BC Asia Pacific magazine - November 2018

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TRANSFORMING MANUFACTURING THROUGH INNOVATION

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AXA Life Japan:

Digitally empowering insurance HERVÉ LE HEN ON DIGITALLY TRANSFORMING INSURANCE SERVICES THROUGH TECHNOLOGY INNOVATION

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FOREWORD

W

elcome to the latest APAC edition of Business Chief.

Technology continues to steer the world of financial services and insurance, and global leader AXA is no exception. Dale Benton caught up with AXA Life Japan’s COO Hervé Le Hen for our November cover story. With the company serving 2.37mn customers and 2,200 corporate clients, it continues to leverage technology in transforming the customer experience.

“The defining factor of our ambition is to be better at helping our customers by providing greater power to them in order for them to live a better life,” Le Hen explains.

We then head to Southeast Asia where Facebook’s head of SMB, Sarita Singh, discusses how Facebook connects communities by supporting businesses through their digital transformations across this vast region.

Zooming out to a more global focus, we’ve also spoken to cloud computing giant Salesforce.org about how it connects non-profits and educational institutions to promote technological innovation toward social good.

This month, we’ve also looked at the Cambodian capital of Phnom Penh, which is fast becoming a global gateway for trade. We’ve also brought you a list of the 10 wealthiest business people in Asia – but how did they make their fortunes?

Be sure to check out our company profiles on Aditya Birla Group, Hatch, OSRAM Opto Semiconductors, FWD Insurance, Sun Life International and the University of Malaya.

Enjoy the issue!

Olivia Minnock.

Olivia.Minnock@bizclikmedia.com

w w w. b u s i n e s s c h i e f. c o m

05

CONTENTS

How AXA brings technological innovation to insurance in Japan

10

06

50 Facebook

SMB:

Connecting communities across Southeast Asia

38 NOVEMBER 2018

SALESFORCE.ORG EMBRACING INNOVATIVE TECHNOLOGY TO ENABLE SOCIAL GOOD AROUND THE WORLD

City Focus

PHNOM PENH 62

07

74

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CONTENTS

88 OSRAM

INNOVATION ACROSS THE MALAYSIAN MANUFACTURING INDUSTRY

08

106 FWD Insurance

Promoting engagement across the insurance sector NOVEMBER 2018

122

Enabling the mining of the future through the technology of today

Sun Life International

150 Hatch 09

136 University of Malaya

University of Malaya

Aditya Birla Textiles

Innovation: the golden thread that ties Aditya Birla Textiles together

168

A trailblazing digital transformation

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10

How AXA brings technological innovation to insurance in Japan WRIT TEN BY

DA LE BENTON PRODUCED BY

A LE X PAGE

TECHNOLOGY

11

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A X A L I F E J A PA N

With Ambition 2020, AXA Life Japan looks to transform insurance services through technological innovation

O

n the ever-evolving world of financial services and insurance, technology continues to steer the industry in new

and often unprecedented directions. How a company embraces this rapidly expanding marketplace is a 12

task facing many all over the world. For AXA, providing insurance and asset management services for more than 30 years, innovation has been and will always remain firmly at the heart of everything the company does. It is a core value to the business and has played a crucial role in establishing AXA as a global leader in insurance and asset management.

In June 2016, the company announced its Ambition 2020 strategic plan as it looks to continue to meet and exceed its customers’ rapidly evolving needs and grow in a challenging economic climate. The bottom line of this transformation is simple: to further its growth and accelerate its transformation to best serve its expansive customer base. “The defining factor of our ambition is to be better at helping our customers by providing greater power to them in order for them to live a better life,� says NOVEMBER 2018

TECHNOLOGY

13

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A X A L I F E J A PA N

Hervé Le Hen, Chief Operating Officer

exceed what is expected of a modern-

(COO) at AXA Life Japan. “Particularly

day insurance provider. He feels that

here in Japan, we want to become

technology has started and will

customer vigilant, thus leading this

completely redefine the insurance

ambition to become a facilitator for our

and asset management industry, and

customers, leveraging both human

that it is important for AXA to under-

interaction and technology.”

stand and combine the best of both

Having worked with AXA for over 20 years, both in France and in Japan,

emotional connection coupled with

Le Hen has seen first-hand the trans-

technological innovation to provide

formative and truly disruptive role that

convenient and consistent services.

technology has played in the insur16

worlds –human interaction for the

As a company that has always placed

ance space. Most importantly, he has

innovation firmly in its strategy, AXA has

learned how companies have to react

very much always placed a great deal

in order to continue to deliver and

of time and investment into its IT and

“ The defining factor of our ambition is to be better at helping our customers by providing greater power to them in order for them to live a better life” — Hervé Le Hen, Executive Officer and Chief Operating Officer

NOVEMBER 2018

TECHNOLOGY

E X E C U T I V E P R OF IL E

Hervé Le Hen Hervé Le Hen is currently COO & CIO at AXA Life Japan and member of AXA Life Japan ExCom and Group IT Forum.

Following his Master’s Degree at Ecole Supérieure d’Electricité, Paris, Le Hen worked from 1991 for 10 years at several management positions in AXA Global IT Organization.

Then he moved to AXA France and worked there for another decade holding the CIO position for several lines of business (Life & Savings, P&C retail and Corporate). He successfully crafted and orchestrated cutting-edge programs to design and deliver the AXA France Individual Life Information system, reengineer AXA France P&C claims operating model and platform, and deliver a full omni-channel new business platform for motor insurance.

In 2013, Le Hen moved to the Corporate Center as Group Life & Savings CIO where he setup and actively promoted a collaborative L&S IT community, fostered sharing of competencies, knowledge and best practices. With some pilot entities, he led programs to co-design and deliver Group shared business assets.

Since 2014, Le Hen has been based in Tokyo, where he is in charge of Customer Service, IT, Project & Portfolio Governance, Operational Resilience and Information Security.

w w w.busi ne ssc hief. com

17

FSI Organizations Need to Deliver on New Customer Experience, Not Products “the customer is always right.�

Microsoft enables digital transformation for the era of an intelligent cloud and an intelligent edge. Its mission is to empower every person and every organization on the planet to achieve more.

Connie Leung,

Senior Director, Financial Services Business Lead - Asia, Microsoft

There is a saying that goes “the customer is always right.” Customers obviously prefer to deal with their businesses of choice that assure both good service and products. This is especially true with the FSI industry, where beyond smart investments and transactions, customers build long-term, trusted relationships with their preferred banks or insurers.

According to our latest study, “Unlocking the Economic Impact of Digital Transformation”, organizations that have embraced digital transformation are seeing business improvements, especially in increasing customer acquisition rates. By 2020, for example, respondents expect an additional 70% improvement in customer acquisition rates.

However, digital transformation goes beyond digitization of existing products and services.

Any implementation needs to make sense for customers at the end of the day, whether increasing convenience, or empowering customers with more visibility and choice of products.

FSI organizations need to move from selling products to offering solutions, and by re-imagining new business models with speed and agility. Simply doing what has proved to work in the past is not acceptable in the new digital era.

What we are seeing today is a shift in mindset, where addressing customers’ needs is now a priority. More than half the FSI organizations (55%) polled highlighted that they will be focused on transforming customer service and support this year as part of their digital transformation initiatives. In addition, FSI organizations are concentrating on measuring customer advocacy as one of their top KPIs. The question is then about how

business leaders can adopt an effective digital transformation strategy to better serve customers. The answer could lie in the volume of data available within their organizations today.

The Future of FSI Organizations in Asia Pacific Hinges on Data

Digitalization of FSI services should focus on turning the customer journey into something personal, rather than utilitarian. Financial services should work seamlessly as part of the lifecycle of a transaction.

It should be an end-to end journey, from transacting on mobile devices, understanding customers’ financial status through self-service analytics tools, to interacting with financial consultants.

A customer can receive personalized offering developed from artificial intelligence (AI) tools to meet specific financial goals, rather than a cookie-cutter plan.

All these can be enabled with the smart use of data. Today, organizations need to ensure they have a three-step data strategy to develop a new generation of customer experiences and solutions: Step 1: Collection of Data FSI organizations first need to evaluate whether they have a data strategy in place to make the most sense of existing data, both internal and external, to develop real-time insights

about their customers Step 2: Optimization of existing products and services with data

Leveraging data and advanced data tools such as big data analytics, machine learning and even AI, organizations can improve products and services for the customers and to deliver optimised and personalised financial services through digital channels.

Step 3: Creating new experiences and solutions Ultimately, customer behaviour data should provide feedback to the data insights to help continuously create new experiences, services and solutions for the digital customers. For example, smart banking, intelligent consulting and even enabling open banking APIs for organizations and fintech institutions to collaborate in developing a new generation of products.

Data is already enabling Sumitomo Mitsui Banking Corporation (SMBC) to enhance their customer experience with Microsoft Cloud by developing chatbots for personalized and interactive service delivery.

The organization notes that its collaboration with Microsoft has enabled it to build an AI system that generates learning data, helping constantly improve service efficiency.

FIND OUT HOW FSI ORGANIZATIONS CAN EMBRACE DIGITAL TRANSFORMATION

A X A L I F E J A PA N

“ Once they can understand how we can better leverage technology to continue to grow and better serve our customers, then we can challenge the way we work even more which in the long run will allow us to become more efficient as one unified team” 20

— Hervé Le Hen, Executive Officer and Chief Operating Officer

technology capabilities. But as Le Hen

In order to drive innovation, part of

notes, with the pace of change across

AXA’s ambition will see the company

the industry even AXA has had to

look internally within the business and

redefine its own IT infrastructure.

reassess where more investments and

“Industry wide, IT was still perceived as simply a cost centre. We have to immerse and invest in IT, because

greater efficiencies can unlock further value as the company grows.

“We want to become a tech-led

that’s how we run our own business,”

company and a data-driven company

he says. “Traditionally there has been

and so IT has had to take a seat at the

product development and service to

table because without it, it would be

customers, two separate elements that

very difficult to drive any form of

were never truly aligned. This is what

transformation,” says Le Hen.

needed to change.”

NOVEMBER 2018

Such a seismic shift in the percep-

TECHNOLOGY

CLICK TO WATCH : AXA INFOGRAPHIC VIDEO 21

tion and valuation of IT is felt industry

business and drive transformation,”

wide and in order to fully embrace

says Le Hen. “This requires a new

and harness this, communication and

operating model and for us to adopt a

collaboration will be essential. After all,

more agile business mindset to leverage

for some this shift is tearing up the

technology and to drive innovation.”

traditional ways of working, which in itself can cause a challenge.

As it moves away from its traditional function as a mere cost centre, now

This is where AXA looks within to

better enabled by a new, agile operat-

internalise, develop and reward key

ing model, AXA’s IT role now operates

expertise within the business. “This is

alongside distribution, marketing, finance,

especially true regarding new technolo-

HR, compliance and customer service

gies, but we also look and examine our

as one unified service in order to deliver

capabilities to better understand our

the most efficient and optimal solution. w w w.busi ne ssc hief. com

The insurance industry is facing unprecedented opportunities and challenges in the digital era Deloitte’s insurance group brings together specialists from actuarial, risk, operations, technology, tax and audit.

These skill sets, combined with deep industry knowledge, allow us to provide a breadth of services to life, property and casualty, reinsurers and insurance broker clients.

www.deloitte.com/jp Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited (“DTTL”), its global network of member firms, and their related entities. DTTL (also referred to as “Deloitte Global”) and each of its member firms are legally separate and independent entities.

DTTL does not provide services to clients. Please see www.deloitte.com/about to learn more.

© 2018. For information, contact Deloitte Tohmatsu Consulting LLC.

TECHNOLOGY

AXA GROUP

€98.5bn Approximate revenue

1985 Year founded 160,000 The approximate number of AXA employees

“In order to achieve that we have to

Since its very first day, AXA has

educate our business partners and help

provided only the very best service

them to fully understand how and why

as well as insurance and asset manage-

technology is transforming the world

ment products to its customers. The

we and our customers live in, the market

insurance customer of today is not the

we operate in and how it is transforming

same as that of 30 years ago. With the

our competitors,” says Le Hen. “Once

incredible growth of technology and the

they can understand how we can better

disruptive effect it will continue to have

leverage technology to continue to

on all areas of life, customers of today

grow and better serve our customers,

have more access to information than

then we can challenge the way we work

ever before. This, Le Hen feels, creates

even more, which in the long run will

a whole new level of demand particu-

allow us to become more efficient as

larly in a challenging environment with

one unified team.”

prolonged low interest rates and an w w w.busi ne ssc hief. com

23

TECHNOLOGY

CLICK TO WATCH : DEFINING AGILE AT AXA 25

increasingly aging population.

“The insurance customer first and

that is defined by greater customer experimentation, whether they are

foremost wants to know that their life

purchasing insurance products

is protected, and their insurance will still

or booking a hotel. To this end,

be there when they need it the most,”

AXA must provide the same level

says Le Hen. “They are looking for

of convenience and ease of access

value for money and are more empow-

that customers expect.

ered through technology, meaning they

This in itself presents a key challenge

search for and have access to more

for the company – how can it develop

information. They are more aware and

and deliver new technology products

more informed and so we have to be

and services to a market such as Japan

responsive to that.”

that is still finding the balance between

He describes this modern customer environment as the digital reality, one

technological innovation and ‘face to face’ interaction? “In Japan, there is w w w.busi ne ssc hief. com

A X A L I F E J A PA N

26

NOVEMBER 2018

TECHNOLOGY

27

“ The insurance customer first and foremost wants to know that their life is protected, and their insurance will still be there when they need it the most” — Hervé Le Hen, Executive Officer and Chief Operating Officer

w w w.busi ne ssc hief. com

Transformation services for the Insurance Industry It is no longer business as usual in the insurance industry.

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Empowering Customer with Thought Leadership insights

TECHNOLOGY

29

still a huge demand for face to face

based reviews and ratings called

interaction in insurance and that goes

Transparent Customer Feedback (TCF)

back to the whole trust element,” says

that works with some of the largest

Le Hen. “We are providing online

companies in the world. AXA Life Japan

channels and a call centre operation,

is the very first insurance company

but we are doing so in a more agile way

in the country to proudly display its

that is responsive and listens to the

customers’ rating on its website.

customer. It’s a key part of our transfor-

For Le Hen, this is one of the most

mation in Japan, allowing the customer

important elements in developing

to decide which access point they

trust with AXA’s customers. “It’s about

ultimately want to use.”

transparency. We disclose it on our

AXA achieves this through an

website so that customers can see how

industry-first approach. The company

we are performing and more importantly

works with a provider of transaction-

they can see how we are responding to w w w.busi ne ssc hief. com

DellTechnologies.com

TECHNOLOGY

“ It’s about transparency.

We disclose it on our website so that customers can see how we are performing and, more importantly, they can see how we are responding to their feedback and complaints” — Hervé Le Hen, Executive Officer and Chief Operating Officer

31

their feedback and complaints,” he says.

and cloud services, but what can a

“have a duty in insurance and we have a

company like AXA do to ensure its

core value as a company, which is

technology investments have a clear

customer-first at the very beginning of

business case behind them?

all of our decision-making actions.”

“The idea is to be able to focus on

With the transformative nature

value and move quickly, but to be able

of technology and more and more

to stop quickly too,” says Le Hen. “It’s

companies playing catch up, it can

part of the agile operating model we

be easy to fall victim to just investing

have designed and put in place. I

in technology for the sake of investing

challenge my team to come to me with

in technology. After all, nobody wants

ideas, to pilot these ideas and under-

to be left behind. The industry is awash

stand that if they don’t work then we

with current technology buzzwords

need to be able to stop and not disrupt

like Artificial Intelligence (AI), Big Data

the business and our service to the w w w.busi ne ssc hief. com

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Tel. +81.3.5614.7920

TECHNOLOGY

33

customers, but if they work we also

and data mining tools in order to disrupt

have to scale-up quickly.”

and bring business innovation through

Le Hen’s core remit centres around modernising AXA Life Japan’s legacy

greater efficiency.

“We are also utilising Robotic

infrastructure and systems. These he

Process Automation (RPA) software

feels are the company’s greatest assets,

as well as chatbots and machine

and so he and his team work to provide

learning to automate and straight

flexibility around this infrastructure in

through process our operations” he

order to open it up to new technologies

says. “Ultimately, we look at ways in

and platforms. AXA Life Japan works

which we can improve our cycle time,

with cloud service vendors as it migrates

save costs, achieve more with less

its core IT to private and managed public

and reinvest to improve the custom-

cloud services, enabling the company

er’s experience with AXA.”

to access and implement data analytics

Digital transformation and digitisation w w w.busi ne ssc hief. com

A X A L I F E J A PA N

A X A L I F E J A PA N

Growth through diversity To drive the company transforma-

which is voluntarily planned and

tion while promoting a new way

organized regularly by employees

of working, AXA Life Japan has

and sponsored by the CFO, as well

been carrying out initiatives to foster

as the Employee Resource Group

an inclusive corporate culture that

activities of the voluntary group

includes diverse employees and

“Japan Women @AXA”, which aims

realise an ideal working environ-

to revise the working rules regard-

ment as a foundation.

ing the childcare leave program and

The company considers diversity to be one of the strategies that are directly linked to business growth 34

enhance the possibility of female participation through networking.

A mentoring program and a spon-

and believes that it is extremely

sorship program are also provided

important to incorporate various

to make use of individual situations

opinions of AXA employees that

and advantages to steadily foster

have diverse mindsets and ideas.

next-generation leaders.

It is also strategically important to

AXA Life Japan will support the

initiate further innovation, and the

step-up of women to grow their

participation of women, in particular,

careers in their own way and aims

provides a competitive advantage.

to raise the ratio of female manag-

The company has been supporting the “AXA Women Conference”,

NOVEMBER 2018

ers that are corporate officers or in higher positions to 33% by 2020.

TECHNOLOGY

35

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A X A L I F E J A PA N

“ We want partners with the same beliefs and dynamics.

That’s what forms a strong chain. We develop and grow together. This is key to identifying opportunities for growth” 36

— Hervé Le Hen, Executive Officer and Chief Operating Officer

require a strong and robust network

build together. You share capabilities

of vendors and partners that can guide

and risks.”

and support AXA as it navigates the

“We want partners with the same

ever-changing landscape of techno-

beliefs and dynamics. That’s what

logical innovation. Le Hen acknowledg-

forms a strong chain. We develop and

es this but is keen to stress that AXA

we grow together. This is key to identify-

approaches partner relationships with

ing opportunities for growth. You win,

a long-term mentality.

you lose, but you do it together and

“Vendors are often used for their specific capabilities for a specific

that’s a win-win model overall.”

The financial industry has already

purpose and period of time,” he says.

changed significantly, and if it continues

“Partners are different because it’s

to evolve as rapidly as it has done over

about the long-term value chain we

recent years, then the innovation of

NOVEMBER 2018

TECHNOLOGY

37

today may very well be usurped by the

bring products and services to market.

innovation of tomorrow faster than ever

We need to continue to challenge

before. Le Hen knows that AXA must

ourselves to be quicker and be more

continue to ready itself for the future

responsible and prepare for the

and wherever possible, predict the

challenges of tomorrow.”

unpredictable to continue to provide the best service for its customer base.

“It’s all about the customers. We want to develop innovative products and services which meet with that changing customer need,” he says.

“IT will continue to be challenged on its flexibility and how quickly we can w w w.busi ne ssc hief. com

LEADERSHIP

Facebook

SMB:

38

Connecting communities across Southeast Asia Sarita Singh, Director of Small and Medium Businesses (SMB) Southeast Asia at Facebook, discusses supporting businesses and communities with their digital transformation across such a diverse region.

WRITTEN BY

OLIVIA MINNOCK

NOVEMBER 2018

39

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LEADERSHIP

C

urious about tech” is how Sarita Singh, Director of SMB (Small and Medium Business) at Facebook

for the expansive Southeast Asia region, describes herself. As such, she has pushed herself to build a career in the industry across various functions at some of the leading global players.

“Technology’s a genius industry,” she comments. “There are just so many different elements – I’m always constantly trying to push myself and learn the different parts.”

40

Following roles at Salesforce and Google, Singh chose to settle at Facebook last year, and is visibly comfortable in a role that reflects her personal goals as well as her insight and experience. “I love Facebook; we are first and foremost a very mission-driven company. Every day, we’re living and breathing the mission of this company, which is incredibly motivating as we focus on building and supporting communities.”

Singh’s works with a vast scope across 13 countries in the region – all at varying stages of economic and digital development. “It’s a big responsibility, but it’s also highly, highly motivating to be able to work in growth economies. By definition, when NOVEMBER 2018

2004 Year founded

1,800 Approximate number of employees

41

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LEADERSHIP

you work with SMBs, you’re working with companies that are digitally innovative – they’re doing new things. They are forging new paths. It’s an incredible privilege to be part of a community’s or country’s digital journey.”

As a multinational making a splash in almost every corner of the world, Facebook must both nimbly adapt to a variety of markets while remaining consistent in its quality and global expertise. “From big economies like Indonesia and Singapore, to more traditional emerging markets, the needs of busi42

nesses and communities are incredibly different. We’re serving digital natives as well as those who have been more traditional and are now beginning their digital journey.”

An economically and geographically diverse region like Southeast Asia is particularly needful of the expertise Facebook can bring in terms of its technology, communication and marketing know-how. “The biggest stage of any challenge is how do you serve a fragmented group of communities and businesses in a way that you can do it at scale but it still feels personal and relevant to their own journey. I think technology that is transformed NOVEMBER 2018

“By definition, when you work with SMBs, you’re working with companies that are digitally innovative – they’re doing new things. They are forging new paths” — Sarita Singh, Director of SMB Southeast Asia at Facebook

CLICK TO WATCH : MEET THE FACEBOOK APAC TEAM 43 brings people together and builds

ecosystem. These three elements help

communities – but you always have

determine the best way forward, and

to be really thoughtful to make sure

that balance is how we get the whole

everybody can participate as equally

scale versus personalisation happen-

as possible,” she adds.

ing,” says Singh.

On Facebook’s mission to bring

Aside from the vital advertising ser-

together such an array of communi-

vices and general analytics Facebook

ties through their small and medium

is renowned for offering SMBs, Singh

enterprises, collaboration is key. Singh

emphasises that for Southeast Asian

states that many approaches must be

enterprises and communities, a much

brought together to leverage insight

broader benefit can be reaped. “We’re

and ensure Facebook is benefitting

giving businesses a kind of IQ,” she

SMBs. “Small businesses are so vocal

explains, “with insights across geog-

about what’s right for them and their

raphy and devices, and how people

digital journey – what is right for their

use their time.” w w w.busi ne ssc hief. com

LEADERSHIP

44

Another key to helping businesses be proactive in a fast-paced market is allowing them to expand within and even outside their community by ensuring they can be seamlessly connected with the right people. “Facebook makes sure people can grow domestically but also in their surrounding countries and expand into much bigger international markets such as with the recent Made by Malaysia program we launched to help SMEs grow internationally. My team helps clients think at a scale they haven’t been permitted to NOVEMBER 2018

“We’re giving businesses a kind of IQ, with insights across geography and devices, and how people use their time” — Sarita Singh, Director of SMB Southeast Asia at Facebook

45

think at before,” Singh explains, adding

ments Singh, adding that smartphone

that if Southeast Asia was a country, its

use is even more pervasive in Asia than

680mn-strong population would make

in other markets. “It’s everything – it’s

it the third largest in the world.

my office, home, TV, etc.

Much of Southeast Asia comprises

“I would say technology, especially

emerging markets which have come

mobile, is a real enabler in these mar-

from a low digital penetration rate and

kets, and I think people trust this ena-

leapfrogged legacy systems, by-

bler because they see the impact it has

passing clunky desktops to become

on their own lives and communities. It

mobile-first. “When you’ve got markets

tends to be a really positive experience

that are 50-60% under the age of 35,

for users in these markets.” Indeed, Sin-

you’re talking about whole generations

gh’s depth of insight and understanding

that have gone from traditional, paper-

of the communities she serves is clear,

based systems to smartphones,” com-

and this is something Facebook more w w w.busi ne ssc hief. com

LEADERSHIP

widely can bring to Southeast Asia above and beyond other platforms.

“What we develop, how we develop it, testing and the guardrails put in place are all aimed at serving communities,” says Singh, coming back to her important mission. “We’re also very aware of the risks – recently we’ve done a lot of soul searching and thought about how we need to protect users and businesses – our scale means great responsibility and we’re working very hard to keep our platform and services safe,” she adds.

46

Another key challenge within the region is a lack of skills, training and capital for SMBs. As such, Facebook offers training such as Facebook Blueprint. “We put millions all around the world into digital education – and the programmes we have are all community building.”

Financial systems and logistics are also elements Facebook can help with – if not necessarily by providing physical lorries and trucks, then by connecting businesses to the right partners.

“These challenges generally exist for SMBs, and are particularly acute in an emerging market – not just across borders, but businesses in the Philippines NOVEMBER 2018

“Technology is a real enabler in these markets, and I think people trust this enabler because they see the impact it has on their own lives and communities” — Sarita Singh, Director of SMB Southeast Asia at Facebook

or Indonesia have to navigate islands.

Just the sheer challenge of getting your product for one place to another can be difficult. From a Facebook point of view, we think about how we can build services, or partner with organisations, to reduce friction for SMBs when they go to market.”

Looking to the future, Facebook will continue its tremendous expansion across Southeast Asia and the wider world, but with perhaps a more measured approach. “The company generally is growing – we’re very thoughtful about how we grow. There are 13 countries of various majorities, and as mobile penetration continues to explode, so too will we have to develop the infrastructure to support these communities and countries.” w w w.busi ne ssc hief. com

47

Covering every angle in the digital age The Business Chief platforms offer insight on the trends influencing C and V-level executives, telling the stories that matter CLICK TO SUBSCRIBE FOR FREE

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TECHNOLOGY

50

SALESFORCE.ORG EMBRACING INNOVATIVE TECHNOLOGY TO ENABLE SOCIAL GOOD AROUND Hentur sum ipsapero et es THE WORLD andendant que et aut mi, temut es exerrovid mi, qui bea By connecting noncommolut et apienecepti que profits and educational corerum hil idus, torecti busape institutionsnon to innovative con perrovidio technology, Salesforce.org creates a better world for tomorrow WRITTEN BY

DA LE BENTON

NOVEMBER 2018

51

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TECHNOLOGY

T

echnology, when used for good, can truly change the world. This is the core belief of Salesforce.org, a social enterprise that plac-

es the greatest technology the world has to offer into the hands of non-profits and educational institutions in order to enable them to connect their organisations and accelerate their impact. Salesforce.org is defined by three key pillars, technology, resources and people. These key pillars represent the ways in which Salesforce.org can deliver on its vision of empowering non-profit organisations and educational sectors all over the world.

“Technology can do the most amazing things

52

when used for social good, but it has to be applicable and appropriate for a non-profit to be able to use,” says Charlotte Finn, VP Global Strategic Relations. “What we’ve done is develop technology specific for those areas. So, we’ve taken fundraising technology, volunteer management technology, donation management technology and student management technology and really tailored them to our market. This approach has made a significant difference.”

Formally known as the Salesforce Foundation, Salesforce.org leverages the Salesforce Customer Relationship Platform (CRM) and made it accessible to non-profit organisations and developed its own non-profit specific technology solutions. What this does is allow some of the smaller

NOVEMBER 2018

53

“ Every single year, we surpass our volunteering targets because we are an organisation made up of employees who are passionate about the real difference each and every one of them can make” — Charlotte Finn, VP Global Strategic Relations

TECHNOLOGY

non-profit organisations to access and leverage the same technology as some of the largest non-profit or corporate companies in the world. Finn points to Child’s i Foundation, a foundation designed to “rewrite the script” for all children in orphanages across Uganda.

“Childs i Foundation was founded by one person with a vision of simplifying the process of tracing blood relatives for orphaned children and reconnecting them with their families,” says Finn.

“What she did was build a case management system using Salesforce 54

CRM to track a child’s family then work with the Ugandan government and local social services top accelerate the flow of adoption in the country. It was really incredible.”

Child’s i is a perfect example of the way in which Salesforce.org delivers on its vision but in order for the foundation to be able to benefit and lever-age Salesforce’s technology, it called upon Salesforce.org’s second key pillar, resources. As a foundation, Salesforce.org is a granting foundation and grants funding specifically in the areas of workforce development and in education. Finn believes that in order to drive technology and innovNOVEMBER 2018

“ Technology can do the most amazing things when used for social good, but it has to be applicable and appropriate for a non-profit to be able to use” — Charlotte Finn, VP Global Strategic Relations

CLICK TO WATCH : ‘HOW GEORGETOWN CREATES A PERSONALISED STUDENT EXPERIENCE’

ation, the organisation must start

made available and this is just in the

enabling the next generation to have

UK alone. We have to think about how

incredible opportunities to do so.

we can fill them,” says Finn.

Across its entire global portfolio,

This is where the organisation’s

Salesforce.org has granted more than

third pillar comes into play, people.

$220mn into non-profit and education-

Salesforce.org provides every single

al organisations to build what Finn des-

employee with seven day’s volunteer-

cribes as future-ready programs. These

ing and actively encourages each

future-ready programs will create the

employee to go out and volunteer with

next generation of technology enabled

non-profit organisations to train and

individuals all around the world.

develop the skillset and capabilities

“Take the UK as an example: In the

of individuals. To date, the organisation

next few years there are close to

has registered more than three million

745,000 IT jobs that are going to be

hours of volunteering work worldwide. w w w.busi ne ssc hief. com

55

TECHNOLOGY

“Every single year we are asking ourselves, how are we going to continue this and improve and give more time?”, says Finn. “Every single year, we surpass our volunteering targets because we are an organisation made up of employees who are passionate about the real difference each and every one of them can make individually as well as collectively.”

An inescapable challenge that comes with technology and innovation is readiness and whether or not there is the right skillset and capabilities to fully 56

embrace technology. As an organisation looking to connect non-profit and educational sectors from all over the world to the latest technology solutions, this challenge is only exacerbated. Finn recognises this and admits that there are more mature and ‘techready’ countries and markets in some parts of the world than others.

The one thing she does note however, is the demand for technology. “There is a huge appetite to become tech ready and in fact, sometimes it’s the systems and solutions that aren’t ready to match that appetite,” she says. “There are some incredible, innovative organisa-

NOVEMBER 2018

“ Sometimes it’s actually technology that has to be ready.

So as developers, we have to catch up with some of their innovative concepts” — Charlotte Finn, VP Global Strategic Relations

tions down there that want to harness the powers that technology can give them. But because they are so innovative, because they are so amazing the delivery, especially to the last mile, when you’re right out in the field, it’s not there yet. Sometimes it’s actually technology that has to be ready. So as developers, we have to catch up with some of their innovative concepts.”

To this end, Salesforce.org builds and invests into a number of education programs and educational workforce development programs that are accessible both externally and internally.

One such example, is Trailhead. Trailhead is an online tool that provides training, badges and accreditation to all staff and employees. Finn feels this is key because it shows that technology education is just the beginning, its Trailhead enables them to take that education and make a real difference.

Given the incredible rate in which technology has evolved and will continue to evolve, the technology conversation has shifted immensely. Historically in the non-profit sector, Finn feels that people have always looked to tackle situations by themselves. Only through

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57

TECHNOLOGY

37,000+

Non-profit and education customers

$230mn+ Grants

3.2mn 58

Service hours

NOVEMBER 2018

public and private partnerships and working collaboratively with NGOs and organisations like Salesforce.org can the sector truly embrace and ride the digital wave. “There is much stronger appetite for the collaboration amongst companies to enable this to happen,” she says. “As more and more of these entities are coming together and creating a collaborative approach, we are starting to see more of these challenges being addressed and tackled more successfully, much more quickly.”

The technology conversation shows no signs of slowing down and Salesforce. org will continue to play a key role in enabling the non-profit organisations of the world to access the greatest and most innovative technologies the world has to offer.

For Finn, it will always be about one thing.

“It really is to enable technology to be used for social good,” she says. “I know it’s a trite answer but its true. We can really help the world through technology. The work we do is truly game changing.”

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CITY FOCUS

City Focus

62

PHNOM PENH Cambodia’s capital is becoming a gateway for exports as investments increase not only from the West but from China’s growing middle class; and one particularly unusual delicacy proves highly lucrative WRITTEN BY

HARRY MENEAR

NOVEMBER 2018

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CITY FOCUS | PHNOM PENH

64

T

he Cambodian economy

economy and flourishing culture, which

has exhibited strong growth

is most apparent in the capital city

in the past decade. Forbes

of Phnom Penh.

reports the nation’s GDP growth at “an average annual rate of over 8%

CENTRE OF INDUSTRIAL DEVELOPMENT

between 2000 and 2010 and at least

Located at the intersection of the

7% since 2011”. Central to this increas-

Mekong and Tonlé Sap rivers, Phnom

ing prosperity and financial strength

Penh has a rich culinary history, sup-

are the tourism, garment, construction

ported by the strong agricultural

and real estate, and agriculture sec-

tradition of the surrounding deltas.

tors. Food, and its production, are at

This sector is set to expand once

the crossroads of Cambodia’s growing

again, fueled by demand from the

NOVEMBER 2018

‘Food, and its production, are at the crossroads of Cambodia’s growing economy and flourishing culture, which is most apparent in the capital city of Phnom Penh’

65

West, as well as China’s burgeoning

Chamber of Commerce, for what

middle class. In September 2018, 350

the Phnom Penh Post described as a

companies from 30 countries in the

“first-of-its-kind trade event”; the Ple-

region met in Phnom Penh for the

nary Session of Business Opportunities

Camfood, Hotel and CamCafe Expo,

in Cambodian Agriculture. Speaking

according to the Phnom Penh Post,

at the event, US Ambassador William

with the goal of securing new inves-

Heidt stated: “Cambodian agriculture

tors to help support growth across

has enormous potential. From 2004

Southeast Asia and Indonesia.

to 2012, growth in the sector was

Away from the private sector, the

5.3% – one of the fastest in the world.

Cambodian and US governments met

Crop yields and agricultural exports

in September, hosted by the American

increased significantly.”

CITY FOCUS | PHNOM PENH

A GATEWAY FOR GLOBAL TRADE Cambodia’s principal bulk exports are rice and cassava root, with 45% of the country’s total labour force engaged in the agricultural sector, according to export.gov. In 2017, Cambodian rice exports totalled 574,673 tons, compared to 387,061 tons three years previously. In 2018, the Khmer Times reported an overall increase in Cambodian agricultural export commodities of 11%. A large portion of the increase in large-scale commodity agriculture thanks to recent shifts in US trade rela66

tions. The Phnom Penh Post reports that Cambodian-US bilateral trade has been valued at $1.9bn so far in 2018 – marking a 23% increase, year on year.

While the majority of Cambodian agricultural exports are large-scale commodities like rice, cassava (both fresh and starch) and corn, Phnom Penh is also experiencing a dramatic increase in demand for luxury foodstuffs from overseas. This increase in demand has been attributed partially to the strong growth in the Kampot pepper market, as the industry has experienced a strong resurgence in the past twenty years, following the fall of the Khmer Rouge.

NOVEMBER 2018

CULTURAL DELICACIES In the provinces to the west of Phnom Penh, a market has been steadily growing, industrialising, and finally legitimising over the past decade: the nests of edible-nest swiftlets. Found

Currency

Riel

across Southeast Asia, the edible-nest swiftlet constructs its homes almost exclusively from saliva, which dries into a shell, and contains very little vegeta-

1865

Capital Status

ble matter or contaminants. Harvesting the nests is traditionally dangerous, given the birds’ propensity to build high on cliffs. This, combined with huge

1.5mn Population

popularity in China as both a culinary delicacy and a traditional aphrodisiac, sets the swiftlet nests among Matsutake mushrooms, white truffles, and

Nearest airport

6km

Phnom Penh International Airport

White Pearl Albino caviar as one of the most expensive foodstuffs worldwide.

In 2017, the cost of a kilo of ‘unwashed’ nests was reported by the Phnom Penh Post as between $600 and $650 per kg, while the

‘ The Phnom Penh Post reports that Cambodian-US bilateral trade has been valued at $1.9bn so far in 2018’

paper added that cleaned nests could be sold for $1,500 last year are now worth closer to $3,000. As a result, more than 100 ‘swallow houses’ have been built across Cambodia, bringing the total to “anywhere from 800 to 1,500” according to Cambodia w w w.busi ne ssc hief. com

67

CITY FOCUS | PHNOM PENH

UNESCO World Heritage Sites

68

Aside from a capital which facilitates the export of delicacies, taking advantage of Cambodia’s natural landscape and agricultural opportunities, the country is also home to prominent UNESCO world heritage sites. These include Angkor Wat, also known as the ‘PHNOM PENH of Temples’, which takes up over 162 hectares and includes a Buddhist temple. Another recognised site is the Preah Vihear Temple, located in the Dangrek Mountains.

Cambodia’s most recently recognized UNESCO site, having obtained its status in 2017, is the Temple Zone of Sambor Prei Kuk, which is a former royal sanctuary but now taking the form of a ruined temple featuring stone statues, towers, ponds and reservoirs.

NOVEMBER 2018

69

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CITY FOCUS | PHNOM PENH

Bird’s Nest Federation (CBNF) presi-

cally in the next five years. McKinsey

dent Nang Sothy. Sothy continues to

and Co has reported that by 2022,

estimate that, if demand remains high,

over 75% of China’s urban consum-

“the Kingdom could harvest at least

ers will earn between $9,000 and

800-1,500kg of birds’ nests a month”,

$34,000 in annual income, represent-

70% of which could be exported. The

ing a doubling of the average urban

majority of the increased demand is

household income by the year 2022,

expected to come from China’s grow-

which the Cambodian export mar-

ing middle class, whose purchasing

ket is already seeing dividends from.

power over luxury goods and services is expected to increase dramati-

70

NOVEMBER 2018

In September, the Cambodian Forestry Administration urged those

operating swiftlet nest farms to register

far from certain: Indonesian, Myanma-

with the department. Forestry official

rese and Thai swallow houses are also

Yorn Yuth Vorith said: “As long as swift-

expanding and updating their tradi-

let house [ownership] keeps growing

tional methods for the modern market,

across the country, we need to check

which has been estimated to be worth

and control them. Registering will also

$5bn annually. Regardless of the role

benefit the owners of swiftlet houses

this will play in Cambodia’s agricultural

as they will be certified and the origin of

sector, the Kingdom is consistently

their export products will be identified.”

developing and refining strategies

The future of the bird nest soup sec-

to become a formidable competitor

tor in and around Phnom Penh remains

in the region, and beyond.

‘The Kingdom is consistently developing and refining strategies to become a formidable competitor in the region, and beyond’

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71

T O P 10

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Top 10 wealthiest influencers inAPAC FOR THE WEALTHIEST PEOPLE IN AFRICA, 2018 HAS PROVEN TO BE A YEAR OF GROWTH. THANKS IN PART TO RISING STOCK MARKETS AND AN UPSWING IN COMMODITY PRICES, THE RICHEST AFRICANS SAW THEIR COMBINED WEALTH SOAR OVER THE LAST 12 MONTHS TO A COMBINED TOTAL OF $75.4BN. WE LOOK AT THE TEN RICHEST PEOPLE IN AFRICA, ACCORDING TO THE FORBES 2018 RICH LIST

WRITTEN BY

NOVEMBER 2018

OLIVIA MINNOCK

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T O P 10

76

10 He Xiangjian

Net worth: $20.1bn He Xiangjian is co-founder of Midea, one of the biggest appliance makers in China. Ranking 50th overall on Forbes’ list of global billionaires, He currently has a worth of $20.1bn. Midea is headquartered in Foshan, Guangdong, where He lives, and specialises in HVAC equipment as well as kitchen appliances.

The company currently employs over 100,000 staff and operates across over 200 countries.

http://global.midea.com.cn

NOVEMBER 2018

09

77

Yang Huiyan

Net worth: $21.9bn Yang Huiyan, the only female to make the list, is the richest woman in Asia. Having gained her $21.9bn worth in the property development industry, Yang owns 55% of Country Garden Holdings and comes in at #43 globally. Yang is the daughter of Country Garden’s founder Yang Guoqiang, and took on her share of the firm when the company debuted on the stock market in 2007. Country Garden is headquartered in Guangdong and currently employs around 70,000 people.

http://en.bgy.com.cn

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T O P 10

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08 Masayoshi Son Net worth: $22.7bn

Japanese billionaire Masayoshi Son is founder and CEO of SoftBank, one of the largest tech companies in the world which owns stakes in big names like Uber, Slack, Alibaba and Sprint. Headquartered in Tokyo, the group has over 68,000 staff and since Masayoshi founded the company in 1981 it has accumulated a revenue of $79mn. Personally, the founder’s worth is recorded as $22.7bn and as such he is the 39th richest person in the world.

www.softbank.jp

NOVEMBER 2018

07

79

Wang Jianlin

Net worth: $30bn With a total worth of $30bn, Wang Jianlin comes in at 26th place in Forbes’ global rankings. The Chinese billionaire founded Dalian Wanda Group, China’s largest real estate development company, in 1988. Since then, the group has grown to 130,000 staff and operates across several sectors from cinema and healthcare to financial services. However, it has recently been announced that Wang is selling off his global empire, with CNN reporting at the beginning of this year that he would make sales of international holdings in order to concentrate on the domestic market and pay off debts.

www.wanda-group.com

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T O P 10

80

=05 Lee Shau Kee

Net worth: $30.3bn Lee Shau Kee is another real estate magnate to make the list, and globally comes in at #24 with an overall worth of $30.3bn. Kee is the majority owner of Henderson Land Development Ltd, which develops properties including hotels and restaurants. Since its foundation in 1981, the business has grown throughout Hong Kong and mainland China and employs over 8,500 people. Kee is also a keen philanthropist and sponsors the HKICC Lee Shau Kee School of Creativity.

www.hld.com

NOVEMBER 2018

=05

81

Hui Ka Yan

Net worth: $30.3bn Perhaps the best-known business leader of the list, Jack Ma is the cofounder and executive chairman of Alibaba Group Holding and the 20th richest person in the world. Having begun as an ecommerce company, Alibaba has since made strides in all areas of digital, including AI, internet and fintech and now even omnichannel retail. Having developed Alipay in 2014, Ma separated this from its parent company into what is now known as Ant Financial and has become the world’s most valuable startup, with a total value of $150bn. Ma continues to go from strength to strength in each of his business endeavours, with Alibaba currently employing over 66,000 staff.

www.alibaba.com

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T O P 10

82

04 Li Ka-Shing

Net worth: $34.9bn Affectionately known as Superman in his home of Hong Kong, Li Ka-Shing has built up a diverse business in CK Hutchison Holdings which now operates across over 50 countries with more than 320,000 employees. Li began his business in 1950 and built it from scratch – he is therefore much admired in Hong Kong not only for being a self-made billionaire but also for his charitable spirit. The Li Ka Shing Foundation promotes education and social progress, with Li donating one-third of his assets to philanthropic initiatives.

Earlier this year, Li announced his retirement and said that he will stay on at CK as an advisor.

www.ckh.com.hk NOVEMBER 2018

03

83

Jack Ma

Net worth: $39bn Perhaps the best-known business leader of the list, Jack Ma is the cofounder and executive chairman of Alibaba Group Holding and the 20th richest person in the world. Having begun as an ecommerce company, Alibaba has since made strides in all areas of digital, including AI, internet and fintech and now even omnichannel retail. Having developed Alipay in 2014, Ma separated this from its parent company into what is now known as Ant Financial and has become the world’s most valuable startup, with a total value of $150bn. Ma continues to go from strength to strength in each of his business endeavours, with Alibaba currently employing over 66,000 staff.

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T O P 10

Mukesh Ambani Net worth: $40.1bn

The only Indian billionaire on the list, Mukesh Ambani is chairman and managing director of Reliance Industries, the most valuable company in India. Reliance is primarily a petrochemicals business, but has interests 84

in India across energy, textiles, natural resources, retail and telecommunications. Since its foundation in 1977, the company has grown to employ almost 188,000 people and reported its most recent revenue as $60bn. Ambani himself is famed for living in the world’s most expensive home, Antilia, which is located in Mumbai and is worth over $1bn.

www.rli.com

NOVEMBER 2018

02

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T O P 10

Ma Huateng

Net worth: $45.3bn Also known as Pony Ma, Ma Huateng is the 17th richest person in the world, and the most valuable businessperson in Asia Pacific. Ma is chairman of one of the largest tech companies in the world, Tencent Holdings. Having begun as a gaming and messaging company, Tencent has since 86

diversified into AI development and internetrelated services – however it is still famed for its WeChat messaging app which has over a billion users. Tencent and Alibaba continue to rival one another for the top Chinese tech company spot, and as such Tencent has also been making strides in omnichannel retail, including a recent strategic cooperation agreement with European supermarket chain Carrefour.

www.tencent.com

NOVEMBER 2018

01

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88

TECHNOLOGY

INNOVATION ACROSS THE MALAYSIAN MANUFACTURING INDUSTRY WRIT TEN BY

CATHERINE S TURM AN PRODUCED BY

K RIS PA LMER

89

OSRAM OPTO SEMICONDUCTORS

OSRAM Opto Semiconductors is embracing digitalization in transforming its manufacturing operations. Director of Digital Manufacturing and Industrialization (DMI), Samivel Krishnamoorthy, speaks to Business Chief APAC

W

ith a history of over 110 years and based on more than 40 years of continuous innovation in opto semiconductors,

OSRAM has set world leading standards in the fields of illumination, visualization, treatment and sensor technology. Its product portfolio covers 90

mobility, increasing safety and security, creating connections, and enhancing health and wellbeing. Their mission is to improve people’s lives in almost all areas.

Commencing production in Malaysia in 1972 as Litronix before officially becoming OSRAM Opto Semiconductors (OSRAM OS) in 1999, the business has focused on transferring essential knowledge, building local talents and producing best-in-class products for the lighting market.

Joining OSRAM OS about 10 years ago, Director of Digital Manufacturing and Industrialization (DMI), Samivel Krishnamoorthy has been instrumental in its digitalization journey. “In 2009, I joined OSRAM Penang - the first semiconductor wafer fabrication plant (Fab) of OSRAM OS outside of Germany. I was tasked to help addNOVEMBER 2018

TECHNOLOGY

91

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To accelerate your ambitions, visit our website: dimensiondata.com

TECHNOLOGY

ress quality related issues due to

tools to the host system and automat-

manual processes performed by the

ing them. The CIM experience I gained,

operators. This task eventually expa-

helped me realize that the factories of

nded to setting up dedicated teams

the future would progressively adopt

working on Computer Integrated Man-

CIM and Factory Integration.

ufacturing (CIM) and automation con-

“Coming from a semiconductor opera-

cepts throughout our Wafer Fab. In

tional perspective and background, it

2012 our Wafer fab achieved full CIM

helped me to identify and adapt to the

coverage. Now, we are extending this

differences of an integrated circuit (IC)

effort to our Assembly & Test facilities,”

Fab and Assembly & Test operations

he says.

vis-a-vis compound semiconductor.

“Starting out in 2004 as a CIM Engi-

The compound semiconductor industry,

neer in SilTerra Malaysia - a 200mm

including companies like ours were not

Wafer Fab, I got my grounding on CIM

in the same league with our DRAM,

and Factory Integration, connecting

NAND, Logic Fabs in terms of automa-

E X E C U T I V E P R OF IL E

Samivel Krishnamoorthy Samivel Krishnamoorthy joined OSRAM Opto Semiconductors in 2009 and was instrumental in engineering the transformation of Asia’s most advanced LED Wafer Fab Facility in Penang, the first of its kind for OSRAM. Following which, he is currently spearheading the digitalization initiatives of its Assembly & Test Plant.

He has championed the introduction and adoption of SEMI standards as de-facto factory integration standard within the organisation globally while phasing out legacy data collection system within the organisation.

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93

OSRAM OPTO SEMICONDUCTORS

tion capabilities. Even for me, it took some transitioning to adapt to 100mm and later 150mm Fab environment as opposed to the familiar 200mm Fab experience I came from.”

94

EMBRACING CHANGE From urbanization to digitalization, infrastructure to security, Internet of Things (IoT), digital communication, smart cities and buildings along with human centric lighting and horticulture – OSRAM has its footprint in the thick of the lighting action.

Mobility is also a significant area of focus, particularly in relation to autonomous driving.

“As these domains flourish and new ideas and innovations come to the fore, manufacturing operations need to be more flexible and scalable – meaning NOVEMBER 2018

TECHNOLOGY

CLICK TO WATCH : ‘LIGHT FROM CRYSTALS — OSRAM OPTO SEMICONDUCTORS’ 95 running multiple high mix low volume

them that there are more effective

operations in parallel,” notes Samivel.

ways of doing things by delivering proof

“We are becoming more customer

of concepts and moving people out of

centric and championing the ability to

their comfort zones.”

meet customers’ highest expectations.

This means, organizations that were

DRIVING OPERATIONAL EXCELLENCE

traditionally going for “high-volume”

In his role as Global Requirement

manufacturing models to meet their

Management Director for OSRAM

targets, may need to redefine their

OS, Samivel is establishing the OS

operational ideology to focus on “high

wide requirement management

value” manufacturing models. This

framework for the company’s Digital

inherently brings complexity that could

Manufacturing & Industrialization ini-

redefine existing factory physics targets.

tiatives. In addition to this, his CIM

“At OSRAM OS, we needed to change the mindset of the people and convince

department currently works to support the five main business divisions w w w.busi ne ssc hief. com

OSRAM OPTO SEMICONDUCTORS

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TECHNOLOGY

within its Penang facility - comprising its Front-End Wafer Fab and four of its Assembly & Test functions, along with all associated R&D activities.

Samivel represents OSRAM in various external organizations such as CREST (Collaborative Research in Engineering, Science and Technology) and TalentCorp to help develop Malaysia’s talent pool. In SEMI (Semiconductor Equipment and Materials International), he is a member of its Information & Control Technical Committee in reviewing and approving the Factory Integration related standards.

DIGITAL INVESTMENT

“ At OSRAM OS, we needed to change the mindset of the people and convince them that there are more effective ways of doing things by delivering proof of concepts and moving people out of their comfort zones” — Samivel Krishnamoorthy, Director of Digital Manufacturing and Industrialization (DMI)

Whilst Samivel remains a key figure

processes either before or while

in the transformation of OSRAM OS’

automating/digitizing our manufactur-

manufacturing facilities in Penang and

ing lines. Some processes in this

other locations, the business has look-

category involve operator decision

ed to anchor its goals to the digitaliza-

making, human intervention in running

tion levels achieved in the IC Fabs, and

equipment and transactional/logistical

implement a global roadmap utilizing

complexities,” he explains.

de facto semiconductor norms.

“The main challenge we faced was

“Secondly, it was imperative to keep our intent focused proceduralizing the

in creating a paradigm shift in moving

value-added processes by focusing

away from the old ways. Our branding

on a number of key things. These are

tagline for our initiative – ‘LESS is MORE’

monitorability, repeatability, controlla-

- serves as a catalyst to emphasise on

bility, flexibility – essentially keeping

the need to remove non-value-added

things simple.” w w w.busi ne ssc hief. com

97

OSRAM OPTO SEMICONDUCTORS

OSRAM OPTO SEMICONDUCTORS ( M A L AY S I A)

€1.7bn Approximate revenue in 2017

1999

Year founded

98

7,000

Approximate number of employees

NOVEMBER 2018

TECHNOLOGY

Moving away from introducing multiple systems to close the digitalization gap, OSRAM OS has taken the more complex route of platforming its digitalization tools. This is to scale on connectivity and create the necessary gravity by establishing a consistent optimised data flow throughout its Fabs. By assessing its own capabilities which align with semiconductor best practices, the business has harvested low hanging fruits by ticking off topics which are easily addressed before looking at further complex areas.

“We needed sound solution providers to realise our vision. Partners like Vistrian, ATOS, Dimension Data, our equipment suppliers, and a long list of others are the cogs in our digitalization wheel in Penang. Once the baseline was established, we focused on completing system to system integration which was easiest to realise as those systems were under our direct control. Once the system to system integration was done, we coupled the system to equipment in our shop floor which was/and still is the more challenging part,” he continues.

“Our equipment suppliers were not known to support the compound semiconductor industry with the same integration capabilities offered to the semiconductor peers (in this case SEMI standards such as SECS/ GEM and E142). It took a lot of discussions, negotiations and re-negotiations – and in some cases even haggling – to get them to agree and deliver such integration possibilities. Once achieved, we moved to making the requirements mandatory in our equipment w w w.busi ne ssc hief. com

99

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procurement strategies. This cycle

new blood into the organisation. Having

was also to repeat for our Assembly &

the demand from customers to bring

Test implementations when we started

Front End capabilities into our Back

later in 2014 and is still an ongoing pra-

End also helped give the necessary

ctice we adhere to.”

impetus for this initiative. We are curr-

Using the same platform for its Ass-

ently deploying the same concepts

embly & Test operations to capitalise

and implementations in two of our sites

on the possibility of operator mobility,

in Wuxi, China and Kulim, Malaysia.”

the plan was initially met with skepti-

Filtering into its transformation,

cism. “Achieving this for an IC Assem-

OSRAM lives from employees contribut-

bly & Test operation is relatively easier

ing to the company’s success with

as opposed to a compound semicon-

enthusiasm. Working in OSRAM means

ductor,” observes Samivel. “It took

experiencing a trust-based atmosphere

multiple tries within our teams along

alongside open and respectful interac-

with top down targets and bringing in

tion. Investing in both technical compe-

TECHNOLOGY

101

“ The products need to have staying power – needs to be of good quality – and a good data landscape with the right verifications and validations in place will help achieve that” — Samivel Krishnamoorthy, Director of Digital Manufacturing and Industrialization (DMI)

tency related training and emotional quotient development, the business has established the OSRAM Skills and Development Center (OSDC), a dedicated building to support training activities all year long. Since its inception, it has become the central physical entity that focuses on OSRAM’s formation and propagation of career, operational, technical, academic and leadership development, along with digitalization tool trainings and new employee orientation/integration programs. w w w.busi ne ssc hief. com

OSRAM OPTO SEMICONDUCTORS

C OMPA N Y FA C T S

• The business has looked to anchor its goals to the digitalization levels achieved in the IC Fabs, and implement a global roadmap utilizing de facto semiconductor norms.

102

“Our Managing Director - Dr. Roland Mueller is a strong advocate and believer in investing in people development. Under the auspices of OSDC – we aim to achieve our missions of: • Providing equal development opportunities for all employees, in both personal and professional aspects.

• To develop the full potential of employees through both technical and management programs.

• To provide structured programs and infrastructure that will produce competent and highly skilled employees.

• To encourage a culture of daring where failure and learning are part of the process.”

NOVEMBER 2018

• OSRAM OS has taken the more complex route of platforming its digitalization tools. This is to scale on connectivity and create the necessary gravity by establishing a consistent optimized data flow throughout its Fabs • The business has established the OSRAM Skills and Development Center (OSDC), a dedicated building to support training activities all year long

TECHNOLOGY

CLICK TO WATCH : ‘KULIM - MOST MODERN PRODUCTION SITE OF CHIPS FOR LEDS ON 6 INCH WAFERS’ 103

INNOVATING FOR THE FUTURE

firms have been brought in to further

As we keep innovating and improving

explore its potential. Additionally, it has

our products and applications it will

sought to deploy a number of cloud-

become increasingly essential for

based solutions to support its produc-

OSRAM to acquire the right products

tivity tools in relation to its IT systems.

for each market, which can be further

“We have robotics running our major

analyzed through the adoption of

manufacturing processes, but we are

advanced data analytics.

also exploring possibilities of inter pro-

“The products need to have staying

cess logistical handling via the use of

power – needs to be of good quality

robotics – i.e. automated transport sys-

– and a good data landscape with the

tems and also manual process auto-

right verifications and validations in place

mation with COBOTS. However, we

will help achieve that,” says Samivel.

are still in the evaluation stage and are

In the adoption phase of big data at OSRAM, a number of consultancy

hoping to kick-start some of these initiatives soon once we have the right w w w.busi ne ssc hief. com

OSRAM OPTO SEMICONDUCTORS

teams established to champion this,” he adds.

“We are also currently deploying Customer Relationship Management

mark, our standards need to raise along with it,” says Samivel.

“Our customer feedback has been

(CRM) solutions from Salesforce to

tremendously positive across all digit-

help with our forecasting topics and

alisation initiatives. Our hiring strate-

our customer relationship manage-

gies are going after the best in class

ment. This is another digitalization

talent pool who could work with these

topic that we are excited about and

operational demands in a continuous

that could also help us respond spee-

improvement frame of mind. Our tar-

dily to market demands,” he adds.

gets are continuously enhanced with

Housing a unique mission statement, to unlock the potential of light to imp104

“As we constantly raise the bench-

newer strategies to be the market leader in our domain.”

rove people’s lives, OSRAM’s diverse

“Samivel reminds organizations em-

portfolio will continue to deliver sign-

barking on any digitalization initiatives

ificant financial gains.

from throwing caution to the wind – as

NOVEMBER 2018

TECHNOLOGY

105

digital solutions alone will not solve all

fore, any such endeavors should start

inherent organisational flaws. If there

by investing in equipping the people

are inherent lack of manufacturing

who run those processes the neces-

competencies, even the best in class

sary core competencies� he ended.

solutions will fail to deliver the promised results. No amount of automation or artificial intelligence could compensate for the lack of operational understanding - and the investments might not yield the expected results. Therew w w.busi ne ssc hief. com

FWD Thailand:

106

promoting engagement across the insurance sector WRIT TEN BY

CATHERINE S TURM AN PRODUCED BY

A LE X PAGE

NOVEMBER 2018

TECHNOLOGY

107

w w w.busi ne ssc hief. com

FWD INSURANCE

108

Growing rapidly across Asia, FWD Insurance has become renowned as a dynamic player in Thailand’s insurance market

F

ocused on creating fresh

and investment-linked insurance.

customer experiences

Such is its impressive growth, the

through the use of digital

business has become renowned

technology, FWD Insurance has

in Thailand’s insurance market, with

a vision to change the way people

over 800,000 customers nationwide,

feel about insurance.

earning the country’s top company

Providing life and medical insur-

award in insurance by Business Plus

ance, general insurance and

Magazine in conjunction with the

employee benefits, it has expanded

University of the Thai Chamber of

its footprint to Hong Kong, Macau,

Commerce this year, as well as CMO

Thailand, Indonesia, the Philippines,

Asia’s Thailand Brand Leadership

Singapore, Vietnam and Japan.

Awards in its insurance category.

FWD in Thailand, however, is focusing on life insurance, employee benefits NOVEMBER 2018

Recently in 2018, FWD Thailand earned the Best Contact Center Award and

TECHNOLOGY

109

the Best Corporate Social Responsibility

of esteemed companies, such as Tetra

Award from Thai Contact Center Trade

Pak, Generali Insurance and Bupa

Association.

Health Insurance, Verapat Chantara-

As technology continues to revolu-

vannakul joined FWD Thailand

tionise the way we live, work and

in 2016 to implement its long-term

engage with traditional services,

digital strategy and become part of an

companies are frequently investing

exceptional, award-winning business.

in new tools in order to appeal towards

Appointed as Chief Information

a wider target audience. Millennials,

Technology Officer, Chantaravannakul

in particular, are demanding greater

has delivered new initiatives whilst

accessibility, rapid engagement and

maintaining everyday functionalities.

a greater choice of products and

He has also launched new ways of

services at affordable prices.

working in alignment with the com-

With experience working for a number

pany’s vision. By fully adopting an w w w.busi ne ssc hief. com

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FWD INSURANCE

112

“ Our uniqueness is that we are the insurance company with a startup mindset.

We’re working very fast – we try to give experiences to the customer that work; get feedback quickly, and continuously improve our propositions” — Verapat Chantaravannakul , Chief Information Technology Officer

entrepreneurial leadership style, he has promoted agility across all business fronts.

“I’m always the one who jumps up to do something new. It is about inspiring people with a new mindset to change their processes using technology to better serve the customer. It is not just about the tools, it’s about people’s mindsets,” he says.

“Our uniqueness is that we are the insurance company with a startup mindset. We’re working very fast – we try to give experiences to the customer that work; get feedback quickly, and continuously improve our propositions.”

With over 25 years’ experience, Chantaravannakul has gained a greater understanding of the value that technology can bring. However, this is with the caveat that longstanding employees, some with decades of experience at the company, have to also see this value in order for the business to reap financial rewards.

Providing mindset and culture training which is open for any interested employee, the business has therefore focused on making its workers more agile and has also worked to enhance

NOVEMBER 2018

TECHNOLOGY

CLICK TO WATCH : FWD INSURANCE PROFILE 113

their emotional intelligence.

centricity, marketing, operations and

“We can customise our courses

IT. Over 150 people from multiple

which are open for all employees to

departments consequently form

better understand who they are as a

part of its digital operations.

person. What are their key strengths against particular areas of improve-

CHANGING MARKETS

ment? At the same time, infusing the

Combining a fast-moving market with

Agile mindset and Lean thinking, which

its ambition to provide outstanding

we believe are the key ingredients for

customer experience and change

our highly dynamic and fast-moving

peoples’ views on insurance, FWD

environment” adds Chantaravannakul.

Thailand has sought to utilise a blend

For FWD Thailand, ‘digital’ doesn’t

of in-house and outsourced solutions.

solely encompass IT or technology,

Whilst its in-house team has focused

but is a mixture between customer

on its business domain and use of w w w.busi ne ssc hief. com

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TECHNOLOGY

“ [Digital transformation] is about inspiring people with a new mindset to change their processes using technology to better serve the customer” — Verapat Chantaravannakul , Chief Information Technology Officer

115

available technology, as well as all

local culture, regulation and local

integration and all governance

recreation is mandatory,” explains

requirements, its exploration of new

Chantaravannakul.

technologies has been outsourced

“The challenge is balancing the

with close collaboration along with

standard technology used which

in-house technology leaders. This

gives us better leverage in terms

provides the advantage of fast-moving

of cost, but also the local customisa-

technology skillsets and the alignment

tion. This is quite a challenge, but we

with business domain knowledge.

handle it quite well.”

“The cost of technology is approxi-

Delivering an array of products,

mately the same everywhere but when

FWD’s Call Center and Chatbots

it comes to implementing these technol-

remain areas which provide direct

ogies, especially in the insurance

impact to the customers. Additionally,

industry, the customisation to fit

its API Gateway and microservices w w w.busi ne ssc hief. com

FWD INSURANCE

FWD INSURANCE

• F WD Thailand has a vision to change the way people feel about insurance.

• F WD Thailand has expanded its footprint to Hong Kong, Macau, Thailand, Indonesia, the Philippines, Singapore, Vietnam and Japan.

• O ver 800,000 customers nationwide • The company has earnt the country’s top company award in insurance by Business Plus Magazine in conjunction with the University of the Thai Chamber of Commerce (2018) 116

• Verapat Chantaravannakul joined FWD Thailand in 2016 to implement its long-term digital strategy and become part of an exceptional, award-winning business.

• Through engagement platform application, FWD MAX, customers are able to earn loyalty points which can be redeemed at various places, such as coffee shops, wellness and lifestyle recreational facilities.

• The company’s call centre has been recognised as one of the most distinguished customer contact centres in Thailand, winning the Consumer Protection Call Centre Award in 2017 • F WD Thailand renewed its existing partnership with bank partner, TMB Bank, in 2017, forming a critical part of its growth

NOVEMBER 2018

TECHNOLOGY

platform on the cloud have guaranteed further flexibility and a quicker time to market.

Through engagement platform application, FWD MAX, customers are also able to gain rewards. By tracking their activity, such as jogging and running, customers can earn loyalty points which can be redeemed at various places the company is partnered with, such as coffee shops, wellness and lifestyle recreation facilities.

Across its entire portfolio, personalised customer services have become vital to FWD Thailand’s success.

Through its customer portal, big data and customer analytics are utilised in order for the business to gain a greater understanding of customer needs, where various products and services are then matched to each customer.

On top of using popular instant messaging system, LINE, as well as artificial intelligence (AI) and personal agents that engage with customers, the company has retained its call centre, which has been recognised as one of the most distinguished customer contact centres in Thailand, winning the government’s Consumer Protection Call Centre Award in 2017. w w w.busi ne ssc hief. com

117

FWD INSURANCE

SEAMLESS COLLABORATION

observes Chantaravannakul.

By embracing long-term partnerships,

“TMB said they want to make the

particularly in bank assurance, FWD

difference in the financial world. We

Thailand renewed its existing partner-

say we want to change the way people

ship with TMB Bank in 2017, forming a

feel about insurance. It is all about

critical part of the company’s growth.

giving something inherently better

“We have been partnered with TMB

to the customer, so the strategy of the

Bank for more than 10 years, and have signed on for another 15 years. I would

two aligned closely.”

“Additionally, C2L BIZ is one of our

say it’s a bit unique and not just a

long-term partners, providing service

normal broker or intermediary partner-

and support in several key systems. In

ship. It’s somewhat like the hand and

our front office layer, we are using their

hand management consideration when

SymbioSys platform, which integrates

it comes to thinking about customers,”

well with our core policy admin system.

118 E X E C U T I V E P R OF IL E

Verapat Chantaravannakul Verapat has joined FWD Life Insurance Thailand since 2016 as Chief Information Technology Officer, overseeing all aspects of IT initiatives, software development and IT infrastructure.

He is passionate about digital transformation, starting from the paradigm shifting in people mindset and working closely with the business units to deliver new value to the customers.

Prior to this role, Verapat was the CIO of Generali Insurance Thailand and the Business Transformation and IS Director for Bupa Health Insurance.

TECHNOLOGY

119

We also use their Distribution Management System (DMS) for sales commission and compensation.”

Throughout its mission to revolutionise the customer journey, FWD Thailand’s sister company, PCCW Solutions, has also become significantly advanced with regards to its technology. Furthermore, the company’s partnership with system integrator, Golden High, has supported the company to overhaul its customer communication engagement platform.

“Golden High have been providing the w w w.busi ne ssc hief. com

FWD INSURANCE

service for our sister entities in Hong Kong, as well as other countries where we market,” notes Chantaravannakul.

“Golden High have expertise in terms of handling this communication management platform and have been selected as our lead implementer in Thailand.

They are really flexible, and I like them because in FWD Thailand we work our technology enabler from a businessvalue-creation point of view and they are flexible enough to adjust themselves

120

“ The challenge is balancing the standard technology used which gives us better leverage in terms of cost, but also the local customisation. This is quite a challenge, but we handle it quite well” — Verapat Chantaravannakul , Chief Information Technology Officer

NOVEMBER 2018

TECHNOLOGY

121

and embrace our Agile way of working.”

With the aim to change the way

“But then what would be the destination? The world changes so

people feel about insurance and

fast, but one thing we know, we have

better serve its customers through

to hold to the heart in giving the best

the use of digital technology and data,

to our customers, which remains the

FWD Thailand will continue to look at

first priority for us.”

further opportunities to drive the business forward.

“We will use technology throughout our transformation to change the inside of our organisation, while also innovating products and services which we give to our customers,” observes Chantaravannakul. w w w.busi ne ssc hief. com

122

WRIT TEN BY

DA LE BENTON PRODUCED BY

A LE X PAGE

NOVEMBER 2018

TECHNOLOGY

123

w w w.busi ne ssc hief. com

SUN LIFE FINANCIAL

Through an aggressive digital transformation, Sun Life International brings technology innovation to Indonesia

S

ince 1995, PT Sun Life Financial Indonesia (Sun Life) has provided clients with a comprehensive range of protection

and wealth management products, including life insurance, education insurance, health insurance, 124

and retirement plans. At Sun Life, its purpose is clear: to help clients achieve lifetime financial security and live healthier lives.

Sun Life services close to one million clients and has a multi-distribution network of more than 9,400 insurance advisors across Indonesia, serviced through a network of 132 conventional and 49 shariah marketing offices.

Over the past decade, every industry has seen dramatic changes and the life insurance industry is no exception to this digital disruption.

As Sun Life set out on its digital transformation journey, its greatest asset was a visionary leadership steered by Elin Waty, President Director of Sun Life Financial Indonesia.

She assumed her role at the helm of the company in 2015, after 24 years of experience in the life insurance NOVEMBER 2018

TECHNOLOGY

125

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SUN LIFE FINANCIAL

industry in Indonesia. Before joining Sun

whether it comes to insurance or any

Life, she held senior roles in various

other service, is the ability to get the

fields, including sales, marketing, and

service anytime, anywhere that is

operations at several of Indonesia’s top

convenient to them,” she says. “A

life insurance companies.

decade ago, if a client called our

Her excellent leadership at Sun Life has been honoured with numerous

come into one of our offices or heard

prestigious awards, namely The Best

a recorded message asking to call

Achievement CEO for Insurance

back tomorrow, they’d accept it. Today,

Category from Women’s Obsession

the same client heard that message,

magazine and she was also listed as

they’d question it.”

100 Business Woman of The Year by

128

customer service line and was told to

As the client expectations have

SWA magazine – one of prominent

changed, so too has the role and function

business and marketing magazines

of IT and indeed the CIO role itself.

in Indonesia.

Waty feels that the biggest change

Ashvin S. Uttamsingh, Sun Life’s Chief Information Officer (CIO) in Indonesia,

is the clients’ expectation. “The highest

has witnessed this changing client and

expectation today of every client,

evolving landscape first hand. Tradition-

“ The highest expectation today of every client, whether it comes to insurance or any other service, is the ability to get the service anytime, anywhere that is convenient to them” — Elin Waty, President Director Sun Life Financial Indonesia

NOVEMBER 2018

TECHNOLOGY

CLICK TO WATCH : ‘MY SUN LIFE – INDONESIA’ 129

ally, IT was a support function, ensuring

Indonesia is an archipelago with

system stability and availability it acted

a population of around 260 million

as an order executer. Today, IT teams

people. A changing demographic of

are business partners that add real

a younger generation with 178 million

value. “We’re now technology evange-

smartphone users, coupled with

lists,” says Uttamsingh. “IT is now part

technology advancement, are the key

of the solution and we are now bringing

drivers of Sun Life’s digital journey.

opportunities and solutions to existing

“This is a journey defined by mobile

core business problems.”

technology,” says Uttamsingh, “We have

As Sun Life embarked on its digital transformation, it set out to ensure a mindset change, retooling the team to

a relentless focus on doing more for our clients and advisors.”

Sun Life has a comprehensive

become agile and making them “focused,

roadmap for this digital transformation

fast and furious in our thinking”.

which is broken into multiple streams, w w w.busi ne ssc hief. com

SUN LIFE FINANCIAL

130

each focused on that core desire of

launch Sun Recruit, a multi-platform digi-

doing more for clients and advisors.

tal end-to-end recruitment and training

Sun Life’s digital transformation

mobile application for new advisors.

continues to deliver success. The

For Uttamsingh, the successes of

company has launched multi-platform

Sun Life are defined by one thing – the

mobile applications with comprehen-

people. “We are focused and collaborate

sive features for clients and advisors.

together on delivering our purpose,” he

Take, for instance, client app My Sun

says. “At Sun Life, IT is part of the larger

Life. My Sun Life is continuously

enterprise services, a value-add

updated with new client-centric

business partner. Sun Life has a core

features and is the cornerstone of the

technology team in the country and is

company’s approach to doing more

supported by required expertise and

for the customer. This has been well

variable resourcing in its shared services

received by clients, as evidenced by

located in the Philippines and India.

its 4.4/5 rating on the Google Play Store.

“Our current applications already

Sun Life was also the first in the

provide informational and transactional

Indonesia Life Insurance market to NOVEMBER 2018

capabilities; we are continuously

TECHNOLOGY

E X E C U T I V E P R OF IL E

Elin Waty Elin is responsible for managing the growth and profitability of Sun Life Financial Indonesia and developing the overall strategy for the business.

Elin has more than two decades of experience not only in the insurance industry, but also the Indonesian market. Previously, she was the Chief Distribution Officer where she was instrumental to Sun Life’s success in developing its agency force and enhancing its brand. She also oversaw the establishment of Sun Life and Indonesia’s first dedicated shariah agency, acting as the key driver behind its rapid growth and subsequent recognition as a market leader in shariah.

Before joining Sun Life, Elin held senior roles across agency, marketing and operations at several of Indonesia’s top insurers. This experience has enabled Elin to become development, sales E X E Can U Texpert I V E P RinOFbusiness IL E management, training and customer service.

Confirming Elin’s excellence leadership, she attained numerous prestigious awards namely The Best Achievement CEO for Insurance Category from Women’s Obsession magazine and listed as 100 Business Woman of The Year by SWA magazine – one of prominent business and marketing magazines in Indonesia.

Elin graduated from the Faculty of Economics at Atmajaya University.

Elin is married and has two children. She is original from Riau, Indonesia and speaks Indonesian, English and Mandarin.

w w w.busi ne ssc hief. com

131

SUN LIFE FINANCIAL

132 improving the experience with design

in implementing technology solutions to

thinking and adding new features,” says

be able to disseminate information as

Uttamsingh. “With our relentless focus

quickly as possible in order to enable

on doing more, we aim to provide more

a better client experience. “The only

customised intelligent services based

way for us to get to the intelligence part

on relevant data”.

of our goal is to analyse data,” he says.

“It’s all about moving from information-

To this end, Sun Life turns to one of

al to transactional and then ultimately,

its biggest assets in Indonesia: social

moving towards intelligent services

media. With Facebook likes exceeding

based on client usage,” he says. “Look

one million, social media is one of the

at Google: Google displays information

company’s most powerful tools and Sun

that is relevant to you as a searcher,

Life sees it as an opportunity not only to

rather than generic information and this

understand more about the client but to

is a result of data collection over time.”

take social engagement and turn it into

Without a shadow of a doubt, data is king and so Sun Life is investing heavily NOVEMBER 2018

‘clients for life’.

Sun Life, first and foremost, is an

TECHNOLOGY

— Ashvin S. Uttamsingh, Sun Life’s Chief Information officer 133 E X E C U T I V E P R OF IL E

Ashvin S. Uttamsingh Ashvin S. Uttamsingh has over 20 years of experience spanning technology and the financial services industry across Asia and Australia. Recognised in leading cross-functional teams, incorporating innovative technology and management techniques, resulting in enhanced business practices, increased productivity and profits. Qualified in marketing, research, technology, process, and project management.

He is currently the Chief Information Officer at Sun Life Financial Indonesia, providing executive leadership in technology, digital, process and project management.

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NOVEMBER 2018

TECHNOLOGY

“ It’s a journey and we have a relentless focus to do more for our valued client and advisors. And our success is reflected in our net promoter scores” — Ashvin S. Uttamsingh, Sun Life’s Chief Information officer

insurance company. It is not inherently a technology company and as it invests more and more in technology to better serve its clients, it does so with the help and guidance of key partners.

“We rely on technology partners whose bread and butter is technology,” he says. “We leverage their R&D and expertise in delivering a better experience for our clients”.

“At Sun Life, we have a zero tolerance on client data exposure, and we collaborate with industry leaders, which share the same value and ensure industry-grade security.”

As technology continues to radically evolve and redefine both insurance providers and the insurance client, Sun Life’s digital transformation journey will never truly end. It cannot and Uttamsingh understands this. “It’s a journey and we have a relentless focus to do more for our valued client and advisors. And our success is reflected in our net promoter scores.”

“One of the things which is closest to our heart is the promise we made to our clients and we will be there at their time of need.”

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136

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University of Malaya WRIT TEN BY

A trailblazing digital transformation

L AUR A MULL AN PRODUCED BY

MIK E SADR

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U N I V E R S I T Y O F M A L AYA

With over 24,000 students across various departments, faculties and centres, University of Malaya has established itself as a world-class institution. Now, it aims to take this one step further with its smart campus initiative

T 138

here was a time when the education sector was a straight-forward profession: traditionally in a classroom there

might be a blackboard, a teacher, and rows of students sat at desks. Now, as cutting-edge technologies have entered the fray, there’s been a growing need to change the way students both live and learn and nowhere can this be seen better than in Asia. Take, for example, the University of Malaya: it may be Malaysia’s oldest university, but with its innovative ICT centre, Pusat Teknologi Maklumat (PTM), the institution has quickly earned its stripes as a thriving innovation hub.

With almost 25 years’ experience working at the university, Asiah Abu Samah, Director of the IT Centre, has witnessed first-hand the way that PTM’s technology has transformed the institution’s campus operations, teaching and learning. “PTM is a partner to the university in terms of applying IT technology,” Abu Samah explains. “The centre NOVEMBER 2018

TECHNOLOGY

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PROUD PARTNER OF THE UNIVERSITY OF MALAYA and supplier of their market-leading Student Information System To find out more visit www.tribalgroup.com or email hello@tribalgroup.com NOVEMBER 2018

TECHNOLOGY

CLICK TO WATCH : ‘UNIVERSITY OF MALAYA LIBRARY’ 141 provides network services, ICT secu-

makes us more competitive. It helps

rity monitoring, application develop-

improve the user experience for

ment, data centre, IT support, and we

students and stakeholders. It helps

also help the university in terms of IT

us gear up towards Industry 4.0. As

governance, for example. Our aim is

a result, we are focusing on data-relat-

to provide an evolving IT platform

ed decision making and analytics.”

that supports the university’s overall

One such project that Abu Samah

continuous development, sustainabil-

highlights is the university’s efforts to

ity, optimisation and mitigation of

become a ‘smart campus’. A trailblazer

enterprise risks.

in IT, the university campus is quickly

“IT is a major priority for the organisa-

transitioning towards cashless

tion,” she adds. “The university has

payments and the use of QR codes.

quickly realised that it needs to

In doing so the University of Malaya

become leaner as an organisation and

hopes to encourage digitally-savvy

IT is the best tool to achieve this. It

students to feel more engaged in w w w.busi ne ssc hief. com

U N I V E R S I T Y O F M A L AYA

142

university life and to compete successfully in today’s digital economy. On top of this, it will also make transactions more seamless and boost revenues.

“The object of this smart campus is to support process optimisation, financial sustainability and wealth creation,” Abu Samah says. “The cashless campus will help us check our revenue and income, and it will also help to improve the user experience because it’s faster, easier and more seamless. In the long-term, I NOVEMBER 2018

“ Data analytics is very important to help us position ourselves as a leading university” — Asiah Abu Samah, Director of the IT Centre

TECHNOLOGY

C OMPA N Y FA C T S

• The University of Malaya has its roots in Singapore with the establishment of King Edward VII College of Medicine in 1905.

• In 1949 University of Malaya was formed with the amalgamation of King Edward VII College of Medicine and Raffles College in Singapore.

• University of Malaya Kuala Lumpur was established in 1962.

think smart campuses will soon become

and administration division. Each

the norm.”

division has a vital role that keeps the

With over 24,000 students passing

cogs going at this prestigious institution.

through the university’s doors daily,

Regardless of the department,

PTM’s operations are far reaching.

however, Abu Samah points out that

The ICT centre is comprised of:

two of the most crucial trends her team

a data centre management division,

need to be in tune with are data analytics

an information management system

and security. “In most cases, IT security

division, an innovation and commer-

is actually at the forefront of every

cialisation division, a network division,

organisation,” observes Abu Samah.

an ICT operations and support

“Any hiccup can impact negatively on

division, and a governance, security

our operation.” The role can be seen w w w.busi ne ssc hief. com

143

U N I V E R S I T Y O F M A L AYA

144

most clearly at the university’s data

other universities to see how we

centre and network gateway. With

compare. This makes us unique

mountains of data at their fingertips,

in the market.”

this group ensures that data and

This same conscientious approach

information are always easily within

is also visible in the way the university

reach whilst still remaining secure.

maintains its network. An internet

Uptime is a key concern for the

connection is the lifeblood of any

university so it is currently in the midst of

modern university campus, and so

implementing a new disaster recovery

PTM’s network division constantly

site to ensure that the data centre runs

monitors and maintains both the

consistently and smoothly, for instance.

internet and bandwidth of the network

“Data analytics is very important to

to ensure it doesn’t falter. “Our campus

help us position ourselves as a leading

network is up 24/7, 365 days a year,”

university,” she adds. “There are so

notes Abu Samah. “We can’t even let

many universities in the world right now,

it down more than one hour. It’s very

so we need the data to be analysed

important to us. That’s why we set up

and to benchmark ourselves against

our ICT security monitoring to ensure

NOVEMBER 2018

TECHNOLOGY

that the network is always a safe place

can be traced through the Student

to be.” Over 13,000 devices are connect-

Management System. Developed over

ed to the university’s wifi service daily

two decades ago, Abu Samah high-

and so Abu Samah points out how PTM

lights that this platform is slowly

has chosen Ruckus as a key network

becoming outdated and is no longer

partner because the technology they

aligned with the university’s forward-

offered “fit PTM’s continuous aim

thinking ethos. As such, PTM has

towards improved user experience.”

embarked on a major project known as

She added: “Ruckus enables stronger

PrInTis to transform this system

and wider coverage, as well as a reduced

root-and-branch.

rate of interference and an ability to cater for more concurrent users.”

From academic records to tuition

“The student information system has been in operation since 1996,” she notes.

“The old system was built in a very

payments, tuition enrolment to housing

customised manner and the process

information, data is present throughout

is no longer efficient. Therefore, we are

the whole student lifecycle and, at the

working to streamline and simplify the

University of Malaya, this information

process so it will support our movement

E X E C U T I V E P R OF IL E

Asiah Abu Samah Asiah Abu Samah has 25 years’ experience in leading creative and innovative IT teams, covering areas such as application development, ICT security, data centre management, network services and staff development. In doing so, she has successfully contributed to the University of Malaya’s continuous digital transformation. Asiah is adept in establishing IT-related operations and collaborative efforts across different functions, interest groups and focus areas.

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U N I V E R S I T Y O F M A L AYA

towards Industry 4.0.”

mobiles everywhere, including our staff

Teaming up with technology firm

management, so it is more accessible.

Tribal Group, PTM is setting up a new

We want it to be as simple as using

integrated student management

WhatsApp so that our students can

solution that aims to empower students

access their fees, their grades, and their

to engage more effectively with the

enrolment costs with a tap of their phone.”

university, anywhere, at any time. It also

With a keen ear to the ground, PTM

hopes to provide a more coherent

is also exploring the use of new, emerg-

online experience, one that digital

ing technologies like the Internet of

native students would expect on the web.

Things (IoT). “We are starting a small

Mobile technology has also been

project to trial IoT to control the lights

a key priority. “We are aiming to provide

and electrical usage, for example,” she

an improved user experience, with

says. “We are also looking into the

simplified access to information and

student e-profiling and mobile-based

a greater focus on mobile applications,”

student ID to cater for various purposes.”

she adds. “Everybody brings their

The University of Malaya is undoubt-

NOVEMBER 2018

TECHNOLOGY

147

“Most of the talent is inspired by the desire to develop something bigger than what is expected” — Asiah Abu Samah, Director of the IT Centre

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U N I V E R S I T Y O F M A L AYA

148

“ We are hoping to create a very modern campus, in terms of how it operates. It should be easily accessible for everyone.

It should be borderless” — Asiah Abu Samah, Director of the IT Centre

edly undergoing a digital revolution.

collaboration. In fact, in some of the

However, Abu Samah is keen to point

projects we involve our alumni too.”

out that the institution isn’t using

“We’ve grown and developed a lot

technology for technology’s sake.

since I first joined the university in

Rather, digitisation has been a key ena-

1993,” she continues. “At that point in

bler to foster a close-knit community.

time, implementing technology was

“Technology is only a tool we need

quite hard because people were quite

to reach our end goals,” observes Abu

afraid of technology. Now, people have

Samah. “If our university is to move

many ideas about how to use technol-

faster, then we need the technology.

ogy. We just have to convince them

We hope to promote more student

what is right and how to do it. We are

engagement, inter- and intra-function

hoping to create a very modern

NOVEMBER 2018

TECHNOLOGY

149

campus, in terms of how it operates. It

something bigger than what is

should be easily accessible for

expected,” Abu Samah concludes.

everyone. It should be borderless.”

“They’re interested in where the

Behind the scenes at PTM, there is

university is going. They want to be

a diligent team of 105 technical staff.

part of the team. They want to make

Driven by a desire to support the

the university better.”

university’s researching, teaching and learning, they are using state-of-theart technology to help put the University of Malaya on the map.

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150

Enabling the mining of the future through the technology of today WRIT TEN BY

DA LE BENTON PRODUCED BY

RICHARD DE ANE

MINING

151

H AT C H

Hatch empowers the mining industry to embrace technology to save cost, unlock opportunity, and improve sustainability

H

istorically perceived as being slow to adapt to technology and change, the mining sector is undergoing

a major transformation. Companies have often cut costs to increase profitability, but 152

these companies are now under increasing pressure to reduce costs and increase productivity in a sustainable manner.

“We have seen environmental and social impacts in greenfield projects and related costs into all phases of the life cycle of mining operations. We can no longer focus exclusively on the economic aspects of the business,” says Walter Valery, Global Director Consulting at Hatch - providers of engineering, technology, and full end-to-end solutions to the metals, energy, infrastructure, digital, and investments market sectors.

“We need to find and apply technical solutions for reducing water, energy consumption, and greenhouse gas emissions, while enhancing business and financial performance.”

NOVEMBER 2018

MINING

The industry is cyclical in nature, representing a key driver of change and indeed a pressure on companies to derive greater value and cost efficiencies wherever possible. Throughout his career, Valery has played a key role in elevating and running technology and technical consulting at high, strategic levels within corporations; and worked closely with colleagues in mergers and acquisitions, business improvement, and financial areas.

This, he feels, has provided him with a unique understanding of the market and where companies are looking to

“ We have seen environmental and social impacts in greenfield projects and related costs into all phases of the life cycle of mining operations� — Walter Valery, Global Director, Hatch

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MINING

“ Companies will not be able to afford to sit still waiting for someone else to develop a single solution for current and future challenges” — Walter Valery, Global Director, Hatch

invest, and how they choose to do so.

“I’ve built and worked with teams of credible and well recognised specialists in the industry, allowing us to establish strong links with clients, understand their needs, provide solutions and, in many cases, assist them with decision making,” he adds. “Partnering with clients through consulting and technology will lead to novel solutions through the generation of new ideas and innovations, ultimately leading to our clients’ success.”

155

E X E C U T I V E P R OF IL E

Dr. Walter Valery is a global director at Hatch who specializes in mining and minerals processing with over 30 years of experience in plant operation, research and development, technology, consulting, senior management, and executive roles. In addition to developing, managing, and directing technology and innovation, Walter is a recognized specialist in comminution and “mine to mill” optimization, having conducted optimization of mining and minerals processing operations, greenfield design, expansions, throughput forecasting, geometallurgical modelling, and asset optimization around the world. He has worked on the development of resource and eco-efficient mining and minerals processing plants and is director of AMIRA International and Adjunct Professor at the University of Queensland.

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H AT C H

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MINING

157 Companies are looking for smart, strategic partnerships, and new ways to deploy capital. Hatch has an Advisory group specialised in market studies, strategic development, business improvement, and operational readiness to enable clients to achieve the full potential of both new and existing assets.

“Additionally, we are expanding the reach of our investment activities and leveraging our deep, technical insight to identify opportunities that others miss.”

The alignment between engineering, technology, consulting, and digital

“ Partnering with clients through consulting and technology will lead to novel solutions, through the generation of new ideas and innovations, ultimately leading to our clients’ success” — Walter Valery, Global Director, Hatch

capabilities in the company is something w w w.busi ne ssc hief. com

H AT C H

that Valery considers a key differentiator between Hatch and any other company that works with the mining industry. “The combination of technical specialists and engineers from different fields and cultures also ensures delivery of the most advanced solutions in brownfield and greenfield projects,� says Valery.

In his role as global director, Valery has global responsibility for consulting in mining and minerals processing, as well as minerals processing engineering projects in the Australia and Asia

Newcrest Lihir, Papua New Guinea, 2017

MINING

CLICK TO WATCH : ‘NEW ERA’ 159

MMG Las Bambas Operation, Peru, 2016

region. This allows Hatch to combine the learnings obtained from optimization consulting (brownfield projects) with technology development, and rapidly implement them in greenfield design and expansion projects.

At the very core of delivering value to its clients is sustainability.

“In both our consulting optimization and engineering projects, our team proposes innovative resource and eco-efficient mining and processing practices, from mine to plant, to increase overall profitability and reduce environmental impact, thus delivering ‘positive change’ for our customers and establishing w w w.busi ne ssc hief. com

H AT C H

long standing relationships,” he says.

“Aligning with Hatch’s strategy, we embrace our clients’ visions as our own, and work closely together, as partners, to develop better solutions that are smarter, more efficient, and innovative.”

Working with technology in the mining industry requires a key understanding that there is no one-size-fitsall solution. Valery recognises that there are a number of factors that make each operation unique. Be it different orebody and ore types, geographical location, local environ160

mental factors, local politics, economic climate, company culture, market fluctuations, existing equipment, and processes, or even historical practices.

A successful mine-to-process optimization demands a very good understanding of many of these.

“Extensive data collection and analysis, mathematical modelling, and simulation techniques combined with extensive industrial experience are required to identify solutions tailored to each operation,” says Valery.

There is an industry-wide challenge surrounding new orebodies discovered near the surface, as the majority of exploration drilling and expenses still NOVEMBER 2018

150

Countries worldwide

1955

Year founded

9,000

Approximate number of employees

MINING

Over 400 optimization projects globally

occur at these depths. These new deposits have typically lower grades, more complex mineralogy, and are increasingly more difficult to treat. For these, the question becomes: How do we extract the resource efficiently and profitably? “We are working with many clients, suppliers, and technology partners to develop and utilise more efficient technologies to extract valuable minerals more economically and with less environmental impact,� says Valery.

To this end, Hatch has been developing and working on projects to implement concepts to increase resource and eco-efficiency in the industry. These solutions may incorporate a number of alternative operating strategies in the mine and processing plants and new circuit flowsheets; in most cases, using existing or relatively easily-adapted technologies for implementation in the short term. “We consider integration of mine and plant design with a range of possibilities and opportunities, such as high intensity and selective blasting; early waste-rejection through pre-concentration including sensor-based ore sorting; energy efficient comminution technologies including high-pressure w w w.busi ne ssc hief. com

161

H AT C H

162

Polyus Blagodatnoye, Siberia, 2017 grinding rolls and stirred mills; coarser

the industrialisation of developing nations.

flotation/separation processes, less

“If past discovery rates and sizes

water and generation of less tailings,”

are a guide, this demand is unlikely

says Valery.

to be met. Therefore, it is necessary

“While we work on how to extract value

to search elsewhere, in places that

economically and sustainably from these

have not been searched before; that

orebodies, the next obvious challenge

is, at greater depths on land and in

is how to find additional ‘Tier One’

the oceans,” he says.

orebodies that are long-life and have

“There are some initiatives underway,

high grades.” These Tier One orebodies

but there should be a lot more work

will prove crucial to meet the growing

and faster development in these areas

demand for resources in the next decade

if we are to meet the demand for mined

resulting from a growing population and

resources in the near future.”

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163

Another challenge is one of fostering change at the actual mine sites, working with the mine and plant operators to embrace a newer model of operating.

Historically, it was commonplace at a mine site to see mining engineers barely speaking to their colleagues in the processing plant. It was also very common to see the mine managing its costs and KPIs to deliver certain volume with certain grade to ‘their customer’, the downstream processing plant.

The result? Both mine and plant

“ If past discovery rates and sizes are a guide,this demand is unlikely to be met. Therefore, it is necessary to search elsewhere,in places that have not been searched before” — Walter Valery, Global Director, Hatch

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H AT C H

spending significant effort, time, and money to run and optimise their operations in isolation. The challenge then becomes one of cultural change.

The technical aspects of integration and optimization of the entire production chain in a mining operation are relatively easy compared to the cultural changes required,” says Valery.

“The solutions are not standard and need to be tailored to suit each operation, as well as its people and culture.

To be successful and maintained in the long term, any implementation will need the operation’s people to ‘buy in’ and be motivat164

ed and incentivised to change. This can be facilitated by knowledge transfer: providing training and education in what we are changing and why it works.”

Throughout his career, Valery has set up technology centres all around the world, which further foster and enable innovative thinking across the industry. Valery is also a board director at AMIRA International, an independent global member-based organisation of mining and supplier companies, and an adjunct professor at the Sustainable Minerals Institute and School of Earth and Environmental Science at the University of Queensland.

“Greater idea generation and execution comes from large networks of leading NOVEMBER 2018

Polyus Verninskiy, Siberia Polyus Gold Blagodatnoye, Siberia, 2017

MINING

165

researchers and industry experts with varying backgrounds and experience, and collaboration with technology and research centres are essential,” he says. “Working closely with and supporting the education sector further demonstrates how collaboration will continue to play a key role in answering the challenges of today and tomorrow.

A very good example is the collaboration with the Sustainable Minerals Institute at the University of Queensland in Australia.”

Looking to the future, the best practices and the innovative thinking of today will need to change as the industry continues to evolve. w w w.busi ne ssc hief. com

H AT C H

“ Working closely with and supporting the education sector further demonstrates how collaboration will continue to play a key role in answering the challenges of today and tomorrow” 166

— Walter Valery, Global Director, Hatch

Understanding this continuously

“There is nothing futuristic about

changing landscape will prove crucial

these solutions: they are well known

in order to continue to operate in the

and have been extensively discussed

industry and not fall behind.

for more than ten years,” he says.“They

Valery observes that some recent

have been adapted from other indus-

industry discussions are not based on

tries for a few large mining operations.”

a technical understanding or insight into

In the mining of the near future, it

the mining industry today or in the future.

will be crucial to utilise more efficient

For example, the conversation surround-

technologies to extract valuable minerals

ing automation of mining trucks and

more economically and with less environ-

remote operation and control centres is

mental impact.

not actually presenting anything new.

NOVEMBER 2018

The industry will need to utilise people

MINING

167

Lumina Caserones, Chile (and their energy) by adapting and

develop a single solution for current

training them to acquire the skills

and future challenges,” says Valery.

required by the mining industry, thus

“Rather, they are already engaging

creating local jobs, supporting regional

with suppliers, service and technology

development, and building more

providers to use the best of technol-

sustainable mining communities.

ogy and engineering to develop

Hatch is well positioned to continue

tailored solutions.”

to bring together industry professionals, technologists, and education sectors to enable this industry change.

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ENERGY

Innovation: the golden thread that ties Aditya Birla Textiles together WR IT TE N BY

L AU R A M UL L AN PR OD UC ED BY

A LI S TA IR W ES T

169

A D I T YA B I R L A T E X T I L E S PA R T O F A D I T YA B I R L A G R O U P

United by an innovative strategy, a cutting-edge portfolio and a team of over 13,000 people, Aditya Birla Textiles is making its mark on the textile world

F

rom the clothes on your back to the walls around you, Aditya Birla Group is where

many everyday products come to life.

170

The Indian multinational conglomerate has a far-reaching portfolio – the group has a presence in the industries of metals and mining, cement, textiles including branded apparel, carbon black, chemicals, financial services, telecommunications and much more. Yet, regardless of the market, Aditya Birla Group has continued to leave an impression.

Today, the group stands as a world leader in aluminium rolling, viscose staple fibre and carbon black production – and this pioneering approach hasn’t gone amiss within its Textiles, Acrylic Fibre or Overseas Spinning businesses either.

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171

“ Sustainability is a way of life for us.

It’s part of our DNA” — Jagadish Barik, Chief Sustainability Officer and VP of Business Excellence

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A D I T YA B I R L A T E X T I L E S PA R T O F A D I T YA B I R L A G R O U P

NOVEMBER 2018

ENERGY

As a top Fortune 500 company, Aditya Birla Group also boasts the finances to back up its leading reputation, reporting a market capitalisation of about $50bn. Since its foundation over a century ago, the group has grown to become the third-largest Indian conglomerate in the private sector and, looking to the future, it has devised a new strategy to ensure it remains a global leader for years to come.

Aditya Birla Textiles – consisting of Textiles (Linen & Wool), Acrylic Fibre and Overseas Spinning businesses, has a jaw-dropping output from nine

“ Our strategy is to offer more technical and value-adding products using innovation and technology” — Kapil Agrawal, CEO of Overseas Spinning

manufacturing facilities spread across E X E C U T I V E P R OF IL E

Kapil Agrawal Mr. Kapil Agrawal is the CEO of Overseas Spinning business, taking care of five units in Indonesia, Thailand and Philippines.

He is a chartered accountant by profession. He joined Aditya Birla Group as Management Trainee in Grasim Chemicals division and then moved to Chairman’s office, assigned with responsibilities of Textiles and got exposure to the total value chain from pulp to retail. Within the Aditya Birla Group, he worked at Madura Garments, Aditya Birla Retail in various profiles before moving to Overseas Spinning business as COO and then moved up to CEO. He is a key learner, visionary and believes in execution of strategy.

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A D I T YA B I R L A T E X T I L E S PA R T O F A D I T YA B I R L A G R O U P

five countries. Its acrylic fibre business has a capacity of about 125,000 tonnes, while its overseas spinning business has as many as 625,000 spindles and a production capacity of around 172,000 tonnes of yarn.

Reinventing the portfolio Countering fluctuating demand and prices, Aditya Birla Textiles has taken a bold step to stay on top: it used to be a commodity player but now it has transformed its strategy to become 174

a firm that creates unique, value-adding products. As part of this, innovation has become a top priority, helping the firm create unique products like its anti-bacterial fibre Amicor or its E X E C U T I V E P R OF IL E

Mr. Thomas Varghese is the Business Head for the Aditya Birla Group’s textiles, acrylic fibre and overseas spinning businesses, which include two domestic textile units, five overseas spinning units and two acrylic fibre units. He joined Grasim Industries in 1999 as Chief Marketing Officer for the pulp and fibre business.

He has been the Chairman of CII retail council for 4 Years, Chairman of CII Marketing council for 3 years and Chairman of CII textile council for one term.

NOVEMBER 2018

ENERGY

sustainable gel-dyed fibre Radianza.

Satyaki Ghosh, CEO of Aditya Birla Group’s Textiles and Acrylic Fibre business, believes the company has devised a thorough plan for success.

“In the wool industry, our focus is not only to be a preferred supplier by ensuring quality and availability at competitive prices; we also want to proactively lead the transition of wool from a formal to casual fabric,” Ghosh says. “Therefore, we have recently invested in a facility to produce wool that is more machine washable.”

Meanwhile, in the acrylic fibre and spinning businesses, the company has increasingly focused on strategic markets and distinctive fabric applications. “Our strategy is to offer more technical and value-adding products using innovation and technology,” notes Kapil Agrawal, CEO of Overseas Spinning. “We have recently started creating more technical yarns, for instance, which are used for military, firefighting or medical purposes.”

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CLICK TO WATCH : ‘ABG TEXTILES’ 176 In doing so, Agrawal says that if

me an idea. I think that’s one of our most

a fibre can be spun, the company

unique and differentiating factors.”

can spin it, using next-generation

Aditya Birla Textiles doesn’t compro-

technologies like ring spun, vortex

mise on machinery either, using only

and open-end machines.

top-of-the-line equipment from Europe,

“We have also created a unique

Japan and beyond. This helps to ensure

pilot plant which essentially allows

that the best quality products are created

us to create a product from start to finish, from spinning until garmenting,” he continues.

“So, let’s say my customer wants to develop a new type of trousers. I can provide a turnaround time of around seven days from when he gives NOVEMBER 2018

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“ We want to proactively lead the transition of wool from a formal to casual fabric” — Satyaki Ghosh, CEO of Aditya Birla Group’s Textiles and Acrylic Fibre business

and that they are created consistently.

It also means that employees no longer need to work on repetitive tasks but can instead focus on more value-adding ones.

This pioneering approach has helped to position Aditya Birla Textiles’ brands among the most sought-after brands in India, with the business now standing as one of the leading producers and exporters of acrylic fibre, spun yarn, wool tops and yarns, linen yarns, fabrics and apparel. This reputation has been recognised by leading players in the apparel market like Restoration Hardware, Utenos, H&M, Speciality Fashion and Devold Norway 1853, which have all selected Aditya Birla Group as a key supplier.

E X E C U T I V E P R OF IL E

Satyaki Ghosh joined the Aditya Birla Group in 2016 as a CEO for Domestic Textiles & Thai Acrylic Fibre Business. He had previously been working as a General Manager & Director of Consumer Products Division at L’Oreal India, then in the company’s Paris headquarters. His 23-year long career has seen him involved with General Electric, PepsiCo and Spencer’s Retail; his experience cuts across consumer and retail businesses.

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E X E C U T I V E P R OF IL E

Dr. Jagadish Chandra Barik is Chief Sustainability Officer and VP – Business Excellence for Textiles, Acrylic Fibre and Overseas Spinning business. He has more than 25 years of experience in projects, manufacturing, quality assurance, Business Excellence and Lean Six Sigma. Prior to Aditya Birla Group, he worked as Corporate Head – Quality, Systems & Process at ITC Ltd, Director – Process Excellence at Xchanging Technology and General Manager – Production at Reliance Industries Ltd.

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“ Our entire strategy revolves around quality, achieving scale and size, achieving market share and achieving customer excellence” — Thomas Varghese, Business Head of Textiles, Acrylic Fibre and Overseas Spinning

179

“With access to world class facilities,

A consumer-centric commitment

cutting-edge technology and our

Carving out a customer-driven path

state-of-the-art R&D center, we are

in the sector, Aditya Birla Group had

now the fifth largest acrylic fibre

worked hard to stay one step ahead of

producer in the world,” says Ghosh.

its customers wants and needs. In the

“We’re also at the forefront of the

domestic textiles market, Ghosh says

developing domestic linen market.

that Cavallo, the company’s linen-blend-

Our Linen Club brand enjoys leader-

ed apparel brand, is helping it cater to

ship status in the Indian market and

its value-seeking digital consumers.

is a brand of choice for linen connois-

“We have launched a value-for-money,

seurs across the country.”

linen-rich apparel range that offers the

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A D I T YA B I R L A T E X T I L E S PA R T O F A D I T YA B I R L A G R O U P

distinct look and comfort of linen combined with the easy-care attributes of cotton,” he says. “Cavallo has been received well by the digital consumer and we are looking to up the ante here.”

Meanwhile, in the wool market, Ghosh points to the mass transition in the global fashion space from woven to knits, formal to casual wear and from dry cleaned to machine washed garments. “To tap into this segment, we have invested in the capability of producing machine washable wool and blended yarns in-house,” he notes.

180 “Meanwhile in the acrylic fibre segment, there has been an uptick in consumer demand for customised yarns for specific applications. Therefore, we have invested in an additional production line focusing on value-added products.”

Fuelling business excellence Continuous improvement is a wellversed mantra at Aditya Birla Group, and as such the Aditya Birla Textiles business is also using innovation to revamp the way it operates. Embarking on its latest project known as ‘Mission Happiness’, Thomas Varghese, Business Head of Aditya Birla Textiles, says that the business is striving to be a top NOVEMBER 2018

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181 player in each of its segments. “Our entire strategy revolves around quality, achieving scale and size, achieving market share and achieving customer excellence,” he notes.

“We use a Net Promoter Score (NPS) to see the loyalty of our customer relationships.

To improve this, we get regular feedback from customers; this is fed back to our teams who get into a huddle on a weekly basis to resolve any pain points almost in real time. This helps us enhance our customer satisfaction levels and improve our NPS.” Benchmarking, lean manufacturing and six sigma projects are all commonplace at Aditya Birla Textiles. Additionally, Varghese w w w.busi ne ssc hief. com

A D I T YA B I R L A T E X T I L E S PA R T O F A D I T YA B I R L A G R O U P

“ In the acrylic fibre segment, there has been an uptick in consumer demand for customised yarns for specific applications” 182

— Satyaki Ghosh, CEO of Aditya Birla Group’s Textiles and Acrylic Fibre business

points out that customer journey

A greener approach to business

mapping is frequently used by the

Not only is Aditya Birla Textiles taking

business. By examining consumers’

a fresh approach to its business

touch points and resolving any hurdles,

processes, it is also thinking of new

the business ensures that its top

ways it can grow in a sustainable,

priority is always the customer. “We

environmentally friendly way.

always like to ensure that we’re at

United by a common sustainability

the cutting edge by revamping and

vision, Aditya Birla Textiles has

modernising our process periodically;

challenged itself to grow in a way

this ensures we don’t lag behind in

that makes a positive difference to

terms of competitiveness of technol-

consumers and communities alike.

ogy and cost,” Varghese adds.

By using more renewable energy,

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reducing its carbon emissions and cutting down its water use, for example, the firm hopes to become the benchmark for sustainable businesses.

Chief Sustainability Officer (CSO) and Vice President of Business Excellence, Jagadish Barik, says that sustainability isn’t a second-hand thought at the firm but rather a common thread that runs throughout the business. “Sustainability is a way of life for us,” he says. “It’s part of our DNA.

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We want to become the industry benchmark in sustainability processes and practices by 2020 through qualitative engagement with all stakeholders.� As such, the group has adopted the Higg Index, an apparel and footwear industry standard for assessing environmental and social sustainability throughout the supply chain. It has also reduced its energy consumption (increasingly opting for renewable energy sources) and has implemented a variety of far-reaching corporate social responsibility (CSR) programmes which it hopes will develop 184

and improve the livelihood of the communities surrounding its factories.

With over 13,000 employees under its wing, Aditya Birla Textiles has been quick to understand that its people are instrumental to its day-to-day operations. As a result, the business has built a meticulous programme to develop its team. The business has increasingly used what it calls ‘two by two’ metrics, whereby employees can work in two departments, two businesses and two geographies to give them exposure to new areas of the sector. Additionally, the business is also keen to promote local talent rather than relying on expats, apparent as the some of the business units has reduced its reliance on expats by up to 30% over the last four NOVEMBER 2018

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“ We want to become the industry benchmark in sustainability processes and practices by 2020� — Jagadish Barik, Chief Sustainability Officer and VP of Business Excellence

years. This is helping to enrich local communities by providing more investment and employment opportunities. Not only the business teams predominantly local but also diverse, with women accounting for majority of its workforce in many Aditya Birla Textile units.

Investing in people, processes, technology and sustainability, Aditya Birla Textiles has established itself as a powerhouse in the textile, acrylic fibre and spinning markets. By not compromising on quality, it has ensured it will remain a leading player for years to come.

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