Business Chief Europe February 2019

EUROPE EDITION FEBRUARY 2019 europe.businesschief.com

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STRATEGIC PARTNERSHIPS FOR DIGITAL TRANSFORMATION

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Liberty Global – Digital disruption in a changing landscape Duncan Macdonald on making technology transformation work across the telco’s brands

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WELCOME

W

elcome to the February edition of Business Chief Europe!

On the cover of this month’s edition is Liberty Global. The telecommunications firm and parent company of Virgin Media and Telenet is introducing new technologies such as AI as part of its digital transformation journey. Vice President of Consumer Solutions and Digital Transformation, Duncan Macdonald, reveals how businesses are on similar journeys with digital driving innovation, and how vital this is to the telecoms market. Don’t forget to watch our exclusive video content!

This month, Business Chief also discusses the growing electric vehicle industry with Pod Point. The firm develops EV-charging stations, and recently hit its 60,000 charging points shipped target, having landed a deal with supermarket giant Tesco. Erik Fairbairn, CEO, outlines what is next for the company.

Elsewhere in the magazine you can find interviews with AMAN, Collins Aerospace, INEA, and SAP – covering technology advances in the industries of hospitality, manufacturing, broadband and IT. This month’s city focus looks at Switzerland’s Zurich. Known as the world’s financial hub, Business Chief explores what else the city of gnomes has to offer.

Business Chief reveals the top 10 tallest skyscrapers on the continent.

Spanning from Moscow to London, the buildings’ heights range from 867ft to 1,516ft.

Enjoy the issue!

Sophie Chapman sophie.chapman@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

10 NUGGETNSG:

WHY TRAVEL SHOULDN’T DAMAGE THE EARTH

40

MERGI ND SECURITY A NCE CONVENIEU THRO GH N BLOCKCHAI

52

64

Sustainability on a massive scale

TRANSFORMING THE BOARDROOM: INSPIRING WOMEN IN STEM

76

92 102 City Focus

Top 10 tallest skyscrapers in Europe

CONTENTS

116 SAP & INTEL:

A STRATEGIC PARTNERSHIP TO ENABLE DIGITAL TRANSFORMATION

134 152 UNDERGOING A DIGITAL TRANSFORMATION IN THE HOTEL INDUSTRY

INEA Utilising technology in the telecoms sector

Competitive advantage through digital transformation

166

S OA R I N G STA N DA R D S AC R O S S T H E A ER O S PAC E M A N U FACT U R I N G MARKET

188

10

FEBRUARY 2019

TECHNOLOGY

11

WRIT TEN BY

OLIVIA MINNOCK PRODUCED BY

JA MES PEPPER

e uro pe .busi ne ssc hief. com

LIBERT Y GLOBAL

Across a large, dynamic portfolio, Liberty Global is using key technologies like AI in its digital transformation journey as the telco industry undergoes rapid change –- we caught up with Duncan Macdonald to find out more 12

W

ith a strong portfolio of brands across 10 countries, Liberty Global is the group behind the likes of

Virgin Media, Telenet and UPC. As such, the telecommunications giant brings customers across Europe closer together through broadband, television, mobile and most importantly, their favourite content. Liberty Global boasts fibre-based networks connecting 21mn customers, as well as 6.4mn mobile subscribers and 12mn WiFi access points.

With content investments from ITV to Lionsgate, it’s unlikely that your favourite brand of entertainment hasn’t been touched by Liberty Global in some way, and the modern telco giant continues to invest in technology across a changing industry landscape with increasing consumer demands.

FEBRUARY 2019

TECHNOLOGY

13

Behind the significant transformation involved in developing digital across Liberty’s unique, constantly shifting profile is Duncan Macdonald, Vice President of Consumer Solutions and Digital Transformation. For the past four months, Macdonald has enjoyed a dual role at the company. “My core role is running Consumer IT for Liberty Global across 10 countries – that covers online, digital, back end…

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LIBERT Y GLOBAL

“The partners I work with now are very open, mature and energetic – they want to go on a journey”

16

— Duncan Macdonald, VP Consumer Solutions and Digital Transformation at Liberty Global

within IT.” More recently, Macdonald has been given the role of CIO for UPC Switzerland, a key company under the Liberty umbrella, where he will partner on the company’s digital transformation – “a three-year journey in which we hope to transform the customer experience”, he enthuses.

A SHIFTING INDUSTRY Macdonald firmly believes digital transformation is “absolutely vital” to Liberty Global and to the telcos it represents as they strive to deliver a range of digital services that are all-encompassing.

“The telecom industry as a whole

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

Duncan Macdonald Duncan Macdonald is currently Vice President of Consumer Solutions and Digital Transformation at Liberty Global, as well as Chief Information Officer (CIO) of UPC Switzerland, a key brand under the Liberty Global umbrella. Prior to working with Liberty Global, he was a Senior Manager at Accenture. Currently, he is responsible for the creation and implementation of a five-year digital transformation strategy to evolve Liberty Global from a telecoms provider to a digital service provider.

FEBRUARY 2019

TECHNOLOGY

CLICK TO WATCH : ‘VP CONSUMER SOLUTIONS AND DIGITAL TRANSFORMATION AT LIBERTY GLOBAL ON PARTNER RELATIONSHIP’ 17 continues to transform,” he says.

changed the way we consume content

““Liberty is currently updating its TV,

and shifted customer expectation,

broadband and mobile products which

creating fierce competition for the

are driving a high customer NPS (net

traditional telco. “Everyone is on a similar

promoter score) and are being very

journey at the moment – and a key

well received by customers. Now that

aspect is digital,” says Macdonald

our products are driving excellent

Macdonald’s closest affiliate, UPC

customer experience around access-

Switzerland, is currently undergoing

ing and using our products, we want

a three-year digital transformation jour-

to drive the same high quality and

ney. “We’re going to change the way

personalized customer experience

the business is structured, putting in

across all channels and communica-

brand new capabilities to drive a more

tions that interact with our customers.”

personalised experience,” he explains.

Indeed, on-demand offerings from the

Along with safety and security, on-

likes of Netflix and Amazon have

demand and personalisation are the e uro pe .busi ne ssc hief. com

INFOSYS & LIBERTY GLOBAL

Liberty Global, the world’s largest international TV and broadband company, leverages technology to make communication products and services more fluid, flexible, and fast. Liberty Global has become the world’s largest international cable provider, operating across Europe including 10 countries including a key market operating under the UPC brand in Switzerland.

Anand Swaminathan, global leader of Communications, Media and Technology, Infosys spoke with Duncan Macdonald, CIO, UPC Switzerland to explore his current experiences and thinking around the next steps for digital transformation in UPC Switzerland.

An innovation partner for the digital world How would you describe the UPC Switzerland and Infosys digital partnership?

Duncan: Liberty Global and Infosys have been collaborating for over six years now and have really started to increase our collaboration in Switzerland in the last year.

We are engaged in an exciting new piece of work around digitizing Switzerland and for this, Infosys has developed an Adobe-based online experience layer and are now working on a customer care layer to drive continuous improvement in the customer experience. It’s great to be working in partnership with Infosys (and Brilliant Basics, a global design and innovation studio of Infosys), alongside our IT and business teams to transform the way we imagine our customers’ journeys.

How has this digital transformation helped UPC Switzerland customers?

Duncan: From a business perspective, our partnership is improving customer engagement through personalised Omni

Channel customer-centric journeys. This will drive the customer experience, reduce unnecessary contact and increase in first call resolution, increase in online sales, increased average revenue per user (ARPU), and faster time-to-market for pricing or proposition offers – which we can see directly through revenue or through KPIs such as improved Net Promoter Score™ (NPS).

What’s the future on customer and digital journey going forward?

Duncan: UPC Switzerland is always looking to engage more deeply with customers – personalization with appropriate Big Data and Analytics is going to be a real focus. So, together with Infosys, we are harnessing the latest technologies and solutions based on artificial intelligence (AI) and machine learning (ML) as part of the data analytics. We see Infosys as a reliable partner guiding us in our digital journey, while also adapting to the needs of business, in our journey towards a true digital ecosystem.

TECHNOLOGY

CLICK TO WATCH : ‘DUNCAN MACDONALD FROM LIBERTY GLOBAL TALKS TECHNOLOGY TRANSFORMATION ACROSS PORTFOLIOS’

order of the day when catering to the

Telcos are at the centre of this trans-

needs of the 21st century customer,

itional period in industry. “There’s a need

and Macdonald argues this isn’t just

to move quickly when getting new

an issue for telcos. “The lines between

services to market,” Macdonald warns.

industries are becoming blurred,” he

“Digital is the only answer to this – but

explains, outlining that transformation

we need to be very careful on how we

must be viewed in layers across the

use data too. Security and privacy are

business and wider industry, as opposed

our number one priority and we must

to transforming an isolated department

tread carefully.”

or sector. “When you speak to a lot of

On this issue, Liberty isn’t resting

companies they’re only digitising across

on its laurels. “We have relationships

certain layers – primarily online layers

of trust with our customers and strong

and apps, but they’re not properly

brands in the form of Virgin Media,

digitising the company.”

UPC and Telenet. So natural trust e uro pe .busi ne ssc hief. com

21

LIBERT Y GLOBAL

“In the future, the whole point of digital is sharing. It’s an ecosystem. People want to talk to you through their user interfaces like Facebook or Google, so you have to integrate” — Duncan Macdonald, VP Consumer Solutions and Digital Transformation at Liberty Global 22 exists and relationships have been

architecture, where LG does not directly

there for a long period of time and it’s

provide the user interface but still fulfils

absolutely crucial that we continue in

the interaction, whichever user interface

this vein,” Macdonald explains. “In the

(UI) the customer wants to connect to

future, the success of digital will be

the company; e.g. Facebook or Siri.

seamlessly integrating our services

This will mean companies can reach

and channels into the way our custom-

end users through their choice of

ers live and work. It’s an ecosystem.

platform while maintaining quality, trust

People want to talk to you through their

and security as a constant. “We need

user interfaces like Facebook or Google,

to ensure we have very, very safe inter-

so you have to integrate with those

faces built into them, being very con-

third parties – and you have to be very

trolled and careful with what we share.”

careful how you do that; it must be

To achieve all of this, strict data govern-

secure. In the future, I think having your

ance, availability of realtime data, com-

own app or website will be less impor-

prehensive identity management and

tant,” he adds, explaining that a ‘headless’

secure APIs are an absolute necessity.

FEBRUARY 2019

TECHNOLOGY

TRANSFORMING ACROSS A VAST PORTFOLIO

across all 10 affiliates – but now as we

How, then, does Liberty Global manage

how to implement those in the right

to make digital work across a plethora

way for each market. There was a lot

of brands and platforms, with each of

of research involved here, foremost

its markets all demanding different

around ‘what is digital?’ I believe ‘digital’

things? “There’s a healthy tension,”

is all about personalisation,” Macdon-

Macdonald laughs, “but there’s one

ald argues. “It depends on the individu-

thing nobody disagrees on: the impor-

al customer and may not be about tech-

tance of delivering a great customer

nology at all – a customer may still want

experience.”

a piece of paper. “If people are just

“We took a very brave step centralising all the technology strategy and delivery – ensuring an alignment around architectures successfully

become more mature we must consider

‘doing digital’ to save costs, they’re not ‘doing digital’ – they’re ‘doing’ cost efficiency. The correct order to do things is understand the data

e uro pe .busi ne ssc hief. com

23

Proud to be part of Liberty Global’s digital transformation Amdocs is a leading software and services provider to communications and media companies of all sizes, accelerating the industry’s dynamic and continuous digital transformation.

With a rich set of innovative solutions, including recently acquired UXP Systems, and long-term business relationships with over 350 communications and media providers, Amdocs delivers business improvements to drive growth.

www.amdocs.com

TECHNOLOGY

25

defining the customer context; understand the needs of the customer segment; understand market conditions; and then really understand the journeys to give a customer what they want within the best possible experience. If people do want a personal touch, if they want to speak to someone, that is part of the digital journey.”

As digital not only transforms the world around it, but also transforms itself, meaning companies within Liberty Group’s portfolio need to think with agility about what they’ll need to be e uro pe .busi ne ssc hief. com

LIBERT Y GLOBAL

26

FEBRUARY 2019

TECHNOLOGY

“ I know people say it’s overhyped but I think in the next two or three years AI will be absolutely key to personalisation” — Duncan Macdonald, VP Consumer Solutions and Digital Transformation at Liberty Global

e uro pe .busi ne ssc hief. com

27

Let’s put customers first. Together.

Netcracker partners with the world’s leading operators to ensure they have access to the tools, skills and resources they need to successfully transform into next-generation, digital service providers.

Find out more at netcracker.com.

TECHNOLOGY

CLICK TO WATCH : ‘DUCAN MACDONALD, VP CONSUMER SOLUTIONS & DIGITAL TRANSFORMATION, LIBERTY GLOBAL ON THE POWER OF AI’ 29 ready to embrace in the future. “It’s

transformations, it is important to note

important to make sure we don’t close

they cannot be led by technology

any avenues or create barriers to future

alone, but must be driven by the business

markets. So when we started creating

itself and how it can be transformed.

our enterprise solution, we did this in

Citing advice from Severina Pascu,

a way that was ultimately flexible. We

CEO of UPC Switzerland, Macdonald

didn’t force businesses to make deci-

explains the layout of a successful

sions or close doors, we just said ‘we’re

transformation: “It starts with defining

going to work with you on this journey’

what the company wants to become,

– so once a business figured out where

the culture it wants – you really have to

it wanted to go next, it could move at

focus on the culture, the vision, and the

speed to implement it.”

values you want to drive before you go

Although the journeys Virgin Media,

any further. Once you define all that,

UPC and other brands have embarked

you then move down to technology,

on are underpinned by technology

capability and organisation.” e uro pe .busi ne ssc hief. com

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TECHNOLOGY

31

COLLABORATIVE PARTNERSHIP

tried to get vendors for a fixed price to

To move along the Digital Transforma-

deliver a piece of work we specified,

tion journey at speed, collaboration

which was stressful. The future is

with software providers, platforms,

a partner that sits side-by-side with

vendors and partners will be key to the

you, owns the problem and is willing

success of any company – and Liberty

to flex on a daily basis.”

Global is certainly no exception.

Rather than trying to buy off the shelf

Macdonald is keenly aware of this and

or develop a one-size-fits all solution,

argues that the relationship must be

Liberty Global prefers to work with its

fluid and flexible. “Vendors have to go

partners toward a particular KPI, which

on a journey as well,” he explains. “It’s

Macdonald says “empowers people

key to find vendors that have to change

massively”. Owning a KPI and develop-

the way they work – in the past, we’ve

ing trust requires flexibility. “I want e uro pe .busi ne ssc hief. com

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partners that are here for the journey.

involved with Virgin Media to help develop

We’re not going to define our require-

real-time services as part of a three-

ments or deliveries, but we will figure it

year journey. “If you make a change, you

out as we go.”

want it to happen right now,” Macdonald

This is a challenge, but a fresh per-

explains. “Sigma has been core in deve-

spective builds healthier relationships

loping that. It’s taking traditional telco

and more successful, tailored solutions

provisioning and changing it into a real-

which benefit the end user, the company

time digital platform.” Currently, Liberty

and the vendor too. “I don’t believe

is looking at how it can work alongside

anyone in the industry is happy with the

Sigma to develop other platforms to try

way things work. The partners I work

to answer the questions. “How do you

with now are very open, mature and ener-

support any digital service you want in

getic – they want to go on a journey.”

the future?”

One such partner is software company Sigma, which has been particularly FEBRUARY 2019

Another key partnership was built out of a relationship with digital identity

TECHNOLOGY

“Liberty has an interesting combination of being a massive global company but also a place where you can get things done. There’s energy, ability and drive” — Duncan Macdonald, VP Consumer Solutions and Digital Transformation at Liberty Global

33

company UXP systems, which earlier

goes hand in hand with a rapidly chan-

this year was bought out by Amdocs.

ging portfolio across an M&A landscape.

Now, Amdocs is a key partner in fulfilling identity management needs in line with

AI AND THE USER EXPERIENCE

Liberty’s philosophy of working on

Will one technology in particular be

entire layers rather than silos. Heavily

vital to that stage? “I’m getting abso-

involved in the Telenet digital transfor-

lutely obsessed with artificial intelli-

mation has been BSS (business support

gence (AI) at the moment,” says Mac-

systems) provider Netcracker, with the

donald. “But it all comes down to what

Netcracker 12 platform being instru-

you define as AI – I don’t think there’s

mental in replacing legacy stacks and

any one platform for all the tasks you

adding digital layers – something which

need. The understanding layer is at the e uro pe .busi ne ssc hief. com

LIBERT Y GLOBAL

top – do I understand speech and free text? – that’s one value, and the other is self-learning. In the future there will be convergence, but you’ve got to find the right AI for the right circumstance.

It’s key that we don’t get tied into the wrong AI.” This is where the layers Macdonald talks about come in to build a digital enterprise. “You have to be able to put in and remove building blocks of digital capability as they develop, and you achieve this by being disciplined in the way you store data 34

and knowledge. I think AI is going to be massive,” he adds. “I know people say it’s over-hyped but I think in the next two or three years it will be absolutely key to detailed personalisation.”

In this area, a particularly productive relationship has been with Afiniti, which worked alongside Liberty to improve

the ability to run the data science on

Virgin Media’s contact centres. Afiniti

that is a key need in every market.

utilises AI to allow a customer to be

“Shouldn’t everything be a conver-

assigned with the correct profile of

sation? You can solve anything through

agent so the optimum conversation

a conversation,” says Macdonald. “If

can take place for both consumer and

I have a question or a need, I just want

business. Afiniti has an interesting

to ask someone for the answer and

offering beyond just care calls: they

the whole journey can be led through

have a powerful data science capability.

a conversation. It’s much easier for

In a digital world, data is everything but

everyone.” In this way, Macdonald is

FEBRUARY 2019

TECHNOLOGY

2005

Year founded

10,000+

Approximate number of employees

35

convinced AI will be instrumental in

Accenture is another company

the digital transformation of the

Macdonald has a history with, as the

customer experience away from ‘click

global consultancy is one of the main

and search’. Another partner, Live

system integrator he works with.

Person, is being used here primarily

“They’ve done a lot of work across

in customer care – but Macdonald is

Europe, partnering with early digital

keen to explore other avenues with

work and helping us figure out our archi-

the AI element. “If we get the right AI

tecture and our layers.” Another globally

behind that channel, it’s going to be

recognised name in the software space

very powerful.”

is Infosys, which has been involved in e uro pe .busi ne ssc hief. com

LIBERT Y GLOBAL

36

FEBRUARY 2019

TECHNOLOGY

the development of Telenet’s online space and app development.

LOOKING TO THE FUTURE “I think all big companies that have been around for 20+ years are going to have the same journey with the same challenges,” Macdonald continues. “People are going to have to be really brave in every industry.

There will be a delicate balance of maintaining the quality roadmap on existing products and services while digitally transforming at speed to improve customer service.”

This change, even in the way industries are viewed as a more homogenous layer of digital transformation, will mean people have to adapt. “The skill sets we have valued won’t go away, but people will have to change their way of working,” Macdonald adds. “Digital is a massive industry right now, and Liberty has an interesting combination of having the reach of a global company but also a place where you can get things done. There’s energy, ability and drive. You’ve just got to do your thinking: where is the market going? How do we support our customers on this journey?

There’s a lot of good energy. Good stress.

And that drives creativity and innovation!”

e uro pe .busi ne ssc hief. com

37

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LEADERSHIP

40

FEBRUARY 2019

WHY TRAVEL SHOULDN’T DAMAGE THE EARTH With the company having recently hit 60,000 charging points shipped, Pod Point’s CEO talks to Business Chief Europe about future goals for the forward-thinking firm WRITTEN BY

SOPHIE CHAPM AN

e uro pe .busi ne ssc hief. com

41

LEADERSHIP

P

od Point was founded on the belief that travel should not damage the Earth. With that in mind, Erik Fairbairn

created the firm to reduce carbon emissions

and air pollution within the industry. In 2008, the company’s Chief Executive Officer assessed his options for reducing environmental damage, and concluded a business strategy. “I felt very strongly that the obvious choice for me was electric vehicles (EVs), and I saw three things which needed to be solved in order to enable the technology,” 42

Fairbairn reveals.

The CEO found business potential in either manufacturing vehicles, working to renewably source the energy used to power EVs, or developing the technology used to charge them. Finding a gap in the charging point market, Fairbairn used his experience in the automotive sector to launch the company, which later became the largest EV charging company in the UK. Having previously worked in the product development side of cars, Fairbairn’s engineering skills translated to the new project. “I’m an engineer at heart.

I think engineering is a thought process, whereby you look at something and measure it, then tweak it and measure it again. It’s a process I’ve found quite applicable to FEBRUARY 2019

43

business generally, so I often come at problems from an engineering process perspective, having found parallels in a whole range of forms of business. It results in me being a slightly data-driven CEO.” The business aims to deliver a Pod Point to every place you can park, which the company has assigned into four categories: at home, at work, at a destination, and on route. Fairbairn, noting his aspirations sound ambitious, compared his strategy to Microsoft. “It’s a little like when Microsoft said, ‘We’re e uro pe .busi ne ssc hief. com

LEADERSHIP

going to put a computer on every desk.’”

Pod Point’s operations currently run

The company recently reached its

in the UK and Norway; Fairbairn targ-

60,000 charging bays shipped mark,

eted the Nordic nation due to its sus-

which the CEO remarked as a substan-

tainable advances. Around 60% of new

tial metric to motivate staff. However,

vehicles sold each month in Norway

in order to achieve its goal of connect-

have an electric plug on them, com-

ing all of the UK, Pod Point would need

pared to the UK’s 4%, the CEO revealed.

to install a total of 10mn stations across

“I feel that we’re really dealing with

the country – this would reach a ratio

a market which the UK is going to feel

of one station per three vehicles.

like in five years’ time,” Fairbairn states.

44

“ POD POINT WAS FOUNDED ON THE BELIEF THAT TRAVEL SHOULD NOT DAMAGE THE EARTH” — Erik Fairbairn, Chief Executive Officer & Founder of Pod Point

FEBRUARY 2019

CLICK TO WATCH : ‘POD POINT INSTALLATION VIDEO’ 45 The company’s vision is far wider than

to 600 of its stores. The scale of the

two nations in Europe, with plans for

agreement will see the retailer install

more than just domestic expansion.

an additional 15% of the total public

“Our motto is “Travel should not dam-

charging points across the country.

age the Earth” not “Travel should not

Pod Point referred to the “landmark

damage the UK.” In time we’d like to

deal” as “democratising” to the industry,

expand our operations outside of our

with advanced and environmentally-

two markets, but we really see the UK

friendly technology being integrated

marketplace expanding very quickly,

into the mainstream. Tesco annou-

and to an extent we’ve got our hands

nced in 2017 that it would run off entirely

full with the two markets that we’re

renewable energy, aligning the two

dealing with currently,” he continues.

with the firms’ values and making the

Fairbairn’s company recently signed

deal a perfect fit. Pod Point uses ren-

a deal with the UK-based supermarket

ewable power wherever possible

chain, Tesco, to supply 2,400 bays

in its own operations, as well as actively e uro pe .busi ne ssc hief. com

LEADERSHIP

influencing its customers to initiate and link their own green energy projects to their chargers.

Despite previous limitations surrounding the variety of EVs on the market, Pod Point’s CEO argues that the coming year will see a rise in EV variety entering the mass market. “Up until now, EVs have been limited by the range of different cars you can buy.

I really think 2019 is going to be the year where, all of a sudden, there’s an EV that’s right for everybody, and that’s 46

really going to move the market up.”

Fairbairn calls this the “second wave of the EV” and with it he hopes will be attached a growing population that use renewable power and green advances.

“There is a very strong correlation between people who buy green energy, have solar panels on their houses, and have EVs. The more people that incorporate these sustainable technologies in their lives, the more that becomes the norm,” the CEO claims.

As well as the external hardware used to power vehicles, the firm has developed software in the form of an app that is incorporated into the process. “Software is equally a part FEBRUARY 2019

of the product experience, in the same way that the hardware is. The concept that we should think about the two separately is outdated – for us the whole thing is a hardware-software amalgamation,� the CEO says. Pod Point is also working with data to gain a greater understanding of how the UK is using EVs. Data is enabling the firm to better understand how and when to manage its energy flow, as well as gauge the best locations to target for new charging stations.

Pod Point sees a future that is simultaneously environmentally conscious and equally technologically unaware, in regards to its charging

e uro pe .busi ne ssc hief. com

47

LEADERSHIP

“ THE MORE PEOPLE THAT INCORPORATE THESE SUSTAINABLE TECHNOLOGIES IN THEIR LIVES, THE MORE THAT BECOMES THE NORM” — Erik Fairbairn, Chief Executive Officer & Founder of Pod Point

48

FEBRUARY 2019

points. The company forecasts a growing population that deems environmental damage as unacceptable, with an awareness surrounding both the tangible aspects of the damage, such as visible air pollution from combustion engines, and less tangible aspects, such as global warming. In the same expectations, the firm aims to continue developing an infrastructure that continues to be used without revealing the high levels of technology incorporated within it. “We ensure the extent of technology we use is hidden from the majority of consumers. We hide how smart our chargers are so they feel like an entirely simple-to-use, easy interface,” Fairbairn notes.

In the coming years, Pod Points aims to keep up with a forecasted “astronomic technology adoption curve,” in which EV adoption grows at unprecedented rates. As well as the its upcoming milestones, Pod Point has aspirations on a much wider scale, making it a company of the future.

e uro pe .busi ne ssc hief. com

49

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TECHNOLOGY

52

FEBRUARY 2019

: s t e Nugg

g n i g r e m d n a y t i secur e c n e i n conve h g u o r h t n i a h c block

r e d n u o f n i Blockcha s n i a l p x e n o ns h o J r i a t s a Al of e r u t u f e h w hy t s t n e m y a p s s e l h s a c e r u c se ive t p u r s i d e h lies with t technology… W R IT TE N B Y

CK O L IV IA M IN N O

e uro pe .busi ne ssc hief. com

53

TECHNOLOGY

H

aving bank details lost or stolen is something many of us have experienced, but as technol-

ogy continues to disrupt the finance industry

the lengthy process of resolving the problem

seems increasingly archaic. This was certainly the case for Alastair Johnson, founder and CEO of blockchain startup Nuggets, upon losing his own card details. When he eventually received his replacement card, he had to re-enter new informa-

tion on dozens of websites and was struck by the 54

lack of both convenience and security at a time when data breaches were making the headlines.

“You wouldn’t write down your mother’s maiden name, email address and national insurance (NI) number on a post-it note and leave it in every cash till on the high street – but in a digital sense we do that all over the place,” he comments.

The experience prompted Johnson to found Nuggets, which promises to help customers “take back control” of their data in 2016. The ecommerce payment and ID platform allows users to store their payment details on blockchain technology to achieve a single sign-on method which means personal data doesn’t need to be shared with multiple organisations. “You can transact securely and verify your identity without somebody having access to that data and being able to take over FEBRUARY 2019

55

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TECHNOLOGY

“ You can’t compete against WeChat Pay and AliPay but you can add value to them” — Alastair Johnson, Founder and CEO, Nuggets

56

FEBRUARY 2019

CLICK TO WATCH : ‘NUGGETS – TAKE BACK CONTROL OF YOUR DATA’ 57

your information. If a business doesn’t

Johnson cites two reasons for the

log the personal data in their central-

failings we see in the headlines. “There

ised silos in the first place, it can’t be

are people who don’t understand tech

breached,” Johnson explains.

and are being victimised for that and

With breaches at large tech compa-

there’s the other side where people do

nies cited as a ‘tipping point’, a recent

understand it and they’re trying to do

study by Gartner has found for the

best practices but those options where

first time that privacy is becoming

you have to log in with a username and

more of a priority over convenience for

password still exist.”

consumers – in 2009, it was reported

A key challenge for any tech company

that consumers remained unwilling to

then, no matter which platform is being

sacrifice convenience to keep their

provided, is to ensure convenience while

data secure. As organisations battle to

also assuring customers that keeping

develop their cybersecurity offerings,

their data secure is top priority – but for e uro pe .busi ne ssc hief. com

TECHNOLOGY

Johnson’s single sign-on vision this presents more of an opportunity. “It actually gets more convenient with all the security, because you’re not passing around usernames and passwords: you’re verifying ID across a network.

So, it’s a lot more secure and convenient – you get the best of both worlds.”

STAYING SECURE IN A CASHLESS SOCIETY In an increasingly cashless landscape, Johnson explains how a single sign-on 58

system using blockchain will enable various societies to complete the

“ If a business doesn’t log the personal data in their centralised silos in the first place, it can’t be breached” — Alastair Johnson, Founder and CEO, Nuggets

transition away from cash and even card. “Now we have the technology to leapfrog plastic with a funded digital

ID to that payment app, so it allows

identity which can then be associated

access to my payment but I don’t need

with a digital watch or fitness band. It’s

a plastic card that the numbers can be

crazy that we’re still relying on this bit

copied off?’”

of plastic with a chip to come through

Tying in with the development of

in the post a week after it’s been

open banking which will involve closer

cloned,” Johnson argues, adding that

collaboration and data sharing,

cashless has yet to go far enough.

Johnson feels that the future of ID

“Even though you have Apple Pay and

technology should be agnostic. “In the

Android Pay, we’re still adding a plastic

past, you’ve seen a lot of wallet apps

card of information to make that work

from different schemes, but wouldn’t

as a secure payment source. At Nuggets,

it make sense that they all tied back

were saying ‘why don’t I add my digital

to the same APIs and services? When

FEBRUARY 2019

59

mobile phones first came out, you

Pay, serving over one million merchants

could only ring other people on the

across Asia. This partnership will mean

same network – this only lasted about

Alipay and WeChat Pay users can use

six months. In the early days, everyone

a digital ID to make payments as

comes out with their version but at the

opposed to attaching these to a bank

end of the day, the agnostic approach

card. “You can’t compete against

is going to be a winner.”

WeChat Pay and AliPay but you can

In China, fast becoming the home of

add value to them,” says Johnson.

cashless payments, Nuggets has

“Currently you’re going back to plastic

entered into a partnership with mobile

to enable them – you’re basically

payment technology, service and

rerouting to the old system. The potential

solution provider QFPay, which is used

is that you have your login and maybe

by epayment giants Alipay and WeChat

your profile data within your own realm e uro pe .busi ne ssc hief. com

TECHNOLOGY

but it can be used for those products and services.” In Asia and further afield, Johnson is keen to highlight the potential of ID technology for business, particularly for SMEs. “It enables small businesses, people at food festivals or taxi drivers to transact without that chunky terminal. The potential for the smaller is immediately accessible… and this can also benefit larger businesses as well.”

A BLOCKCHAIN BASED FUTURE 60

“ It’s a lot more secure and convenient — you get the best of both worlds” — Alastair Johnson, Founder and CEO, Nuggets

For Johnson, blockchain technology was a clear choice in implementing a more secure and convenient platform.

“We spent time looking at other solutions to get to the same point – the key one being zero knowledge storage. Existing systems that do zero knowledge storage are quite clunky, and often they’ve got root level access to providers and such like. With blockchain, only the user has the key to their information,” he explains. “We have zero knowledge, we have the decentralised network, and we have encryption to an extremely high level – so blockchain ticked many boxes.” In addition, blockchain allows a kind of credit history to be set up due FEBRUARY 2019

Alastair Johnson discusses personal data storage @Retail Risk 2018

to the log it takes of every activity. “If you go and do 100 different payments to different places it demonstrates proof that you are a good actor on the network to the next person – you don’t have to be risk assessed.”

For any blockchain founder – and Johnson isn’t just ‘any’ founder, having been shortlisted for ‘Blockchain Founder of the Year’ at the 2018 BMW i UK Tech Founder Awards – it is often necessary to play the part of evangelist for this

Seema Khinda Johnson, Co-Founder and COO, Nuggets

fairly new technology which is often mistrusted or misunderstood, but even in the past six months Johnson says the potential is finally being recognised.

“It’s not just an intriguing tech conversation now – we’re starting to see real use cases coming out for blockchain and being applied. 2018 has brought the understanding of how consumers can react closely with the blockchain.

In years to come, people won’t know or care if they’re on the blockchain; it’ll be fixed into life,” he anticipates.

e uro pe .busi ne ssc hief. com

61

PEOPLE

64

TRANSFORMING THE BOARDROOM: INSPIRING WOMEN IN STEM Business Chief takes a look at what some leaders are doing to promote gender diversity in traditionally male-dominated industries, and the rewards they are already reaping… WRITTEN BY

OLIVIA MINNOCK

FEBRUARY 2019

65

e uro pe .busi ne ssc hief. com

PEOPLE

T

hroughout the past year,

that Finastra sees itself as a regional

Business Chief has spoken to

sponsor of inclusion and diversity.

various business leaders about

“Something very close to my heart is

the importance of gender diversity,

creating a more diverse workplace –

especially in the traditionally male-

how do we get rid of unconscious bias?”

dominated field of technology. Several

66

organizations are taking big steps to

MENTORS AND ROLE MODELS

improve their gender balance and

Aside from efforts made by large cor-

promote female role models, while

porations, Gupta says it’s important for

many argue women must still work

women and men alike to be proactive

hard and motivate themselves and

and keen to learn. “While it’s important

one another to prove themselves in

to have role models, don’t wait for the

male-dominated sectors.

organisations to give you those models.

Speaking to our new FinTech Maga-

Go out and seek a coach who will listen

zine, Finastra’s APAC Marketing Leader

to you, is someone you trust, and is will-

Smita Gupta discusses the cultural

ing to commit time and be part of your

issues in creating a diverse workforce.

career journey.”

“People from each country have behav-

Vicki Batka, Vice President of Cisco’s

iours and attitudes driven by where

APJ Partner Organisation, echoes the

they come from, but it’s never too late

importance of mentoring, and she her-

to change,” she comments, adding

self acts as a mentor. She has noticed

“ If organisations want to fuel innovation, diversity and inclusion are key” — Smita Gupta, Finastra

FEBRUARY 2019

67

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PEOPLE

3%

of females say tech is their first career choice

27%

of females would consider a career in tech

16%

Stats taken from: PwC Women in Tech

68

of females have had tech suggested to them as a career

that for some, a conversation with an

‘I’ve got two; I’ll go for it’. Sometimes,

experienced leader is all it takes.

you’ve just got to go for it. I spend a lot

“Especially when I talk to females, usu-

of time talking to people about how to

ally they know what they need to do,

use their network.”

they just need someone to listen and

Gupta adds that those already in

help reassure them,” Batka comments.

leadership positions should strive to

As a mentor, she sees self-image as a

open up opportunities. “My call out to

key challenge faced by women espe-

women leaders, and male leaders who

cially in STEM fields. “A female will

have been successful, is to throw out

look at a job spec with 10 attributes

the ladder to the one behind them,

and say ‘I’ve only got five so I won’t be

whether male or female, and create

successful’, whereas a male might say

opportunities for others.”

FEBRUARY 2019

69

“ I think we see a lack of embracing opportunities in females. Sometimes, you’ve just got to go for it” — Vicki Batka, CISCO

e uro pe .busi ne ssc hief. com

PEOPLE

“Role models are very important,” emphasises Andy Pearson, Managing Director at Santander UK Technology.

“We are participating in the Thirty Per Cent Coalition where we have role models, both men and women, to mentor women in our organisation, and women at Santander are being mentored by those from other organisations.” Santander is committed to having a mix of men and women across its tech-led workforce. “Gender diversity is very important to us,” Pearson adds, commenting that Santander 70

was a founding signatory of the HMRC Women in Finance Charter.

HARD WORK AND MOTIVATION Acknowledging that “women in the world are coming into the room at a disadvantage”, Amy Jadesimi, Managing

“ If you want to be successful as a woman, you have to be able to work hard and be extremely brave and strategic” — Amy Jadesimi, LADOL

FEBRUARY 2019

Jadesimi adds that organisations can however facilitate this, coming back to the importance of having someone to look up to. “I like to think that we can help by publicising what myself and other women have been able to achieve, as well as publicising how important it is to governments and corporations to have women succeed.”

FOSTERING DIVERSITY What else can an organisation do to foster a diverse workforce, both between genders and more broadly?

“It’s about how you create a more equitable workforce. As managers, Director of Nigerian oil and gas fabrica-

sometimes we are too blinded by the

tion and logistics base LADOL, says it’s

job spec. When I’m interviewing some-

still up to women to put in that extra bit

one, even if they don’t have the

of work in order to be recognised

immediate skill set I need for the job

among their male peers. “You do have

role, but I know they have the passion

to prove yourself – you have to be ‘bet-

and fire in their belly, I am willing to

ter than’ in order to be considered

invest in them and give them the oppor-

‘equal to’… if you want to be successful

tunity to thrive. We should look at

you need to be prepared to work hard.

identifying those hidden talents and

If you want to be successful as a

creating opportunities for those around

woman, you have to be able to work

us,” says Gupta.

hard and be extremely brave and stra-

Batka agrees that especially in tech-

tegic. Be brave enough to make tough

nology which changes so quickly,

choices. The tough choice in this case

softer skills like adaptability are impor-

is the choice society doesn’t expect.”

tant and a diverse range of people e uro pe .busi ne ssc hief. com

71

PEOPLE

should be considered to fit the bill.

“At Cisco, we’re hiring people from very diverse backgrounds, not just technology.” For Cisco, diversity takes many forms. “Some people just think ‘women’, but for our region it’s also about ethnicity. We’re quite fortunate in Asia: a lot of women work and lead businesses in the Southeast Asia region in particular. But you have other countries where they don’t. All we can do is lead by example. A lot of companies talk about diversity, but Cisco truly believes and demonstrates it.”

72

REAPING THE REWARDS

“As organisations expand and want to target various markets, a diverse team they can be your eyes and ears in giving you those insights” — Vicki Batka, CISCO

Gupta, among others, is keen to outline the very real impact fostering a diverse workforce can have. It’s no longer seen as a positive CSR step, but in fact ben-

Diversity of course extends to a vari-

efits an organisation’s bottom line and

ety of cultures, abilities and skill sets as

is becoming a key strategic advantage.

well as genders. “If you draw on a vari-

“Enough research has been done to

ety of cultures, this insight allows you to

show it impacts the bottom line and the

serve customers better,” says Gupta.

profitability of the organisation,” she

“As organisations expand and want to

explains. “If organisations want to fuel

target various markets, when you have

innovation, diversity and inclusion are

a diverse team they can be your eyes

key. With more diverse leadership teams,

and ears in giving you those insights.

companies can earn more from inno-

You can look at clients’ needs from a

vation with higher EBITDA margins

completely different perspective.”

as well.”

FEBRUARY 2019

On a national and global level, vari-

73

ous studies have shown that

can help them and encourage people

supporting women in the workplace

who aren’t giving access to think differ-

adds significantly to GDP. “There is no

ently about what women can

country in the world right now that can

contribute.”

afford not to invest in and take advan-

Batka, too, is pleased with the tan-

tage of that,” comments Jadesimi.

gible results Cisco has seen in APAC

“Corporations could increase their bot-

and beyond thanks to its commit-

tom line by 40% just by supporting

ments to diversity, and looks forward

women. I think it’s really important to

to more progress in the future. “In the

show the economic rationale for those

old days, the IT industry was a boys’

women who don’t have a voice, an edu-

club,” she concludes. “Not anymore.

cation or other opportunities, so we

We’re here, and we’re different.” e uro pe .busi ne ssc hief. com

10 & 11 April RDS Dublin

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

sustainability on a massive scale 76

We speak to Shannon Thomas Carroll, Director of Global Environmental Sustainability at AT&T, to see how the telco giant is harnessing sustainability across its massive operations‌ WRITTEN BY

ANDRE W WOODS

FEBRUARY 2019

77

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

A

ligning the notion and practice of sustainability within the biggest companies on the planet is no small

undertaking and AT&T – founded by Alexander Graham Bell – is no exception. The world’s largest telecommunications company and ranked number nine on the Fortune 500, this

giant multinational conglomerate has just over 270,000 employees and posted a 2017 revenue of $190.5bn. This is a holding company whose operations spread out over numerous sectors and territories and to seek a sustainable road map at such a business 78

is as complex as it is integral.

Shannon Thomas Carroll is Director of Global Environmental Sustainability at AT&T and possesses a rich knowledge of both the company’s operations and its sustainable practices as he works to reduce the environmental impact of the telco’s operations. His key accomplishments include “being the internal driver for large scale renewable energy, zero-waste, and supply chain human rights audits”.

Carroll has been with the company for almost 20 years, having served in several different capacities across the 133-year-old conglomerate. “I’ve worked on a consumer side, the business side of the house and on the network side,” he explains. “So I’ve had lots of different FEBRUARY 2019

79

“ AT&T has an energy intensity goal, relative to its network, to be 60% more efficient” — Shannon Thomas Carroll, Director of Global Environmental Sustainability at AT&T

e uro pe .busi ne ssc hief. com

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

roles. I spent a lot of time in project

mental sustainability while I was still

management, as well as with a couple

in supply chain and was lucky enough

different business units. I did project

to transition that into a full-time role

management and compliance for our

over on the corporate side. I took that

supply chain; that’s one of the things

supply chain focus and expanded it

that transitioned me into my current

to a corporate view. Now my responsi-

role. On the compliance side, you have

bilities are specific to environmental

things like environmental health and

sustainability within our operations.

safety and that was one of the transi-

So, anything that has an environmen-

tional topics that really got me interest-

tal impact within our four walls is, gen-

ed in this work. Then I just started

erally speaking, something I would

asking for more work around environ-

look at.�

80

FEBRUARY 2019

CLICK TO WATCH : ‘AT&T HELPS RESTORE COMMUNICATIONS AFTER HURRICANE MATTHEW’ 81 AT&T has had a long history of corporate social responsibility, even if it wasn’t always labelled as CSR. “We

also seeing how we can have the most sustainable business practices possible.”

One of the first things Carroll explored

have an extensive history of strong

when he stepped into his current role

energy management and corporate

was AT&T’s greenhouse gas footprint.

real estate management,” Carrol

Carroll monitored all the different

explains. “We looked at things like

aspects of scope 1, scope 2 and scope

waste water, and obviously there

3 through an inventory to gather the

are natural financial incentives to use

required information. “Once we had

those resources, but you also want to

that information, we had it verified by

look at being a good corporate citizen.

an independent third party,” he explains.

What are the positive environmental

“That was a great introduction to the

impacts of doing that? I see my role,

job because I got to touch all parts of

first and foremost, as looking into what’s

the business when undertaking a cor-

going to be best for the company, while

porate greenhouse gas footprint. From e uro pe .busi ne ssc hief. com

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

82

there you then start looking at some of

important. You’re looking internally, but

the larger responsibilities, such as waste

you’re also looking externally. You’re

and how you dematerialise. What

trying to think strategically while you

projects have been done? What was

still have the practical responsibilities

successful? What wasn’t successful?

to get the job done.”

What maybe didn’t happen in terms of

As the scale of operations at AT&T

timing and can you pick up the ball again

is so vast, Carroll liaises with Chief Sust-

and start trying to work with what hasn’t

ainability Officer, Charlene Lake. They

been done? You have to be strategic in

operate at what Carroll describes as

your thinking. You’ve got to read the tea

the ‘inc. level’ or the corporate side of

leaves and see how the wind’s blowing

operations. “The advantage that gives

externally as well. There’s obviously an

us is we can go into all parts of the

importance to the business and what

business, essentially representing the

our stakeholders are asking of us is

company. What’s really important

FEBRUARY 2019

though is that we don’t just walk into

With support from AT&T’s corporate

the different business units and say,

level, Carroll and his team launched

‘This is what you’re gonna do!’ We have

10X Goals. AT&T’s renewable energy

to be good business partners, whether

investments are a part of this carbon

it’s internal or external. We’re very lucky

reduction goal, helping to enable

that sustainability really is at the core

carbon savings 10 times the footprint

of a lot of our work. So, as we go in to

of AT&T’s operations by 2025. “We

talk to our network folks or our corpo-

have somebody who works full-time

rate real-estate folks, or our supply

on that making sure the methodology

chain folks, they’re already doing a lot

is sound,” says Carroll. “We have some-

of this work. What we try to do is help

body who’s working on the numerator

frame that work and see what we can

part of that, making sure that our pro-

amplify; see what we can do better. We

ducts and services can deliver that.

just try to partner with them.”

You have me, I’m on more the denomi-

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83

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

nator side. I’m trying to shrink our own operational footprint so it makes it easier to achieve it. We’re very lucky. We are a large company, but we have the right amount of resources addressing sustainability here.”

One of the challenges Carrol cites as specific to large-scale renewable energy is that first time you put the practice into action. Thus, off-site research is essential in getting these methods right. “We’ve obviously been looking at renewable energy options 84

for years and years and years. We did have some onsite solar and we just knew, because of our scale, that if we’re going to have a significant impact we needed to look offsite at the largescale renewable energies. We look at what others are doing and then try to

FACTS

• AT&T’s renewable energy website, provides an overview of the deals the company announced this year and their impact: Click here for website • AT&T’s 10x website, which outlines the 10x goal and includes case studies of the company working with customers to reduce their environmental footprint: Click here for website • AT&T’s sustainability reporting website, which includes the information from the company’s annual CSR report: Click here for website • The Energy Management issue brief: Click here for website

figure out if that’s something that could potentially work for us. You do a lot of

go from a relatively small renewable

research and then bring that research

energy concern to one of the largest

and those findings home. We would

corporate buyers in the United States?

then start stakeholdering those. I’d say

A lot of education has to be done,

the biggest challenge is because you’ve

in getting people familiar with new

never done it before, you have to edu-

terminology. I’d say that’s the biggest

cate a lot of folks on what it is and how

challenge; the newness of it all.”

it works and how the mechanics of it

In reference to large scale renew-

work. What does it mean for AT&T to

able energy, AT&T is one of the top five

FEBRUARY 2019

85

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

corporate renewable energy buyers in

even if people don’t know it by name,

the US. “The fact that we were able to

they’re doing the work. These are folks

scale up so quickly is a credit to the

who do sustainability for a living. We

professionalism we have on our energy

already have folks who are trying to

management team. I would say the

save as much water as they can. They’re

thing I’m most proud of is just the scale

already trying to remove as many kilo-

’cause what you’re really looking for is

watts as they can from the business.

impact. We’re proud of the 820 mega-

They’re already trying to be as efficient

watts we’ve done so far. We’re the

as they can.”

evangelists. We’re going around talking

AT&T has an energy intensity goal,

about all the benefits. The interesting

relative to its network, to be 60% more

thing is when you go into the different

efficient. Carroll wants to push more

business units, my experience is that

data through the network using the same,

86

FEBRUARY 2019

or less energy. “We have a public goal around that. We have a public goal to

“A few years ago, we worked with EDF on our water footprint. We’re always looking at every aspect of our operations” — Shannon Thomas Carroll, Director of Global Environmental Sustainability at AT&T

reduce our fleet emissions by 30%.

We have lots of public goals that are already tagged at this work and within the business units.

They just have their heads down and are doing the really hard work to achieve this. When we come into departments and explain it’s really about the work that they’re already doing, the light bulbs go off and they become really good business partners. We’re constantly looking at the landscape in terms of the environment. A few years ago, we worked with EDF on our water footprint for example. We’re always looking at every aspect of our operations.”

Technology is driving sustainability and AT&T is largely a technology company thus possessing a read edge when it comes to finding solutions.

“I would say just about everything we do has a technology component,” Carroll explains. “For example, we’ve got a project called Icon. It’s basically our internal IoT solution, where we’ve put sensors on all types of internal equipment, including network equipment, e uro pe .busi ne ssc hief. com

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

“ We’re proud of the 820 megawatts we’ve done so far. We’re the evangelists. We’re going around talking about all the benefits”

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— Shannon Thomas Carroll, Director of Global Environmental Sustainability at AT&T

FEBRUARY 2019

HVACS, water towers, everything you can think of. We then actively monitor that through our Icon dashboard and are able to look at predictive and preventative maintenance. Are things running as efficiently as they should? If they aren’t, how can we maximise their efficiency? There’s a lot of data out there, so the key is not just having accessibility to data, but being able to do something smart and good with it. We need to make good, smart decisions around that data.”

“I think it’s important when you’re a company our size that you’re comprehensive. You need to have a short-term plan, a mid-term plan and a longterm plan. You have to think strategically, you have to look far down the line.

You just can’t say you’re going to do this and that. You have to be transparent in the way that you do it. And you have actually have to do it.”

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CITY FOCUS

City Focus 92

Despite’s Zurich’s persona as a business-focused centre, Switzerland also houses an art hub and scenic views within its largest city.

WRITTEN BY

SOPHIE CHAPMAN

FEBRUARY 2019

93

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CITY FOCUS | ZURICH

94

S

witzerland’s largest city has

techno party and has enough public

more to offer than being

baths to rival Istanbul. The city was

a financial hub. The city of

also the location to introduce the

400,000 people has been deemed

avant-garde Dada arts movement in

the second-best financial centre in

1916. The well-balanced location has

Europe in the Z/Yen Global Financial

both its professional and cultural

Centre’s Index. However, Zurich also

sides, offering business potential

hosts the world’s largest outdoor

and scenic views.

FEBRUARY 2019

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BUSINESS CENTRAL

in 13th position in AT Kearney’s 2018

Known as the “gnomes of Zurich.” the

Global Cities Outlook. This will explain

city’s bankers dominate the population.

why so many companies opt to locate

“Nearly a quarter of Zurich’s residents

their headquarters there.

work at banks or investment firms,” CNN reported. The city holds its posi-

GLOBAL 2000

tion as a financial powerhouse, which

Zurich Insurance Group was founded

in turn makes it one of the world’s most

in the city in 1872 as Versicherungs-

expensive cities to live in. Zurich was

Verein, specialising in marine reinsu-

ranked the third priciest city globally

rance. Since, the company has exp-

in Mercer’s Cost of Living Survey 2018.

anded its operations into three key

The city is also regularly considered

businesses: General Insurance, Global

a prime location for business, ranking

Life, and Farmers. The group has e uro pe .busi ne ssc hief. com

CITY FOCUS | ZURICH

96

‘The city was also the location to introduce the avant-garde Dada movement in 1916. The well-balanced location has both its professional and cultural sides, offering business potential and scenic views’

FEBRUARY 2019

CLICK TO WATCH : ‘THE SOCIAL PROGRAM TO YOUR EVENT IN ZURICH’ 97 changed its name from Versicherungs-

in the city. Zurich is also home to ABB

Verein, which translates from German

Group, Credit Suisse, Swiss Life Hold-

to Insurance Association, to Zurich

ing, and UBS. UBS, the investment

Financial Services, to finally Zurich

bank, ranks highest in the 2018 list at

Insurance Group. The firm currently

number 163, followed by ABB Group,

provides its services to over 210 coun-

which places in 264th position, and

tries across the world, and employs

then Swiss Life Holding and Credit

approximately 53,000 people. The

Suisse, which sit in 469th and 482nd

company’s total revenue hit US$64bn,

ranks respectively.

and its investment portfolio is worth $207bn. Zurich Insurance Group fea-

STARTUP HUB

tured in Forbes’ Global 2000 list 2018,

As well as being the home of some of

ranking in 110th position.

the largest companies in Europe, the

Zurich Insurance Group is not the only Global 2000 business registered

city also hosts several newer firms.

With developing businesses launching e uro pe .busi ne ssc hief. com

CITY FOCUS | ZURICH

their operations from Switzerland’s largest city, Zurich’s reputation as a startup hub is continuing to grow. One of the nation’s largest startups, Ava, has its headquarters located in the city’s third district, on Gutstrasse. The medical technology company focuses its operations on women’s health, designing a bracelet that tracks fertility cycles. Beekeeper, the employee-targeted app that aims to improve communication for those who work shifts, has also based its office in the city. The firm’s customers include Hilton, Domino’s, and Mandarin Ori98

ental Hotel Group.

QUALITY OF LIFE The Economist ranked Zurich in its top 15 cities in the Global Liveability Index 2018, whilst Mercer considers the city to provide the second-best quality of life across the globe. The Economist based its index on five key aspects: stability, healthcare, culture and environment, education, and infrastructure.

Infrastructure expansion works are currently underway at the city’s airport; Zurich is aiming serve its growing tourism and commuter rate.

Flughafen Zürich AG, the airport’s owner and operator, plans to upgrade the site’s northern area, including passenger zones, with improved retail and route facilities.

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99

DADAISM With culture around every corner, it is no surprise Zurich is subject to a rise in visitors. The city has been built around Lake Zurich, also known as Zurichsee, making for a scenic metropolis. The old town offers preserved Renaissance buildings, whilst museums display European modernist art – some of which originate from Zurich itself.

Spiegelgasse, located on the east of the lake, was once the birthplace of the famous Dada art movement. The venue hosted the Cabaret Voltaire artistic and political nightclub, founded

by Hugo Ball and Emmy Hennings. The e uro pe .busi ne ssc hief. com

CITY FOCUS | ZURICH

‘Zurich featured 3rd ranking of the globe’s priciest cities in Mercer’s Cost of Living Survey 2018. The city is regularly considered a prime location for business, ranking in 13th position in AT Kearney’s 2018 Global Cities Outlook’

100

FEBRUARY 2019

building still offers a cabaret with a variety of programmes on offer.

GREEN AND CLEAN Along with its culture, Zurich attracts visitors with its cleanliness and environmental consciousness. The city’s administration uses incentives to encourage its citizens be as energy efficient and environmentally friendly as possible. “Environmentally friendly waste disposal and sustainable energy and water supplies are essential factors when it comes to competition with other international locations,” states the city of Zurich. Last year, Zurich placed in 25th position of cleanest cities in the world by Citi IO. Zurich offers easy access to business for both established and upcoming companies. As the city of gnomes, the Zurich’s position as a finance hub is unquestionable. However, the city can also offer a cultured art scene, clean streets, and innovative startups.

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T O P 10

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FEBRUARY 2019

Top 10 tallest skyscrapers in Europe With Russia dominating the list, Business Chief looks at the tallest buildings in Europe WRITTEN BY

SOPHIE CHAPMAN

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T O P 10

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10

Triumph Palace 867ft (264.1m) Often referred to as the Eighth Sister due to its resemblance to the Seven Sisters towers also located in Russia’s eastern capital city, Moscow, Triumph Palace stands at 57-floors tall. The residential building is the tallest apartment block in the world, documented by the Guinness World Records since 2003. The palace also held the position of the tallest building in Russia until 2007. Construction began by developer DON-Story in 2001 and was complete by 2005.

Trophimov Andrey was appointed to design the building. The structure hosts the five-star Triumph Palace Boutique Hotel, which occupies the top three floors with its 15 rooms.

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105

09

Naberezhnaya Tower 881ft (268.4m) Naberezhnaya Tower translates to Tower on the Embankment.

Built in Moscow, the building is used as an office complex. The design features three structures, with the tallest block (Block C) making it to the tenth largest building on the continent. The office tower, which was developed by ENKA, has 61 floors above ground and five below. Construction began on the steel and concrete tower in 2005 and ended in 2007. The building is owned by City Center Investment B.V. www.enka.com

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08

Skyland Instanbul 932ft (284m) Located on the European side of the Bosporus strait in the Şişli district of Istanbul, the pair of mixed-use towers were designed by Peter Vaughan of Broadway Malyan. From the buildings, occupiers can benefit from both urban and forest views of Turkey’s largest city. Between the two 65 and 64-storey structures are 830 residences, 504 office spaces, and a conference hall with the capacity for 550 people. Between the towers stands a smaller 590.5ft (180m) structure that houses 500 rooms belonging to a five-star hotel. The project was completed in 2017, four years after construction had begun on the concrete towers, and eight years after the concept was proposed. www.skylandistanbul.com

FEBRUARY 2019

07

Capital City Moscow Tower 990ft (301.6m)

107

The building stands as part of three – two skyscrapers and an office block – in the City of Capitals mixed-use complex. Moscow Tower stands taller than its counterpart, St Petersburg Tower, named after the nation’s other historical capital, which reaches 146ft (44.6m). Found in plot nine of Moscow’s International Business Centre, the site was proposed in 2003, with construction beginning two years later and finishing five years after that. Capital Group own and developed the tower, with NBBJ designing the architecture and Arup managing engineer works. 76 floors sit above the ground and six fall below. The designed was inspired by “Corner Counter Relief,” a mixed-material, abstract, and futuristic composition created by Vladimir Tatlin in 1914. The iconic shape of the offset façade blocks reflects Tatlin’s use of space in the piece.

www.capitalgroup.com

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06

Eurasia 1,014ft (302.9m) Eurasia is also often known as Steel Peak and stands at 72-storeys tall near Moscow’s Moskva river. The tower features a hotel with 149 rooms, office and residential spaces, as well as a swimming pool, fitness centre and casino. LLC Plaza, the private equity company, owns the structure. In 2016, VB-service, the VTB Bank subsidiary, acquired a 99.55% stake in the firm. MOS City Group developed the building with two architects – Swanke Hayden Connell Architects, the former New York City-based firm, who were responsible for Eurasia’s concept, whilst Russia’s Gorprojects managed the tower’s design. The building’s engineers were US firms Thornton Tomasetti and Cosentini Associates. VTB 24 and the Bank of Moscow both plan to open head offices in the block.

www.gorproject.ru FEBRUARY 2019

05

The Shard 1,017ft (309.7m) London’s The Shard is located in the UK’s capital’s Southwark district. The structure features residential and office space, as well as the Shangri-La Hotel and several restaurants. The View from The Shard markets itself as London’s highest bar. London Bridge Quarter Ltd own the building, which was developed by Sellar Property Group. Renzo Piano Building Workshop and Adamson Associates were the structure’s architects, whilst WSP Group, Arup, Turner & Townsend, and Mace

109

Limited were all involved in engineering. The Shard, which has been referred to as a “vertical city” was under construction for four years, ending in 2013.

www.the-shard.com

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04

Mercury City Tower 1,112ft (338.8m) Taking plot 14 of the Moscow International Business Centre is the Mercury City Tower. The building hosts offices, apartments, shopping, and a fitness centre. Formerly Russia’s tallest building between late 2012 and mid-2014, the structure now sits in fourth position. The 75-storey concrete structure was developed by Liedel Investments Limited and Mercury Development. The “golden tower” offers energy-efficient, eco real estate through the instalment of the goldglazing that helps maintain temperatures inside. The building was the winner of the World’s Best Property Award 2017 and the title of the best five-star multifunctional complex in Europe from the International Property Awards. www.mercury-city.com

FEBRUARY 2019

03

OKO South Tower 1,162ft (354.1m) OKO is made up of two towers on the 16th plot in the Moscow International Business Centre. In Russian oko means eye, but the name also works as an acronym for Oбъединённые Кристаллом Oснования, which trans-

111

lates to Joined by Crystal Foundation.

Between the two buildings, one of which is 85-storeys tall and the other 49-storeys tall, are apartments, offices, and a five-star hotel. Capital Group began the development in 2011, finishing the project in 2015. Skidmore, Owings & Merrill LLP created the architectural and engineer designs, and Ant Yapi Sanayi ve Ticaret Limited Sirketi was appointed as main contractor.

www.som.com

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02

Federation Tower: Vostok 1,226ft (373.7m) Tower East of the Federation Tower complex stands over a third higher than Tower West, with 430ft (131.2m) between them. The Russian private investment firm, AEON Corporation, owns the 97-floor and 63-floor structures that join on a single podium. Once 112

again found in the Moscow International Business Centre, the building’s construction reached completion in 2016. During the construction process the structure was often used for extreme sports, such as climbing and base jumping. The numerous underground levels are connected to a shopping centre and the Moscow Metro, with the city planning to eventually create an “underground city” connecting all of Russia’s capital.

www.aeoncorp.ru

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01

Lakhta Centre 1,516ft (462.5m) Europe’s largest building, with 87 floors, is located in Saint Petersburg, Russia. The tower is the 13th tallest across the globe. Although the structure is still being finished, the last construction crane was removed from the site in June 2018. Initially, the Gazprom-owned tower was to be built in Saint Petersburg’s historic centre and was to be named Okhta Centre. Gorproject, SMDP, Inforceproject, and WSP designed the site, launching construction in 2012. The building has used enough concrete (19,624 cubic metres) in the bottom slab to 114

claim to be featured in the Guinness Book of Records. The tower has also received gold certification from the Leadership in Energy and Environmental Design (LEED) due to sustainable technologies.

www.lakhta.center

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SAP & INTEL: 116

A STRATEGIC PARTNERSHIP TO ENABLE DIGITAL TRANSFORMATION WRIT TEN BY

DA LE BENTON PRODUCED BY

LE WIS VAUGHAN

FEBRUARY 2019

TECHNOLOGY

117

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SAP

Jesper Schleimann, Digital Transformation Officer, EMEA North at SAP and Joachim Aertebjerg, CTO/Direct Technical Solution Sales at Intel discuss digital transformation through strategic partnership

T

echnology continues to transform business across all industries and in response, businesses the world

over have changed their entire perspective and approach to the value of tech. From some of the leading industry players right down to 118

SMEs, digital transformation continues to define the conversation. Embarking on and navigating these digital transformation journeys is no small feat and so companies look to strike key strategic partnerships in order to collaborate, innovate and unlock the potential of digitisation.

Jesper Schleimann, Digital Transformation Officer, EMEA North at SAP, believes that digital transformation is not a new phenomenon and that it serves to highlight that shift in perspective as to what technology actually means to a business. “As an IT professional, of course I can say it’s nothing new because it’s been a part of my whole career,” he says.

“However, IT has moved from something that supports the strategy to becoming the strategy in itself. It has created a dilemma for businessFEBRUARY 2019

TECHNOLOGY

119

e uro pe .busi ne ssc hief. com

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SAP

“ Most companies are now recognising that whatever got them to where they are today isn’t going to get them to where they need to be tomorrow” — Jesper Schleimann, Digital Transformation Officer, EMEA North at SAP 122 es because some are not realising the tectonic shift that’s happening. IT is inevitably tied to the future of both business and the human race and we are not fully treating it as such in our organisations yet.”

This is a feeling shared by Joachim Aertebjerg, CTO and Firector of Technical Solution Sales at technology giant Intel, who notes that IT is now an integrated component in a line of business and no longer perceived as just a support function. “An airline cannot survive without IT for the booking of flights,” he says, “just as the giants of FEBRUARY 2019

TECHNOLOGY

CLICK TO WATCH : ‘THINKX WRAP UP’ 123 fast-moving consumer goods cannot

examples of businesses only looking

function without their databases. With

at incremental innovation. “Organisa-

digital transformation, businesses are

tions are now looking at disruptive inno-

taking advantage of new technology

vation, but there are many that are still

to enhance their operations, and right

looking at doing the same things but

now a key driver of all transformation

‘smarter’,” he says. “However, I think most

is data. Information exposed through

companies are now recognising that

data analytics can be a matter of life

whatever got them to where they are

or death for any organisation.”

today isn’t going to get them to where

Transformation breeds challenge, and Schleimann is the first to stress

they need to be tomorrow.”

Schleimann feels this is what is driving

that a common challenge that is faced

organisational change, opening compa-

across the industry is one of agility. As

nies’ eyes to what he describes as ‘organ-

businesses look to invest in technology,

isational debts.’ Illustrating the term,

Schleimann points to a number of

he explains: “There are HR offices and e uro pe .busi ne ssc hief. com

SAP

1972

Year founded

10,000+

Approximate number of employees

124

FEBRUARY 2019

TECHNOLOGY

finance offices but where is the office

and realises better revenue streams,

for the future innovation ensuring the

efficiencies and a new way of working.

company stays relevant?” he says. “It’s

Aertebjerg notes that while this may

common for most companies to have

be true, at a high level there have only

big cost structures that don’t have the

really been small changes in the business

agility to change quickly enough. That’s

model. For him, it is the rapid transfor-

one of the biggest organisational debts

mation and increase of customer require-

but it is changing.”

ments that has driven the most change.

Key to removing this organisational

“With that comes a need to redefine

debt is the introduction of new business

the business model or at the very least

models and investing in people. Chang-

a part of it,” he adds.

ing or introducing a new business model

Investing in people is something both

can sound daunting and challenging in

Schleimann and Aertebjerg are firm

its own right but is a proven practice

believers in. Having spent their entire

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

Jesper Schleimann As Digital Transformation Officer for SAP EMEA North, Jesper Schleimann is responsible for driving and scaling purposeful Innovation across the region through strategic programs which span across business and market units. In his role as Digital Transformation Officer, Jesper’s mission is to help customers unlock their business potential by simplifying their digital transformation enabled by the SAP Intelligent Enterprise Platform. By helping clients navigate the journey to the digital economy and bridging the gap from their existing landscapes to their desired strategy he seeks to add a business value focus to the digital discussion and strengthen the alignment with the overall strategy of the enterprise.

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SAP

126

“ We have a responsibility as an organisation to help educate people around the opportunities that technology brings” — Jesper Schleimann, Digital Transformation Officer, EMEA North at SAP

FEBRUARY 2019

TECHNOLOGY

127

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SAP

128

careers in the technology space, both

to ‘build skills for digital futures’, while

can agree that technology improves

the EDX Leadership programme is an

the lives of everyone and it starts from

open leadership forum with an ambition

within their respective companies. To

to increase the exponential thinking

this end, SAP has made two initiatives

and innovative mindset for business

to accelerate this change: a purpose-

leaders so they can explore and use

driven innovation university and commu-

exponential thinking to bring their comp-

nity for the Digital ecosystem, called

any to the future. “We have a responsi-

SAP NextGen and a Leadership forum

bility as an organisation to help educate

jointly with Intel and partners called

people around the opportunities that

Executive Digital Exchange. The Next-

technology brings,” says Schleimann.

Gen program is designed to enable

“We’re working across that ecosystem

companies, partners and the university

to turn thinking into doing; to challenge

to connect and innovate collaboratively

people and their critical-problem

FEBRUARY 2019

TECHNOLOGY

solving skills and insight into what can be achieved through technology.”

“Ultimately the aim of these programmes are to provide people with tangible skills to take into the world.

We then have more people who want to do – and can do – more things. That’s going to inevitably move us towards a better world.”

Data and digital transformation form a key part of the strategic relationship between SAP and Intel. Having collaborated for over two decades, the two companies are working closely together on the introduction of a new server

“ With digital transformation, businesses are taking advantage of new technology to enhance their operations” — Joachim Aertebjerg, CTO/Director of Technical Solution Sales, Intel

platform with an innovative memory

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SAP

130

solution. This technology, called the

holds the data even when the server is

‘Intel Optane DC Persistent memory’

switched off. As Aertebjerg notes, the

will define the memory hierarchy within

benefits to databases and business

a server and allow customers to improve

analytics are enormous.

the time it takes for a device to be ready

The Intel Optane DC Persistent

to operate after the power has been

memory technology represents what

turned on, as well as enabling faster

Schleimann describes as the ‘centre’

processing and a memory type that

of the digital transformation story: data

FEBRUARY 2019

TECHNOLOGY

131

and the agility of companies to process

the persistent memory we are creating

and that data. “Being able to process

a quantum leap in our ability to push

the data is the most crucial part, as we

decisions, to capture business insights

are seeing business become increas-

and to push agility to the very edge.”

ingly ubiquitous,” he explains. “You

The digital transformation story is

need processing that’s on the edge.

one that, much like technology, will

Together with Intel, we are pushing

continue to grow at an increasing rate.

processing power further and with

The digitisation of industry shows no e uro pe .busi ne ssc hief. com

SAP

“ Information exposed through data analytics can be a matter of life or death for any organisation” 132

— Joachim Aertebjerg, CTO/Director of Technical Solution Sales, Intel

FEBRUARY 2019

TECHNOLOGY

signs of slowing down and both SAP and Intel are finely positioned to be able to navigate this constantly shifting landscape. As part of the relationship between the two companies, SAP and Intel will continue to collaborate and build digital futures together. The future remains one of tremendous opportunity where both Schleimann and Aertbjerg can look forward to driving a ‘digital renaissance’.

“I’m excited to see where data technology can go from here,” says Aertbjerg.

“The collaboration with SAP will stand out as something that thousands of customers can take advantage of to help them make smart decisions based on all the data they have.”

Schleimann concludes: “More technology change is coming and we hope that we can open organisational eyes to a bigger vision and become more purpose driven. SAP could hopefully have a small role to play in launching that wave and help drive this digital renaissance.”

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UNDERGOING A DIGITAL TRANSFORMATION IN THE HOTEL INDUSTRY WRIT TEN BY

SE AN GA LE A-PACE PRODUCED BY

LE WIS VAUGHAN

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AMAN

Group IT Director of Aman, Archie Natividad, discusses Aman’s approach to technology amid the company’s digital transformation

W

ith technology transforming the way companies operate and conduct their business, it has encouraged firms

worldwide to embrace technological change in order to provide an improved service to customers.

136

Although it is considered to be a destination that prides itself on offering a place to escape from modern life, Aman has undergone a digital transformation to deliver a luxury hotel stay where cutting-edge technology doesn’t compromise guests’ experiences. However, Group IT Director of Aman, Archie Natividad, believes that it’s important to offer guests the freedom of choice depending on the experience they seek. “Not all Aman have TVs. They’re hidden in cabinets, behind a cupboard or a sliding door. Aman means peace and that’s very much the essence when you arrive,” explains Natividad. “It’s important that we try and introduce the right technology. It’s always a challenge but we don’t want gimmicks. Each hotel has a different style of design that is unique to each property and they all offer different experiences.”

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The next generation of hotel Technology is not just for the guests Over the last few years, there has been a significant focus on technologies that can enhance the guest experience. In-room Wi-Fi, mobile check-in and guest interaction features are all aimed at providing a smooth and stress-free experience throughout their stay.

Much of the hotel technology investment has been focused in this area. But what about the hotel owners and operators themselves? What advances are available that they can benefit from?

How we helped Aman

Let us help You

Innovating IT Solutions For Greater Success With a myriad of information now available for hotel operations, from guest bookings, VIP preferences, to agent trends and more, there is a tendency to concentrate only on revenue generation items. But what about the day-to-day business? How can technology support the changing nature of business work ethics?

TRG has over 25 years of delivering solutions ‌in the Hospitality market place. This is the reason why hotel operators like Aman are engaging with TRG to deliver the next generation of business solutions. TRG, as an Infor gold level channel partner, deploys a suite of back of house applications covering financial planning, procurement, asset management & consolidation, for both onpremise and cloud solutions. They manage all data within the solutions, and as a result, provide a connected, intelligent network that can fully automate data processes, enable anticipation & predictions of trends and inform all stakeholders.

TRG/Infor solutions are designed to be beautiful The TRG / Infor solution sets offer users the ability to interface with information on

the move, by receiving current updates, processing workflow on data, managing approvals, or seeing alerts and more. In addition, the TRG / Infor solutions are beautifully designed, for excellent usability, and very high user acceptance. Customisable screens separate work tasks from information & alerts, allowing users to prioritise as they see fit.

As a result, the organisation enjoys a fully integrated solution with full workflow and processes, letting managers receive information pertinent to all roles through the workflow. The operating services manage the data interfaces and processing, while users are able to access the applications in environments familiar to them for their day-to-day IT experience.

To ease downtime issues, applications can be changed, upgraded or rebuilt whilst still retaining the overall process controls & real-time usage. Our upgrades cause no downtime, and the inherent business logic and data flows are retained, so finance can move to a continuous closing process and keep the books current.

TRG / Infor solutions deliver on the main goal of all hotels. Guests remain happy and so do owners, operators and staff!

About TRG International

Rick Yvanovich Founder & Ceo of TRG International

24 years of experience in delivering excellent IT solutions to more than 1000 clients in over 80 countries, ranging from budget hotels to 6-star luxury resorts, TRG International is a successful case study about excellent service and deep knowledge in the Hospitality industry

AMAN

1988

Year founded

5,200

Approximate number of employees

140

FEBRUARY 2019

TECHNOLOGY

CLICK TO WATCH : ‘AMANYARA SEA TURTLE INITIATIVE – TURKS & CAICOS – LUXURY ISLAND RESORT’ 141 With 33 hotels in 21 countries, Aman

ience we’re giving to our guests. When

has expanded heavily by offering resorts

they come to Aman, they’re not only

in a diverse range of countries such as

coming because it’s a nice room, they’re

China, Morocco and Sri Lanka among

coming because they want to re-ener-

others. Each resort provides a different

gise. Guests want that mind, body and

experience and offers a different level

spirit experience. The opportunity for

of technology based on its location.

us lies in exploring technology that com-

Natividad affirms that while some of his

plements the experience instead of

companies’ guests are keen to embrace

distracting from it,” says Natividad. “The

technology, he under-stands that there

technology transformation approach is

is a proportion of guests that want to

on a case-by-case basis for each hotel.

immerse themselves in nature. “At Aman,

In Aman Tokyo, we have technology

we’re really looking at the environment

that allows our guest access to an in-

and trying to set that harmony between

room control for the management of

the design of the property and the exper-

lighting, blinds, and climate. However, if e uro pe .busi ne ssc hief. com

AMAN

“ Aman means peace and that’s very much the essence when you arrive” — Archie Natividad, Group IT Director, AMAN

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FEBRUARY 2019

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143

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AMAN

144

you’re somewhere like Amankora in

allows artificial intelligence (AI) to help

Bhutan where our lodges are spread

guests perform menial tasks such as

across 5 unique properties in breath

turning lights on and off, through its

taking natural landscape and each

collaborations with companies such

take up to half a day to get to; it’s more

as DigiValet and TRG International.

about the journey. As you can imagine,

Due to Aman establishing these key

this environment technology has less

partnerships, Natividad believes that

an importance to this type of Aman

it has allowed the firm to accelerate

experience.”

its technology offering further.

“Through our work with DigiValet,

FORMING KEY PARTNERSHIPS

we’re allowing our guests to uncover

In order to help achieve its success,

and understand the essence of the

Aman will introduce technology which

Aman experience in the guest room.

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TECHNOLOGY

145

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

Archie Natividad Archie Natividad is Group IT Director at Aman where he leads the IT function for the luxury hospitality group consisting of 33 resorts, hotels and private residences in 21 countries. Archie has over 20 years’ experience within the IT and Hospitality industry, having worked internationally in key IT leadership roles. A strong program and project management professional with extensive experience in leading and motivating high performing teams driving business change and IT strategies. Prior to Aman, Archie was at Marriott Vacations Worldwide for over 17 years where his last position was as Senior IT Director EMEA. He holds a BA in Information System and Business Management from the University of Greenwich, London.Â

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AMAN

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FEBRUARY 2019

TECHNOLOGY

“At Aman,we’re really looking at the environment and trying to set that harmony between the design of the property and the experience we’re giving to our guests.When they come to Aman,they’re not coming because it’s a nice room,they’re coming because they want to re-energise” — Archie Natividad, Group IT Director, AMAN

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AMAN

This could come through creating

cate with the front desk, spa and even

personalised lighting and temperature

make bookings at the restaurants. Of

ambience in the room, creating one’s

course, the user interface on the iPad

own itinerary during the stay or even

is multilingual which allows the guest

just relaxing in one’s own room watch-

to choose the language of choice and

ing Netflix and ordering in room din-

the best part is that it can still get

ing. DigiValet allows guests to switch

communicated to the hotel colleagues

off all lights with one touch, set an

in a language they understand - leav-

alarm and wake up to soothing music

ing no scope for misunderstanding.

along with refreshing lighting,” says

This will allow all our employees to

Natividad. “While in the room, the guest

focus on delivering the service at the

can get all the hotel information at the

highest levels. I believe we’re definitely

touch of a button and also communi-

moving in the right direction to create

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that fine balance between technology

ments to capture. TRG provide us with

and service.”

high level support and industry know-

Aman’s partnership with TRG Inter-

ledge and experience” he says. “There

national has provided the firm with

are challenges and roadblocks but it’s

a significant support system that enables

certainly a collaboration and a partner-

Aman to meet challenges head-on.

ship that will see us be successful at

Natividad believes the collaboration

the end.”

has been vital to his company’s success.

The importance of building partner-

“With TRG, we’re undertaking a huge

ships is considered a key area for

investment in our accounting system

Aman. With additional partners such

as they understand the many workflow

as Oracle, Samsotech ID, Arcserve,

processes when operating in different

Sophos, Softcat, Infor and HRS Interna-

regions that have tax and fiscal ele-

tional confirmed as working with Aman, 149

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AMAN

Natividad points to what makes a successful collaboration work. “What really makes a great partner is their ability to take time to understand your business.

You get many partners who are just looking at their bottom line and once they’ve hooked you, their entire customer service or approach is very different,” he explains. “I tend to find the companies that work really well for us are the ones where they take time to understand us. We’re not your cookie cutter kind of hotel and we’re a leading ultra150

luxury brand. When they get to work with us and understand how we operate, it becomes very mutually beneficial for both of us.”

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TECHNOLOGY

FUTURE PLANS In order to remain sustainable, Aman plans to explore new markets worldwide to gain a firmer presence in a wider variety of countries. “We’ve got 33 hotels today and for us, to remain sustainable it’s important to grow and expand the brand. We’re opening new markets globally,” says Natividad. “We have a strong presence in Asia, and we have plans for growth in the Americas, Europe and in the Middle East. The launch of Aman New York will further strengthen the Aman brand in the region and the development into businesses such as Aman Retail and Aman Spa & Wellness will also complement the Aman brand well.”

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151

152

INEA Utilising technology in the telecoms sector WRIT TEN BY

SE AN GA LE A-PACE PRODUCED BY

JA MES PEPPER

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INEA

Management Board Member and Chief Operating Officer of INEA, Michał Bartkowiak, discusses how his company is utilising technology amid digital transformation in the industry.

154

A

s the fastest broadband and Wi-Fi provider in Poland in 2018, INEA has achieved significant success during the last year.

Michał Bartkowiak, Management Board Member and Chief Operating Officer of INEA, believes innovation and the company’s willingness to embrace technology has been key reasons to INEA’s achievements.

“We are definitely an innovative company. As a provider of retail services, we deliver the fastest broadband in the world with our flagship offering of the symmetric internet with Fibre-To-The-Home (FTTH) technology at a speed of 10Gb/s,” affirms Bartkowiak. “As an infrastructure operator, we are one of the only operators in Europe that actively opens the network we use as a services provider to other telecommunications operators.”

Through providing broadband, internet, television, mobile and fixed-line telephony services, as well FEBRUARY 2019

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TECHNOLOGY

CLICK TO WATCH : #INEAGOBIG 10 GB/S

as professional services for business

that we differ from many companies

and public sector, Bartkowiak believes

because of our way of thinking. We

that INEA has become successful due

are a technological leader in the region

the company’s ability to diversify.

with a state-of-the-art infrastructure

“One of the great features of the world that surrounds us is diversity.

that we aren’t afraid to use.”

With more than 250,000 customers,

Attitudes and business models of

INEA value their investments in rural

companies from the TMT sector

areas having introduced the last mile

differ from one another and a result,

network which covers over 70,000

a specific market space has been

households in rural areas within the

created for each of us, where we can

Greater Poland region. The implemen-

operate and experiment,” he explains.

tation of the network has allowed

“If we look at the telecommunications

INEA to collect data in order to better

market in Europe, it becomes evident

understand the needs of residents in e uro pe .busi ne ssc hief. com

157

INEA

the region. “The last mile network in rural areas enabled us to collect valuable experience, both in terms of the construction of a network in such area and the service sales potential.

Now, we have a better understanding of the needs of the residents and we’re ready to expand such networks in Poland.”

MAKING SUBSTANTIAL INVESTMENTS As a leading firm in the field of fibreoptic infrastructure in the Greater 158

Poland region, INEA has invested more than $266mn in the infrastructure during the past six years. “These were investments implemented in two areas, such as construction of fibre-optic networks in the FTTH standard and reconstruction of the existing infrastructure to this standard,” says Bartkowiak. “The main projects involved the construction of a broad-band backbone network in Wielkopolska in 2013, the construction of last mile networks and the reconstruction of the infrastructure in towns and cities from Hybrid Fibre Coax (HFC) to FTTH standard.”

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TECHNOLOGY

“We are continuously searching for new areas to grow. Sometimes, we joke that on the day when we announce the launch of a new product, we are already working on another one. That was precisely the case with the 10 Gb/s service we started this year. It’s vital we act quickly because of the way the market is changing” — Michał Bartkowiak, Management Board Member and COO of INEA

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159

VMware secure networking solutions help a Fortune 500 broadcaster meet their goal of zero downtime.

vmware.com/uk/possible © 2019 VMware, Inc. The VMware logo and Realise What’s Possible are trademarks of VMware, Inc. and its subsidiaries.

During the past two years, INEA

have to examine how our expectations

took part in a competition under the

to the products or services that we

Operating Programme Digital Poland,

are using is changing. It’s important to

conducted by the Ministry of Digitali-

observe the entire spectrum of

sation in Poland and won in more

innovations taking place in the world,”

than 20 regions. In order to remain

he explains. “We can’t afford to wait

a leader in the industry, INEA has made

for another market challenger in the

strategic decisions in order to adapt

industry who will force us into action.

to changes in the industry. Bartkowiak

We need to make decisions on our

affirms how vital it is to embrace the

own and try to be the leaders by

latest technology or risk being over-

assuming the risk of wrong decisions.

taken by its rivals.

Technology becomes devalued very

“It’s of key importance to observe the

quickly, so we need to fully maximise

changes happening by using technol-

its potential. I believe that passive

ogy in different aspects of our lives. We

waiting is the worst thing one can do.”

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161

FORMING KEY PARTNERSHIPS During the last two years, INEA and Orange Poland signed agreements on the wholesale access to its infrastructure in the LLU and BSA model. And this is just the beginning of INEA’s open network strategy. Bartkowiak believes the contract with Orange has been one of the company’s biggest achievements. “From the perspective of the open network model development, the contract with Orange Poland was a significant achievement. We provided the company with our infrastructure for the sale of retail services. From the

“As an infrastructure operator, we are one of the only operators in Europe that actively opens the network we use as a services provider to other telecommunications operators” — Michał Bartkowiak, Management Board Member and COO of INEA

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INEA

€100mn Approximate revenue

1994

Year founded

820

162

Approximate number of employees

perspective of the Polish market, it was

however, Bartkowiak points out what

the first contract of its type and has

INEA requires from its business

become an inspiration for others to

relationships. “You meet good partners,

follow. From our point of view, this

just like friends, in difficult situations.

collaboration confirmed the validity of

Similar to everyone in our industry, we

the previously selected direction for

are working with numerous partners

the development of our company.”

in the market. Starting from suppliers

In order to stand a greater chance of

of equipment and materials, through

success, the majority of companies opt

developers of business solutions

to form partnerships to drive profit,

or software, to our closest partners,

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163

The part of the team (from left): Krzysztof Kwiatkowski – responsible for network construction and maintenance, Marta Myszkowska – responsible for customer care quality, Tomasz Zmyślny – Head of Marketing & PR, Alicja Kakała-Szadkowska - Procurement Manager, Maciej Piechociński – Head of Sales, Krystyna Sawczuk – Head of HR and Krzysztof Marciniak – Head of IT

technical and commercial partners, who

work on the continuous improvement

work in the field. Without their knowl-

of this co-operation.”

edge, experience, dynamic operations,

In February 2018, Macquarie Euro-

development or innovation, it would be

pean Infrastructure Fund 5 acquired

impossible,” he says. “These types of

a majority stake in INEA which will

relations are very precious and they

support continued development and

require mutual trust, understanding

growth. “Growth in telecommunication

and good communication. It’s difficult

requires significant capital expenditure.

to sustain such relations; however, we

You can have most wonderful ideas but

don’t surrender and we endeavor to

without relevant financial back-up, their e uro pe .busi ne ssc hief. com

INEA

164

“It’s of key importance to observe the changes happening by using technology in different aspects of our lives. We have to examine how our expectations of the products or services that we are using is changing. It’s important to observe the entire spectrum of innovations taking place in the world” — Michał Bartkowiak, Management Board Member and COO of INEA

FEBRUARY 2019

implementation will be impossible,” affirms Bartkowiak. “We are glad that it is Macquarie that we have the opportunity to work with. Due to the fact that we share the same vision of INEA development, I am convinced that the combination of these two elements guarantees development and growth.”

FUTURE PLANS With INEA demonstrating an ambition to continue to grow despite a changing

TECHNOLOGY

believes that INEA remains determined to build on its success through the implementation of new projects to enhance the firm’s existing telecommunication infrastructure. “We remain focused on the construction of an open optic-fibre infrastructure. Having won over 20 competitions under the Operating Programme Digital Poland, we are also implementing projects consisting of the expansion of the existing telecommunication infrastructure and reconstruction of the existing one to FTTH standard,” he says. “As a result of those projects, we will reach about 700,000 more households located in rural areas with our network. All the schools located on the territory of planned investments will be connected market, Bartkowiak affirms how key it

to the network and these are areas that

is that the company expands on an

are digitally excluded, where broadband

ongoing basis. “We are continuously

services are unavailable today. The

searching for new areas to grow.

residents of those areas will have access

Sometimes, we joke that on the day

to modern digital services. The method

when we announce the launch of a new

of teaching, handling affairs with

product, we are already working on

authorities or benefiting from entertain-

another one. That was precisely the

ment will change and this will completely

case with 10 Gb/s service started this

transform the image of those towns.”

year. It’s vital we act quickly because of the way the market is changing.”

Looking to the future, Bartkowiak e uro pe .busi ne ssc hief. com

165

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Competitive advantage through digital transformation WRIT TEN BY

HARRY MENE AR PRODUCED BY

MIK E SADR

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OSM MARITIME GROUP

We sit down with OSM Maritime CTO Chakib Abi-Saab to find out how the company is using AI, machine learning, IoT, drones, augmented reality, blockchain and automation to empower its 11,000-strong workforce

F

ounded in 1989, OSM Maritime has grown from a single crew-management contract to a fleet of over 500

vessels managed from 26 offices around the 168

globe. Business Chief sat down with OSM’s Chief Technology Officer, Chakib Abi-Saab to find out how one of the world’s largest maritime management companies is using breakthrough technologies to empower and unite its 11,000 employees. “Technology is not the solution to everything,” says Abi-Saab, “but it is a very important toolset that enables us to provide better and more reliable services, and facilitate greater transparency with our clients.”

He explains that “as a whole, the industry has not adopted technology on a large scale.

I think at OSM we have been very aggressive.

We believe that business gains, transparencies and improvements in relationships, and efficiencies that we gain from technology FEBRUARY 2019

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Empowering tomorrow’s digital winners

Simplifai is your in-house automation partner, through the use of Artificial Intelligence we automate routine tasks in offices such as customer service, accounting and HR.

Find out more here www.simplifai.ai | Email: sales@simplifai.ai Phone: +65 9044 4716 (Asia) +47 4150 3263 (Europe)

TECHNOLOGY

equal a competitive advantage”. At the

access to correlations that we, as

heart of the company’s technological

humans, might not be able to see. We’re

transformation is its Maritime Opera-

expecting to move to the next level with

tions Centre, located in Singapore.

machine learning, so that we can perform

Abi-Saab presided over the Centre’s

predictive analytics and predictive main-

creation in 2018 and will oversee the

tenance which will become a cost

construction of a second facility in

savings to us and to our customers.”

Arendal, Norway in 2020. The Centre

As Chief Technology Officer, Abi-

enables OSM to monitor and manage

Saab is currently overseeing the adop-

the company’s global fleet 24 hours

tion of several new technologies to

a day. Abi-Saab explains that, with the

further enable OSM’s technical manag-

Centre in operation, “We not only have

ers to perform their roles. At the core

information that used to take weeks to

of each new technology, he empha-

gather, but the computer also gives us

sises, is the ethos that “technology is

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

Chakib Abi-Saab Chakib is a business leader and technologist with 20+ years of experience aligning technology with operational goals. Chakib has led significant global projects in multinational environments and has played several key roles in global organizations like Baker Hughes Inc. and Bumi Armada Berhad. Chakib is now the Chief Technology Officer of OSM Maritime Group. Chakib’s main focus is always on the utilization of technology as a driver to optimize costs, improve productivity, increase returns, reduce risks, and create new revenue streams. His technology expertise is in connected assets, analytics, automation, and predictive environments.

He is also experienced leading complex multinational digital transformations.

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OSM MARITIME GROUP

a way to give people the right informa-

best possible people to manage our

tion so that they can make decisions

ships. But the reality is that you cannot

based on what’s happening at that

have experts for everything on every

particular time, operationally and fin-

ship.” This is where one of OSM’s latest

ancially”. New initiatives that OSM is

pieces of technology comes into play:

aggressively testing or already using

augmented reality goggles. Allowing

include machine learning and AI, edge

on-ship staff to display in real time the

computing, augmented reality, drones

repair process enables OSM to “take

and blockchain.

advantage of the 11,000 people in the

“Imagine you are managing a ship

company for expertise that can walk

and one part of the engine breaks,”

our engineers through the solution,

says Abi-Saab. “Well, we in OSM do

because we can see what they see

the best possible job we can to hire the

and we can send diagrams that they

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TECHNOLOGY

CLICK TO WATCH : ‘#TRENDSPOTTING WITH OSM & OUR AMAZING PARTNERS’ 173 see through the augmentative reality goggles,” explains Abi-Saab. “We expect that having these augmentative reality goggles on our ships will mean that challenges that could, today, disable a ship would be dramatically reduced.

We will have people with the right expertise helping us resolve those problems.

So, the efficiency gains will be dramatic.”

OSM also operates a number of offshore oil & gas facilities. In the past, an operational event that required an underwater inspection would result in halted production for prolonged periods of time, while trained divers e uro pe .busi ne ssc hief. com

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“ Simplifai has proven to have deep understanding of processes combined with RPA, among other skills” — Chakib Abi-Saab, CTO OSM Maritime

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OSM MARITIME GROUP

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TECHNOLOGY

“We believe that IoT is going to be the key to preventive maintenance” — Chakib Abi-Saab, CTO OSM Maritime 177

would be deployed for surveillance and

“Part of the immediate efforts to build

repairs. Now, Abi-Saab says, that

efficiencies through digitalization

could change. “When you stop a rig

includes working very closely with our

operation, you’re talking about hun-

partners of Simplifai to completely

dreds of thousands of dollars lost on

evaluate and re-engineer processes

an hourly basis. If you have a drone in

with the objective of then using Robotics

the water that can do the same job, you

Process Automation (RPA) to speed

do not have to stop the operations.

up the execution of repetitive tasks and

So, it not only increases safety but it

reduce manual intervention,” adds

increases profitability.” OSM is consid-

Abi-Saab. Simplifai is a holistic artificial

ering the adoption of drones for both

intelligence solutions company head-

underwater and aerial inspections in

quartered in Oslo, Norway. By using

combination with video analytics on its

Simplifai’s technology to automate

rigs and ships under management.

routine tasks, Abi-Saab estimates OSM e uro pe .busi ne ssc hief. com

OSM MARITIME GROUP

C OMPA N Y FA C T S

• OSM: 11,000 employees, 25 office locations, a fleet of 500 vessels, and a 90% customer retention rate • Simplifai: OSM’s new partner, experts in AI solutions, particularly Robotics Process Automation

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FEBRUARY 2019

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will be able to increase efficiency in

of machine learning, AI, IoT and edge

those areas by up to 50%. The adoption

computing to record the most relevant

of RPA will also bring scalability and

information from its fleet and parse it for

improved data quality due to the error

insights into operational solutions. “We

reductions inherent to automation.

believe that IoT is going to be the key to

“We are now an organization that takes

preventive maintenance,” Abi-Saab

advantage of data and business

says. “But we need to approach it very

intelligence to make better decisions,

smartly. You can find sensors for every-

and having error-free data means better

thing, but not everything that can be

decisions, and having only one version

measured should be measured and not

of the truth,” says Abi-Saab, adding

everything that should be measured

that “Simplifai has proven to have deep

can be measured. So we’re currently

understanding of processes combined

working to identify what are those areas

with RPA, among other skills.”

that, if we measure, would give us the

As well as tools for gathering and

efficiency gains that we are looking for.”

redistributing knowledge and raw data,

Uniting information from every indi-

OSM is dedicating itself to the adoption

vidual system OSM has in operation

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OSM MARITIME GROUP

180

within a centralised database, the

functions as a single harmonious

Operations Centre helps to prevent

ecosystem. “Having all the information

the company’s solutions from becom-

in a centralized database will give us

ing siloed. “We have experienced the

several advantages,” notes Abi-Saab.

same challenges as everybody else

“First is the ability to properly monitor

in the industry,” admits Abi-Saab. “Part

security. Second is the ability to properly

of the creation of the Operation Center

back up our data and restore it in the

comes in a second phase where we

event of an emergency or disaster so

will create a fully centralized database,

that we have proper business continu-

which holds information from every

ity. And third, it will give us the ability

system we have in the organization,”

to have smart algorithms of artificial

helping to ensure company’s tech

intelligence from our machine learning

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TECHNOLOGY

181

software going through the data, so

edge computing, and machine learning

that we can get correlations that would

as part of a centralised database will,

possibly not be imagined by humans…

Abi-Saab believes, lead to significant

Similarly, we are looking at edge comp-

efficiencies for OSM, as the company

uting technology so that, not only

gains insights into preventative main-

will we have analytics onshore in the

tenance strategies. “Imagine that you

operation center, but the people who

have a fleet of ships around the world.

manage the ships also have access

Normally, the way maritime companies

to real-time analytics so they can

work is you have Vessel Managers

make better decisions.”

onshore and you have the Captains in

Identifying trends in ship maintenance using this combination of IoT,

the ships who are the people responsible for the operations of the ship. Now, e uro pe .busi ne ssc hief. com

OSM MARITIME GROUP

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“ Pursuing technology solutions will help us create technical ability, security, reliance and efficiency gains in everything we do” — Chakib Abi-Saab, CTO OSM Maritime

FEBRUARY 2019

TECHNOLOGY

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OSM MARITIME GROUP

if a ship breaks in Brazil and then another breaks in Africa and another stops working in Europe, under normal circumstances each incident might be seen as an isolated case.

But, if you have all the information in one centralized database, artificial intelligence can detect a trend, ships that are similar, or parts that are similar that are breaking.

Then it starts telling you, based on the past history of Ships A, B and C that we should change a particular part of this type of ship because it’s about to break. That’s when you truly create value.”

184

OSM Maritime’s exploration and adoption of digitally transformative technologies is comprehensive and happening at speed.

A large part of Abi-Saab’s role is to ensure the company’s slogan, “It’s all about people,” is respected and adhered to. “We believe that technology, without the support and knowledge of the people, would not be as efficient and would not give you the value that you need,” he explains. “We are focusing on aggressive change management plans that not only choose the proper technologies but also communicate to everyone in the organization that will be affected what is happening, why that is happening, and how that will affect them.

Because the better people understand FEBRUARY 2019

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185

the positive impact the adoption of technologies has on their job, the more their resistance to it is reduced.”

For example, OSM is currently examining the possibility of a partnership with a company specialising in blockchain technology. The digital ledger technology would address a challenge faced by OSM crew members: paper certificates and documentation. “If those certificates are lost, it’s going to take them weeks, potentially months, depe uro pe .busi ne ssc hief. com

OSM MARITIME GROUP

$100mn Approximate revenue

1989

Year founded

11,000+

186

Approximate number of employees

FEBRUARY 2019

TECHNOLOGY

ending on where in the world they are, to get them back. Without those certificates, they cannot board a ship,” explains Abi-Saab. “If we have a blockchain solution that enables them to produce real time information about their training and certificates to ship owners anywhere in the world, then it would become quite an interesting solution.”

2019 and 2020 promise to be exciting years for OSM Maritime. Abi-Saab predicts that the next year will see a tipping point for the company, where “pursuing technology solutions will help us create technical ability, security, reliance and efficiency gains in everything we do today, with the aim to become a highly-predictive analytical, artificial intelligence and machinelearning-based organization in 2020.”

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SOA R I N G STA N DA R D S AC RO S S TH E A ERO S PAC E M A N U FACT U R I N G MARKET WRIT TEN BY

CATHERINE S TURM AN PRODUCED BY

JARROD K NIGHT S

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COLLINS AEROSPACE HAS UNDERGONE A NUMBER OF ACQUISITIONS IN RECENT YEARS, PROPELLING THE BUSINESS TO NEW HEIGHTS

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stablished following the merger of United Technologies, subsidiary Hamilton Sundstrand and the

acquisition of Goodrich Corporation, Collins Aerospace (CA) has become a colossal conglomerate in aerospace manufacturing.

Following the acquisition of US multinational juggernaut, Rockwell Collins in 2018 , the business has entered its next stage of growth, where it is now set to explore new tools, products and processes to support its customers and further its global reach.

Designing, building and providing essential maintenance support for commercial, military, business and regional aircraft, CA has gained a diverse portfolio. Its commercial aircraft production in particular will rise exponentially as a result of increased air traffic due to the booming tourism sector. Posting US$2.5bn FEBRUARY 2019

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TRANSFORMATION:

“a marked change in form, nature or appearance”

CREATE. INNOVATE. DESIGN. BUILD.

Advanced Manufacturing Services (AMS) has been designing and building bespoke manufacturing solutions for over fifteen years. Each project is designed around the customer’s initial concept, whilst adding our experience to create innovative and productivity-boosting installations. Each transformation doesn’t happen by chance, it takes experience, skill and vision to provide bespoke production solutions.

Boosting output, reducing waste and significantly increasing productivity are just three of the many advantages gained when embarking on this journey.

A transformation can range from a specifically designed workstation 192 to a complex re-design of a manufacturing production line.

To help bring your ideas to reality, please call us.

CLICK HERE TO VISIT AMS-ELECTRONICS.CO.UK

CONTACT US CONTACT OUR EXPERIENCED TEAM sales@ams-electronics.co.uk OR TELEPHONE +44 (0) 1260 270 950

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adjusted operating profit from US$14.7bn

ration across its business functions.

net sales in 2017, the company maintains

Creating a new framework which not

a wide range of products present in

only boosts employee engagement,

almost every aircraft. Its divisions range

but works to create value streams, the

from actuation and propellers, aerostruc-

company has focused on its customers

tures, air management systems, electric

to drive further value across operations.

systems and engine controls, all the way to interiors and space systems.

Developing a new leadership culture,

Housing a number of outdated technologies designed over 20 years ago, CA has embraced new digital tools

the business has made a number of

which will promote ease of manufacture.

improvements to ensure continual

The use of robotics, innovative tracking

growth. Exploring new revenue streams,

systems and automation are all areas

it has sought to remove waste from

which manufacturers are exploring

its processes while promoting collabo-

to transform their assembly, test, e uro pe .busi ne ssc hief. com

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maintenance repair and overhaul

‘ COLLINS AEROSPACE DESIGNS, MANUFACTURES AND SERVICES INTEGRATED SYSTEMS AND COMPONENTS FOR THE AEROSPACE INDUSTRY’

capabilities. The company’s longstanding relationship with SAP has also led the business to gain greater insights into the high volumes of data received, which it will fully utilize to overhaul the customer experience.

Investing in a digital transformation will of course, not only create a seismic shift internally, but alter its relationships with stakeholders and suppliers.

Becoming a supplier across the aerospace industry remains an incredibly complex feat, particularly

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CLICK TO WATCH : ‘INTRODUCING COLLINS AEROSPACE’ 195

with the supply of various parts which

products have a robust supply chain in

have tight design tolerances. CA has

place, the business continues to repair

therefore looked to strengthen these

products which are more than 30 years

relationships and work with suppliers

old. The use of new technologies will

who are both robust and dynamic, and

therefore work to enable CA to forecast

can tackle the challenges which can

this potential demand and enable the

impact the supply chain. Delivering

supply chain to produce components

high customer satisfaction, its integrat-

which are high quality, and at an afford-

ed supply chain is bolstered by its

able cost. CA has recently revealed

Supplier Gold programme, which filters

that it has partnered with Aernnova

into its aim to drive a sustained supplier

Aerospace, where the duo will focus

performance which offers substantial

on advancing aircraft structural

improvements in operating performance.

composites design and architectures,

Nonetheless, while a number of

including wings, flight controls, integrate uro pe .busi ne ssc hief. com

C O L L I N S A E R O S PA C E

ed fuselage (such as nacelle designs for the evolving commercial supersonics market). Combining expertise within design and industrialisation will therefore unlock competitive and advanced solutions across the industry, including commercial, business jet, and military original equipment manufacturers (OEMs).

Additionally, CA’s recent FlightSense On-Site Support agreement with China’s largest airline, China Southern Airlines, will see the business utilise predictive 196

and actionable data and provide inventory support that will assist the airline in implementing services which will be best suited. CA’s global aftermarket supply chain team will then manage the availability and distribution of parts for its Integrated Drive Generator (IDG), and ensure 24/7 technical support at every stage.

Throughout its operations, CA has sought not only to benefit its customers, but to regularly promotes its partnerships with nonprofit organisations. Inspiring students to embrace science, technology, engineering and maths (STEM)

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C OMPA N Y FA C T S

• Collins Aerospace (CA) has become a colossal conglomerate in aerospace manufacturing.

•Posting US$2.5bn adjusted operating profit from US$14.7bn net sales in 2017, the company maintains a wide range of products present in almost every aircraft.

• The company’s divisions range from actuation and propellers, aerostructures, air management systems, electric systems and engine controls, all the way to interiors and space systems.

• Housing a number of outdated technologies designed over 20 years ago, CA has embraced new digital tools which will promote ease of manufacture.

• The use of robotics, innovative tracking systems and automation are all areas which manufacturers are exploring to transform their assembly, test, maintenance repair and overhaul capabilities.

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subjects, the company is passionate in supporting programmes which inspire new ways of working, and has established a number of competitions to promote innovation, such as ‘For Inspiration of Science and Technology‘ (FIRST). The company has also encouraged staff to raise money each year for local partner agencies, as well as encourage the development of sustainable cities, where its participation in environmental programmes, Habitat for Humanity, motivates employees to 198

donate their time and talent in refurbishing homes of local communities.

‘ COLLINS AEROSPACE MAINTAINS A WIDE RANGE OF PRODUCTS PRESENT IN ALMOST EVERY AIRCRAFT. ITS DIVISIONS RANGE FROM ACTUATION AND PROPELLERS, ALL THE WAY TO INTERIORS AND SPACE SYSTEMS’ FEBRUARY 2019

M A N U FA C T U R I N G

With a ‘no size fits all’ approach, CA designs, manufactures and services integrated systems and components for the aerospace industry, housing significant worldwide manufacturing and customer service facilities.

Developing key strategies to promote collaboration, its digital transformation will work to bring forth increased opportunities which will drive efficiency, deliver operational excellence and exceptional customer service. The art for CA will be gaining an awareness of where the latest technology should be applied to create value, rather than just updating from a manual to a digital process for the sake of modernisation, which will seek to further amplify its global position across the aerospace industry.

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Just in time to say goodbye.

Keeping you in the air. The best time to develop services for tomorrow’s technology is today. That’s why we’re doing that now — along with integrating new models, materials and technologies in our portfolio as quickly as possible. Our goal is to keep your aircraft off the ground, tomorrow as well as today. So let the future arrive: our services will be waiting. Talk to us.

Lufthansa Technik AG, marketing.sales@lht.dlh.de Call us: +49-40-5070-5553

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