Business Chief Asia Edition – May 2019

ASIA EDITION MAY 20 19 asia.businesschief.com

An innovative education experience

Mining best practice

Redefining technology in Asia’s hotel industry Chief Technology Officer, Dries Scott, on how the casino resort is leveraging digital disruption

City Focus

The world’s richest city

Universities that mean business

FOREWORD

W

elcome to the May issue of the

CIO, Patrick Ramsden, about the

Asia edition of Business Chief.

Australian university’s 2025 Strategic

Okada Manila, situated by the

Plan. “We want the high school

Philippines’ Manila Bay, is a deeply

student, alumnus or an existing

technologically progressive company.

student to have the best digital

Owned by Japan’s Universal

experience,” says Ramsden.

Entertainment Corp, itself

Business Chief examines Hong

a specialist in gaming

Kong, the world’s wealthiest

technology, the firm’s

city and a global finance

digital transformation

hub, for this month’s City

has been developed

Focus. Meanwhile, Asia’s

from the ground up.

“There wasn’t any previously used legacy

leading universities

Dries Scott, Chief Technology Officer, Okada Manila

system to rely on,” explains Dries Scott, Chief Technology Officer.

“The initial challenge when I came on board was to start everything from

feature in our Top 10.

Be sure to check out our in-depth company

reports on PT Merdeka Copper Gold, Judo Bank, Myanmar Metals and more.

Do you have a story to tell or

scratch.” Okada Manila’s exciting

feedback to offer, please get in touch

digital transformation focuses on

with me or follow @Business_Chief

guest experience and a commitment

on Twitter.

to keeping in step with the times.

Elsewhere, we spoke with Swinburne University of Technology’s

Enjoy the issue!

Marcus Lawrence Marcus.lawrence@bizclikmedia.com

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

03

ASIA EDITION EDITOR-IN-CHIEF

MARCUS LAWRENCE MANAGING EDITOR

OLIVIA MINNOCK

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CONTENTS

Redefining technology in Asia’s hotel industry

12 42

52 MAKING THE CASE FOR CYBERSECURITY

INVESTMENT

Swinburne University of Technology: Transforming Learning

How to win the war for skilled talent

60 72 Bringing greener cities to life through connectivity and innovation

82 City Focus

HONGKONG

92 TOP 10 Universities in Asia

164

CONTENTS

The Australian Red Cross Blood Service

182

106 PT Merdeka Copper Gold Tbk

oOh! Media

132

200

146 Judo Bank

Myanmar Metals Limited

UnitingCare Queensland

266 222

SAP

240 Tassal Operations

Department of Finance

280

Fresh Hope

252

294

IBS Software Services

Metro South Health

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

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OKADA MANILA

12

Redefining technology in Asia’s hotel industry

WRITTEN BY

SEAN GALEA-PACE PRODUCED BY

KRISTOFER PALMER

M AY 2 0 1 9

13

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OKADA MANILA

Dries Scott, Chief Technology Officer at Okada Manila, discusses how his company is leveraging technology in the hospitality, gaming & entertainment sector

14

M AY 2 0 1 9

C

onsidered one of the largest

overseen Okada’s digitalisation jour-

and most exciting entertain-

ney from the ground up, Dries Scott,

ment destinations in Asia,

Chief Technology Officer, reflects on

Okada Manila is in the midst of

how the company has evolved over

a digital transformation as it embraces

the past few years. “Okada Manila

technology to enhance the service

is the first Japanese-owned casino

it provides to its customers. Having

resort opened so there wasn’t any

15

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OKADA MANILA

“We’re very much focused on the technology of today” — Dries Scott, Chief Technology Officer, Okada Manila

16

previously used legacy system to rely

an older legacy. We can adapt and

on. The initial challenge when I came

change, and that gives us an advan-

on board was to start everything from

tage over our competitors because

scratch. It was an empty playing field,

we’re able to be more flexible. We

and we had to go and hand pick every

get a lot of support from our mother

single system installed in the prop-

company UEC, which is a gaming

erty,” explains Scott. “Through that

technology company that provided

process you don’t necessarily want to

some of our core gaming compo-

use legacy or outdated AS400 sys-

nents, and have in many areas been

tems because you want to go with the

beating some of their own competi-

newer developments and technolo-

tors by introducing advanced gaming

gies. I believe it gave us an advantage

platforms that is assisting to drive the

because we’re not stuck dealing with

industry into the next generation.”

M AY 2 0 1 9

17

E XE CU T I VE PRO FI LE

Dries Scott Dries is an accomplished and versatile IT professional with 23 years of experience in the Information Technology field where he has implemented over 100 different business systems and network tools. Having started as Vice President of IT at Okada Manila in January 2014, Dries went on to become Senior Vice President after proving his success and delivery of a fully operational IT environment to support the company.

Dries was promoted again to his current role of Chief Technology Officer in March 2018 to define the technology roadmap to support the Okada Manila’s future objectives.

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OKADA MANILA

“ If you create a memorable experience then people tend to come back” 20

— Dries Scott, Chief Technology Officer, Okada Manila

M AY 2 0 1 9

Having worked in a variety of different IT roles early in his career in his native South Africa, Scott undertook positions such as an Associate Director at Sands Cotai Limited and Senior IT Manager with Tsogo Sun followed by a stint as Director of IT Development & Quality Assurance at The Venetian Macao Resort before moving on to Okada Manila in January 2014. Scott believes his earlier experiences in hospitality and gaming laid the groundwork for him to succeed in his current role.

“Working through the ranks teaches

OKADO MANILA – CHIEF TECHNOLOGY OFFICER – CREATING A MEMORABLE EXPERIENCE’’

a si a .busi ne ssc hief. com

21

TECHNOLOGY TO TRANSCEND FIND OUT MORE ONLINE

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Such is the case of Okada, Entertainment City’s largest integrated resort. For the finest, most extravagant hotel, expectations are sky-high. With Okada’s commitment to serve its guests better and give an unmatched experience of luxury and everything first class, it enlisted the technical and business expertise of Trends to

help provide a consistent experience and flexible set of guest services for a more improved satisfaction.

Guests can now fully have access to fast wireless internet connection. Cisco switches were strategically deployed at the podium and specific transmission and an unforgettable digital serious concern as Alcatel-Lucent Enterprise installed GPON cables beneath the floor, allowing for less cabling requirement taking into consideration the size of the property. All active components and IT equipment used for the digital transformation of Okada were integrated using CommScope’s Netconnect end-to-end structured cabling solutions.

All these have prepared Okada to keep up with the demands of technology in the hospitality industry.

Trends, in partnership with tech giants AlcatelLucent Enterprise, Cisco, and CommScope, has journeyed with the five-star hotel, and will continue to work hand in hand to meet its needs and its clients’ through technology-enabled business services and solutions. This is the lifelong commitment of Trends.

Whatever your business is and however you envision success, Email info@trends.com.ph to know more.

24

you a lot about the various systems and different operations,” says Scott. “Having an understanding of how it all works and is integrated has assisted me with a broad knowledge and very deep understanding of each system needed for an integrated resort.”

EMBRACING TECHNOLOGY Having helped to oversee Okada’s

“ You shouldn’t just deploy technology for the sake of having technology” — Dries Scott, Chief Technology Officer, Okada Manila

rise from the ground up, Scott has watched as technology has become an increasingly important tool. “With

an escape through its popular gaming

the guest in mind, our implemented

facilities which boast 500 table games

systems start from the moment a guest

and 3,000 electronic gaming ma-

drives into the property. The first thing

chines. With the task of implementing

that they will experience is the car

technology considered a key priority to

park management system and parking

Okada, Scott points out how vital it is to

guidance system guiding the guest

keep up with the latest developments.

where to park the car,” he explains.

“We’re very much focused on the tech-

“As the guest transitions through an

nology of today – not yesterday. 90%

integrated resort, they are exposed to

of our company is actually virtualised

lots of user interfaces and different

as we move towards virtualization, not

systems that can be interacted with.

just from a data centre perspective but

Our portfolio’s quite big — typically

also from a personal computer point

a large integrated resort has over 100

of view” he says. “One of the most

different systems.”

advanced user interfaces that we’ve

Located close to the beautiful,

implemented has been produced by

recently revamped Manila Bay in the

a company called Paragon Digital

Philippines, the resort offers guests

Lifestyle. They’ve allowed us to implea si a .busi ne ssc hief. com

25

27

ment a user interface in the room that

to engage with guests in a better way

has seen a tablet based in every hotel

than ever before. We’ve diversified

room. The tablet is the controlling point

our languages so that our technology

for the user to control all features in the

can be tailored for each specific guest,

room such as operating the TV, brows-

regardless of the language they speak,”

ing the internet and opening or closing

he explains. “It allows us to guide the

the curtains. The tablet really becomes

guests with specific language require-

the portal for the guest in the room to

ments to the staff member that most

interact with the rest of the room.”

suits their needs. For example, if we

Operating with a firm customer-

were to find a guest in a room that

centric approach, Scott understands

speaks Mandarin, we would know

the importance of putting guests at

that they speak Mandarin based on

the centre of every decision Okada

the preference selection when they

makes. “We’re very focused on how

check into the room, which means that a si a .busi ne ssc hief. com

OKADA MANILA

28

M AY 2 0 1 9

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O U R PA R T N E R S

Paragon Digital Lifestyle “Paragon Digital Lifestyle has allowed us to implement a user interface in the room that has seen a tablet based in every hotel room. The tablet is the controlling point for the user to control all features in the room such as operating the TV, browsing the internet and opening or closing the curtains. The tablet really becomes the portal for the guest in the room to interact with the rest of the room.”

Trends Group “Trends Group helps to assist us in the installation of our entire network, from cabling to supply, connection and configuration of switches on both Campus & Data Center networks.”

HP Philippines “HP Philippines supplies us with our enterprise printing platform which has considerably saved cost on improving reduction of printing waste, reporting usage and accountability and access controls to printers.”

TIM Corporation “TIM Corporation are one of our main infrastructure

suppliers & integrators of our data center environment.”

FusionEx “FusionEx helped us to develop and customize a fully integrated leading-edge Casino Management System assisting in the tables, cage & marketing program play operations.”

Palo Alto Networks “Palo Alto Networks helped to assist us and supply the implementation of our physical and virtualized Firewall requirements.”

Cisco “Cisco helped to assist and supply the implementation of our software defined data centre network with their application centric infrastructure as well as portions of our campus network.”

Fujitsu Philippines “Fujitsu Philippines has been heavily involved in the implementation of many of our core network security components like Firewalls, SIEM, Internet Proxy & NAC.”

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31

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32

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CLICK TO WATCH : ‘OKADA MANILA NOW’ 33 if a call was to come through from the

technology. It’s crucial to have an end

guest’s room, it would automatically be

objective of what you want to achieve

diverted to the most appropriate staff

in mind before implementing any tech-

member to assist in the language that

nology. It’s been a journey because we

suits the guest.”

started with just English-only plat-

With all companies encouraged to

forms but soon realised that a lot of the

adopt an increasing level of technol-

guests were frustrated because they

ogy to enhance their services, Scott

couldn’t engage with the technology

believes it has become essential to

on our English version. This encour-

ensure there is a clear strategy in

aged us to transition our guest inter-

mind when introducing new technol-

faces into becoming multi-lingual plat-

ogy. “Whatever you want to implement

forms that enable us to engage with

should have a purpose and goal,” ex-

the guests better, quicker and without

plains Scott. “You shouldn’t just deploy

our staff needing to communicate in

technology for the sake of having

many different languages. Ultimately, it a si a .busi ne ssc hief. com

OKADA MANILA

2008

Year founded 34

7,000+

Approximate number of employees

M AY 2 0 1 9

35

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37

creates a better user experience which

Digital Lifestyle, Palo Alto Networks,

enables us to focus more on innova-

TIM Corporation, Fusionex, Cisco and

tion and entertainment activities which

Fujitsu Philippines. Scott believes that

in turn allows us to improve our guests’

a good partnership should be mutually

experience at Okada Manila overall.”

beneficial with both companies willing to make it work. “When we’re looking at

ESTABLISHING KEY PARTNERSHIPS

a new partnership, we’re looking for

In order to help achieve success in

people that are energised, creative and

the industry, Okada has formed and

willing to work with us to help deliver

developed a number of important

our dreams and wishes. It’s important

partnerships to accelerate its growth.

to have the drive, will and presence.

The firm established key strategic

A good partner is a company that

relations with Trends Group, HP

stays there and always checks up on

Philippines, TIM Corporation, Paragon

you to make sure that everything’s as a si a .busi ne ssc hief. com

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39

it should be. These are the long term relationships and partnerships that we want to have.”

Scott points out how critical it is for the company to adapt to the latest developments. “Sustaining success into the future is a matter of evolving and staying updated with the latest directions of the world and the economies,” he says. “We need to keep up with the different generations in order to continue to be successful. All the different students that are coming out of school

“ We’ve diversified our languages so that our technology can be tailored for each specific guest” — Dries Scott, Chief Technology Officer, Okada Manila

and university are growing up with a si a .busi ne ssc hief. com

OKADA MANILA

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This year alone, we’ve got more than 100 different projects that we’re working on and many challenges that we intend to overcome”, he summarises. “Our key driver is to always ask the question: how can we attract more guests? In what ways can we bring more people to the property and give them an experience that they want to remember? If you create a memorable experience then people tend to come back because they enjoyed it.

That’s what we want to achieve on a consistent basis. In order to do that, it’s important we embrace the latest a different age of technology. They’re

trends and technologies but only if we

used to smartphones and tablets so

harness that technology in the right

it’s up to us to transition our services to

way. Building the right partnerships

meet the latest trends, because if you

and hiring the right people to help us

don’t, you start trailing the competition.”

achieve a digitised future is of key importance to our success.”

FUTURE PLANS With an eye on the future of Okada Manila, Scott has clear ideas of how his company can continue to expand during 2019 and beyond. “Today, we’re already running a completely paperless slot gaming operations and we will continue to strive towards digitization of all areas of our business. a si a .busi ne ssc hief. com

41

LEADERSHIP

42

Swinburne University of Technology: Transforming Learning Swinburne University of Technology holds a unique position in Australia at the interface of learning and industry: securing that place required a root and branch overhaul of its information systems. CIO Patrick Ramsden tells us more…

WRITTEN BY

M AY 2 0 1 9

JOHN O’HANLON

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LEADERSHIP

I

n 2017, the Swinburne University of Technology outlined a strategy to not only provide but trans-

form education through strong industry engage-

ment, social inclusion, a desire to innovate and,

above all, a determination to create positive change.

Its 2025 Strategic Plan looks to build its capacity as a university by investing in people, processes and systems. This digital transformation will look to cement Swinburne as a world class university, creating social and economic impact through science, technology and innovation.

THIS TRANSFORMATION HAS LEGS 44

Swinburne’s transformation is made up of five elements, the first of which looks at how the university presents itself to students and stakeholders alike.

“We want the high school student, alumnus or an existing student to have the best digital experience.

That means coming in via a platform recognisable for people who live in the world of Facebook and Twitter – intuitive, accessible anywhere, anytime and on any device,” explains Patrick Ramsden, Chief Information Officer (CIO). This led to the implementation of Adobe Experience Manager, which runs on the Adobe Marketing Cloud. “This is part of a larger partnership we have with Adobe and we are using that to drive change,” he continues. “We are the first university to create a degree in digital marketing with a specialisation in the Adobe marketing suite.”

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“ We are the first university to create a degree in digital marketing with a specialisation in the Adobe marketing suite” — Patrick Ramsden, CIO, Swinburne University of Technology

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LEADERSHIP

The second leg of Swinburne’s transformation focuses on digital

gramme: it’s a holistic view of learning

learning. “It’s about changing the

and digital learning is a major element.”

learning experience through the use

46

larger Transforming Learning pro-

To underpin the programme, Rams-

of digital technology. That might just

den brought in Instructure’s Canvas

be a question of making digital content

learning management system, a

available to them, such as videos of

cloud-native platform that updates

lectures or online quizzes,” says

continuously. Canvas was tested by

Ramsden. It’s also about capturing and

Swinburne in 2017 and throughout

analysing data from the students. “If

2018 with a scheduled transition date

we can identify the students that are

of all coursework in 2019. “The point is

struggling and create remediation

to transform the way that both learning

actions for them, we can end up with

and teaching is done,” he says. “The

better outcomes. This is part of our

transformation phase will allow us to

“ If we can identify students that are struggling and create remediation actions for them, we can end up with better outcomes” — Patrick Ramsden, CIO, Swinburne University of Technology

M AY 2 0 1 9

CLICK TO WATCH : ‘SWINBURNE’S FUTURE LEARNING EXPERIENCE’ 47 use information and analytics to

and platforms like the Australian

improve outcomes. We are running

federal research cloud.”

focus groups to find out how the

Swinburne gives its students easy

students are coping with this change.”

access to the platforms and tools

The third leg supports Swinburne’s

they need. In addition to Microsoft

digital platforms for research. “We are

Office 365 for students, The Elec-

trying to create an environment where

tronic Licence Management System

we can provide researchers with the

(ELMS) portal provides science,

platforms they need in a cost-effective

technical, engineering and maths

way,” Ramsden explains. “Many of our

students with an interface to obtain

research programmes are global

licence codes and download media

collaborations. We are creating a

for VMware and Microsoft software

Swinburne cloud which at the back

design, as well as development tools,

end is based on a hybrid of Microsoft

such as MS Imagine.

Azure, Amazon Web Services (AWS)

Additionally, Swinburne has also a si a .busi ne ssc h ief. com

LEADERSHIP

deployed the Nutanix Enterprise Cloud OS. Working like an app store, students and researchers can browse, choose and deploy the solution they need for their projects, including mobile app development programmes. They can also add storage as they need it.

Previously, building the infrastructure needed to support research requests could take weeks or even months, and has now provided a multitude of advantages to its students.

48

THE BRICKS OF THE BUSINESS With regards to its digital enterprise, Swinburne previously relied upon on premise ERP and CRM software to handle its HR processes. Now, the university has implemented Workday to pull all processes together, on top of SalesForce technologies to do the same for 14 different CRM platforms.

“Of course, if we merely replace old technology with new, we won’t get full value for the university,” notes Ramsden. In order to achieve this, Swinburne has transformed its recruitment processes, which were previously not fit for purpose in the digital age.

“A technology led solution where we M AY 2 0 1 9

£1.5bn Approximate revenue

1992

The year it gained university status

23,500+

Approximate number of students

can identify a candidate quickly and send a contract that they can sign digitally within an hour of getting approval is a clear transformation of the way we onboard staff, for example,” says Ramsden.

“If we can move quickly, we have much better chance of getting the best global talent into our research projects and academic teaching roles.”

The final leg of Swinburne’s digital transformation is creating a fully digital campus. “We have information coming from Wi-Fi access points that we can use to know where people aggregate,” says Ramsden. “We feed that information back into the building management system so we can proactively change climate conditioning systems.” CCTV is also useful for recording the flow of people, but when linked with facial recognition software it can identify individuals that are not supposed to be on campus or be programmed to flag up abnormal movements of people.

There are large energy savings to be achieved as well. Ramsden’s team is now working closely with Cisco on the use of Wi-Fi to feed back into building management systems. a si a .busi ne ssc h ief. com

49

LEADERSHIP

50

“ If we can move quickly, we have much better chance of getting the best global talent into our research projects and academic teaching roles” — Patrick Ramsden, CIO, Swinburne University of Technology

DRILLING FOR DATA

The university’s business analytics

When launching Swinburne’s new Data

team has therefore been working to

Science Institute back in 2017, Micro-

build and refine Swinburne Information

soft CTO Dr Raghu Ramakrishnan

Hub and its associated Data & Analyt-

commented that data science will have

ics Performance, Planning & Executive

a “transformative impact on society,

Reporting (DAPPER) platform. A key

meaning we can solve problems we

objective of DAPPER is to provide key

couldn’t contemplate before, resulting

performance indicators (KPIs) to make

in data-driven science outcomes in

informed decisions. “The analytics

commerce, government and social

team started by asking the Vice

programmes, manufacturing, and

Chancellor ‘what information do you

health”.

need to drive the university?’ They

M AY 2 0 1 9

51

also worked with the executive team to

The Swinburne University of Tech-

find out what they needed. It’s not so

nology will continue to be the interface

much a matter of building a huge data

of learning and industry in Australia,

warehouse, then deciding what to do

and its digital transformation will enable

with it; it’s understanding the decisions

greater innovation and collaboration to

people need to make and how data

create true economic change.

will assist them,� reflects Ramsden.

Before anyone gets access to DAPPER, they now have to complete a short training programme on how to use and interpret it, creating a connected view of key data. a si a .busi ne ssc h ief. com

TECHNOLOGY

MAKING THE CASE FOR CYBERSECURITY INVESTMENT 52

Spencer Young, Regional Vice President EMEA at Cybersecurity leader Imperva explores how businesses need to take decisive action and address today’s complex cybersecurity threats WRITTEN BY

SPENCER YOUNG

M AY 2 0 1 9

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TECHNOLOGY

54

2

018 turned out to be a significant

year for cybersecurity with breaches and attacks making

formal cybersecurity policies in place.

While this discrepancy is worrying, it shines the spotlight on why business

the news far too often. In fact, a recent

leaders are yet to fully embrace the

report released by the Department

value of cybersecurity.

for Digital, Culture, Media and Sport

Although we’re in the era of digital

revealed that over four in ten businesses

transformation, many organisations

(43%) in the UK experienced a

are looking for guaranteed returns

cybersecurity breach or attack last year.

from their technology investments.

The same report goes on to highlight

Therein lies the problem – with

that despite the growing number of

increasingly tight budgets, senior

cybersecurity threats and attacks fewer

leaders view of cybersecurity systems

than three in ten businesses (27%) have

is currently framed as insurance. So,

M AY 2 0 1 9

“ALTHOUGH WE’RE IN THE ERA OF DIGITAL TRANSFORMATION, MANY ORGANISATIONS ARE LOOKING FOR GUARANTEED RETURNS FROM THEIR TECHNOLOGY INVESTMENTS. THEREIN LIES THE PROBLEM” — Spencer Young, Regional Vice President, EMEA at Imperva

55

how do we shift this mindset so that

required to prepare for these new

senior leaders can better understand

compliance landscapes, they are

that the value of protecting business

putting security strategy decisions at

critical data extends far beyond just

the top of the priority pile of boards

covering your assets?

and exec teams.

Board members, in particular, are

CYBERSECURITY AND THE BOARD

responsible for establishing good

In recent months, we’ve seen the

governance practices and policies for

introduction of new regulations such

driving better financial performance

as the EU’s GDPR, as well as

and growth. For this reason, it is vital

constantly shifting privacy laws in

that they have a comprehensive view of

nearly every geography. While there

their organisation’s cybersecurity

are considerable levels of effort

strategy, and the required level of a si a .busi ne ssc h ief. com

TECHNOLOGY

56

“ A RECENT REPORT RELEASED BY THE DEPARTMENT FOR DIGITAL, CULTURE, MEDIA AND SPORT REVEALED THAT OVER FOUR IN 10 BUSINESSES (43%) IN THE UK EXPERIENCED A CYBERSECURITY BREACH OR ATTACK LAST YEAR” — Spencer Young, Regional Vice President, EMEA at Imperva

investment for buying down their risk.

Where cybersecurity may have previously been considered one subset of operational IT, a cursory glance over the press clippings in recent years will have alerted them to the real challenge. A growing number of business leaders are awakening to the fact that a data breach is all but inevitable. What they need to know is, how they can limit the scope of damage from a data breach with the right level of investment.

STEP 1: MAKING THE CASE TO SENIOR LEADERSHIP As the levels of liability for failing to govern risk and protect critical data are transferred from the IT department to senior leadership, these leaders need a quantified measurement of risks including:

• Compromised customer data • Diminished brand and reputation • Loss of investor and consumer confidence and loyalty

• Stolen sensitive intellectual property • Compliance and regulatory sanctions • Business disruptions M AY 2 0 1 9

CLICK TO WATCH : ‘MEET THE NEW IMPERVA – DEFENDING YOUR BUSINESS GROWTH TODAY AND TOMORROW’

STEP 2: ASSESSING THE CURRENT SITUATION

The next step requires you to conduct a

Once these risks are quantified, due

thorough inspection of your current

diligence will require leaders to

security posture.

assess the steps their partners and

STEP 3: DO A COMPLETE AUDIT

This involves understanding where

competitors are taking to avoid

your critical data currently resides, who

exposure. Relationships with

requires access to it and more critically,

technology suppliers and lenders then

who actually has access to it.

become less transactional, and more

While it’s a drum we beat perpetually at

of a long-term advisory partnership,

Imperva, many leaders don’t understand

as they’re best placed to provide

the risks of a potential data breach by

advice on the current trends within

careless, compromised, and malicious

your marketplace.

insiders. Not all data assets carry the a si a .busi ne ssc h ief. com

57

TECHNOLOGY

same level of risk, and not every employee should be given carte blanche access to all organisational data.

While this may be time-consuming, leaving no stone unturned at this stage of the audit will give you a clear understanding of where your security measures stand currently and benefit you greatly in the long run.

FINAL STEP: DETERMINE THE RIGHT INVESTMENT FOR YOUR BUSINESS By appraising your data assets in 58

terms of their value and risk, you can then begin targeting your investments towards timely threat detection and incident response.

No matter the time and effort invested, it is important to remember that data breaches are inevitable.

Framing this approach as a risk/ reward equation and using a tiered security approach ensures that your organisation can protect high-value targets that would cause significant harm if they were compromised.

At the very least, senior leaders need to be made aware of the growing threat they face every day from external cyberattacks and internal data M AY 2 0 1 9

“A GROWING NUMBER OF BUSINESS LEADERS ARE AWAKENING TO THE FACT THAT A DATA BREACH IS ALL BUT INEVITABLE” — Spencer Young, Regional Vice President, EMEA at Imperva

59 breaches. A single breach has the potential to irreparably damage the financial condition of even the most successful business, and ruin the careers of those leaders involved.

Rather than packaging your cybersecurity spending rationale within IT investments, these really need to be highlighted as a high-level risk mitigation strategy.

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60

How to win the war for skilled talent THE SKILLS GAP IS OFTEN CITED AS ONE OF THE BIGGEST OBSTACLES FACING BUSINESSES TODAY. ARE YOU READY TO BEAT IT? WRITTEN BY

M AY 2 0 1 9

LAURA MULLAN

61

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PEOPLE

T

hanks to technology, the way we work is set to change forever. You need only look at the impact of driverless

cars to see just how disruptive the next generation of technology will be. In fact, accord-

ing to a McKinsey Global Institute report, as many as 375mn workers (or 14% of the global workforce) might need to switch occupation categories because of digitisation, automation and artificial intelligence (AI). It’s a mammoth shift for workers, but it’ll impact business too.

Tomorrow’s business leaders will need more 62

analytical, digital-savvy skills than ever before if they want to keep up with the blistering pace of digital transformation – but will companies be able to find these skills? Research by the Korn Ferry Institute forecasts that the existing talent shortage will reach its worst levels in 2030, whereby an expected 85.2mn job openings will go unfulfilled worldwide. In previous decades, the ‘war for talent’ dominated the headlines, but looking forward it seems that it will be the skills gap that will define the business agenda.

AN ANALYTICAL MIND Many tout data as ‘the new oil’, and as a result, data literacy has quickly become a highlycoveted skill for today’s business leaders.

M AY 2 0 1 9

“We paired legacy employees with millennials and this helps to break down the paradigms you develop over decades of business.

It makes the business open to new ideas” — Dayne Turbitt, Senior Vice President of Dell EMC’s Enterprise Sales Division

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PEOPLE

Gartner has even gone as far as to

exclusive interview with Gigabit, CEO

predict that, by 2020, 80% of organisa-

Adam Selipsky, said: “Recent estimates

tions will have to start to roll out data

from the IBC suggest that between

literacy initiatives to upskill their work-

now and 2025, the amount of data in

force. One such company, powering

the world that’s subject to analysis is

ahead with such training is data visuali-

going to grow 50-fold. I think a lot of

sation giant, Tableau Software. The firm

organisations are just going to get

recently launched Academics, a progr-

crushed under the weight of that data

amme that has helped around 680,000

whilst many others are going to see

students and faculties use Tableau’s

brand new opportunities to develop

software, and on top of this, it has also

insights and make better decisions

partnered with British training partner

based on all of that data. Regardless

AVADO to launch apprenticeships and

of whether your organisation sees data

training programmes in the UK. In an

as a problem or an opportunity, there’s

64

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CLICK TO WATCH : ‘THE HIDDEN WOMEN OF STEM – ALEXIS SCOTT – TED X, MOUNTAIN VIEW COLLEGE’ 65 an urgent need for analytical capabilities to deal with it, and again, to make better decisions faster.”

DIVERSITY MATTERS It’s no secret that many businesses have a diversity problem. In fact, according to stark research conducted by INvolve, more people called David and Steve lead FTSE 100 companies than women and ethnic minorities. Diversity matters but recent research shows that it also pays: in a 2015 study, McKinsey found that companies in the top quartile for gender or racial and ethnic a si a .busi ne ssc h ief. com

PEOPLE

“We need to increase the pipeline of women in STEM and that starts with education” — Neelam Sandhu, Senior Director of Business Operations, Office of the CEO at BlackBerry

66

diversity are more likely to have financial

think that’s changing. For example, we

returns above their national industry

can see that two leaders of General

medians. Bringing a broad range of per-

Motors – the CEO and the CFO – are

spectives, diversity is a critical asset for

both women.” Another hurdle lies in

businesses looking to address the talent

education. “We need to increase the

gap. For Neelam Sandhu, Senior Director

pipeline of women in STEM and that

of Business Operations, Office of the

starts with education,” adds Sandhu.

CEO at BlackBerry, one of the biggest

“We need to work on creating an

hurdles lie in the lack of female role

environment where women feel comfor-

models in male-dominated fields.

table learning STEM topics. Not only is

“Women don’t have those same role

the professional environment male-dom-

models or examples as men to look up

inated, but the education environment

to or emulate,” she observes. “But I do

is too. So, creating that environment or

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67

community where women feel

whereby it pairs more seasoned

comfortable in STEM is important.”

employees with new graduates to encourage cross-generational peer-

REVERSE ENGINEERING

to-peer training. “I think it’s been

Any CIO will admit that digital transfor-

a huge learning curve for us,” says

mation isn’t just about new gadgets

Dayne Turbitt, Senior Vice President

and technologies, it’s also about the

of Dell EMC’s Enterprise Sales

people. At its annual Dell Tech forum,

Division. “We paired legacy employ-

for example, Dell Technologies singled

ees with millennials and this helps

out workforce transformation as a cru-

to break down the paradigms you

cial stand of any digital disruption

develop over decades of business. It

programme. Within the firm, Dell Tech-

makes the business open to new

nologies has implemented what it

ideas, it fosters a new culture of inno-

describes as ‘reverse engineering’,

vation. We’ve done some amazing a si a .busi ne ssc h ief. com

PEOPLE

68

things in the past year and it’s down to this speed of innovation.”

PROCUREMENT VALUE Many procurement professionals will tell you that their job is no longer a support function, it’s a business driver. With procurement now at the fore of many business strategies, skilled workers in this field are in high demand. The Chartered Institute of Procurement & Supply (CIPS) has played a pivotal role in the professionalisation of procurement across the M AY 2 0 1 9

world, offering a range of highly-valued training courses. Sam Achampong, Regional Head & General Manager of CIPS MENA, believes that this is crucial to the upskilling of the procurement field. “We work very closely with companies to create a licensed procurement function whereby everyone in their procurement team is qualified to do procurement. We have created the infrastructure to make qualifications available through an increased number of study centres, universities and accredited degrees. For people, we have also set up a number of professional networks that support these people so that they can continue to share knowledge.” Achampong also underlines the importance of working with local communities, noting: “The key thing is for us to be working with local people in this region, so we’ve worked very hard with the prominent local organisations to make sure that we are helping the capability development of Middle East locals to get credible procurement qualifications and skills.”

PEOPLE POWER Looking forward, it’s clear that if you want to build the workforce of the a si a .busi ne ssc h ief. com

69

PEOPLE

“We should never underestimate the power and need of human interaction” — Johan Reventberg, President EMEA at JDA Software

70

future you need to act proactively.

survey, McKinsey pointed out that

Business leaders should be vigilant

75% of executives were optimistic that

about workforce gaps and be aware

reskilling and training would help to fill

of the skills needed in the future. They

at least half of their talent needs. Amid

should also create a robust plan to

the war for talent and hiring difficul-

hire, upskill and contract the right

ties, businesses need to be productive

skills and be sure to establish a dedi-

if they want to tackle the challenge of

cated cross-functional team, with

skills and training. It may be easy to

a forward-thinking HR team. In a recent

get caught up in talk of digital disrup-

M AY 2 0 1 9

71

tion or supply chain transformation

people behind. If people get left behind,

but without the people behind it, it’s

they will then be a threat to themselves

near impossible.

and to the companies because they’re

“We should never underestimate the

not going to keep pace with the company.

power and need of human interaction,”

If we don’t train our people, we’re not

agrees Johan Reventberg, President

enabling the workforce of the future.”

EMEA at JDA Software. “The risk is that if your company doesn’t educate and train your workforce, you will leave the a si a .busi ne ssc h ief. com

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

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Bringing greener cities to life through connectivity and innovation Hosting half the world’s population on 2% of the planet’s surface poses a unique set of challenges, says Mike Hughes, Zone President UK and Ireland, Schneider Electric WRITTEN BY

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MIKE HUGHES

73

Deloitte’s headquarters, The Edge Building in Amsterdam a si a .busi ne ssc h ief. com

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

T

ackling climate change and

population is expected to grow by over

creating sustainable cities in the

1bn people over the next thirteen years,

face of rapid population growth,

reaching 8.6bn in 2030.

ageing infrastructure and the

Meanwhile, the increasingly digital,

pace of technological change has

connected and electric nature of our

never been more important. Cities

lives means that we each as individuals

make up 2% of the world’s surface

have greater energy needs than ever

but house more than half of the world’s

before. Is this pace of growth sustain-

population and consume 75% of

able for urban centres and cities like

energy resources. By 2030, urban areas

London or Paris, let alone megacities?

are projected to host 60% of people

The answer is yes, but only if we make

globally. Very soon, one in every three

our cities ‘smarter’.

people will live in cities with at least half a million inhabitants, as the world’s 74

M AY 2 0 1 9

Incorporating renewables into our energy mix is a vital part of reducing

our environmental impact, but their potential is being wasted by our inefficient use of that energy. Modern technologies, smart sensors and services that can help us identify and tackle energy waste can and must help to improve cities’ efficiency, sustainability, and resilience.

For any city, going ‘smart’ can be difficult. The sheer size and complexity involved in building a truly integrated

“ Creating sustainable cities means creating smart cities, powered by clean energy that is responsibly consumed and saved” — Mike Hughes, Zone President UK & Ireland, Schneider Electric

and sustainable smart city is difficult to comprehend. In India, Schneider Electric is helping to build Naya Raipur, 75

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

“ The only way we will tackle climate change and create cities fit for the future is by rethinking our relationship with energy as individuals, businesses and nations” — Mike Hughes, Zone President UK & Ireland, Schneider Electric

a project which aims to build an entirely new capital city for the newly created state of Chhattisgarh. The funding, expertise, organisation, planning and collaboration to create this smart city from the ground up is incredible. Smart cities at this scale require multi-level governance, expert consultants, technology firms and vendors working together to make the concept a reality.

But the vast majority of the world’s population live in existing towns and cities, not brand-new developments.

76

Naya Raipur is a smart city project located in the newly formed state of Chhattisgarh in India Photo © Smart Cities Council India

Ageing city infrastructures pose connectivity and network management challenges. At the same time, a 24/7 society and a wide array of IoT-enabled devices and electric vehicles (EV) are fuelling greater energy demand. While cities are tasked with improving services and building new transport networks, hospitals, schools, and homes to accommodate population growth, they do so with tightening budgets. Critical infrastructure (old or new) – such as hospitals, airports, live entertainment venues, schools and office buildings – must be reliable, functional but also efficient if we are to build a sustainable future. And it is in efficiency where there is potential to

M AY 2 0 1 9

CLICK TO WATCH : ‘TOTTENHAM HOTSPUR’S NEW STATE-OF-THE-ART STADIUM WITH ADVANCED ENERGY MANAGEMENT FACILITIES’ 77 unlock huge financial savings that

of projects to improve their water

could, in turn, reduce running costs,

systems, local or regional energy grids,

helping to fund future investment.

transport infrastructure or buildings.

Developed cities considering going

These precincts or district-scale

‘smart’ simply don’t have the option to

developments are not city-scale, but

rebuild everything from the ground up.

they are large enough to form multiple

They are busy, functioning ecosystems

smart city domains and become a

that need to continue to work whilst

visible and useful reference point to

improvements are made. As a result,

encourage future investment. Indeed,

a piecemeal approach to making cities

by working collaboratively with both

smarter is the only option. It is essen-

public and private sectors, Schneider

tial, therefore, that incentives and

Electric has successfully delivered

regulation are introduced to drive

smart city project applications to more

organisations and individuals to

than 250 cities worldwide.

incorporate efficiency as a core pillar

One such example is our recent a si a .busi ne ssc h ief. com

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

partnership with Tottenham Hotspur to help build and manage the energy distribution and consumption at the club’s new state-of-the-art stadium – a landmark in sports venue efficiency and connectivity. As the stadium’s official Energy Management Supplier, Schneider Electric performs 60,000 automated checks every five minutes to ensure that every aspect of energy usage is monitored and optimised, ensuring such aspects and optimal temperature and lighting conditions.

Designed for visitor enjoyment and 78

comfort, the stadium is also helping to regenerate the surrounding area of Tottenham, bringing the smart city reality one step closer.

The ripples of projects such as these, ambitious in scale and innovative in nature, not only improve energy efficiency, but also set a new standard of living and urban regeneration, whilst also starting to change perceptions of energy use. Take for example the Edge building, Deloitte’s headquarters, in the Netherlands. This building not only delivers a cutting-edge digital workspace and meets the highest environmental standards, but it was created with the goal of being a ‘net neutral’ M AY 2 0 1 9

Tottenham Hotspur’s new state-of-the-art stadium

“ Projects such as these, ambitious in scale and innovative in nature, not only improve energy efficiency, but also set a new standard of living and urban regeneration” — Mike Hughes, Zone President UK & Ireland, Schneider Electric

building and the potential to be ‘net positive’. The Edge is a building that is self-sufficient in terms of the energy it requires to function, and at times (such as at night or weekends) returns excess energy produced to the grid.

Forward-thinking projects such as these start to enable us to imagine a future where perhaps the majority of homes, businesses, schools and hospitals could be at worst net neutral and ideally net positive. Imagine receiving an income from your home or place of work, instead of paying bills. It would completely change the way we think about energy generation, distribution, and consumption. Digitisation paves the way for more and more net neutral or net positive buildings, generating their own energy on-site with smart systems that give excess energy back to the grid.

Whilst net neutral and net positive buildings are currently just a dream for all but a few, the road to achieving this starts with tackling waste. Something that every government, business or individual can do. With demand for energy rising, unlocking untapped energy efficiency potential has never been more urgent, or easily achieved. a si a .busi ne ssc h ief. com

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

Investing in smart systems that monitor energy use and efficiency across every aspect of your energy infrastructure is something that can be realised today.

By understanding how, where and when energy is used, opportunities for efficiencies can be identified and actioned. Our Global Digital Transformation Benefits Report 2019 identified 12 ways that the digital transformation of energy management and automation drives benefits in CapEx, OpEx, based on interviews with 230 businesses. These companies have realised 80

savings in energy consumption of up to 85% and up to 80% on energy costs.

Energy efficiency projects are becoming a C-suite priority, as board members recognise the competitive edge that projects can deliver, at the same time as delivering on sustainability commitments which employees, customers and governments are driving for.

Projects like these demonstrate that rethinking energy is not only a major enabler of innovation. It powers progress and life.

As the global population grows and our world and lives become increasingly electrified, creating sustainable cities means creating smart cities, M AY 2 0 1 9

S TAT I S T I C S

• Cities make up 2% of the world’s surface but house more than half of the world’s population and consume 75% of energy resources • By 2030, urban areas are projected to host 60% of people globally

Crossrail Place Roof Garden in Canary Wharf, London Photo Š Jason Williams

powered by clean energy that is responsibly consumed and saved.

The fact is it is far easier to save a unit of energy than it is to create one. The only way we will tackle climate change and create cities fit for the future is by rethinking our relationship with energy as individuals, businesses and nations.

Deloitte’s headquarters, The Edge Building in Amsterdam

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CITY FOCUS

HONG City Focus

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Hong Kong is the wealthiest city in the world with the largest number of skyscrapers and the most economic freedom in the world. Business Chief explores what else the autonomous territory has to offer WRITTEN BY

SOPHIE CHAPMAN

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GKONG a si a .busi ne ssc h ief. com

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CITY FOCUS | HONG KONG

T

he autonomous territory of

in the US, with 255,810 people being

Hong Kong, officially known

worth US$30mn or more. The city’s

as the Hong Kong Special

richest are worth $31.5trn in total.

Administrative Region of the People’s

The city also ranked in first position on

Republic of China, has a population in

the 2019 Index of Economic Freedom,

excess of 7mn. The city is known for

with its score of 90.2 from Heritage.org

its tall skyline, having the greatest

remaining unchanged since 2018.

number of skyscrapers globally, with a total of 353 buildings taller than 40

WORLD’S BIGGEST SKYLINE

storeys. According to CNBC, Hong

Hong Kong is renowned for its skyline,

Kong became the richest city in the

with the central business district,

world in 2017, overtaking New York

known as Central, being home to

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some of the largest buildings in the

ping mall between the first and third

world. The International Commerce

floor, the Sky 100 Observatory on the

Centre is the 12th tallest skyscraper

100th floor, and a restaurant on the

globally, and stands at 118 storeys high.

101st floor. The Two International

The Ritz-Carlton Hotel is the world’s

Finance Centre, Central Plaza, and

tallest hotel, offering 312 rooms

Bank of China Tower also rank among

between the building’s 102nd and

the largest buildings in the world.

118th floors. The skyscraper is owned

Hong Kong is a global economic hub,

by Sun Hung Kai Properties, which

with one the world’s most resilient econ-

the BBC reported as the second most

omies. Some of the largest business

valuable real estate firm in the world.

have opted to located offices in the city,

The 484m building also offers a shop-

contributing to the towering skyline.

85

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‘ Hong Kong is known for its tall skyline, having the greatest number of skyscrapers globally’ M AY 2 0 1 9

3 The telecommunications company, 3, is also headquartered in Hong Kong’s Central. The company, which is owned

by CK Hutchinson – a conglomerate also based in the city, was founded in 2002. 3 operates in Hong Kong, Macau, Austria, Denmark, Indonesia, Ireland, Italy, Sweden and the UK. The name came from the business launching its 3G services, as well as referring to the company’s three services: 3G, GSM Dualband and CDMA. “3 Hong Kong is committed to continuously steering service innovations with an aim to enhance customer experience in mobile communications,” the company states.

“Spearheading mobile data development, our goal is to shape the future of the market and provide customers with new communications and infotainment experience on a versatile mobile platform.”

ESPRIT Esprit Holdings has located its financial headquarters in the city. The apparel manufacturer trades on the Hong Kong Stock Exchange (SEHK), the third largest stock exchange on the continent. “Esprit is an international fashion brand that represents style and quality a si a .busi ne ssc h ief. com

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CITY FOCUS | HONG KONG

since 1968. Founded in San Francisco

by Susie and Doug Tompkins, Esprit works on a basis of creativity and responsibility,” states the business.

“Esprit has a presence in 40 countries with 761 directly managed retail stores and over 6,332 wholesale points of sale, including franchise stores and sales spaces in department stores, who share the company’s quality standards and brand essence.”

BANK OF CHINA The Bank of China is the nation’s fourth 88

largest bank – founded in 1912 it has now reached a market capitalization of $158.6bn, according to Forbes. It also featured in ninth place on Forbes’ Global 2000 list in 2018 and its World’s Best Banks list for 2019. Last year, the firm’s Hong Kong business recorded operating profits of $257.5mn and income of $351mn. The subsidiary is the second largest commercial bank in Hong Kong and is one of three banks to be issued a license from the Hong Kong Monetary Authority to print banknotes. The Hong Kong subsidiary is headquartered in the world’s 50th tallest tower. The building is one of the city’s most recognisable structures; M AY 2 0 1 9

89

‘ Bank of China Hong Kong is the second largest commercial bank in Hong Kong and is one of three banks to be issued a license from the Hong Kong Monetary Authority to print banknotes’

HK$

Local currency

7.45mn Approximate population

Nearest airport

30km

Hong Kong International Airport a si a .busi ne ssc h ief. com

CITY FOCUS | HONG KONG

90

‘ According to the Hong Kong Government’s Travel Characteristics Survey, the city has the highest rate of citizens using public transportation every day, at more than 90%’

inspired by bamboo, the tower was the tallest in Hong Kong until 1992. It was the first building to reach 305m outside of the US, standing at 315m.

TRANSPORT The city’s views can be seen when travelling on the iconic Star Ferry. The tourist attraction travels across Victoria Harbour between Hong Kong Island and Kowloon.

The Star Ferry Company has a fleet of 12 vehicles and transports around 70,000 passengers every day, totaling around 26mn per annum.

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“The National Geographic Traveler

funicular railways in the world.

named the ferry crossing as one of 50

The city’s transportation system is

places of a lifetime. The ferry ride is

uses both public and private systems.

also well known as one of the world’s

According to the Hong Kong Govern-

best value-for-money sightseeing trips,”

ment’s Travel Characteristics Survey,

claims the firm.

the city has the highest rate of citizens

Victoria Peak, also known as The

using public transportation every day:

Peak, is located in the west of Hong

more than 90%. The Mass Transit

Kong Island and is elevated 1,811ft. The

Railway (MTR) runs overground, under-

hill is a huge tourist destination, offering

ground and tram-style services

views of the city, with The Peak Tram

across the city. The services transport

taking visitors through scenic surround-

approximately 4mn people around

ings before reaching its destination.

Hong Kong each day.

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TOP 10 Universities in Asia US News and World Report ranked the top 100 universities globally.

We take a look at the top ten ranked universities in Asia.

EDITED BY

MARCUS LAWRENCE

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10

University of Science and Technology of China

Founded in 1958 and moving to the city of Hefei in 1970, USTC has five campuses in the capital of Anhui province, China. The university was originally set up by the Chinese government to address the country’s expanding science and technology needs as well as its growing influence on the world stage. Regarded as the “Cradle of Scientific Elites” in China, it is the only university in the country to operate two national laboratories: the National Synchrotron Radiation Laboratory and the Hefei National Laboratory for Physical Sciences at the Microscale.

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09

Hong Kong University of Science and Technology

According to Times Higher Education, research university HKUST ranks as the best of the world’s top 250 young universities, having been established in 1991. Ranked at #65 for its global research reputation, the university has made significant strides in its aim of becoming a world-renowned research powerhouse. As of September 2018, HKUST has 15,555 enrolled students, with 9,995 of those being undergraduates and the remainder studying at postgraduate level.

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08

Seoul National University

Founded in 1946, SNU is the largest university in the Republic of South Korea. It has 15 colleges, 11 professional schools and one graduate school. The institution has 2,609 full-time faculty, 16,511 undergraduate students and 11,591 graduate students. Its professional degree offerings include law, medicine and public health.The largest campus in the SNU system covers over 4,000 sq. metres of space and contains over 400 buildings. Among world universities, SNU is ranked #129 by US News and World Report.

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07

Kyoto University

Kyoto University was formerly known as Kyoto Imperial University until it changed its name in 1947. Today, the school had 22,000 students in total enrolled in 2018 (graduate and undergraduate) with 2,699 faculty teaching full-time. Kyoto University offers 18 graduate schools and 13 research schools (within these colleges lie the departments offering professional degrees under the Japanese system).Kyoto University is tied at #119 among world universities and is the #2 ranked university in Japan. It is also ranked #2 among Asian schools in research.

Nine people associated with the school have been Nobel laureates.

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06

University of Hong Kong

The University of Hong Kong was founded in 1911 when Hong Kong was still a British territory. There are 17,007 undergraduate students and 12,092 graduate students attending, with 1,800 faculty employed full-time. US News and World Report ranked the university as the top school in Hong Kong and the #103 university worldwide. It earned the ranking of #6 in terms of research reputation in the Asian region, and is 28th globally in microbiology.

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05

Peking University

Peking University (PKU) was founded in 1898 as the Imperial University of Beijing. It has 42,450 total students, making it the second largest university in China. There are 4,775 faculty members employed there.

PKU has 30 colleges and 12 departments, along with 199 specialties for the master’s degree and 173 for the doctorate. The school’s regional research reputation is #5 in Asia. It is the #68 university globally and the 10th highest worldwide ranking in the Materials Science program.

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04

The University of Tokyo

UTokyo, or Todai, was the first university as decreed by the Meiji government in 1877. 27,654 students were enrolled in the university in total in 2018, with half of these being graduate students and half being undergraduate. Just over 800 of those students were enrolled in professional degree programs. The school employs about 2,200 full-time instructors and 200 part-time. UTokyo has the top research reputation in Asia according to US News and World Report. The school claims nine Nobel laureates in association with the institution. It is rated the #62 university worldwide, and its physics department is #8 in the world.

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03

Tsinghua University

The highest rated university in China is rated #50 in the world by US News and World Report. The Qing Empire established the school in 1911 and it became a national school in 1925 after the Cultural Revolution. There are currently 36,912 students enrolled in total and 3,465 faculty providing instruction. The school has 20 colleges and 58 departments. US News and World Report ranks Tsinghua highly in several areas of study. It is in the top ten globally in four disciplines, with #1 rankings in chemistry and engineering. Its research reputation is #4. Two persons associated with the university were Nobel laureates.

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02 Nanyang Technological University

Nanyang Technological University (NTU) is the secondlargest and second-ranked university in Singapore. US News and World Report ranks the school at #49 world102

wide. It was founded as Nanyang University under British colonial rule. The university has 33,000 students total, and 8,000 of them are graduate students. Most of the employees are involved in research full-time, though there are 1,775 members of the faculty employed. NTU’s regional research reputation is #24. However, US News and World Report ranks the institution highly worldwide in the technical disciplines, ranking in the top five in its major areas of focus, including a top-ranked materials science program. It is also ranked in the top-five for its chemistry, engineering and computer science courses.

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01 National University of Singapore

The National University of Singapore (NUS) is the highest rated university in Asia according to US News and World Report. It is also recognized as the top Asian university 104

by the QS World University ranking. It was founded in 1905 as a medical school and is now the largest liberal arts school in Singapore. NUS has 30,100 undergraduate students studying in 13 colleges and 10,100 graduate students studying across four colleges. There are 2,600 faculty and 4,000 full-time researchers. US News and World Report ranks NUS at #38 out of all universities in the world. Its regional research reputation is #13. The school has several departments ranking in the top ten globally, including the #2 rated engineering department and the #4 rated computer science department.

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PT Merdeka Copper Gold: Achieving success with the Tujuh Bukit mine

106

WRITTEN BY

SEAN GALEA-PACE PRODUCED BY

RICHARD DEANE

M AY 2 0 1 9

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PT MERDEKA COPPER GOLD

Colin Moorhead, Executive Director of Merdeka, discusses the success of its Tujuh Bukit mine in Indonesia

T

wo years into the development of a major project, the Tujuh Bukit Project in East Java, Indonesia, mining firm PT Merdeka

Copper Gold has become accustomed to setting an example in the mining sector.

108

With significant work completed on the project, Merdeka has continued to achieve substantial growth and exceed expectations. Having played a major role in the success of the mine during the past few years, Colin Moorhead, Executive Director of Merdeka, has utilised his extensive experience in the industry to oversee one of Indonesia’s most important mines. Having started his early career with Newcrest Mining as a geologist, he worked in a number of different positions in a 30-year stint that included roles such as General Manager Resources & Reserves and Executive General Manager of Minerals. In early 2016, Moorhead became the Vice President Director and CEO of PT Merdeka in addition to being appointed in the honorary role as President of AusIMM – the peak body for Australasian Mining Professionals with approximately 13,000 M AY 2 0 1 9

109

members worldwide and a parent body for important codes of practice such as The JORC Code. He then transitioned into his new role as Executive Director of the company in 2018, in addition to assuming the position of Non-Executive Chairman of Finders Resources in August 2018 alongside this role.

Moorhead believes such experience has allowed him to better understand the challenge of overseeing key projects with Merdeka. “When I first became involved, Merdeka was very much a new company and it was listed on the a si a .busi ne ssc h ief. com

DELIVERING SERVICE EXCELLENCE WITH DEEP EXPERTISE TO SUPPORT YOUR BUSINESS

uniteda@arkato.com | www.arkato.com DIRECT CONTACT

Hafizh Kasmir

President Director M . +6281 1825445 E .hafizh.kasmir@arkato.com

Hanung Kusuma

Director Operational & Assets M . +6281 15422872 E .hanung.kusuma@arkato.com

OUR VALUE

Adam Budijaya

Business Development Manager M . +6281 294053667 E .adam.budijaya@arkato.com

PT MERDEKA COPPER GOLD

“If you benchmarked Tujuh Bukit’s construction and compared it to any other project globally during this period, it would be up there as one of the best.

Many projects don’t achieve their expectations early on; this one has exceeded it” — Colin Moorhead, Executive Director of Merdeka

112

stock exchange with the vision to become an internationally respected, Indonesian owned and operated company. Now, three years later, we’ve constructed and commissioned a new mine and produced over 300,000 ounces of gold.”

BUILDING A SUCCESSFUL MINE Having commenced work on the Tujuh Bukit project three years ago, Moorhead affirms how important the project has been to Merdeka. “We’re mining the epithermal gold cap associated with M AY 2 0 1 9

CLICK TO WATCH : ‘CORPORATE VIDEO – MERDEKA COPPER GOLD’ 113

a large porphyry system for gold and

With the majority of commissioned

silver. It’s a heap leach operation which

projects struggling to meet such a high

is getting ramped up from 4mn to 8mn

trajectory, Tujuh Bukit comfortably

tonnes per annum,” says Moorhead.

exceeded expectations and produced

“We’re in the process of commissioning

more gold than anticipated, despite

an expanded production capacity that

some early issues in the development

we hope will see us set a record

process. “One of the things that sets

production again this year. It’s a fully

us apart from other gold mines is that

operational mine that is also home to

we don’t have a huge footprint in terms

a potential future mass underground

of waste,” he says. “We manage safety

copper mine. Many of our partners that

and the environment to very high

are supporting this exercise are

standards and I am pleased to say

helping us create a world-class, long

that since commissioning two years

life and sustainable underground mine.”

ago, there hasn’t been a significant a si a .busi ne ssc h ief. com

Metso Minerals in Indonesia

Local Presence, Global Expertise, Growing Together.

For the past 20 years, Metso has firmly established itself as a committed partner and strong supporter of the Indonesian mining industry. Being located close to our customers, we listen to their needs and provide our unique knowledge and innovative solutions to support their business objectives.

This is the story of how we grow together with our customers.

This is how we make a big difference the Metso way.

Visit our Website www.metso.com follow us:

Contact Us

Growing together with our customers Metso first commenced operations in Indonesia in 2004 to support the growth of the local mining industry. As part of its continuous efforts to ensure a strong local presence, PT. Metso Minerals Indonesia (PT. MMI) employs more than 70 people and has expanded to include: • a sales and administration office in Jakarta; • a service centre in Surabaya and; • site operations at various key customer locations.

At the heart of it all is Metso’s commitment to growing together with our customers in Asia Pacific.

The importance of safety Managing safety is never an easy feat. Over the years, PT. MMI has developed a strong safety culture across the working sites by constantly reinforcing, educating and emphasising the safety requirements needed to perform tasks in a safe manner. As a result, it achieved a remarkable feat of having 5000 Lost Time Injury (LTI) free days on 28 January 2019.

One of our longest serving employees, Sinta Yunianti, strongly believes in the importance of safety. “People often take safety for granted but to us, the implementation of a strong safety culture is the reason why all of us get to go home to see our parents, spouse and children.”

A strong Indonesian presence We place a strong emphasis on driving customer centricity in whatever we do. This means understanding our customers’ needs and their business objectives. Our strong presence and capabilities in Indonesia mean that we are well equipped to work collaboratively and support our customers to deliver these goals.

Our sales office in Jakarta allows us to be more responsive with in-country sales and technical support. It has not only given us opportunities to create new relationships, it has also helped strengthen ties with some of our longest customers. Our recent projects have included the installation of screens, crushers, mills, gear replacements at key Indonesian mining operations.

Similarly, our service centre in Surabaya aims to maximise our customers’ operational efficiency through maintaining and prolonging the original quality and performance of their equipment. Various customers from Malaysia, Vietnam and Philippines are also supported from this facility.

Scott Peterson, Director of Service Operations, is keen to emphasise the need to maintain the quality of our service facilities and capabilities. He said “Our customers get peace of mind

knowing that we constantly strive to improve our service quality and standards. We are delighted that we will have a new service centre in Surabaya scheduled to open in 2020. This will enable us to further enhance the level of support for our customers.”

The future With the impending opening of a new service centre, Metso’s commitment and support to the Indonesian mining industry will only continue to develop.

Ben Weetman, VP of Metso Minerals Asia Pacific, says ”What we have done in Indonesia is a testament to our continuous efforts to ensure a strong and committed local presence. These are exciting times for us as Metso continues to invest, enable and support all our customers not just in Indonesia, but the whole of the Asia Pacific region. As we drive towards becoming the leading mining OEM and service provider in the region, we will continue to grow and expand our capabilities to meet the needs of our customers.”

PT MERDEKA COPPER GOLD

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www.tcontinent.com smart focused committed

reportable environmental incident. That

worldwide. “If you benchmarked Tujuh

operational readiness didn’t happen

Bukit’s construction and compared it

by accident. It requires a very strategic

to any other project globally during

approach and planning from some

this period, it would be up there as one

experienced people to enable it to work.”

of the best. Many projects don’t

Due to the significant success

achieve their expectations early on;

the Tujuh Bukit mine has sustained,

this one has exceeded it. I think you’d

Moorhead believes that the develop-

have to look pretty hard worldwide to

ment is among the leading projects

find a mine that was built on time, on

E XE CU T I VE PRO FI LE

Colin Moorhead Colin has worked in exploration and mining for 3 decades since graduating from the University of Melbourne with a BSc. (Hons) majoring in geology and geophysics in 1987. Most of his career was spent with Newcrest Mining Limited where amongst other roles he was Chief Geologist for periods at Telfer (WA), Cadia (NSW) and Gosowong (Indonesia) mines before returning to Melbourne as General Manager Technical Services for the Newcrest Group in 2006. In 2008 Colin was appointed Executive General Manager Minerals responsible for global exploration, mining geology, resources and reserves governance and orebody knowledge. In January 2016 Colin was appointed CEO of emerging Indonesian gold producer PT Merdeka Copper Gold, Tbk. Colin is also a Graduate of AICD and a graduate of Harvard Business School, Advanced Management Programme (AMP). Colin was President of AusIMM from 2017-2018 and is currently the Immediate Past President. Colin is involved in numerous AusIMM Board Committees and is currently the Chair of the International Advisory Forum.

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117

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PT MERDEKA COPPER GOLD

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“You’d have to look pretty hard worldwide to find a mine that was built on time, on budget, and exceeded its expectations in its first two years” — Colin Moorhead, Executive Director of Merdeka

budget, and exceeded its expectations

it’s not like that at all. The technology that goes into a modern mine is quite sophisticated and mining has become a leader in the areas of automation, electric vehicles, Big Data and artificial intelligence,” he explains. “If you’re building a 30+ year mine, which hopefully Tujuh Bukit will be, you have to get ahead of the curve. I think mining can be slow to adopt technology because of how mines traditionally operate. Mining investments are capital intensive, and much of the process and technology is locked in up front. It can be very costly and risky to change as technology evolves.”

With technology allowing operations

in its first two years. It’s an incredibly

to be conducted more efficiently,

important achievement.”

Moorhead reflects on how his company has adapted its strategy in order to

IMPLEMENTING TECHNOLOGY

digitise. “During my 30-year career,

In the past, mining was often considered

we’ve gone from coloured pencils and

as one of the industries slowest to

graph paper to massive data process-

embrace new technology. However,

ing in a very short period of time.

Moorhead believes that the mentality

You’ve got automated drilling rigs with

is shifting, with digital transformation

live feeds going to people working

redefining the way companies

remotely. We must adapt and adopt

worldwide operate. “The mining sector

new technologies quickly. I don’t think

has got a reputation for being an

we’ll be using diesel equipment in

old-fashioned industry – but in reality,

underground mines soon due to a si a .busi ne ssc h ief. com

119

PT MERDEKA COPPER GOLD

Suprabakti is proud to supply conveyor idlers and pulleys for the Tujuh Bukit expansion Project.

We have invested in the equipment and technology to produce of our products in house to be able to supply the highest quality product. We continue to invest in the technology, robotic welding for idler frame, laser cut, CNC lathe, CNC plate bending and most recently conveyor roller testing equipment to test water and dust ingression.

ROLLER & PULLEY

Conveyor Idler and Pulley, Made in Indonesia

We are proud to say all our products are made in Indonesia.

TKDN Certified Love Domestic Products

FOR MORE INFO CONTACT: PT. Suprabakti Mandiri Jl. Danau Sunter Utara Blok A No. 9, Jakarta Utara - 14350 Phone: (021) 65833666 | Fax : (021) 65831666 Email: info@beltcare.com | www.beltcare.com

“We’ve got a much stronger balance sheet and our market cap has increased from around $500mn to almost a billion” — Colin Moorhead, Executive Director of Merdeka

121

potential health risks, I believe you’ll

a project in North Sulawesi called Pani.

find most underground mines in the

“We took over Finders Resources to

world will go electric and I believe that’ll

operate the Wetar Copper Mine in the

probably be using high tech recharge-

Maluku province. We’ve leveraged

able, quick charge batteries to do it.”

our capabilities, both technical and non-technical, to help turn around an

KEY ACQUISITIONS AND INVESTMENTS

underperforming asset. We’re looking

Since Moorhead joined Merdeka, he

at transforming the operation to enable

has overseen important acquisitions

a more profitable organisation and

such as that of Australia-based copper

allow for an exploration which will allow

miner, Finders Resources Limited, and

us to extend the mine life,” says Moor-

an agreement to purchase 66% of

head. “We’ve also just signed a deal for a si a .busi ne ssc h ief. com

WORKING TOWARDS A SUSTAINABLE FUTURE IN EXPLORATION AND MINING SGC provide concise analysis and solutions in geological and engineering for the resource and minerals industries.

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Waste management Through our associates and industry network connections we are able to guide clients to industry best-practice consultancies in relation to waste management.

Projects evaluation Our independent advise and global technical expertise will help you generate value from your project.

Mining With our experience in many different types of geological terrain SGC’s personnel will provide the guidance and solutions you need.

SGC are based out of Melbourne-Australia and pride ourselves on upholding the highest degree of integrity both in respect of the studies undertaken and ethics with which we operate.

Spiers geological Consultants Phone: +61 400 017 583 Email: rhuonspiers@gmail.com

the acquisition of Pani which is a similar

refinance at both a corporate and

sort of gold, deposit to the gold cap at

holding company level. “We’ve got a

Tujuh Bukit. It’s historically had a lot of

much stronger balance sheet and our

exploration and some informal mining

market cap has increased from around

and has the potential to be our next

$500mn to almost a billion,” explains

significant gold mine.”

Moorhead. “We’ve made some signifi-

During the next three years, Moor-

cant investments such as the oxide

head highlights how his company will

expansion project which sought to

complete a pre-feasibility study on the

take advantage of the fact that we’ve

Tujuh Bukit underground copper mine

put construction and financing risk

by investing approximately US$100mn.

behind us. We re-optimised the project

“If successful, the mine would be a very

previously constrained by finance and

significant underground copper gold

construction risk resulting in a mine that

mine that would last for more than 25

will produce over 1.2mn ounces of gold

years,” he says. Strong cash flow from

which is a big increase from just under

operations has allowed Merdeka to

900,000 ounces in the original plan.”

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125

“Our partnerships are absolutely critical because we can’t do it alone” — Colin Moorhead, Executive Director of Merdeka

FORMING KEY PARTNERSHIPS With the importance of establishing and sustaining key partnerships with other companies vital to achieving success, Merdeka has formed alliances with Cohesion Group, Transcontinent, Geoservices, DNX Indonesia, PT Indodrill Indonesia, Spiers Geological Consultants, Metso and Lorax Indonesia. “Our partnerships are absolutely critical because we can’t do this alone. I think those partners supplying goods and services are critical to the success a si a .busi ne ssc h ief. com

PT MERDEKA COPPER GOLD

MINERAL DIVISION – GEOASSAY LABORATORY Our current range of mineral / exploration services capabilities include but not limited to the following: • Mineral / Exploration Analysis • Mineral Sands Beneficiation Testwork • Metallurgical Testwork • Geotechnical Testwork • Advanced Mineralogy – XRD / SEM • Acid Rock Drainage Testwork • Metal Analysis • Mine and remote site preparation laboratories Additional services available through PT Geoservices : Coal Testing, Environmental, Exploration, Drilling, Oil & Gas Jakarta Office Jl. Minangkabau Barat No. 34, Jakarta, 12970 Phone : (021) 830 5555, 831 8989 Fax : (021) 831 1454 Email : jktbranch@geoservices.co.id

Bandung Office Jl. Setiabudhi No. 81, Bandung, Jawa Barat, 40153 Phone : (022) 203 1316, 203 5436 Fax : (022) 203 8090 Email : bdgoff@geoservices.co.id

Mineral Laboratory Jl. Industri Selatan II Blok MM1 Jababeka 2, Cikarang, Bekasi, Jawa Barat,17530 Phone : (021) 893 7833-34 Fax : (021) 893 7835 Email : mindiv@geoservices.co.id

“Excellent Services With High Professional Integrity“

www.geoservices.co.id

SAFETY PRODUCTIVITY PRIORITY FOLLOWED BY

IS OUR

A MEMBER OF THE

INDODRILL SITE GDE SITE

2012

Year founded

250mn

Indonesian rupiah spent on health care in the community (2017)

1,850+

Approximate number of employees

127

of the operation. For example, Lorax is a globally recognised leader in the environmental support of mining operations. When it comes to tasks such as environmental impact statements and data analysis, we couldn’t do it without them. You need professionals and Lorax offer that,” he says.

“Indodrill provide a lot of drilling for us and has been fantastic down at Tujuh Bukit. They’ve recently completed six deep directional drill holes for us which were highly technical. Metso provided all of the crushing gear and we duplicated the crusher because we were very a si a .busi ne ssc h ief. com

PROUD TO BE THE STR ATEGIC PARTNER OF MERDEK A COPPER GOLD I N I M P L E M E N T I N G S U S TA I N A B L E D E V E L O P M E N T I N I N D O N E S I A

T H E M I N E E N V I R O N M E N T C O N S U LT A N T S W W W. L O R A X . C A | I N F O @ L O R A X . C O . I D

OUR CLIENTS LIKE OUR VALUES Openness • Trust and Integrity • Passion for Quality Teamwork • Responsibility for our Actions • Can-do Safely PT Prasmanindo Boga Utama, established in 1985, is one of Indonesia’s preferred Catering and Camp Services partners in the Mining and Oil & Gas industries. We strive to be a best-in-class provider of contract foodservice and support services; renowned for our professionalism.

Better known in the market as PBU we predominantly operate in remote locations across the archipelago with leading Indonesian, Multinational and International clients.

Our vast experience can be applied to the most demanding of challenges and we are committed to consistently deliver superior service in the most efficient way, for the benefit of all our stakeholders.

PT. Prasmanindo Boga Utama,Wijaya Graha Puri Block F 33 - 34 Jl Wijaya II , Kebayoran Baru, Jakarta 12160, Indonesia +62-21-7206621 | www.ptpbu.com | pbujkt@ptpbu.com

129

happy with all of that gear. Spiers Geological Services does all of our resource estimation and has been a great supporter of us while providing a lot of professionalism.”

“Transcontinent is a group which offers logistical support as well as managing the critical supply chain in terms of transport and they’ve been able to do that safely and reliably.

Geoservices provides superintending for our gold and silver when it goes to

“If you’re building a 30+ year mine, which hopefully Tujuh Bukit will be, you have to get ahead of the curve” — Colin Moorhead, Executive Director of Merdeka

a si a .busi ne ssc h ief. com

PT MERDEKA COPPER GOLD

“We have key plans for the future of the mine and we can’t afford to be complacent” — Colin Moorhead, Executive Director of Merdeka

the Tujuh Bukit mine, Moorhead points to how important it is that his company remain focused on the task at hand in order to ensure the mine continues its success. “We have key plans for the future of the mine and we can’t afford to be complacent. This year, we’re in the process of securing a large fleet and transitioning from a client of a contractor to an owner. It’s important to remember to develop people, systems and processes in order to do that successfully. You can’t afford production to drop off during that transition,” explains Moorhead.

the mint. They also provide metallurgical

“I would like to see the Tujuh Bukit mine

test work and assign services for us and

continue to grow from strength to

we consider them a critical supplier in

strength as we ramp it up to 8mn

the chain,” he says. “DNX provide not

tonnes per annum. In a few years’ time,

only the materials but the technology

we could have two or three operating

and the expertise to help us with

gold mines, an operating copper

blasting operations safely and efficiently

mine, and a major underground project

and to improve over time. They’re some

development on our hands which

great examples of people who have

would make us a very significant

brought lots of aid to the table and we

company worldwide in copper and

really appreciate working with people

gold. I want us to become a modern,

we can trust.”

sustainable, innovative and respected Indonesian mining company.”

FUTURE PLANS With high ambitions for the future of a si a .busi ne ssc h ief. com

131

MYANMAR METALS

132

SUPPORTING COMMUNITIES AND INTRODUCING NEW TECHNOLOGIES WRITTEN BY

SOPHIE CHAPMAN PRODUCED BY

RICHARD DEANE

M AY 2 0 1 9

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M YA N M A R M E TA L S L I M I T E D

WITH LARGE-SCALE PRODUCTION ENDING DURING WORLD WAR II, MYANMAR METALS IS INTRODUCING NEW TECHNOLOGIES TO THE BAWDWIN MINE WHILST PUSHING ITS CSR STRATEGY

T

he Bawdwin mine was discovered 600 years ago. Located in Myanmar, 150km from the Chinese border, the site was

originally used by Chinese miners and then British.

Prior to his presidency in the US, Herbert Hoover 134

reengineered and refinanced the entire operation, which led to the mine becoming the greatest producer of lead and silver in the world during the 1920s and 1930s.

“This is the mine that made Herbert Hoover his fortune, which allowed him later in life to go about his humanitarian pursuits, that ultimately led him to become the President of the United States. It is a great piece of history attached to our mine” says John Lamb, Chairman and CEO of Perth-based mining company Myanmar Metals Limited.

The mine continued operations until World War II, when the mill was destroyed. “The site was nationalised during the 1940s and the level of production fell to a fraction of its former self. The mine has had a subsistent existence since, until one of our shareholders, Mark Creasy, recommended it to us,” conM AY 2 0 1 9

135

RC diamond drilling at Bawdwin Mine The China Pit at Bawdwin Mine

tinues Lamb. As the company intends to become a major regional producer in Asia, the mine seemed like the perfect project. “We think there is good value in Myanmar and in this mine. The nation is completely under-explored, in our opinion – the opportunities there are enormous. This mine, therefore, fits perfectly into our strategy.” The CEO reveals that, for Myanmar Metals, this project is hugely significant: “At this point we’re a one asset company – we a si a .busi ne ssc h ief. com

M YA N M A R M E TA L S L I M I T E D

136

“ THIS IS THE MINE THAT MADE HERBERT HOOVER HIS FORTUNE, AND IN MANY WAYS THAT SET HIM ON HIS PATH BECOME THE PRESIDENT OF THE UNITED STATES” — John Lamb, Chairman and CEO, Myanmar Metals

had some other tenements in Australia and those really paled in significance compared to this opportunity, so we have focused our efforts on Bawdwin.

This asset will be the making of Myanmar Metals.”

Lamb reveals that the company and its two local partners – collectively, the Bawdwin Joint Venture - are yet to put a figure on the Bawdwin Mineral Province’s full potential, as the large site is around 38 sq km and relatively unexplored. The mine will produce lead, silver, zinc, copper, nickel and cobalt – with silver and lead being “very important in the renewable energy market, for generating and storing solar energy”. The Bawdwin Joint Venture, together with Titeline Drilling and geological support provider Valentis, has identified seven high priority exploration targets which all have similar geophysical signatures to the historical mines on the site, and has declared at least 94mn tonnes of resources within the historical workings to-date.

“The value of our Joint Venture partners cannot be understated”, Lamb says. “While we are the market-facing

Herbert Hoover, 31st U.S. President M AY 2 0 1 9

partner and we bring considerable

mining expertise, our partners are both

the ability to completely transform the

sophisticated and highly capable local

local region. Agriculture is the larg-

operators, each with a large workforce.

est source of employment in the area,

They are major economic participants

and facilities are modest,” notes Lamb.

within Myanmar, and we gain credibility

“The mine can provide employment, as

from their good reputation, while their

well as developing local businesses

local operating skill fills a big gap in our

to supply all manyer of products and

knowledge”.

services such as food for the workers,

Myanmar Metals and its partners

cleaning services and high-vis clothing.

anticipate decades of production

I am sure the effects on the local com-

from the site, which could have a huge

munity will be profound. We’re already

effect on the local community. “Like

seeing that with the arrival of two doc-

any major mineral asset located in an

tors (the first to work in the Bawdwin

otherwise impoverished area, this has

village for decades) and development

E XE CU T I VE PRO FI LE

John Lamb Mr. Lamb’s career spans over 30 years in mining, construction and heavy transport in Australia and Asia.

Prior to joining Myanmar Metals as Chairman and CEO in 2017, Mr. Lamb held CEO roles in civil construction and heavy transport companies, and Operational General Manager roles at the Century Mine in Queensland and Rosebery Mine in Tasmania. A Chartered Professional Fellow of the AusIMM and Graduate Member of the AICD, Mr. Lamb has consulted widely in the resource sector and has served on numerous industry panels and boards. He presently chairs boutique business broker and consulting firm, Tasmania Invest.

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For more than 30 years we have been realising the potential on mining and exploration projects globally.

Our broad experience and integrated approach result in high quality solutions for our clients at every stage of project development.

CSA Global is a proud partner of Myanmar Metals Limited Bawdwin Project

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INTERNATIONAL TURN-KEY EXPLORATION AND MINING SERVICES IN MYANMAR Valentis is an Australian and Myanmar led exploration, mining services and advisory group in Myanmar.

Established in 2014, Valentis has grown to over 100 employees and offers turn-key services at an international standard.

OUR SERVICES INCLUDE • Geological Services • Geophysical Surveys • Sample Assay • Drilling (Diamond, RC & Man-Portable)

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CLICK TO WATCH : ‘BAWDWIN IS A GLOBALLY SIGNIFICANT, HIGH GRADE POLYMETALLIC DEPOSIT IN AN ADVANTAGEOUS LOCATION’ 139 of a new local clinic with an ambulance

bility work, which will finish at the end

and emergency capability.

of this year, a foreign investment permit

As well as it’s prioritisation of the

is expected to be in place by March

local community’s benefit from the pro-

next year. This can lead to construction

ject, Myanmar Metals is also ensuring

commencing by mid-2020, with pro-

environmental impact is limited. The

duction set to launch in late 2021. The

Joint Venture is currently conducting

company and its partners anticipate

a year-long environmental and social

pilot scale production that could com-

impact assessment as part of its cor-

mence as early as 2019 to be around

porate social responsibility strategy.

200,000 tonnes of ore per annum, with

“We’ve got Coffey-Valentis leading the

full scale production set to reach 2mn

assessment for us. It includes all man-

tonnes when the new mine and mill are

ner of metal testing, baseline measure-

commissioned in 2021.

ments, water quality and soil quality sampling,” says Lamb. Following feasi-

“The study also requires an enormous amount of consultation – to a si a .busi ne ssc h ief. com

M YA N M A R M E TA L S L I M I T E D

BAW DWI N S TAT S

140

A JORC compliant Indicated and Inferred Mineral Resource of 94.2 Mt at 4.2% Pb, 107g/t Ag, 2.1% Zn and 0.2% Cu has been declared to-date at Bawdwin, including an Indicated Mineral Resource of 37.2 Mt at 4.3% Pb, 114g/t Ag, 2.4% Zn and 0.2% Cu.

M AY 2 0 1 9

RC Drilling at Meigtha Gap Area

determine the background attitudes towards mining, which we’re finding are favourable, and to allow people to have a say in what they want to get out of the mines in terms of business development opportunities. Our plan is to bring the latest Australian approach to environmental care, safety and community relations,” adds Lamb. The company has built a strong relationship with the Myanmar government, which controls mining leases and assets.

“It is our intention to make Bawdwin the flagship project in a renewed

China Pit looking South East

Myanmar minerals sector: the example for other aspiring foreign companies that shows how a Joint Venture with local partners could be structured for success, and sets the expectation of international good practice in environmental, safety, technical and community relations management” he said.

Myanmar Metals and its partners deal with the state authorities through a consultation process, as well as organising visits to the mine for government workers.

Due to the age of the mine, and the fact it hasn’t been operated at a commercial scale since World War II, new a si a .busi ne ssc h ief. com

141

M YA N M A R M E TA L S L I M I T E D

“ IT IS OUR INTENTION TO MAKE BAWDWIN THE FLAGSHIP PROJECT IN A RENEWED MYANMAR MINERALS SECTOR” — John Lamb, Chairman and CEO, Myanmar Metals

142

M AY 2 0 1 9

143

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M YA N M A R M E TA L S L I M I T E D

2007

Year founded

4,000

Approximate number of employees

144

Myanmar Metals’s Bawdwin Minesite Office

“ OUR PLAN IS TO BRING THE LATEST AUSTRALIAN APPROACH TO ENVIRONMENTAL CARE, SAFETY AND COMMUNITY RELATIONS” — John Lamb, Chairman and CEO, Myanmar Metals M AY 2 0 1 9

technology will need to be introduced to bring the project up to date. “One thing that’s different about Bawdwin is that we’ll be mining a modern open cut mine, which means we’ll utilise modern mining practices as we mine our way down through a historical underground.

We’ll be employing technologies, such as ground-penetrating radar that looks into the ground to find old voids.

Advances such as modern trucks and excavators, modern drilling and blasting technology, and the latest geologi-

145

Soccer medal presentation, Myanmar Metals is actively involved with the local community, supporting a variety of activities

cal modelling – which is supplied by

ness and you need to make use of that

CSA Global – and real-time tracking of

resource – it’s at your peril if you don’t.”

ore and concentrate will also be used,”

As operations on the mine continue

Lamb reveals.

According to Lamb, the local com-

to develop, Myanmar Metals will ensure its relationship with the community

munity surrounding the mine are very

evolves, strengthens and offers benefits

connected: “The mine is in an interest-

to both the locals and the business.

ing location in the country, as it is set in rural Shan State where - surprisingly - you’ll find people connecting to social media because the 4G network works everywhere. The locals have connection with the world, they have an awarea si a .busi ne ssc h ief. com

146

M AY 2 0 1 9

JUDO BANK EXPLAINS WHY IT DOESN’T DO DIGITAL TRANSFORMATION WRITTEN BY

SOPHIE CHAPMAN PRODUCED BY

ALEX PAGE

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147

JUDO BANK

As Judo Bank continues to expand its business, the company’s CIO tells us how it is connecting with its customers

J

udo Bank was established to serve small and medium enterprises (SMEs) lending needs, and has recently been granted a

full banking licence that will allow it launch full 148

deposit-taking capabilities. Alex Twigg, co-founder and Chief Information Officer, helped launch the business as the first challenger business bank in Australia. The company “Like most start-up businesses, Judo started as wishful idea that we’d discuss informally —I don’t think any of the founders imagined how fast it would take hold,” reveals Mr Twigg.

“It’s been a rollercoaster ride that has exceeded all of our expectations. We initially raised around AU$20m worth of seed capital to get the business launched, then followed that with an AU$120m Series A funding round -the second largest pre-revenue raising for a start-up in Australian corporate history.”

Judo Bank’s ‘judo strategy’ outmaneuvers the incumbent banks by using the nimbleness of its M AY 2 0 1 9

149

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JUDO BANK

modern technology to rejuvenate the

technology mindset. The bank uses a

dying craft of artisan business lending.

clear technology strategy, with nine

Judo Bank has built a system that is

simple principles to drive how they will

enables traditional relationship

operate the entire technology environ-

banking backed by modern, legacy-

ment. The firm’s nine principles include

free technology, processes and

not owning IT, being open for business

systems. Lending decisions are based

with the adaptable Open Architecture

on the performance of the business;

and Open Platform, and ensuring its

not just the value of the available

technology is invisible to the consumer.

security, or “collateral” that the

Judo also ensures it is always prepared

incumbent banks concentrate on.

to embrace change and evolve

When the company was founded in 2016, it was established with a digital 150

its security operations, as well as prioritising all it’s clients’ data privacy.

“This is the best system I’ve ever used, only having one system for everything is a breath of fresh air, meaning I’m much more efficient and more importantly can spend more time with my customers” — Ben Tuszynski, 14 years business banking experience working for major banks both in Australia and the UK

M AY 2 0 1 9

CLICK TO WATCH : ‘JUDO BANK - TESTIMONIAL’ 151 The company will also look to the cloud

architecture into which all of our

first, will be identity-led, and will take a

applications can run in any cloud, and

holistic approach to its solutions whilst

whichever is the primary cloud, we

always considering the business’s

have a backup in the other cloud,”

evolution.

states Mr Twigg.

“We don’t do digital transformation

Judo uses Microsoft Azure and

– we do digital. We have built an

Amazon Web Services as its cloud

architecture that is entirely focused on

providers and has created a role-

a digital business model that enables

based, rule-focused, access manage-

human relationships. There is nothing

ment infrastructure using Microsoft

to transform, we started with a blank

Azure Active Directory to enable a

sheet of paper and take a do-it-once,

federated single sign-on environment

do-it-right approach.” Mr Twigg

for customers and staff. “Digital Identity

notes.“We have a multi-cloud ap-

is very important in the ecosystem and

proach, and we have created an

is key to having that role-based access a si a .busi ne ssc h ief. com

REVOLUTIONISING SME BANKING From the WORLD’S NUMBER 1 banking software provider, comes the next generation in banking software. Cloud-native, cloud-agnostic solutions to accelerate cloud adoption.

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THE BEST OF TECHNOLOGY ENABLING THE NEW SME EXPECTATION Small and medium-sized enterprises (SMEs) are the backbone of the economy in Asia and Australia. In fact, in Australia, the SME sector has created over 5 million jobs and employs around 40% of the nation’s workforce. SMEs account for 33% of the country’s GDP and pay over 12% of total company tax revenue. SMEs are essential for Australia’s future stability and growth, therefore, should be a priority for the banks today.

However, the SME sector is the most underserved market in the region, often regarded as too expensive and risky to serve. For banks seeking to target this outstanding opportunity, it’s important to remember SMEs are a very diverse demographic. They range enormously in scale and ambition, from fast growth tech start-ups to stable, medium-sized manufacturing businesses.

In order to serve the needs of the SME sector, financial institutions need to invest in technology platforms and digital channels which provide services that help SMEs better manage their operations. Crucially, the changes needed to deliver these goals must also be initiated across all levels in the organisation - structural, operational and technological.

One financial institution taking this challenge head-on is challenger bank, Judo Bank. Shaking up the status quo, the bank has zeroed in on the SME segment, forging meaningful relationships with companies with a turnover of up to AUD$20mn. Judo CIO, Alex Twigg, summarised the firm’s core ethos by noting that: "Judo’s mission is to bring back the craft of relationship banking, powered by the best of modern technology.”

To make this vision a reality, Judo teamed up with the world’s leader in banking software, Temenos, who partner with banks and other financial institutions to transform their businesses and stay ahead of a changing marketplace. Over 3,000 firms across the globe, including 41 of the top 50 banks, rely on Temenos to process both the daily transactions and client interactions of more than 500 million banking customers. Temenos offers cloud-native, cloud-agnostic front office and core banking, payments, fund management and wealth management software products, enabling banks to deliver both consistent, frictionless customer journeys and gain operational excellence.

Judo has leveraged Temenos’ global expertise and 25 years of experience in providing proven, packaged, upgradeable software, selecting Temenos T24 Transact, Analytics, Financial Crime Mitigation and Channels – a module of Temenos Infinity – running on Temenos Cloud.

By leveraging advanced API-first architecture, Temenos T24 Transact will integrate with Judo’s existing systems via its zero-trust-network and identity management system, allowing third-parties to connect easily and creating an open banking ecosystem.

As a challenger to the market, Judo was looking for a strategic technology partner that was well-known and established in Australia. Moreover, the technology needed to be able to support Judo in the long-term, and have a full set of products and features, that would enable it to get to market very quickly.

Enabling customers with self-service apps whilst still maintaining an appreciation for human contact, Judo is transcending channels and touch-points to create a unique journey based on customer needs. Twigg outlines that the company’s partnership with Temenos has helped to make this vision a reality.

“

With the big banks’ shift to industrialisation and centralisation, SMEs have lost the human interaction and tailored service that they so deserve and crave. Judo’s mission is to bring back the craft of relationship banking, powered by the best of modern technology.

With Temenos’ commitment to providing core banking as-a-service, we can continue to focus on empowering our customers, the businesses that are the backbone of the Australian economy.”

ALEX TWIGG, COFOUNDER AND CIO, JUDO BANK

Talk to one of our experts

JUDO BANK

154 and privilege-based security model.

have the benefit of being able to use

Because of our approach we can

the modern security platforms

simply bolt on new products and

available in the cloud, you can probably

services, as long as they can support

secure your data better than you can in

open standards.”

a significantly more costly on-premises

Mr Twigg argues that Judo leverag-

solution with a very blunt firewall round

ing the global cloud providers scale

the outside,” adds Mr Twigg. “It’s a

has been critical to the company’s

different model that needs a very

world class security infrastructure. The

different mindset to think about how to

CIO argues that most large banks

secure data in the cloud.”

around the world would not be able to

Headquartered in Melbourne with

compete with the investment Amazon

offices in Sydney and Brisbane the

and Microsoft are channeling into

company is expanding quickly enabled

security infrastructure. “If you are

by technology. As the firm expands, its

architecting from scratch, and you

relationships with its customers

M AY 2 0 1 9

strengthen. “I find it so energizing to

to create the-best-way, for people to do

be able to just drive straight into writing

something they’d rather avoid. It’s

loans with systems that are so logical

frustrating that as an industry we spend

and straightforward after years spent

so much time and effort trying to make

time wasting with outdated, clunky,

customers do what we want them to do,

illogical dinosaur era systems,” claims

rather than actually trying to serve

Rebecca Evans, a career business

customers and helping them do what

banker passionate about making

they want to do. That however is the

a tangible difference to her clients

result of the industrialization of our

businesses.

industry through cost-out pressures.”

Mr Twigg is aware of the reluctance

In order to appeal more successfully

of customers within his industry to use

to business owners, Judo aims to make

banking services. “Banking is boring,” he

the advanced technology it uses

says candidly. “Ironically, as an industry,

invisible. Mr Twigg argues that “by

we spend billions of dollars a year, trying

making the technology a product of

E XE CU T I VE PRO FI LE

Alex Twigg, Co-Founder & CIO, Judo Bank Former UBank CEO, Eftpos Australia NED and Board Advisor to several Australian Fintechs, Fellow of FINSIA, ACID graduate, Alex was a global pioneer of technology innovation and is now a member of a very small club, being onto his 3rd successful start-up bank, Egg, UBank, and Judo Bank, an SME focused bank designed to blend the best of traditional relationship banking with the very best technology.

a si a .busi ne ssc h ief. com

155

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the relationship, rather than the driver

all data flows from the front to the back.

of the interaction, our customers and

We would automate data entry

bankers can get on a do what they’re

wherever humanly possible, and if we

best at doing.” “Bankers can build

couldn’t automate it, we would

relationships and customers can build

automatically quality check it. So a

their businesses,” he explains. “This is

banker should be able to visit a

why we say that Judo is not a technol-

customer’s place of business, review

ogy driven fintech, rather a people

the books, agree a deal, complete

enabled bank.”

everything on their iphone and send

The technologies that Judo uses enable efficiency. “A banker in one of

the docs to the customer before leaving the car park.”

the Australian incumbent banks would

Judo has also established a

have to at least log into, and probably

real-time dashboard process that

double-key information into, some-

allows customers, bankers and

where between 15 and 22 different

brokers to all collaborate on a deal.

systems, which has horrible customer

Each participant can contact each

service and efficiency implications. We

other and be able to see different

set out to have one ecosystem where

levels of data depending on who they

“ If you’re game enough to have the idea of starting your own bank, then you have to be prepared to face new challenges every day” — Alex Twigg, CIO, Judo Capital

a si a .busi ne ssc h ief. com

157

JUDO BANK

are and what access privileges they have. “It means that if a broker sends a

at

io

ment agencies for validity, and auto158

nsh

c ip Oriented Te

ma

te

d

Selfcontained Digital Ecosystem

We are OPEN for Business

hn

ol

o

Evolving/ Responsive Security

Identity Led

system will OCR that driving license, automatically check it against govern-

Data Differentiation

L e a n A u to

in

R

el

Cloud First

gy

Desi gn Pr in ci pl

nk

Everything as a Service

w h e re

Design with the End in MInd

does, they can send a copy of their driving license, for example. The

Ba

A ny

that message before the broker

ses

m

customer simultaneously,” Twigg explains. “If the customer sees

es

g

f ro

to both the broker and the

Made to Change

les ncip Pri

information, they can message out

Te ch

Be Invisible

Pr oc

on it and needs another piece of

We Don’t Own IT

gy lo no

deal to Judo, when the banker works

es

Private & Confidential

Sec

u rit y P ri n c i p l e s

matically use it as part of the customer identity validation process. At every

Amazon, Judo Bank has achieved

step of the way, all parties are kept fully

significant advances by partnering with

informed of the progress of the deal..

a small group of likeminded, customer

That’s probably a really tangible

focused businesses, like Over The

example of the way we’ve tried to make

Wire, Itoc, JB HiFi Solutions, BankSight,

the technology invisible.”

Realtime, Temenos, Vermeg, GTreas-

As well as working closely with

ury , Domo, RapidID, TSS, RIA Advisory

global tech companies Microsoft and

and Unifii, who they bring together as a team, all actively sharing information and collaborating to optimize Judo’s offering.

Working with Australian telco Over the Wire, Judo Bank has implemented a full IP telephony system with CRM integration onto every banker’s mobile phone and

M AY 2 0 1 9

THE 9 PRINCIPLES OF JUDO BANK TECH

1 We do not own IT: We are “Service First� and as a green field we do not want to deal with the overhead of owning and maintaining on premises technology.

2W e are open for business: Our Open Architecture and Open Platform will be extensible and adaptable, enabling us to easily change the services we consume and adopt new ones with limited impact.

3 B e invisible: Technology is a natural part of our working day, enabling and automating, not complicating customer service.

4 M ade to change: We recognise that things change and embrace it by building a platform that can adapt to change by enabling the on-boarding of new services and new technologies as they become available.

5 E volving and responsive security: The platform is

designed with security and privacy as a fundamental functional requirement of every component, not as a perimeter fence.

6P rivate and confidential: We will treat all data the same by having the same (highest possible) privacy and confidentiality controls across all services.

7 D esigned with the end in mind: Our solutions will be designed considering the evolution of the business and the IT environment from an holistic and strategic perspective.

8 I dentity led: Identity is at the centre of our approach, with identity controlling access to information and processes at every point in the architecture.

9C loud first: When choosing and designing Technical Services we look to Cloud based Services before others

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159

RIA A DV ISORY

WE KNOW THE APPS AND WE KNOW THE GAPS! Considering modernizing your Pricing & Billing Systems to increase revenue opportunities and plug in the leakage?

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With Expertise, Experience & Innovation RIA Advisory delivers a unique set of offerings in Customer Engagement, Pricing and Billing industry. RIA works with Global Banks, Insurance and Healthcare companies to simplify complexities in Revenue Lifecycle Management offering a combination of Products, Advisory, IT and Consulting Services.

305.421.6303 info@riaadvisory.com

OUR SITE

CONTACT

“Unlike most systems I have used before, that blocked me, BankSight is intuitive and flexible, helping me to get on with my job and deliver to my customers” — Simon Hardiman, 15 years business banking experience working for major banks both in Australia and the UK enabled Judo to become one of the first

Unifii,BankSight and RapidID have

banks in the world to establish a

worked closely together to provide a

zero-trust-network (ZTN), the founda-

full CRM, onboardingand commercial

tion of its entirely SaaS operating model.

loan origination system supported by a

On top of the ZTN, Judo Bank has

banker App that facilitates true

worked extensively with Itoc, it’s cloud

customer relationships. “The Contact

ops partner and TSS our security

App, is an interesting piece of technol-

partner to develop a single role-based

ogy that effectively automates the

access control and monitoring platform

capturing of compliance records for

using Microsoft Active Directory, B2B

any customer banker communication,

(Business to Business) and B2C

irrespective of the channel they use.

(Business to Consumer) products into

Bringing together voice, email and

which all the SaaS providers ‘plug-in’ to

messaging into a single App, ensuring

provide a single sign-on for both

it can all be instantly retrieved for

customers and staff.

customer service or compliance

Temenos is providing the core

needs,” Twigg said. Domo was one of

banking platform alongside Vermeg

the very first partnerships developed

and GTreasury, who are providing

by Judo Bank and provides near

regulatory reporting and treasury

real-time insight into any element of

capabilities as a service respectively.

the Judo operation, available to a si a .busi ne ssc h ief. com

161

SOFTWARE EXCELLENCE FOR LEADERS IN FINANCE

TO ACCELERATE DIGITAL TRANSFORMATION

INSURANCE

BANKING&WEALTH

DIGITAL TRANSFORMATION

80

Approximate number of employees

2016

Year founded

HQ

Melbourne Australia MONTH 2019

“It is an absolute privilege to work with the Judo technology team, they are the best of the best and make magic happen every day” — Alex Twigg, CIO, Judo Capital

everyone in the company, from their desktop on smart phone. It was also the pre-curser to Judo Data Achieve Vault Environment (DAVE) which is an event based data lake, built in AWS, that captures real-time data and telemetry from every part of the Judo ecosystem and will become the foundation of Judo’s machine learning capability.

As the bank continues to develop, Mr Twigg reveals the challenges Judo Bank is yet to face: “If you’re game enough to have the idea of starting your own bank, then you have to be prepared

Graham Dickens, Chief Technology Officer

Glen Appleby, Chief Information Security Officer

to face new challenges that you never expected, every day. It’s a big mountain to climb, but it’s a lot of fun. Our success will come down to the satisfaction of our customers and our constant focus on trying to get that right. The reason Judo Bank understands small business better

Andreas Piefke, Niko Bielovich, Chief Data & Analytics Chief Service Officer Management Officer

than anyone else is because it started as a small business. It is an absolute privilege to work with the Judo technology team, they are the best of the best and make magic happen every day.”

Jeff Nel, Chief Platform Officer

Hannah Borash, Chief Business Intelligence Officer a si a .busi ne ssc h ief. com

163

THE POWER OF TECHNOLOGY:

164

driving donor engagement and saving lives WRITTEN BY

LAURA MULLAN PRODUCED BY

MIKE SADR

M AY 2 0 1 9

165

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AUSTRALIAN RED CROSS BLOOD SERVICE

166

M AY 2 0 1 9

AUSTRALIA NEEDS MORE THAN 25,000 BLOOD DONORS EVERY WEEK, AND THROUGH DIGITAL TRANSFORMATION THE BLOOD SERVICE IS TAKING ON THE CHALLENGE

O

ne in three Australians will need blood or blood products in their lifetime – yet just one in 30 donates blood. An organisation

determined to reverse this trend is the Australian Red Cross Blood Service, a division of the Australian Red Cross which is in the business of saving lives. The organisation supplies communities with safe, life-giving blood and blood products, as well as organ and bone marrow services for transplantation. In fact, the firm collects 25,000 blood donations every week and 1.3mn every year – however, it needs more if it wants to keep up with a growing diverse population.

Wanting to boost donor engagement, the group has pivoted towards IT and digitisation with Philip Nesci, who previously served as CIO at the Blood Service, helping to lead the charge. Nesci is well-equipped for the challenge: he’s presided as CIO for five different companies, overseeing business and technology transformations since the early 1980s. “I’ve been fortunate to have seen many waves of technology innovation,” recalls Nesci.

“From PCs and the internet, to mobility and social a si a .busi ne ssc h ief. com

167

AUSTRALIAN RED CROSS BLOOD SERVICE

media, I’ve seen this industry grow

how “the Blood Service quickly

from a back-office function to one

recognised that technology plays

which is a key part of any business

a critical role in not only enabling the

strategy.” Now transitioning to the next

business but also fundamentally

stage of his career and moving to

disrupting the organisation.” The first

Board and Consulting roles, Nesci was

obstacle the group aimed to tackle was

keen to reflect on how the Blood

a straightforward yet challenging one:

Service’s digital transformation can

improving donor engagement. One of

be seen as an exemplary template

the major channels for interacting with

showing how technology can empower

donors is through a National Call

businesses and save lives.

Centre, whereby donors can call to

The catalyst for the advent of the 168

make an appointment. However, keen

Blood Service’s digital roadmap was

to meet the demands of a digitally

the appointment of a new Board Chair

savvy nation, the organisation soon

and Chief Executive, says Nesci noting

realised that online channels and self-service were critical to enhancing donor engagement. It implemented online channels like self-service portals, mobile apps, and chatbots which meant that donors could book an appointment at the touch of a button, anytime, anywhere. “These days, everyone is time poor and online channels give donors the ability to make and change appointments where and when they find it convenient, on any device,” he explains. “In the space of just over 12 months, donors are now making or changing over 30% of their appointments online.”

M AY 2 0 1 9

“In the space of just over 12 months, donors are now making or changing over 30% of their appointments online” — Philip Nesci, Former CIO, at Australian Red Cross Blood Service

On top of this, Nesci and his team

169

believes the opportunities for innova-

also helped to spearhead a new

tion are limitless. “You could use

cloud-first strategy, leading a steady

voice-enabled online channels,

transition towards cloud services. “It’s

virtual reality (VR) in Donor Centres,

a key element of any digital strategy,”

and the Internet of Things (IoT) and

he says. “The Blood Service is

robotics in manufacturing. You could

adopting cloud capabilities to deliver

also use AI and data analytics across

increased agility so that it can better

all of the Blood Service’s activities –

respond to business needs, increase

from predicting donor behaviour to

security and tackle the growing

genomics matching and supply chain

volume of data.”

efficiencies,” enthuses Nesci.

You may not associate blood donation with technology, but Nesci

“Ultimately, this type of innovation will benefit donors and patients, and it a si a .busi ne ssc h ief. com

Time for a new perspective?

At Datacom we find inspiration in all sorts of places because we don’t just sell technology – we look at ways to change lives and revolutionise businesses. Let us show you how our large-scale apps and solutions can transform your company’s fortunes.

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AUSTRALIAN RED CROSS BLOOD SERVICE

C O M PA N Y FACT S

• One in three Australians will need blood or blood products in their lifetime • One in 30 Australians give blood each year (3%) • One blood donation can save up to three lives • Australia needs more than 25,000 donations every week

172

M AY 2 0 1 9

1996

Year founded

3,500

Approximate number of employees

173

a si a .busi ne ssc h ief. com

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Best Practices for Healthcare Providers To provide effective patient care, health providers must share data efficiently with other entities. Symantec’s portfolio of security solutions enables health systems to provide all the technology and workflows clinicians and administrators need while protecting sensitive data, both on-premises and in the cloud, at rest and in transit.

When a health system suffers a data breach, it can cause serious and irreversible damage to patients, employees, third-party partners, the business, and the trusted relationship between patients and their care providers. The trouble is, health data and other sensitive information stored in health provider systems need to be shared with other entities.

For example, in the course of treatment, protected health information (PHI) can travel between medical and finance departments, other practices, family members, and thirdparty entities such as insurance companies and home health agencies. All the while, health systems are legally bound to protect confidential information while coordinating care and payment.

Though the risks of having an insufficient security strategy continue to mount for the healthcare industry, security budgets and staffing are often insufficient to meet the formidable challenges. Reliance upon point products is one way healthcare IT has attempted to combat data breaches, but such security solutions can actually add to the complexity of already cumbersome and complex systems.

The fact is, typical user ID and password security can no longer deter hackers. Multifactor authentication (MFA) for accessing data, apps, and services is a key requirement for healthcare IT, especially for remote access or critical functions such as electronic prescribing of controlled substances.

As the term suggests, traditional MFA requires more than one method of authentication to verify a user’s identity. It combines two or more credentials that are independent of each other: If one of the authentication methods is compromised, there are other layers of defense. In a healthcare setting, it’s important that MFA is implemented in a way that doesn’t inhibit efficient data sharing or patient care, and it must be easy for clinicians and administrative staff to adopt.

Other best practices include identifying where confidential information is stored, and monitoring who is accessing it, from where, on which devices, and how it’s being used. Once you’ve located the confidential data in all of your environments, you can secure and protect it when it’s at rest and when it’s being transmitted.

Copyright ©2017 Symantec Corporation.

Manage and protect sensitive data on-premises or in the cloud For health systems, moving to the cloud has obvious benefits, including cost savings and scalability. However, security and complexity concerns have slowed adoption.

Symantec offers a broad portfolio of security solutions designed to help healthcare IT manage and protect sensitive data, whether on-premises or in the cloud:

Data loss prevention and encryption Data loss prevention (DLP) and encryption offerings enable you to monitor and protect confidential information wherever it is stored and however it is used.

Hosted DLP Cloud Service for Email Hosted DLP Cloud Service for Email enables you to quickly transition to the cloud and securely adopt software-as-aservice applications, such as Office 365 or Gmail. Cloud Service for Email provides real-time protection with automated response actions such as message blocking, redirection, and encryption capabilities. It allows you to prioritize real incidents with accurate monitoring and analysis, and respond faster with one-click responses and automated workflows.

You can enforce data loss policies across both cloud and on-premises mailboxes with sophisticated policy authoring.

Validation and ID Protection Validation and ID Protection (VIP) service ensures only authorized users can securely access clinical and IT systems. This enables strong multifactor and risk-based tokenless authentication that eliminates up to 80 percent of breaches. VIP enhances existing static passwords by positively identifying users with a dynamic second factor of authentication that cannot be predicted or stolen. VIP can adapt to nearly any network, cloud, or mobile app with built-in integrations.

CLICK HERE TO FIND OUT MORE

AUSTRALIAN RED CROSS BLOOD SERVICE

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“ I’VE SEEN THIS INDUSTRY GROW FROM A BACKOFFICE FUNCTION TO ONE WHICH IS A KEY PART OF ANY BUSINESS STRATEGY” — Philip Nesci, Former CIO, Australian Red Cross Blood Service

will drive improved outcomes for the Blood Service.”

As well as looking at the latest cutting-edge technologies coming to the fore, the Blood Service has also zeroed in on the fundamentals of IT, such as cybersecurity. The Blood Service experienced a cybersecurity threat early in Nesci’s tenure, but luckily the team was well equipped to combat the challenge. “A cybersecurity incident is something no organisation ever wishes to experience,” Nesci says

M AY 2 0 1 9

177

candidly. “Fortunately, we had an

response, prevention and governance,”

outstanding and immediate response

Nesci adds. “One of the notable

from the executive team, the board and

positives has been that the Blood

the technology team.” Transparency

Service maintained the trust of donors

was key to resolving the issue; the

throughout the recovery without

Blood Service disclosed the incident

reputational damage to the brand.”

within 72 hours and made sure that

To keep up with the blistering pace

donors continue to engage with and

of innovation, the Blood Service is

trust in the organisation. “After the

increasingly and selectively adopting

incident, the Blood Service made

agile approaches to improve the speed

cybersecurity a top priority and

of the technology transformation and

implemented an aggressive cyberse-

manage the risks of delivery. With this

curity capability for detection,

in mind, a cultural shift was needed. a si a .busi ne ssc h ief. com

AUSTRALIAN RED CROSS BLOOD SERVICE

“ I THINK THE BLOOD SERVICE WILL GO FROM STRENGTH TO STRENGTH UNDER THE NEW CIO” — Philip Nesci, Former CIO, Australian Red Cross Blood Service

178

E X ECU T I VE P RO FI LE

Philip Nesci Philip Nesci is an internationally experienced leader in Digital transformation, strategy and delivery. He has held several Chief Information Officer and Executive Director positions in large, private sector organisations and in Health, both in Australia and overseas. Philip has a strong track record of strategy development and implementation delivered through strong leadership and extensive engagement with Boards and Executives. As a corporate advisor, Philip has worked with leading listed companies in Australia and overseas.

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AUSTRALIAN RED CROSS BLOOD SERVICE

“ IN THE SPACE OF JUST OVER 12 MONTHS, DONORS ARE NOW MAKING OR CHANGING OVER 30% OF THEIR APPOINTMENTS ONLINE” — Philip Nesci, Former CIO, at Australian Red Cross Blood Service “There is a program in place to raise the 180

organisation’s awareness of Agile,” he says. “With this approach, the Blood Service has recognised that some cultural changes are required both in the ICT team and in the business approaches.” While many firms in IT are finding the war for talent an indefinite struggle, thanks to the Blood Service’s sense of purpose it has been able to tackle this hurdle in its stride.

“People want to come to work to make a difference,” Nesci adds. “The Blood Service has developed leaders and delivered outcomes with business partners, but it also has a noble purpose which a lot of people are attracted to.”

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Now moving to the next stage of his career, Nesci has passed the baton to the Blood Service’s new CIO, Ann Larkins, ensuring that she can continue to lead the organisation towards a more innovative future. “The next CIO will take this journey to the next level,” he observes. “IT has confidence in the board and the executives, and, in partnership with them, it has delivered some major outcomes around the donor experience. Most recently, the Blood Service launched a new system that will enhance the vital matching

Plasma kiosks

service for organ transplantation in Australia; it’s a next-generation tool.”

Traditionally, healthcare has been a slow adopter of technology. But with the growing pervasiveness of cloud, the rise of wearable devices and more, Nesci believes it’s “prime for disruption”.

“I think the Blood Service, in particular, will go from strength to strength under the new CIO,” he adds.

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182

TRANSFORMING BILLBOARD DIGITISATION ACROSS AUSTRALIA AND NEW ZEALAND WRITTEN BY

JOHN O’HANLON PRODUCED BY

MIKE SADR

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OOH! MEDIA

oOh!Media’s journey from on-premise legacy to cloud native has been achieved in a relatively short time thanks to committed leadership, agile implementation and skilful teamwork

O

ut of Home, or public space media as its practitioners are coming to call it, is attractive to advertisers because it gives

them access to a stable, growing cross section of the population. Only a recluse can fail to be aware 184

of the messages that sit on roadside billboards, retail centres, airports and bus shelters. Sit is the wrong word though – modern technology allows these messages to be dynamic, varied, attractive and immersive. Not surprisingly public space media advertising is growing faster than any other kind, and media dollars are steadily moving towards it and away from print, TV and even online.

In a word, UNMISSABLE – oOh!media’s strapline says it all. The business was founded by Brendon Cook nearly 30 years ago in Sydney, where it still has its headquarters. He is still very actively at the helm as CEO of the leading public space media company in Australia and New Zealand, which employs over 800 people and has a market cap of more than A$1bn and revenues of $483mn in 2018.

Cook has grown his company through a combination M AY 2 0 1 9

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OOH! MEDIA

“ We decided that we would embark on the journey to build a next generation public space media platform and run it on AWS” 186

— Andy McQuarrie, CTO, oOh! Media

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of acquisition (most recently the $570mn purchase of Commute by oOh!) and organic growth; however, he has increasingly placed his faith, and investment dollars, in the rapid digitisation of the industry. oOh!media is the biggest player in the ANZ Out of Home market, with 45,000 screens, around 20% of them digital, at 30,000 locations across Australia and New Zealand. The future of the sector lies firmly with digital assets, so from as early as 2012 the company set out to exploit this trend, however

CLICK TO WATCH : ‘OOH!’S MELBOURNE CBD DIGITAL COVERAGE’ 187 you can’t manage digital assets with traditional infrastructure says Andy McQuarrie, who joined the company as Chief Technical Officer in 2017.

McQuarrie has 20 years’ experience in IT including 12 years leading infrastructure and software engineering teams at Sky – his mission at oOh! was to map out and execute not only the company’s IT journey but a root and branch business transformation.

MOVING TO CLOUD The journey has basically seen oOh! migrate from its traditional on-premise a si a .busi ne ssc h ief. com

OOH! MEDIA

“ We opted for the Strangler approach because it is very safe and it allows us to move methodically from old to new in a way that doesn’t disrupt the business” — Andy McQuarrie, CTO, oOh! Media

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back office systems to a cloud native

Rather than a big bang migration,

platform built in house. It was an

though, McQuarrie opted for the

ambitious step. “Late in 2016 we decided

Strangler pattern documented by

that we would embark on the journey to

Martin Fowler, whereby the new systems

build next generation of public space

are introduced around the edges of the

media AdTech platform and run it on

old, progressively replacing them until

AWS.” Two years later, after a huge effort

the legacy systems are decommissioned.

on the part of Andy McQuarrie and his

Doing it this way, he says, made for

team, the network had been re-architect-

a smoother introduction and allowed

ed, the most sophisticated Palo Alto

his team to develop an intuitive user

firewalls put in place, and legacy back

interface. “We opted for the Strangler

office systems migrated to a cloud

approach because it is very safe and it

native platform hosted in AWS.

allows us to move methodically from 189 E XE CU T I VE PRO FI LE

Andy McQuarrie Andy McQuarrie’s background is in Software Engineering, Operations and Technology consultancy. McQuarrie is responsible for Software Engineering, Data Science & Engineering and Technology Operations across the oOh!media group.

Primarily based in the UK for the majority of his career working with organisations like The Royal Bank of Scotland and Sky, McQuarrie has been involved in a number of industry leading disruptive digital products like SkyQ and NowTV, as well as web scale platforms that include Europe’s largest linear Over The Top (OTT) platform SkyGo. Before joining oOh!media in 2017 as the Chief Technology Officer, McQuarrie was the Technical Principal at ThoughtWorks.

a si a .busi ne ssc h ief. com

AT HARBOUR IT, WE GIVE OUR CUSTOMERS THE FREEDOM TO FOCUS ON WHAT MATTERS MOST Learn more

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At Harbour IT, we give our customers the freedom to focus on where it matters and not be slowed down by IT capability challenges. Known for our knowledgeable and personable service, we offer the most secure and flexible hosted and managed cloud offerings available in the Australian market.

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Harbour IT is proud to partner with Ooh! Media on their IT Transformation Journey. Our unique difference is being large enough to provide customers with extensive expertise, established processes and advanced enterprise level solutions, yet small enough to be hands-on and deliver the high-touch customer service that you demand.

191 old to new in a way that doesn’t disrupt

without a public cloud like AWS.”

the business at all.”

Significant time savings have already

With the number of digital assets

resulted. Sales personnel can gener-

increasing rapidly, Sales and Operations

ate proposals far quicker than before,

had to be streamlined, allowing new

allowing them to concentrate on

and existing customers to make best

adding value for the customer – some-

use of public space media with minimum

thing McQuarrie remains convinced

fuss. Automating much of the sales

will always be better done by humans

process allows oOh!media’s salespeople

however much the machines learn!

to spend more time engaging with the market and less on admin. “One of the

PEOPLE AND PASSION

things we are really trying to drive into

To rebuild the company’s software and

the business is the idea of a machine

create this new cloud native platform in

learning co-worker that can do the heavy

house was a large undertaking, but

lifting. For a company of our size none

McQuarrie does not believe in placing

of this would ever have been possible

business critical software development a si a .busi ne ssc h ief. com

OOH! MEDIA

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“ I am truly fortunate to have a team that is both highly skilled and very passionate about what we do” — Andy McQuarrie, CTO, oOh! Media

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a si a .busi ne ssc h ief. com

We’ve helped Australian companies such as oOh! Media to build high quality technical teams.

Data & Analytics | Engineering | Information Security Infrastructure & DevOps | Product & Design

THEONSET.COM.AU | RECRUITMENT@THEONSET.COM.AU

$483mn Approximate revenue

1989

Year founded

The original 10-strong IT team has now grown to 50, a process completed in just 18 months. “I am truly fortunate to have a team that is both highly skilled and very passionate about what we do.

I firmly believe that a good team comes first and that the good software is an outcome of that.” Forging this team had its challenges, especially early on,

800+

Approximate number of employees

he admits. With the core team effectively doubling in size, as much effort had to go into team building as into building software, so a lot of attention was paid to internal and external training. Agile practices such as daily stand-up

in third party hands. “I firmly believe that

meetings, retrospectives and fortnightly

the best software outcomes come from

iteration planning (IPM) meetings were

internal teams of permanent and commit-

followed, not only to drive the project

ted people.” The organisation he came

forward but to bond the team.

into had plenty of capable people in it,

The esprit de corps of oOh! is a great

but he could see that the team needed

mixture of informality, friendship and

strengthening. “We partnered with The

family feeling with strong structures to

Onset, a leading IT recruitment agency,

support people. “Brendon Cook and

explained the journey we were on, and

our head of Chief People and Culture

asked them to sell our vision to the

Officer Steve Read have put a huge

Sydney market in our search for high

amount of effort into creating and

quality developers. It was important that

maintaining this culture,” emphasises

the people we chose not only had high

McQuarrie, “so I’ve tried to create

technical skills but were a good cultural fit

a technology version of that. It’s very

and understood where oOh! was going.”

important, he adds, for the tech team a si a .busi ne ssc h ief. com

195

How AWS is helping create a future-ready Australia We are at a fascinating point in the history and evolution of Australian organisations, where they are using technology to transform and enhance the experiences they bring to their customers.Transformation touches everyone, from government agencies including the ATO, Australia Post, and ABC, digital natives like Atlassian and Xero, start-ups like Baraja and Whooshkaa, to established players like Qantas, Woodside Energy, NAB, Linfox, and Fonterra. Having the right skills in place to drive digital transformation is critically important, as is a willingness to embrace change and shift to a more agile, collaborative culture.AWS help organisations of all shapes and sizes with their most critical issues and opportunities. Together, we create enduring change and results.

Let AWS help create enduring change and strategies for you.

NAB’s Cloud Guild drives new tech skills NAB is watching a new approach to learning develop inside of the bank as it approaches the first anniversary of an ambitious program to train its workforce in the ways of cloud. The program, called the NAB Cloud Guild, was intended to enable “more than 2000” NAB employees to acquire or build cloud skills in support of the bank’s $1.5 billion “digital-first” transformation.Inside of the first year, the Cloud Guild is already tracking well ahead of that goal.“The results of the NAB Cloud Guild have been outstanding,” NAB’s Manager Engineer and Cloud Guild Founder Paul Silver said. “Within the first 10 months, we’ve had about 4000 people who’ve gone through the program so far in a one or three day course. “When we started, we had seven people in the whole organisation who were certified in AWS cloud. There are now over 400 people who are certified”.Silver can already see change as a result of the program.

“What we’ve found after people have done the three-day associate courses is they’re becoming self-learners, which is fantastic,” he said. “AWS has great digital content we can consume and use inside our organisation. After people get their first certification, they’re actually going off and selflearning this content with the outcome of getting more certifications, in-turn leading to better outcomes for NAB.” The learning culture is expected to have a strong impact on NAB’s project, which includes a target of moving 35 percent of its 2500 IT applications into the cloud within the next three-tofive years. “With AWS’ help we’ve been able to drive outcomes incredibly fast. This is helping us meet our customer expectations a lot faster than we have been able to in the past,”

Silver said. NAB’s Chief Technology & Operations Officer Patrick Wright said the battle for technology talent in Australia is “fierce”. Wright sees the NAB Cloud Guild not only as a way to create opportunities for employees to learn new skills and grow their career in technology, but also as a means “to attract top talent in the industry.” “We’re embarking on a transformation that we think is fundamentally changing our ompany, fundamentally changing the way we work, and launching us into a new era,” Wright said. “If you want to build a company of builders, you have to have technology career pathways.”

NAB is also taking some cues on best practices from AWS as it continues on its digital transformation journey.

The bank recently tackled the AWS 50 in 50 program, which involves getting 50 applications into the cloud in just 50 days. It was a clear signal of the speed and agility that NAB now wants to operate. “AWS’s passion for customers aligns well with what we are doing at NAB and we’re also learning from them along the way as well,” Silver said. “It’s been a really good partnership to work with them.”

How AWS is helping create a future-ready Australia

Woodside Energy leveraging data to seize growth opportunities Woodside Energy is the pioneer of the liquefied natural gas (LNG) industry in Australia, and the largest Australian natural gas producer. Woodside’s producing LNG assets in Australia’s north-west Pilbara region are among the world’s best facilities, renowned for their safety, reliability and efficiency.

Now, Woodside is seeking to create an integrated LNG production centre – the Burrup Hub - that would see new Scarborough and Browse gas resources processed through the Woodsideoperated Pluto LNG and Karratha Gas Plant. To help realise this vision, Woodside is leveraging gains from its data science and intelligent asset work programs over weeks and days, instead of months and years, allowing the company to make decisions sooner, using richer data. Innovation has always been part of Woodside’s DNA. Applying cloud technology is helping Woodside accelerate the traditional oil and gas project innovation cycle from years, down to months. Woodside uses AWS cloud as the foundation for optimising production in real time, by running high -speed algorithms to uncover new insights and opportunities to deliver extra value. Woodside can run 10,000 algorithms per hour, taking data from over 200,000 sensors attached to its Pluto LNG plant. The company remains focused on reaching all Woodside employees with this work.

Digital at Woodside is not just about ‘gear’; it’s honing and changing the way people work, with collaborative partnerships playing a key role.

Learn more

Visit awsinsight.com.au to find out more how AWS is able to help you thrive in today’s digital economy.

197

to understand and buy into the ethos of

increasingly enhanced by machine-

the business. “Sometimes when you

learning, the in-house team has been

are building infrastructure it can be hard

developing a data platform to prepare

to show that it relates directly to business

the business for further expansion.

outcomes so we make a point of

With data being the lifeblood of informa-

making sure that as far as possible

tion based industries, how it’s lever-

we align every single thing we do to

aged for business growth is crucial.

a business outcome.”

“Our new data platform is again cloud-native and it has been built from

FUTURE BECKONS

the ground up specifically to serve this

In parallel with the creation of the cloud-

business.” As well as hosting oOh!’s

native public space media operating

business intelligence (BI), based around

platform that supports all of oOh!’s

traditional relational databases, our

sales activities and back office,

data platform also ingests and analyses a si a .busi ne ssc h ief. com

OOH! MEDIA

“ Our new data platform is again cloud-native and it has been built from the ground up specifically to serve this business” — Andy McQuarrie, CTO, oOh! Media 198

data in real time using event streaming and machine learning,” he explains. “ML and data science are embedded in our software development lifecycle (SDLC) in a way that not many other people have done it.

The new platforms will make it easier to integrate new businesses into the oOh! family. The Commute by oOh! business acquired last year took oOh!media to a very dominating position, but public space media remains a competitive business. The Commute by oOh! business will be M AY 2 0 1 9

brought onto the new platform over the course of 2019, prioritising the systems that add the greatest value.

Andy McQuarrie moved to Australia less than five years ago. The Scot had already spent many years as an expatriate in London, and though the two organisations are very different in scale, there was something about oOh! that resonated with his experience at Sky. “Sky is a world leader and we are just embarking on the journey to becoming a tech-centric business, but the passion the leadership at oOh! have for the business and the feeling of team togetherness really attracted me.

Brendon is a charismatic individual with a vision for the business underpinned by technology. When he shared that vision with me, I realised I really wanted to be part of this journey and contribute not only to the technology vision but of the wider business too.�

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200

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UNITINGCARE QUEENSLAND: A DIGITAL TRANSFORMATION IN COMMUNITY CARE WRITTEN BY

JOHN O’HANLON PRODUCED BY

MIKE SADR

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UNITINGCARE QUEENSLAND

Part of UnitingCare Queensland’s two-year transformation project was the rethinking of its digital strategies under new executive leadership

W

hen BizClik Media last spoke to Nina Du Thaler she was CIO at Queensland Urban Utilities (QUU), the organisation that

provides water to the greater Brisbane area. During her time there she was able to deliver Q-Ops, a platform that aggregates data from business systems into a single location to help operations 202

staff manage Queensland’s sewer and water networks effectively, establish a robust governance framework across the organisation and a mature programme, and deliver a strategic ICT vision and roadmap. The outcome, a better experience for consumers and employees alike, was a great satisfaction to her, though if anything, she’s proudest of her work in improving team effectiveness and culture. She has never been a stereotypical techie, taking a broad view of her contribution, and that of the organisation, in the society at large.

In 2016, UnitingCare Queensland approached Nina. UnitingCare is one of Australia’s largest charities, focusing on health and community services across Queensland and the Northern Territories. It employs 17,000 people assisted by more than 9,000 volunteers to deliver community health services, M AY 2 0 1 9

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TRANSFORMING COMMUNITY CARE IN THE DIGITAL AGE

CO-DESIGN PERSONALISED CARE FOR YOUR CUSTOMERS WHILE STAYING AGILE, INNOVATIVE AND CONNECTED. ACCENTURE AND AVANADE SUPPORT UNITINGCARE’S DIGITAL TRANSFORMATION, SO IT CAN FOCUS ON CARING FOR COMMUNITIES.

that a large-scale, digital transformation would be needed to provide the digitally enabled care services that its customers would expect, now and in the future.

UnitingCare ran a competitive process and undertook competitive dialogue with shortlisted vendors to form a panel of delivery partners.

Avanade’s engagement will give UnitingCare simplified financial management, providing a single source of truth for financial information.

This will allow UCQ to become more efficient in resource usage, particularly in back-office functions such as procurement and shared costs.

Transforming back-office technology will improve support services for people from all walks of life, including older people, people with disabilities, children, families and indigenous people.

A

ccenture and Avanade are supporting UnitingCare Queensland (UCQ) on its journey to deliver safe, quality digital health and community services to its communities, clients and patients.

UnitingCare provides skilled, evidence-based interventions for those facing adversity, and uses its reach and vision to confront injustice. UCQ is a leader in crisis response, the protection of vulnerable children, financial resilience and family wellbeing. They meet people where they are and walk alongside them to achieve positive change and growth. Across Queensland and Northern Territory, UnitingCare supports thousands of people living with a disability in redefining what’s possible in their lives.

UnitingCare recently launched its Digital and Technology panel to access high-quality technology capabilities to accelerate the organisation into the digital age. UnitingCare was facing industry disruption, change to consumer directed care and competition, and realised

Australians benefit from a fast-changing world where customer care expectations are shifting.

Organisations need to be future-ready and adapt to changes in the digital age. They need to work in agile ways that continually improve processes and experiences. Customers prefer to stay connected at all times and at any location, meaning care organisations need to transform from paper-based workplaces to participate in a digitally connected ecosystem. Accenture and Avanade supports their clients end to end in their transformation journey, which helps clients connect their businesses with their customers digitally.

With nearly 5,000 combined resources in Australia between Accenture and Avanade, along with extensive offshore capabilities, we have the pool of talent and can provide targeted solutions that deliver on clients’ digital and technology strategies.

At Accenture and Avanade, we value our clients and our people, and we deliver high performance while supporting local communities to build a better future.

CONTACT US »

LEARN MORE »

UNITINGCARE QUEENSLAND

“ We have a great number of extremely effective carers, healthcare and social workers …

I think that is a really positive aspect of our organisation” — Nina Du Thaler, Group Executive, Digital and Technology, UnitingCare Queensland 206

M AY 2 0 1 9

care for the elderly, and acute medical services at its not-for-profit hospitals including The Wesley Hospital, St Andrew’s War Memorial Hospital in Brisbane, and St Stephen’s, which became Australia’s first fully integrated digital hospital when it opened in 2014.

The new position they created was that of Group Executive, Digital and Technology, reflecting the strategic importance of commoditising the groups’ IT environment, digitising the groups’ services and making sense of the huge volumes of data flowing in from its IT platforms.

CLICK TO WATCH : ‘LACEY’S MISSION POSSIBLE STORY WITH UNITING CARE QUEENSLAND’ 207 The organisation was facing a num-

Wearing her CIO hat she particularly

ber of challenges at the time, she

liked it that UnitingCare was leading

explains. “UnitingCare was undertak-

the digital hospital concept, in which

ing a major transformational change.

patient data is captured and directly

It was working on bringing together

fed into the electronic medical record

unique businesses which had diff

(EMR). It represents a quantum leap in

erent IT teams, different back-office

quality, safety and patient experience,

systems, fragmented data and it

transforming healthcare delivery, she

wasn’t working well for the organisa-

says. However the hospital environment

tion.” The businesses - encompassing

is only one place IT can make a differ-

in-home and residential aged care,

ence. Blue Care is Queensland’s leading

lifeline retail stores and counselling

in-home, retirement living and aged

support, child and family services and

care provider. Many of its service users

hospital services had been operating

rely on Australia’s National Disability

in silos.

Insurance Scheme (NDIS), which has a si a .busi ne ssc h ief. com

UNITINGCARE QUEENSLAND

208

M AY 2 0 1 9

proved hard to access and navigate

to align her CIO and relational skills

since its rollout in 2016: one of Nina

with the community and healthcare

du Thaler’s pet projects was the

sector which though new to her was

development of NDIS Planning, an

attractive because of its focus on

app launched in 2019 that simplifies

people and role in society. “This job

the complex documentation and

was enticing to me as much from

the application procedure.

the point of view of culture, human

The digital and technology position

interaction and service delivery as of

was defined during the creation of

technology. The two are inseparable

a new executive leadership team (ELT).

really. This organisation has huge

“We needed to be focusing on how we

potential, a great track record and to

could add value to the business, pivoting

be able to say that I’m helping trans-

into the digital space, and how this can

form it and make it sustainable into

help transform the organisation.” Du

the future is a really positive thing

Thaler recognised this as an opportunity

from my point of view.”

E XE CU T I VE PRO FI LE

Nina Du Thaler Nina Du Thaler joined UnitingCare Queensland in 2016.

She previously held executive management positions across a range of organisations, including Queensland Urban Utilities and Allconnex Water. She is also a nonexecutive director in the Industry Advisory Board for the School of ICT, Griffith University. Nina won ‘CIO of the Year (Utilities/Media) at the iTnews Benchmark Awards. She holds an MBA and a Bachelor of Information Technology (AI). She is a graduate of the Australian Institute of Company Directors and a fellow of the Australian Institute of Management

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209

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“ This job was enticing to me as much from the point of view of culture, human interaction and service delivery as of technology” — Nina Du Thaler, Group Executive, Digital and Technology, UnitingCare Queensland

commercial accountability. Not for profit organisations still need to be viable, generating surplus funds that can be used for much needed expansion. Nina Du Thaler recognises that her job, to all intents and purposes, is to maintain the balance and keep close control of IT spending whilst delivering change and value for money and keeping UnitingCare sustainable. “My team have a huge responsibility, oversight of risk and cybersecurity, maintaining the health of the supporting infrastructure and applications – all the usual concerns of

BUILT ON COMPASSION

the CIO’s office – but we also have to

One of the things she likes about

strive to deliver a range of projects

UnitingCare is its mission-led ethos.

focused on new products, services

It attracts people like herself. People

and ways of working.”

who are driven by a desire to improve

The last two years for her have been

the physical, mental and spiritual health

a time of readying the organisation

of the community never just see their

to take advantage of the brave new

job in terms of income generation. “We

world of IoT, automation and AI by

have a great number of extremely

dealing with a host of legacy issues,

effective carers, healthcare and social

notably starting the journey towards

workers: they are motivated by a com-

unifying some of the platforms used

mitment to the people in our commu-

by the different parts of the organisa-

nity and I think that is a really positive

tion already mentioned and transform-

aspect of our organisation.”

ing UnitingCare’s service delivery

Maintaining this ethos is vital, though

model. “Those things have placed

it does entail a balancing act, sometimes

us in a good position to embark on

approaching conflict, when it comes to

a more digital and innovative future,” a si a .busi ne ssc h ief. com

211

UNITINGCARE QUEENSLAND

she says, “and we’re now poised for that future.”

UnitingCare’s transformation, stemming from the creation of Du Thaler’s Digital and Technology (D&T) organisation, was recognised by the iTnews Benchmark Awards 2019, in which it is a finalist. The citation points to UnitingCare’s focus on reducing overhead costs while also improving the IT service delivery model in ‘an incredibly competitive marketplace with limited funding streams’. In other words, value for money.

212

ETHICAL SOURCING The outcome is worth some attention: a competitive and comprehensive tender process was embarked on, to replace its fragmented, legacy service delivery model with a managed services partner model. There were many companies that could have helped with this, she acknowledges, but capacity and price were not the only consideration. “This procurement process was a bit different because of the influence and guiding ethics of the Uniting Church.

We looked deeply into the conduct of these companies to satisfy ourselves they had ethical supply chains, M AY 2 0 1 9

processes and labour management credentials. Another consideration was UnitingCare was very interested in whether the organisations we partnered with could support communities in the areas in which we worked.”

The chosen partner was the Indian software provider Wipro, named in 2017 as the most ethical company in the world. “One of the things that attracted us to Wipro was that it is a truly global company, with a large Foundation driven by the company’s chairman Azim Premji. Wipro gives an amount of its revenues back to the community in the form of, among other things, support for education in India, community support programmes in India and the Philippines, and, of course, primary healthcare. We were determined to partner with a large organisation that had the depth and breadth of skills that can help support our growth.”

The transformation, largely completed in mid-2018, has already reduced internal labour, lowered service delivery costs and improved the health of the IT environment. Though projected savings in the current financial year are expected to be minimal, by year 3 of the agreement savings are expected to reach $4.3 mila si a .busi ne ssc h ief. com

213

UNITINGCARE QUEENSLAND

215 lion. In addition, the project has shifted operational delivery and the risks associated with this away from the organisation, while also freeing up Nina Du Thaler and her team to focus on value-add projects and “customer intimacy”, a key outcome for future innovation.

DELIVERING THE BENEFITS OF AUTOMATION The in-house team is lean and getting

“ UnitingCare was very interested in whether the organisations we partnered with could support communities in the areas in which we worked” — Nina Du Thaler, Group Executive, Digital and Technology, UnitingCare Queensland

much more focused now. It continues to oversee business critical functions like governance and the strategic a si a .busi ne ssc h ief. com

UNITINGCARE QUEENSLAND

“ One of the things that attracted us to Wipro was that it is a truly global company” 216

— Nina Du Thaler, Group Executive, Digital and Technology, UnitingCare Queensland

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UNITINGCARE QUEENSLAND

2000

Year founded

17,000

Approximate number of employees

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M AY 2 0 1 9

direction and design. A lot remains to be done, and many learnings have been surfaced but in some areas, there have been real functional improvements.

A good example is the service desk.

When she came in, Du Thaler recalls, people phoning in to UnitingCare were experiencing an abandonment rate of over 40%, that is to say that calls were either not answered or people were kept waiting so long they hung up. Today the abandonment rate is below 3%, and over 60% of queries are fixed at the service desk without needing to be referred on. That’s a huge improvement, but there’s room for further improvement she says.

Currently, she is targeting her D&T organisation in a limited number of directions. “One of the big ones continues to be bedding in all the new ways of working and frameworks that we have designed over the past 12 months. We are working closely with specific areas of our business that need refinement of the service delivery model and we are realigning many of our service level agreements (SLAs) with business criticality and business need. UnitingCare is also moving to a consumptionbased cost reallocation model: we a si a .busi ne ssc h ief. com

219

UNITINGCARE QUEENSLAND

want to share the drivers of cost with

are implementing foundational technol-

our internal customers so that they can

ogy,” she adds. “Like an integration hub,

manage those themselves.”

an identity management platform and

Customers are going to see further

an information analytics platform, and

service improvements in the coming

we are also replacing some back-office

year, she promises, with more self-ser-

systems like our financial management

vice capability. They might not even

information and CRM systems.” Post

notice some of these changes, but will

implementation, all of these systems

appreciate new ways of engaging

will be transitioned to Wipro for support.

through AI tools such as chatbots,

Nina Du Thaler confesses that her

which she plans to introduce to further

job with UnitingCare takes up most

enhance the service experience. “We

of her resources, but she retains

220

M AY 2 0 1 9

a long-standing passion for education

job allows.� She is also an industry

and the advancement of understand-

advisory board member and adjunct

ing and the entrepreneurial spirit

fellow at the school of ICT at her

especially among young women. She

alma mater Griffith University helping

is the author of a series of cyber-safety

to shape their degree courses and

books called Diary of Elle that address

hopefully bring on the women execu-

issues of current concern like the use

tives of the future.

of mobile phones and the social impacts of our online world, and continues to run her own publishing company Bright Zebra. “The books are a labour of love and I pursue that when my executive

221

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222

IGNITING WORKFORCE TRANSFORMATION WITH SAP’S SUCCESSFACTORS PLATFORM WRIT TEN BY

L AUR A MULL AN PRODUCED BY

MIK E SADR

M AY 2 0 1 9

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SAP

WITH ITS TRAILBLAZING HUMAN CAPITAL MANAGEMENT PLATFORM SUCCESSFACTORS, SAP IS HERALDING A NEW ERA OF WORKFORCE TRANSFORMATION

T

echnology has kept up its blistering pace and transformed the way we work forever. It’s created jobs we

never imagined could have existed, enabled more flexible working conditions and disrupt224

ed the monotonous nine to five with a steady rise of gig workers. By all accounts, technology has upended the norm when it comes to the world of work – but how can we make sure people aren’t left behind? In many ways, it seems it’s time for a human revolution with HR at its core.

Equipped with its latest platform SuccessFactors, SAP is leading the charge when it comes to workforce transformations. The end-to-end cloud-based platform isn’t like the other HR systems you may be familiar with. “Old HR systems were a back-office system by definition: they were about automating processes and risk management,” recalls Marc Havercroft, COO & Vice President of Strategy, HCM Cloud & Digital Strategy and M AY 2 0 1 9

225

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PROVIDING CLOUD HR AND PAYROLL SOLUTIONS AND SERVICES TO LOCAL, REGIONAL AND GLOBAL ORGANISATIONS. LEARN MORE HERE

Synchrony Global is a Leading Provider of Cloud HR and Payroll Solutions and Services including SAP SuccessFactors Synchrony Global, a Rizing HCM Company, is the trusted partner of choice for all aspects of HCM services and solutions, optimising HR delivery through innovative technology and robust high-quality operational cloud services. Its service delivery framework caters for the entire employee lifecycle from attract to hire to retire.

Since its establishment in 2015, Synchrony Global has tripled in size, expanding its reach to offices in Australia, New Zealand, Singapore, and Malaysia. The company has offices in Singapore, Sydney, and Wellington, with global delivery centres in Kuala Lumpur and the Philippines.

Synchrony’s focus on pure HR and capability in delivering services and solutions for companies ranging from 10 Employees to 200,000 employees has been key to them being considered a trusted partner for over 50 organizations across the globe.

“By leveraging the broader organization, we can accelerate the growth of the organisation both in the region and globally and provide tremendous value for our customers,”

The company was awarded SAP Partner of the Year for SuccessFactors in Asia-Pacific Japan in 2017, SAP Partner of the Year for SuccessFactors in ANZ for 2018, and Partner-Managed Cloud Excellence Award in 2019 thanks to its successful Synchrony People packaged cloud HR Solution.

Synchrony People, an innovative, fully-integrated human resources information system aimed at small and medium-sized enterprises and powered by SAP SuccessFactors, is built using preconfigured business processes and offers the latest simplifications and innovations for the human resources line of business. It covers the entire end-to-end employee lifecycle, from attract to hire to retire.

Synchrony People can be deployed in weeks, ensuring companies fast track their HR journey. It is suitable for business of all sizes, from small business to large enterprises and the solution grows with you, providing flexibility to add functionality as an organisation’s needs change.

said Luc Hédou, CEO of Rizing HCM.

The completion of the Synchrony acquisition further strengthened Rizing HCM’s global position in the SAP SuccessFactors Cloud Software services market. The combination of firms provides a robust platform of depth and expertise to service customers and provides the foundation for significant expansion of services, technology and geographies.

“At Synchrony, we set the goal to be a leader and bring world class Human Capital solutions across the Asia Pacific Region,” said Darcy Lalonde, Chairman and CEO of Synchrony Global and Rizing HCM President for Asia-Pacific. “With Synchrony joining Rizing HCM, we are excited to deliver Synchrony’s award-winning solutions on a global scale to organisations of all sizes, while providing clients worldwide our implementation capabilities, product and industry expertise, and a full suite of support and continuous improvement services.”

I n Jan uar y, R iz ing, L LC , a p ri v a t e l y - h el d mu l t i n a ti ona l c ompa ny provi di ng l ea di ng S AP func ti ona l a nd technical ser vice s t o it s cu s t o mers , a c q u i re d Sy n c h ro ny Gl oba l . H ea dqua rtered i n S ta mford, Conn., U S A, R izing is a priv a t e l-he ld m ulti n a t i o n a l c o mp a ny p rov i d i n g l ea di ng S AP func ti ona l a nd tec hni c a l c onsul ti ng serv ices to its customers. Rizing is the parent company of Vesta Partners, a leading SAP EAM services firm (www.vestapartners.com), /N SP RO, a t op S A P H C M , SA P Su c c e s s F a c t o rs a nd S AP for R eta i l servi c es fi rm ( www.n- spro.c om) , Aas onn, a p rom ine nt S AP Su c c e s s F a c t o rs Serv i c e s F i rm ( www.a a sonn.c om) , 3D R esul ts, a S AP S uc c essF a c tor s Gold Pa r t ne r (www. 3 d re s u l t s . c o m) a n d Sy n c h ro ny Gl oba l ( www.sync hronyg l oba l .c om) . /N S PRO, Aa sonn and Sy n c h ro ny t o g e t h er f orm R i zi ng H CM ( www.ri zi ng hc m.c om).

SAP

“ SuccessFactors is built as a front-office system for individuals to use – not just HR but all employees” — Marc Havercroft, COO & Vice President Strategy, HCM cloud & Digital Strategy and Transformation at SAP

228

M AY 2 0 1 9

CLICK TO WATCH : ‘DESIGNING TO SOLVE FUTURE PROBLEMS – CHUCK AMES, AMAZON BUSINESS’ 229 Transformation at SAP. “Instead,

Havercroft says the platform is redefin-

SuccessFactors is built as a front-of-

ing the role of HR and “taking away

fice system for individuals to use – not

a lot of the administrative burden so that

just HR but all employees.” This brings

you can focus on managing an individu-

about another stark difference: a new

al’s entire career from being recruited

way of thinking about the workforce.

all the way to being paid or promoted”.

“Old HR systems perceived people as

Uniquely, SuccessFactors isn’t

risks and, I don’t know about you, but

a standalone or individual application

I don’t go to work trying to bring the

– it’s an end-to-end platform which

company down,” laughs Havercroft.

allows data to float seamlessly from one

“Every day, I try and do a good job and

point to another. By realising the power

come up with new ideas. SuccessFac-

of data at every given chance, the

tors is about changing that dynamic of

opportunities are endless. It means that

risk and saying ‘We believe our people

if you’re hired and fill in an application

are an asset not a liability’.” In this way,

form, you don’t need to constantly a si a .busi ne ssc h ief. com

SAP

230

re-fill out forms with the same informa-

Factors can tell you about the past but

tion because it’s already in the firm’s

what it can predict in the future. “We

core records. “We get data from every

can take historic data and see what will

aspect of a person’s interactions with

happen if you do the same thing going

the system,” Havercroft explains. “The

forward but, more importantly, we can

other beautiful thing is that, as part of

also run scenarios.” In order to tackle

SAP, we can also pull data from other

the ever-growing data mountain, the

applications and areas of your business.”

firm sifts through data and zeroes in on

This allows you to identify trends: for

delivering true business outcomes.

instance, you might historically see

“The first thing I always ask my customers

a notable spike in resignations in the

before we get to the analytics is: what

first quarter that you want to remedy.

questions do you want to answer? This

However, the characteristic that excites

allows us to see what is irrelevant or

Havercroft most isn’t what Success-

quality data. It saves our customers

M AY 2 0 1 9

a lot of time and returns greater insights

pace of technology in recent years

more quickly and efficiently.” Working

then you know that innovation is going

shoulder to shoulder with the customer

to be critical to the survival of your

is an essential part of SAP’s service. As

business. Humbly I have to say when

a cloud based software-as-a-service

you look at SAP’s credentials and

(SaaS) platform, Havercroft highlights:

compare that to what businesses are

“You’re getting a service on an ongoing

looking for in a partner, SAP sits pretty

basis which drives innovation.”

well in that checklist.”

“We have a very strong history of

With a native app, SAP SuccessFac-

being the technology partner of choice,”

tors solutions make it easy to engage

he adds. “SAP has been around for 50

with the workforce and complete

years; we’re one of the biggest software

HR tasks. People can access their

companies in Europe and one of the

SuccessFactors applications on the

most valued brands. If you’ve seen the

go and stay connected to their business

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

Marc Havercroft Marc Havercroft brings more than 20 years of experience within the future workforce strategy and transformation, helping clients adapt their HR strategy to meet the opportunities of the new digital world and the future workforce needed. His expertise includes advisory and strategy and workforce design for organisations going through major change as well as new entrants into EMEA, North America, and APJ & Greater China regions from both green field to M&A structures. Havercroft not only provides clients with high level visibility on current and global trends, but is able to turn this into meaningful workforce strategies that deliver. He has worked across industries from financial services, telco, energy, media and digital social to public sector – with many of his solutions honored with industry awards.

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SAP

232

anytime, anywhere. To keep up to date with the latest innovations, the team at SAP have developed a new app store where other technologies and startups in HR can build apps. Similar to the apps that can be added to an iPhone or Android device, these new apps offer a personalised experience. This not only keeps the spotlight on the employee experience, it also slashes the cost of integrating new third-party systems. “It depends on scale and complexity but typically integration is expensive and it M AY 2 0 1 9

1972

Year founded

96,000

Approximate number of employees

takes time,” Havercroft observes. “With SuccessFactors you go to the app store, download and pay for the app – the integration cost is low and it’s as instantaneous as it is with your phone.”

“Rather than being that closed, historic technology company, SuccessFactors is an open API system – above all else we encourage innovation and app

100+

Innovation and development centres

development,” he adds. “I’m really excited that we’ve created this community of really innovative people that aren’t just fixing a problem and a process, they’re coming up with new ways to measure culture.” One of the significant partnerships SAP has at the moment is with Thrive Global, a business founded by co-founder and Editor-in-Chief of The Huffington Post, Arianna Huffington.

Under the strain of long work hours, Huffington collapsed due to sleep deprivation and exhaustion, and quickly recognised that many workers like her were facing a stress and burnout epidemic. Bringing corporate welfare to the fore, she created an app which is now available on the SuccessFactors platform. “It’s an example where businesses are putting the focus on people,” says Havercroft, noting that, a si a .busi ne ssc h ief. com

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SAP

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“SuccessFactors is about changing that dynamic of risk and saying ‘We believe our people are an asset not a liability” — Marc Havercroft, COO & Vice President Strategy, HCM cloud & Digital Strategy and Transformation at SAP

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235

SAP

236

for him, this is one of the most rewarding

our jobs. Instead it’s helping us learn

aspects of his job.

and follow passions. We’ve really

“It’s a great example of where we’re

concentrated on using the employee

using software and technology to treat

experience and turning that person

people as assets,” he adds. “What I’m

into an asset, not as a corporate

most happy about is that I truly think

headcount, but as a productive,

it’s helping people’s lives in a changing

creative individual. And I think that’s

world. It’s helping them to not fear

what we’re most proud of.”

technology, but rather see it as an

Supporting objective decision making

opportunity. It’s helping people realise

at every stage of the HR lifecycle from

that technology isn’t going to remove

recruiting to talent management,

M AY 2 0 1 9

237

SuccessFactors is also helping business-

application process so that in effect,

es move beyond bias. Using powerful

they’re only looking at a person’s skills

machine learning and analytics, the

and abilities.” In addition, the firm can

platform helps to detect mitigate bias

also offer reports on diversity and pay

across the talent management lifecycle,

differences whilst giving advice on

providing a catalyst for change. “Whether

activities or actions. Diversity matters:

we realise it or not, sometimes uncon-

it offers a spectrum of ideas and

scious bias exists within organisations,

opinions and it can also deliver real

so to counter this we give our custom-

business outcomes too. A 2017 report

ers the option to remove identifiers like

by McKinsey found that companies

names, addresses, genders from the

in the top quartile for gender diversity a si a .busi ne ssc h ief. com

SAP

425,000 Customers in more than 180 countries

18,000+ SAP partner companies globally

186mn

238

Subscribers in its cloud user base

M AY 2 0 1 9

on their executive teams were 15% more likely to experience above-average profitability than companies in the fourth quartile.

“If you have a better, more diverse workforce you better reflect your customer base and you’ll be more commercial,” Havencroft adds.

At the beginning of this year SAP completed its acquisition of US software firm Qualtrics for US$8bn. It’s a momentous deal for the firm which will allow SAP to combine its operational data with Qualtric’s customer experience data and, in turn, will enable clients to include real-time feedback into their strategies.

“It will provide what we call employee experience, those moments that matter,” Havencroft explains. “So how was your first day at work? How was your experience around the induction? To be able to get that real time experience data and then overlay that with operational data, it’s going to be phenomenal.

“I think the addition of Qualtrics and employee experience data is going to give a layer of personalisation for the individual and then, in turn, the employer. It’s really going to take that principle of people not as a risk but an asset to the next level.”

239

240

Department of Finance WA: Improving process through people-driven digital transformation WRITTEN BY

MARCUS LAWRENCE PRODUCED BY

MIKE SADR

M AY 2 0 1 9

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G O V E R N M E N T O F W E S T E R N A U S T R A L I A – D E PA R T M E N T O F F I N A N C E

ANDY WOOD, EXECUTIVE DIRECTOR – CORPORATE SERVICES AT THE DEPARTMENT OF FINANCE WESTERN AUSTRALIA, DISCUSSES THE DYNAMIC DIGITAL TRANSFORMATION JOURNEY THAT HAS IMPROVED PROCESSES, SERVICES AND OPERATIONAL EFFICIENCY

T 242

he Western Australian Government’s Department of Finance has undergone an important period of innovation and

change, driven by disruptive technologies and a people-first approach to both its customers and employees. Andy Wood, the Department’s Executive Director of Corporate Services, has led Finance’s transition to cloud-based operations and continues to encourage a focus on data analytics and the exciting possibilities afforded by AI and automated services. “Adopting a digital approach is absolutely vital in everything,” Wood says. “With it, we can drive practical, cost-effective and quality outcomes across government, which will ultimately benefit the people of Western Australia.”

At the root of the Department’s digital transformation is its approach to vendor management - building a strong level of symbiosis between provider and customer. “If you really want true success or innovation, you’ve got to treat them M AY 2 0 1 9

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G O V E R N M E N T O F W E S T E R N A U S T R A L I A – D E PA R T M E N T O F F I N A N C E

“ Adopting a digital approach is absolutely vital in everything” — Andy Wood, Executive Director – Corporate Services, Department of Finance WA 244

as partners,” says Wood. “This helps

isolation and rather understand the

them provide the best offerings to enable

full scope of Finance’s digital transfor-

and achieve strategic outcomes.”

mation.” Of its vendor-partners,

Wood describes this as a paradigm shift

Microsoft has been important through

in procurement thinking, where tradition-

the Department’s digital transformation

ally vendors would offer their best price

journey, particularly as a provider of

to deliver a service or product to exact

vital cloud capabilities. “Our previous

specifications, limiting the ability to

operating model was very heavy and

understand the problem and collabo-

lethargic in that we would buy a piece

rate on solutions. “We take an approach

of kit, we’d put it in place and it would

whereby we select a small number of

stay there for 10 years and we’d never

strategic partners which not only

innovate with it,” said Wood. “Cloud

challenge us and our preconceptions

computing has become a building block

but also look beyond technology in

of Finance’s digital transformation. It’s

M AY 2 0 1 9

what our strategy is built upon and the key foundation of everything we want to achieve.” Over the next decade, the Department plans to continue its prolific usage of cloud technology across its infrastructure services, creating a Platform as a Service (PaaS) for each of the software and service offerings it provides to its customers.

The adoption of cloud has also given the Department a more complete understanding and access to its data,

The Department of Finance’s ABW environment incorporates wireless access in three zones across each floor, including a quiet zone

enable it to drive increased efficiency through data-driven insights. Its cloud-enabled data platform collates information sets, not only from within

E XE CU T I VE PRO FI LE

Andy Wood Andy Wood has 20 years’ experience in leadership roles across Banking, Superannuation, Professional Services, Local and State Government. Prior to being appointed as Executive Director, Corporate Services in February 2016, Wood spent six years as a Director with a global outsourcing firm, leading their Citizen Services business in Western Australia. Wood is the senior responsible officer for the Department of Finance’s Digital Transition Program and holds a Masters in Business Administration specialising in Leadership and Innovation.

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Digital Transformation executed locally with global vision.

Velrada congratulates the Department of Finance on it’s vision to drive digital transformation across the Western Australian Public Sector.

Recognised globally as the Number 1 Microsoft Partner, with a focus on Business Advisory, Microsoft Dynamics 365, Office 365, Data & AI & Azure Cloud Services.

Our large and experienced local WA team offer international expertise to Mining, Oil&Gas, Private and Public Sector organisations who want to drive positive outcomes through a digital transformation journey.

Velrada are proud to have partnered with The Department of Finance Microsoft Global Partner of the Year on its successful Digital transformation Gold Partner Dynamics 365 for Field Service Global Partner of the Year Dynamics 365 for Field Service

velrada.com

1300 835 723

“ “ W Wee treat treat cybersecurity cybersecurity as as more more than than an an IT IT issue issue” — — AndyWood, Wood, Andy ExecutiveDirector Director– Corporate Services, Executive – CorporateofServices, Department Finance WA Department of Finance WA

reused across the organisation. This was a massive step forward for us.”

The Department is now moving towards harnessing data to be more predictive, particularly regarding cash analytics and optimising cash flow to mitigate wasted spending and accurately forecast the Department’s financial situation over given lengths of time.

In order to achieve continued success, the Department recognises the importance of engaging staff and instilling a culture of innovation and disruption. “In any transformation there are three questions that need to be answered: the strategy question, the

the Department itself but also different

technology question and the people

areas across government, to enrich

question. The people question is the

decision-making processes, and its

hardest to answer but is absolutely

swift uptake has resulted in positive

paramount, and how well you answer

impacts. “Business intelligence has

it ultimately determines the level of

been rapidly adopted across the

success you’ll have,” says Wood.

organisation,” notes Wood. “We started

A culture of embracing change has

out with a small proof of concept to get

come through instilling an understand-

50 people from the organisation using

ing that challenges along the way will

Microsoft’s Power BI to visualise reports

ultimately benefit every stakeholder

from the massive data source we have.

in the business. A key element of this

Within 12 months, it has exploded to

is affirming that people, not technology,

about 350 users actively investigating

are leading the transformation. By

and developing reports both in the front

incorporating Kotter’s 8-Step Change

and back ends, meaning they can be

Model to ensure new capabilities are a si a .busi ne ssc h ief. com

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G O V E R N M E N T O F W E S T E R N A U S T R A L I A – D E PA R T M E N T O F F I N A N C E

A$1.4bn+ Approximate revenue (AUD)

2011

Year founded

1,000

Approximate number of employees 248

incorporated into processes effectively

inspiring them to believe that they are

from both an operational and skills-

responsible, the creators, of the future

based point of view, the Department

state,” says Wood. “That really is what

has ensured that staff remain focused

drives cultural change.”

on their end goals and aware of the

Cybersecurity was also a priority

mounting benefits throughout the

of the Department due to the enormity

journey. “Keeping people focused on

of financial, operational and sensitive

the endpoint, which in many instances

data that it accrues. In a report released

was only six to eight months away,

by CompTIA this year, it was found that

saw us through. You instill a common

60% of IT professionals in Australia

understanding about what we’re

and New Zealand deem employees

collectively working towards and

to be the biggest risk factor to keeping

what we’re trying to achieve, while

data safe, and Wood is with the majority.

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Engaging Department of Finance WA staff is a key component in Finance’s digital transformation

249

“We treat cybersecurity as more than

its transition to the cloud has benefit-

an IT issue,” he says. “Fundamentally,

ted again from the Department’s

the weakest point of any organisation’s

close work with Microsoft, enabling

security practices is its people.” To that

multi-factor authentication through

end, the Department has ingrained a

the Azure platform along with proven

culture of awareness and vigilance

concept trials around Azure data

amongst its employees to mitigate this

protection capabilities.

risk as much as possible. The Depart-

“It’s about framing the metadata

ment has also established an informa-

within documents and adding different

tion security management framework

security controls around how and

that complies with the ISO 27001

with whom those documents can be

international standard, with around 114

shared, and preventing the ability to

security controls in place. At an IT level,

share externally if certain parameters a si a .busi ne ssc h ief. com

G O V E R N M E N T O F W E S T E R N A U S T R A L I A – D E PA R T M E N T O F F I N A N C E

are not met,” says Woods. “For us, it’s a top priority not only for the data we hold but also the data that’s shared with us from other government entities or third parties.”

Wood outlines the five key goals of Finance’s continued digital transformation: 1. Empowering customers to interact with the Department in the ways that best suit them; 2. Converting every transaction to a digital format; 250

3. Maximising the value of data through generating increased actionable insights; 4. Developing and maintaining a strong cybersecurity culture that ensures information is shared with relevance and responsibility; 5. Ensuring that the Department is prepared for the digital future.

This final goal, the future-proofing of the organisation, has already partly taken effect to the extent that this is what’s driving the achievement of the others. “We’re in a position now where we’ve freed ourselves to be able to look at new technologies as they M AY 2 0 1 9

The Department of Finance oversees complex building projects including Optus Stadium and the surrounding Stadium Park

“The people question is the hardest to answer but is absolutely paramount. How well you answer it ultimately determines the level of success you’ll have” — Andy Wood, Executive Director – Corporate Services, Department of Finance WA 251

appear, assess them quickly, and decide if it’s something we want to spin-off as a proof of concept,” he says. “Under our old operating model, we couldn’t do that.

We were too busy just trying to get the lights on.”

The future is certainly bright for the Department of Finance WA; positively positioned for its ongoing digital transformation with a culture that embraces change and finds excitement in a digital future in place.

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Where healthcare and technology transformation converge WRITTEN BY

DANIEL BRIGHTMORE PRODUCED BY

MIKE SADR

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M E T R O S O U T H H E A LT H

Metro South Health drives innovation with its Digital Hospital Program. CIO Cameron Ballantine explains how the Queensland provider embraces business intelligence and analytics to deliver superior care via a real time view of patient information

M 254

etro South Health provides healthcare services to 1.3mn people in Brisbane city with five in-patient facilities offering a total

of 2,100 beds. It became the first digitalised health service in Australia following the recent implementation of its integrated medical record (IMR). “Both the executive and the senior clinical leadership group see this as a unique and exciting platform to be able to innovate from,” says Metro South Health CIO Cameron Ballantine, who believes it’s vital in order to converge additional technologies and bring a higher level of efficiency and productivity to the health system.

Innovations are welcomed at Metro South Health but for Ballantine, the key to healthcare is integration: “Integrating different siloed systems and applications to be able to present a more holistic and real time view of patients’ information to clinicians is critical to delivering the efficiencies and productivities we need to generate out of the M AY 2 0 1 9

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system.” Clinicians at Metro are embracing real time access to data and analytics via the cloud. “It’s been hugely beneficial to us to be able to utilise that more agile higher level of compute power to ensure that patient level data is delivered through our enterprise data and analytics service in real time to help clinicians make decisions whilst they’re dealing with a patient,” explains Ballantine, who notes a 50% increase in the early identification of deteriorating patients thanks to the approach. a si a .busi ne ssc h ief. com

Have you met the Vocera Smartbadge?

Small. Lightweight.

Wearable. Intelligent.

See it in action at Vocera.com/au

Leading the Digitisation of Healthcare to Improve Patient Care, Safety, and Outcomes How Metro South Health Enables Real-Time Care Team Communication and Improves Clinical Workflows Cameron Ballantine, CIO at Metro South Health Designing a Digital Hospital Program Metro South Health is a major hospital group in Australia leading the digitisation of healthcare in Queensland. As the Chief Information Officer, I lead our Digital Hospital Program across five facilities and implement solutions that will make it an enterprise-wide success. The program was launched approximately seven years ago and is focused on moving away from paper-based processes and toward an integrated digital ecosystem.

The fundamental goals of the Digital Hospital Program are to improve patient care, safety, and outcomes while improving clinical workflows and operational efficiencies within the hospital group. Underpinning this strategy is the principle that information is available to clinicians in as near to real time as possible.

Enabling Clinicians to Communicate in Real Time Vocera technology plays a critical role in assisting us achieve our digital program objectives. Many of our staff members depend on the Vocera® Badge, a small, wearable voice-controlled communication device that enables care team members to communicate hands-free.

In addition to improving clinical workflows and patient experience, the wireless device is helping safeguard our patients and staff.

One of our physiotherapists was doing a walking exercise with a patient in a stairwell when the patient collapsed.

The physiotherapist pressed the call button on the Vocera Badge and made a broadcast to request assistance, which was quickly responded to and support staff arrived in a matter of seconds. If Vocera technology had not been in place, the staff member would have had to either wait with the patient in the hope assistance arrived or leave the patient to find someone.

Our medical & surgical units are very busy, and we have patients at varying levels of acuity supported by complex, multidisciplinary care teams. With the Vocera system, staff members do not need to remember phone numbers or who is available or on call. They can connect with the

right person or group with a simple voice command such as “call a Peri-Op Nurse” or “call blue team.” Team members can communicate quickly, share information, or organise a meeting without wasting time looking for each other. This seamless connectivity improves patient care and the care team experience.

Creating an Ideal Healing and Working Environment After implementing Vocera technology, it was much easier for people to connect with the right person. Our clinicians went into healthcare to care for patients, not to wander the hospital halls looking for help. Inefficient processes and breakdowns in communication can take clinicians away from the patient bedside. Because of the Vocera solution our staff have fewer interruptions and can focus on what matters most: the patient and providing high-quality compassionate care.

The additional time our clinicians can spend with patients has resulted in improvements to patient experience, care, and safety. Vocera technology has enabled a quieter environment; we no longer have loud overhead paging.

The technology has fantastic voice recognition and can distill the voice of the person speaking from any surrounding noise. Staff have naturally gravitated to speaking normally into the device rather than projecting their voices to their colleagues.

Many patients have told us that the quietness has contributed to creating a more peaceful, healing environment.

A senior clinical employee of ours was recently admitted to a very busy clinical unit and shared her positive healthcare experience at Metro South Health in a social media post. She said, “I significantly noticed how quiet it was while I was lying there both pre-and post-surgery.”

Because of patient feedback like this and sound data indicating improvements in clinical workflows, we’ve expanded the use of Vocera technology throughout Metro South Health. We are looking for new ways to apply it as we continue to digitise our service to improve the overall healthcare experience.

M E T R O S O U T H H E A LT H

“IT is no longer a service into healthcare: it is fundamentally part of healthcare” — Cameron Ballantine, CIO, Metro South Health

258

One of the pillars of Metro’s digital

that will present information to the

health strategic framework is business

clinical decision makers about what

intelligence. “We’re looking at partner-

they need to address next to avoid the

ing with both different sectors of

ED becoming congested.” Currently,

industry and academia to look at use

Metro is partnering with a vendor to

cases and run precision analytics and

develop this solution, which will build

machine learning,” reveals Ballantine.

on its existing real time patient informa-

“For example, we would look at

tion including the number of patients,

predictive analytics in and around our

their condition and their stage in the

emergency departments. At a given

care cycle.

point in the day, we run a machine

Managing the flow of care is a priority

learning algorithm over it to analyse

for Ballantine with tertiary level emer-

the acuity and seriousness of the

gency departments in Queensland under

conditions of the patient in ED, and

inordinate stress across the system.

M AY 2 0 1 9

“We’re trying to look for efficiencies of

external to the organisation, and share

patient flow, from our ambulance

or seek information about the patient

services into the ED and into our

they’re dealing with in real time. “We

hospitals,” he says. “Because those

did a time and motion study prior to

types of initiatives can only benefit the

the implementation of Vocera,”

public and the patients that are being

explains Ballantine. “Following its

admitted to hospital.”

integration, we learned it was putting

Metro South Health’s long-standing

45 minutes back into the clinician’s day

partnership with Vocera Communica-

over an eight hour shift, increasing the

tions has played a big part in delivering

time they can spend providing patient

those patient benefits. “They’re not just

care. It’s been inordinately beneficial.”

selling us a product,” asserts Ballan-

He reveals a case where a physio was

tine. “They work with us to meet the

doing exercise work with a patient in

organisation’s goals.” The voice grade

a stairwell when they became unwell.

wifi Vocera provides allows clinicians

Having Vocera allowed for assistance

to contact other clinicians, internal or

to be summoned immediately, improv-

E XE CU T I VE PRO FI LE

Cameron Ballantine Cameron Ballantine has more than two decades of experience in healthcare. A registered nurse with seven years of clinical experience in intensive care and advanced life support, coupled with eight years working in healthcare management, he is well placed to understand the diverse IT needs of healthcare practitioners. Ballantine’s digital experience includes service delivery transformation to support changing models of care associated with digital hospitals and leading the implementation of data analytics and predictive modelling to support patient care.

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M E T R O S O U T H H E A LT H

260

$2.3bn+ Annual budget

2007

Year founded

14,000+ Approximate number of employees

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M E T R O S O U T H H E A LT H

ing patient outcomes in an emergency.

Ballantine believes Metro South

learned from the successes with

Health understands how technology

Princess Alexandra Hospital and how

and healthcare are converging: “IT is

will this further support the roll out of

no longer a service into healthcare: it is

its Digital Hospital Program? “We

fundamentally part of healthcare.

experienced a myriad of unrealised

Whilst it will never take away that

efficiency and benefits,” affirms

doctor, nurse or allied health profes-

Ballantine of what he sees as more

sional dealing with a patient one on

than just an IT project. He is proud of

one, it’s able to augment how that

the community outcome that enables

interaction occurs.”

rural country hospitals (such as

Metro South Health opened

262

sions decrease by 18%. What has it

Beaudesert) to offer a connected

Australia’s first digital hospital in 2015,

service for patients, minimising the

which, thanks to IMR,

need for transfers while allowing

has seen re-admis-

them to be treated in their hometown.

M AY 2 0 1 9

CLICK TO WATCH : ‘METRO SOUTH HEALTH –WHAT IS A DIGITAL HOSPITAL?’ 263 Ballantine comes from a clinical background. Having spent nearly a decade working as a nurse in a tertiary level intensive care unit, he understands the concerns of clinicians and how best to manage change. “This business change process and the integration of the project needed to come from the clinicians. When we were building the application, the clinical work had to inform how the project was going to process so the clinical fraternity could own the application. They had to understand where the efficiencies were going to a si a .busi ne ssc h ief. com

M E T R O S O U T H H E A LT H

“ We’re trying to look for efficiencies of patient flow, from our ambulance services into the ED and on to our hospitals” 264

— Cameron Ballantine, CIO, Metro South Health

come for them, how it was going to

“It reveals where the patients are in the

affect their day, and the clinical safety

hospital that are on these drugs, and

and quality aspects it was going to

what their current results are, along

deliver for their patients.”

with physiological observations such

While meeting the challenge of proac-

as blood pressure so they can make

tively embracing technology, Ballantine

the best decision on how a patient is

sees an opportunity to revolutionise

to be treated.”

healthcare in Australia by reducing

Looking ahead, Ballantine is excited

the risk associated with drug treat-

about broadening Metro’s digital

ments, particularly insulin and blood

approach to care with its Future Labs

thinners. “We’ve been able to leverage

initiative: “We’ll be opening the doors

a centralised repository of data and use

to issues clinicians are seeing, to bring

analytics to put the information in front

design thinking and agile principles to

of the relevant specialties,” he explains.

work through a problem over a short

M AY 2 0 1 9

265

period of time with the clinical groups

discharged, allowing clinicians to offer

to come up with a product or a solution

them regular advice and support.

that would assist in resolving an

Pushing into the next decade,

identified issue.” Allied to this, Metro

Ballantine is keen to see an executive

will also be encouraging practitioner

approved, clinically endorsed strate-

education through research initiatives

gic digital health framework in place.

in Brisbane with the proposed Digital

“Going forward, I would like to be working

Collaboration Centre. Beyond what

with our clinical colleagues to prioritise

Metro is able to achieve in patient care,

the next pieces of technology we’ll

Ballantine is pleased about its

deliver to further converge technology

emerging virtual care hub. It’s explor-

with healthcare and ultimately provide

ing the potential of wearables to

better health outcomes.”

feedback information from chronically unwell patients who have been a si a .busi ne ssc h ief. com

266

Boosting sustainability through a digital transformation WRITTEN BY

CATHERINE STURMAN PRODUCED BY

MIKE SADR

M AY 2 0 1 9

267

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TA S S A L G R O U P

Tassal Group has sought to maximise its yield and minimise cost through its digitally-led feed centre.

Chief Information Officer, Matt Leary tells us more

268

W

ith populations expected to increase there is a focus on producing heathy, sustainable protein for the future. With

70% of the world covered in water, producers are turning to the sea to create sustainable farms to meet increasing demand for seafood, with salmon a leading choice for family dinner plates across Australia.

Australian salmon companies are working hard to meet this demand, which is increasing at around 10% per annum domestically and are now producing more than 60,000 tonnes of salmon annually.

Forming a vital part of consumer eating habits, the move towards more sustainable, healthier lifestyles has boosted salmon production figures across retail and wholesale markets, with a predicted increase of up to 71,000 tonnes by 2023–24 across the country (Annual fisheries outlook, Australian Government Department of Agriculture and Water Resources, 2019).

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BUILDING STRONG RELATIONSHIPS AND CREATING VALUE FOR YOUR BUSINESS

Utilising Technology to Improve Sustainability Facilitating Transformation at Tassal Operations Tassal Operations was seeking a way to feed fish more efficiently, reduce waste, keep staff safe and produce overall better business results. In partnership with Intuit Technologies, they began the journey to create a centralised feed centre and become one of the first companies in the world to fully embrace a remote feeding strategy. With little to no infrastructure in place and the inaccessible and remote nature of Tasmania’s landscape, this project required an innovative plan. The conditions were challenging as the team had to work in the open ocean waters up to 20 kms offshore in large seas while facing wind and snow.

Partnering for Success Intuit Technologies worked with their partners to build a high-speed fibre optic and wireless network capable of the throughput required.

By partnering with key partner Jettech Networks, Intuit Technologies built a data network capable of transmitting up to 10Gb of high definition video data for almost 300 remote pan and zoom cameras. Working with BATS Wireless, the fish pens were equipped with gyroscopically stabilised wireless connections to the

shore which utilises microwave technology to transmit the data back to the feeding centre located in Hobart, Tasmania. The feed centre control room is powered by nearly 70 Dell EMC servers rendering live footage on 121 ultrahigh definition displays.

The outcome is a feeding system that is safer for employees and improves overall operationally efficiency and feed conversion – which is better for the fish and better for our environment!

“To provide the complex IT infrastructure required for our centralised feeding project, we knew we could trust Intuit Technologies to deliver.”

- Matt Leary, Tassal Operations

Find out More

About Intuit Technologies Intuit Technologies is an Australian owned and operated information and communications technology (ICT) company. With over 100 employees and offices throughout Australia, we offer a wide range of services tailored to meet your business needs. We are creative thinkers, backed by significant industry experience, enabling us to develop new and original solutions for our clients. www.itechnologies.com.au

Other Partners:

TA S S A L G R O U P

“ With these cameras, we can observe fish behaviour, which is critical in terms of maximising how we utilise our feed” — Matt Leary, Chief, Information Officer

272

M AY 2 0 1 9

Situated off Australia’s south coast, Tasmania alone is now home to five geographically separated farming zones, and produces retail value AUD ~940mn of salmon every year. In order to retain its position as the largest producer of Tasmanian-grown Atlantic salmon in the country, leading player Tassal Group has turned towards new, innovative methods to deliver on its commitment in the production of high

CLICK TO WATCH : ‘TASSAL CORPORATE VIDEO’ 273 quality, safe produce for consumers.

“We’ve been modernising our

Previously appointed as a Business

production and supply chain tools,

Intelligence (BI) Manager at Tassal over

which support our farming organisa-

five years ago, with the aim of strength-

tion. This involves our pay, supply chain,

ening the company’s data capabilities

financial management and demand

and digital infrastructure, Chief

management systems. On the farming

Information Officer Matt Leary has

side, it includes aquaculture manage-

been central to the company’s rapid

ment, which is all about maximising

growth journey. Noting he is the first to

yield, optimising fish health and welfare,

obtain the CIO role due to Tassal’s

while supporting cost efficiencies,”

ongoing expansion, he has been

he explains.

responsible for the modernisation of

By focusing not only on the opera-

the business’ production and supply

tional, but the environmental side of the

chain, using technology as a key driver

business to improve its domestic yield,

to transform its service offerings.

Tassal has recently invested $20mn in a si a .busi ne ssc h ief. com

TA S S A L G R O U P

274

M AY 2 0 1 9

a new state-of-the-art remote, centralised feeding centre. Through the project, the implementation of new technologies and the introduction of strong partnerships has worked to drive up production rates, optimise performance and reduce waste across the organisation.

“We have five farming regions located around Tasmania and typically, each zone will have multiple leases

“ We’re Australia’s largest aquaculture business and we want to make sure it stays that way” — Matt Leary, Chief Information Officer

which house our pens,” explains Leary.

To ensure its operations could be supported by a digitally-led underwater

275

infrastructure, Tassal partnered with aquaculture technology leaders Steinsvik and Tasmanian based IT E XE CU T I VE PRO FI LE

Matt Leary With a degree in Engineering and over 20 years of experience in the manufacturing, supply chain and now aquaculture industries, I have spent most of my career in IT and Business Intelligence leadership roles.

I am driven by a desire to help businesses succeed through technology to increase business performance, drive competitiveness and improve decision-making processes.

Originally employed as a BI manager with the focus on improving Tassal’s data capability, I was soon promoted to the role of CIO as part of the company’s rapid growth journey.

a si a .busi ne ssc h ief. com

TA S S A L G R O U P

service provider Intuit Technologies to introduce high-definition cameras in each pen, as well as install fibre optic and wireless networks around each farm. Additionally, to further support its feed centre and gain a greater understanding around fish behaviour, centralised feeding has also been introduced to all sites. Camera and video technology can now be viewed remotely, enabling the business to improve feed conversion rates, reduce waste, as well as access vital data 276

around environmental conditions, such as water temperature, salinity levels and more, all in real-time.

“There will be anything between 10 and 26 pens, and in each pen we have underwater cameras,” says Leary.

“From a technology point of view, it was a challenge to get video traffic back with our outdated infrastructure, and in areas where there was not a lot of telecommunication, so we were effectively building our own high capacity network around all these farming operations. However, with these cameras, we can now observe fish behaviour, which is fairly critical in terms of maximising how we utilise that feed.”

M AY 2 0 1 9

“ We’re halfway through our cloud journey, but machine learning is a pretty big opportunity for us” — Matt Leary, Chief, Information Officer

“We also work with WiseFish which provides a number of software solutions to support our supply chain production. The system has been really important for us in the modernisation of our digital backbone and how we get our product from farm to customer.” As new technologies enter the fray, Tassal is also looking to explore how tools such as machine learning, cloud and automation can bolster its production levels and drive increased efficiencies, all with the customer in mind.

277

“We’re part way through our cloud journey, but machine learning is a pretty big opportunity for us,” observes Leary.

“With all the video we’re capturing around fish behaviour, we’re now working with companies to see how machine learning can support the fish feeding process, looking at behavioural queues as an indicator of fish health and wellbeing.”

Not only that, the business’ recent acquisition of the Fortune Group has seen the company diversify into prawn farming. The Australian Bureau of Agricultural and Resource Economics and Sciences noted last year, “rock a si a .busi ne ssc h ief. com

TA S S A L G R O U P

$600mn Approximate revenue

1986

Year founded

1,400

Approximate number of employees 278

lobster, abalone, tuna and prawns are

years behind salmon farming, not just

projected to contribute most to

technologically but operationally,”

fisheries product export value across

states Leary. “We will now be able to

the medium term (2018–19 to 2022–

leverage our expertise in salmon farm-

23), where these commodities will

ing and transfer this to prawn farming,

account for around 80% of export

utilising technology to significantly

value,” leading to further opportunities

increase production rates and yields.”

for the business to diversify its

Leary is continuously motivated in

portfolio and grow its presence in

supporting organisations to utilise

existing markets. “Prawn farming is

technology to improve business

quite an immature industry, and in

outcomes, and at Tassal, has fully hit

Australia especially, is probably 10-15

the ground running in improving the

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279

way the business grows and produces

next 10 years. At the same time, we

fish, optimising performance and

remain conscious of the impact of

guaranteeing feed efficiencies.

digital transformation in the market

“We’re Australia’s largest aquacul-

side of things. They’ll be our areas of

ture business and we want to make

focus over the coming years, taking

sure it stays that way,” he says

on board new challenges wherever

enthusiastically. “We’ve got ambition

they may present themselves.”

to continue to grow the salmon farming side of the business, but with the prawn farming acquisition, we’ve certainly got very ambitious targets to draw, to really increase that over the a si a .busi ne ssc h ief. com

280

FRESH HOPE: Communication and synergy in procurement WRITTEN BY

HARRY MENEAR PRODUCED BY

STUART IRVING

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FRESH HOPE

Darrell Johnson, Procurement and Property Services Manager at Fresh Hope, discusses synergy between facilities management and procurement

F

or more than 170 years, a network of over 95 churches across New South Wales and the ACT, has coordinated and led

benevolence services, support for the elderly and community welfare initiatives. Headquartered in Rhodes, NSW, Fresh Hope is a non-profit organisa282

tion dedicated to transforming individual lives and whole communities through aid and ministry. The company functions as a group organiser for Fresh Hope Care, Fresh Hope Venues, and Fresh Hope Mission and Ministry. Darrell Johnson has been in the elderly care space for 10 years, and in the procurement industry for just under a decade. In April 2017, he joined Fresh Hope as a procurement coordinator, and has since seen his responsibilities grow, rising to Procurement and Property Services Manager in March 2019. Excitedly, Johnson explains that the combination of procurement management and facilities oversight in a single role has the potential to create significant benefits for the company. “Procurement and facilities management are really one and the same,” he says. “It’s a journey of synergy between the two; the strategic alignment M AY 2 0 1 9

283

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FRESH HOPE

284

of the two functions really helps an

support from all my directors and the

organisation move forward.” Johnson

team. We’re viewed as an integral part

discusses his role at the com-

of the organisation. We’re a vital piece

pany and Fresh Hope’s journey to

of the puzzle when it comes to strategy:

standardise and transform its procure-

ensuring compliance and governance

ment operations in order to continue

– in many ways, we’re an information

scaling sustainably in the future.

gateway to the company choosing the

Johnson has seen the business

right course of action. All contracts

community’s attitude to procurement

come through me to be double checked

change dramatically over the past

from a legal standpoint and so on.”

decade. “When I first started, procure-

As an organisation that coordinates

ment was always relegated to the back

operations across multiple agencies,

of the room and never really heard,” he

establishing an overarching procure-

recalls. “Now at Fresh Hope I’ve got full

ment infrastructure has been at the core

M AY 2 0 1 9

“ If I can help and make someone’s day easier, that will make my day easier too” — Darrell Johnson Procurement and Property Services Manager, Fresh Hope

of Johnson’s role. “We’ve centralised and streamlined our contracting and tendering process, as well as our documentation, policies and procedures,” he explains. “We’re transforming from an organisation that was very immature in this space, very siloed in its operations and supplier relationships, to a truly centralised company. We’ve transitioned from being all paper based, with a loose association of contract documents spread across the organisation, to being centralised onto a SharePoint site. Now, all of our policies

E XE CU T I VE PRO FI LE

Darrell Johnson Darrell Johnson is Procurement and Property Services Manager for Fresh Hope and has had many years’ experience working in Procurement and Property in an aged care sector. Darrell enjoys a reputation for being a tough but fair negotiator who has made significant cost-savings and process refinements to bring about positive change to organisations.

Darrell strives to continue to learn and evolve in his role using his knowledge and experience from procurement and property and many other environments to bring positive change and insightful ideas to the table. Darrell is also currently studying a Bachelor of Law.

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COMMERCIAL EQUIPMENT

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“ We’re looking at developing more in the age care space and trying to hone in on the best way that we can help the communities there” — Darrell Johnson Procurement and Property Services Manager, Fresh Hope

force change; you have to take people on that journey with you; you have to explain and educate them on the benefits.” Communication not only helps Johnson’s team effect change that will improve Fresh Hope’s procurement process, but also makes changes to the procurement arm of the business that will benefit its other elements.

“It’s about finding out from your stakeholders what would help them fulfil their roles better, because in turn that will make my role easier. If I can help and make someone’s day easier, that will make my day easier too,” Johnson says.

and procedures are readily available,

An emphasis on communication is

all our contracts are searchable with

more important than ever to Johnson

all their insurance documentation; we

and his team, since his expansion of

have access to anything we need from

responsibilities. Responsible for both

a compliance point of view.”

procurement and the management

As a procurement veteran who is

of Fresh Hope’s numerous facilities,

now managing the operations of Fresh

he maintains that if greater exchange

Hope’s facilities, Johnson stresses that

of information can be beneficially harn-

communication, and initiatives and

essed, the role extension will lead to

solutions to enable this communication,

increased synergy in the business.

are the key to success. “As an organi-

“It gives us more of a brief to look at what

sation, if we can’t communicate, we’re

we’re doing with our retirement living

dead in the water,” he says. “We’ve really

age care services. We’re now able to

got to understand who our stakehold-

deliver very strategically on certain

ers are. It’s also important that we don’t

issues,” Johnson says. “We’re looking a si a .busi ne ssc hief. com

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FRESH HOPE

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$100mn+ Approximate revenue per annum

1800s established

1,000+

Approximate number of employees

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FRESH HOPE

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M AY 2 0 1 9

291 at streamlining all our renovations so,

but to us as an organisation. It’s part

for example, we will have all our tiles,

of my remit to ensure stewardship

plumbing supplies and so on pre-

and sustainability for the organisa-

selected and included in our contract

tion,” he says.

to the supplier, so we can just say: ‘It’s

For Johnson, sustainability and new

this unit, it’s this colour scheme with

technology come hand in hand. “We’re

these appliances.’” This approach,

always looking at what the next big

Johnson believes, will also create

thing is. I’m looking at new technologies

budget synergies by streamlining and

that can monitor residents’ vitals wire-

consolidating the procure-to-pay

lessly while they’re lying in bed. We

process, as well as further empower-

also have a government grant to install

ing Fresh Hope to create positive

solar power in some of our age care

change in the community. “There are

facilities, and we’re looking at manag-

all sorts of things we can do that are

ing waste,” Johnson explains. “We

beneficial, not only to the community

realised we’ve regularly been throwing a si a .busi ne ssc hief. com

FRESH HOPE

“ We’re transforming from an organisation that was very immature in this space to a truly centralised company” — Darrell Johnson Procurement and Property Services Manager, Fresh Hope

292

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away 65 tonnes of food from just one site. By cutting that down we’ve realised we can save money and make our operation more environmentally sustainable.”

Fresh Hope is growing rapidly.

“We’re looking at developing more in the age care space and trying to hone in on the best way that we can help the communities there,” Johnson says.

“With regard to procurement and property, we’re looking to streamline and strengthen a lot more of our systems, policies and strategies for supporting the business.” He maintains that more digitalisation of the business is on the horizon, which will continue to empower Fresh Hope’s employees to focus on their true task: “Caring for our residents, looking after school camps, and working in the conference centre or for our outreach programs.”

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How IBS Software is helping airlines with their digital transformation WRITTEN BY

SOPHIE CHAPMAN PRODUCED BY

MANUEL NAVARRO

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I B S S O F T WA R E

Leading airlines and travel providers are partnering with IBS Software for transforming their business operations and Daniel Stecher,IBS’ Vice President of Airline Operations, tells us why...

I

BS Software is a leading provider of software products and services for mission critical and key business operations for the global travel,

transportation and logistics industry. The firm powers some of the world’s best airlines, busiest airports, leading cruise lines, major hotels, travel distributors, and top oil 296

and gas companies. Established in 1997 in India, the company has since established a global presence with 10 offices across the Asia-Pacific (including Japan), the Middle East, Europe, and North America, with its global headquarters in Singapore. “As our chairman, V K Mathews puts it, the key word that is core to our story is ‘focus’. Domain focus has been key to our success within travel, transportation and logistics. We are also technology-focused – as we choose only to work with modern technology and are determined to take the industry out of the clutches of legacy systems,” reveals Daniel Stecher, Vice President, Airline Operations at IBS. The company’s products and services are designed to leverage modern technologies to enable its customers to benefit from evolving technology trends such as mobility, big data, blockchain, analytics and cloud computing. “Our vision is centered around building next generation M AY 2 0 1 9

297

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I B S S O F T WA R E

“ Our vision is centered around building next generation platforms and products to help our customers on their business transformation journeys” — Daniel Stecher Vice President of Airline Operation, IBS Software

platforms and products to help our customers on their business transformation journeys. Our core values help us translate that vision into reality,” says Stecher. The core values of precision, passion, commitment, integrity and respect for the individual are guiding principles for the organisation.

For an industry that has been resistant to incorporating evolving technology, travel and tourism is ripe for disruption that will touch on every phase of the customer experience.

With significant digital disruptions in

298

the market place, consumer behaviour is changing and new business models are evolving. Digital trends that simplify decision making in travel like big data, artificial intelligence and machine learning can help personalise travel services. IBS claims the desire for unique experiences has been the most crucial customer demand this year.

“To address the shifting industry landscape, digital business strategies are

what travel service providers are looking at. Over time, the value of their enterprise is going to shift more towards

digital assets than physical. Travel M AY 2 0 1 9

CLICK TO WATCH : ‘IBS SOFTWARE - SHOWCASE’ 299 companies are becoming increasingly

digital OCC from legacy systems? How

aware of the need to build their digital

do we facilitate ‘Collaborative Disrup-

capabilities and to fulfil these require-

tion Management’ and help airlines

ments, they will want digital ready

avoid burning money? The key to

infrastructure. IBS is well positioned to

digital transformation lies in answering

help our customers on this journey and

such questions”.

serve them as digital enterprises,”

IBS’ core technology strategies are

Stecher reveals. “In operations control,

based on robust technology selection,

for example, when it comes to digital

scalable and flexible product architec-

Operation Control Centres we like to

ture, and reusable components, with

ask our customers how concepts like

solutions for the travel marketplace, air

big data, IoT, predictive analytics, and

cargo operations, upstream oil and gas

the cloud translate to real value in

logistics, airline passenger services,

airline operations? How do we effec-

loyalty management, and flight and

tively conduct the evolution of the

airport operations. The firm also offers a si a .busi ne ssc h ief. com

I B S S O F T WA R E

“With iFlight NEO, we enable carriers to better work on disruptions, as the system makes use of real time data for proactive disruption management” — Daniel Stecher Vice President of Airline Operation, IBS Software

300

services featuring industry-specific,

IBS has been pursuing strategies

specialized information technology.

to extract the multidimensional value of

“We have adopted a unique collabora-

cloud services: “The benefit is that you

tive approach to developing a product

can really harmonise data much easier

roadmap wherein we gather insights

if you have everything in the cloud. Of

into the future direction and next

course, security plays an important

generation technology needs of the

role, especially considering GDPR and

sectors. Our differentiated approach to

as a digital company we consider data

product development allows us to

protection and personal privacy,” adds

deepen our industry knowledge, align

Stecher. The company’s products are

our software products to our custom-

delivered as Software as a Service

er’s evolving business needs and

(SaaS) which is made possible through

identify early adopters for our new

global custom data centres being

software products,” Stecher notes.

equipped with the necessary informa-

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tion technology infrastructure to

using the same systems for 3 or 4

ensure high levels of security, redun-

decades. Sustaining operations

dancy and uptime. With minimal

through these high maintenance

investment in technology infrastruc-

legacy mainframe systems not only

ture, airline companies and travel

becomes difficult for airlines, but also

service providers are able to make use

poses an intolerably high level of risk

of volume-based expenditure control.

for the business. In effect, we are not

The company is currently working

only replacing this one system; we are

with a number of the leading airlines in

replacing four others,” Stecher notes.

Europe. According to Stecher, some of

Overcoming the heavy cost implica-

these airlines use decades old legacy

tions of migrating away from legacy

systems. “IBS is currently working with

systems begins with looking at a cloud-

these airlines on huge digitalisation

based approach. The company’s new

projects, because they have been

digital platforms are not only cloud

E XE CU T I VE PRO FI LE

Daniel Stecher As Vice President and Head of Global Sales for Airline Operations Daniel is responsible for global sales and business development of the brand new airline operations digital platform “iFlight NEO”. He created the OPS 2020 industry event which brings together global airlines and is dedicated to the global Airline Operations and Crew Management Community. He has more than 20 years of experience spanning over the logistics industry and has been traveling more than one and a half million miles, in order to meet with industry experts and customers from the air cargo industry and airline business IT solutions industry.

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Technology everywhere.

Innovation anywhere.

We believe everyone should have the freedom to reshape industries and achieve their dreams. Our solutions are trusted by over 98% of Fortune 500 companies across 180 countries.* So no matter where you’re ready to go, you can trust we’re ready to help you get there.

Know More at DellEMC.com/in/ITTransformation

*Based on Dell internal analysis, February 2019. *Important Dell Details. Dell's terms and conditions: All sales subject to Dell's terms and conditions, see Dell.co.in/tnc. Goods by delivery only. Mistakes: While all efforts are made to check pricing and other errors, inadvertent errors do occur from time to time and Dell reserves the right to decline orders arising from such errors. More Information: Go to Dell.co.in/details. Copyright © 2019 Dell Inc. or its subsidiaries.

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“ We look at DELL as a strategic supplier, because for us, the first priority for our enterprise requirements is the quality of after-sales support we receive” — Daniel Stecher Vice President of Airline Operation, IBS Software

its hardware needs. DELL supplies IBS’ employees’ Enterprise class desktops, such as the DELL OptiPlex series, and DELL Latitude laptops. “With liability being an important factor of airlines giving us data to store in the cloud, we rely on Dell to supply us with hardware that will perform well. There is a train of trust – as we trust Dell, this trust is pushed further into the market as we offer our solutions to customers,” says Stecher. More importantly, the firm also provides Chassis and Blade servers and virtualisation technology for IBS’ private cloud. Its EMC VNX,

native, but are also cloud agnostic. The

Unity, and SC series meet IBS’ storage

recently launched iFlight NEO system

requirement for their SaaS DCs and

is an integrated digital platform, which

internal private cloud. “We look at DELL

enable carriers to manage their

as a strategic supplier, because for us,

operations, including fleet, hub and

the first priority for our enterprise

crew. The operations control and core

requirements is the quality of after-

management system aims to utilise the

sales support we receive. Their techni-

firms’ resources and incorporate the

cal know-how and customer service of

latest technologies. “With iFlight NEO,

DELL support engineers are best in

we enable carriers to better work on

class and makes all the difference. The

disruptions, as the system makes use

DELL-EMC-VMW Technology alliance

of real time data for proactive disrup-

also comes to our advantage since DELL

tion management,” says Stecher.

is able to act as a single point of contact

As the company progresses, IBS turns to DELL as a strategic partner for

during any technical issues or failures.”

As IBS continues to expand its a si a .busi ne ssc h ief. com

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I B S S O F T WA R E

“ Very often we have to offer explanations to initiate change.That’s the biggest obstacle to building trust with people when they begin to think about necessity of change.”

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— Daniel Stecher Vice President of Airline Operation, IBS Software

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services and partners, Stecher reveals the biggest obstacles the company will have going forward. He cites the largest challenge as the objection to change within the airline industry, which he says is “very risk averse”. “It’s a very safety and regulation-oriented industry and will never compromise on safety. Technology has not always provided absolute safety, so very often we have to offer explanations to initiate change. That’s the biggest obstacle with building trust with people when they begin to think about necessity of change.” Despite these obstacles, Stecher and the IBS team will move forward introducing new technologies to aging systems in order to make a real difference to the airline industry and beyond.

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Why is the best digital strategy a human one?

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