Digital Innovation Magazine - July 2021 by iThink Media

e x c l u s i v e

The COO at Sara Assicurazioni charts the company’s successful digital transformation journey

Michael Voegele, Chief Digital & Information Officer at Philip Morris International, explains why encouraging female representation is more than just a box-ticking exercise.

Welcome to the July edition of Digital Innovation! Summer is finally here, so we have some great interviews and features lined up for you to enjoy whilst you make the most of the sunshine. First up is our cover story courtesy of Luigi Vassallo, Chief Operating Officer at Sara Assicurazioni (p6). From changing the company culture to the adoption of a multicloud approach and the use of a mix of technologies, Luigi and his team have been on a mission over the last four years to improve customer service, obtain operational efficiencies, and attract new customers.

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The CO charts the O at Sara Assic urazioni compan transform y’s successful digital ation jou rney

Michael Voe Philip Mo gele, Chief Dig ital & Info rris Intern represent rmation ational, Officer explains ation is at more tha why enc our n just a box-tickin aging female g exercis e.

Danielle Harris Director d.harris@ithink.media

Plus, we were privileged to talk to Per Zandren, Chief Operating Officer at Aditro Logistics (p38). As one of the largest third-party logistics service providers in the Nordics, it was fascinating to find out firsthand about the company’s successful logistics development strategy.

Tom Barnes Director

And that’s not all. We bring you an intriguing report on Amazon boss Jeff Bezos’ mission to become the first person in the world to ride his own rocket into space (p24), as well as an insight into the call for more gender-balanced tech teams (p66).

Daniel May Senior Digital Designer

t.barnes@ithink.media

design@ithink.media

As for the latest news in the fields of artificial intelligence and robotics, find out how AI is being used to help clean up our oceans (p52), along with the role of robotic technology in reshaping e-commerce fulfilment (p78). Wishing all our readers a fantastic summer!

+44 (0) 203 890 1189 enquiries@digitalinnovationeu.com

Anna McMahon Editor editorial@ithink.media

All rights reserved. Every effort is made to ensure the accuracy of material published in Digital Innovation Magazine. However, the company cannot accept responsibility for the claims made by advertisers or contributors, or inaccurate material supplied by advertisers. Digital Innovation is a product of iThink Media Ltd. Company Registration Number: 10933897. Company Registered in England and Wales

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A rundown of es European health apps

We chat to Luigi Vassallo, Chief Operating Officer at Sara Assicurazioni

How is robotic te reshaping e-com fulfilment?

Jeff Bezos’ groundbreaking space mission

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echnology mmerce

Aditro Logistics’ pioneering logistics development strategy

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E-scooter giant, TIER Mobility, is in the spotlight this issue

Waving goodbye to bias in technology

Using AI to clean up marine waste 5

C OV E R STO RY

Luigi Vassallo, Chief Operating Officer (COO) at Sara Assicurazioni, charts the company’s successful digital transformation journey spanning the last four years.

Written by Anna McMahon | Produced by Danielle Harris 6

Luigi Vassallo has worked at leading Italian insurance company, Sara Assicurazioni, since 2017. As COO, he is in charge of all innovation, process and digital transformation – a journey that started four years ago. Luigi remembers, “At the beginning, it was about cultural change. We did a lot of activity in changing the company culture and the way that people worked. The idea behind it was to work together. From a technical point of view, we changed the communication system, introducing Google Workspace. This had an impact on the culture because people understood that they could share documents, work in parallel, 9

and easily communicate with each other.” In 2018, Sara formed its core business platform, adopting a multicloud strategy. Luigi says, “By migrating to the cloud, we were

“We now provide a score (for our car insurance policy holders) to help drive behaviour. At the end of each trip, customers can check their app for the score we have assigned this journey. At the end of the contract, if their overall score is good, they can qualify for a discount on next year’s policy” able to redesign our applications. They are now mobile-friendly, and our sales agents can use them on their tablets or smartphones. By the end of 2018, everything was in the cloud.” The next year saw the development of further 10

applications for the company’s policy holders including online payments, the ability to change contract details online, and a process for opening claims at the touch of a button. Luigi adds, “We now provide a score (for our car insurance policy holders) to help drive behaviour. At the end of each

trip, customers can check their app for the score we have assigned this journey. At the end of the contract, if their overall score is good, they can qualify for a discount on next year’s policy.” Last year, Sara developed its Salesforce Customer 360

platform to provide sales agents with a comprehensive view of the portfolio of their customers. Luigi explains, “Agents can easily find customer details and offer recommendations for their next best product. It is a unique platform, offering complete information about a customer 11

“Accenture is a large system integrator that has worked with us to develop important software. They have a lot of vision and ideas coming from different markets and customers. They are helping to reshape our future and accelerate innovation” 12

using a single point of truth. All the business processes have been reorganised around Salesforce.” Sara is continuing to innovate this year with the launch of its latest application. Luigi says, “It is a new claim application based on artificial intelligence. With this application, a policy holder is able to defend the cause of the damage in the case of a car accident, for example. They can open a claim using the app and will then receive a short message with a guided tour on their smartphone. By taking a picture of the car, the artificial intelligence will be able

Seismic or small, change is all around us With technology and human ingenuity, we can make change work for you and your business.

Let there be change

to provide an estimation of the damage in just a few minutes.” The idea is to be part of an ecosystem of services integrating Italian tolling service provider, Telepass. Luigi explains, “We will be introducing an offer included in 14

our insurance product – a bundle of services, together with tolling services provided by Telepass. We are also developing a new product for those who have many needs, such as insuring an apartment, a car and a bike. We are offering the possibility of having just one

“A mix of technology has paved the way for improving the experience of Sara’s customers, alongside a steady change management strategy that the company has employed, right from the very start”

single contract, which will be much cheaper and simpler for the policy holder because there will be only one expiration date.” Sara has adopted an omnichannel strategy in order to offer its customers the same experience

on all of its channels. Luigi says, “We do not care whether our customers are digital or not. We offer the option to buy products online or to visit a point of sale. In any case, if a customer buys a product on a digital channel, they will be assigned an agent close to where they live. They can then be contacted for support, consultancy, assistance in opening a claim, or for asking any questions.” In this way, Sara’s digital strategy is not replacing the physical network, but actually enhancing it. Luigi adds, “We want to offer more 15

“The aim is to offer streamline services to our customers so they are able to interact with Sara in an easy way using digital tools. We also want to deliver on our mobile experience, and continue to innovate to become a broker of services, supported by our insurance product” Luigi Vassallo, Chief Operating Officer (COO)

“Tibco assisted us in our transition to the cloud in the first phase of the project. They are an enabler of new solutions and helped us to develop quickly because we did not need to write lots of code”

opportunity to our policy holders and agents. To use digital as a leverage, we can provide new services to help our business grow.” A mix of technology has paved the way for improving the experience of Sara’s customers, alongside a steady change management strategy that the company has employed, right from the very start. Luigi explains, “You need to change the way you work, and this is not easy with sales agents who have been used to working with papers.

Sara Assicurazioni Redefines the Customercentric Insurer TIBCO empowered Sara Assicurazioni to put the customer at the center of its business. The success of its digital transformation shows in the accolades it received. In both 2019 and 2020, Sara received the German Quality and Finance Institute’s Digital Star award for digital insurance innovation. Sara continues to work with TIBCO, adding master data management capabilities to further enhance collaboration across the firm and third-party partners. Sara pivoted from a reactive company to a modern digitallydriven provider that leads with advanced technology and data to predict and satisfy customer demands, made possible by TIBCO.

In its first year with TIBCO, Sara migrated 85 percent of its data and applications to the cloud and reduced costs by nearly 60 percent. 18

Who Is TIBCO For more than 25 years, TIBCO has unlocked the power of realtime data for making faster, smarter, decisions. Data helps our customers gain a competitive advantage — and it’s now more important than ever, allowing them to more adeptly innovate, collaborate, and grow. TIBCO is the foundation for enhancing customer experience, optimizing operations, and rethinking and reinventing the way our customers do business. +39 02 30416050 | www.tibco.com

You therefore need to provide a lot of training and support, as well as workshops explaining how the world is changing.” Aside from improving customer service and obtaining operational efficiencies, Sara’s

“Forming key partnerships has been fundamental to Sara’s success, as it would not have been possible to do everything the company has achieved so far with simply its small IT team” main business goal is to attract new customers. Luigi adds, “We know that the new generation will be more digital than the customer base we have today. If we want to stay on the market, we need to become digital, 20

so this is effectively a strategic decision.” Forming key partnerships has been fundamental to Sara’s success, as it would not have been possible to do everything the company

has achieved so far with simply its small IT team. Luigi says, “We have great partners in the tech area because when it comes to services, we need solid partnerships to guide us with new solutions. Accenture, for example, is a large

system integrator that has worked with us to develop important software. They have a lot of vision and ideas coming from different markets and customers. They are helping to reshape our future and accelerate innovation.” 21

Another partner that has been with Sara from the beginning is Tibco. Luigi adds, “Tibco assisted us in our transition to the cloud in the first phase of the project. They are an enabler of new solutions and helped us to develop quickly because we did not need to write lots of code. Tibco also provides us with a means of connecting platforms, both internal and external, making communication possible between different systems.” Looking towards the end of 2021 and beyond, Luigi is excited to be reshaping the services and applications for policy holders in the future, ensuring the company can compete in today’s digital landscape. He concludes, “The aim is to offer streamline services to our customers so they are able to interact with Sara in an easy way using digital tools. We also want to deliver on our mobile experience, and continue to innovate to become a broker of services, supported by our insurance product.”

For further information, visit www.sara.it 23

A E R O S PA C E

Lift-off! Amazon boss, Jeff Bezos, plans to blast into space on Blue Origin’s first flight with a crew, becoming the first person in the world to ride his own rocket.

Jeff Bezos is set to blast into space this month when Blue Origin makes its first flight with a crew, with the billionaire Amazon boss becoming the first person in the world to ride his own rocket into space.

n a show of confidence, Bezos will share the adventure, scheduled for 20th July, with his young brother, Mark, and a friend. The launch date is particularly meaningful because it marks the 52nd anniversary of the first moon landing by Apollo 11’s astronauts, Neil Armstrong and Buzz Aldrin.

After 15 successful test flights, Blue Origin’s New Shepard capsule, named after Alan Shepard, the first American in space, will launch from West Texas. During the 10-minute flight, passengers will reach an altitude of 105km, just beyond the edge of space without going into orbit, before returning to Earth.

“As for the 20th July flight, a mystery bidder has now paid $28million for the fourth and final seat, which was auctioned off for charity” Bezos has dreamed of travelling into space since he was a child. He said, “To see the Earth from space, it changes you. It changes your relationship with this planet, with humanity. It’s one Earth.” “I want to go on this flight because it’s a thing I’ve wanted to do all my life. It’s an adventure. It’s a big deal for me.”

Until now, thrill-seeking billionaires have had to buy capsule seats from the Russian space program, or Elon Musk's SpaceX, which plans its first private flight in September. These orbital trips, generally lasting several days, with visits to the International Space Station, have cost tens of millions of dollars per person. But, Blue Origin's New Shepard capsule is much roomier, with

Jeff Bezos

“During the 10-minute flight, passengers will reach an altitude of 105km, just beyond the edge of space without going into orbit, before returning to Earth” a huge window at every seat – the biggest windows ever built for a spacecraft. The flight will officially launch the company’s space tourism business, although it is yet to start selling seats to the public, or even announce ticket prices.

Virgin Galactic’s Richard Branson also plans to ride into space aboard his own airplanelaunched rocket-ship later this year after one more test flight. Like Blue Origin, Branson's company will send paying customers to the lower reaches

“The bidding process attracted interest from more than 140 countries”

of space on up-and-down flights, while Musk's SpaceX has already transported 10 astronauts to the space station for NASA and sold several seats on private flights. As for the 20th July flight, a mystery bidder has now paid $28million for the fourth and final seat, which was auctioned off for charity. The winning amount

will be donated to Club for the Future, Blue Origin’s education foundation, which encourages young people to pursue careers in science. The bidding process attracted interest from more than 140 countries. Bezos’ brother, Mark, described the planned flight as a “remarkable opportunity”.

www.phys.org 35

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

Per Zandren, Chief Operating Officer at Aditro Logistics, discusses the company’s forward-thinking logistics development strategy.

Written by Anna McMahon | Produced by Jennifer Davies 38

ADITRO LOGISTICS IS ONE OF THE LARGEST THIRD-PARTY LOGISTICS (3PL) SERVICE PROVIDERS IN THE NORDICS.

ased in Sweden, the company was formed around 20 years ago, offering a broad service portfolio to its customers including warehousing, transportation, customs handling, and staffing. With more than 1,000 employees and annual sales of around 100 million euros, Aditro Logistics was acquired by Posti Group in February 2020. Per Zandren is Chief Operating Officer at Aditro Logistics. He explains, “As COO, I am responsible for all of our warehousing businesses, our customs business and our transportation business. I am very much focused on our logistics development strategy, which is based around a number of pillars. The first of which is standardisation. We believe that by developing standards in different segments, our customers will benefit. These include Fast Moving Consumer Goods, so we are building a FMCG concept, with targeted automation and visibility as part of our IT side.” Furthermore, Aditro Logistics is also building a concept for ecommerce and another for retail, bringing the total number of concepts to three. Per adds, “We are building standard-to-size concepts for these three pillars. Through them, there

is automation and digitalisation running like a red thread.” Technology therefore plays a key role in the company’s logistics development strategy, but Per prefers to differentiate between technology as information technology and technology in the physical sense, as he explains, “There are two sides to technology. We are investing heavily in a physical autostore in Arlanda, north of Stockholm, with robots helping us to pick the goods. We are also investing in automated guided vehicles (AGVs) for the FMCG concept, so technology is an important part of the concepts. On the IT side, we are developing a tech hub – an IT department which sits outside our normal operational IT. There will be four of five highlyskilled IT development workers, solely focusing on developing technology and systems for tomorrow.” Taking the ecommerce concept, Per talks about the changes that have recently taken place in the logistics industry and the demand to meet customers’ evolving needs. He says, “There has been a lot of transformation in the industry. Historically, we delivered goods to stores on half or full pallets. Ecommerce growth has really put pressure on the logistics chain. 42

We are now picking for every individual. Instead of a pallet of knives or tables, we are picking one knife and one table, which is a lot more intense in terms of picking. This, in turn, has driven us to invest more in robots and pushed us to innovate.”

“THE AUTOMATED SOLUTION WILL COVER 90 PER CENT OF WHAT WE DO, BUT WE ALSO HAVE BACK-UP IN TERMS OF OUR MANUAL SOLUTION, WHICH CAN BE EASILY SWITCHED ON IF NEEDED” But, there is a downside to having an automated solution, such as the use of robots, as Per explains, “With automated solutions, you cannot easily scale up the capacity for a peak of a week or two because the capacity sits in the speed of the robot, not in the amount of people. That is why it is important for us to have manual picking alongside our automated 43

“B2B IT HAS BEEN HELPING ADITRO LOGISTICS TO DEVELOP ITS IT SOLUTIONS, WAREHOUSE MANAGEMENT SYSTEM, AS WELL AS ITS INTERFACES WITH CUSTOMERS’ IT SOLUTIONS TO ENABLE A TRANSPARENT TRANSACTION OF INFORMATION WITH CUSTOMERS”

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processes. The automated solution will cover 90 per cent of what we do, but we also have back-up in terms of our manual solution, which can be easily switched on if needed. Humans and robots work alongside each other in this way. We still need humans to put items on the robots and take things from them.” The ownership of Posti Group has meant a huge increase in investment for Aditro Logistics around automation, especially on the ecommerce side. Per says, “Posti Group has been very positive about putting finance behind what we are doing. It has

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been encouraging to have Posti Group on board, with their solid finances and willingness to invest. It is important to invest a bit ahead of the curve. We need to invest first and then put our customers in place. You can only do that by having a strong owner.” Speaking of investment, a new site is currently being constructed, which will be the company’s seventh warehouse in Sweden. Per adds, “The building is under construction in Vaggeryd, with our FMCG concept in operation, so we are investing in a brand-new site with this automated concept.” One successful concept of development that was put in place a couple of years ago was Aditro Logistics’ gamification strategy. Per explains, “Our pickers and warehouse workers have an avatar in a virtual place, a bit like a game. That game is connected to their performance on the floor, so when you pick 50 pieces, for example, your avatar gets a score based on your working performance, and you can compete with your colleagues in this gaming environment. You can also put up a team and compete with another site. As your avatar improves, you can earn virtual money and buy cool stuff! It is a way to make the work more fun.” 46

“IT IS ABOUT THE SEAMLESS INTEGRATION OF THE INBOUND GOODS FROM CUSTOMERS’ WAREHOUSES, TAKING CARE OF THEM OUTBOUND, AND ALSO THAT LAST MILE. A SEAMLESS SUPPLY CHAIN FOR OUR CUSTOMERS!” Per Zandren, Chief Operating Officer

“WELAND SOLUTIONS HAS ASSISTED ADITRO LOGISTICS IN BUILDING ITS ECOMMERCE SITE IN ARLANDA. IT IS VERY SOPHISTICATED AND EFFECTIVE IN TERMS OF SPACE, AND THE PICKING DISTANCE IS ZERO BECAUSE THE PICKER STANDS STILL, RESULTING IN HIGH PRODUCTIVITY”

The gamification principle also generates data to analyse performance for business purposes. Per adds, “Efficiency has increased, but because we have been developing our operations, it is hard to pinpoint the exact source. Certainly, the gaming environment has been very well-received and we are seeing higher motivation. It makes us more attractive as an employer.” Per has found that great teamwork is fundamental to working as part of a group. He says, “We work in teams and groups, and having close

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partnerships within the group, as well as with the management team, is essential. We cannot really perform on an individual level. It is about working as a group to get things done.” What’s more, choosing the right partners is increasingly important for an industry that has seen such rapid change over the last 12 months or so. Per adds, “In terms of development, you cannot do it all by yourself, so having strong partners is key. There is a difference between partners and suppliers. A partner helps you to develop and can see your needs. You work together for the long-term.” One such partner is Weland Solutions, which has assisted Aditro Logistics in building its ecommerce site in Arlanda. It is very sophisticated and effective in terms of space, and the picking distance is zero because the picker stands still, resulting in high productivity. At the moment, we are in the process of signing a new deal to further expand our capacity in these elevators, so Weland Solutions is a very important partner for us.” 50

B2B IT is another key partner on the IT side. The company has been helping Aditro Logistics to develop its IT solutions, warehouse management system, as well as its interfaces with customers’ IT solutions to enable a transparent transaction of information with customers. When asked about the future, Per says he is looking forward to launching and defining the aforementioned concepts, as well as helping Aditro Logistics’ customers to lead and be in the forefront of developments in the logistics industry. He adds, “We are aiming to be a fulfilment company as part of our strategy. We pick, we pack, we have warehouses, and we have a transportation department, but we are now looking to take care of our customers’ supply chain all the way to the end customer. It is about the seamless integration of the inbound goods from customers’ warehouses, taking care of them outbound, and also that last mile. A seamless supply chain for our customers!” For further information about Aditro Logistics, visit www.aditrologistics.com 51

A RT I F I C I A L I N T E L L I G E N C E

Razer has partnered with ClearBot in a bid to crack down on waste in our waters.

IN CELEBRATION OF WORLD OCEANS DAY, TECHNOLOGY COMPANY, RAZER, ANNOUNCED THAT IT HAS ENTERED INTO A PARTNERSHIP WITH MARINE WASTE CLEANING START-UP, CLEARBOT, IN ORDER TO ADVANCE THE USE OF AI AND ROBOTICS TO REDUCE OCEAN POLLUTION.

he venture is part of Razer’s campaign to make green investments to support the environment, as well as equipping sustainability-focused start-ups with the right tools and capabilities to help them scale. The partnership will allow ClearBot to redesign its AI robot to maximise cleaning up marine plastics. Razer’s leading engineers and designers volunteered personal time and technical expertise to help turn their prototype into a scalable, mass-marketable product. Leveraging on Razer’s extensive knowledge, the newly designed and fully automated cleaning drone is armed with cuttingedge AI and machine learning capabilities that can detect plastics in rough waters within two metres. It can collect up to 250kg of waste in just one cleaning cycle, and runs on solarpowered energy to further boost its sustainability credentials. Patricia Liu, Chief of Staff at

Razer, said, “We are extremely happy to have the opportunity to work with a start-up focused on saving the environment. ClearBot’s unique AI and advanced machine learning technology will enable and empower governments and organisations around the world to broaden their sustainability efforts.

“THE RAZER T ORIENTED APPRO MARINE WAST EXTREMELY EY ARE GRATEFUL TO VOLUNTEERED T THIS PR

Sidhant Gupta, Chief Exe

TEAM’S ACTIONOACH TO SOLVING TE ISSUES WAS YE-OPENING. WE TO THE TEAM WHO THEIR TIME FOR ROJECT”

“We urge other innovative startups to reach out to Razer for collaboration opportunities as we strive to make the world a safer place for future generations.” Around 8 million metric tons of plastic are dumped into the oceans each year. As they break down, these microplastics end up in our food chain, as well

ecutive Officer at ClearBot

HOW DOES

DETECT TRASH An onboard camera and AI algorithm detect trash and the robots collect it and bring it to shore.

COLLECT TRASH Each robot can collect up to 250Kg on a single mission and up to 1 ton per day.

S IT WORK?

RECYCLE Clearbot works with recycling companies to get waste sorted and recycled.

COLLABORATE Clearbot partners with brands to incorporate the recycled ocean plastic into exisiting products.

as releasing chemicals that contaminate the sea.

volunteered their time for this project.

Sidhant Gupta, Chief Executive Officer at ClearBot, commented, “The Razer team’s actionoriented approach to solving marine waste issues was extremely eye-opening. We are grateful to the team who

“With the new model, we’re confident in extending our reach globally to protect marine waters, starting with partners which include marine harbour operators in Asia and NGOs who have already expressed interest.

“TO DRIVE PARTICIPATION FROM THE COMMUNITY, CLEARBOT HAS ISSUED A CALL FOR THE GENERAL PUBLIC TO UPLOAD PHOTOS OF MARINE PLASTIC WASTE COMMONLY FOUND IN OPEN WATERS TO THEIR WEBSITE”

Together with Razer, we look forward to effecting positive change for the world.” To drive participation from the community, ClearBot has issued a call for the general public to upload photos of marine plastic waste commonly found in open waters to their website. The research and design team will use this information to help improve the robot’s waste detection AI algorithm.

“TOGETH EFFECT

HER WITH RAZER, WE LOOK FORWARD TO TING POSITIVE CHANGE FOR THE WORLD”

Sidhant Gupta, Chief Executive Officer at ClearBot

To find out more about ClearBot, visit www.clearbot.org

Source: www.artificialintelligence-news.com 63

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The latest environmentallyfriendly products from sustainable brands across Europe.

T-Mobile Netherlands

The team talks mergers, an extensive IT transformation program, plus continued customer improvements in quality and efficiency

rry

inuous enhance costs

e x c l u s i v e

FEBRUARY The COO at Sara Assicurazioni charts the company’s successful digital transformation journey

Michael Voegele, Chief Digital & Information Officer at Philip Morris International, explains why encouraging female representation is more than just a box-ticking exercise.

We Talk to Gabriele Bartolucci, Head of Procurement at EOLO

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t e x c l u s i v e

Inspiring female tech leaders

Scale up Driving forward the next generation of European tech giants

exclusives

2021 BUMPER ISSUE!

"The team were professional and diligent throughout" Leigh Feaviour, CTIO for BT’s Supply Chain

"Absolute pleasure working with the Digital Innovation team" Mun Valiji, Chief Information Security Officer at Sainsbury’s

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"Proud to be part of Digital Innovation" Bouke Hoving, Executive Vice President Networks and IT

Written by Michael Voegele

TECH

Michael Voegele, Chief Digital & Information Officer at Philip Morris International, explains why encouraging female representation is more than just a box-ticking exercise.

NEVER HAS OUR DEPENDENCE ON TECHNOLOGY BEEN GREATER. FOR MUCH OF THE PAST YEAR AND A HALF, WE’VE ADAPTED OUR DAILY ROUTINES – RELYING ON TECHNOLOGY TO MAINTAIN CONNECTIONS WITH LOVED ONES, WORK COLLEAGUES, CLIENTS, SERVICES, AND RETAILERS. 68

he importance of technology in providing solutions cannot be underestimated. But lasting solutions can only be achieved by systems that are truly consumercentric. This underlines the critical role gender-balanced, diverse, and inclusive workforces play in serving the myriad needs of the society they represent. That’s why encouraging more

female representation in technology is far from a tick in the box – it’s a business, and societal, imperative.

TECH TEAMS FOR ALL = SOLUTIONS FOR ALL At Philip Morris International (PMI), we are committed to levelling the playing field. Whilst we know there’s a long way to go, we recognise that creating gender-balanced tech

teams is paramount if we are to unlock the full potential of both technology and the company overall. For IT and tech leaders to dismiss inclusion and diversity would be to deprive society of systems that work for everyone. Tech, like any product, will always reflect the input, world views, and backgrounds of its contributors – and will, therefore, be best embraced by consumers of a similar profile. For us at PMI, there is also a clear business need for greater gender balance. The business is transforming to deliver better

alternatives to those adult smokers who will otherwise continue to smoke. This entails a radical shift away from a B2B to a B2C commercial operating model, offering consumers a bespoke and seamless end-toend experience. By recruiting more women in tech, we will be more representative of society, thereby delivering consumercentric solutions worthy of the name.

EMPOWERING WOMEN TO PURSUE CAREERS IN STEM To ensure gender balance becomes a future norm in tech functions, we must first address

“THE UNESCO INSTITUTE FOR STATISTICS REVEALS THAT LESS THAN 30 PER CENT OF THE WORLD’S RESEARCHERS ARE WOMEN, WHICH IS INDICATIVE OF THE LIMITED POOL OF FEMALE TALENT AVAILABLE” 71

“ONCE WE’VE ADDRESSED THE ISSUE OF GENDER IMBALANCE, THE NEXT CHALLENGE IS TO RETAIN DIVERSE TALENT. THERE ARE NUMEROUS STRATEGIES, WHICH PMI IS EMPLOYING, TO ACHIEVE THIS – FROM UPSKILLING, NETWORKING, AND MENTORING PROGRAMS; TO FLEXIBLE WORKING AND PERFORMANCE REVIEWS THAT ACKNOWLEDGE AND ADDRESS BIAS” Michael Voegele, Chief Digital & Information Officer

the core issue – the stark underrepresentation of women studying STEM subjects and pursuing careers in the fields. The UNESCO Institute for Statistics reveals that less than 30 per cent of the world’s researchers are women, which is indicative of the limited pool of female talent available. At the five largest international tech companies, women represent just 34 per cent of the workforce. Even more alarming is a report by Accenture and Girls Who Code, showing the women-to-men ratio in tech roles has actually

“ONLY BY SHEDDING THE GENDER-SPECIFIC STIGMAS THAT HAVE LONG EXISTED CAN WE INSPIRE MORE WOMEN TO PURSUE TECH CAREERS AND WIDEN THE POOL OF FEMALE TALENT AVAILABLE” 74

declined over the past 35 years. This is a deep-rooted problem that demands a societal response. Whilst organisations have a responsibility to accelerate gender-balance in tech departments, STEM clearly needs a rebrand. Only by shedding the genderspecific stigmas that have long existed can we inspire more women to pursue tech careers and widen the pool of female talent available. Businesses have an important part to play in this, building inclusive environments that empower women in tech and celebrate female role models. We need to establish workplaces that enable women to bring their true, best selves to work, ensuring they feel comfortable to speak up, share their ideas and creativity, and help drive the innovation required to deliver a better tomorrow. In PMI’s case, that means leveraging science and technology to drive positive change in public health through the delivery of a smoke-free future.

GENDER BALANCE FOR A BETTER WORLD Once we’ve addressed the issue of gender imbalance, the next challenge is to retain diverse talent. There are numerous strategies, which PMI is employing, to achieve this – from upskilling, networking, and mentoring programs; to flexible working and performance reviews that acknowledge and address bias. And we must also judge our own efforts by the high standards set by society. This means implementing measurable goals and processes to track progress transparently. In January, PMI was added to the 2021 Bloomberg

Gender-Equality Index (GEI) for our transparency in gender reporting and advancing women’s equity. We’ve a long way to go, but this underscores our commitment to equal opportunities for all employees. The fact is, achieving gender balance isn’t just the right thing to do – it delivers stronger business performance. But more than that, it drives innovation, change, progress, and solutions. This is how we can build a more equitable and just society. For further information on Philip Morris International, visit www.pmi.com

“IN JANUARY, PMI WAS ADDED TO THE 2021 BLOOMBERG GENDEREQUALITY INDEX (GEI) FOR OUR TRANSPARENCY IN GENDER REPORTING AND ADVANCING WOMEN’S EQUITY” 77

A U T O M AT I O N

Hendrik Kummeling, Managing Director Global Accounts & Solutions at Asendia, explains how 'Goods to Person' robotic technology is reshaping e-commerce fulfilment.

AMAZON CAN NOW BOAST OVER 200,000 ‘ROBOTS’ OPERATING IN ITS GLOBAL FULFILMENT CENTRES, AND THE NUMBER IS RISING. eanwhile, Chinese e-commerce behemoth Alibaba last year launched autonomous logistics robots for last-mile deliveries. Alibaba claims the technology will be essential to keep pace with the explosive growth of online shopping in China. Incredibly, 200 million packages are delivered daily across the country, and forecasts suggest volumes will rise to 1 billion packages per day in the coming years. The US and Asia are considered to be ahead of

the curve when it comes to developing and deploying value-added solutions in robotics, machine and factory automation. Very few European companies have such large armies of intelligent Autonomous Mobile Robots (AMRs) at their disposal, but this is changing as we emerge from the pandemic, with e-commerce now so central to the way people shop. My belief is that in the next three to five years, we will see a wave of robots and automated solutions boosting warehouse

efficiencies in Europe. A reality is that without more automation, e-commerce companies and their shipping and parcel partners will simply struggle to keep pace with demand, and stay in the race with likes of Amazon and Alibaba.

wi-fi connectivity, and AI algorithms in route planning are being harnessed to power robot functionality. So, what exactly can G2P achieve, and what can we expect in 2021?

Industry experts say Goods To Person (G2P or GTP) robotics lies at the core of the digital revolution taking place in e-commerce warehouses around the world. This is where individual items to be shipped are brought to the (human) picker by robots, cutting out hours of people walking around the site. QR codes and cameras,

There are opportunities galore for automation in key processes, particularly putting away ‘goods in’ once received, picking, packing and sorting. Lack of available labour, the ‘peak and trough’ nature of seasonal e-commerce fulfilment, and the constant need to speed up the delivery process for ever-demanding customers,

ECOMMERCE ‘G2P’ ROBOTICS IN ACTION

"AT AMAZON’S FUTURISTIC FULFILMENT SITES, THOUSANDS OF WI-FI NETWORKED KIVA ROBOTS CONTINUALLY SHIFT AN OCEAN OF ‘STOCK TOWERS’, HUNTING DOWN ITEMS AND FINALLY DELIVERING THE GOODS TO THE RIGHT PACKING DOCKS, WHERE HUMAN EMPLOYEES ARE READY TO PACK, WITH ALL THE RIGHT CUSTOMER AND ORDER INFORMATION" 82

are all reasons why the world’s e-commerce players and 3PLs are hunting down robotic and automation solutions. Embracing robotics characteristically early, Amazon opted for Kiva Systems, which the e-commerce leader bought in 2012 for $775m. Kiva introduced ‘chaos inventory’ management to the market, which means 84

that a single SKU could be stored in several different locations as a single unit, often alongside other SKUs. The idea is that it is more efficient to have products dotted around the field at random, rather than neatly stored in multiples by product or brand. It will be interesting to see if any new concepts supersede this one. At Amazon’s futuristic fulfilment

sites, thousands of wi-fi networked Kiva robots continually shift an ocean of ‘stock towers’, hunting down items and finally delivering the goods to the right packing docks, where human employees are ready to pack, with all the right customer and order information. These robots rely on side cameras which look for obstructions, top cameras

scanning QR codes underneath the stock towers, and the bottom camera scanning QR codes on the floor to navigate.

INVESTMENT IN AMR IS RECOVERING

Amazon effectively removed Kiva Systems from the open market when they acquired the company. The event sparked significant start-up activity 85

in parallel with mobile robot technology developments. While development activity was held up by the pandemic, investment in this tech is back on the agenda; European companies, including companies based in Israel, having raised 18 per cent of all funding to February 2021, according to the most recent Goods to Person Solutions 2021 report, published by STIQ. The report mentions Grenzebach (Germany), Caja Robotics (Israel), Scallog (France) and Makhina Robotics (Belgium, Turkey) as just a few of the European companies securing investment and developing intelligent AMR systems suited to the e-commerce market. Benefits from adopting the technology are multiple, reaching beyond the picking and goods movement functionality, the report found. Flexibility is a big win, meaning pressure to hire seasonal staff or cope with sudden spikes in product demand is eased with AMRs up and running. Returns can be managed swiftly with this tech, and even cleaning and staff training are referenced as addon gains following investment in the systems. 86

At Asendia, we are exploring how automation and robotics can streamline operations in our warehouses and e-commerce fulfilment centres, and are confident our retail clients operating out of Europe will benefit hugely from advances we make in the coming years. For instance, we are introducing 6-axis robotics arms for rapid labelling of parcels in our UK operation in Hounslow, London. And last year, we invested in AsiaPacific e-commerce technology leader Anchanto, which will allow us to bring their intelligent SaaS platforms to Europe, helping our e-commerce clients streamline back-office processes, and pave the way for more future-ready ways of running their businesses.

ALTERNATIVES TO AMRS

Whilst it is clear that robotic picking systems are groundbreaking, there is a swell of opinion that they are not a good fit for all warehouses, or for all products and customer types. For example, autonomous robots are generally not feasible for traditional grocery DCs supporting retail stores, or for B2B distributors serving a mix of retailers, wholesalers, and directto-consumer customers. 87

"WITH AI-OPTIMISED PICKING ROUTES, AND SMART ALGORITHMS FOR ‘INTELLIGENT BATCHING’, SIGNIFICANT TIME AND COST SAVINGS TO OPERATIONS CAN BE ACHIEVED" 88

In these instances, AI-based software should be considered, both as a complement to optimise robotic processes or as an alternative to robots for non-automated picking. With AI-optimised picking routes, and smart algorithms for ‘intelligent batching’, significant time and cost savings to operations can be achieved.

An overly-automated fulfilment operation can also design out specialist services which some retailers might require – branded packaging, unusual box sizes etc. So, while advances in automation are to be welcomed, it is worth considering all angles before letting robots run the entire show.

For further information on Asendia, visit www.asendia.com 89

H E A LT H

A European Digital Health Revolution We explore some of the most user-friendly healthcare apps on the market designed to make looking after ourselves easier than ever before. During the pandemic, digital health stepped up to provide expedient healthcare services, ensuring effectiveness, safety, and even humanity for patients suffering from chronic conditions or those who needed immediate healthcare. The continued digital transformation of the European healthcare sector means everyone now has access to apps, enabling them to manage their everyday healthcare needs independently. Here, we present a rundown of some of our favourites. 90

Kry Livi is a medical app, owned by Kry International AB, a Swedish online healthcare company based in Stockholm, which was established around seven years ago. It operates in the UK, France, Germany, Sweden and Norway. Facilitating video consultations between patients and doctors and psychologists, the company has seen rapid growth since its launch, particularly during the pandemic, given the fact that the service saves everyone valuable time.

Doctolib Doctolib is an online and mobile booking platform that helps you to find a specialist doctor or dentist nearby, and make an appointment. It was established in Paris in 2013, allowing patients to book appointments online and reduce the associated admin work. The company has millions of patients using its platform in France and Germany, as well as 150,000 healthcare professionals, and has attracted funding from the likes of General Atlantic.

Babylon Health Babylon Health is a digital-first health service provider combining an AI-powered platform with virtual clinical operations for patients. Launched in the UK in 2013, patients are connected with doctors and healthcare professionals through its web and mobile application. On a global level, Babylon Health has facilitated over 20 million consultations, which is more than 1,000 every day since it was founded.

Siilo A secure medical messenger platform designed for healthcare professionals, Siilo allows users to communicate patient data with teams and colleagues through rich media messaging or voice and video calling without interrupting workflows. Launched in Amsterdam in 2016, Siilo’s familiar interface and healthcare-specific design make it the preferred app for over 320,000 professionals.

DocPlanner DocPlanner is an online booking platform and management software provider for doctors. Founded in Warsaw, Poland, in 2011, the platform has two main offerings; firstly, a consumer-facing marketplace and reviews site for booking medical appointments online, and secondly, cloud software for healthcare providers to digitise their operations.

Qare Qare combines medical expertise with digital innovation, improving the quality of health services for patients and practitioners since its launch in 2016. It provides clinical services such as GP support, prescription services, mental health consultations, and musculoskeletal specialist care. UK-based HealthHero recently acquired the French company in a bid to expand across Europe, enabling HealthHero to cover around 22 million users.

IN THE SP OTLIGHT

START-UP OF THE MONTH TIER Mobility is a leading European provider of micro-mobility solutions. uropean e-scooter giant, TIER Mobility, launched in 2018 and has already captured over 20 per cent of global market share in its core business. Headquartered in Berlin, it operates in over 60 cities and across nine countries, with more than 20,000 scooters deployed. According to TIER, they are the first fully climate neutral provider in the micromobility sector, and its e-scooters are renowned for their safety-first design, with bigger front wheels, wider foot plates, and a double-kick stand. How does it work? Users must download the app and sign up to start their ride. They are required to scan the e-scooter to unlock it, following the TIER app instructions to assist them. And then they are off!

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Fred Jones, General Manager UK

“We are very much at the dawn of a new era and I believe that the introduction of e-scooters will have a profoundly positive impact on our towns and cities for decades to come” The e-scooters are fun and easy to ride. Simply place one foot on the board, using the other foot to push and to pick up speed. Then you can place both feet on the board. The right acceleration lever enables you to gain speed, while the left lever or the foot brake helps you to slow down, depending on the scooter model you drive. When you get to where you want to go, you just tap ‘end ride’ and you are free to go about your day. TIER Mobility has plans for a UK expansion, having hired two senior figures in the ride-sharing and e-mobility sector last year – Fred Jones as General Manager UK, and Benjamin Bell as Head of Public Policy for Northern Europe. Jones and Bell both previously worked at Uber and aim to help bring the company’s market-leading

e-scooters to cities across the UK, following the Department for Transport’s move to fast-track trials in the wake of Covid-19. Fred Jones commented, “We are very much at the dawn of a new era and I believe that the introduction of e-scooters will have a profoundly positive impact on our towns and cities for decades to come. To this end, I couldn’t be more excited to join TIER as the company prepares to roll out its unique e-scooter model, which is unrivalled when it comes to safety, sustainability and user experience.” With a mission to change mobility for good, by providing people with a range of shared, light electric vehicles, powered by a proprietary Energy Network, TIER is taking steps to help cities reduce their dependence on cars.

For further information, visit www.tier.app 101

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