Business Chief Africa Edition - February 2020

AFRICA EDITION FEBRUARY 2020 africa.businesschief.com

Technology driven evolution

PROMOTING A GLOBAL CULTURE OF INNOVATION AND INDIVIDUAL IDENTITY

At the tipping point of digitalisation

Anton Fatti, Chief Digital Officer talks identity, innovation and global expansion NIGERIAN BOTTLING COMPANY Driving sustainability with digitalisation

City Focus

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FOREWORD

W

elcome to the February edition

In our leadership feature, we speak

of Business Chief Africa!

with CAMFED’s Executive Director,

This month’s cover feature looks at Anton Fatti, Chief Digital Officer at Discovery Limited. Fatti explains how

Angie Murmirwa and members of CAMFED on the topic of digital culture and how it is driving female

the company balances identity and

empowerment in Africa.

innovation practices of local branches

This month’s City Focus takes an

with expansion as a global brand.

in-depth look at the city of Durban,

Other leaders that feature in the

the main seaport and growing tech

magazine include Francis Ngari, Head of Digital at Resolution Insurance, on the topic of industry

city in South Africa. In addition, our Top 10 looks at the CEOs of the largest public companies in Africa

trends within insurance and the

ranked by market value.

company’s digital transformation

Do you have a story to share? Please

journey and Ludovic Donati, CDO at

do not hesitate to get in touch and you

Eramet, discusses the company’s use

could be featured in our next issue.

of drones, AI, ML and other cutting-

Enjoy the read!

edge technology to overcome new challenges in a digital age.

Georgia Wilson georgia.wilson@bizclikmedia.com

a fri c a .busi ne ssc hief. com

03

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MEA EDITION

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CONTENTS

10 Discovery Limited

24 HOW TECHNOLOGY IS HELPING TO EMPOWER WOMEN AND IMPROVE EDUCATION

34

42

Embracing behaviours in a new technological age

Digital innovation in logistics warehouses

City Focus

DURBAN s e s s e n i s u b w Ho e v e i h c a t s e b can long-term y t i l i b a n i a t s u s

52

72 CEOs in Africa

62

88 Resolution Insurance

100 Eramet

130 American Tower

112 Coca-Cola NBC

148 IBL Together Mauritius

10

Balancing individual identity with global expansion WRITTEN BY

SHANNON LEWIS PRODUCED BY

JUSTIN BRAND

FEBRUARY 2020

11

a f r ic a . b u s in e s s c hie f. c o m

DISCOVERY LIMITED

We speak to Anton Fatti, Chief Digital Officer at Discovery Limited, about how the company balances the identity and innovation practices of local branches with expansion as a global brand

F

ounded in 1992, Discovery Limited is a diversified insurance and financial services organisation. Discovery began in South

Africa as a small, specialist risk insurer, and has since 12

expanded to major markets across the globe. As an organisation with innovation at its core, Discovery uses a mix of technology and best practice to generate value for clients, employees and shareholders alike. “The core innovation that Discovery has pioneered internationally is the concept of a sharedvalue insurance model,” explains Chief Digital Officer, Anton Fatti.

Fatti has been with Discovery for seven years.

With a background in computer science and applied maths, as well as an interest in ‘big picture’ business practices, he has experience in developing tech and scaling strategy at small technology companies.

In his work at Discovery, he applies many of his learnings from the startup world. “What drew me to Discovery was the real aim of improving society,” he says. “It’s a higher purpose at the core of Discovery FEBRUARY 2020

13

a f r ic a . b u s in e s s c hie f. c o m

DISCOVERY LIMITED

14

that guides our decisions.” Discovery

As Discovery has expanded globally,

is a values-driven company where it’s

its focus has remained human-centric,

common to find employees with 10 to

from internal processes to client

20 years’ tenure, for example. Currently,

outreach. Through its Vitality shared-

Fatti oversees the central team in the

value model, Discovery has built the

Digital Lab, advising the business on

world’s largest behavioural platform,

digital best practice and exploring new

which turns actuarially driven insight

technologies and digitally enabled busi-

into behaviour change that benefits

ness models. “Digital transformation

both the client and the insurer. “We’ve

is not something flashy for the sake of

demonstrated the broad applicability

technology. It underlies the business

of our model,” Fatti says, “and we’re

value, with operational efficiency, client-

recognised as global thought leaders in

centricity and innovation as the key

the field.” From a digital transformation

drivers,” Fatti notes.

standpoint, the focus is on scalability.

“ Positioning technology is not something flashy for the sake of technology. It’s for underlying business value” — Anton Fatti Chief Digital Officer, Discovery Limited FEBRUARY 2020

CLICK TO WATCH : ‘ADRIAN GORE, DISCOVERY GROUP CEO – IMPORTANCE OF SUSTAINABILITY FOR DISCOVERY’ 15 Discovery, launched in the early 90s, is not a digital-native organisation, meaning technology has to integrate into existing structures. “It’s not about transforming the business model so much as augmenting the success of what we have already achieved,” Fatti adds.

Belief in the company’s intellectual property and an ambitious vision to lead a global health transformation define expansion at Discovery. This vision is expressed in the pledge from the Vitality network of insurers to make one hundred million people 20% more active by 2025. To expand without a f r ic a . b u s in e s s c hie f. c o m

DISCOVERY LIMITED

losing sight of core beliefs, Discovery makes decisions unique to the needs of each country it operates in. The business balances fully owned subsidiaries, as it has in the UK, with equity investments, such as those with Ping An Health in China, and partnerships with insurers and other financial services companies across the rest of the world. “Our global Vitality One platform allows us to give each market their own configurable Vitality environment,” Fatti comments, “so they can focus 16

on their market-specific differentiators.” The company values innovation by the partner markets, encouraging individual growth while being aware

which means we are able to easily con-

of integration potential. Everything

figure and reconfigure how the platform

goes through a curation and validation

works and how it supports the specific

process, for example. Client insight

needs of each market. So, it is based on

is embedded into the early stages of

configuration rather than coding,” Fatti

projects, too. “If you think about the

states. Discovery is primarily a Java-

shared-value model, it’s fundamentally

based company that relies heavily on

about engaging clients. If we can’t

technologies provided by established

do that in an effective way, the model

vendors such as Oracle, Microsoft

breaks down,” explains Fatti.

and IBM. As Discovery expands inter-

To expand effectively, Discovery

nationally, this architecture is being

leans on technology, relying on reus-

augmented with open source and

able platform components. “We use

cloud technologies to enable rapid

a modern model-driven architecture,

delivery of new business capabilities

FEBRUARY 2020

“ It’s not about transforming the business model so much as augmenting the success of what we have already achieved” — Anton Fatti Chief Digital Officer, Discovery Limited

E XE CU T I VE PRO FI LE

Anton Fatti Anton Fatti is the Chief Digital Officer for Discovery, leading the enterprise-wide digital transformation strategy, incorporating disruptive technologies and approaches to enhance Discovery’s business model and create new competitive differentiators. Anton has a background in technology, management consulting and product management. He started his career as a software engineer in London’s financial services industry, and after completing his MBA worked as a management consultant for McKinsey & Company in Johannesburg.

a f r ic a . b u s in e s s c hie f. c o m

17

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DISCOVERY

Is nicotine vapour dangerous? Its says extremely toxic if in contact with skin, so what is it doing inside of us? I am referring to eCigarettes.

DISCOVERY LIMITED

and decentralisation of information. “As much as possible, we’ll try to choose open-source technologies with enterprise-grade support.” Fatti adds.

It takes company-wide skill to balance the desire to maintain a cohesive global model with the need to allow a degree of local identity and innovation in individual markets. Initially, one of the challenges around Discovery’s expansion was the amount of work the growth generated for the central team. “We were trying to pare down the depend20

ency on that central platform team and empower our partner markets instead,” Fatti says.

“ From a technology perspective, we’re really seeing this move from what we call ‘the connected self’ to ‘the quantified self’” — Anton Fatti Chief Digital Officer, Discovery Limited FEBRUARY 2020

21

Now, the system runs more smoothly thanks to the adoption of an accreditation process. “We provide our partners

international business footprint while allowing room for individual innovation.

“One of the key differentiators we

with guidance, best practice, and

have at Discovery is our culture of

access to the platform, but we’re not

innovation,” Fatti comments. Innovation

constraining any innovators just to scale

has remained integral to the company’s

this model internationally. We allow

mentality since its foundation, with a

markets to run at their own pace and

particular focus on talent and creativ-

leverage the innovation of the entire

ity. Research and development within

community,” Fatti adds. Ultimately, it

the business is undertaken with true

comes down to having the flexibility to

independence, with its own innova-

meet the needs of a variety of markets

tion cycles and product enhancement

and leveraging uniformity across the

solutions. Discovery uses data and a f r ic a . b u s in e s s c hie f. c o m

DISCOVERY LIMITED

1992

Year founded

$2bn Revenue in US dollars

8,484 22

Number of employees

analytics to drive insight and innovate at the pace and scale it requires. To empower teams to stay innovative, Fatti relies on his background in startups and looks to foster a cutting-edge environment and flexible mindset.

Naturally, Discovery had to position itself at the forefront of innovation in response to an industry that is becoming increasingly competitive.

The financial and banking industry has, in recent history, taken well to FEBRUARY 2020

tech innovations, but the insurance space is also catching up through partner-funded startups and innovative individuals. “Discovery continues to invest heavily in innovation,” Fatti says.

“The key thing I’m advocating, and which we’re seeing an increasing appetite for, is a breakdown of silos between product innovation and technology.”

Strategy-wise, Discovery is looking ahead to technological trends around big data, automation, and deep learning.

As an early adopter of telematics, the company values data science capability and embraces the rise of connected devices. “From a technology perspective, we’re seeing this move from what we call ‘the connected self’ to ‘the quantified self’,” Fatti says. Discovery is developing expertise in micro-personalisation models, AI, and machine learning as foundations for this emerging era of technology. “Ultimately,” he concludes, “it’s about empowering each of our businesses to run as fast as it can.”

a f r ic a . b u s in e s s c hie f. c o m

23

LEADERSHIP

24

HOW TECHNOLOGY IS HELPING TO EMPOWER WOMEN AND IMPROVE EDUCATION

FEBRUARY 2020

CAMFED’s Executive Director, Angie Murmirwa, and members of CAMFED discuss how digital culture is driving female empowerment in Africa WRITTEN BY

GEORGIA WILSON 25

a f r ic a . b u s in e s s c hie f. c o m

LEADERSHIP

C

AMFED is an international non-profit organisation that strives to tackle poverty and inequality by providing support to girls

to keep them in school and empowering young women to step up as leaders. CAMFED has supported more than 3.3 million students in Zimbabwe,

Zambia, Ghana and Tanzania to attend primary and secondary school, with 5.7 million benefiting from improved learning environments. “CAMFED envisions a world in which every child is educated, protected, respected and valued, and grows up to turn the tide of poverty.�

26

MULTI-DIMENSIONAL BARRIERS When it comes to poor education for girls in Africa, Angie Murmirwa, Executive Director of CAMFED, sees poverty and gender inequality as the root course. Poverty could be drastically reduced by two thirds in Africa and the economy could increase by more than US$1bn if girls received a proper education and completed their secondary education. However, currently in Africa children in the poorest regions are reported to be nine times more likely to be out of school than those not in poverty. Further reports show that in 2018, sub-Saharan Africa had 52.2 million girls of primary and secondary school age were out of school, with only 8% of those who do attend primary school, going on to attend secondary school.

FEBRUARY 2020

27

“ We need networks, like the CAMFED Association (CAMA), where women can support each other to succeed” — Esnath Divasoni, CAMFED Member, Zimbabwe

a f r ic a . b u s in e s s c hie f. c o m

LEADERSHIP

Esnath Divasoni, Zimbabwe member of CAMFED, currently sees

Association (CAMA), where women

a lot of psychological barriers within

can support each other to succeed.”

Africa when it comes to female

28

need are networks, like the CAMFED

Other members of CAMFED

empowerment. “We are still facing a

include Salome Chitubila (Zambia)

business environment that is unequal

and Nancy Musa (Zimbabwe),who

and unfavourable to women, who are

both agree that there is a lack of

not respected in the same way as

educational empowerment. “Our

men,” says Divasoni. “Women are still

educational systems lack schemes

expected to look after the household

to cultivate and promote an entrepre-

and other family members, while

neurial mindset at a very tender age,”

fighting the battle to be much better

notes Musa. Chitubila adds that

in business than men in order to be

“if there were more of an emphasis

recognised in the same way. What we

put on these important factors,

FEBRUARY 2020

CLICK TO WATCH : ‘WE ARE THE CAMPAIGN FOR FEMALE EDUCATION’ 29 development of personal businesses

active and know how to sacrifice.

would be inevitable and a better

“Follow your passion, and ensure that

understanding of progressive projects in communities would be heard. Women need to know

you have the energy to persevere,” says Divasoni. “Formal education alone doesn’t currently give you the

that they are independent,

skills and the support necessary for

able to own their own enter-

you to get into business. You need

prise, make the right decisions

true motivation, passion and determi-

without dependency and

nation to learn and to stick with it.

stand on their own feet to

I would advise not to just to do

protect their rights.”

business for the sake of doing

Divasoni stresses that a young woman looking to receive an education and get into business must be vigilant,

business; if you do that, you will never survive in the business world, because women still aren’t given as much support as men.” a f r ic a . b u s in e s s c hie f. c o m

LEADERSHIP

“ Our educational systems lacks schemes to cultivate and promote an entrepreneurial mindset at a very tender age” — Nancy Musa, CAMFED Member, Zimbabwe 30

TECHNOLOGICAL EMPOWERMENT Murmirwa highlights that, currently, “many of the schools and communities within which we work have no access, or very limited access to electricity.

When we discuss technology, we mean mobile phones and tablets, often charged by solar power.”

However, Murmirwa believes “the power of digital culture for young women will drive connectivity within the region”, with rural areas benefiting the most. “Digital culture will particularly benefit those in marginalised rural areas to overcome isolation, work together, learn from each other, gain access to learning materials and drive business growth,” says Murmirwa, adding that mobile money will be extremely important, especially for those in business and those receiving grants and loans as it means that they will be in control of their finances in an empowering way.

THE ROLE OF CAMFED When it comes to technology, Murmirwa comments that CAMFED utilises it “to ensure transparency and accountability for girls, young FEBRUARY 2020

31

women, communities, and donor

impact of their support for girls,

partners. All of our programme and

including improved retention and

donor data is held

exam results. Murmirwa also

in our customised Salesforce

highlights that “because of this

database, a cloud-based system

longitudinal data we can collect

used across all our offices.”

about young women, we can also

Staff in CAMFED partner schools

measure longer-term impacts such

and district officials utilise mobile

as average age of marriage, child

monitoring technology to gather

bearing age and so on.”

school attendance, progression,

In addition to utilising Salesforce’s

completion, pass rates and exam

software, CAMFED has partnered

data to share with communities the

with Impact(Ed) International, to turn a f r ic a . b u s in e s s c hie f. c o m

LEADERSHIP

32

“ The power of digital culture for young women will drive connectivity within the region” — Angie Murmirwa, Executive Director, CAMFED

FEBRUARY 2020

its ‘My Better World’ life skills and wellbeing curriculum into a part animated video series, which has recently launched on Kenyan TV. The aim is to reach young people beyond the development and classroom setting, to further drive education. CAMFED has also partnered with Worldreader, to give young women in its network access to thousands of empowering books via an app.

Other ways Murmirwa has seen technology benefit female empowerment include CAMFED’s implementation of its e-reader literacy programmes, which have given young women greater confidence and authority as digital experts.

Murmirwa also sees mobile applications like WhatsApp transforming the way in which young women connect and communicate.

a f r ic a . b u s in e s s c hie f. c o m

33

TECHNOLOGY

34

g n i c a r b Em s r u o i v a h be in a new l a c i g o l o n tech age WR ITT EN BY

AM BE R DO NO VA N- ST EV EN

S

orus, h lC ia c o S , O T C , n se n e Tim Chri st ge m e n t a g n e e e y lo p m e e th w explains ho u ances of n e th s d n ta rs e d n u rm platfo unic ation m m o c e e y lo p m e to r e employ

FEBRUARY 2020

35

a f r ic a . b u s in e s s c hie f. c o m

TECHNOLOGY

S

ocialChorus has earned its name as one of the top employee engagement plat-

forms by working with CEOS to maximise the delivery of information to employees

in what is an increasingly misaligned environment.

SocialChorus was founded by Greg Shove and Nicole Alvino in 2008, and as the company started to gain momentum, Shove was on the search for a CTO who wanted to transform the company, taking its consulting-based foundations and making it a truly staff-led business. Tim Christensen's belief in creating genuine value in people’s day-to-day lives 36

aligned with Shove on a philosophical level, and so he joined the team to create a software that would achieve this.

He explains: "Initially we didn't have a firm idea of what we desired the product to be, but we knew what we wanted it to do: improve a person's day.

"Christensen, who hails from a working class family, reflects that over the last 30 years very little has been divested to the blue-collar worker, despite the continued evolution of technology. “For this reason, we wanted to build a product that didn't discriminate against position or function; one that promoted equality and added value into every worker's day."

Reflecting on the five years since, Christensen shares one particular milestone he is particularly proud of: increasing the product’s daily users from a few hundred to over half a million. "It's very FEBRUARY 2020

“ Our support team will not be satisfied with anything less than SLA 100%” Tim Chris tensen, CTO, SocialChorus

37

rewarding to see that it is working and making an impact,” he says “This has always been about reaching as many people as possible, and my personal satisfaction is seeing this impact on an individual level."

Considering SocialChorus’ success, Christensen explains that, while there are several platforms designed for internal communications, knowledge management and collaboration, there is no concrete space in enterprise that connects knowledge and news. "From a f r ic a . b u s in e s s c hie f. c o m

TECHNOLOGY

nt a w 't n o d e w , y n a p m o “ As a smaller c , s e r u t a e f f o r e b m u n r to win on scale o � y t li a u q n o in w o t we want Tim Chris tensen, CTO, SocialChorus

38

a workflow perspective, we aim to

CEOs and workers when delivering

make the communicator more effec-

information. "For example," Christensen

tive, assist them in telling the right story

explains, "a CEO may communicate via

and we will assist in its delivery and

email, or workers may receive informa-

amplifying the goals of the communi-

tion when congregating in the break

cator." This, he explains, benefits the

room. Our role is to amplify these mes-

worker. "If we can make their lives eas-

sages in a way that enhances prefer-

ier in two minutes each day, then we've

ences, and not just discard them." This

been successful, because we're look-

often becomes an oversight that has

ing at it holistically, both from the

caused many companies to lose out on

worker and from the communicator."

delivering an optimised service. "Some

Within this, SocialChorus must

competitors want to push organisa-

embrace the existing preferences of

tions to use one centralised platform,

FEBRUARY 2020

CLICK TO WATCH : ‘SOCIALCHORUS – BRAND VIDEO’

but if marketers enjoy using Marketo,

"Real success is getting customers to

or engineers enjoy using Slack, or if a

engage with the content, not getting

grocery teller uses a break room, then

them to engage with the content on

that needs to be respected. For exam-

our platform."

ple, if you get your information in the

To carry this attitude with confidence

breakout room, then a digital display

and success, the platform must be

may be the best way to communicate

accompanied by exceptional service,

information, or by sending it to their

which Christensen believes the team at

personal email. By pushing users to

SocialChorus has in spades. "We have

move to a different platform altogether,

a great deal of pride in all that we do.

another hurdle is placed between the

For example, our support team will not

communicator and worker, and that is

be satisfied with anything less than

not solving the issue," says Christensen.

SLA 100%, and they will be disappointed a f r ic a . b u s in e s s c hie f. c o m

39

TECHNOLOGY

with even 5% less. This sort of attitude is present across all of our departments, and prospective clients can see this from us when deciding between us and a competitor — they can see how much we care. As a smaller company, we don't want to win on scale or number of features, we want to win on quality."

While competitors have larger teams, Christensen explains that having a smaller team rewards a much higher quality due to the close-knit dynamics and collective conscientiousness, 40

and this is reflected in positive customer feedback that deems SocialChorus the best in the market. "It is rewarding to know that we have an excellent product,” he says, “it doesn't just give out features, it solves real problems."

Christensen forecasts that this year will bring a number of new challenges:

a message while traveling to an airport

"I will likely begin working on new trans-

and have the service transcribe and

lations and transcripts, as well as low

translate it to go into an article to be

band-width usage." One of his key

distributed to workers, say perhaps, in

challenges is to connect the CEO

Zimbabwe, where there is a weaker

with employees in demographics with

internet connection. This would give

low technology, or in other instances,

these workers the same access to

where the CEO may not speak the

information. As data is only growing

same language as employees. "I would

in value, Christensen shares that the

like to be able to have a CEO record

next step in the company's growth is

FEBRUARY 2020

“ It is rewarding to know that we have an excellent product�

Tim Chris tensen, CTO, SocialChorus 41

to build upon SocialChorus' analytics capabilities in order to deliver insights and intelligence, not only to discover trends, but to be able to identify why they change and how to respond to it.

Paired closely with this, machine learning will be used for auto transcriptions and translations, and AI will enable recommendations and relevancy, for speed and tuning.

Tim Christensen, CTO, SocialChorus a f r ic a . b u s in e s s c hie f. c o m

S U P P LY C H A I N

DIGITAL INNOVATION IN LOGISTICS WAREHOUSES

42

FEBRUARY 2020

Business Chief takes a look at how three leading logistics companies are digitalising their warehouses WRITTEN BY

43

GEORGIA WIL SON

a f r ic a . b u s in e s s c hie f. c o m

S U P P LY C H A I N

W

ith technology evolving at an exponential rate, and the logistics industry needing flexible

solutions for its complex operation, we

take a closer look at some of the successful deployments of digitalisation within the warehouses of leading logistic companies around the world.

UPS Founded in 1907, UPS has been “breaking barriers throughout its 100+ years as 44

a leader in global commerce”. Within the company’s international supply chain and freight operations, its key services include: logistics, distribution, transportation, freight (air, sea, ground and rail) and freight forwarding.

SUPER HUB To combat the challenges that come with providing efficient and on time delivery during peak seasons, UPS uses new technologies within its warehouse facilities to create operational precision and network efficiencies.

“Our transformation initiatives are enabling UPS to perform at high levels, even as we handle nearly double the average daily FEBRUARY 2020

45

package volume as the rest of the year. We are confident we will sustain these high levels of service and we’re ready to take on even more customer shipments in the coming weeks,” commented David Abney, CEO and Chairman of UPS. The new technologies UPS is harnessing include: • Advanced analytics; UPS has developed a peak volume alignment tool (PVAT) utilising advanced analytics to efficiently manage loads by synchronising its volume demands and a f r ic a . b u s in e s s c hie f. c o m

S U P P LY C H A I N

capacity. In addition to PVAT, UPS is

developed a bluetooth audio device

utilising advanced analytics to bet-

that gives its employees processing

ter forecast its package volume that

instructions as they scan packages.

needs to be processed.

• Network planning tool (NPT)­;

technology, UPS has been utilising

by utilising advanced analytics,

innovations for its drivers too. These

artificial intelligence (AI) and opera-

include mobile tools to improve

tions research, UPS has developed

onboarding and effectiveness, via

its NPT to help coordinate trac-

a delivery helper app. UPS has also

tor-trailer movements between its

developed UPSNav to provide drivers

sortation hubs to reduce bottlenecks.

with higher levels of accuracy and pre-

• Dynamic Sort Instruction (DSI); 46

In addition to its new in-house

cision when making deliveries.

to increase employee productivity

As a result of UPS’ global deploy-

and reduce training time, UPS has

ments of automation, AI and advanced

FEBRUARY 2020

CLICK TO WATCH : ‘DB SCHENKER INTRODUCING DIGITAL PICKING’ 47

“ Delivering automation possibilities for logistics and warehouse operations is a foundation for building the next generation supply chain” — Xavier Garijo Member of the Board for Contract Logistics, Schenker AG

a f r ic a . b u s in e s s c hie f. c o m

S U P P LY C H A I N

analytics, UPS has seen between 25%-35% higher efficiency.

DB SCHENKER With over 140 years of experience supporting the global exchange of goods, DB Schenker strives to provide its customers with “innovative supply chain solutions to challenge the status quo”. DB Schenker provides its solutions for land transport, air freight, ocean freight, contract logistics and supply chain management.

48

ROBOTICS POWERED BY AI To provide flexible solutions within its warehouses to drive productivity, DB Schenker has been utilising the combination of AI and robotics with the help of Gideon Brothers — a global manufacturer of autonomous robots.

With the digital age becoming increasingly complex, DB Schenker strives to offer its clients a strategic advantage. “DB Schenker continuously explores opportunities to integrate innovations from visionary start-up companies,” commented Xavier Garijo, Member of the Board for Contract Logistics at Schenker AG. FEBRUARY 2020

“ This is a technological leap, self-driving machines, powered by vision and AI, will succeed where earlier technology failed” — Matija Kopic CEO and Co-Founder, Gideon Brothers

49

“Delivering automation possibilities for

and stereoscopic cameras, to pro-

logistics and warehouse operations is

vide next generation robotics vision.

a foundation for building the next gen-

In addition to its next generation

eration supply chain.”

robotic vision, the robots can move

“This is a technological leap,” commented Matija Kopić, CEO and

800kg and have a hot-swappable battery system to minimise downtime.

Co-Founder of Gideon Brothers. The

“Self-driving machines, powered

robotics developed by DB Schenker

by vision and AI, will succeed where

and Gideon Brothers utilises a visual

earlier technology failed,” added

perception based robotic autonomy

Kopić. “It will become ubiquitous in

system that combines deep learning

industrial environments.” a f r ic a . b u s in e s s c hie f. c o m

S U P P LY C H A I N

“ The future is exciting. The future is about innovation and making sure we continuously improve” — Oscar de Bok CEO, DHL Supply Chain 50

DHL Speaking with Oscar de Bok, CEO of DHL Supply Chain in January’s edition of Business Chief, de Bok highlighted the need for flexible solutions as supply chains become increasingly complex and the importance of a large global company such as DHL having a strategy that utilises digitalisation and collaborative robotics.

Between now and 2025 the company aims to invest US$2.2bn into digitalisation of its logistics and robotics.

FEBRUARY 2020

ROBOTICS From cleaning robots to robotic arms within DHL’s warehouses, its operations are seeing the benefits of digital automation to enhance its workforce.

Cleaning robots (Neo); developed

by Avidbots, DHL has deployed its cleaning robots in multiple standard warehouses, to reduce the need for people to complete repetitive and tedious tasks. ‘Follow me’ robots; designed by Effidence, it is a simple trolly that follows an associate will they pick items to help transport the load. Once it is full you can simply press a button to send it on its way, while another replaces it.

Robot arms (Sawyer); Sawyer is a robotic arm developed to sense its surrounded removing the need for it to be static and caged. This robotic arm can be moved to where it is needed to complete repetitive and mundane tasks.

a f r ic a . b u s in e s s c hie f. c o m

51

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

52

S E S S E N I S U B W O H E V E I H C A T S E B N CA M R E T G N LO Y T I L I B A N SUSTAI ain

pply Ch u S , r o t c e ir D anaging M l, e e S plains d r x a e , h e r a Ric w la e d , able K & US) in (U a s t s ic t u s is a g o d il L u & es c a n b iv t u c e x e a ul l h e v g n lo e h t how c -le r o igned f s e d l e d o m s s busine W RI TT EN BY

R IC H A R D S E E L

FEBRUARY 2020

53

a f r ic a . b u s in e s s c hie f. c o m

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

I

n today’s highly-competitive business environment, even the largest, most profitable organisations struggle to maintain

business longevity. To increase their chances

of long-term success, companies must transform themselves into sustainable enterprises, capable of adapting to changing priorities, markets and customer demand.

European organisations often lead the way.

KPMG’s latest Change Readiness Index ranks business action on rapid change based on an 54

‘Enterprise Sustainability’ metric, which takes into account factors such as carbon emissions per unit of GDP and the energy mix used by the business community. The ranking places Switzerland first overall, and in terms of Enterprise Sustainability, for the second consecutive year. European countries fill five other places in the Enterprise Sustainability top 10.

There are three areas around which discussions and debates about the sustainable enterprise tend to be focused: the environmental impact or footprint of the business, the need to create a sustainable business model and why a sustainable workforce is critical. The focus on reducing environmental impact by reducing energy FEBRUARY 2020

55

a f r ic a . b u s in e s s c hie f. c o m

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

a b le n i a t s u s a g n i “ Build ly n o l l i w e c r o f k wor , r e v e w o h , k r truly wo he t n i e n o y r e v e if itted m m o c s i s s e bu s i n nge ” a h c o t n e p o a nd — Richard Seel, r, Supply Chain to c e ir D g in g a n a M US), delaware & Logistics (UK &

usage, emissions and introducing ‘smarter’ practices in the workforce is important. However, businesses also need to make certain that their specific business model is sustainable. They need an approach that sustains resources within the business over time.

CREATING A SUSTAINABLE BUSINESS MODEL From the outset, planning for the long-term is key, which is becoming increasingly difficult when factors

56

such as market demand and competition are constantly shifting. To achieve longevity, organisations need to apply sustainability principles in everything they do.

Resources — both people and other assets — are crucial. Sustainable businesses focus on making those resources sustainable over time — and that means being willing and able to adapt the business model to match changed priorities.

In line with this, true sustainability is often about understanding the market landscape and ensuring the business proposition FEBRUARY 2020

CLICK TO WATCH : ‘AR METALLIZING ENSURES SUSTAINABLE GROWTH WITH MICROSOFT DYNAMICS’ 57 is aligned to shifting customer

involve the combination of historical

demand. To be sustainable, smart

data, data analytics and key algo-

organisations must reflect on

rithms to quickly detect anomalies

addressing customer and societal

and notify the relevant people quickly,

needs, often without even knowing

enabling businesses to reduce costs

in advance what the optimal solution

by addressing and resolving any

might be. In today’s age of automation,

inefficiencies in the process, as well

building a sustainable business

as stay compliant by quickly identify-

model will almost certainly involve

ing where it may be in breach of the

digital transformation.

rules and rapidly rectifying this.

That could mean the introduction

These examples highlight the

of machine learning and AI-powered

sustainability benefits that digitally-

systems that diagnose problems in

driven innovations can bring to

advance, enabling quick intervention

businesses. However, when organisa-

and problem resolution. It could

tions move to digital technologies, a f r ic a . b u s in e s s c hie f. c o m

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

they need to have a ‘Plan B’ in place to be able to keep the business up and running in the event that systems and networks are brought down or experience a security breach. A recent cyber — attack on Norsk Hydro, a global aluminium producer, forced the company into desperate measures.

The entire workforce — 35,000 people — had to switch to pen and paper as a result. Production lines shaping molten metal were switched over to manual functions, and in some cases, long58

retired workers came back in to help colleagues run things “the old-fashioned way”. a key role here in indicating just how

A SUSTAINABLE WORKFORCE

positive and sustainable workplace

Every business can look to reduce

culture is. Businesses need insights

their environmental impact and make

into their workforce that span levels,

changes to their business model to

departments and entities — and it’s

drive long-term sustainability. However,

important to link talent data with

if they do not put practices in place

enterprise information. The answer

to cultivate sustainable employees,

is a global system of records able to

they risk undoing that good work.

harmonise data generated by different

To drive a more sustainable work-

sources, providing key insight into

force, leaders must cultivate an

problems or issues. It is this type of

environment that helps people

reporting which drives sustainability.

to be empowered, productive and resilient. Technology can play FEBRUARY 2020

Companies must apply the digital mindset to HR and workplace processes

e e y o l p m e n e “ Wh p u t ’ n s i g n i e b well ss e n i s u b e h t , r to pa the s s o r c a s r e f f su in ” a h c e u l a v e r i ent — Richard Seel, r, Supply Chain Managing Directo US), delaware & Logistics (UK &

59

to support productivity and growth — or risk becoming obsolete. SAP SuccessFactors, a leading cloud-

attrition rates make organisations more sustainable.

This approach to building a sustain-

based HR solution, is an integrated

able workforce will only truly work,

environment encompassing all HR

however, if everyone in the business is

processes that is driven by data and

committed and open to change. There

analytics — and the ideal path to

must be business-wide sponsorship to

sustainable smart HR.

creating and maintaining a sustainable

By helping to ensure employees are happy and have greater wellbeing at work, organisations can

work culture — and this may involve cultural and operational change.

As we look to the future, it is likely

increase long-term business viability.

that predictive analytics will become

Employees that are happy are less

ever more important in maintaining a

likely to leave, and the resultant lower

happy, sustainable workforce. As an a f r ic a . b u s in e s s c hie f. c o m

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

ns o i t a s i n a g r o , ity v e g n o l e v e i les h p i c n i r “ To ac p y t i l i b ina a t s u s y l p p a o need t o” d y e h t g n i h t y in ever — Richard Seel, r, Supply Chain to c e ir D g in g a n a M US), delaware & Logistics (UK &

60

FEBRUARY 2020

example, an employee applies for maternity leave through the organisation’s HR system. This employee ‘life event’ triggers the HR department to start offering communications specific to that employee, so for example, asking: have you thought about childcare vouchers? Have you thought about the return-to-work programme or our part-time working options?

In rolling out concepts such as this one, employee wellbeing is prioritised.

Ultimately, the strength of a company lies in the health of its people, especially in the professional services industry where human capital is the company’s added value. When employee wellbeing isn’t up to par, the business suffers across the entire value chain, making burnout a business critical challenge, and driving down overall levels of sustainability into the bargain. But businesses that focus on a sustainable workforce and ally that with a sustainable business model and environmentally-friendly business practices are likely to be here for the long-haul.

a f r ic a . b u s in e s s c hie f. c o m

61

CITY FOCUS | DURBAN

DURB City Focus

62

Business Chief explores Durban, the main seaport and growing tech city of South Africa WRITTEN BY

FEBRUARY 2020

RACHAEL DAVIES

RBAN a f r ic a . b u s in e s s c hie f. c o m

63

CITY FOCUS | DURBAN

D

urban, formerly Port Natal, is the main seaport of South Africa and the largest city in KwaZulu-Natal province.

Located on Natal Bay of the Indian Ocean, the city was first colonised by European settlers

from the Cape Colony traders, who named the site Port Natal in 1824. The city became Durban in 1835, named after the governor of the Cape Colony, Sir Benjamin D’Urban.

It is now the third most-populous city in South Africa, after Johannesburg and Cape Town, and is one of the country’s major sources 64

of tourism due to its extensive, beautiful beaches and subtropical climate. In 2015, Durban was officially recognised as one of the New7Wonders Cities, alongside the likes of Beirut, Doha, Kuala Lumpur and Havana.

DURBAN’S ECONOMIC GROWTH Durban’s port has been the centre of its economy throughout its history; development of the city’s harbour, now one of the world’s major commercial ports, began in 1855. Historically and contemporaneously it serves the economically successful Witwatersrand region, to which the growth of Durban can be attributed.

Durban’s economic development has strong roots in the sugar and processed FEBRUARY 2020

65

food industries. It remains the epicentre of South Africa’s sugar industry, the history of which permeates the demography of the city. Shortly after the conception of Durban’s sugar manufacturing economy by British settlers, the colonists imported indentured Indian labourers to work on the sugar farms. Once their period of indenture was over, many of the Indian labourers settled in the city, and now Durban has one of the largest concentrations of Indians in South Africa. a f r ic a . b u s in e s s c hie f. c o m

CITY FOCUS | DURBAN

“ Durban has a burgeoning high-tech scene, with innovative startups and a growing supportive infrastructure through both private companies and the government”

Later, the sugar economy was supplemented by petro-chemical industries, due to their dependence on close proximity to port facilities for importing and exporting products.

MODERN ECONOMICS Durban has retained influence in the industries which have propelled its economic growth throughout the last 200 years. To date, the South African sugar industry is a world-leading producer of high-quality sugar, and makes an important contribution

66

to the country’s employment levels, particularly in rural areas.

Gandhi Settlement Heritage Site, Inanda, Durban

FEBRUARY 2020

CLICK TO WATCH : ‘DURBAN’S NEW PROMENADE’

Cane sugar has strong roots in the

Tourism is also one of the key

KwaZulu-Natal region, with nearly

industries in Durban. It is a popu-

23,000 registered sugarcane growers

lar destination for both domestic

farming in KwaZulu-Natal and neigh-

and international tourists due to

bouring Mpumalanga. Through sugar

its climate, environmental assets,

sales in the South African Customs

exciting waterfront developments,

Union region, as well as world market

and well-developed city infra-

export, the South African Sugar industry

structure and transport system.

generates an annual estimated average

In May 2019, The Mail & Guardian

direct income of 14 billion South African

published a report indicating that

Rand (US$975.5mn), constituting 5.1

tourism bookings to Durban increased

billion Rand (US$355.6mn) in value of

by 176% since September 2018, thanks

sugarcane production, according to the

in part to investment in new flight

South African Sugar Association website.

routes to the city. Additionally, a 11.3 a f r ic a . b u s in e s s c hie f. c o m

67

CITY FOCUS | DURBAN

billion Rand (US$785mn) reformed

transforming the city centre into an

travel route between KwaZulu-

attractive tourist hub. The terminal

Natal region and Mozambique

is due to open in 2020. Tourism con-

opened in 2018. The 3,041 metre

tributes to more than 9.5% of

suspension bridge – the longest

the GDP of KwaZulu-Natal province,

in Africa – links the Mozambican

and the industry expands employ-

capital Maputo to Kosi Bay in

ment and offers opportunities for

KwaZulu-Natal, reducing a six-hour

businesses of all sizes to participate.

journey time to just 90 minutes.

Durban is also investing in a

HIGH TECHNOLOGY IN DURBAN

new 200 million Rand (US$14 mil-

While Durban’s economy has more

lion) state-of-the-art, world-class

traditional roots, the influence of dig-

cruise terminal as part of its Urban

itisation and high technology can still

Renewal Program, which is aimed at

be felt in the South African city and

68

FEBRUARY 2020

the wider KwaZulu-Natal province.

South Africa as a whole has one of the largest information and communications technology markets in Africa by value, showing technological leadership in mobile software, security software and electronic banking.

The South African government’s Department of Communications aims to enable the provision of “inclusive communication services” to all South Africans, promoting “socio-economic development and investment” through

“ The influence of digitisation and high technology can still be felt in the South African city and the wider KwaZulu-Natal province”

new technologies. Government plans 69

a f r ic a . b u s in e s s c hie f. c o m

CITY FOCUS | DURBAN

and budgets include the usage of ICT to facilitate socio-economic inclusion, improve competitiveness and prepare for the Digital Industrial Revolution.

The effect of this is beginning to be apparent in Durban. In September 2019, the Deputy Minister of Trade Industry and Economic Development Department of the Republic of South Africa, Nomalungelo Gina, announced plans for the Durban Aerotropolis smart city. The plan will turn the area around Durban’s King Shaka International 70

Airport into a smart city, with diversified economic activities that will boost the province’s economy.

The Aerotropolis will cover 2,000 hectares of land and 10,000 hectares of green space for expansion, and will create 750,000 jobs. It will be a freight-oriented development, with a world-class cargo facility at its heart, making it a major trade and business centre for Southern Africa. It is purpose-built and will be “one of few developments world-wide which incorporate a ‘greenfield’ site with additional surrounding land available for carefully planned and controlled expansion,” giving it a distinct competitive FEBRUARY 2020

Photo © Kieron Thwaites

1824

Year settled (as Port Natal)

in the KwaZulu Natal region, to build a pool of skilled workers. It works towards upskilling entrepreneurs and young people, partnering with corporates from the MICTe industry, tertiary

595,000+ Population of Durban City

$63.9bn GDP in US dollars

institutions and the government.

Success stories from the Smart Xchange programme include social enterprise startup TaxiMap, which provides “information on minibus taxi routes, fare prices and hours of operation to all commuters online;” Innovate Logistics, a tech startup which has “utilised technology and smart partnerships to disrupt and remove the inefficiency in the logistic sector;” and EZHealthID, an

advantage over other African desti-

“innovative, interoperable healthcare

nations, according to its website.

solution, to make healthcare eas-

On a more local level, a promi-

ily accessible to all patients and

nent player on the startup scene

assisting the healthcare practitioner

in Durban is SmartXchange, which

in providing world class care.”

provides enterprise development

Durban evidently has a burgeon-

services to “small, medium and

ing high-tech scene, with innovative

micro enterprises (SMMEs) in the

startups and a growing supportive

Media, Information Communication

infrastructure through both private

Technology and electronics sector.”

companies and the government.

Smart Xchange manages a programme which assists in the development of quality, skilled MICTe SMMEs a f r ic a . b u s in e s s c hie f. c o m

71

T O P 10

CEOs in Africa

72

Business Chief takes a closer look at the CEOs of Forbes’ top 10 largest public companies in Africa, ranked by market value WRITTEN BY

FEBRUARY 2020

GEORGIA WILSON

73

a f r ic a . b u s in e s s c hie f. c o m

T O P 10

74

10

Aliko Dangote Dangote Cement

Born in 1957, Aliko Dangote is one of the richest self made men in Africa. In 1981, Dangote founded Dangote Cement, of which he owns nearly 85% and is the current CEO. Dangote graduated from the Al-Azhar University (Cairo) studying Business Studies, and has an Honorary Doctorate degree from Coventry

Š SA 2.0

HQ LAGOS, NIGERIA

University (UK) and the University of Ibadan (Nigeria). business, focusing on the importation of bagged

US$9bn

cement, rice, sugar, salt and flour. During the

MARKET CAPITAL

Dangote Cement’s operations began as a trading

1990s, the group transitioned into a fully fledged manufacturing operation of cement. Today, Dangote cement produces 45.6 million metric tons of cement annually, operating across 10 countries in Africa.

FEBRUARY 2020

09

Aaron Daniel Mminele Absa Group

75

Aaron Daniel Mminele was appointed as Group CEO of Absa Group on 15 January 2020. Absa Group is one the five biggest banks in South Africa. Mminele (Germany), in addition to furthering his studies at the

HQ

City Polytechnic of London and Guildhall University in

JOHANNESBURG

has a Diploma in Banking from Sparkasse Paderborn

association with the Chartered Institute of Bankers.

“I am delighted to be joining the Absa group,” he said of the appointment, “I look forward to being part of and leading the exciting journey that Absa has

US$9.9bn MARKET CAPITAL

embarked upon to regain its rightful place in the South African market as well as to fully establish itself as an independent African financial services group with deep roots in South Africa.” a f r ic a . b u s in e s s c hie f. c o m

With the travel & hospitality industry being redefined, Hexaware aims to create a visually pleasing and personalized experience to help our clients achieve “customer centricity�, making dream destinations a reality!

Learn More E-mail: marketing@hexaware.com Website: hexaware.com

08

Michael Joseph

77

Safaricom

Michael Joseph has been the interim CEO of Safaricom since July 2019. Joseph was first CEO of Safaricom in 2000 when it was relaunched as a joint venture between Vodafone UK and Telkom Kenya, until retiring in 2010. In addition to his duties at Safaricom, Joseph is employed by Vodafone Group

HQ NAIROBI, KENYA

Services as the Director of Mobile Money and is on Vodafone’s Board of Directors as a Strategic Advisor, as well as being Chairman of Kenya Airways.

Joseph also has an Honorary Doctorate Degree

US$11bn MARKET CAPITAL

from Africa Nazarene University, in recognition of his contribution to the growth of Safaricom.

a f r ic a . b u s in e s s c hie f. c o m

T O P 10

78

07

Ian Kirk Sanlam

Ian Kirk is the Group CEO of Sanlam, a financial services group that operates in multiple global markets.

Appointed as Group CEO in 2015, Kirk serves on the Audit, Risk, SES, Nominations and Human Resource, and Remuneration committees. He has experience in general insurance, life insurance,

HQ BELLVILLE

financial markets, investments, general business and international business. Kirk currently has a Chartered Accountant Degree (South Africa), as well as a BDP Higher Diploma of Education and is a Fellow Chartered Accountant (Ireland).

FEBRUARY 2020

US$12.4bn MARKET CAPITAL

06

Abdeslam Ahizoune

79

Maroc Telecom

Abdeslam Ahizoune is the Chairman and CEO of Maroc Telecom. Ahizoune’s current qualifications include a Bachelor’s Degree in Advanced Techniques from the Paris Tech Superior National School.

Founded in 1998, Marco Telcom is one of the leading providers of telecommunication services in Morocco,

HQ RABAT, MOROCCO

with regional directorates in Rabat, Casablanca, Marrakech, Agadir, Settat, Fez, Tangier and Oujda.

Maroc Telecom’s four main objectives as a business include strengthening its leadership position in

US$13.4bn MARKET CAPITAL

Morocco, maximising its subsidiary growth, searching for new external growth opportunities, and making strong investments in pursuit of innovation.

a f r ic a . b u s in e s s c hie f. c o m

The kitchen revolution

As operators add more digital channels to their restaurants, it creates new complexity and challenges.

Restaurants have been used to controlling the transaction flow. Now, with the rise of delivery marketplaces, mobile applications and in-store selfservice, restaurants need to compete at a higher level and adapt to a digital-first ordering environment.

This means ensuring proper routing of orders into the kitchen, a focus on food quality and distribution at the right time and data/analytics to measure and improve the performance of the kitchen. Key trends impacting kitchen optimisation and production, include: • The rise of off-premise ordering & delivery To meet this growing consumer demand, restaurants need robust kitchen production systems to accommodate the flow of orders into the restaurant from multiple channels.

• Speed of service Consumers no longer have any patience for waiting in lines or waiting for food. They essentially want to “speak” directly to the kitchen.

• Growing dependency on kitchen data Real-Time production metrics are fast becoming a requirement. Operators need to be able to gauge order volume, production status, progress order times and manage staffing levels within their kitchen in real-time.

© 2019 NCR Corporation Patents Pending

Successful brands we work with are investing in kitchen optimisation and production technology to stay ahead of the curve. NCR Kitchen Operations solutions enable restaurants to plan and prepare for anticipated spikes in order volumes and manage the production of orders coming from all channels to improve the customer and staff experience.

Brands that are leveraging NCR Kitchen Operations and Digital Signage are also improving the customer experience by providing guests with accurate quote times and order status notifications via text paging and in-app notifications.

Large quick-service chains using our technology have increased their speed of service by as much as 15% with improved visibility into order volume, production status, order times and staffing levels.

Over 30,000 restaurants around the world use NCR Kitchen Operations to manage their kitchen production. While not visible to consumers, kitchen optimisation and production technology reduce errors, reduce waste and have a tangible impact on the customer experience.

Find out more. Visit www.ncr.com/restaurants and see how our technology can help your business thrive.

05

Rob Shuter

81

MTN Group

Rob Shuter joined MTN Group in 2017 and is the current Group President and CEO. Prior to MTN Group, Shuter was CEO of the Europe cluster for Vodafone, CEO of Vodafone Netherlands and Group CFO of Vodacom Group. In addition to his telecoms experience, Shuter also has experience in the financial

HQ ROODEPOORT

sector as Managing Director of Nedbank Retail and Head of Investment Banking at Standard Bank.

Shuter has a Bachelor of Commerce in Chartered Accountancy (South Africa), a Post Graduate

US$10.2bn MARKET CAPITAL

Diploma in Accounting and Finance from the University of KwaZulu-Natal and a Bachelor of Commerce in Economics and Accounting from the University of Cape Town. a f r ic a . b u s in e s s c hie f. c o m

T O P 10

82

04

Fleetwood Grobler Sasol

Fleetwood Grobler is the current President and CEO of Sasol, an international, integrated chemicals and energy company. Sasol develops and commercialises technology, as well as builds and operates world scale facilities to produce liquid fuels, chemicals and low-carbon electricity.

Established in the 1950s, Sasol has maintained its title of being one of South Africa’s largest investors in capital projects, skills development and technological research and development.

Grobler’s current qualifications include a Bachelor’s degree from the University of Pretoria (South Africa).

FEBRUARY 2020

HQ JOHANNESBURG

US$21bn MARKET CAPITAL

03

Sim Tshabalala

83

Standard Bank Group

Sim Tshabalala is the Group CEO at Standard Bank Group. The group, which was founded in 1962, is one of the largest African banking groups by assets. Its mission is to be Africa-focused, customer-centric and to improve fintech capabilities in order to drive growth and value within the region.

HQ JOHANNESBURG

Tshabalala joined Standard Bank Group in 2000 in the project finance division, and in 2013 he was appointed joint Group CEO alongside Ben Kruger until 2017 when Kruger stepped down. Tshabalala has a Bachelor of

US$22.9bn MARKET CAPITAL

Arts in Law (Rhodes), a Masters Degree in Law from the University of Notre Dame (USA), a Higher Diploma in Tax from the University of the Witwatersrand and an AMP qualification from Harvard University (USA). a f r ic a . b u s in e s s c hie f. c o m

T O P 10

02

Alan Patrick Pullinger FirstRand

Alan Patrick Pullinger is the CEO of FirstRand.

Pullinger was originally Deputy CEO from 2015 until 2018, when he was promoted to the current role. In addition to being CEO of FirstRand, Pullhas an undergraduate degree from the University

HQ

of the Witwatersrand. Founded in 1966, FirstRand is

JOHANNESBURG

inger is on the board of 10 other companies and

a holding company and financial service provider in South Africa, sub-Saharan Africa, the UK and India.

Listed under the Johannesburg Stock Exchange 84

(JSE) and the Namibian Stock Exchange (NSX), FirstRand is the largest financial institution by market capital in Africa.

FEBRUARY 2020

US$27.2bn MARKET CAPITAL

CLICK TO WATCH : ‘IN CONVERSATION WITH FIRSTRAND'S CEO ALLAN PULLINGER’ 85

a f r ic a . b u s in e s s c hie f. c o m

T O P 10

01

Bob van Dijk Naspers

Bob van Dijk, is the current Group CEO of Naspers. Van Dijk joined the company in 2013 as CEO of its subsidiary, Allegro Group, before receiving a promotion in the same year to CEO was appointed Group CEO of Naspers.

HQ

Prior to his career at Naspers, van Dijk has held

CAPE TOWN

Global Transaction eCommerce. In 2014, van Dijk

multiple positions within eBay, Schibsted and McKinsey, and has a MBA Hons from INSEAD and a MSc (cum laude) in econometrics from Erasmus 86

University (Rotterdam).

Founded in 1915, Naspers began its journey as a dutch language newspaper, adding book publishing to its operations In the 1920s. By the 2000s, Naspers had transformed into a global internet and entertainment group after Mweb founded the company’s first internet service in the 1990s.

Today, Naspers operates and invests in countries and markets all over the world to address societal needs and drive growth. Current markets Naspers is interested in include media, internet, online classifieds, food delivery, payments, fintech, retail, travel and education as well as social and internet platforms.

FEBRUARY 2020

US$111.3bn MARKET CAPITAL

87

CLICK TO WATCH : ‘GM CIRCULAR – Q&A WITH BOB VAN DIJK’

a f r ic a . b u s in e s s c hie f. c o m

88

FEBRUARY 2020

Resolution Insurance: tech-driven insurance evolution WRITTEN BY

GEORGIA WILSON PRODUCED BY

JUSTIN BRAND

a f r ic a . b u s in e s s c hie f. c o m

89

RESOLUTION INSURANCE

Francis Ngari, Head of Digital at Resolution Insurance, discusses current technology trends within insurance and the company’s digital transformation journey

F 90

rancis Ngari, Business Information Technology graduate from Strathmore University (Kenya), has been the Head of

Digital at Resolution Insurance since August 2018.

Prior to joining the company in 2010, Ngari worked at James Finlays and Swift Global.

Ngari describes Resolution Insurance as a young, ambitious and determined company that is striving to be the provider of choice for insurance solutions in Kenya. With 18 years under its belt, Ngari notes that “to date, Resolution Insurance – based on turnover – ranks seventh among the 37 general insurance companies in Kenya’s insurance landscape, sitting proudly among the top 15 that have more than 25 years additional experience.”

Over the years, Ngari has seen Resolution Insurance evolve from an independent medical insurance provider, operating under Resolution Health, into a registered insurance company operating under Resolution Insurance Limited. “We FEBRUARY 2020

91

2002

Year founded

5.2bn

Revenue in Kenyan Shilling

200

Number of employees a f r ic a . b u s in e s s c hie f. c o m

RESOLUTION INSURANCE

“ Over the last two, there are certain words that never fail to get mentioned when it comes to industry trends – AI, business intelligence and machine learning” 92

— Francis Ngari, Head of Digital, Resolution Insurance

have become a one-stop shop for all our customers’ general insurance needs, covering personal accident, group life, group personal accident, work insurance benefits, motor insurance, home insurance and engineering insurance,” he says.

CURRENT TRENDS WITHIN THE INDUSTRY “Over the last two, there are certain words that never fail to get mentioned when it comes to industry trends – artificial intelligence (AI), business intelligence and machine learning,” comments Ngari. Within the insurance industry, Ngari sees multiple trends being driven by technology. These include business intelligence to harness the power of data to make predictions; integrated systems to drive efficiency when it comes to data entry and information gathering, organisation partnerships; and robotic process automation (RPA) to reduce the need for people to conduct mundane tasks as well as driving towards paperless operations.

In addition to these trends, Ngari has also seen the growth of self-service via portals and chatbots, especially among millennials.

FEBRUARY 2020

CLICK TO WATCH : ‘RESOLUTION INSURANCE’S BRAND EXPERIENCE #CSWEEK2019’ 93

DIGITAL TRANSFORMATION

Ngari sees Resolution Insurance

Ngari takes pride in the company’s

reaping multiple benefits from its six

push to be a technologically aware

year strategy: “as a company we are

brand. “My first role as Head of Digital

looking to benefit from increased

was to draft the digital strategy, in

efficiency, a low error rate, increased

addition to forming a digital imple-

innovation and talent, attracting new

mentation roadmap that spans from

markets and becoming an employer

2018 to 2023,” he explains. Resolution

and insurance provider of choice.”

Insurance’s strategy is comprised

To achieve its strategy, Resolution

of four key objectives: leverage

Insurance is harnessing innovative

business intelligence to drive product

technology in a number of ways.

development and innovation; simplify

“We are big on RPA and Big Data at

and automate manual processes; run

Resolution Insurance, we have already

a paperless digital organisation; and

completed proof of concepts to verify

ensure self-service for stakeholders.

our hypotheses in these areas,” says a f r ic a . b u s in e s s c hie f. c o m

RESOLUTION INSURANCE

94

Ngari. Currently, Resolution Insurance

Insurance is currently utilising Big Data

is in the process of developing its use

for RPA and self-service solutions, by

of chatbots. “With this implementation

the first quarter of 2020 the company

our customers can receive quotes

aims to provide the ability to load claims

and pay, as well as check their due

and purchase a policy online through its

premiums,� comments Ngari. Within its

self-service platform and chatbots.

chatbot strategy, Ngari highlights the

Other implementations Resolution

importance of implementing solutions

Insurance has made over the years

that comply with Insurance Financial

include its Enterprise Architecture,

Reporting Standards (IFRS) 17. These

aligning its business requirements

solutions will ensure that its chatbots

and IT requirements to accelerate and

are collecting premiums in full within a

grow the business. “Our architecture

30-day period, in addition to implement-

consists of four layers: stakehold-

ing cash and carry. While Resolution

ers, engagement channels (including

FEBRUARY 2020

chatbots, SMS and emails), CRMs for

within its architecture are seamless,

external stakeholders as well as our

KPMG has also helped to develop an

financial ERP for business systems,

implementation roadmap that is a

and the cross platform layer consisting

fundamental feature of our company.”

of our data warehouse and business oping its architecture, Ngari highlights

THE IMPACT OF DIGITAL TRANSFORMATION ON THE COMPANY’S WORKFORCE

how KPMG has been instrumental

When it comes to the impact digital

in conducting quality analysis for its

transformation has on its workforce,

core insurance systems. “In 2010 and

Ngari highlights areas of the company

2016 KPMG consulted for Resolution

currently seeing benefits, including

Insurance to define our Enterprise

its business development team and

Architecture,” he says. “To ensure

customers services team. “Once

its implementations and integrations

we started using Salesforce’s CRM

intelligence,” notes Ngari. When devel-

E XE CU T I VE PRO FI LE

Francis Ngari Ngari is married and has four children aged between one and eight years old. He has more than 13 years’ experience in ICT, beginning his career in customer care, before deep diving into programming, business analysis, business applications management, ICT management and now digital and innovation manager. Ngari is certified in yellow belt lean six sigma, has a Higher Diploma in IMIS, and is a business information technology graduate and MBA – Strategic management candidate at USIU. He is looking to be certified by the data management association in CDMP during 2020. a f r ic a . b u s in e s s c hie f. c o m

95

Hi, we’re Salesforce. We help companies unify marketing, sales, service, commerce, and IT on the #1 CRM platform, so you can give every customer the personal experiences they love. Visit salesforce.com/learnmore.

To learn more about how Salesforce can help you connect with your customers in a whole new way, click here

“ We are big on RPA and Big Data at Resolution Insurance, we have already completed proof of concepts to verify our hypotheses in these areas” — Francis Ngari, Head of Digital, Resolution Insurance

KEEPING AHEAD OF DATA SECURITY DURING ITS DIGITAL TRANSFORMATION “When it comes to our digital transformation journey, one of the biggest threats is data security. In order to protect ourselves against this threat, we have started conducting vulnerability assessments, penetration testing and audits prior to, as well as after, a project is live,” says Ngari, adding that the company has also implemented common technologies that most companies will have for data security.

system as a single source of informa-

“We’ve got top-notch firewalls, double-

tion for analysis, the business team can

factor authentication, we are getting

now provide better service advice to

customers to also give us their

our customers, as well as being able to

consent, even before logging into our

better manage their leads and quantify

platform as well as getting customers

their results,” he says.

to agree to our terms and conditions,

With Resolution Insurance’s increase

which are compliant with the data

in self-service solutions, the customer

protection law that was passed in

service team are also seeing benefits,

October 2019 in Kenya.”

particularly “a reduction in call volume, with more people only calling when

THE FUTURE OF RESOLUTION INSURANCE

their query can not be resolved by a

Looking to the future, the company

chatbot,” enthuses Ngari. “In addition,

is constantly surveying the market to

the team is becoming more efficient

gain insights from its customers to

when it comes to finding information

ensure it remains ahead in a fast-

about a customer via one platform as

paced environment.

opposed to two or three.”

In addition, it is utilising data and social a f r ic a . b u s in e s s c hie f. c o m

97

RESOLUTION INSURANCE

B L U E C O N S U LT I N G

Blue Consulting is a silver Salesforce partner. They implemented Salesforce’s CRM sales module in 2015 in a record 2 months.

Blue Consulting have walked with us in our digital transformation journey since 2015 meeting our expectations every time.

98

Since then, Blue consulting have implemented quote automation for our sales agents, integrated salesforce. com to our core insurance systems, and are currently implementing online insurance services to our clients and intermediaries, to achieve a self-service option, i.e. claims online, buy online, renew online and download policy documents.

Top three reasons Resolution Insurance chose Blue Consulting: • It is a local technology company that is able to send skilled resources to work on site without planning too much logistics. AS a result implementations are more affordable and have no time zone challenges • They have a young, vibrant, skilled and dedicated workforce • They are good business partners, we both make compromises towards success of the project

FEBRUARY 2020

media analytics to provide further insight into customer preferences, customer behaviours and new product innovations.

Beyond 2020, the company is looking to harness Big Data and venture further into machine learning and AI for predictive analytics, “we are currently using elements of machine learning and AI for our robotics proof of concepts, which we will be implementing in house in 2020,� comments Ngari. Other innovations Resolution Insurance is currently working on to implement in the future include becoming available 24/7 to its customers through omnichannel capabilities, providing end-to-end customer fulfilment and delivery, improving its self service platforms, automating underwriting setups and developing a digital laboratory for research and development.

a f r ic a . b u s in e s s c hie f. c o m

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100

FEBRUARY 2020

101

A UNIQUE DIGITAL TRANSFORMATION WRITTEN BY

HARRY MENEAR PRODUCED BY

RICHARD DEANE

a f r ic a . b u s in e s s c hie f. c o m

ERAMET GROUP

Ludovic Donati, CDO at Eramet, discusses the French mining giant’s use of drones, AI, ML and other cutting-edge technologies in order to overcome unique challenges and thrive in a new digital age

A

global digital transformation is underway.

New digital solutions, powered by artificial intelligence (AI), machine learning (ML),

the Internet of Things (IoT), Big Data analytics and augmented reality (AR) are driving a digital revolu102

tion. Across every industry, companies are facing new challenges and exploring new opportunities.

But digital transformation is more than the simple adoption of cutting-edge technology; those companies that wish to reap the largest rewards are the ones that look to transform more than their software solutions. “We’re not guided by new technology, but by the new applications of that technology and the new ways of thinking and operating that it enables,” says Ludovic Donati, Chief Digital Officer at French mining and metals giant Eramet Group.

Operating since 1880, Eramet is a leading global player in the extraction of metals like nickel and manganese, as well as the processing and manufacture of high-value alloys such as high-speed steels, high-performance steels, superalloys, and FEBRUARY 2020

103

a f r ic a . b u s in e s s c hie f. c o m

ERAMET GROUP

“ We’re not guided by new technology, but by the new applications of that technology and the new ways of thinking and operating that it enables” — Ludovic Donati, CDO, Eramet

US$4bn in 2018. The company’s main operations include mines and process-

aluminum and titanium alloys. “We

ing plants in Europe, Africa, Oceania,

also produce special alloys for differ-

Asia and North and South America.

ent sectors like aerospace, nuclear,

104

After obtaining a PhD in chemistry,

defense, and so on. For instance, when

Donati joined Eramet in 2011 and spent

you travel in a plane made by Boeing or

three years in the company’s R&D

Airbus, you are traveling with Eramet,

department as a research engineer.

because we produce a lot of very

In 2014, he moved over to the corpo-

important parts for those companies,”

rate strategy department and, in 2017,

Donati explains. “Eramet is an interest-

was asked by senior leadership to

ing organisation because it’s both a

conduct a study of what exactly the

metallurgical and mining company;

digital transformation of a mining and

we are present all the way up the

metallurgical company like Eramet

value chain.” Eramet employs around

would look like.

13,000 people across 20 countries and reported revenues of more than

FEBRUARY 2020

As the global business landscape is reshaped by the digital revolution,

CLICK TO WATCH : ‘ERAMET, EXPLORING OUR WORLD’ 105 a shifting political zeitgeist and a

demand for lithium in things like elec-

worsening climate crisis, Eramet is

tric vehicle batteries, smartphones,

undergoing a unique digital trans-

etc. and, to produce it in quantities

formation in order to employ new

that meet our customers’ needs, we’re

mindsets and technologies to over-

going to use digital to drive efficiency

come new and evolving challenges.

wherever we can.”

“We started by making some proof of

In order to effectively transform

concepts that showed good results.

Eramet’s operations using technology

Then, we decided it was necessary

ranging from IoT and drones to digital

to create a new digital transformation

twins and advanced data analytics,

department,” recalls Donati. “Today,

Donati and his team need to overcome

the crux of Eramet’s strategy is to use

several challenges that are unique to

digital to support being a leading pro-

a company like Eramet. “So the first

ducer of nickel, manganese and also

problem is: how do you digitalise a

of lithium. We’re predicting exponential

mine when it’s in the middle of a f r ic a . b u s in e s s c hie f. c o m

ERAMET GROUP

“ It’s very important for our operations to be connected, in real time, to our experts” — Ludovic Donati, CDO, Eramet

106

FEBRUARY 2020

a rainforest? Or the middle of the pacific ocean? That’s a challenge,” he reflects.

The second challenge is that mining is a relatively old industry, and the skills required by Eramet are set to shift dramatically. “If you’re a miner or a geologist today, tomorrow you’re also going to need to be a data scientist and a drone pilot,” Donati says. “In order to align ourselves, we held a workshop with people from our operations in New-Calédonia, Gabon, Senegal, Norway, Paris — you name it. We sat down with everyone and worked together to define our vision for Eramet 4.0 using three axes.”

SAFETY In locations with environmental threats, Eramet is using IoT and drones to check equipment and monitor operations with a f r ic a . b u s in e s s c hie f. c o m

107

ERAMET GROUP

108

1880

Year founded

more accuracy and speed. “In New Caledonia, cyclones are quite common, and you need to run regular checks to make sure equipment hasn’t been

€3.825mn

damaged,” says Donati. “Previously, we’d send a car with two people in it to

Revenue in euros

check and hear back in three to four

12,705

to three hours.” The company has also

Number of employees

FEBRUARY 2020

days if everything was ok. Now, with a drone, we can reduce that down to two begun implementing AI-powered collision avoidance technology in its truck fleet, as well as overseer software to prevent fatigue-based accidents.

OPTIMISATION

says Donati. “With all this data, we’re

In addition to reducing fuel consump-

actually building a digital twin of the mine

tion across its entire operation, Eramet

in New Caledonia, so we will soon have

is using AI-powered data analytics to

the possibility to run different scenarios

manage its fleet and process topo-

based on, for example, fluctuations

graphical modeling data gathered by

in the price of nickel.”

drone surveyors. “We’re using drones to do these topographical measure-

REMOTE EXPERTISE

ments and, in 2019, we mapped more

As a way of solving the problem

than 300,000 acres, which is about 100

of changing skill needs, Eramet is

times more than the previous year,”

investing heavily in an operational

E XE CU T I VE PRO FI LE

109

Ludovic Donati Ludovic Donati has been the Chief Digital Officer of the Eramet Group since its beginning in 2017. Eramet is a global mining and metallurgical group employing about 13,000 collaborators with a presence in 20 countries. Since 2018, Ludovic has been the Digital Correspondent of the French Mining and Mellurgy Sector and a board member of the Afnet association. A normalien with a PhD in chemistry, Ludovic joined the Eramet group in 2011, where he held various positions in R&D, investor relations and strategy (CEO’s office).

Ludovic was appointed Group Chief Digital Officer at Eramet in 2017 in order to provide the company with a strong, coherent and sustainable vision for digital transformation and to launch concrete achievements from proof of concept to industrialisation in the fields of Mine 4.0 and Plant 4.0. He was nominated for the Next Leader Awards of Les Echos French newspaper in 2018 and won the “Grand Prix de l’Acélération Digitale BFM Business” for Eramet in 2019.

a f r ic a . b u s in e s s c hie f. c o m

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“ If you’re a miner or a geologist today, tomorrow you’re also going to need to be data scientist and drone pilot” — Ludovic Donati, CDO, Eramet

70 people, 50 of whom are focused on data science and engineering and now we’re working on AI, data sci-

transformation of the way it delivers

ence and ML projects. Our algorithms

expertise to remote locations. “We’re

implemented in our ferronickel or sili-

using remote expertise powered

comanganese furnaces are learning

by AR,” explains Donati. “It’s very

and, every day, they’re becoming more

important for our operations to be

and more accurate.” At the end of a

connected, in real time, to our experts.

successful year of small-scale imple-

We’re collecting all the data from our

mentations and proof of concept tests,

mines and plants and in 2020 we will

Eramet is at a tipping point. Looking

implement remote operations centres

to the future, Donati acknowledges

across our operations.” This, Donati

that the coming year will be one of

explains, allows the company powerful

monumental change for Eramet. “We

insight into the processes of its facili-

did a great job in 2018, running proof

ties, helping to drive efficiency on

of concepts and tests. This year, we

a global scale and enabling Eramet to be

industrialised and deployed a lot of pro-

more reactive to changes in the market.

prietary solutions,” he says. “Next year, in 2020, we will be aiming for full scale

THE FUTURE

deployment.”

This transformation has been defined by its speed and scale. “A year and a half ago, we had no competencies in data science, cloud, analytics etc.,” recalls Donati. “Since then, we’ve built a digital transformation team of about a f r ic a . b u s in e s s c hie f. c o m

111

112

Nigerian Bottling Company Driving sustainability with an increasingly digitalised supply chain WRITTEN BY

HARRY MENEAR PRODUCED BY

MANUEL NAVARRO

FEBRUARY 2020

113

a f r ic a . b u s in e s s c hie f. c o m

N I G E R I A N B O T T L I N G C O M PA N Y

George Chantoumakos, Supply Chain Director at the Nigerian Bottling Company, discusses the Coca-Cola Hellenic Bottling Company subsidiary’s increasingly sustainable and digitally interconnected supply chain

A

s the world’s population continues to grow and the looming climate crisis becomes a fact of daily life, the need for

sustainable practices in global supply chains is being thrown into increasingly sharp relief. In few places is the truth of this clearer than in the food 114

and beverage market. Waste reduction, recycling and sustainable packaging alternatives are the name of the game.

“I see sustainable packaging becoming the key industry goal in coming years,” says George Chantoumakos, Supply Chain Director at the Nigerian Bottling Company. Alongside increasing the sustainability of its supply chain, the Nigerian Bottling Company, is harnessing the power of digital transformation to shape its Nigerian supply chain into an efficient, interconnected operation. “Any industrial player that wants to remain relevant to the consumer needs to fully embrace a digital, interactive supply chain,” Chantoumakos explains. We sat down with him to discuss his continuing role in developing the Nigerian

FEBRUARY 2020

115

a f r ic a . b u s in e s s c hie f. c o m

CLICK TO WATCH : ‘NBC YOUTH EMPOWERED 2017’ 117 Bottling Company’s interconnected,

the feeling of ownership of a family

digital and increasingly sustainable

company with the breadth, depth and

supply chain.

international scope associated with

Chantoumakos arrived in Nigeria

working for a blue chip company,”

in 2017, quickly coming to relish the

he enthuses. “The Nigerian Bottling

central role that the Nigerian Bottling

Company is the heart of Coca-Cola

Company plays in Coca-Cola Hel-

Hellenic – it’s where it all started

lenic’s global strategy. “Coca-Cola

back in 1951. It’s the group’s only

Hellenic operates in 28 countries,

African operation, which gives us a

offering opportunities to live and

unique position in the company port-

work in very different markets and

folio. Special market conditions and

societies. The company is built on

a tough operating environment are

strong values which remain the foun-

coupled with huge growth opportu-

dations of the group today. Working

nities.” The company operates eight

for Coca-Cola Hellenic combines

plants across the country, in locaa f r ic a . b u s in e s s c hie f. c o m

N I G E R I A N B O T T L I N G C O M PA N Y

Our Energy Working for You Nigeria´s Leading Independent Power Producer (IPP) Solar-Gas Hybrid Plant Combined Heat & Power Our Strategy is To Provide Power & Energy Solutions In A Challenging Fast Changing Environment

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CONTACT US

tions such as Lagos, Maiduguri and

growing country, India, grew by 36%.

Port Harcourt. Nigeria is a rising star

This population growth is, accord-

in Sub-Saharan Africa’s economies,

ing to Chantoumakos, a key driver of

and Chantoumakos is excited by the

the need for increasingly sustainable

role that Coca-Cola Hellenic will play

consumer goods packaging. “The

in meeting the challenges and oppor-

Polyethylene terephthalate (PET –

tunities of rapid growth.

the most common thermoplastic

From around 122.4 million at the

polymer resin of the polyester fam-

turn of the millennium, Nigeria’s popu-

ily) market has exploded, and the

lation has exploded, exceeding 202

country’s recycling infrastructure

million in 2019. It is now the seventh

and regulatory framework are still

most–populous country on the planet,

some steps behind,” Chantoumakos

growing by 62.1% in the past 20

explains. “Plastic pollution is a high

years. For context, the next–fastest

priority problem for regulatory bodies

E XE CU T I VE PRO FI LE

George Chantoumakos George obtained his MSc in Mechanical Engineering in Greece and then proceeded to the United Kingdom, Warwick University, to obtain an MSc in Business Management. He started his career in the Advisory departments of PwC and Deloitte in London, where he also obtained a Chartered Management Accounting certification. He then moved to ContourGlobal as Project Manager before joining Coca-Cola Hellenic Bottling Company in 2011, and eventually taking up a Regional Engineering role. George moved to Nigeria and NBC in 2017 as Manufacturing Director of NBC, and earlier in 2019, was appointed as Supply Chain Director. He is happily married and the proud father of two.

a f r ic a . b u s in e s s c hie f. c o m

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N I G E R I A N B O T T L I N G C O M PA N Y

136

Brands in our diverse portfolio

1951

Year founded

3,000

Approximate number of employees 120

FEBRUARY 2020

121

a f r ic a . b u s in e s s c hie f. c o m

PERFECT SOLUTIONS

N I G E R I A N B O T T L I N G C O M PA N Y

DO NOT STOP US FROM CONTINUING TO WORK ON OUR IDEAS.

As a leading innovator, we have one prime characteristic: We are never satisfied.

At KHS, we are thus always proud of what we have achieved – but we also immediately start to question it and think ahead.

With the aim of constantly advancing and always improving – and of providing our customers with new, intelligent systems time and again. Which we then, of course, develop further. khs.com/products

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EXPERT SOLUTIONS FOR DEMANDING PROJECTS

“I see sustainable packaging becoming the key industry goal in coming years”

— George Chantoumakos, Supply Chain Director, Nigerian Bottling Company

for plastic production, Chantoumakos explains that the Nigerian Bottling Company is also expanding its use of more sustainable options in the form of glass and aluminium cans. “Glass, being a fully recyclable and environmentally friendly packaging material, should be the thing that protects the Nigerian population from overwhelming plastic pollution. Glass bottles also address the market’s need for affordability,” he says. “This year, the Nigerian Bottling Company is also investing in a new, state-of-the-art canning line, and we will continue with our returnable glass bottle business.”

In addition to being a driving force behind Nigeria’s food and beverage industry and embracing more sustainable packaging strategies, the Nigerian Bottling Company is

to solve. The food and beverage in-

also dedicated to contributing to the

dustry – especially multinationals that

development of quality of life in the

operate in territories where recycling

region. “Considering the fact that Ni-

is already working well – will be driv-

geria is experiencing infrastructural

ing the action plans leading to zero

challenges impacting both electric-

plastic waste.”

ity and water supply, my role comes

In addition to working towards a ze-

with a great deal of responsibility to

ro-waste plastic packaging solution

the Nigerian consumer,” Chantouma-

and creating a cyclical supply chain

kos explains. “If I had to highlight one a f r ic a . b u s in e s s c hie f. c o m

123

N I G E R I A N B O T T L I N G C O M PA N Y

124

“Plastic pollution is a high priority problem for regulatory bodies to solve” — George Chantoumakos, Supply Chain Director, Nigerian Bottling Company

accomplishment since arriving at the Nigerian Bottling Company, I would emphasise the construction projects we did in Kano State, Nigeria, providing fresh water via two new tube wells to the Kano State Water Board, and from there providing potable water for up to one million inhabitants of the state. We also established a free FEBRUARY 2020

125

a f r ic a . b u s in e s s c hie f. c o m

LEVENTIS MOTORS FLEET SOLUTIONS SERVICES We provide haulage and transportation services worldwide

www.leventismotors.com.ng

2 Wharf Road,Apapa, Lagos, Nigeria

+234 (1) 440134

treated water supply point outside our

order to incorporate new technolo-

plant and refurbished a local school

gies that increase efficiency, speed

in the vicinity of our plant. These

and connectivity, and allow the com-

sustainability projects, especially the

pany to more fully utilise its talented

water supply, have dramatically im-

workforce to drive greater supply

proved the day to day lives of millions

chain success. “Connectivity remains

of people. Making a difference in a

the key challenge to fully deploying

country where basic infrastructure

digital transformation across our op-

is not a given is something I hadn’t

erations. We’re working with our main

experienced before in my career and

suppliers to increase connectivity be-

something I will surely take with me

tween our equipment and to elevate

when leaving the country.”

our predictive maintenance capabili-

Within the Nigerian Bottling Com-

ties. Similarly, for our fleet manage-

pany’s own operations, Chantouma-

ment division, we are investing in full

kos has been working constantly in

digitalisation with interactive, real-

FEBRUARY 2020

time report systems for optimising our fleet’s efficiency,” says Chantoumakos. He adds: “Industry 4.0 is expected to provide a direct connection between the consumer and manufacturers, making the industry almost immediately responsive to consumer feedback and developing needs.” In Nigeria, this is perhaps truer than anywhere else in the world.

“In this market there is a paradox: while the basic infrastructure remains a challenge in several areas across the country, internet use is extremely

127

high, especially amongst younger people,” Chantoumakos elaborates.

“I recently read that Nigeria is second worldwide, behind the Philippines, in time spent per capita on social media.

This indicates the huge opportunities we have to pull feedback from consumers almost instantly and adjust our plans accordingly.”

Looking to the future, Chantoumakos is confident that the Nigerian Bottling Company will continue to live up to its tradition of excellence within the market by incorporating digital technologies that allow it to meet demand in a sustainable way. “We’ve a f r ic a . b u s in e s s c hie f. c o m

N I G E R I A N B O T T L I N G C O M PA N Y

128

“Nigeria is second worldwide in time spent per capita on social media.

This indicates the huge opportunities we have to pull feedback from consumers almost instantly and adjust our plans accordingly” — George Chantoumakos, Supply Chain Director, Nigerian Bottling Company

FEBRUARY 2020

129

been operating in Nigeria for 68 years, and we are very proud of the fact that the entire Coca-Cola Hellenic Group originated here. We have been sustaining market leadership in times of great hardship in the country, so we can only plan to continue being market leaders in every sector in which we operate.�

a f r ic a . b u s in e s s c hie f. c o m

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American Tower: transforming supply chain into the digital era WRITTEN BY

GEORGIA WILSON PRODUCED BY

K ANE WELLER

FEBRUARY 2020

131

a f r ic a . b u s in e s s c hie f. c o m

AMERICAN TOWER

Business Chief speaks to Collin Mugisha, Head of Supply Chain, American Tower, to discover how the business is digitally transforming its supply chain

A 132

merican Tower’s global portfolio of approximately 171,000 sites is composed of towers in advanced, evolving and

developing wireless markets, in various stages of wireless network deployment. It has selectively expanded internationally to complement its core US operations, as it believes that the network development trajectory seen in the US will ultimately be replicated overseas.

Established in 1995, American Tower is one of the largest global Real Estate Investment Trusts (REITs) that operates and develops wireless and broadcast communications. Its portfolio includes: 171,000 communications sites with 41,000 properties in the US and 130,000 properties internationally. American Tower does not think in the short-term, it is here for the long haul, with ambitions to make wireless communication possible everywhere through its innovation, efficiency, growth and leadership.

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AMERICAN TOWER

“We’re still way behind to digitalise the systems and this isn’t good because lack of digitalisation causes a lot of inefficacy and increases cost” — Collin Mugisha, Head of Supply Chain EMEA, American Tower

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Collin Mugisha, Head of Supply Chain (EMEA), American Tower, has worked in the Supply Chain industry for almost 20 years. In that time, he has had a broad scope of experience across procurement, logistics, warehousing, P2P processes, management of contractors, contracts, relationships, partnership building and use of technology in supply chains. After seven years of working at American Tower, Mugisha still loves his work with the company. He believes that American Tower’s “unique processes and systems” are key to its comFEBRUARY 2020

E XE CU T I VE PRO FI LE

Collin Mugisha Mugisha is a self-motivated individual currently working with American Tower Cooperation as Head of Supply Chain (EMEA) in charge of procurement, logistics and warehousing and facilities. By the time of this appointment, Mugisha worked with ATC Uganda as the Head of Supply Chain Manager, Airtel Uganda Limited (Bharti Group) as the Head of Procurement, Hima Cement limited (Lafarge group) as Procurement Manager, Shell Uganda Limited, now VIVO Energy (Royal Dutch Shell group), in the roles of Logistics Coordinator, Secondary distribution manager and Project Team Head, VMI (Vendor Management Inventory) responsible for country distribution, planning, forecasting, reporting and performance management and monitoring, with a special focus in Strategic Planning and distribution. Previously, Mugisha had worked with British American Tobacco (BAT) as a Management Trainee, Procurement Officer and Leaf Export Supplier Account Manager in charge of all leaf planning, sales, outbound logistics and exports to various BAT sister companies and other clients in the international tobacco industry. Mugisha has 19 years’ experience in supply chain. He has a master’s degree in supply chain management, is a member of the Chartered Institute of Supplies and Procurement and a Certified International Procurement Professional CIPP.

a f r ic a . b u s in e s s c hie f. c o m

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CLICK TO WATCH : ‘AMERICAN TOWER - 24/7 COMMUNICATIONS INFRASTRUCTURE’ 137

petitive edge, along with its process

break into new markets to “double its

across multiple cultures, its ambition

portfolio and double its possibility,” he

to expand into new markets and its

continues. “With this expansion,

long-term vision.

American Tower aims to give back to the African community by developing

VISION FOR AFRICA

community initiatives.” Nigeria is

American Tower – headquartered in

American Tower’s largest market in

Boston, Massachusetts – “has always

Africa and although there is significant

had the strategy to grow over a period

potential within the African market, it

of time,” says Mugisha. The company

is a sector that is not without its

now operates in countries such as

challenges. For example, current

India, Mexico, France, Germany and

power availability in Africa remains a

Brazil. In 2015, it opened its office in

limiting factor, due to technical sites

Nigeria, Africa, with the ambition to

needing 24/7 power. As a result, says a f r ic a . b u s in e s s c hie f. c o m

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“ I would like to have a scenario where we don’t even have to come into the office and are able to do all tasks from wherever” — Collin Mugisha, Head of Supply Chain EMEA, American Tower

form in order to integrate its targets into one platform for performance management, and has since been modifying its capabilities to best suit the company. “Performance management helps you identify goals, attributes and characters that you need to improve on. This is an incredibly important process,” explains Mugisha.

“Whether its digitally or manually, performance management helps you become better at what you do, so if you do not evaluate your performance against what you are doing it becomes difficult to improve.”

Mugisha asserts that the business continuously looks to digitise any inefficient processes: “The manual

Mugisha, “management of this side of

process of who does what, when they

the business is required at all times to

did it and why they did it is inefficient,”

ensure the company is in line with its

he explains. “Digitalisation of this

service level agreements.”

process will streamline operations in Africa and leave a trail to track for

DIGITALLY TRANSFORMING AMERICAN TOWER’S SUPPLY CHAIN

analysis of outcomes to help further

At American Tower, analysis and

far, Mugisha has implemented the

performance management is an

supply chain functions of the ERP

integral part of the supply chain

system to help with this process, with

process. From inception, the company

further changes being implemented

has rolled out the Oracle ERP plat-

when required to help foster improve-

develop and grow the business.” So

a f r ic a . b u s in e s s c hie f. c o m

139

$1,813mn+ Approximate revenue

ficient for cost management.

To further digitalise supply chain, Mugisha wants to eliminate office space entirely for tasks that can be done from any location, such as mak-

1995

Year founded

5,200

Approximate number of employees

ing approvals for orders. “I would like to have a scenario where we don’t even have to come into the office and are able to do all these tasks from anywhere. I don’t have to be in the office to make approvals about an order or a purchasing position for example,” says Mugisha. Additionally, he wants to “be able to automate each and every process” that is in supply chain, not only just in performance evalua-

ment, development and growth. With

tion. Over the years, American Tower

the help of technology such as Oracle,

has worked with a number of valuable

American Tower has standardised its

partners such as Galooli POWER,

processes across the world, imple-

which has assisted American Tower to

menting guidelines and policies that

develop software for site monitoring:

are cost-effective and efficient. “If you

“Working together in the last seven

go to Nigeria, you’ll find that it is the

years, Galooli brings a true value and a

same process as in Uganda as op-

strong relationship to American Tower

posed to making it different for every

and emphasises the importance of

supplier everywhere.” Without a doubt,

us as a real partner,” Says Leehu

Mugisha believes American Tower

Hacohen. Other companies American

will 100% benefit from the company’s

Tower has worked with include Incell

efforts towards digitalisation, but only

Engineering, which provides American

if all processes and systems are ef-

Tower with batteries, and iEngineering a f r ic a . b u s in e s s c hie f. c o m

141

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“Comprehensive procurement process plus improved technology and innovation will give you enhanced value and potential savings” — Collin Mugisha, Head of Supply Chain EMEA, American Tower

143

Group, which assists with developing

to implement the best security and

prototypes and upgrading commu-

productivity practices towards both

nication towers. These partnerships

remote assets and workforce man-

are mutually beneficial for American

agement.

Tower and its partners as they work

Acsys hardware along with its web-

to grow with each other, and evolve

based software, gives us a holistic

solutions to help other businesses in

view of the entire remote infrastruc-

Africa in the future.

ture’s security status, both during

A sturdy locking solution and a

planned servicing and idle hours. This

smart autonomous access control is

has enabled us to reduce the theft of

the first line of defence to protect cell

sought-after commodities like bat-

towers critical infrastructure. ATC, has

teries, fuel, starters and other critical

strategically partnered with Acsys

telecom installations. Its OTP-enabled a f r ic a . b u s in e s s c hie f. c o m

“ If you go to Nigeria, you’ll find that it is the same process as in Uganda as opposed to making it different for every supplier everywhere” — Collin Mugisha, Head of Supply Chain EMEA, American Tower

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145 smart keys & mobile apps allow ATC

currently in the process of acquiring

to assign access privileges in real-

Eaton Towers in an approximately

time, thereby reducing the number

US$1.85bn deal. The signing is yet to

of round trips in field necessary to

take place, however, due diligence is

retrieve and return access keys result-

being carried out to assess Eaton

ing in substantial OPEX reductions‘’.

Tower’s portfolio prior to the takeover, focused on five key areas: Uganda,

THE FUTURE OF AMERICAN TOWER

Kenya, Ghana, Burkina Faso and

Looking to the future, Mugisha sees

Niger. The merging of American Tower

digitalisation and standardisation as

and Eaton Towers is a response to

being a key trend in the African

American Tower’s mission to “get into

market, “we’re still way behind to

new markets and new operations.”

digitalise operational systems and this

Merging with Eaton Towers will help

isn’t good because it creates a lot of

expand its site portfolio in Africa, grow

inefficiency and increase cost.” In

its experience of different markets,

addition to this, American Tower is

and offer new technologies. As a a f r ic a . b u s in e s s c hie f. c o m

AMERICAN TOWER

“ Innovation will continue to be a very important aspect for our business moving forwards” — Collin Mugisha, Head of Supply Chain EMEA, American Tower 146 PA R T N E R S

EnerSys, the global leader in stored energy solutions for industrial applications, is a key supplier to American Towers.

EnerSys supplies American Towers with state-of-the-art energy systems (batteries, enclosures and rectifiers) that provide a secure thermally managed environment for its backup battery systems. They ensure very low energy consumption, providing for

FEBRUARY 2020

OPEX savings. The enclosures are custom-designed for use in rugged and harsh environments and fully integrate with the solar panels on its towers. In addition to enclosures, EnerSys offers an extensive portfolio of premium f looded and sealed batteries for the telecommunications market.

They offer exceptional performance, long life, compact footprint, high energy density and ease of installation.

result, these benefits will help with American Tower’s goal to be even more cost effective and efficient.

Alongside the benefits of the company’s merger with Eaton Towers, Mugisha does foresee that there will be challenges such as software integration of the two companies, receptive customers to each other’s products, standardising company processes and training employees on new system changes.

For Mugisha, American Tower’s capacity to maintain relationships with network operators, ability to provide high quality products and its focus on providing real estate wireless and broadband solutions is paramount.

“Innovation will continue to be a very important aspect for our business moving forwards,” he says. As American Tower aims to continuously evaluate its processes and develop innovative solutions for its customers, it seems certain that these goals will be achieved.

a f r ic a . b u s in e s s c hie f. c o m

147

148

Technological empowerment for businesses and leaders WRITTEN BY

OLLIE MULKERRINS PRODUCED BY

JORDAN HUBBARD

FEBRUARY 2020

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a f r ic a . b u s in e s s c hie f. c o m

IBL TOGETHER

IBL Together recently formed from GML and Ireland Blyth, two major conglomerates, as Group Information and Technology Executive Laurent Fayolle explains

G 150

ML and Ireland Blyth merged to form IBL Together in July 2016, retaining the name of the latter to maintain brand familiar-

ity. Today, IBL Together has grown to encompass an incredibly diverse portfolio across a number of industries, from manufacturing to banking and beyond, with over 280 companies and more than 26,000 team members. In 2016, Laurent Fayolle, formerly GML’s Business Technology Manager, took on the role of Group Information Technology Executive at IBL Together. In this role, Fayolle is tasked with heading and restructuring the Group IT department.

After the merger, a complete revamp of the governance model was started and the team had to be restructured to cater for this new governance to be rolled out across the various companies. As Ireland Blyth and GML both had completely different IT governance models, Fayolle explains, “on one side

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IBL TOGETHER

“ A person should be more empowered to tackle their problems inside a clear and defined framework” — Laurent Fayolle, Group Information & Technology Executive, IBL Together, Mauritius

we had a completely decentralised model, and on the other we had a much more centralised model, as well as a consequent team to manage and operate the IT activities. A new mandate had to be defined towards a ‘First-time right’ approach.” This, he says, meant that each step had to be carefully considered in order to minimise disturbance to the business and its teams.

Solutions had to be tailor-made for each challenge, to allow for the diversity of IBL’s various operations, while maintaining a stable work process.

152

Each operation, Fayolle notes, had to be granted more autonomy, or “empowerment” to heighten focus on the core business. “Our model had to become more decentralised.

It became more about empowering IT managers to make these decisions for themselves. As a group, we can’t decide what’s best for business better than those that are directly involved on a daily basis. As IT strategies should always be aligned with business strategies, it doesn’t make sense for the Group IT department to make business decisions when, instead, a team can be more empowered to tackle its FEBRUARY 2020

CLICK TO WATCH : ‘IBL ANALYST MEETING PRESENTATION OCTOBER 2019’ 153 business challenges inside a clear

don’t think there is any one-size-fits-all

and defined framework.”

solution and I don’t think there ever will

IBL has a diverse portfolio which has

be. We have to fine-tune our approach

allowed Fayolle to assess each aspect

to accommodate each company’s

of the business on its own merits, meas-

subtleties.”

ure each problem individually and then

The transformation has not been

target necessary solutions. He explains:

carried out solely by IBL Together,

“We are so diverse that it doesn’t make

with expert partners being brought

sense to have a single set of tools. Do

in to tackle specialised areas of change.

we really need a single governance for

This is particularly the case for cyber-

all the entities in the group? Some need

security, which has been a key focus

a higher level of autonomy than others

of IBL’s efforts in recent times, and

because they are much more mature

Fayolle has worked to find the right

and have been doing great on their

partners to provide the necessary

own for years. Some need more help. I

solutions. “I approach it from the a f r ic a . b u s in e s s c hie f. c o m

ARE YOU IN THE

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Loss

Profit

Market Share

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“ Data is the new oil, but I think that is only true if you can get useful information from the data you own” — Laurent Fayolle, Group Information & Technology Executive, IBL Together, Mauritius

mindset of ‘I don’t want to talk about possible solutions, I want to talk about the best partners bringing solutions that will help us create value’. It always comes down to asking who our partners are and what needs we have. We want partners with a high level of ethics, competence and willingness to create value by partnering with IBL. You know it’s a ‘win-win’ when you can challenge a partner and they can use their skills to match your expectations.”

The analysis and distribution of data has become the foundation for change

E XE CU T I VE PRO FI LE

Laurent Fayolle, Group Information & Technology Executive A young, experienced IT executive who embraces evolution in the information technology and services industry. Fayolle consistently leads his team with a ‘First-time right’ approach, and keenly adheres to the concept of ‘Technology as a Business Enabler’ and the significant impacts it can deliver for profitability and growth. Laurent loves spending time with his wife and two young children, as well as travelling, playing soccer, cooking and reading.

w w w.f i nte c hma ga z i n e. com

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IBL TOGETHER

across a range of industries. In recent history, data processing was a manual process that involved heavy investment both in terms of manpower and money in order to be effective.

Today, businesses increasingly turn to modern, more efficient and effective solutions. Fayolle explains: “The expression I consider is ‘data is the new oil’. However, I think that’s only true if you can get useful information from the data you own. Without context – without it being interpretable – the data 156

is useless. Information is key.”

Companies must consider how they use those analytics to capitalise on

“ Securing data and making sure we know who can access it and for what purpose is absolutely imperative” — Laurent Fayolle, Group Information & Technology Executive, IBL Together, Mauritius FEBRUARY 2020

their potential. The implementation of automated processes can dramatically increase the operational efficiency of a company without having a huge impact on its overheads. “It’s much easier to work with data today thanks to AI and machine learning working with AIaaS, all whilst doing this for a small amount of money compared to building your own platform,” Fayolle says. “Our duty is to understand our data and make the best use of it, but to also ensure we

1972

Year founded

$1bn+ Approximate revenue

26,000

Approximate number of employees

have a proper data classification pro-

information in the wrong hands can

cess to better protect what should be

be extremely harmful. Securing the

protected.”

data and making sure we know who

The inter-connectivity of cloud-based

can access it and for what purpose is

data analytics, AI or machine learning

absolutely imperative. As James Snook

can present its own issues with regard

once said, if you think you haven’t been

to cybersecurity. As threats become

attacked yet, it’s because you aren’t

more credible as technology evolves,

looking hard enough.”

companies must be able to protect the information they hold. Speaking on the importance of cybersecurity, Fayolle says: “We can never forget that a f r ic a . b u s in e s s c hie f. c o m

157

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