Digital natives are increasingly outperforming traditional companies, according to a study. It's therefore time to start setting the right priorities within your IT management.
Bain & Company surveyed more than 450 representatives of traditional companies on behalf of the publisher Red Hat (higher management, IT management and developers). Initially, the survey (entitled ‘Traditional Enterprises, the Path to Digital and the Role of Containers’) was focused on containers, one of the most up-to-date development platforms within digital transformation strategy. Ultimately, the survey produced information on subjects other than technological factors, which was the aspect chosen as the initial focus for discovering how far along the companies were in their digital transformations.
An objective that pays off
The study shows that companies that want to use new technologies, aim to improve their flexibility, provide their customers with new services and make cost savings. The study established that companies that have invested heavily in IT experience positive results, such as:
- An increase in their market share, which is eight times higher than for companies that are just beginning their digital transformations;
- Faster launches of higher-quality products due to more intensive use of new technology. According to the study, these companies take their products to market three times faster;
- And finally, improved development processes which result in shorter launch times and reduced costs.
Digital natives are profiting
Despite efforts, the situation for digitally advanced traditional companies and start-ups is not the same. Bain & Company's report argues that the progress made in the respondents' digital transformations varies strongly. However, companies in the digital sector – the digital natives – are, of course, experiencing greater advancements. 63% of the companies surveyed are developing processes for responding to technological trends, but only 19% gave speed of innovation as a priority, while 65% of the companies are much more reactive than proactive.
Jeff Taylor, co-author of the study, states that too many companies put off taking measures that will enable them to climb higher on the digital ladder:
"Companies that are advancing further and faster on the adoption curve treat digital as more than just a singular function or activity. They value it more. They view it as a comprehensive, cross-functional transformation, implementing changes across their leadership, organisation, product development approach and processes, IT strategy and investments, data governance and tools, and a whole lot more besides."
(Source : Bain.com)
Shipping: focus on the impact of decarbonisation and energy transition
At the end of May, BNP Paribas Fortis and the University of Antwerp brought together a number of experts to discuss the many challenges involved in decarbonising the shipping sector. What are the key points to remember?
Established 12 years ago, the BNP Paribas Fortis Chair in Transport, Logistics and Ports - linked to the University of Antwerp - conducts in-depth research to find concrete and innovative ways of creating an increasingly resilient – and sustainable – maritime ecosystem.
Building on the success of its first two major events in 2017 and 2019, the Chair has decided to do it again this year. On 25 May 2023, a number of experts and stakeholders from the port and maritime transport sector gathered at the BNP Paribas Fortis premises in Antwerp to discuss the impact of decarbonisation on the maritime ecosystem.
Here are their main findings...
1 – We need to move up a gear
Shipping is currently the most carbon-efficient form of commercial transport in terms of CO₂ emissions per tonne and kilometre. But it can do better.
So far, industry players have favoured quick wins, such as modifying ship propellers and adjusting speeds. But on 25 May, the experts agreed that now is the time to experiment with new fuels and technologies, and move towards (near) zero emissions. The pace of change is accelerating, but there's no silver bullet yet. The costs (and risks) are huge.
2 – International regulation, please (and only one)!
The regulatory framework is complex and constantly evolving.
The International Maritime Organisation (IMO), which reports to the UN, is committed to reducing the carbon emissions from all ships by 40% by 2030 and by 70% by 2050 compared to 2008.
The European Union has committed to reducing greenhouse gas emissions from shipping by at least 55% by 2030, compared to 1990 levels. By 2024, an Emissions Trading Scheme (ETS) will apply to all ships of more than 5,000 gross tonnes sailing to or from EU ports.
In short: things are moving, and in the right direction. The problem, according to industry players, is that numerous regional and supra-regional programmes continue to coexist. This leads to administrative and financial overload.
On 25 May, all those involved agreed on two points: firstly, that a single international policy is essential, as this is a global sector; and secondly, that players who do not comply with the rules must be sanctioned.
3 – The transition to carbon neutrality will be costly
The investments required to build new greener ships is estimated at $5 trillion by 2050. The cost of modernising the existing fleet is not yet known, but it will not be zero. In addition, the investment required to renew port infrastructures promises to be huge.
4 – Fuel and/or preferred technology: uncertainty reigns
What will be the fuel or technology of the future? Opinions are divided.
Many types of low-emission fuels are likely to coexist for some time. Electricity will only be used on coastal vessels, ferries and some tugs. Large ships will use liquefied natural gas (LNG) or liquefied petroleum gas (LPG), methanol, ammonia and possibly even biofuels.
Long-distance shipping will initially depend on heavy fuel oil, possibly with carbon capture and storage. Hydrogen has potential, but its density, storage and handling raise questions. Wind, solar and nuclear power are also in the mix.
But the real problem at the moment is that while the number of ships that can run on cleaner fuels is increasing, these fuels are not yet sufficiently available internationally. In other words, supply is much lower than demand.
5 – Banks play a key role
Banks have a key role to play in financing the energy transition. In 2019, eleven financial institutions – mostly European, including the BNP Paribas Group – launched the Poseidon Principles to support the transition to low-carbon shipping. This global framework makes it possible to measure and disclose the carbon intensity of bank loans in the maritime sector. There are now 24 signatories, including Japanese financial institutions. And that’s good news.
Want to know more?
Presentations, videos and photos from the 25 May event are available on this page.
Scale-up concludes mega contract in the midst of the coronavirus crisis
The Antwerp-based scale-up IPEE transforms ordinary toilets into innovative products. BNP Paribas Fortis is more than just the financial partner. IPEE have already come into contact with the right people via the bank’s network several times.
“The traditional urinal has no brain. The infrared eye simply detects that someone is standing in front of the urinal. The result? A lot of wasted water and misery”, says Bart Geraets, who founded IPEE in 2012 together with Jan Schoeters.
The scale-up devised new measuring technology that makes it possible to detect through the ceramic of a urinal when someone is urinating or when the urinal is blocked. With this innovative technology, the scale-up designed urinals that use half as much water and toilets that can be operated without touching them.
“IPEE is an atypical scale-up that innovates in a sector where little has changed in the past few decades”, says Conchita Vercauteren, relationship manager at the BNP Paribas Fortis Innovation Hub.
Jan Schoeters: “At first we mainly focused on durability. But we soon felt that with non-residential applications, the potential water saving is subordinate to the operational aspect. We had to be able to offer added value for each stakeholder in the purchasing process.”
We opted for sleek designs to appeal to architects and end users. The simple installation attracts fitters and maintenance people see the advantages of the sleek design - that is easy to clean - and toilets that do not overflow.
Until 2015, Schoeters and Geraets, along with Victor Claes, an expert in measuring methods and originator of the IPEE technology, put their energy into product development and market research. The financing came mainly from money that they collected in their network of friends, fools and family.
They had to go elsewhere to obtain the funds for production and marketing. Geraets: “We had a product, but it wasn’t ready to sell. To take that step, we needed investors.”
Looking for new investors was a challenge. Schoeters: “We aren’t software developers and we don’t work in a sexy sector. So we miss out with a large target group of investors.”
The young scale-up attracted the attention of Ronald Kerckhaert, who had sold his successful company, Sax Sanitair, at the end of 2015. “He pushed us to think big, more than we dared ourselves. And he never headed for an exit. His express goal was to put our product on the world market”, says Schoeters.
IPEE has achieved impressive growth since then. The product range was expanded and new sectors were broached: educational institutes, office buildings and hospitals. The technology is now used by Kinepolis, Texaco, Schiphol and Changi Airport (Singapore).
“We very soon turned to Asia, because new technology is embraced more quickly there”, Geraets explains. The IPEE technology is distributed in Singapore - where the scale-up has its own sales office - China, Thailand and Vietnam, among other places. About half the turnover comes from abroad, although the coronavirus crisis will leave its mark this year.
“My biggest headache is achieving healthy growth”, says Bart Geraets. One advantage for IPEE is that in coronavirus times, hygiene stands high on the agenda. The scale-up's touchless toilet facilities meet that demand.
At the same time, the shortage of water and the need to use water sparingly is very topical. Geraets: “We notice that in these strange times we are gaining an even bigger foothold. In the midst of the coronavirus crisis we concluded a contract with the world’s biggest manufacture of toilet facilities. Now it’s a matter of further professionalising our business, the personnel policy and the marketing.”
The company’s main bank is an important partner here. Schoeters: “It is more than just a financial organisation. We have already come into contact with the right people via the bank’s network several times. Our bank feels more like a supporter that is also putting its weight behind our story.”
#StrongerTogether Lasea decontaminates masks using lasers
Lasea conceives precision laser solutions for high-tech industry. Faced with the coronavirus crisis, the Liège enterprise revived an old project to decontaminate surgical masks – and respond to the shortage of face coverings.
The secret weapon of Lasea is the femtosecond laser. This has an accuracy of 0.2 micron, 200 times smaller than a hair. Lasea’s high-tech equipment is notably used in horology, electronics, medicine and pharmaceuticals. Given the shortage of surgical masks, the Liège enterprise revived an old project for decontaminating, as Lasea CEO Axel Kupisiewicz explains.
“We had tested laser decontamination 20 years ago. At the time, the project had no commercial outlets. With the coronavirus crisis, we proposed using it to decontaminate used surgical masks. That’s how we joined a consortium managed by the University of Liège to develop a decontamination chain. Usually, it takes many months, even years, to carry out the tests and obtain certification. Thanks to the collaboration between the university and the Walloon government, everything was done in a few weeks.”
Reinvention thanks to a crisis
Lasea proposed two decontamination techniques. “For the first, we used a laser device manufactured by Aseptic Technologies from Gembloux, which we adapted to meet local needs,” explains Mr Kupisiewicz. “For the second, we have entered into a partnership with Optec, in Mons. This latter solution makes it possible to treat three or four times as many masks each day.”
Lockdown has also generated a new dynamic within the business. “We launched a brainstorming session to refine the strategy for the coming years. The result: a new organisation after the move to our new building, financed by BNP Paribas Fortis. On the other hand, the widespread use of videoconferencing has created a new dynamic at the heart of the company. Previously, the Belgian team, who were gathered physically on site in Liège, were in a way privileged in meetings with their French, American or Swiss colleagues, present via videoconferencing. Now, everyone is on an equal footing because everyone is behind their screen by themselves. It’s one of the interesting aspects of lockdown that has created a global spirit in an international group.”
A relationship of trust
“BNP Paribas Fortis has been by our side since the beginning, 21 years ago,” recalls Mr Kupisiewicz. “First via the local branch in Sart-Tilman and now, for seven years, via Corporate Banking. Given Lasea’s developments, enlargement to several banks was necessary, but BNP Paribas Fortis remains the primary bank. I place huge importance on personal relationships and a climate of trust. Be it the branch manager or staff at Corporate, our relationship managers know our activities and our products. It’s important: they understand the issues we face and as a result they know our financial needs.”
“Since the beginning of the crisis, the bank has asked if we need support to develop this project of decontaminating masks. We have been able to implement these solutions by redeploying our teams and we have not needed a large injection of capital. We have, on the other hand, welcomed the moratorium on repayment of capital on all our investment credits.”
#StrongerTogether Wearable tech guarantees distance between workers
The Antwerp technology company Rombit has developed a safety bracelet for workers in ports and industrial settings. This guarantees social distancing, and also allows for contact tracing in the event of coronavirus infections.
Since 2012, Rombit has developed digital applications for maritime businesses, port terminals, the industry and building sites. Its software and hardware solutions aim to make operational activities more efficient, safe and dynamic. For the purposes of social distancing, the company has now launched a smart bracelet: the Romware Covid Radius.
“This wearable tech guarantees 1.5m distancing,” explains CEO John Baekelmans. “If two employees get too close to each other, it sets off an alert. Thanks to contact tracing, a prevention advisor or confidential counsellor can check which colleagues an infected worker has come into contact with. Their privacy is 100% guaranteed. That is unique.”
The Romware Covid Radius is a variation on the existing Romware ONE: a bracelet that brings together 20 safety functions, including access control, an incident tracking system and an alarm for approaching vehicles. In just two weeks, Rombit optimised a derivative solution that facilitates safe working during the coronavirus outbreak.
“An extensive test of the Romware Covid Radius is being carried out in the Port of Antwerp,” says Mr Baekelmans. “Roll-out to other businesses will follow and they will integrate our safety bracelet into their new way of working. There is already huge interest at home and abroad. We are talking with some major players in the industrial sector.”
In response to the great interest in the Romware Covid Radius, Rombit has already markedly increased its production in Taiwan. Mr Baekelmans also expects a growing need for short-term financing. “Close cooperation with your lender is essential,” he says. “In BNP Paribas Fortis, we have a good partner.”
“Rombit is part of the BNP Paribas Fortis Innovation hub,” says relationship manager Conchita Vercauteren. “With the hub, the bank supports innovative start-ups and scale-ups that are contributing to a better society. The fact that Rombit wants to distribute its coronavirus solution so widely and at as low a cost as possible clearly testifies to social responsibility.”
- Why should innovation be at the core of your company?
- Shipping: focus on the impact of decarbonisation and energy transition
- Scale-up concludes mega contract in the midst of the coronavirus crisis
- #StrongerTogether Lasea decontaminates masks using lasers
- #StrongerTogether Wearable tech guarantees distance between workers