The Purchaser Issue 6

ACTION OVER WORDS

GUIDO D’AGOSTINO ON REAL, TRANSPARENT AND MEASURABLE SUSTAINABILITY ACTION

alfway through COP26 [at time of writing] it feels perhaps somewhat pessimistic to say this, but, when it comes to sustainability and our collective efforts to drive change, there can be as much bluster as there is action.

The problem with where we’re at and the challenges we face is that we really don’t have any more time for greenwash-

it’s sustainability or nothing. If you don’t meet the incredibly high standards and ambition he’s driven across Chiesi Group over the last couple of years, then that’s where the conversation ends quite often.

If that seems tough, it’s because it is. At Chiesi procurement has been overhauled in the name of sustainability, through measures including the company’s allencompassing Code of Interdependence, a sustainability pledge like few others, and a shared sense of positive action and ambition.

So simple, you’d imagine, that everyone would get it when it came to what their company is – or isn’t – doing. Guido D’Agostino does. It’s why he states flatly that ‘now is the time to do more and talk less’. He also begins our chat in this issue rather abruptly with a very straightforward message to any prospective suppliers:

Fortunately for us, and procurement, D’Agostino isn’t alone. A glance through this issue will give you a good idea of the ambition and commitment that’s out there, whether it’s our innovator, disruptor and entrepreneur pages that highlight the great and the good of passionate innovation or any of our executive interviews.

Action is happening. It’s time to join in.

Matt

Stroud & Clarke is a multichannel creative agency that produces exceptional business and lifestyle content for brands, leaders and pioneers.

Content Director Matt High

Creative Directors

Daniel Crawford

Steve Shipley

Marketing Director Jack Pascall

Project Director Manuel Navarro

Managing Director Charlotte Clarke

Managing Director

Pepper

Global Women Supply Chain Leaders Summit and Awards 2021

25 November 2021

JOIN US TO CELEBRATE WOMEN LEADERSHIP IN SUPPLY CHAIN #GWSCL2021!

The Global Women Supply Chain Leaders Awards 2021 is here again. #GWSCL2021 is a celebration of women and achievement, honouring supply chain’s most accomplished female executives and next generational leaders. Women have worked hard to steadily carve their niche in the traditionally male-dominated supply chain industry.

As part of the celebration, over 20+ international leaders across the globe will come together virtually to address key topics on supply chain and celebrate women who have made an impact on Supply Chain. Do not miss this opportunity to engage in new insights, participate in a wideranging and thought-provoking panel discussion, keynote & live Q&As, networking with peers and experts to further inspire and drive on key supply chain topics and themes related to women’s empowerment, equality, and excellence.

OUR JURY

WHY ATTEND? ABOUT THE ORGANISER

• A full-day, jam packed with keynote, personal journeys, insights and panel discussions on key supply chain topics presented by C-suite speakers from Mondelēz, IBM, Unilever, Google Cloud, Schneider Electric & many more

• Find out the next Supply Chain Leaders are at the awards #GWSCL 2021

• Expected attendance of 1500+ global participants

• Networking with peers from the supply chain industry

• Opportunity to promote diversity & inclusion on a global scale

B2G is an implementationfocused consulting firm, trusted by business leaders to drive significant economic returns for their supply chain organisations globally. We at B2G are committed to diversity and collaboration to build, support and celebrate extraordinary teams, and promote diverse perspectives to help our clients, our firm, and our partners achieve overwhelming results in EBITDA, revenue and cash www.b2g-consulting.com

For more partnership or sponsorship discussion contact jay.kostos@b2g-consulting.com

Michelle Dilley CEO AWESOME

Heidi Robertson Group Head of Diversity & Inclusion, ABB

Camille Levy President Asia Pacific Howden

Peter Hill Executive Board Member SARIA Bio-Industries

Laury Johnson Vice President Global Supply Chain, Alstom

Frederic Gomer Partner B2G Consulting

50 | INNOVATOR KINETIC

Optimising supply chains with wearable innovation

52 | PERSPECTIVE TIME FOR CHANGE

Aiming for net zero? Then tackle your supply chain emissions

60

60 | ENTREPRENEUR JANE MOSBACHER MORRIS

Democratising access to the global supply chain

62 | INTERVIEW GRUPO NC

On the ideas, processes and technologies driving transformation

76 | CITY GUIDE LONDON

84

Business and pleasure in the UK capital

84 | CALENDAR EVENTS

50 52 62 THE PURCHASER MAGAZINE | ISSUE SIX 07

An ‘unprecedented opportunity for the logistics industry to reduce its environmental impact’ – the verdict of a report published by communications firm Inmarsat and Cranfield University on the use of commercial unmanned aerial vehicles (UAVs). UAVs: Unlocking positive transformation in the world compared the CO2 emissions of UAVs and small light commercial vehicles, finding that commercial delivery drones could as much as halve freight carbon dioxide emissions.

UAVs: Unlocking positive transformation in the world

BIDEN: ACTION NOW

World leaders discussed supply chain vulnerability and disruption at the G20 in Rome, including action to make supply chains more resilient in the face of future health crises, as well as climate change and possible attacks. Key areas of discussion included security, particularly with regards to technology used across the supply chain, fair labour and working conditions and greater transparency and information sharing between nations to allow for a swift response to future disruption.

President Biden said: “Now that we have seen how vulnerable these lines of commerce can be, we cannot go back to business as usual.”

www.reuters.com

of chief supply chain officers say they are increasing investment in intelligent digital twins over the coming three years. Accenture

MEANINGFUL CHANGE

Mars CEO Grant F. Reid has said that net zero ambitions can only be fit for purpose by covering the entire greenhouse gas footprint. Long-term industry targets must also not be an excuse for inaction and delay, he added. Reid made the comments as Mars announced its commitment to achieving net zero GHG emissions across its full value chain by 2050 – including all scope 3 emissions created by suppliers, agriculture and more. The company will publish a full net zero roadmap in 2022.

7%

Only 7% of nearly 300 companies surveyed globally say they are delivering on their sustainability plans; 95% say they expect sustainability initiatives to become more important in five years.

Bain & Company: Getting Sustainability Right

How the circular economy tackles climate change

CIRCULAR ECONOMY: TIME IS NOW

We won’t tackle climate change with renewable energy alone. Instead, says Dame Ellen MacArthur, we must transition to a circular economy. MacArthur called for action ahead of COP26, referencing a previous report by her Ellen MacArthur Foundation that found 45% of global greenhouse gas emissions come from the way we make and use products and food. The focus, it said, should be on the three fundamental circular economy principles: eliminating waste, circulating materials and products and regenerating nature.

TACKLE THE THREAT

Supply chain risk management strategies must include cybersecurity plans, says the National Institute of Standards and Technology’s Jon Boyens. Speaking during a virtual panel hosted by the US government’s National Cybersecurity Centre of Excellence, Boyens said that threat actors targeting supply chains seek to exploit relationships between companies and vendors. Among the key practices for implementing a cyber supply chain risk strategy recommended by Boyens were managing critical suppliers and components used, monitoring supplier relationships and including suppliers in improvement activities.

www.ellenmacarthurfoundation.org

THE NEXT REVOLUTION

Traceability is the future of the supply chain. So says research from consulting firm Bain, which explains that the use of digital traceability technology will allow companies to go beyond sustainability and meet a broader set of objectives, including efficiency, resilience, responsiveness and operational excellence.

www.bain.com

ARE YOU DIGITALLY FLUENT?

New technology will bring significant change to existing supply chain roles, says Accenture. The company explains that the transformation to the intelligent supply chains of the future - using AI, digital twins, IoT and the cloud – will require people with the right skills and motivation, people who are ‘digitally fluent’. Accenture explains that tech investment will see manual tasks replaced by monitoring and guiding intelligent machines. This shift, it says, puts a premium on skills like innovation, creativity, collaboration and leadership, and placing people before technology.

www.accenture.com

Toy maker Hasbro sees $100mn worth of orders go unfulfilled during its third quarter as a result of shipping supply chain disruption.

Apple Inc Chief Executive Tim Cook tells Reuters that “larger than expected supply constraints” had cost the company $6bn in sales during its fiscal fourth quarter.

GE CEO Larry Culp tells investors that the company is redesigning products and expanding factory capacity due to supply challenges facing its healthcare unit.

IBM and Honda Motor Europe announce a five-year agreement under which the former will run Honda’s procurement and finance operations in Europe.

Automated middle-mile cargo drone operator Dronamics establishes its first European operational base in Malta for its automated and uncrewed delivery service.

ACTION OVER WORDS

When it comes to real, transparent and measurable sustainability action, now is the time to do more and talk less, says Guido D’Agostino

I“f you’re not sustainable, I don’t want to work with you.” It’s quite the opening gambit in an industry and business function divided between bold mission statements, impressive predictions and projections on sustainability and the more traditional supply chain or procurement priorities, like cost and efficiency. Indeed, the collective urgency for real and rapid change in sustainability means that, for some, it’s easy to hide behind talk about positive climate action, decarbonisation strategies and environmental, social and corporate governance (ESG) aspirations. That’s not the case for Guido D’Agostino. Nor is it for Chiesi Group, the international pharmaceutical company he has worked for over the last 14 years. When Guido says it’s sustainability or nothing, he means it.

It is a sentiment and belief that lies at the heart of the vision, mission and culture of Chiesi, at which Guido holds the role of Head of Global Procurement – a quick glance at the company’s recent Action Over Words campaign, an honest, open and transparent statement of intent on corporate sustainability posturing vs action taken, should tell you all you need to know about how serious Chiesi is on the subject. In reality, Action Over Words is only the latest in a long line of industry-leading sustainability programmes, initiatives and certifications that the business has achieved, and in which Guido and his procurement function have played a crucial role.

a seed that will bear fruit

MORE THAN 100 YEARS OF EXPERIENCE FOR THE BEST PACKAGING SUPPLY

For years, Eurpack has been committed to protecting natural resources and identifying decarbonisation projects. The recent attainment of ISO 14064:2018 certification relating to our organisation’s carbon footprint is an important milestone in our green packaging project. Today, we are aware of the greenhouse gas emissions resulting from our production, and we are motivated to continue on this important journey towards reducing the environmental impact of our processes.

A SUSTAINABILITY REVOLUTION

Over the last three years Chiesi has, in Guido’s words, ‘been through a sustainability revolution’. The catalyst for this ongoing change began in 2018 in the company’s becoming a Benefit Corporation –a business that is as committed to higher standards of purpose, accountability and transparency as it is profit – and, a year later in 2019, being recognised as a certified B Corp, the largest pharmaceutical company to achieve such status.

B Corp certification guarantees that a business measures its environmental and social impact, commits to transparency by publishing its scores and metrics for everyone to see, has a legal accountability to balance profit and purpose and is

committed to accelerating a broader and positive global culture shift. B Corps are driven by redefining success in business and building a more inclusive and sustainable economy while providing a positive impact for their employees, communities and, particularly in the case of Chiesi, the environment. In the company’s and Guido’s case, this mindset has underpinned three years’ work on driving sustainable change across both the business and its supplier network.

“We used to be a pretty traditional procurement department,” he explains. “But since 2018 we’ve been completely revolutionised across the entire company, from the Chiesi family down to everyone that works here, in order to have as much

“IF YOU’RE NOT SUSTAINABLE, I DON’T WANT TO WORK WITH YOU”

positive influence on the world we’re working in as we possibly can. That’s always an attitude that’s driven us. Take the B Corp certification as an example; it’s the most challenging assessment in the world for sustainability and ESG rating, so it was the one we felt driven to commit to. It’s very tough, very strict and very challenging, particularly for large organisations and we’re the largest pharmaceutical company in the world to achieve B Corp status and the biggest B Corp in Europe so far.”

To maintain these exacting standards, says Guido, procurement and the procurement process has changed dramatically. Chiesi has since focused on driving its partnerships with suppliers to the next level, building a relationship built on trust and transparency and led by a sustainability-first mindset. He explains: “Procurement has totally changed. Me, my people and everyone involved went through a lot of work around changing procedures to prioritise all sustainable suppliers and qualify them

“IT’S COMPLETELY REDESIGNED THE ACCEPTED LOGIC OF PROCUREMENT”

with sustainability parameters, to implement tenders or RFQs and supplier selection that gives very high importance to sustainability and more. It involved new tools, new processes and parameters all to determine how sustainability is weighted in the procurement and partner selection process.

“I can’t emphasise this enough: it’s completely redesigned the accepted logic of procurement as we know it in Chiesi,” he continues. “We manage around 40 categories globally and in some areas it has a weight on the supplier decision of up to 30% or more when I make a tender. You can be the cheapest possible, but if you don’t meet our sustainability criteria, you will be disadvantaged versus sustainable competitors. It’s the first thing me and

my team check in any interaction: do you meet our parameters, what are your own sustainability plans and how does that align with us. As a procurement leader, you need a sponsor when making such an important change and I have the blessing from our top – you don’t see that often for the standard procurement professional.”

TRUST, SUSTAINABILITY AND INTERDEPENDENCE

This is no empty gesture from Chiesi. Rather, the company enshrined in code its commitment to sustainable practices across its entire supplier ecosystem in 2019, launching the Chiesi Group Code of Interdependence in collaboration with suppliers and partners. Interdependence – the balance of self and others within a relationship and the mutual understanding that both partners in the relationship are working for, and relying on each other – is a sentiment at the heart of the B Corp mentality. In the context of sustainability it dictates that no one organisation or company can achieve best practices by themselves and that, if we are to make a real impact and difference to the world, we must work together.

At Chiesi, the Code of Interdependence acts as a code of conduct for company and suppliers, a set of values, objectives and tools created together that both elevate the traditional company-supplier relationship to a level not seen before and represent a fundamental part of the evolution towards full sustainability. The

missions and objectives within the code are aligned with the United Nations’ Sustainable Development Goals (SDGs) and a firm understanding of the global impact of Chiesi’s operations. They are shared, and they are collaborative; the intention, as Guido explains, is that they provide a framework that every party in the ecosystem must work towards and adhere to.

“It’s hugely important, both for procurement and the company more broadly,” he says. “I manage and drive it within procurement and interdependence is really the key. It’s not just a code of conduct, it’s a set of principles that first and foremost

we respect within Chiesi, but that also we ask for the same level of respect from our partners. And that goes right back to the creation of the code, where we worked with around 70 of our partners to set out the content and have their participation from the start – that was very important. Since we’ve launched we’ve seen a really positive rate of acceptance from companies through the vendor qualification process and we’ve already launched a revision that’s more focused and sees 11 SDGs now form part of the framework.

“The code is challenging and tough in its expectations, and it covers a lot of different topics from carbon reduction and

“PROCUREMENT IS THE PERFECT PLACE TO MAKE THIS CHANGE”

climate action, through to things like diversity and inclusion, human rights and ethics,” he continues. “For certain things, like controlling, measuring and progressively lowering your carbon footprint, for example, it’s a requirement if you want to work with us. But we’ll work with companies on achieving that if they’re not there yet – part of my role is to map the targets and to audit the partners to ensure that we’re doing what we say we are. For that reason, the code will be frequently updated and revised based on the level of challenge that we want to reflect onto our suppliers – we have mandatory requirements and improvement actions, and we’ll revise according to those.”

“To achieve this we’re now actively looking to map our overall supply chain CO2 impact, for which I want to map our suppliers one by one to understand what they are doing, what carbon reduction programmes they are running and if there is more they can do. Within maximum 2023, I need to then give an estimation of reduction of the entire value chain impact for Chiesi, with the ultimate goal of arriving at a place where there is nothing more to reduce.

“It’s a difficult and challenging topic,” he continues. “Many companies are declaring to be carbon neutral today, tomorrow or next year. The real question we should

CARBON REDUCTION AND MAPPING

No area of sustainability is easy. Chiesi’s code is, rightly, demanding in its ambition but Guido points to the reduction and mapping of carbon as one of the most challenging objectives. The code promises to ensure systems are in place to map, monitor and manage all emissions in a transparent way and to gradually reduce overall carbon footprint. “Chiesi has declared carbon neutrality in Scope 3 emissions for 2035,” he says.

ask these companies is ‘how much are you offsetting?’. At Chiesi, we don’t want to greenwash and so we don’t want to immediately pay to offset our carbon footprint, it’s against our ethics and what we believe in. We want to work hard to really reduce our carbon footprint, which is why our suppliers must do the same.”

Guido’s mapping work is ongoing, and extensive in its detail. He plans to map the carbon footprint of strategic suppliers

“I DON’T WANT TO ONLY PURCHASE A SUSTAINABLE PRODUCT OR SERVICE, I WANT TO PURCHASE FROM A SUPPLIER THAT’S SUSTAINABLE”

with primary data to build his ‘Chiesi supplier carbon baseline’. “It’s important to do it that way,” he affirms. “I have to understand what my business with a supplier is generating in terms of total CO2 impact. In my opinion, it’s not enough to only weigh the CO2 impact of the goods and services you purchase. In pharmaceuticals, for example, I may purchase a ‘green’ product from a supplier, but that same supplier may use and produce other chemicals and products that are harmful. In order to progress with the code we have to leverage the overall organisation. I don’t want to only purchase a sustainable product or service, I want to purchase from a supplier that’s sustainable.”

LEADING BY EXAMPLE

Chiesi is a family company. Throughout the business there is a shared sense of action and responsibility towards sustainability that is driving its success. As an individual and a procurement leader, Guido embodies that passion. “It’s my job to drive the very good and well structured team that I have,” he says, “but I’m also dedicated to following these topics more broadly, understanding sustainability and how we all can do so much to influence change that starts with our suppliers. My strategic cluster is between 400 and 500 suppliers, and I want to do all I can to influence change at all of them – some of these companies are bigger than us, and that’s not easy, but I want them to believe in what we’re doing and not just make change because Chiesi asks for it.

“Procurement is the perfect place to make this change,” he says. “I have a young team, most of whom have been here over the last three years, so they’re really stimulated by this and very passionate about sustainability. I see their engagement and their work to try and influence our suppliers and it’s good, it’s very direct and very positive, and not because I ask but because it comes from people across the company. Personally, I feel good about my work when it’s about increasing the sustainability of my suppliers.”

That feeling is likely to remain in the future. Guido reports that the company is ‘launching hundreds of internal programmes for sustainability’ that will impact and drive forward the entire business. Specifically related to procurement, the key priority remains mapping of suppliers to encourage carbon reduction and the wider following of the Code of Interdependence. “My target is 2025 to have at least 80% of my strategic cluster higher in their sustainability metrics and targets when it comes to carbon,” he says.

“But change is happening in all areas of sustainability – a sustainable organisation must change in line with all of the relevant SDGs. Now is the time to do more and talk less.”

www.chiesi.com

Portfolio

i nnovative and ins P ired items for work, leisure and the environmentally conscious

LUNAZ ASTON MARTIN

DB6

“Bloody quick… quite significantly quicker.” Quite the introduction from Lunaz CEO David Lorenz on the comparison between the new – and quite exquisite – all-electric Aston Martin DB6 and its original 1960s incarnation. But it’s not surprising, because this is what Lunaz does. The restoration and electrification company takes the most beautiful cars in the world and injects them with the powertrain of the future. Few are more beautiful than the DB6 which, in this form, features a new electric motor and battery pack, uprated brakes, suspension and steering, and complete customisation inside and out. Perfect.

www.lunaz.design

Portfolio

i nnovative and ins P ired items for work, leisure and the environmentally conscious

NEURABLE ENTEN

Gone are the days when the humble headphone was a fragile, foam covered throwaway. Rather, today’s headwear is among some of the smartest and most high-tech. Which, considering the pace of life, isn’t a bad thing. That’s where Neurable’s offering comes in, professing to ‘keep burnout at bay’. It does so through EEG brainwave sensors that measure your focus patterns to help you work smarter and more efficiently. Enten also tracks how different songs change your mood and creates playlists for you, enables auto-mute on notifications and other distractions, can be controlled by gestures and, of course, gives HQ audio.

www.neurable.com

Portfolio

i nnovative and ins P ired items for work, leisure and the environmentally conscious

VOLLEBAK BLACK ALGAE T SHIRT

Innovation isn’t always all hightech gadgets and complex technology. Take this seemingly simple black t-shirt as an example. Did you know that almost all black things you own are likely to contain carbon black – a pigment derived from petroleum? Well, not this one. You see, in this t-shirt, innovative and tech-driven clothing brand Vollebak uses the algae found in ponds, which is heat treated to concentrate it into a black powder that forms the base for black algae ink. And, once the t-shirt is made, the algae continues to lock in the CO2 absorbed when it was alive.

www.vollebak.com

Portfolio

i nnovative and ins P ired items for work, leisure and the environmentally conscious

PININFARINA LEGGENDA ECLASSIC

Nothing comes close to the thrill of driving a classic collector’s car. Well, apart from Pininfarina’s stunning Leggenda, a driving simulator with a difference. One of nine hand-made pieces, Leggenda celebrates the legendary Italian design firm’s 90th anniversary. And because of that heritage, you’ll find meticulous attention to detail including a Nardi wooden steering wheel, manual gear lever, three-pedal configuration and a seat finished in tobacco-shade Connolly leather. You’ll also find a state-of-theart driving simulator that replicates famous racing tracks, iconic cars and the opportunity to ‘play’ online with other classic car enthusiasts. www.

Portfolio

i nnovative and ins P ired items for work, leisure and the environmentally conscious

RAY-BAN STORIES WAYFARER

Capture, share and listen, all while wearing one of the most iconic pairs of sunglasses around. Ray-Ban Stories, the famous brand’s first pair of smart sunglasses are developed in partnership with Facebook.

Included in the lightweight frames are a five megapixel camera that catches photos and videos, openear speakers for listening to music and a three-microphone audio array for high quality voice and video calls. An companion app lets you upload anything you capture and share content across social channels, and the accompanying case doubles up as a charger.

www.ray-ban.com

Normative TOWARDS NET ZERO

According to Normative, less than one per cent of companies worldwide measure their carbon footprint. It’s a staggering revelation and one that rightly spurs the company to reverse climate change by making organisations accountable for their impact on the environment.

It does so through the world’s first emissions ‘counting engine’, which calculates the entire climate footprint of a company, including its supply chain, and offers relevant insights to reduce greenhouse gas emissions. Normative collects company

data to calculate scope 1, 2 and 3 emissions following the Greenhouse Gas Protocol, allows for suppliers to be sorted by emissions size and helps to prioritise action and devise a net zero strategy.

To date the business, which collaborates with the UN’s Race to Zero campaign and the UK’s SME Climate Hub, has accounted for more than 38 million tons of CO2.

www.normative.io

“ WE’RE ALL UNITED BY A PURPOSE: TO ACHIEVE NET ZERO EMISSIONS”

GREENFIELD TO GROUNDBREAKING

VLADIMIR ZHIRNOV ON HOW, IN JUST FIVE YEARS, ESSILOR HAS TRANSFORMED ITS AMERA REGION PROCUREMENT SOURCING OPERATIONS THROUGH A HOLISTIC TECHAND PEOPLE-CENTRIC APPROACH

WORDS JONATHAN DYBLE

GROUNDBREAKING

Procurement is less a job and more a passion to Vladimir Zhirnov. A budding microelectronics engineer born in St Petersburg, Russia, he had originally planned to pursue a career in silicon chip and microprocessor design. But upon graduating with a master’s degree, he found a distinct lack of opportunities for such work in his home country.

“That was back in 2003,” Zhirnov recalls. “Thankfully, my mother-in-law told me at the time that she felt supply chain and procurement would become a profession of the future – an arena where my technical nous would be valued in the long term.” Accepting this advice, he hasn’t looked back in the 18 years since. Leaving his part-time sales role at Unilever behind, Zhirnov served a brief stint in the warehousing operations department at Mitsubishi in Moscow before joining Essilor – a leading ophthalmic lens producer for which he has been working for 15 years now, across a variety of different countries and capacities.

Today, he resides in Singapore, working at Essilor’s expanded headquarters for the AMERA (Asia, Middle East, Russia and Africa) region, where he serves as the regional Head of Sourcing & Procurement. Leading the company’s sourcing and procurement responsibilities across such a diverse and expansive area is no easy task. In the case of Essilor, operations in the AMERA region span more than 30 countries and 100 different business units, with roughly half of all business stemming from joint ventures and partnerships.

“The region is vast,” Zhirnov affirms. “There’s many cultures, many time zones, languages and regulations. But it makes for a truly exciting challenge. The role was a really good fit for someone like me who enjoys greenfield projects – ready to be explored, analysed, structured and industrialised.”

A GREENFIELD SUCCESS STORY

Upon adopting his current position as Head of Sourcing & Procurement half a decade ago, it became immediately apparent to Zhirnov that a complete operational transformation was required in order to make procurement a more successful and influential function of Essilor.

“The region was, and still is, defined by rapid business growth, with a strong appetite for acquisitions and joint ventures,”

he explains. “When I joined, motivations were largely focused on investments, sales and growing revenue, while spend efficiency and procurement lagged behind. There were more than 10 different enterprise resource planning (ERP) tools being used throughout the business as a result of numerous mergers and acquisitions, and there was no procurement roadmap nor key performance indicators in place.”

Recognising that a change in approach and mindset would be required from the outset, Zhirnov set about building a team of dedicated procurement professionals

“ the reG ion was , and still is , defined B y ra P id B usiness G rowth , with a stron G a PP etite for ac Q uisitions and J oint ventures ”

for specific regional clusters to regain control over the company’s sourcing and spending activities. Competition in the market had begun to strengthen at this time, with retail chains placing greater pressure on margins, so change was becoming vital. The new teams helped to establish greater visibility and structure, as well as consolidating an executive

presence for procurement within Essilor’s various business units. Strategies, CSR initiatives and transformational projects also became localised appropriately to ensure proper execution.

Indeed, these fundamental tweaks provided the basis from which a wider procurement transformation could be

built. This was delivered via a series of key axes from which ambitions could be planned and deliverables tracked, providing focus to progressive endeavours and measurable outcomes. While the first of these entailed the deployment of dedicated professionals in regional clusters to enhance strategic sourcing and procurement processes, many additional axes were established thereafter.

“The impact on profit and loss is another,” Zhirnov reveals, explaining how Essilor AMERA’s new approach to procurement is now saving the group €8 million annually – up from €1 million five years ago. The firm also continues to address its ERP issues, having introduced a single system that can be used by various business units to deliver transparency, synergy and efficiency improvements. Further, where

“ everyone needs to understand P rocurement – the vision , the im P ortance , where we are today, and where we want to B e in three or five years ”

this had previously been an on-premises endeavour, the company is now in the process of shifting its ERP to the cloud.

Another axis is found under the umbrella of supplier value. Here, Essilor leverages a global IT solution named SMART to create a bridge between its ERPs and global teams, pulling data from across the organisation to enhance visibility. “We have about 85% coverage as of now,” Zhirnov affirms. “And we’ve also implemented a tail spend management solution to simplify payment and cost processes and gain insights into small vendor spend.”

A fifth axis comes in the form of sustainability and CSR, with pledges having been made within the procurement function itself. Such changes have seen the firm asking new vendors to sign a supplier charter stipulating key values, as well as the conducting of onsite audits to ensure human rights and working conditions are up to standards.

PEOPLE AND TECHNOLOGY

Owing to this breadth of varied yet highly necessary initiatives, Essilor AMERA has undergone nothing less than a holistic procurement transformation in the

half decade since Zhirnov assumed his latest role. For the Head of Sourcing & Procurement, no single factor has underpinned the success of this overarching transition. Rather, it is a combination of the right technologies, the right people, and the right perceptions and attitudes.

“For me, people are the most important – not the systems or technologies. Yes, these help us to be more efficient but, ultimately, they are executing the visions

and processes designed by people,” he explains. “Without the right employees and attitudes, the speed of adoption and implementation of critical changes would have been much slower, and perhaps unsuccessful.”

Indeed, Zhirnov’s own actions and philosophies have helped to cultivate a people-first culture. He continues:

“Clear and transparent communication is critical. Everyone needs to understand

“ for me , P eo P le are the most im P ortant – not the systems or technolo G ies ”

procurement – the vision, the importance, where we are today, and where we want to be in three or five years. Our direction continues to be driven by co-creation and co-development – from the broad ambitions down to the granular KPIs, it ensures there is interest, incentivisation, ownership and accountability at all levels.”Zhirnov also admits that the firm’s transformation process has been aided by COVID-19 in recent times, with extreme circumstances resulting in the acceleration of key decisions and actions. Moving forward, however, he intends to take a more measured approach with the aim of prioritising employee welfare while sustaining progress.

He states: “We’ll continue to focus on new technologies as they help us to unlock more efficiencies, but strategy will take precedence. How can you successfully deploy technologies if you don’t have a clear roadmap for them? We will also continue to promote a more unified approach to procurement. We need to be more holistic as opposed to patching holes with smaller solutions here and there. We’ve made good progress in the past five years, but there’s always room for improvement, and we will always strive for better.”

www.essilor.com

Innovator

KINETIC SMART SAFETY

This is where Kinetic’s Reflex comes in. It’s designed to increase workforce safety and productivity through the use of cutting-edge sensors that provide accurate biomechanics information and data sets.

In a warehouse or logistics centre, Reflex can track performance against goals to ensure supply chain efficiency, provide insight on typical activity and warn users on poor posture or potential injury-inducing actions.

There’s mounting evidence it works, too. Take PepsiCo subsidiary Frito-Lay as an example: frontline employees in its manufacturing and distribution centres reduced lost work time by 67% year-onyear as a result of wearing Reflex.

www.wearkinetic.com

TIME FOR

According to Alex Forrest and Emma Fletcher, there can be no net zero without tackling supply chain emissions

The United Nations (UN) COP26 climate summit in Scotland represents the world’s best chance to avert a climate catastrophe, with the UN’s Intergovernmental Panel on Climate Change (IPCC) warning that failure to take action to limit carbon emissions would mean the target set by governments – to limit global temperature rise to no more than 1.5 degrees above pre-industrial levels – will be missed.

The struggle to tackle climate change is a challenge like no other, and one that will require every part of the economy and society to play its part in reducing greenhouse gas (GHG) emissions.

The UK government has set a target to achieve net zero carbon emissions by 2050, yet if we are to reach this target, GHG emissions must halve by 2030. The case for collectively achieving a decarbonisation pathway across all sectors of the UK economy is therefore clear.

CHANGE

Many public sector bodies have already declared a climate emergency and adopted net zero targets, whilst the UK government urged FTSE 100 companies to sign up to net zero goals by the autumn ahead of of COP26. As of October 2021, 55 FTSE 100 companies had made a Net Zero commitment, according to Arabesque.

A further consideration is public procurement, with these targets also being driven by the UK government through public spending, with direct impacts on private sector businesses. Earlier this year the government published its new Procurement Policy Note (PPN 06/21), requiring all companies bidding for public contracts over a value of £5 million from UK Government Departments, Executive Agencies or Non-Departmental Public Bodies to have a ‘net zero by 2050’ commitment and a credible Carbon Reduction Plan.

The key word here is ‘credible’. Without tackling Scope 3 supply chain emissions, there is no credible path to net zero.

THE ELEPHANT IN THE ROOM

Whilst significant efforts are underway to define and measure organisational carbon footprints, many are still grappling with what net zero means in practice. Much of the immediate attention remains on carbon emissions which fall directly within an organisation’s control (defined as Scope 1 and 2 GHG emissions).

Yet for many organisations – public and private sector alike – the major proportion of GHG emissions are associated with Scope 3 emissions, which includes purchased goods and services, waste generated in operations, business travel and employee commuting. For most large organisations, Scope 3 emissions are likely to be in excess of 80% of their total carbon footprint.

Recent research by the i, found that a third of FTSE 100 companies making net zero pledges refer to their direct emissions only – i.e. those falling under the GHG Protocol’s Scope 1 and 2 emissions – and fail to address Scope 3 emissions linked to purchasing activities.

The UK is currently the largest importer of GHG emissions in the G7 because of its reliance on manufactured goods and services from overseas. This ‘offshoring’ of the UK carbon footprint masks the true picture of UK PLC’s progress towards decarbonisation.

In addition, a significant proportion of the products imported are manufactured

in countries that have a much higher carbon intensive energy mix than the UK (for example, those that use coal to generate most of their electricity). This means that the products it imports often carry a high ‘embodied’ carbon linked to their manufacture.

If organisations are to set credible net zero strategies and targets, they need to cover the full scope of their carbon footprint. The Science Based Targets Initiative (SBTi) defines and promotes best practice in science-based target setting for corporate net zero strategy. Where Scope 3 emissions represent more than 40% of a company’s overall emissions, SBTi requires that a target is put in

place to cover the impact. At the time of writing, 970 organisations have adopted targets in line with SBTi.

It’s worth noting that an organisation’s Scope 3 emissions could be reduced directly by the supplier it sources from (one firm’s Scope 3 will be another’s Scope 1 or 2, for example). It is, therefore, worth investigating the supply chain to understand to what extent decarbonisation is being addressed. In many parts of the world, however, net zero commitments will not be on the agenda, and hence the UK procurer should take on that obligation or work with suppliers to get them to take appropriate action themselves.

“Without tackling Scope 3 supply chain emissions, there is no credible path to net zero”

It’s worth remembering that a) these Scope 3 emissions often offer really good reduction potential, and b) that to have suppliers with their own decarbonisation plans, will be a legitimate approach to reducing your Scope 3 emissions under Science Based Targets.

A COMPLEX BUT REWARDING CHALLENGE

Tackling carbon emissions linked to supply chain activity comes with recognition that this represents a challenging topic to navigate, particularly so for companies with complex and global supply chains. But alongside this challenge lies opportunity. Mars recently reported it had cut emissions across its full value chain by 7.3% since 2015 despite the business continuing to grow, and BT has reduced its Scope 3 emissions by a similar level since 2016, with a target to reach a 29% reduction by 2030.

It’s important to also stress that reducing carbon emissions linked to supply chain activity doesn’t have to compete with social value. Instead, these two priorities strongly align with one another. Moreover, achieving a socially just and fair transition towards a low-carbon society is one that can open up new opportunities for the UK supplier base, where businesses transition from selling products, toward offering services, including product take-back systems, remanufacture and leasing.

These are often industries which offer skilled employment opportunities, keep

“There really is no alternative to change at this point”

the products we consume in circulation longer and hence reduce carbon emissions linked to purchasing, by avoiding the need to buy new. Examples include:

Rype Office : a UK-based furniture supplier whose business model is based on reducing clients’ carbon emissions through the supply of circular furniture services. Items can be leased or supplied remanufactured, cutting a client’s carbon emissions by up to 80%.

Circular Computing : supplies remanufactured ICT hardware with a three-year warranty with 97% performance of equivalent new laptops. Refurbished ICT equipment is restored to a condition as good as new and is reconditioned under strict processes including testing and data erasure to guarantee quality.

Desso Carpets: rather than selling products, Desso offers its customers a service-based model, where carpet tiles are leased and taken back after its service life, where products are separated from the backing and used over and over again.

WHERE TO START?

Tackling carbon emissions linked to supply chain activity fundamentally requires an approach that sees sustainability principles embedded within corporate procurement strategy, with commitment (organisation wide) to explore the most sustainable supply routes.

In broad terms, aligning procurement strategy to procurement hierarchy principles can support organisations to explore improved environmental outcomes linked to expenditure activity. It encourages buyers to consider the whole lifecycle of products and services and, used properly, it can guide organisations to challenge the way they use and consume products and materials in line with circular economy principles (ultimately reducing the need for new products and keeping materials in circulation for longer).

These alternatives provide both environmental and commercial benefits; according to WRAP, for every tonne of desks reused, 0.2 to 0.4 tonnes of CO2 are avoided. Furthermore, moving to circular business models such as lease, subscription, take-back and refurbish models can be more profitable in the medium term than make-sell models, and allow suppliers to develop stronger relationships with their customers.

To successfully adopt and embed an approach such as the procurement hierarchy requires several fundamental steps:

> A corporate-level commitment to environmental targets, bought into company wide.

> A good understanding of what it is you actually purchase both historically, but also what you intend to purchase going forward.

> Carry out a Scope 3 baseline carbon footprint to help focus activities and understand the life cycle impacts of your purchases.

> Prioritise your effort to achieve the best balance between risk and reward. This may be determined by the amount you spend with a supplier, how ready for low-carbon supply the market is, or where the greatest risk is.

> Engage with the market. As highlighted earlier, low-carbon supply solutions do readily exist for some markets, but certainly not all. You need to engage with

“Many are still grappling with what net zero means in practice”

the market to explore ready solutions, or push for new, innovative solutions.

The supplier relationship is key here. Opening direct discussions with suppliers supports the collection of quality data to underpin procurement decisions, which can then feed into procurement strategies so future suppliers meet required sustainability/carbon criteria. Building stronger relationships with suppliers based on sustainability can help organisations drive good practice throughout their supply chain, having an impact far beyond their own organisation.

These procurement decisions cannot happen in isolation, however. For sustainable procurement to have the desired effect in reducing an organisation’s Scope 3 emissions, there needs to be a top-down, strategic company-wide approach that ensures that goods and services procured are used in the most effective (highest utilisation/lowest carbon) way and managed optimally when they reach their end of ‘first life’ (e.g. to be reused directly, remanufactured or at least recycled).

Decarbonising supply chains is key to helping achieve the global goal of keeping global warming increases to below 1.5C. Making smart choices over what to buy, whether to buy and where to buy it from has a hugely significant impact in addressing Scope 3 emissions, and moving to more circular business models and practices that help support low-carbon

operations throughout the supply chain.

And there really is no alternative to change at this point. Whether they like it or not, organisations have to get a handle on their Scope 3 emissions to have any hope of reaching Net Zero – there is no time for business as usual.

Alex is a Principal Consultant at Eunomia. He is a highly experienced professional working to promote a circular economy through sustainable procurement. Alex works with public sector programmes across cities, regions, national programmes and private sector companies to support a transition towards a low carbon, resource efficient economy.

Emma is a Senior Consultant at Eunomia and is a highly experienced responsible procurement professional. She works with clients to embed strategic and operational approaches to delivering on their environment, social and ethical aims through their procurement activity. www.eunomia.co.uk

JANE MOSBACHER MORRIS

ccording to Jane Mosbacher Morris, giving back is ‘the meaning of life’. It’s a sentiment that has shaped her career to date, from work in the US Department of State helping women fight terrorism, through the Secretary’s Office for Global Women’s Issues and the McCain Institute for International Leadership to, more recently, founding TO THE MARKET.

The latter was started in 2016 with the vision of democratising access to the global supply chain, while providing economic empowerment of women and minority

groups, protecting the environment and promoting businesses. In TO THE MARKET, Mosbacher Morris created a marketplace that connects local artisans with those that wish to purchase ethically and sustainably.

On establishing the business, she says: “We started thinking about how we could be the catalyst and elevate roles to be able to fully participate in the global supply chain.”

www.tothemarket.com

IN THE FAST LANE

Daniel Pontieri on the ideas, technologies and processes that have driven a significant procurement transformation at Grupo NC

WORDS TOM WADLOW

LANE

Fmore than 18 years’ experience in the trade – over 16 of those being spent with multinational giant GSK – he has built up a formidable pool of expertise in establishing business relationships to achieve supply chain and commercial goals and shape corporate strategies.

Pontieri has witnessed a tremendous amount of change along the way, not least in the field of digitisation, which has defined his tenure to date as Indirect Procurement Officer at Grupo NC, a multi-disciplined conglomerate consisting of several enterprises, including a market leader in Brazil’s pharmaceutical sector.

Pontieri is a problem solver by nature, and procurement offers the perfect profession to put these instincts into practice. “I enjoy working in this space because it lets you find alternate solutions to drive reduced costs and increased value, which helps to improve the gross margin and profitability of products and services,” he explains.

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insights, and solutions to manage their spend. Over the past twelve months alone, we have co-innovated hundreds of new capabilities with our BSM Community, setting the pace of innovation for the industry and helping businesses deliver real measurable value.

“In terms of problem solving, our role is all about identifying business opportunities and mitigating supply risks,” he continues. “This requires great skill in negotiating across everything you are involved in, and the ability to challenge a high-performance team to achieve above-expected targets and results on a daily basis.”

From steering new product introductions to handling due diligence activities in challenging negotiations with contract manufacturers, there isn’t much in the world of procurement that Pontieri is yet to encounter.

While at GSK, for example, he led procurement activities during the spin off process between the company and Novartis within Latin America. This involved implementing an optimum sourcing strategy and developing contracts to achieve compliance across different markets.

In Pontieri’s view, a key factor behind these successes is his innate ability to build quality-oriented teams and establish key relationships between procurement operations and internal and external stakeholders. “Procurement is now viewed as an essential strategic component of business which can add value and provide solutions to problems,” he states. “At the end of the day, it exists to improve company performance.”

“OUR ROLE IS ALL ABOUT IDENTIFYING BUSINESS

DRIVING DIGITAL PROCUREMENT

Pontieri joined Grupo NC in 2019, looking for a new challenge. He explains that several factors lured him to the company. “Firstly, it is one of the biggest pharmaceuticals and has held a leading position in the Brazilian market for over 12 years,” he elaborates.

“I also saw a challenge and opportunity to assess and enhance the current operating model with the adoption of technologies such as a P2P platform, along with automation solutions like RPA, AI and chatbots. The prospect of working within a family-owned business also provides a

different experience for me, where I can talk directly to the owners and key shareholders, who have placed faith in my ideas and embraced change.”

The improved operating model Pontieri refers to has taken on many new dynamics under his leadership. For example, the procurement team has been restructured by category and operates with a greater emphasis on performance analysis and management across KPIs such as purchasing cycle times, reducing costs through e-bidding applications, cost avoidance measures, negotiation times and more.

Technology has underpinned the trans formation, not least in the form of a new digital P2P platform which has delivered several commercial benefits. “When I first arrived, I diagnosed the company as 10 to 12 years behind where it needed to be,” Pontieri says. “We needed new peo ple with greater experience, as well as refined SLAs and processes to drive the meaningful change required.

“As a result, we were able to deliver a fast-track digital procurement implementation and integration with systems such as Coupa, SAP and Astrein – this has demonstrably improved our productivity and efficiency with things like faster PO approval flows,” he continues.

“Ultimately, it has empowered the team to do more with less, and the cost saving impact of our e-bidding applications delivered a return on investment after just nine months of implementation.”

use Coupa’s P2P platform to increase user adoption for indirect materials in Grupo NC,” says Pontieri. “The benefits of using this platform have been increased competitive sourcing in the marketplace, reduced purchase cycle times and the ability to meet compliance expectations for the entire purchasing process.

“In addition, efficiency has been improved with incremental cost reduction through the e-bidding applications like never before. Other improvements have been seen in making decisions around technology by reducing FTEs in the area, increasing customer adoption and experience and improving process reliability.

I expect that we’ll increase the strategic

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We help leading life sciences companies succeed. Working with us can help streamline lab ordering to reduce R&D bottlenecks with P2P and inventory. Our simplified usability for doctors, scientists and lab managers ensures on-contract ordering and prevents procurement delays, increases employee productivity, ensures quality is maintained and that projects are on time

with real-time shipping tracking. In this area lone customers can see a reduction in average PO processing time of 68% and close to 11 hours’ time saved.

We also enable companies to accurately measure their business spend and supplier risk with AIC and Risk Assess. By collaborating with us, customers can maximise the use of a structured and guided approach for purchasing goods and services, letting them drive visibility, control and compliance.

Here, we can help monitor third parties for risk and fraud, reduce back office redundancies by automating POs and invoice reconciliation, reduce the cost of business disruption as a result of poor supplier performance and track HCP transactions. As a result, companies can expect as much as $18.3mn in annual benefit from every $1bn spent.

“ Customers can see a reduction in average PO processing time of 68% and close to 11 hours’ time saved”

partnership so as to continue the accelerated digital transformation process with annual platform releases, internal resources certifications, collaborative work to develop new solutions and to contribute to sharing best procurement practices with other companies across the globe.”

The numbers tell their own story. So far, the digital transformation exercise has yielded year-on-year expenditure savings of 10%, with customers and staff also taking to the system positively –after five implementation waves over a period of nine to 12 months, all procurement employees are now onboarded and utilising it.

“We have developed an open mindset and new culture among our people, which for me has been one of the most important outcomes,” Pontieri continues. “This will allow us to continue benefiting from sharing knowledge and will help us to sustain the transformation process long into the future.”

INSPIRING HIGH PERFORMANCE

In a moment of reflection, Pontieri concedes, however, that a few hurdles will have to be overcome in order to build on the advantages gained to date. Retaining and finding the best digitally equipped procurement talent is an ongoing challenge, while keeping up with future

technology releases to continually improve key functionalities of the P2P platform will require constant learning, diligence and willingness to take risks. Extracting the true value from data is another key challenge. Here, Pontieri’s aim is to implement a big data lake so that key decisions can be based on quality data inputs. “Good decisions are much harder to make without the right information to underpin them,” he notes. “Data also underpins quality service for customers and helps us to create a better experience for the suppliers we do business with.”

Unforeseen challenges may also present themselves further down the line, al-

“IT IS ALL ABOUT CREATING A PROCUREMENT TEAM ENVIRONMENT WITH MOTIVATED PEOPLE WHO ACCEPT, ADAPT,

SIX though they are unlikely to be as unprecedented as the coronavirus pandemic that began in the first half of 2020. However, in relation to COVID-19, Pontieri and Grupo NC embraced the positives. The pandemic prompted an acceleration of its digital procurement transformation, driven by the necessity to adopt teleworking practices and conduct digital engagements with suppliers and other stakeholders.

There was also a heightened urgency to deliver cost savings amid inevitable financial pressures. Here, Pontieri and his team brokered bespoke supplier pricing deals and extended payment terms to help alleviate some of the burden from increased freight costs relating to materials purchased from Asia, Europe and the Americas.

Looking ahead, the major priority to deliver cost savings across key categories remains. “This will require developing

“WE ARE DETERMINED TO ACCELERATE OUR PROCUREMENT DIGITISATION JOURNEY

value creation projects to improve the technical capabilities of our purchasers, as well as collaborating closely with suppliers,” Pontieri adds. “We are determined to accelerate our procurement digitisation journey further and drive high performance within the team. Let’s take the speed of negotiations as an example. When I joined Grupo NC, supplier negotiations would typically take a month to complete – now, we have this down to a maximum of five days and are pushing for two to three days in most cases. The gold standard, and what I am ultimately aiming for, is to conclude negotiations within a matter of hours.” Hitting targets such as this will require all of the leadership skills and experience Pontieri has gained throughout his career. And as the conversation comes to a close, he considers a simple yet revealing question – what makes an effective procurement leader?

Pontieri replies: “It is all about creating a procurement team environment with motivated people who accept, adapt, learn and relearn quickly – this is critical if they are to react positively to business changes that lie ahead. The purchaser needs to be ready for new technologies and practices that will apply as per the new routine of procurement initiatives. But he or she must never forget that they themselves are the most important part of achieving the best solution.”

www.gruponc.net

I was born and raised in London, so it’s very much my ‘home town’. Growing up here meant it always felt like a rather small, manageable place, contrary to the sprawling metropole it actually is. But then I went away for a decade and got to rediscover that ‘big city’ of London from scratch on my return. As with all cities, London is ever-evolving. But, because it’s that old, aspects and elements of it all evolve at wildly different rates. I think that’s what makes it such a wonderfully charming – and easily my favourite – city on Earth.

BUSINESS

London doesn’t lack five-star hotels where one would traditionally envision business meetings, but these can sometimes feel stuffy. I prefer creative hub spaces that are great for networking with like-minded people in the tech or creative industries. The Ministry just south of the Thames and where Onvi was based for a while, is a fabulous space. Opened by the iconic Ministry of Sound, you’ll find yourself in an ultra-cool converted Victorian printworks where the meeting equipment is top-end and the friendly community vibe is real.

The Hoxton is another great choice, with three locations in key hubs around London. The coworking spaces are always welcoming, and you can feel the buzz in the air. The facilities are modern and well-spaced, and there’s also the option to stay in the hotel rooms for added convenience on a work trip.

THE HOXTON, SHOREDITCH

THE HOXTON, SHOREDITCH

THE MINISTRY THE PURCHASER MAGAZINE | ISSUE SIX

As a Londoner, I never had much reason to seek out accommodation in the city, apart from the odd treat when a bit of pampering was called for. That all changed when I moved out to West Sussex a few years back, and suddenly the overnight stay almost became a prerequisite of planning a night out. (As well as on the odd occasion when I miss the last train home and bed and board is a better deal than a long-haul taxi!).

Treehouse London is a unique find and a relatively new addition to the city. The interior is playful and intriguing, spanning the top floors of what looks like an unassuming office block. I love that it blends quirky and high-end right in the centre of the West End. You wouldn’t want to miss the 16th-floor rooftop lounge that offers a spectacular 360-degree view of London – fantastic for out-of-towners with limited time in the city. I’d also mention that the hotel is pet friendly, which is much appreciated for those who can’t bear to be away from their four-legged friends.

For ease of travel, The Standard in King’s Cross is one of the best situated with the Eurostar just a stone’s throw away. The Brutalist architecture is eye-catching, and for those interested in history, the building was once St Pancras Town Hall and eventually made a Grade II listed building in 1996. Come here for the cool vibes if you are looking for a bit of a night out.

Further east, I would recommend Leman Locke for those who prefer a home away from home. It’s a stylish aparthotel with impressive views of the city, fantastic services, and thoughtful amenities.

PRASK SUTTON Founder & CEO, ONVI

Tech-savvy Prask Sutton was born and raised in Brixton, London. He studied Physics & Astronomy and Computer Science at University College London, and then History & Philosophy of Science at the London School of Economics. After graduating, he developed a career in advertising, specialising in interaction design, over 17 years developing B2C apps and other digital solutions for international brands, such as EE, YouTube, Microsoft, Credit Suisse and Nike. He is currently Founder and Chief Executive Officer of Onvi, the leading mobile Order & Pay solution within the hospitality industry. In 2019, Prask featured in The Telegraph’s Tech Hot 100, the definitive list of the UK’s top entrepreneurs and most inspirational innovators at Britain’s fastest growing tech firms, ‘the men and women aiming to become tomorrow’s Zuckerbergs, Gates or Jobs with ideas that will transform our lives’.

EAT / DRINK

The dynamic hospitality scene in London is truly world-class, and this is one of the reasons that fueled my passion for working with the industry. One absolutely cannot come to London without visiting a pub. The Jerusalem Tavern in Clerkenwell is something of an institution and one of our finest – not to mention smallest! Despite its size, it still boasts a fantastic selection of beers and ales from the wonderful St Peter’s brewery. The atmosphere is truly a British experience with customers spilling out onto the pavement with a pint regardless of rain, hail or shine.

For wine drinkers, Vagabond is easily accessible across London. Its unique wine on-tap concept is a great way to indulge your curiosity and try new wines without the outlay of a whole bottle due to the self-serve (currently shifted to digital ordering due to Covid).

A more casual option to consider is

BOXPARK ’s vibrant Shoreditch branch. It plays host to a variety of London’s up and coming street food vendors and hosts live events under one roof – so there’s something for everyone. It’s also a short stroll from the City of London, so an easy option to grab a quick lunch.

THE JERUSALEM TAVERN

LEISURE

Leadenhall Market is steeped in history and stands as a real London icon, surrounded by modern offices. It’s the sort of place you can visit while on a work break or on your way elsewhere, but it’s definitely worth a detour to drink in its splendor.

For something a little unusual, many may not know about the Brixton Windmill , London’s last working windmill. I grew up around here, and it brings back nostalgic memories of playing there as a child. If you’re ever around Brixton for its excellent food and drink options, I’d recommend making a stop here for a spot of tranquility amongst the hustle and bustle. Tours have to be booked in advance

though and are pretty infrequent, so if you’re serious about getting up to the top, it’s not an impulse visit.

Finally, if you want to get away from it all, but don’t want to venture too far, I recommend visiting Nunhead Cemetery. I used to live in East Dulwich and we’d walk our dog here all the time. A cemetery may seem like an odd suggestion, I know, but it’s the most attractive of the great Victorian Cemeteries of London and a quick escape from the frenetic pace of the city. Climb to the top of the hill on the west side and you’ll be rewarded with beautiful city views and glimpses of St Paul’s Cathedral.

LEADENHALL MARKET

BRIXTON WINDMILL

NUNHEAD CEMETERY

G lo B al events calender

PROCURECON CPO CONNECT

16-17 NOVEMBER 2021

Virtual Event

CPOs and heads of procurement at the world’s biggest companies meet over two interactive days for a productive learning and networking experience.

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ENERGY, SUPPLY CHAIN & PROCUREMENT SUMMIT

08-09 NOVEMBER

Houston, Texas, USA

Where energy supply chain and procurement leaders can explore turbulent market dynamics and new technologies.

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ASIA PACIFIC PROCUREMENT CONGRESS

17-18 NOVEMBER

Virtual Event

An opportunity to challenge your thinking on how to cultivate leadership for sustainable, resilient growth.

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GWSCL 2021

25 NOVEMBER 2021

Virtual Event

The Global Women Supply Chain Leaders Awards 2021 is a celebration of women and achievement, honouring female executives and next generational leaders.

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DIGITECH21

9TH DECEMBER 2021

Manchester, UK

This technology and procurement summit for the public sector will include presentations, seminars and more intimate pre-booked master class style sessions.

> VISIT WEBSITE

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At Stroud & Clarke we believe in the power of storytelling to build brands, engage with audiences and inform the conversation. We produce creative content that provides insight, influences opinion and positions you at the forefront of your industry. stroudandclarke.com