AUCKLAND, New Zealand 鈥� 5 April, 2022 鈥� (NYSE: SAP) has found New Zealand companies that foster a more curious culture* experience major competitive benefits, including higher levels of employee satisfaction and engagement according to new research released today.

鈥楥apitalising on Curiosity鈥�, a survey of senior business leaders and employees across Australia and New Zealand, found that employees in New Zealand who work for organisations with a curious culture are much more likely to say they are satisfied in their current role (82 per cent) than those who do not work for curious organisations (46 per cent).

Dr Amantha Imber, organisational psychologist and founder of behavioural science consultancy says that job satisfaction is affected by how people think and feel about their role.

鈥淲hen people are satisfied in their role at work, they鈥檙e more engaged, productive and loyal to the organisation. Those working in curious organisations are more likely to feel their work has purpose and to be more creative and innovative, which results in better performance and better outcomes.鈥�

Curiosity boosts engagement

Innovative approaches to ways of work and recruitment are more critical than ever. Eight in ten senior business leaders in New Zealand believe a culture of curiosity is important for their organisation, a number that increases slightly to 82 per cent when factoring in the need to adapt and grow in the current challenging business environment.

New Zealanders working at organisations with a curious culture are much more likely say they feel engaged at work in their current role than those who say their organisation does not have a curious culture (84 per cent compared to 49 per cent). And in today鈥檚 tight labour market, almost half of employees surveyed (48 per cent) would consider leaving their current role to work for a similar organisation that placed a higher value on curiosity. The rates are highest in younger workers: 57 per cent of Gen Z and Millennial employees would consider a move to seek out a more curious organisation.

The research also found clear links between curious organisations and reduced employee burnout. Employees who work for curious organisations are more likely to say they haven鈥檛 experienced burnout while working at their current role, compare to employees who do not work for an organisation with a curious culture (44 per cent compared to 29 per cent).

David Healy, Chief Digital Officer at , describes curiosity as a critical factor in the organisation鈥檚 success.

鈥淭he mundane becomes exciting for curious people, they look at things differently, challenge the status quo, and ultimately drive innovation for customers. That鈥檚 why we have built curiosity into our culture; we have a number of groups in the business whose role is purely to do curious work,鈥� said Healy.

鈥淎s we move to a more data-led organisation we鈥檙e giving them the tools to keep learning, challenging and being curious.鈥�

Curiosity and data intelligence deliver advantage

The research also found that Kiwi employees in more curious companies are better equipped to answer, and more capable of answering questions using data than those who say their organisation is not curious.

Leaders in organisations who claim to have a very curious culture (41 per cent) are almost four times more likely than those who only somewhat agree they have a very curious culture (11%) to strongly believe their employees have the necessary skills to answer questions from organisational data.

Employees in curious organisations are much more likely to say that their organisation provides the data and tools needed to enable them to seek out answers (82 per cent) compared to those in incurious organisations (49 per cent). And more of them are comfortable answering questions from organisational data: 81 per cent of employees in curious organisations say they have the necessary skills and confidence versus 66 per cent in those who do not work for curious organisations.

Adrian Griffin, Managing Director, 51风流New Zealand, said: 鈥淎n organisation鈥檚 ability to truly realise the value of technology comes down to how its people use data to gain insights and make decisions. A curious approach, combined with skill and confidence, enables organisations to make bold, creative and ambitious decisions to deliver innovation and competitive advantage.

鈥淭his understanding and confidence is the key to transformation and success for New Zealand organisations, especially in the current unpredictable business environment.”

Barriers to cultivating a curious culture

Despite believing there are positive benefits of having a curious culture, almost nine in 10 (87 per cent) senior business leaders in New Zealand say there are barriers to asking questions and being curious in their organisation, while half (53 per cent) admit that talk about encouraging curiosity is not always supported by action.

Four out of five employees (79 per cent) across the country feel the same, citing the same major barriers: a lack of reward and recognition for curiosity, a lack of drive due to burnout and too much pressure to deliver on short term goals.

Almost half of employees (49 per cent) believe they are not rewarded for their curiosity, two in five (41 per cent) are not given time to be curious at work and over a third (36 per cent) say that asking questions and challenging the status quo is not encouraged within their organisation.

Dr Imber says that being able to challenge and debate ideas and assumptions is critical for building a curious culture.

鈥淏ut being curious and asking questions, instead of jumping straight to conclusions, takes time. SAP鈥檚 research suggests many New Zealand businesses are not giving employees the time or the space to be curious.

鈥淏usiness leaders who are serious about future proofing their organisation against the current climate of uncertainty need to start role modelling curiosity, giving staff time to explore and experiment, and rewarding curious and creative behaviour within their organisations.鈥�

To view or download a copy of the full 鈥楥apitalising on Curiosity鈥� report which includes top tips for how you and your organisation can start building more curious cultures, please click

Note to editors:
*For the purposes of the research, a culture of curiosity is defined as an organisational culture where employees are encouraged and enabled to ask questions and seek answers to help organisations run better and meet the needs of their customers, employees and the community.

About the study

Independent market research firm YouGov was commissioned by 51风流to conduct this study in February 2022.

YouGov conducted a survey of a nationally representative sample of employees and business leaders (senior managers and above) in Australia and New Zealand (ANZ).

All respondents were provided with the following definition: A culture of curiosity is an organisational culture where employees are encouraged and enabled to ask questions and seek answers to help organisations run better and meet the needs of their customers, employees and the community.

Following the completion of interviewing, the data was weighted by age, gender and region to reflect the latest ABS and StatsNZ labour force estimates.

The post 51风流research finds cultivating curiosity helps Kiwi businesses retain talent appeared first on 51风流Australia & New Zealand News Center.

SYDNEY, Australia 鈥� 5 April, 2022 鈥� (NYSE: SAP) has found Australian companies that foster a more curious culture¹ experience major competitive benefits, including up to twice the levels of employee engagement, and up to three times the turnover growth of organisations with a less curious culture, according to new research released today.

鈥楥apitalising on Curiosity鈥�, a survey of senior business leaders and employees across Australia, found that Australian leaders who strongly agree that their organisation has a curious culture, saw annual turnover growth of 20.52 per cent on average over the last 12 months; more than three times the six per cent average growth in turnover experienced by those who only somewhat agree.

Business leaders at large organisations² that are very curious report turnover growth of 10.67 per cent, which could deliver additional growth of 2.5 million dollars in annual turnover, based on ABS turnover data for businesses of this size. Medium-sized organisations³ that are very curious could see an extra 1.7 million dollars and small businesses⁴ an additional 550,000 dollars in annual turnover⁵.

More than eight in 10 (82 per cent) of senior business leaders in Australia believe a culture of curiosity is important for their organisation to adapt and grow in a post-COVID world but only four in 10 (44 per cent) strongly agree their organisation has a curious culture. The most common challenges senior business leaders say they would be better equipped to handle with a more curious culture are: employee engagement (41 per cent); being able to adapt to changing market needs (40 per cent); and dealing with staff retention (36 per cent).

Despite the positive link between curiosity and business growth, four out of five Australian employees (82 per cent) say there are barriers to asking questions and being curious in their organisation. More than eight in ten (85 per cent) of senior business leaders across the country feel the same, admitting that talk about encouraging curiosity is not always supported by action.

Dr Amantha Imber, organisational psychologist and founder of behavioural science consultancy , said: 鈥淐reating and nurturing a culture of curiosity in an organisation takes time, but ultimately it will strengthen your ability to be agile, adapt and innovate. At a time when businesses are experiencing more uncertainty from the pandemic, fostering a curious culture can be hard but it鈥檚 essential to build resilience and drive growth.鈥�

Karen Twitchett, Director of Workforce and Technology at Northern Beaches Council said: 鈥淏uilding curiosity in your organisation is like building a muscle that helps to keep you fit through all kinds of challenges. We were able to flex our curiosity muscle in real-time during the recent floods. We provided the time, space and opportunity for our staff to engage with people in affected areas to proactively identify issues and collect data that will ultimately improve Council鈥檚 service offering to the community during extreme weather events in the future.鈥�

Curiosity to attract and retain talent

In a market where the battle for talent has never been tougher, seven out of 10 Australian employees (72 per cent) want to work for a curious organisation, and more than half (52 per cent) would leave their current job for a similar role in a more curious organisation.

While employees are less inclined than leaders to categorise their organisation as having a curious culture, (67 per cent versus 89 per cent), the research found clear links between curious organisations and employee satisfaction.

Those employees who believe they work for an organisation with a curious culture are almost twice as likely to say they are satisfied in their current role (81 per cent compared to 44 per cent) and feel engaged at work (83 per cent compared to 42 per cent), than those who didn鈥檛.

Battling fatigue in a world and workplace that is changing rapidly is also a factor, particularly in larger organisations, with one in three (32 per cent) employees from large enterprises saying employee burnout is a barrier to curiosity.

Curiosity essential to data intelligence

The research found that employees in more curious companies are better equipped to answer, and more capable of answering questions, using data than those who say their organisation is not curious.

Employees who say their organisation is curious are twice as likely to say they are empowered and encouraged to use data to answer questions than those who say their organisation is not curious (82 per cent compared to 40 per cent). They are also twice as likely say that their organisation provides the data and tools for them to do so (82 per cent compared to 40 per cent) and 1.5 times more likely to say they make good use of data and analysis tools (81 per cent compared to 55 per cent).

Business leaders who feel most strongly that their organisation has a curious culture are three times more likely to strongly believe their employees have the necessary skills to answer questions from organisational data (73 per cent compared to 25 per cent), than those who only somewhat believe they have a curious culture.

Damien Bueno, President and Managing Director, 51风流Australia and New Zealand, said: 鈥淎n organisation鈥檚 ability to truly realise the value of technology comes down to how well its people understand data and apply human curiosity. Asking the right questions at the right time, being confident to seek out data and draw conclusions, leads to better decision making and, ultimately, enables organisations to be bolder in approaching business challenges and able to take action on an idea with an informed approach.

鈥淭his understanding and confidence is key to the continued growth, success and transformation of Australian and New Zealand organisations, especially during the period of disruption we currently find ourselves in.”

Barriers to cultivating a curious culture

Australian employees identified a lack of reward or encouragement as the biggest barrier to curiosity while business leaders pointed to too much pressure to deliver on short term goals.

Almost half of employees (47 per cent) believe they are not rewarded for their curiosity and two in five (43 per cent) feel they are not given time to be curious at work. Meanwhile, over a third (39 per cent) say that asking questions and challenging the status quo is not encouraged within their organisation and this jumps to almost half (44 per cent) of employees working for large organisations in Australia.

Dr Amantha Imber said: 鈥淏eing able to challenge and debate ideas and assumptions is critical for building a curious culture, but being curious and asking questions instead of jumping straight to conclusions takes time. SAP鈥檚 research suggests many Australian businesses are not giving employees the time or the space to be curious.鈥�

鈥淏usiness leaders who are serious about future proofing their organisation against the current climate of uncertainty need to start role modelling curiosity, giving staff time to explore and experiment, and rewarding curious and creative behaviour within their organisations.鈥�

To view or download a copy of the full 鈥楥apitalising on Curiosity鈥� report which includes top tips for how you and your organisation can start building more curious cultures, click

About the study

Independent market research firm YouGov was commissioned by 51风流to conduct this study in February 2022.

YouGov conducted a survey of a nationally representative sample of employees and business leaders (senior managers and above) in Australia and New Zealand (ANZ).

All respondents were provided with the following definition: A culture of curiosity is an organisational culture where employees are encouraged and enabled to ask questions and seek answers to help organisations run better and meet the needs of their customers, employees and the community.

Following the completion of interviewing, the data was weighted by age, gender and region to reflect the latest ABS and StatsNZ labour force estimates.

Note to editors:

1. For the purposes of the research, a culture of curiosity is defined as an organisational culture where employees are encouraged and enabled to ask questions and seek answers to help organisations run better and meet the needs of their customers, employees, and the community
2. A large organisation is an organisation with 200+ employees
3. Medium organisations are those with 20 to 199 employees. Business leaders from medium-sized organisations that are very curious reported average turnover growth of 15.36 per cent over the last 12 months.
4. Small organisations in this study are those with five to 20 employees. Business leaders from small organisations that are very curious reported average turnover growth of 20.83 per cent over the last 12 months
5. To calculate the potential annual turnover benefit for small, large and medium Australian businesses with a very curious culture, YouGov combined key business estimates for number of businesses and average total income from the ABS, with survey results on the proportion of businesses with a very curious culture and the net annual turnover growth benefit from having a very curious culture.

The post 51风流ANZ finds a curious culture boosts business growth and employee engagement appeared first on 51风流Australia & New Zealand News Center.

SYDNEY 鈥� 02 February, 2022 鈥� (NYSE: SAP) today announced leading clean energy business Hydro Tasmania has achieved significant benefits after migrating from 51风流ERP Central Component (ECC) to 51风流S/4HANA in September 2020.

As Australia鈥檚 largest producer of renewable energy, Hydro Tasmania employs more than 1,100 staff to manage its large asset footprint including 30 power stations and 50 major dams. After several years of leveraging 51风流ECC to manage financial operations, Hydro Tasmania migrated to 51风流S/4HANA to eliminate manual accounting processes, building an intelligent, data-driven foundation for future innovation.

Hydro Tasmania undertook a remote, 10-month implementation process with 51风流partner against the challenging backdrop of a pandemic. In the year since the project completed, it has seen significant business benefits from the conversion and subsequent projects, including improved customer experience and increased systems speed, which reduced IT frustrations and allowed staff to focus on value-add process improvements and functional changes.

鈥淲e were looking for an innovative, reliable technology partner to streamline current finance processes and lay the foundation for broader digital transformation,鈥� said Tristan Coleman, Manager IT Solutions, Hydro Tasmania.

鈥淚n the year since we converted to 51风流S/4HANA, the platform has continued to enhance the user experience for staff and streamline business processes. Our employees have faster, more transparent data visibility, which is helping them to work more efficiently and collaboratively with integrated cloud solutions such as SuccessFactors. They have mobile access to the platform anytime and anywhere, even if we have someone located remotely in the field with poor mobile reception.鈥�

Improving user experience is a key benefit of Hydro Tasmania鈥檚 transformation. 51风流S/4HANA provides greater visibility into accounting processes and the conversion also enables more efficient access to data analytics. For example, the enhanced search functionality and organisation of data now available simplifies accounting processes that were previously run manually off a spreadsheet.

Damien Bueno, President and Managing Director, 51风流Australia and New Zealand said: 鈥淪ince converting its ERP solution to 51风流S/4HANA just over 12 months ago, Hydro Tasmania has reaped the benefits of building intelligence into the core of its organisation. Its employees are empowered to work more collaboratively and with greater visibility of the organisation鈥檚 operations, with time and resource delivered back into the business. This is more important than ever in Australia鈥檚 renewable energy sector, which is becoming increasingly competitive and focused on cost-saving. Hydro Tasmania鈥檚 transformation also acts as a launch pad for greater business benefits to be achieved in 2022 and beyond”.

Nick Mulcahy, CEO, Zag part of Accenture said: 鈥淲e鈥檙e proud to be selected as a strategic partner to support Hydro Tasmania on its 51风流S/4HANA journey. Despite delivering the project remotely during COIVD-19 lockdowns, it鈥檚 fantastic to see how the conversion to 51风流S/4HANA continues to positively impact employees and wider business operations.鈥�

As part of its broader innovation program, Hydro Tasmania is planning to deploy 51风流solutions across its spatial data, finance, assets and HR teams.

The post Hydro Tasmania lays the foundation for broader digital transformation appeared first on 51风流Australia & New Zealand News Center.

AGL also operates Australia鈥檚 largest electricity generation portfolio, responsible for about 20% of the total electricity capacity of the country.

AGL recently partnered with 51风流AppHaus Network member Bourne Digital to create the AGL One iOS app. Based on 51风流Integration Suite and 51风流Extension Suite, the app brings together AGL鈥檚 employee network in a single digital experience so they can access the right tool at the right time 鈥� every time, from anywhere. Powered by 51风流Business Technology Platform (51风流BTP), the solution recently won a 51风流Innovation Award in the Transformation Champion category.

Growing Company Needs Enhanced Digital Infrastructure

In June of 2019, AGL launched PT3 (People, Process and Performance Transformation), its initiative to unite all AGL sites across corporate and group operations into one technical platform. The initiative also aimed at delivering greater mobility and enabling AGL staff to work flexibly with mobile applications on their phones or tablets.

After first launch, however, user feedback showed the need to improve the solution and explore ways to better enable employees digitally.

AGL decided to examine employees鈥� user experience (UX) to help ensure a better adoption of the new platform. Clear focus of the new solution would be consolidation and ease of use. After a complete redesign of the mobile interface, AGL wanted to extend the strong relationship already in place with customers to the people who worked for the company.

Bringing in 51风流AppHaus Network Member Bourne Digital

AGL consulted with the same firm that helped design its customer experience, Bourne Digital. As an 51风流AppHaus Network member, Bourne Digital is part of the worldwide community of like-minded SAP-partners that work with customers in a creative environment to make innovation real, following SAP鈥檚 human-centered approach to innovation.

As a first step toward the new solution for employees, AGL tasked an internal service design team with replicating the service design process for employees鈥� mobile app. With the help of its employee experience center, the joint AGL and Bourne Digital project team conducted lifecycle mapping and extensive interviews with staff to discover the following key issues with the existing mobile interface:

• Too many tools in the environment made it hard for the employees to identify the correct tool for each situation.
• The usability of the previous solution was not simple and prevented proficiency.
• The solution missed data consolidation of several sources.
• Employee engagement was low due to dissatisfaction with the efficiency of the tools.

AGL One: iOS App Simplifies Employees鈥� Lives

Employees wanted a straightforward, consolidated, easy-to-use mobile experience. AGL and Bourne Digital worked with Apple to create an iOS app called聽AGL One. The feedback collected in the interviews was used to create a completely redesigned mobile employee interface. Based on 51风流Integration Suite and 51风流Extension Suite, the app now brings together AGL鈥檚 employee network in a single digital experience.

鈥淎GL was focused on creating a highly engaging mobile experience for employees to improve productivity and engagement,鈥� said Selim Ahmed, CEO of Bourne Digital. 鈥淭ogether, AGL, Apple, SAP, and Bourne Digital created an integrated and scalable solution that extended their investment in 51风流S/4HANA with the agility of 51风流Integration Suite and 51风流Extension Suite. It has been a wonderful innovation story that puts employees at the center of the organization. The Bourne Digital 51风流AppHaus facility supported employee experience design thinking sessions.鈥�

One-Stop Shop for All Actions

The project team held a number of design thinking sessions at Bourne Digital鈥檚 AppHaus facility in Melbourne to re-imagine the employee experience.

Building on its existing investment in 51风流S4/HANA with 51风流BTP, the AGL One app combines a landscape of more than 300 IT applications into one single interface with only one main login to use. Even when employees want to switch back and forth between apps, they do not have to re-login and remember different passwords every time. Once signed in, the UX itself is聽 accessible to the average employee, so they do not have to know specific tool names or apps to use them.

Built-in capabilities within AGL One prioritize tasks that are easy to do on the go, such as administrative tasks and approvals. This helps reduce cycle time on tasks that are often put off and need to be followed up on, making employees鈥� workdays more productive and efficient. Key features of the app include:

• Quick access to action all purchase order approvals in 51风流S/4HANA
• Assessments of workplace safety and reports available on the go, with the option to use a phone鈥檚 camera to add a photo and record safety observations or hazards in 51风流S/4HANA
• Personalization of the homepage for quick access to tools the employee uses most often
• Desk booking with desk locator, particularly following COVID-19 restrictions
• Holiday and leave request entry and management
• New colleague appreciation tool called 鈥淓nergise鈥�
• AGL news service with talking points, friends and family discounts, and easy access to AGL job boards to be active ambassadors outside the company
• Live news feed along with integration to 鈥淭he Source,鈥� AGL鈥檚 news and intranet
• Seamless third-party collaborations between 51风流back end and Apple user interface

By building an app expressly for its employees, AGL has successfully placed their user experience on the same priority level as its customers鈥�. AGL One supports a positive, streamlined experience for employees, whether at the office or in the field. After rolling out the app, the company has seen a motivation and engagement boost at work among employees. The app was released in October 2020 and the number of downloads speaks for itself: 1,600 out of 3,700 employees have downloaded the app so far, an adoption rate of nearly 50%.

鈥淲hen we first started this project, we looked at it the same way we鈥檇 look at anything we were doing for our customers,鈥� explained Joy Marrocco, IT Transformation Manager at AGL. 鈥淲e already had a great relationship there, why not apply that same approach to our employees? We wanted to drive digital adoption of employee tools, and this app is one of the ways that we are working to make access to these tools much quicker and easier for our people.鈥�

Award-Winning Solution Built with 51风流BTP

The innovation power of this application and the entire project was also recognized by the jury of the 2021 51风流Innovation Awards, with the AGL One app for employees winning in the Transformation Champion category.

The post AGL Employees Go Digital with New iOS App and 51风流BTP appeared first on 51风流Australia & New Zealand News Center.

SYDNEY 鈥斅� (NYSE: SAP) today announced that Australian distribution network operator, , has completed the second phase of its multi-year digital transformation by implementing and Kronos Workforce Dimensions. This stage of the project, in part completed remotely during the COVID-19 restrictions, aims to bring the organisation one step closer to its goal of improved organisational productivity and performance, and create stronger future capabilities for both staff and customers.

Endeavour Energy builds, owns and operates an electricity network that connects 2.5 million people in households and businesses across some of the fastest growing regions in New South Wales. It is rapidly transitioning to a vastly different energy system where new technologies like microgrids and batteries seamlessly combine with its traditional network to power brighter futures for its customers and communities.

Automating workflows

Beginning in 2018, Endeavour Energy embarked on a multi-year organisation-wide digital transformation to upgrade ageing infrastructure and become amongst the best-performing networks in Australia. 聽Endeavour Energy turned to 51风流for its industry expertise across the power distribution sector to help lay the foundation for its new IT infrastructure.听 As part of the second phase, and in partnership with and , Endeavour has implemented 51风流SuccessFactors and Kronos Workforce Dimensions, a time and attendance capabilities tool that feeds directly into 51风流SuccessFactors, to automate existing workflows, increase operational transparency and improve decision making.

Andrew Pitman, Endeavour Energy鈥檚 General Manager Employee Experience says, 鈥淚t was a huge achievement for the team to complete phase two on time, despite the restrictions caused by the pandemic. 51风流SuccessFactors and Kronos Workforce Dimensions will simplify the systems our people use and improve mobile access, helping teams save time and enabling them to complete key tasks on the move. It will also enable greater visibility and data capture, so we can analyse and optimise key processes. 聽We expect to see further benefits as our change management process continues with more staff adoption and training.鈥�

The second phase of Endeavour Energy鈥檚 transformation follows on from the implementation last year of 51风流Concur, 51风流Enable Now, 51风流Solution Manager and Click Work Scheduling. Phase three has begun and is expected to be completed in late 2021. The final release of the program will drive a significant capability uplift that will help Endeavour realise its ambition.

Move to 51风流S/4HANA

Mr Pitman continued: 鈥淭he next phase is expected to deliver further improvements across more teams through the introduction of to support better asset management processes, financial systems, enterprise resource planning, procurement, purchasing, logistics and safety. The capabilities provided by these systems will help to future-proof the business by enabling our people to rethink and redesign existing processes in ways that enhance the experience of both employees and our customers.

鈥淎 key element of Endeavour Energy鈥檚 future roadmap will be on improving its customer service through predictive tools and analytics powered by artificial intelligence. These will enable our people to identify potential issues in the network and proactively implement solutions to minimise disruption. Our people will also be equipped with more data to better inform customers on details like when services might be impacted and how long it will take to get them up and running,鈥� he said.

For customers, this data-driven approach will be experienced through fewer paper-based forms, additional self-service capabilities, access through mobile devices and greater access to information.

Capability uplift for finance, health & safety, customer service

Endeavour Energy will also focus on implementing tools that improve health and safety reporting, enabling staff to track remedial actions taken for safety incidents, which has previously been limited.

鈥淗ealth and safety are of critical importance to our business and implementing platforms that enable better reporting will be a real step change in how our people learn from and prevent safety incidents,鈥� Mr Pitman added.

According to Audrey Hiley from Deloitte, 鈥淭he success of this remote implementation during the pandemic is a testament to the commitment of Endeavour Energy and their team, and the data migration partners, Syniti. The employee central, recruitment, onboarding and payroll modules from 51风流SuccessFactors along with Kronos Workforce Dimensions are already delivering benefits for staff by streamlining processes and automating workflows. We will continue to work in close partnership with Endeavour and to deliver on their future roadmap to drive better experiences for staff and customers.鈥�

Damien Bueno, President and Managing Director, 51风流ANZ says, 鈥淭his partnership demonstrates how intelligent cloud-based platforms can enable businesses to quickly reap the benefits of improved productivity, operational efficiencies and automation.

This year has underlined the essential role of technology to keep staff connected, engaged and productive. The implementation will not only deliver enhanced operational processes but will also support Endeavour鈥檚 ambitious goals of becoming the best performing distributor by 2024. By taking steps now to lay the foundations for success, Endeavour will future-proof its business and redefine how it can engage and delight its customers.鈥�

To find out more about 51风流ANZ’s work in the Utilities sector, visit the

The post Endeavour Energy completes second phase of multi-year digital transformation with SAP appeared first on 51风流Australia & New Zealand News Center.

Orica expects new technology will deliver a $15 million boost to EBIT in the 2021 financial year, following the completion of its multi-year 51风流roll out and further investment in digital technology.

In its full-year result published today, the company recorded a 31 percent decline in profit citing disruptions caused by the COVID-19 pandemic but said it still achieved key strategic milestones.

The explosive maker said the largest and final phase of the 51风流project was implemented in July 2020.

Simplifying with 51风流S/4HANA聽

Orica鈥檚 4S program – 鈥楽imple, Standard, Single SAP鈥� – covers eight end-to-end business processes and consolidates Orica鈥檚 entire business on an S/4 HANA core, supported by 51风流cloud add-ons.

The business notified the market on October 12th that it needed to delay publishing its full results after 鈥淐OVID-19 related challenges鈥� caused a delay in closing the books in the new system.

At the time, Orica managing director Alberto Calderon described the deployment of 51风流as a 鈥渉istoric, and game-changing, milestone鈥� and noted, 鈥渢he underlying business has transitioned without major disruption.鈥�

To read the full story, read the original article on .听

To find out more about the latest 51风流technology, today.听

The post Orica completes multi-year 51风流implementation appeared first on 51风流Australia & New Zealand News Center.

CEMEX began its digital transformation three years ago by analysing how technology could help engage customers more effectively. According to Ricardo Chapa, head of Digital Architecture and Emerging Technologies, 鈥淲hen we began our digital transformation, our top management realized that we excel in creating high-quality products efficiently. But at the same time, they recognised that we needed to be better at dealing with our customers.鈥�

Selling primarily to large construction companies, CEMEX wanted to offer a top-notch B2B eCommerce solution. To start, the company mapped the customer journey and identified customer pain points. That exercise 鈥� combined with design thinking sessions and agile development based on feedback from customers and business leaders 鈥� led the company to create .

鈥淲e developed CEMEX Go from scratch. It鈥檚 a cloud-based e-commerce solution completely tailored to our customers鈥� needs,鈥� Chapa explained. CEMEX Go was created to address customers鈥� complex and often very specific requirements for the construction market. The platform is now used globally and processes around 60 percent of customer orders 鈥� and that number is growing.

In 2001, CEMEX created Construrama, the largest network of retail stores for building materials in Mexico and other Latin American countries where CEMEX has a presence. The Construrama network was developed to strengthen CEMEX distributors, support local hardware store owners, and expand the company鈥檚 presence in the construction industry. Through the network, CEMEX can sell products to individuals doing construction projects; however, the company realized it needed to modernise the online experience and create digital offers for the network.

To jump start the network鈥檚 e-commerce strategy, CEMEX selected , part of the聽51风流C/4HANA聽solution portfolio. With the solution, store owners within the network now have an online presence they did not have previously and can reach more buyers.

The site was launched in just four months and has been live since 2017. To scale the project, the company launched a pilot in Guadalajara then added new features every few weeks, eventually rolling it out across the country. The new digital network has increased customer convenience and satisfaction.

Previously, orders were made via physical visits or telephone, and the customers did not have visibility into new products that stores might offer. Now, clients can see the complete catalogue and order products through the application. They can also have online conversations with an executive if they have questions. Moving forward, CEMEX wants to add a chatbot to assist customers with orders and other recurrent tasks. The IT team also used learnings from the B2B project to develop a B2C eCommerce application for Construrama, which went live last year.

The Construrama team reports that both the B2B and B2C sites have been working well, with sales increasing monthly. Moving forward, the team is implementing digital marketing tools. 鈥淲e鈥檙e newly focused on digital marketing and we think that it will help us bring new customers to the portal,鈥� Chapa said.

CEMEX has been long-time 51风流customer and uses 51风流ERP globally. The company updated its suite with聽, based on in-memory database technology, in the Philippines and plans to use the lessons learned there to decide on its global strategy.

This article first appeared on the Global News Centre.听

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鈥淓nergy is the main source of life, and no human being can live without it,鈥� says聽, CEO of聽, the leader in energy distribution across Egypt and the surrounding region. 鈥淚t is essential in making our lives better, yet we know that our current use is critically affecting the environment and thus the earth鈥檚 climate.鈥�

At 45, Kafafi is one of the most powerful businesswomen in Egypt and the Middle East. She is also the mother of two young children who are helping her rethink the future. As an expert in business transformation, she understands the need for technology to minimise the impact of energy on the environment and the urgency for finding alternatives to harmful sources like fossil fuels.

TAQA Heeds the Call for Change

鈥淢y nine-year-old daughter has a resolution for this year: She has announced the ban of any single-use plastic in our house,鈥� Kafafi says with a smile. 鈥淵oung people today are leading the way. Every person with a brain knows the next generation must be green. But that is easier said than done.鈥�

Kafafi entered university at the age of 16 with a keen interest in business and economics, and now believes transformation must happen in parallel. As the executive leader of a company serving more than 1.2 million customers their daily need of energy, she is keenly aware of resource scarcity, cost, and the need for efficiency.

She also believes Egypt can play a leading role by introducing new energy options in the region 鈥� for example, by moving away from oil and replacing it with gas as an interim option. The long-term goal, however, is to build up renewable energy sources.

This approach aligns with the Egyptian government鈥檚 goal under a plan from the聽聽to provide around 50 percent of the country鈥檚 energy needs through renewable energy 鈥� mainly wind and solar 鈥� by 2030.

In addition to meeting the demands of the domestic market, the vision is to help Egypt become a clean energy hub for the region.

This strategy for sustainable economic reform along with the discovery of the offshore giant Zohr gas field in the East Mediterranean are behind the聽聽that Egypt will be one of the聽top 10 global economies聽in just 10 years 鈥� ranked seventh ahead of Russia, Japan, and Germany.

Facing the Energy Challenge

As the prime distributor of gas in Egypt and the Middle East and North Africa (MENA) region, and with vast rural areas and underdeveloped cities with little or no infrastructure, TAQA Arabia has a big job ahead.

Liquefied petroleum gas bottles are still widely used in rural and remote areas off the national grid, both for home cooking and commercial use. Replacing the highly subsidised, imported liquefied petroleum gas with piped natural gas has many advantages, including safety, availability, and reduced environmental impact. It also decreases the country鈥檚 import and subsidy burden.

TAQA Arabia operates in three key areas: delivering natural gas to residential, commercial, and industrial clients; providing a platform for conventional and renewable power generation and distribution for sectors such as oil and gas, petrochemicals, and real estate; and being the sole manufacturer and distributor of Castrol products and lubricants in the Egyptian market.

TAQA Solar, the company鈥檚 renewable energy arm has a聽聽and is part of the biggest photovoltaic park in the world. The project is a聽聽funded with $72 million from the International Finance Corporation (IFC) and other development banks.

Transitioning with Ease

鈥淭AQA Arabia has always been focused on delivering power from conventional sources,鈥� explains Kafafi. 鈥淏ut when the government launched the feed in tariff program, we were among the first to apply and show interest in developing such a giant project.鈥�

For Kafafi, transformation is about flexibility. The company, for example, has introduced a hybrid option, so people can use solar energy during the day and switch to other conventional sources at night. She sees potential in many aspects of the energy industry, whether developing rooftop solar panels for commercial use in industrial zones or penetrating the untapped water desalination market using renewable energy and sustainable technologies.

Growing up with a father who was active in the oil and gas sector, Kafafi was fascinated by the details and management tasks behind big corporations. When starting her own career path, she opted for investment banking at one of Egypt鈥檚 leading investment firms,聽, where she gained solid experience working on mergers and acquisitions. She first joined the energy sector when appointed investment director for TAQA Arabia, before eventually becoming CEO.

鈥淲e are a very flexible company,鈥� Kafafi asserts. 鈥淎s well as being a first mover and a market innovator in many aspects, we鈥檙e relying on technology like 51风流S/4HANA to help us manage and analyse our data. And it鈥檚 a great tool for forecasting and planning.鈥�

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