access. Therefore, there is a strategic choice to make that balances cost and accessibility of data. If quick access to historical data isn’t a primary concern, then bucket storage can offer an ideal cost-saving solution. Bucket storage is an offering provided by cloud providers like Amazon S3, Google Cloud Storage and Microsoft Azure Blob Storage. Data is stored in single units called objects that are maintained in a single repository instead of being nested in files inside of folders

inside of other folders. Each object in a bucket has a unique identifier assigned and can be accessed via a URL. Bucket storage is a cost-effective method for enterprises that do not have the need for quick time access to historical data. For the majority of bucket storage providers, you only pay for the storage capacity that you need, plus any ad-hoc transfers of data. Because the cloud provider is responsible for the management and maintenance of their infrastructure, this eliminates the need to invest in an organisation’s own storage facilities, again reducing operational costs.

Final thoughts Organisations are having to make difficult decisions to achieve

profitability. IT represents a challenging area when it comes to cost cutting, as you really do not want to upset the balance between maintaining service and quality levels and rising costs. Analysing current IT infrastructure and identifying strategies that better utilise server capacity and remove the need to maintain physical IT equipment offers a huge opportunity. The adoption of cloud technologies can help eliminate dependencies on physical equipment, but even simple strategies like using open-source software can help your organisation stay ahead of rising costs and keep within a tight budget. After all, every penny saved counts towards the bottom line. Source: Mia-Platform

B U S I N E S S I N T E RV I E W

rom local to global:

THE IKIGAI BEHIND TOWA INTERNATIONAL’S TRANSFORMATION Joan Baylina, Supply Chain Director at Towa International shares insights into the strategy and philosophy behind the company’s global expansion – with added industry perspective from David Peix, CEO.

Towa P

Pharma

IN 1951, TOWA PHARMACEUTICAL WAS FOUNDED IN OSAKA, JAPAN, AS A FAMILY-RUN COMPANY MANUFACTURING THERAPEUTIC SOLUTIONS AIMED AT IMPROVING THE QUALITY OF LIFE AND PROMOTING EQUITABLE ACCESS TO MEDICATION. ast forward to 2020, Towa Pharmaceutical entered the global stage when it founded Towa International. This became the company’s international hub, a wellestablished off-patent medicine platform with a commercial presence in Europe and the US and an indirect presence in more than 60 countries – along with a strong R&D+i Center and manufacturing capabilities. With this expansion, Towa International was born and the company established a new headquarters in Barcelona, Spain. The onset of this historic internationalisation milestone triggered a

period of transformation in the past three years. Here to tell us more about the philosophy, strategy and partnerships crucial to the company’s journey since 2020 is Joan Baylina, Supply Chain Director at Towa International. Joan began his career in the food industry at DANONE, in a variety of manufacturing and supply chain roles. He moved to Nissan, where he spent more than 15 years in various local and global roles of increased responsibility in manufacturing, engineering and technology within supply chain, as Director of Supply Chain Strategy. 61

“AT TOWA INTERNATIONAL, WE WORK TO RESEARCH, DEVELOP, MANUFACTURE, MARKET AND DISTRIBUTE GENERIC AND VALUE-ADDED MEDICINES (VAM) THAT CONTRIBUTE TO IMPROVING PEOPLE’S HEALTH” Since 2021, Joan has been the Supply Chain Operations Director for Europe and the US at Towa International. When he arrived at the company, Joan brought with him a strong portfolio of experience in senior management, end-to-end supply chain, manufacturing and engineering operations, alongside a proven performance record in global strategic and cross-functional projects. “At Towa International, we work to research, develop, manufacture, market and distribute generic and value-added medicines (VAM) that contribute to improving people’s health,” begins Joan. “In turn, our products allow greater availability and better management of treatments for healthcare 62

professionals, supporting the sustainability of health systems in the countries where we operate. Towa International currently has a direct presence in the United States, Spain, Portugal and Italy, and we distribute our medicines to more than 60 countries through strategic alliances with the firm objective of increasing our international presence to reach the maximum number of patients.

cultural transformation to move from a local manufacturer to becoming a global company.” So how has the company embarked on its transformation journey in the last three years? Joan explains there have been three main focuses behind the transformation: strategy, ikigai and people.

“With the birth of Towa International in 2020 we established our new headquarters here in Barcelona and opened a state-of-the-art production plant and R&D+i Center with more than 30,0000m² of facilities – equipped with the sector’s most advanced technology, meeting the highest quality standards. During 2021 we established the foundation on which to build our positioning, essence and values – initiating a full

“For Towa International, its people are the key and vital element for the achievement of its objectives,” says Joan. “Therefore, we prioritise ensuring opportunities for personal and professional growth in a pleasant and safe environment within an international context. Our purpose as a company ‘to generate true smiles in people’ starts within the internal environment of our company. For this reason, we know that developing the talent and commitment of our people is a determining factor in achieving our current objectives, but also, and above all, in facing the challenges that the future will bring. The new People and Culture Department of Towa International, has built a totally new company within 3 years 63

starting with the People model based on Flex and Health. “Towa International is aware that the People and Culture Department is the foundation of the business’s success and is one of the main strategic components of the company. During the last three years, we have worked on some essential bases such as People Policies and we have taken several steps towards developing our work model where we promote a culture based on respect, self-responsibility, ethics and flexibility where people choose to stay. These values will enable us to grow our business in a sustainable and responsible manner, always keeping people’s health and well-being at the centre of our priorities.” The company’s focus on its people cannot be understood without appreciating the historic Japanese philosophy Towa International champions in its operations: ikigai. The concept of ikigai refers to a motivating force, reason for living or sense of purpose. At Towa International, the company’s ikigai is dedicated to promoting the health of 65

as many people as possible and generating genuine smiles. With people and philosophy front and centre, Towa International embarked on its transformation journey in 2020 by expanding its presence in Spain while consolidating the company’s core strategy for manufacturing, supply chain and R&D. This entailed introducing innovation and digitalisation throughout the company’s supply chain processes, from beginning to end. “We want to be an active player contributing to the international 66

sustainability of health systems by providing high-quality medicines,” says Joan. “Our transformation unfolded at our plants, in the supply chain, within our R&D efforts and through forging strategic alliances. “We began our journey by opening the new headquarters and R&D+i Center in Barcelona, where we established our Excellence Center for research and development of innovative modified-release medicines. Here, we focus on developing new products in their initial stages before manufacturing batches for clinical studies in

“WE WANT TO BE AN ACTIVE PLAYER CONTRIBUTING TO THE INTERNATIONAL SUSTAINABILITY OF HEALTH SYSTEMS BY PROVIDING HIGH-QUALITY MEDICINES”

our pilot plant. Once we receive approval to produce investigational drugs from both the Spanish authorities and the FDA we move on to the registration of the specialties, developed for the different business areas including the commercial subsidiaries in Europe and the United States and for our clients, thus having a worldwide reach. “Our state-of-the-art manufacturing plant, also here in Spain, is one of the largest facilities of its kind in the country. We equipped it with the sector’s most advanced technology meeting the highest quality standards because in

everything we do, we want to do it in the best way possible. We comply with the Correct Manufacturing Standards of the European Union (EU-GMP), as well as equivalent guidelines such as the ICH, EMEA Guidelines and Guidance for Industry (FDA) among others. “We want to be an active player contributing to international sustainability – we are increasingly aware of sustainability and of growing and acting in a sustainable way. In 2022, we increased our investment in our dedicated photovoltaic installation to ensure our facilities are supplied with renewable, green energy – moving us away from relying on the carbon industry. It was originally built in 2015 and is one of the largest of its kind in Spain.” 67

Beyond these significant investments in facilities, Towa International incorporated innovation and digitalisation into its supply chain as part of the transformational journey. “We have structured all the processes within our supply chain”, says Joan. “It begins at our plants and ends with customers, including everything in between such as our warehouses, distribution centres and more.” As Joan explains, there are three main axes to the innovation and digitalisation of the supply chain at Towa International. The first axis is the digitalisation of all internal processes, but also how the company engages externally. The second axis is digital integration across all Towa’s global sites. The third axis is securing endto-end visibility to improve performance and ensure the company is providing the best service possible to customers and patients. “The first axis began with trying to understand and 68

manage the data that we have in our plants,” says Joan. “Using the Internet of Things (IoT) we started to connect all our facilities, general maintenance equipment, rooms, climate areas, office, lights, air – all to be connected so we have all the data in our hands. Once we 70

achieved the full digitalisation of our internal processes and assets, we started our process to digitise the supply chain. We now know exactly where medicines are in the process, we can see the qualities and we have full oversight of the parameters in place at our plants.

“For us, the manufacturing plants needed to adapt with a longer strategic vision in mind, based on five priorities: sustainability, flexibility, speed, technology and personalisation. With these five priorities, we achieved a system where at anytime, anywhere,

we offer a compelling value proposition and a seamless consumer experience. We improved our plant management, flexibility, real-time control and quality inspection. In short, we created a smart plan and fully integrated it into our supply chain. 71

“Once we had our internal process digitalised, we started looking beyond the plants and our facilities,” says Joan. “Beginning with the inbound materials and stock, we looked towards the different components arriving at the plants so we could manage this aspect of the supply chain effectively through digitalisation. We then extended this to our deliveries and distribution

to facilitate global connectivity. The objective of the second axis was to review, collaborate, plan, organise and implement integration. Together with Seidor we built a global solution for our systems, processes, procedures, workflow reporting and tools to create a synergy among all the Towa entities around the world. We wanted to promote and create a cohesive collaboration environment where all our sites

“TOGETHER WITH SEIDOR WE BUILT A GLOBAL SOLUTION FOR OUR SYSTEMS, PROCESSES, PROCEDURES, WORKFLOW REPORTING AND TOOLS TO CREATE A SYNERGY AMONG ALL THE TOWA ENTITIES AROUND THE WORLD” systems. We are getting close to our mission which is to have digitally connected plants, parts, people and processes.” Once Towa International had all its internal processes digitalised, the next phase was to roll out digital integration to all its sites around the world. “The second axis in our journey has been business integration”, says Joan. “Here Towa worked with its partner Seidor, a local data and technology consultant, 72

would be working together. Seidor demonstrated great flexibility and agility to adapt with us as we embarked on not only our technical transformation but our cultural transformation as well. “With this second axis, the point is to bring everyone together and make sure we are working in the same way. When we share these corporate capacities and synergies across the company, we can offer a tailor-made service to our clients and

maximise our reach with patients.” By unifying the systems at Towa International in the second axis, the company paved the way for pursuing its third axis: end-to-end visibility. “The third axis of our innovation and digitalisation plan has been focused on our supply chain operations, taking them from being a transactional system to a digital operation,” says Joan. “The goal is more than full process digitalisation or deploying the latest technology. Our objective is to be able to harmonise, improve common processes, increase automatisation, be more efficient and have more reliable information so we can make better business decisions. The overarching ambition is simultaneously improving the performance of the endto-end value chain through planning and orchestrated synchronisation at all levels, avoiding horizons and silos. 74

“Towa operates in 20 therapeutic areas with more than 200 products. Without digitalisation and innovation transforming our processes, combined with the support of our partners Seidor, we would never have achieved full integration. Now we have met this goal, we have full visibility of our supply chain network from tier 1 and tier 2 all the way to pharmacies and patients in hospitals.” Wrapping up our conversation, Joan reiterates that Towa’s transformational journey from a local to an international company in only three years is a tremendous achievement. “For us, this is the most important thing to celebrate – we are now preparing to arrive on the global stage, and this is an incredibly exciting new chapter for us in the history of the company,” concludes Joan. For further information and to learn more about Towa International, visit towainternational.com.

INTER-INDUSTRY INSIGHTS When Joan moved from the automotive to the pharmaceutical industry, he embarked on his own learning and research journey to immerse himself in his new sector. “I find it empowering and motivational to read into the pharmaceutical industry, attend talks or conferences and watch informative documentaries about the latest conversations or innovations in the field,” says Joan. “I throw myself into enriching my knowledge because it not only helps me in my job, but I find it fascinating”.

Turn the page and read on for added insights from David Peix, CEO of Towa International. 75

Final thoughts

FROM THE CEO David Peix, CEO of Towa International, provides his perspective on the company’s growth and how it is tackling challenges in the pharmaceutical industry.

n the world of pharmaceuticals, where innovation and accessibility are crucial, Towa International reaches millions of patients in search of affordable, quality medications. Joined three years ago with Japan's Towa Pharmaceutical, one of the largest generics and valueadded medicines companies in Japan, Towa International emerged as part of a bold global expansion plan. Today, it stands as the international hub and as a symbol of the company’s dedication to improving global healthcare. Operating globally, including its American affiliate, Breckenridge Pharmaceutical, three Mediterranean affiliates, a B2C and a B2B business unit. Towa International places a strong commitment to high standards of quality and strict compliance 76

with local regulations where it operates. Its ikigai, purpose, is to contribute to people's health and generate genuine smiles by ensuring equitable healthcare access for all. Furthermore, the company is deeply committed to sustainability, recognising the importance of environmental responsibility in its operations. Towa International’s commitment extends beyond supplying generic drugs. The company embraces a holistic approach to integrated health improving people’s physical, emotional and social well-being – a vision that guides all its efforts.

CHALLENGES

Despite its progress, the pharmaceutical industry,

“TOWA INTERNATIONAL, THE INTERNATIONAL COMPANY OF TOWA PHARMACEUTICAL, IS A GUIDING FORCE TRANSCENDING BORDERS TO IMPACT GLOBAL HEALTHCARE WHILE ADVOCATING SUSTAINABILITY PRINCIPLES”

particularly the generic drug sector, faces several challenges. One of the principal concerns is a complex supply chain. The pharmaceutical supply chain is intricate, heavily regulated and susceptible to disruptions. Ensuring a consistent medication supply while navigating global logistics complexities is challenging. Also, overseas active pharmaceutical ingredients (API) production where many pharmaceutical companies, including Towa International, rely on APIs produced outside Europe, exposing them to geopolitical uncertainties and supply chain vulnerabilities. There is still a long way to go to harmonise and standardise regulation among different markets. An increase in harmonisation will improve access to medicines and reduce the pressures on the supply. Price is also important, as are surging demand levels. When the demand for medicine increases, generic medications are the only alternative to guarantee the sustainability of the health systems. However, generic medication cannot only be perceived as 78

price modulators. The different stakeholders will need to find the right balance between affordability and sustainability.

OUR RESPONSE

Despite current industry challenges, Towa International remains committed to global healthcare advancement, sustainability and it has taken proactive measures like forging a resilient supply chain. Towa International invests in a resilient supply chain by diversifying sourcing strategies to mitigate risks and avoiding placing price as the only selection criteria in its operations. It is important for the company to meet its aspiration of investing around 8 per cent of its net sales in research and development to increase its portfolio. Towa R&D developments are always designed

cost-efficient production methods and operational optimisations. And as one of the main pillars for Towa, the company’s commitment to sustainable practices includes implementing environmentally responsible measures in its operations, such as reducing waste and carbon emissions, while simultaneously providing equal opportunities to all its employees and embracing diversity as a competitive factor. with a global mindset to reach the maximum number of patients. As Towa operates globally, it prioritises regulatory compliance with dedicated teams and close collaboration with global regulatory authorities to ensure the highest standards of quality and safety. Towa invests a considerable number of resources in the digitalisation of its processes and quality assurance system to ensure a consistent response to ever-increasing regulatory requirements. Regarding the price pressure, Towa believes in affordability initiatives. That means the company never compromises quality for cost. Efficiencies are reached by economies of scale and the company actively participates in initiatives to maintain competitive pricing through

In conclusion, Towa International, the international company of Towa Pharmaceutical, is a guiding force transcending borders to impact global healthcare while advocating sustainability principles. Founded to improve healthcare access, it operates independently worldwide with a holistic approach to well-being. Furthermore, Towa International's dedicated team, comprising almost 1,000 people, diligently pursues its ikigai – the intersection of passion, skill, societal needs and economic viability. This companywide commitment adds inspiration to its mission of advancing global healthcare through innovation, accessibility and sustainability. David Peix, CEO of Towa International 79

B U S I N E S S I N T E RV I E W

Expert Q&A:

Cutting edge security stra insights from Mun Valiji, C We sit down with Mun Valiji, Chief Information Security Officer and Director of Privacy at Trainline to discuss the company’s security strategy and the importance of agility for CISOs.

ategy CISO at Trainline

Trainline is Europe’s leading train and coach app – the continent’s one-stop-shop for rail and coach travel. Trainline gathers routes, prices and travel times from over 270 rail and coach operators in 40 countries, so travellers can buy tickets quickly and save time, effort and money. Here to tell us more about the company’s security strategy behind its operations is Mun Valiji, Chief Information Security Officer and Director of Privacy at Trainline. What are the core components of the security strategy at Trainline? The security strategy comprises three key elements.

There is the cultural aspect, which is all about ensuring we have the right risk appetite and making security everyone’s responsibility. The contractual (including regulatory) side covers all legal and contractual obligations such as PCI, GDPR and a complex supplier

landscape. Lastly, we have technology and tooling which is about deploying and managing systems to keep us protected. As a digital platform business, we are all about agility, taking appropriate measures and deploying practices to keep our customer and colleague data safe and secure at all times – this is at the heart of what my team does. CISOs often face the challenge of managing tight budgets and limited resources. What strategies are available to maximise the effectiveness of your security budget to protect the organisation from evolving cyber threats? The strategies that I would employ all involve having a clear, well-articulated strategy and plan from the outset – clearly expressing what you’re doing and why. It should also include a focus on cultural, regulatory and technology considerations. 84

“I firmly believe that your colleagues are your most important armoury and getting the right security awareness mindset is the way to stay ahead” Then stop and listen to the beating heart of the business. Some businesses are perhaps more mature from a security perspective and hence more tolerant of taking risks, while some are less mature and have a lower risk appetite. It’s vital to sit down with the senior management and key stakeholders to listen to what the business is doing and agree on the best approach for your organisation. Following this you can make a business case for a longer outlook. A lot of what we do within security isn’t a one-and-done, fix-overnight approach. It takes a long time. 85

It’s all about taking a holistic approach and knowing that solving problems will take time, fixing what you can and showing progress as you go. For example, it always helps to have something that you can evidence and bring to life for executives as well as teams who are on the ground running in execution mode when demonstrating progress. Thinking about what measures you can put in place to identify quick wins is always valuable 86

because that's something that people will tend to understand and relate to more easily. As a CISO, how do you balance security and agility throughout challenging and uncertain times? Is a balance always necessary? As a CISO your endeavours are generally viewed as wanting to slow things down. Therefore it's important to spend the time to

help colleagues adopt a different mindset. For example rather than trying to implement policies and procedures that slow people down or introduce complexity into business processes, try stepping back and understanding the pressures the teams are under and take a more collaborative and engaging role. Then, and where this is possible, it's about pace, making quick decisions and experimenting! This

is a mindset we should embrace as security professionals. Naturally, there is an element of risk when introducing security controls or changes too. But getting colleagues engaged in the journey early enough is crucial, so when things don't work or go as planned you can step back and understand what happened and importantly what we learned. Again, it’s all about leaning in and listening to the business and 87

understanding what’s working well. There will always be teams that you can form key alliances with work with to help realise successful lasting outcomes. During challenging times, tapping into the wider teams within your organisation can be a huge asset. How do you cultivate a security-aware culture within the wider business and non-tech teams? Culture here is crucial. For me, culture is a cornerstone of your overall strategy. It starts with setting the right appetite at a senior leadership level and ensuring this is appropriately communicated. People should understand what the organisational risk tolerance is, the appetite of the business and how they should work within parameters which have been clearly communicated. For example working closely to help support and position messaging with your highrisk teams such as legal, HR and finance, that is, the teams that deal with sensitive data that maybe aren’t as tech

and security savvy, is certainly a practical good practice measure. Spend time building those relationships so they can raise the bar of their security awareness. Is there anything else you would like to elaborate on or emphasise for our readers involved in the cybersecurity space? I firmly believe that your colleagues are your most important armoury and getting the right security awareness mindset is the way to stay ahead. Having the right level of understanding and engagement from a colleague's perspective means that no matter what the tools and technology do – you’ll always have the awareness and support of individuals on the ground. So when things go wrong, you have an opportunity to be able to correct at pace and your colleagues are your first line of protection. For more information about Trainline, visit thetrainline.com. 89

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Clint Westbrook, Chief Operating Officer, Paula Lop Steve Byrne, Vice President of Concepts and Standa the company’s core values and holistic appr

Rudy Paniagua on the future of supply chains Duni Group’s plans to become more sustainable An update on Swisscom’s successful logistic strategy Shippeo is defending against disruption of the shipping industry The combination of technology, a green agenda and trusted partners

CAROLINE CIOE

Tássia Pacini, Head of Procurement and Quality at ZAMP discusses the SAP's Vice President of Sales, COO Digital Supply Chain, charts her Brightspeed Tom Maguire, and company’s journey company’s impressive supply chain transformation Eran Ebert, ofof Teva Pharmaceuticals shares insights procurement and supply chain VP journey. supply chain into the company’s integratedand approach to supply chain Brenda Rapp, discuss how a build plan transformation Ulyses Camacho, President and Chief Operating Officer, by anddigitalisation. transformation lay behind an overnight success. digital innovation

Armando Flores, Senior Director of Procurement and Supply Chain, also in this edition at Taco Cabana, share growth’s essential ingredients.

at Taco Cabana, share growth’s essential alsoingredients. in this edition Armando Flores, Senior Director of Procurement and Supply Chain, digital innovation lay behind an overnight success. lay behind an overnight success. Ulyses Camacho, President and Chief Operating Officer, and transformation and Brenda Rapp, discuss how Brenda a build plan Rapp, discuss how a build plan of supply chain procurement and supply chain procurement VP journey. and supply chain VP company’s impressive supply chain transformation company’s journey Brightspeed Tom Maguire, Brightspeed and COO SAP's Vice President of Sales, COO Digital Supply Chain, charts herTom Maguire, and

CAROLINE CIOE 90

partners agenda and trusted technology, a green The combination of shipping industry

discusses the and Quality at ZAMP Head of Procurement Tássia Pacini,

pez, Director of Purchasing and ards at Areas USA open up about roach to transformation.

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EY and IBM launch artifi designed to help increas efficiencies

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ficial intelligence solution se productivity and drive s within HR.

THE EY ORGANISATION AND IBM HAVE ANNOUNCED THE LAUNCH OF EY.AI WORKFORCE, AN INNOVATIVE HR SOLUTION THAT HELPS ENABLE ORGANISATIONS TO INTEGRATE ARTIFICIAL INTELLIGENCE (AI) INTO THEIR KEY HR BUSINESS PROCESSES. his marks a pivotal next step in the collaboration between the companies and a significant milestone in the role of AI in increasing productivity within the HR function. EY.ai Workforce combines AI and automation from IBM watsonx Orchestrate with the EY organisation’s domain knowledge in HR transformation to help organisations innovate their HR processes. Organisations can have confidence in EY teams' understanding of their business processes to plan and deploy a tailored solution to help employees streamline their work with the assistance of AI.

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“This EY and IBM collaboration couldn't have come at a better time,” says Andy Baldwin, EY Global Managing Partner – Client Service. “The modern workplace is evolving rapidly and there’s a pressing need for streamlined operations. EY.ai Workforce reimagines ways of working by facilitating businesses to make the most of their talent,

“THIS EY AND IBM COLLABORATION COULDN'T HAVE COME AT A BETTER TIME, THE MODERN WORKPLACE IS EVOLVING RAPIDLY AND THERE’S A PRESSING NEED FOR STREAMLINED OPERATIONS” Andy Baldwin, EY Global Managing Partner – Client Service

“BUILDING ON OUR LONGSTANDING COLLABORATION WITH THE EY ORGANISATION, THE LAUNCH OF EY.AI WORKFORCE WILL PROVIDE CLIENTS WITH TARGETED INTELLIGENT AUTOMATION SOLUTIONS” Kareem Yusuf, Ph.D, Senior Vice President, Product Management and Growth, IBM Software

putting humans at the centre of technology to bring about an improved work experience with superior productivity.” “At IBM, we're focused on creating enterprise solutions that use AI to address specific business use cases,” says Kareem Yusuf, Ph.D, Senior Vice President, Product Management and Growth, IBM Software. “Building on our longstanding collaboration with the EY organisation, the launch of EY.ai Workforce will provide clients with targeted intelligent automation solutions that enable them to use the power of AI to unlock productivity and address real business needs and outcomes. This is another strategic step in our alliance with the EY organisation.”

ABOUT THE EY AND IBM ALLIANCE EY and IBM combine business ingenuity with AI and hybrid cloud technology to help resolve the world’s most complex business, environmental and social challenges. The alliance supports functional areas such as HR, sustainability, M&A, risk and compliance, supply chain and asset management to assist clients in business and workforce transformations, enabled by the hybrid cloud. The alliance has launched two centres of excellence for Financial Services and for Talent. Additionally, EY recently joined IBM's Quantum Network. Learn more here.

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IN THE SP OTLIGHT

Unlocking new levels of sports performance with innovative technology insights layed and watched by billions of people, football is a beloved sport around the world. But behind the excitement on the pitch, there is an army of experts wielding data insights and analytics to make the beautiful game even better. Our Startup of the Month is deeply embedded in the latest technology and innovation taking football to the next level. Based in Barcelona, Spain, Kognia Sports Intelligence is a startup company committed to technological

innovation in sports, specifically, in football. By providing automated tactical analysis and detecting contextual information, Kognia enables coaches, analysts, scouts, and all other members of the technical staff to fully focus on their specific analysis, rather than having to manually collect data in a timeconsuming manner. With this new layer of tactical data, Kognia goes beyond the classical event and tracking data and empowers football professionals to understand the context of situations rather than just summarising the statistics of a situation. Kognia is committed to elevate professional football to the next level and to optimise the performance of its clients. The startup is building a nextgeneration football analytics platform. Using external video feeds

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“At Kognia, we are continuously finding new ways to leverage this new data-rich world, extracting new concepts that go deeper into the semantics of the sport” Henry Harrison, CTO and co-founder

from the games, Kognia’s technology automates and conducts real-time and post-match tactical analysis of football games. Kognia’s software provides feedback directly to coaching staff in their own language. Coaches are alerted to important tactical situations and given suggestions for exploiting them. Post-match, users can review squad performance and explore a database of training drills based on the detected tactics. Current methods of data analysis have limited practical application for coaches – for instance, surfacelevel statistics such as heat maps and distance travelled. Despite the potential of technology, coaching staff must still spend many hours doing manual video analysis in order to identify tactical patterns. Kognia’s approach differs from current options because it detects specific, high-level tactical fundamentals, drawing on insights from the company’s team of football experts led by Joan Vilà, former FC Barcelona Director of Methodology and mentor to numerous elite players and coaches

such as Xavi Hernández and Carles Puyol. The vision of Kognia goes beyond serving technical staff in football clubs. Based on the interpretation of what happens in the field of play, the objective is to offer 360 degrees of information, to multiple industry segments and users, including scouting professionals, health condition practitioners, media companies or the esports segment. “Until recently, the sports data revolution has focused on data quantity and data access, but in terms of deriving real value from the data, we’ve only scratched the surface,” says Henry Harrison, CTO and co-founder. “At Kognia, we are continuously finding new ways to leverage this new datarich world, extracting new concepts that go deeper into the semantics of the sport. These insights we extract constitute datasets, which are further analysed, both in-house and by our customers, allowing them to understand the game better than ever before.” To learn more about Kognia Sports, visit kogniasports.com. 103

Join the REVolution Transform Procurement With AI and Future-Proof Procurement Operations Elevating Procurement by Leveraging AI Embrace efficiency. Cut costs. Gain unprecedented control. A revolutionised combination of improved processes, wise strategies and advanced technology—including artificial intelligence (AI)—delivers enhanced supplier selection, automated contract management, smart search and PO matching, and predictive analytics.

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