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AXA JAPAN - DIGITALLY EMPOWERING INSURANCE www.gigabitmagazine.com

NOVEMBER 2018

INFOMART DATA CENTERS customer-centric digital solutions

Sun Life Financial

INNOVATING INSURANCE THROUGH TECHNOLOGY

maximising

digital

transformation CYRIL GARCIA ON BROADENING THE COMPANY’S GLOBAL FOOTPRINT

TOP 10

TECH SCHOOLS


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WELCOME

H

ello and welcome to the November issue of Gigabit Magazine. Technology is constantly transforming how companies operate on an ongoing basis and it’s vital that firms of all sizes embrace the latest technological changes. This month, we speak to Cyril Garcia from Capgemini on how to maximise digital transformation and provide it to a greater number of its customers through its new digital transformation line “Capgemini Invent”. Elsewhere in the issue, we heard from Mastek CEO, John Owen, to uncover how the company became a trusted partner for digital transformation programmes with government, BFSI, healthcare and retail sectors through allowing its engineers to develop creative solutions. He looks at how technology has changed the way his company oper-

ates and its effect on the wider industry. Plus, we have interviews with AXA Life Japan, Infomart Data Centres, Sun Life Financial, Global Switch, MauBank and FNB Fiduciary that provide an interesting insight into how companies are embracing new technology. Our interviews with these companies delve deeper into how each firm is approaching the digital technology era as well as the strategies they are currently utilising. Our Top 10 this month looks at the world’s top tech schools for technology and engineering and we also look at the upcoming events and conferences worldwide going into 2019 that you simply won’t want to miss! Enjoy the issue! Andrew Woods. andrew.woods@bizclikmedia.com

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CONTENTS

Capgemini maximising digital transformatIon

10 22

32 TOP10


50

AXA Life Japan Asia Pacific

78

OSRAM Opto Semiconductors Asia Pacific

96

FWD Insurance Asia Pacific


CONTENTS

112

University of Malaya Asia Pacific

Sun Life Financial Asia Pacific

126

SCT Group

Asia Pacific

140

Infomart Data Centers North America

140


Anaconda Mining North America

170

Wipro Americas North America

188 SigmaPoint Technologies

Wilsonart

North America

204 MauBank Ltd Africa

North America

Berkley Risk Administrators North America

220

232

244

FNB

Ecobank Transnational Incorporated

Africa

Africa

Atlas Mara Africa

260

272

284

Global Switch

City of Helsinki

Pandero

296

310

328

Europe

Europe

Latin America


In association with

Hosted by

Dr. Pixie McKenna

November 22ND 2018 // RDS Concert Hall


Categories IT BUSINESS LEADER AWARD

ENTREPRENEUR AWARD

TRAILBLAZER AWARD

DISRUPTOR AWARD

SECURITY LEADER AWARD

BREAKTHROUGH PROGRAMMER

DIGITAL TRANSFORMATION AWARD

RISING STAR AWARD

FINTECH LEADER AWARD

DATA SCIENTIST AWARD

BLOCKCHAIN LEADER AWARD

MENTORSHIP AWARD

Special Recognition Awards (Not open for nomination)

GRACE HOPPER AWARD

WOMEN IN TECH INITIATIVE

Meet the judges

Katia Lang

Co-founder, Disrupts Media Limited

Philip Konopik Country Manager Visa Ireland

Jules Coleman

Anne Ravanona

Co-founder & CTO, Resi

Founder & CEO, Global Invest Her

Gen Ashley

Founder, TECH(K) NOW | Director, Women Who Code

Joe Healy

High Potential Startups, Enterprise Ireland

Supported by

NOMINATE NOW

womenxtech.com

Dr. Bijna

Int’l Award Winning Strategy, Innovation & FS Exec


LEADERSHIP

Capgemini maximising digital transformatIon WRITTEN BY

10

NOVEMBER 2018

DAN BRIGHT MORE


11

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LEADERSHIP

12

Gigabit heard from Capgemini’s Cyril Garcia on how the Invent CEO is broadening the global footprint of the consulting giant’s new business line in its quest to bring vital digital transformations to more of its customers

NOVEMBER 2018

O

ver the past four years Cyril Garcia has led the global consulting business

Capgemini and is proud of his progress

towards building a stronger, sectorfocused, consulting asset. “We have found a way to build new groups, learn key approaches and offers and, in parallel, go back to growth. We have broadened our geographical presence, because we were very French, developing our business in Germany, as well as the UK and US, by driving the acquisition agenda.”


Allied to that acquisition agenda has

Garcia believes the welcome by–prod-

been the development of the compa-

uct has been how the Invent offshoot is

ny’s new business line Capgemini Invent.

now “truly credible in strategy” investing

Heralded as a way of ‘bringing to life

in data expertise and visionary design

what’s next’ for businesses seeking to

by forging unique alliances with the

transform, it aims to combine strategy,

likes of IBM and Adaptive Lab to offer

technology, data science and creative

deep sector knowledge across financial

design to solve the most complex

services, manufacturing and automotive.

business and technology challenges.

With clients asking for business and

Prompted by the rise of digital technol-

technology alignment, Capgemini Invent

ogies, and to meet the needs of its

works via a process where all deals, big

clients in a diverse range of market

or small, are handled with the business

segments, Capgemini has sought to

and CIO totally connected to enhance

beef up its operations capabilities.

innovation speed. “Our commitment to 13

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LEADERSHIP

14

“Basically, we are optimisers and strong in terms of making processes lean while reducing costs. We wanted to focus these skills on a new market where it’s all about innovation and speed and developing the rationale of defining new business and operating models” — Cyril Garcia, CEO, Capgemini Invent

Garcia remembers that with several of its competitors adding technology on top of their consulting base, Capgemini needed to develop its own ecosystem to offer a strategic environment for its customers: “We had this fantastic asset, not far off 1 billion Euro, so it was important to make a clear pledge to this new segment of business transformation and help companies with their innovation and business reinvention with Capgemini Invent.” The Capgemini Invent business line already has a 6,000+ strong team in 30 different offices and 10 creative studios across the globe. How difficult has it been to restructure internally to make this happen? “We recently celebrated 50 years as a business (with its

innovation became very serious when

beginnings in Grenoble) at an event in

we made the acquisition of Fahrenheit

Geneva where our CEO Paul Hermelin

212 and discovered there was a true

outlined the importance of Capgemini

market for people who want to invent

becoming a leader for leaders,” reveals

new products and new services.

Garcia. “To do that we need to have a

Basically, we are optimisers and strong

consistent global portfolio, instead of

in terms of making processes lean while

villages and tribes of portfolio every-

reducing costs. We wanted to focus

where in the world, and we need to

these skills on a new market where it’s

be more credible. And so, there were

all about innovation and speed and

decisions that had to be made. The

developing the rationale of defining

word restructuring is a little strong

new business and operating models.”

because it’s more about a new way to

NOVEMBER 2018


CLICK TO WATCH : ‘CAPGEMINI INVENT’ 15 articulate the various skills we have in

connected with our stronger mission

the group, and give them a single objec-

of making and scaling. And that’s what

tive, which is, let’s invent what’s next,

we are currently setting.”

or define what’s next for our clients.” Now Garcia’s goal is to concentrate

So how does a longstanding client relationship with the likes of Airbus

on a third dimension of what comes

work and how might it change as

next. He believes that in aiming to strike

Capgemini redefines its strategy?

a balance between strategy and service

“There are two situations,” explains

the client will tell you what is important.

Garcia. “In phase one a client might

“Today we are credible in what we deliver.

need to have a prototype, or a Minimum

Over the last five years, particularly in

Viable Product (MVP), so that’s our

the UK, we’ve done great things around

first challenge. How can we be more

IT implementation and transformation.

credible, more than the business

The problem is that our consulting

case and the business plan and bring

strengths and asset was not so well–

elements of feasibility to phase one? w w w.gi ga bi t ma ga z in e. com


LEADERSHIP

We aim to bring value with our mobility platform. For example, we have designed the principle and the architecture to implement a virtual key for the car rental business. We deliver a recommendation, an architecture, a prototype or an MVP, and are able to provide a convincing base for the client to scale it and then switch to phase two as a partner.” However, as highlighted by a recent Capgemini Research Institute report (‘Augmented and Virtual Reality in Operations: A Guide For Investment’), the skills gap is an issue. It found that 82% of companies currently implement-

16

“Working in close collaboration with our clients, Capgemini Invent applies a spirit of innovation to bring to life ‘what’s next’; orchestrating meaningful change across every facet of their business in an agile way to drive continuous growth” — Cyril Garcia, CEO, Capgemini Invent

NOVEMBER 2018

ing AR/VR say the benefits are either meeting or exceeding their expectations. But a shortage of in-house expertise and insufficient back-end infrastructures were proving significant barriers to growth. Garcia admits where the industry is at today can be hit and miss, but argues Capgemini can prove feasibility. “For example, a client might ask us to help them build a bank in a year — this is end– to–end transformation. We achieved this with Orange Bank by offering a strong connection between all of the key elements: consulting, technology, architecture and design.”


Capgemini Invent Six Integrated Practices Innovation and Strategy to help envision change across organisations, helping to imagine, design and build the products, services, and business models of the future.

Customer Engagement to help businesses deliver value at every interaction, transforming the relationships they have with customers to drive business transformation.

Future of Technology to help businesses capture the possibilities of emerging technology by creating tailored solutions for every type of business and sector. 17

Insight Driven Enterprise to utilise advanced data analytics, AI and automation technologies to drive financial excellence and enable strategic and real-time business decision-making.

Operations Transformation to help create smarter businesses by reinventing their supply chain, asset management and operational processes, to ultimately increase productivity and reduce time to market. People and Organisation to help businesses master transformation, and prepare for the future of work, by developing the culture, workforce and skills they need for holistic business success in the digital age.

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LEADERSHIP

18 Capgemini also continues to advise

Garcia jokes he’s an old man and

on strategy for operations, offering

recognises it’s always a challenge to

what Garcia believes is a key ingredi-

introduce a culture of innovation with

ent to success: the ability to foresee

larger clients who have more of a

the business changes behind a given

legacy structure but believes in the

technology innovation.

generational impact within Capgemini

“We’re looking at the future of 5G,”

Invent which can meet market expec-

he continues. “We want to be the

tations. “Now we have demonstrated

master in terms of what is behind the

we are back on track with double-digit

5G revolution because the advisory

growth, people said, ‘Okay, what’s next

business is evolving and you not only

for us? What is our future? What is

need technological components,

our perspective of the market moving

but the ability to read the business

forward? What can we do better?’

impact and respond to the digital

And so, I think we will achieve positive

transformation requests of clients.”

change by managing those two

NOVEMBER 2018


elements of pressure - internally and

encourage its clients to embrace

from the market.”

innovation, Capgemini Invent has

According to another recent report

built a series of hubs in London, Paris,

by the Capgemini Research Institute,

Munich, New York and San Francisco.

despite huge investments in digital

Garcia believes these Applied Innova-

transformation initiatives, set to exceed

tion Exchanges (AIE) are the perfect

$2 trillion by 2021, organisations today

vehicle to stimulate decisions around

feel less equipped with the right

innovation.

leadership capabilities than they were

“What is a proper decision around

six years ago (45% in 2012 compared

innovation?” he asks. “It’s not about

to 35% in 2018), while less than half still

admiring the robots and the impact of

feel they have the right digital capabili-

AI. It’s just processing the right conver-

ties to advance their transformations

sation with the clients. What is the

(39% in both 2012 and 2018). So, to

business behind this innovation for your company? We have the network

“Throughout our journey to design and implement our innovative global skywise.connect platform, Capgemini has been a trusted partner, providing robust telecom expertise to shape our connectivity vision” — Stephane Bronoff,, Connectivity Enterprise Architect at Airbus

and Fahrenheit 212 brought us the methodology to trigger the right conversation and focus on the business execution and reflection about what can be the new business model behind that across a range of sectors. In Munich we are dedicated to automotive where we think about the links and the new business model between automotive and insurance. The AIEs in the US are very focused on CPRV as well. We need these spaces to articulate the physical vehicle and have the right place to discuss the methodology.”

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19


December Dubai, United A ABOUT HITEC Hospitality Industry Technology Exposition and Conference (HITEC®) is the world’s largest hospitality technology exposition and conference brand. HITEC Dubai 2018, co-produced by Hospitality Financial and Technology Professionals (HFTP®) and Naseba, will feature 30+ speakers, 500+ hospitality stakeholders and 50+ solution and service providers. The show will give Middle East buyers currently worth over USD 75 billion, access to global top solution providers in hospitality market, through a top-notch education program planned by the expert HITEC Dubai Advisory Council, as well as an exhibition debuting the latest in hospitality technology, and a summit with one-to-one business meetings.

5

Ho Stak

www.hitec.org/dubai Amir Abdin | Marketing Manager | amirabdin@naseba.com | +97144557920


r 5-6, 2018 Arab Emirates

500+

ospitality keholders

40+

30+

Solution and service providers

Industry expert Speakers


TECHNOLOGY

22

NOVEMBER 2018


n e w O s n s h e o J n i EO bus r for C ek the rtne rot s a how d pa n p M ith red uste atio FSI, y w et cove a tr form t, B rs b ild m We d dis ome trans nmensecto to bu an s bec gital over etail eers ha ile di with g nd r ngin ag ms are a its e s gra althc ering ution he pow e sol em ativ cre WR

IT T

EN

BEN BY

M

CE N U O

R

s r e k m r e o f t s s n a a r t l M a t i g i d

w w w.gi ga bi t ma ga z in e. com

23


TECHNOLOGY

How has your career experience to date empowered you to deliver in your current role as CEO at Mastek? “I’ve worked for startups, venture capital companies, global blue chips like Raycore and then Northern Telecom, Hewlett-Packard and Sirco. There are always opportunities when markets go through structural change. I’ve seen the switch to the paperless office, then from data communications to networking and the transition from fixed-line telecoms to mobile. We went from analog to digital technologies and from 24

building networks ourselves to buying the service. I’ve worked in services, software and hardware at companies large and small, experiencing how difficult it can be for incumbents to change. Look at what happened to Nokia and Ericsson who once dominated the mobile phone market… I aim to harness the energy, the focus and the accountability of a small company, but with the reach, the security and the brand of a large company, taking on the difficult task of blending those two into the perfect operating model for our customers so they can avoid being locked in the downward spiral of an outdated business model.” NOVEMBER 2018

John Owen, CEO, Mastek


Could you give an overview of how Mastek can help organisations with digital transformation? “IT was once dominated by established players like Emphasis, Wipro, HCL and TCS, who compete on an economy of scale, but in a digital world, it’s not about the cost of the inputs, it’s about the time to the outcome. In the digital world, the project is rarely about cost displacement being driven by the back office. Digitally, we’re all about transforming the business in the front office to customers to shareholders to suppliers to the regulator - that change

25

digital world, every delay, every issue

Tell us about the philosophy you’ve attempted to build at Mastek during your time at the helm?

is also transparent to your stakehold-

“We couldn’t compete in the old world of

ers. For us embracing digital is about

this race to the bottom… What we do

quality and speed as we support our

have is residual value in our architects

engineers to deliver capability,

and engineering excellence. We

capacity and judgment.”

respect, trust and reward our engi-

is very transparent. We’re all tech savvy with smartphones and in the

neers, empowering them to invent and make things better. They don’t just go to work to follow a tick box exercise… It’s where I think the IT world was going with more junior people simply following processes to drive costs down, who weren’t being encouraged to think, to explore, to challenge and be curious.” w w w.gi ga bi t ma ga z in e. com


TECHNOLOGY

Do the majority of your clients realise IT needs to be at the forefront of their thinking? Where do you think that balance lies today? “Most board members didn’t build their careers by being tech savvy but I think they’ll get there. The way we

own homes is radically different to

Do you see companies like Mastek taking a pivotal role with their position in the market becoming ever more important?

where the public sector delivers

“We’re pragmatic… Mastek delivers

services with a manual process at

digital solutions for customers based

their convenience, like the Post Office.

on their problems. I don’t think we’re

We’ve opened a Pandora’s Box with

thought leaders who are going to

technology and it’s going to become

shape the market. However, the market

as important as financial acumen is

has a responsibility to undersell and

today. Leaders will need to look

over deliver but for the past 30 years

beyond the numbers and also know

it’s been the opposite. Many in

the digital footprint of their business

boardrooms today probably have

to run it well. However, many still view

|a track record of failed IT projects, be

tech as a separate function, yet with

it in government or the commercial

successful companies it’s the core of

sector. I think we as an industry have

the business. Look at the impact of

a duty to bring in technology in

Amazon… A technology company

a responsible way, because it is going

engaging with customers via a digital

to have a social impact, there’s no

interface which will allow them to

doubt about it. The regulators have a

diversify into banking, insurance…

deeper role to play because the wider

They are driving change so compa-

introduction of digital technologies will

nies really should start to look at

be so profound it’s going to have both

technology in a different light.”

positive and negative consequences.”

interface with customers and shareholders, share information and transact 24/7 in the comfort of our

26

NOVEMBER 2018


What is the key short-term objective for Mastek?

good at what we do (Mastek has

“Digital is an opportunity-rich market

of revenue growth) and we’re quite

where companies are realising they

selective about who we work with -

need to spend as much on their

represented by the fact 90% of our

digital footprint as they do their

revenue comes from repeat custom-

traditional footprint, be it offices or

ers. The next phase is learning how

shops etc (exemplified by Mastek’s

to capture that and sell to those who

partnership with Morrisons). We’re

haven’t encountered us before.”

enjoyed nine consecutive quarters

“Digitally, we’re all about transforming the business in the front office to customers to shareholders to suppliers to the regulator - that change is very transparent” — John Owen, CEO, Mastek

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27


TECHNOLOGY

Can you give us some insight into how you go about building customer relationships and keeping them? services. Although we’re in digital, at

How much has the new age of tech – from blockchain to advanced analytics – disrupted the service you’re able to offer your clients? How do you see that developing over the next few years?

the end of the day, we’re an IT services

“Particularly in the corporate world,

company. We don’t own any IP… It’s

things move slowly… The confidence

about how we attract and configure

in deploying blockchain is low. We

the right talent to almost run itself. The

know how to build it if we were given

way we drive productivity gains for our

a project but many companies are

customers, there’s no silver bullet, it’s

hesitant to go down the blockchain

so unique nobody else could do it. Our

road right now because of the

great delivery track record is because

government’s model and its trans-

our technology doesn’t deliver to the

parency - it would be bleeding edge

quality of scale but has a profound

for them, though the principles are

business impact on our customers

strong. Mobility and the move to

which is something we’ve branded

cloud are core trends and that’s now

Mastek 4.0 where our engineer’s North

the mainstream. It’s easy to say,

Star is the customer’s agenda.”

‘Let’s go to the cloud’ but from an

“You’ve got to be pragmatic with IT

28

architecture perspective, be it going to Azure, AWS or even the Oracle client, it’s not as straightforward as just writing new software. Automation will be key - machine to machine learning and then moving into artificial intelligence. It’s early days, but I believe it’s going to have a more profound impact than blockchain. If you look at it from the perspective of the Indian tech world around 50% of jobs will be redundant in the next three NOVEMBER 2018


of that is down to highly skilled engi-

Where is Mastek today and what are your goals for the future?

neers being given repetitive, mundane

“We’re proud of the way we’re

jobs. That’s what automation was built

building confidence with our

for… We’re using it to unlock our people

employees - they can see Mastek

to have space to think and architect

has a bright future. We’re financially

sophisticated solutions to complex

strong and not only will we grow

problems where there’s a profound

organically, but we’ll accelerate this

impact for the enterprise if you get it

through M&A activity; we have the

right, or wrong.”

funds to do that. Our investors are

to five years through automation. Much

a lot more confident in Mastek than

“We aim to be easy to do business with and predictable. That’s why we hunker down to those three core markets, India, the UK and the US, focused on being an engineering company. I don’t think the industry needs more thought leadership but it does need good engineers” — John Owen, CEO, Mastek

they were historically, because we’re building predictability into both our business and financial performance while retaining the confidence of our customers (Capita has been a valued customer for over 20 years), because we are delivering on our milestones and viewed as a trusted partner. We aim to be easy to do business with and predictable. That’s why we hunker down to those three core markets, India, the UK and the US, focused on being an engineering company. I don’t think the industry needs more thought leadership but it does need good engineers to build digital solutions on time, on budget, and at that enterprise-grade quality.”

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29


T O P 10

32

NOVEMBER 2018


Top10

33

technology schools worldwide

Gigabit examines the world’s top 10 universities for technology and engineering, as ranked by Quacquarelli Symonds (QS), a worldwide education evaluation publication. WRITTEN BY

HARRY MENEAR

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T O P 10

10 34

Tsinghua University Located in Beijing, and a member of China’s elite C9 league of universities, Tsinghua is a state-owned institution, currently with 36,000 attendees. Established in 1911, in the wake of the Boxer rebellion, the school initially functioned as a preparatory school for Chinese students intending to study in the United States. Now, Tsinghua is one of China’s leading research facilities, championing Tsinghua graduates by funding startups through its venture capital firm Tsinghua Holdings. According to the South China Morning Post, the firm backs “investments in areas spanning mobile internet, cloud computing to nuclear energy, waste water treatment and medical services” and provides special consideration and support to its alumni.

www.tsinghua.edu.cn

NOVEMBER 2018


09

35

University of Oxford The oldest university in the English-speaking world, the University of Oxford is comprised of 44 colleges, hosts the largest library in the country, and is attended by 22,000 students. Oxford’s reputation in the sciences is such that, according to Times Higher Education, if its school of sciences separated from the university of the whole, it would remain a top ten university worldwide. Similarly to Tsinghua, students of science, technology, and engineering at Oxford have post-graduate access to university-owned institution, Oxford Innovation, which “has spun off 150 businesses and files more patents than any other UK university.�

www.ox.ac.uk

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T O P 10

08 36

The University of Tokyo Established in 1877, according to QS, the University of Tokyo is among Japan’s most prestigious academic institutions. “In 2011, the university was ranked second in the world behind Harvard for the number of alumni in CEO positions at Fortune 500 companies.” The univer-sity is attended by over 27,000 students. U-Tokyo’s post-grad technology courses focus primarily on Information Technology, stating that its program is working to “lay the foundations for core science and technology in the field of informatics, while at the same time forging a base for international exchange in cutting-edge information science and technology.”

www.u-tokyo.ac.jp

NOVEMBER 2018


37

07

The National University of Singapore The National University of Singapore is the country’s flagship university, emphasising an Asian perspective across a “broad-based curriculum underscored by multi-disciplinary courses and cross-faculty enrichment,” according to QS. The University’s Master of Science degree is currently focused on marrying Research and Development with market and consumer applications. Also, QS reports, the University’s latest research focus is to use data sciences, optimisation research and cyber security to support Singapore’s Smart Nation initiative.

nus.edu.sg

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T O P 10

06 38

Imperial College London Founded in 1907, Imperial College London is unique within the United Kingdom, being the nation’s only public research university focused entirely on science, engineering, medicine and business. ICL is one of the most diverse universities in the world, with 59% of its 16,000 students originating from outside the UK. According to Russell Group, ICL “achieved one of the best results in the most recent assessment of research quality in UK universities: 46% of its research was rated world-leading, with a further 44% rated internationally excellent.”

www.imperial.ac.uk

NOVEMBER 2018


05

39

Nanyang Technological University Founded in 1981 as the Nanyang Technological Institute (renamed the Nanyang Technological University in 1991), NTU is the youngest university in the top ten. QS has ranked it first on its list of best young universities for five consecutive years. The university is attended by 33,000 students and, according to QS, offers engineering, science, business, humanities, arts, social sciences, and education, and has a joint medical school with Impe-rial College London. The NTU has been ranked as the top university worldwide for Artificial Intelligence, and “has partnerships with the world’s leading technology companies such as Alibaba, Rolls-Royce, BMW, Volvo, Delta Electronics, and Singtel.�

www.ntu.edu.sg

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T O P 10

04 40

ETH Zurich - Swiss Federal Institute of Technology Established in 1855, as the Federal Polytechnic School, ETH Zurich is Switzerland’s premier research institute of Science and Technology research. 18,000 students attend ETH Zurich, and the institute counts 20 Nobel Prize winners among its alumni. According to QS, “education at ETH Zurich is more about theory than its practical application, and most degree programs contain mathematical training.” Additionally, the university is in the process of opening a Robotics and Mobility hub, in order to further its research into selfdriving transportation and support graduate spin-off projects.

www.ethz.ch

NOVEMBER 2018


03

41

University of Cambridge Comprised of 31 colleges, many located in listed buildings along the River Cam, the University of Cambridge plays host to over 18,000 students. Founded in 1209, Cambridge is the fourth-oldest university in the world. The university’s Technology department plays a central role in the Cambridge Cluster, which is now “Europe’s largest technology cluster,” according to a University press release. 57,000 people are employed in the Cluster, which generates an annual revenue of $17 bn. Currently, “more than 1,000 IP licensing, consultancy and equity contracts are … under management by Cambridge Enterprise, the University’s commercialisation group.”

www.cam.ac.uk

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T O P 10

02 42

Stanford University Located between San Francisco and San Jose, Stanford University was established in 1885 by California senator Leland Stanford and his wife, Jane, according to QS. The university is in the center of Silicon Valley, and has strong links with tech giants Yahoo, Google, and Hewlett-Packard, all of which were founded by Stanford graduates. The university also works in tandem with the Stanford Technology Ventures program: an associated body of professors working from the Stanford technology park. The program provides Stanford technology students with expertise, advice, and funding in order to support spin-off companies by graduates and students.

www.stanford.edu

NOVEMBER 2018


01

Massachusetts Institute of Technology

43

Founded in 1861, the Massachusetts Institute of Technology (MIT) has grown into the preeminent university for technological education and research in the world. According to QS: “MIT researchers are at the forefront of developments in artificial intelligence, climate adaptation, HIV, cancer, and poverty alleviation.” Past breakthroughs and discoveries at the Institute also included “the development of radar, the invention of magnetic core memory and the concept of the expanding universe.” Currently, MIT is investing in the future of low/ neutral carbon energy. The MIT Energy Initiative is working in the fields of “carbon capture, utilization, and storage; electric power systems; energy bioscience; energy storage; materials in energy and extreme environments; advanced nuclear energy systems; and solar energy” to “develop deployable solutions that can meet global energy needs sustainably.”

www.mit.edu

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November 22nd, 2018 Manama Bahrain

www.blockonconf.com

info@bahrainfintechbay.com


BlockOn is a BlockChain & Cryptocurrency Platform to for corporate incubation projects consisting of seminars incl. panels, keynotes and fireside chats accompanied by roundtables and demos to and from the Blockchain community. A platform that aims to provide knowledge exchange, foster synergies among market players to find solutions, and implement & promote best innovative Blockchain practices in a collaborative, open and transparent manner.

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EVENTS & A S S O C I AT I O N S

The biggest industry events and conferences WRITTEN BY ANDREW WOODS from around the world

28–29 NOVEMBER

SaaS North

[ OTTAWA, CANADA ] 2018 marks the third year of this premier event and we’re excited to bring

05–08 NOVEMBER

46

the best in SaaS back to the Shaw

SaaS Monster

Centre in Ottawa. This year’s pro-

[ LISBON, PORTUGAL ]

gramme, speakers and networking

SaaS Monster is the world’s largest

opportunities promise to connect you

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with the best opportunities to grow,

10,000 CIOs and CTOs, buyers and sell-

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bringing together world class SaaS

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NOVEMBER 2018


05–06 DECEMBER

HITEC Dubai 2018 [ MADINAT JUMEIRAH ] Hospitality Industry Technology Exposition and Conference (HITEC®) is the world’s largest hospitality technology exposition and conference brand. HITEC Dubai 2018, co-produced by Hospitality Financial and Technology

08–11 JANUARY 2019

Professionals (HFTP®) and Naseba,

CES

will feature 30-plus speakers, 500-

[ LAS VEGAS, UNITED STATES ]

plus hospitality stakeholders and

The Consumer Electronics Show

50-plus solution and service providers.

(CES) is the world’s gathering place for

The show will give Middle East buyers

all those who thrive on the business of

currently worth over $75bn, access to

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expert HITEC Dubai Advisory Council,

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est in hospitality technology, and a summit

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sumer Technology Association (CTA),

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it attracts the world’s business leaders and pioneering thinkers.

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47


EVENTS & A S S O C I AT I O N S

04–08 MARCH 2019

RSA Conference 2019 [ SAN FRANCISCO, UNITED STATES ] RSA Conference is one of the biggest

48

25–28 FEBRUARY 2019

Mobile World Congress

IT security conferences in the world, with 2019’s main event taking place in

[BARCELONA, SPAIN ]

San Francisco.

The GSMA Mobile World Congress is

Attendees can expect to learn about

the world’s largest exhibition for the

the latest cybersecurity developments

mobile industry, incorporating a

in expert-led sessions, inspiring key-

thought-leadership conference that

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features prominent executives repre-

also demo innovative products and

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manufacturers, technology providers,

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and empowered global community.

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NOVEMBER 2018


25 APRIL 2019

04–06 MARCH 2019

AI and Big Data Conference [ OLYMPIA, LONDON ]

Gartner Data & Analytics Summit

The AI & Big Data Conference & Exhibi-

[LONDON, UK ]

the Olympia Grand, London and is a

In this world of ambiguity characterized

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49


50

How AXA brings technological innovation to insurance in Japan WRIT TEN BY

DA LE BENTON PRODUCED BY

A LE X PAGE


A S I A PA C I F I C

51

w w w.gi ga bi t ma ga z in e. com


A X A L I F E J A PA N

With Ambition 2020, AXA Life Japan looks to transform insurance services through technological innovation

O

n the ever-evolving world of financial services and insurance, technology continues to steer the industry in new

and often unprecedented directions. How a company embraces this rapidly expanding marketplace is a 52

task facing many all over the world. For AXA, providing insurance and asset management services for more than 30 years, innovation has been and will always remain firmly at the heart of everything the company does. It is a core value to the business and has played a crucial role in establishing AXA as a global leader in insurance and asset management. In June 2016, the company announced its Ambition 2020 strategic plan as it looks to continue to meet and exceed its customers’ rapidly evolving needs and grow in a challenging economic climate. The bottom line of this transformation is simple: to further its growth and accelerate its transformation to best serve its expansive customer base. “The defining factor of our ambition is to be better at helping our customers by providing greater power to them in order for them to live a better life,� says NOVEMBER 2018


A S I A PA C I F I C

53

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A X A L I F E J A PA N

Hervé Le Hen, Chief Operating Officer

exceed what is expected of a modern-

(COO) at AXA Life Japan. “Particularly

day insurance provider. He feels that

here in Japan, we want to become

technology has started and will

customer vigilant, thus leading this

completely redefine the insurance

ambition to become a facilitator for our

and asset management industry, and

customers, leveraging both human

that it is important for AXA to under-

interaction and technology.”

stand and combine the best of both

Having worked with AXA for over 20 years, both in France and in Japan,

emotional connection coupled with

Le Hen has seen first-hand the trans-

technological innovation to provide

formative and truly disruptive role that

convenient and consistent services.

technology has played in the insur56

worlds –human interaction for the

As a company that has always placed

ance space. Most importantly, he has

innovation firmly in its strategy, AXA has

learned how companies have to react

very much always placed a great deal

in order to continue to deliver and

of time and investment into its IT and

“The defining factor of our ambition is to be better at helping our customers by providing greater power to them in order for them to live a better life” — Hervé Le Hen, Executive Officer and Chief Operating Officer

NOVEMBER 2018


A S I A PA C I F I C

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

Hervé Le Hen Hervé Le Hen is currently COO & CIO at AXA Life Japan and member of AXA Life Japan ExCom and Group IT Forum. Following his Master’s Degree at Ecole Supérieure d’Electricité, Paris, Le Hen worked from 1991 for 10 years at several management positions in AXA Global IT Organization. Then he moved to AXA France and worked there for another decade holding the CIO position for several lines of business (Life & Savings, P&C retail and Corporate). He successfully crafted and orchestrated cutting-edge programs to design and deliver the AXA France Individual Life Information system, reengineer AXA France P&C claims operating model and platform, and deliver a full omni-channel new business platform for motor insurance. In 2013, Le Hen moved to the Corporate Center as Group Life & Savings CIO where he setup and actively promoted a collaborative L&S IT community, fostered sharing of competencies, knowledge and best practices. With some pilot entities, he led programs to co-design and deliver Group shared business assets. Since 2014, Le Hen has been based in Tokyo, where he is in charge of Customer Service, IT, Project & Portfolio Governance, Operational Resilience and Information Security.

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57


FSI Organizations Need to Deliver on New Customer Experience, Not Products “the customer is always right.�

Microsoft enables digital transformation for the era of an intelligent cloud and an intelligent edge. Its mission is to empower every person and every organization on the planet to achieve more.

Connie Leung,

Senior Director, Financial Services Business Lead - Asia, Microsoft


There is a saying that goes “the customer is always right.” Customers obviously prefer to deal with their businesses of choice that assure both good service and products. This is especially true with the FSI industry, where beyond smart investments and transactions, customers build long-term, trusted relationships with their preferred banks or insurers. According to our latest study, “Unlocking the Economic Impact of Digital Transformation”, organizations that have embraced digital transformation are seeing business improvements, especially in increasing customer acquisition rates. By 2020, for example, respondents expect an additional 70% improvement in customer acquisition rates. However, digital transformation goes beyond digitization of existing products and services. Any implementation needs to make sense for customers at the end of the day, whether increasing convenience, or empowering customers with more visibility and choice of products. FSI organizations need to move from selling products to offering solutions, and by re-imagining new business models with speed and agility. Simply doing what has proved to work in the past is not acceptable in the new digital era. What we are seeing today is a shift in mindset, where addressing customers’ needs is now a priority. More than half the FSI organizations (55%) polled highlighted that they will be focused on transforming customer service and support this year as part of their digital transformation initiatives. In addition, FSI organizations are concentrating on measuring customer advocacy as one of their top KPIs. The question is then about how

business leaders can adopt an effective digital transformation strategy to better serve customers. The answer could lie in the volume of data available within their organizations today. The Future of FSI Organizations in Asia Pacific Hinges on Data

Digitalization of FSI services should focus on turning the customer journey into something personal, rather than utilitarian. Financial services should work seamlessly as part of the lifecycle of a transaction. It should be an end-to end journey, from transacting on mobile devices, understanding customers’ financial status through self-service analytics tools, to interacting with financial consultants. A customer can receive personalized offering developed from artificial intelligence (AI) tools to meet specific financial goals, rather than a cookie-cutter plan. All these can be enabled with the smart use of data. Today, organizations need to ensure they have a three-step data strategy to develop a new generation of customer experiences and solutions: Step 1: Collection of Data FSI organizations first need to evaluate whether they have a data strategy in place to make the most sense of existing data, both internal and external, to develop real-time insights

about their customers Step 2: Optimization of existing products and services with data

Leveraging data and advanced data tools such as big data analytics, machine learning and even AI, organizations can improve products and services for the customers and to deliver optimised and personalised financial services through digital channels. Step 3: Creating new experiences and solutions Ultimately, customer behaviour data should provide feedback to the data insights to help continuously create new experiences, services and solutions for the digital customers. For example, smart banking, intelligent consulting and even enabling open banking APIs for organizations and fintech institutions to collaborate in developing a new generation of products. Data is already enabling Sumitomo Mitsui Banking Corporation (SMBC) to enhance their customer experience with Microsoft Cloud by developing chatbots for personalized and interactive service delivery. The organization notes that its collaboration with Microsoft has enabled it to build an AI system that generates learning data, helping constantly improve service efficiency.

FIND OUT HOW FSI ORGANIZATIONS CAN EMBRACE DIGITAL TRANSFORMATION


A X A L I F E J A PA N

“Once they can understand how we can better leverage technology to continue to grow and better serve our customers, then we can challenge the way we work even more which in the long run will allow us to become more efficient as one unified team” 60

— Hervé Le Hen, Executive Officer and Chief Operating Officer

technology capabilities. But as Le Hen

In order to drive innovation, part of

notes, with the pace of change across

AXA’s ambition will see the company

the industry even AXA has had to

look internally within the business and

redefine its own IT infrastructure.

reassess where more investments and

“Industry wide, IT was still perceived as simply a cost centre. We have to immerse and invest in IT, because

greater efficiencies can unlock further value as the company grows. “We want to become a tech-led

that’s how we run our own business,”

company and a data-driven company

he says. “Traditionally there has been

and so IT has had to take a seat at the

product development and service to

table because without it, it would be

customers, two separate elements that

very difficult to drive any form of

were never truly aligned. This is what

transformation,” says Le Hen.

needed to change.” NOVEMBER 2018

Such a seismic shift in the percep-


A S I A PA C I F I C

CLICK TO WATCH : AXA INFOGRAPHIC VIDEO 61

tion and valuation of IT is felt industry

business and drive transformation,”

wide and in order to fully embrace

says Le Hen. “This requires a new

and harness this, communication and

operating model and for us to adopt a

collaboration will be essential. After all,

more agile business mindset to leverage

for some this shift is tearing up the

technology and to drive innovation.”

traditional ways of working, which in itself can cause a challenge.

As it moves away from its traditional function as a mere cost centre, now

This is where AXA looks within to

better enabled by a new, agile operat-

internalise, develop and reward key

ing model, AXA’s IT role now operates

expertise within the business. “This is

alongside distribution, marketing, finance,

especially true regarding new technolo-

HR, compliance and customer service

gies, but we also look and examine our

as one unified service in order to deliver

capabilities to better understand our

the most efficient and optimal solution. w w w.gi ga bi t ma ga z in e. com


The insurance industry is facing unprecedented opportunities and challenges in the digital era Deloitte’s insurance group brings together specialists from actuarial, risk, operations, technology, tax and audit. These skill sets, combined with deep industry knowledge, allow us to provide a breadth of services to life, property and casualty, reinsurers and insurance broker clients.

www.deloitte.com/jp Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited (“DTTL”), its global network of member firms, and their related entities. DTTL (also referred to as “Deloitte Global”) and each of its member firms are legally separate and independent entities. DTTL does not provide services to clients. Please see www.deloitte.com/about to learn more.

© 2018. For information, contact Deloitte Tohmatsu Consulting LLC.


A S I A PA C I F I C

AXA GROUP

€98.5bn Approximate revenue

1985 Year founded 160,000 The approximate number of AXA employees

“In order to achieve that we have to

Since its very first day, AXA has

educate our business partners and help

provided only the very best service

them to fully understand how and why

as well as insurance and asset manage-

technology is transforming the world

ment products to its customers. The

we and our customers live in, the market

insurance customer of today is not the

we operate in and how it is transforming

same as that of 30 years ago. With the

our competitors,” says Le Hen. “Once

incredible growth of technology and the

they can understand how we can better

disruptive effect it will continue to have

leverage technology to continue to

on all areas of life, customers of today

grow and better serve our customers,

have more access to information than

then we can challenge the way we work

ever before. This, Le Hen feels, creates

even more, which in the long run will

a whole new level of demand particu-

allow us to become more efficient as

larly in a challenging environment with

one unified team.”

prolonged low interest rates and an w w w.gi ga bi t ma ga z in e. com

63


A S I A PA C I F I C

CLICK TO WATCH : DEFINING AGILE AT AXA 65

increasingly aging population. “The insurance customer first and

that is defined by greater customer experimentation, whether they are

foremost wants to know that their life

purchasing insurance products

is protected, and their insurance will still

or booking a hotel. To this end,

be there when they need it the most,”

AXA must provide the same level

says Le Hen. “They are looking for

of convenience and ease of access

value for money and are more empow-

that customers expect.

ered through technology, meaning they

This in itself presents a key challenge

search for and have access to more

for the company – how can it develop

information. They are more aware and

and deliver new technology products

more informed and so we have to be

and services to a market such as Japan

responsive to that.”

that is still finding the balance between

He describes this modern customer environment as the digital reality, one

technological innovation and ‘face to face’ interaction? “In Japan, there is w w w.gi ga bi t ma ga z in e. com


A X A L I F E J A PA N

66

NOVEMBER 2018


A S I A PA C I F I C

67

“The insurance customer first and foremost wants to know that their life is protected, and their insurance will still be there when they need it the most” — Hervé Le Hen, Executive Officer and Chief Operating Officer

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Transformation services for the Insurance Industry It is no longer business as usual in the insurance industry. Disruption is creating the need for digital agility. 84% of insurers say evolving customer preferences is the #1 reason they are going for digital agility. Capgemini can help you transform your insurance industry with these offerings

Innovative, future ready solutions across Insurance Value Chain

Industrialized and Market proven Tools and Accelerators

www.capgemini.com/ industry/insurance

Empowering Customer with Thought Leadership insights


A S I A PA C I F I C

69

still a huge demand for face to face

based reviews and ratings called

interaction in insurance and that goes

Transparent Customer Feedback (TCF)

back to the whole trust element,” says

that works with some of the largest

Le Hen. “We are providing online

companies in the world. AXA Life Japan

channels and a call centre operation,

is the very first insurance company

but we are doing so in a more agile way

in the country to proudly display its

that is responsive and listens to the

customers’ rating on its website.

customer. It’s a key part of our transfor-

For Le Hen, this is one of the most

mation in Japan, allowing the customer

important elements in developing

to decide which access point they

trust with AXA’s customers. “It’s about

ultimately want to use.”

transparency. We disclose it on our

AXA achieves this through an

website so that customers can see how

industry-first approach. The company

we are performing and more importantly

works with a provider of transaction-

they can see how we are responding to w w w.gi ga bi t ma ga z in e. com


DellTechnologies.com


A S I A PA C I F I C

“It’s about transparency. We disclose it on our website so that customers can see how we are performing and, more importantly, they can see how we are responding to their feedback and complaints” — Hervé Le Hen, Executive Officer and Chief Operating Officer

71

their feedback and complaints,” he says.

and cloud services, but what can a

“have a duty in insurance and we have a

company like AXA do to ensure its

core value as a company, which is

technology investments have a clear

customer-first at the very beginning of

business case behind them?

all of our decision-making actions.”

“The idea is to be able to focus on

With the transformative nature

value and move quickly, but to be able

of technology and more and more

to stop quickly too,” says Le Hen. “It’s

companies playing catch up, it can

part of the agile operating model we

be easy to fall victim to just investing

have designed and put in place. I

in technology for the sake of investing

challenge my team to come to me with

in technology. After all, nobody wants

ideas, to pilot these ideas and under-

to be left behind. The industry is awash

stand that if they don’t work then we

with current technology buzzwords

need to be able to stop and not disrupt

like Artificial Intelligence (AI), Big Data

the business and our service to the w w w.gi ga bi t ma ga z in e. com


Global Support with Japanese Hospitality

Global Advanced Support Reference in Japan Support 8000 tablets in Japan from Dalian Technical support for 8000 tablets that are used as commercial tool

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Kiosk service implemented in a Financial industry company in TOKYO

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Tel. +81.3.5614.7920


A S I A PA C I F I C

73

customers, but if they work we also

and data mining tools in order to disrupt

have to scale-up quickly.”

and bring business innovation through

Le Hen’s core remit centres around modernising AXA Life Japan’s legacy

greater efficiency. “We are also utilising Robotic

infrastructure and systems. These he

Process Automation (RPA) software

feels are the company’s greatest assets,

as well as chatbots and machine

and so he and his team work to provide

learning to automate and straight

flexibility around this infrastructure in

through process our operations” he

order to open it up to new technologies

says. “Ultimately, we look at ways in

and platforms. AXA Life Japan works

which we can improve our cycle time,

with cloud service vendors as it migrates

save costs, achieve more with less

its core IT to private and managed public

and reinvest to improve the custom-

cloud services, enabling the company

er’s experience with AXA.”

to access and implement data analytics

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A X A L I F E J A PA N

A X A L I F E J A PA N

Growth through diversity To drive the company transforma-

which is voluntarily planned and

tion while promoting a new way

organized regularly by employees

of working, AXA Life Japan has

and sponsored by the CFO, as well

been carrying out initiatives to foster

as the Employee Resource Group

an inclusive corporate culture that

activities of the voluntary group

includes diverse employees and

“Japan Women @AXA”, which aims

realise an ideal working environ-

to revise the working rules regard-

ment as a foundation.

ing the childcare leave program and

The company considers diversity to be one of the strategies that are directly linked to business growth 74

enhance the possibility of female participation through networking. A mentoring program and a spon-

and believes that it is extremely

sorship program are also provided

important to incorporate various

to make use of individual situations

opinions of AXA employees that

and advantages to steadily foster

have diverse mindsets and ideas.

next-generation leaders.

It is also strategically important to

AXA Life Japan will support the

initiate further innovation, and the

step-up of women to grow their

participation of women, in particular,

careers in their own way and aims

provides a competitive advantage.

to raise the ratio of female manag-

The company has been supporting the “AXA Women Conference”,

NOVEMBER 2018

ers that are corporate officers or in higher positions to 33% by 2020.


A S I A PA C I F I C

75

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A X A L I F E J A PA N

“We want partners with the same beliefs and dynamics. That’s what forms a strong chain. We develop and grow together. This is key to identifying opportunities for growth” 76

— Hervé Le Hen, Executive Officer and Chief Operating Officer

require a strong and robust network

build together. You share capabilities

of vendors and partners that can guide

and risks.”

and support AXA as it navigates the

“We want partners with the same

ever-changing landscape of techno-

beliefs and dynamics. That’s what

logical innovation. Le Hen acknowledg-

forms a strong chain. We develop and

es this but is keen to stress that AXA

we grow together. This is key to identify-

approaches partner relationships with

ing opportunities for growth. You win,

a long-term mentality.

you lose, but you do it together and

“Vendors are often used for their specific capabilities for a specific

that’s a win-win model overall.” The financial industry has already

purpose and period of time,” he says.

changed significantly, and if it continues

“Partners are different because it’s

to evolve as rapidly as it has done over

about the long-term value chain we

recent years, then the innovation of

NOVEMBER 2018


A S I A PA C I F I C

77

today may very well be usurped by the

bring products and services to market.

innovation of tomorrow faster than ever

We need to continue to challenge

before. Le Hen knows that AXA must

ourselves to be quicker and be more

continue to ready itself for the future

responsible and prepare for the

and wherever possible, predict the

challenges of tomorrow.”

unpredictable to continue to provide the best service for its customer base. “It’s all about the customers. We want to develop innovative products and services which meet with that changing customer need,” he says. “IT will continue to be challenged on its flexibility and how quickly we can w w w.gi ga bi t ma ga z in e. com


78


A S I A PA C I F I C

INNOVATION ACROSS THE MALAYSIAN MANUFACTURING INDUSTRY WRIT TEN BY

CATHERINE S TURM AN PRODUCED BY

K RIS PA LMER

79


OSRAM OPTO SEMICONDUCTORS

OSRAM Opto Semiconductors is embracing digitalization in transforming its manufacturing operations. Director of Digital Manufacturing and Industrialization (DMI), Samivel Krishnamoorthy, speaks to Business Chief APAC

W

ith a history of over 110 years and based on more than 40 years of continuous innovation in opto semiconductors,

OSRAM has set world leading standards in the fields of illumination, visualization, treatment and sensor technology. Its product portfolio covers 80

mobility, increasing safety and security, creating connections, and enhancing health and wellbeing. Their mission is to improve people’s lives in almost all areas. Commencing production in Malaysia in 1972 as Litronix before officially becoming OSRAM Opto Semiconductors (OSRAM OS) in 1999, the business has focused on transferring essential knowledge, building local talents and producing best-in-class products for the lighting market. Joining OSRAM OS about 10 years ago, Director of Digital Manufacturing and Industrialization (DMI), Samivel Krishnamoorthy has been instrumental in its digitalization journey. “In 2009, I joined OSRAM Penang - the first semiconductor wafer fabrication plant (Fab) of OSRAM OS outside of Germany. I was tasked to help addNOVEMBER 2018


A S I A PA C I F I C

81

w w w.gi ga bi t ma ga z in e. com


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A S I A PA C I F I C

ress quality related issues due to

tools to the host system and automat-

manual processes performed by the

ing them. The CIM experience I gained,

operators. This task eventually expa-

helped me realize that the factories of

nded to setting up dedicated teams

the future would progressively adopt

working on Computer Integrated Man-

CIM and Factory Integration.

ufacturing (CIM) and automation con-

“Coming from a semiconductor opera-

cepts throughout our Wafer Fab. In

tional perspective and background, it

2012 our Wafer fab achieved full CIM

helped me to identify and adapt to the

coverage. Now, we are extending this

differences of an integrated circuit (IC)

effort to our Assembly & Test facilities,”

Fab and Assembly & Test operations

he says.

vis-a-vis compound semiconductor.

“Starting out in 2004 as a CIM Engi-

The compound semiconductor industry,

neer in SilTerra Malaysia - a 200mm

including companies like ours were not

Wafer Fab, I got my grounding on CIM

in the same league with our DRAM,

and Factory Integration, connecting

NAND, Logic Fabs in terms of automa-

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

Samivel Krishnamoorthy Samivel Krishnamoorthy joined OSRAM Opto Semiconductors in 2009 and was instrumental in engineering the transformation of Asia’s most advanced LED Wafer Fab Facility in Penang, the first of its kind for OSRAM. Following which, he is currently spearheading the digitalization initiatives of its Assembly & Test Plant. He has championed the introduction and adoption of SEMI standards as de-facto factory integration standard within the organisation globally while phasing out legacy data collection system within the organisation.

83


OSRAM OPTO SEMICONDUCTORS

tion capabilities. Even for me, it took some transitioning to adapt to 100mm and later 150mm Fab environment as opposed to the familiar 200mm Fab experience I came from.” 84

EMBRACING CHANGE From urbanization to digitalization, infrastructure to security, Internet of Things (IoT), digital communication, smart cities and buildings along with human centric lighting and horticulture – OSRAM has its footprint in the thick of the lighting action. Mobility is also a significant area of focus, particularly in relation to autonomous driving. “As these domains flourish and new ideas and innovations come to the fore, manufacturing operations need to be more flexible and scalable – meaning NOVEMBER 2018


A S I A PA C I F I C

CLICK TO WATCH : ‘LIGHT FROM CRYSTALS — OSRAM OPTO SEMICONDUCTORS’ 85 running multiple high mix low volume

them that there are more effective

operations in parallel,” notes Samivel.

ways of doing things by delivering proof

“We are becoming more customer

of concepts and moving people out of

centric and championing the ability to

their comfort zones.”

meet customers’ highest expectations. This means, organizations that were

DRIVING OPERATIONAL EXCELLENCE

traditionally going for “high-volume”

In his role as Global Requirement

manufacturing models to meet their

Management Director for OSRAM

targets, may need to redefine their

OS, Samivel is establishing the OS

operational ideology to focus on “high

wide requirement management

value” manufacturing models. This

framework for the company’s Digital

inherently brings complexity that could

Manufacturing & Industrialization ini-

redefine existing factory physics targets.

tiatives. In addition to this, his CIM

“At OSRAM OS, we needed to change the mindset of the people and convince

department currently works to support the five main business divisions w w w.gi ga bi t ma ga z in e. com


OSRAM OPTO SEMICONDUCTORS

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A S I A PA C I F I C

within its Penang facility - comprising its Front-End Wafer Fab and four of its Assembly & Test functions, along with all associated R&D activities. Samivel represents OSRAM in various external organizations such as CREST (Collaborative Research in Engineering, Science and Technology) and TalentCorp to help develop Malaysia’s talent pool. In SEMI (Semiconductor Equipment and Materials International), he is a member of its Information & Control Technical Committee in reviewing and approving the Factory Integration related standards.

DIGITAL INVESTMENT

“At OSRAM OS, we needed to change the mindset of the people and convince them that there are more effective ways of doing things by delivering proof of concepts and moving people out of their comfort zones” — Samivel Krishnamoorthy, Director of Digital Manufacturing and Industrialization (DMI)

Whilst Samivel remains a key figure

processes either before or while

in the transformation of OSRAM OS’

automating/digitizing our manufactur-

manufacturing facilities in Penang and

ing lines. Some processes in this

other locations, the business has look-

category involve operator decision

ed to anchor its goals to the digitaliza-

making, human intervention in running

tion levels achieved in the IC Fabs, and

equipment and transactional/logistical

implement a global roadmap utilizing

complexities,” he explains.

de facto semiconductor norms. “The main challenge we faced was

“Secondly, it was imperative to keep our intent focused proceduralizing the

in creating a paradigm shift in moving

value-added processes by focusing

away from the old ways. Our branding

on a number of key things. These are

tagline for our initiative – ‘LESS is MORE’

monitorability, repeatability, controlla-

- serves as a catalyst to emphasise on

bility, flexibility – essentially keeping

the need to remove non-value-added

things simple.” w w w.gi ga bi t ma ga z in e. com

87


OSRAM OPTO SEMICONDUCTORS

OSRAM OPTO SEMICONDUCTORS ( M A L AY S I A)

€1.7bn Approximate revenue in 2017

1999

Year founded

88

7,000

Approximate number of employees

NOVEMBER 2018


A S I A PA C I F I C

Moving away from introducing multiple systems to close the digitalization gap, OSRAM OS has taken the more complex route of platforming its digitalization tools. This is to scale on connectivity and create the necessary gravity by establishing a consistent optimised data flow throughout its Fabs. By assessing its own capabilities which align with semiconductor best practices, the business has harvested low hanging fruits by ticking off topics which are easily addressed before looking at further complex areas. “We needed sound solution providers to realise our vision. Partners like Vistrian, ATOS, Dimension Data, our equipment suppliers, and a long list of others are the cogs in our digitalization wheel in Penang. Once the baseline was established, we focused on completing system to system integration which was easiest to realise as those systems were under our direct control. Once the system to system integration was done, we coupled the system to equipment in our shop floor which was/and still is the more challenging part,” he continues. “Our equipment suppliers were not known to support the compound semiconductor industry with the same integration capabilities offered to the semiconductor peers (in this case SEMI standards such as SECS/ GEM and E142). It took a lot of discussions, negotiations and re-negotiations – and in some cases even haggling – to get them to agree and deliver such integration possibilities. Once achieved, we moved to making the requirements mandatory in our equipment w w w.gi ga bi t ma ga z in e. com

89


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procurement strategies. This cycle

new blood into the organisation. Having

was also to repeat for our Assembly &

the demand from customers to bring

Test implementations when we started

Front End capabilities into our Back

later in 2014 and is still an ongoing pra-

End also helped give the necessary

ctice we adhere to.”

impetus for this initiative. We are curr-

Using the same platform for its Ass-

ently deploying the same concepts

embly & Test operations to capitalise

and implementations in two of our sites

on the possibility of operator mobility,

in Wuxi, China and Kulim, Malaysia.”

the plan was initially met with skepti-

Filtering into its transformation,

cism. “Achieving this for an IC Assem-

OSRAM lives from employees contribut-

bly & Test operation is relatively easier

ing to the company’s success with

as opposed to a compound semicon-

enthusiasm. Working in OSRAM means

ductor,” observes Samivel. “It took

experiencing a trust-based atmosphere

multiple tries within our teams along

alongside open and respectful interac-

with top down targets and bringing in

tion. Investing in both technical compe-


A S I A PA C I F I C

91

“The products need to have staying power – needs to be of good quality – and a good data landscape with the right verifications and validations in place will help achieve that” — Samivel Krishnamoorthy, Director of Digital Manufacturing and Industrialization (DMI)

tency related training and emotional quotient development, the business has established the OSRAM Skills and Development Center (OSDC), a dedicated building to support training activities all year long. Since its inception, it has become the central physical entity that focuses on OSRAM’s formation and propagation of career, operational, technical, academic and leadership development, along with digitalization tool trainings and new employee orientation/integration programs. w w w.gi ga bi t ma ga z in e. com


OSRAM OPTO SEMICONDUCTORS

C OMPA N Y FA C T S

• The business has looked to anchor its goals to the digitalization levels achieved in the IC Fabs, and implement a global roadmap utilizing de facto semiconductor norms. 92

“Our Managing Director - Dr. Roland Mueller is a strong advocate and believer in investing in people development. Under the auspices of OSDC – we aim to achieve our missions of: • Providing equal development opportunities for all employees, in both personal and professional aspects. • To develop the full potential of employees through both technical and management programs. • To provide structured programs and infrastructure that will produce competent and highly skilled employees. • To encourage a culture of daring where failure and learning are part of the process.” NOVEMBER 2018

• OSRAM OS has taken the more complex route of platforming its digitalization tools. This is to scale on connectivity and create the necessary gravity by establishing a consistent optimized data flow throughout its Fabs • The business has established the OSRAM Skills and Development Center (OSDC), a dedicated building to support training activities all year long


A S I A PA C I F I C

CLICK TO WATCH : ‘KULIM - MOST MODERN PRODUCTION SITE OF CHIPS FOR LEDS ON 6 INCH WAFERS’ 93

INNOVATING FOR THE FUTURE

firms have been brought in to further

As we keep innovating and improving

explore its potential. Additionally, it has

our products and applications it will

sought to deploy a number of cloud-

become increasingly essential for

based solutions to support its produc-

OSRAM to acquire the right products

tivity tools in relation to its IT systems.

for each market, which can be further

“We have robotics running our major

analyzed through the adoption of

manufacturing processes, but we are

advanced data analytics.

also exploring possibilities of inter pro-

“The products need to have staying

cess logistical handling via the use of

power – needs to be of good quality

robotics – i.e. automated transport sys-

– and a good data landscape with the

tems and also manual process auto-

right verifications and validations in place

mation with COBOTS. However, we

will help achieve that,” says Samivel.

are still in the evaluation stage and are

In the adoption phase of big data at OSRAM, a number of consultancy

hoping to kick-start some of these initiatives soon once we have the right w w w.gi ga bi t ma ga z in e. com


OSRAM OPTO SEMICONDUCTORS

teams established to champion this,” he adds. “We are also currently deploying Customer Relationship Management

mark, our standards need to raise along with it,” says Samivel. “Our customer feedback has been

(CRM) solutions from Salesforce to

tremendously positive across all digit-

help with our forecasting topics and

alisation initiatives. Our hiring strate-

our customer relationship manage-

gies are going after the best in class

ment. This is another digitalization

talent pool who could work with these

topic that we are excited about and

operational demands in a continuous

that could also help us respond spee-

improvement frame of mind. Our tar-

dily to market demands,” he adds.

gets are continuously enhanced with

Housing a unique mission statement, to unlock the potential of light to imp94

“As we constantly raise the bench-

newer strategies to be the market leader in our domain.”

rove people’s lives, OSRAM’s diverse

“Samivel reminds organizations em-

portfolio will continue to deliver sign-

barking on any digitalization initiatives

ificant financial gains.

from throwing caution to the wind – as

NOVEMBER 2018


A S I A PA C I F I C

95

digital solutions alone will not solve all

fore, any such endeavors should start

inherent organisational flaws. If there

by investing in equipping the people

are inherent lack of manufacturing

who run those processes the neces-

competencies, even the best in class

sary core competencies� he ended.

solutions will fail to deliver the promised results. No amount of automation or artificial intelligence could compensate for the lack of operational understanding - and the investments might not yield the expected results. Therew w w.gi ga bi t ma ga z in e. com


FWD Thailand:

96

promoting engagement across the insurance sector WRIT TEN BY

CATHERINE S TURM AN PRODUCED BY

A LE X PAGE

NOVEMBER 2018


A S I A PA C I F I C

97

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FWD INSURANCE

98

Growing rapidly across Asia, FWD Insurance has become renowned as a dynamic player in Thailand’s insurance market

F

ocused on creating fresh

and investment-linked insurance.

customer experiences

Such is its impressive growth, the

through the use of digital

business has become renowned

technology, FWD Insurance has

in Thailand’s insurance market, with

a vision to change the way people

over 800,000 customers nationwide,

feel about insurance.

earning the country’s top company

Providing life and medical insur-

award in insurance by Business Plus

ance, general insurance and

Magazine in conjunction with the

employee benefits, it has expanded

University of the Thai Chamber of

its footprint to Hong Kong, Macau,

Commerce this year, as well as CMO

Thailand, Indonesia, the Philippines,

Asia’s Thailand Brand Leadership

Singapore, Vietnam and Japan.

Awards in its insurance category.

FWD in Thailand, however, is focusing on life insurance, employee benefits NOVEMBER 2018

Recently in 2018, FWD Thailand earned the Best Contact Center Award and


A S I A PA C I F I C

99

the Best Corporate Social Responsibility

of esteemed companies, such as Tetra

Award from Thai Contact Center Trade

Pak, Generali Insurance and Bupa

Association.

Health Insurance, Verapat Chantara-

As technology continues to revolu-

vannakul joined FWD Thailand

tionise the way we live, work and

in 2016 to implement its long-term

engage with traditional services,

digital strategy and become part of an

companies are frequently investing

exceptional, award-winning business.

in new tools in order to appeal towards

Appointed as Chief Information

a wider target audience. Millennials,

Technology Officer, Chantaravannakul

in particular, are demanding greater

has delivered new initiatives whilst

accessibility, rapid engagement and

maintaining everyday functionalities.

a greater choice of products and

He has also launched new ways of

services at affordable prices.

working in alignment with the com-

With experience working for a number

pany’s vision. By fully adopting an w w w.gi ga bi t ma ga z in e. com


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FWD INSURANCE

102

“Our uniqueness is that we are the insurance company with a startup mindset. We’re working very fast – we try to give experiences to the customer that work; get feedback quickly, and continuously improve our propositions” — Verapat Chantaravannakul, Chief Information Technology Officer

entrepreneurial leadership style, he has promoted agility across all business fronts. “I’m always the one who jumps up to do something new. It is about inspiring people with a new mindset to change their processes using technology to better serve the customer. It is not just about the tools, it’s about people’s mindsets,” he says. “Our uniqueness is that we are the insurance company with a startup mindset. We’re working very fast – we try to give experiences to the customer that work; get feedback quickly, and continuously improve our propositions.” With over 25 years’ experience, Chantaravannakul has gained a greater understanding of the value that technology can bring. However, this is with the caveat that longstanding employees, some with decades of experience at the company, have to also see this value in order for the business to reap financial rewards. Providing mindset and culture training which is open for any interested employee, the business has therefore focused on making its workers more agile and has also worked to enhance

NOVEMBER 2018


A S I A PA C I F I C

CLICK TO WATCH : FWD INSURANCE PROFILE 103

their emotional intelligence.

centricity, marketing, operations and

“We can customise our courses

IT. Over 150 people from multiple

which are open for all employees to

departments consequently form

better understand who they are as a

part of its digital operations.

person. What are their key strengths against particular areas of improve-

CHANGING MARKETS

ment? At the same time, infusing the

Combining a fast-moving market with

Agile mindset and Lean thinking, which

its ambition to provide outstanding

we believe are the key ingredients for

customer experience and change

our highly dynamic and fast-moving

peoples’ views on insurance, FWD

environment” adds Chantaravannakul.

Thailand has sought to utilise a blend

For FWD Thailand, ‘digital’ doesn’t

of in-house and outsourced solutions.

solely encompass IT or technology,

Whilst its in-house team has focused

but is a mixture between customer

on its business domain and use of w w w.gi ga bi t ma ga z in e. com


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A S I A PA C I F I C

“[Digital transformation] is about inspiring people with a new mindset to change their processes using technology to better serve the customer” — Verapat Chantaravannakul , Chief Information Technology Officer

105

available technology, as well as all

local culture, regulation and local

integration and all governance

recreation is mandatory,” explains

requirements, its exploration of new

Chantaravannakul.

technologies has been outsourced

“The challenge is balancing the

with close collaboration along with

standard technology used which

in-house technology leaders. This

gives us better leverage in terms

provides the advantage of fast-moving

of cost, but also the local customisa-

technology skillsets and the alignment

tion. This is quite a challenge, but we

with business domain knowledge.

handle it quite well.”

“The cost of technology is approxi-

Delivering an array of products,

mately the same everywhere but when

FWD’s Call Center and Chatbots

it comes to implementing these technol-

remain areas which provide direct

ogies, especially in the insurance

impact to the customers. Additionally,

industry, the customisation to fit

its API Gateway and microservices w w w.gi ga bi t ma ga z in e. com


FWD INSURANCE

FWD INSURANCE

• F WD Thailand has a vision to change the way people feel about insurance. • F WD Thailand has expanded its footprint to Hong Kong, Macau, Thailand, Indonesia, the Philippines, Singapore, Vietnam and Japan. • O ver 800,000 customers nationwide • The company has earnt the country’s top company award in insurance by Business Plus Magazine in conjunction with the University of the Thai Chamber of Commerce (2018) 106

• Verapat Chantaravannakul joined FWD Thailand in 2016 to implement its long-term digital strategy and become part of an exceptional, award-winning business. • Through engagement platform application, FWD MAX, customers are able to earn loyalty points which can be redeemed at various places, such as coffee shops, wellness and lifestyle recreational facilities. • The company’s call centre has been recognised as one of the most distinguished customer contact centres in Thailand, winning the Consumer Protection Call Centre Award in 2017 • F WD Thailand renewed its existing partnership with bank partner, TMB Bank, in 2017, forming a critical part of its growth

NOVEMBER 2018


A S I A PA C I F I C

platform on the cloud have guaranteed further flexibility and a quicker time to market. Through engagement platform application, FWD MAX, customers are also able to gain rewards. By tracking their activity, such as jogging and running, customers can earn loyalty points which can be redeemed at various places the company is partnered with, such as coffee shops, wellness and lifestyle recreation facilities. Across its entire portfolio, personalised customer services have become vital to FWD Thailand’s success. Through its customer portal, big data and customer analytics are utilised in order for the business to gain a greater understanding of customer needs, where various products and services are then matched to each customer. On top of using popular instant messaging system, LINE, as well as artificial intelligence (AI) and personal agents that engage with customers, the company has retained its call centre, which has been recognised as one of the most distinguished customer contact centres in Thailand, winning the government’s Consumer Protection Call Centre Award in 2017. w w w.gi ga bi t ma ga z in e. com

107


FWD INSURANCE

SEAMLESS COLLABORATION

observes Chantaravannakul.

By embracing long-term partnerships,

“TMB said they want to make the

particularly in bank assurance, FWD

difference in the financial world. We

Thailand renewed its existing partner-

say we want to change the way people

ship with TMB Bank in 2017, forming a

feel about insurance. It is all about

critical part of the company’s growth.

giving something inherently better

“We have been partnered with TMB

to the customer, so the strategy of the

Bank for more than 10 years, and have signed on for another 15 years. I would

two aligned closely.” “Additionally, C2LBIZ is one of our

say it’s a bit unique and not just a

long-term partners, providing service

normal broker or intermediary partner-

and support in several key systems. In

ship. It’s somewhat like the hand and

our front office layer, we are using their

hand management consideration when

Symbiosis platform, which integrates

it comes to thinking about customers,”

well with our core policy admin system.

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

Verapat Chantaravannakul Verapat has joined FWD Life Insurance Thailand since 2016 as Chief Information Technology Officer, overseeing all aspects of IT initiatives, software development and IT infrastructure. He is passionate about digital transformation, starting from the paradigm shifting in people mindset and working closely with the business units to deliver new value to the customers. Prior to this role, Verapat was the CIO of Generali Insurance Thailand and the Business Transformation and IS Director for Bupa Health Insurance.


A S I A PA C I F I C

109

We also use their Distribution Management System (DMS) for sales commission and compensation.” Throughout its mission to revolutionise the customer journey, FWD Thailand’s sister company, PCCW Solutions, has also become significantly advanced with regards to its technology. Furthermore, the company’s partnership with system integrator, Golden High, has supported the company to overhaul its customer communication engagement platform. “Golden High have been providing the w w w.gi ga bi t ma ga z in e. com


FWD INSURANCE

service for our sister entities in Hong Kong, as well as other countries where we market,” notes Chantaravannakul. “Golden High have expertise in terms of handling this communication management platform and have been selected as our lead implementer in Thailand. They are really flexible, and I like them because in FWD Thailand we work our technology enabler from a businessvalue-creation point of view and they are flexible enough to adjust themselves

110

“The challenge is balancing the standard technology used which gives us better leverage in terms of cost, but also the local customisation. This is quite a challenge, but we handle it quite well” — Verapat Chantaravannakul , Chief Information Technology Officer

NOVEMBER 2018


A S I A PA C I F I C

111

and embrace our Agile way of working.” With the aim to change the way

“But then what would be the destination? The world changes so

people feel about insurance and

fast, but one thing we know, we have

better serve its customers through

to hold to the heart in giving the best

the use of digital technology and data,

to our customers, which remains the

FWD Thailand will continue to look at

first priority for us.”

further opportunities to drive the business forward. “We will use technology throughout our transformation to change the inside of our organisation, while also innovating products and services which we give to our customers,” observes Chantaravannakul. w w w.gi ga bi t ma ga z in e. com


112

NOVEMBER 2018


A S I A PA C I F I C

113

University of Malaya WRIT TEN BY

A trailblazing digital transformation

L AUR A MULL AN PRODUCED BY

MIK E SADR

w w w.gi ga bi t ma ga z in e. com


U N I V E R S I T Y O F M A L AYA

With over 24,000 students across various departments, faculties and centres, University of Malaya has established itself as a world-class institution. Now, it aims to take this one step further with its smart campus initiative

T 114

here was a time when the education sector was a straight-forward profession: traditionally in a classroom there

might be a blackboard, a teacher, and rows of students sat at desks. Now, as cutting-edge technologies have entered the fray, there’s been a growing need to change the way students both live and learn and nowhere can this be seen better than in Asia. Take, for example, the University of Malaya: it may be Malaysia’s oldest university, but with its innovative ICT centre, Pusat Teknologi Maklumat (PTM), the institution has quickly earned its stripes as a thriving innovation hub. With almost 25 years’ experience working at the university, Asiah Abu Samah, Director of the IT Centre, has witnessed first-hand the way that PTM’s technology has transformed the institution’s campus operations, teaching and learning. “PTM is a partner to the university in terms of applying IT technology,” Abu Samah explains. “The centre NOVEMBER 2018


A S I A PA C I F I C

115

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U N I V E R S I T Y O F M A L AYA

116

PROUD PARTNER OF THE UNIVERSITY OF MALAYA and supplier of their market-leading Student Information System To find out more visit www.tribalgroup.com or email hello@tribalgroup.com NOVEMBER 2018


A S I A PA C I F I C

CLICK TO WATCH : ‘UNIVERSITY OF MALAYA LIBRARY’ 117 provides network services, ICT secu-

makes us more competitive. It helps

rity monitoring, application develop-

improve the user experience for

ment, data centre, IT support, and we

students and stakeholders. It helps

also help the university in terms of IT

us gear up towards Industry 4.0. As

governance, for example. Our aim is

a result, we are focusing on data-relat-

to provide an evolving IT platform

ed decision making and analytics.”

that supports the university’s overall

One such project that Abu Samah

continuous development, sustainabil-

highlights is the university’s efforts to

ity, optimisation and mitigation of

become a ‘smart campus’. A trailblazer

enterprise risks.

in IT, the university campus is quickly

“IT is a major priority for the organisa-

transitioning towards cashless

tion,” she adds. “The university has

payments and the use of QR codes.

quickly realised that it needs to

In doing so the University of Malaya

become leaner as an organisation and

hopes to encourage digitally-savvy

IT is the best tool to achieve this. It

students to feel more engaged in w w w.gi ga bi t ma ga z in e. com


U N I V E R S I T Y O F M A L AYA

118

university life and to compete successfully in today’s digital economy. On top of this, it will also make transactions more seamless and boost revenues. “The object of this smart campus is to support process optimisation, financial sustainability and wealth creation,” Abu Samah says. “The cashless campus will help us check our revenue and income, and it will also help to improve the user experience because it’s faster, easier and more seamless. In the long-term, I NOVEMBER 2018

“Data analytics is very important to help us position ourselves as a leading university” — Asiah Abu Samah, Director of the IT Centre


A S I A PA C I F I C

C OMPA N Y FA C T S

• The University of Malaya has its roots in Singapore with the establishment of King Edward VII College of Medicine in 1905. • In 1949 University of Malaya was formed with the amalgamation of King Edward VII College of Medicine and Raffles College in Singapore. • University of Malaya Kuala Lumpur was established in 1962.

think smart campuses will soon become

and administration division. Each

the norm.”

division has a vital role that keeps the

With over 24,000 students passing

cogs going at this prestigious institution.

through the university’s doors daily,

Regardless of the department,

PTM’s operations are far reaching.

however, Abu Samah points out that

The ICT centre is comprised of:

two of the most crucial trends her team

a data centre management division,

need to be in tune with are data analytics

an information management system

and security. “In most cases, IT security

division, an innovation and commer-

is actually at the forefront of every

cialisation division, a network division,

organisation,” observes Abu Samah.

an ICT operations and support

“Any hiccup can impact negatively on

division, and a governance, security

our operation.” The role can be seen w w w.gi ga bi t ma ga z in e. com

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U N I V E R S I T Y O F M A L AYA

120

most clearly at the university’s data

other universities to see how we

centre and network gateway. With

compare. This makes us unique

mountains of data at their fingertips,

in the market.”

this group ensures that data and

This same conscientious approach

information are always easily within

is also visible in the way the university

reach whilst still remaining secure.

maintains its network. An internet

Uptime is a key concern for the

connection is the lifeblood of any

university so it is currently in the midst of

modern university campus, and so

implementing a new disaster recovery

PTM’s network division constantly

site to ensure that the data centre runs

monitors and maintains both the

consistently and smoothly, for instance.

internet and bandwidth of the network

“Data analytics is very important to

to ensure it doesn’t falter. “Our campus

help us position ourselves as a leading

network is up 24/7, 365 days a year,”

university,” she adds. “There are so

notes Abu Samah. “We can’t even let

many universities in the world right now,

it down more than one hour. It’s very

so we need the data to be analysed

important to us. That’s why we set up

and to benchmark ourselves against

our ICT security monitoring to ensure

NOVEMBER 2018


A S I A PA C I F I C

that the network is always a safe place

can be traced through the Student

to be.” Over 13,000 devices are connect-

Management System. Developed over

ed to the university’s wifi service daily

two decades ago, Abu Samah high-

and so Abu Samah points out how PTM

lights that this platform is slowly

has chosen Ruckus as a key network

becoming outdated and is no longer

partner because the technology they

aligned with the university’s forward-

offered “fit PTM’s continuous aim

thinking ethos. As such, PTM has

towards improved user experience.”

embarked on a major project known as

She added: “Ruckus enables stronger

PrInTis to transform this system

and wider coverage, as well as a reduced

root-and-branch.

rate of interference and an ability to cater for more concurrent users.” From academic records to tuition

“The student information system has been in operation since 1996,” she notes. “The old system was built in a very

payments, tuition enrolment to housing

customised manner and the process

information, data is present throughout

is no longer efficient. Therefore, we are

the whole student lifecycle and, at the

working to streamline and simplify the

University of Malaya, this information

process so it will support our movement

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

Asiah Abu Samah Asiah Abu Samah has 25 years’ experience in leading creative and innovative IT teams, covering areas such as application development, ICT security, data centre management, network services and staff development. In doing so, she has successfully contributed to the University of Malaya’s continuous digital transformation. Asiah is adept in establishing IT-related operations and collaborative efforts across different functions, interest groups and focus areas.

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U N I V E R S I T Y O F M A L AYA

towards Industry 4.0.”

mobiles everywhere, including our staff

Teaming up with technology firm

management, so it is more accessible.

Tribal Group, PTM is setting up a new

We want it to be as simple as using

integrated student management

WhatsApp so that our students can

solution that aims to empower students

access their fees, their grades, and their

to engage more effectively with the

enrolment costs with a tap of their phone.”

university, anywhere, at any time. It also

With a keen ear to the ground, PTM

hopes to provide a more coherent

is also exploring the use of new, emerg-

online experience, one that digital

ing technologies like the Internet of

native students would expect on the web.

Things (IoT). “We are starting a small

Mobile technology has also been

project to trial IoT to control the lights

a key priority. “We are aiming to provide

and electrical usage, for example,” she

an improved user experience, with

says. “We are also looking into the

simplified access to information and

student e-profiling and mobile-based

a greater focus on mobile applications,”

student ID to cater for various purposes.”

she adds. “Everybody brings their

The University of Malaya is undoubt-

NOVEMBER 2018


A S I A PA C I F I C

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“Most of the talent is inspired by the desire to develop something bigger than what is expected” — Asiah Abu Samah, Director of the IT Centre

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U N I V E R S I T Y O F M A L AYA

124

“We are hoping to create a very modern campus, in terms of how it operates. It should be easily accessible for everyone. It should be borderless” — Asiah Abu Samah, Director of the IT Centre

edly undergoing a digital revolution.

collaboration. In fact, in some of the

However, Abu Samah is keen to point

projects we involve our alumni too.”

out that the institution isn’t using

“We’ve grown and developed a lot

technology for technology’s sake.

since I first joined the university in

Rather, digitisation has been a key ena-

1993,” she continues. “At that point in

bler to foster a close-knit community.

time, implementing technology was

“Technology is only a tool we need

quite hard because people were quite

to reach our end goals,” observes Abu

afraid of technology. Now, people have

Samah. “If our university is to move

many ideas about how to use technol-

faster, then we need the technology.

ogy. We just have to convince them

We hope to promote more student

what is right and how to do it. We are

engagement, inter- and intra-function

hoping to create a very modern

NOVEMBER 2018


A S I A PA C I F I C

125

campus, in terms of how it operates. It

something bigger than what is

should be easily accessible for

expected,” Abu Samah concludes.

everyone. It should be borderless.”

“They’re interested in where the

Behind the scenes at PTM, there is

university is going. They want to be

a diligent team of 105 technical staff.

part of the team. They want to make

Driven by a desire to support the

the university better.”

university’s researching, teaching and learning, they are using state-of-theart technology to help put the University of Malaya on the map. “I can see that most of the talent is inspired by the desire to develop w w w.gi ga bi t ma ga z in e. com


126

WRIT TEN BY

DA LE BENTON PRODUCED BY

A LE X PAGE

NOVEMBER 2018


A S I A PA C I F I C

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SUN LIFE FINANCIAL

Through an aggressive digital transformation, Sun Life International brings technology innovation to Indonesia

S

ince 1995, PT Sun Life Financial Indonesia (Sun Life) has provided clients with a comprehensive range of protection

and wealth management products, including life insurance, education insurance, health insurance, 128

and retirement plans. At Sun Life, its purpose is clear: to help clients achieve lifetime financial security and live healthier lives. Sun Life services close to one million clients and has a multi-distribution network of more than 9,400 insurance advisors across Indonesia, serviced through a network of 132 conventional and 49 shariah marketing offices. Over the past decade, every industry has seen dramatic changes and the life insurance industry is no exception to this digital disruption. As Sun Life set out on its digital transformation journey, its greatest asset was a visionary leadership steered by Elin Waty, President Director of Sun Life Financial Indonesia. She assumed her role at the helm of the company in 2015, after 24 years of experience in the life insurance NOVEMBER 2018


A S I A PA C I F I C

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SUN LIFE FINANCIAL

industry in Indonesia. Before joining Sun

whether it comes to insurance or any

Life, she held senior roles in various

other service, is the ability to get the

fields, including sales, marketing, and

service anytime, anywhere that is

operations at several of Indonesia’s top

convenient to them,” she says. “A

life insurance companies.

decade ago, if a client called our

Her excellent leadership at Sun Life has been honoured with numerous

come into one of our offices or heard

prestigious awards, namely The Best

a recorded message asking to call

Achievement CEO for Insurance

back tomorrow, they’d accept it. Today,

Category from Women’s Obsession

the same client heard that message,

magazine and she was also listed as

they’d question it.”

100 Business Woman of The Year by

132

customer service line and was told to

As the client expectations have

SWA magazine – one of prominent

changed, so too has the role and function

business and marketing magazines

of IT and indeed the CIO role itself.

in Indonesia. Waty feels that the biggest change

Ashvin S. Uttamsingh, Sun Life’s Chief Information Officer (CIO) in Indonesia,

is the clients’ expectation. “The highest

has witnessed this changing client and

expectation today of every client,

evolving landscape first hand. Tradition-

“The highest expectation today of every client, whether it comes to insurance or any other service, is the ability to get the service anytime, anywhere that is convenient to them” — Elin Waty, President Director Sun Life Financial Indonesia

NOVEMBER 2018


A S I A PA C I F I C

CLICK TO WATCH : ‘MY SUN LIFE – INDONESIA’ 133

ally, IT was a support function, ensuring

Indonesia is an archipelago with

system stability and availability it acted

a population of around 260 million

as an order executer. Today, IT teams

people. A changing demographic of

are business partners that add real

a younger generation with 178 million

value. “We’re now technology evange-

smartphone users, coupled with

lists,” says Uttamsingh. “IT is now part

technology advancement, are the key

of the solution and we are now bringing

drivers of Sun Life’s digital journey.

opportunities and solutions to existing

“This is a journey defined by mobile

core business problems.”

technology,” says Uttamsingh, “We have

As Sun Life embarked on its digital transformation, it set out to ensure a mindset change, retooling the team to

a relentless focus on doing more for our clients and advisors.” Sun Life has a comprehensive

become agile and making them “focused,

roadmap for this digital transformation

fast and furious in our thinking”.

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SUN LIFE FINANCIAL

134

each focused on that core desire of

launch Sun Recruit, a multi-platform digi-

doing more for clients and advisors.

tal end-to-end recruitment and training

Sun Life’s digital transformation

mobile application for new advisors.

continues to deliver success. The

For Uttamsingh, the successes of

company has launched multi-platform

Sun Life are defined by one thing – the

mobile applications with comprehen-

people. “We are focused and collaborate

sive features for clients and advisors.

together on delivering our purpose,” he

Take, for instance, client app My Sun

says. “At Sun Life, IT is part of the larger

Life. My Sun Life is continuously

enterprise services, a value-add

updated with new client-centric

business partner. Sun Life has a core

features and is the cornerstone of the

technology team in the country and is

company’s approach to doing more

supported by required expertise and

for the customer. This has been well

variable resourcing in its shared services

received by clients, as evidenced by

located in the Philippines and India.

its 4.4/5 rating on the Google Play Store.

“Our current applications already

Sun Life was also the first in the

provide informational and transactional

Indonesia Life Insurance market to NOVEMBER 2018

capabilities; we are continuously


A S I A PA C I F I C

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

Elin Waty Elin is responsible for managing the growth and profitability of Sun Life Financial Indonesia and developing the overall strategy for the business. Elin has more than two decades of experience not only in the insurance industry, but also the Indonesian market. Previously, she was the Chief Distribution Officer where she was instrumental to Sun Life’s success in developing its agency force and enhancing its brand. She also oversaw the establishment of Sun Life and Indonesia’s first dedicated shariah agency, acting as the key driver behind its rapid growth and subsequent recognition as a market leader in shariah. Before joining Sun Life, Elin held senior roles across agency, marketing and operations at several of Indonesia’s top insurers. This experience has enabled Elin to become development, sales E X E Can U Texpert I V E P RinOFbusiness IL E management, training and customer service. Confirming Elin’s excellence leadership, she attained numerous prestigious awards namely The Best Achievement CEO for Insurance Category from Women’s Obsession magazine and listed as 100 Business Woman of The Year by SWA magazine – one of prominent business and marketing magazines in Indonesia. Elin graduated from the Faculty of Economics at Atmajaya University. Elin is married and has two children. She is original from Riau, Indonesia and speaks Indonesian, English and Mandarin.

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135


SUN LIFE FINANCIAL

136 improving the experience with design

in implementing technology solutions to

thinking and adding new features,” says

be able to disseminate information as

Uttamsingh. “With our relentless focus

quickly as possible in order to enable

on doing more, we aim to provide more

a better client experience. “The only

customised intelligent services based

way for us to get to the intelligence part

on relevant data”.

of our goal is to analyse data,” he says.

“It’s all about moving from information-

To this end, Sun Life turns to one of

al to transactional and then ultimately,

its biggest assets in Indonesia: social

moving towards intelligent services

media. With Facebook likes exceeding

based on client usage,” he says. “Look

one million, social media is one of the

at Google: Google displays information

company’s most powerful tools and Sun

that is relevant to you as a searcher,

Life sees it as an opportunity not only to

rather than generic information and this

understand more about the client but to

is a result of data collection over time.”

take social engagement and turn it into

Without a shadow of a doubt, data is king and so Sun Life is investing heavily NOVEMBER 2018

‘clients for life’. Sun Life, first and foremost, is an


A S I A PA C I F I C

— Ashvin S. Uttamsingh, Sun Life’s Chief Information officer 137 E X E C U T I V E P R OF IL E

Ashvin S. Uttamsingh Ashvin S. Uttamsingh has over 20 years of experience spanning technology and the financial services industry across Asia and Australia. Recognised in leading cross-functional teams, incorporating innovative technology and management techniques, resulting in enhanced business practices, increased productivity and profits. Qualified in marketing, research, technology, process, and project management. He is currently the Chief Information Officer at Sun Life Financial Indonesia, providing executive leadership in technology, digital, process and project management.

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SUN LIFE FINANCIAL

138

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A S I A PA C I F I C

“It’s a journey and we have a relentless focus to do more for our valued client and advisors. And our success is reflected in our net promoter scores” — Ashvin S. Uttamsingh, Sun Life’s Chief Information officer

insurance company. It is not inherently a technology company and as it invests more and more in technology to better serve its clients, it does so with the help and guidance of key partners. “We rely on technology partners whose bread and butter is technology,” he says. “We leverage their R&D and expertise in delivering a better experience for our clients”. “At Sun Life, we have a zero tolerance on client data exposure, and we collaborate with industry leaders, which share the same value and ensure industry-grade security.” As technology continues to radically evolve and redefine both insurance providers and the insurance client, Sun Life’s digital transformation journey will never truly end. It cannot and Uttamsingh understands this. “It’s a journey and we have a relentless focus to do more for our valued client and advisors. And our success is reflected in our net promoter scores.” “One of the things which is closest to our heart is the promise we made to our clients and we will be there at their time of need.”

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140


A S I A PA C I F I C

SCT LOGISTICS:

Transparency and a commitment to service through digitisation WRIT TEN BY

OLIVIA MINNOCK PRODUCED BY

ANDY TURNER

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SCT GROUP

SCT GROUP’S CIO SEAN ATCHINSON DISCUSSES HOW THE COMPANY’S JOURNEY TO DIGITISATION IS MAKING IT EASIER TO CARRY CARGO THROUGHOUT AUSTRALIA

W

ith 3,934km between Perth

joined by Sean Atchinson, a CIO

and Sydney, transporting

determined to bring technology to the

cargo across Australia is

fore and make digitisation instrumental

no mean feat. Since 1974, SCT Group has been providing an alternative logistics

solution where options were previously 142

in fulfilling SCT’s aim to provide open, transparent and efficient service across Australia. “Our growth has been achieved

few, and has grown to be the most

through a very focused approach to

efficient independent freight service

the business. In addition, more recently

in the country. Providing rail and road

there are only two major players in the

services hauling dry freight, refriger-

rail freight space: Pacific National and

ated and bulk cargo, the business

SCT,” Atchinson explains, praising

prides itself on openness and transpar-

Smith’s initial foresight in challenging

ency. It is also a company that, despite

the status quo of the nationalised rail

its substantial size and reach, cares

industry. SCT now provides logistics

about every single customer from the

services across the country and has

smallest business on its books to

a number of inland ports serviced next

world-renowned retailers like Aldi and

to mainline freight railways. In the past

Woolworths.

two years, SCT has opened two new

Founded by Peter Smith, SCT is still very much a family affair, with Peter’s sons Geoff and Glenn on the board of

inland ports: at Bromelton, Queensland and Wodonga, Victoria. “We are predominately one of the

directors and the founder himself

largest freight movers East-West, from

maintaining a keen eye on operations

Sydney all the way to Perth, transport-

as chairman. In 2015, the Smiths were

ing freight that contains white goods,

NOVEMBER 2018


A S I A PA C I F I C

“That journey of transformation through a technology platform is now starting to pay dividends to the business, and year on year I’m successfully taking costs out of the IT business” — Sean Atchinson, SCT CIO

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SCT GROUP

144

“I work with all staff – if we’re rolling out a new technology, we’re on the warehouse floor with them.We understand what they’re doing, how they’re using it and what they need to use it for” — Sean Atchinson, SCT CIO

NOVEMBER 2018


A S I A PA C I F I C

as well as foodstuffs from dry all the way down to -24 degrees.” SCT moves all this and more across the length and breadth of Australia with a commitment to making logistics faster, easier and more efficient. From previously having a focus on road line haul that required two drivers to move it across the country, the business can now move a 1.8km train hauling 5,500 tonnes of freight across Australia in three days, all in one journey. In addition, the 300m-long Bromelton warehouse allows a train to run straight through it with no shunting required, so containers can be removed and wagons unloaded as smoothly as possible. “In the three-and-a-half years I’ve been with the company, there’s been so much growth,” Atchinson reflects. However, it hasn’t all been smooth sailing. Atchinson joined the company six months after it had gone live with its new SAP environment – a vital digital solution for many businesses, but one which SCT needed the CIO’s help to implement properly. “They were actually talking about getting rid of it: they’d had a very tough go-live and were relying on consultants to support the business for a number of months post go-live. There were major issues throughout the systemic processing of customers’ orders to invoicing.” Despite these teething issues, Atchinson w w w.gi ga bi t ma ga z in e. com

145


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A S I A PA C I F I C

CLICK TO WATCH: SCT BROMELTON LAUNCH VIDEO 147 had worked with SAP solutions through-

business, and year-on-year, I’m

out his career and wasn’t willing to give

successfully taking costs out of the IT

up on the world-renowned ERP

business.” Far from cutting corners or

platform just yet. “The transformation

laying off staff, these savings have

could have gone belly up, but working

been made simply by changing the

with some key support organisations,

way SCT operates.

as well as staff and executives right

“We’ve in-sourced our support rather

up to Peter Smith, we’ve kept SAP and

that outsourcing,” Atchinson explains.

turned the whole environment around.”

“We’ve also renegotiated with core

Fast forward to today, and proper,

partners and gone into new commer-

collaborative development of the

cial contracts which have allowed us to

platform is actually saving the firm

save money by utilising the technology

money. “That journey of transforma-

better than we previously have. For a

tion through a technology platform is

CIO, it’s a rare opportunity to come in

now starting to pay dividends to the

where something’s failing and be able w w w.gi ga bi t ma ga z in e. com


SCT GROUP

to turn it around.” Through Atchinson’s work and senior leadership support, technology has been successfully brought to the fore of SCT and

1974 Year founded

is embraced as a driver – almost literally – of the logistics giant’s growth. “We’ve recently introduced new technology in all of our trucks which allows us to do electronic work diaries for our drivers and fatigue management. Drivers can now control their breaks without having to go through the paperwork.” In addition, technology is used to allow trucks and deliveries to be tracked more effectively and SCT is looking to move electronic 148

delivery and pickup management onto a new platform which will integrate better into cabs and carry all the information necessary for a fleet, using a single SIM card per vehicle. “The ability to have a single SIM that controls the phone, telematics and tablets in our trucks will have paid for itself within three years just through telco savings,” Atchinson enthuses. As well as making life easier for staff, a customer reporting platform has been introduced to bolster SCT’s commitment to service. “We’ve rolled out a customer reporting portal which allows our customers to track all the movements of their freight. We notify them when we’re going to pick up and they can see it online in a report to the time that it has been delivered, as well as being provided NOVEMBER 2018

1,000+ Approximate number of employees


A S I A PA C I F I C

with proof of delivery.” Atchinson

transparency of data,” says Atchinson.

explains that all this is done in almost

“It’s there at their fingertips, allowing our

real time – or around four seconds

account executives and customers to

behind our core platform.

talk in exactly the same language.

Now, looking to trade electronically with national customers in the B2B space, SCT is also developing a B2B

We’re looking at exactly the same pieces of information.” A common worry related to automa-

template based on GS1 – the global

tion is that the human touch will be lost

developer of business standards for

but Atchinson is keen to point out that

communication such as barcoding.

this won’t be the case for SCT. “We

“We’ve worked very closely with GS1

haven’t removed the account execs.

and also our members within that

The customer can do self-service and

environment.”

still have face-to-face contact. SCT

One of the most important things to

prides itself on this. This relationship is

ask of any digital transformation is what

absolutely key for Peter – that’s how he

it will mean for the customers involved.

built the business and that mentality

“It’s tracking; it’s all of their history; it’s

still exists today. We still have that very w w w.gi ga bi t ma ga z in e. com

149


SCT GROUP

150

personal approach, but technology

they’re doing, how they’re using it and

is an enabler to allow transparency

what they need to use it for. Feedback

between customers, account execs

from those at the forefront of what has

and account managers.”

been rolled out is critical to any

In terms of finding the right digital solution to help SCT grow, transparency with both staff and vendors is key.

success that a technology platform provides to the business.” In the coming years, growth at SCT

“We run roundtables regularly,” says

is set to take many forms across its

Atchinson. “It’s very consultative. I work

divisions from property and rail to solution

with all staff – if we’re rolling out a new

enablement. “We’re looking to remove

technology, we’re on the warehouse

a lot of the manual steps and provide

floor with them. We understand what

technology that supports growth and

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A S I A PA C I F I C

“We still have that very personal approach, but technology is an enabler to allow transparency between customers, account execs and account managers” — Sean Atchinson, SCT CIO

151

supports a mission with our customers

ache) to an integral driver of growth

to provide further transparency on their

and service excellence for the company.

end-to-end moving of freight. My focuses

“Now, if I speak to the board it’s about

right now are expanding IoT across our

what we’re going to do next. It’s about

transportation methods – movement into

looking forward,” he concludes. We

cloud is key. As we grow, our technology

want to build on what we’ve got. We’ve

platform will allow us to upscale, pretty

got sustainability, we’ve got perfor-

seamlessly, our hardware.”

mance, we are enabling our business.

It’s clear that even throughout

“The conversation has completely

Atchinson’s own journey at SCT Group,

changed. It’s not about ‘time to throw

technology has gone from being an

it out’, it’s about ‘we want to do this

add-on (and indeed at times a head-

with our business’.” w w w.gi ga bi t ma ga z in e. com


152

Keeping the customer at the heart of data management WRIT TEN BY

L AUR A MULL AN PRODUCED BY

TOM VENTURO


NORTH AMERICA

153


I N F O M A R T D ATA C E N T E R S

154

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A

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small undertaking. Location, expertise of staff and upholding best practices are just some of the key points to consider before selecting the right facility. Paul Vaccaro, Senior Vice President of Operations & Engineering at Infomart Data Centers, believes that his company ticks all the boxes. Yet, he says what really gives Infomart a competitive edge is its ability to go the


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“Our ability to solve problems and deliver solutions that meet demanding project requirements is what differentiates us from the competition” — Paul Vaccaro, Senior Vice President of Operations and Engineering at Infomart Data Centers

155

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In the data center world, bigger

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deliver solutions that meet demanding

week, new scalable and adaptable

project requirements is what differenti-

solutions are entering the fray – these

ates us from the competition,” Vaccaro

include high-density solutions and

explains.

dynamically-scaling environments.

“Our customers will tell you that what

By offering unique and customizable

makes us different is the personal touch

options, Infomart ensures that its

and the ability to do things that other

customers’ servers work at optimal

colocation providers aren’t willing to do.

levels now and in the future.

We don’t have a product to sell, we have

“Everybody always wants to talk w w w.gi ga bi t ma ga z in e. com


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NORTH AMERICA

CLICK TO WATCH : PAUL VACCARO

about density, but in reality, few really

ing that is more important than density

understand how to take advantage of

numbers. As the industry moves towards

it. From an Infomart perspective, we

hyperscale computing and more dis-

have lots of ideas and real products

tributed edge applications, you’ll see

that we can bring to the market. It is

more of these ideas. The drivers are

just a matter of how quickly our clients

different, but the solution space is very

can leverage these technologies,”

similar. Stay tuned; I think the industry

says Vaccaro.

is going to see some very exciting de-

“We have built facilities of 300 watts per sq. ft. or more, and have even done some densification projects to exist-

velopments with high-density computing in the next three to five years.” Vaccaro first cut his teeth in the data

ing facilities to meet the computing

center industry in the 1980s, when

demands of our clients. It is that forward

personal computers (PCs) were just

thinking and real-world problem-solv-

making their entrance, and mainframes, w w w.gi ga bi t ma ga z in e. com

157


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oopro.blog


NORTH AMERICA

“We don’t have a product to sell, we have ideas to deliver. To the right client, that difference is significant” midrange and microcomputers were the norm. Having racked up experience at firms such as Intel Corporation and

— Paul Vaccaro, Senior Vice President of Operations and Engineering at Infomart Data Centers

Infomart Data Centers, Vaccaro is all too aware of how innovation has shaken up the sector. New technologies and tools are not only helping to drive efficiency, but are also helping Infomart

designed to minimize the firm’s carbon

achieve its sustainability goals without

footprint whilst delivering an efficient

sacrificing performance or availability.

data center. Meanwhile, in Portland,

For example, at its facility in Ashburn,

Infomart has utilized the world’s largest

the company has deployed a closed-

production deployment of rear-door heat

loop chilled water system combined

exchangers, a pioneering technology

with waterside economies. These are

that brings cooling closer to the load. w w w.gi ga bi t ma ga z in e. com

159


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161

“We are working on a new project right now that takes an award-winning, energy

for future densification, which will result in further efficiencies for our clients.”

efficient design and integrates several

With locations in Portland, Silicon

additional new technologies to improve

Valley and Ashburn, the Infomart also

it even further,” notes Vaccaro.

buys power on the open market, which

“For example, we use new high-tem-

allows the company to offer a custom

perature chillers that make 65-degree

energy mix based on customer require-

water so we don’t have to use mixing

ments. This enables Infomart to deliver

valves to achieve that supply tempera-

unparalleled, cost-competitive rates.

ture. We are also working on the physical

“We spend significant investment to

plant design so that it is scalable and

get direct access to most of our sites,”

can add additional mechanical options

Vaccaro adds. “We believe that buying w w w.gi ga bi t ma ga z in e. com


I N F O M A R T D ATA C E N T E R S

“We’ve never compromised when it comes to the maintenance of the equipment or training our individuals” — Paul Vaccaro, Senior Vice President of Operations and Engineering at Infomart Data Centers

162

power on an open market is the best

ing, constructing and delivering data

way to deliver clean, low-cost energy

centers, it really comes down to your

to our clients. The cost savings are

partners,” he says.

significant, and we hear this from our

“So, for instance, let’s start with our

clients regularly. I think the repeat

partner REI: their craftsmanship just

business also speaks to the success

jumps out at you when you tour one

of direct access power procurement.”

of our facilities. Their track record of

Continuous innovation has been a

delivering high-quality results against

well-versed mantra at Infomart, with

aggressive schedules has been flawless.

partnerships acting as a key enabler

Their motto should be ‘we deliver, and

to the company’s success. “When you

it will show as industrial artwork’.”

get right down to the work of designNOVEMBER 2018

“Canara has also been a strong partner


NORTH AMERICA

163

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

Paul Vaccaro Paul Vaccaro is the Senior Vice President of Operations and Engineering for Infomart Data Centers. Vaccaro is a 30 year IT professional, and has spent the past 10 years working in the Mission Critical Facilities and Data Center Industry as an Enterprise Operator, and Data Center Engineer. Vaccaro’s previous role was working for Intel Corporation, where he managed Data Center Operation activities around the globe. Vaccaro has co-authored several white papers on important industry topics such as: 1,100 wpsf High Density Data Center Design, High Efficiency Data Center Design and Retrofits Best Practices, Data Center Infrastructure Management Best Practices, and Data Center Site Selection Criteria.

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NORTH AMERICA

165

and has developed some specific solu-

hero,” he adds. “I could talk for an hour

tions unique to Infomart requirements.

or more on their capabilities. It comes

These have saved us some significant

down to the importance of being able to

OpEx costs, and we continue to look to

measure in order to manage what you

them to help us lead in this area. Delta

have to ensure efficiency. Their solution

Fire provides services for one of those

is near perfect, and it is a key enabler to

commodities that people see on

the efficiency and ongoing optimization

the project budget, but often overlook

we achieve.” It goes without saying that

this importance. They have always

uptime is the most critical concern for

delivered on time and their workman-

data center operations and, at Infomart,

ship is top-notch.

this is placed front and center. There-

“OTI gets my award for the unsung

fore, the company has partnered with w w w.gi ga bi t ma ga z in e. com


I N F O M A R T D ATA C E N T E R S

2006

Year founded

50-200

Approximate number of employees


NORTH AMERICA

“We hire external experts who review our methods, systems and processes as part of our everyday efforts to exceed expectations in this area. We develop plans and continue to improve; the audits are just the proof, not the means to 167 the end for us” industry leaders to create the Uptime Institute Management & Operations (M&O) Certification. The secret to this maximum uptime? Vaccaro suggests that it lies in how the

— Paul Vaccaro, Senior Vice President of Operations and Engineering at Infomart Data Centers

firm identifies best practice procedures, sets standards and performs constant data center evaluations. As a result, Infomart not only received the first ever certification, it also holds one

as part of our everyday efforts to exceed

of the highest ratings in the world.

expectations in this area. We develop

“We place an emphasis on security

plans and continue to improve; the au-

and compliance and not just by passing

dits are just the proof, not the means

audits,” Vaccaro explains.

to the end for us.”

“We hire external experts who review our methods, systems and processes

“We’ve never compromised when it comes to the maintenance of the equipw w w.gi ga bi t ma ga z in e. com


I N F O M A R T D ATA C E N T E R S

168

NOVEMBER 2018


NORTH AMERICA

ment or training our individuals,” he C OMPA N Y FA C T S

First to remove raised floor and go 100% contained First to offer pass-through PUE First to prototype and implement open compute deployment First to earn LEED Gold Certification in California and Oregon First to offer direct access power in California and Oregon First data center in Oregon to receive LEED Platinum distinction

continues. “If you look at our records when we go through this audit, you’ll find that no maintenance is ever deferred, and I think it shows. When you walk through an Infomart facility and you look at our equipment, you can tell it’s not neglected: it’s very well maintained.” Today, Infomart’s future looks as dynamic as ever. Influenced by its customers’ demands, the firm has its eyes firmly set on further expansion and, under new ownership, the data center company is going to continue to invest in its team and assets. Yet, as the company accelerates forward, Vaccaro asserts that Infomart will remain focused on one shared vision: delivering customizable data center services with a customer focus.

First to earn Uptime Institute’s Management & Operations Certification

w w w.gi ga bi t ma ga z in e. com

169


170


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SUSTAINABILITY AND COMMUNITY AT THE CORE 171

WRIT TEN BY

DA LE BENTON PRODUCED BY

RICHARD DE ANE


ANACONDA MINING

How Anaconda Mining maintains core values throughout technology transformation

F

or a gold mining business, the location and jurisdiction of your portfolio is key towards enabling

any form of real growth. For Anaconda Mining, a TSX-listed gold mining, exploration and development company, that key location is Canada: namely, the highly prospective Atlantic Canadian jurisdictions of Newfoundland and Nova Scotia. Anaconda currently 172

operates the Point Rousse and Tilt Cove Projects located in the Baie Verte Mining District in Newfoundland, comprised of the Pine Cove and Stog’er Tight open pit mines, the fully-permitted Pine Cove Mill, a seven-million-tonne inpit tailings facility, the Argyle deposit, and approximately 9,150 hectares of prospective gold-bearing property. The company is also developing the recently acquired Goldboro Gold Project in Nova Scotia, a high-grade Mineral Resource. Anaconda sees real potential in growing the Goldboro deposit and developing the project into the next gold mine in Nova Scotia. “The goal for Anaconda Mining is to become an intermediate producer,” says Gordana Slepcev, Chief Operating Officer NOVEMBER 2018


NORTH AMERICA

“As a company, we are continuously looking to promote from within. I feel that everyone has their heart in the business. If you have good, hard-working people who care about what they do, why would you bring someone else into the business?” — Gordana Slepcev, Chief Operating Officer

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173


NORTH AMERICA

(COO) at Anaconda. “For us, we look

for Anaconda. Slepcev feels that the

to grow our company and our existing

ultimate enabler of growth lies within

projects significantly over the next

people and the way in which the

three to five years.”

organization empowers them. “It’s

As Slepcev notes, developing the

a really great company to work for,”

company’s current project portfolio

she says. “There is a strong culture

will establish a foundation in which

and we are an extremely closely-knit

Anaconda can grow and transition

team where each and every person

into an intermediate producer. The

is passionate about what they do.”

company is currently drilling and

The mining industry by its very nature

expanding its existing resources

is often one that relies on third-party

across its portfolio, with the recent

support and bringing expertise into

Goldboro acquisition and Argyle

the business to develop and train the

deposit possessing huge potential

current workforce. All around the

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177


ANACONDA MINING REDUCED DILUTION FROM 20% TO 5% THROUGH BLAST MOVEMENT MONITORING Video: Garry Luffman, senior geologist at Anaconda Mining's Pine Cove mine, describes how the geology team use BMT's BMM System to measure blast movement and deliver US$15-30,000 additional value per blast.

Anaconda Mining operates the Pine Cove Gold Mine and Mill located in Newfoundland, Canada. Gold mineralization is hosted within quartz veins, dipping gently to the north with an east-west strike. Blasting occurs on 6 m benches and excavators selectively mine small ore pockets in a single pass. Narrow ore zones were not recoverable and high dilution was affecting mill grade. Narrow ore zones presented challenges to mine operations. Small ore polygons, some only two blast holes wide, were entirely displaced from their in situ location by blast movement. Dilution, up to 20%, was affecting grades and ore production. Dilution was reduced to less than 5% and recovered tonnes increased. Monitoring blast movement and translating ore polygons to their post-blast position enabled Pine Cove mine to control dilution.

“The decrease in overall dilution, from 20% to less than 5%, has made a huge impact to our project, not just in improved economics but also in reduced tailings production and overall project footprint. Using the BMM System we can mine small zones of ore—increasing overall recovered tonnes. Without BMT we would not attempt to recover these small polygons due to movement.” - Gordana Slepcev, COO, Anaconda Mining

www.blastmovement.com

Blast Movement Technologies The only way to accurately account for variable blast movement is to measure it. Blast Movement Technologies (BMT) helps mines accurately measure blast movement and increase recovered value. The Blast Movement Monitoring (BMM) system is used by open pit mines throughout Africa, Europe, North and South America, Australia and Russia, and in commodities including copper, gold, iron ore, lithium, nickel, platinum, silver, uranium and zinc. BMT works with the top nine gold producers and the top four, Barrick, Newmont, AngloGold Ashanti and Kinross, have adopted the BMM system as their corporate standard for grade control. Increasing profitability, reducing waste. By accurately accounting for blast movement: • Canada’s largest gold mine, Canadian Malartic, estimated that they saved CA$7 Million in Q1 2018. • Teck’s Red Dog zinc mine reported savings of US$6.5 million annually. • Centerra Gold’s Mount Milligan copper mine recovered over US$600,000 additional ore in one blast. • Evolution Mining’s Cowal gold mine reported a 7% improvement in mill feed grade. • Pilbara Minerals’ Pilgangoora Lithium-Tantalum mine increased recovered value by A$335,000 in one blast. • Asanko Gold’s Nkran mine in Ghana improved reconciliation from 88% to 102%. • Golden Queen’s Soledad Mountain Mine increased recovered value, average per-blast savings estimated at US$55,000.

Making Every Ore Blast More Profitable


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“As a good corporate citizen, Anaconda continuously proves that it is very environmentally conscious in everything that it does to show it takes environmental issues seriously and does its best to make mining sustainable” — Gordana Slepcev, Chief Operating Officer

world, there are challenges of skills shortages and, in some cases, a lack of interest in working in the sector. Where Anaconda stands tall is in its ability to involve its staff from the top down in as much strategic conversation as possible, steering the company in the right direction by ensuring that every member of staff feels that they are a key part of this growth journey. Slepcev herself is a fine example of this, having been with Anaconda for over five years. She initially joined the business as Manager of Technical Services back in 2013, before being promoted to the position of COO in 2017. “As a company, we are continuously looking to promote from within. I feel that everyone has their heart

w w w.gi ga bi t ma ga z in e. com

179


ANACONDA MINING

in the business. If you have good, hardworking people who care about what they do, why would you bring someone else in? It really is the people that make the difference for Anaconda. They are the ones who drive down costs, increase production rates and develop our projects into what they are. It is all because they take that extra step. They take care and they have great pride in what they do,� says Slepcev. In the mining industry, it is imperative for a company to understand and obtain its social license to operate. 180

Partnering with and establishing key relationships with local governments, regulatory bodies and indeed local communities can make or break any operation before boots hit the ground and for Anaconda Mining, this is something it invests in heavily. Environmental sustainability is at the very heart of its LEAN and Green Vision Statement which is to be an environmental leader with a primary focus on proven, innovative green initiatives that contribute to the sustainability of the environment. Anaconda works closely with NOVEMBER 2018


NORTH AMERICA

CLICK TO WATCH : ‘OUR PEOPLE – WORKPLACE EXCELLENCE AT ANACONDA MINING’ 181 its employees and contractors to ensure that they are committed to and working towards this vision. This includes training programmes, regular communication between all areas of the business and the development, design and operation of environmentally sound facilities across all of its projects. “Most of our people work within the local communities and live within the local communities,” says Slepcev. “As a good corporate citizen, Anaconda continuously proves that it is very environmentally conscious in everything that it does to show that w w w.gi ga bi t ma ga z in e. com


ANACONDA MINING

182

it takes these issues seriously and does

As the company looks to grow, to

its very best to make mining sustainable.”

develop its projects and to discover

Slepcev attributes this commitment

new ones, it does so with the caveat

to sustainability and the successes

that the industry is cyclical. Anaconda

it has and will continue to achieve in

can achieve all the success in the world

this space back to its approach to its

in its current and future portfolio, but

people. “Aligning all the goals from the

were the industry to suffer an extreme

top down to anybody in the company,

downturn in commodity prices then

making sure all of the people are heard.

it could completely undermine all the

They’ve been developed. They’ve been

efforts and hard work that it has put in

trained and given opportunities to do

over the last decade. How a company

more for the company.”

survives this is by operating smartly

NOVEMBER 2018


MINING

ÂŁ17.6mn Approximate revenue

2002

Year founded

200

Approximate number of employees E X E C U T I V E P R OF IL E and focusing on key areas that, through

has established an in-house continuing

sound development, will stand against

education system called Anaconda

any downturn or financial concern.

University (AU). This innovative and

Slepcev believes that Anaconda is more

comprehensive corporate university

than capable of weathering any storm

training system was created to fully

through its focus on its current projects,

engage and develop employees while

people and key partnerships it has

aligning their learning to the company’s

established with local universities

strategic objectives. This is achieved

and communities.

through a platform to support innova-

Through this approach, Anaconda has

tion and the development of new ideas,

been able to embrace new technologies

provide motivation to the workforce, and

and greater innovation. The company

attract and retain high quality talent. w w w.gi ga bi t ma ga z in e. com

183


ANACONDA MINING

“We’ve always been innovative,” says Slepcev. “Through our culture, we’ve been able to better embrace and implement innovation and safety programs. For the first time in our company’s history we have created a position of the VP of Innovation, so we can focus on it full time. We have achieved significant mining dilution reduction using technologies such as Blast Monitoring Technologies (BMT) as well as GPS solutions in our shovels and equipment. We’ve also been using 184

drones for a number of years in our development planning processes.” Anaconda has also been working on a number of major projects with Memorial University, College of the North Atlantic and the Canadian

NOVEMBER 2018


MINING

government including ACOA

“Within five years, we aim to grow enough to have a multi-millionounce portfolio and be producing approximately 100,000 ounces annually in a geographically concentrated area” — Gordana Slepcev, Chief Operating Officer

(Atlantic Canada Opportunity Agency), NRC-IRAP (National Research Council Industrial Research Assistance Program and the RDC (Research and Development Corporation). One of the most significant R&D projects within this partnership has been a $3.5mn initiative to commercialize a technology to economically mine underground single, narrow mineralized veins. For Slepcev, in a sector that has historically been slow to embrace technology and

innovation, it is important that however and wherever the company invests in technology it does so with its core values in mind. “For us, it’s about trying to maximize production, bring greater value and efficiency to the business and importantly, decrease our environmental footprint,” she says. As the company continues along its growth journey, Slepcev can look back over the company’s 10 successful years in operation. For her, this is important as the company can celebrate a number of successes and key lessons it has w w w.gi ga bi t ma ga z in e. com

185


ANACONDA MINING

186

“Through our culture, we’ve been able to better embrace and implement innovation and safety programs” — Gordana Slepcev, Chief Operating Officer

NOVEMBER 2018

learned along the way, particularly in its relationships with stakeholders, the support it receives from communities and First Nations and the overall pride and sense of community its employees bring to work each day. As Anaconda looks to further the Goldboro project and future potential projects this togetherness will only continue to grow alongside the company. “We’re currently focused on Atlantic


MINING

187

Canada and we will grow our portfolio

going well. As we grow, our success will

through either exploration or mergers

come from our drive to be open, to listen,

and acquisitions. Our goal is that within

and to enable and empower everyone in

five years, we grow to have a multi-

our business.”

million-ounce portfolio and be producing approximately 100,000 ounces annually in a geographically concentrated area,” says Slepcev. “We go through conversations and open up dialogues with every part of the business to make sure everything’s w w w.gi ga bi t ma ga z in e. com


188

Wipro: fostering open innovation in financial services WRIT TEN BY

BEN MOUNCER PRODUCED BY

TOM VENTURO

NOVEMBER 2018


NORTH AMERICA

189

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WIPRO

Mahesh Raja, Vice President, Financial Services ­— Americas, Wipro Limited, outlines the technology powerhouse’s plan to develop a futureproof ecosystem for the financial sector

A

dapting long-held business models to the irrepressible forces of change is, right now, the critical challenge facing our most

prestigious financial institutions. Never before has the established order had to contend with such genuine threats to its dominance. While undoubt190

edly a priority for leaders across industries, the next stage of evolution for the financial sector is especially unpredictable as a system, impenetrable for so long, opens up slowly to different methods, ideas and thinking. Technology has been the catalyst for that change. Decision-makers have no choice but to find answers to questions such as ‘how can we use advanced AI and machine learning to predict the future?’, ‘should we move our entire systems to the cloud?’ and ‘what is in place to shield our information from cyberattacks?’. Implementing transformative tools within business structures that have grown over decades is a slow process, however – and this is why start-ups, challengers and fintech, free from historical baggage and practices, have been able to steal a march on their once-uncatchable rivals. NOVEMBER 2018


NORTH AMERICA

CLICK TO WATCH : ‘WIPRO-MAHESH RAJA, VICE PRESIDENT, FINANCIAL SERVICES, AMERICAS, WIPRO (INFOGRAPHIC)’ 191 Mahesh Raja, Vice President, Financial Services, Americas, Wipro Limited is leading a small group aiming to bridge the gap between the United States’ most recognized entities and the disruptive outsiders offering alternatives to the status quo. He believes that, through the development of Wipro’s ‘New-Age Financial Services’ ecosystem, the building blocks are in place to forge the industry’s future.

WIPRO’S FOOTPRINT IN FINANCIAL SERVICES Wipro is one of the foremost technology service providers the world over. w w w.gi ga bi t ma ga z in e. com


TAME THE

I.T. MONSTER

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NORTH AMERICA

A significant influence with fingerprints on just about every industry, it is a global leader in the fields of IT, consultancy and the changing of business processes through the use of advanced and emerging technologies. The company generates approximately $8bn of revenue annually, with 30% of this figure earned in the financial services sector, encompassing not only the banking world but also insurance and capital markets. Wipro’s Americas region – covering

“The traditional banks and financial institutions are getting disrupted by new-age platform companies, whether they like it or not” — Mahesh Raja, Vice President, Financial Services, Americas, Wipro Limited

the United States, Canada and Latin

193

America – is its core market for financial services, bringing in a significant portion

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

Mahesh Raja Mahesh is Wipro Limited’s Banking & FS industry leader supporting top-tier full service banks, large payment/ fintech clients across US, Canada and LATAM with P&L responsibility. He also leads Wipro’s Digital, fintech /New Age ecosystem which includes developing partnerships with leading fintech players, helping clients assess the fintech ecosystem and potential implications to their business, and bringing solutions to clients through alliances and implementation.

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WIPRO

HE W L E T T PA CK A R D E N T E R P R IS E —­ W IP R O S N A P S HO T

194

At Wipro, strategic partnerships are one of the core pillars of our business strategy. HP Enterprise (HPE) and Wipro have been working together for 20+ years, delivering the best in class solutions around hybrid IT, data center consolidation, legacy system modernization, and softwaredefined DC. Wipro’s BoundaryLess DataCenter™ (BLDC) framework, integrated with HPE’s Hybrid IT solutions, offers Cloud services that are responsive to dynamic workloads, drive outcome based financial management and enable agility and scale. These services are integrated and delivered through Wipro ServiceNXT™, our managed services framework. Today, the two companies are capitalizing on their progressive, forward-looking view of technology to help provide new age business solutions across blockchain, edge computing, cognitive and more. Wipro and HPE are

NOVEMBER 2018

creating blockchain solutions for our banking customers. HPE’s Mission Critical Distributed Ledger Technology (DLT) enables customers to run distributed ledger blockchain workloads that dem-and 100% fault tolerance at mission critical levels and ensures massive scalability to grow with the business. Wipro is leveraging HPE Aruba’s Software Defined Branch solution to enhance visibility, cloud agility, control and policy enforcement by integrating operations, security and management of wireless, wired and the WAN, all from a single pane of glass. We are helping banks redefine Desktop Virtualization and deliver the new age comprehensive virtual work place through Wipro VirtuaDesk™. The solution enhances application performance and provides flexibility to the customers in choosing an on-premise or hosted-appliance solution based on HPE’s hyper converged platform.


NORTH AMERICA

195

on its own each year. Specializing in

collaboration between players at the

digital transformation, customer exper-

opposite ends of the spectrum.

ience, application engineering and

“We started this group within Wipro

infrastructure and business operation

after asking ourselves this: what if our

services, Wipro’s Americas region eng-

existing clients, where we have made

ages numerous high-profile clients, in-

a significant chunk of our revenue, don’t

cluding some of the largest banks

exist in 10-15 years’ time – what is going

in the US.

to happen to them?” he explains. “The

Firmly established within that sphere,

traditional banks and financial institu-

Mahesh’s ‘New-Age Financial Services’

tions are getting disrupted by new-age

initiative represents something more

platform companies, whether they like

adventurous as it looks to encourage

it or not. w w w.gi ga bi t ma ga z in e. com


WIPRO

“While these startups might be small and may not even meet our threshold of being a client today,in a few years they will be the next unicorns” 196

— Mahesh Raja, Vice President, Financial Services, Americas, Wipro Limited

NOVEMBER 2018


NORTH AMERICA

“Builders of innovation, both on the business model side and the operations side, are driven by innovative technologies and some of our incumbent clients need to adapt to these tech-driven changes. “Embracing innovation from the outside – from start-ups and fintech – is essential for them and for companies like us. While these start-ups might be small and may not even meet our threshold of being a client today, in a few years they will be the next unicorns. “That’s the broad genesis of what we thought about when we set up the new ecosystem. Wipro’s part in that is to build a strategic partnership between the established companies and the start-ups. We understand the industry domain; we focus on technology and can enable organizations as small as a fintech to scale up, leveraging our relationship with the larger financial institutions.”

A NEW-AGE ECOSYSTEM The importance of Mahesh’s project to Wipro’s future vision can be reflected in the fact that, two years ago, he was given his remit from the very top. Working under the guidance of the company’s Chief Executive Officer & Executive Director – Abidali Z. Neemuchwala, and with strategic direction from President & Global Head, BFSI – Shaji Farooq, he has built w w w.gi ga bi t ma ga z in e. com

197


WIPRO

Revenues of over

$8bn

Incorporated in

1945 Over

175,000 198

employees

a cluster team made up of key person-

By creating what Mahesh refers to

nel based in Silicon Valley, New York,

as a ‘360-degree’ partnership eco-

Bangalore and London.

system, Wipro is able to provide the

‘New-Age Financial Services’ encour-

balance in momentum between a larger

ages a two-way street of collaboration

organization’s execution and the impetus

between client and start-up, with the

of a start-up through an agile ‘right

end goal of improving operations for

model’ delivery process.

both parties. For the client, welcoming

“A start-up operates at a very high

a start-up’s ideas is a way of accelerat-

velocity but a client organization operates

ing its own innovation, keeping it ahead

not even close to that, so the question

of the competition. For the smaller firm,

is how we bridge that gap,” he says.

a relationship opens doors to resourc-

“Firstly, Wipro comes in. Then we help

es, customers and funding.

these fintechs or start-ups find the

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199

right stakeholders to navigate large

thing from an end-to-end perspective

organizational complexities.”

and say, look, if you’re reimagining your

“For example, if they have a unique

model into this process, this is actually

asset in any business process area,

how we help you with your time-to-

how do you take an asset or platform

market. If you build it, it will probably

to a larger organization? And how do

take four years. If we can partner in this

you identify those stakeholders who’ll

new-age ecosystem, we can actually

be interested in assimilating that into

do it in four months.”

the larger organizations?”

Embracing outside innovation is now

“Thirdly, we assist our clients in their

becoming a vital strategic approach for

transformation journey more holistically.

the most successful companies as they

For example, we don’t just look at one

seek out external partners for sourcing

business process – we look at every-

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“We are able to constantly assess and understand the implication and complexities that result from running real world businesses. This helps startups adapt their solutions to these needs” 200

— Mahesh Raja, Vice President, Financial Services, Americas, Wipro Limited

into adjacent businesses and new segments. According to Mahesh, ‘entire corporate strategies are predicated on a networked model’ – but it’s a model that doesn’t come without obstacles.

CHALLENGES WITH COLLABORATION For Mahesh, the most common issue to contend with is what has become referred to as ‘Not Invented Here Syndrome’, or ‘NIHS’. Larger organizations often harbour cultures steeped in NIHS, instinctively reacting NOVEMBER 2018


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negatively to ideas and concepts from an external source. “This syndrome is pretty common in many large enterprises,” he notes. “This is where Wipro comes in and says, ‘Hey, let us help you embrace some of these outside innovations and bring it in house for you to see if it works’.” Secondly, Mahesh believes start-ups are often too narrow in their focus when compared with the broad digital transformation agendas set by the CEOs and other C-level executives of larger organizations. Additionally, he observes that smaller operations tend to lack the deep domain knowledge in areas of compliance and legality while also falling short in the resource to focus on long-term solution viability. “These barriers affect the success of the collaboration between established companies and start-ups,” he adds. “Start-ups also find it difficult to navigate the vast corporate structures and processes of the established companies to reach the right audience for the solutions they have. “For lack of a better term, Wipro is trying to be a partner that helps bring these fears into the same ecosystem by trying the ‘balance’ option. We have deep experience in working with complex organizational structures and satisfying the stringent requirement of these functions.” w w w.gi ga bi t ma ga z in e. com

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WIPRO

“We also have a lot of domain and functional experience and expertise that has been built over a long period of association with our clients. We are able to constantly assess and understand the implication and complexities that result from running real world businesses. This helps start-ups adapt their solutions to these needs.�

AN OPEN INNOVATION PATHWAY Wipro has evaluated more than 1,200+ new-age businesses as part of the project, but with current manpower 202

it has elected to focus on a handful of promising assets in the fields of business model innovations, cognitive artificial intelligence and machine-learning; technologies that have proven the most disruptive for its major clients. Wipro has partnered with three companies in that specific space (AI/ Cognitive), each of which has developed a unique business model and platform with the potential to transform processes across the sector. Additionally, it is working with challenger banks in North America, Europe and Latin America, on top of a major project with a large bank with operations across two continents. NOVEMBER 2018


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With a dearth of competition in this area, Wipro believes it has a serious opportunity to broaden its horizons and exist at the centre of a new era of open innovation in financial services. “The way we are looking at the newage ecosystem is not that it’s going to make the next $100mn or $500mn for us but that we are starting to work with those companies, which we have never worked with in the past,” concludes Mahesh. “From our perspective, we have to start operating and thinking like these new-age companies because the way we need to service them is very different. They’re really nimble, really agile and very rapid.” “I think it’s a significant differentiator for us as a company and we believe this will be a wedge into the marketplace, especially with some of the propositions we are having with our current customers. It is a real opportunity for Wipro.”

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204

The technology below the surface WRIT TEN BY

JOHN O’HANLON PRODUCED BY

ANDY TURNER

NOVEMBER 2018


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205

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WILSONART

Wilsonart is all about surfaces, the visible face of the built environment – but below the surface sits a business whose effectiveness depends very much on technology 206

B

ack in the 1950s when Ralph Wilson Sr founded Wilsonart, he was one of the pioneers of laminate worktops and invented

processes that stimulated the creation of an entire industry. Anywhere you go nowadays, in hospitals, schools, retail, offices and of course in the home, walls, floors and working surfaces are likely to be covered by beautiful, hard-working, on-trend and high performance Wilsonart products. With more than 5,000 people and manufacturing facilities in North America, the United Kingdom, France, Germany, China, Thailand and Australia, the company sells into 100 countries worldwide. Up until the fourth quarter of 2012, Wilsonart was the acknowledged global leader in laminates but in that year, following the sale of a controlling interest in the company by its owner Illinois Tool Works (ITW) to Clayton Dubilier & Rice (CD&R), it entered a new NOVEMBER 2018


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207

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WILSONART

phase of its existence. Though it had

experiencing a transformation from a US

subsidiaries in the USA, France, Germa-

High Pressure Laminate company to

ny, the UK, China and Thailand, those

a leading global engineered surfaces

businesses operated largely as autono-

company. The company is focused on

mous entities. CD&R brought in a global

continuing to grow its core laminate

executive leadership team under

business, while expanding its product

CEO Tim O’Brien, who brought in Jay

portfolio and adding Epoxy, Quartz,

Krishnamurthy as CIO, to use information

Performance Veneer and “Wet Wall”

and digital technology and mold the

solutions, expanding both its global

company into a truly global engi-

reach, and elevating operational excel-

neered surfaces company.

lence and service levels. While this wasn’t exactly an easy

208

GLOBAL PRESENCE TO GLOBAL DATA

journey, there were plenty of opportuni-

Since emerging as an independent

ties and challenges globally, and not

business in 2012, Wilsonart is

a lot of time and resources to sort them

NOVEMBER 2018


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CLICK TO WATCH : THE ART OF DESIGN MIXOLOGY 209

out. Attempting an apples-to-apples comparison of its multiple business units spread across USA, UK, France, Germany, China, and Thailand, proved difficult because the systems and data were unique to a particular entity. Putting together a global data warehouse to harmonize and model data from the disparate back end systems and make it meaningful information at the executive level for decision making became one of the early priorities. As a forward-thinking leadership team that relied heavily on data and analytics

‘Millions of transactions and dollars across the enterprise have been automated both in upstream and downstream processes using IBM’s Datacap and BPM tools’ w w w.gi ga bi t ma ga z in e. com


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210

to make business decisions and steer the company in the right direction, this was a strategic necessity at Wilsonart. Wilsonart chose the Oracle suite of products for data warehousing, analytics, and financial consolidations and planning. With a plethora of systems in the global business including SAP, Epicor, MS Dynamics, MS Great Plains, Infor and Sage, the process of automating the data pull from these back-end systems, harmonizing, modelling and modernizing, consolidating, and presenting it in a simple format for consumption was a very NOVEMBER 2018


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demanding and ambitious program. The idea was to achieve this as fast as possible so the company could make the right business decisions based on knowing what was working well globally and what was not. The solution allowed Wilsonart to get into details of product line margins, effectively analyze and understand volume, price, mix, inflation/deflation, and other metrics at a regional and consolidated global level. The fundamental enterprise-wide modelling of financials, sales, supply chain, operations, manufacturing and the like took a year to crack, and of course, there is an ongoing process of refinement, but the result was a far more unified global business with visibility into each reporting unit. Previously, analysts across the business were spending more time in data gathering than on data analysis. Once the company automated and harmonized data and processes, it increased their productivity 30-35% and allowed them to focus on other priorities. Wilsonart could focus on what was working well in one region of the world and deploy it in other regions while also being able to effectively w w w.gi ga bi t ma ga z in e. com

211


212 integrate key financials and analytics

ny’s growth plans. This platform enables

of the numerous acquisitions it has

the salesforce to look at all of its product

made in the US, UK and APAC in

offerings and offer what makes most

an effective manner.

sense to customers across the different channels, and serve them better.

HOW TO DOUBLE ONLINE SALES

Allowing its commercial teams to be able

In parallel with the above efforts, in order

to log information in real time on mobile

to fuel growth and deploy best commer-

devices while in conversation with

cial excellence practices globally,

distributors and customers made a big

Wilsonart chose to implement Oracle

difference. Sales managers were able

Sales Cloud for CRM. This was aimed

to create heat maps for regions and team

at providing strong automated pipeline

members, and provide sales perfor-

to its sales and specification team

mance analytics to the salesforce. These

members, so they could identify

capabilities empowered the sales teams

opportunities to support the compa-

to be more competitive and ‘want to win’.

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‘Wilsonart has deployed SAP in Eastern Europe to expand its business and serve its customers in those regions, and has recently finished a finance and supply chain implementation of Oracle R12 in the USA’

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WILSONART

Early in 2017, Wilsonart introduced a new business-to-business (B2B) platform, and online eCommerce sales have doubled not only compared to preceding year, but also since the launch. Feedback has shown that customers enjoy the ability to find product, pricing, and inventory availability information online, and transact with Wilsonart 24/7. The company deals with many installers and fabricators who appreciate the opportunity to do business with Wilsonart online when they get back to their homes or offices after a day 214

on site. This has proven successful across the Americas and Wilsonart is now launching this in the UK shortly. Another example is the company’s efforts on branding. Wilsonart is #1 or

company has also launched a proprietary

#2 in key HPL markets globally, and

‘Visualizer’ tool, and a ‘Digital Wallboard’

continues to focus on gaining market

mobile app for interior designers,

share in products such as Quartz, Solid

renovation enthusiasts, architects,

Surface, TFL, etc. A lot of effort has

and distributors. It has seen an increase

gone into offering best-in-class user

of over 125% in organic web traffic

experience and making information

globally, and over 20 million renderings

readily available for customers online,

using its Visualizer. The ‘Digital Wallboard’

including placing products front and

app is a game changer and Wilsonart is

center, displaying designs in various

leading the industry in this area. These

BIM formats, pushing key performance

technologies are designed to add brand

and technical product information, and

value, increase service levels, and make

‘where to buy’ information. The

it easier for customers to do business.

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1956

Year Founded

5,000 Number of Employees $1.4bn Revenue

215

The CRM and web solutions have

Perhaps the most innovative move,

clearly helped Wilsonart grow from the

however, has been the successful

low single digits to approaching double

introduction of hyperspectral technology

digit rates this year, and these are critical

at the North American plants. This

as it continues to expand as a global

technology has been used in agriculture,

leader in engineered surfaces.

food processing and environmental controls, but identifying its strengths and

INNOVATIVE HYPERSPECTRAL SERVING SURFACES

applying it in the context of laminates to deliver results is quite amazing.

All of Wilsonart’s global manufacturing

Wilsonart uses proprietary hyperspec-

facilities are well run, efficient and with

tral technology solution to recognize and

patented processes, but like anything

identify design-pattern-texture combina-

else, offer improvement opportunities.

tions as they are manufactured - the w w w.gi ga bi t ma ga z in e. com


WILSONART

number of different variations is almost unimaginable. Before introducing this technology Wilsonart was achieving accuracy in the low to mid 80’s, but is now above 95% in terms of identifying exactly what design-pattern-texture it is manufacturing. This helps with shipping the right products to the customer, which resulted in an increase in customer satisfaction. Digitizing business processes remains a priority, and good progress has already been achieved by barcoding all products as they come off the line, so distributors can use the same to receive in their systems. Millions of transactions and dollars across the enter216

prise have been automated both in upstream and downstream processes using IBM’s Datacap and BPM tools. Implementing these tools is about maximizing automation and realizing its benefits internally, and sharing/ extending the solutions to customers as well. Wilsonart works with customers to help minimize manual touches as transactions flow through the supply and demand data chains, providing universal benefits. Five years of technology development and execution for Wilsonart’s IT team has added significant value to the company. But the hard work is far from over. The IT function is constantly looking to gain a competitive edge, meet the changing customer needs, invest in global expansion programs, and help the NOVEMBER 2018


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217

wider company business units become more productive and efficient. Wilsonart has deployed SAP in Eastern Europe to expand its business and serve its customers in those regions, and has recently finished a finance and supply chain implementation of Oracle R12 in the USA to establish better controls, enable e-procurement, and enhance transactional productivity and accuracy. Meanwhile, there are plenty of more routine matters that mustn’t be forgotten. Cybersecurity has received a lot of focus and investment as well and in Europe, w w w.gi ga bi t ma ga z in e. com


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218

‘A lot of effort has gone into offering best-in-class user experience and making information readily available for customers online’

the GDPR privacy legislation has global

between borders, and keeping relevant

ramifications. Being able to identify

parties updated.

where sensitive personal data is stored,

While Wilsonart is a leader in

protect and secure it is half the GDPR

Laminates and continues to lead and

battle. The rest is about putting the

invest in this category, its new products

appropriate policies and practices,

and offerings provide its customers

documenting business processes,

even more choices, allowing customers

providing training, securing data flow

to select design, texture and perfor-

NOVEMBER 2018


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219

mance they want within their budget.

does it continue to provide its global

The question now for Wilsonart is how

business a reliable, secure and high

does it enable growth and increase

performing infrastructure?

customer service levels, what can it do to automate and increase productivity, what are the next steps to remain competitive online and apply innovative but relevant technologies to its business, and how w w w.gi ga bi t ma ga z in e. com


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NOVEMBER 2018


TECHNOLOGY

A digital transformation

WRIT TEN BY

ANDRE W WOODS PRODUCED BY

ANDY TURNER

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221


BERKLEY RISK

We speak to Chief Information Officer William Tran regarding the insurance management service company’s digital transformation of its operations and offerings…

W

illiam Tran was brought into Berkley Risk– an insurance management services company and part of W. R.

Berkley Corporation – in 2016 as Chief Information Officer to bolster the IT function 222

at the Minneapolis-based company. What Tran encountered was an IT system that was addressing the company’s multiple operations, but could do much more with greater efficiencies. “We’d been using the same type of system for years,” Tran explains. It was clear to Berkley Risk and Tran that new systems and applications could significantly enhance the business. “We had multiple claim systems that had been acquired over the years, and it just wasn’t efficient to support multiple duplicative systems. And our employees had to learn to use all these systems; logging into and out of multiple systems and different databases. It was clear that we needed to consolidate.” The legacy system was an IBM iSeries NOVEMBER 2018


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AS/400, according to Tran. “It was a mainframe-type application. In this day and age, sophisticated users, many of whom are younger clients, demand so much more, such as portals. Imagine bringing in a 22-year-old claims adjuster and putting them in front of a bunch of green screens and saying, ‘OK, so to do this, you type 7 then shift + F2 then you tap, tap, tap…’ That wouldn’t work too well with those who grew up with the iPad and the iPhone,” he jokes. “Plus, our clients in the marketplace today are looking for web applications and more of a self-service model to access to their data on demand, in real time. “

CALCULATED RISK Berkley Risk is not strictly speaking a ‘thirdparty administrator’, but provides claims, underwriting and full-service governance reporting and oversight for the insurance entities it services. Its business is split between risk-based and fee-based business with both large pool and self-insured group customers and individual risks. Tran describes the first year of Berkley Risk’s digital conversion (2017) as a ‘transformation’. Tran refers to 2018 as the year of ‘optimization’ with 2019 seeing him go beyond by looking at emerging technologies. “In 2017, I knew we could rethink our IT to reduce both time and w w w.gi ga bi t ma ga z in e. com

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www.mahathiinfotech.com

Guidewire Services Leading our clients through technology transformation, business operations modernization, customer service enhancement & innovation enablement

Our customer-centric approach combined with domain expertize in Legal & Insurance help us nurture a strong partnership with our customers across the globe


NORTH AMERICA

“A lot of claims and underwriting can be automated to a certain extent and so instead of taking 30 minutes,it might literally take one minute to process” — William Tran Chief Information Officer

with improved systems without adding more cost. In fact, we need to be able to do it for less.” Berkley Risk didn’t bring in any new vendors for the active transformation itself. Instead they relied on the expertise and effort of their internal team and had Mahathi help them with additional technical expertise.

TALENT POOL As well as reducing time and expense, Tran knew he had to better service Berkley Risk’s customers and clients. To do so, “you’ve got to look at the people, process and technology.” Berkley Risk first decided to supplement their internal IT team’s knowledge and skills with additional technical talent. They added an architect, data analysts, and deve-

expense. We just weren’t efficient

lopers to build internal technical capab-

enough or as responsive to our custom-

ilities and develop bench strength.

ers as we wanted to be.” As far as the initial digital transforma-

Berkley Risk was originally operating multiple applications, each with its own

tion at Berkley Risk, Tran partnered with

unique processes and so Tran and his

Mahathi, a software consulting company.

team eliminated at least half of them.

“I think they’re a great fit for us because

“Then we looked at simplifying and

they were able to deliver what we needed

enhancing these processes. Basically,

to be done at a reasonable price point.

we needed to remove duplicated or non-

From my perspective, our success

value added processes and enhance

depends on my ability to add value to IT

the processes that we are still using. In w w w.gi ga bi t ma ga z in e. com

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BERKLEY RISK

226

“Berkley was originally operating multiple applications, each with its own different processes and so Tran and his team eliminated at least half of them� NOVEMBER 2018


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the future, we need to assess emerging

now do a lot of stuff on demand in their

technologies; anything that can help

own time, so it’s more of the self-service

us in the long term.”

model our customers were asking for.”

“We decided to go with a claims

Berkley Risk’s original applications

handling application called Guide-

supported many clients and the migra-

wire. It took us a year to complete the

tion to the new system presented

conversions because we had to convert

challenges in making the transition

multiple applications and several dec-

smooth for the company’s internal

ades’ worth of data.” Berkley Risk did the

teams. “We migrated to the new

same for their policy and underwriting

system and everything was new for

applications, converting all their custom-

everyone. There were a lot of questions

ers into the same policy system that is

like, ‘This is not the same report I got last

used by multiple Berkley companies.

year.’ After all, it wasn’t an apples to

Then, they rolled out web portals for their

apples comparison as far as the data

customers to access claims data and

was concerned because sometimes

policy information. “Our customers can

when you migrate, you have to translate

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

William Tran A transformational leader who leverages technology to drive business success with over 20 years of experience in IT. Currently the CIO of Berkley Risk, Williams has also worked or consulted for many companies including: UsBank, RBC Financial, ArcherGrey, Ditech, Wells Fargo, Abbott, United Health Group, Ameriprise, GMAC/RFC, Boeing, Deluxe, Boston Scientific, CNO Financial Group, Travelers and Accenture.

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BERKLEY RISK

and transform the data. We had to do a lot of work to reconcile reports.” That was 2017. That’s what Tran meant by ‘transformation’. In 2018 the focus is on ‘optimization’. “In 2018, we have taken a step back to say ‘OK, businesses, now that we have the new systems, what are the problems? How can we help you?’ Let’s optimize what we have. What are the customers saying? How can we make things better? What if we auto-generate reports? Let’s find a more efficient way to send checks out?” So, Berkley Risk is changing their financial application to better leverage technology, like e-payments, to 228

respond more quickly and lower the overall cost.

THE FUTURE 2019 will see Tran looking more closely at emerging technologies such as AI, RPA (robotic process automation), and additional predictive analytics. “We’re working with strategic vendors to see what’s out there. A lot of people have jumped in right away, and you can burn time and money and get nothing for it. You’ve really got to do your homework. The technologies we’re looking at are AI and additional predictive analytics because we have a lot of data that can provide insights. Ultimately, we would like become an even more data-driven company. We want to make sure that we can analyze the data and NOVEMBER 2018


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229

20

Tran’s years of experience in IT

1984

Year founded

24/7

Access to actionable data

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230

“Imagine bringing in a 22-year-old as a claims adjuster and putting them in front of a bunch of green screens and saying,‘OK, so to answer this, you do shift, shift, alt, P. Type this number, and then you tap, tap, tap” — William Tran Chief Information Officer

NOVEMBER 2018


NORTH AMERICA

patterns to better service our clients. We’re doing a POC (proof of concept) with IBM on their predictive analytics tools to see if there are additional insights we can glean from our data. RPA allows us to automate repetitive processes within and across our systems. A lot of claims processing steps can be automated to a certain extent and so instead of taking 30 minutes, it might only take one minute to process. There are many RPA vendors like Blue Prism, UI Path, Automation Anywhere, but it’s difficult to buy from them directly because we’re not experts. So, we’re looking to partner with an experienced SI (system integrator) for our RPA work.” The transformation Tran oversaw has seen the company ‘reinvent itself’, according to its CIO. “It’s been quite the journey so far and we’re excited about the future.”

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232

The Dark WRIT TEN BY

JOHN O’HANLON PRODUCED BY

TOM VENTURO

NOVEMBER 2018


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SIGMAPOINT

SigmaPoint is poised to reinvigorate electronics manufacturing in North America. The Canadian provider of electronics manufacturing services (EMS) has refined its lean manufacturing practices over a decade, and is now on a journey to a truly disruptive supply chain solution

W

ith increasing unease over the imposition of tariffs on goods and materials imported into the USA, manufacturers and design-

ers are concentrating their attention on the likely 234

effect of ever escalating disincentives to the offshoring model. There are plenty of other reasons to look anew at the advantages of bringing as much as possible of the value chain back, among them the reducing labor cost advantages and, as innovation takes a front seat, the need to protect and control IP. It’s against this background that the SigmaPoint Technologies has launched a five-year project that will seriously disrupt the traditional end-to-end supply chain and lead the electronics industry toward a much more highly automated model. In just 19 years the Cornwall Ontario based company has grown from zero to nearly 300 employees, partnering with major OEMs such as General Dynamics and Kontron through its commitment to lean manufacturing and its triple focus on simplicity, velocity and value add. As NOVEMBER 2018


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235

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SIGMAPOINT

“When you get into the prescriptive and predictive portions of the AI interface … you’re actually starting to enter a future state where you’re able to look at the variables without any human interface” — Leah Slaughter, VP of Supply Chain, Sigmapoint

Sylvain Duval, SigmaPoint’s Director of

bringing certain products back to

Customer Experience, says: “We have

North America. Being a Canadian

been able to demonstrate to our

entity, our customers are burdened by

customers the solid business case for

no tariffs whatever.” Thus, being

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MONTH 2018


NORTH AMERICA

CLICK TO WATCH : ‘MADE IN CORNWALL – EPISODE 1: SIGMAPOINT’ 237 Canada-based is just one of a number

Duval. “That is why SigmaPoint is trying

of market factors favoring Sig-

to build the EMS global supply chain of

maPoint’s growth – but the chief

the future. We are putting together the

advantage of this company lies in its

building blocks so that we can maintain

commitment to innovation.

our competitive advantage and enable

A key factor, currently and over the

our original equipment manufacturing

coming five years, is its leveraging of

(OEM) customers to bring back their

artificial intelligence (AI) and machine

projects from Asia to North America.”

learning (ML) when it comes to

The project proper had its birth in

competing with Asia. China will always

2017 at SigmaPoint’s facility within the

be able to undercut on labor so what

new privately-funded tech accelerator

more can SigmaPoint do? “We know

Catalyst137 at Kitchener. This focuses

that to be able to compete effectively

on NPI and fast prototyping, with an

we have to find ways of removing every

eye to volume production at the

bit of waste and inefficiency,” says

Cornwall factory. The government has w w w.gi ga bi t ma ga z in e. com


SIGMAPOINT

“We have been able to demonstrate to our customers the solid business case for bringing certain products back to North America” — Sylvain Duval, Director of Customer Experience, SigmaPoint

238

encouraged the creation of a ‘super-

Response, the software platform that

cluster’ of companies working together

was chosen by VP of Supply Chain

to share IP and move toward next-gen-

Leah Slaughter based on a long

eration manufacturing, he explains.

acquaintance. “It is truly the most

“Catalyst137 spearheaded the creation

flexible piece of software that I have

of our AI/ML project together with key

ever found throughout my entire

customers, suppliers and our technical

career,” she states. “With the amount

partner Kinaxis.”

of intelligence that we are building into

Kinaxis is the developer of Rapid NOVEMBER 2018

the prescriptive interface, this was the


NORTH AMERICA

239 only tool that could handle the

with processes continuously running

intricacies that I wanted to build into

without human intervention. “Achieving

the AI/ML model.” Kinaxis is a key

this will bring us a huge competitive

partner in the project, which brings in

advantage through risk mitigation in

manufacturers like ON Semiconductor,

the supply chain, with a platform that

distributors including Arrow Electron-

can plan its own way through and out

ics and Future Electronics and OEM

of exceptions and pitfalls that occur,

customers Miovision and L3 Wescam

leveraging deep and continuous

– all with connections to the Catalyst137

machine learning.”

facility. It places SigmaPoint right at the

The part that is not, and probably

center of a heavily populated hub of

never will be fully automated, she calls

start-ups and OEMs that are geared

the control tower. This is the human

toward IoT innovations.

interface that monitors the process,

The goal by 2022 is to comprehen-

constantly reprogramming the

sively automate the supply chain so

machine as exceptions are encoun-

that 90% of it is running in a ‘dark state’

tered. The jobs will not always be the w w w.gi ga bi t ma ga z in e. com


SIGMAPOINT

supply chain professional roles of today, but might require a ‘control tower architect,’ an ‘AI programmer’ or an ‘AI profile exception specialist.’ “Artificial intelligence and machine learning on their own are really just a process automation but it’s when you get into the prescriptive and predictive portions of the AI interface, and into deep learning in the machine learning portion of it, that you’re actually starting to enter a future state where you’re able to look at the variables without any human interface. The 240 E X E C U T I V E P R OF IL E

Leah Slaughter Leah has over 20 years of extensive experience in supply chain, including redesigning end-to-end supply chains and evaluating where supply chain resources are best deployed to maximise company revenue and improve customer delivery performance. This is achieved by using an assessment of strategic risk for the company through strategic sourcing, demand intake, supply chain management, procurement, materials management, manufacturing, logistics and customer service. Leah’s experience with component distribution, various multinational EMS providers and OEMs, as well as consulting for supply chain process and applications, has allowed her to share her knowledge and manage teams of over 150 people. Leah received diplomas in Materials Management & Distribution and Marketing & Business Administration from Sir Sandford Fleming College, where she achieved honours and was named on the Dean’s list.

NOVEMBER 2018


NORTH AMERICA

control tower will always be a piece of the puzzle though, because we need intuition built-in to some of these decisions. We need to regularly re-programme the artificial interface to ensure that the right things are being learnt by the machine and that the next decision that it makes will be correct.” AI and ML, then, have the potential to make existing practice efficient, but even today supply chain is seen as a very linear, end-to-end process. SigmaPoint looked for a holistic model that would link each of the nodes direct to the digital core in real time. “The linear model introduces latency as it

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

Sylvain Duval Sylvain has over 27 years’ experience in New Production introduction in the high-tech sector. For 10 years, he worked at Nortel Networks as Test Engineering Director and Senior Produce Line Manager. He then followed an entrepreneurship path, working as Test Engineering Director for ultra long-haul optical networking startup, Ceyba, in early 2000. He then co-founded his own startup, Daito Test Services in 2003 and co-founded Jordale Technology in 2006. Sylvain returned to the EMS world as Customer Service Director at Varitron before joining SigmaPoint. He holds a Bachelor’s Degree in Electrical Engineering and a Master’s Degree in Concurrent Engineering from Sherbrooke University.

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SIGMAPOINT

moves from node to node,” says Slaughter. “When we looked at spanning eight internal nodes with seven external supply nodes, upstream and downstream to give a full and entire supply chain solution leading to the dark state, we knew we had to 242

connect the OEMs, the EMS, the distributor and the manufacturer.” Her vision is to transcend the nodes or links in the supply chain conflating them in a compressed ‘super node’, always turned on, always transparent, and all powered up by Kinaxis Rapid Response. Collaboration across the nodes, from the outset, was the always the key, emphasizes Duval. “AI and ML are

“Catalyst137 spearheaded the creation of our AI/ML project together with key customers, suppliers and our technical partner Kinaxis” — Sylvain Duval, Director of Customer Experience, SigmaPoint

NOVEMBER 2018


NORTH AMERICA

buzzwords in the supply chain world but we are different in that we involved our partners right from the beginning, asking them to identify the upstream or downstream issues we could help solve with this new approach.” The project remains at this stage an active development between SigmaPoint and its partners, but its effect is already being felt in the vibrant digital nexus emerging in Ontario, with startups, innovators and established players supporting the next generation of IoT companies. It is due to be unveiled by Slaughter in Washington DC in October to a broader population of supply chain professionals at Kinexions 18 the annual conference of Kinaxis. “I think the AI/ML project will attract much attention and potentially, with the partners that we are involved with and leveraging right now, it will change the supply chain landscape over the next five years to what we hope will be a revolutionary state.”

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A D I G I TA L BA N K I N G EC O SYST EM

— MauBank WRIT TEN BY

ANDRE W WOODS PRODUCED BY

JUS TIN BR AND

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245


M A U B A N K LT D

Chief Information and Digital Officer Sudheer Prabhu is the man taking MauBank’s digital transformation strategy forward…

M

auritius is undergoing something of a banking boom right now. The island is fast becoming known as a growing, stable

financial hub with banking options in sub-Saharan Africa often preferred to the often-volatile African markets; there is currently $38bn in banking sector 246

assets held offshore. Cross-border banking in Africa, since the global giants vacated the area following the global financial crisis in 2008, has opened up many areas of growth and MauBank – Mauritus’ third largest bank – is one such beneficiary of this new space. To keep its customer offerings aligned with the demands of the modern marketplace, while operating as efficiently as possible, MauBank is in the process of digitalizing its customer journey and operational processes as it undergoes a transformation through engineering of business processes to bring operational efficiencies while reducing cost across the company. This is an overhaul that is seeing major growth at the bank as it reaches out further afield for new clients, and areas of expansion. Chief

NOVEMBER 2018


AFRICA

247

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Information and Digital Officer Sudheer Prabhu is the man taking MauBank’s digital strategy even further. “I was hired to put a digital strategy in place, which is in line with the management’s vision of the bank that completely supports technology-driven processes and initiatives to enhance the customer experience as well as bringing in operational efficiency,” Prabhu explains. One of the initial considerations behind the changes at MauBank related to the current regulatory environment of the market. “To create a strategy, you need to understand the current market situation and regulations,” he explains. “’What is the current regulatory environment in which we are operating as a bank?’ So, we did a bit of research before working on a three-pronged strategy.” The first initiative launched by Prabhu and his team was the total digitisation of the bank’s board, rendering the internal operations

“Our entire board meeting is now done on tablets with uploaded papers. That was where we started the digital journey” — Sudheer Prabhu, Chief Information and Digital Officer

at MauBank paperless. “Our entire board meeting is now done on tablets with uploaded papers. That was where we started the digital journey,” Prabhu explains. With any large-scale implementation of new technologically-driven processes, staff have to be comfortable with the new processes and technologies. “You really need ambassadors within the organisations,” Prabhu explains. w w w.gi ga bi t ma ga z in e. com

249


AFRICA

CLICK TO WATCH : ‘MAUBANK — OUR VALUES’ 251 “Which means the staff must be ena-

banking application was already here

bled before they can first embrace the

for our banking transactions, so we

digital transformation. This has to hap-

could then connect small micro-services

pen before we can tell our customers and

to it through the API (application prog-

before we engage with customers and

ramming interface). So, our strategy

enable them with digital tools.

was to start with implementation of the

“We then embarked on creating an open and flexible digital eco system that enables new business insights and

ecosystem, to enable us to move fast in the digital era.” MauBank migrated to a newly-devel-

opportunities, leveraging the power of

oped HR system, which interacts with

data, while at the same time providing

a mobile banking application so that

anytime, anywhere access to Bank’s

staff can now use their mobile to get

customers, so we could be agile, quick

details for approval. “Everything is

to market and faster when implement-

digital. We have our internal social media

ing newer technologies. A strong core

platform too, and so the digital seed is w w w.gi ga bi t ma ga z in e. com


M A U B A N K LT D

“Everything is digital. We have our internal social media platform too, and so the digital seed is already born 252 in the staff. Now they are embracing the digitial transformation and how it can benefit them” — Sudheer Prabhu, Chief Information and Digital Officer

NOVEMBER 2018

already born in the staff. Now they are embracing the digital transformation and how it can benefit them.” Once the internal landscape had been reconfigured the bank could focus its attention out towards the customer. MauBank began with paperless account opening at branches for walk-in customers using a workflowbased system from Laserfiche. Prabhu was then tasked with further enhancing the customer experience. “We were now ready to launch a unique mobile application to our customers that enables them to open accounts sitting in their homes using their National Identity Cards through technologies like OCR (optical character recognition) and RPA


AFRICA

CLICK TO WATCH : ‘ABOUT MAUBANK — PERSONAL AND BUSINESS BANKING’ 253 E X E C U T I V E P R OF IL E

Sudheer Prabhu Sudheer has over 27 years of experience in the banking industry. He has worked at some of the most highly reputed international banks, implementing corebanking and digital banking solutions. His key experience is around formulation of Digital Transformation Strategies for customer acquisition, servicing and enhancing user experience for both Retail and Corporate customers using disruptive technologies like APIs, Machine Learning and Artificial Intelligence. Sudheer also has experience in formulating strategies for cost reduction and increase productivity through use of technologies like RPA for automation of processes.

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M A U B A N K LT D

MUR

995.2mn Approximate revenue

2016

Year founded

650

Approximate number of employees 254

NOVEMBER 2018


AFRICA

255

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256

“To create a strategy, you need to understand the current market situation and regulations” — Sudheer Prabhu, Chief Information and Digital Officer


AFRICA

257

(robotic process automation). We are

gies to the bank and kickstarted the

using the API to connect online with

process with a simple FAQ chatbot,

our core banking system for the crea-

following on from the success of bots

tion of these accounts. As of last year,

with more specific functions, onto

we introduced multiple features to

the company’s website. “Our virtual

our banking application to enable our

assistant was the first full-fledged

400,000-strong client base to enhance

FAQ banking bot on the island. and it

their experience and banking needs.

uses artificial intelligence in respond-

In short, we are trying to take the

ing to the customer. When more

bank to their homes, rather than them

questions are added, it can interpret

coming to us.�

and respond to the queries. The next

Prabhu then focused his effort on

phase is to take this conversational

bringing Artificial Intelligence (AI),

AI platform to the next level by provid-

Machine learning and NLP technolo-

ing transactional services. w w w.gi ga bi t ma ga z in e. com


M A U B A N K LT D

NOVEMBER 2018


AFRICA

“We are trying to take the bank to their homes rather than them coming to us” MauBank and its staff are involved in many environmental and social projects. Below: Staff engagement activity for children living in shelters.

— Sudheer Prabhu, Chief Information and Digital Officer

As MauBank builds on the concept of bringing the bank into the home for its customers, Prabhu has now started working on enabling customers to apply for loans from their homes, with an online lending solution which leverages RPA and API technologies ready to launch in the near future.

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Atlas Mara: Banking on digital transformation WRIT TEN BY

ANDRE W WOODS PRODUCED BY

JUS TIN BR AND 260


AFRICA

261

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AT L A S M A R A

We speak to Teza Ngulube, Country Head, Retail and Digital Banking, at AtlasMara Zambia to see how the bank is making a success of its digital transformation‌

B 262

anking is undergoing nothing short of a technological revolution. With every aspect of the financial sector undergoing

dramatic overhauls of internal operations to provide up-to-the minute customer-facing offerings, there

Official opening of the 1st Atlas Mara Branch

is not a corner of this market that is not reconfiguring its infrastructure, strategy and processes. Atlas Mara is a bank focussed on investments and operations within sub-Saharan Africa and it too has radicalised its business to keep up to spin with all the latest disruptive technology in the sector. The person charged with overseeing this sometimes tricky transformation for Atlas Mara Zambia is Teza Ngulube, Country Head Retail and Digital Banking. Having previously served with Zanaco and Standard Chartered Bank, Ngulube joined Atlas Mara Zambia to take charge of its Retail & Digital operations after the merger of Finance Bank and BancABC. From the very onset, the need to leverage NOVEMBER 2018

A member of the Atlas Mara staff with Group Chairman, Mr. Bob E. Diamond Jr.


AFRICA

263

technology to drive retail customer relationships was apparent and required swift transformation of our capabilities to allow us remain a credible choice for both our new and existing clients. “I joined Atlas Mara in February this year,” Ngulube explains. “And it’s really been about making sure the bank has high-quality products that are working to meet customers’ expectations. The banks went through an important amalgamation that saw two banks become one. Each had very different profiles in every aspect. The technology from both sides also had to come together for a digital banking solution that w w w.gi ga bi t ma ga z in e. com


AT L A S M A R A

Atlas Mara staff with management and the group’s board members 264

worked for the new consolidated bank.”

very stable on Flexcube,” he says. “And

The starting point of the journey was

it has given us room to now focus on

to ensure we had a single core banking

the peripheral infrastructure.”

system. We had to prioritise the migra-

One area where Ngulube directed

tion of customers that were sitting on

his efforts was that of the bank’s ATMs.

a lower version of the core banking

“There’s a new culture at Atlas Mara

system to the higher version that today

and we needed to make sure that we

stands as our core banking system. “It

have an ATM network that works and

was a difficult process but we are now

delivers expectations from an uptime

Chris Mwelo Head of Global Markets and Treasury NOVEMBER 2018

Bonaventure Mbewe Head of Legal

Betsy Nkhoma Head of Corporate Banking


AFRICA

“It’s really been about making sure the bank has highquality products that are working to meet customers’ expectations” — Teza Ngulube, Country Head Retail and Digital Banking perspective, so we decided to replace

procurement and deployment of

90 of our ATMs out of a fleet of about

these 90 ATMs, which they were able

175. Additionally, we have also migrated

to deliver in good time.

to a new ATM switch powered by CR2, which gives us better connectivity,

DIGITAL BANKING

better response, and ultimately,

Mobile banking is now a given for any

a better customer experience.” The

financial institution in modern times and

local NCR team supported Atlas Mara

enquiries such as balance checks are

Zambia with the whole process of

critical, as is the ability to move money.

Otis Zulu Head ofAudit

James Koni Managing Director

Hele Lunda Public Sector & NGO’s w w w.gi ga bi t ma ga z in e. com

265


AT L A S M A R A

266

Staff during branch launch NOVEMBER 2018


AFRICA

“There’s a new culture at Atlas Mara and we needed to make sure that we have an ATM network that works and delivers expectations from an uptime perspective” — Teza Ngulube, Country Head Retail and Digital Banking

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267


AT L A S M A R A

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“We had two separate mobile banking platforms for the two banks prior to the amalgamation and for each, we had

an agency banking solution, covering both the app and USSD.” “So, as of 1 August, we have delivered

some critical failure points. It became

the mobile banking application, which

relevant for us to define a fresh mobile

is currently the best mobile app in the

banking platform that compensated

market. It has a very easy first self-reg-

for both banks to give us the right

istration process, and you are logged

positioning as Atlas Mara Zambia. We

on, it presents a user friendly landing

have rolled out a new mobile banking

page that is easy to navigate. You can

platform, provided by a company called

move money about with ease within

ModefineServer, which has given us

Atlas Mara and to other bank accounts

three different solutions. They’re giving

and you can also move funds between

us the mobile banking solution that

your prepaid cards.”

covers both USSD (unstructured

“The biggest partner right now is

supplementary service data), as well as

ModefineServer, whom have been able

the app. They’re also going to give us

to deliver our mobile banking solution;

a wallet solution, covered in both USSD

which includes the wallet as well as the

and an app. And they’re also giving us

agency banking. They have really stood

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

Teza Ngulube Teza Ngulube has over 12 years of retail banking experience covering both middle management and senior level. Teza’s experience covers retail branch network management driving sales productivity, client experience and governance to drive revenue and balance sheet growth whilst leading a highly motivated and engaged team.

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AT L A S M A R A

“We are working on building an agency banking model that reflects our aspirations. We are going to be building a model based on partnerships” — Teza Ngulube, Country Head Retail and Digital Banking

270

Atlas Mara’s Katete Branch

out over that last couple of months and

a lot of time without a functioning mobile

they’ve just been fantastic, and we have

solution. It is also interesting to see the

achieved quite a bit with them. I would

growth on the USSD channel, because

also like to mention our Oracle support

initially we had most of the downloads

team, who have been holding our hand

coming through on the app. But then, all

throughout these projects.”

of a sudden, we saw a strong shift on the USSD side. In this case, that’s where we

SUCCESS

expect most of the traffic. So, we made

Ngulube is proud to announce at the

some good traction there. Right now, we

time of writing that the service has just

are still at the stage of trying to get more

hit 10,000 downloads on the Google

and more customers onto the platform

Play store. “The total registrations today

given our customer base of 150,000.”

were 22,000. So, 12,000 on USSD

Atlas Mara Zambia is just starting

and 10,000 on the apps is considerable

the migration of its customers to the

progress, given that we have spent

new wallet solution, Tenga; a low KYC

NOVEMBER 2018


AFRICA

271 product that anybody with a mobile

has the largest agency banking network

phone can register on via USSD or even

in the country, Zoona. We are in discus-

the app. This game changing product

sions with them – they have in excess of

is available to everyone with a mobile

2,000 agents right across the country,

number and Zambian National ID – you

and we are looking to see how we can

don’t have to be an existing customer

leverage their network,” says Ngulube.

of Atlas Mara bank to be eligible. “Tenga represents the birth of our

With Tenga, we will be fulfilling a critical need to allow financial inclusiveness

mobile money solution and to support

at all levels of society irrespective of

its relevance, we are working on building

geography across Zambia.

an agency banking model that reflects our aspirations. We are going to be building a model based on partnerships. We have a couple of partners already on the cards, and one of them actually w w w.gi ga bi t ma ga z in e. com


FNB FIDUCIARY 272

Helping customers protect their families by digitizing the will-making process WRIT TEN BY

SE AN GA LE A-PACE PRODUCED BY

JUS TIN BR AND

NOVEMBER 2018


TECHNOLOGY

273

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F I R S T N AT I O N A L B A N K S A

274

CIO Jaco Coetzee and CEO Vijay Morarjee of FNB Fiduciary discuss how they are educating the market to set up wills

I

n this new technological

recognize the importance of embracing

world, businesses are

new technology in order to maintain the

targeting many more

brands ecosystem.

diverse customer groupings, includ-

FNB’s Fiduciary believes in embrac-

ing millennials as new entrants to the

ing innovative technologies. “We have

financial services sector.

the vision and energy to build on and

Digital transformation has seen firms

develop customer centric innovations

such as First National Bank (FNB)

that drive our brand promise of ‘how

Fiduciary digitise their solutions and

can we help you’,” says Coetzee.

change the way they offer their services.

“Digital transformation is an ongoing

Chief Information Officer (CIO) of FNB

process. It’s been a long journey to get

Fiduciary, Jaco Coetzee, and Chief

to where we are now, but there is still

Executive Officer (CEO), Vijay Morarjee,

a lot more to be done. It’s such a great

NOVEMBER 2018


AFRICA

“We have the vision and energy to build on and develop customer centric innovations that drive our brand promise of ‘how can we help you’” — Jaco Coetzee, 275 CIO

feeling to reap the rewards when so

ensure they maintain their customer’s

many components start to converge.”

need at the core of everything they do

The segment operates as part of a

and transitioning to paperless systems

division of FirstRand Bank Limited and

and processes, thereby making it easier

is one of the largest financial institutions

for customers to engage with them.

in the country. As a fiduciary, FNB has a legal responsibility to look after its

SWITCHING FROM LEGACY

customers with the Fiduciary division

However, Coetzee stresses that the

offering wills, trusts and administration

process of switching from a legacy

of the deceased estates. With digital

system for FNB Fiduciary challenged

transformation in mind, FNB Fiduciary

the team to come up with creative

is in the process of reviewing its strategy

practices and solutions that will make

including the use of contextual data to

everything they do re-usable with a w w w.gi ga bi t ma ga z in e. com


F I R S T N AT I O N A L B A N K S A

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AFRICA

CLICK TO WATCH : FNB’S SMARTPHONE APP SUPPORTS EXISTING PRODUCTS TO PROVIDE IMPROVED CUSTOMER SERVICE 277 focus on enhanced customer centricity “Legacy systems have been a chal-

design and implement new architecture. When Fiduciary started the

lenge, but Fiduciary has found ways

journey, one of the first things we did

to work with it. If you are able to build

was to assess the server and software

around a core system capability and

landscape. Fiduciary was already on

modernize, differentiate the niche

modern infrastructure running 100%

capability as re-usable components

on virtual infrastructure, but we have

around the core system, that is great

not yet reviewed the applications

because you do not have to go and

running in those virtual machines,”

re-invent the wheel,” explains Coetzee.

affirms Coetzee.

The switch to digital saw FNB make

“Fiduciary ended up re-building the

significant savings across Fiduciary’s

entire server landscape, consolidating

infrastructure through the implementa-

applications with similar workloads,

tion of new architecture.

sharing infrastructure where we could

“FNB has great in-house capability to

and saving about 75% on hosting costs w w w.gi ga bi t ma ga z in e. com


F I R S T N AT I O N A L B A N K S A

“There is an ongoing drive to ensure that we protect our customers by equipping as many of them as possible with a will” — Vijay Morarjee, CEO

278

NOVEMBER 2018


AFRICA

across the infrastructure as well as drastically simplifying what we have to manage, automating the mundane maintenance tasks etc.” With 80% of the deaths reported to the Master of the High Court South Africa confirmed as deaths without a will, Morarjee understands the considerable challenge of changing such a consumer mindset. “There is an ongoing drive to ensure that we protect our customers by equipping as many of them as possible with a will.” “Building an ecosystem that helps us operate at optimal levels through a platform approach is a core focus for the bank. This encourages and empowers our customers to take control of their banking, managing their finances and life goals.” FNB, through its Fiduciary division – has become the first ever bank in South Africa to release an online will drafting platform that allows its customers to access their online banking and draft their own wills for free. By providing online software that asks the customer input questions such as how many children the customer has and in who’s care the customer wishes to w w w.gi ga bi t ma ga z in e. com

279


F I R S T N AT I O N A L B A N K S A

280

place their children in the event of

in the digital space in an effort to reduce

tragedy as well as who should inherit

its reliance on paper. By providing its

their assets, has enabled FNB Fiduci-

product online, it has allowed them to

ary to provide all of its customers with

break into the digital sphere and expand

some form of protection.

their online footprint on platforms

“Big deployments, especially data migrations, need practice, practice,

like Google. “FNB Fiduciary has always been

practice. The only way to sort out all the

a business that’s very paper-based,

kinks is to test every scenario you can

across all of the pillars, wills, trusts,

think of with the best data you can.”

estates, everything has always commanded a lot of paper. I think our big

UTILISING THE DIGITAL SPACE

challenge now is to see how much

Through FNB Fiduciary’s transforma-

of that paper we can cut out of our

tion journey, the company set itself up

ecosystem to make the administration

NOVEMBER 2018


AFRICA

1838

Year founded

30,000

Approximate number of employees

281

process simpler and more cost efficient.” And it’s fair to say FNB Fiduciary

in the 21st century.’” “The new application set us up to

certainly doesn’t believe in standing still.

free operations resources so that we

Coetzee maintains change is a part of

can spend our energy on innovation

evolving and being able to enhance

to ultimately enhance our product

products to enable a greater impact.

offering and journey.”

“Although I can’t remember where I heard it from, I try and live by follow-

FORMING RELATIONSHIPS

ing this quote: ‘Great operations take

But in order to achieve sustained suc-

advantage of change. Operations is

cess, Coetzee highlights the importance

the capability behind innovation, it

of forming good partnerships and draws

delivers on the promise. That’s what

similarities to the process of maintain-

makes it one of the most exciting, vital

ing personal relationships.

and dynamic aspects of the business

“The assessment of your partner is w w w.gi ga bi t ma ga z in e. com


F I R S T N AT I O N A L B A N K S A

282

“Building an ecosystem that helps us operate at optimal levels through a platform approach is a core focus for the bank. This encourages and empowers our customers to take control of their banking, while managing their finances and life goals” — Vijay Morarjee, CEO

NOVEMBER 2018


AFRICA

the most important thing. Think about a long-term relationship,” says Coetzee. “It has to be stronger together and this is something to think about when deciding on a partner in the corporate space. You have to decide how you can help each other to grow.” With the future in mind, Coetzee remains keen to keep pushing barriers and wants to ensure FNB Fiduciary are continuing to explore different ways to how their customers utilise data on an ongoing basis. “There are so many ways customers want to communicate with us on our products and services. One of the big challenges is to pick the engagement channels that you want to use and be the best at it.” “We also keep trying to find ways to use the data we have more effectively. Our offerings need to be relevant to the customer’s current reality to ensure we improve their position.”

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283


Digitising banking in Malawi’s financial sector 284

WRIT TEN BY

SEAN GALEA-PACE PRODUCED BY

JUSTIN BRAND

NOVEMBER 2018


AFRICA

285

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ECOBANK

Lusungu Mkandawire, Country Head of Information Security at Ecobank Transnational, discusses the impact new technology is having on banks in the age of digital transformation

A

s the first bank in Malawi to launch a mobile app, Ecobank is beginning to embrace technology in a bid to stay ahead of its

rivals. With 80% of the population in Malawi unbanked, 286

Ecobank remains determined to lead its competitors and set the trends in the industry. Lusungu Mkandawire, Country Head of Information Security, believes it’s vital that Ecobank continues to innovate and remains the first institution in the field to implement new software and react to change. With innovation firmly in mind, Ecobank became the first bank in Malawi to launch a mobile app called ‘Ecobank Mobile Banking App’. The service is accessible on Android and iOS operating systems and is immediately available for download. “We were the first bank to connect mobile wallets before every other bank in the country,” says Mkandawire. “We are also the first bank to have an Unstructured Supplementary Service Data (USSD) application that will support wallet to bank transaction. Our main strategy is to become more digital. NOVEMBER 2018


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ECOBANK

“We’ve successfully developed products that pose a real benefit to our customers, clients and other businesses”

With most of the other local banks still only brick and mortar, it’s really important for us to fully embrace digital technology.” The USSD is a global system for mobile communication technology that is used to send messages between a mobile phone and an application programme in the network. Mkandawire affirms that through utilising such software, the app provides Ecobank’s customers with greater freedom for their transactions. “Ecobank Malawi is integrated with all the mobile money providers in

288

— Lusungu Mkandawire Country Head of Information Security, Ecobank Transnational

Malawi,” says Mkandawire. “This enables our customers to seamlessly do transactions without time restrictions. Every bank in Malawi has a mobile banking strategy and is integrating with those who have their own mobile banking products.” With mobile banking providing a wide range of different functions, Mkandawire points out how customers can significantly benefit from operating the app.


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CLICK TO WATCH : ‘ECOBANK MOBILE APP BENEFITS: GENERAL ’ 289 “Customers want self service where

has meant that banks which delay their

they are able to check their balance

digital transformation strategies are

from home or pay bills from anywhere

trailing behind. Banks can develop their

on the planet. Customers want an

products at a reduced cost through

omnichannel service and this means

utilising their product development and

connecting all these touch points to

IT operations, or DevOps. Mkandawire

create a seamless, consistent and

is well aware of just how important it is

pleasant experience. This lets custom-

to keep up with the latest trends.

ers move from one touch point to

“Speed and innovation are critical

another without feeling a disruption

success factors in today’s digital world.

or disconnection.”

Being able to innovate quickly and cheaply, test digital products and

IMPORTANCE OF INNOVATION

services in the market, refine them and

With companies launching new products

release them on a regular basis has

at a quicker rate than ever before, it

become a competitive advantage,” w w w.gi ga bi t ma ga z in e. com


ECOBANK

290

$1.8bn Approximate revenue in 2017

1985 Year founded

36

Countries of operation

explains Mkandawire. “Ecobank has invested a lot in research and innovation to make sure that we are at par or better in the global banking sector as a whole.” Having joined Ecobank in May 2018 to take control of Information Security, Mkandawire has previously worked as the Information Security Manager at Airtel Africa and as an IT Audit Supervisor at KPMG. Such experience in technology and security has allowed Mkandawire to build up significant knowledge in the field. “I definitely combined IT and accounting in my previous roles. I feel it’s given me a good understanding of the

NOVEMBER 2018


AFRICA

requirements of both positions, espe-

I believe we have a good setup for

cially during my time as an IT auditor.”

cybersecurity but you can never be 100% secure. You have to continuously

REMAINING SECURE IN THE DIGITAL SPACE

improve. Facebook was recently

While digital transformation has seen

is completely safe, especially in

companies experience tremendous

a banking environment like Ecobank.”

hacked so you can never say anything

growth, it has also caused the issue of

Previously, Ecobank utilized the ISO/

cybersecurity to become increasingly

IEC 27001 system which the company

prevalent. Although Mkandawire

adopted across all their fields. Now,

believes Ecobank is dealing with the

the company is embracing a wide range

issue in the right way, he maintains

of different projects to ensure that it

companies can never be too careful

keeps cybercrime at a minimum. “In

when it comes to security.

terms of cybersecurity, we have so

“I think Ecobank is handling it well.

many projects that are happening,”

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

Lusungu Mkandawire Lusungu Mkandawire is a perceptive, result-driven IT professional with illustrious success directing a broad range of corporate IT initiatives while participating in planning, evaluating, analyzing and implementing solutions in support of business objectives. Lusungu excels at providing comprehensive secure network design, system analysis and full lifecycle project management.

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AFRICA

that Ecobank keeps up with the latest trends by ensuring its security functions operate at full capability. “We have recently upgraded our main firewall systems and have the latest checkpoint software. It’s so important to us that we’re as secure as possible.”

FORMING KEY PARTNERSHIPS Since it was first established in 1985, Ecobank has gone from operating solely in West Africa to holding offices in 36 countries across the continent.

“I believe we have says Mkandawire. “We have internal a good setup for information security awareness trainings cybersecurity but campaigns and also have partners that you can never be help us too, such as McAfee who help us with advanced SIEM systems that 100% secure. You monitors security threats and guide us have to continuon how to prevent, detect and recover from attacks. Most of our security ously improve” standards and frameworks have been adopted by Microsoft, IBM and McAfee so we have lots of support.” With digital enhancements being implemented on an ever-changing basis, Mkandawire considers it vital

— Lusungu Mkandawire Country Head of Information Security, Ecobank Transnational w w w.gi ga bi t ma ga z in e. com

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ECOBANK

In order to achieve and sustain that success, it has become increasingly important for companies to form key partnerships to accelerate their development. Ecobank has collaborated with Business Computers Services Malawi to provide them with IT servers and Mkandawire believes these strategic partnerships are vital

“Speed and inno critical success today’s digital w — Lusungu Mkandawire Country Head of Information Security, Ecobank Transnational

to continued success. “We’ve successfully developed products that pose a real benefit to our 294

customers, clients and other business-

growth, this also applies to our business

es,” explains Mkandawire. “Strategic

strategic partners. By entering into

partnerships fuel your business growth

mutually beneficial partnerships, we

which is why Ecobank works proac-

have the opportunity to spur digital

tively to create and sustain them. Each

transformation at a level we couldn’t

partner takes a proactive interest in the

achieve on our own, differentiating

others company and we work together

ourselves through innovative products

to bring about our shared success.”

and business models that drive our

With the meteoric rise of financial technology in the banking sector in Africa, it is clear that the region’s future is heavily focused on technologybased products. As far as Ecobank and Mkandawire are concerned, the challenge is ensuring that the company embraces digital transformation head on. “We want to ensure the investment improves our bottom line and profitable NOVEMBER 2018

competitive edge.”


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ovation are s factors in world�

295

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A QUESTION OF TRUST WRIT TEN BY

ANDRE W WOODS PRODUCED BY

LE WIS VAUGHAN


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GLOBAL SWITCH

Aman Khan, Managing Director, Frankfurt of leading data centre provider Global Switch, discusses a major new project in Frankfurt…

T

rust lies at the heart of every business – and every business deal. Without it, you have uncertainty, fear and possible catastrophe.

Nowhere is trust more fundamental than when choosing a data centre, the potential custodian of your most valuable and sensitive assets. 298

Aman Khan, Managing Director of Global Switch Frankfurt, is committed to the company’s ambitions to place trust front and centre of its operations. “When enterprises, telecom companies or cloud providers come to us to host their IT or backbone infrastructure, it is as though they are giving us the keys to their homes,” Khan explains. “It is extremely critical to them, and they need total confidence and trust in us.” Global Switch’s customers not only need to trust its infrastructure and the security, performance and reliability it provides, but also the company’s financial stability and stature within the marketplace. After all, who wants to place all of their most prized assets into the hands of a precarious operation? “We are the highest credit rated data centre company in the world,” he says. “In addition, we own and operate all our data centres under freehold or under the longest leasehold NOVEMBER 2018


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299 available in the markets where freeholds are not offered due to local regulation. We do not rent – whenever we develop a data centre we own it, which gives us the added flexibility to scale it easily and meet customer demand. It is one of our key differentiators and gives customers peace of mind.”

CONSTRUCTION TIME 2018 marks Global Switch’s 20-year anniversary – the past two decades have seen the company establish itself as one of the world’s leading operators with a portfolio of 11 largescale data centres in eight locations across Europe and Asia-Pacific operated to a Tier III w w w.gi ga bi t ma ga z in e. com


1972 established in 1972

750

3

completed â‚Ź3 billion worth of data centre projects

3000

REVENUES OF OVER â‚Ź750M

over 3000 emloyees

1

31

countries worked in

Premier data centre contractor in europe

4

completed projects on 4 continents


MERCURY ENGINEERING - AN OVERVIEW

Mercury is an International Construction Company and the European Market Leader in turnkey Datacentre construction. With Projects completed in 31 Countries on 4 Continents, we have vast experience & a hugely successful track record of completing large complex projects overseas. We have a mobile workforce who enjoy a challenge and who are fully supported by senior management & dedicated function departments. Many of our experienced operatives are long term direct employees who manage projects on behalf of our clients to the strictest codes of integrity & professionalism. Today, we are building on this legacy applying our expertise and credibility on projects for some of the world’s largest corporations. The strong partnerships we form with our clients enable us to assist them at a strategic level and to deliver business critical projects seamlessly and effectively. Every project we undertake is unique & has its own set of risks and challenges however our approach is the same; to optimise the engineering design, supply chain, installation techniques and management practices. This approach coupled with our strategy of engaging the local supply chain wherever we operate ensures excellent project support and long-term sustainability. Safety and Quality are key to our businesses success & our management processes are audited and certified to OSHAS 18001 and ISO 14001. Evolving IT has given us new tools to manage our business more efficiently and increase the level of service we offer to clients. We believe that our company’s future success is dependent on keeping our workforce educated and equipped with the best tools and business processes. To this end, we quickly adapt the latest building systems & services both through experience & the use of educational seminars. The future belongs to companies who take responsibility for updating their skills and knowledge and who continuously improve their ability to transform data into value added, actionable information to serve customers.

MERCURY ENGINEERING MERCURY HOUSE, Ravensrock Road, Sandyford Dublin, Ireland. www.mercuryeng.com info@mercuryeng.com +353 1 216 3000 Follow us on:


GLOBAL SWITCH

302

standard or higher. The total size of the

organisations Global Switch is part way

company’s data centres – all 100%

through a significant global expansion

carrier and cloud neutral – comes in at

plan with developments and upgrades

340,000 sq m with a massive 357MVA

currently underway in London, Hong

(mega volt amps) of total connected

Kong and Singapore. Germany’s

utility power capacity.

financial capital Frankfurt is home to

The company’s focus is on highly

Global Switch’s next major development

resilient, central, low latency, network

in Europe. Built by Mercury Engineering,

dense locations in prime city centre

the €115mn Frankfurt North data centre

areas and internet hubs close to its

– due to be operational in 2019 – will

customers on the edge of financial

provide an additional 11,000 sq m of

and business districts. Due to customer

space with 14MVA power supply

demand from financial institutions,

capacity to the company’s operations

enterprises, global systems integrators,

there and will be adjacent to Global

cloud providers, telecoms, managed

Switch’s existing data centre, Frankfurt

service providers and other hosting

South. Customers will have access to

businesses as well as government

a wide range of cloud and network

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

Aman Khan Aman Khan is a passionate, forward-thinking and resultsdriven executive with several years’ experience in strategical and operational leadership functions at multinational technology services enterprises. Khan has proven experience in business development, sales management and go-to-market strategies of technology companies that focus on mid-to-large enterprises including public, service provider as well as startup segments.


EUROPE

‘The data centre will benefit from an independently verified annualised design Power Usage Effectiveness (PUE) of less than 1.2, and will be targeting a BREEAM ‘Very Good’ certification’ — Name of Person, Position and company w w w.gi ga bi t ma ga z in e. com

303


GLOBAL SWITCH

1998 Year founded

500

Approximate number of employees

304

NOVEMBER 2018


EUROPE

providers as well as the DE-CIX peering platform allowing direct access to the global IP backbone, already available from Frankfurt South. Once Frankfurt North launches, the campus will provide around 28,000 sq m of space with 28MVA utility power supply capacity. So how does a company like Global Switch gain a competitive advantage over its rivals when so many are providing similar services? “One of our key differentiators is that we provide truly bespoke solutions according to our customers’ needs. In addition to our state-of-theart security and green-energy data centre environment, our best-in-class Critical Environments Programme (CEP) and our highly skilled data centre engineers and management team are what set us apart.” Highly experienced Khan, who has spent over 20 years in senior management in the IT and telco markets, is justly proud of Global Switch’s operational excellence. “We have very rigorous procedures and processes in place,” he explains. “Our CEP is regarded as one of the most robust in the industry and ensures a consistent approach to operational delivery. Its primary objective is to ensure risks are effectively controlled to provide unrivalled uptime. These best-in-class operating procedures and practices are supported by w w w.gi ga bi t ma ga z in e. com

305


GLOBAL SWITCH

continuous improvement programmes and comprehensive training. For that reason, Frankfurt South, since its launch, has enjoyed 100% uptime. This shows that the architects and technical design team, the processes and the people have all done an excellent job in providing that kind of availability. If you are a customer, that is what you are looking for.” It is certainly something Daily-Tech – a strategic partner of China Telecom Global – is looking for, having taken up a substantial pre-commitment in Frankfurt North. 306

Khan puts much of Global Switch’s success in the data centre space down to its focus. “The difference between us and many other companies over the past 20 years has been our focus on our core business. We have not tried to sell the services that our partners, system integrators, or cloud providers or telecom companies are offering. We do not want to compete with our partners. Our model has been across those 20 years, now, and in the future, built around our core business, which comprises of highly secure and resilient data centre services, and the provision of ‘home’ to primary and secondary data centres.”

NOVEMBER 2018


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“We have not tried to sell the services that our partners, system integrators, or cloud companies or telephone companies are offering. We do not want to compete with our partners” — Aman Khan, Managing Director Frankfurt, Global Switch

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GLOBAL SWITCH

SUSTAINABLE CONSTRUCTION Energy efficiency is at the heart of all Global Switch’s data centres. Frankfurt North, which Khan is overseeing, will feature high-efficiency static UPS and an advanced Chiller Assist system that uses both hybrid dry and watercooled chillers, which operate for less than 10% of the year. The facility will benefit from an independently verified annualised design Power Usage Effectiveness (PUE) of less than 1.2 and will be targeting a BREEAM ‘Very Good’ certification. “Energy costs across the globe have 308

increased dramatically in the last couple of years, and Germany is no exception,” says Khan. “There are several kinds of energies which you can use for data centres including grey energy, which is not renewable, mixed energy, which is renewable and green energy, which is completely renewable. At Global Switch Frankfurt, we only use green energy.” The downside to green energy is cost, due to country taxes and surcharges in Germany. “Germany produces green energy itself but also buys a lot of green energy from Norway and Finland,” Khan explains. “Germany has one of the highest taxes and surcharges on green energy in Europe – however these costs can be offset by Germany’s reliable infrastructure and economic stability. NOVEMBER 2018


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309

“Nevertheless, at Global Switch we acquire energy at the most competitive pricing possible and use all other options available to us such as auction and hedging, etc… At the same time, we work with our customers to design their infrastructure intelligently to optimise the energy usage – after all this is a win-win game if we work together with our customers to achieve this common goal.”

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City of Helsinki: a smart city, a functional capital, a sustainable future WRIT TEN BY

L AUR A MULL AN PRODUCED BY

LE WIS VAUGHAN

NOVEMBER 2018


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The Market Square in front of City Hall is perhaps the heart of Helsinki. Stara’s street maintenance vehicles wash it every day after the Market Square quiets down for the day. Photo Š Veikko Somerpuro w w w.gi ga bi t ma ga z in e. com


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Blending digitisation and an environmentallyconscious approach, the City of Helsinki is no longer just a European powerhouse. Today, it’s also being recognised on a global stage for its sustainable smart city initiatives.

E

ntwining spectacular Baltic bays, a stylish design scene and a dependable economy, the Finnish capital

of Helsinki regularly tops the leaderboard as one of the world’s most liveable cities – and it has the numbers to back up this claim. For the past decade, the capital’s population has grown by more than 1% on average every year and, by 2050, Helsinki expects to add an extra 250,000 residents. As other cities struggle to accommodate swelling populations in limited urban spaces, the City of Helsinki has devised a meticulous plan to ensure that it remains a world-class location for businesses, residents and visitors alike. NOVEMBER 2018

Stara is in charge of approximately 70% of the public areas in Helsinki. Washing statues in the spring is just one of Stara’s tasks. Photo © Veikko Somerpuro


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H E L S I N K I C I T Y C O N S T R U C T I O N S E R V I C E S , S TA R A

THE MOST FUNCTIONAL CITY IN THE WORLD ‘Functional’ is a term that is synonymous with Helsinki but, as part of its 2017-2021 strategy, the Nordic capital aims to take this one step further by becoming the most functional city in the world. Together with residents, the capital is rallying to create coordinated, efficient and humane public services which will make everyday life easier for citizens. Helsinki City Construction Services, Stara, undoubtedly has a pivotal role to play in this roadmap, delivering construction, environ314

mental management and logistics services to the capital. With almost 1,400 employees and hundreds of utility vehicles and other machines, this municipal enterprise is responsible for maintaining and constructing the streets, parks, natural areas and city-owned buildings in Helsinki. As the city pushes ahead with its five-year plan, Sami Aherva, Head of Stara Logistics, points out that whilst technology is a vital tool, the primary focus will always be on the needs of citizens. “The strategy hopes to make Helsinki competitive on a global scale,” he explains. “It’s a pretty bold aim. We don’t want to be among the top 10; we want to be the most functional city in the world. We are going to remodel our services and enhance the lives NOVEMBER 2018

Photo © Tom Toikka. Esplanadi park is the most well-known of the most prominent parks that Stara looks after in Helsinki. Photo © Veikko Somerpuro


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Stara’s city engineers discuss their plans. Photo © Juho Huttunen / Duotone

of our citizens through technology. However, this will be based on citizen demand; we’re going to make sure that we listen to every single inhabitant to create a meaningful city structure.”

SMART CITY POWERHOUSE Digitisation goes hand in hand with the City of Helsinki’s five-year strategy, and as such the capital has also ramped up its efforts to become a smart city. When the European Parliament published its findings on 468 smart city projects in Europe in 2014, Helsinki was ranked in the top 10 smart cities, alongside w w w.gi ga bi t ma ga z in e. com

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H E L S I N K I C I T Y C O N S T R U C T I O N S E R V I C E S , S TA R A

Amsterdam, Barcelona, Copenhagen, Manchester and Vienna. But what exactly propelled the Nordic capital to the top of this report? The city was praised thanks in part to Forum Virium Helsinki – an innovation unit within the City of Helsinki which develops smart city technologies in partnership with other units and residents – as well as the opening up of municipal data and decision-making data.

“We want to be the most functional city in the world. We are going to remodel our services and enhance the lives of our citizens through technology”

By looking at the numbers behind Helsinki’s economy, education system, 316

health services and more, open data

— Sami Aherva Head of Stara Logistics

was seen as the first step that the capital needed to take to become both

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

Sami Aherva Sami Aherva, Head of Stara Logistics, is senior level director. He is an experienced Director of Logistics with a demonstrated history of working in the government administration industry and is skilled in procurement, transportation, R&D, quality management, and organisational leadership. A strong operations professional, Aherva qualified at the University of Helsinki and Aalto University Executive Education. Photo © Stara Communications


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CLICK TO WATCH : STREET REBOOT2 HIGHLIGHTS — STARA’S BIG DATA CHALLENGE 317

a functional and smart city. Ilpo Laitinen,

our own services. We are at that stage

Head of Stara Administration, argues

where we are now developing our

that this accessible data has not only

services and engaging citizens to be

made the city more transparent but it has

a part of the process.”

also helped to foster citizen engagement. “Through the open data project, one

By creating participation engagement programmes and making residents

of the data sets that you can access is

a part of this journey, the Nordic capital

the city’s decision-making data which

isn’t implementing technology for

helps to make this an increasingly

technology’s sake but rather is implem-

transparent process,” he explains. “At

enting digitally-savvy public services

the same time, Helsinki also wanted to

which are community based. “Our

create an open source services platform

coders follow certain codes of conduct

whereby companies, SMEs and even

and guidelines, to ensure that they’re

residents can work together to develop

making services based on citizens’ w w w.gi ga bi t ma ga z in e. com


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H E L S I N K I C I T Y C O N S T R U C T I O N S E R V I C E S , S TA R A

The Market Square in front of City Hall is perhaps the heart of Helsinki. Stara’s street maintenance vehicles wash it every day after the Market Square quiets down for the day. Photo © Veikko Somerpuro

320

needs, rather than experimentation,”

our smart city initiatives that can be

Laitinen adds.

scaled up to other parts of the city as

But what does this mean for daily life

well,” Laitinen notes. “A number of

in Helsinki? What impact are these

infrastructure services have been and

strategies having? To see this first

will be automated. Solar panels, smart

hand, it’s best to take a look at Kalasa-

metering and smart remote control

tama, a former harbour and industrial

systems have also been embedded here.

area in Helsinki that has been trans-

Additionally, the district has also tested

formed into a hotbed of innovation.

a unique vacuum waste collection

The City of Helsinki has been experi-

system whereby waste collection points

menting with everything from social

transport waste to waste management

and healthcare services to waste

facilities via underground pipelines.”

management, energy solutions and

Additionally, the City of Helsinki and

even smart parking. “It’s a testbed for

Stara have encouraged locals to ‘Reboot

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“Our coders follow certain codes of conduct and guidelines, to ensure that they’re making services based on citizens’ needs, rather than experimentation” — Ilpo Laitinen, Head of Stara Administration

the City’ by hosting a series of hackathon events. This has led to the creation of ‘helper’, an app which provides optimal routes for Helsinki winter maintenance crews, as well as Call Plate, an automation technology which alerts car owners to when they have parked in restricted places.

A GREENER WAY OF LIVING Helsinki has set itself bold targets for the next five years but it doesn’t stop there. On top of this, the capital has committed to an ambitious goal to

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

Ilpo Laitinen Ilpo Laitinen, Head of Stara Administration and Adjunct Professor is both a senior level director and a researcher, demonstrating his ability to work across the boundaries of academia and the public sector. The work that he undertakes in both of these realms involves looking for new solutions to improve the quality of the public sector in Helsinki, a city that is among the world leaders in providing services to its people. He is internationally experienced both in science and management, including public administration and public management, public value of services, digitalisation of public services, smart cities and innovation management.

Photo © Stara Communications

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C OMPA N Y FA C T S

• Helsinki aims to become carbon neutral by 2035 • In order to become carbon neutral by 2035, Helsinki needs to reduce its CO2 emissions by 1.62% every year • Helsinki wants to become ‘the most functional city in the world’ as part of its 2017-2025 plan • In 2017, Helsinki had a population of 629,512 and, by 2050, the city expects to add an extra 250,000 residents.

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Due to the slush on Finnish streets in wintertime, gravel is spread onto streets throughout winter to combat slippery conditions. Stara machinery collecting chips on a busy route as winter turns to spring. Photo © Veikko Somerpuro

become completely carbon neutral by

Stara has also taken up the fight

2035. In Helsinki’s metropolitan area,

against climate change and has

the electrification of buses has already

switched to biofuels to power its non

begun, with an aim to have over 100

-road vehicles. “Stara is a cleantech

electric buses in operation by 2020.

leader,” observes Aherva. “My person-

The city has also been a testing plat-

al goal is that I would like to robotise the

form for new smart mobility solutions

whole fleet of vehicles and processes

such as the Mobility-as-a-Service

we have. We are also using several

model, which hopes to make car own-

means of clean technology like biofuel,

ership unnecessary by promoting

electric, hybrid and fuel cell. In order to

existing services like ride-hailing, trip

achieve our 2035 goal, we need to

planning and car-sharing.

reduce our CO2 emissions by 1.62%

NOVEMBER 2018


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City of Helsinki executives rode on the eco-friendly Stara truck that runs on biofuel in the 2018 Pride parade. The parade had a record turnout of 100,000 participants. Photo © Akifoto

Hackjunction was a success for Stara. The team to ultimately win the event grand prize of 20,000 euros was one of the teams that participated in the Stara big data challenge. Photo © Teemu Heljo

“We are trying to solve real problems for real people in Helsinki” — Sami Aherva, Head of Stara Logistics

every year. We’ve done that by using

just yet, but by creating an ecosystem

biofuel but to bridge the gap we also

that fosters R&D and innovation, Stara

need to look at new technologies.”

hopes to make this sector greener and

HOTBED OF INNOVATION

more efficient. Providing a platform for Vilakone Oy

A key part of Stara’s daily business

(a leading environmental management

involves using snow ploughs, city

machinery firm in the country), Stara

sweeps and other environmental man-

hopes to help the company develop and

agement machinery to ensure that the

investigate the use of energy efficient

city can continue to run regardless of

machinery. “We are providing Wille with

the whether it’s sunny, rainy or snowing.

the environment to develop market-

This industry may not be fully developed

ready products that may be electric or w w w.gi ga bi t ma ga z in e. com

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H E L S I N K I C I T Y C O N S T R U C T I O N S E R V I C E S , S TA R A

Photo © Veikko Somerpuro

“It’s not just about data: it’s about better decisions and better approaches to city issues. When it comes to our services – be they technical, street maintenance, construction or logistics” — Ilpo Laitinen, Head of Stara Administration

326

hybrid,” observes Aherva. “Once they have the ready-for-market machinery in place they can then also sell it everywhere. This showcases our role as a development platform for innovation and new energy efficient innovations.” As Helsinki’s 2021 deadline inches closer, Aherva says that the city will not only transform its processes and technologies, it will also “change the whole culture of the city.” He says: “The city’s services are going to transform. It’s a game-changing type of approach. NOVEMBER 2018


EUROPE

327 Ilpo Laitinen, Head of Stara Administration (left), and Sami Aherva, Head of Stara Logistic, examining Stara machinery that utilises digital technology and favours eco-friendly solutions. Photo © Stara Communications

The role of the public and private sectors

have. We want to collaborate with these

will no longer be black and white: it’s

innovators and networks to renew and

more collaborative. Helsinki is the

improve our city. This program is very

platform that many companies need

much about social capital; it’s about

to try something new.

improving the quality of life for our resi-

“We are trying to solve real problems

dents and our companies.”

for real people in Helsinki,” he concludes. “It’s not just about data: it’s about better decisions and better approaches to city issues. When it comes to our services – be they technical, street maintenance, construction or logistics – we don’t want to deliver services the way we always w w w.gi ga bi t ma ga z in e. com


328

DELIVERING A DIGITISED,

CUSTOMER-FOCUSED SERVICE WRIT TEN BY

CATHERINE S TURM AN PRODUCED BY

ANA M ACFARL AND


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PA N D E R O

Pandero is transforming the customer experience through digitisation, according to Frank Jarrin, Manager of Technology and Innovation

A

leading company in the collective funds system, Pandero SA has delivered more than 90,000 new vehicles and has more

than 33,000 active clients under its umbrella. Whilst it has retained its competitive advantage within the local Peruvian market, the company is now seeking to diversify its portfolio and adapt 330

towards a mobile-enabled sharing economy. With brands such Audi, Citoren, Hyundai, Kia and more at its disposal, Pandero has undergone a twoyear digital transformation to take forward its strategic plan, attract future business and become increasingly agile, all whilst adapting its culture and transforming the customer experience. The launch of its Pandero Fast initiative, for example, has enabled customers to obtain a new vehicle after providing 24 financial instalments. Similarly, its Pandero Inmuebles scheme has enabled clients to own their own home at a low cost of financing, aligning with the company’s sole purpose – to be ‘an accelerator of collective dreams’. By undergoing a deep analysis of the needs of its customers, Pandero’s transformation has led to the implementation of a number of new digital tools. NOVEMBER 2018


L AT I N A M E R I C A

“WE ARE MOVING FURTHER TOWARDS THE ONLINE EXPERIENCE” — Frank Jarrin, Manager of Technology and Innovation

“Our call base is also focused on reducing the waiting time for customers, so we are transforming our touchpoints to open up more possibilities through the use of digital assets,” notes Frank Jarrin, Manager of Technology and Innovation. “We are moving further towards the online experience, so after w w w.gi ga bi t ma ga z in e. com

331


PA N D E R O

these two applications, we will make sure we successfully optimise these touch points to cater towards the customer experience. We are delivering new builds and alternatives to clients, not just cars. Since 2017, we are also delivering credit plans, sold apartments and are acquiring some US-based things here in business.”

DIGITAL TRANSFORMATION Whilst processes at Pandero routinely change, its purchasing process was one particular area of focus for Jarrin as the business sought to undergo its extensive transformation programme. 332

The launch of its sales app in 2017 has been an essential part of the business’ customer drive, where it has sought to overhaul all touch points.

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

Frank Jarrin I am an innovation citizen, a disruption channeler. I’ve made my career from software programming to management positions, recognizing the versatility over technology horizons. +19 yrs cross-experienced on business development and operation of Information Technologies at different industries.

NOVEMBER 2018


L AT I N A M E R I C A

333

“OUR CALL BASE IS ALSO FOCUSED ON REDUCING THE WAITING TIME FOR CUSTOMERS,SO WE ARE TRANSFORMING OUR TOUCHPOINTS TO OPEN UP MORE POSSIBILITIES THROUGH THE USE OF DIGITAL ASSETS” — Frank Jarrin, Manager of Technology and Innovation w w w.gi ga bi t ma ga z in e. com


Are you innovating fast enough? You can with the #1 low-code platform.

OutSystems is a leading low-code development platform that lets you visually develop your entire application, easily integrate with existing systems, and add your own custom code when you need it. www.outsystems.com


L AT I N A M E R I C A

335 Understanding that the business needs to go further in providing clients with interactive mobile services,

share information,” says Jarrin. “Now, users can pay online and complete sales in four to six minutes.”

exceptional delivery of goods, as well as

The company has also sought to

competitive financial services, consum-

define critical data for complex areas

ers are wanting increased control over

where it faces growing competition

their products and services.

and acquired essential technologies

Its point of sales app now effectively captures all aspects of the process,

to accelerate its transformation. “This has allowed us to create a uni-

impacting directly on vehicle efficiency

fied data framework. We fear our real

and the consumer experience.

exclusion continues to be building over

“We have trained approximately 700

that data mark, but now we have the

people to notice any essential changes,

mobile edition of our data, so we can

as this was not just a technological

combine them. We are also integrating

change, but the way in which clients

credit penalties for our clients,” he adds. w w w.gi ga bi t ma ga z in e. com


PA N D E R O

336

NOVEMBER 2018


L AT I N A M E R I C A

337

PANDERO WORKS WITH BRANDS SUCH AS AUDI, CITROËN, HYUNDAI AND KIA

w w w.gi ga bi t ma ga z in e. com


PA N D E R O

338

Housing several clients which are

and new business models for 2020

close to its market, Pandero will aim to

and take full advantage of a sharing

further consolidate its position to deliver

model economy,� concludes Jarrin.

exceptional services. Through digitisa-

Becoming a strong alternative to

tion, the business will aim to expand

traditional banking providers, Pandero’s

into Ecuador, Colombia, and Bolivia, in

move towards a mobile-enabled

order to diversify its portfolio and drive

sharing economy will see its financial

business growth across a number

services and consumer preferences

of markets.

further change shape. As business

“Pandero is ready to significantly

continues to reinvent itself, it will

increase and diversify its on-demand

define its core responsibilities, systems,

mobility services. With its digital sales,

and cultural fit to further overhaul its

it is guaranteed to acquire new services

services for the future.

NOVEMBER 2018


L AT I N A M E R I C A

“WE HAVE TRAINED APPROXIMATELY 700 PEOPLE TO NOTICE ANY ESSENTIAL CHANGES, AS THIS WAS NOT JUST A TECHNOLOGICAL CHANGE, BUT THE WAY IN WHICH CLIENTS SHARE INFORMATION” — Frank Jarrin, Manager of Technology and Innovation 339

w w w.gi ga bi t ma ga z in e. com


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Gigabit Magazine – November 2018  
Gigabit Magazine – November 2018