Sustainability Magazine - November 2021 by Energy Digital

November 2021 | sustainabilitymag.com

Digital watch

Ecosia's Christian Kroll on his climate crisis crusade

Nuclear conscience

How the rise of alternative energy could be taking off

Plastic surgery

Black-owned and founded businesses

New facelift for corporate merch as Pinksheep target tat

WHY THE DIVERSITY AND INCLUSION VIBE MUST KEEP RISING FEATURING:

VERNE GLOBAL

ORANGE MARINE

TM FORUM

In Association With:

SHAPING THE FUTURE OF SUSTAINABLE BUSINESS

2022 February 23rd-24th

STREAMED & IN PERSON TOBACCO DOCK LONDON

Confirmed Speakers Include:

Ben Clifford

Sarah Chapman

Global Health, Safety & Sustainability Associate Director

Global Chief Sustainability Officer

Fidelity International

Manulife Financial Corporation

Roy Cheung

Mary-Jane Morifi

Global Head, Sustainability Solutions, Engineering Plastics

Chief Corporate and Sustainability Officer

Covestro

Tiger Brands Limited

Øistein Jensen

Sandeep Chandna

Chief Sustainability Officer

Chief Sustainability Officer Tech Mahindra

Odfjell SE

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The Sustainability Team EDITOR-IN-CHIEF

JOHN PINCHING DEPUTY EDITORS

HELEN ADAMS EDITORIAL DIRECTOR

SCOTT BIRCH

PRODUCTION DIRECTORS

GEORGIA ALLEN DANIELA KIANICKOVÁ PRODUCTION MANAGERS

OWEN MARTIN PHILLINE VICENTE JANE ARNETA JACK THOMPSON

PRODUCTION EDITOR

JANET BRICE CREATIVE TEAM

DIGITAL VIDEO PRODUCERS

EVELYN HUANG HABBIE AMOS JACK NICHOLLS MARTA EUGENIO ERNIE DE NEVE

OSCAR HATHAWAY SOPHIE-ANN PINNELL HECTOR PENROSE SAM HUBBARD MIMI GUNN JUSTIN SMITH REBEKAH BIRLESON DUKE WEATHERILL JORDAN WOOD

TYLER LIVINGSTONE

VIDEO PRODUCTION MANAGER

GRETA ANDREJEVAITE

KIERAN WAITE SAM KEMP

MOTION DESIGNER

MARKETING DIRECTOR

ROSS GARRIGAN

MARKETING MANAGER

PROJECT DIRECTORS

MARK CAWSTON

BEN WIGGER ASHLEY KIRBY GLEN WHITE MEDIA SALES DIRECTORS

GLEN WHITE MARK CAWSTON

MANAGING DIRECTOR

LEWIS VAUGHAN

EXECUTIVE ASSITANT

JORDAN HUBBARD CHIEF OPERATIONS OFFICER

STACY NORMAN CEO

GLEN WHITE

FOREWORD

Tat out of hell

“People were on petrol station forecourts filling, not just their tanks, but jerry cans and all manner of improvised containers, lest they should be denied the opportunity to fug the air with more poison”

SUSTAINABILITY MAGAZINE IS PUBLISHED BY

A petrol shortage! Gas and electricity prices soaring! Empty shelves in toy shops! Was this a disastrous kink in the supply chain? No – this is simply the world’s serendipitous way of pleading with us to drive fewer miles, waste less energy and stop consuming so much tat. To get with the programme. We are in the middle of an existential crisis and yet ‘our’ reaction to a scarcity of the very materials which threaten us is to panic and consume even more. The human race doesn't quite get it. Yet. History has witnessed that before a cultural change there has to be defiance. People were on petrol station forecourts filling, not just their tanks, but jerry cans and all manner of improvised containers, lest they should be denied the opportunity to fug the air with more poison. At times like this you realise The Walking Dead is actually social realism. But we can mobilise and we can change. Take the example of when smoking in public buildings was banned across many countries in the first decade of this century. There was loud objection and outcry as many predicted the end of civilisation. In reality, fags were killing us in our millions. Shortly thereafter we were reconciled to fresh air and life continued (for much longer). The climate change threat will require a sweeping approach – fundamentally reconditioning our collective and individual outlooks. ‘There but for the grace of smog go I’ is no longer the paradigm of our times and the corporate ecosystem knows it. Companies now see green credentials as their salvation. The race to save the planet has gathered pace, and not a moment too soon.

JOHN PINCHING

john.pinching@bizclikmedia.com

sustainabilitymag.com

CONTENTS

Our Regular Upfront Section: 10 Big Picture 12 The Brief 14 Timeline: The coke generation 16 Trailblazer: Jane Fonda 20 Five Mins With: Zainab Bie

48 ESG

Christian Kroll, CEO of Ecosia, on digital sustainability

Unlimited potential, backed by the planet

HIgh seas,hIgh tech and hIgh levels of sustainability

Verne Global

Orange Marine

102 NetZero

The future looks bright for nuclear energy

Diversity Inclusion Happy work days and the destiny of difference

114

Go-Ahead

The journey to sustainable transport

126

How NETRALITY is revolutionising the Digital Ecosystem

Pinksheep are leading the herd to sustainable merchandise

Netrality

Supply Chain

30 November - 2 December, 2021 Stuttgart, Germany

Stay connected with the advanced battery and H/EV technology community

Join engineers, R&D leads, and executives from across the industry who attend our events to: Source the latest technology and industry solutions Network with peers at the industry’s largest trade events Learn from thought leaders at expert-led educational sessions

This event gives me real access to see some of the challenges that are met at an enduser level and with companies that are really working with the end-user in mind.

The Battery Show really is a great opportunity to meet people from a very high quality level in terms of industry, in terms of companies, in terms of technology.

Dr. Limhi Somerville., Advanced Battery Research, Jaguar/Land Rover

Bruno Samaniego, Engineering Integration, Airbus Defence and Space

Get your pass at thebatteryshow.eu

160

TM Forum

Driving diversity and inclusion

134

Home Trust

Procuring diversity: The benefits of balance

174

RG Gold

Progressing well with 5Mtpa CIP plant construction

148

186

Black-owned and founded businesses

Leveraging deep tech for a more sustainable future

Top 10

Saur

BIG PICTURE

Uniting the planet Avoca-don’t at UN COP26 Spain Glasgow, UK

The world’s attention focuses on Glasgow for the United Nations COP 26 Conference. Has there ever been a more high-profile conference than UN COP26? Conferences usually gather to discuss pressing issues, but rarely does the agenda involve the survival of the planet. COP26 - 31 Oct 2021 – 12 Nov 2021. sustainabilitymag.com

THE BRIEF BY THE NUMBERS

“The Group became the first FTSE 100 company to set targets for gender and ethnic diversity at senior levels”

In a survey by FTI Consulting, businesses were asked if they were expecting to face ESG investigations in the next 12 months

Samantha Owo

Race Action Plan Lead, Lloyds Banking Group  READ MORE

“Our efforts to improve inclusivity will be a catalyst for greater diversity, opening the door to a variety of talent”

79% Yes

21%

Gemma Jackson

UK Diversity & Inclusion Lead, RSA Insurance 

Rock and Kroll “The goal is to reduce inequalities between generations and minimise territorial, gender and social gaps” Angelica Krystle Donati

Head of Business Development, Donati S.p.A. 

November 2021

Fighting the climate crisis, Christian Kroll, CEO of Ecosia, is searching for ways to remove carbon dioxide from the atmosphere – one click at a time.

In with the nu Not quite renewable, deeply dangerous yet enduringly popular, many have learned to stop worrying about and love nuclear energy.

HLM ARCHITECTS Sustainable architecture is becoming mainstream. With economic design and environmental infrastructure, HLM Architects is set on building homes with a people approach.

DESTINY OF DIFFERENCE Ten years ago diversity was addressed with quiet platitudes but more recently the volume has been turned up as global companies realise that different people mean better results. The absolute, empowering and all-encompassing knowledge that diversity, equality and inclusion makes everything better has – mercifully – emerged from the shadows. In recent years, this paradigm has transcended its ubiquitous status as a fad, niche or left-leaning dream and juxtosed itself firmly in the bastion of reality (where it belongs). Sustainability Magazine has gathered together some of the extraordinary luminaries leading the charge, as they describe how difference really is making a difference.

 ARAB PETROLEUM INVESTMENTS Arab Petroleum Investments has created a clear ESG policy, covering environmental protection, social responsibility and robust governance.

 COAL China's President, Xi Jinping, has announced that China will work towards ending its coal-fire projects abroad and in China as the country moves towards renewable energy.

 SMOKING In discussion with Sustainability, Jennifer Motles, Chief Sustainability Officer at the cigarette manufacturer Philip Morris International, discussed creating a smoke free future.

W I N N E R S NOV21

L O S E R S sustainabilitymag.com

TIMELINE

THE COKE GENER ATION 1886

1920

1975

Sparkling history

Coke with ice

Challenge of our rivals

Under the trademarks For many people Christmas Coke and Coca-Cola, this means a huge Coca-Cola carbonated beverage emerged branded articulated lorry, via a shrewd and deliberately hauling sugar infused dreams mysterious narrative involving and, presumably, air pollution. a highly-secret list of very Resplendent in vibrant red and precise ingredients. Curiously, white, Coke’s rotund Father founder John Pemberton Christmas – with bottle in was motivated by a desire to hand – has become the Santa ease the symptoms of drug of our times. addiction across post-civil war America. Millions were convinced and for the CocaCola company it proved to be liquid gold. 14

November 2021

The biggest threat to Coke’s market share was the ludicrously implausible ‘street test’ carried out by Pepsi. The company invited unsuspecting members of the public to taste two types of cola. The ‘contestants’ which appeared on television commercials, all chose Pepsi samples – the implication being that CocaCola was undrinkable filth. Needless to say, Coca-Cola retained its position at number one.

It’s the most recognisable brand in the world and a popular culture icon. Omnipresent from New York to New Deli, Coca-Cola’s distinctive logo is a byword for commercial success and – of course – our unquenchable desire for a nostalgic, versatile and timeless beverage.

1985

2021

Falling flat

Trash talking

In a bizarre moment of self-destruction CocaCola decided to ‘change its recipe’ – the very recipe on which its entire empire had been built. Addicts hated it and mobilised throngs campaigned for the immediate restoration of the original taste. In an embarrassing u-turn, a new ‘old’ classic Coke was re-released and the new version was quietly poured down the sink, never to return.

Weirdly, Coca-Cola spent its early history in a sustainability paradise. Its famous glass bottles were reusable and – later – aluminium cans were recyclable. The trouble started when it introduced plastic bottles which, after several decades of unrelenting use, can be seen bobbing around in the Arctic Ocean. Mercifully, as of this year, plastic Coke bottles will all be made from recycled plastic. sustainabilitymag.com

TRAILBLAZER

JANE FONDA SETTING THE SCENE

Name: Jane Fonda Job Title: Hollywood star of sensible activism Company: The Fonda dynasty

ane Fonda is an actress, activist and sustainability legend – and one who can humbly hold herself to account. Over her 83 years, Fonda has protested against inaction on climate change and various wars, stood by Native Americans, advocated for gay rights and hosted Black Panther party fundraisers. The Oscar-winner is fluent in French and American sign language and sits on an estimated net worth of $200mn. An activist for all seasons Fonda was born into the highest of privileges. Her father, Henry Fonda, was an actor, and her mother, Frances Ford Seymour, a socialite, who died by suicide when Fonda was just 12 years old. A successful career in modelling consumed Fonda in the 1960s, but she grew concerned about the Vietnam War and in 1972, Fonda visited Hanoi. There she met with both American prisoners of war and Vietnamese soldiers. Fonda was infamously photographed seated on an anti-aircraft gun, which was being used to shoot down US aircraft. Many were revolted at her behaviour. 16

November 2021

Jane Fonda’s Original Workout remains the best-selling home exercise video of all time

sustainabilitymag.com

TRAILBLAZER

“I just felt that I had to become a rightout activist”, Fonda later told HBO. “I’m proud of most of what I did and I’m very sorry for some of what I did.” Most recently, Fonda has protested against the Dakota Access Pipeline and was arrested while protesting against climate change inaction in Washington D.C., in December 2020. A business hero In a time before social media, Fonda used her platform from magazine covers to her Oscar speech, to bring attention to causes she felt needed support. “What am I here for, if not to be used by good people, for good things?” she once asked. In 2005, Fonda created the Women’s Media Centre, to amplify women’s voices across the media. In 1979, Fonda ventured into aerobics, publishing workout books and a video tape, Workout. The video went on to become the best-selling home exercise video of all time and funded ‘Campaign for Economic Democracy’. In 2020, Fonda published another book, What Can I Do?: My Path from Climate 18

November 2021

Despair to Action, with the proceeds going to Greenpeace. Responsible activism At the time of writing, environmental activists in England have superglued their hands to motorways, in the hopes of encouraging climate action from the government. We can all learn from Fonda, in that it’s never too late to be responsible, in either becoming an activist or apologising for activism taken too far.

“What am I here for, if not to be used by good people, for good things?” sustainabilitymag.com

FIVE MINUTES WITH...

ZAINAB

BIE

At 13, Zainab Bie became aware of poverty and the climate crisis. Now 17, she has completed the United Nations Young Leaders Training Programme and is the youngest person ever to qualify for the LEED Green Associate exam.

HI ZAINAB! HOW DID YOU FIRST LEARN ABOUT SUSTAINABILITY?

“While waiting for my school bus, I used to see some children there, with bags of garbage not school bags. My dad told me that they were working to segregate the waste. I was shocked that children were leaving school to earn money and I thought that maybe in the future, I could do something. “Then I became involved in various school activities from talking about mental health issues to female empowerment. My passion was to actually voice out the social issues and involve more people.”

CAN YOU TELL US ABOUT YOUR LIFE IN DELHI?

“I'm grateful that I have a park near me. I can walk there, but Delhi is very polluted, if I'm being honest. It actually makes me so sad, considering the large quantity of people being exposed to such harmful chemicals in the air.”

November 2021

HOW HAVE YOUR PARENTS REACTED?

“They have been very supportive. In our family, we focus on how we can contribute to society.”

“ Some people think that climate change isn't happening. Now, the pandemic has happened, it’s easier to say that climate change can also happen!” YOUNG PEOPLE ARE SOMETIMES TOLD TO STAY OUT OF ENVIRONMENTAL CONCERNS AND STAY IN SCHOOL - WHAT DO YOU THINK ABOUT THIS?

“I believe that sustainability is not some extracurricular thing. For me, it is a part of my routine, my passion! Sustainability is actually a part of my life and I'm enjoying it.”

THE PANDEMIC HAS FORCED THE WORLD TO REEVALUATE ITS BEHAVIOUR. WHAT HAVE YOU LEARNED ABOUT YOURSELF DURING THIS TIME?

“I believe that the pandemic is actually a positive thing for me, because it is helping me to back up my arguments. Some people think that climate change isn't happening. Now, it is much easier for me to tell them: “See – the pandemic happened, climate change can also happen!”

AT 17, YOU ARE DEALING WITH THE CLIMATE CRISIS, THE CORONAVIRUS PANDEMIC AND ALL YOUR VOLUNTEER ROLES. WHAT DO YOU DO TO RELAX?

“I enjoy playing chess, but sustainability is actually what brings me peace!” sustainabilitymag.com

FIVE MINUTES WITH...

“ The United Nations Young Leaders Training Programme, made me more aware about the UN and how we can bring about more change to policies”

November 2021

YOU'VE JUST STARTED THE UNITED NATIONS YOUNG LEADERS TRAINING PROGRAMME, WHAT IS THAT LIKE?

“I was the youngest on the programme! I gained confidence from it, I learned negotiation skills and diplomacy. I met many UN delegates, that was an experience of its own. Now, I'm more aware about the United Nations and how we can bring about more change to policies.”

WHAT ARE YOUR THOUGHTS ON THE UN SUSTAINABLE DEVELOPMENT GOALS?

“I believe they should be more mandatory for us. We have no choice. We have to achieve them. Everything is in a single holistic phrase: sustainable development.”

YOU HAVE BEEN RECOGNISED FOR YOUR YOUTH LEADERSHIP, WHAT MAKES A GOOD LEADER? “Empathy – it’s such a powerful quality. When my parents used to ask me, what do you want to be, I said: “I want to lead.” Collaborating, bringing people together, bringing about an impact in society, this is what I actually love.”

WHAT IS NEXT FOR YOU?

“I'm applying to the universities this year, my focus will be on economics.”

sustainabilitymag.com

In Association With:

SHAPING THE FUTURE OF SUSTAINABLE BUSINESS

2022 February 23rd-24th

STREAMED & IN PERSON TOBACCO DOCK LONDON

Confirmed Speakers Include:

Ben Clifford

Sarah Chapman

Global Health, Safety & Sustainability Associate Director

Global Chief Sustainability Officer

Fidelity International

Manulife Financial Corporation

Roy Cheung

Mary-Jane Morifi

Global Head, Sustainability Solutions, Engineering Plastics

Chief Corporate and Sustainability Officer

Covestro

Tiger Brands Limited

Øistein Jensen

Sandeep Chandna

Chief Sustainability Officer

Chief Sustainability Officer Tech Mahindra

Odfjell SE

November 2021

VERNE GLOBAL

UNLIMITED

POTENTIAL, BACKED BY THE

PLANET WRITTEN BY: LAURA V. GARCIA PRODUCED BY: LEWIS VAUGHAN

sustainabilitymag.com

VERNE GLOBAL

By leveraging the natural powers of the planet, Verne Global offers high intensity, low cost compute that doesn’t cost the Earth

he saying ‘location is everything’ has never been more suitable. Iceland is especially well placed to supercharge high intensity compute and meet the increasing demands of today’s and tomorrow’s data centres requirements. Advantageously situated near Keflavik, Iceland, with its 40-acre data centre campus Verne Global has created the perfect environment to help both the planet and its people thrive. “The land of fire and ice” delivers on two critical aspects for data centres, cooling and power, in the form of its abundant renewable energy and perennially temperate climate. Today, Iceland’s grid is powered completely by renewable sources. Geothermal and hydroelectric are highly stable sources of renewable energy. This stability also translates into predictable, long term pricing for Verne Global and its customers. Dominic Ward, CEO at Verne Global, sums it up nicely, “At Verne Global, we are able to provide enough natural differentiation between us and our competitors because of the sustainable power availability, that is driven by 100% renewable energy from geothermal and hydroelectric power, and the natural climate, which enables us to provide the lowest cost, most stable and efficient power equation for our customers to run their high intensity and high performance compute from our campus in Iceland.” 28

November 2021

sustainabilitymag.com

VERNE GLOBAL

Unlimited Potential, Backed by the Planet

“These two sources are renewable, stable and predictable, they don’t experience the fluctuations of solar, wind, or other renewable sources, and they come with considerably higher efficiency attached to them. This gives the data centre operators located in Iceland, such as Verne Global, a huge cost and efficiency advantage, which we're able to pass on to our customers. And we're able to do that with natural, renewable power and the lowest possible environmental impact.” “The contracts that we have with our power companies enable us to provide power pricing to our customers ten years into the future at a fixed price. And that is not just unusual; it is unheard of and actually impossible anywhere else,” explains Ward. He continues, “In certain countries, you can fix the price looking ahead for a couple of years, but in Iceland, as a result of the stable energy sources, you are able to have this fixed pricing availability. Furthermore, 30

November 2021

“ We do stand in a fantastic position, frankly, a unique position, being able to provide our customers with 100% renewable power generation capability that they are now seeking more than ever” DOMINIC WARD CEO, VERNE GLOBAL

the cost is the lowest that you can find even in other Nordic locations for the distribution of power that has been made available to us. So we have this competitive advantage on power costs, which is fundamental as to why our customers decide to choose us to provide them with data centre services. We're able to give them the predictability over a decade if they want it. ”

VERNE GLOBAL

DOMINIC WARD TITLE: CEO INDUSTRY: INFO TECH & SERVICES

EXECUTIVE BIO

LOCATION: LONDON Dominic has been involved with technology and digital infrastructure companies for most of his career. He joined the management team in 2015 but has been involved with the company for over ten years. He previously ran direct investments at the Wellcome Trust, one of our shareholders, where he was responsible for a substantial portfolio of private equity investments, including Verne Global. He began his career at Jones Lang LaSalle Corporate Finance and later co-founded Lepe Partners, a technology investment and advisory firm.

Corporate Responsibility, and the Cloud In the land of fire and ice, Intel and Verne Global have partnered to provide clients with sustainable, high-intensity computing

Intel and Verne Global: Sustainable, HighIntensity Computing In Keflavik, Iceland, Intel, and Verne Global aim to advance the future of highperformance computing (HPC). ‘One of Intel’s key goals is for us to be using 100% renewable energy by 2030’, Chris Feltham, Technical Sales at Intel, says. ‘Artificial intelligence has the power to do a lot of good. But it’s extremely computationally intensive. By running their intense workloads with renewable energy, companies can do good while protecting the planet’.

The Tech Intel’s vision is to build the right combination of technologies for each client. Its latest, 3rd-gen Xeon Scalable processors will power the next generation of supercomputers, delivering scale and performance for compute, storage, memory, network, and security. ‘Our

hardware is impressive. Combined with our software, it’s completely unique’, Chris says. ‘That’s where the real magic starts to happen’.

The Partnership High-intensity workloads consume huge amounts of energy—but Verne Global’s Iceland centre will combine Intel’s tech with Verne’s renewable operating model. ‘We can take these intense workloads and bring them to a location where we’re guaranteed renewable energy’, Chris says. ‘If the planet is something you care about, we help you operate with a clear conscience’.

The Future Going forward, Intel will continue to combine its tech with Verne Global’s agility. ‘Their operations are nimble’, Chris says. ‘They’ve got a will to adopt fast’. As for the future? He sees no such end in sight. ‘As long as we can continue to help our clients operate more sustainably’, he concludes, ‘Intel and Verne Global will continue to collaborate’.

Learn more © Intel Corporation

VERNE GLOBAL

TATE CANTRELL TITLE: CIO INDUSTRY: INFO TECH & SERVICES

EXECUTIVE BIO

LOCATION: RESTON

Tate has been responsible for the technical direction of the company since day one. He oversees all aspects of design and construction and is responsible for operational and security strategies. A seasoned industry speaker, Tate is an expert in data high-density data centre environments and works hand-in-hand with customers to ensure all their specialist technical needs are met. He started his career in data centre development and operations at Dupont Fabros Technology in 2003, where he rose through the ranks to be VP of Technology.

November 2021

VERNE GLOBAL

“As a result, the total cost of ownership (TCO) can be reduced significantly because of that certainty, because of the ability to look longer-term. And that's really important for the type of customers that we cater to and the type of products and services that we're able to provide to them, whether they are focused on financial services, engineering, research or any other industry. Besides the abundance of low-cost renewable energy available in Iceland, located on the edge of the Arctic Circle, the country also helps to deliver on the necessary cooling required for data centre hardware — again, playing into Verne Global’s ability to lower the TCO for its customers. “Because there's also a naturally stable temperature in Iceland that doesn't get too hot or too cold, with our ability to engineer and take advantage of that efficiency, we're able to achieve significant cost savings on our capital expenditure that then results in lower operating expenses for our customers in the short, medium and long-term. This means a significantly lower TCO, particularly for our customers who are able to think and act in the longer term,” says Ward.

The Power of Selective Partnerships Tate Cantrell, Chief Technology Officer at Verne Global, says, “One of the important aspects to the success of Verne Global and our ability to drive sustainability through the entire stack of high-performance computing is our effort to work closely with partners. We're really excited with the advancements that we've been able to make, in particular with companies like Dell and NVIDIA, who are hardware partners that allow us to provide not only sustainable colocation services but the latest in high-performance hardware for our customers. Plus, because of the local partner ecosystem we have in Iceland, we're able to support any one of those provider’s hardware solutions all the way from the processing of an order sustainabilitymag.com

INTEGRA MISSION CRITICAL DESIGNS AND DELIVERS INDUSTRY-LEADING TURNKEY DATA CENTERS. Integra Mission Critical leverages our innovative designs and integrated approach, which have been honed over the past decade, and combine them with our relentless passion to mitigate risk, compress the schedule, reduce costs, and close the gap between capex and revenue generation. And we do it all for you as if we are building our own data center.

Learn More

Matt Koerner, Co-founder, and John Kolar, Principal at Integra MC talk about their strategic partnership with data centre innovator Verne Global Verne Global believes Iceland, home to its

40-acre data centre near Keflavik, is the best place in the world to locate high intensity computers. The available infrastructure allows it to power its data centre with 100% renewable energy, and its commitment to clean grid and stable climate drive it to select only the most exacting partners when building out new capacity. Integra Mission Critical, co-founded by Matthew Koerner in 2015, typifies the level of excellence needed by Verne Global and the most demanding data centre users worldwide. “From the outset we at Integra focused on solving some problems we saw in the industry such as skilled labour shortages. Figuring out how to implement change and get it globally accepted is a challenge we rise to every day!” John Kolar heads Integra Mission Critical’s design, engineering and manufacturing functions from its Akron, Ohio factory. The partnership with Verne Global is based on shared values, he says. “We quickly found that their goals and their values matched our own very closely.”

Reusing existing buildings on Verne’s site, a former NATO airbase, built a cooling facility that beat ASHRAE recommended standards and a PUE better than level 1, without using any kind of mechanical refrigeration, at the same time saving cost and speeding up the schedule. The partners’ teams worked together as one, with Verne’s group providing local knowledge on-site, while Integra Mission Critical brought its specialised knowledge of the hyperscale data centre market, the equipment and how to bring resilience and flexibility into the future-proofed system design. Matthew Koerner commented: “One thing that attracted us to Verne Global was their drive toward innovation and environmental sustainability. Integra Mission Critical is part of our Critical Project Services group of companies. Verne’s drive to innovation and sustainability has really exercised all of those companies within our portfolio: and its participation in innovation has truly made this an outstanding partnership.”

Learn More

VERNE GLOBAL

November 2021

VERNE GLOBAL

to the installation within our high-density colocation environments, through to the operations of that infrastructure and ensuring that our customers can manage that equipment effectively, wherever they are in the world.” Verne Global believes in working hand-in-hand with its carefully selected partners to ensure excellent customer success. Ward underscores the importance of partner selection. “We have long standing relationships with a fantastic number of partners, but we're very careful about selecting those partners. It's essential for us to get that right. We work with customers who are harnessing advanced technology, and we, therefore, have

“The contracts that we have with our power companies enable us to provide power pricing to our customers ten years into the future at a fixed price. And that is not just unusual, It is unheard of and actually impossible anywhere else” DOMINIC WARD

CEO, VERNE GLOBAL

to be very selective because they'll be supporting our customers as closely as we are. Most importantly, we expect our partners to provide the same level of support to our customers — we see them almost as an extension of our service, and vice versa.” Dell: Delivering Competitive Advantage In providing colocation services, Verne Global believes it’s essential to allow customers to be creative and help them achieve whatever it is they would like to achieve. “And so we like to choose partners sustainabilitymag.com

VERNE GLOBAL

Scan AI Solutions The Scan AI ecosystem has been created so you have a trusted partner at every stage of the AI journey. Our in-house AI experts are able to offer optimised solutions that solve your AI challenges.

Scan AI solutions can be hosted at Verne Global Find out more >

scan.co.uk/ai • 01204 47 47 47

VERNE GLOBAL

“ We're really excited with the advancements that we've been able to make, in particular with companies like Dell and NVIDIA, who are hardware partners that allow us to provide not only sustainable colocation services but the latest in high-performance hardware for our customers” TATE CANTRELL CIO, VERNE GLOBAL

partnerships, we are enabling our customers to be at the forefront of the competitive landscape and to maximise their returns.” that allow our customers to be creative and be flexible. An example of that would be working with Dell,” says Tate. He continues, “Dell is often one of the first OEM providers to take on new products. For example, we had a customer who is at the forefront of using GPU's to power the latest in financial services applications. And this customer wanted to be the first in Europe to take advantage of the new A100 chipsets that NVIDIA released over the last year. And Dell was one of the first OEMs that was able to provide a solution to them, and it came months earlier than some of the other products that were next available in the market. “That's really important for our customers. They're focused on high-intensity computing, and they're focused on it because having a competitive edge in their industry is what allows them to have an increased turnover and increased productivity. And so, through our

NVIDIA: High-Intensity Computing of the Highest Level Verne Global’s partnership with NVIDIA is yet another differentiator that provides its clients with a competitive advantage. Verne Global was the first data centre in Europe to be approved to house NVIDIA’s DGX product, a line of servers and workstations specialised in using GPGPUs to advance deep learning applications. Tate puts it more simply, “DGX is NVIDIA compressing all of its technology into a single box that's super high intensity. “You talk about high-intensity computing. This is the epitome of that,” Tate claims. However, putting that much horsepower into a single box means that it’s not just any data centre that has the ability to provide the environmental conditions necessary to be able to run the equipment. sustainabilitymag.com

VERNE GLOBAL

High intensity compute that’s customisable, scalable and sustainable Dell Technologies is on a mission to make high intensity compute accessible to organisations of all sizes, so everyone can push the boundaries of innovation. And with Verne Global, your ideas won’t cost the Earth.

High intensity compute as-a-Service

Learn more

VERNE GLOBAL

That opened the door for Verne Global to provide what others couldn’t. Tate explains, “And so, establishing ourselves as a leader in technology innovation allowed NVIDIA to partner with us and allowed us to become a viable location where NVIDIA’s customers can deploy its DGX equipment. And not only a viable location, but one that can fuel the compute with 100% sustainable power.” Ward jumps in to emphasise the point, “This is a really perfect example of what sets us apart because the horsepower behind this box makes it very different from a lot of other servers that you might see in a data centre. It is effectively what would be regarded as a supercomputer in one small box, around

25cm high. It draws a huge amount of power, and because it's so dense, highly capable and in such a small form, there are only a few data centres in the world that are capable of housing even just a few of these.” High density, high-performance computing requires the right infrastructure, which is exactly what Verne Global has done, designing the necessary environment from the ground up to ensure it can cater for all its customers’ needs and scale their compute on demand. Its capability to handle high density compute capability at scale is what secured Verne Global its preferred partner status with NVIDIA. Intel: Bringing Forward-Looking Intelligence Over the course of the last two decades or so, Intel has found its way into most computers. Although, as of late, the company has begun seeing increasing competition, it very much remains highly dominant in the industry, and as such, makes for an integral partner and valued trusted advisor. “Intel caters to the vast majority of server chip technology and architecture that sits inside most data centres’ compute capability. As a result, we naturally have a very close relationship with the company because so much of that hardware sustainabilitymag.com

VERNE GLOBAL

also sits in our own data centre,” said Ward. “Intel is very interested in the movement and the trends of high-intensity computing. We work closely together with Intel to provide solutions to a number of large customers.” This leads us nicely into Verne Global’s ability to cater for new technology as it develops. As Ward explains, “We certainly see a huge prevalence of new hardware in our data centre that is GPU, the dominance there naturally being NVIDIA, but we have the ability to provide infrastructure for any new hardware that might appear going forward − at really significant densities. And so, whether that be FPGAs or ASIC devices, or newer technologies that are focused on AI and machine learning and AI chips, for example, they will inevitably be dense and power-hungry. And there are certainly some that are just starting to

The future of data centers is Iceland For today’s data centers, location is everything. By choosing Iceland, you can combine performance and stability with the most sustainable data center hub possible. Power the future in Iceland

November 2021

The Data Centre Challenge: Optimising for Future Growth Looking forward, high-density data centres will be critical. To support the next-generation cloud, enterprise, and IT infrastructure for high-performance computing, data centres of the future mustbe built for purpose and sustainability while optimising footprint and costs for organisations. Ward highlights the need for the data centre industry to plan and perhaps, to re-engineer to meet the oncoming challenges. “One of the major challenges that we face broadly as an industry is looking forward to the enormous growth that has been created by this explosion in compute requirements. That's putting huge amounts of pressure on power capacity, particularly in cities and other metropolitan areas where you've got immense amounts of congestion from data centres. “Looking forward over the course of the next decade, the power equation for data centres is definitely going to be a challenge in certain cities. We've certainly seen cities suffering, such as in Dublin and Frankfurt, where power availability has come up against supply constraints. At the same time, we're seeing huge growth in compute requirements, and therefore power requirements, from data centre usage. It is a real challenge for the industry. And I think it’s one that Iceland and Verne Global can help solve.”

How do you solve that challenge? “Not all compute needs to sit in those metropolitan, congested locations. Applications and compute hardware are not homogenous. Hardware is specifically chosen to run a certain type of application to maximise performance, efficiency and cost. However, very little attention has been paid to the infrastructure on which the hardware, and by virtue of this, the applications rely. So we must look at the evolution, or perhaps some would call it a revolution, that's being driven by the adoption of cloud, that has proven that applications can be made more efficient by optimising their environment and the infrastructure upon which they rely.” “One of the greatest challenges that we face as an industry going forward is desegregating those applications and thinking about where applications should sit in the world most effectively and most efficiently for both the applications and the end-user. That's why at Verne Global, we've seen a huge number of our customers focusing on high or high-performance compute and taking advantage of the efficiency of our infrastructure that was built for purpose; infrastructure built from the ground up to serve that kind of need.” sustainabilitymag.com

VERNE GLOBAL

appear on the market more recently, such as IPU technology. And we'll see plenty more appearing going forward into the next couple of years. “Because we have the ability to provide for density and our data centre has been built from the ground up, it is a natural home for high density compute infrastructure even as it continues to develop. And as we see the use of machine learning starting to become prevalent across all industries, we are also going to recognise much more scope for these higher intensity and denser chip and server 46

November 2021

“ Through our partnerships, we are enabling our customers to be at the forefront of the competitive landscape to be able to maximise their returns” TATE CANTRELL CIO, VERNE GLOBAL

VERNE GLOBAL

types. And organisations will be looking for a home that can cater to that kind of density. “At Verne Global, we are very much positioned for the future. We are certainly capable of looking forward and seeing what's coming; we know that we're able to cater for the higher density end of applications and the type of compute that is going to support that in the hardware that's coming down the line. But we're also − perhaps more importantly − able to cater for those other two major challenges organisations face. One of which is power availability, and Iceland has this massive

natural abundance of power, the vast majority of which arguably remains untapped, meaning it has huge amounts of scalability and is sustainable. And lastly, the world is finally starting to realise the importance of sustainability. We stand in a fantastic position, and frankly, a unique position, through being able to provide our customers with that 100% renewable generation capability that organisations are now seeking more than ever.”

sustainabilitymag.com

ESG ESG

November 2021

ESG

CHRISTIAN KROLL, CEO OF

ON DIGITAL SUSTAINABILITY Fighting the climate crisis, Christian Kroll, CEO of Ecosia, is searching for success in removing carbon dioxide from the atmosphere – one click at a time WRITTEN BY: HELEN ADAMS sustainabilitymag.com

CREATING BUSINESS VALUE THROUGH SUSTAINABLE ENERGY Ensuring you have the best partner at your side.

enelgreenpower.com

ESG

Close to 15 million users have helped plant over 100 million trees all over the world. These trees help to:

t a time when many are seeking to make small lifestyle changes in order to lessen their impact on the environment, one accessible solution is a click away: Ecosia, the search engine which plants trees with its ad revenue. “Ecosia uses Microsoft’s Bing algorithm for our search page, so it is extremely efficient”, explains Christian Kroll, CEO of Ecosia. “Furthermore, Ecosia doesn’t track user information permanently. All searches are anonymised after a week, so we don’t sell any of our data because we don’t know anything about you. Ecosia is an environmentally-focused search engine and a privacy-focused one too.”

• • • •

Restore landscapes Nourish communities Protect wildlife Neutralise CO2

What inspired you to create Ecosia? Kroll’s inspiration came from the experiences he had as a young adult. “I went travelling when I was 18 and met some incredibly smart people who didn’t have the same opportunities as me,” says Kroll. “It made me think that I should do something that can make the world a better place. But it wasn’t until after university, when I spent 10 months in South America in 2006, that I realised we needed to combat deforestation around the world. sustainabilitymag.com

ESG

“ It’s important to have the support and trust of the people who actually live there to ensure the trees contribute positively to their lives” CHRISTIAN KROLL CEO, ECOSIA

November 2021

There were miles and miles of vast soy plantations where rainforests used to be – green deserts full of chemicals, instead of nature. I began reading around the subject and started learning about the amazing impact trees have on the world – they mitigate carbon as well as help alleviate poverty, hunger, flooding and drought. I wanted to use my skills to create a purpose-driven search engine that could do something positive.” Since Ecosia was founded over a decade ago Kroll has seen numerous changes in attitudes to tree planting and climate change.

ESG

“What has also become more apparent over the past few years, is the dangers of greenwashing”, says Kroll. “Many companies say they plant trees or they offset their carbon emissions and that’s why you should trust and use them. But tree planting can be extremely harmful if it’s not done correctly: • Companies may be planting monocultures instead of mixed forests which can cause ecological dead zones • They may plant non-native species which can become invasive and end up destroying biodiversity • If you don’t have the buy-in and support from a local community perspective, the trees won’t survive at all

“Attitudes to the climate crisis have changed over the past 11 years”, says Kroll. “That’s where a solution like Ecosia comes in – by making a small difference to your daily internet habits, you can fight the climate crisis, as well as empower communities around the world.” Ecosia carefully chooses which areas to target for tree planting and openly engages with local communities in the long-term impact of the trees. But Kroll is aware that not all companies are concerned about the future of their projects and just want to show customers that they have achieved something.

“We need to ensure we aren’t taking what big corporations say at face value and actually analyse their sustainability measures and hold them to account,” says Kroll. “At Ecosia, we publish monthly financial reports for everyone to see and analyse the money we make and how many trees we are financing. You can also dig deeper into the projects we support to ensure that they are sustainable and truly making a difference.” Recently, Ecosia launched its first-ever fashion campaign, TEES4TREES, with a t-shirt collection created with eight global visual artists, including Marcello Velho, Liv Lee, Grace Owen and Hola Lou. But this is no foray into fast fashion. “The t-shirts are printed by TeeMill,” explains Kroll. “These are created using 100% certified organic cotton, in factories that have socially acceptable practices and that run on renewable energy. Once an Ecosia Tee is worn out, it can even be sent back to Teemill to be recycled into a new sustainabilitymag.com

ESG

product. Not to mention, each tee is printed on demand and will fund the planting of 20 trees. We’re always trying to find new and exciting ways to further our tree-planting mission and this was a creative project to be involved with.” Ecosia’s tree-planting impact The company works with local organisations and communities, not just to plant trees, but to regenerate the land. “It’s important to have the support and trust of the people who actually live there to ensure the trees contribute positively to their lives and also that they can help protect the trees once they’ve been planted,” explains Kroll. “In Senegal, we work with Trees For the Future to help farmers transform single-crop fields into Forest Gardens. These can contain up to 4,000 trees as well as different fruit and vegetable species. The idea is the trees provide shade and moisture, as well as protect the crops. These Forest Gardens revitalise the soil and enhance biodiversity, providing multiple sources of food and revenue for the farmers as well as invest in the landscape for the future.” In Burkina Faso, Ecosia has restored around 20 thousand hectares of desert since 2018, where it teamed up with Hommes et Terre, a restoration company. The project taught villagers how to collect the seeds for tree species and then to dig half-moons in the desert to collect rainwater. In the rainy season, the seeds began to sprout. “These areas need careful monitoring and protection by the local people, but now we’ve helped to restore desertified land. The work has improved soil fertility and water availability in some of the country’s driest regions whilst also providing employment and crops to local communities,” says Kroll. 54

November 2021

“ By making a small difference to your daily internet habits, you can fight the climate crisis” CHRISTIAN KROLL CEO, ECOSIA

ESG

A sustainable business leader As the founder of a successful business, Kroll has chosen a more modest life than many of his peers. He is often seen in Berlin, riding his bike to work. Some more indulging CEOs might suggest this is a PR stunt, but Kroll claims there benefits of this to his well being. “When I was younger, I wanted to become a millionaire by the time I was 30,” Kroll says. “But after travelling the world, I realised this

was a selfish aspiration, which eventually led to me founding Ecosia. I enjoy cycling around Berlin, taking the train for long journeys instead of flying.” Kroll and his friends have a rubber dinghy, which they take out on sunny days, instead of a superyacht owned by other tech founders. “It’s important to demonstrate you can be successful in other ways instead of just how

sustainabilitymag.com

ESG

November 2021

ESG

much money you have in the bank”, says Kroll. “To me, you should only become a billionaire when you’ve removed a billion tonnes of carbon from the atmosphere. This should be the type of aspiration people should strive for.” Businesses can do more to fight against climate change To prevent climate disaster, change must come from individuals, governments and Fortune 500 companies. From ensuring that only ethical purchases are being made to choosing sustainable partners to auditing the supply chain. “If businesses want to fight the climate crisis, they need to put sustainability at the core of everything they do – including analysing their carbon footprint, setting out sustainable targets to cut emissions and delivering on them,” says Kroll. “Over the years there have been too many corporations that say they’re investing in tree planting or transitioning to becoming a sustainable company, but secretly lobbying against environmental regulation.”

“ It’s important to demonstrate you can be successful in other ways instead of just how much money you have in the bank” CHRISTIAN KROLL CEO, ECOSIA

Businesses can also bring about change from within and one way to do this is by using Ecosia. “Encourage your employees to get involved too – from switching to Ecosia as your official search engine, encouraging people not to take business trips to reduce environmental costs, and not serving meat or unsustainably sourced fish in the work canteen,” he says, but Kroll warns that businesses won’t get results by putting the onus on employees. “It has to be a top-down commitment to making changes that will make a difference in the long term.” Businesses also need to focus on future-proofing. Kroll has made it legally irreversible for anyone to sell Ecosia, or to take profits out of it. “I wanted to make sure that Ecosia was always focused on purpose, not profit, regardless of whether I was running the company”, he explains. “I gave all my shares in Ecosia to the Purpose Foundation so no one can take profits out of the company or receive dividends. So if something happened to me, a big corporation couldn’t buy Ecosia or dilute the mission. Our capitalist system is set up in such a way that we should crave money and profits but we should do what we can to fight against this.” Searching for a fairer planet For the immediate future, Ecosia has no big plans, only to continue to advocate for fair and equal practice when it comes to search engines. “Search engines have an incredible amount of power”, says Kroll. “They are the window to the internet for people and the platform you use can impact what you see and impact the world.” sustainabilitymag.com

HIGH SEAS,HIGH TECH AND HIGH LEVELS OF SUSTAINABILITY WRITTEN BY: JOHN PINCHING

November 2021

PRODUCED BY: STUART IRVING

ORANGE MARINE

sustainabilitymag.com

ORANGE MARINE

Orange Marine uses a fleet of sophisticated ships to install global cable networks, galvanise the future of communications and uphold sustainability as it navigates the ocean.

n the modern world, making a video call is becoming second nature. But how often do we consider how ‘the magic’ actually happens – how someone in a kitchen in North London can see, and talk to, someone in a Brisbane basement? The truth is – we don’t (generally speaking). Many would guess that it’s something ‘in the air’. In truth, almost every call, WhatsApp message and video conference relies on submarine cable installed by Orange Marine. To put it into context, this is manmade cable, laid at the very bottom of the seabed; a very real, tactile operation carried out by a crew of men and women navigating

the high seas. Amid the digitisation of our world it is a refreshing reminder that ‘actual’ things are still happening! Didier Dillard, Orange Marine’s CEO, is a veteran of submarine telecommunications and has been in the industry – fulfilling various other roles – for several decades.

“It is important to note that, materially, submarine cable doesn't have a significant environmental footprint”

November 2021

DIDIER DILLARD

CEO, ORANGE MARINE

ORANGE MARINE

Consequently, the sea is in his blood and the installation of cable has become a way of life – a way of life that has been significantly altered by the era of sustainability and the myriad responsibilities that come with it. Especially in an all-encompassing international cable laying operation. “Firstly, it is important to note that, materially, submarine cable doesn't actually have a significant environmental footprint,” reflects Didier. “These cables are designed to last at least 25 years. They are robust, efficient, don't melt and, at the end of their operational usage, we can easily recover them. So, the cable by itself is already environmentally friendly.”

sustainabilitymag.com

November 2021

ORANGE MARINE

DIDIER DILLARD TITLE: CEO COMPANY: ORANGE MARINE INDUSTRY: CABLE INSTALLATION & REPAIR

“ These cables are designed to last at least 25 years. They are robust, efficient, don't melt and, at the end of their operational usage, we can easily recover them. So, the cable by itself is already environmentally friendly” DIDIER DILLARD

CEO, ORANGE MARINE

EXECUTIVE BIO

Creating a global network Although cables have impressive longevity, cable installation and cable repairs need vessels and these impressive nautical creations require fuel – for the time being, it’s an occupational reality. At Orange Marine, however, the company has a strategy to make the running of its fleet as sustainable as humanly possible. Didier says: “We have made sure that we use low-sulphur fuel, while also

Didier Dillard is an experienced executive in the telecom industry, who spent most of his career within the Orange group, formerly known as France Telecom and several years in the wholesale team of the American operator Sprint. He started his career in France Telecom submarine cable division moving from project manager for new systems, engineer in charge of installation projects onboard cable ships and finally director of marine operations. He held then several management positions in marketing, commercial and regulatory affairs in New York, Kansas City and Paris. He was appointed President of FT Marine SAS (commercial name : Orange Marine) and President of Elettra Tlc on January 2018. Orange Marine and Elettra are subsidiaries of the Orange group dedicated to installation and maintenance of submarine cables through their own fleet of cable ships. Didier Dillard graduated from the Ecole Polytechnique (Paris), he holds a MS in Telecommunications Engineering and a MBA from Columbia University (New York).

sustainabilitymag.com

ORANGE MARINE

“ We strive to be at the forefront of all regulation in relation to waste waters and oils. Ultimately, we always need to have the best equipment – that's something we are constantly aspiring to” DIDIER DILLARD

CEO, ORANGE MARINE

November 2021

incorporating hybrid engines, which means our fuel is used only to produce electricity. We try to optimise the exact number of engines that are necessary at any given point. In terms of sustainability, we strive to be at the forefront of all regulation in relation to waste waters and oils. Ultimately, we always need to have the best equipment – that's something we are constantly aspiring to.” Orange Marines fleet of cable ships are specifically produced to do the job of installing or repairing submarine cables. They are uniquely robust vessels capable of navigating oceans throughout the world, even in the most adverse weather conditions. The shorter maintenance vessels are constantly on call, ready to intervene in case of cable breakage, while the longer,

ORANGE MARINE

highly sophisticated installation vessels are between 100 metres and 140 metres long. “To give an example,” enthuses Didier. “Our ‘René Descartes’ installation vessel is capable of laying a huge network of cable in one load. It means that it can carry upto 8,000 kilometres of cable onboard in a single operation. This vessel is currently in the middle of the Pacific, laying another transpacific cable.” The mighty installation vessels also uphold efficiency by towing sea ploughs. This is the powerful equipment that is used to meticulously bury the cable in the often rock-hard seabed.

It is a difficult job which is undertaken methodically and, if necessary, trenches are dug to depths of two or three metres in order to accommodate the cable.

sustainabilitymag.com

Colombo Dockyard PLC “An odyssey of Excellence” Colombo Dockyard PLC (CDPLC) established its operations in 1974 and at present operates as Sri Lanka’s largest engineering facility leading in the business of ship repairs, shipbuilding, heavy engineering and offshore engineering operating in joint collaboration with Onomichi Dockyard Company Ltd of Japan.

Since 1974 CDPLC has been setting the standard in modern shipbuilding. Its formative years were spent building the company’s reputation by serving the local requirements and the needs of neighbouring countries such as Maldives and Myanmar. CDPLC subsequently became a force in the country’s shipbuilding industry and in 1993 the company formed a collaboration with the Onomichi Dockyard Company of Japan. Chairman, Hideaki Tanaka, explains: “The partnership enabled us to emerge as the most reliable, flexible, truly world-class shipbuilder in South Asia, capable of offering Japanese quality at a competitive South Asian price.” As the era of climate change emerged the company formed a strategy to build more complex vessels such as cable layers and eco-friendly vessels using hybrid technology (which can be classified as ‘green ships’), especially targeting the European market. D. V. Abeysinghe, the company’s Managing Director/CEO, reflects: “The challenges of the last decade have resulted in a much greater emphasis on employee skills, engineering knowledge, design management capabilities and internal quality management systems, together with safety and environment compliance.”

Ship shape

The current landmark project with Orange Marine has witnessed the company venture once again into the cable-laying market and

will see it produce this cable ship specially designed for the maintenance of both fiber optic telecommunication and inter-array power cables used in wind farms. With the delivery of the Orange Marine vessel, CDPLC will be a leading yard in the world having delivered two sophisticated cable laying/ repair vessels within a short span of five years. Over the last few decades the company has also been dynamically future-proofing by continuously transferring technical and practical knowledge to the younger generation. Mr Tanaka says: “We are very optimistic about the years ahead as we target the European market.” We have the edge over other far eastern shipyards as we are in close proximity to the European market and are well experienced in transforming European ship designs in to a reality through our master craftmanship. It certainly is a great time for CDPLC as it ambitiously navigates the high seas into a positive, sustainable future. As Mr Abeysinghe says: “It’s a pleasure to see the brand name ‘built by Colombo Dockyard, Sri Lanka’ sailing off to traverse the world seas.”

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1999

FCR became a 100% subsidiary of Orange Group

250+

Number of employees

230K+ km

of fibre optic submarine cables in all oceans

15%

of the world cable vessel fleet

Number of ships operated, including one dedicated to survey

670

Intercontinental- line repairs over the past 15 years including repairs at 6,000 meters deep

ORANGE MARINE

“When you commission a new ship there is a full range of tests, including at sea, where you need to ensure that all the specifications are met ” DIDIER DILLARD

CEO, ORANGE MARINE

Ships shaping a sustainable future Orange Marine is currently overseeing the most ambitious ship build in its history and many of the new features being rolled out are testament to the company’s focus on low carbon output and investment in longterm sustainability across all its operations. “When you commission a new ship there is a full range of tests, including at sea, where you need to ensure that all the specifications are met,” Didier explains. “There are not many cable vessel builders around the world, so we have selected a shipyard with vast experience.” The partnership with the designers has been essential to the construction of a trailblazing vessel, as Didier notes: “We spent a lot of time with the shipyard trying to find the best way to optimise fuel consumption, CO2 emissions and overall performance. The ship also requires an ability to operate everywhere in the world.” “In order to refuel effectively and efficiently we have two locations in France – one in Brest and the other on the coast of the Mediterranean. In both cases, they are equipped with shore power, which means that the vessels get electricity directly from the bases, not from their engines,” he adds. sustainabilitymag.com

ORANGE MARINE

Orange Marine: High seas, high tech and high levels of sustainability

Culture shift as industry evolves Cable laying is an old industry negotiating (quite literally) a rapidly transforming world. While system, operation and hardware upgrades have been essential, there has also been a 70

November 2021

need to change mindsets in terms of climate change. Rebooting belief systems has fundamentally transformed companies, making every individual think differently about the environment in which they work. Didier is convinced that there has been a very positive cultural shift at Orange Marine and throughout the industry. “There are already protected areas in the seabeds, so, when you design a route for a new cable, you need to get permission from the local authorities. We now have constraints linked to biodiversity and marine life that were not significant 20 years ago.”

ORANGE MARINE

“We recently complied with some very strict restrictions in terms of when and where we could install cable in French Guiana and French West Indies. These regulations were in place specifically to avoid turtle nesting season, and that gives you an idea of where the industry is going.” Beyond changing policy, Orange Marine invites onboard sea mammal observers to accompany their operations, presenting them with opportunities to witness animal behaviour across the world’s oceans. The company is also involved with the ‘Argos system’, which deploys and collects

data from the sea's temperature. It is an initiative that the company is not obliged to participate in, but does demonstrate an expansive dedication to improving the environment. “We are happy to do it whenever we can,” insists Didier. “It’s a new and

“There are not many cable vessel builders around the world, so we have selected a shipyard with vast experience” DIDIER DILLARD

CEO, ORANGE MARINE

sustainabilitymag.com

ORANGE MARINE

“ When you commission a new ship there is a full range of tests, including at sea, where you need to ensure that all the specifications are met ” DIDIER DILLARD

CEO, ORANGE MARINE

increasingly visible dimension within our activity. At Orange Marine we are always trying to find new ideas or new things that have a positive impact on society.” Igniting communication through cable Submarine cables form the critical network that maintain personal and professional relationships – they hold families together, while enabling the international corporate infrastructure to flourish when – 25 years ago – it wouldn’t have been possible. “You cannot use the internet now without submarines, either for professional or personal usage. It's just impossible,” Didier points out. “And it’s physical stuff. I really like this compelling combination of new technologies and traditional onboard operations. You will always need to have seafarers capable of handling the cable, cutting it, joining it and manipulating it.” “It is the same type of skill that would have been used more than a century before. It's not only software or artificial intelligence that holds the key to sustainability. You need to have real people,” he adds. The international pandemic has brought the role of submarine cable networks into the sharpest of focus – video conferences 72

November 2021

ORANGE MARINE

sustainabilitymag.com

ORANGE MARINE

November 2021

ORANGE MARINE

“It is the same type of skill that would have been used more than a century before. It's not only software or artificial intelligence that holds the key to sustainability. You need to have real people” DIDIER DILLARD

CEO, ORANGE MARINE

have become the fabric of our lives and, consequently, millions of miles of travelling have been taken out of the equation. The crisis has actually demonstrated what is possible by using remote technology. “Most of the video meetings that have taken place globally have used submarine cable,” says Didier. “It enabled the world to continue to work, even if people stayed at home without commuting. By maintaining communications between continents; between countries and between islands, I think that we've become a pivotal part of the solution.” In the past 18 months it has become obvious that submarine cables are a critical asset for all countries and the entire world. Even small islands now receive their connectivity through submarine cables. A prime example is Saint Helena – in the middle of the Atlantic – which has been connected by Orange Marine in the last couple of months. There are several notable tech companies that also know the vital importance of submarine cables, especially when it comes to economics and rapid responses. “Our industry has had huge investment from Google, Amazon and Facebook. It's interesting to hold discussions with these companies because they keep telling us that

they will require many more cables in the future,” says Didier. “When you add up these big players with the wider needs of the global community and the all-encompassing appetite for telecommunications, our industry’s future is in good health.” In many ways, Orange Marine has enabled the future to be brought forward, but it couldn’t have come to fruition without the craftsmanship and toil of human beings on the high seas. And in a world of digitisation it is satisfying to know that humanity is still taking centre stage.

sustainabilitymag.com

DIVERSITY, EQUALITY & INCLUSION

November 2021

DIVERSITY, EQUALITY & INCLUSION

HAPPY WORKDAYS DESTINY OF DIFFERENCE AND THE

Ten years ago diversity was addressed with quiet platitudes but more recently the volume has been turned up as global companies realise that different people mean better results WRITTEN BY: JOHN PINCHING

cross the world – throughout our global institutions, organisations and companies – a simple truth is coming into sharp focus. The absolute, empowering and allencompassing knowledge that diversity, equality and inclusion makes everything better has – mercifully – emerged from the shadows. In recent years, this paradigm has transcended its ubiquitous status as a fad, niche or left-leaning dream and juxtosed itself firmly in the bastion of reality (where it belongs). Through the corporate prism its strength is crystallised by greater perspectives, a more nuanced outlook and, ultimately, better performances. For employees, it makes

companies more interesting to work for and for consumers it makes products, services and engagement much more compelling. The positive progress of diversity is perhaps most resoundingly vindicated through full-time roles, dedicated to the upholding of difference. Companies know that having a broad range of faces, stories and backgrounds makes sense, but they also realise that there is clear evidence these basic humanitarian principles make sound business sense too. Sustainability Magazine has gathered together some of the extraordinary luminaries leading the charge, as they describe how difference really is making a difference. sustainabilitymag.com

DIVERSITY, EQUALITY & INCLUSION

Intuitive cloud solutions that power productivity From manufacturing and transportation to retail and fashion, we deliver industry-specialized ERP end-to-end software brought together by artificial intelligence technology. • 68,000 customers in 170 countries • 71 million cloud users • $2.58B invested in product development • Enterprise leader in ERP

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DIVERSITY, EQUALITY & INCLUSION

NAME: SAMANTHA OWO GIG: RACE ACTION LEAD COMPANY: LLOYDS BANKING GROUP Creating an inclusive environment where everyone can be themselves, reach their potential and thrive is what all companies should be striving to achieve. Lloyds Banking Group is no different. As we’ve shifted to help Britain recover, the value of uniqueness and diversity in all its forms remains crucial to our collective success, including making the best decisions and better reflecting the customers we serve. Diversity, equality and inclusion has long been a core part of how we work. For example, the Group became the first FTSE 100 company to set targets for gender and ethnic diversity at senior levels. Recently, we have set more ambitious aspirations, in addition to firm public statements on our anti-racist and anti-discriminatory stance.

Like with many organisations, there has been much to contemplate when it comes to inclusion, especially over the last eighteen months. Let’s jump into one area specifically. Following the murder of George Floyd and against the backdrop of the global Black Lives Matter protests and coronavirus pandemic, the Group recognised the need to improve support to Black colleagues, customers and communities. After a lot of conversations, listening and identifying where changes were needed internally and externally, the Race Action Plan was born. To guide us on this journey, we also created a colleague Race Advisory Panel to inform our strategic thinking, decision making and to have a continuous feedback loop. The Race Action Plan was launched to drive cultural change, recruitment and progression across the organisation. The plan, which is regularly reviewed, is made up of eight commitments to address the specific

sustainabilitymag.com

DIVERSITY, EQUALITY & INCLUSION

“ Against the backdrop of the global Black Lives Matter protests and coronavirus pandemic, the group recognised the need to improve support to Black colleagues, customers and communities” SAMANTHA OWO

RACE ACTION LEAD, LLOYDS BANKING GROUP

November 2021

challenges faced by our Black community, as well as Asian and Minority Ethnic communities. These commitments ranged from increasing Black senior representation from 0.6% to at least 3% by 2025, to actively supporting Black entrepreneurs and businesses through our partnerships, all the way to developing a race education programme for all our people. Identifying and recognising the knowledge gaps that existed within the Group at the start was essential. It has led to the creation of a bespoke race education programme tailored for our people with the help of external experts. The programme has commenced with our senior leadership and line manager populations, who we felt had a significant part to play in furthering our inclusive culture. The interactive content pushes buttons, is positively proactive and at times, deeply uncomfortable. It really sets out to address the importance of awareness, allyship and action. The results have been seen through the ever-growing network of advocates who are continuing the conversations beyond training. We’ve continued to listen, with many colleagues telling us that they now have the confidence and tools to challenge inappropriate behaviour or language directly and, crucially, in the moment. Many have also used this greater awareness to step into the active allyship space and embed inclusive hiring principles in their teams to build a more diverse and collaborative working environment. There have been a lot of ‘lightbulb moments’ throughout this training programme. While this is only one element of activity in this space, the importance is that it’s evolving the culture to a point where our people feel more empowered to take action. sustainabilitymag.com

NAME: GEMMA JACKSON GIG: UK DIVERSITY & INCLUSION LEAD COMPANY: RSA INSURANCE Insurers have come a long way over the last few years and there have been numerous encouraging developments in the DE&I space, both within individual companies and across the sector. The industry continues to make progress in celebrating and promoting diversity and inclusion efforts, with most firms acknowledging key events such as International Women’s Day, International Men’s Day and Pride. More importantly, businesses are having honest and challenging conversations internally, which are helping build a culture of change. In addition to creating an inclusive environment, it is widely understood that, to thrive, organisations need to represent the diverse range of customers they serve. 82

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While we’re moving in the right direction there is still a long way to go and more focus must be placed on driving meaningful change and attracting talent from diverse backgrounds, cultures and communities. At RSA Insurance, inclusion is not about box ticking, it is about ensuring that, when we say we want our people to bring their whole self to work, we make sure they have the freedom, the processes and the safety to be able to do just that. And it’s also about them understanding that their differences will not hinder their opportunities in any way. We’re working to better understand the make-up of our business and what it feels like to work for us. We are listening to our people and, armed with these insights, we are able to learn where improvements should be made.

DIVERSITY, EQUALITY & INCLUSION

“ It is widely understood that, to thrive, organisations need to represent the diverse range of customers they serve” GEMMA JACKSON

UK DIVERSITY & INCLUSION LEAD RSA INSURANCE

We adopt a community approach through our employee resource groups who raise awareness and education, while helping to identify issues and support the development of new policies or action plans to address them. The outputs from these groups are invaluable, helping to drive change, improve inclusivity and provide safe spaces for underrepresented groups. We also have external commitments to demonstrate the importance of diversity and inclusion, further driving accountability. For example, we’re signatories of the Women in Finance Charter, the Valuable 500 and the Race and Work Charter.

While we have made great strides in improving inclusivity, both our business and the wider industry still lacks diversity. This is a historic issue facing the insurance sector, as well as the wider financial services industry. Our efforts to improve inclusivity, however, will be a catalyst for greater diversity over time, opening the door to a variety of talent from different backgrounds. In addition, recruitment initiatives – such as our apprenticeship schemes and the 10000 Black Interns programme – will help attract a more diverse range of talent. Overall, the future is looking bright for diversity and inclusion in the insurance sector and, as the regulatory and social landscape changes, efforts, commitment and accountability in this arena will be elevated. Yes, there’s much to do, but we’re going in the right direction. sustainabilitymag.com

DIVERSITY, EQUALITY & INCLUSION

NAME: DR ANTONIA SUDKAEMPER GIG: DIVERSITY AND INCLUSION MANAGER COMPANY: ICAEW Attracting diverse talent is major priority. ICAEW is a leading professional membership organisation that develops and supports over 186,500 accountants worldwide. Despite significant progress being made to attract and retain under-represented groups, the accountancy profession has not yet completely succeeded in leaving its reputation of exclusiveness behind. The sector still suffers from a perceived lack of diversity, which results in loss of talent from minority groups and the benefits that come from a diverse workforce. A vital area of success has been attracting those from a lower socio-economic background into the profession. ICAEW and over 25 employers are part of a charity called Access Accountancy. Set up in 2014 to provide work experience for school students who might otherwise struggle to find a way into the industry, it achieved its initial objective of nearly 4,000 placements in 2019. ICAEW took over as chair of the charity in October 2020 and is keen to accelerate impact on social mobility, expanding Access Accountancy’s focus to include progression. Despite the current challenges of the COVID-19 pandemic, such as business recovery, a growing number of accountancy firms have added D&I to their board 84

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agendas. Access Accountancy has brought on new signatories – including an NHS Trust – while ICAEW has joined forces with employers in pan-profession projects. ICAEW Chief Executive Michael Izza was appointed to the City of London Social Mobility Taskforce which aims to improve representation of low socio-economic talent in finance at executive level. ICAEW is also the first professional body to sign-up to the 10000 Black Interns initiative, offering internships to students of Black Heritage across a number of business sectors over the next five years. Sharon Spice, Director of Global Brand and Belonging at ICAEW and Chair of Access Accountancy, believes these initiatives mark the beginning of a longer journey. She said: “We’ve taken great steps in building a more diverse and inclusive profession over the past decade across organisations of all sizes, but inequalities still exist within the profession. The good news is we are coming together rather than trying to do this on our own.” Through collaboration with our employers, we can truly put the needs of individuals at the heart of what we do. That’s also why we have initiated discussion groups, to help us fully understand our students’ diverse needs. The outcome of this research will strongly influence our projects in 2022.

“ A vital area of success has been attracting those from a lower socio-economic background into the profession” DR ANTONIA SUDKAEMPER

DIVERSITY AND INCLUSION MANAGER ICAEW sustainabilitymag.com

DIVERSITY, EQUALITY & INCLUSION

“ The goal is to reduce inequalities between generations and minimise territorial gender and social” ANGELICA KRYSTLE DONATI

HEAD OF BUSINESS DEVELOPMENT, DONATI S.P.A.

November 2021

NAME: ANGELICA KRYSTLE DONATI GIG: HEAD OF BUSINESS DEVELOPMENT COMPANY: DONATI S.P.A. Inclusivity in the workplace is necessary if businesses want to adapt and survive. While progress has been made to achieve gender parity and train young people in the workforce, many countries around the world are still struggling to achieve targets. Italy has witnessed an increase in the number of women in senior management roles over the last few years, but it still lags behind other major European countries and, similarly, in regard to youth employment. According to Eurostat, Italy has the lowest female employment rate out of any EU country at 57%. In addition, Italy has the highest NEET rate in Europe, with a shocking 23.3% of young adults who are not in employment, education or training. The National Recovery and Resilience Plan (NRRP) is the most powerful tool available to bridge the gaps that prevent many young people and women from realising their potential and bringing cultural, social and economic wealth to European society. Italy, in particular, has nearly 200bn euros at

its disposal with a view to kick-starting the country’s future – 20bn will be allocated to people with disabilities, young people, women and communities from the south of the country, which will be essential in terms of increasing employment prospects and encouraging workforce inclusivity. Ultimately, the goal is to reduce inequalities between generations and minimise territorial, gender and social gaps. The NRRP estimates that – as a result of the measures which will be introduced – youth employment will increase by 3.3% by 2026. Equal pay and gender parity in the employment space is also a priority for the Italian government and the aim is to make progress towards achieving these goals in ten years’ time. In order for businesses to thrive it is necessary to invest in generational turnover, a crucial step for the survival of every company. This is an element of business sustainability which is still very much ignored in Italy as the average age of entrepreneurs in the country has reached 68. Training employees is also key for the future of many different sectors. Businesses must offer flexible and engaging training programs to upskill employees as well as transmit an inspiring company culture to young workers in junior roles. This should also take place in sectors that are strategic for the country’s recovery, where traditionally women have been less likely to be seen in executive roles and young people are less likely to pursue careers. This includes industries such as construction, as only 11% of construction workers are under 30. According to Associazione Nazionale Costruttori Edili (ANCE), the construction sector will need an additional 265,000 employees by 2022. The industry as well as other strategic sectors must commit to attracting fresh talent if we want to be at the forefront of the economic recovery. sustainabilitymag.com

How

NETRALITY is revolutionising

the Digital Ecosystem WRITTEN BY: SIMON HOWSON-GREEN

November 2021

PRODUCED BY: LEWIS VAUGHAN

NETRALITY

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NETRALITY

Netrality’s CRO, Amber Caramella, talks about her ground-breaking, winning vision for cultural change across the data centre industry

etrality’s CRO, Amber Caramella, is driving groundbreaking change across the organisation’s expanding footprint of network-rich, fibre-dense facilities and the data centre landscape as a whole. The trailblazing leader’s multi-fold approach to progressive change extends beyond acquiring and further monetising portfolio assets. Caramella is ensuring Netrality Data Centers’ continuous investments in infrastructure enhancements, ecosystem expansions, and portfolio growth provide a diverse platform for evolving needs and full-suite solutions. We live in an increasingly frantic world, especially when you look at the digital infrastructure landscape linked with the unpredictability brought on by COVID in the past year and a half. So, what impact and challenges does Caramella see the industry facing over the next few years? “The pandemic certainly further solidified that technology is fundamentally changing the way that we interact with the world around us. “Many technological advancements adopted during COVID kept us together when we needed to be apart. Numerous industries accelerated their digital transformation efforts by enabling advancements in telehealth, video conferencing, online education, and virtual gaming to help us stay healthy, entertained, and connected both personally and professionally. 90

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“That said, I see several challenges. One being the increase in the amount of data and capacity demands placed on data centres with the evolution of technology and the expansion of always-on users. The supply chain continues to struggle due to extensive global shortages of labour, materials, and equipment resulting in longer lead times. Further investment in digital infrastructure will be crucial to enable and sustain such growth. “The second challenge is ensuring an optimal customer experience given unprecedented bandwidth demands and the proliferation of data-intensive technologies.” This is where Netrality comes in. But how? “Increased bandwidth demands are driving the migration of data processing to the nexus of

“OUR OFFERING IS UNIQUE IN THAT OUR DATA CENTRES ARE AT THE EPICENTRE OF THE EDGE IN THE MARKETS WE SERVE — ENABLING GLOBAL CONNECTIVITY” AMBER CARAMELLA CRO, NETRALITY

connectivity and the network edge. The rise of hybrid cloud and latency-sensitive technologies require a modern infrastructure approach. Traditional cloud and legacy networks cannot adequately respond to and serve an evergrowing number of IoT devices. “Interconnected data centres located near end-users, are fundamental to businesses and services. More enterprises are leveraging edge computing to actualise the full potential of their application services. When it comes to providing services in a timely, efficient, and cost-effective manner, edge computing is essential. “Our offering is unique in that our data centres are at the epicentre of the edge in the markets we serve — enabling global connectivity. By leveraging highly interconnected edge data centres, customers can dramatically extend their performance and reach across entire regions with superior uptime, low latency, and on-demand connectivity.”

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NETRALITY

“OUR HIGHLY EFFICIENT, DYNAMIC, AND SCALABLE ENVIRONMENTS ATTRACT AN ECOSYSTEM OF STRATEGIC PROVIDERS WHO CONTRIBUTE CRITICAL SOLUTIONS NEEDED TO CURATE MODERN IT ARCHITECTURE” AMBER CARAMELLA CRO, NETRALITY

November 2021

But that’s just a small glimpse at the bigger picture. “Just as our data centres are the epicentre of the edge, the ecosystem is the epicentre of growth. In a networkneutral, interconnected data centre, ecosystem partners not only house their infrastructure but, more importantly, seamlessly connect and exchange traffic with one another. When customers can directly connect to service providers and cloud on-ramps in a colocation environment it reduces single points of failure and latency via direct connection. It also lowers costs by bypassing the public internet. Ecosystems can scale to accommodate customer’s unique needs.

Amber Caramella TITLE: CHIEF REVENUE OFFICER INDUSTRY: TELECOMMUNICATIONS

EXECUTIVE BIO

LOCATION: UNITED STATES Amber Caramella is the Chief Revenue Officer at Netrality Data Centers. She is responsible for Netrality’s revenue generation strategies and execution, including overseeing sales, marketing, interconnection, network solutions as well as, strategic alliances, and channel partnerships. Amber has more than 20 years' experience in the telecommunications and technology industries, having held various positions in sales and leadership. She is on Infrastructure Masons’ Advisory Council, the Global Executive Sponsor for IM Women, and is part of the organization’s Diversity and Inclusion Committee that raises awareness and education for underrepresented groups. Amber holds a Board of Directors position at Virtual Power Systems. With her extensive experience in digital infrastructure, her goal is to increase the visibility and career advancement of women to build a diverse pipeline of future industry talent.

“BEING WHERE THERE'S A DENSITY OF CONNECTIVITY MATTERS. OUR INTERCONNECTED DATA CENTRES IN STRATEGIC LOCATIONS ALLOW MODERN, DATA-INTENSIVE BUSINESSES TO REACH THEIR MAXIMUM POTENTIAL” AMBER CARAMELLA CRO, NETRALITY

November 2021

NETRALITY

Title of the video

“By introducing customers to an entire ecosystem of providers, Netrality enables optimal solutions while lowering their total cost of ownership. “Netrality customers can design new solutions and innovations such as, hybrid-cloud architectures with secure, scalable connectivity to increase application performance and provide greater reliability.” No company or industry in this interconnected world can operate as an island. Netrality knows this. Strategic partnerships hold the key to market-leading growth. Caramella says this approach is vital. “To further the evolution of our data center ecosystem and market position, we align our brand with influential industry leaders, providing increased visibility, go-to-

market resources, event sponsorships, and co-branded campaigns.” Caramella cites Netrality’s recent venture with Google Cloud Interconnect at its Kansas City, MO location. She calls this deal a ‘game changer’. “Google recently deployed a Google Cloud Interconnect at 1102 Grand, creating additional cloud connectivity options in our data centre and enabling direct connectivity to the Google Cloud Platform (GCP). It’s a game-changer because customers can extend their infrastructure, business applications, and capabilities with a multi-cloud, multisite network environment. It also allows higher speeds and lower connectivity costs for our customers. sustainabilitymag.com

NETRALITY

Welcome to the Block

So how is Netrality keeping ahead of the game? Caramella says the cornerstone of Netrality’s strategy and competitive advantage is the ownership and operation of its data centre assets. “We are leveraging the dynamic nature of our physical assets and efforts to market wholesale, office, retail, innovation, and business continuity spaces where appropriate and opportunistic across the portfolio. “Our owner-operator business model is also beneficial because it provides our customers with long-term reliability, stability, and scalable growth opportunities from cabinets to cages to wholesale data centre offerings. Additionally, we have the ability to custom design deployments that require roof rights. All of our locations are technically sound for cell tower and 5G operators to occupy.” 96

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Caramella sees this ownership strategy as a huge advantage over Netrality’s competitors — many of whom lease colocation properties. This ownership also adds to Netrality’s market prominence and ability to capitalise the value of its assets and the role they play in shaping the digital economy. “Our building assets are the epitome of our ecosystem as are our data centres. As the owner and operator of our buildings, we have positioned our properties as the premier hubs for tenants looking to power innovations of tomorrow. We are unparalleled in our ability to deliver dense connectivity and extensive deployments that create optimal testing and innovative environments for 5G supported equipment. Netrality provides the flexibility needed to meet unique testing and design needs while delivering the best overall experience to our data centre customers and building tenants.”

NETRALITY

“NETRALITY PROVIDES A COLLABORATIVE ENVIRONMENT THAT ENCOURAGES EMPLOYEES TO LEVERAGE EACH OTHER'S STRENGTHS IN ORDER TO ATTAIN MUTUAL AND COMMUNAL PROSPERITY” AMBER CARAMELLA CRO, NETRALITY

Netrality’s leadership began acquiring strategic assets with core interconnection data centres back in 2012. Netrality adds to the deep history of each facility by building Meet Me Rooms to congregate fibre assets and facilitate interconnection – the cornerstone of innovation. “Take for example our operations in Philadelphia, PA. For over 90 years, 401 North Broad has served as a base for innovation. It was originally designed as the nation’s first commercial and industrial building featuring a freight station and access to rail infrastructure. Since the early 1990s, 401 North Broad has been a major junction for North sustainabilitymag.com

“ OUR BUILDING ASSETS ARE THE EPITOME OF OUR ECOSYSTEM AS ARE OUR DATA CENTRES. AS THE OWNER AND OPERATOR OF OUR BUILDINGS, WE HAVE POSITIONED OUR PROPERTIES AS THE PREMIER HUB FOR TENANTS LOOKING TO POWER INNOVATIONS OF TOMORROW” AMBER CARAMELLA CRO, NETRALITY

Esports campus “The Block”, by Nerd Street Gamers is located in Netrality’s 401 North Broad

November 2021

NETRALITY

and South fibre routes with a significant portion of the nation’s East coast traffic traveling through the property. “Netrality’s 401 North Broad continues to house companies on the cutting-edge of innovation including “The Block”, the world’s first esports campus by Nerd Street Gamers. The immense connectivity options and nearzero latency within 401 North Broad give gamers a competitive edge both on and off the premise – connecting communities and advancing the next-generation of gaming. “Leading biotech firm, Biomeme, is building its headquarters for research, manufacturing, and operations of its PCR testing solutions at 401 North Broad as well.” As you mentioned, acquiring the most strategically placed locations is key. Where else is Netrality casting its net? “Our most recent acquisition of the Indy Telcom campus in Indianapolis, IN will allow us to further expand our footprint across the Midwest. This aligns with our core strategy to own the epicentre of connectivity in the markets we serve. As the only data centre campus near downtown Indianapolis, Indy Telcom facilitates access to the fibre crossroads of America providing connectivity to Chicago, St. Louis, Columbus, Kansas City and Pittsburgh – making it a premier data centre for telecom companies and enterprise customers. We are eager to expand our footprint and accelerate business growth in the robust, network-rich region.” Caramella highlights how her industry is constantly transforming with technology and how it operates. “Right now, trends are shifting, and secondary and tertiary markets are increasingly relevant because of hybrid cloud deployments that seek diversified fibre connectivity, expanded sustainabilitymag.com

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“THROUGH DIVERSE EDUCATIONAL EXPERIENCE AND EARLY EXPOSURE, WE WORK TOWARDS EMPOWERING THE DATA CENTRE INDUSTRY, TODAY’S YOUTH, AND A “NEW NORMAL” THAT WE ARE PROUD OF” AMBER CARAMELLA CRO, NETRALITY

availability zones, and direct connections to core backbone routers in urban-situated colocation facilities. Location is incredibly important in terms of where companies are deploying points of presence and availability zones. We are focused on strategic capacity planning to stay ahead of supply and demand challenges. “Our ecosystems allow each Netrality building to act as an interconnected hub joining hundreds of cloud and network service providers with leading enterprises.” Caramella is also very conscious of how recent global events are shaping the industry’s need to be versatile and nimble. “This last year has taught us a lot. Companies with traditional in-office environments had to leverage technology to support remote workforces and ensure business continuity – proving a new, geographically dispersed workforce is viable when supplemented with collaborative technologies. While the pandemic and resulting mandates have brought immeasurable loss, the past few years have signalled the true entry into an era of global digitalisation. Working together as an ecosystem and leveraging evolving technologies enable and aid the adaptation to new realities on the horizon. Digital infrastructure and transformation

will continue to allow masses to effectively operate from anywhere.” Caramella talks about how Netrality’s success and growth is rooted in its commitment to nurture synergies between its strategically located ecosystems and robust partner offerings. Underpinning such success is an everevolving culture she is creating between Netrality’s workforce and its partners. “I’m extremely passionate about creating the right culture here at Netrality,” she says. “I truly believe that fostering a healthy environment not only drives revenue growth, but also promotes our retention and employee satisfaction. This, in turn, translates to multi-threaded, mutually beneficial relationships with our customers.” For Caramella, creating an entrepreneurial, diverse, and inclusive corporate culture directly impacts the organisation’s ability to drive meaningful change across the industry. “It all comes down to our network. One of Netrality’s core values is to empower its network of customers, partners, and people to thrive and build the innovative technologies powering the digital-first era.”

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THE FUTURE LOOKS BRIGHT FOR

Not quite renewable, deeply dangerous yet enduringly popular, many have learned to stop worrying and love nuclear energy. Here’s how it works... WRITTEN BY: HELEN ADAMS

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PURPOSE LED, PERFORMANCE DRIVEN

The most comprehensive sciencebased animal nutrition solutions, intelligently scaled to solve the sustainability and commercial challenges we face in transforming how we feed the world. Stay connected at dsm.com/anh @dsmfeedtweet dsmanimalnutrition linkedin.com/showcase/dsm-animal-nutrition-and-health/

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“ Nuclear power is one hell of a way to boil water” ALBERT EINSTEIN

THEORETICAL PHYSICIST

olar, wind and hydroelectric power, all beautiful shades on the renewable energy spectrum, provide humans with the ability to live comfortably, without polluting the planet with fossil fuels. Nuclear energy, however, is not pretty. It’s hot, steamy and in the wrong circumstances, deadly. Unlike its renewable energy peers – which are often photographed alongside a meadow backdrop – nuclear energy conjures up far darker images. For those who grew up with The Simpsons, nuclear energy is simple enough for the donut-craving patriarch Homer to handle. But for those who lived through the Cold War, nuclear energy is tied up with the iconic grainy images of liquidators scrambling on rooftops and the Soviet Union flag waving above an abandoned city.

But in the right conditions, nuclear energy can supply humanity with enough energy to sustain it. Many hope this will carry the world away from fossil fuels and into clean energy, but what is nuclear energy and how does it work? How nuclear energy works In the last issue of Sustainability magazine, we explored biomass energy, which uses hot water to make steam, spin a turbine and power a generator to create electricity. Nuclear energy works in a similar capacity, using uranium as fuel. Inside of a nuclear power station, a controlled chain reaction takes place: In a process known as nuclear fission, uranium atoms are forced to collide with neutrons, which split the atom. This releases an intense level of radiation and thermal energy. This heat is used to turn water into steam inside a boiler. This causes the steam to drive a turbine which drives a generator and produces electricity. sustainabilitymag.com

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How do nuclear power plants work?

A timeline of nuclear energy 1789: Martin Klaproth discovered Uranium and named it after the planet Uranus, which was discovered. 1896: Pierre and Marie Curie identified radioactivity and Henri Becquerel identified beta radiation (electrons) 1938: Otto Hahn and Fritz Strassmann researched uranium’s use in atomic fission. They discovered that the nucleus could be split into two and create energy. 1940: The devastating link was drawn between this and manufacturing bombs. 1942: The first controlled nuclear chain reaction took place at the University of Chicago. 106

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1945: The first atomic device is tested in New Mexico by the USA. Less than one month later, the first atomic bomb was used in warfare and dropped on Hiroshima, Japan. The second nuclear bomb – and hopefully the last – was dropped on Nagasaki three days later. The Second World War ended as the Japanese Government surrendered, having lost 105,000 civilian lives in one week. In comparison, 70,000 British civilians died in wartime bombing throughout six years of war. The world ‘nuclear’ would forever be yoked to death and destruction. 1951: The Experimental Breeder Reactor, the world’s first nuclear reactor, opened in the USA and nuclear energy began its commercial journey. But with a desire to rebuild the world, many governments began investigating nuclear energy as

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Nuclear energy key terms

a method to advance (while also quietly building a nuclear arsenal). 2021: There are now 443 nuclear reactors in 30 countries across the world. These are the top five nuclear electricity generating countries and the nuclear share of total national annual electricity generation: United States: 19.3% France: 71.5% China: 4.1% Russia: 17.5% South Korea: 23.4% So with such extensive popularity, what are the reasons for – and against – using nuclear energy?

• Cladding: A metal barrier surrounding the uranium fuel, separating it from the water in the reactor coolant system. • Coolant: Water which cools the nuclear fuel by passing through the reactor vessel. • Control rods: Metal rods used to control the fission process, or shut the reactor down. • Control Room: Where the nuclear plant is controlled from. • Core: Where the risky business takes place • Fission: A process which splits an atom into two new atoms. When uranium atoms split inside a nuclear reactor, heat is produced. • Nuclear waste: anything which has become dangerously radioactive after being used in the nuclear energy process. This includes: fuel, reactor components and even work clothing. • Radioactivity: Nuclear radiation alters the behavior of cells and damages DNA, which can cause radiation sickness or even cancer • Reactor: A massive steel container, which holds the core and the coolant. • Shielding: Materials installed to prevent radiation from escaping into the environment. • Uranium: One of the heaviest naturallyoccurring elements with a melting point of 1132°C, Uranium is effectively burned during the fission process within the nuclear reactor. This heat is used to create steam, to turn a turbine, to provide electricity.

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For • It’s effective Unlike solar, hydro and wind power, nuclear energy works 24 hours a day and regardless of the daily weather conditions. Although, as evidenced by the 2011 Fukushima disaster, nuclear power is dependent on stable environmental conditions. • Low carbon footprint A nuclear reactor does not emit greenhouse gas whilst in operation. It also takes up less space than other forms of renewable energy, such as solar panel fields. • It’s an almost renewable energy The energy reserves of gas, coal and oil are expected to be entirely depleted by the mid-century. According to the Nuclear Energy Agency, the world has approximately 200 years of uranium left, without which, nuclear power plants cannot survive. Nuclear energy is not an official form of renewable energy, as a core ingredient will run out. But nuclear power can support humanity over the next two centuries. By 2200, renewable energy manufacturing and production in solar, hydro and wind energy will hopefully have advanced enough to sufficiently support the planet without nuclear power. 108

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Against • Radioactive spent fuel is a messy problem One of the biggest problems in adopting nuclear energy is dealing with the waste. Nuclear energy requires uranium atoms in the nuclear fission process. Eventually, the uranium is ‘spent’ and can no longer produce electricity. This uranium is now radioactive, extremely dangerous and will remain so for up to 300 years (1% will be radioactive for 10,000 years). If a living creature comes into contact with this waste, it may cause cancer cells to rapidly grow. This waste must be stored safely until it is no longer a threat to life or to the environment. • There is a high risk While the opportunity for clean energy is huge, so is the risk when things go wrong. Following the 1986 Chernobyl nuclear disaster, 350,000 people were evacuated from their homes, mostly in Ukraine. 23% of the agricultural land in Belarus was made useless due to radioactive contamination. As a result, independence movements started to grow stronger. The economic impact of the cleanup was so heavy that Mikhail Gorbachev, General Secretary of the Communist Party 19851991, stated that the Chernobyl nuclear disaster was the real reason that the Soviet Union collapsed. sustainabilitymag.com

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The disasters Chernobyl disaster 1986 was a year of extreme highs and lows for the North Pacific neighbours, still deep in a Cold War. In a move which delighted homemakers across the USA, The Oprah Winfrey Show started broadcasting coast to coast, beginning with episodes such as ‘How to release your inner sexpot’. However, it was the Space Shuttle Challenger disintegration which dominated television sets. Over in The Soviet Union, the Mir Space Station began orbiting Earth and was celebrated as the largest of its kind at that time. But back on Earth, the Chernobyl nuclear power plant was blasted into infamy when reactor 4 exploded, after safety measures were not adhered to. This caused radioactive particles, which are poisonous to living beings, to travel as far as Sweden. Two Chernobyl employees died from the explosion and 28 people died from acute radiation syndrome just weeks later. It is disputed that the number of fatalities may be higher. Ukraine has maintained a permanent ‘sarcophagus’ to contain the radiation, yet the site will remain dangerously radioactive for thousands of years. However, the site is popular with tourists, with 200,000 people visiting in 2019. 2011 Fukushima disaster The year the Iraq War ended saw a great deal of death. The executions of Muammar Gaddafi and Osama bin Laden were widely celebrated, North Korea endured a period of mandatory mourning for Kim Jong Il and fantasy hero Ned Stark was killed off in the first season of A Game of Thrones. 110

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In Japan, another earthquake caused a tsunami, which killed 18,000 people and displaced close to half a million individuals. The earthquake had a 9.0 magnitude and was the fourth most powerful ever recorded, with tremors felt as far away as Cuba. The resulting tsunami ran straight into the Fukushima Nuclear Power Plant, which flooded, overheated and triggered a meltdown. As radiation leaked from the power plant, liquidators battled to stem the flow of deadly radiation into the atmosphere. Across Japan,

10%

of the world's electricity is produced from nuclear energy

85%

of Uranium is mined across Kazakhstan, Canada, Australia, Namibia, Niger and Russia

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pensioners formed ‘Skilled Veterans Corps’ and volunteered to help, believing that they should take on the dangerous role as they were not afraid of catching cancer from the radiation. Instead, the Japanese government used drones and robots to do cleanup routines which would prove fatal for humans. It is expected that the cleanup will take at least 40 years to complete. This year, the Japanese government announced a plan to release over one million tonnes of contaminated water, which has

been used to cool the nuclear plant, into the sea. Although the waste has been diluted to lower radiation levels, the news has infuriated environmentalists, neighbouring countries and the fishing industry. Many opponents of nuclear energy cite these two disasters as reasonable grounds to avoid building any further nuclear power plants, but it is important to remember that such disasters are very rare. In comparison, 1.3mn people die every year in road traffic accidents, according to the WHO.

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“ Knowledge leaves no regrets. Except for radiation, I wish I’d never messed with that” MARIE CURIE

POLISH-FRENCH PHYSICIST

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Nuclear Energy is here to stay Despite the well-publicised risks, many countries are pushing forward with nuclear energy. Countries such as China, India, Russia and the UAE are constructing a further 50 nuclear power stations, as they phase out fossil fuels. However, a reliance on nuclear energy requires a long-term solution to managing nuclear waste, from spent fuel to the clothing worn by nuclear power plant workers. This must be safely stored away. In Finland, the Onkalo site aims to last for 100,000 years, where the spent fuel can be left in peace. The site consists of 70km of underground tunnels, where nuclear waste can be stored throughout the next 100 years of nuclear energy production. There is room for 3,250 canisters, which will contain around 6,500 tonnes of uranium combined. The entrance will be blocked off and it is hoped that no future civilisation (human or otherwise) will reopen it, although warning signs have been left. Other countries are creating similar solutions for nuclear waste and as past nuclear power plant disasters have proved, there is no room for human error or cutting costs. Once the last uranium particle has been used up, nuclear energy will be history. The sun will continue to shine, the wind will spin and water will flow, powering humanity onwards. Considering how far these technologies have progressed in the last half-century, it is expected that each of these energy forms will develop to be more efficient by the time uranium runs out. Although homeowners will never be able to affix a nuclear power plant to their roof, like one does a solar panel, the next 200 years look promising for nuclear energy. sustainabilitymag.com

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GO - AHEAD

THE JOURNEY TO

SUSTAINABLE

TRANSPORT

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COMPANY NAME

WRITTEN BY: RHYS THOMAS

PRODUCED BY: TOM LIVERMORE

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GO - AHEAD

Go-Ahead Group is leveraging the power of its procurement function to spearhead a new sustainable future for passenger transport

o-Ahead’s passenger transport services play a vital role in connecting communities via road and rail. It is the largest bus operator in London and its regional bus services account for 11% of the wider UK market. It operates the busiest rail franchise in the UK – GTR – as well as holding international rail contracts in Norway and Germany. But Go-Ahead’s commitments extend far beyond delivering efficient, safe and affordable public transport. Sustainability has risen to the top of the agenda. In 2019 the group released its Sustainable Procurement Charter, a list of measures to make impactful contributions to climate change and to deliver greater value to all of its stakeholders. “That charter was our first deep dive into the sustainability agenda,” says Glyn Watts, Group Head of Procurement at Go-Ahead. “We recognised that, whilst we thought we were good at sustainability in the past, we actually weren’t that mature in our approach.” Despite the added pressures and challenges brought on by the COVID-19 pandemic, Go-Ahead’s ambitions in sustainability and diversity have developed further in the intervening two years, with a target to be a net zero business by 2045. “Since the sustainability charter we have released the climate change strategy, which directs us in where we are heading as a business,” Watts says. “And this has been followed more recently by our SME strategy.” sustainabilitymag.com

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The Journey to Sustainable Transport

Though a group-wide effort, the procurement function is a key enabler in these initiatives. Take, for instance, Go-Ahead’s most prominent asset: vehicles. In one regional transport service, the function procured a new type of bus with a specialised filter that cleans the air as it drives around the city. The company is in discussions for what has the potential to be the largest hydrogen bus order in the UK. These are the nascent stages of an overhaul of the auxiliary fleet as it moves towards sustainable fuels or electrification, and a vital step for the transport operator. However, procurement’s role goes beyond the directly passenger-facing facets of the business. “Every new tender is an opportunity to reconsider how we do that business,” says Watts. "So even the routine and the mundane, we’ll ask if there is a new way of doing it, or whether we even need that requirement anymore. Our ethos is to invite 118

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market entrants in for a discussion before we run a tender. It’s so important to do early market engagement, discover who else is out there, who's doing things differently, who’s innovative and, ultimately, who could bring some value to our operation.” The results have been surprising but enormously impactful. The first tender Go-Ahead ran under the new sustainability charter was for new ticket vending machines for one of its rail operations. Whilst the tender was ultimately cancelled due to a change in circumstances, it was worth noting that the supplier that came out on top commercially required the largest initial outlay and some of the more expensive service costs, which seems counterintuitive. But this assessment belied the long-term value. “If we'd run that tender several years ago, the supplier with the lowest up front and long-term service cost would have won the commercial section,” Watts says. "However,

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GLYN WATTS TITLE: GROUP HEAD OF PROCUREMENT INDUSTRY: TRANSPORTATION LOCATION: UNITED KINGDOM Glyn Watts leads Go-Ahead’s procurement function. Glyn developed and implemented the supply chain charter and SME strategy. He has brought a value driven and commercial approach to procurement, ensuring the business objectives are clearly understood and processes designed to meet them. Prior to Go-Ahead, Glyn held senior commercial positions within the Department for Transport and the Ministry of Defence. He led the Southeastern rail franchise procurement and was the lead negotiator for on-train wi-fi. At the MoD, he led large procurements for military equipment and services. Glyn holds MCIPs, a Business Degree from Nottingham Trent University and a post Graduate Diploma in Acquisition from Cranfield University.

“ Every new tender is an opportunity to reconsider how we do that business” GLYN WATTS

this time around we took into account energy consumption, and actually the supplier with the highest initial outlay but the lowest energy costs nudged ahead as a result of their energy efficiency. It is really great when that happens. It shows suppliers the value of investing in energy efficiency and demonstrates the value procurement can have in understanding the true financial and environmental cost of a product or service.”

EXECUTIVE BIO

GROUP HEAD OF PROCUREMENT THE GO-AHEAD GROUP

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It is a marriage of both commercial and sustainable capability - and a positive trend illustrating how Go-Ahead is rethinking its relationships with suppliers to deliver greater value. A further example Watts highlights is APCOA Parking, a key supplier for Go-Ahead’s car parking provisions. Watts places the annual income from parking at between £40-50m, a substantial contract by any measure. But the use of car parks has changed. More passengers cycle as part of their commute, they require lockers, or they may benefit from a car washing service. In addition, the company wanted to think of ways to incentivise electric or hybrid vehicles through the charging structure over more polluting alternatives.

“ The supplier with the highest initial outlay but the lowest energy costs nudged ahead as a result of their energy efficiency” GLYN WATTS

GROUP HEAD OF PROCUREMENT THE GO-AHEAD GROUP sustainabilitymag.com

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“ If we're going to develop for the future of transport, we need to be looking at innovative step-change technologies” GLYN WATTS

GROUP HEAD OF PROCUREMENT THE GO-AHEAD GROUP

“APCOA was bristling with these sorts of ideas, and ways to make these spaces more sustainable. And with that in mind, we were no longer looking for a good debt collection company, or even a supplier primarily focused on parking,” Watts says. “The result is we now have a partner in APCOA with which we can develop those ideas over a number of years. They were successful largely because of the amount of ideas they had, and how well they can develop those, particularly in the sustainability space where they have strong partners in electrical vehicle charging.” This mindset to balance innovation and cost has been codified in Go-Ahead’s recently published SME Strategy. With a roadmap of tenders published well in advance, Watts aims to give resourcelimited SMEs the time they need to prepare and meet Go-Ahead’s requirements, rather than being muscled out by market leading competitors that have the ability to throw resources at an issue at short notice. “Secondly, and probably more importantly, we're identifying SME-spendonly categories,” Watts says. “These are 122

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smaller categories of spend where we may currently use a big provider, but if there's a quality market there for SMEs, we're going to commit 100% of the time to using SMEs. As long as the safety risks are understood, we’re going to get the quality we need, and there are no other issues, we're going to have a blanket policy that they have to be SMEs. There’s still work to do there, but we think it could have a big impact.” Beyond Watts’ 17-strong centralised procurement team, a further 30 procurement professionals operate from

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Go-Ahead’s operating companies. Across the whole business Watts and his teams manages over 3,500 suppliers, covering nearly £2bn in annual spend. This is not “spend for the sake of it”, however, says Watts. “We're not just doing it for reputation; we strongly believe it supports our corporate strategy. If we're going to develop for the future of transport, we need to be looking at innovative stepchange technologies, which often come out of left field and sometimes not from our industry.”

Watts admits that these ambitions require dedication and hard work. Transformation at this scale is difficult, but Watts says the support from stakeholders is making the process a success. “I think everyone enjoys having an impact beyond cost and time,” adds Watts. "They are essential to the business of course, but it’s rewarding for procurement professionals and our stakeholders to think about other factors and drive positive change through elevating our sustainability priorities in the procurement process.” sustainabilitymag.com

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“ It’s so important to do early market engagement, discover who else is out there, who's doing things differently, who’s innovative” GLYN WATTS

GROUP HEAD OF PROCUREMENT THE GO-AHEAD GROUP

Go-Ahead has come a long way in just a short period of time, but Watts believes the rate of change will accelerate even faster in the coming 12 to 18 months. “I like to think we would be much further along the road in our climate change strategy. One of the key pillars there is waste reduction and recycling targets. We’re currently running trials at Brighton Station and bus depots to find out the best way to achieve 90%+ recycling on a small scale, and then how to expand in a way that is commercially viable. “I'd also like to think we will be pulling more innovation from our supply chain. We're running a bus supply chain challenge across all of our existing suppliers. We’re asking, ‘What can you do for us?’ It could be on cost operations. It could be customer experience. It could be to do with the environment and climate change. I like to think that asking these questions will provide us with some strong results, but at the very least put our suppliers on notice that we are listening and we have an appetite for experimentation and change.”

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are leading the herd to

SUSTAINABLE MERCHANDISE In a plastic and single-use dominated industry, Pinksheep is producing sustainable, ethical and enduring merchandise – and a system of sustainability monitoring – which won’t pull the wool over your eyes WRITTEN BY: JOHN PINCHING

t wasn’t so long ago that attending a conference brought with it an element of curious competitiveness which, in retrospect, perfectly crystalised our uncontrollable obsession with materialism. I’m talking about the adrenaline-driven, hitcraving rush to accumulate as much free tat and disposable crud as humanly possible. The pens! The mugs! The furry things attached to a ribbon bearing a company slogan! The reams of ‘reading material’ that you accepted in order to get more pens! Oh, and the mass-produced bendy mascot (which was also a pen)! We were like stationery-chompers in a bizarre game of corporate Pac-Man. Through the Earl’s Court Exhibition Centre or Olympia or NEC mazes we would travelate in our unending lust for shiny new items, never hesitating to consider where they came from, what they were made of and where the hell it would all end up. Finally, at the day’s end, sated and exhausted from our rampant consumerism, we heaved our plastic bags – overflowing with arbitrary and largely useless detritus – out into the wide world. Only then sustainabilitymag.com

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“ We work in an industry – branded merchandise – that's inherently terrible at sustainability. Most of the products our industry produces end up in landfill and are not sustainably produced”

did we ask ourselves, ‘what have I become?’ or ‘Do I really need 14 branded coasters?’ Don’t beat yourself up, we all did it. Ultimately, we can’t change the person that brought four different health insurance t-shirts home but, now that the conference ghosts have caught up with us, we can change how we navigate the corporate merch maze. A golden Ora One company which is completely changing the game is ethical merchandise and printing producer Pinksheep and its accompanying Ora brand, a sort of ‘sustainability shepherd’ which taps into an increasing desire among organisations to boost green credentials and sustainabilitymag.com

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Bright lights Ora comes with three main benefits: 1. COLOUR-CODED SUSTAINABILITY Ora grades tens of thousands of products – from pens and notebooks to drinkware, bags and tools – according to a traffic-light system. To earn a green light a product must be more than just recyclable or made in the UK. Ora’s sustainability metrics consider country of origin, if the manufacturer gives back to the environment, whether the factory runs on renewables or if the product is upcycled, recycled, biodegradable or made from more than 75% plant-based materials (as well as many other factors). Ora’s algorithm processes all the information and produces a clear grade that’s easy for the user to understand: red products are not sustainable, amber signifies partly sustainable and green merchandise is fully sustainable. 2. ENVIRONMENTAL SUPPORT Ora rewards customers for choosing to buy sustainably, seamlessly issuing ‘EcoTokens’ for every order based on the products’ grade:

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• 1 x EcoToken per £ for red products • 2 x EcoToken per £ for amber products • 3 x EcoToken per £ for green products EcoTokens are then transferred to support environmental initiatives such as: • Tree Planting • CO2 Offsetting • Ocean-Bound plastic collection 3. INDUSTRY-LEADING SUSTAINABILITY REPORTING Ora members receive a live dashboard which displays detailed sustainability reporting about their purchases. Here they can keep track of: • A monthly breakdown of what % of their purchases are red, amber or green • How many trees they’ve planted and how much CO2 they've offset • How many plastic bottles they’ve removed from waterways This system allows them to keep track of how their buying habits are changing over time.

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shift company culture towards eco-friendly products, sustainable supply chains and decreased carbon emissions. It’s not asking you to stop having fun at conferences or immersing yourself positively in the corporate ecosystem. It is, however, encouraging you to use your imagination. “Imagine a platform that clearly graded every product you bought, so you could make informed buying decisions,” explains Phil Law, co-founder of Pinksheep and Ora. “Imagine if the same platform actively rewarded you for making sustainable buying decisions by planting trees, offsetting CO2 and removing ocean plastic. Imagine too, if it captured rich data about your buying habits and neatly displayed this live information on your very own dashboard, where you could see the positive impact you are having and share it with your stakeholders.” Imagine indeed. The Pinksheep crew actually came up with the idea for Ora during the pandemic – a time when we all had a bit of soul-searching to do. It gave the company, which was already committed to the mission of leading hearts and minds to the promised land of sustainability, the space to reflect on what is truly important. So, with no industry guidance whatsoever, Pinksheep decided to pioneer its very own sustainability scheme.

“ Pinksheep has a bespoke central system, meaning it can provide customers with realtime sustainability data about their buying habits”

Ora Revolution When you do join the Ora revolution, you receive a membership pack which includes • A certificate • Membership badges • A sustainable gift These items serve as green credentials and a vital reminder to people that Ora is a flourishing, tangible system that people can truly believe in.

Phil remembers the seed of an idea quickly germinating: “From the start, we set out to be the leader in sustainable merchandise. The entire concept of Ora was born from within our own team, from concept to development. Many late nights were spent brainstorming, researching and creating the foundations for an initiative which could ignite the sustainability ambitions of its members.” Mind over matter The emergence of Ora highlights the possibilities of a mindset modification within the industry and the ability of companies to take greater responsibility for their activities. sustainabilitymag.com

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“We work in an industry – branded merchandise – that's inherently terrible at sustainability. Most of the products our industry produces end up in landfill and are not sustainably produced. Furthermore, ‘greenwashing’ is rife and misleading information is common-place. We hated that and wanted to change it,” insists Phil. The company knew it was uniquely positioned to deliver a new, compelling perspective. Most companies in the industry run off-the-shelf software, but Pinksheep has a bespoke central system, meaning it can provide customers with realtime sustainability data about their buying habits. This data is displayed on a pioneering sustainability dashboard where customers can track their performance, look to make improvements over time and share the data with their stakeholders. Check out the dashboard demo here. 132

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“ It is our job to look after their corporate identities and reputations, after all, we are – quite literally – putting their brands on our products” “When creating Ora it was essential to understand that we were venturing into unknown but life-affirming territory,” reflects Phil. “We wanted total transparency for our members, particularly as sustainability is a hugely complex issue. Consequently, we now actively seek feedback, ideas and constructive criticism, and many of our developments have come directly from them. It is our job to look after their corporate identities and reputations, after all, we are – quite literally – putting their brands on our products.”

Trending now Already, Ora has several hundred members – all benefiting from clearly graded products, environmental support and rich sustainability data so they can track how their buying habits are changing. Each month, thousands of trees are being planted, thousands of plastic bottles removed from waterways and hundreds of tonnes of CO2 being offset. The biggest game-changer, however, has been the way Ora members are evolving; fundamentally changing their approaches. In addition, Ora’s clearly graded system has been central to this remarkable transformation and indicates that people are not just willing but passionate about changing their buying choices – away from non-sustainable items and towards fullysustainable ones; gravitating towards the useful and away from the useless (sorry fuzzy ball on ribbon thingy, your days are numbered. “Because of the traction we have, suppliers and manufacturers are coming to us with offers and discounts unique to our members,” concludes Phil. “This lowers the price for sustainable items and increases the chance of a company choosing to buy sustainably. This is key – if the price reduces, the quantities will increase and the supply chains will improve – increasing the chance of a sustainable future. Following the launch of Ora, the company now finds itself as the number one sustainable merchandise brand in the country. Now that really is taking things to the next level.

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Procuring diversity: The benefits of balance WRITTEN BY: JOANNA ENGLAND PRODUCED BY: GLEN WHITE

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Sanja Cancar-Todorovic, Enterprise Procurement, Outsourcing & Vendor Management Leader at Home Trust, talks about diversity and why balance is best for productivity

ollowing a career that saw her spend 18 years in the male-dominated telecommunications industry, Sanja Cancar-Todorovic is no stranger to a diversity imbalance. But rather than simply endure the status quo, she is determined to bring about fresh change in her latest role at Home Trust, Canada’s largest independent trust company that offers a wide range of financial services including deposits, residential mortgages, commercial mortgages, and credit cards. “I head up the Enterprise Procurement Outsourcing and Vendor Management team here at Home Trust,” she explains, when asked to define her current role. “My team is driving enterprise procurement, contact centre outsourcing, and third-party risk management strategies to create value across the organisation while influencing behaviours and processes consistent with our policy, risk appetite, business strategies, best practices, all while mitigating the risks to the organisation.” Her work in the telecommunications industry has shaped her approach to procurement because 11 out of the 18 years spent in telcos were in strategic sourcing, outsourcing, and vendor management area. “From my experience, telcos are leaders in innovation, automation, and digitisation of processes, simply because they have to be due to the competitive landscape they operate in, and the fact that they support the infrastructure that IOT is built on.”

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“ I love being in a position where I have a frontrow seat to the new and innovative vendors and their products” SANJA CANCAR-TODOROVIC

ENTERPRISE PROCUREMENT, OUTSOURCING & VENDOR MANAGEMENT LEADER, HOME TRUST

Cancar-Todorovic says she is grateful for the time she spent in that environment because it taught her ‘everything’ about the importance of the customer experience, reliability, and sustainability of products and services, agile working environment with fast go-to-market mandates in order to remain on that competitive edge. But, she says, “The most importantly, telco experience instilled in me is that diversity is 138

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the key driver to innovation. And when I say diversity, I'm not talking about DEI (diversity, equality, inclusion) only, but also diversity of thought, diversity of the supply chain, diversity of suppliers through products, services, and offerings.” Diversity in business Diversity. It fosters creativity and generates the best ideas from our suppliers, partners, customers, and employees at all levels of the organisation, and incorporating them into our business, guarantees business success.” The only caveat, she believes, is to have a strong corporate culture, that encourages innovation. An agile approach to the implementation of new ideas also encourages people to try new things, in a controlled environment without the fear of failure. “And if they're not successful, they're able to fail small, fail fast, learn from it and try again, but this time with gained experience”

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SANJA CANCAR-TODOROVIC

1977

TITLE: E NTERPRISE PROCUREMENT, OUTSOURCING & VENDOR MANAGEMENT LEADER

Year founded

Finance Services

LOCATION: CANADA With over 20 years of experience in large global organisations, Sanja is a passionate customer experience, strategy & transformation leader, specialising in driving technological innovation, agile digital transformation, corporate culture evolution and cost & quality streamlining via outsourcing, offshoring / nearshoring, global procurement, strategic sourcing, vendor management and third-party risk management.

Industry

700+

Number of Employees

Cancar-Todorovic says. So, in essence, celebrating the failures and successes of any innovative process only breeds more success and more innovation down the line.

In her current role at Home Trust, Sanja leads theenterprise procurement, outsourcing and vendor management function.

EXECUTIVE BIO

Women in procurement Though she feels lucky that her current role allows her to amalgamate all of her 20 years of experience, best practices, and lessons learned, into one role experience, Cancar-Todorovic says she never felt that her performance in the workplace was disadvantaged. She also takes a pragmatic approach to her environment, seeing it as an opportunity to make headway in a challenging setting. “I think the trick to that is really not to take things seriously and personally, and really use every interaction as a learning opportunity. Having a family was never up for debate for Cancar-Todorovic. She wanted to be both a mother and a respected corporate professional. She has certainly achieved that goal, but it hasn’t always been an easy ride. Ultimately, she acknowledges that working mothers face unique challenges. . “If you're out of sight, you are out of mind, and

Sanja holds an Executive Master of Business Administration (eMBA) degree, a Master of Management (MM) degree and an Honours Double Major Bachelor of Arts (BA(Hons.)) degree in Law and Political Science.

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sometimes that translates into delayed career growth. If I could do it all over again, would I change anything? Absolutely not. I think people need to measure their happiness by how fulfilled their life is. And personally, I don't know that I would be able to ever feel fulfilled without having my family.” She is also adamant that ‘procurement’ in general, needs women because of the unique talents that they bring to the business table. “I think women have a very strong emotional intelligence, and that is crucial to being a great leader, strong negotiator, and a good business partner.” Diversity in the industry As part of her mission in procurement to increase diversity levels, Cancar-Todorovic has introduced the Corporate Supplier Diversity Program to Home Trust. The initiative was launched in January 2021 and has been instrumental in successfully forming a number of significant business relationships with certified diverse suppliers, which will be expanded upon. The current focus is on tier-1 suppliers, and as the company evolves there are plans to shift that focus to include tier-2 suppliers as well.

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“ All roads are pointing to the fact that we might be hit with another pandemic in our lifetime” SANJA CANCAR-TODOROVIC

ENTERPRISE PROCUREMENT, OUTSOURCING & VENDOR MANAGEMENT LEADER, HOME TRUST

Home Trust is now a corporate sponsor to the Canadian Aboriginal and Minority Supplier Council, which is the organisation that certifies Aboriginal and minority-owned businesses, as well as the corporate sponsor to Women Business Enterprise Canada, which is the organisation that certifies women-owned business. She explains, “A diverse and inclusive environment facilitates a broader exchange of perspectives and better reflects the true makeup of our society. So, choosing to do business with organisations that share the same values as us, and building a portfolio of viable competitive and diverse suppliers, allows us to make better business decisions while helping to create healthier communities and differentiate ourselves in the hearts and minds of our customers.” Cancar-Todorovic believes the procurement industry lends itself perfectly to meeting diversity objectives in the workplace as well as in business. “Over the years I have seen an increase in women coming into this industry, and it makes me happy,” she says. “I'm not surprised by it because this industry is

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so dynamic. There is no other role in any organisation that gives you visibility across the entire organisation (as opposed to just your business unit), that is impacted by not just what’s happening in the organisation, but what’s happening on a global scale (from a geopolitical standpoint to weather and climate change across the globe), and it truly is never ever boring! It’s a great dynamic industry, and I'm glad to see that a lot more women are seeing the value in joining it and really thriving in it.” The general sphere of diversity is also changing, she feels. “DEI really became a hot topic in recent months. And while organisations spoke about it in the past, I think the advent of the last 16 to 18 months really put those words into actionable measurable

targets that most organisations are now reporting to their shareholders. So, as the saying goes, “What gets measured gets done,’ which is a good step in the right direction.” Risk mitigation and management Alongside her passion for diversity, Cancar-Todorovic is also an expert in risk management. The past two years have been challenging for companies globally. For many, “digital transformation was primarily driven by, not the CIO, but COVID. And the pandemic truly accelerated the fourth industrial revolution”. “A lot of organisations were tiptoeing around the concept of digital transformation until COVID literally just pushed them right into it. It's amazing to see the changes that sustainabilitymag.com

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“ It's a perfect storm when you have so many moving parts happening all at the same time” SANJA CANCAR-TODOROVIC

ENTERPRISE PROCUREMENT, OUTSOURCING & VENDOR MANAGEMENT LEADER, HOME TRUST

have occurred in such a short period of time. But with massive changes, you now have the exposure to massive risks that, if not mitigated properly, could be catastrophic to the organisation.” Cancar-Todorovic points to areas such as supply chain, vendor concentration,

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fourth-party risk management, information security, business continuity and says that all of those were points that were ticking-the-box exercises prior to COVID. But as a result of the pandemic, they're now part of the elevated third-party risk management process. “At Home Trust has partnered with some great vendors that enabld us to automate our sourcing process and ensure a robust third-party vendor management program that ensures a solid due diligence process, not just at the onboarding stage, but throughout the life cycle of the vendor relationships, including continues monitoring of our critical suppliers.” Attitudes to risk management have changed over the past two years too – and companies have had to find unique ways to respond to that. She explains that while both procurement and risk management might

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have been seen as bottleneck functions within the organisation, the view has changed dramatically as a result of the pandemic. “The disruptions we all felt and continue to feel within supply chains, as well as the unprecedented reliance on IT Vendors for the business continuity, elevated the importance of the robust procurement and vendor management strategy. Home has taken this one step further, and shed the concept of the conventional vendor management practice, to partnership management, where vendors are not just the service or product providers, but are a critical part of our roadmap and continues success.” Cancar-Todorovic says the traditional measures of success for procurement were always based on savings or value for money. That outdated concept has now been replaced by the value of ownership. “We focus on strategic partnerships based on mutual

trust and respect, efficient operating models, financial stewardship, risk containment, supplier management, reliability, sustainability, appetite for innovation, and passion for customer experience.” Strategic partnerships in procurement Partnership roles have been essential in making sure the massive shifts that have occurred over the past two years have been dealt with smoothly. As an organisation Home Trust is in the final stretch of its IGNITE program, a multi-year, digital transformation initiative for the company. In addition to a significant SAP re-platforming, it involves numerous other strategic vendor partners. IGNITE drives significant improvements in Home’s ability to manage deposits, loans, treasury, and syndications, while allowing us to streamline financial operations, and enhancing our ability to deliver superior customer service. “Aside from IGNITE, which is an overarching program, we have numerous different initiatives of a transformative nature,” says Cancar-Todorovic. These include digital banking, credit cards, and contact centres, that all demand a strong and strategic sourcing strategy and a robust vendor management program. “Even within our own procurement team, we have engaged a number of vendors to help us automate our processes, making us more efficient, resilient, and adaptable to business needs. We have partnered with ServiceNow to ensure that we have a robust in-take process and embedded workflows, ensuring adequate controls are put in place in line with our organisational risk appetite.” Home Trust also partnered with DocuSign, a collaboration that has been instrumental in the sourcing business continuity, especially as the company moved to the work-from-home model in early 2020. sustainabilitymag.com

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Procuring diversity: The benefits of balance

“We are further looking to enhance that process by integrating DocuSign with our SharePoint central contract repository that was also launched earlier this year. Panorays is another vendor that we engage with on our third-party risk management transformation, in order to automate our third-party security management for vendor due diligence process, annual vendor attestations and vendor materiality assessments.” Scanmarket eSourcing tool is another strategic partnership, formed recently to help accelerate Home Trust’s go-to-market strategy by simplifying and speeding up the competitive bidding process that was previously done manually. Cyber initiatives for Home Trust With digital transformation now in full swing, cybersecurity is now an area of major concern. The footprint upon which criminals can attack has been widened by the work 144

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from home mandates. Strategy is key, says Cancar-Todorovic, and ultimately, the fortification of a company comes down to leadership, training, and a solid plan of action. “Cybersecurity and information security is one of the most important risks that we continuously look to improve. At Home, we do this by investing in our cyber resources and tools. We provide regular training and testing to all of our employees, and we have the governance processes around the operational risk committee. We always try to stay one step ahead of the threat, and that seems to be a secret sauce to our success thus far.” Home Trust enabled 98% of its workforce to work from home within two weeks of the pandemic being announced, without experiencing any service disruption. Cancar-Todorovic says the remote working mandate also shifted attitudes globally towards the security of the home

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“ More than ever we are now dependent on our IT vendors, and that will just continue to be the case as we move to a more hybrid work-fromhome model” SANJA CANCAR-TODOROVIC

ENTERPRISE PROCUREMENT, OUTSOURCING & VENDOR MANAGEMENT LEADER, HOME TRUST

environment, and people’s ability to buy and keep their homes. The demand for mortgages and home loans skyrocketed. “While we were moving to a remote working model, we also had to launch and administer a deferral program to provide temporary financial support to many of our borrowers.” “It's a perfect storm when you have so many moving parts happening all at the same time. And on top of it all, it was important to update all the processes and documentation required to support mortgage lending and ensure the safeguard of the physical safety of our stakeholders and all the documents that were coming in, like appraisals, inspections, legal documents, and so on.” But unlike many companies that were caught short by sudden digital shift, Home Trust had already made strides towards digitisation. “Home has moved to paperless underwriting and funding, which prepared us well to enable our customers to achieve their homeownership goals in a remote workplace. But looking back now, the dependence on the IT vendors has not dropped.

“More than ever we are now dependent on our IT vendors, and that will just continue to be the case as we move to a more hybrid work-from-home model. Home has been able to keep our culture alive and thriving while continuing to meet our strategic objectives and deliver strong financial performance. This is evident in both our employee engagement scores, as well as the value we are creating for our shareholders.” Throughout the pandemic Home Trust also made a significant effort to provide people leaders with the new tools and resources, to manage and lead their teams remotely. These included seminars, workshops, guest speakers, and

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“ Cybersecurity and information security is one of the most important risks that we continuously look to improve” SANJA CANCAR-TODOROVIC

ENTERPRISE PROCUREMENT, OUTSOURCING & VENDOR MANAGEMENT LEADER,HOME TRUST

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the deployment of new and engaging collaboration tools. “We also work very closely with the mortgage broker community to serve our customers. And during the pandemic, we made broker engagement, education, and service a priority to ensure that they too could meet the evolving needs of their clients through these unprecedented times”. “We also provided direct-to-consumer solutions and we have been working to enhance their digital experience and the platform’s functionality so they can interact with us in a medium of their choice, through a variety of omni-channels, whether its voice, in-person or over the phone.” People value and mortgages The mortgage lending business is a peopledriven business and therefore the knowledge and expertise of Home Trust’s people, its partners, services, and relationships are critical to success in this industry. The company encourages a solution-oriented, entrepreneurial, and hardworking culture embedded in the foundation of a sustainable risk culture. In 2018, Home Trust introduced a new set of corporate values, which are part of everyday language, and govern every decision its employees make. “We regularly engage our employees to help make sure that Home is a great place to work by conducting regular employee town halls, surveys, feedback sessions,” says Cancar-Todorovic. “And we actually use the feedback that we get from those sessions to further improve where we are. So, it really doesn't come as a surprise that recently we had been awarded the Great Place to Work certification, and Home has also been named a Great Place to Work in Ontario.”

The future of procurement While diversity is obviously a key passion, she also believes the industry will have much bigger changes in store over the next five to ten years, and part of that will be its recognition as an essential profession. “Until recently, procurement as a term in a profession was not really given the recognition it deserved. It was often misused to describe a purchaser or a buyer. In the next five years, I think procurement will solidify its position as the key player and a trusted advisor to the business, recognised for its strategic process of product and service sourcing, market research, planning, negotiations, and thirdparty risk management.” The pandemic had motivated this period of maturation, she explains, because it revealed how unprepared the supply chain was for major global disruption. “Many might feel content with the changes that have been put in place so far. And I know it's not a popular opinion or belief, but all roads are pointing to the fact that we might be hit with another pandemic in our lifetime. And as such, this industry cannot get complacent with the transformation that has taken place so far and simply just take a break from this transformative journey that we are on. The way the industry has reinvented itself during COVID should only be the beginning and not the final destination.” And this time in history is the perfect point to embrace innovation, she adds, because change and dynamism are everywhere. “I love being in a position where I have a front-row seat to the new and innovative vendors and their products and services that really have the ability to change everything that we do.”

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BLACK-OWNED AND FOUNDED BUSINESSES Ten black-owned businesses and how they came to fruition with insights into their founders and executives who lead the way in diversity and inclusion 148

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WRITTEN BY: TOM SWALLOW

t’s easy to forget — or perhaps it’s not common knowledge — that some of the most successful businesses were founded and are owned by black business men and women. As a result of a shift in the way we perceive race, ethnicity, religion, and sexuality, the term ‘diversity’ has become one of the more prominent words in business. That’s exactly what this list contains, ten black-owned businesses from a variety of industries, including financial services, technology, fashion and metal production. This list shows how diversity is a global term that impacts all business sectors.

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Volt Energy As a minority-owned solar energy firm, Volt Energy has played a pivotal role in the conversion to renewable energy. Since its founding in 2010, Co-Founders Gilbert Campbell and Antonio Francis have built an inclusive business, which is also supported by Apple’s Impact Accelerator — supporting racial equity and justice in the energy sector. With sustainability and renewable energy in such a crucial stage, we can expect to see more from Volt Energy.

Voluptuous Clothing Inc.

Angela Samuels founded Voluptuous Clothing as a fashion outlet for plus-size clothing. The company was inspired by her own experience as a plus-size woman in her earlier life. As its name suggests, Voluptuous Clothing targets the plus-size fashion industry, empowering women and encouraging them to be confident in their size.

I thought that if I could empower them with the self-esteem they need, maybe they would look at life differently and have a better chance at becoming successful” – Angela Samuels

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Marshmallow Insurance The London-based identical twin brothers, Oliver and Alexander Kent-Braham saw a gap in the insurance and now run the sustainable insurance provider, Marshmallow Insurance. The company rewards its customers for carbon-neutral driving, through a strategic partnership with ClimatePartner. At the end of 2020, Marshmallow announced a significant achievement during a funding round, which raised US$30mn (£21.7mn). In September 2021, the company recorded a value of US$1.25bn.

Harpo Productions Inc. Owned by the popular — and influential — talk show host, Oprah Winfrey, Harpo Productions — or Harpo Studios — is a media production company based in Hollywood, California. The company has provided Winfrey with incredible opportunities beyond media representation as well as appointing diversity and inclusion in media production since its founding in 1986. As a result of its inclusiveness — and great entertainment, Harpo has become one of the most successful daytime entertainment channels in the United States. sustainabilitymag.com

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Get reliable network coverage and security protection, fast. A modern network must be able to respond easily, quickly and flexibly to the growing needs of today’s digital business. Must provide visibility & control of applications, users and devices on and off the network and Intelligently direct traffic across the WAN. Be scalable and automate the process to provide new innovative services. Support IoT devices and utilize state-of-the-art technologies such as real-time analytics, ML and AI. And all these must be provided with maximum security and minimum cost. This is the power that brings the integration of two cloud managed platforms, Cisco Meraki and Cisco Umbrella. This integration is binding together the best of breed in cloud-managed networking and Security.

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CiscoSecure

TOP 10

05 06 Blavity

The 2014 media startup, Blavity received significant investment from venture capital firms, amounting to almost US$10mn. Blavity, founded by Morgan DeBaun, prides itself on being a creative community and a general news outlet with a focus on the black community.

North Carolina Mutual Life Insurance Company The North Carolina Mutual Life Insurance Company holds a rich heritage, dating back to 1898. Founded by a group of black social leaders, during a time of severe discrimination, the company’s primary goal was to provide insurance for the African-American community. North Carolina Mutual was one of the largest black-owned businesses in the US during the 20th century, with its assets supposedly valued over US$160mn.

“ Our vision is to economically and creatively support Black millennials across the African diaspora, so they can pursue the work they love, and change the world in the process” – Blavity

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Gardner Rich & Co. Have you seen the 2006 movie ‘The Pursuit of Happyness’? It was based on the truly inspiring story of how the American Businessman, Chris Gardner built his career from the ground up, resulting in the founding of Gardner Rich & Co. The film is well worth the watch to understand Gardner’s earlier struggle as an aspiring stockbroker, from a minority background, who is now known for the founding of his own investment management company.

Dangote Group Supporting various industries in Nigeria and other parts of Africa, Dangote Group is a multinational conglomerate with a broad portfolio of businesses, such as sugar refinery, salt and pepper production, mining, cement manufacturing, and automotive. The company’s Founder and now Chief Executive Officer, Aliko Dangote was ranked by Forbes as the world’s richest person from African descent. Needless to say, the business is incredibly successful, maintaining annual revenue of US$4bn per year.

TOP 10

Romco Metals

Andrew Forzani is a lifelong commercial, procurement, and supply chain professional, who has worked across a myriad of sectors including construction, health, infrastructure, international aid, as well as the government. Currently, Andrew plays a pivotal role in the United Kingdom’s Ministry of Defence, where he acts as ‘Chief Commercial Officer’, overseeing approximately 2,000 procurement and commercial professionals working on acquisition, infrastructure, estate, and IT & Digital, with an annual spend that exceeds £20bn.

“ We work with the goal of creating sustainability, leveraging the trade industry of metal recycling by creating usable recycled metal” – Romco Metals

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Tech Mahindra

TOP 10

“ We stand in solidarity with anybody exercising their freedom of speech via nonviolent protests and action”

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World Wide Technology Founded in 1990, and currently operating with over 5,000 employees, World Wide Technology is committed to developing the world through practical technology innovations. At the heart of this ethos is the Founder, now Chairman, of the organisation, David Steward. Steward was born and raised in a time of poverty and discrimination in the US and since then has moved a long way from social and financial difficulties, by founding one of the largest African-American-owned business in America. As a result of the company’s heritage, World Wide Technology supports inclusivity and diversity among all areas of its business and has become a catalyst for change in racial inequality, in the workplace and beyond.

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DRIVING DIVERSITY AND

INCLUSION WRITTEN BY: JANET BRICE PRODUCED BY: STUART IRVING

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The world’s first industry standard for D&I in the workplace is the aim of the TM Forum, the D&I Council including Colt, stand together to inspire change

Vicky Sleight (right) and Keri Gilder (left) at the Technology, AI & Cyber Live event

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iverse companies perform better, hire better talent, have more engaged employees, and retain workers better than companies that do not focus on diversity and inclusion. Vicky Sleight, Global Director, Human Factor Diversity and Inclusion Council, with TM Forum, is not surprised by the findings from consultants McKinsey as she is inspiring change within the telecommunications industry alongside Keri Gilder, CEO of Colt Technology Services, who is a firm believer in the power of connectivity and the chair of the TMF Diversity & Inclusion Council. TM Forum, one of the world’s largest industry associations representing the interests of the technology and telco sectors, is collaborating with the TM Forum D&I Council to create the first industry standard for diversity and inclusion (D&I) within the industry. “We are working to help make the tech communications industry succeed in being the most diverse, equal, and inclusive industry in the world,” said Sleight who leads the global industry collaboration and Executive Advisory Board for Diversity and Inclusion.

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Driving diversity and inclusion

Keri Gilder, CEO, Colt, is leading a global collaboration project focused on making the telecommunications industry the most diverse and inclusive industry in order to help accelerate transformation of the industry and underpin its continued success in the digital economy. “We wanted to work with the D&I Council to achieve the bold ambition of how we make real change happen,” said Sleight who pointed out they are also focusing on this goal alongside the founding members of the advisory board which includes Accenture, Accedian, Amdocs, Bain & Company, BT, Colt, Ciena, Deutsche Telekom, Nokia, Rostelecom and Verizon. TM Forum is hoping the Inclusion and Diversity Score (IDS) will improve diversity both within technology and eventually across all industries. This work is part of ‘The Human Factor’, one of the alliance’s six key areas of focus. TM Forum is made up of 850+ global companies working together to break down 164

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“ We are working to help make the tech communications industry succeed in being the most diverse, equal and inclusive industry in the world” VICKY SLEIGHT

GLOBAL DIRECTOR TM FORUM

technology and cultural barriers between digital service providers, technology suppliers, consultancies, and systems integrators. TM Forum’s collaboration with Colt Technology Services Gilder, who became CEO of Colt in May 2020, is not only leading the company’s Diversity Council, to ensure Colt is a business where “everyone feels they can bring their true selves to work”, but was appointed chair of TM Forum’s Diversity and Inclusion Council where she works alongside Sleight.

TM FORUM

VICKY SLEIGHT TITLE: GLOBAL DIRECTOR, HUMAN FACTOR, DIVERSITY & INCLUSION COMPANY: TM FORUM

EXECUTIVE BIO

Her appointment at Colt neatly coincided with her D&I role at TM Forum as she was recommended for the post via a women’s networking group. “I think this is a good example where women's networks can help as there are senior executives out there that want to make change happen,” said Gilder. “I was aware change was not happening in the tech and telco industry when it came to D&I and we looked at how to make a real difference. That's how we started to think about the IDS. It is important we start treating D&I like we do the rest of our businesses by using benchmarks and metrics and measuring what truly matters. “If it continues to be a moral imperative, change will never happen. What it needs to be is as a strategic initiative and central to the business which is what we’ve done at Colt. We have ideated within the council, to develop a score that is simple, futureready, adaptable, and diverse enough to understand there are cultural nuances and different geographies around the world. We also wanted to ensure a level of adaptability to ensure the score can evolve as we start to mature as an industry,” she said.

A cultural diversity and inclusion executive with 20 years’ experience in the global tech communication’s industry, Sleight is leading, influencing and driving change at the international level in culture change, equality, diversity and inclusion. At TM Forum, as VP, Human Factor and Diversity and Inclusion, Sleight has built and is leading the global industry collaboration and Executive Advisory Board for Diversity and Inclusion along with the Digital Organisation Transformation & Culture program – the mission to accelerate digital transformation and succeed in the digital economy through ensuring tech communications is the most diverse industry in the world.

women hold the position of CEO in the global telecommunication space

22.1

in every thousand people that have been made redundant during the pandemic have a disability, versus 13 people per thousand with a non-disability (ONS)

60/330

top management positions in telcos are held by women sustainabilitymag.com

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We’ve survived remotely. Now, let’s thrive with hybrid working.

Empower your people to work from anywhere with connectivity from Colt. Find out more

TM FORUM

KERI GILDER TITLE: CEO COMPANY: COLT TECHNOLOGY SERVICES

EXECUTIVE BIO

Why the Inclusion and Diversity Score (IDS) is important Sleight and Gilder are collaborating to create the first D&I industry standard to measure if a company has an inclusive culture. “Right now, there are no universal and intersectional metrics that help us understand how we are progressing,” said Sleight who points out that while c-level executives recognise the importance of D&I only seven organisations are in the top 100 global benchmarks that are from telecoms according to both Refinitive top 100 D&I list and the FT Top 100. “Driving the meaningful change, which we're passionate about, not only requires leadership definition and determination, but also evidence and metrics. Without those science-based targets and metric based targets, we won't get anywhere because we don't actually know where we are today. “We're looking to create an actual industry standard in which we're not just measuring diversity but we're also measuring inclusion and the human sentiment of the employees to understand if a company really has an inclusive culture. “That’s why we started to work with the TM Forum council members, including Bain & Company, who are one of our major consultants. The pilot's gone well, so far, and we're getting ready for the next stage,” said Sleight. “This means a lot to TM Forum as we want to create an industry standard so we can understand where we are now and help companies progress on their D&I journey. We will not just be giving a number back, but a fully detailed score and we will then move on to providing those interventions to help support the company and make that real change happen for them.”

Keri Gilder was appointed Chief Executive Officer at Colt in May 2020. Based in London, Gilder is responsible for executing Colt’s strategy which centres around transforming the way the world works through the power of connectivity. Previously, Gilder was Colt’s Chief Commercial Officer, leading global teams across sales, presales and marketing, to ensure Colt delivered for its customers. Before Colt, she held several leadership roles at Ciena; most recently as Vice President and General Manager EMEA. Gilder is passionate about Inclusion and Diversity. She leads Colt’s Diversity Council and is Chair of the TM Forum’s Diversity and Inclusion Council.

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Sleight commented on the partnership with Colt and the strong relationship with Gilder saying: “TM Forum and Colt are equally as passionate, but we bring together different experiences. It's diversity of thought, diversity of experience, diversity of perspective.” D&I in practice at Colt Technology Services Gilder pointed out that having a base of 850 members at TM Forum is critical for understanding best practice and understanding the talent base within the technology and telco sector. “For me, I can bring the real world example of how this actually is going to get implemented within an organisation. At Colt we've been able to do this over the last couple of years. We have developed five different employee resource groups, and that's been a start within Colt because now we've moved beyond gender. We're now looking at disability, ethnicity, race and LGBQT. We've moved out into the grander world of diversity and we're starting to develop the HR data in order to provide what's required to have a holistic view.” Gilder pointed out the first move is collating the data. “The first challenge is getting the data and making sure that what you're looking at provides the insights that are inclusive of the entire Colt community. “Although we have it, when it comes to gender it has to be self-projected and reported for practically every other diverse metric. As we've started to develop the metric, I've been working with my HR organisation and our employee resource groups to understand how we can get people comfortable with providing the data so that we can have a realistic metric that comes out of the scoring. 168

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“We have also looked at what is the easiest way to implement this into the way we measure across our organisation and we've come to the conclusion that over time it will be best incorporated into our employee engagement surveys.” Gilder said the advantage of using the TM Forum is they are independent so the employees may feel more comfortable divulging personal information. “The TM Forum can help us to obtain the data we need for the IDS because the employee may have more psychological safety by providing that data to a non-employer so there are a lot of benefits.” She pointed out the TM Forum also helps Colt to build the IT stack, help build

“It is important we start treating D&I like we do the rest of our businesses by using benchmarks and metrics and measuring what truly matters” KERI GILDER

CEO, COLT TECHNOLOGY SERVICES

applications, program interfaces, and APIs. “They help me think differently and more innovatively about how I'm approaching the technical side of my business. “The TM Forum has helped us to understand how we can approach our business using the same type of methodology, standards, a baseline that is going across the industry that will enable collaboration, and drive this to a point where it is a part of our development stack, but it's the development stack of our people. It's not the development stack of our technology.” sustainabilitymag.com

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Spotlight on Colt Technology Services Colt comes from the original name of City of London Telecommunications when it was founded in 1992 by entrepreneur Jim Hynes. Keri Gilder has been the Chief Executive Officer at Colt since May 2020, and is responsible for executing the company strategy which centres around transforming the way the world works through the power of connectivity. Commenting on Colt’s work with TM Forum she said: “We do need an independent voice, which is a non-profit organisation, to help the telco industry build the Inclusion and Diversity Standard (IDS). “But I think the other important thing is that it should not stop there. We are building the council in order to enable the advocacy of the future,” she said. The Colt IQ Network connects more than 900+ data centres and over 29,000 on net buildings across Europe, Asia and North America’s largest business hubs. Colt understands today’s shifting connectivity requirements and provides agile, on-demand and secure high bandwidth networking and voice solutions to ensure enterprises can thrive. Customers include data-intensive organisations spanning more than 210 cities in more than 30 countries.

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War for talent According to Sleight, despite the fact more women graduate each year compared to men, the technology and telco sector is losing the war on talent to more traditional industries such as pharmaceutical and health as they are now asking for the same skills set such as software developers and data scientists. “When we talk to CEOs in telcos, they will say to us, I want to benchmark against not just my own industry and my own competitors, but I want to benchmark where I'm losing this war on talent. So the brand's not enough,” commented Sleight.

TM FORUM

“The culture has got to be right but it is not just attracting staff it is also about retaining them. You may have a diverse board, but if your employees don't feel it's an inclusive culture, then you'll not retain that diverse talent. “The war for talent is one thing we want to win. At the centre of all this transformation is human-centred design, which is what we're focused on. The pandemic has highlighted that even more. If you take millennials, 80% see inclusion as a very important factor when choosing an employer and 39% of them will leave if it is not inclusive.”(Deloitte University & BJKLI Report – Unleashing the Power of Inclusion).

Sleight pointed out that figures from the Office of National Statistics showed disabled people suffered more during the round of redundancies during the pandemic. A total of 22.1 in every thousand people that have been made redundant have a disability, versus 13 people per thousand with a non-disability. That's a real challenge we're having to face,” commented Sleight. “We also recognise that diversity and inclusion is a business critical and strategic imperative. It’s not just a gender issue, societal or CSR, and diversity exists beyond gender, LGBTQ+ and ethnicity. It should

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be equal for all, including accessibility, neurodiversity and can all be a key differentiator. Many efforts focus on visible diversity, yet we believe inclusion is more important in order to attract and retain diverse talent,” she said. Gilder pointed out there are only five women CEO’s leading 31 companies within the global telco space and only 60 of the 330 top management positions are held by women. “What we need is to get these diverse employees in leadership positions where they own the technology direction and own a very strategic part of the business,” said Gilder, who has a 50% representation of gender on the Colt leadership team. “We’ve seen over and over again that when we do that, we're more successful in innovation, more successful in being a resilient company and we're more profitable as a company. The reality is if we don't start paying attention to this, then we won't be able to attract the talent that we need in order to drive the innovation that's required in order to build resilience in a COVID world. We're going to lose out to other industries because they're now asking for the same skills.” Gilder actively promotes the telco industry to youngsters. “We do work in a super cool industry which works with the likes of Apple and Google, so I usually manage to encourage two or three girls to think about telco as a profession when I finish a talk.” Global aspirations for IDS Sleight points out that as TM Forum moves forward with the IDS they are aiming to make it more adaptable to take into account the initial challenges over data, geographical regions, languages and employment law. 172

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“ TM Forum and Colt are both equally as passionate, but we bring together different experiences. It's diversity of thought, diversity of experience, diversity of perspective” VICKY SLEIGHT

GLOBAL DIRECTOR, TM FORUM

TM FORUM

“We've just finished the pilot and are working to make the score adaptable as we understand in some countries there's differences in terms of law on what data we can collect. One thing we have realised is that to deliver IDS and to make change happen, we've got to get sponsorship from the very top,” said Sleight, pointing out they have created a CEO Council to give this issue the focus it requires on the global stage and to move it beyond the premise of HR.

“This is not just about ticking a box to say that they're part of this, but it is for them to drive IDS through their own organisations. This is to ensure IDS becomes a standard so that we can support the industry and stick to our mission because it is a bold ambition to transform the tech and communications industry to be the world leader in diversity, equality and inclusion.”

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WRITTEN BY: DOMINIC ELLIS PRODUCED BY: ASHLEY KIRBY

PROGRESSING WELL WITH 5MTPA CIP PLANT CONSTRUCTION sustainabilitymag.com

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RG Gold is busy developing its new CIP Plant project and maximising its existing operation in Kazakhstan

G Gold, the Kazakh gold mining and production company, operates one of the largest deposits of gold in Kazakhstan and is the third largest in terms of gold resources. The deposit is in the Burabay area of Akmola region, covering an area of 67.7 sq. km that consists of two pits: North and South. RG Processing, set up in October 2018, was created to facilitate the engineering and design of the project for the construction of a carbon-in-pulp (CIP) plant, that is expected to start processing 5 Mtpa of sulfide ore from Q3 2022. The KZT180 billion project includes building all necessary infrastructure objects such as tailings facility, new camp, water supply facilities and a new HV powerline. Both companies’ shareholders – Kazakh private equity group Verny Capital and American group of private equity funds under common management Resource Capital Funds (RCF) – are actively involved into companies’ strategic and operational management. Rossouw’s attention is now firmly fixed on the getting the new mine up and running. It is targeting 5 tonnes of gold per year, with 170 tonnes in resources and 99 tonnes in reserve. The total construction cost is $425 million. Development Bank of Kazakhstan JSC (a subsidiary of Baiterek Holding) provided a loan in the amount of up to US$300 million for nine years and the remainder will be provided by RG Processing at its own expense. sustainabilitymag.com

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“I’ve grown up with autocratic leaders most of my life, and I saw it was something that didn’t bear fruit, so I’m 100% the opposite” LAWRENCE ROSSOUW CEO, RG GOLD

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LAWRENCE ROSSOUW TITLE: CEO

“We brought AAEngineering Group on board in January,” explains CEO Lawrence Rossouw. “They are the major technologyEPC provider at the moment, and they will also be responsible for commissioning services in the ramp up to full production. It’s been challenging, especially with the COVID situation. Some items got stuck at the Chinese border for several months, and

EXECUTIVE BIO

COMPANY: RG GOLD Responsible for the Company's operational management and the new 5 MTPA CIP Plant Project execution. Certified mining metallurgist with 25 years of operational, construction and project management experience in various parts of the world. Professional with an extensive experience in delivering successful projects associated with extreme weather conditions and logistically challenging locations.

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Carbon in pulp plant in numbers

5 Mtpa of sulfide ore from Q3 2022 Targeting

5tonnes of gold per year

170tonnes In resources

99tonnes In reserve

$425mn project cost

that was frustrating. We had to re-organise our construction schedule to accommodate the late delivery of these items.” Bullion will be sent to the Kazzinc refinery. Kazzinc operates one of the largest gold producing operation in Kazakhstan, Altyntau Kokshetau in the Akmola Region. Alongside the new venture, RG Gold is busy maximising its 2mtpa oxide ore treatment facility which it has been operating for the last 9 years. 180

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“The aim is to keep running that plant for the next two to three years. While we’re ramping up the CIP plant, we will have this plant in production as well. So, from 202325, we will be treating 7mtpa in total across both plants,” he adds. “Drilling results looks really good. We are expecting additional oxide resources close to surface, so the potential exist to keep the Heap Leach operation running for several years, maybe even longer.”

RG GOLD

RG Gold progressing well with 5Mtpa CIP Plant construction

“We brought AAEngineering Group on board in January. They are the major technologyEPC provider at the moment, and will also be responsible for commissioning services in the ramp up to full production” LAWRENCE ROSSOUW CEO, RG GOLD

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“In future, when we have an operating mine, we’ll use the new technology such as AI to manage the plant and monitor the processing parameters. But right now, the focus is getting the plant up and running in a very short period of time” LAWRENCE ROSSOUW CEO, RG GOLD

Currently its workforce stands at 920 across mining, geology, processing and administration, but the plan is to add another approximately 300, to operate the CIP plant, growing total manpower to around 1,250 by the middle of next year. “We’ve been very fortunate in that COVID hasn’t impacted our business in any severe way. We obviously applied the strictest preventative measures and protocols, it was costly, but it was worth it – and we weren’t affected from a production point of view, and the project team worked remotely.” In terms of partners, RG Gold works closely with ASPMK, which has installed a new, 75km high-voltage overhead line, which will be commissioned in October this year; CPS, which built the tailings storage facility, and should be finished by the end of the year; and Fortinet protects its IT infrastructure. “We’ve built up a lot of connections with other mines – we collaborate with Kazzinc and Altynalmas to use their operating facilities to train our people. They have processing plants similar to ours in terms of technology and throughput. We have an unofficial agreement with these companies that from March 2022, we will send personnel to their facilities for practical training purposes.” 182

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RG Gold portfolio

920 Staff

67,7sqkm

territory in North and South Raygorodok

170tons

of gold reserves

JORC-compliant resources of

6Moz

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“We’ve been very fortunate in that COVID hasn’t impacted our business in any severe way. We obviously applied the strictest protocols, it was costly, but it was worth it” LAWRENCE ROSSOUW CEO, RG GOLD

Mining - From design to implementation.

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The company prefers to use firms in Kazakhstan – since Verny Capital is a local entity – but it does call on international assistance when needed. “We start local, the villages around us, and that’s where the majority of our workforce come from. Training is a massive challenge. We spend a lot of time and money getting qualified people. “We’ll use partners when the quality of service locally isn’t to international standards – AMC in Australia handle mine design and geological work, for instance.” At a time when many firms are rapidly embracing new technologies during the digital transformation, RG Gold is taking a measured approach. Construction design was completed using 3D modelling. “In future, when we have an operating mine, we’ll use the new technology such as AI to manage the plant and monitor the processing parameters. Those will be implemented as we go forward. But right

now, the focus is getting the plant up and running in a short period of time, as the timeframe is very aggressive.” While the gold price may remain volatile, Rossouw is confident in the market’s future. “At least in the next 10 years, I see a big future for gold.”

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LEVERAGING DEEP TECH FOR A MORE SUSTAINABLE FUTURE

WRITTEN BY: LAURA V. GARCIA PRODUCED BY: KRIS PALMER

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Alice Guehennec, Group Chief Digital & Information Officer, shares how tech is defining the water services of the future

he flood gates are open on digital transformation at Saur. Alice Guehennec, Group Chief Digital & Information Officer at Saur, doesn’t mess around. Guehennec’s mission is to define how digitalisation can help to deliver water services of the future and has devised a clear digital strategy and transformation plan. About six months into her position at Saur, Guehennec has set her budget and got her shareholder and stakeholder buy-in. The team is now currently in the second year of execution. “It's a very challenging programme because we are transforming the whole company. In fact, it's not just IT. We are building a solution that is transforming the way people deliver water services, and that involves the entire company.” Corporate Social Responsibility (CSR)- The Water War It’s a highly ambitious plan that is expected to take another two or three

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years. Meanwhile, they continue what Ms. Guehennec calls the water war. To ensure success she takes a no-nonsense approach, grounded in the trust of her team and the supportive foundation she and the rest of the CxO group at Saur have laid. It’s an approach that aligns well with Saur’s corporate commitment to business ethics and corporate social responsibility (CSR). In fact, it’s why she joined Saur in the first place. Saur started a very ambitious CSR programme with the corporate positioning of standing for water. “We are not talking about just delivering water. We are talking about how to preserve water in terms of quality and quantity because we know that all over the world, there is climate change happening. And this has a very big impact on water resources. And the question is how we will manage the water volume compared to the population in the future, knowing that we have very dry periods in the summer and problems of flows in the winter, and that winter overflows can’t be used to make the drinking water for summer. It’s an immense challenge brought on by climate change, and at Saur, we have

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“ We are not talking about just delivering water. We are talking about how to save water” ALICE GUEHENNEC

GROUP CHIEF DIGITAL & INFOMATION OFFICER, SAUR

made it our mission to be the one water service company that will save and contribute to winning the water war.” Success, Built on Trust and Alignment of Values Saur believes their strong core values and corporate culture afford them a competitive advantage that’s built the strong bonds of trust found throughout their ecosystem. Over nearly 90 years, Saur’s values of responsibility, service awareness, transparency, solidarity, and local presence has been the underpinning of success. Guehennec herself stands as president of the diversity network in Saur and working to drive increased diversity. “In particular, we are working to change the balance between the male and females in the company. Our industry is historically a business where there's a lot of men, and so we are all pushing to have an equilibrate rate of men in the company, particularly at management level.” To ensure a full alignment of values, personal engagement, and clarity of expectations across the organisation, Saur published its Ethics Charter in 2014 and Code of Conduct in 2018. Guehennec says that “in terms of ethics and compliance, we have to be clear, transparent and compliant with regulation. There is no option.”

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EXECUTIVE BIO ALICE GUEHENNEC TITLE: GROUP CHIEF DIGITAL & INFORMATION OFFICER LOCATION: PARIS Alice Guehennec holds a Master's degree in Digital and IT from the University of Technology of Compiègne and begins her career in the early 2000s as an IT Consultant. From 2002 to 2010, she successively holds three positions within Capgemini, a French digital services company : Senior Management Consultant, Technical Director, then Business Unit Director. Between 2010 and 2014, Alice Guehennec is Deputy Chief Digital & Information Officer (CDIO) at the Ministry of Homeland Security, then joins the international consulting and technology company Accenture as Senior Manager until 2016. She becomes CDIO for Sodexo before joining Saur in June 2019 as Group CDIO. Since taking up her position, Alice Guehennec is co-chairing of the EllEau network, for professional gender diversity in Saur Group. In 2021, Guehennec and her teams were awarded CDIO of the Year and CDIO for good by IT for Business Magazine.

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Saur; Leveraging Deep Tech for a More Title of the video Sustainable Future

Communication- the Key to Change Management “Change management is very important in the company because the entire company is changing at the same time — corporate, finance, logistics, operations, customer relationships.” “Success is an accumulation of parameters. First, support from the shareholders and general management, because without strategic alignment, it doesn't work. Second, the team, because of course, alone, you are nobody. Success is the capability to mobilise and to explain first, because if you have people that are not confident and don’t understand the targets, it, again, doesn't work. In the end, I think that mentally team spirit is very key to success.”

“ At Saur, we have made it our mission to be the one water service company that will save and win the water war” ALICE GUEHENNEC

GROUP CHIEF DIGITAL & INFOMATION OFFICER, SAUR

She walks us through the most critical step, communicating to the team. “It's important that people in the company understand where we are going, because if you are able to make them understand that, even if they are a little bit lost during the journey, they can refer to this vision and say, okay, we are a little bit struggle at the moment, but we know we will make it happen.” sustainabilitymag.com

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“And then providing training assistance during the rollout of all the solutions. So, step by step, we'll say, okay, we will share that with you in one month. In two months, we recheck that for you. And then, six months, we will change that for you.” “We have to be very person-oriented. What does it change for me as a professional hazard field worker, dispatcher, or as a financial person?” Ms. Guehennec explains that fear is stage two of the change curve, and so it’s vitally important to communicate exactly what the change means, in a relevant way to employees and letting them know what the next steps are so they know what to expect. An Ambition Vision; Leveraging Big Tech for Better Ways of Working “To understand what digital transformation looks like at Saur, you have to understand what we manage,” Guehennec says. “We manage clients, and we manage infrastructure. That means water plants and networks (pipes). So there are two parts to our digital transformation.” “Operationally, what is first and foremost is the digital experience for our consumers, B2B and B2C. For B2B, that means things like the capability to manage their installations and infrastructure remotely with full transparency on the data, predictive modelling, and prescription analytics. For B2C, it also means full transparency and consumption and how to use nudge exercises to change the behaviour of the consumer to save water.” “And then there is the operational part with infrastructure and plants networks), where the objective is to automate the ways of working of our plants and network.” 194

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“I think that mentally team spirit is very key to success” ALICE GUEHENNEC

GROUP CHIEF DIGITAL & INFOMATION OFFICER, SAUR

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The water ecosystem depends on a myriad of factors such as weather and movement of population. Guehennec explains that in tourist areas, for example, between summer and winter, water consumption is completely different. “So the parametrisation of the plants can be different. A storm, a dry period, everything can very highly influence the water ecosystem.” To better predict and plan, she looks to leverage deep tech such as predictive modelling and prescriptive analytics to help determine courses of action, mitigate risk, and optimise operations. 196

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“ In terms of ethics and compliance, we have to be clear, transparent, and compliant with regulation. There is no option” ALICE GUEHENNEC

GROUP CHIEF DIGITAL & INFOMATION OFFICER, SAUR

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with a part for offshoring IT services. So it's big partners because it's a very big transformation.” “The choice was a good one because they have some standard industrial processes we were able to quickly implement. In this very strategic, challenging transformation with very stretched planning, it's really important not to lose time in defining how to work. So they came armed with their industrial mode, and from day one, we started with standard processes.”

Supplier Selection: Big Ambitions, Big Suppliers “This was the biggest challenge in my career,” says Guehennec. “Because I had to manage two transformations at the same time – business and IT transformation. When you have such a big challenge in front of you, you can't choose just any partner. My experience is that there are only a few companies in the market that are able to manage this size of transformation. So we have selected two big companies, one for the business transformation [Capgemini] and one for the IT transformation [Accenture],

Optimising Costs with Coupa In order to gain better control on spend and lower costs by leveraging volumes, Saur went on the hunt for a P2P provider and found Coupa. “We started by issuing an RFP on the procurement project with different tools, and Coupa was selected to become the procurement tool in Saur for the full P2P process. It was then deployed in the field for purchase requests to be done through the catalogue. That's the interest of this kind of solution. And then the workflow of the group. So validation of the order is fully implemented in Coupa, as well as validation of invoice for payment.” For Guehennec, the objective was to rationalise the catalogue of products and gain tighter control on spending in order to better leverage volumes with a few key suppliers. “So a little bit of discipline to have people use the same catalogue of products and the same providers allows you to ultimately reduce and optimise costs.” Whether it’s cost, diversity, or digitisation, it seems to me Ms. Guehennec has no problem getting her team onboard and meeting objectives, however ambitious they may be.

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