BC Europe MiddleEast and Africa April 2020 by Business Chief Europe

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APRIL 2020

THE PROGRESSIVE AUTOMOTIVE MANUFACTURER Michael Perkins on the vehicle companyâ&#x20AC;&#x2122;s holistic approach to partnerships

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FOREWORD

elcome to our first edition of

very progressive automotive manu-

Business Chief Europe, Middle

facturer; we are agile, creative and

East and Africa!

extremely people-driven,” he says.

This is our biggest issue to date, and

Elsewhere, we also hear from the

you won’t be disappointed as we hear

Chief Diversity Officer of Palladium,

from a wealth of specialists from

Rosanna Duncan, who shares her

some of the biggest companies in the

insight into creating diversity and

world, including: Mastercard, Volvo

inclusion in the workplace. As always

Cars, Siemens AG, KAUST, UNRWA,

we round off this issue with our Top

Telstra, SAP AG, PGS Software, IMI

10, which looks at the most influential

Critical Engineering, Emirates

people across EMEA, as well as a

National Schools, Zimnat, Raiffeisen

City Focus on the smart city of Dubai.

Bank, Abu Dhabi Finance, and Henkel

Do you have a story to share? Please

Global, among many more.

don’t hesitate to get in touch and you

Our cover piece this month features

could be featured in our next issue.

Michael Perkins, Director of IDP

Enjoy the read!

Global Procurement at Volvo Car Group. He discusses the evolution of

Amber

the company’s holistic approach to

amber.donovan-stevens

strategic partnerships: “We are a

@bizclikmedia.com

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

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CONTENTS

12 Volvo Cars

28 Generation Z enters the world of entrepreneurs

36 CREATING

SUSTAINABLE DIVERSITY

City Focus

DUBAI

76 54

Most influential leaders in EMEA

94 Henkel Global

122 MasterCard

140 IMI Critical Engineering

182 K2 Critical Delivery

156 Siemens AG

200 KAUST

216

232

UNRWA

Telstra Purple

268 PGS Software

252 SAP AG

296 Zimnat

282 Emirates National Schools

310

322

Raiffeisen Bank

Stockholm Data Parks

APRIL 2020

VOLVO CARS: A NEW APPROACH TO STRATEGIC PARTNERSHIPS WRITTEN BY

GEORGIA WILSON PRODUCED BY

CHARLOTTE CLARKE e ur o p e . b u s in e s s c hie f. c o m

V O LV O C A R S

Michael Perkins, Director of IDP Global Procurement at Volvo Car Group, discusses the evolution of the company’s holistic approach to strategic partnerships

tarting his career in the procurement industry in the early 90s, Michael Perkins has roughly 30 years experience in the sector.

Currently, Perkins is a Director at Volvo Cars in charge of the EMEA region, as well as setting the structure globally for the company’s digital and IT services, 14

marketing and sales, and professional services in procurement. “In 2016, following a 26 year career in procurement I was looking for new opportunities. Whilst looking, I was contacted by a recruiter on behalf of Volvo Cars, who were looking to establish the company in South Carolina. I’d never worked in the automotive industry and saw this as an incredible opportunity - the thought of bringing a Swedish automaker owned by a Chinese holding company to the US intrigued me,” says Perkins. “Volvo Cars is an amazing company,” comments Perkins. “We are a very progressive automotive manufacturer; we are agile, creative and extremely people-driven. We also have the ability to adjust our paths faster than other premium automotive manufacturers due to our size, however we are still big enough that people are taking notice of what we are doing APRIL 2020

e ur o p e . b u s in e s s c hie f. c o m

V O LV O C A R S

“ We are a very progressive automotive manufacturer; we are agile, creative and extremely people-driven” Michael Perkins, Director of IDP Global Procurement, Volvo Car Group

and wanting to be a part of it. Ultimately at Volvo Cars we strive to provide people with the tools to move in a sustainable and responsible way.” Further discussing sustainability, Perkins emphasises that this is something which to this day is at the core of Volvo Cars’ operations dating back to its founders. In order to drive sustainability within its operations, Volvo Cars has set what Perkins believes to be one of the most ambitious climate plans in the automotive industry. “We aim to reduce our CO2 emissions by 25%

per car by 2025, with a long-term goal of becoming climate neutral by 2040 across the full value chain.” When it comes to sourcing and procurement trends within the automotive industry, Perkins has seen the expectation of greater margins emerging as a challenge. “With this in mind it is critical for us to create strong partnerships with our suppliers, when we work together it’s not just about cutting costs, it’s also about improving our cross collaboration between internal stakeholders and procurement,” comments Perkins. “It all starts with collaboration. For our sourcing and procurement strategy we need to establish trust between each other APRIL 2020

Volvo – Recharged

CLICK TO WATCH

1:00

17 and determine what is needed, in order

talking about is strategic, not favoured,

to ensure we source the right partners to

sometimes this can get blurred. I am

fulfil the requirements. We also have to

talking about someone that has our

be comfortable with the realisation that

interest in mind, but they will also chal-

we don’t know everything, and look to

lenge us and the status quo. We work

our suppliers to help improve cost opti-

jointly with our partners not only in the

misation and operational efficiency.”

successes but in the failures too,” com-

When searching for a strategic partner,

ments Perkins. When it comes to Volvo

Volvo Cars looks for companies that not

Cars’ approach to partnerships, Perkins

only have a proven track record within

describes it as holistic, “similar to what

the industry, but companies that also

I have previously discussed, when we

align with Volvo Cars’ beliefs and values.

look to source our suppliers we have a

“I think when we are looking for strategic

common target, something which we

partners - firstly they’re critical to our

are looking to achieve. Taking a holistic

success - but let me be clear what I am

approach creates a group of suppliers e ur o p e . b u s in e s s c hie f. c o m

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V O LV O C A R S

that we can rely on and innovate with in

on this new approach, Perkins has

the hopes to deliver ‘best-in-class’ plans,

seen Volvo Cars’ landscape supplier

processes and products.”

landscape change. “When we started

With this approach in mind, Volvo

this project we had hundreds and

Cars established a cross functional

hundreds of suppliers covering our

team. “I would say this was the first

11 areas that we were dependent on,

time in the organisation where we

creating dependency issues, lack of

approached mega sourcing in the

efficiencies, governance and supplier

proper way by establishing a cross

management tools. With this change

functional team of decision-makers,

of approach we were able to reduce

project leaders and subject matter

the majority of our supplier base to four

experts. This allows us to be flex-

main suppliers, which are helping us

ible and adjustable to meet desired

to remove dependency, improve effi-

results,” comments Perkins. Reflecting

ciency, and implement governance and

APRIL 2020

performance management tools.

holistic approach and collaborating with

This was a huge transformation for us.”

our partners will drive ‘best-in-class’

Volvo Cars’ four strategic partners

outcomes if we utilise each of them to

include Capgemini, HCL, Cognizant and

their strengths. Capgemini was selected

Infosys. “As a whole, any one of them

for our manufacturing, logistics, finance,

could have taken on the entire transfor-

hosting, HR, facility, legal and security,

mation project. However, like I previously

while HCL is our partner for product cre-

mentioned, we believe that taking a

ation, research development, IP assets,

E XE CU T I VE PRO FI LE

Michael Perkins Michael has a wealth of experience in expense management within a multitude of industries, including insurance, real estate, technology, legal, human capital, and private equity, to name a few. For over 15 years, Michael was a partner with Profit Recovery Partners, a professional services firm that develops, implements, and manages cost-reduction solutions. Michael joined Volvo Car Corporation in April 2016 to help establish and launch its first manufacturing plant being built in the US. This included the overall responsibility of Machinery & Tooling, Logistics, Facilities Management, IT, Marketing & Sales, Professional Services, etc. After two years in the US, and completing the launch, Michael moved to Sweden to join the indirect procurement management team. In his current role, Michael is responsible for the EMEA region as well as driving global direction in the areas of Marketing & Sales, CED (IT), and Professional Services. e ur o p e . b u s in e s s c hie f. c o m

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end user and collaboration environments, Cognizant is our partner for data management, analytics, monetisation and automation, and finally Infosys to support the delivery and transformation in our commercial operations.” In addition to transforming its strategic partnership strategy, Volvo Cars has been digitally transforming its business functions and operations to become more agile. “Currently within the automotive industry, I would say there is a huge

“With this change of approach we were able to reduce the majority of our supplier base to four main suppliers, this was a huge transformation for us” Michael Perkins, Director of IDP Global Procurement, Volvo Car Group

focus on electrification, autonomous 23

driving, customer relationships and

e ur o p e . b u s in e s s c hie f. c o m

V O LV O C A R S

CAPGEMINI

Capgemini is a global leader in consulting, technology services and digital transformation, at the forefront of innovation to address the entire breadth of our clients opportunities in the evolving world of cloud, digital and platforms. Building on its strong 50-year heritage and deep industry-specific expertise, Capgemini enables organisations to realise their business ambitions through an array of services from strategy to operations. We have been working for more than 40 years with Volvo Cars, in different programs, supporting both the IT organisation as well as the Business side of Volvo Cars. Since last year we have been chosen as the main Digital transformation partner for Enterprise Digital. Our Motto for the partnership is “Guide – Enable – Deliver”. We guide Volvo Cars by leveraging our industry knowledge and expertise to provide insights to Volvo Cars on some of their strategic topics, we help enable Volvo Cars’ strategies

APRIL 2020

to make sure implementations can accelerate, and we strive to deliver current services as well help in transforming its IT landscape into a future proof and agile IT environment. As part of the new agreement, Capgemini will deliver a wide range of transformation services including product orientation, DevOps and cloud. In addition, Capgemini will be a main provider of end-to-end SAP consulting and technology services (including new SAP S/4HANA® implementation projects, application management and support, and infrastructure/ platform services). In the last few years the intensity of the relationship has started to change. Rather than just delivering IT services, our relationship with Volvo Cars has started to focus more on the business impact both parties could deliver through the IT services provided to the business. — Frank Wammes, Global Account Executive, Capgemini

HCL

HCL Technologies (HCL), is a leading next generation global technology company that helps enterprises reimagine their businesses for the digital age. Our technology products, services and engineering are built on four decades of innovation, with a world-renowned management philosophy, a strong culture of invention, risk-taking, and a relentless focus on customer relationships. HCL’s engagement with Volvo Cars is the expansion of a partnership that began in 2016 and will see HCL continue to support the global premium car company through its ongoing digital transformation initiatives. This large-scale transformation exercise includes organization-wide technology shifts that will help Volvo Cars capitalize on new opportunities to improve internal business processes and customer experiences. The relationship between the two organizations is driven by the key tenets of trust-transparency-flexibility, value centricity and is based on HCL’s philosophy of relationship beyond the

contract™. The partnership is now expanding to the next level and is moving into digital transformation, including product orientation, DevOps and application integration. As an industry-leading global engineering services provider, HCL Technologies will also help Volvo Cars strengthen their competitive advantage, through an integrated transformational strategy that facilitates continuous quality & cost improvement across the product creation value stream, while accelerating revenue growth t hrough innovation. Leveraging HCL’s combined strengths in PLM and electronics and engineering IT, we are bringing together a blend of traditional and next generation global engineering services and global engineering solutions, enabling Volvo Cars to achieve productivity targets in coming days and race ahead of the competition. — Anirban Dutta,, Client Partner, HCL Technologies, Sweden

e ur o p e . b u s in e s s c hie f. c o m

V O LV O C A R S

vehicle communication. With these fast growing trends it is crucial for us to develop strategic partners with the expertise to develop and utilise innovative technologies such as artificial intelligence, machine learning, big data and analytics in order to stay ahead of these evolving trends.” Reflecting on the company, Perkins has seen Volvo Cars since 2018 evolve from manufacturing cars in Europe and China, into an auto manufacturer with systems and governance in global 26

positions. Perkins believes that Volvo Cars’ biggest strengths are its line-up of vehicles which have been completely

“ Taking a holistic approach creates a group of suppliers that we can rely on and innovate with in the hopes to deliver ‘best-in-class’ plans, processes and products” Michael Perkins, Director of IDP Global Procurement, Volvo Car Group

APRIL 2020

redesigned to remain competitive and lead the premium car market, as well as its commitments to sustainability with its electrification lineup and its leadership team that isnâ&#x20AC;&#x2122;t afraid to cause a disruption in the industry. â&#x20AC;&#x153;I would also say our biggest success is our strong presence within the industry maintaining our ability to sell over 700,00 cars in 2019 in a declining market, which I think is pretty incredible,â&#x20AC;? concludes Perkins.

e ur o p e . b u s in e s s c hie f. c o m

LEADERSHIP

Generation Z enters the world of entrepreneurs 28

BUSINESS CHIEF SPEAKS TO ANDREEA DANILA, VENTURE CAPITALIST AND FOUNDER OF MILLENNIAL CAPITAL, TO DISCUSS HOW THE VC INDUSTRY IS CHANGING AS A RESULT OF GENERATION Z

WRITTEN BY

APRIL 2020

GEORGIA WILSON

e uro pe .busi ne ssc hief. com

LEADERSHIP

hen it comes to the private equity industry, Andreea Danila, Venture Capitalist and Founder of Millennial

Capital comments that “the industry has reached inflection point, with net asset value growing more

than sevenfold since 2002. As a result we have observed some large market participants allocating funds to emerging markets. It has been an exciting year globally to observe niche strategies emerging such as impact investments where venture capitalists are taking a view on capitalising on 30

gender imbalance.” However, reflecting on local growth, in terms of innovation in private equity and venture capital, Danila believes “there are very few examples of niche strategies successfully launched in the last few years in the Middle East. We are proud at Millennial Capital to have launched a dedicated consumer focused venture creation and management firm in the region.” As part of its investment plans, Millennial Capital is committed to leveraging the entrepreneurial mindset of Generation Z. “Entrepreneurship is in the DNA of Generation Z,” says Danila. “61% of Generation Z wants to be an entrepreneur rather than an employee when they graduate college, and they are not afraid of failure. 71% expect to experience significant failure before they succeed, and 41% see failure as an APRIL 2020

“ It has been an exciting year globally to observe niche strategies emerging, such as impact investments, where venture capitalists are taking a view on capitalising on gender imbalance” — Andreea Danila, Venture Capitalist and Founder, Millennial Capital

opportunity to start again. Combining this with statistics that 17% more are university educated compared to Millennials and 25% more than Gen X, Generation Z will have a strong foundation to deliver products and services to the marketplace,” adds Danila. With evolution and growth comes challenges, and new generations pose their own unique ones. “Venture capitalists and investors need to recognise the generational shift e uro pe .busi ne ssc hief. com

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occurring and ensure that they have

to become customer-centric, diverse

the appropriate approach to capital-

and inclusive will remain competitive,”

ise on the disruptive trends. These

says Danila. “With 70% of consumers

opportunities will require fresh

only buying products recommended

perspectives from all investors.

by influencers, and the generation

Particular focus needs to be placed

representing a population of roughly

on mass customisation, better

1.4million in the UAE — around 15% of

predictive analytics, increased

the target audience for any business

scalability, and innovative ways to

— it is imperative for businesses to un-

engage the up and coming Genera-

derstand this consumer demograph-

tion Z consumer. A Generation Z

ic. Ultimately, when it comes to brand

shopper is as socially conscious as

loyalty, Generation Z customers are

they are brand conscious. Existing

looking for a marketing message that

companies that leverage technology

speaks to their reality,” says Danila. e uro pe .busi ne ssc hief. com

LEADERSHIP

Danila believes that Generation Z will affect a broad range of industries and it is important for them to understand this generation’s buying patterns in order to stay relevant. “Members of Generation Z are the first true digital natives. They grew up with the wide availability of the

“ Entrepreneurship is in the DNA of Generation Z” — Andreea Danila, Venture Capitalist and Founder, Millennial Capital

internet and they were raised on multiple screens. Engaging with Generation Z customers requires a digital and mobile first strategy.” Industries Danila sees retail, food 34

and beverage, technology and physical stores being impacted the most significantly affected by Generation Z. “For Generation Z shoppers, the methods of shopping continue to become more virtual and dynamic. The world is constant, and

power of human capital as a key asset

purchases must be permissible

for any company and, in that regard,

around the clock anytime, anywhere.

one of our core values is to hire and

To cope, businesses need to ensure

develop young talent in the region

physical stores must offer superior

with a specific focus on female

experiences and expand their

employees. We have institutionalised

omnichannel presence.”

the One for One policy when hiring

When reflecting on her own

managers, directors or senior

company and the impact Generation Z

professionals. We also mobilise our

is having, Danila explains that the

female investment managers in key

Millennial Capital “truly believes in the

situations so they can get exposure

APRIL 2020

WHO IS MILLENNIAL CAPITAL? “Millennial Capital is a truly differentiated venture capital firm,” says Danila. “I would say we are one of the first in the region to launch a venture creation and management strategy with a key focus on corporate entrepreneurship and a dedicated sector focus by investing private capital in consumer focused opportunities. We are also the first one to believe and test the transformative investment partnership strategy, which has never been explored in the region as an investment strategy in a roll-out growth vertical.” Danila is also very proud that her firm is “one of the first female founded venture capital firms in the region to actively to the right opportunities, lead

challenge the status quo by support-

landmark transactions with multina-

ing the development of more female

tionals and implement value creation

professionals in key leadership roles.”

opportunities in our portfolio companies, while maintaining a performance management culture. Today, around 65% of our investment team is comprised of women, which is a staggering extreme data point for the industry and we are proud of our progress to date.” e uro pe .busi ne ssc hief. com

TECHNOLOGY

BIG DATA AND

ANALYTICS: MINING

INFORMATION FOR VALUE Big Data and analytics have become omnipresent buzzwords recently, but what do they mean for how businesses should operate? Business Chief explores the subject with Abel Smit at Tech Data WRITTEN BY

APRIL 2020

WILL GIRLING

e uro pe .busi ne ssc hief. com

TECHNOLOGY

t’s often said that, in our modern economy, data is becoming the new oil. Whether this metaphor is

totally accurate is almost beside the point; in an

increasingly digital world, everything is data, a fact

that becomes ever more pertinent when the tools available for collecting and analysing information evolve. The scale of data’s explosion was estimated by Domo to reach 1.7MB of new information every second for every person on Earth by 2020, with an approximate total of 40 zettabytes (40 trillion gigabytes) globally. Contributing to this enormous volume is ‘Big Data’ - large quantities of information pertaining 38

to corporate assets, which require highly innovative forms of processing to decipher and render useful for decision-making within business. Abel Smit, Director of IoT Solutions at Tech Data, believes that how a company chooses to analyse its data can have a significant impact on enabling efficiencies. After all, when it comes to Internet of Things (IoT) devices, the value a customer derives will not necessarily be from the device itself, but rather the wealth of insights and options for action that the analysis of data can make possible. “Businesses, small and large, need to aggregate, unlock and organise their data so it is accessible and can be maintained whilst being secure and ethical. When that is in place, analytics can be used to visualise, gain insights and drive even more value with artificial intelligence (AI) and machine learning,” he says. APRIL 2020

â&#x20AC;&#x153;In an increasingly digital world, everything is dataâ&#x20AC;?

e uro pe .busi ne ssc hief. com

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“ By investing in these next-gen forms of analytics, vast amounts of data, which would otherwise be wasted, can be transformed into a highly valuable asset” is formed and used to make a predic-

AI-POWERED ANALYTICS

tion, the result is collected and

The premise of AI-powered analysis

analysed, repeat ad nauseam.

is rooted in the goal of designing

By investing in these next-gen

technology that can perform tasks

forms of analytics, vast amounts

normally reserved for people.

of data, which would otherwise be

According to SAS, machine learning

wasted, can be transformed into a

forms an independent subset of AI

highly valuable asset. “By analysing

and focuses on training a machine

the usage, the channel can begin to

to identify patterns in data and then

take a number of actions. For exam-

‘draw conclusions’ from it in a similar

ple, the data can give resellers and

way to the human brain. First,

systems integrators an understand-

machines are given ‘inputs’ and their

ing of what challenges their custom-

associated ‘outputs’ in order to gen-

ers are encountering and what

erate a prediction algorithm. Next,

additional services they might need

they are presented with a new input and use the set algorithm to predict an output - the ultimate goal being to refine the algorithm until the error margin between the machines’ prediction (called the ‘cost function’) and the actual output is as close to zero as possible. Therefore, machinelearning-based analytics represents

DI D YO U K N OW?

1.7MB of new information is created every second for every person on Earth in 2020, with an approximate total of 40 zettabytes (40 trillion gigabytes) globally

a cycle: data is collected, an algorithm e uro pe .busi ne ssc hief. com

TECHNOLOGY

“ The opportunities afforded by Big Data are practical and abundant for companies dedicated to developing innovative ways of analysing the available information”

42 in order to solve them,” says Smit. The

“For those companies that can bridge

seemingly infinite streams of data gen-

the gap between IT and business objec-

erated on a daily basis take on

tives, there are major opportunities for

a whole new dimension, as each piece

success,” Smit adds. But what does

can be used to better inform executives

this mean for Big Data and analytics?

on how to steer corporate strategy. “Information and dialogue can result in

EXTRACTING THE VALUE OF DATA

continual improvements, adding value

For many companies, this will mean

for the end customer and helping to cre-

finding ways to improve the end-user

ate lasting relationships built on meeting

experience, with data analysis providing

real-world business objectives. It also

the engine to solve larger volumes of

helps with securing and onboarding

problems than ever before. In an article

new clients, as the process of continual

by McKinsey & Co, Victor Nilson, SVP

development highlights and helps you

at AT&T, explained that the company

open up new markets.”

uses data analytics to optimise customer

APRIL 2020

leverage analytics to help the machines optimise themselves. It’s an example of using analytics to help a customer generate more yield and more productivity out of their existing capital investment.” The opportunities afforded by Big Data are practical and abundant for companies dedicated to developing innovative ways of analysing the available information. Smit remarks that, although the modern era is one of “digital supremacy” and technology is undoubtedly indispensable to nearly every industry, there is some hesitance - even fatigue - among executives for digital transformation care. “We’ve used Big Data techniques

schemes that under-deliver. However,

to analyse all the different permutations

the eminently practical and widespread

to augment that experience to more

advantages of streamlining via data ana-

quickly resolve or enhance a particular

lytics is an opportunity that should be

situation. We take the complexity out

fully embraced. “If there is one thing

and turn it into something simple and

that businesses are interested in, it is

actionable.” Other companies might

how they can be more efficient, open

leverage data analytics to improve the

up new growth, or be more compliant,”

operation of a product itself, although

he says. “For those in the channel that

some, like Vince Campisi, Chief Digital

want to continue to succeed, the focus

Officer at United Technologies, consider

has to switch from technology to busi-

both forms of optimisation to be intrinsi-

ness outcomes.”

cally linked. Campisi told McKinsey, “We’re starting to enable digital industries, like a digital wind farm, where you can e uro pe .busi ne ssc hief. com

S U P P LY C H A I N

APRIL 2020

TRANSFORMING FULFILLMENT OPERATIONS WITH

AUTOMATION Business Chief speaks to supply chain experts to discuss the use of automation for fulfilment operations WRITTEN BY

GEORGIA WIL SON

e uro pe .busi ne ssc hief. com

S U P P LY C H A I N

“A

global supply chain typically involves many partners that reside in different time zones, speak different

languages and possess unique systems, documents and data standards. This complexity puts tremendous pressure on workers to

standardise across the transaction by bringing together the data, synthesising and processing it according to mutually agreed upon terms and conditions,” comments Chris Huff, Chief Strategy Officer, Kofax as he reflects on the current landscape within supply chains. “As one can imagine, this is a time-consuming 46

manual process filled with the potential for error, re-work and compliance gaps. Intelligent automation transforms high-cost and peopleintensive fulfilment operations into a highly efficient and automated state, by bringing together automation and artificially intelligent technologies. Intelligent automation is able to ingest high volumes of data from disparate systems and people, transforming unstructured data into standard and structured formats to automate the workflow.” Over the years, Huff has seen fulfilment operations evolve significantly, in particular “more software on fewer machines with even less people involved. Fulfilment centres today are technological marvels that primarily operate with a high degree of autonomy. APRIL 2020

e uro pe .busi ne ssc hief. com

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“ Intelligent automation transforms high-cost and people-intensive fulfilment operation into a highly efficient and automated state, by bringing together automation and artificially intelligent technologies” — Chris Huff, Chief Strategy Officer, Kofax

A mainframe in the 1950s can essentially be held in the palm of your hand in 2020. The power of mobile, internet, automation and artificial intelligence (AI) has transformed the supply chain industry.” Within the industry Huff has seen applications of “converging intelligent automation and AI to create platforms that can predict future inventory levels by assessing a myriad of environmental factors and initiating actions to preposition supplies in the right place at the right time. In addition, intelligent automation and

e uro pe .busi ne ssc hief. com

S U P P LY C H A I N

internet of things (IoT) are converg-

unbudgeted revenue, lifting opportuni-

ing to speed up fulfilment processing

ties that would have otherwise required

times by collecting disparate data, mak-

headcount. The second is, organisa-

ing assessments and taking actions,

tions can aggressively advance their

and intelligent automation and mobile

efficiency, arbitrage and cost take-out

devices are converging to enabling real-

opportunities to improve margins and

time tracking to improve efficiency while

profitability.” In addition to this Huff also

increasing customer experience.”

sees the potential to “increase compli-

Huff explains that one of the most

ance to 99.9%, improve processing

important benefits of automation is add-

times, reduce transaction costs and

ing a tremendous amount of capacity

most importantly empower humans

without adding headcount. “Organi-

by providing a ‘digital assistant’ to per-

sations are able to deploy capacity

form the low-value transactional work.”

in two primary ways: one is to initiate

Agreeing with Huff, Mohammed Rehman,

“ The power of mobile, internet, automation and AI has transformed the supply chain industry” — Chris Huff, Chief Strategy Officer, Kofax APRIL 2020

Cognex Logistics Solutions

CLICK TO WATCH

2:47

51 Programme Team Leader of Comput-

from many different sources, trans-

ing at Arden University comments that

formation of unstructured data, task

“Efficiency is the key benefit. Automat-

automation and automated workflow.

ing routine and menial tasks improves

Best-in-breed intelligent automation

a company’s efficient use of time and

platforms bring all of this together

money. It can also help to eliminate

to automate complex fulfilment opera-

human error.”

tions.” In addition to the challenge of

However, with innovation comes

combining technology for optimum

challenges, Huff highlights that “the

transformational value, both Huff and

challenge with this technology is find-

Rehman highlight cybersecurity as

ing the right combinations to solve the

another core threat. “Globalisation

higher-value supply chain issues that

has blurred geographic boundaries

will result in true transformational value.

while at the same time increasing risk.”

Complex supply chain business prob-

comments Huff. “Government and pri-

lems typically require ingestion of data

vate sector consortiums will become e uro pe .busi ne ssc hief. com

S U P P LY C H A I N

increasingly important as we seek new standards and governance to make these consortiums work by building trust among strangers.” Agreeing with Huff, Rehman adds that “Robots can be hacked just like a computer. As with any strategy around cybersecurity, it’s about embedding processes around authenticity of data, procedures around verification and handling of data, and ensuring that people are educated about the risks and follow institutional policies and procedures. Periodic review 52

and testing is vital to ensure that systems are behaving as they should.” Looking to the future of automated fulfilment operations, Huff sees the adoption of the dynamic combination of AI, machine learning and natural language processing, taking further hold within the industry in order to automate the analysis of data. “The lifeblood of a fulfilment centre is data. While automation can help move data through a process with minimal human intervention - in most instances - automation can’t read, interpret and draw insights from data. This requires AI through the likes of machine learning and natural language processing. As a result, APRIL 2020

“ As with any strategy around cybersecurity, it’s about embedding processes around authenticity of data, procedures around verification and handling of data, and ensuring that people are educated” — Mohammed Rehman, Programme Team Leader of Computing, Arden University

companies need to do more than just

a company’s recruitment and talent

automate workflow, they need to use

retention.” Huff also reflects on the

AI to read data, interpret it and deliver

development of predictive modelling

insights to the business. At Kofax our

in the future. “Predictive modelling is

intelligent automation platform allows

already being used in pockets, but the

our customers to ingest structured and

technology and algorithms are propri-

unstructured data, and use our embed-

etary in most instances. This makes

ded AI to read data to deliver insights

it difficult for small and medium-sized

to a business. In most cases, we have

enterprises (SMEs) to take advantage

seen the application of intelligent auto-

of the technology. More open source

mation shift workers from low-value

predictive models that allow SMEs to

‘data collectors’ to higher value ‘data

utilise them would go far in levelling the

users’. In addition, workers are finding

playing field so we can adopt, scale

greater purpose in their work, improving

and innovate faster,” concludes Huff. e uro pe .busi ne ssc hief. com

CSR

APRIL 2020

CREATING

SUSTAINABLE DIVERSITY

Rosanna Duncan, CDO, Palladium, provides insight into how companies can maximise diversity and inclusion opportunities in order to implement lasting change

WRITTEN BY

AMBER DONOVAN-STEVENS

e uro pe .busi ne ssc hief. com

CSR

reating a truly diverse workforce is no easy task. It requires

transparency, clear communication and a willingness from all parts of the company, even if it requires at times difficult conversations. Over the years diversity and inclusion has sometimes held negative connotations, associated with meeting corporate quotas, or at worst, being a token gesture. Here to

reinvigorate the concept of diversity and inclusion is Rosanna Duncan, Chief Diversity Officer of Palladium, whose passion for the matter extends far beyond corporate initiatives.

COULD YOU TELL ME A LITTLE BIT ABOUT YOURSELF AND YOUR CAREER? I’m originally from Cardiff in Wales. I’ve spent more than twenty years working across both the public and private sectors primarily in the UK. I’ve written and researched extensively on diversity and inclusion topics over the years. My doctoral thesis examined how best to embed D&I issues across the UK construction industry. APRIL 2020

e uro pe .busi ne ssc hief. com

“ I’ve spent my life trying to make the case for a fairer and more equal workplace environment” — Rosanna Duncan, Chief Diversity Officer, Palladium

59 I’m now the Chief Diversity Officer for

the case for a fairer and more equal

the Global Impact firm Palladium. We’re a

workplace environment. It’s something

business which has over 3000

I’ve always cared passionately about. It’s

employees in 90 countries around the

more than a job.

world working hard to help solve some of our planet’s most pressing challenges. We work closely with governments, businesses, and investors. We

WHAT ARE SOME OF YOUR PERSONAL ACHIEVEMENTS OVER THE YEARS? I’m proud of what we’ve managed

implement innovative education,

to achieve here at Palladium in the

health and economic development

space of just over three years. In 2017,

programmes and provide specialist

Palladium identified an Equal Pay Gap

consulting and in-depth financial insights

of 21% in some parts of the business.

which put us at the forefront of the

But as of the end of 2019 globally

growing interest in impact investing.

we succeeded in bringing that figure

I’ve spent my life trying to make

down to less than 2%. e uro pe .busi ne ssc hief. com

CSR

Palladium: Make It Possible CLICK TO WATCH

2:20

HOW HAVE YOU SEEN BUSINESSES’ EFFORTS TO BE MORE DIVERSE EVOLVE OVER THE LAST DECADE?

gender or any single characteristic);

It wasn’t long ago that to, many,

for the removal of unconscious bias

‘diversity’ meant quotas. In fact, we

from hiring practices; and the fact

still see an overemphasis on gender

that creating a diverse and inclusive

parity and other simplistic metrics

workplace is everyone’s job.

acknowledgement of the need for an intersectional approach (beyond

that, while well-intentioned, don’t

the last decade, to a point where

HOW DO YOU ENSURE THAT THE WHOLE OF A STAFFING BODY IS ONBOARD WITH INITIATIVES TO BECOME MORE DIVERSE AND INCLUSIVE?

more companies are striving to

It requires commitment from

embed D&I into all aspects of their

everyone within the business and a

business. We’re seeing greater

sense of purpose from the top of the

actually achieve the diversity of thought and inclusive workplaces we need. This has begun to shift over

APRIL 2020

organisation. Staff need to be more

and maintaining an ongoing

than bought-in — they have to

conversation with staff at all levels.

recognise that everyone is

Companies have to keep D&I top of

responsible for making our shared

mind in all they do, constantly

workplace more diverse and

sharing ideas, debating issues, and

inclusive.

continuously improving together.

At Palladium, we’ve done this by

This means that when we have

giving D&I a place at the top table

success to celebrate, such as the

through the creation of a Chief

reduction of our Equal Pay Gap from

Diversity Officer role, holding senior

21% in some parts of the business to

leaders accountable and transparent

less than 2% globally, everyone can

about the progress we’re making,

share in that success!

Rosanna Duncan

E XE CU T I VE PRO FI LE

Dr Rosanna Duncan is Chief Diversity Officer at Palladium, a global impact firm with operations in over 90 countries. Her role involves maximising the opportunities from embracing diversity and inclusion (D&I) for employees, clients, supply chains, and the company’s bottom line. She is also the Chair of Palladium’s cutting-edge Sustainable Business Steering Group, combining D&I, the environment, and safeguarding within a single framework. Rosanna draws upon a 20+ year record of multi-sector achievement that includes embedding D&I contractor requirements into Europe’s largest infrastructure project, High Speed Rail (HS2). Underpinning her experience are a PhD and chartered membership of the CIPD, as well as a signiﬁcant body of research and internationally published work on a range of D&I-related topics. Rosanna is also a member of UK Research & Innovation’s Equality, Diversity and Inclusion external advisory group.

e uro pe .busi ne ssc hief. com

CSR

“ We still see an overemphasis on gender parity and other simplistic metrics that, while wellintentioned, don’t actually achieve the diversity of thought and inclusive workplaces we need” — Rosanna Duncan, Chief Diversity Officer, Palladium

crucial for buy-in and to send a clear message about how much this matters to the organisation. Once leaders are willing to do that, they almost always agree that it was worth the effort.

HOW CAN RECRUITERS ENSURE THAT THEY ARE SUPPORTING A DIVERSE CULTURE WITHOUT THE RISK OF TOKENISING INDIVIDUALS? Decisions should always be made based on the best person for the job.

HAVE YOU HAD ANY RECURRING CHALLENGES WHEN MOVING TO IMPLEMENT THESE INITIATIVES?

we see as the ideal candidate and

Accountability is always a challenge.

to check that we are not recruiting an

It’s easy for any organisation to

image of ourselves or using criteria

assume that once a Chief Diversity

that will always bring us the same hires

Officer is in place, that person will be

from the same pool of candidates.

However, we need to question what challenge ourselves on this. We need

responsible for ‘solving’ D&I. But my

I believe strongly in the importance

role is to equip, enable, and lead the

of addressing intersectionality. When

organisation on its D&I journey.

we consider diversity and inclusion

Acknowledging that takes time and

issues we need to look beyond gender

reinforcement, but pays dividends.

and examine other characteristics that

The other challenge that has to be

intersect, including race, socio-

overcome is transparency. It’s not

economic background, age and

always comfortable to get up in front

disability status. Neither men nor

of our people and report on progress,

women are a homogenous group, and

particularly when more work is needed

if we fail to see this, we won’t be able

to achieve our goals. But doing so is

to move towards real equality for all.

APRIL 2020

WHAT IS YOUR ADVICE TO OTHER C-LEVEL EXECUTIVES LOOKING TO BECOME MORE DIVERSE AND INCLUSIVE WITHIN THEIR COMPANIES?

bolt-on to HR, or of too little strategic value to merit proper commitment. When something becomes everybody’s business, change

Give D&I a seat at the top table. Your

happens quicker. It’s important to

D&I lead needs to have the backing of

keep the conversation flowing,

the board and the CEO’s mandate to

internally and externally.

make changes. Set realistic targets

Everyone is responsible for creating a

WHAT CHANGES ARE YOU EXPECTING AND HOPING TO SEE IN THE FUTURE WITH REGARDS TO DIVERSITY?

diverse and inclusive workplace. One

We’re going to see more analysis

of the biggest risks is the perception

of how different types of inequality

that D&I is compartmentalised, a

intersect, and will be able to shift our

and KPIs and make senior leaders accountable for delivering on these.

e uro pe .busi ne ssc hief. com

CSR

64 recruitment practices, selection criteria,

What gets measured gets done,

cultures, and unconscious biases

and we’re also going to see more

toward the necessary action for

companies equipping their D&I leaders

meaningful change.

with ever more sophisticated data and

We must look beyond the gender lens.

setting more ambitious KPIs —

There is much discussion at the moment

something that’s had a huge impact

around increasing the diversity of boards,

at Palladium.

but most of this dialogue is about

at which women are accessing these

HOW DO YOU FEEL THAT PALLADIUM IS LEADING THE WAY WITH REGARDS TO CREATING REAL AND SUSTAINABLE DIVERSITY?

opportunities. In many cases, they will

Palladium keeps diversity at the

have more in common with their male

forefront of people’s minds by

counterparts.

constantly sharing ideas, debating

increasing women’s representation. We need to understand that women are not a homogenous group and look critically

APRIL 2020

“ We need to check that we are not recruiting an image of ourselves or using criteria that will always bring us the same hires from the same pool of candidates” — Rosanna Duncan, Chief Diversity Officer, Palladium

speakers at the Chartered Institute for Personnel and Development Diversity and Inclusion conference

issues, and encouraging everyone

taking place in London.

who works here, at all levels, to develop their own thought leadership

DO YOU HAVE ANYTHING ELSE TO ADD?

in this space. The ‘proof is in the

I believe that there is a direct

pudding’, as they say: our KPIs speak

correlation between the seniority

for themselves and it’s thanks to the

of my role within Palladium and my

willingness of the entire company to

position on the Executive Board,

put in the work.

and the rate of progress we have managed to achieve on diversity

WHAT’S ON THE HORIZON FOR YOURSELF AND PALLADIUM?

and inclusion issues.

I’m seeking to spread best practice and

only be achieved when everyone

some of the lessons Palladium has learnt

works together. The difficulty lies

for the benefit of a wider international

in helping the organisation to think

business audience. I’ll be running

about diversity beyond gender, and

workshops this spring to share how

to see that everyone is responsible

Real change takes time and can

we addressed some of the problems

— from executives to the front line

Palladium encountered because I believe

— for creating a diverse and inclusive

the lessons learnt are just as relevant

environment.

whether your organisation is in the public or private sector, or whether it is large or small in size. In April I will be one of the principal e uro pe .busi ne ssc hief. com

CITY FOCUS | DUBAI

DUB City Focus

From the towering Burj Khalifa to the duck ponds of The Sustainable City, Dubai is a diverse and fascinating city. Business Chief takes a look at how itâ&#x20AC;&#x2122;s preparing for the coming decade WRITTEN BY

APRIL 2020

HARRY MENEAR

BAI e uro pe .busi ne ssc hief. com

CITY FOCUS | DUBAI

ome to over 3.3 million people, Dubai is a shining jewel in the

crown of the Persian Gulf. With its decadent man-made coastline shaped like palm trees, five-star hotels, and the 828 metre tall Burj Khalifa towering over it,

the city stands in striking contrast to the surrounding desert. Dubai’s history was, for many years, linked to the United Arab Emirates’ fortunes as a titan of the oil and gas industry. Today, however, less than 5% 68

of the country’s revenues come from oil, and the emirati government continues to take steps to ensure the country is an economic entity of the future, and that Dubai is at the forefront of its efforts. This month, Business Chief explores Dubai as the city sets its agenda for the coming decade in terms of foreign trade, urban development, sustainability, industry, tourism and finance.

DISTRICT 2020 Launched in January by Sheikh Mohammed bin Rashid Al Maktoum, District 2020 (otherwise known as the Dubai Future District) is a new urban development linking the Dubai World Trade Centre, Emirates Towers APRIL 2020

“Combining the three powerhouse districts will elevate the city’s overall financial appeal” — Marcus Sutton, General Manager, Jumeirah Emirates Towers

e uro pe .busi ne ssc hief. com

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Welcome to District 2020 CLICK TO WATCH

1:00

and the Dubai International Financial

guests who are working and relax-

Centre in what will be the Middle East’s

ing in the World Trade Centre and

largest purpose-built economic district

DIFC, and they will benefit from

development. The towers will become

proximity to new cultural attractions

focal points for the development.

such as the Museum of the Future.”

According to Marcus Sutton, the

District 2020 has been envisioned

General Manager of the Jumeirah

as the birthplace and home for a new

Emirates Towers, “Combining the

generation of emirati businesses, des-

three powerhouse districts will

tined to carry the country forward into

elevate the city’s overall financial

the new decade. Sheikh Mohammed

appeal and Jumeirah Emirates

bin Rashid Al Maktoum said via Twitter

Towers is proud to be in the centre

that District 2020 would be a “new

of this ground-breaking initiative. It

space dedicated to the develop-

will provide convenient access for

ment of the future economy, as well e uro pe .busi ne ssc hief. com

CITY FOCUS | DUBAI

as a [$272.25mn] fund to support

Maktoum also outlined directions

new economy companies who can

to raise Dubai’s volume of non-oil

power Dubai’s future growth”.

foreign trade to more than $554bn

The fund’s aim is to attract

by 2025. The country is committed

entrepreneurs and startups to the

to moving even further beyond its

district through its Scale2Dubai

oil-reliant past.

programme, and to support them

“We’re aiming for a major shift

in an environment known as the

in Dubai’s foreign trade through

future economy research centre.

stimulation and revitalisation with continuous development of all its

A POST-OIL FUTURE

logistical, legislative and service

At the launch of District 2020,

tools, in addition to building new

Sheikh Mohammed bin Rashid Al

international partnerships,” said

APRIL 2020

Sheikh Mohammed bin Rashid Al Maktoum, who continued to note that tourism would also play an important part in the city’s future. “The new Dubai offices for trade and tourism promotion will be based around the world, and the unification of external efforts will carry better results for the Dubai economy,” he said. “2020 will be the beginning

“ 2020 will be the beginning of a huge developmental leap, and it is the year that will drive us to the next decade with full force”

of a huge developmental leap, and it is the year that will drive us to the next decade with full force.” 73

e uro pe .busi ne ssc hief. com

CITY FOCUS | DUBAI

AN OASIS OF SUSTAINABILITY

in 2015, the $354mn development

Maintaining a bastion of luxury in the

is the first net zero energy develop-

heart of the desert is no mean feat.

ment in Dubai. The area is festooned

The energy requirements to cool,

with solar panels, and set apart

feed and water Dubai are immense,

from other neighbourhoods by the

but throughout the city the public

striking series of habitat domes

and private sector are taking steps

running through its heart. There are

to ensure that its people have the

pools, electric smart cars - even

opportunity to live as sustainably

ducks. Perhaps unsurprisingly, the

as possible.

2,700 people who live there have

The Sustainable City is a 46 hec-

been recognised as â&#x20AC;&#x153;The Happiest

tare property development, just

Communityâ&#x20AC;? in the Gulf Cooperation

inland from the Palm Jumeirah. Built

Council for three years running at the

APRIL 2020

3.33mn Population of Dubai

three themed districts: Opportunity, Mobility, and Sustainability. In addition to facilitating trade and development around the world,

1833

Year founded

Expo 2020 is intended to increase awareness of the challenges that humanity faces on a global scale. The focus of this gargantuan undertaking is very much the youth, the

Nearest airport

16.4km

Dubai Al Maktoum

future and the planet they’ll inherit. In order to avoid the sins of some previous Football World Cup and Olympic Events, the emirati government is ensuring that the hundreds of grandiose facilities currently under construction for the event will be in use for years to come. Over 80% of

Gulf Real Estate Awards instituted

Expo 2020’s built environment will be

by the Dubai Land Department.

repurposed into District 2020, which has been carefully planned to max-

EXPO 2020 DUBAI – THE GREATEST SHOW ON EARTH

imise the Expo site’s use in the future.

In October, 190 participating coun-

2020s with a bang, and seems to

tries and millions of visitors will flock

show no signs of slowing down.

Dubai is about to enter the

to Dubai in order to attend the first ever World Expo held in the Middle East. The Expo will be spread over 190 pavilions across 1,083 acres between the cities of Dubai and Abu Dhabi and will be divided into e uro pe .busi ne ssc hief. com

T O P 10

Most influential leaders in EMEA In no particular order, Business Chief takes a closer look at 10 of the most influential business leaders across EMEA WRITTEN BY

APRIL 2020

AMBER DONOVAN-STEVENS

e uro pe .busi ne ssc hief. com

T O P 10

Dar es Salaam HEADQUARTERS

1970 ESTABLISHED

Mohammed Dewji METL GROUP, CEO

Mohammed Dewji is the current CEO and President of MeTL Group, which was founded by his father in 1970, and ranks in Business Chief’s top 10 for his philanthropic ventures. In 2014, Dewji established the Mo Dewji Foundation, which is dedicated to enriching lives and alleviating poverty and hardship. “I have been blessed and I am very proud of the success of my company […] I believe in putting money back into my country first and foremost,” commented Dewji. Two years later, Dewji joined the Giving Pledge, which was established by Warren Buffett, Bill Gates and Malinda Gates.

APRIL 2020

Sjoerd Leenart

J.P. MORGAN CHASE, GLOBAL HEAD

Sjoerd Leenart is the Global Head of Corporate Banking, and a key player in the Investment banking company, JPMorgan Chase. He is responsible for Corporate and Financial Institution clients across North America, Latin America, Asia-Pacific, Europe, the Middle East and Africa. In addition to this, He is also the Regional Head for Central & Eastern Europe, Middle East and Africa (CEEMEA). Under his leadership, US bankâ&#x20AC;&#x2122;s Middle East business has grown 25% in the past five years, a remarkable feat for what has been an economically difficult time for the company. Leenart is based out of Dubai, UAE.

New York HEADQUARTERS

2000 ESTABLISHED

e uro pe .busi ne ssc hief. com

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Tr y a D e m o Star t a D iscu ssion Contact Us

www.servicenow.com

T O P 10

London

HEADQUARTERS

1970 ESTABLISHED

Sir Richard Branson VIRGIN GROUP, FOUNDER

Richard Branson is one of the most iconic entrepreneurs to come out of the UK. The founder of Virgin Group, he has evolved to control over 400 businesses in a variety of fields. In 1999 he was a founding sponsor of the International Centre for Missing & Exploited Children (ICMEC). Branson is also known for launching Virgin Startup, which would assist in providing loans to entrepreneurs between the ages of 18 and 30 in the UK. In 11 months, over £600,000 was loaned 100 businesses. He has taken part in a wealth of other humanitarian initiatives that benefit equal and gay rights, as well as climate change. At the turn of the century Branson was knighted for his “service to entrepreneurship” for his work across media and transport, as well as his humanitarian work.

e uro pe .busi ne ssc hief. com

T O P 10

Ben van Beurden

ROYAL DUTCH SHELL, CEO

Bernardus Cornelis Adriana Margriet “Ben” van Beurden is CEO of oil supermajor Royal Dutch Shell, the largest public company in Europe. With a career spanning over 35 years, van Beurden became CEO in 2014, succeeding Peter Voser, making him the second Dutch CEO of the company since its creation in 2004. The company continues to operate through its three major segments: Upstream, Downstream, and Corporate. Shell has won countless awards under van Beurden’s leadership, ranking across a number of Forbes awards for Best Employer 2019 in the following categories: New Grads, Diversity, Women, and in the America 82

and Canada regions.

The Hague HEADQUARTERS

1907 ESTABLISHED

APRIL 2020

Washington DC HEADQUARTERS

1944 ESTABLISHED

Ngozi Okonjo-Iweala THE WORLD BANK, MD

Over the years, Ngozi Okonjo-Iweala has held several positions in finance and banking, including Minister of Finance and Economy for Nigeria where she led the implementation of a comprehensive economic reform to stabilise the macroeconomy and triple its growth rate. In addition to her role as Minister, Okonjo-Iweala held the position of Managing Director at the World Bank where she supervised the bankâ&#x20AC;&#x2122;s operations in Africa, Europe and Asia. During her time at the bank, she spearheaded several initiatives to assist food and financial crises, as well as replenishing over US$40bn for its International Development Association (IDA). Alongside her roles in finance, Okonjo-Iweala is a member of and chairs multiple boards and advisories with the ambition to improve lives around the world, including: ONE Campaign, the World Resources Institute, the Rockefeller Foundation, the African Institutes of Science and Technology and the Center for Global Development (CGD).

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T O P 10

San Francisco HEADQUARTERS

2006 ESTABLISHED

Benjamin Ampen

TWITTER, MIDDLE EAST MD

Benjamin Ampen is the Managing Director of Middle East and North Africa of global social media organisation, Twitter. Since joining the organisation in 2012, Ampen has held several leadership roles at Twitter, including Head of New Markets, Continental Europe and Head of Revenue, Middle East, North Africa & Pakistan. Prior to joining Twitter, Ampen has worked for the likes of Google, Detecon international GmbH and France Telecom. In 2008, Amphen graduated from the ESCP Business School with a Masterâ&#x20AC;&#x2122;s in Management, an MSc in Management and an MSc in Management / Kaufmann Diplom.

e uro pe .busi ne ssc hief. com

T O P 10

Johannesburg HEADQUARTERS

1993 ESTABLISHED

By Richter Frank-Jurgen - Strive Masiwia, Chairman, Econet Wireless, South Africa, making a point on globalization, CC BY-SA 2.0

Strive Masiyiwa

ECONET GROUP, EXC CHAIRMAN

Strive Masiyiwa is the Founder and current Executive Chairman of Econet Group, a telecommunications, energy and technology company. In 1996, Strive Masiyiwa and his wife Tsitsi Masiyiwa, established the Higherlife Foundation to invest in Africa’s human capital and build thriving individuals, communities, and sustainable livelihoods. In 2014, the couple joined the Giving Pledge. “In making this pledge, to give no less than 50% [...] we are fulfilling what the Apostle Paul said in Acts 20:35, concerning giving: ‘I have shown you in every way, by laboring like this, that you must support the weak. And remember the words of the Lord Jesus, that He said — It is more blessed to give than to receive’.”

APRIL 2020

Sir James Dyson DYSON, CEO

Sir James Dyson is another iconic UK entrepreneur, famous for founding Dyson and designing its products. Dyson is the largest investor in robotics and AI research, employing over 3,500 engineers and scientists in the area. Dyson has contributed to the vast creation of jobs in the UK, most notably by extending the campus at the Dyson UK headquarters in Malmesbury in 2014, which would create 3,000 new jobs, and again in 2016 as he announced a second new multimillion-pound research and development centre. He also set up the James Dyson Foundation in 2002 that would support the education of engineering in the UK, US and Japan.

Malmesbury HEADQUARTERS

1991 ESTABLISHED

e uro pe .busi ne ssc hief. com

T O P 10

Deitmar Hopp SAP, CO-FOUNDER

Dietmar Hopp is a billionaire and entrepreneur. He is the cofounder and former chairman and CEO of SAP, and served as CEO from 1988 to 1998. Hopp established the Dietmar Hopp Stiftung, a foundation that supports local education, sports, social programmes, and health causes. It has distributed over US$700mn since its inception. He, along with the Bill and Melinda Gates Foundation are lead investors in CureVac, a private German company that specialises in the creation of vaccines for influenza and malaria.

APRIL 2020

Walldorf HEADQUARTERS

1972 ESTABLISHED

Highlights of the global SAP alumni event, Germany, 2017 CLICK TO WATCH

3:38

e uro pe .busi ne ssc hief. com

T O P 10

Bernard Arnault

LVMH, CEO

Bernard Arnault is the richest man in Europe and the third richest in the world behind Jeff Bezos and Bill Gates. Arnault owns a vast number of luxury goods brands, including Louis Vuitton, Sephora and LVMH Moët Hennessy – Louis Vuitton. One of his major acquisitions is that of Christian Dior, where Arnault used $15mn from his father’s construction business to buy the designer brand in 1985. Arnault is also an art collector and was awarded the Museum of Modern Art’s David Rockefeller Award in 2014. He has also been awarded honorary titles of Grand Officier de la Légion d’Honneur and Commandeur des Arts et des Lettres.

APRIL 2020

Paris

HEADQUARTERS

1987 ESTABLISHED

e uro pe .busi ne ssc hief. com

THE JOURNEY TO DIGITALISATION IN SUPPLY CHAIN WRITTEN BY

SEAN GALEA-PACE PRODUCED BY

MANUEL NAVARRO

APRIL 2020

e uro pe .busi ne ssc hief. com

HENKEL

Dirk Holbach, Corporate Senior Vice President and CSCO of Laundry and Home Care, Managing Director of Henkel, discusses the effect technology has had on the supply chain

he Fourth Industrial Revolution is here. Technology is an enabler and it is having an increasingly prominent effect on how

manufacturing companies and their supply chains operate. Henkel is a leading solutions provider in 96

three core areas: Adhesive Technologies, Beauty Care, and Laundry and Home Care. Over the past few years, the firm has experienced rapid transformation and has its finger on the pulse of the latest technological innovations. Overseeing the companyâ&#x20AC;&#x2122;s worldwide supply chain for Laundry and Home Care is Dirk Holbach, Corporate Senior Vice President Global Supply Chain. Holbach has worked for Henkel in a variety of roles for almost his entire working life. Having joined the company as Junior Manager of Corporate Purchasing in 1996, he became responsible for purchasing at Laundry and Home Care in 2004 before transitioning into several different roles prior to moving into his current position in July 2015. As part of Holbachâ&#x20AC;&#x2122;s current role, he is responsible for the end-to-end supply chain APRIL 2020

e uro pe .busi ne ssc hief. com

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Increasing Productivity, Quality and Safety at Henkel – at Scale A key partner to Henkel’s digital transformation is Parsable, the leading Connected Worker Platform for enterprise industrial companies. Parsable is a software platform that helps the world’s largest industrial and manufacturing companies arm their frontline workers with the necessary tools to thrive in today’s digital-first world. In addition to Henkel, its customers are top global companies in the manufacturing and energy industries, including consumer packaged goods, resources and chemicals, packaging and building materials, and automotive and aerospace. Parsable is one of Henkel’s partners to help digitise Henkel’s operations. The Parsable Connected Worker Platform transforms static, paper-based standard operating procedures into dynamic work instructions, including multimedia voice, text, video and photos, as well as real-time team collaboration. Given that 72% of tasks at a factory are still performed by humans, according to a recent study by research firm A.T. Kearney, Parsable provides companies with new data and insight into human work so they can improve productivity, quality and safety – at scale. “They’re primarily focused on supporting companies through digitalisation on the shopfloor. Although a relatively new partner, we’re currently evaluating various opportunities to build on their preconfigured platform,” said Dirk Holbach, Corporate Senior Vice President Global Supply Chain Laundry & Home Care, Henkel. Parsable underwent an intense deployment at Henkel during 2019. “We’ve been pioneering this new market, called connected work, which provides modern digital tools to industrial workers,” says Lawrence Whittle, CEO of Parsable. “The consumer packaged goods market is an increasingly active area for us and it ultimately led us to Henkel, who is clearly one of the biggest players in this space on the global stage.” In order to establish a mutually beneficial and longlasting partnership, Whittle believes transparency is

Overview of Connected Work and the Parsable Platform

essential in order to achieve success with some of the world’s biggest companies. “You have to be able to align with each other; otherwise, technology companies can’t survive,” he says. “We’ve invested a ton to ensure that we’re not only delivering an easy-to-use, softwarebased platform to help frontline industrial workers do their jobs better and more efficiently, but also that we support and even drive the key business objectives of our customers.” “Ultimately, our goal is to improve the overall operations at Henkel,” explains Whittle. “In order to achieve that, there is a clear objective around productivity, safety and quality. At the moment, there’s a demographic shift in the industry. It’s vital that you capture the knowledge of employees that are at retiring age and leaving the company, and transferring that knowledge to the new generation. While there’s a real necessity to drive efficiency, quality and safety, there is also a requirement to understand a new way of working and recognise a new type of worker that really needs these modern, digital tools.” The Parsable Connected Worker Platform currently has users in more than 130 countries, and is available in 14 languages.

LEARN MORE

HENKEL

for Laundry and Home Care, and in 2018 the business unit accounted for

“ Introducing digital for digital’s sake doesn’t make any sense”

€6.4mn sales. Within Holbach’s business unit, Henkel has six regional hubs, as well as 33 factories and 47 warehouses under his remit. Despite being founded in 1876, the DAX company is still majority owned by the Henkel family, and Holbach believes this really sets his

— Dirk Holbach, Corporate Senior Vice President, CSCO of Laundry and Home Care, Managing Director, Henkel 100

organisation apart from its competitors. “It provides us with a different strategy: the Henkel family has shown its continued commitment to the company, enabling us to operate with a long-term perspective. We have a strong company

APRIL 2020

Henkel: Operating a long-term approach in manufacturing CLICK TO WATCH

1:28

101 culture, and our shared values help us to create sustainable value for future generations,” he explains. “Our portfolio is diversified because we have two consumer goods businesses and one that’s focused on industrial markets. It’s certainly a unique mix.” Holbach understands that the journey to achieving digitalisation is a continuous one and not something that can be accomplished overnight. “In 2013, we began to invest in our digital backbone, which led to us connecting all our factories together through a standardised approach,” explains e uro pe .busi ne ssc hief. com

Changing the way you think about data LEARN MORE

More and more companies collect huge amounts of data and want to turn them into money. But where are the obstacles to achieving that? When it comes to data monetization, most companies only scratch the surface. This is because the use of data can only be imposed to a limited extent. Instead, companies need to get as many people as possible excited about using data. Analytical competence is often confined to the IT or BI department, employees are not trained in working with data or do not have the right tools to use data easily and sensibly in their daily work. The fact is, the more employees and managers are used to working with data, making decisions based on facts and playfully drawing new insights from data analysis, the more likely it is that companies will develop ideas on how to make money with data - be it in the form of services or even entirely new business models.

In other words, it is necessary to build a data-driven corporate culture. But what does the path to this end look like? A culture of analysis begins with empowerment. Employees must be empowered to explore data themselves and answer their own questions. This also includes a certain degree of trust managers must have in their teams when dealing with data. Modern BI tools also help to curate and purposefully manage data. This way, everyone gets access to the data they need without jeopardizing sensitive data and governance regulations.

What role do technologies like AI play here? If companies want more employees to work with data, they need to make access as easy as possible. Technologies such as Natural Language Processing (NLP) and AI can help. NLP - the ability of computers to understand human language - lowers the entry barrier for professional analytics. With our Ask Data feature, users can formulate questions about

Henrik Jorgensen Country Manager DACH at Tableau Software.

their data in natural language. When people can interact with a data visualization like a personal assistant, it allows more people across all disciplines to ask deeper questions about their data, thus increasing the overall acceptance of data analysis. With the use of AI-based data analysis, we are now going one step further and making statistical knowledge more accessible. For example, the new Explain Data feature can be used to explain statistical outliers. This allows users without specialist knowledge to quickly expose the 'why' behind their data by simply clicking on the data point in a visualization. Explain Data evaluates hundreds of patterns and explanations within seconds, taking all available data into account. Innovations such as these foster a culture of curiosity and strongly promote a data-driven corporate culture.

SEE HOW TABLEAU WORKS

HENKEL

104

Holbach. “I’m always looking at the

consumer goods (FMCG) business, we

business benefit for implementing

primarily think in relatively short cycles,”

technology because introducing digital

explains Holbach. “If the end user has

for digital’s sake doesn’t make any

no benefit from a specific technology

sense. It’s important that new technol-

then they’ll stop using it. You can’t intro-

ogy helps solve business challenges,

duce new technology for the sake of it

such as ensuring that processes

— there’s no point. We’re still adopting a

become faster, cheaper and more

vertical approach and are continuously

agile.” Implementing technology that

trialling new technology in several

serves a purpose is a key pillar to

different pilot locations.” However,

Holbach, and he believes that harness-

Holbach understands the challenge of

ing new processes and systems that

change management and the process

aren’t sustainable has no long-term

involved for a successful culture shift.

value to Henkel. “As a fast-moving

“There’s a whole transformation of the

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105

E XE CU T I VE PRO FI LE

Dirk Holbach With more than 20 years of experience in Supply Chain, Operations, Purchasing and Sales, Holbach has held various roles on a local, regional and global level at Henkel. His special focus has been on supply chain strategy and organization development, network optimization, continuous improvement and post-merger integrations. Holbach holds a Masterâ&#x20AC;&#x2122;s degree in Business and Mechanical Engineering and a PhD in Information Science. e uro pe .busi ne ssc hief. com

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Henkel: Connecting factories together through a standardised approach CLICK TO WATCH

1:40

107

business to consider and it’s vital that

last ten years. “It’s become part of our

you give employees the time to under-

DNA and is anchored into our mind-

stand and embrace new technologies

set,” explains Holbach. “Our products

and provide targeted support and

are used millions of times every day

trainings,” he affirms.

around the world, and we recognise

Henkel has five core values that it

the potential impact we can have by

centres operations around: customers

developing sustainable innovations.

and consumers, financial perfor-

We’re designing more and more of

mance, sustainability, people, and the

our packaging to ensure it’s 100%

foundation as a family business. As a

recyclable, reusable or compostable

result of the company’s sustainability

as well as using recycled materials to

drive, Henkel has reduced its specific

produce it.” The company was one

energy consumption by more than

of the first organisations to publish

50% in its Laundry division over the

a formal sustainability report more e uro pe .busi ne ssc hief. com

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says. “This means that you then have less resource consumption to produce

“ We’re designing our packaging to ensure its 100% recyclable as well as only using recyclable materials to produce it”

it, ship it, and it subsequently allows the consumer in the final phase to use our products in a more sustainable way.” Another one of Henkel’s core values is people. The importance of having a team in place that is aligned to a common objective is at the heart of the company’s drive. Henkel places considerable value on its recruitment drive,

— Dirk Holbach, Corporate Senior Vice President, CSCO of Laundry and Home Care, Managing Director, Henkel

as well as ensuring it retains the talent it already has. “People are key. As part of our digital journey, I’ve built up a small, centralised regional team that

than 28 years ago and has a clear forward-going ambition: to triple the value it creates through business activities relating to its environmental footprint by 2030 – compared to the base year 2010. With a more sustainable approach at the forefront of Holbach’s strategy, he maintains that his company is continuously seeking to reduce the amount of packaging in its products. “Compaction is a major trend in our industry at the moment. By taking certain chemicals out of a product, it makes it more compact,” he e uro pe .busi ne ssc hief. com

109

Gather the Data to Dominate Your Field Every day, your people, devices, and processes are generating a large amount of data, but without context, it's just noise. Effective information management unlocks your data - from devices, systems, or organisational silos - and combines it with business intelligence to deliver powerful operational insights. By transforming trapped data into live information feeds, we help you troubleshoot problems and identify trends to improve your operations. Henkel, has achieved substantial savings in energy consumption, waste reduction and improved Overall Equipment Effectiveness (OEE) through the adoption of technology from our Operations and Optimisation Management and Monitoring and Control portfolio. AVEVA delivers software solutions to about 80 sites globally at Henkel successfully today. Read about Henkelâ&#x20AC;&#x2122;s sustainability success here or contact us eursa@aveva.com to learn more. aveva.com linkedin.com/company/aveva @avevagroup

111

works on a range of pilot use cases as

learnings that will enable training on

well as the implementation across all

the capabilities that are relevant today

our sites,” says Holbach. “Our recruit-

and in the future.”

ment strategy is to ensure we have a

Following the influx of technology

solid mix between data scientists and

such as data analytics, artificial intel-

traditional engineers with an under-

ligence (AI) and machine learning

standing of our businesses. We must

(ML), Holbach believes in operating

ensure that all of Henkel’s employees

proactively rather than reactively in

have the opportunity to upskill them-

a bid to differentiate from its peers.

selves, by having access to digital

“Technology has helped to redefine e uro pe .busi ne ssc hief. com

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Henkel: Developing trust essential to success CLICK TO WATCH

1:03

113 the business frame that we operate

systematically started to collect an

in,” he says. “We’re only now starting

increasing level of real-time data.

to embrace AI and ML but it’s an area

A member of Holbach’s team,

we’re looking to do more in. We’re still

Sergey Afanasyev, International Digital

in the testing stage with a lot of new

Transformation Manager at Henkel, is

technology and it’s important that

focusing on two key pillars: connected

we’re continuously looking for new

workers and digital upskilling. “I like

opportunities that will accelerate our

to encourage digital collaboration

current processes. We have to always

between the people using mobile

see how far we can push the bar.” With

technologies as well as helping build

technology’s influence on the manu-

and develop the skills that employees

facturing sector showing no signs of

need today because of the digital

slowing, the plethora of data at com-

technologies already in place,” explains

panies’ fingertips should be embraced.

Afanasyev. He believes that new

Over the past few years, Henkel has

technologies such as AI, ML and Big e uro pe .busi ne ssc hief. com

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H E N KE L PART N ER Q U O T ES Clevertech: “We’ve worked with Clevertech for many years. It’s a well-established business in packaging our goods and making them ready for shipment. It has a real drive to add digital capabilities into its products and is an important partner to us.” Micro-Biolytics: “The partnership focuses on chemistry analytics. We’ve been working together for a number of years and we are continuously trying out new ideas and concepts.” Aveva Solutions: “The company is part of Schneider Electric and the home of Wonderware. It’s a special and long-term partner. Wonderware is the platform we use to connect all of our IOT together and the partnership is crucial to us.”

Parsable: “It’s primarily focused on supporting companies through digitalisation. Although a relatively new partner, we’re currently evaluating various opportunities to build on their preconfigured platform.” Tableau Software UK: “Tableau is now owned by Salesforce and is an important piece of our digital infrastructure. It’s our visualisation and analytics tool and enables us to review all our data in supply chain and manufacturing.” O9 Solutions: “It’s a very fast growing company and we’re checking how it can support us in our end to end planning process.”

Zaptic: “It’s a newer player on the market with a no code platform to connect the shop f loor workforce with digital instructions and daily management workf lows. We’re now testing Zaptic’s solutions in

TEMBO: “TEMBO is more of a traditional technology supplier and we’re collaborating in the complexion of our product. It helps supply machinery for unit dose and is based in the Netherlands so we can work very closely together to

our operations.”

expand our capabilities.”

e uro pe .busi ne ssc hief. com

115

BE PART OF INNOVATION Improve your time to market Tembo is a worldwide group of companies with a focus on developing high speed and high accuracy machinery, creating maximum flexibility and process optimization. In our approach, product development and machine development go hand-in-hand to build modular machines. With our experience and creative mindset we support global brands to become more agile and responsive to market dynamics.

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Together creating the next

Data should be embraced to achieve a competitive advantage. “These tech-

“ I like to encourage digital collaboration between the workers and paperless operations”

nologies allow us to unlock values and data that we acquire through our digital backbone technology that ultimately brings us a competitive advantage,” says Afanasyev. “Technology itself is agnostic. It’s important to us that we only leverage technology that is true to our vision and strategy.” Henkel has developed key, strategic

— Sergej Afanasyev, International Digital Transformation Manager, Henkel

partnerships with a range of firms including Clevertech, Micro-Biolytics, Aveva Solutions, Zaptic, Parsable, Tableau Software UK, o9 Solutions

Henkel: Zaptic and Tembo CLICK TO WATCH

1:58

e uro pe .busi ne ssc hief. com

117

HENKEL

118

1876

Year founded

â&#x201A;¬20bn+ Revenue in euros

53,000 Number of employees

APRIL 2020

119

e uro pe .busi ne ssc hief. com

HENKEL

and TEMBO. Holbach has a clear idea of what he looks for when seeking to establish a mutually beneficial collaboration. “There must be long-term and sustainable benefits on both sides of the partnership for it to be successful,” he explains. “It’s important that there is a level of openness that develops trust over time. This is especially true when times are volatile, and it is where you see the true value in dedicated partners.” With the manufacturing space set to continue to transform as the digital age continues to take shape, it’s vital 120

that companies adopt an agile and lean approach to ensure they don’t get left behind in a competitive and dynamic

“ It’s important that there is a level of openness that develops trust over time” — Dirk Holbach, Corporate Senior Vice President, CSCO of Laundry and Home Care, Managing Director, Henkel

APRIL 2020

121

market. Holbach is confident of what he anticipates the supply chain space to look like over the next few years. “It’s clear that we’re only at the beginning because I believe that data relevance is only going to increase further,” he says. “There will be greater visibility and transparency in the supply chain over the next few years and we must be ready.”

e uro pe .busi ne ssc hief. com

122

EVOLVING SUPPLY CHAIN WRITTEN BY

AMBER DONOVAN-STEVENS PRODUCED BY

CHARLOTTE CLARKE

APRIL 2020

123

e ur o p e . b u s in e s s c hie f. c o m

MASTERCARD

Mark Bromley, Director, Sourcing and Supplier Management, Mastercard, details the pivotal role of supply chain in driving the financial giant as a world leader

astercard is a name that is synonymous with the global financial services sector; a payment network that financially

unites countries on a global scale through its partnerships with merchants, consumers and government entities. With over 2.5 billion cards 124

embossed with Mastercard’s logo, it remains one of the most recognised brands today. The secret to the provider’s success may be in part attributed to its market tenure, having been around for half a century, but in an ever-changing industry increasingly populated by disruptive startups, unicorns and innovators, the giant has also taken considerable steps to remain relevant. From the nurturing of startups through to its sustainable initiatives, Mastercard has proven time and again that it is ethically and practically invaluable to its customers, and every year, the cooperation receives numerous accolades. So far in 2020, it has already been awarded Fortune’s Blue Ribbon Companies 2020, it has been recognised as one of the World’s Most Admired Companies by APRIL 2020

125

e ur o p e . b u s in e s s c hie f. c o m

MASTERCARD

“ I don’t like the thought of procurement just being seen as a process that uses rubber stamps to get something done” — Mark Bromley, Director, Sourcing and Supplier Management, Mastercard

Fortune and ranked in Bloomberg’s 2020 Gender Equality Index. As well as receiving a perfect score on the Human Rights Campaign’s 2020 Corporate Equality Index, Mastercard is listed

as one of America’s Most Responsible Companies by Newsweek.

126

Mark Bromley, Director, Sourcing and Supplier Management, Mastercard, provides an insight into the way in which the company is innovating its processes to be more accessible to startups. Bromley has worked with Mastercard for a little over four years, having previously worked with Barclays Investment Bank as a Global Sourcing Manager and Head of Transactional Sourcing, and as a Procurement Analyst for American Express previous to that. As Director of Sourcing and Supplier Management, he is responsible for building sourcing strategies that align with the corporate vision, and Bromley and his team were recently awarded APRIL 2020

Debit Mastercard – Everyday Priceless CLICK TO WATCH

0:30

127 the Bias For Speed award from

process from several months down

Mastercard’s Head of Legal for the

to just two weeks.

implementation of a process that

The onboarding process took

allows the seamless onboarding of

Bromley and his teams six months

startups into the Mastercard ecosys-

to create, and was culminated from

tem, The Mastercard Start Path.

numerous workshops and meetings

“We see the value of startups and want

that gathered a number of departments

to be a partner to these companies,”

across the organisation, including

says Bromley, “and we wanted to

finance, supply chain, risk, business

create a process that did not control

and legal. “To get all these departments

design for startups, but more speed

together with one goal in a global com-

to market.” It is from this goal that

pany is quite an achievement, and

Bromley and his teams moved to

something I am personally proud of.”

create a process that allowed for a

The new on-boarding process

startup to complete the onboarding

platform added a great amount of e ur o p e . b u s in e s s c hie f. c o m

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MASTERCARD

130

efficiency to a once timely process,

says Bromley. He enthuses that this

allowing for a faster cataloging and

is overcome by taking a more consul-

shortlisting of fintech and startup

tative role, where those in supply chain

applicants. Bromley shares that once

reach out across the company and

these companies apply through the

suggest processes based on their

aforementioned portal, they are

extensive knowledge of Mastercard’s

manually reviewed by Mastercard,

partners and processes. “So much of

and around six are taken into the

our work with fintechs, startups and

Mastercard ecosystem, giving them

SMEs is about revenue generation,

access to it’s diverse network, as well

and with that, speed to market prod-

as six months of mentoring. “I don’t like

ucts. As a result the supply chain

the thought of procurement just being

teams work closely with product

seen as a process that uses rubber

teams to ensure that each startup

stamps to get something done,”

entering our ecosystem is

APRIL 2020

receiving the best support and con-

received by stakeholders, without

nected with the best-matched

whom, the success of the new process

companies in the network.” Start Path

would not have been possible. “The

was recently named The Best

process is only as good as the support

Innovation Program in 2020 by

you receive for it. Our senior stakehold-

Tearsheet, a testament to Mastercard’s

ers understand that supply chains are

collaborative approach to innovation.

diversifying and as a result have been

One of Bromley’s favourite aspects of Mastercard is the culture. “It’s very

exceptionally supportive,” he says. This work that Bromley has led is a part

inclusive,” he shares. “It’s great to be

of Mastercard Labs (R&D innovation

a part of a company that talks the talk

team), of which there are eight globally.

and walks the walk.” He commends

The labs specialise in VR, AI, AR and

the work of president and CEO, Ajay

blockchain, with an exploration into how

Banga, who works tirelessly to ensure

these technologies can drive company

diversity and inclusion. Bromley shares

value while also providing new innova-

that the new process was well

tions to the 20,000 banks and 60 million

E XE CU T I VE PRO FI LE

Mark Bromley Mark Bromley has global exposure and experience of sourcing in international locations mostly focused in EMEA, APAC and the US, and more than 14 years’ experience in the Procurement sector across multiple categories including Software, Hardware, IT Services, Marketing & Advertising, Payment Solutions and Data. With more than two and a half years of team management based in Singapore, a proven track record of delivering savings and implementing various contractual frameworks and procurement processes. , he also has international experience with four years based in Singapore. e ur o p e . b u s in e s s c hie f. c o m

131

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CUSTOMER CENTRICITY

•

INNOVATION

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EXPERT EXECUTION

FACT BOX

Driving diversity through procurement “Our supply chain is diverse, and it is essential that we embrace it as a company, both in our own company and through our partnerships.” One partner of particular note is Gibbs Hybrid. “Farida Gibbs is from a womenowned business, and a business woman whose approach I greatly respect,” shares Bromley. “After a number of meetings with Mastercard, we onboarded Gibbs Hybrid into our ecosystem, and they have been working with our New York labs team.” Bromley explains that Gibbs Hybrid understands Mastercard’s brand

and compliments the company well. He also shares that there are a number of initiatives that Mastercard champions, from the Women Leadership Workshop, through to its burgeoning LGBT+ group. “We want our own people within the company to feel comfortable, so that they can accelerate with full support, and this is embodied from our CEO, right through to our most recent onboarded startup. It’s great to see such diversity; it nurtures culture and builds a strong company with people that enjoy what they do.”

e ur o p e . b u s in e s s c hie f. c o m

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Marketing with a difference. See how rewarding it can be working with an agency that understands your business and creates customer engagement with meaningful results. Visit creationagency.com/letscreate today and claim your free offer.

“

Creation Agency understands the Mastercard brand well; they are a hungry, responsive and dedicated team that always looks at the bigger picture.

“

There’s a reason why these brands chose Creation Agency...

Mark Bromley, Mastercard Director, Sourcing & Supplier Management © Creation Agency 2020. All rights reserved. All third party logos mentioned herein may be the registered trademarks of their respective owners.

“ So much of our work with fintechs, startups and SMEs is about revenue generation, and with that, speed to market products” — Mark Bromley, Director, Sourcing and Supplier Management, Mastercard

merchants it supports. In addition to his work with the innovation labs, Bromley has two other areas of responsibility within

the remit of the supply chain: cyber and intelligence solutions, and card products. “Looking at what our cybersecurity team is doing is both amazing and challenging,” Bromley says. “One bad experience can lose a customer permanently, and larger companies are constantly the target of cyberattacks, so we need to ensure that our customers and their assets are protected at all times.” The cyber group specifically focuses on securing the payments in Mastercard’s ecosystem and leveraging the suppliers that enter into the ecosystem in strengthening the company’s cybersecurity. Bromley shares that Mastercard is also looking to expand it’s Artificial Intelligence Academy to drive its cybersecurity capabilities. e ur o p e . b u s in e s s c hie f. c o m

135

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Partnership spotlight SHI One long standing partner within the technology space is SHI. “SHI are a strategic partner to Mastercard in the technology space, says Bromley, “they provide a reliable and important service to our business over a number of years, a trusted partner who we look forward to working with on our journey into the digital age.” Creation Agency ”All companies are a key part of our success and Creation Agency is one of our more recent

additions to our partnership portfolio. Creation Agency understands the Mastercard brand well; they are a hungry, responsive and dedicated team that always looks at the bigger picture.” Freestyle IT “Freestyle IT have been a trusted VAR partner to Mastercard for several years now. Albeit a small company, they punch above their weight and no task is too difficult for them to handle. They are reliable and trusted by our stakeholders.”

e ur o p e . b u s in e s s c hie f. c o m

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MASTERCARD

1966

Year founded

$12.5bn+ Revenue in US dollars (2017)

16,000 Number of employees

“ It’s great to be a part of a company that talks the talk and walks the walk” — Mark Bromley, Director, Sourcing and Supplier Management, Mastercard APRIL 2020

As well as keeping payments safe, Mastercard needs to ensure that its vast number of products are well tailored to customers and competitive in the marketplace. “There are 2.5 billion Mastercards out there. Our teams are working on those products and working with partners, particularly within the

but I have every faith that with their support we will continue to really drive change at Mastercard.” He asserts that the future for supply chain and procurement will continue to change. “We will no longer be a retrospective outfit within the company, but a proactive partner across the board that will innovate and collaborate both internally and externally, to deliver the company’s strategic objectives.” “Industry-wide, supply chain has the chance to do a lot more than just be a paper-pushing function. Push yourselves and lead your team through change to make procurement a go-to partner within the organisation.” Though many companies have yet to adopt this mentality with regards to procurement, it is loyalty space, to create a better expe-

evident that this approach is deeply

rience for our users.”

embedded in Mastercard’s culture,

Bromley acknowledges that there

which will undoubtedly continue to

is still a long way to go in streamlining

position it as a global leader in the

the procurement process, but he

payment’s industry.

looks ahead with anticipation. “I’ve had great support from both the leadership team and the wider Mastercard team; it hasn’t been easy, e ur o p e . b u s in e s s c hie f. c o m

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140

APRIL 2020

Unifying its global supply chain WRITTEN BY

GEORGIA WILSON

141

PRODUCED BY

CHARLOTTE CLARKE

e ur o p e . b u s in e s s c hie f. c o m

IMI CRITICAL ENGINEERING

Aidir Parizzi, Director of Global Supply Chain at IMI Critical Engineering, discusses the consolidation of its global supply chain and digital transformation

ith over 25 years in engineering and operations, Aidir Parizzi, Director of Global Supply Chain at IMI Critical

Engineering, has held various strategic sourcing roles within supply chain. “I started my journey in the automotive industry as a purchasing engineer 142

for Volkswagen after completing my bachelors and postgraduate degree. As a result, I was soon attracted to the supply chain sector,” reflects Parizzi. “After 10 years in the automotive industry I moved to oil and gas where I worked for FMC Technologies and General Electric in global strategic sourcing roles. In 2017, I joined IMI Critical Engineering with one clear mission - to consolidate the global supply chain operations of the company which is spread across 18 sites, in 12 countries worldwide.” Dating back to 1862, IMI Critical Engineering is part of IMI plc “a major player in the energy and industrial process sector,” comments Parizzi. “Our focus is to provide technically superior and cost effective flow control solutions, with every valve, actuator or control system we design and APRIL 2020

143

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IMI CRITICAL ENGINEERING

“ Our focus is to provide technically superior and cost-effective flow control solutions, with every valve actuator or control system we design and manufacture meeting our vision – breakthrough engineering for a better world”

144

— Aidir Parizzi, Director of Global Supply Chain, IMI Critical Engineering

manufacture meeting our vision - breakthrough engineering for a better world.” Parizzi believes that what makes the company different from its competitors is the talent and diversity across its entire operations. “We are relentless in our focus on customers and our dynamic collaboration with supply chain engineering and commercial teams to ensure we are quick, reliable and long term partners in the market.” Since his time at the company, Parizzi has seen IMI Critical Engineering experience the same challenges as others in the industry. “We have obviously felt the impact of the sharp market decline in the last couple of years. However, as a leader in the power generation sector, we must evolve at the same pace as the market by quickly reacting to new trends such as LNG, natural gas and petrochemicals. In addition to this we are also investing in adjacent sectors such as our recent acquisition of American company PBM, which gives us market leadership in pharmaceuticals and sanitary valves. While we need to adapt in order to remain industry leaders, our values and mission remain the same.”

APRIL 2020

IMI Critical Engineering | IMI CCI - DRAG Technology CLICK TO WATCH

4:36

145 Over the last two years, Parizzi has

significant effort and manual inter-

been involved in multiple operations to

vention, we established reliable and

achieve his mission of consolidating

usable data that we could combine

IMI Critical Engineeringâ&#x20AC;&#x2122;s global supply

with pragmatic and effective analytics

chain operations. â&#x20AC;&#x153;The initial activi-

tools. With this organised supply base

ties involved the basic fundamentals

and spend information, we estab-

of modern supply chain procurement

lished a category management team,

strategies. We started by putting our

a global standard strategic sourc-

efforts into organising, understand-

ing process and a unified Approved

ing and analysing the data of our 18

Vendor List.â&#x20AC;? In consolidating its global

business units. However, we did not

supply chain, Parizzi highlights the

expect our consolidated data from dif-

benefits IMI Critical Engineering has

ferent ERP systems and procurement

seen as a result, such as: diversity of

practices to automatically pull through

thought and experience, collaboration,

system reports. Therefore, with

consolidation of materials suppliers e ur o p e . b u s in e s s c hie f. c o m

Ridderflexâ&#x20AC;&#x2122;s outstanding quality and delivery performance, associated with extensive technical and commercial collaboration, enabled a true long-term strategic partnership with IMI Critical Engineering. AIDIR PARIZZI, IMI PCL

Ridderflex is proud to be a valve parts key supplier to IMI View Ridderflexâ&#x20AC;&#x2122;s valve parts

I’m proud to be part of IMI’s supply chain and to contribute to their high product standard. ERIK NEKEMAN, RIDDERFLEX

I love working for IMI Truflo because of the great cooperation. I feel a valued partner, not just a supplier. ALEX OPPENTOCHT, RIDDERFLEX

We keep our stocks of exotic metals, high-end engineering plastics and carbon graphites for seat assemblies closely aligned with IMI Truflo’s valve production schedules. At Ridderflex we believe in empowering our customers by aligning our business methods closely with our customers to

Our efforts to align with our customers were rewarded with IMI Truflo Marine’s Supplier of the Year Award!

ensure close cooperation. Our facilities were designed with production of high quality valve parts and short lead times in mind. Long term relations with IMI Truflo

within hours of production of the valve

Ridderflex have been providing us with high quality bespoke parts for over 25 years. Good knowledge of various products and materials coupled with brilliant service has made Ridderflex one of our key strategic suppliers for the seals category.

parts.

ATIF HUSSAIN, BUYER IMI TRUFLO MARINE

Marine and IMI Truflo Rona have taught us that when it comes to customer relations, service level is everything. With that in mind, we ensure short lead times and flexibility by moulding PTFE compounds and PCTFE in house. Our laboratory can issue test certificates

IMI CRITICAL ENGINEERING

148

to develop strategic partnerships,

benefits and collaboration with

hands on experiences and improved

our suppliers,” comments Parizzi.

use of time to increase efficiency.

For example “CF Booth’s flexibility,

Succeeding in this transformation

expertise and understanding of our

might sound daunting, but Parizzi

product requirements, has been a

highlights that the key to achieving

key factor in sustaining a long term

the consolidation of its global opera-

relationship of over 20 years at IMI

tions was not to radically change the

Truflo Marine,” says Parizzi, “While

way its teams were operating, but to

Ridderflex’s outstanding quality and

structure every step of the process

delivery performance, associated with

the same way, with the use of KPIs

extensive technical and commercial

and common supply chain language.

collaboration, enabled a true long-

“Today we are more focused on a

term strategic partnership with IMI

lean supply chain to allow for mutual

Critical Engineering’.

APRIL 2020

Alongside the consolidation of

digitisation projects. “The teams are

its global supply chain operations,

working on short to medium term solu-

Parizzi reflects on the company’s

tions that will make our supply chain

drive to digitally transform the com-

more efficient, competitive and more

pany to remove its legacy systems.

supportive of customers. We do not

“Digitalisation is a major trend in our

embark on any project that will not

industry. However, like it is in most

meet these three objectives.”

industries, there is still a lot of confu-

During his time at the company,

sion and uncertainty surrounding

Parizzi has seen the company trans-

the meaning of digitalisation and

form its ERP systems, data and

the actions required,” comments

analytics. “We are gradually transi-

Parizzi. To combat this challenge,

tioning our sites to a single system

the company has developed several

with the help of IFS. Since 2017, we

cross-functional teams working on

have moved half our sites onto one

E XE CU T I VE PRO FI LE

Aidir Parizzi Aidir Parizzi has over 25 years of extensive experience in Engineering and Supply Chain Management, with a strong track record of Supply Chain performance improvement in global businesses. He has worked internationally with global leaders in Automotive and Oil & Gas industries, always focused on building and consolidating Global Procurement & Supply Chain effective teams and processes. e ur o p e . b u s in e s s c hie f. c o m

149

“ While we need to adapt in order to remain industry leaders, our values and missions remain the same” — Aidir Parizzi, Director of Global Supply Chain, IMI Critical Engineering

system, which can produce automatic reports and data analysis, to streamline and facilitate best practices and solutions within the division. In addition to IFS, we also use Cedar Bay, a comprehensive data capture solution that allows us to track our materials across the whole production cycle.” When it comes to innovative technology, Parizzi explains the company’s adoption of digital twins. “In early 2019, driven by the potential impact of Brexit, we developed a rudimentary digital twin for our supply chain. Since

e ur o p e . b u s in e s s c hie f. c o m

151

IMI CRITICAL ENGINEERING

1862

Year founded

Â£682mn Revenue

5,000 Number of employees

152

APRIL 2020

153

e ur o p e . b u s in e s s c hie f. c o m

IMI CRITICAL ENGINEERING

its initial development, it has evolved to incorporate design to cost methodology and cost models, to name a few. This allows us to quickly evaluate risk and opportunities using different scenarios and market trends.” In addition to digital twins, IMI Critical Engineering has been investing into artificial intelligence (AI) and machine learning. “We are currently investing in this technology to help our customers become more efficient and agile. We are harnessing AI, machine learning 154

and big data - in collaboration with our human workforce - to enhance our well recognised Valve Doctor®

“ Today we are more focused on a lean supply chain to allow for mutual benefits and collaboration with our suppliers” — Aidir Parizzi, Director of Global Supply Chain, IMI Critical Engineering

program to increase plant’s availability and production performance.” With transformation and innovation comes a lot of disruption and change. At IMI Critical Engineering, Parizzi explains that a good change management strategy starts with making sure all stakeholders are part of any decisions and contribute to finding the right solutions. “We follow a change management strategy that continues well into execution, keeping everyone engaged and focused

APRIL 2020

155

on the outcomes. We’ve also invested

and positioning for the rapid evolution

in a growth acceleration program

of industries we serve. By continually

methodology that is embedded into

investing in our people, our solutions

all areas of the company, helping us

and our service we’ve maintained a

to achieve fast solutions, minimise

reputation for excellence that is crucial

costs and find inefficiencies.”

to our continuing success. The inter-

Reflecting on the company as a whole, Parizzi believes IMI Critical

ests of our customers will always be central to that approach.”

Engineering has been investing in a high-level transformation journey that will bring many benefits to the company. “IMI Critical Engineering has an excellent track record in anticipating e ur o p e . b u s in e s s c hie f. c o m

156

EMBRACING A HUMAN-CENTRIC APPROACH IN DIGITAL TRANSFORMATION WRITTEN BY

SEAN GALEA-PACE PRODUCED BY

MANUEL NAVARRO

APRIL 2020

157

e uro pe .busi ne ssc hief. com

SIEMENS AG

Gia Thi Nguyen, Head of Operational Excellence, discusses the importance of digital transformation and operating with a human-centric approach

“

y dear, here in Wonderland, we must run as fast as we can, just to stay in place. And if you wish to go anywhere,

you must run twice as fast as that,” wrote Lewis Carroll, author of Alice in Wonderland. While to many, it’s simply a quotation from a children’s novel, to Gia Thi Nguyen, Head of Operational Excellence, it’s a powerful mantra 158

for technological change. Thi sees the true value of the words in Carroll’s famous book and believes it accurately defines digital transformation as a whole. “Digital transformation is about agility, speed and even more importantly, it’s just 1% digital and 99% human,” affirms Thi. “This means that the human-centric approach is key in regards to any digital transformation.” Thi has worked in five different countries including the UK, Czech Republic, Vietnam, Spain and Germany. That diversity of experience has provided him with a philosophy of operating with a human-centric approach that focuses on attributes that define humans such as: compassion, empathy, curiosity and creativity. Thi affirms that unlocking digital

APRIL 2020

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“ IT’S ABOUT MAKING THE MOST OUT OF EVERY SITUATION LIFE THROWS AT YOU” 162

— Gia Thi Nguyen, Head of Operational Excellence

transformation means harnessing the human touch. “You need to have a human-centric approach because it’s vital to ensure you empower and are empowered by technology,” explains Thi. “That’s why it’s essential to focus on the traits that define humans which will allow creativity to be unlocked and to ensure digital transformation becomes a positive story.” Due to the speed at which technology is evolving, there is the concern from some industries that robots and artificial intelligence (AI)

E X ECU T I VE P RO FI LE

Gia Thi Nguyen Having begun his career at Siemens 17 years ago, Gia Thi Nguyen started as a Process Analyst in the ERP environment in IT. Thi quickly progressed to become the Chief Information Officer (CIO) of Siemens’ regional company in Vietnam before moving onto head up a number of financial positions, including becoming the Chief Financial Officer (CFO) of a Siemens subsidiary in Spain. Thi has worked in seven manufacturing environments in five different countries in total, such as the UK, Czech Republic, Vietnam, Spain and Germany. Moving into his current role as Head of Operational Excellence in January 2016, Thi has helped oversee the firm’s continued digital transformation interests. APRIL 2020

The Umbrella Analogy – when Strategy meets Execution CLICK TO WATCH

1:35

163

could replace humans one day.

to focus on what humans do best.”

However, Thi believes the more

Although the acceleration of AI

pressing issue is ensuring that

and Big Data is primarily considered

humans don’t become robots

a positive in all sectors, Thi acknowl-

themselves. “A big concern of

edges why people might be reluctant

mine is that humans are becoming

to embrace change. “The biggest

addicted to mobile phones and

challenge digital transformation

are reliant on technology in order

faces is fear. People are afraid they

to function from day to day,” he

might lose their jobs or are unsure

explains. “When I talk about redis-

how their job might be impacted.

covering humanity by the use of

However, fear is just an emotion

technology, it is really about how

and I can work with that,” he ex-

you can make use of the transforma-

plains. “I would be much more

tive power of technology to be able

worried if I were dealing with people e uro pe .busi ne ssc hief. com

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who are apathetic. I believe you need to be very honest and recognise that you just don’t have all the answers, but you can offer an inclusive approach that says ‘Let’s find the answers together’.” Thi believes that his success in Operational Excellence is down to a positive mentality of adapting to all situations. “There are so many things in life we can’t control. I don’t know if it’s going to rain or whether the sun is going to shine tomorrow, 166

but what I can control is whether I want to get wet or not,” he explains. “My advice would be to bring an umbrella: if I bring one but the sun is shining, at least then I have an umbrella for sun protection. It’s

APRIL 2020

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e uro pe .busi ne ssc hief. com

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“ A HERO CAN COME FROM ANYWHERE BUT NOT EVERYONE CAN BE A HERO” — Gia Thi Nguyen, Head of Operational Excellence

170

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Ingenuity drives us CLICK TO WATCH

1:27

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SIEMENS AG

OUR PARTNERS Thi has established several key, strategic partnerships that help him drive his digital transformation goals forward. These partnerships are with:

SAP Germany

174

“SAP Germany has been a trusted partner for many years. They are a powerhouse in the industry and a very good example of what sustainable partners really mean. I don’t just choose to work with them because we’ve done business together for such a long time. We have reinvented different use cases on how we can help each other and attain what we need to do. While the robust core of transactional systems like SAP ERP for Order to Cash and Flowfactory for Offer to Order is in place, process mining by Celonis provides the transparency and proof of how global process performance in very complex environments can be shown, is also thanks to a corporate standard implementation of SAP HANA technology. It’s really impressive to know that I have hundreds of millions activities like “Create Sales Order item” or “Change Price” from all around the world sitting in one data lake that runs on SAP HANA.”

APRIL 2020

Flowfactory “Based on Flowfactory platform, we have created a robust yet scalable transactional system for the ‘Offer to Order’ processes with a blazing speed at a fraction of cost usually budgeted and spent for such endeavors. I needed an integrated and infinitely flexible platform that could handle the processing of my agreements, as well as pricing processes to the maintenance of complex pricing structures for the global customer base. Enabling flexible workflows with approval logics that could be implemented by business users themselves is not an easy task, so I’m happy to use Flowfactory as an elastic layer on top of the legacy — where we can co-create all of these things in a much faster, leaner and fun way.”

Pega “As SAP provides the foundation where all transactional and master data are created for ‘Order to Cash’ processes, Flowfactory handles the same for ‘Offer to Order’ processes. However, since these processes also involve people — internal stakeholders as well as external customers, we have partnered with Pega, who allows us to not only digitally engage and collaborate with all the stakeholders involved, but to also automate many use cases and even address new cases we haven’t been able to think about

before. To do this on a global scale across countries and continents is not a simple task, but the Pega framework allows us to do exactly this.”

are highlighted by the Digital Fit Rate, a KPI which we have established in the Order to Cash processes that tracks the number of manual interventions in an organisation on a global scale for every single country and portfolio unit.”

Capgemini “Capgemini has saved me many hours of unnecessary work by spurring my attention to initiatives with clear business benefits, externally as well as internally, some of which I didn’t even have knowledge of. It’s really great to have Capgemini as a partner”

Celonis “When I look at the partnership with Celonis for the last three years in my realm of responsibilities, it’s been an incredible ride. Celonis has helped me find answers to questions I didn’t even dare to ask. With this ultimate transparency in processes, I could focus on solving painpoints. I believe that Celonis process mining is going to be such a normal thing to use, just as we use Excel today. It’s a toolset which I now can’t do without. I have digitalised my processes through the convergence of different kinds of technological aspects, such as process mining which provides a level of incredible transparency that allows us to formulate the necessary actions to improve processes. This could relate to increasing the level of automation or reducing the amount of manual rework, all of these improvements

GetAccept “In terms of my relationship with GetAccept, a Swedish Silicon Valley based startup, it’s a very interesting journey because the partnership is relatively new, however, is truly an example of what it means when traditional companies meet smaller companies. Not everyone can be a hero, like GetAcccept, but a hero like GetAccept can come from anywhere — we don’t need to go to only the well-known IT vendors such as the big software players. GetAccept allows me to communicate with my customers and to engage them in rich experiences. The platform provides an eSigning and document tracking capability in order to really drive sales growth, but also to understand customers much better. From time to time, there are use cases that require me to challenge myself. wwPartners such as GetAccept are really important because it’s so easy to go for an established name, but it requires foresight and courage to engage with startups requiring them to deliver on enterprise level requirements.”

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Welcome to the Superfluid Enterprise Celonis turns business processes into extraordinary experiences, for your customers and your employees. Get started with Process Mining today at www.Celonis.com

177

about making the most out of every

vision of the potential outcome is

situation life throws at you.â&#x20AC;? With

important to encourage perspective,

his positive analogies allowing

the ability of adapting to change

people across a variety of different

consistently is how success can

industries to relate to his messages,

ultimately be measured. â&#x20AC;&#x153;Itâ&#x20AC;&#x2122;s impor-

Thi affirms that although a clear

tant to have a clear strategy of e uro pe .busi ne ssc hief. com

€

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Gia Thi Nguyen on Utilising Technology CLICK TO WATCH

1:35

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where you want to be, as well as having the confidence and the

“ THE BIGGEST CHALLENGE DIGITAL TRANSFORMATION FACES IS FEAR” — Gia Thi Nguyen, Head of Operational Excellence

understanding that it’s OK not to have all the answers before beginning the journey,” explains Thi. “A key learning of making any change stick is to have people with real know-how and not just general experience or a variety of different job titles,” explains Thi. “These often unsung heroes are the agents of positive change. These are the people that you should identify and support by having the courage to e uro pe .busi ne ssc hief. com

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181

follow them. A hero can come from

change,” says Thi. “I only think about

anywhere but not everyone can

what I’m going to do differently today

be a hero. Recognising and adopting

and then it’s up to other people to

this mindset is real leadership.”

decide whether it’s successful or not.

With the future in mind, Thi recog-

It’s not my place to say.”

nises he must only look forward instead of dwelling on the past. “It’s easy for me to look into the past and look at what I could have done differently but there’s no point in worrying about what you can’t e uro pe .busi ne ssc hief. com

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THE MODULAR, INTELLIGENT INFRASTRUCTURE OF K2 DATA CENTRES WRITTEN BY

HARRY MENEAR WRITTEN BY

LEWIS VAUGHAN

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K 2 D ATA C E N T R E S

FRED HO, TECHNICAL DIRECTOR AT K2 CRITICAL DELIVERY AND COLIN KELLY, COMMERCIAL DIRECTOR AT K2 DATA CENTRES DISCUSS HOW THE DIGITAL INFRASTRUCTURE COMPANY IS BUILDING FOR THE LONG TERM IN THE FAST PACED WORLD OF DATA CENTRE OPERATIONS

184

he future of business lies in the cloud. As the increasingly rapid progression of Industry 4.0 creates higher demand for

data and data centres, through increased cloud migration, internet of things (IoT) expansion and the explosion of business analytics, the demand for digital infrastructure is in danger of outstripping global supply. With studies predicting that 83% of enterprise workloads will be in the cloud by 2020, and the feverish growth showing no signs of slowing, the data centre market has never held so much promise, or been so demanding. The major obstacle faced by data centre operators lies in the fact that, on average, the effective lifecycle of cloud infrastructure lasts less than two years. Every 6-18 months, server rooms need to be torn out to make way for the latest generation of APRIL 2020

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2017

Year founded

$350mn Revenue in US dollars

e ur o p e . b u s in e s s c hie f. c o m

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PA R T N E R S

Vital partnerships for growth: Huawei and Schneider Electric Huawei and Schneider Electric: The prototype power pods are among several projects that K2 is working on, both in-house and in collaboration with trusted global partners like Huawei and Schneider Electric. One of the principal areas of research for the Dublin 2 facility is the deployment of lithium ion batteries. Ho has been working alongside Huawei and Schneider in order to solve the issue of lithium ion fires being difficult to extinguish. “We’re all doing the R&D to find the best way to suppress a fire in a mission critical environment,” he explains. “When we install these batteries, if there’s a fire, we’ll use the cooling system to circulate the gas, then be able to control, localize and extinguish the fire using a high pressure gas suppression system. That way, a fire won’t affect operations, or enter other parts of the data centre.”

Additionally, Huawei is working with K2 on flexible cooling solutions and Schneider is collaborating on smart box arrangement technology that allows for easier part replacement in the power pods. Kelly recognises Huawei and Schneider as long-term partners that can help K2 remain industry leaders in the short term as well. “We identified Huawei and Schneider in particular as two companies that have full stables of technologies. We feel that those companies will always remain ahead of the curve, and be able to introduce new technologies as they come along. They also both have global footprints, and can support our business no matter which territory, or geography we expand to.”

e ur o p e . b u s in e s s c hie f. c o m

189

K 2 D ATA C E N T R E S

increasingly powerful banks that draw more energy and have different cooling needs. Data centre infrastructure is, as a result, in a near constant state of flux. However, a constantly changing playing field cannot eclipse the fact that the cloud is growing by orders of magnitude each year: “The infrastructure needed to support cloud growth obviously needs to be a very long-term investment,” says Colin Kelly, Commercial Director at K2 Data Centres. 190

This inherent contradiction at the heart of the data centre infrastructure might initially seem daunting, and officiating a happy marriage between long term investment and short-term technological acceleration is no mean feat. Adaptability, agility and technical innovation need to be met with a measured approach and an eye fixed on a future 30 to 40 years down the road. K2 Data Centres, a wholly-owned subsidiary of Kuok (Singapore) Limited, is embarking on a journey to apply the mature, forward thinking business values that are central to its parent company’s business philosophy, to the rapid-fire world of data centres. APRIL 2020

“ T HE CHALLENGE IS HOW TO INVEST LONG TERM IN CLOUD INFRASTRUCTURE WHEN THE INDUSTRY CHANGES IN SUCH A SHORT AMOUNT OF TIME” — Colin Kelly,, Commercial Director, K2 Data Centres

191 We sat down with Kelly and Fred

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Ho, Technical Director at K2 Critical

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of the maritime, property, logistics,

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e ur o p e . b u s in e s s c hie f. c o m

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“ W E’RE NOT THE TYPE OF COMPANY TO BUILD SOMETHING AND THEN SELL IT A YEAR LATER. EVERYTHING WE BUILD, WE KEEP” — Colin Kelly,, Commercial Director, K2 Data Centres

MODULAR CONSTRUCTION: FROM POWER PODS TO MARITIME DATA CENTRES The successful coexistence of longterm data centre infrastructure and speedy delivery lies in the approach K2 is taking to the operation of its second Dublin hyperscale campus. The new 60MW development will combine with the company’s existing facilities to make K2 a 100MW data centre company – a rarity outside cloud service providers like Google and Microsoft. In order to simultaneously cater to the rapid development cycles of the companies expected to take up residence

decade, or even the next century. “We’re not the type of company to

in Dublin 2, and stay true to Kuok’s philosophy and methodology, K2 is using

build something and then sell it a year

a two-track process. The plan is to

later. Everything we build, we keep,”

operationally separate the data centre

says Kelly. Kuok has deep ties to the

hall from the rest of the facility itself;

sea, with industry-leading holdings in

K2 is constructing a facility built to

the maritime space and an extensive

stand the test of time, with a dynamic

coastal footprint. Operating busi-

data centre hall at its heart. “Over

nesses built for long-term operation

the years, the data centre hall can

on turbulent, tempestuous oceans is

develop flexibly, as it needs, to accom-

at the heart of Kuok’s identity. As K2

modate new technologies,” explains

looks to steady the ship on the chang-

Kelly. While the data centre building

ing seas of digital infrastructure, Kuok’s

and internal configuration is largely

legacy and values serve as a compass

placed within the control of tenant, K2

to keep the company on course.

“takes huge care internally over how e ur o p e . b u s in e s s c hie f. c o m

193

K 2 D ATA C E N T R E S

C OM PA N Y S TAT S

• Dublin 1 Data Centre: 18MW capacity built on a technical gross f loor area of 127,000 sqft • Dublin 2 Data Centre: 62MW hyperscale campus

194

APRIL 2020

we deliver power and cooling to that space,” he continues. Appeasing the two masters of longevity and frenetic development is, Kelly admits, a difficult process. The answer lies in K2’s reimagining of the power of modular construction techniques. Traditionally, assembling parts offsite was a quicker and cheaper way to get a roof on a new McDonald’s, or install bathroom units in a boxy modern development. Not, at first glance, the sort of technique expected from a company dedicated to ensuring the perpetuity of its infrastructure projects. However, Kelly enthuses that making products faster and more cost-effectively “only scratches the surface of the advantages we see in modular construction”. K2 is exploring the benefits of modular construction through its new prototype Power Pods: modular units that combine multiple key elements of data centre power delivery: battery, UPS and transformer systems, as well as other essential power-generating technology “like an engine block,” Kelly says. The advantages of the modular blocks is that offsite assembly and a e ur o p e . b u s in e s s c hie f. c o m

195

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self-contained structure means better

The potential applications of the

quality control, which reduces risk and

modular Power Pods reach beyond

potential time lost to the project. The

K2’s Dublin project. As data demand

nature of their construction is also

rises, the need for hyperscale data

the solution to the rapidly evolving

centres that are closer to population

demands of the data centre’s tenants.

centres also increases. Ho notes that,

“We want to flex and change the den-

in addition to the new hyperscale

sity of the data centre as technology

centre in Ireland, K2 is exploring

evolves over the next 15 years,” Kelly

additional applications for modular

notes. As power demand rises, a 1MW

power generation in a way that further

solution can be replaced with a larger

embraces Kuok’s maritime identity.

capacity power supply, and densities

“We’re planning to employ our modular

can be reconfigured as halls are refit-

construction expertise to build a data

ted as the modular system makes the

centre on a floating platform, on the

whole facility more robust. “That ability

sea,” says Ho. Kuok’s strong coastal

to adjust and fine tune our infrastructure is very important to us, given that we’ve seen IT refreshes of data halls after as little as 18 months,” says Kelly. The Power Pods will also increase uptime and reduce the disruption of a refit. Rather than change out multiple systems on site, a module can simply be replaced, or additional units can be installed. Maintenance that needs to take place offsite need not impact power supply, as replacement units can be delivered and installed in a matter of

“ I N ORDER TO CAPTURE THE MARKET DEMAND, WE NEED TO BUILD A PRODUCT FOR OUR END USER, COME TO MARKET, DELIVER AND DEPLOY IT VERY QUICKLY” — Colin Kelly,, Commercial Director, K2 Data Centres

hours, while damaged components are serviced and added to reserve supplies. e ur o p e . b u s in e s s c hie f. c o m

197

K 2 D ATA C E N T R E S

198

“ W E’VE DESIGNED A SYSTEM THAT MEANS WE CAN REPLACE A POWER POD IN A MATTER OF HOURS” — Colin Kelly,, Commercial Director, K2 Data Centres

footprint – particularly in areas of Asia and Africa, where digital infrastructure is still developing – will allow the company to bring its sea-borne data centres close to population centres. The advantages range from mobility to readily-available seawater for cooling.

A SUSTAINABLE FUTURE Planning for the long-term means facing tough challenges. At the core of K2’s brief is the pursuit of powering data centres more robustly, more

APRIL 2020

is looking to become more vertically integrated into the infrastructure operation process – exploring offshore wind projects and a more interactive relationship with the grid. The future is inevitably uncertain. However, there are ways in which it can be planned for, even shaped, and met with the right tools and philosophy to ensure it is a bright one. K2, embodying the values of the Kuok group, is not only planning for, but helping create a future in which the world’s ever-growing thirst for data is met by long-term, sustainable infrastructure solutions. “It’s common for data centre companies to find empty land, build a reliably and more sustainably. The

facility, flip it and make some money

company is committed to the Dublin 2

for the shareholders. It’s very transac-

facility running on a 100% renewable

tional. Because of our heritage, we’re

electricity power purchase order, as

not transactional at all,” says Kelly. Ho

well as installing significant photovol-

agrees, concluding: that “No matter

taic infrastructure to account for power

how the technology changes, we will

fluctuations in a sustainable way that

be here to support it for years to come.”

doesn’t sacrifice the quality of cooling. “There’s no sun in Ireland, as you know,” laughs Kelly. “The only time it gets hot is when there is sun, so it makes sense to try and address those peaks with solar panels.” Looking ahead, K2 e ur o p e . b u s in e s s c hie f. c o m

199

200

A living laboratory for innovation and advanced tech WRITTEN BY

GEORGIA WILSON PRODUCED BY

MICHAEL BANYARD

APRIL 2020

201

mid dl e e a s t . b u s in e s s c hie f. c o m

KING ABDULLAH UNIVERSITY OF SCIENCE AND TECHNOLOGY

Jason Roos, CIO at KAUST and Mohamed Abdel-Aal, Head of Digital Experience and Innovation at KAUST Smart, discuss the university’s living laboratory approach and research innovations

ason Roos has been the Chief Information Officer (CIO) at King Abdullah University of Science and

Technology (KAUST) for just under three years. 202

“Prior to coming to Saudi Arabia, I was the Chief Technology Officer (CTO) and Vice President of a large cancer research centre in Southern California and the CTO and Vice President of Stanford University’s medical centre. A vast amount of my career has been within an academic medical setting.” Reflecting on when he first started at KAUST, Roos explains that he was already familiar with the Middle East having lived in the UAE before. “However, I had never lived in Saudi Arabia,” comments Roos, “it wasn’t until I was brought onsite to see KAUST that I was truly convinced of how incredible the place is. KAUST is very unique. We are currently in our tenth year of existence, with the ambition to build a world-renowned research and academic institute for Master’s, and doctoral APRIL 2020

203

mid dl e e a s t . b u s in e s s c hie f. c o m

KING ABDULLAH UNIVERSITY OF SCIENCE AND TECHNOLOGY

“ We are a self-contained community – ‘a living laboratory’. It gives us the unique ability to develop and redefine smart cities and digital experiences”

degrees that is of the same caliber as MIT, the California Institute of Technology and Stanford University. Therefore, over the last 10 years we have been working to build state-ofthe-art facilities that will ultimately help to change the economic landscape of Saudi Arabia.” In addition to the research and academic institute, KAUST is surrounded

204

— Jason Roos, CIO, King Abdullah University of Science and Technology (KAUST)

by what Roos calls “a mini Silicon Valley”, to drive a culture of innovation and technological advancement. “As CIO I am not only responsible for the institute, but also for the entire ‘smart city’, comprising thousands of homes, as well as restaurants, shopping centres, a police department and a small hospital. Within the ‘smart city’ we have research centres from multiple Fortune 500 companies including Dow, Aramco and SABIC. Essentially, we are a self-contained community ‘a living laboratory’. That gives us the unique ability to develop and redefine smart cities and digital experiences for the people that live, work and study within KAUST.” Currently, within the world of technology, Roos highlights that, globally,

APRIL 2020

This is KAUST CLICK TO WATCH

1:03

205 there is a strong buzz around utilising

we have the ability to control almost

artificial intelligence, machine learning

every variable to thoroughly test these

and high-performance computing in

vehicles to develop a usable service.”

order to leverage autonomous func-

In addition to these trends Mohamed

tions and high levels of intelligence

Abdel-Aal, Head of Digital Experience

to enhance an organisation’s capa-

and Innovation at KAUST Smart, has

bilities. “At KAUST we want to utilise

also seen an increased empowerment

these trends within our ‘living labora-

of knowledge and decision making,

tory’ to drive innovation in computing,

due to the way users interact with their

personalised and precision medicine,

mobile phones has evolved. “It adds

population health, traffic control and

to the situational awareness, which

mobility, to name a few. One area that

provides a level of intelligence that we

we are looking into at the moment is

can apply to automation,” adds Roos,

the application of autonomous vehi-

“in the past you could automate, but

cles. Being an entire ecosystem city

you couldn’t predict, which is where mid dl e e a s t . b u s in e s s c hie f. c o m

KING ABDULLAH UNIVERSITY OF SCIENCE AND TECHNOLOGY

208

artificial intelligence and machine learn-

the overall experience being provided

ing has really provided a difference in

to redefine and reimagine the basic

automation to customise the individual

portfolio. At KAUST we are looking

experience. This is something we are

to create a culture where people

looking to leverage to create an intel-

are allowed to experiment, to take

ligent and unique experience.”

risks and push boundaries to see

In order to achieve this Roos

what works and what doesn’t. If you

explains that there are multiple

don’t allow people to take risks - and

components to KAUST’s digital trans-

occasionally fail - then you won’t

formation strategy. “Although there is

encourage people to get out there

your traditional IT portfolio for basic

and try to push those boundaries to

applications to deliver your core busi-

create new innovations.”

ness functions, in order to go beyond

Currently at KAUST, Roos and

that and innovate, you need to look at

Abdel-Aal are working on a number

APRIL 2020

E XE CU T I VE PRO FI LE

Jason Roos Jason Roos has more than 25 years of experience leading and managing information systems and technology organizations across the defense, healthcare, higher education, and high tech industries, including international experience in Europe and the Middle East. He is currently the Chief Information Officer for King Abdullah University of Science and Technology (KAUST) located just north of Jeddah, Saudi Arabia. Prior to joining KAUST in July of 2017, Jason served as the Vice President and Chief Technology Officer at City of Hope Cancer Research Center in Los Angeles after serving for several years as the Vice President and Chief Technology Officer for Stanford Health Care at the Stanford University Medical Center where he led the overall technology direction and operational delivery for all of Stanford Medicine’s Adult Hospitals and Clinics. His career highlights include working as an executive for the leading cyber security firm Symantec, where he led the application development and production support teams supporting Symantec’s global e-commerce platform and experience as the Senior Director for Technology with the Cleveland Clinic Abu Dhabi Hospital located in the United Arab Emirates. Jason began his career serving in various leadership roles for over ten years at Texas Children’s Hospital in Houston, Texas. His military experience includes serving as an Electronic Warfare Signals Intelligence Analyst in the U.S. Army’s Military Intelligence Corps, and later as a Medical Service Corps Officer specializing in healthcare technology and biomedical systems management. His formal education includes completing a healthcare administration postgraduate fellowship at Texas Children’s Hospital, a MBA from Texas A&M University, a BA from the University of Houston, and a diploma from the Defense Language Institute’s school of Arabic in Monterey, California. mid dl e e a s t . b u s in e s s c hie f. c o m

209

KING ABDULLAH UNIVERSITY OF SCIENCE AND TECHNOLOGY

“ If you don’t allow people to take risks – and occasionally fail – then you won’t encourage people to get out there and try to push those boundaries to create new innovations”

of innovation projects including autonomous vehicles, drone delivery, cashless pay and facial recognition. “Coming back to autonomous vehicles, we are assessing and experimenting with this technology for two different shuttles on a joint agreement that we’ve built with multiple companies,” comments Abdel-Aal who explains the complexity involved when innovating in this area. “The assessment of autonomous shuttles

210

— Jason Roos, CIO, King Abdullah University of Science and Technology (KAUST)

APRIL 2020

includes multiple dimensions, one being the operational aspect. Can we run these shuttles? Can we charge them? Can we maintain them? Will

211

they withstand the heat? A second

Further detailing the current inno-

dimension is digital integration to

vations at KAUST, Roos explains

develop a smart experience which

the university’s development of its

poses questions such as, will users

computing and storage capabilities.

be able to look up the route on their

“When KAUST was first established,

phone? Can users book the shut-

our supercomputer “Shaheen” was

tles in advance? Can they interact

an IBM Blue Gene system which

with the experience using a smart

put KAUST on the map for high-

and interactive bus stop? The third

performance computing to support

dimension is the actual research of

our mission and research areas.

the vehicles, such as battery materi-

KAUST’s second generation super-

als and artificial intelligence sensor

computer – a Cray XC 40, which

technology. Finally the fourth dimen-

has been in place since 2015 - now

sion is optimised operational cost.”

supports the high-end research mid dl e e a s t . b u s in e s s c hie f. c o m

KING ABDULLAH UNIVERSITY OF SCIENCE AND TECHNOLOGY

212

APRIL 2020

that we do. KAUST’s supercomputing environment is managed by our Core Laboratories, ensuring that our researchers and scientists have access to high-end compute capabilities, which are commonly used for high-resolution modeling, simulations, cloud and GPUs.” Other innovations the university is

E XE CU T I VE PRO FI LE

Mohamed Abdel-Aal Mohamed Abdel-Aal is the Manager of Research and Computing Infrastructure at King Abdullah University of Science & Technology (KAUST). KAUST is an international, graduate-level research institution on the shores of the Red Sea in Thuwal, Saudi Arabia. In its eighth year of operations, KAUST is an ascending star of academic excellence with a mission to advance science and technology through bold and collaborative research. Mohamed oversees the University’s IT infrastructure, HPC cluster resources, cloud systems, data center facilities, and storage solutions. He also oversees strategic plans and initiatives to continuously improve computational capabilities and resources while introducing innovative solutions to the University’s faculty, researchers, and students. Mohamed holds an MBA degree and a Master’s degree in Computer Engineering from Rensselaer Polytechnic Institute in Troy, New York. mid dl e e a s t . b u s in e s s c hie f. c o m

213

KING ABDULLAH UNIVERSITY OF SCIENCE AND TECHNOLOGY

working on include drone technology and cashless pay. “Currently at KAUST we are exploring the potential of using drones beyond basic surveillance. In fact, our team is working with our facilities and community life group to look at how we could leverage drones for delivery to our smart houses. To achieve this would require KAUST to replicate the layout of the city into a digital twin in order to create drone corridors to manage the flight patterns of the drones. 214

In terms of cashless payment, we are currently piloting various forms of cashless experiences, including

“ We have worked very closely with some of our partners and they have been valuable from the very beginning”

digital gateways and facial recognition to create a unique experience for the users. We are also looking to develop cashless stores—building an environment where someone could walk into a store, grab what they need and, via something like facial recognition, biometrics or barcoding, the person

— Jason Roos, CIO, King Abdullah University of Science and Technology (KAUST)

is charged for what they have bought once they leave the store,” adds Roos. Reflecting on the university, Roos believes its biggest strengths are its world-class facilities for high-level

APRIL 2020

2009

Year founded

5,000 Number of employees

215

tech research and innovation, and

worked very closely with some of our

its diversity in bringing the best from

partners and they have been valu-

around the world into one place. “I

able from the very beginning to drive

believe that KAUST, being only 10

innovation and develop technologies

years old and being world-renowned

and solutions. For KAUST, our part-

is a tremendous success. To achieve

nerships are critical for our success,”

this level of recognition after just

concludes Roos.

one decade is truly remarkable,” adds Roos, who highlights that this achievement has been a collaborative effort between the entire KUAST city, as well as its partnerships it has made over the years. “We have mid dl e e a s t . b u s in e s s c hie f. c o m

216

TECHNOLOGY TRANSFORMATION TO DRIVE REFUGEESâ&#x20AC;&#x2122; OPPORTUNITIES WRITTEN BY

MARCUS LAWRENCE PRODUCED BY

MICHAEL BANYARD

APRIL 2020

217

mid dl e e a s t . b u s in e s s c hie f. c o m

U N RWA

KAAN CETINTURK, CIO AND DIRECTOR OF INFORMATION MANAGEMENT AND TECHNOLOGY AT UNRWA, DISCUSSES HOW TECHNOLOGY IS DRIVING RELIEF EFFORTS FOR PALESTINIAN REFUGEES

218

he plight of Palestine refugees represents one of the most enduring human tragedies of the modern world, such that

the mere mention of the regionâ&#x20AC;&#x2122;s name now evokes imagery of wars, refugee camps, dead-end peace negotiations and young Palestinians who long to get the same opportunities as their peers elsewhere. While the geopolitical complexities of the situation limit a full resolution of the conflict to the future, incredible work is being done to support refugees in the region through education, healthcare and job creation. Humanitarian aid for displaced Palestinians across Gaza, Jordan, the West Bank (including East Jerusalem), Lebanon and Syria is conducted primarily by the United Nations Relief and Works Agency for Palestine Refugees in the Near East (UNRWA), which currently provides vital services to over 5.6 million people registered with the organisation. APRIL 2020

219

mid dl e e a s t . b u s in e s s c hie f. c o m

U N RWA

“ We need an IT infrastructure that matches our operations, and that’s able to function in unpredictable conditions even during emergency such as with power cuts and unstable terrestrial connectivity, all while keeping our data safe and protected”

Founded by the UN General Assembly in 1949, UNRWA has delivered primary and vocational education, primary health, relief and social services, infrastructure and camp improvements, microfinance, and emergency response in situations including armed conflict since it began operations on 1 May 1950. Over

— Kaan Cetinturk, CIO and Director of Information Management and Technology, UNRWA

the past 70 years, the organisation has come to operate 709 elementary prep schools and nine secondary schools (together educating 540,000

220

young refugees alongside technical and vocational training for a further 8,000), and 144 health centres offering comprehensive primary care. In 2019, UNRWA’s provided health services to 3.5 million refugees through 8.5 million combined patient visits over the course of the year. Kaan Cetinturk, Chief Information Officer (CIO) and Director of Information Management and Technology at UNRWA, began his career with the UN in 2005 as a Business Process Manager for the World Health Organisation (WHO), progressing through roles in Geneva and Kuala Lumpur before joining APRIL 2020

#DignityIsPriceless Campaign CLICK TO WATCH

2:15

221 UNRWA in December 2018. In his

that matches our operations, mak-

current role, Cetinturk is the principal

ing sure that we are connected at all

advisor to the agency’s management

times. We are working together with

committee with regards to information

an experienced long-standing provider

management and technology, strate-

of reliable satellite communication

gic architectural governance policy

solutions enabling us to function in

and operational methods; thereby

unpredictable conditions and even

orchestrating the technological offer-

during emergency such as with power

ing for refugees and the continuous

cuts and unstable terrestrial con-

development of those platforms.

nectivity, all while keeping our data

“UNRWA is considered to be a huge

safe and protected. It is vital for us to

UN agency with 30,000 staff members

use satellite connectivity in addition

served by the IT department over five

to terrestrial connectivity to mitigate

field offices,” Cetinturk explains. “That

business continuity risks and to ensure

means we need an IT infrastructure

voice and video communications with mid dl e e a s t . b u s in e s s c hie f. c o m

U N RWA

222

our field offices independent of local

says. “Due to a very difficult financial

infrastructure.” He adds that, despite

situation we experienced over the

its differences from for-profit organisa-

last few years, the digital environment

tions, UNRWA’s digital transformation

was obsolete. In order to drive digital

strives for the same goals: to remain

transformation we had to find sources

ahead of the curve, to be secure,

of funding, and so when I joined we

to provide solutions for end-users,

turned every stone for cost efficiency.”

to develop cutting-edge applications,

Having spurred bigger coffers

and to move to paperless operations.

through this approach, Cetinturk and

When he joined the organisation,

his team then turned to the six core

Cetinturk inherited a challenging digi-

strategies they sought to implement.

tal environment. “UNRWA is funded

“First was to drive engagement and

almost entirely by voluntary contribu-

value across our programmes and

tions from UN member states,” he

departments, second to improve the

APRIL 2020

strength of our cybersecurity, third

elaborates Cetinturk. “Our business

to drive process efficiency, fourth to

engagement team works to maxim-

boost cost-effectiveness, fifth to build

ise the value we deliver to UNRWA

staff capacity, and sixth to align tech-

departments and programmes by

nology and innovation.”

understanding their work and bring-

To facilitate these goals, the team

ing innovation to the table. We have

was restructured into “a flatter struc-

also significantly improved the way our

ture” to enable greater agility and

headquarters, field information man-

efficiency. “In this restructuring, we

agement and technology offices work

established individual offices under the

together towards the same objective.

CIO for information security, project

That alignment has been absolutely

management and enterprise architec-

essential for our digital strategy.”

ture, along with dedicated teams for DevOps and business engagement,”

The nature of the organisation, Cetinturk says, means that it does not

E XE CU T I VE PRO FI LE

Kaan Cetinturk Kaan Cetinturk is CIO and the Director of Information Management and Technology Department at United Nations Relief and Works Agency (UNRWA) where he provides leadership to the Department and ensure that information management and technology (IMT) services across the Agency are efficient, effective and to the highest standards. Kaan has extensive leadership experience in United Nations organisations with expertise in IT, business process transformation, digital strategy, governance, organisational restructuring and people management. He is f luent in Turkish, English and French. mid dl e e a s t . b u s in e s s c hie f. c o m

223

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“ First was to drive engagement and value across our programmes and departments, second to improve the strength of our cybersecurity, third to drive process efficiency, fourth to boost cost-effectiveness, fifth to build staff capacity, and sixth to align technology and innovation” — Kaan Cetinturk, CIO and Director of Information Management and Technology, UNRWA

UNRWA’s operations and services have all benefited exponentially from these comprehensive strategies, and this is perhaps best demonstrated by its healthcare and education platforms and the ways they have both aided millions of refugees. E-health, its proprietary healthcare management system, is connected to the organisation’s ERP platform and is thereby augmented with the medical data of all registered refugees. “Before the implementation of e-health, UNRWA’s health centres were very crowded with

have the luxury of sequential strategies

patients who had to wait a long time to

with the aim of serving each goal in

receive the services they need,” recalls

time. Instead, programmes are strate-

Cetinturk. “Contact time with doctors

gically aligned across all six objectives

was also relatively short because of

to serve them each in parallel. “These

the crowdedness.”

programmes include many cyberse-

A major factor causing these

curity initiatives, implementation of an

bottlenecks was the lack of digital

agency-wide service management

infrastructure, leaving healthcare

platform, a document management

providers to use paper-based records

system for digitalisation of our paper

whose receipt was delayed by the

records, adoption of business intel-

inherent slowness of inter-office

ligence technologies for transparency

transfers. “It was also very tedious to

and better decision-making, and mod-

extract reports about any of the func-

ernisation of our infrastructure,” he

tions in the health centres, including

says. “Along with this, we have finalised

statistics about services delivered and

the agency cloud strategy.”

the consumption of medicines, medical mid dl e e a s t . b u s in e s s c hie f. c o m

225

U N RWA

226

APRIL 2020

supplies and other required resources. Upon the introduction of e-health, there has been serious improvement.” By conducting ongoing assessments of the system to ensure its value is maximised, some exciting statistical examples of e-health’s impact have been drawn out. “The daily medical consultations for doctors were reduced from 104 to 86 a day, the time needed to collect medication was reduced to three minutes, and the antibiotics prescription rate was decreased from an average of 27% to 24.7%,” says Cetinturk. Along with these improvements to patient care and operational efficiency, e-health also provides a remote dashboard detailing health centre status, daily operations and healthcare provided to patients, delivering a daily stream of comprehensive reports and statistics. While figures such as these can mask the real-world approval of such systems, UNRWA’s healthcare providers have been overwhelmingly positive in their feedback. “89% of physicians surveyed expressed satisfaction with the new e-health system, particularly in terms of time saved and how it allows them mid dl e e a s t . b u s in e s s c hie f. c o m

227

Wherever human need takes you, we go Above and Beyond. Humanitarian work is global, and often in places where communications are most challenging. You need a partner who can manage your network and cloud solutions to keep you connected, no matter how weak the infrastructure, no matter how remote the operations. Weâ&#x20AC;&#x2122;re Marlink. And weâ&#x20AC;&#x2122;re ready to go ABOVE AND BEYOND to help you do more when it matters most. www.marlink.com

“ Upon the introduction of e-health, there has been serious improvement” — Kaan Cetinturk, CIO and Director of Information Management and Technology, UNRWA

system offers similar benefits for students and staff across the organisation and the people it serves. As a result of its deployment, enrolment, registration, attendance, transfers, and achievements are all handled via the app, streamlining the administrative processes whilst democratising the services’ availability. In addition,

to provide more and better attention to

students can access their unique

patients, and they believe it manages

reports, student identification

the crowds in a timely and fair way.”

details and achievement certificates

In addition to the impact made at healthcare sites, e-health provides

through the app. These efforts support one of

additional services through its inte-

UNRWA’s most ambitious projects: a

grated mobile applications such as

Gaza-based IT centre that has entered

e-MCH (maternal and child health) and

operations and seeks to capitalise on

e-NCD (non-communicable diseases).

the wealth of digital literacy among

E-MCH, Cetinturk explains, offers an

young Gazans. “The near-13 years of

Arabic language interface to enable

blockade has taken a huge toll on the

mothers to access the electronic

economy and on the prospects for

health records of both themselves and

young people to achieve their dreams,”

their children, push notifications for

says Cetinturk. “Their travel is tightly

appointments and reminders based on

restricted, business is difficult, the

either the stage of pregnancy or the

politics are very complicated, and the

ages of a mother’s children, along with

borders are nearly sealed. So what can

health education content.

a 20-year-old IT professional do under

Education forms a considerable

these circumstances? The economy’s

component of UNRWA’s services,

devastation has resulted in impover-

and its education management

ishment and retrogression of a highly mid dl e e a s t . b u s in e s s c hie f. c o m

229

U N RWA

skilled and well-educated society. In 2018, the average unemployment rate was over 50%, one of the highest according to the World Bank, and the number of Palestine refugees relying on UNRWA for food aid has increased from fewer than 80,000 in 2000 to almost one million in 2019. With this in mind, Gaza should be turned into an opportunity.” UNRWA has thus established an IT centre in Gaza to deliver offshore IT services. Employing young 230

Gazans, the centre leverages the global connectivity of the internet to provide service desk, application

“ I would like to emphasise that any company that would like to partner with us to drive our digital transformation should contact me” — Kaan Cetinturk, CIO and Director of Information Management and Technology, UNRWA

development and business management services for enterprises around the world. “I encourage businesses worldwide to explore ways to connect with young Gazans and see how much space there is to support young people in launching and managing businesses online. The centre is fully functional and has already delivered an agency-wide in-house development information system,” enthuses Cetinturk. “My next mission, from this point onward, is to make the IT service

APRIL 2020

1949

Year founded

5.5mn+

People we provide with assistance and protection

30,000 Number of employees

centre known to other UN agencies

for their prospects. â&#x20AC;&#x153;I would like to

so they can make use of it. Weâ&#x20AC;&#x2122;re now

emphasise that any company that

in discussions with other agencies to

would like to partner with us to drive our

use it as their application development

digital transformation should contact

competency centre.â&#x20AC;?

me. It can start as part of their social

In the age of digital transformation,

responsibility initiatives, but we are

it is deeply encouraging to find such

keen and able to quickly develop part-

humanitarian efforts being delivered

nerships that benefit both parties.

through technology by passionate and driven teams such as that headed by Cetinturk, and indeed across UNRWA as a whole. For those who would like to get involved, Cetinturk is enthusiastic mid dl e e a s t . b u s in e s s c hie f. c o m

231

232

Shining a light on digital transformation

APRIL 2020

233

WRITTEN BY

MATT HIGH PRODUCED BY

JAMES PEPPER

e ur o p e . b u s in e s s c hie f. c o m

TELSTRA PURPLE

Telstra Purple was set up to solve the myriad of issues businesses face when undertaking a digital transformation project, as Matt Williams and Adrian Spink explain

elstra Purple is a technology services business with a team of 1,500 technology experts across the globe specialising in

network, security, cloud, collaboration, software, data and analytics, and design. Bringing together Telstra Enterpriseâ&#x20AC;&#x2122;s business technology services capabilities and a number of recently acquired 234

companies, Telstra Purple was set up to solve the myriad of issues businesses face when undertaking a digital transformation project. It is focused on outcome-based, transformative tech solutions. Whilst digital transformation is the strategic priority for most businesses today, there are a vast number of opportunities as well as stumbling blocks to consider at the planning stage. The proliferation of new technologies, the migration to the cloud, increasing volumes of data and the rapidly evolving cyber threat landscape makes it an ever more challenging headache for business leaders. Cloud, the foundation for the agile business world, allows organisations to scale infrastructure as needed to support changing business priorities and host new digital services. Getting cloud right is a critical part of transforming a business, but it isnâ&#x20AC;&#x2122;t easy. APRIL 2020

235

e ur o p e . b u s in e s s c hie f. c o m

TELSTRA PURPLE

Introducing Connected Intelligence for Mobile, Web, IoT, and 5G • Accelerate development and innovation • Optimize performance and functionality • Ensure digital business success

Mobile

IoT

Web

Learn More

237

“ Technology is driving massive change in business, more so now than at any point in my 24-year career” — Matt Williams Head of Telstra, EMEA Telstra’s 2019 “Disruptive Decision-

people think, most businesses are still in the early stages of digital transformation. The report also reveals that the most digitally mature companies are set apart precisely because they are more likely to focus on people and processes than technology.

RESISTANCE TO CHANGE Successful transformation initiatives

Making” research report looks at the

must of course be underpinned by the

challenges IT leaders face today when

foundational technology pillars of cloud,

making the right decisions on how

security and networks, but it is never

to approach digital transformation.

solely about the technology. Technology

It reveals that despite what many

is redundant without people and e ur o p e . b u s in e s s c hie f. c o m

TELSTRA PURPLE

purpose. Any new business transfor-

roles, CIOs often face and have to deal

mation project must begin with a

with conflicting advice, resistance to

proactive and adaptive culture across

change and poor decision-making

the organisation — embraced by the

from across the business.

board, business leaders and employees. Yet, it is reported time and time again

238

“Technology is driving massive change in business, more so now than at any

that the biggest challenge with any

point in my 24-year career” says Matt

transformation project is organisational

Williams, Telstra’s Head of EMEA.

resistance to change. Apart from having

In EMEA, Williams has considerable

the technology skills and responsibility

experience of working with leading

for driving new growth, entering new

organisations through their transforma-

markets and innovating, IT leaders are

tion journeys. “We’re seeing enterprises

now expected to play a critical role

increasingly grapple with what this

in influencing mindsets and steering

level of change really means, and

new workplace behavioural practices.

how it impacts their business.”

As part of this changing nature of their

PEOPLE, PURPOSE AND TECHNOLOGY Coupled with this, as business and technology becomes even more connected, CIOs are starting to take ownership of new disciplines. According to The 2019 State of the CIO research, 77% of responding IT leaders plan to devote more time to business strategy over the next three years compared with transformational work (74%) such as implementing new systems and architectures or functional responsibilities (58%) like security management or cost control initiatives. APRIL 2020

People Bringing Purpose to Technology -Telstra Purple EMEA CLICK TO WATCH

1:45

239 Telstra’s Disruptive Decision-Making

as a whole. Business leaders need to

report investigated how the four key

take a step back for a broader, objective

factors of people, processes, technol-

view. Only once business goals are

ogy understanding and partnerships

defined, can a coherent technology

contribute to organisations’ decision-

strategy be built.

making ability and effectiveness in

The focus on people and the broader

digital transformation. Many companies

culture, which enable any successful

that struggle digitally are those that lack

transformation, is deeply rooted

visionary executives who are clear on

in Telstra Purple’s approach. It’s also

what needs to be done for the business

a subject that resonates deeply with

“ It’s all about the people and those people bringing purpose to technology”

Adrian Spink, Head of Telstra Purple

— Adrian Spink Head of Telstra Purple, EMEA

in EMEA. “It’s all about the people and those people bringing purpose to technology,” states Spink. “Despite my background, I’m not a huge fan of the term e ur o p e . b u s in e s s c hie f. c o m

TELSTRA PURPLE

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APRIL 2020

CASE STUDY

How Telstra Purple helped London City Airport initiate a ‘Smart Airport’ experience One example of the Telstra Purple

basic elements that had to be

team’s digital transformation work

addressed first, so that initial stage

is an extensive programme with

was about ensuring everything

London City Airport to help the

was stable, robust and resilient.

airport achieve record passenger

In collaboration with the airport,

numbers. The work involved business

we carefully planned the full digital

case development, enterprise

transformation journey in order to

architecture work, operating model

roll out a truly ‘smart’ airport, which

design, business continuity and

resulted in passenger growth and

security strategy.

enhanced customer experience.

With the aim of attracting more passengers and dynamically managing traffic through the terminal, the ‘Smart Airport’ programme uses business intelligence and analytics from 190 cameras across the airport to make smarter decisions and prioritise investment. “The work goes back some seven years, so it’s been a real journey in the truest sense of the word,” explains Adrian Spink, Head of Telstra Purple in EMEA. “The airport was working with legacy technology across many of its key areas, to the

This included some really groundbreaking technologies, including check-in screen systems, sensor technologies to manage passenger flow through the terminal, work on expanding both airline partners and the physical building and, most recently, the deployment of the UK’s first digital air traffic control tower which will go live later on this year.” This wide-ranging transformation project led to an increase in passenger numbers of 25% over the past four years and helped reduce overall turnaround times.

point where there were some really

e ur o p e . b u s in e s s c hie f. c o m

241

TELSTRA PURPLE

242

Supporting your strategies to get you where you need to be ‘consulting’. It’s too broad — and dare

to come together, and Telstra Purple

I say — smacks of slick presenta-

is experienced in making it happen.”

tions and boilerplate reports. We

To support this ‘people-first’ effort,

have very strong capabilities in the

CIOs should look to create a cross-

advisory space, of course, as well as

departmental team of ‘digital natives’

in working with some of the largest enterprises in the market. “But really, we are a people-first

— individuals who exhibit traits like cooperation, openness and selfmotivation who will support the

services company. We deal in digital

culture of change and help others in

and technology transformations, but

the organisation to recognise the

you simply can’t do anything in the

benefits too. They must also con-

world of technology today without a

tinue to oversee the adoption of a

massive focus on people and culture.

measured and considered approach,

CIOs, employees and the board need

counter-balancing new technologies

APRIL 2020

“ The threat landscape is ever changing, and there are still many organisations out there that have yet to invest in a permanent security executive or leader” — Matt Williams Head of Telstra, EMEA

and ways of working with information security implications and risks.

CREATING STRONG FOUNDATIONS: CLOUD, NETWORK AND SECURITY Telstra’s Disruptive DecisionMaking Report found that the top digital transformation priorities for senior decision-makers were security and protecting digital assets, followed by optimising existing technology in order to move faster than the competition.

Matt Willams

E XE CU T I VE PRO FI LE

243

Matt Williams is Head of EMEA for Telstra, based in London. He is responsible for developing and driving the business strategy for three divisions in Enterprise, Wholesale and Professional services across EMEA, and delivering upon the company’s financial goals. Matt joined Telstra in 2009 and was most recently Director of Enterprise Accounts for the EMEA region. In this role he was accountable and responsible for retention and sales growth for the Enterprise customer base. Matt has over two decades of experience in telecommunications and technology markets, having held several senior sales leadership positions throughout his career. Matt holds a BA in Business Administration (Marketing) from the University of East London. e ur o p e . b u s in e s s c hie f. c o m

#BREACH&ATTACKSIMULATION AttackIQ, a leader in the emerging market of continuous security validation, provide enterprise customers insight into the efficacy of their security and leverages the industry standard post breach framework, Mitre ATT&CK.

UNLOCK THE FULL POTENTIAL OF YOUR DIGITAL TRANSFORMATION With Telstra and Equinix on your side, you can bring to bear the industryâ&#x20AC;&#x2122;s most powerful cloud ecosystems, network connectivity solutions and multicloud interconnection services wherever in the world you need them. Combined, our technology, global reach and industry knowledge make us the right partners to help businesses transform their infrastructures to exploit the opportunities of the digital age in full.

For more information on how Telstra and Equinix can help enable your digital transformation, visit Equinix.co.uk/partners/telstra/

LEARN MORE

For the majority of CIOs, finding

in EMEA experiencing a security attack

the time for transformation projects is

in 2019. This was a finding in Telstra’s

not easy when their day job is managing

2019 Security Report, which is based

the essential infrastructure pillars of

on interviews with around 1,300 profes-

cloud, network and security. These ele-

sionals across 13 countries. Thus, time

ments are the foundations that allow

is sucked into reactive work rather

a business to scale, host and deliver

than proactive initiatives, meaning

new digital services and applications

businesses have to take their eye off

across the globe and are complex

the prize and transformation projects

and time-intensive to get right.

are delayed.

Just getting security, privacy and

According to a survey by the Harvard

compliance right is a full-time job, with

Business Review, one of the biggest

more than half (52%) of organisations

hurdles to digital transformation is

Adrian Spink

E XE CU T I VE PRO FI LE

245

Adrian heads Telstra Purple across EMEA, where he is responsible for the growth of the business in the region and aligning it to Telstra’s strategy. He has over 30 years’ experience in running IT infrastructure and security services across the automotive, oil & gas and financial services sectors and in working with blue-chip CIO clients to deliver strategic change to their organisations. Prior to joining Telstra Purple, Adrian was the CEO of Company85 which was acquired by Telstra in 2017. His consulting experience includes CSC, IBM and Symantec, where he led the EMEA services organization through a management buyout to create Company85. Outside of work, Adrian enjoys skiing with his family and occasionally dreams about still making it as a creative midfielder for Leeds United. e ur o p e . b u s in e s s c hie f. c o m

TELSTRA PURPLE

C O M PA N Y FACT S

• A team of 1500 technology experts across the globe specialising in network, cloud, security, collaboration, software, data and analytics and design.

246

• Built on a foundation of acquisitions we are a powerhouse of demonstrable experience and expertise. • We’re committed to collaboration. We bring the best people across our organisation together with yours to design, build and deliver outcomebased solutions. • We’ve built strong partnerships with industry leaders including Microsoft, AWS and Cisco but always deliver purpose-built solutions with people at the centre.

APRIL 2020

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e ur o p e . b u s in e s s c hie f. c o m

In today's interconnected world, you're only as secure as your most vulnerable partner, and you can't secure your third-party network if you're using traditional Third-Party Cyber Risk Management methods like security ratings and spreadsheet assessments. Whether you're preparing for APRA CPS 234 or simply looking to protect your data from third-party breaches, join our movement for innovative TPCRM. Learn more at CyberGRX.com.

a company’s inability to experiment

driving technology change. It’s more

quickly, with more than half (53%) of

about using technology in an efficient

senior executives maintaining that

way to bring about wider changes to

it is a key barrier of success.

the way business is conducted.”

Spink agrees: “It’s never just about introduced. Pushing technology for tech-

HIRE EXPERTISE TO REDUCE THREAT AND COMPLEXITY

nology’s sake leads to failure quickly.

With deep expertise in cloud, networks

CIOs face the challenge of increasing

and security as well as technology

operational efficiencies and delivering

change planning, Telstra Purple’s point

more consistent and stable IT perfor-

of difference is its multi-faceted

mance to the business. But we have

approach to digital transformation

transitioned from a ‘tech-first’ approach

problem solving. Fundamentally,

to an environment today in which we see

the business draws on its technical

employee and consumer behaviour

knowledge and project management

the actual products or solutions being

APRIL 2020

“ Unlike many consultancies which offer ‘out-of-the-box’ solutions to very typical business-driven problems, our engagement comes in the form of close, collaborative partnerships” — Adrian Spink Head of Telstra Purple, EMEA

produces a high-risk and complex decision-making environment that requires deep expertise. Telstra’s vast global network spans nearly 400,000 kilometres and has 2,000 points of presence connecting enterprises to the world’s fastest growing markets, especially in Asia Pacific. As all CIOs and CDOs are aware, one consequence of the increasing use of technology by enterprises is the

experience in deploying a well-planned

exposure to new forms of cyber risk.

transformation strategy that delivers

According to Williams, one consequence

against organisational and operational

of the greater use of technology by

objectives such as cost saving,

enterprises is exposure to new forms

efficiencies and the ability to scale.

of cyber risk. “The threat landscape is

Based on decades of advisory and

ever changing,” he says, “and there are

delivery experience, Telstra Purple

still many organisations out there that

reduces the complexity of choice

have yet to invest in a permanent secu-

and makes cloud easier to consume.

rity executive or leader. We can deliver

Whether moving a single application or

skills and expertise at every stage of the

hundreds, Telstra Purple, helps find the

security lifecycle, working with busi-

right target operating model for each

nesses to help them set the appropriate

organisation, speeds up platform trans-

standards and build out that intrinsic cul-

formation and ensures a smooth and

ture of compliance and security that’s

secure transition with minimal impact.

necessary in their organisations.”

Matching the rise in cloud applications,

Spink adds: “Unlike many consultan-

the network becomes increasingly busi-

cies which offer ‘out-of-the-box’

ness-critical. The need to secure

solutions to very typical business-driven

application delivery to a network of dis-

problems, our engagement comes in the

tributed enterprises and mobile workers

form of close, collaborative partnerships. e ur o p e . b u s in e s s c hie f. c o m

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TELSTRA PURPLE

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APRIL 2020

We roll our sleeves up and deliver, and that’s the big differentiator for Telstra Purple — we don’t just consult or offer a standard solution, we stand by what we promise. We consider ourselves a true partner and we work with everyone in the organisation to solve the challenge.” Williams sums up: “Transformation strategy is so important. The expertise we have across our organisation means our approach is focused more on advice, guidance and the provision of purposeful, tailored solutions. To fully realise the transformative benefits, it’s essential to partner with companies that have deep experience in both the pitfalls of transformation projects as well as the recipes for success. Our difference is our focus on the people within the business and the purpose behind the evolution — it’s the people that give the purpose to any technology.”

e ur o p e . b u s in e s s c hie f. c o m

251

252

SAP Cloud for Utilities: an integrated industry solution WRITTEN BY

WILLIAM SMITH

APRIL 2020

PRODUCED BY

BEN MALTBY

253

e uro pe .busi ne ssc hief. com

SAP

How SAP’s Cloud for Utilities solution portfolio can unlock new possibilities in a rapidly evolving market

AP Cloud for Utilities (C4U) is a pioneering new end-to-end portfolio of solutions from SAP, intended for use in the Lead-

to-Cash process employed by utilities companies. Three individuals from the wider SAP organisation are guiding its market introduction. Klaus Lohnert 254

is programme director and the overall lead of the project. Mateu Munar, Senior Director, Industry Business Unit Utilities and Stefan Engelhardt, Global VP Go-To-Market Strategy Industry Business Unit Utilities, are also part of the C4U leadership team and in charge of the solution management for SAP’s Utilities portfolio. “As part of that team,” Munar explains, “I have the role of the go-to-market lead for the new SAP Cloud for Utilities suite.” Engelhardt adds: “We are the solution owner for the complete business suite. In my role, I particularly support the C4U leadership board from a strategic perspective, as well as Mateu and the team with our go-to-market activities.” In terms of overall structure, Lohnert explains that “we have four streams. There is the

APRIL 2020

255

e uro pe .busi ne ssc hief. com

SAP

“ What’s happening at the moment is a tremendous infrastructure program, going from a centralised to a decentralised system”

development stream, where we develop the solutions. Then we have the go-to-market stream, in which Mateu and Stefan are allocated. Operations, because this is a cloud solution which we are operating, and the final part is the transition service we offer to make implementing the solution easier for our customers.” The complexity of the behind the

Klaus Lohnert, Program Director SAP Cloud for Utilities, SAP 256

scenes structure reveals the ambition of the solution. Comprising a portfolio of solutions useful to the utilities industry, SAP C4U supports products from

E X ECU T I VE P RO FI LE

Klaus Lohnert Klaus Lohnert is Program Director SAP Cloud for Utilities. He has over 20 years of international experience in the utilities industry and management consulting. His passions are for empowering business leaders to optimise the value of their businesses through best-in-class, forward looking processes, organisations and solutions, as well as providing customers guided access to innovations to get ahead of competition and help them to achieve the desired business outcomes of their business transformations. APRIL 2020

SAP Analytics Cloud: Embed Your Analytical Insights Into a Web Application CLICK TO WATCH

4:21

257 modelling through to the market, as

terms of reducing costs and adoption

well as demand prediction, monitoring

time.” Engelhardt adds that the offer-

of customer behaviour, managing bill-

ing is flexible to the specific needs

ing, customer service and adherence

of customers. “The architecture is

to regulations. “It’s a suite that covers

modular,” he says, “so we leverage the

the entire end-to-end process,” says

independent cloud components that

Munar. ”We provide a software-as-a-

SAP offers. For service, for instance,

service, cloud native solution.

for sales, for marketing, for commerce,

It’s a unique service, with no competi-

for billing and revenue management.

tor offering such a complete suite in

We’re bringing them together, extend-

the cloud. It’s important to emphasise

ing them from an industry perspective

the technological approach, because

— but you still have the option to buy and

that is what facilitates key business leads that we want to address, in

run them separately.” Motivating customers to require a solution such as SAP C4U is an e uro pe .busi ne ssc hief. com

SMART SOLUTIONS FOR SMART CUSTOMERS

PROLOGA and PROLOGA Energy are software development and consulting companies serving utilities worldwide. Customer profit from a comprehensive consulting and system competence that prepares the ground for a big variety of modern industry-specific solution extensions.

MODERN UTILITIES: LEVERAGING NEXT LEVEL APPLICATIONS ON SAP® CLOUD PLATFORM It does not take a crystal ball to predict that the days of traditional utility companies are numbered. Both in terms of changing customer behavior and in terms of social trends such as digitalization: the industry is facing huge dynamics while being under fire from new technologies, complex IT systems and inconsistent processes. However, automation will continue to significantly change people’s lives in the years to come. Robots and artificial intelligence are already part of our everyday lives: our goods are sent by drones, chatbots support our customer service and soon our cars will drive autonomously. Ideas about what the utility company of the future can look like are already becoming outdated because the future of this industry has long since begun. More importantly, utility companies should ask themselves – do we want to play an active part in shaping these changes? Digital transformation with intelligent solutions: SAP® Cloud Applications Is there a way for utilities to be both reliable and disruptive at the same time? Part of the answer might be software solutions such as SAP® Cloud for Utilities, the nextgeneration industry business solution that supports end-to-end industry processes across all business functions, at scale, in the cloud, and in real-time. But even a solution as comprehensive as SAP® Cloud for Utilities cannot cover all the detailed areas and requirements of a modern utility company. These gaps are closed by industry-specific solution extensions, such as those offered by PROLOGA. Automated planning, execution and confirmation of services, the reading of consumptions and on-site billing are only some examples. Another one is the highly

sophisticated Capacity and Nomination Management solution that provides efficient means for gas transport management companies to monitor the execution of capacity contract bookings and validating received nominations. And last but not least, PROLOGA also provides enhancements on SAP® Cloud Platform that complement the solution portfolio. PROLOGA and SAP: 15 years of experience, competence, and reliable partnership For more than 15 years, PROLOGA is serving SAP customers worldwide, delivering high-quality industry solutions and add-ons. The close collaboration with SAP ensures that solution extensions by PROLOGA are perfectly matched to SAP’s products and follow the strategic direction set by SAP. Smart solutions for smart customers is much more than a slogan; it is our daily motivation to both rethink our established solutions and adapt them to the evolving markets. Many companies have long since started the journey to an automated era, while utilities still seem to defend the market instead of attacking it. Together let’s take a clear view on the way in which your market is likely to evolve and how modern solution extensions can pave the way to it.

SAP

260 E X ECU T I VE P RO FI LE

Stefan Engelhardt Stefan Engelhardt joined SAP in 1997 where he supported the specification and launch of SAP’s first industry solution for utilities as Global Product Management Specialist. Since then, Stefan has held various management positions within SAP’s Industry Business Unit Utilities, becoming Vice President Utilities in 2007. In that role, he is responsible for SAP’s global Go-toMarket strategy for the utilities industry and focuses in particular on the definition and execution of SAP’s bi-modal product innovation strategy based on SAP S/4HANA for Utilities and the new SAP Cloud for Utilities solution portfolio.

APRIL 2020

evolving energy market, influenced by

growth, they will have to look to new

factors such as the rise of renewables

business dimensions, which is why the

and the decentralisation of power

platform supports non-commodity and

production. “The traditional commodity

multi-service capabilities,” Engelhardt

business no longer provides the mar-

adds. “We leverage elements and

gins or the revenue that is required,”

know-how from the 26 industry solu-

Engelhardt warns. “Utilities have to

tions we have at SAP such as telco,

extend their scope. They have to go

automotive and so on, bringing them

beyond the traditional energy business

together in order to allow utilities to

in order to offer value added or even

offer new bundled business services.

completely independent service offer-

Of course we also automate the tra-

ings.” SAP C4U is uniquely equipped

ditional processes of the commodity

to enable those in the industry to

business. That is the way towards what

compete in this brave new world. “For

Klaus calls the ‘self-running enterprise’.”

E XE CU T I VE PRO FI LE

Mateu Munar Mateu is currently Senior Director in the Industry Business Unit for Utilities. He’s responsible for the Go-to-Market of the new SAP Cloud for Utilities Suite. Mateu has 20 years of experience in the utilities industry — before joining the Industry Business Unit Utilities, he played several roles in the industry, first as Consultant and Solution Architect implementing the SAP for Utilities Solutions, and afterwards leading the Utilities Consulting Team in the EMEA region. He is highly experienced at working with utilities customers in different market roles, different countries and through the full cycle of the SAP for Utilities Solution.

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How SAP S/4HANA can accelerate your energy transition By David Townshend EY Global Power & Utilities SAP Leader

In an energy market defined by uncertainty, the prospect of shifting to SAP S/4HANA may seem like yet another challenge. But the right approach to upgrading can help accelerate transformation and build a more intelligent, agile organization for the future.

The cliches about 2020 being the year of vision may generate eye rolls, but for energy and resource companies, the message hits home. The disruptive forces sweeping the industry â&#x20AC;&#x201D; including decarbonization, digitization, cost pressures and empowered customers â&#x20AC;&#x201D; are not new but their pace is quickening. At the same time, energy and resource companies must move

forward in migrating to the new SAP S/4HANA software release. While for some, the prospect is daunting, many are reframing the challenge as a valuable opportunity. The powerful insights and connectivity delivered through S/4HANA combined with a forward-looking business view can help them reshape into intelligent, agile organizations â&#x20AC;&#x201D; if they take the right approach.

Three ways to get the best from your S/4HANA migration Moving to S/4HANA will impact every part of your business. While a poor approach will create damage throughout the organization, the right one can drive the companywide transformation that is critical to create long-term value. The right approach involves three key elements:

The migration to S/4HANA provides a valuable opportunity to not only accelerate the energy transition, but reshape energy and resource companies into intelligent, agile organizations. David Townshend EY Global Power & Utilities SAP Leader

1. Purpose-led: The migration to S/4HANA is an opportunity to reshape your business more broadly. Now is the time to identify or confirm organizational purpose and align this with the implications for individual processes, systems and people. This helps guide a purposeled transformation that achieves those end goals.

2. Value-focused: The two most common questions clients ask as they contemplate their migration are: i.) how can we build a business case that stacks-up both now and in the future? And ii.) how can we do this as cheaply as possible with the least negative impact on our business? We help answer these by realigning the process to the business strategy â&#x20AC;&#x201C; identifying how much value can be derived immediately and how much more can be leveraged in the future. For example, better, faster data can improve some processes now, while building a future-proof technology platform will support the agile business model and workforce needed for growth. And, all the while, the core value of the company is protected through enhanced cybersecurity and compliance.

3. Smart automation: Intelligent automation and machine learning can accelerate S/4HANA migration, reduce costs and enable value to be realized far more quickly. Automated tools also allow resources to focus on transforming those areas of the business that can help achieve big-picture goals. Post-migration, automation and analytics facilitate ongoing monitoring of people and processes to support continuous improvement. Fast-track your agile and intelligent future EY Agile Business Transformation for energy is a proven purpose-led, value-focused approach, specifically tailored to help energy and resource companies realize the potential of their migration to S/4HANA.

Leveraging the best SAP technology for energy and enhancing it with EY SAP-certified innovations can help deliver additional benefits throughout the energy value chain: customers and billing, asset management, finance, procurement, tax, HR and risk. The highly automated EY approach and suite of tools help clients accelerate their migration to S/4HANA, realizing benefits earlier, while limiting business disruption. Will 2020 be the year you accelerate your transformation? Discover how EY and SAP can help energy and resource organizations use S/4HANA to thrive in this era of extraordinary change.

SAP

â&#x20AC;&#x153; Utilities are at the heart of the energy revolution that is going on globallyâ&#x20AC;? Stefan Engelhardt, Global VP Go-to-Market Strategy, Industry Business Unit Utilities, SAP

264

APRIL 2020

Lohnert identifies three key performance indicators that SAP seeks to address with the solution, including a reduction in the cost to serve, a decrease in the time to market for both classical and new energy offerings and an increase in revenue and profitability. Leveraging the cloud is one way of achieving that, but SAP is aware that its customers will be at varying stages on the cloud journey. “A lot of our development efforts are directed towards integration,” says Munar. “We provide a cloud offering, but we have to understand and be conscious of the fact that a big part of our business is on-premise. Essentially, the scenario is evolving towards a hybrid model. Any customer can capitalise upon the investments that they have made in SAP, because we are securing that evolution with integration concepts out of the box. If they want to move into a hybrid mode, they can go there. If they want to go into a full cloud mode, they can do that as well.” It’s not just about delivering growth. C4U can also help companies achieve increased efficiency, and with efficiency comes more sustainable ways of doing business. “Utilities are at the heart of e uro pe .busi ne ssc hief. com

265

SAP

the energy revolution that is going on globally,” says Engelhardt. “They are in the driver’s seat to optimise, manage and build value added services in order to achieve efficiency and to benefit from new business opportunities. That is a key focus for us as we shape and develop the solution portfolio.” While SAP C4U is a business suite rather than a technical system, it still has a part to play in this transition. “What’s happening at the moment is a tremendous infrastructure programme, going 266

from a centralised to a decentralised system,” says Lohnert. “The biggest challenge we have is to accelerate this process, and we offer services to access end customers that want

Having cultivated a successful rela-

to buy a solar panel or a heating sys-

tionship with professional services firm

tem or charging stations.”

Accenture, which saw SAP contribute from a product side and Accenture

“ We provide a softwareas-a-service, cloud native solution”

from a services side, C4U represents a co-development between the two organisations. “Accenture are market leaders and they know the industry well,” says Munar. “They know our solutions, having done this together in the

Mateu Munar, Senior Director, Industry Business Unit Utilities, SAP APRIL 2020

past. From a go-to-market perspective, and from a development perspective, it’s a win-win.” Engelhardt concurs,

1972

Year founded

$24.7bn+ Revenue in euros

96,000+ Number of employees

adding that “we have many equally

coming from other areas and enter-

important partners, such as rku.it,

ing the space. Maybe our customers

smartservices, Cronos, bpc, Natuvion,

of the future are not just utilities, but

E&Y, Atos or IBM.”

other service providers who start to

Going forwards, the aim for C4U

complement services with energy.

is clear, as Engelhardt articulates.

Our platform should provide both with

“There is one simple goal. We want

the necessary tools and processes

to help our customers to transform

to be successful.”

their business into the next dimension, and we’re doing the same on our side. At the same time, I think what we are seeing happening that is interesting for us is more and more players e uro pe .busi ne ssc hief. com

267

268

PGS Software: enabling industry 4.0 with machine learning WRITTEN BY

WILLIAM SMITH PRODUCED BY

LEWIS VAUGHAN

APRIL 2020

269

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P G S S O F T WA R E

PGS Software’s Maciej Mazur, Chief Data Scientist and Lukasz Panusz, Chief Solutions Architect, discuss technology’s role in the manufacturing industry

GS Software is a Poland-based softwarehouse with a team of 700 experts working in R&D centers in three major

Polish cities and in additional offices in the US, UK, Germany, Switzerland and Scandinavia. 270

Meet the company’s two key players: Maciej Mazur, Chief Data Scientist, who leads the data science team and works on projects related to computer vision, IoT and edge computing, and Lukasz Panusz, Chief Solutions Architect, who has a particular interest in designing cloud solutions. Currently, one of PGS Software’s areas of expertise is providing tailor-made IT solutions for the manufacturing industry to aid the transition to the fourth industrial revolution (Industry 4.0). Mazur says: “We’re using advanced automation, Internet of Things (IoT), fast networking and AI in order to optimise production processes. What’s behind Industry 4.0 from a technical standpoint is a cyber-physical system where you collect complete data on the process and then optimise it in the digital realm. These improvements can APRIL 2020

271

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“ Stay tuned there are a lot of interesting things coming out this year” — Maciej Mazur, Chief Data Scientist, PGS Software

then be applied back in the physical world. The goal might be energy efficiency to have more green production or improving the production timing, or whatever is a priority.” Mazur is clear that this is not purely a technological transition, but PGS Software’s work frees up companies to focus on that other side. “Industry 4.0 is also about the people, about augmented operators and other areas where you need to change not only the technicals behind your factory but the culture

272

and the way of working”, he adds. One of the main challenges of transitioning to the latest industrial revolution is simply getting visibility of what is occurring in the factory setting. Enter the digital twin. “A digital twin is just a visual replica of a physical object or process or product, and it’s usually updated in real time in order to match reality,” says Mazur. “This is, in my opinion, the best way to connect the physical world with the digital realm. Thanks to the fact that you can have digital twins at different levels, from a single sensor to a machine, you can make the whole production line one big digital twin composed of the APRIL 2020

Introducing: Mesh Twin Learning @ Digital Twins 2019 in Frankfurt CLICK TO WATCH

2:55

273 smaller levels. There’s a lot of freedom

is a combination of digital twins, IoT,

to emulate and use machine learning

machine learning and the cloud, which

algorithms to improve production.”

addresses the connectivity and flex-

PGS Software goes above and

ible automation problems that you

beyond the traditional conception of

usually have in such setups. What it

the digital twin, however, with its vision

allows in reality is doing micro-step

of Mesh Twin Learning (MTL). “Mesh

optimisation. This stems from the

Twin Learning is a concept that I and

Taguchi methods from the late fifties —

Lukasz designed together,” Mazur

well known in the manufacturing world

says. “We had a customer in Germany

— where you can, by changing a pro-

who was asking us to help to improve

cess with a very slight step, observe

production efficiency. We started to

the results and see if changing a

think about how to combine what we

single parameter, like a temperature

were working on into one concept and

on a baking furnace, is moving you

implementation. Mesh Twin Learning

in the right direction or not. You can e ur o p e . b u s in e s s c hie f. c o m

P G S S O F T WA R E

see whether the trend is going in the right direction and, thanks to machine learning, you can run these distributed experiments across many devices, production lines or even factories.” PGS Software’s approach also overcomes some of the problems inherent to digital twins. “Normally, when you have a production line and digital twins you are sending the data from the machine to the cloud, but this means you have to deal with latency issues and is also a security risk. However, 274

in the MTL concept we are using something called local, small machine learning models which can then be exported from devices and imported into the cloud, meaning you are only sharing a model of the data.” Achieving such projects would be impossible without the use of the cloud, which serves as a great enabler for PGS Software’s endeavours; as Panusz emphasises: “About 98% of our projects, not only in manufacturing but overall, are done with one of the cloud providers. In the context of MTL, let’s choose one example like Amazon Web Services. We use edge devices and AWS Greengrass APRIL 2020

2005

Year founded

2,835

Successfully completed projects

650+

Professionals

275

E XE CU T I VE PRO FI LE

Maciej Mazur Chief Data Scientist - As Chief Data Scientist at PGS Software, Maciej is the technical lead of the data team and implements ML-based solutions for clients around the globe. In his 10 years of IT-experience, heâ&#x20AC;&#x2122;s worked for major players like Nokia and HPE, developing complex optimisation algorithms even before the term Data Science was coined. e ur o p e . b u s in e s s c hie f. c o m

P G S S O F T WA R E

to build up the digital twins. We also

have the processing power to achieve

use Amazon’s SageMaker Neo, which

solutions on that scale.” Aside from

allows us to train models which are

its work with Amazon, PGS Software

optimised for edge devices. We also

is also a Microsoft Gold partner and

use the cloud to build a device shadow

a certified Google Cloud partner.

farm, which is basically a set of digital

“Besides the cloud, we also partner

twins which allows us to simulate the

with several hardware providers,” says

whole production process. We also

Mazur. “Balluff, for example, provides

use the analytics and machine learning

IoT sensors and devices, and together,

engines which are available in the cloud.

we provide an end-to-end solution.”

From my perspective, the cloud is the

Alongside the technological con-

only thing that makes what we do

cerns, PGS Software professes a

possible — otherwise you just wouldn’t

keen attention to cultural matters.

276 E X ECU T I VE P RO FI LE

Łukasz Panusz Chief Solutions Architect - Łukasz Panusz is Chief Solutions Architect at PGS Software. A passionate technical leader with over 15 years of experience from various business sectors and regions. Over the years strongly involved in numerous enterprise-grade solutions in different roles. Supporting organizations with digital transformations by evaluation of the culture, technical solutions, product design, and strategic planning. Techie focused on delivering cutting-edge solutions using Cloud, modern technologies and DevOps culture of work. Currently concentrated on emerging technologies, and ways of connecting them into bigger wider distributed solutions

APRIL 2020

Introducing: Mesh Twin Learning CLICK TO WATCH

2:22

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“ The cloud is the only thing that makes what we do possible” — Lukasz Panusz, Chief Solutions Architect, PGS Software

e ur o p e . b u s in e s s c hie f. c o m

P G S S O F T WA R E

O U R THREE P RI N CI P LES 1. We will understand your needs Addressing your business requirements is our top priority and we go to great lengths to better understand them. This careful preparation makes our software well-targeted, future-proof and cost-effective. For us, your project is a new, intriguing story awaiting to be written in the right programming language, regardless of whether you are a big international enterprise or an independent entrepreneur. 2. We know our job We will not pretend to know more about your industry than you do. What we will do is embrace your ideas and creativity while we tap into our experience in programming, testing, graphic design, business analysis, and effective project management. We are not here to sell you technology or infrastructure that you do not really need. We aim to enhance your business in the most efficient possible way.

278

3. We build great teams We recruit passionate professionals from Polandâ&#x20AC;&#x2122;s best engineering institutes. Java, PHP, .NET, mobile, and beyond â&#x20AC;&#x201D; there are no technologies hiding under our radar. Our diverse talents coupled with in-depth business experience, exceptional infrastructure, and three modern development centres are what makes us the winning team.. Through following the Agile software development practices and Scrum methodology, we make sure that everyone involved in bringing a project to life is on the same page, at each step of the way.

APRIL 2020

“We have a unique program we call Upscale,” Panusz says. “We motivate our employees to constantly develop themselves via the program, which means we identify specialists in our team that are authorities in a technology to become mentors. They then prepare programmes to help others to become proficient. Currently, 20% of the company is participating in one or more of those programs, developing new competencies as well as mentoring others.” The company also benefits from its location in Poland in terms of recruiting, with three famous academic facilities located nearby, such as the Wrocław University of Science

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P G S S O F T WA R E

“ Industry 4.0 is also about the people” — Maciej Mazur, Chief Data Scientist, PGS Software 280

APRIL 2020

and Technology — first in the country to offer a Master’s in Data Science. As for the future, PGS Software is keen for its work to benefit the wider community. “We are constantly growing as a data science department,” says Panusz. “We want to make our locations a central place of knowledge and experience to educate the other people in the data science community. We also try to provide leadership content and research papers. We are trying to share what we are doing and make our research public.” In pursuit of this objective, PGS Software is active in many different channels, as Mazur explains. “We would encourage everyone to follow us on social media to find the articles we put on our blog. This year we’re also starting a podcast and we have two ebooks on the way. So stay tuned — there are a lot of interesting things coming out this year.”

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Enabling the future of education with technology WRITTEN BY

WILL GIRLING

283

PRODUCED BY

MICHAEL BANYARD

mid dl e e a s t . b u s in e s s c hie f. c o m

E M I R AT E S N AT I O N A L S C H O O L S

Abdulrahman Khaiwi, Head of Information Technology (IT) at ENS, explains how the schoolâ&#x20AC;&#x2122;s digital transformation is driving its next-generation educational capabilities

t was in 2002 that Emirates National Schools (ENS) first began its journey to become a leader in the UAE education

sector. Based in Mohamed bin Zayed City, ENS was already the recipient of prestige early on, 284

as it had been commissioned by Sheikh Zayed bin Sultan Al Nahyanâ&#x20AC;&#x2122;s presidential decree. The organisation soon expanded to five campuses (Mohamed bin Zayed City, Al Ain City, Abu Dhabi City, Sharjah and Ras Al Khaimah) and currently teaches more than 12,000 students across the country. Combining elements of curricula from the UAE Ministry of Education, USA Next Generation and Colorado Academic Standards, ENS prides itself on providing its pupils with a rigorous and exceptional educational standard. However, like many organisations seeking to modernise their daily operations, ENS needed help from someone who understood how to harness digital transformation. Abdulrahman Khaiwi joined the company in 2017 after many years

APRIL 2020

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mid dl e e a s t . b u s in e s s c hie f. c o m

E M I R AT E S N AT I O N A L S C H O O L S

working in the telecoms industry. “Etisalat was a big chunk of my career,” he explains. “For the last nine years, I was handling the senior manager role and gaining exposure to a lot of the latest and greatest technologies.” Looking for a fresh challenge brought Khaiwi to a sector he hadn’t previously considered: education. “I was thinking to myself, ‘schools, what do they need?’ Then, when I investigated ENS further and saw the size of the school, its multiple locations, its data 286

centre, I realised the opportunity.” After becoming the Head of Information Technology (IT), Khaiwi began a thorough survey of the school’s digital infrastructure.

APRIL 2020

“ When I investigated ENS further and saw the size of the school, its multiple locations, its data centre, I realised the opportunity” — Abdulrahman Khaiwi, Head of IT, ENS

Emirates National Schools ( ENS ) — 17 Years of Achievements CLICK TO WATCH

2:56

287 Scheduling multiple meetings with

of working so that the culture shift

school principals, campus directors

could align itself with the people.

and teachers, he started to build

The main challenge, he explains,

a holistic strategy for implementing

was changing the perception of IT

the changes he saw as necessary.

from its ‘legacy’ origins to a more

“I really like challenges; I really adapt

contemporary understanding. “It was

to changes,” he says. “I had to break

seen as only computer and printer

through barriers and shape the

support. They’d have one or two

leadership to the desired culture.”

members of staff on campus and just

Establishing understanding was a

call them for anything.” It was a reac-

critical part of Khaiwi’s plan, as was

tive operating style and one which

fostering ownership and pride in the

never quantified problems or high-

new ways of working to ensure that

lighted areas for improvement with

changes were retained. Then, it was

hard data. “We realised that we could

a case of broadcasting the new way

add value to services and become mid dl e e a s t . b u s in e s s c hie f. c o m

E M I R AT E S N AT I O N A L S C H O O L S

288

“ We listen to others’ experiences and then imagine how it could help us. The main target is keeping our focus always on education” — Abdulrahman Khaiwi, Head of IT, ENS

APRIL 2020

part of ENS’ overall mission,” he says.

build a completely modern IT team.

After this revelation, Khaiwi became

After briefing upper management

determined to deliver a smarter, more

about his findings and receiving

efficient way of delivering IT to the

approval, he was able to do just that.

classroom. Using a ‘four-pillared’

Focusing on driving efficiencies,

scheme to focus the transformation

Khaiwi implemented a centralised

(planning, people, vendor manage-

system to allow for an easier way to

ment and customer-centricity), he

manage, monitor and provide solu-

came up with a plan to shape the

tions. Designing simple applications

development. “Without planning you

which empowered teaching staff to

will never achieve any of your targets,

solve their own issues — such as a sin-

or whatever you achieve will be just

gle sign on and self-service portal for

by luck,” he states. His vision was to

changing their own passwords — has 289

E XE CU T I VE PRO FI LE

Abdulrahman Khaiwi My career started in Lebanon, working six years in IT Operations in a bank. After, I moved to UAE, Sharjah Municipality as computer operator and programmer for two and half years. From there, I joined Etisalat as Chief Supervisor IT. I spent 25 years of my illustrious employment garnishing accolades and growing my career. The last nine years at Etisalat, I held the position of Senior Manager in charge of operations for all Etisalat Data Centers across the UAE. In early 2017, I joined Emirates National Schools as the Head of IT. My métier is visualising and executing a strategic plan for digital transformation covering all aspects and layers of services. mid dl e e a s t . b u s in e s s c hie f. c o m

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Centralised Control over Multiple Displays

enabled ENS’ IT department to focus

Regarding the partner companies

on developing more complicated and

that are enabling ENS’ digital trans-

exciting projects: internet of things

formation, Khaiwi says that there

(IoT) integration, augmented reality,

some, like Microsoft, have an influ-

virtual reality, artificial intelligence

ence so widespread that adoption of

(AI) and more. However, of paramount

the technology is simply a necessity,

importance to Khaiwi and the school

not a choice. However, one partner

is the proper implementation of new

providing equally essential and mod-

tech. “We do not just implement

ern technology to ENS’ classrooms

‘hyped’ technology for the sake of

is BenQ, a Taiwanese consumer

it,” he remarks. “We listen to others’

electronics company. Supplying inter-

experiences and then imagine how it

active flat panels (IFPs) which allow

could help us. The main

the exchange of information, video

target is keeping our focus always

capabilities and interactive features

on education.”

not previously available, Khaiwi isn’t

APRIL 2020

“ The domain of education is a noble one and needs to be respected, as this is how we prepare the future of our communities”

hesitant in lavishing BenQ’s products with praise. “From day one, I realised they were an extremely helpful tool in the classroom for everyone,” he explains. “They enable the students to open gateways to vast educational resources, truly taking their education to the next level.” With ENS’ digital culture brought up to date and exciting technolo-

— Abdulrahman Khaiwi, Head of IT, ENS

gies being trialled for use, Khaiwi is pushing forward with creating new applications. One such development currently in the works is remote

We prepare them to be future leaders CLICK TO WATCH

1:00

mid dl e e a s t . b u s in e s s c hie f. c o m

291

E M I R AT E S N AT I O N A L S C H O O L S

2002

Year founded

1,000+ Number of employees

292

APRIL 2020

293

“ I had to break through barriers and shape the leadership to the desired culture” — Abdulrahman Khaiwi, Head of IT, ENS

mid dl e e a s t . b u s in e s s c hie f. c o m

E M I R AT E S N AT I O N A L S C H O O L S

294

learning or ‘proximity’ learning.

the students and adhere to cultural

“Students in a different classroom

and regulatory guidelines.

can listen, interact and work with the

Proud of ENS’ accomplishments

teacher as if they were standing in

and the work it continues to do, Khaiwi

front of them,” says Khaiwi. “This is

explained what fuels the organisa-

not simply video conferencing; this

tion’s ongoing passion for excellence.

is a complete collaboration enabled

“The domain of education is a noble

by an audio-video solution that can

one and needs to be respected,

even record the session.” However,

as this is how we prepare the future

true to ENS’ philosophy, he is cautious

of our communities.” For Khaiwi, IT

to ensure that all new projects benefit

has an essential role to play in this

APRIL 2020

295

“ We realised that we could add value to services and become part of ENS’ overall mission”

mission. “This is how we shape the future, by giving the new generation an enhanced route to information; to help them improve the world and to make it better.”

— Abdulrahman Khaiwi, Head of IT, ENS

mid dl e e a s t . b u s in e s s c hie f. c o m

296

INSURANCE AGAINST ALL ODDS

WRITTEN BY

JOHN Oâ&#x20AC;&#x2122;HANLON PRODUCED BY

JUSTIN BRAND

APRIL 2020

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

Z I M N AT

Zimnat is making a virtue out of necessity and creating opportunity from adversity as it takes its digital future into its own control

o be in business in Zimbabwe is to face a multiplicity of challenges. High rates of inflation following decades of fiscal

instability make daily life difficult for everyone. For an insurance company to show growth against this background, however, is a sure sign that it is 298

in tune with its market, and growth is just what Zimnat has succeeded in achieving over the last two years. “Survival is no kind of a business strategy,” says CEO Mustafa Sachak. “The opportunities are there: people need to insure their lives and their assets, expand existing business and start new ones.” The market for Zimnat falls into four main categories, general insurance including motor insurance, life cover, microfinance (limited duration loans) and asset management. Sachak is determined that Zimnat customers should not only be as well served as those in any other part of the world, but that each individual experience, each interaction, should be exciting, enabling and energising. In a society where queuing, economising and frustration are only too

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

Z I M N AT

“ The opportunities are there: people need to insure their lives and their assets, expand existing business and start new ones” — Mustafa Sachak, CEO, Masawara PLC (MASA)

familiar, he wants them to take away a more positive impression when they look for cover or seek to borrow money. The global insurance industry is being transformed by technology and Zimbabweans are not going to miss out if he has anything to do with it. It’s not easy for Zimbabwe businesses to get access to foreign currency. Turning this situation into an opportunity has been Mustafa Sachak’s mission. “We needed a core banking system to run the microfi-

300

nance operation, so we created an in-house team to develop that.” The system is in beta testing, he confirms, and with that in place it will be possible to develop other digital capabilities around it. The company is now able to adapt to the changing demographic of its customer base. Whereas in the past it would have focused on Generation X, people born before 1980, it is today typically engaging with Millennials who form the majority of the working population in Zimbabwe. These customers are digital natives with corresponding expectations. Understanding this, Zimnat is looking APRIL 2020

Zimnat #makinglifebetter Official Advert CLICK TO WATCH

1:00

301 at developing behavioural and predic-

process automation (RPA) is truly

tive analytics that will learn from the

transformative, he enthuses. “As I

customer’s social habits and net-

often say, our aim as a business is

works. “At its simplest, if a policy is

to be number one for customer expe-

due for renewal, behavioural analysis

rience - to really wow the customer

can allow us to personalise their

and create raving fans for Zimnat.

reminder and look at whether other

That is why we developed software

products could be of benefit to them;

bots to perform some of the most

it has been shown to improve our

repetitive tasks that were taking

renewal rate and provide opportuni-

up time in the back office. This way

ties for cross-selling and upselling,”

we have achieved a 92% reduction

says Sachak.

in the time it takes to process a loan

In 2019 Zimnat started implement-

application. Customers needing

ing a powerful new tool that is

a loan typically need a quick turna-

streamlining its business. Robotic

round of their application. “Where a f r ic a . b u s in e s s c hie f. c o m

1946

it formerly took up to a week from loan application to completion we

Year founded

can now turn it round in hours and pay the customer via mobile money.â&#x20AC;? Staff are freed from repetitive tasks so they can be allocated to more fulfilling work, work that both adds value to the business and

$92mn

Revenue in US dollars (asset base)

serves the customer better. Having proved it within the microfinance, the teams have created further bots to bring the benefits of RPA to the life

500+

insurance business, again cutting processing times.

Number of employees

E XE CU T I VE PRO FI LE

Mustafa Sachak Mustafa Sachak is a results-oriented leader with over 25 years of multidisciplinary and international business experience ranging from process engineering, manufacturing operations management, general management to corporate multibusiness unit management. He has a proven track record in dealing with turnaround, reorganisation and growth challenges with companies operating under very difficult macro-economic conditions. Sachak possesses a collaborative and hands-on management style, with a demonstrated talent for managing a diverse set of businesses and dealing with different cultures and operating environments. a f r ic a . b u s in e s s c hie f. c o m

303

Z I M N AT

304

Data is the key to this transforma-

repetition. Simply, with the data avail-

tion, and Zimnat recently added two

able at their fingertips and a much

members of staff to its team dedi-

better and broader picture of the

cated to data capture and analytics.

customer, staff can concentrate on

Thereâ&#x20AC;&#x2122;s a mountain of data available

adding value and understanding their

within the four business units, and

current and future needs. A refined

refining the data lake is simplifying

data lake is essential to RPA, deliver-

decision making, and freeing staff

ing the further major advantage of

and customers from the burden of

minimising processing errors, lower-

form-filling, manual processes and

ing business risk and ultimately

APRIL 2020

delivering a fast and reliable digital service to all those raving fans. The technology is being extended across all business units, and having control of it in-house circumvents the problems associated with using third-party platforms. Apart from the currency issue, maintenance, customisation and further development are in the control of the company, and an opportunity is created by being able to generate hard currency by selling or licensing the software abroad for hard currency. “A key advantage for us here has been our partnership with Sanlam, one of the biggest internationally active insurance groups in the world and the largest non-banking financial services company in Africa,” explains

“ Our aim as a business is to be number 1 for customer experience. To really WOW the customer. To create raving fans for Zimnat!” — Mustafa Sachak, CEO, Masawara PLC (MASA)

Sachak. “Sanlam acquired a 40% interest in Zimnat in 2015, and through this partnership we gained many advantages, from training and secondment opportunities that have helped attract top talent to the digital teams, to the access it gives us to wider African markets. Our in-house fintech capacity has been boosted through Sanlam’s considerable a f r ic a . b u s in e s s c hie f. c o m

305

Z I M N AT

306

APRIL 2020

“ Where it formerly took up to a week from loan application to completion we can now turn it round in hours and pay the customer via mobile money” — Mustafa Sachak, CEO, Masawara PLC (MASA)

reservoir of technical expertise and product knowledge.” Within Zimbabwe itself, the backing of Sanlam increases client confidence in the long-term stability of the business, an important asset in the prevailing economic environment. For its part, Sanlam has gained valuable access to a company that has proved it can thrive and grow in a difficult economic environment, and to a valuable source of talent to support its own growth. It’s worth mentioning here that as well as the data and services that exist within Zimnat and Sanlam, Zimnat’s majority shareholder the Mauritius-based a f r ic a . b u s in e s s c hie f. c o m

307

SECURING SECURING YOUR YOUR TOMORROW, TOMORROW, TOGETHER TOGETHER We provide We provide sound sound reinsurance reinsurance and financial and financial services services to Zimbabwe to Zimbabwe and entire and entire AfricanAfrican Insurance Insurance market. market. Over the Overyears the years we have we have shownshown excellent excellent serviceservice in the inmarkets the markets we we serve. serve. Our reassurance Our reassurance to our to clients our clients is thatis that we have wethe have same the commitment same commitment to excellence to excellence as theyasdothey anddo theand resources the resources to backtoitback up. it up. LEARN MORE LEARN MORE

“ If a policy is due for renewal, behavioural analysis can allow us to personalise their reminder and look at whether other products could be of benefit to them” — Mustafa Sachak, CEO, Masawara PLC (MASA)

to use is behavioural analytics. “Behavioural and predictive analytics gathers data from a person’s preferences, social media interactions, travel habits, apps and more to personalise our product offering for them, and predict their wider needs whether in real time or in the future. When customers’ policy renewal date comes along, for example, we can do more than simply remind them: behavioural analytics allow us to customise the most cost effec-

pan-African Masawara group has

tive package for them, and suggest

interests including health, hospitality,

other products and services availa-

real estate and ICT. Partnerships

ble within the group.”

like these confirm Zimnat’s position as a key asset in the national economy. Zimnat’s digital transformation

It’s a vision for the company that he is keen to deliver, while accepting it won’t happen overnight. “Different

is a never ending process, Sachak

leaders within the organisation will

noted. He wants to be alive to the

be able to move at different speeds.

changing needs and expectations

We need to experiment, take a 360

of Generation Z and even Generation

degree view of the business as a whole,

Alpha. Young people are not tradi-

and help all our people to understand

tionally thought to be interested in

that vision.”

insurance products but they soon will be, and for many in Zimbabwe responsibility comes early. They need protection as much as anyone. Another technique Sachak is keen a f r ic a . b u s in e s s c hie f. c o m

309

310

A SUPERIOR CUSTOMER EXPERIENCE WRITTEN BY

WILL GIRLING

APRIL 2020

PRODUCED BY

JAMES PEPPER

311

e uro pe .busi ne ssc hief. com

RAIFFEISEN BANK KOSOVO

Shukri Mustafa, COO/CIO of Raiffeisen Bank Kosovo, describes the bank’s mission to use continuous innovation to improve the customer experience

he story of Raiffeisen Bank Kosovo (RBK) begins in 2002, when the Austria-based company Raiffeisen Bank International

AG (RBI) established itself in the territory. Following the 100% acquisition of the American 312

Bank of Kosovo’s shares, RBI rebranded it with its current name in 2003. Offering its individual and corporate customers a wide variety of products and solutions, including financial services, asset management and loans, RBK also prides itself on an innovative approach to banking, which ensures its clients receive the highest-quality experience possible. Leveraged through careful research of the latest technology and strategic investment in its IT and Operations departments, RBK’s thoroughly modern outlook was awarded the first Registered Quality Assurance ISO 20000 certification in Kosovo. Heading up RBK’s digital transformation is Shukri Mustafa, Chief Operating Officer and Chief Information Officer. Coming from a financial, insurance and banking background, Mustafa’s previous APRIL 2020

313

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RAIFFEISEN BANK KOSOVO

“ We are upgrading our core banking system, which will help our front line staff know our customers better by having the analytical CRM in front of them”

experience as an entrepreneur, non-profit manager and relationship manager illustrated to him early on how important linking the customer experience with technology is. When he became a member of RBK’s board in 2007, the Bank implemented a three-point-plan to drive the changes it considered to be necessary: updating out-dated systems, creating an infra-

314

— Shukri Mustafa, COO/CIO, Raiffeissen Bank Kosovo

APRIL 2020

structural shift and introducing new business applications. “The legacy of our systems made us consider ‘if we

Agile E-banking CLICK TO WATCH

4:26

315

want to be at the cutting-edge and

Mustafa expounds. “We are upgrading

ready ourselves for the digital changes

our core banking system, which will

that the market will require, RBK will

help our front line staff know our cus-

need to change’,” he says. “So, that’s

tomers better by having the analytical

where we started.”

CRM (customer relationship manage-

Introducing a suite of new electronic

ment software) in front of them.” RBK

services, including e-banking and

has also introduced Viber banking - a

mobile banking, RBK fully embraced

cross-platform IM (instant messag-

the digital era by providing its custom-

ing) application - which enables the

ers with next-gen communications

company to give its clients convenient

and intuitive services. “We introduced

access to necessary services, such

chatbots to assist customer service

as account information, processing

and gain a better understanding of

transactions, balance enquiries and

what people think about our products,”

statement history. Viber also gives e uro pe .busi ne ssc hief. com

STRONGER TOGETHER InfoSoft Systems, specialized in system integration, provides technological consultation, implementation and support services to small, medium and large size organizations. One of first ICT companies, Infosoft Systems has become a regional leader. With over 300 employees in Albania, Kosovo, North Macedonia and several international partnerships, its collaborative approach delivers innovative solutions. InfoSoft Systems is part of the larger InfoSoft Group, which comprises 15 business units. LEARN MORE

open doors and encourage new stu-

Looking ahead to 2020 and beyond,

dents to work for us. We achieve that

RBK, like every bank, must explore

by introducing fresh ideas and ways of

ways to retain its customers and attract

working that young people would like

new ones. “It’s hard to try and market

to see.” The bank is also organising

for Generation X and Y. RBK is meas-

‘hackathons’ at the university, wherein

uring itself at all times to guarantee

students can experiment and explore

customer satisfaction and keeping the

the potential of data analytics. The

organisation alert and agile,” Mustafa

bank’s spirited attitude also led to it

says. This makes defining a clear

recently employing QR coupons in

corporate strategy and liaising closely

stores, utilising augmented reality

with partner companies absolutely

through a downloadable app, in order

essential. Collaborators like InfoSoft

to make banking a more enjoyable,

Systems and Temenos , providers

interactive and fun experience.

of specialised system integration

E XE CU T I VE PRO FI LE

Shukri Mustafa Shukri Mustafa is a Board Member and Chief Operation Officer at Raiffeisen Bank Kosovo. He is responsible for IT and operations management in the bank. Mr Mustafa leads agile teams that deliver measurable results using tools such as Agile module and Canban. He has twelveyears’ experience in managing operations and IT in his current role. He is also a consultant in Raiffeisen Bank Albania for Operations, IT Area, Project office, Cost Management, Facility Management, Lean Management and IT Security.

e uro pe .busi ne ssc hief. com

317

RAIFFEISEN BANK KOSOVO

318

APRIL 2020

“RBK is measuring itself at all times to guarantee customer satisfaction and keeping the organisation alert and agile” — Shukri Mustafa, COO/CIO, Raiffeissen Bank Kosovo

solutions, have been essential in helping RBK shape its approach. “As a bank, we invite our partners to sit with us so that they can understand what we want, conduct market research for us and come up with different ideas,” he explains. “InfoSoft Systems and Temenos go further: it looks at things from the client’s perspective and helps us stay one step ahead.” When asked how he would characterise his methodology for implementing digital transformation, Mustafa says that it’s based on offering e uro pe .busi ne ssc hief. com

319

RAIFFEISEN BANK KOSOVO

320

“ We want to become the most recommended financial service group on the market”

RBK the opportunity to engage with its customer base in a revolutionary way via personalised promotional activities. Displaying a keen awareness that the symbiosis of people and technology can yield highly successful results, RBK has become a champion of innovative fintech startups and emerging talent within the sector. A platinum sponsor of the University for Business

— Shukri Mustafa, COO/CIO, Raiffeissen Bank Kosovo

APRIL 2020

and Technology, Mustafa explains that the company is dedicated to investing in the people who will help to shape the bank going forward. “RBK wants to

encryption. Account fraud, transaction monitoring, data leakage prevention, incident handling, threat intelligence - these are things that clients aren’t directly aware of, yet they’re vital to making clients feel safe when they use our digital channels.” Although investing in the newest technology can yield a more modern experience, what RBK is achieving is a rare feat: a service which feels personal, secure and cutting-edge. Its corporate culture, which prioritises delivering superlative customer experience, is what helps set the bank apart from its competitors. RBK is striving to unite its customers with the superior customer service and making

digital age’s greatest opportunities in

the banking procedure as easy as pos-

a way which feels innovative and fresh.

sible. Whether it is through the use of

“Making sure the customer has an easy

artificial intelligence or machine learn-

experience is very important to us,”

ing software to make data easier to

Mustafa concludes. “The customer

navigate or enhanced security features

experience is RBK’s mission and its

to put customers at ease, RBK is con-

vision. We want to continue to be the

stantly exploring people-centric ways

number one Bank in Kosovo”.

of modernising its products. “We have introduced fingerprinting, face recognition and biometrics,” he explains. That’s on the side our clients see, but, behind the scenes, we also invest a lot in security - especially on data e uro pe .busi ne ssc hief. com

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APRIL 2020

Stockholm Data Parks: making the modern sustainable city WRITTEN BY

WILL GIRLING PRODUCED BY

TOM VENTURO

e ur o p e . b u s in e s s c hie f. c o m

323

S T O C K H O L M D ATA PA R K S

Erik Rylander, Head of Stockholm Data Parks and Open District Heating, explains how data centres may be the key to creating a sustainable digital city

tockholm Data Parks (SDP) represents an advanced infrastructure offering to the data centre industry; a partnership

between it, district heating/cooling provider Stockholm Exergi, electricity distributor Ellevio, dark fibre provider Stokab and the City of 324

Stockholm. Collectively driven by a vision of creating a sustainable, waste-free city that’s entirely free of fossil fuels by 2040, SDP’s contribution lies in the unique opportunity presented by the rapidly expanding data centre sector. Focused on making Stockholm as attractive to the industry as possible, the initiative believes that the waste heat expended by data centres may hold the key to making the city a beacon of sustainability. Erik Rylander, Head of SDP, knows the energy sector well and put his insights to good use when the idea was first launched. “My career has been a mixture of very different fields within energy and it has been mostly centred on heating and cooling, but also gas. With SDP, we really took the initiative to make the data center industry more sustainable.” Although heat recovery is now widely accepted by APRIL 2020

325

e ur o p e . b u s in e s s c hie f. c o m

S T O C K H O L M D ATA PA R K S

the European industry, this was

326

“At that time, the industry was very sceptical. It didn’t really see the need for it; people saw it as a problem and didn’t want to start implementing new solutions” Erik Rylander, Head of Stockholm Data Parks and Open District Heating

not always the case. Spotting the opportunity relatively early (circa 2014-15), SDP anticipated the global shift towards the widespread adoption of eco-friendly measures in business, though others were left perplexed. “At that time, the industry was very sceptical,” explains Rylander. “People didn’t really see the need for it; they saw it as a problem and didn’t want to start implementing new technology.” Adding to the opposition was a customer base that was seemingly indifferent, and a paucity of environmental initiatives on the global stage. “Now, it’s really different: many things have happened to help us move into the position we are in. For example, Greenpeace started to publish the Click Clean Report and then the Paris Agreement came around in 2016,” says Rylander. With industry heavyweights like Microsoft now edging towards carbon-negativity and Jeff Bezos of Amazon pledging US$10bn to fight climate change, SDP is truly a pioneer in promoting sustainability schemes that are taking more widespread precedence in 2020.

APRIL 2020

Stockholm Data Parks CLICK TO WATCH

1:43

327

Also the Head of Open District

temperature). “If we can buy heat from

Heating (ODH) at Stockholm Exergi,

someone at a price lower than it would

Rylander explains that the whole

have cost to produce it, that’s the real

process actually starts with ODH,

business behind heat recovery: we

which provides the business model

are saving money and companies will

of the venture. Taking advantage of a

be paid for something that is generally

2,800km network of district heating/

regarded as waste,” Rylander states.

cooling pipes that snake underground

By establishing a market for waste heat

around Stockholm, a scheme was

in Stockholm, ODH is playing an essen-

started in 2014 wherein businesses

tial part in helping Stockholm reach

were approached and asked if they

its goal of using 100% renewable or

were willing to sell their excess/

recovered energy for its district heat-

wasted heat energy on a fluctuating

ing by 2030, as well as being totally

price scale (depending on the outside

carbon neutral by 2040. “Currently, e ur o p e . b u s in e s s c hie f. c o m

S T O C K H O L M D ATA PA R K S

328

we are 90% carbon neutral, so that

data centre investments to Stockholm

remaining 10% will need to be offset

and, by extension, a greater pool of

and one way to do that is to increase

heat recovery potential. “Our purpose

the use of heat recovery.”

remains to make this city more sustain-

After several pilot studies were

able because we, as the providers of

launched in 2016 to identify how heat

heating and cooling in the city, have a

recovery could best be utilised, it was

responsibility to furthering sustainabil-

discovered that the data centre indus-

ity,” says Rylander. “It’s really important

try provided the most effective source.

that we make the City of Stockholm

With the global data industry’s total

fit for the future.” With its focus on the

consumption of electricity estimated

rapidly growing data centre sector,

at a huge 416.2 TWh (the entire UK’s

which is also highly compatible with an

consumption is roughly 300 TWh),

urban environment, SDP provides the

SDP was established to attract more

catalyst for scaling up this vision.

APRIL 2020

Favouring an approach which

adjusted its product portfolio to fit

establishes trusting and long-lasting

the heat recovery concept, Rylander

connections with partners and sup-

affirms that Carrier put its trust in heat

pliers, the collaboration with heat

recovery and took a chance to help it

pump supplier Carrier is an example

succeed. “Without them, we wouldn’t

of co-operation morphing into endur-

have been able to get as far as we

ing synergy. “Carrier has been an

have,” he says.

important partner to the heat recovery

Success might be inevitable for

concept,” explains Rylander. “From

the SDP initiative, as it ties in with a

an early point, it showed a strong

growing global movement: the circular

commitment and belief in the idea;

economy. Seeking to eliminate ‘one

Carrier also believes that heat recovery

use’ methodologies in business, cir-

will become increasingly important.”

cular economic ideas revolve around

Stating that the company actually

the principle of minimising ‘inputs’ and

E XE CU T I VE PRO FI LE

Erik Rylander Erik Rylander, MSc. Royal Institute of Technology, Stockholm, Sweden, is the head of Stockholm Data Parks at Stockholm Exergy (former Fortum Värme). Mr. Rylander has a long career within Fortum in different managerial positions. In recent years he has played a leading role in the development and deployment of Stockholm Exergi’s business model that allows data centers to turn costs for cooling into revenue from recovered heat.

e ur o p e . b u s in e s s c hie f. c o m

329

S T O C K H O L M D ATA PA R K S

maximising the reusing, remaking and recycling of waste products. “It’s really about reusing whatever you can again and again so that you are not wasting anything,” Rylander explains. “Heat is generated whilst running data servers, which we can then capture and reuse as energy to heat Stockholm. Technically the included components are well established, but, for some cities, installing a decent heating system might be an issue.” This is the main benefit of Stockholm’s infrastructure

SMART HEATING PRODUCTION Carrier is a world leader in high technology HVAC solutions that includes an extensive range of data center cooling and heat recovery solutions for district heating applications. Our mission is to offer customers the benefit of our extensive experience with many projects already delivered and be their first choice.

Learn More

LAKE WATER GEOTHERMAL PROBES AND GROUND WATER

INDUSTRIES

20° C

SEA WATER

85° C

RY OVE C E TR HEA 15° C

55° C

G ATIN E H T RIC DIST OFFICES

INDUSTRIAL PROCESS

HOUSING

AND GREY WATER DATA CENTER

ADMINISTRATION

AquaForce, at the heart of smart city, providing both natural and wasted heat sources to multiple applications.

331 - 95% of the buildings in the city are connected to a heating system that can be utilised for heat recovery. It is a testament to SDP’s innovative concept, which, whilst not relying on cuttingedge technology, demonstrates an intelligent usage of existing infrastructure to make it work. Sweden’s low power cost (approximately €0.05 per kWh) and low national carbon footprint (20g of carbon per

“If we can buy heat from someone at a price lower than it would have cost to produce it, that’s the real business behind heat recovery: we are saving money and companies will be paid for something that is generally regarded as waste”

kWh, as opposed to the EU average of 450g) provide additional incentives to data centre companies scouting areas for investment. The country’s

Erik Rylander, Head of Stockholm Data Parks and Open District Heating

e ur o p e . b u s in e s s c hie f. c o m

S T O C K H O L M D ATA PA R K S

332

APRIL 2020

CO MPAN Y FACT S

• Currently, we are 90% carbon neutral, so that remaining 10% will need to be offset and one way to do that is to increase the usage of heat recovery

strong stance on combating climate change could make it very attractive to tech industry hyperscalers - such as Facebook and Google - who are looking for effective ways to simultaneously expand their business and mitigate their carbon emissions. Validation of SDP’s concept was given in 2017 when the Kista data park was established north of Stockholm. “The first milestone we had to reach was international investment coming into Sweden on this platform. That is what we achieved with the Kista site,” Rylander says. “As data centres grow, we will be able to recover approximately 40MW of heat from them, enough to heat around 80,000 modern residential flats.” This was followed in 2019 with e ur o p e . b u s in e s s c hie f. c o m

333

S T O C K H O L M D ATA PA R K S

334

the launch of the Brista site as an opportunity for data center invest-

“Our purpose remains to make this city more sustainable because we, as the providers of heating and cooling in the city, have a responsibility to furthering sustainability” Erik Rylander, Head of Stockholm Data Parks and Open District Heating APRIL 2020

ment, with plans to launch a third site in Skarpnäck, south of Stockholm, currently underway. An added benefit of Stockholm is its wide-spread optical network connecting practically all buildings in the city. Further, the city is exceptionally well connected to the rest of Europe with more than 350 million end-users reachable with 30 milliseconds of round-trip delay.

335

Looking forward to 2020, Rylander

scientists have been able to identify

is keen for SDP’s signed contracts to

which will allow us to reach the targets

materialise into construction projects.

of the Paris Agreement globally without

Now that the initiative’s concept has

carbon capture and storage,” he claims.

been proved, SDP will continue to push

“The data centre industry already

for Stockholm to be a truly modern city:

understands that this is the next phase

sustainable, low-carbon and digital.

to move into. We have a good start-

However, not satisfied with merely

ing point for applying carbon capture

achieving carbon neutrality, Rylander’s

technology that will eventually bring

company - Stockholm Exergi – will

negative emissions into the market.”

also be exploring taking sustainability to the next level with carbon capture technology. “There is no scenario that e ur o p e . b u s in e s s c hie f. c o m

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