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EUROPE EDITION SEP TEMBER 2018 europe.businesschief.com

SIGNAVIO

Simplifying business process management

Arkadin

Paving the way for transformation Charlie Doubek, VP of Professional Services EMEA, on a new age of digital collaboration

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City Focus

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BENEDICTE CROSNIER Director Global Supply Chain Operations Alstom

ERNESTO SCHROEDER ROSAS Global Supply Chain Director Deoleo

IMAD MANZOOR Supply Chain Director Duracell UK & Ireland

KERSTIN GLINIORZ Vice President Supply Chain EMEAI Archer Daniels Midland Company

MARION MATTHEWMAN Head of Global Logistics Syngenta

DR OLIVER PHILIPP Director Supply Chain Strategy Panasonic Europe Ltd.

PHILIPPE LUSSERT Vice President Supply Chain, Danfoss RAC Danfoss

DR SANDRINE TORANDELL Supply Chain Director L’Oréal

VALERIO DAL MONTE Vice President Procurement & Supply Chain Alitalia


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FOREWORD

H

ello and welcome to the latest Europe edition of Business Chief magazine. Arkadin has proven itself to be a true innovator in the telecommunications sector and in this month’s cover feature for Business Chief, we uncover how the firm is ushering in a new era of innovative communication services. For our leadership insight, we speak to software company Signavio, to explore how the firm is simplifying the complex world of business process management (BPM) with the sector’s first completely web-based BPM software. Next, turning our attention to the technology sector, we investigate how women remain significantly underrepresented in the UK’s technology workforce. Talking to global communication firm LEWIS, we learn how companies are driving change with PricewaterhouseCoopers’ Tech She Can charter. For our City Focus this month, we delve into the Danish capital of Copenhagen to investigate why it’s attracting both workers and entrepreneurs from across the globe. Finally, our digital reports boast exclusive insights from the likes of Capita Travel and Events, Dundee Precious Metals Inc. and Flogas. We hope you enjoy this month’s magazine and, as ever, if you have any feedback, you can find us across social media: @Business_Chief Laura Mullan Editor laura.mullan@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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HAVE YOU SEEN OUR OTHER TITLES?


CONTENTS

14 Paving the way for transformation with a connected workplace

30 SIGNAVIO A NEW DAWN FOR BUSINESS PROCESS MANAGEMENT

42 LEWIS DRIVING CHANGE THROUGH TECH SHE CAN


54 CITY FOCUS

COPENHAGEN 66

Top 10

hotels for business meetings in Europe


CONTENTS

INTERNATIONAL SCALE IN CHINA’S DATA CENTRE SPACE

76 Chayora

94

108

Tigre de Cristal

Flogas

90 Technology and the gaming world of tomorrow

Delivering operational efficiency across the supply chain


122

A data-driven redefinition of the travel management market

Capita Travel & Events

144 Dundee Precious Metals

EXPANDING A PORTFOLIO THROUGH OPERATIONAL EXCELLENCE


HOME T O IND U S T R Y– L E A DING DIG I TA L B U SINE S S P L AT F OR M S


HAVE YOU SEEN OUR OTHER TITLES?


14

Paving the way for transformation with a connected workplace

SEPTEMBER 2018


15

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


ARKADIN

Partnering with technology giants like Cisco and Microsoft, Arkadin is ushering in a new era of communication services and giving companies the helping hand they need to start their transformation journeys

D

igital collaboration is a key ingredient of any business’ success; it nurtures innovation, helps to capture greater

business value, and most importantly, delivers sincere experiences for both customers and employees alike. Taking this to the next level, 16

many enterprises are now championing digitally-savvy collaboration services to help them create more connected workplaces and ultimately, deliver better profits. Headed up in Paris, France Arkadin is a leader in the field, standing as one of the world’s largest collaboration service providers. By offering a range of unified communications services, virtual events, and cloud transformation services, it provides the helping hand many businesses need to start their digital transformation. Yet, Arkadin doesn’t just provide products and part ways. Instead of leaving clients to undergo a mammoth transformation alone, the firm guides customers through every step with its unique professional services, SEPTEMBER 2018


17

42,000+ Approximate customers

2001

Year founded

1,300 Approximate number of employees

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


“We’re more than just a cloud communication company; we are a leading professional services organisation that’s built around cloud communications” — Charlie Doubek, Vice President of Professional Services EMEA at Arkadin

around cloud communications,” he continues. “It’s more than providing a service, it’s really changing the way businesses work. You have to be able to integrate that service and make it functional within the clients’ future business plan, cost and technical initiatives.” A unique facet of Arkadin is the fact that it is part of the NTT Group, one of the largest telecommunication companies in the world. This means that if a client

ensuring the transformation is an end-to-

requires communication services,

end success.

it doesn’t need to rely on an over-

“In the industry today, we’re seeing that

whelming number of vendors;

providing a service isn’t enough anymore,”

instead, they can count on Arkadin

observes Charlie Doubek, Arkadin’s Vice

and the variety of skills, vendors

President of Professional Services EMEA.

and services it has gained from

“In my role, I primarily deal with professional

its parent group.

services: this includes organisational change

“I would say Arkadin is uniquely

management, consultation and support.

positioned because it has been

We found that by providing industry leading

pulled into a network company

professional services, we have been able

that has the right type of products

to accelerate our cloud communication

and services that we can offer

revenues because we are providing more

to our own customers – this adds

added-value than our competitors.

value. Many businesses rely on

“We’re more than just a cloud communi-

several vendors to contribute

cation company; we are a leading profes-

to their transformation but, as

sional services organisation that’s built

impressive as it is, it’s very e u r o p e . b u s i n e s s c h i e f. c o m

19


ARKADIN

20 difficult to manage all of those vendors.

Working alongside Cisco, Microsoft,

What’s unique about NTT is we have

and more, Arkadin’s partners make for

a lot of those companies in-house, so

impressive reading. As a result, Doubek

we can do a lot of the proposals and

highlights that investing in partnerships

consultation services without having to

is a critical part of its strategic plan.

balance too many contracts or service-

“Being a cloud communications

level agreements (SLAs).” When it comes to technology, one

provider, there’s a delicate balance between finding services that are best

size doesn’t fit all. Describing itself as

in the market and provided or building

‘technology-agnostic’, Arkadin has not

services internally,” notes Doubek.

only created its own solutions, but

“We’re creating products to fill gaps or

also works closely with some of the

creating partnerships to fill gaps.

industry’s leading technology giants

“I would say two of our biggest

to deliver a solution that is bespoke

partners are Microsoft and Cisco,”

and tailored to the company in mind.

he adds. “Then we work with some

SEPTEMBER 2018


21 smaller companies that have amazing

the world and it seems like there are

products, but they need a large company

three trends that are happening in the

like Arkadin to bring them to the fore

sector: the diverse strategy of business

like Zoom.ai, Workstreampeople,

leaders versus their IT departments;

Kollective, Sennheiser, and Nuvias.”

the movement of communications into

Doubek has networked with thou-

one place; and the increasing consump-

sands of business leaders from around

tion of video. These three things are

the globe, most recently speaking at

really initiating a lot of our projects and

UC Expo, Europe’s largest unified com-

I think Arkadin is positioned very well to

munications and collaboration event.

tackle these trends.

Leveraging this insight, he highlights the

“One of our key objectives is to accel-

key trends that he thinks are making

erate our unified communications

waves in the sector.

business, grow our professional

“Over the past few years I’ve met with

services, and work more closely with

3,000 different IT leaders from all over

fellow NTT group companies,” Doubek e u r o p e . b u s i n e s s c h i e f. c o m


Meet the Future Prepared. Whether in the office, at a meeting, travelling, or working from home, Sennheiser offers a comprehensive range of quality wired and wireless headsets and conferencing solutions to enhance your Unified Communications experience – helping you to stay in touch and access all the information you need. Visit en-uk.sennheiser.com/headsets

ENTERPRISE VIDEO TO THE EDGE Kollective and Arkadin provide a secure, and scalable enterprise video experience.

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achieve more than just a reduction in IT infrastructure. If unified communications are integrated with cloud technology for example, businesses can generate reports on internal or external interactions, what files have been shared, and what topics are being discussed. This provides the perfect foundation for adding new technologies. “It creates the perfect flowerbed for you to add new modules such as artificial intelligence (AI). continues. “We’re hiring talent, making

This can tell you more about your

partnerships, and getting more and more

business and help leaders make

skilled professionals on board to add

better solutions,” comments

additional services from a consulting and

Doubek. “Therefore, Arkadin tries

delivery perspective. We’re also expanding

to look at what we do as more than

our professional services because no

a service; we’re laying the ground-

matter what our partners launch or offer in

work to make your enterprise

the marketplace, there’s always a need for

more intelligent and this really

these services.

requires consultants and experts

We offer the crucial consultation services

to do that properly.”

that ensure our clients don’t make the same

Over the coming years, predic-

mistakes as their rivals. Technologies change,

tions by Wainhouse Research

things are always in flux, but you’ll always

suggest that we could see

need people to deploy these projects.”

productivity increases of up

Technology waits for no-one, and for Doubek,

to 40% due to AI technology

implementing collaboration services is only

alone. As AI, bots, and virtual

the beginning for the sector. As more compa-

assistants quickly become the

nies shift to the cloud, these solutions can

norm in today’s workplaces, e u r o p e . b u s i n e s s c h i e f. c o m

23


ARKADIN

Doubek outlines how businesses could utilise the data generated from collaboration services. “We’re only at the tip of the iceberg,” he notes. “Businesses that recognise the role AI could play in their cloud computing strategy are going to move a lot faster than those that carry on with business as usual. You learn from experience and you make decisions based on your own experiences – AI is no different. This intelligent software can learn, give recommendations or make actions based on what it’s learned from your communications data. “A good example is where we have worked with Microsoft Teams to deliver AI that acts as a schedul24

ing assistant in partnership with Zoom.ai. With this solution, management can open up the solution and it will say, ‘Okay, your team members are available for a meeting at 11:00.’ You don’t have to think about it and you don’t have to go into your calendar. That little gesture saves so much time and helps productivity.” Additionally, Arkadin is also exploring the use of AI in contact centres. “We have implemented unified communications with contact centres which means an employee would use the same system like Skype for Business or Teams to talk to clients and do their day-to-day phone calling,” Doubek explains. “By using that unification, everything from a client’s perspective is recordable so if someone calls in with an angry complaint about an organisation, that can

SEPTEMBER 2018


25

“It’s more than providing a service, it’s really changing the way businesses work” — Charlie Doubek, Vice President of Professional Services EMEA at Arkadin

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


ARKADIN

“We’re also expanding our professional services because no matter what our partners launch or offer in the marketplace, there’s always a need for these services” — Charlie Doubek, Vice President of Professional Services EMEA at Arkadin

26

SEPTEMBER 2018


CLICK TO WATCH: ‘ARKADIN PRODUCT VISION 2018’ 27

be measured. You could implement

With a team of approximately

AI to find out how many customers

1,300 people, Arkadin has established

were upset by analysing the patterns

itself as one of the sector’s leading

of their voice. You could then relay

collaboration and communication

these complaints to senior leadership

companies. Now, by tapping into

and say, ‘There’s a lot of angry people

emerging technologies such as AI, the

calling in. I think you should change

company is helping businesses edge

something about one of your products.’

ahead of their rivals with next-genera-

The more you unify and the more

tion collaboration services.

that you make things more consistent within your organisation, the better the client experience will be.”

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


LEADERSHIP

SIGNAVIO 30

A NEW DAWN FOR BUSINESS PROCESS MANAGEMENT WRITTEN BY

L AUR A MULL AN

Simplifying the complex world of business process management, Signavio is making strategic visions a reality

SEPTEMBER 2018


31

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


LEADERSHIP

“OVER THE LAST FEW YEARS, ONE IDEA THAT’S CHANGED MASSIVELY IS WHAT DISTINGUISHES A PROCESS AS GOOD OR BAD. COST AND EFFICIENCY ARE IMPORTANT MOTIVATORS BUT NOW THE CUSTOMER KING” — Dr. Gero Decker, CEO, Signavio 32

A

pplications, orders, sales, logistics

volume and complexity of such change is no

and more: when it comes to

easy task and this is where Signavio has

business, every activity needs a

entered the fray.

set of defined rules and processes, steps

In 2009, four students at the Hasso

that could be likened to a rulebook or an

Plattner Institute in Potsdam, Germany,

instruction manual.

founded the firm in the belief that BPM is

But what if you want to improve this

largely non-existent or completely

process? Enter business process manage-

unmanageable for businesses today.

ment (BPM). This field aims to enhance the

While BPM might be simple in theory,

process end-to-end by analysing it,

when it comes to implementation, many

modelling how it works in different scenarios,

businesses fall short. Signavio co-found-

carrying out improvements, and continu-

er and CEO, Dr Gero Decker, says that

ously optimising it. Keeping up with the pace,

the firm has found its place in the market

SEPTEMBER 2018


33

by providing web-based collaborative software that makes the whole process a lot easier. “As an engineer, you always want to build systems that are relevant to people,” says Decker. “This particular problem was very appealing to us because it was technically challenging. If you look at other products on the market, these are often highly complex desktop tools where you needed a lot of training.” Decker believed that Signavio’s system would need to be vastly different, and so the firm set out to create the sector’s first completely web-based BPM software. “The overarching trend we saw e u r o p e . b u s i n e s s c h i e f. c o m


LEADERSHIP

was a shift towards leveraging the so-called ‘wisdom of the crowd’,” notes Decker. “We saw that it’s a good idea to get as many people involved as possible because then you get ideas quicker and you reach a better business model faster. The web is easy to engage with and highly usable so you don’t need massive training. “It’s also very collaborative,” he adds. “For example, with Wikipedia you can send a link to another 34

“IT’S EASY TO DREAM UP THE PERFECT EXPERIENCE FOR THE CUSTOMER,” COMMENTS DECKER. THE HARD PART IS MAKING IT OPERATIONALLY WORK”

person and if they disagree with the content, they can click and edit it.

— Dr. Gero Decker, CEO, Signavio

We wanted to have similar principles for BPM where people could make their suggestions and give their input. In the beginning, this was really our core differentiator from everything else out there. It created a lot of interest because users hadn’t seen anything like this before.” A multi-award-winning regular on Deloitte’s Technology Fast 50 list, Signavio has grown rapidly since its founding years. Fast-forward to today and Decker says that while

SEPTEMBER 2018


35

â‚Ź15.5mn

funding received by Signavio in its series B round, 2018

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


LEADERSHIP

the fundamentals remain the same, the motivation behind BPM has seen a seismic shift. “Nine years ago, when people thought about BPM they were mostly interested in efficiency and productivity — so how can I do things faster, cheaper, with less pain from an operations perspective,” he observes. “Over the last few years, what distinguishes a process as good or bad has changed massively. Cost and efficiency are important motivators but now the customer is 36

“THIS IS WHERE SIGNAVIO CAN HELP, BY TRANSLATING WHAT YOU HAVE IN MIND AND TURNING IT INTO AN OPERATIONAL REALITY. IT’S OUR KEY DIFFERENTIATOR” — Dr. Gero Decker, CEO, Signavio

king. Once customers know great service then they demand it – this is what has changed in the last five years. It’s not enough to have repeatable outcomes and be efficient anymore: customer service is key.” Signavio’s offering has continued to evolve over its short history. What began as one product has now snowballed to form Signavio’s Business Transformation Suite, a collection of innovative BPM technologies including its process manager, collaboration hub, workflow accelerator and process intelligence. By simplifying complex strategies, these solutions help

SEPTEMBER 2018


Click to watch: ‘Signavio Process Manager: Collaborative Process and Decision Design’ 37

enterprises reach their goals whether

“It’s easy to dream up the perfect

that’s customer excellence,

experience for the customer,”

operational improvement, business

comments Decker. “The hard part is

excellence or a digital transformation.

making it operationally work. In

Decker points out that the

many instances, a company might

company’s name, Signavio, actually

have between 5,000 and 20,000

derives from the Italian word

employees who are used to

‘Segnavia’, meaning signpost; it’s

working a certain way, who are

indicative of the company’s goal from

structured in a certain way, and who

the very beginning to help business-

think in a certain way. You also have

es navigate change. While the

systems in place.

company’s footprint and portfolio

“The big challenge is to take a new

may have mushroomed, it seems that

business strategy and make it work.

this simple goal is still prevalent today.

This is where Signavio can help by e u r o p e . b u s i n e s s c h i e f. c o m


LEADERSHIP

translating what you have in mind and turning it into an operational reality. It’s our

“We were very lucky to find generalists,

key differentiator. We have a proven track

people who were competent in many fields

record and thousands of customers who

and could be very flexible. As we’ve

have unlocked potential that they never

expanded we have got more people on

dreamed of before.”

board with specialisations. Only then did we

While Decker can tell lists of success stories, he’s also keen to talk numbers — and the financial standing of the firm makes for impressive reading. In a Series B funding round, the German

38

need somebody who builds partnerships?

generate the necessary bandwidth to become truly successful.” With the rapid rise of data analytics, Decker is excited about where the field of BPM could go in the future. Looking forward,

firm earned a €15.5mn ($17.9mn) invest-

he highlights how Signavio has combined

ment, after it saw 90% growth in 2017. This

people skills and data insights to create its

funding has been influential, allowing the

latest product module.

firm to grow from a small startup to a global

“The module takes data and generates

player. Today the company has an expand-

insights which may outline possible speed

ing team spanning across Germany, the

improvements or additional revenue

United States, Singapore, France,

potential, thereby hinting where you need

Australia, the United Kingdom and

to change things,” he explains. “This takes

Switzerland.

BPM to a whole new level because you can

“Only once you have people on the

now uncover issues on a massive scale

ground and show your commitment to a

that you otherwise might not have seen. It

region will you start to see traction in a

allows you to leverage additional potential

market,” observes Decker. “Every idea lives

that would have otherwise be untapped.

and dies by its people, so it was crucial for us

Blending the wisdom of the crowd and data

to find the right team to support this

insights is something that will receive a lot

expansion. A big question for us was what

of traction in the BPM market.”

kind of people do we want to look for? Do we need a specialist marketing genius? Do we

SEPTEMBER 2018


39

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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H O M E TO I N D U ST RY– L E AD I N G D I G ITAL B U S I N ES S P L AT FO R M S


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TECHNOLOGY

LEWIS DRIVING CHANGE 42

THROUGH TECH SHE CAN

Despite decades of progress, women remain significantly underrepresented in the UK’s technology workforce. With PwC’s Tech She Can charter looking at ways to break down barriers, LEWIS’ Managing Director Ruth Jones discusses how technology is reshaping career pathways WRITTEN BY

SEPTEMBER 2018

CATHERINE S TURM AN


43

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


TECHNOLOGY

T

he fourth industrial revolution is significantly disrupting the way we live, work and interact.

Traditional industries and ways of working are

being fully transformed through digitisation, yet

it is imperative that a diverse, global workforce can adapt to such change. However, despite such a monumental shift, women continue to be underrepresented within the global technology workforce. A recent report by PwC entitled Women in Tech: Time to close the gender gap, highlights that women, on this occasion in the UK, remain discouraged from working in technology, with 83% of female students unable to name a famous female role model in technology 44

and only three per cent stating a career in technology to be their first choice. “As our personal and working lives become increasingly shaped by technology – technology products and services are being developed and delivered based on the perspectives of only one half of the population, and not designed with the needs of everyone in mind,” the report states, adding: “If half the population is being overlooked as a source of technology talent, then the UK is effectively trying to compete internationally with one hand tied behind its back.” Global professional services network PwC has found that gender bias starts in schools and carries on through each stage of a child’s education. 61% of females indicated that they have been dissuaded from a career in technology due to the limited SEPTEMBER 2018


“WE’RE FINDING A SHIFT IN THE INDUSTRY, WHERE IF WE PUT CREATIVITY, CONTENT AND CONTEXT AT THE HEART OF EVERYTHING WE DO, WE’RE ABLE TO OFFER CLIENTS A SINGLE VIEW BUT ARTICULATE IT ACROSS TECH-BASED PLATFORMS” — Ruth Jones, Managing Director, LEWIS

45

advice given. “Although heavily involved in STEM subjects at a younger age, I was discouraged by the sexism that surrounded me when I took part in competitions and conventions,” a female pre-university student noted. “There is a stereotype that empirical studies are male subjects only, and the institution to which I currently belong perpetuates this belief obliquely. I felt discouraged from taking the sciences,” another female pre-university student added. This must change. e u r o p e . b u s i n e s s c h i e f. c o m


TECHNOLOGY

“ THE INDUSTRY AS A WHOLE IS NOW LOOKING AT HOW TO SHAPE LEARNING FOR THE FUTURE, AND THIS SNEAKS INTO ADULT LEARNING, AS WELL AS THE FUTURE CAREER PATH” 46

— Ruth Jones, Managing Director, LEWIS

TECH SHE CAN CHARTER In order to take a closer look at the root causes of women’s reluctance at a societal level, PwC has launched its Tech She Can charter. Joining over 30 organisations across the UK, global integrated communications business, LEWIS, has made commitments to promote careers in technology for both genders, looking to enable workers to reach their potential and to share best practices. Established by former Financial Times SEPTEMBER 2018


47

journalist Chris Lewis in 1989, LEWIS has

held by women, where flexible

evolved from a news-driven agency into

working schemes have enabled

a company that defines a central market-

working mothers to return to

ing strategy stemming from brand develop-

work, alongside the enhanced

ment and PR, to sales enablement and

maternity packages and shared

digital execution.

leave on offer to staff.

As part of the charter, LEWIS will work

“When women think of a career

to show how women can enjoy the technol-

inside technology, it doesn’t

ogy sector but also develop great careers.

necessarily need to be working

In the company’s UK workforce, 55% of

directly with data, digital or ICT.

senior positions (Director and above) are

It can be a career in the creative e u r o p e . b u s i n e s s c h i e f. c o m


TECHNOLOGY

Click to watch: ‘LEWIS Global Communications, Does gender or age matter in creativity?’ 48

industries that supports companies in

tions, there is wide recognition that

technology and applies technology to,

customer journeys need to become

for example, marketing services,”

one, common conversation. We’ve

explains Ruth Jones, Managing Director.

seen that in the industry.”

“We’re finding a shift in the industry, where if we put creativity, content and

PROMOTING EDUCATION

context at the heart of everything we do,

At present, only 15% of people working

we’re able to offer clients a single view but

in STEM roles in the UK are female,

articulate it across tech-based platforms

indicating that the country’s future

and channels – from infographics

technology talent will remain heavily

through to 3D experiences, as well as

male-orientated. In addition, recruiters

the traditional written word.

have expressed their concerns

“Through a collision of marketing, digital, technology and communicaSEPTEMBER 2018

surrounding the difficulty of recruiting knowledgeable, skilled individuals


FACTS

within STEM. A Global CEO survey has revealed that two thirds of UK CEOs say recruiting people with digital skills is difficult, compared with only 43% of CEOs in the US and 24% in China. With this in mind, providing in-house training, as well as funded apprenticeship pro-

PwC’s Tech She Can Charter The Tech She Can Charter was launched by PriceWaterhouseCoopers in February 2018, joined initially by over 12 firms including giants such as Tesco and JP Morgan, with many more having since been added. The main commitments organisations have made as part of the charter are:

grammes, LEWIS remains keen to offer permanent positions, with the aim to be part of the personal and professional development of its employees. By partnering with schools, providing female role models and ensuring inclusive access to the sector, UK organisations will then gain the ability to build a robust upskilled and adaptive workforce, introducing technology modules which can be delivered in schools by teachers or through virtual reality to develop the UK’s technology talent. “We also go to universities

• Working with schools to inspire pupils and teachers about careers in tech • Supporting social mobility by targeting schools in the UK Government’s defined social mobility ‘coldspots’ • Promoting and celebrating successful female role models at all levels • Ensuring inclusive access to technology training and technology roles within their own organisation • Supporting formal work experience and internship programmes to encourage more females to consider a career in tech • Sharing best practice with all other organisations across the charte

and spend a lot of time giving talks around careers at various different universities, here at LEWIS. We also have a partnere u r o p e . b u s i n e s s c h i e f. c o m

49


TECHNOLOGY

“THROUGH A COLLISION OF MARKETING, DIGITAL, TECHNOLOGY AND COMMUNICATIONS, THERE IS WIDE RECOGNITION THAT CUSTOMER JOURNEYS NEED TO BECOME ONE, COMMON CONVERSATION” — Ruth Jones, Managing Director, LEWIS

50

ship with Chelsea College of Art,

continues to evolve the way in

so connecting through educa-

which individuals can develop

tion is something that embodies

a technology career, with a num-

us,” explains Jones.

ber of roles available.

“We’re looking to invest more.

“Technology is central to every

The industry as a whole is now

part of our lives. Children and

looking at how to shape learning

young adults are coming into the

for the future, and this sneaks

workforce digitally enabled.

into adult learning, as well as

Everyone’s going to have a nat-

the future career path. Ultimate-

ural affinity for technology and

ly, we’re entering a world where

they’re going to see a much

continuous learning is an abs-

clearer path to why technology

olute necessity.”

plays a central part in our every-

While only 5% of leadership positions in the technology

day lives,” notes Jones. “The single most important

industry are presently held by

thing for me is attracting more

women, where girls are less

people into technology so that

likely to study STEM subjects at

we can support the economy

school or university, technology

going forward.”

SEPTEMBER 2018


51

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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ERNESTO SCHROEDER ROSAS Global Supply Chain Director Deoleo

IMAD MANZOOR Supply Chain Director Duracell UK & Ireland

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MARION MATTHEWMAN Head of Global Logistics Syngenta

DR OLIVER PHILIPP Director Supply Chain Strategy Panasonic Europe Ltd.

PHILIPPE LUSSERT Vice President Supply Chain, Danfoss RAC Danfoss

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VALERIO DAL MONTE Vice President Procurement & Supply Chain Alitalia


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CITY FOCUS

54

City Focus

COPENH PHOTOGRAPHER

JACOB SCHJØRRING & SIMON LAU

SEPTEMBER 2018


£1.5bn Approximate revenue

2002

Year founded

1,800 Approximate number of employees

HAGEN Searching for your next business hub? Look no further than Copenhagen. We zoom in on the Danish capital’s booming industries and see why it’s attracting workers and entrepreneurs from across the globe WRITTEN BY

LAURA MULLAN

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

55


CITY FOCUS | COPENHAGEN

56

S

panning across the islands of Zealand and Amager, the Danish capital of Copenhagen is not just known as a leading Scandinavian capital, it has also firmly positioned itself as booming business hub, with a gross domestic product (GDP) of $51,496 per capita in 2017. From 2012-2017, the European city topped the World Bank’s ranking for ‘the easiest place to do business in Europe’ and it’s easy to see why.

THE APPEAL OF MODERN COPENHAGEN The costs of operating a business are notably lower in Copenhagen than in other Nordic capitals. In fact, according to an FDI Benchmark by the Financial Times, Copenhagen is 15-20% cheaper than nearby Stockholm in terms of salary, social security costs, and office rent when comparing the total costs of operating a business such as a Scandinavian headquarters or

SEPTEMBER 2018


57 PHOTOGRAPHER

MARTIN HEIBERG

shared services centre. Additionally, busi-

ital topped the leaderboard as the world’s

nesses in Copenhagen also benefit from a

best city for talent, according the Global

favourable corporation tax rate of 22%,

Talent Competitive Index.

which is below the average European level.

Sharing a border with the rest of the

Yet, the Danish capital doesn’t just boast

continent and linked to nearby Sweden

low business operating costs. With approx-

via the Öresund bridge, Copenhagen is

imately 12,000 researchers, 15 science

also a highly connected city. Tying

parks and 14 universities and other higher

together Scandinavia, continental Europe

education institutes, Greater Copenhagen

and the Baltic countries, the capital offers

has Scandinavia’s largest recruitment base

access to a market of over 100mn cus-

of highly-skilled employees, as well as the

tomers within 24 hours, making it an

biggest pool of private and public sector

attractive logistics hub. Travelling by air

researchers. In fact, in 2017, the Danish cap-

isn’t difficult either, with Copenhagen Aire u r o p e . b u s i n e s s c h i e f. c o m


CITY FOCUS | COPENHAGEN

port standing as Scandinavia’s largest airport today. With a population of around 775,000,

balance or its peaceful democracy. Alternatively, it may lie in the relaxed Danish lifestyle, influenced by the cul-

Denmark is also hailed for having the

tural phenomenon of ‘hygge’.

‘World’s Happiest People’. In 2018, the

Copenhagen is packed with atmospheric

country was again listed among the top

restaurants and cafes, boasting an

three happiest of 155 countries surveyed –

impressive 18 Michelin stars at 15 restau-

a distinction that Denmark has earned for

rants. With such a burgeoning cultural

seven consecutive years. The secret

scene, it’s clear to see how the capital

behind this success? It could perhaps be

has established itself as one of the lead-

tied to the country’s reputable work-life-

ing European cities to start a business in.

58

PHOTOGRAPHER

MALTHE ZIMAKOFF

SEPTEMBER 2018


Currency

Krone 613,000 Population

Nearest airport

11km

Copenhagen Airport

GREENER, SMARTER INDUSTRY As the country erects windfarms and promotes energy efficiency, Denmark has vowed to become fully independent of fossil fuels by 2050. Meanwhile, Copenhagen is also moving rapidly toward a zero-carbon future of its own, aiming to be the world’s first carbon-neutral capital by 2025. To realise this ambitious vision, Copenhagen has become a so-called ‘living lab’ for cleantech and smart city technologies. Today, wind power accounts for more than 30% of the total power consumption in the country, and this is expected to increase to 50% by 2020. Indeed, the world’s largest wind turbine company, Vestas Wind Systems, is in fact a Danish company which generated a whopping €10bn ($11.6bn) in revenue in 2017. As a result of this sustainable approach, 10% of Denmark’s industrial employees are in green jobs,

Click to watch: ‘General Copenhagen’

making it one of the world’s leading countries for green investments.

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

59


CITY FOCUS | COPENHAGEN

FACTS

60

• GDP of $51,496 per capita in 2017 • Denmark has vowed to become fully independent of fossil fuels by 2050 • C openhagen aims to become the world’s first carbon-neutral capital by 2025

PHOTOGRAPHER

PHOTOGRAPHER

SEPTEMBER 2018

MARTIN HEIBERG

MARTIN HEIBERG


NYHAVN

To handle the challenges of

launch the world’s first marketplace

urbanisation and climate change,

for city data, City Data Exchange.

Copenhagen has also powered

This data provides information

ahead as a smart city front-runner.

about traffic patterns, citizen’s

More than 250 companies, includ-

energy consumption and more,

ing IT giants Cisco and Hitachi, have

which companies and startups can

embarked on smart city activities in

buy to develop smart city solutions.

the capital and the city already has

Copenhagen’s investments in the

smart lighting and smart traffic man-

bustling smart city sector are

agement systems in place. On top

undoubtedly paying off. In 2014, the

of this, Copenhagen also has a pio-

capital won the World Smart Cities

neering Smart Grid sector, with

Award for its Copenhagen Connect-

more than 30% of all EU Smart Grid

ing Project. By using insight from

R&D projects having taken place

wireless data in cell phones, GPS in

in Denmark in recent years.

buses, and sensors in sewers and

Copenhagen presents a unique

bins, businesses and startups alike

opportunity for smart city innova-

are leading the city in a greener

tion. Two years ago, the city worked

direction, helping it reduce conges-

with Japanese firm Hitachi to

tion, air pollution and CO2 emissions. e u r o p e . b u s i n e s s c h i e f. c o m

61


CITY FOCUS | COPENHAGEN

BIG BUSINESS IN COPENHAGEN Renowned industry giants, Carlsberg Group and Moller-Maersk, have both chosen to position their headquarters in the bustling city of Copenhagen.

CARLSBERG GROUP Carlsberg Group stands as one of the leading brewery groups in the world today, selling its famous brands in more than 150 markets. Opening its doors in 1847, the company’s founder, J.C Jacoben, brewed the company’s first Carlsberg beer at 62

its historic brewery in Copenhagen and the company’s headquarters still remains there today. Its flagship brand, Carlsberg, is one of the most renowned beer brands in the world and its Baltika and Tuborg brands are among the eight biggest brands in Europe. More than 41,000 people work for the Danish firm and today, it has the largest collection of unopened beer bottles in the globe, with over 22,000 beer bottles intact. Currently the business is headed up by CEO Cees ‘t Hart.

SEPTEMBER 2018


MAERSK A.P. Moller-Maersk Group, commonly known as Maersk, is a Danish conglomerate with activities spanning across the transport, logistics and energy sectors. Founded in Denmark in 1904, Maersk has subsidiaries and offices across 130 countries and employs around 76,000 people. The company’s Maersk Line business has been the world’s largest container shipping company since 1996. Boasting an annual revenue of $35bn in 2017, CEO Søren Skou is at the helm of the business today.

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

63


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T O P 10

66

SEPTEMBER 2018


Top 10

hotels for business meetings in Europe As the global meetings, incentives, conferencing and exhibitions (MICE) market is forecast to reach a value of â‚Ź1.1trn by 2023, we take a peek inside the top 10 European hotels for MICE according to Cvent, ranked by analysis of booking activity WRITTEN BY

LAURA MULLAN

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

67


T O P 10

09

Hilton London Paddington Situated close to Paddington train station (one of London’s busiest), Hilton London Paddington isn’t just an accessible hotel - it is also the ninth top meeting hotel in the continent according to Cvent. Built in 1854, the hotel boasts 419 guest rooms and 11,000 sq ft of meeting space for

68

10

InterContinental Vienna Located in the capital of Austria, InterContinental Vienna has earned its place as the 10th top meeting hotel in Europe, providing approximately 17,000 sq ft of meeting space and 459 guest rooms to business leaders across the globe. With extras such as VIP services, video conferencing and AV capabilities, the hotel has also topped the leaderboard as Austria’s Leading Hotel in the World Travel Awards in 2008, 2011 and 2012 respectively. www.ihg.com/intercontinental SEPTEMBER 2018

business executives to host a MICE event. Worldwide, the Hilton Hotels & Resorts group operates across 570 locations. www3.hilton.com


07

Hilton Diagonal Mar Barcelona Built in 2005 and later renovated in 2018, the Hilton Diagonal Mar Barcelona has been ranked by Cvent as the seventh top meeting hotel in Europe. From 2012 to 2017, the four-star hotel achieved the international Green Key accolade that highlights excellence in environ-

08

Rome Marriott Park Hotel

mental management. Additionally, the hotel was also awarded the TripAdvisor excellence recognition from 2012 to 2016. www3.hilton.com

Featuring a multi-purpose facility that covers a total surface area of 11 sq km, the Rome Marriott Park Hotel hosts one of the largest conference centres in Europe. Located approximately 11km from Fiumicino International Airport and 14km from Rome city centre, the hotel is convenient for overseas travellers and features 40 modular meeting rooms for business events, making it an ideal MICE location. www.marriott.com e u r o p e . b u s i n e s s c h e i f. c o m

69


T O P 10

05

Sheraton Frankfurt Airport Hotel & Conference Centre Featuring 60 meeting rooms – with the largest room being 12,163 sq ft – the Sheraton Frankfurt Airport Hotel & Conference Centre has established itself as one of the top five MICE hotels on the continent. The fourstar hotel is directly connected to Frankfurt Airport’s Terminal 1, making 70

06

Hilton Munich Park Celebrated as one of Germany’s leading manufacturing regions, the city of Munich is also home to Hilton Munich Park, which Cvent r anks as the sixth top hotel for MICE business in Europe. Built in 1972, the hotel boasts 484 guest rooms and 40,000 sq ft of meeting space. Germany represents the country with the largest number of hotels on Cvent’s ranking, with 12 German hotels making the cut for the Top 50 list. www3.hilton.com

SEPTEMBER 2018

it a convenient site for overseas travellers. Globally, Sheraton Hotels & Resorts operates over 500 hotels. www.sheratonfrankfurtairport.com


03

DoubleTree by Hilton, Amsterdam Centraal Station Set in the heart of Amsterdam, DoubleTree by Hilton Amsterdam Centraal Station is also a favourite for business meetings and events. The four-star hotel boasts 30,000 sq ft of meeting space and 43 meeting rooms. This includes the southern area of its popular SkyLounge, which offers panoramic views of the city’s skyline.

04

doubletree3.hilton.com

Hotel Arts Barcelona Located on the Spanish beachfront, the Hotel Arts Barcelona is a luxury hotel under the Ritz-Carlton banner. Fronted by the iconic fish sculpture known as Peix, the five-star hotel includes 55,000 sq ft of meeting space and 4,000 sq ft of exhibition space. The Barcelona hotel also includes a casino, onsite restaurant and business centre. www.hotelartsbarcelona.com e u r o p e . b u s i n e s s c h e i f. c o m

71


T O P 10

02

Hilton London Metropole Located in the British capital, Hilton London Metropole is one of Europe’s largest conference hotels with 42 well-equipped meeting and event rooms. Built in 1972, the four-star hotel offers 45,000 sq. ft. of meeting space and 1,059 guest rooms in the heart of central London. This location was the first Hilton Hotel to have opened in the UK. www3.hilton.com

72

SEPTEMBER 2018


01

Hilton Prague Hilton has taken the top three spots for generating the most MICE business in Europe, with the Hilton Prague topping the leaderboard as the number one meeting hotel in the continent. Hilton’s Czech offering has 791 guest rooms and an impressive 50,000 sq ft of flexible convention and banquet space. Every year the site hosts over 500 events of all types and sizes, catering for more than 70,000 delegates. “I am truly proud to see Hilton Prague being recognised,” said Hilton Prague General Manager Michael Specking. “Hilton Prague is a fantastic contemporary venue… it’s the team’s focus to consistently deliver a high level of services.” Bharet Malhotra, Senior Vice President of Sales for Cvent’s Hospitality Cloud added: “With industry research showing the current global value of the MICE industry at €660bn+ and growing substantially, and Europe dominating with a market share of 42%, there is huge potential for hotels across the region to capitalise on group business opportunities.” www3.hilton.com

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

73


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76

SEPTEMBER 2018


TECHNOLOGY

Chayora: INTERNATIONAL SCALE IN CHINA’S DATA CENTRE SPACE WRIT TEN BY

DA LE BENTON PRODUCED BY

MIK E SADR

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

77


C H AY O R A

CHAYORA DELIVERS HYPERSCALE INFRASTRUCTURE IN CHINA, CONNECTING INTERNATIONAL LEADERS TO THE MOST EXCITING MARKET IN THE WORLD ith just under 20% of the world’s online community existing within the country, and with annual user numbers growing faster than anywhere else, China is one of the most exciting online technology markets in the world. In 2017, the State Council also set out a vision to establish China as the number one artificial intelligence hub globally, identifying AI as a key driving force of the country’s economic growth over the next decade. Last year alone there were 772 million people online in China, representing 56% of the country’s 1.4 billion population. With a huge customer base and with China looking to surpass the United States as the world leader in

W

78

SEPTEMBER 2018

GDP terms, it is no surprise that many major international organisations and businesses are increasingly turning towards the country. There are however, many hurdles to clear as access to the technology sector in particular is still subject to tight regulation. “Those figures alone show that it truly is an amazing market,” says Oliver Jones, Chief Executive of Chayora. “But in order to be able to have access to this massive and valuable population, you cannot operate effectively from overseas. You have to have your servers inside mainland China, in a properly licenced data centre and that’s what starts to present challenges to aspirant new entrants.” “It is also where we come in. Chayora


TECHNOLOGY

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C H AY O R A

80

has invested a significant amount of time and money to operate entirely in line with China’s regulations, laws and ambitions as set out in the Five-Year Plan, in order to enable international companies to access China.” Chayora is an infrastructure developer focused on the building and operation of data centre platforms, with a series of hyperscale, fully licensed data centre campuses in key locations across China. Founded together by Jones and his business partners Jonathan Berney who now acts as Chief Operating Officer at the company and Steven Cao, Chayora has a simple vision: to build a trusted international service provider that enables international companies to access this market potential. “We are aiming to combine the best of China and the best of the international

“We are aiming to combine the best of China and the best of the international environment, for the benefit of our customers” — Jonathan Berney, Chief Operating Officer, Chayora

SEPTEMBER 2018

environment, for the benefit of our customers,” says Berney. “And we feel very strongly that being able to contribute to the economic, political and social environment that we operate in is critical.” 2018 will represent a milestone year for the company as it will complete its initial facility, the TJ1 Data Centre, on its hyperscale data centre campus in Beichen, northern Tianjin. Located


TECHNOLOGY

Chayora; the Tianjin Data Centre Campus covers Beijing

81

between Beijing and Tianjin at the heart of 150m people in the tri-province, TJ1, which is targeting an operating date for early 2019, will be the first data centre of the company’s wider Tianjin hyperscale 300MW, 32-hectare (80-acre) campus which will ultimately comprise nine major data centre facilities. For Jones, this facility is a shining example as to what Chayora can become on the global data centre stage. “What we want to be is a trusted, hyperscale campus provider and

operator so that when people think China, they think Chayora,” he says. “It’s an incredibly exciting time for the business as we can enable some of the biggest companies in the world to fulfil their potential in China.” A crucial element in achieving that vision, something that is arguably more important than the facility itself, is establishing a reputation as an organisation that these international companies can place a great deal of trust in. e u r o p e . b u s i n e s s c h i e f. c o m


C H AY O R A

The population of China at 1.4 billion people accounts for one fifth of the world’s population More than the US (298m), the EU (503m) and the former USSR (293m) combined. China has the world’s second largest GDP today at $11 trillion 60% of that of the US and predictions suggest that China could overtake the US in 10 years: and be 2x by 2050. THE EMERGENCE OF CHINA AS THE WORLD’S LARGEST MARKET IS UNQUESTIONABLE 82

China already has the greatest number of Internet users 772 million as of Dec 2017 – 19% of world users. Internet user saturation in China is just 56% This is compared to USA Internet user rates which are c.93% of the population. Adoption is extraordinarily rapid with an increase of 36 million in the last 6 months More than the whole population of the UK every year; at least half a billion people in China will be new online users in the next five years.

SEPTEMBER 2018


TECHNOLOGY

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C H AY O R A

Establishing this level of trust starts with Jones and Berney. Both men come from very similar career backgrounds, having worked in a number of consulting, services, engineering and technology focused roles all over the world and specifically across Asia. The two met when they found themselves working together as partners and were tasked with exploring the potential of a large international bank wanting to build and operate a data centre in China. It is their deep and diverse service 84

View of Tianjin facility under construction

SEPTEMBER 2018

sector experience that Berney feels enables both himself and Jones to have a certain level of confidence and a keen understanding of how to work with large customers on an international scale. “I think it’s valuable that both Oliver and I have worked in a global environment and also in local environments in Asia and Europe and can recognise and bridge between perspectives” says Berney. “As entrepreneurs in the fast moving


TECHNOLOGY

and exciting Data Centre market in China, we have the opportunity of recognising and leveraging the very best of what China has to offer, which in Tianjin means new, resilient and very high-quality power infrastructure and highly supportive local government, but also to be able to bounce back from and learn from experiences where we don’t get it right. This means we need to see the “big picture” but not be tripped up by the detail. Ultimately our roles are to create a passionate

belief, communicate our vision and get all our stakeholders to come on the journey with us.” Chayora’s ambition includes giving global customers a consistent level of international hyperscale data centre facilities like they would expect anywhere else in the world. We want to be a trusted partner and seen as an enabler of our customers’ success in China. “Trust takes time,” says Jones. “You have to earn it in any sector, but in 85

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C H AY O R A

“We feel very strongly that being able to contribute to the economic, political and social environments that we are operate in is critical.” — Jonathan Berney, Chief Operating Officer, Chayora 86

Click to watch: Jonathan Berney talk to Data Economy ‘China demystified. From data centre leaders to foreign investment opportunities’

SEPTEMBER 2018


TECHNOLOGY

order to earn trust in the data centre market in China it’s not only about building a worldclass facility, it is then about going on to operate it consistently to standards that will satisfy international customer demands.” Listening to and understanding the customer is essential to delivering these standards, but both Jones and Berney recognise that the company cannot simply rest on the notion that it delivers ‘just enough’ – it has to exceed expectations. As Berney notes, there are a number of companies that can provide data centre 87

The Chayora Tianjin campus: 9 major Data Centres with 300MW+

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


C H AY O R A

The stunning Tianjin railway station

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SEPTEMBER 2018


TECHNOLOGY

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C H AY O R A

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facilities in China to international businesses but Chayora’s ambition is to be known as the company which delivers what it promises, all of the time, every time and that what it promises is to achieve international standards of performance, scale and consistent quality that meet the requirements of international customers and are the best available in China. “To put it simply, we need to deliver value,” says Berney. “We need to deliver value to our customers and stakeholders in order to be trusted by them. That’s critical for us, but what’s ultimately even more important is having a drive for excellence as well. Near enough is never good enough for Chayora.” SEPTEMBER 2018


TECHNOLOGY

“We are absolutely crystal clear on the strategy for Chayora; providing the fundamental infrastructure to enable major international companies to access and succeed in China and ultimately deliver prosperity to China.” — Oliver Jones, Chief Executive Officer, Chayora

91

Click to watch: Disruptive’s interview with Oliver Jones, at Cloud Expo Asia, Hong Kong, 2018

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


C H AY O R A

“What we want to be is a trusted, hyperscale campus provider and operator so that when people think China, they think Chayora.” — Oliver Jones, Chief Executive Officer, Chayora

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TECHNOLOGY

That’s what the Tianjin hyperscale campus represents for the company and its customers: a physical manifestation of Chayora’s ambition and drive for excellence. It shows customers that Chayora is not only incredibly ambitious in its vision but can deliver on it both now and in the future as the company continues its growth journey and adds further campuses to its portfolio. “We are at a massively exciting moment for our business because it’s a very significant inflection point for Chayora,” says Jones. “The hyperscale market is growing rapidly and it’s growing at an incredible rate. We are absolutely crystal clear on the strategy for Chayora, providing the fundamental infrastructure to enable major international companies to access and succeed in China and ultimately be part of the new and burgeoning prosperity of the country.” Over the next five years, Chayora will look to add a further four hyperscale campuses across China as it looks to cement its position as the go-to partner for international customers targeting online business in the country. The future of Chayora will of course be dictated by the evolving marketplace, but ultimately it will be defined by the very same thing it has always been defined by: the customer. “I can genuinely see us as a business going into new places and a whole series of new directions with our customers,” says Berney. “That comes down to the trust we have developed with them. As they embark on their growth journeys here in China, they want a trusted data centre partner that can deliver and exceed and that is Chayora.”

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Tigre de Cristal 94

Technology and the gaming world of tomorrow WRIT TEN BY

DA LE BENTON PRODUCED BY

M A LVERN K ANDEM WA

SEPTEMBER 2018


TECHNOLOGY

95

Tigre de Cristal Hotel and Resort is nominated for participation in ‘World Travel Awards’ in ‘Russia’s Leading Hotel 2018’ category

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


T I G R E D E C R I S TA L

Through the strategic implementation of technology and innovation, Tigre de Cristal targets a new generation of gamers

O

ne of the biggest challenges facing many businesses in any number of sectors and industries in the

modern world is how to embrace change. This could be a change in the form of the industry redefining itself, or a change from legacy infrastructure to a new, more robust 96

and agile IT architecture in order to adapt to a changing marketplace and client base. The latter is a challenge faced by numerous organisations nowadays including Tigre de Cristal, the first casino, hotel and entertainment destination and the only area in the Russian Far East where gaming and casino activities are permitted. The gaming industry is not immune to the changing world, but Paulo Moreria, VP of Information Technology at Tigre de Cristal, believes that the industry has remained very much the same over the years. “Technology at the end of the day is the cornerstone of any gaming company,� he says. “Casinos are casinos and slot machines

SEPTEMBER 2018


TECHNOLOGY

97

Tigre de Cristal Hotel & Resort has 121 rooms of different categories, from Standard King to Presidential Suite

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


T I G R E D E C R I S TA L

are slot machines. They’ve been

gaming since the moment

around for more than 30-40

casinos were legalised across

years and the game itself hasn’t

the country. Having worked on

changed. It’s the technology

the opening of close to 14 of the

around those components that is

biggest casinos in South Africa,

the real changer and the way to

Moreira has significant experi-

redefine the customer experience.”

ence in understanding the role

Born and raised in South

of IT and innovation and ensuring

Africa, Moreira has lived and

how it becomes more aligned

breathed IT and technology in

with any business strategy.

98

“Technology in gaming is essentially breaching an old environment and older generations of gamers and looking at millennials and the new wave of gamers” Paulo Moreira, VP of Information Technology

SEPTEMBER 2018


TECHNOLOGY

It is this experience he feels

“So, the key to the success of

provides him with a key under-

Tigre de Cristal is understand-

standing of one of the biggest

ing the business wall to wall

problems facing the IT function

from a gaming perspective and

of any business worldwide and

being able to implement

it is a problem of knowhow.

technology to either innovate,

“There are very technically

reduce operational expenses

knowledgeable people from IT,

or more importantly creating

but these people can lack the

a unique and memorable

business perspective,” he says.

experience for customers.”

99

Tigre de Cristal started functioning in 2015, and since then more than one million people have visited the Complex.

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


T I G R E D E C R I S TA L

IGT is focused on crafting innovative products with cutting edge design that will entertain and satisfy your players! Visit www.IGT.com for more information. ©2018 IGT. Except where ownership is otherwise identified, the trademarks used herein are owned by IGT or its affiliates, may not be used without permission, and where indicated with a ®, are registered in the U.S. Patent and Trademark Office. Artwork, descriptions, game play, photographs, videos, and other product details depicted herein are subject to change.

WITH CUSTOMER SUCCESS IN OUR HEART One-stop solution for Smart Office, includes the following: • Visitor Management • Meeting Room Booking System • Smart Workspace

wafersystems.com/en/ tel: +852-39008859


TECHNOLOGY

Creating that unique and memorable experience drives repeat visitation. Moreria, through his role of VP of IT, is exploring new ways in which technology can be implemented in order to drive that repeat customer. Historically, gaming and gambling can be a controversial topic and this is a result of certain stigmas attached to it. So how does a business approach this, how does a business make customers feel comfortable in investing in an experience. With an industry that dates back as far as it does, how does this apply to the millennial generation, a generation that is defined by instant gratification? “Technology in gaming is essentially breaching an old environment and older generations of gamers and looking at millennials and the new wave of gamers,” says Moreiraa. “Millennials are not the most loyal of generations and so we have to adapt our gaming and our

BIO

Paulo Moreira is an accomplished and versatile IT Executive with over 20 years’ experience in optimizing business operations and profitability through successful management of various IT Divisions. Moreira, from Portuguese decent grew up in South Africa, starting his IT career in Olivetti and ending off with the largest Casino and Hotel operator, namely Tsogo Sun Gaming. “IT is a unique profession, requiring unique skills, however in Gaming, IT takes on a totally new meaning”. His experience in Gaming comes with opening over 14 Casino Resort facilities in South Africa, the largest been Montecasino. Moreira believes that the key ingredience as an IT professional is understanding business, especially in gaming and been able to strategically use technology as a key driving factor and differentiator in a business.

technology solutions to fit this new market. Millennials seek instant 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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T I G R E D E C R I S TA L

“Casinos are casinos and slot machines are slot machines. They’ve been around for more than 30-40 years and the game itself hasn’t changed. It’s the technology around those components that is the real change” Paulo Moreira, VP of Information Technology

102

gratification, loyalty is not

social media sharing their

important and tend to

achievements and their

frequent whats “in” and

successes,” he says. “It’s all

driven by technology.

about providing the oppor-

This millennial generation

tunity to “brag” and opera-

is vastly different to the older

tions like ours are looking at

generation of gamers.

Social Media integration.

Where casinos could rely

This is part of what Moreira

on the demand for slot

believes is a key differentia-

machines, gaming tables,

tor from many competitors.

the casinos of today and

He feels that technology

tomorrow need to redefine

is and will continue to be

how they incorporate this

an enabler of added value

demand for instant gratifica-

out of existing gaming

tion for a newer generation.

systems, which in turn adds

For Moreira, two key

value to the Tigre de Cristal

trends have emerged over recent years – instant

resort overall. “All hotel rooms are built

sharing of experience and

pretty much the same,

social media.

casinos and slot machines

“People spend a large portion of their time on SEPTEMBER 2018

are a commodity,” he says. “So, it’s about creating that


TECHNOLOGY

103

Tigre de Cristal started functioning in 2015, and since then more than one million people have visited the Complex. e u r o p e . b u s i n e s s c h i e f. c o m


T I G R E D E C R I S TA L

Click to watch: ‘Tigre de Cristal — Hotel and Casino’

104

Our guests can experience unique entertainment facilities of casino, 2 restaurants, 3 thematic bars, and unique entertaining activities.

SEPTEMBER 2018


TECHNOLOGY

different experience, which is

the bar, in the lounge, or even in the

a continuous challenge.”

restaurant with friends and still play on

The traditional experience within a casino often tends to be a solitary one. A customer will sit behind a single

their favourite game, whilst socialising with friends and family. With any technology, it opens

slot machine for a number of hours.

a doorway to capturing and ultimately

Tigre de Cristal looks to flip that on its

utilising data and information. As

head and, through social media and

a business that is looking to create

leader boards, turn that solitary

repeat business, the data that is

experience into a communal one.

captured will prove instrumental in

One way in which this is being utilised is through the way in which millennials

understanding the customer behaviour and demands.

can access the games themselves.

Moreira recognises as much but

Through leading mobile applications,

understands that it’s not about the

such as Candy Crush, the slot machine

quantity of the data, rather the quality.

mechanism has been brought to the

“The question is how accurate and

palm of the customers hand. Providing customers with the ability

quick the data is available before it becomes obsolete? The habits of

to partake in one of the casinos games

today are not necessarily you’re

on a mobile device and through a

habits of next week,” he says and in

secured wi-fi infrastructure, will be a key

this fast pace environment decisions

differentiator for any casino operation.

need to be taken fairly quickly.

This, Moreira feels, capitalises on

“Tigre de Cristal has been incredibly

the millennial generation’s multi-task-

successful on this front because we

ing mentality and instant gratification.

encourage mistakes as mistakes prove

“They want to be able play our games

crucial in achieving success. The data

but play them at their own time and with

allows us to recognise a mistake, act on

their own devices,” he says. “It’s just an

the mistake and take learnings from that

example of where the technology is not

mistake in order to improve as we grow.”

brand new but the experience around it is. Customers can be on site, sat at

A journey of this scope, embracing the future but respecting the past, is e u r o p e . b u s i n e s s c h i e f. c o m

105


T I G R E D E C R I S TA L

not a journey a business can achieve

Game Technology (IGT). The compa-

alone. This level of change brings with

ny works closely with Tigre de Cristal

it an element of risk as it requires

in the provision of gaming technology,

a change to a formula or a model that

but Moreira notes that the relationship

has proven successful for decades.

is one that goes beyond simple give

To that end, Tigre de Cristal can call upon key partners and IT vendors to

and take. “To me, we measure partners based

successfully navigate this changing

on the benefits we gain and the

landscape and redefine the gaming

benefits the partners gain too,� he

customer experience.

says. “We are all in the business of

One such partner is International

106

SEPTEMBER 2018

making money, but the true partner-


TECHNOLOGY

ships see both parties invest. “We have partners such as IGT that invest just as much as we do along

core focus is and will forever remain on one key component. “Customer experience is key and we

this journey and take the risk just as

are in the business of selling a unique

much as we do. That proves key.”

experience he says. “This will guaran-

As Tigre de Cristal continues to

tee return business from customers and

embrace the future of gaming, a future

we will continue to innovate and drive

that could include 3D and 4D capabili-

change in order to achieve this.”

ties and a completely redefined casino management system, Moreira is keen to stress that ultimately the business’

107

Pavlo is the head chef of entertainment complex Tigre de Cristal.

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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SEPTEMBER 2018


S U P P LY C H A I N

Delivering operational efficiency across the supply chain WRIT TEN BY

CATHERINE S TURM AN PRODUCED BY

RICHARD DURR ANT

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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FLOGAS

Flogas has fully digitised its supply chain to maintain its position within the LPG market

W

ith the rise of renewable energy sources, traditional oil and gas companies are facing rampant competition.

The increased need to guarantee pricing and deliver operational efficiency continues to grow apace, leading the industry to turn towards new technologies to maintain supply and retain existing customer bases. 110

However, while the sector has focused predominantly on pricing, longstanding LPG supplier Flogas has maintained its reserves through its ongoing supply chain transformation. “From a domestic and consumer point of view, there’s some technology emerging that will make a key difference in the marketplace,” explains Head of Logistics and Supply Chain, Tim Eaton. “Price is starting to become a lot more visible, so people can really start playing suppliers off against each other, and people can switch easily. “The customer experience is key. We sell a commodity, so the way we differentiate ourselves without it being on a price basis is through the service we give to our customers. If we can maintain consistency of supply to our customers, that’s really what they want. On the contact side, SEPTEMBER 2018


S U P P LY C H A I N

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


Flogas’ partner in delivery optimization, data analytics and inventory management

Remote tank monitoring and smart gas metering

Proven solution in increasing customer satisfaction & retency

Targeting even better ROI thanks to the deployment of IOT solution based on Sigfox technology.

Data Presentation

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S U P P LY C H A I N

“FLOGAS WAS FOUNDED IN 1984 AND WE’VE SINCE EVOLVED TO BECOME ONE OF EUROPE’S LEADING LPG SUPPLIERS, WITH A PRESENCE IN BRITAIN, REPUBLIC OF IRELAND, NORTHERN IRELAND, SWEDEN, NORWAY, BELGIUM AND THE NETHERLANDS. WE’RE ALSO PART OF FTSE 100-LISTED DCC ENERGY – A LARGE IRISH COMPANY WITH AN ANNUAL TURNOVER OF £11 BILLION. THAT SAID, WE’RE STILL A SMALL COMPANY AT HEART, AND LOOKING AFTER OUR CUSTOMERS’ INDIVIDUAL NEEDS REMAINS OUR TOP PRIORITY” — Tim Eaton, Head of Logistics & Supply Chain

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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FLOGAS

“WE’RE REALLY GETTING TO A POINT OF SYSTEM MANAGING EVERYTHING END TO END” — Tim Eaton, Head of Logistics & Supply Chain


S U P P LY C H A I N

FACTS

• Halfway through its transformation journey, Flogas has sought to break down silos and promote collaboration across its supply chain • Flogas has centralised its orders, allowing the business to create and schedule more effectively

the focus of the business is on leading by service, and then differentiating this business within the number one supply of LPG from a customer service point of view.”

DIGITAL FOCUS Seeking to break down silos and promote collaboration across its supply chain, Flogas is now halfway through its journey. “We are trying to digitalise as much as we can - how we capture or create orders and how we move those through to being fulfilled and delivered,” says Eaton. “We have a 50/50 split between people that are in control of their orders -where they

• By investing in a computer-based scheduling system, Flogas is now able to implement seven day rolling scheduling periods, guaranteeing further visibility • Though the use of demand sensing, Flogas will continue to fulfil requests within its forecasting • The company has invested in over 10 new drivers and enabled them to get to the required standard in weeks rather than months

physically order with us when they want us to 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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FLOGAS

deliver -and 50% where we offer them a service where we will keep their tanks topped up. “For our Top Up business, we used to rely on fixed delivery cycles or an algorithm that predicted when they were going to need gas, but we have now invested millions of pounds into implementing tank telematic systems, where we get a regular reading regarding our customers’ consumption and tank levels.” Obtaining vital information in 116

real-time, Flogas has therefore moved to centralise its orders, where it can now draw volume at quieter times and outside of peak periods. Additionally, by investing in a computer-based scheduling system, the business has adopted seven-day rolling scheduling periods and can identify potential gaps. “Our new on-truck computing system, supplied by Touchstar, really ties all this together,” says Eaton. SEPTEMBER 2018

Click to watch: ‘Flogas Britain: A Driver’s Story’


S U P P LY C H A I N

117

“PRICE IS STARTING TO BECOME A LOT MORE VISIBLE, SO PEOPLE CAN REALLY START PLAYING SUPPLIERS OFF AGAINST EACH OTHER, AND PEOPLE CAN SWITCH EASILY” — Tim Eaton, Head of Logistics & Supply Chain e u r o p e . b u s i n e s s c h i e f. c o m


FLOGAS

“Scheduled routes go out to the driver, and when we complete a job an invoice then goes out in real-time. If we don’t

set our resource levels for the next three or four months,” says Eaton. “We want to take our resource

deliver on that day it goes back to the

management digital as well so that we

order pot for rescheduling immediately.”

always know what drivers and vehicles we’ve got to schedule.”

REACTIVE TO PROACTIVE Through the use of demand sensing,

system, Flogas will also seek to provide

Flogas will continue to fulfil requests

increased customer contact regarding

across its forecasting operations,

the time its services will arrive.

as well as taking a greater look at

118

Through its on-truck computing

“We’re really getting to a point

customer consumption data to

of system managing everything

extrapolate three months of rolling

end-to-end,” he adds.

forecast data. “This will enable us to really try and

SEPTEMBER 2018

However, throughout its transformation, it has been imperative for


S U P P LY C H A I N

Flogas to build mutually beneficial

speed of customer context, where

relationships with its suppliers and

we have or haven’t delivered, is key

bring on board those who are keen

to our service offering.

to bring new ideas to the table. “TouchStar Technologies, for example, have been fantastic in how they’ve tailored their Gas-Star solution

Additionally, longstanding company AIUT has been essential to the company’s business growth. “AIUT has supported our delivery

to Flogas. The pace at which they can

optimisation, as well as inventory

adapt the system to meet our need to

management, in order to increase

continuously improve our service has

customer satisfaction,” adds Eaton.

been instrumental in adding so much

“AIUT are not just a provider of

value into our service proposition” “The company has been essential in

a telematics system that we buy, they’re a company that is integrated in how we

getting delivery data back in so that

do business. They suggested and built

that speed of rescheduling, that

our new forecasting system.

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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FLOGAS

“We need system providers and suppliers that are going to invest in their product to be bespoke to us, but to support that through continuous innovation around learning our business and what else they can do which could be of benefit.”

INVESTING IN PEOPLE In alignment with its transformation, Flogas has had to bolster its workforce and invest in upskilling its workers against complexities. “When we’re trying to build a digital system that takes the order through to delivery, we have to work out how to deal with the 120

variability of that resource. We’re working with our scheduling department as well as our shipping system to build some of this,” he says.

SEPTEMBER 2018


S U P P LY C H A I N

Consequently, the business has invested in new drivers and regional driver trainers that have enabled them to get to the required standard in weeks rather than months. “Our telematics systems will look at how well they’re driving from a safety point of view, and we are looking into getting better data out of the on-truck computing system so that we can look at things from a fully rounded point of view.� As the supply chain continues to move towards further digitisation alongside a growing focus on margins, price and cost, the culture at Flogas will continue to hone in on the needs of its customers. Through boosting operational efficiency and maintaining supply while optimising ongoing processes based on local and expert knowledge, it will continue to remain a strong player in the market.

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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Travel and Events

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SEPTEMBER 2018


A data-driven redefinition of the travel management market By being experts in how and why customers arrange meetings, Capita Travel and Events has differentiated itself from the traditional travel management company and is changing behaviours in how people plan and book travel WRITTEN BY

TOM WADLOW PRODUCED BY

BROGAN BAGGOTT

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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C A P I TA T R AV E L A N D E V E N T S

B

usinesses around the world are forecast to spend $1.6trn on travel in 2020*. As companies diversify

and globalise, the need for joined up communication on national, regional and global levels intensifies, and the business travel market is growing steadily as a result. However, as the business travel market continues to grow, so does the need for organisations to analyse how and why they travel, and therefore spend that money smartly. Tremendous leaps in the ability to gather and analyse behavioural data opens up the possibility for organisations to fundamentally 124

alter the way they arrange meetings and associated travel and accommodation. Enter Capita Travel and Events. Managing more than 2.5mn hotel bookings and over 62,000 meetings on behalf of customers every year, the UK firm has helped customers adopt smarter ways of booking and planning travel, to the tune of an average saving of 32% when it comes to air travel alone. Owing to technological and behavioural expertise acquired over recent years and a 24/7/365 dedicated personal service delivered by more than 700 experts, Capita Travel and Events’ customer satisfaction rating of 98.7% is a near perfect endorsement of its work to this day. *https://www.statista.com/statistics/612244/global-business-travel-spending SEPTEMBER 2018


ACQUIRING EXPERTISE – THE JOURNEY TO DATE It was in 2005 that Capita entered the business travel market, observing how spend was generally being consolidated into centralised procurement functions within mid-large UK organisations. With far greater scrutiny being placed on travel management, Capita seized the opportunity to grow its existing expertise and present a different offering to the traditional market players. A key observation made at the time was in the pattern of spending on travel – typically organisations were spending 50% on hotels and accommodation with the remainder split evenly between air and rail. Given the strong emphasis placed on air travel by traditional travel management companies (TMCs), the ability to find value across that remaining spend became a key focus. The knowledge growth started with the acquisition of Lonsdale

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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C A P I TA T R AV E L A N D E V E N T S

Travel in 2006, a company which served leading UK names such as the Royal Mail Group, Imperial Tobacco and Legal and General. Two further acquisitions came in 2010, with rail booking technology specialist Harry Weeks Travel and UK number one Hotel Booking Agency (HBA), BSI. James Parkhouse, Capita Travel and Events CEO, explains the importance of the BSI acquisition in growing the company’s footprint: “Acquiring 126

BSI in 2010 launched us into a much larger organisation, where we significantly increased management spend of specialist accommodation services. “We had around £330mn in the personal travel budget, but more important was our ability to attract a big domestic footprint; accommodation programmes, UK rail, domestic air and large meeting and venues spend.” The expertise acquired with BSI and Harry Weeks Travel created a combined entity able to break new ground in the business travel market, backed SEPTEMBER 2018


BIO

James Parkhouse, Chief Executive Officer James’ focus is on bringing together the different teams within the business to meet customer, partner and business objectives. His role is to align the businesses’ strategy, people, structure, systems and culture to achieve a shared vision. James initiated Capita’s entry into business travel through the acquisition of Lonsdale Travel in 2005, and has led the business as CEO since 2008. He has overseen the strategy of creating a new type of intermediary organisation that combines industry specialists in business travel, accommodation, venue find, meetings and event management. The acquisition and integration of sector leading specialist businesses has created a unique proposition for UK-based organisations.   During his tenure, James has overseen five-fold growth and today the business is one of the UK’s leading providers of these specialist services. Prior to creating Capita Travel and Events, James ran Capita plc’s offshore service operations in India, and previously held IT and management consulting roles at Sema Consulting (now part of French company ATOS).

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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C A P I TA T R AV E L A N D E V E N T S

128 BIO

Gail Bamforth, Chief Financial Officer & Chief Operating Officer Gail’s role is to ensure strong governance around Capita Travel and Events ways of working and to provide the financial insight for the business to make decisions with knowledge and clarity. She has over 20 years’ experience in finance and commercial manSEPTEMBER 2018

agement across a variety of sectors. During that time Gail has developed a firm belief in the power of connecting finance with all areas of the business, providing comprehensive insight of our commercial performance, in order to support the delivery of the company strategy. The benefits of working in this collaborative manner with internal and external customers, ensures Capita Travel and Events delivers against its own financial targets whilst enabling customers to achieve theirs.


“WE’VE EMPLOYED A HEAD OF BEHAVIOURAL SCIENCE TO WORK WITH US TO MAKE SURE WE HAVE THE SAME IMPACT WITH THE MESSAGE WE DELIVER TO AN AMATEUR TRAVELER AND THAT OF A NOVICE TRAVELER. THAT’S IMPORTANT TO US AND HOW WE COMMUNICATE TO OUR CUSTOMERS AND THEIR TRAVELLERS” — Gail Bamforth, Chief Financial Officer and Chief Operating Officer

129 by the financial stability of the Capita

significant travel spend across UK

parent firm. This position was strength-

organisations. Indeed, around 60-70%

ened two years later with the purchase

of all business travel relates to a

of then BSI rival Expotel, bringing on

meeting of some kind and this drove

board its highly sought-after event

Capita Travel and Event’s focus on

management firm, Venues Event

putting Meetings at the heart of travel.

Management – strengthening their event

Gail Bamforth, Chief Financial Officer

management capabilities and expertise.

and Chief Operating Officer, comments:

In 2017 this capability was extended

“NYS was important for us to solidify

further through the acquisition of NYS

and grow our space in the market. It has

Corporate, a York-based travel, meet-

enabled us to provide a much richer

ings and events firm with its proprietary

experience and information within

meetings technology, MeetingsPro.

meetings management to customers

A vital addition given the observation that meetings are a direct result of

and partners, and to show equalisation in their meeting space.” e u r o p e . b u s i n e s s c h i e f. c o m


C A P I TA T R AV E L A N D E V E N T S

130

This was absorbed into what

technology platform not only offers

is now Capita Travel and Events,

customers access to financial benefits,

a single company renamed in

but also a unified view of travel spend

2014 that united all of this

across multiple territories.

acquired expertise into one powerful offering. Next on the agenda was scale,

Parkhouse adds: “The UK market had a genuine gap of provision. Larger UK corporates who were spending between

and earlier this year Capita

£5mn and £20mn per annum had limited

Travel and Events partnered with

choice for the kind of spending they had.

GlobalStar in order to cater for

“Corporates had to go to a global

customers with multi-regional

player or a smaller domestic TMC, who

footprints. GlobalStar’s $14bn

were often too small to cope with the

spending power combined with

scale of spending and procurement

a multi-regional standardised

compliance activity.”

SEPTEMBER 2018


BIO

THE HOW AND WHY Leveraging data to understand how and why employees travel is what truly differentiates Capita Travel and Events from traditional market players and is helping organisations avoid unnecessary travel. Beyond this, their ability to capture and analyse multiple data sources from across an organisation enables something really powerful, actionable insight

Trevor Elswood, Chief Commercial Officer Driven by the ‘why should customers choose us?’ principle, Trevor works alongside Capita Travel and Events’ leadership team to ensure the company remains unique, compelling and innovative. Trevor has over 25 years of experience in the sector. In 2000, he joined hotel and meetings specialist, BSI, managing customer and supplier relationships before being appointed managing director. When Capita acquired BSI, Trevor helped integrate the industry’s leading specialists into a single, expert travel and events brand, Capita Travel and Events. Joining the GTMC (Guild of Travel Management Companies) Executive Board in 2017, and the ITM (Institute of Travel and Meetings) board in 2011, his aim is to bring his passion for the industry, broad experience, knowledge and pragmatism, to fellow association members.

into the how and why. 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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C A P I TA T R AV E L A N D E V E N T S

Parkhouse continues: “Trevor Elswood, our Chief Commercial Officer, and

meeting itself adding value? “Our vison is not to become

I attend many business reviews where

a company who just book travel and

businesses are spending millions per

meetings for customers, but to be

annum. And we often challenge this

a trusted advisor on how to effectively

spend - How do they know they are

manage travel, meetings and events

spending wisely? Are they helping

spend in an organisation. We want to

people make smarter decisions?

be a real enabler for customers to grow

Should people be traveling at all? If so,

and develop their business and it is our

are they travelling safely? Will it add

vision to go beyond traditional travel

value to the bottom line of their

and meetings management.�

business? Where are people meeting and how are they meeting? Is the 132

SEPTEMBER 2018

Data has therefore become the key currency for Capita Travel and Events.


Whether it’s using analysis to nudge

safety obligations, yet at the same time,

customers to alter their behaviours or

the traveller is wanting a more consum-

harnessing the power of gamification

erisation look and feel for their experi-

to create scenarios of reward and

ence along with wellbeing, safety and

recognition, decisions on travel and

security still a focus.”

meetings are being made with smarter foundations. This paradigm shift is summed up by

BEYOND THE BOTTOM LINE Employee wellbeing, safety and

Elswood, who comments: “Recognis-

security is an increasing factor in

ing the total cost and impact of travel

organisations’ decisions on meeting

and meetings for an organisation led

and travel arrangements.

us to a new place. Organisations want

By helping organisations optimise

control of both cost, governance and

the frequency and location of meetings 133

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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134

BIO

Neal Poole, Director of Marketing Neal’s experience and expertise of leading and delivering brand and marketing strategies spans 14 years. This experience has seen him work for some of the world’s most recognisable brands across a diverse range of industries, from telco to automotive, and for the past SEPTEMBER 2018

nine years, corporate travel, meetings and events. He led the branding and collaborative marketing strategies during Capita’s break into travel meetings and events when three specialist businesses came together to create Capita Travel and Events. Forming part of the Senior Leadership team, his continued focus is on building greater brand equity for the combined businesses and support business growth through strategic led marketing.


FOOD AND DRINK

“FROM OUR PRODUCTS, SERVICES AND PROPOSITIONS, INCLUDING A TECHNOLOGY DEMONSTRATION SUITE, THE ENGINE ROOM IS THE HUB OF OUR BUSINESS, DESIGNED TO EDUCATE, TRAIN AND DEVELOP OUR PEOPLE, CUSTOMERS AND PARTNERS” — Neal Poole, Director of Marketing

135

Some of the team at their Swindon office and providing round the clock support, Capita Travel and

across the UK, open all day every day. To support this approach, Capita Travel

Events is removing pain points

and Events established an important partner-

related to travelling for work.

ship with Maiden Voyage, a component of

This duty of care is another key

Capita Travel and Events’ Lone traveller

differentiator, again facilitated by

service, designed to ensure health, safety

smarter processes and systems

and security requirements are met by travel

which are helping shape both the

and accommodation suppliers. Maiden

demand and supply of business

Voyage specialises in delivering a thorough

travel services. Such services are

hotel inspection service, ensuring female and

provided constantly by dedicated

lone travellers can arrive in the knowledge

teams out of six service centres

that their hotel will be comfortable and safe e u r o p e . b u s i n e s s c h i e f. c o m


C A P I TA T R AV E L A N D E V E N T S

PA R T N E R S H I P S

Built on partnerships

136

GlobalStar is a worldwide travel management company network. Like Capita Travel and Events, each GlobalStar partner is an expert in its market, deploying the best technology and management to deliver uncompromised local solutions within a global framework. For companies buying on an International multi-regional basis, Capita’s strategy provides UK market expertise and booking services alongside a single global contract, multi-region consolidated data, global account management expertise, access to incredible discounted air fare types through cutting edge solutions, and local emergency support. Trevor Elswood, Chief Commercial Officer, Capita Travel and Events, said: “Our customers are impressed with the specialist way in which we manage their travel and meetings programmes. And as many of those companies globalise with overseas office locations, they want in-market specialists in key International regions, without compromising on

SEPTEMBER 2018

the value of using our expertise for the significant UK market.” Maiden Voyage sets the standard for female friendly hotels based on a strict set of criteria looking at both safety and comfort. With employers becoming increasingly aware of their duty of care obligations, an informed choice takes away some of the guess-work when selecting hotels and of course, hotels deemed female friendly are also just as suited to male travellers. Carolyn Pearson, Chief Executive Officer and Founder of Maiden Voyage said: "We are delighted to be working with hotel experts, Capita Travel and Events, on this initiative and we know that the female business traveller community will thank us for helping them to identify hotels that meet their specific needs. With 51 per cent of female business travellers having reported feeling vulnerable when staying in a hotel we know that there is a genuine need for a trusted standard.


for them during their stay. Capita Travel and Events also specialises in what it calls "Our strict inspection process is based on hard criteria unlike other initiatives we have seen and is far from subjective. We look at physical security elements, walk the area to assess the hotel location and we expect our hotel partners to adhere to certain security measures such as not announcing room numbers out loud. With a number of high profile cases of sexual harassment and assaults in hotels we expect this partnership to drive change across the industry and we are already seeing hotels such as the Leopold in Sheffield and Hotel du Vin in Birmingham making adjustments such as adding a second door lock to the hotel bedrooms."

disruptive services, where it seeks to offer its expertise, advice and dedicated support to travellers in time of need, any time of day or night, be it extreme travel disruption or even terror incidents. “It is a little bit out of the norm for what is seen at a TMC, but not for us, we’re different,” adds Parkhouse. “We see a problem that needs to be solved and have the products and services that can solve it. Our customerfacing teams have to become far more adept and aware of their needs and how we can meet those needs.” These needs may differ depending on who the individual traveller is, and Capita Travel and Events has not left this stone unturned either. Bamforth explains: “We’ve employed a Head of Behavioural Science to work with us to make sure we have the same impact with the message we deliver to an 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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C A P I TA T R AV E L A N D E V E N T S

amateur traveller and that of a novice traveller. That’s important to us and how we communicate to our customers and their travellers.”

PEOPLE POWER This highlights the importance of people, as well as technology, in delivering services that are not only efficient, but humanised and personal. Central to communicating Capita Travel and Events’ cultural message to both employees and partner companies is The Engine Room, an engagement hub located in its Derby based head office, designed to 138

educate people, partners and customers on the latest innovation, products and services. Neal Poole, Director of Marketing, adds: “The Engine Room demonstrates everything that we do, how we do it and the value we create for our customers all in one place. From our products, services and propositions, including a full technology demonstration suite, the Engine Room really is the hub of our business designed to educate, train and develop our people, customers and partners.” This is very much the domain of Chief People Officer Laura French, who explains how Capita Travel and Events nurtures employees from the outset. “We use a blend of forums such as SEPTEMBER 2018

“WE HAVE CREATED AN ENVIRONMENT WHERE OUR EMPLOYEES CAN DEVELOP BOTH THEIR PROFESSIONAL AND PERSONAL SKILLS, HAVE PURPOSE IN WHAT THEY DO AND ENJOY WORKING WITH LIKEMINDED PROFESSIONALS” — Laura French, Chief People Officer


BIO

Laura French, Chief People Officer Laura is responsible for developing Capita Travel and Events’ organisational strategy to meet the challenges of growth and business competitiveness. As part of the senior leadership team, Laura drives the wider change priorities that deliver a successful business model. Accountable for improving leadership capability, she connects the organisation and its people to the purpose of the business implementing organisational structures that support the brand’s vision. Commercially astute and strategically driven, Laura has over ten years’ experience in people transformation, and is passionate about its impact on enriching organisational strategy, design, and the success of brands. She is an inclusive, confident and an inspirational leader who is able to capture buy-in across businesses.

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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workshops, posts, quarterly surveys and questionnaires to identify key issues and indicate any priorities for improvement, as well as highlight areas of success and good practice,” she says. “The best ideas continue to come from our employees, who support us in implementing positive changes to our culture and working environment. “For all new employees joining our teams we have 140

a six-month onboarding period to help them settle in and learn everything they need. This is supported every step of the way by their manager, who has a six-month supporting plan too.” Capita Travel and Events has also implemented performance management and development tool, Full Circle, enabling the

French adds: “We have created an

documentation of performance

environment where our employees can

objectives. This allows manag-

develop both their professional and

ers and employees to identify

personal skills, have purpose in what they

learning needs and skills gaps

do and enjoy working with like-minded

to further personal develop-

professionals. We make things fun whilst

ment, in alignment with com-

taking what we do seriously, yet always

pany standards.

maintaining our friendly approach.”

SEPTEMBER 2018


141

Engine room artistic impressions, expected to be completed by the end of September

LOOKING AHEAD

This involves providing the

Investment in people has been the corner-

central government and wider

stone of Capita Travel and Events’ success to

public sector organisations with

date, highlighted by the fact that in April it

access to fully managed travel

became one of four companies to be awarded

and venue services, and Capita

a position on the Crown Commercial Service’s

Travel and Events is one of only

(CCS) RM6016 Commercial Agreement under

three organisations able to

Solution 4 (Travel and Venue solutions).

provide a total travel solution. e u r o p e . b u s i n e s s c h i e f. c o m


C A P I TA T R AV E L A N D E V E N T S

It is differentiation like this that will continue to define success for the company in the coming years, and investment in people via the likes of the Engine Room will remain a key area of focus as it seeks to remain agile in an ever complex and evolving industry. Selecting appropriate partners and their respective technological exper-

Click to watch: ‘Meetings at the heart of travel’

tise is another vital component of these future plans, the importance of which is outlined by Bamforth: “Technology is

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SEPTEMBER 2018


moving rapidly, so we have to be on the

Travel and Events has differentiated

lookout for new partners to make sure

itself from what was and still is a

we are continuing to lead the market.”

crowded TMC market. Through careful

This is reflected by Parkhouse, who

acquisition of specialist organisations

concludes: “There are always new

and by building on the knowledge and

challenges, changes, emerging products,

nurturing of its own people, and

and new services and that can often take

investment in strategic partnerships

the industry into different directions.

and technology, the company has itself

One thing we don’t do, is stand still.”

travelled a long way over the past 15

By being able to inform and influence

years to change the face of travel,

the way in which customers arrange

meetings and events going beyond that

travel, meetings and events, Capita

of traditional travel management.

143

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


144

SEPTEMBER 2018


MINING

DUNDEE PRECIOUS METALS:

EXPANDING A PORTFOLIO THROUGH OPERATIONAL EXCELLENCE WRIT TEN BY

DA LE BENTON PRODUCED BY

RICHARD DE ANE

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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D U N D E E P R E C I O U S M E TA L S

THROUGH THE TRANSFORMATION OF THE HISTORIC CHELOPECH MINE, DUNDEE PRECIOUS METALS LOOKS TO GROW THROUGH OPERATIONAL EXCELLENCE

I

n the mining industry, there is a belief for some that it is often the smaller exploration and mining companies that take the biggest risks which define

and redefine the status quo. Dundee Precious Metals (DPM) defines its vision as a progressive gold mining company that unlocks

146

and delivers superior value through innovation and strong partnerships with stakeholders. One of the company’s goals, is to grow its current mining production to around half a million ounces of gold per year over the next few years. It looks to achieve this by developing a number of projects across its portfolio, which includes exploration and development projects in Bulgaria, Canada and Serbia. “Part of our strategy is built around possessing the capability to execute projects on time and within budget,” says John Lindsay, Senior Vice President, Project Development. “But it’s also about having the ability to scope a project and to actually understand what makes a project the right project.” Dundee Precious Metals strives to deliver excellence in sustainability and to create value for all its shareholders, be they investors, government or the SEPTEMBER 2018


MINING

“PART OF OUR STRATEGY IS BUILT AROUND POSSESSING THE CAPABILITY TO EXECUTE PROJECTS ON TIME AND WITHIN BUDGET” — John Lindsay, Senior Vice President, Project Development

147

local community. It aims to deliver this excellence through its commitment to its six core values; safety, dignity and respect, environmental responsibility, community investment, continuous improvement and transparency. Nikolay Hristov, SVP, Sustainable Business Development, believes this commitment plays a key role in propelling Dundee forward as a company. Hristov played a lead role in the company’s rehabilitation of its Chelopech mine, located in Bulgaria. Chelopech is an historic mining operation with production starting back in 1954. Over the course of its lifetime, e u r o p e . b u s i n e s s c h i e f. c o m


D U N D E E P R E C I O U S M E TA L S

more than 19 million tonnes of ore

located very close to the nearby village,

have been produced.

not a single square meter of land had

Dundee Precious Metals acquired the mine in 2003 and since then,

between the community and the other

has reinvested the vast majority of

surrounding communities, not just that

its profits to transform the mine into

village, has been a very important com-

a world class operation.

ponent in this journey which is at the very

This transformation started by re-examining the environmental impact of the mine. “When we acquired the mine there wasn’t much thought given to the environmental impact of the operation,” 148

been rehabilitated. So, the relationship

says Hristov. “Even though the mine is

core of our strategy.” As a mining operation, the importance of a relationship with a local community and the local government can be the difference between success and failure. Hristov believes that the key to achieving environmental sustainability

Click to watch: Video timelapse Krumovgrad August 2018

SEPTEMBER 2018


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D U N D E E P R E C I O U S M E TA L S

is born through stakeholder relationships and he identifies the local community as a key stakeholder. This is echoed by Lindsay. “It’s doing well by doing good. So, if we do the right things in the communities and the countries that we work in then we will succeed as a business. This is a progressive and a credible company that’s going to benefit communities and that allows us to grow.” A mining company can walk the talk with regards to having a social licence to operate, but it has to be able to point to some consid150

erable successes or achievements that prove it is delivering on its promises. For Dundee Precious Metals, the most convincing proof that it is indeed doing things right is the company’s Krumovgrad development project in south-eastern Bulgaria. With the company targeting first gold production

“THE RELATIONSHIP BETWEEN THE COMMUNITY AND THE OTHER SURROUNDING COMMUNITIES, NOT JUST THAT VILLAGE, HAS BEEN A VERY IMPORTANT COMPONENT IN THIS JOURNEY WHICH IS AT THE VERY CORE OF OUR STRATEGY” — Nikolay Hristov, Senior Vice President, Sustainable Business Development

SEPTEMBER 2018


MINING

151

in late 2018, and adding more than

would not be successful.”

100,000 ounces per year to the compa-

The company took the project

ny’s production portfolio, Krumovgrad

back to the drawing board, taking

is a project that was “unlocked” by

into consideration the community

applying the company’s community

feedback and retooling its plans

relationship model, that was developed

based on redesigned tailings and

over the years at Chelopech.

processing flowsheet in order to

“It has a long history,” says Lindsay. “We presented an initial project back in 2010 but there were a number of

successfully develop Krumovgrad as a sustainable operation. “It demonstrated to the community

concerns from the local community

that we are a company that is pre-

regarding a tailings system and the

pared to listen and prepared to walk

processing method. It was clear that

the talk,” he says. “Originally we were

if we continued down that path we

trying to manage these discussions 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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MINING

remotely and we soon realised we

While Chelopech is not the compa-

needed to be talking face-to-face

ny’s only operation, it is a cornerstone

with people in the community. It really

of Dundee Precious Metals’ vision

paid dividends for us and gave us far

of delivering superior value through

more credibility as an organisation.”

innovation and strong partnerships.

In addition to the strong support of

Innovation is key to Chelopech as

local communities, Dundee’s approach

the company has invested heavily in

has garnered the support of other

developing the mine to be one of the

like–minded partners: In 2016 the

most digitally enabled mining opera-

European Bank of Reconstruction

tions in the industry today.

Development (EBRD) invested slightly

Dundee Precious Metals imple-

more than $43 million in the company

mented a ubiquitous wireless network

and noted at the time that the “partner-

throughout the mine, as well as innova-

ship will enable us to work together to

tive hardware solutions that send execu-

further raise standards in the mining

tion information from the underground

sector, focusing on innovation, sustain-

mine directly to the surface to capture,

ability and employment opportunities”.

monitor and gain valuable insights. 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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D U N D E E P R E C I O U S M E TA L S

FACT

Social license to operate

154

It is incumbent on all mining companies to find ways of operating responsibly, and to demonstrate social and environmental responsibility in credible and consistent ways. Operating responsibly has many faces, including maintaining strong relationships with our stakeholders and minimizing harm to the environment. It also includes ensuring that our employees are treated well, that they go home to their families safe and healthy, and that we strive to build sustainable communities that survive long after mine closure. Dundee Precious Metals Chelopech EAD is anchored by its values. The Company continuously pursues progress and development of the mining industry based on technologies, sustainable development and

SEPTEMBER 2018

concerted effort to protect the environment, as demonstrated by a number of international awards. Our corporate wide community investment policy focuses our community spending toward local development, based on dialogue with local leaders. Our Krumovgrad project will be a model of best practice social and environmental management, and serves as a demonstration of our six Core Values: Safety, Dignity & Respect, Environmental Responsibility, Community Investment, Continuous Improvement, and Transparency. These, together with the strategic imperatives support the Company’s brand promise: We Succeed Because We Care. — Nikolay Hristov, Senior Vice President, Sustainable Business Development


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D U N D E E P R E C I O U S M E TA L S

156

“CHELOPECH IS A FANTASTIC CASE STUDY WHEREBY TECHNICAL AND TECHNOLOGICAL TRANSFORMATIONS OCCURRED SIMULTANEOUSLY. IT IS A TRUE TESTAMENT THAT TECHNOLOGY AND TECHNICAL PROWESS CAN BE IMPLEMENTED SUCCESSFULLY IN MINING” — Theophile Yameogo, VP of Digital Innovation.

“Chelopech is a fantastic case study whereby technical and technological transformations occurred simultaneously,” says Theophile Yameogo, VP of Digital Innovation. “It is a true testament that technology and technical prowess can be implemented successfully in mining.” With technology evolving at such an immense rate, so too must companies such as Dundee Precious Metals. As the company looks to the future of technology in mining through artificial intelligence, machine learning and the Industrial Internet of Things (IIoT), it can do so based on the solid foundation of what it has achieved at Chelopech. “Technology is a never-ending human endeavour. So is our work at Chelopech,” says Yameogo. “As a company we will always build on our past successes to enable and drive new realities and accomplishments.” But as both Lindsay and Hristov stress, digitisation is all well and good but means nothing without an operational model that can enable and unlock the true value of technology. “We have spent a lot of time developing a very structured, disciplined operating model that defines how we do our business,” says Hristov. “It’s easy to say we will digitalise but what does that mean? You need to have an underlying process in place.”

SEPTEMBER 2018


MINING

157

For Lindsay this operating model is one of if not the most important developments at the company, as he feels it is something that the company will implement across all of its existing and future operations. “What do we take away from Chelopech as a business?” he asks. “I think it’s that operating model and the ability to apply that operating model in other projects and other operations gives us an edge. It really sets us up very well to be able to exploit the opportunities that are available through digitisation both now, and in the future.” 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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Business Chief Europe - September 2018  
Business Chief Europe - September 2018