Business Coverage
EUROPE
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EDITOR'S NOTES Welcome to the European edition of Business Coverage. We’re extremely excited to be speaking with Dutch bank ING as part of our ongoing focus on sustainability and innovation.
ING’s key goal is to empower people to stay a step ahead in life and in business. It’s new brand direction ‘do your thing’ is the companies first global tagline; it is about encouraging people to do more of the things that move them and their business.
‘Do your thing’ is not about irresponsible behaviour but about people being free to live the life they want to live, knowing that they will make their world a little better for it. Elsewhere in the edition we feature Swedish mind hacker Karin Tydén and a special report on the exciting potential of Romania’s energy industry. Enjoy the issue! Lydia Jane Editor
BUSINESS COVERAGE
OKM Media Ltd, 66 Prince of Wales Road, Norwich NR1 1LT PUBLISHER OLIVER MOY OKM@AUBUSINESSCOVERAGE.COM DESIGNER SAM WOOD SAM.WOOD@AUBUSINESSCOVERAGE.COM HEAD OF RESEARCH ABI ABAGUN ABI@AUBUSINESSCOVERAGE.COM HEAD OF RESEARCH SAM HUSSEIN SAHARDID.HUSSEIN@AUBUSINESSCOVERAGE.COM HEAD OF RESEARCH CYNTHIA FALL CYNTHIA.FALL@AUBUSINESSCOVERAGE.COM
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CONTENTS
6-11 NEWS 12-13 ENTREPRENEUR FOCUS 14-15 COUNTRY COVERAGE 16-19 FEATURES 20-49 COMPANY REPORTS
NEWS
VOLVO RECEIVES EUROPE’S LARGEST ORDER FOR ELECTRIC BUSES Volvo Buses has received the largest single order for electric buses in Europe. Volvo Buses will deliver 157 electric articulated buses to Transdev starting in 2020. The buses will operate on a number of routes in Gothenburg. With their introduction, emissions and noise will be significantly reduced, and the electric buses will be able to operate in sensitive areas or zones with special restrictions. “It is immensely gratifying that we have secured Europe’s largest ever single order for electric buses – no less than 157 buses. Volvo is a pioneer in electromobility and sustainable public transport. We have a holistic system perspective for cities that encompasses vehicles, services and charging infrastructure. We focus on solutions that offer high reliability and high service levels for route operators and passengers. This large order confirms that electric buses are already recognised as a sustainable and financially viable solution for demanding highcapacity public transport needs,” says Håkan
Agnevall, President of Volvo Buses. “Transdev is today Europe’s leading operator of electric buses and we know what challenges there are with the transition to electric propulsion. We’ve therefore been extremely thorough in choosing a partner with a holistic approach, a partner that will be able to deliver both buses and charging infrastructure on time and with excellent uptime. Being able to announce that we have chosen Volvo as our partner for city bus operations in Volvo’s home city of Gothenburg is of course particularly satisfying,” says Gunnar Schön, CEO of Transdev Sweden. All of the buses will be of the recently launched 7900 Volvo Electric Articulated model. The Volvo Electric Articulated can carry 150 passengers with an energy consumption that is 80 per cent lower than that of a corresponding diesel bus. The Volvo Electric Articulated combines high passenger capacity with low operating costs. The buses will be charged at quick-charge stations
along the route, using the industry common charging interface OppChargeTM, in order to ensure the most efficient operation possible. In addition to the electric buses, the order includes 27 Euro VI buses for regional operations, running on biodiesel. “For us as a mobility supplier, it is vital to always be able to offer passengers good service and functional vehicles, but it is also important that our drivers have a good working climate. New buses, in particular quiet electric buses, not only result in cleaner cities – they also improve the everyday working environment,” explains Gunnar Schön. “Electromobility creates new exiting opportunities for urban planning since we now get emission-free and quiet public transport that can operate closer to the city’s residents. Volvo aims to be a leader in increased electrification and to be a partner for cities that wish to implement longterm sustainable public transport solutions for their inhabitants,” concludes Håkan Agnevall.
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PPHE HOTEL TO DEVELOP NEW HOTEL IN CROATIAN CAPITAL
Hospitality real estate group PPHE Hotel has announced plans to develop a new city centre hotel in the Croatian capital of Zagreb through its subsidiary, Arena Hospitality. PPHE has entered into a 45-year lease for the development and operation of a “contemporary branded hotel” in Zagreb, the subject to obtaining certain permits as it will involve the conversion of an iconic building in the heart of the city.
The 115 room hotel will include a destination restaurant and bar, wellness and spa facilities, fitness centre, event space and parking. The hotel was expected to open within 24 months, the company said. Arena is looking to expand its business in Central Eastern Europe and PPHE said the new hotel would enhance the geographic spread of its portfolio and decrease its exposure to seasonality.
Chief executive Boris Ivesha said: “This proposed new hotel in Zagreb adds further growth to our secured £300m pipeline of hotel projects in the UK, Europe and the US. “Through our subsidiary Arena, we are continuing to expand our presence in Central Eastern Europe and we have the local expertise, infrastructure and reputation to realise the substantial opportunities in this exciting region.”
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NEWS
JAGUAR LAND ROVER CEO RALF SPETH TO STEP DOWN Jaguar Land Rover’s chief executive Ralf Speth will step down in September after leading the luxury carmaker for a decade. The company said Speth would quit as CEO and executive director at the end of his contract. After September he will stay on as non-executive vice-chairman and remain on the board of
Tata Sons, JLR’s owner. Speth, a German engineer, was recruited to lead the carmaker after Tata Motors bought it from Ford. He revived the business by increasing sales of Land Rovers in China and the US while opening plants overseas. Under his leadership Jaguar regained its position as a prestigious marque and built
its first fully electric car, the Jaguar I-Pace. Speth said: “I feel very honoured to have worked with so many dedicated and creative people, both inside and outside of Jaguar Land Rover. We have elevated Jaguar and Land Rover. “I want to say thank you for all their support and commitment”.
GALLIFORD TRY SECURES 11 LOTS IN £20BN GOVT PROCUREMENT FRAMEWORK British construction firm Galliford Try has successfully secured a place on 11 lots for the government’s £20bn procurement deal for public sector construction. Galliford Try said that the lots were broken down by geography and value. Chief executive Bill Hocking commented: “We have an excellent track record in delivering award-winning projects through the major public sector frameworks.
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ELECTROCOMPONENTS PLEASED WITH PERFORMANCE AMID ‘CHALLENGING’ MARKETS Service Distributor, Electrocomponents updated the market on its overall trading for the four months ending 31st January, saying its performance remained consistent with the first six weeks of the second half. It said it was continuing to see modest growth and continued market share gains despite ongoing uncertainty in some of its key
underlying markets. Like-for-like revenue growth was 3% in Northern Europe for the four months ended 31 Jan, compared to 5% in the first half ended 30 September, while Southern Europe saw growth remain stable at 5%. Central Europe’s growth was 3%, up from 2% in the first half, while emerging markets saw its growth slip to 9% from 33%.
The Americas reported likefor-like revenue growth of 9% for the period, down from 3%, while Asia Pacific saw its growth slip to 1% from 2%. Electrocomponents said all three of its regions remained in “modest” growth, explaining that within Europe, Middle East and Africa, its Central Europe operation was impacted by a continued slow performance in Germany.
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NEWS
ALSTOM CONFIRMS TALKS TO BUY BOMBARDIER’S TRAIN BUSINESS
French train company Alstom has that it is in talks with Canada’s Bombardier about a possible acquisition of its train business. “Discussions are ongoing,” Alstom said, adding that no final decision has been
made. “Alstom will inform the public of any material developments in this respect.” The statement followed reports that Alstom had reached a preliminary deal to buy the business for more than $7bn.
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ZUCKERBERG ‘HAPPY’ FOR FACEBOOK TO PAY MORE TAXES IN EUROPE Facebook founder and CEO Mark Zuckerberg has accepted that tech giants should pay more tax in Europe. He said he understands people’s “frustration” over the issue and added that he would be “happy to pay more tax”. Mark Zuckerberg also said he backed plans by think tank the Organisation for Economic Co-operation and Development to find a global
solution. The comments come after a drawn out fight between the EU and tech giants for them to pay their fair share of tax in countries where they operate. In the UK, Facebook paid just €28.5m in corporation tax in 2018 despite generating a record €1.65bn in British sales. Zuckerberg said: “We also want tax reform and I’m glad the OECD is looking at this. We want the OECD process
to succeed so that we have a stable and reliable system going forward. “And we accept that may mean we have to pay more tax and pay it in different places under a new framework.” The UK has plans to introduce its own digital services tax in April despite risking complaints from the US that could potentially generate up to €500m per year from firms such as Facebook.
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ENTREPRENEUR FOCUS KARIN TYDÉN
SWEDEN’S RECOGNISED LEADER IN
When it comes to mind over matter, finding someone who can unlock true potential is a rare gift indeed. Karin Tydén has perfected the art, and through her eponymous business has been helping people around the world to achieve it. A new and pioneering approach to mental health training, this award is justly deserved. Join us as we take a closer look at this company and what it does that is so successful. Karin Tydén is a Mind Hacker and Life Strategist. The basis of her business lies in the quick understanding and ‘hacking’ of the mechanics behind a person’s subconscious patterns in order to create new and better strategies in life. Understanding is a sadly underrated skill but forms the core of Karin Tydén’s business model. While some therapists take a considerable amount of time to get results, the majority of Karin’s patients manage it in the first couple of sessions Mind Hacking is the latest in coaching, hypnosis and mental training. This system helps people to understand the subconscious mind works and how they can step into their full potential with simple
adjustments. This is important, since our subconscious and its programs is controlling 95% of our day and therefore most of our actions, positive or negative. If you can’t change something in your life, it is due to a contra productive program in the subconscious mind of the brain. Through this understanding, Karin’s clients are empowered to resolve blockages, release old and limiting beliefs and make the most of the many opportunities available in life. Karin’s work is mainly oneon-one, because in her experience that is where the biggest changes happen. Single sessions are available, but for those who are dedicated to real change, a one-year mentorship and leadership training option is available where she is on retainer. In addition to these more personal options, Karin runs seminars for companies on how to take command over the brain within eight weeks. As people become more open to seeing a coach or therapist to find a better quality of life, the role of the internet has become increasingly important. It has allowed clients to find a solution that suits them, regardless of distance or time. Able to find work in
over twenty-five countries, all over the world, it’s clear that Karin’s work is immensely popular. This is due in part to the incredible rapid results on a deep level. For business executives, it’s the speed and impact of her technique that keeps them coming back for more. This move towards an online business model is one that is wholly supported by European programs and support networks. It has allowed Karin to make the most of the possibilities presented to her. As mentioned before, she is already working with a number of clients over Skype and Zoom, meaning that she can always be available to talk to when required. Firmly believing that to become a leader in the fourth industrial revolution will require a new type of leadership style, Karin’s methods are designed to encourage and develop this mentality within people. This new leadership model will build socially conscious leaders and companies, ones that integrate social efforts into core strategies. Going forward, Karin intends to peruse this approach further, with the proprietary coaching package Leadership #4.0, training managers on all levels to become conscious leaders. This attitude is actually
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MENTAL HEALTH TRAINING SERVICES reflected in Karin’s business plans for the future in other ventures. Recently published, her book “Mind Hacking for rebels – or for those who want to become one…” is designed to appeal to those who can’t afford or aren’t ready to hire a coach. This opportunity to learn smart and simple “mindhacks” is one that is readily available to people and will soon be translated into English to appeal to a wider audience. Karin’s intention is to write more books, guiding people to find their own potential as well as training coaches and therapists in the art of mind hacking to further its influence The world of mental health has received an increasing amount of focus in the last few years, with more people being made aware of the impact it can have on an individual. The appeal of someone like Karin, therefore, is the innovative way she looks at a fascinating new field. Not looking to fix individuals, her aim is to train better leaders so they can lead better lives. With a socially minded mentality at the heart of her thinking, it’s clear that this can only lead to a better world. To find out more visit: https://www.karintyden.se/ sv-SE
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COUNTRY COVERAGE ROMANIA
THE LAND OF PLENTY
Romania presently stands as one of the most exciting destinations in Central and Eastern Europe for energy, the country boasts a diversified and well balanced mix of energy sources. This lends it the enviable status of the country with the lowest dependency on energy imports in Central and South-Eastern Europe. The energy sector accounts for 3.5% of the country’s GDP, but a robust energy sector is crucial for other reasons as well – especially in SEE, which is still relatively poorly interconnected with the rest of the continent and where the only source of import for natural gas is Russia. Indeed, compared to its neighbours, Romania has a remarkably diverse and wellbalanced energy mix, which confers it a sound level of energy security. Romania’s energy status in the region is also an embodiment of its long and rich history, especially in
the oil & gas sector. The oil industry is more than 150 years old in Romania, while natural gas has been extracted and used for more than a century. This has created a proud tradition, as well as a quite extensive infrastructure. Oil & gas production peaked in the 1970s, under the socialist system. Those levels were, however, the result of unsustainable extraction, in a centrally planned economy. Indeed, after 1990, the hydrocarbons production declined significantly. At present, Romania imports about 65% of its crude oil, and 10% of natural gas. This, nonetheless, places it among the least energy dependent states in the EU. As a member state of the European Union (EU), Romania plays by the EU objectives and rules on energy and climate. These are, at present, collectively, the toughest mix of energy climate policy of the world. By 2030, member states
are expected to achieve an overall reduction of greenhouse gas emissions by 40% as compared to 1990; a 32% weight of the renewable energy sources (RES) in the total final energy consumption; and a 32.5% increase of energy efficiency
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compared to 2005. Romania still relies to a large extent on fossil fuels, as do all the other East European countries. As such the ”clean energy transition” towards reaching the 2030 targets and, further on, towards virtually complete
decarbonisation by 2050 requires an ample and costly transformation. This calls for rapid adoption of new technologies, but also of new mindsets. Not unlike other EU member states, Romania is still struggling to reach a
workable level of consistency in its clean energy transition. But for the process as such, one thing is clear: the only way is up, that is towards deeper integration in the EU’s energy market and its structures of energy governance.
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SPECIAL FEATURES
HOW ARE MODERN DAY C MOTIVATING THEIR EMPLO Wildly unconventional benefits and perks have surfaced over the last few years, with research estimating that increasing happiness can boost productivity by around 12 per cent, showing the benefits of focus. It’s hard to feel motivated when you’re at work. For most people, having a job is a necessity rather than a choice, and the best that they can do is to try and choose a career that they don’t hate. To combat this, companies are introducing innovative ways to help their workforce focus. Employee Perks It’s always nice to be rewarded for the time and effort that you invest into your job. Perks are the fun part and some companies have taken that to the extreme. Craft beer company BrewDog offers all employees the opportunity to take one week of paid holiday leave to help their new dog settle into their home. Any excuse to get
yourself a new furry friend, right? The office of Southampton-based IT company Peer 1 houses a helter-skelter, putting green, giant swing, and if that wasn’t enough, they now have an office pub dubbed the Sherlock Arms. Money is an undeniable incentive and software company Huddle tempts new starters with a whopping £5,000 joining fee – affectionately known as the Huddle Cuddle. These perks may be light-hearted but, without a doubt, they help to combat a stressful working environment and no matter what career you’re in, less stress is best! Progression Opportunities Knowing that your job has an opportunity for progression is an undeniable motivation in getting you to work hard. Climbing the career ladder is associated with added benefits and a higher salary — who doesn’t want a new
car and more cash to go on holiday with? Anglian Water has implemented a bespoke training programme individual to each employee’s aims, and it is reviewed at regular intervals to ensure that those goals haven’t changed. They also offer the opportunity to complete specialist external training relevant to your role. It’s simple — more qualifications will lead to more money. The positive outcome of offering training programmes is demonstrated by Marriott Hotels — the average employment of a hotel manager at Marriott is twenty-five years and around 10,600 employees have been there for more than twenty years. Company Benefits Receiving £5,000 for simply being hired is great, but after three years it’s unlikely that the money will still be in your pocket — company benefits are a bit more
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COMPANIES OYEES IN THE UK long-term and are designed to keep staff motivated to remain at the company. Travel fare giant Skyscanner provides a global discount to the meditation and sleep app Headspace. Employees are also encouraged to get involved with Skyscanner’s on-site mindfulness course and their Make Time Wednesday’s prohibit any meetings from being scheduled. By offering opportunities for rest and relaxation, companies are motivating their employees
and reaping the benefits of a less stressful work environment. Lookers, retailers of car servicing parts, provides employees with a full year of maternity pay for individuals who have been with the company for more than twelve months at the time of birth. Data shows that children’s cognitive development is improved when parents can stay home — either part or full time — in the first year of life. Clearly, this is a hugely beneficial scheme
for mums and their babies and takes the pressure off returning to work so that the focus can be on your new family. It’s evident that the importance of motivation has been noticed by many businesses and benefits are being frequently tailored to encourage healthy morale. Whether it’s setting employee’s goals or reducing money worries after the birth of your baby, companies are motivating their workforce to work hard and remain with them.
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SPECIAL FEATURES
THE USE OF PERSONALI IN ONLINE AND OFFLINE Whether it’s digital or physical, footfall or website visits, stores are all vying for customer attention. New customer demands are impacting both the offline and online world. One of the key demands in recent years has been personalisation — this trend makes the customer feel truly taken care of and valued by a company. Whether it’s a personalised gift or personalised wallpaper, if it’s unique to us, we want it. So, how are the big-name brands achieving this? Tailored experiences Every part of the customer journey needs to be adapted to suit their needs in order to stand out. Recent findings showed that 75% of customers said that they would feel more inclined to make a purchase from a brand that knows them by name, or
that can provide product recommendations using information from past purchases. By using analytic tools in methods such as email marketing, brands are creating closer bonds with their audiences, giving them only the information that is useful to their individual preferences. Tiffany & Co, the coveted jeweller opened a new store in Covent Garden and they truly rejuvenated the concept of a physical store, by breathing a new lease of personalised features to support their luxury products. Their ‘Style Studio’ showcases more than just the infamous duck egg blue boxed sterling silver pieces, as Tiffany produced a whole range of homeware and accessories to complement and expand upon their audience, drawing in new customers in with their #MakeItTiffany
tagline. As well as the classic personalisation station where items can be engraved, the store décor used consumer analytics to determine whether the interior would appeal to a younger clientele. The digital dawn For this next example, let’s look at the travel industry. While many families used to put a Saturday afternoon aside and cram into their local travel agents, weighing up the choices for their annual summer holiday, this does not happen as often nowadays. The travel industry has moved much of its business online, making booking a holiday far more convenient. A few things haven’t changed though — digital printing is still used to help create the glossy travel agent catalogues that we are all familiar with. Some of the
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IZATION E RETAIL biggest holiday companies are still pursuing success in their physical stores, but they have revised their approach to the offline market; reflected by the fact that an impressive 22% of young families still book their holidays in physical stores. Virgin Holidays created concept stores, which captured a unique holiday experience, with virtual reality technology to simulate destinations and mocked up plane cabins. In doing so, they used a combination of sensory elements to capture customers imaginations, enhanced by modern technology. This shows that offline markets needn’t be abandoned, as utilising them the right way can reinvigorate the product/ brand. It is also beneficial to make use the large amount of digital software now available to compete with the digital age.
Offline returning? It used to be small, offline, family-run stores were the go-to destination for many customers. Nowadays, this is a rarity, conserved in only a few of the UK’s major cities. Despite a plague of closures across many UK high streets, brands have not given up on the offline market. The home retailer Made. com bucked this trend, by opting to open a physical unit in Soho, London. They have amalgamated features which are common in online retail with a physical, offline setting to gage the best of both markets. Maplewave offer technology that can aid you in digitally transforming the instore customer experience. Through providing premium software and retail optimization, Maplewave simplifies the way your customers interact with the physical aspects of you store making the
experience much more personalised. A modern approach Knowing your customers’ preferences can help you tailor a unique experience for them. Whether your brand follows suit from Joules, the fashion retailer offered customers targeted discount codes to coincide with sales and events such as Black Friday, based on previous purchasing behaviours. Relevance is key where personalisation is concerned, as customers will be more likely to be drawn towards a sense of familiarity. The fashion retailer Urban Outfitters give those signed up to their reward scheme points even just for visiting a store, providing a clear incentive. This is the necessary fuel for conversions, and by giving your customers regular treats, you are boosting personalisation while also building customer loyalty.
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ING
The global bank championing sustainability and innovation
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COMPANY REPORT
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ublicly listed in Amsterdam, Brussels, and New York; ING is a global bank with a strong European base. The company employs 53,000 staff that serve over 38 million customers, corporate clients and financial institutions in over 40 countries. “Our purpose is to empower people to stay a step ahead in life and in business”. ING’s products include savings, payments, investments, loans and mortgages in most of our retail markets. For Wholesale Banking clients ING provide specialised lending, tailored corporate finance, debt and equity market solutions, payments & cash management and trade and treasury services. Sustainability ING recently maintained its A-list status in CDP’s annual list of the world’s businesses leading on environmental performance. This result shows ING’s continuous commitment on climate action leadership, being recognised by CDP as an A-list company for the fifth year in a row. The score reflects much more than ING’s own operational environmental performance. It reflects our commitment and progress made on many other indicators including, governance; risk management; opportunity management, including (financial) products and services; and climate change strategy. ING also reflects the choices it makes as a lender and the role we can play by financing change, sharing knowledge and using our influence.
A steady progress towards bold environmental goals ING strives to be a leader in environmental performance. We monitor and manage our operational environmental impact closely, and believe setting ambitions help us become a more resource-efficient company. With the help of it’s environment programme, ING has decreased it’s total carbon footprint by 44% as of yearend 2018 compared to 2014 while also increasing coverage of our emissions monitoring. This brings them one step closer to it’s 2020 target of 50% reduction. Sustainability is reflected in ING’s new office in Amsterdam. The design of it’s Cedar building has been awarded the highest sustainability rating by BREEAM-NL. It was partially built with the concrete from the previous building on the same location. Around 3,000 square meters of solar panels provide energy for the building, while triple glazing and insulated window frames help to save energy. Driving innovation at ING ING Ventures is the venture capital arm of ING making minority investments in early stage companies that have a strategic relevance to ING. It targets disruptive technologies that have the potential to impact ING’s business and ensure customers and clients get access to best-in-class services. Based in Amsterdam but shadowing ING’s geographic footprint of 41 countries, ING Ventures is a €300 million fund that not only drives innovation within ING, but also
BUSINESS COVERAGE
helps entrepreneurs with hands-on support, know-how, scaling expertise and access to our distribution network. Comments box (If room) - Lupina Iturriaga (CEO Fintonic): “ING Ventures quickly recognised our vision and was keen to come onboard to support our expansion in Spain. Since then, Fintonic became the leading money management solution in Spain and successfully entered Latin America. ING Ventures has continuously supported us in this process, including introductions to their network and lending us resources on a project basis.” Contactless and mobile It’s hardly a new trend, but 2020 marks the start of an era where contactless payments should be possible nearly everywhere in Europe. For ING, contactless card payments in the Netherlands currently represent more than half of it’s payments and this figure is set to jump in 2020. ING also expect a boom in mobile payments, using third-party services like Apple Pay
and Google Pay, as well as our own Android solution. From 2018 to 2019, the number of ING mobile card payment customers nearly quadrupled. Customers appreciate not having to enter their pin code at the terminal and are getting used to leaving their bank card at home. Mobile and contactless ATM transactions are expected to be the next wave. It’s started already in some countries, like Poland, and is likely to become bigger and bigger. Cash won’t be king! Global head of ING’s Payments Centre Eric Tak adds - ‘There will be less cash, but we won’t be cashless! Regulators are concerned about cash disappearing altogether. For example, how do you pay for something if all systems are down? Also, there are people who don’t want companies to know how they spend their money. Even in countries where they are much further advanced in cash displacement like Sweden, they are now thinking: how much is enough”?
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COPENHAG METRO Efficient, dependable transport fused with Scandinavian design
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openhagen is one of the most cosmopolitan cities in Scandinavia. The Danish capital is now bursting with more restaurants and cafes than ever. As Denmark’s most popular tourist destination, it’s enjoyed a growing number of visitors sampling stunning beauty with its cobbled squares, canals and copper spires defining the cityscape. Copenhagen is proud of its status as one of the world’s most liveable cities, thanks in part to its excellent public transport, aided by the latest introduction to trains and buses, the Metro, in 2002. The Copenhagen Metro has two lines which run from Copenhagen Airport and Vestamager to the centre of the City and which continue to suburban Vanløse. In total the Metro network now runs through 21 kilometres of Copenhagen and Frederiksberg, calling at 22 stations en route. At five stations (Vanløse, Flintholm, Nørreport, Ørestad and Lufthavnen) there are connections to the S-Train and regional rail networks. The driverless trains run frequently throughout the day, sometimes as often as every three minutes. Sundays to Thursdays between midnight and 5am the metro operate a less frequent service with trains running every 20 minutes or so. With tourism a huge source of income for the city, the Metro is perfect for visitors landing at Copenhagen Airport, with a journey time from there to the centrally located Nørreport Station of about 15
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COMPANY REPORT
minutes. The operation and maintenance of the Metro is handled by Metro Service A/S. ALL IN THE DESIGN The Copenhagen metro benefit from trains designed for practicality, safety and also comfort. The metro are served by 34 trains, each with three fully accessible cars. The seats face each other except at the ends of the train where they are in rows so passengers can look out of the large front windows in roughly a third of the available capacity. There are four large ‘flex zones’ with
folding seats along the sides, providing space for wheelchairs, prams and bicycles. “In designing the train, the intention was to make the trains pleasant to look at, as well as easy to clean and maintain,” says the Metro’s website. “None of the panels have sharp corners or dirt-collecting gaps, and since all the seats are wall-mounted, the floor is free of support legs. This makes it easier to clean. All interior furnishings and technical equipment are easy to access enabling quick replacement at the workshop.”
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COMPANY REPORT
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For safety, cameras are mounted in all cars and connected to the control room where staff can see selected areas of the train. If a call is made from a call point, the system switches to a camera that shows who is pressing the call button to provide extra security to the user and reduce misuse. The design of the stations has also been carefully considered to reflect the fact that the Metro will have a long service life. With this in mind, the buildings have been designed to blend in with and enhance its urban surroundings – both in the existing city and the new Ă˜restad. The classic, fundamental design has been combined with functionality to provide smoothly operating Metro stations that give passengers ideal access conditions from street level to platforms. The nine underground stations are visible at ground level via elevator towers and glass pyramids. This is to allow daylight to flow all the way down to the platform below, creating a pleasant natural light that also saves energy. Eleven kilometres of the line are on embankments or elevated sections and the 13 over ground stations are structures using a mix of glass and steel, resembling the tunnel stations in functionality and design. CITYRINGEN Throughout the last 13 years, the Metro has developed and been extended to include more routes as new stations have been built. Since 2008, the next
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phase of the Metro has been taking shape. This new underground Metro extension (called Cityringen in Danish) will encompass 17 new stations to cover areas in the north and south of the city, a 15 km underground railway under downtown Copenhagen, the “bridge quarters” and Frederiksberg. The circle line is due for completion in
2019. By then it is estimated that a round trip is expected to take approximately 23 minutes. The new stations will be designed using the same principles as the existing ones, fitting in with Copenhagen’s architecture. As the website explains: “It is imperative that the diversity of the urban spaces into which Cityringen’s stations will be integrated is respected and taken into account.
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“Local variations will affect the design of elements, such as stairways and skylights. In addition to providing the subterranean cityscape of the Metro with daylight, at some locations, skylights will be designed to function as integrated and attractive features of the cityscape above ground.” Copenhagen is a city that delicately balances preserving the beauty
and tradition of older buildings and architecture while introducing modern additions that inevitably mean construction works have to take place. The Cityringen expansion means construction sites have had to be erected, but instead of it looking unsightly, the Metro uses Cool Construction. Cool Construction turns construction
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COMPANY REPORT site hoardings into temporary urban labs for the benefit of neighbours and passersby. It’s financed by the sale of advertising space on dedicated parts of the hoarding and was launched in 2011. Now, more than 100 projects are completed each year all around inner Copenhagen. METRO SERVICE The Metro is maintained by Metro Service A/S, a privately owned company run by a senior management team led by CEO Claudio Cassarino. Metro Service has 285 employees working for the same purpose; ensuring that the Copenhagen Metro provides the best possible service for over 170,000 daily passengers. The team includes everyone from Stewards to assist customers in stations and on trains, Train Dispatchers keeping the trains and stations under surveillance while the Passenger Information Officers answering passengers’ calls from the call points and in Customer Service. To ensure efficient running of the service, a range of different technicians are making sure that the tracks and trains are always up to speed, damages fixed and parts changed. The tracks are inspected frequently, and once a year they are polished to make the journey smoother and to minimise noise from the trains. With the Cityringen well into construction, Copenhagen’s Metro looks set to power into the next phase of transporting more passengers around Denmark’s most popular city.
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TRANSLINK
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ransporting millions of passengers by train and bus, Translink works tirelessly to ensure its co-ordinated service runs smoothly. A combination of three branded transport operating companies; Translink, Northern Ireland provides integrated transport solutions to the general public. Upon the government’s announcement of changes to the provisions of public transport, amalgamating Citybus (now Metro), Northern
Ireland Railways and Ulsterbus began 10 years ago in 1995. With the main objective of encouraging the use of public transport over private travel, the organisation promotes sustainable transfers through co-ordinating bus and rail services. The aim of the organisation was and still is, to improve services for the public. Through a number of measures, it strives to join the development of its transport facilities, such as
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co-ordinated timetables, combined ticketing and feeder buses to railway stations. It’s clear that this united effort has helped Translink begin to achieve its vision of providing integrated travel solutions that are attractive, sustainable and good value. Though ultimately, at the heart of its organisation are the people, not only its valued members of staff but its customers that they provide an outstanding level of
service to on a daily basis. The company recognises that its customer service is paramount and is aware that each employee shapes the perception of the organisation during the customer’s travelling experience. Transporting 65,000 children to school every day, committees and commuters alike is equally valued by the customers with the collective efforts of the transport brands enabling citizens to benefit from an efficient, convenient and comfortable service. With over 4000 employees and in excess of 2000 drivers, fulfilling the needs of and transporting its customers is no mean feat but it is the combined power of the people involved that ensure the road ahead is bright. In addition to the importance placed on customer service, Translink has solid values that help guide the development and choice of strategies to realise its corporate visions, meet its objectives and ensure relevant
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COMPANY REPORT government policy is adhered to. These values shape and define the organisation and provide the back bone to Translink’s operations: Safety: To ensure transportation is reliable and secure, safety is paramount for Translink. It maintains high standards at all times to ensure both its employees and customers are protected from any potential dangers or harm.
People: Recognising the impact good people have on the overall performance of the business, Translink aims to create an environment that will attract, retain and motivate the very best. To ensure the highest customer service is delivered, they place a lot of importance, time and effort to ensure the stakeholders of the business are happy. Communities: Translink includes the community in its set
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of values because it plays a very important part in society; public transport services enrich the economy, the environment and the lives of the population so it’s crucial it keeps its citizens and therefore customers, happy. Governance: Taking responsibility and accountability enables Translink to improve its services and continuously strive for progress. The fourth and final objective doesn’t only cover control and obligations, it also enables Translink to
identify and achieve its objectives. Utilising these core values and emphasising their importance to its public facing employees keeps the 4000 strong workforce in the same lane and travelling in the right direction. In Translink’s case, its vision and core values allows the company to not only improve the economy and environment but also meet its objectives. Such objectives include continually improving bus and rail services, capitalising on its assets, enhancing commercial aspects and ultimately delivering growth, whilst shaping the organisation’s future. The organisation’s annual review 2013/2014 highlights that the changes and improvements Translink is making encourage more people to use public transport. “Translink is delivering Government passenger transport targets through a combination of product development, innovation and value for money; passenger numbers are growing (reaching nearly 80 million journeys), customer satisfaction is good and commercial performance is strong. Translink has delivered considerable success. “Our focus has continued on reducing costs, enhancing value for money and continuing improvement of our services. In this, we rely on our employees and we have invested to develop the leadership, excellence and technical and professional competence necessary to meet current and future challenges.” As it continues to connect communities through integrated travel solutions, the journey into the future looks as though it will be a smooth one for Translink.
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COMPANY REPORT
NANDO’S BUSINESS COVERAGE
Global fast-food chain with distinctive South African flavour
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COMPANY REPORT
F
amous for its signature peri-peri sauce, Nando’s has grown from a single restaurant to a global chain that has more than 1,000 restaurants in more than 30 countries. The one-of-a-kind sauce that gives Nando’s chicken its distinguished flavour is a product of the African Bird’s Eye Chilli, which was discovered hundreds of years ago in Mozambique by Portuguese explorers. A few centuries later, in 1987, the very same peri-peri sauce inspired Fernando Duarte to invite his friend Robbie Brozin to a small Portuguese eatery in Rosettenville, South Africa, to try some peri-peri marinated chicken. In Duarte’s own words, “I knew nothing about the food business, I just knew that it was the best chicken I had ever tasted.” The pair bought the restaurant, named it Nando’s, and the rest is history.
In 2016, Nando’s is more than just a chicken restaurant. The distinct flavour of peri-peri has been bottled for sale alongside other sauces in retail shops and supermarkets. SOUTH AFRICAN ROOTS Nando’s restaurants and menus are adorned with imagery of Barcelos Cockerel - which for centuries has been a symbol of faith, justice and good fortune due to a 14th Century legend told in Portugal. If the logo, taste of peri-peri and grilled chicken aren’t necessarily synonymous with South Africa, each Nando’s diner has its own unique design, with earthy textures and colours, designed to “remind us of our sunny Afro-Portuguese roots.” They feature original, local South African art and unique design touches, all while Afro-Luso beats play out through the speakers.
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THE NANDO’S WAY One of Nando’s unique selling points is the fact that customers can have chicken their own way. They decide on the heat of the sauce they wish their chicken to be cooked in, from Lemon and Herb to Extra Hot. Chickens are locally-sourced, delivered fresh and never frozen. They are marinated for 24 hours, in a marinade that contains no preservatives, colourants or artificial flavours. Chickens are trimmed of excess fat before cooking, and flame-grilled which reduces
the fat content even further. Nando’s restaurants are a mix of privately owned establishments and franchises. Due to the high demand, Nando’s franchisees must be talented business owners, promoting an excellence in service levels and able to create a personalised, friendly and fun environment. Responsibilities include marketing the restaurant and the brand; business management, customer orientation, community relations; and people management.
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COMPANY REPORT CUSTOMER PROMISE In South Africa, each and every restaurant has the Escudo promise blazoned on its walls. This passionfilled promise is to give customers the excellent quality and flavour that they expect. “It’s the Nando’s stamp of quality and something that we take very personally,” says the company. “We know our integrity lies in providing only the best products and service and that’s why the Escudo is such an important symbol to Nando’s and why it holds pride of place on our packaging and in our store.”
PEOPLE FIRST “Nando’s is not just about the chicken. It’s never been just about the chicken. It’s about the people who make the chicken.” That one simple motto has been a Nando’s saying from the very beginning. The ‘Nandocas’ as staff are collectively known, are the ‘big family’ people bringing the Nando’s experience to customer’s tables. Employees must buy into the company’s values: Pride, passion, courage and integrity. Nando’s couldn’t put it better. “Like in every family, some are quieter than others, some are the
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COMPANY REPORT
life and soul of the party and others are somewhere in-between. But, at Nando’s, we love the fact that everyone is different – which is why everyone is welcome at our table!” SAUCES AND MERCHANDISE Peri-peri is at the heart and soul of Nando’s food. Its popularity led Nando’s to bottle the secret ingredient so the flavour can be taken anywhere on the go. Across the world, consumers can buy a range of sauces, marinades, spices, salts and snacks from retail stores and supermarkets. Despite being imported into a number of different continents, each bottle of periperi sauce is produced at a factory near Johannesburg overseen by co-owner Fernando Duarte and follows the unique recipe made in the same tradition as they
were hundreds of years ago. In South Africa, the Loja (store) sells a wide range of Nando’s merchandise, from aprons to beach towels. SOUTH AFRICAN CHANGES An average of around 20 new restaurants a year open in South Africa, and last year Nando’s began a major relocation and revamp programme that Nando’s Southern Africa CEO Geoff Whyte says would “add larger, more beautiful stores.” Earlier this month, Nando’s announced the appointment of Doug Place as Chief Marketing Officer of its Southern Africa business. Place joins Nando’s from SterKinekor Theatres where he had been marketing director since 2011. “Doug is one of the smartest marketers in South Africa. He boasts an enviable track record of success as evidenced
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by his impressive collection of local and international awards,” commented Whyte. “Nando’s is delighted to have someone of Doug’s calibre join our leadership team and we are looking forward to seeing him apply his special brand of magic to one of the world’s bestloved brands.” Research from Euromonitor International states that the value of SA’s chained fast-food chicken category is worth about R11.43bn, making it the strongest fast-food category in SA. Nando’s reach is set to continue to extend across the country, continent and world, too.
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ABC Australasian Business Coverage
Oliver Moy Publisher For enquiries email okm@aubusinesscoverage.com