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Intelligent Sustainability by Atos Origin

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Embedding Sustainability Into Business, and Atos Origin's example of Intelligent Sustainability Solutions in Novus International's SAP implementation.

Embedding Sustainability Into Business, and Atos Origin's example of Intelligent Sustainability Solutions in Novus International's SAP implementation.

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  • 3 distinct phases associated with embedding sustainability in the organisation Monitoring and reporting supports each phase
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  • 1. ADVANCE YOUR BUSINESS >> Intelligent Sustainability An Atos Origin Innovation Giles Hutchins Global Head of Sustainability Solutions Orlando 2010
  • 2. 2010 – 2020: VOLATILITY (The Age of Fear – Wall Street Journal)
    • Volatile Input Costs
    • Volatile Prices
    • Volatile Consumer Buying Patterns
    • Increasing complexity & risk in supply chain
    • Changing demographics, world population shifts
    • BRIC growth – multi-polar world
    • Increasing socio-economic/political tensions
    • Increasing scarcity of finite natural resources
    • Increasing propensity of food & water shortages
    • Increasing frequency of natural disasters and epidemics
    • Rapid decline in biodiversity
    2 Options: Adapt Or Die By 2020 50% of Fortune 500 will be renewed (Harvard Business Review)
  • 3. Extending Value Chain Resource acquisition Supplier operations Logistics/ inbound packaging Manufacture/ service provision Outbound logistics/ packaging Product/ Service in use End Of life supplier manufacturer/service provider customer supply chain management customer management sustainable value chain management Resource acquisition Supplier operations Logisitics/ inbound packaging Manufacture/service provision Outbound logisitics/ packaging Product/ service in use End of life
  • 4. Adaptation Strategy
    • Competition
    • Commodity
    • Efficiency
    • Profit
    • Sustainability
    • Reliability
    • Fear
    • Co-operation
    • Creativity
    • Innovation
    • Value
    • Sustainagility
    • Resilience
    • Courage
    Today 2010 Tomorrow 2012 ‘ Let Go’ of old and embrace new. Embrace the opportunities and flourish
  • 5. Earlier Adapter Examples Tomorrow’s Company: Triple Bottom Line & Triple Top Line
  • 6. Embedding Sustainability Into Business Hans Wijers ‘All of our Top 1000 will have 50% of their bonuses on sustainability for 2010. Sustainability is at the heart of our business strategy, operations and culture’ Jeff Imelt ‘Sustainability IS the business strategy. Its our roadmap for how we operation and how we innovate’ Henry Ward ‘Its all about win-wins with you and suppliers/customers. The future is two companies coming together, defining a joint business model with both benefiting and innovating in the process – synergy. Dawn Vance ‘Organisations have 3 options: Hit The Wall; Optimise and delay hitting the wall; or, Redesign for Resilience – simultaneously optimising existing networks whilst creating disruptive innovations and working collaboratively with partners’
  • 7. Redesign For Resilience: ‘Business Inspired By Nature’ Biomimicry Bridging Business & Nature
  • 8. Senior Management commitment Understanding key business drivers Sustainability incorporated in Strategy Everyone has responsibility for sustainability Sustainability targets cascaded to the organisation as a whole Processes that enable sustainability to be taken into account are in use daily Training is extensive and effective Sustainability targets are part of performance management system Monitoring and reporting sustainability Appoint champions to promote and celebrate success Strategic Tactical Operations Embedding sustainability from strategy to operations
  • 9. Intelligent Sustainability: An Atos Origin Innovation External Business Context Plant Corporate Strategy Technology Information SCADA Process Control Systems Metering Equipment Energy and Building Management Manufacturing Intelligence MES Business Unit Dashboards and Reporting Enterprise Reporting and Business Intelligence Enterprise level performance overview (quarters, years) Business Unit specific performance intelligence Periodical operational KPIs by process (hours, shift, days) Real-time monitoring of absolute values (minutes, seconds) Unique challenges and opportunities Legislation Energy Commodities Consumers Competitors Data contextualised and normalised Fermentation Enterprise Business Unit Process Strategy Drivers Tactics Programmes Initiatives Localised targets Corporate targets CSR Report External awareness drives strategy; Strategy drives all business actions MES WMS Inbound Outbound Dashboards Fermentation Refrigeration Separation Milling Pumping / Transfer Process Heating / Drying Mixing / Blending KPI flow MES WMS Process Heating / Drying information
  • 10. Example of a Facilities SPM Dashboard Global CPG Manufacturer Sustainability Dashboard
  • 11. Example of an Intelligent Dashboard Climate Commitments Dashboard
  • 12. Tomorrow’s Company: Case Study
  • 13. Our Approach: Free Consultation Session for Attendees 1. Initial Client Engagement 2. Workshop Input
    • Presentation on Intelligent Sustainability
    • SPIN ( S ituation – P roblems – I mplicit N eeds) consulting technique
    • Data requirements for SPM prototype
    Process
    • Discussion about client’s current engagement with sustainability
    Outcomes
    • Identification of problem
    • Understanding of client’s business drivers
    • Identification of owner of sustainability, decision maker, and who benefits from solution of problem
    • Recording any current targets and initiatives
    • High-level estimation of maturity level
    • Securing client data for SPM demonstration
    • Client commitment to workshop
    Input
    • Maturity profile
    • Strategy workshop
    • SPM demo with client data
    Process
    • Sector MDT profile
    • Initial stakeholder workshop
    • Prototype of SPM
    Outcomes
    • Sustainability positioned at corporate strategy level
    • Improved awareness of external environment, risks, drivers and impacts on business
    • Established need for business case
    • Internal communications plan for workshop follow-up: What? Why? Who?
    • Agreed rough scope for strategy and operations
    • Request for proposal for IS
  • 14. ADVANCE YOUR BUSINESS >> For more information please contact: Giles Hutchins +44 (0) 7891 360024 [email_address] www.atosorigin.com