Latest / The DEX Show: A Show for IT Change Makers / The Experience Mission (w/ GSK & HCLTech)

Transcript

The Experience Mission (w/ GSK & HCLTech) · The DEX Show: A Show for IT Change Makers

0:01
Welcome it Change Makers to the Deck Show with Tim Flower and Tom McGraw.
0:07
Let's get into it. Hello, everybody, welcome to the Deck Show.
0:12
I'm Tom McGrath, not joined as I usually am by Tim Flower today he
0:17
is on his travels. But not to worry, because I have got two
0:22
fantastic guests on the show to talk to. They are Sarah Jones from Glaxo
0:28
Smith Klin. I'm sure you've heard of them. They're they huge multinational pharmaceutical
0:33
and biotech company headquartered here in London, and we're going to hear a bit
0:38
more about that headquartering and the role of digital in it momentarily. And we're
0:44
also joined by Kamal Erma, Senior manager for the Digital Workplace Products and Strategy
0:51
at HCl Tech. HCl Tech are a Indian multinational information technology consulting company headquartered
1:00
annoyed It. So that's welcome our guest to the show, and start with
1:03
you, Sarah. First of all, very very excited about sort of talking
1:08
about the future of the service desk at GSK, talking about your your headquarter
1:15
plans and how digital is playing a key role there. But I think a
1:18
great place to just start is to hear something about the global footprint, how
1:23
it breaks down, what your sweep of responsibility has looked like. Yeah,
1:26
sure, thanks for having us on the show today, tom So. GSK
1:30
essentially is a farmer organizations as you shared already, and we're on a mission
1:36
to unite science, technology and talent to positively impact health of two point five
1:40
billion people by twenty thirty. So it's quite a mission and something that I'll
1:46
talk with you about in more detail as we go through. But look,
1:49
essentially, I look after all tech support within GSK, so frontline tech support
1:53
for our employees. We've got about ninety thousand employees across two hundred sites in
1:57
GSK. Yeah, it's quite a big role. I mean there are eighty
2:02
thousand laptops so across max and PCs. We've also got ten thousand iPads.
2:08
But we also support and look after devices that sit in manufacturing line so scientists
2:14
in labs, manufacturing facilities, salesforces on the road, so quite a different
2:20
number of personas that we have to look after. My team are located across
2:23
all of those two hundred locations and we have a team essentially of around five
2:30
hundred between the service desk, the on site support texts and then my own
2:34
GSK employee teams as well. So that's kind of what it looks like in
2:38
numbers. But we also own the product called next Think and obviously the operational
2:43
support of that. So we look at the tool as a tech for tect
2:46
tour and we manage devices, and we're really looking at the broader tool for
2:52
application performance and lots of other things that we can talk about for this year
2:55
as well. Fabulous, I said, between that mission statement and the share
3:00
size of the footprint there, I'm amazed you could find us for time today.
3:02
Sarah, thanks very kind, Thank you, and come on, welcome
3:07
to the show. Also a first time appearance on the Deck show. Lovely
3:10
to have you, and we'll touch upon in a minute the sort of origins
3:15
of hcl's collaboration with GSK and indeed with Next Think around experience, but maybe
3:22
you could go back and talk about the roots of that relationship and how it's
3:25
how it's developed so far. Sure, thank you for having me here,
3:30
and it's great to share this podcast with Sarah and you both both the companies
3:35
we work together from a long time. When we talk about the partnership that
3:39
we have with GSK's almost three years now that we have been working together and
3:44
providing GSKR digital workplace services. I would say there are the three key pillars,
3:49
and Sarah is here also so she can correct me if I see something
3:52
wrong. So we work on the three major pillars that are there. One
3:55
is the trust, transparency and innovation. So it always constant guidance that comes
4:00
and the collaboration that happened between both the parties whenever we are talking about any
4:06
kind of a new transformation that we want to bringing, any kind of efficiency
4:10
that we are bringing in, and there's a constant feedback like GSK providers the
4:14
greatest feedback if we are doing something right, if we're doing something wrong,
4:17
how it can be improved or how it can be done in a much better
4:21
way. So these are the three key pillars that we work with. And
4:26
as in any of the journeys with any of our customer, there has been
4:30
many ups and downs. I will say there has been many ups with GSK
4:33
and we started the journey three years back when we started just with the analytics
4:39
solution that doesn't have much of the capability on the automation part. But now
4:44
in the three years the journey has been quite matured. We have the full
4:47
capability of monitoring the GSK states are already covered the estate from the Windows machine
4:55
to the Mac machine, to the iPad, tablets and all sort of devices
5:00
that are there, along with the capability to monitor multiple applications, be it
5:04
the thick application or the web applications. And nowadays as hybrid working is the
5:10
new normal, we are also looking into that how we can help GSK in
5:15
monitoring the collaboration experience when it comes to teams and other applications amazing And how
5:20
would you describe of the destination of this collaboration. What are you aiming towards?
5:27
So the destination is to have a model which is completely proactive, where
5:32
we want that everything or if any issue that is coming up in the environment
5:36
can be prefixed, Like we don't have to wait for any of the GSK
5:41
employed to pick up the phone, call up the test stating that hey this
5:44
is we're not working. This application is down. So the major goal is
5:47
to achieve a workplace which is completely proactive and it doesn't require any kind of
5:54
a supported basically runs on an automotive. If there's a problem coming in,
5:58
there has to be an automation in the back end, which isolve that problem
6:00
and we should be able to save a lot of productive are for all the
6:03
employees that are in there. Amazing, Sarah. When we sort of spoke
6:10
about doing this podcast, one thing that really really stood out to me as
6:13
a really interesting story is the planned GSK HQ move. I like it because
6:20
you know, we've all lived through this period where we went from a very
6:23
conventional workplaces to highly hybrid digitized workplaces, and now it's almost like you hear
6:29
stories like this, almost like resettlement in large conventional HQs, but with a
6:33
really really strong digital emphasis. I wonder if you could give us a give
6:41
us a bit of an overview of this move and how and how digital employee
6:45
experience is kind of informing it's involvement with it. Yeah. I mean,
6:50
this is a really exciting move for us, and I could talk about our
6:55
new GSK HQ all day, but I mean, essentially it takes us into
6:58
the heart of London, which gives us accessibility for our employees, but it's
7:02
also easier for us to work with our partner organizations who are located in the
7:05
city, and importantly as well, it gives us an ability to attract top
7:10
talent to achieve our mission. You know that I set up before, you
7:12
know, science, technology and talent, so I think that's one of the
7:15
key things. But it is going to be one of the healthiest workplaces in
7:18
the world and it will give GSK employees an opportunity to thrive at work.
7:23
So our current location is kind of outskirts of the city and not quite so
7:27
accessible, and this is right in the heart of Tottenham Court Road. So
7:30
ten story building that will house around two to two and a half thousand employees
7:35
at any given time. It's going to be true hybrid so sits tham desks,
7:41
thirty inch curve monitors and single USBC cables so we don't have to carry
7:45
cables to the office. But really importantly around the use of tech is access
7:50
to the building through a digital badge on your phone, so you don't have
7:56
to carry around a lapel anymore, you know, one of those around your
8:01
neck. Effortless state of the art tech, so you know, all of
8:05
our new meeting rooms will be state of the art technology. We're going to
8:09
have an app which basically connects all of our community groups within the building.
8:15
So a single app for booking rooms, for community groups, you know everything.
8:20
Really any sort of events that are going on within the building will be
8:22
announced through there. We have a gym which will be free for everyone,
8:28
again with top of the range fitness equipment, meditation and multi faith spaces.
8:31
But one of the things that I'm really really excited about actually is the availability
8:37
of juice bars. So in addition to coffee bars that most places have,
8:41
we're going to have our own in house vertical farm, which will be the
8:43
first of its kind in Europe and will grow the equivalent of one acre's worth
8:48
of green plants. So the superfoods from that will be used in the juice
8:52
bars in the restaurant and donated to local charities and food banks. So you
8:56
know, this is really going to help us with our ambition around sustainability goals.
9:00
And as a company, we're targeting the highest industry rateing for efficient energy
9:03
efficiency so low impact design, ecological value, biodiversity protection, and we're working
9:11
really hard to score well a well platinum rating which covers everything from air quality,
9:16
light, sound, nutrition, connection with nature. So yeah, it
9:20
is pretty exciting, as you can probably tell from you know, from my
9:24
voice it's a really nice project for me to be involved in personally, So
9:28
yeah, it's it's all coming together quite nicely. When you think about the
9:31
last few years, especially that period where there was a mass remote work through
9:37
the pandemic, do you feel that that brought it closer into the fold of
9:45
the range of responsibilities which we traditionally associate with like HR you know, with
9:50
with with with with the kind of involvement in the workplace itself that you're now
9:54
describing, which sounds quite close. It sounds like your team is going to
9:58
play a huge role in making this move of success. And what do you
10:01
think about that that general evolution? Yeah, I mean, I think from
10:05
a tech perspective, we're heavily involved in the design and everything that encompasses in
10:13
the building around working right essentially starts with technology, so we're definitely at the
10:18
forefront of that. We're helping the design teams with understanding requirements and how that
10:22
can be built in from a tech perspective, and yeah, I mean,
10:26
we're heavily involved in helping the company achieve its sustainability goals through our impact with
10:31
technology as well. So yeah, I mean, and it's interesting people are
10:35
now you know, currently we're working more remotely and more hybrid. But what
10:41
we're seeing and hearing from our communities internally at GSK is that there's a real
10:46
sense of excitement around the new building and actually a readiness for people to come
10:50
to the office and to actually be immersed in that building and to be part
10:54
of that community on a more regular cadence, and perhaps they are at the
10:58
moment. So it is exciting, and I do think that it will be
11:01
an environment where you come to the office and you do feel there's an opportunity
11:03
to thrive there. You know, lots and lots of different things that are
11:07
going to be happening within the building itself. So it's exciting. Describes a
11:11
lot of, as you say, new things, right, any of you
11:16
stand out to you as particular points of anxiety around how they're going to come
11:18
off. What are the big challenges that stand out to you about this this
11:22
big transition and all of this kind of all this novelty and innovation that's happening.
11:28
Yeah, I mean, I think it's just the timeline really because actually,
11:31
you know, we want to be in there bi certain time point and
11:33
I think there are two hundred and fifty contractors currently working on site every day
11:37
to make that happen. So you know, from a technology perspective, we're
11:41
ready to go in and fit out the buildings whenever the building is handed over
11:46
to us to do that, you know that last mile stuff and testing and
11:50
then obviously piloting within the building. So we want our teams in there first
11:54
to be able to trial the technology, making sure that it's working. We're
11:58
really looking to make sure that we have from an experience perspective, you know,
12:03
I mentioned already. You know, people come into the office, they're
12:07
pretty much going to be using public transport because we don't have any facilities for
12:11
parking, not even for motorbikes, so it's literally bicycles and walking to the
12:16
office and public transport, which you know is exactly what you would expect for
12:20
a building with sustainability goals like this one. But we are going to make
12:24
sure that all of our laptops have been replaced with USBC compatible laptops, you
12:28
know, as an example, and we're going to be using our tools to
12:33
monitor experiences as people come through the door, so making sure you know that
12:35
everyone's got the latest software that they're able to connect to the meeting seamlessly.
12:41
You know, that's a real important factor for us, Like we don't want
12:45
people to come to the new site and have any degradation of service over what
12:48
they've received today. So you know, we're doing everything within our power to
12:52
prepare people for that new office so that we have those seamless experiences with the
12:56
new technology that we expect. And do you think you play a role It
13:01
plays a role there in in measuring overall experience of the new headquarters at large.
13:09
You have that access to employees after all, which is quite unique,
13:11
and I don't just mean their experience of technology within the work within this new
13:16
workplace, got their experience overall? Is that is that coming to the picture.
13:20
It's something that we're talking about at the moment. So we are going
13:24
to be measuring tech experiences and we can you know, very easily do that
13:28
with the technology sets that we have. But you know, there are opportunities
13:31
for us to measure sentiments as well through the tool in that we have,
13:35
and that's something that we're considering at the moment. Is you know, would
13:37
we like to be able to use the tool for more broader sentiments so as
13:41
people are coming into the building. You know, how did they like the
13:45
new juice bar? You know, letting people know that there's an event happening.
13:48
One of the things that we were talking about as a use case is
13:50
that actually there'll be harvesting moments of that, you know, of the of
13:54
the vertical wall. So when we have a harvest, people have to go
14:00
and pick herbs and take them home. So, you know, letting people
14:03
know that there's an event happening where we're doing some harvesting and actually they can
14:05
take some with them, you know, at the end of the day.
14:07
So would we want to let them know, you know, using technology and
14:11
whichever we choose, you know, through through apps that we have available to
14:16
us, letting people know that there's a harvesting event or other types of events
14:18
that are happening within the building. So you know, that is quite a
14:20
neat way to be able to engage with our communities through the technology that we'll
14:24
have available at our fingertips, which is all quite new and we've not had
14:28
that before. So yeah, it's very cool, extremely cool. I never
14:31
heard of a harvesting and in office harvesting. That's completely newng I know exactly.
14:37
It's cool. Yeah, and Coodmar, I mean it strikes me that
14:41
this whole, this whole move that we're kind of discussing. You know,
14:45
number one hand, you've got a significant reinvestment of time and resources into real
14:50
world at work experience. On the other as we can hear much greater use
14:54
of technology to help that process be successful. To me, it points to
14:58
this sort of evolve thing dynamic between the digital world and the quote unquote real
15:03
world at work. How do you how do how does HCl see this dynamic
15:09
evolving incoming years with with sk and other customers. Yes, and if we
15:15
all have seen that phase right when the pandemic hits the world, right,
15:18
everyone started working from home. People doesn't have the right resources or right technology,
15:24
but because of this pandemic, everyone worked so hard, or I would
15:28
say so in such a giand model. Technology was there to enable the work
15:31
even from work, even from their home environment or anywhere they're working from.
15:35
Right. And as that pandemic is over now and people now started coming back
15:39
to offices not only for the work related work, but what we call as
15:45
water pooler talks as well. Right, sometimes you just come to office talk
15:46
to your colleagues. What is happening so that you can collaborate better, you
15:50
can have better ideas. Nowadays we need a technology which can provide the same
15:56
medium to both the people who are working from office as well as from home
16:00
as well, So that kind of a collaboration medium is very much required.
16:03
What we have seen as a difference in the last three years, I would
16:08
say previously technologies like deckx right digital experience, which used to be like a
16:12
want for multiple customers, now it has become a necessity. We see that
16:18
not only our current existing customers ask for it, but when we look into
16:22
the new customers asking for transformation, it has become a prereck for most of
16:27
the customer. Right. Because the employees have become so dispersed in nature,
16:33
not only in terms of the logistics, but also the ways different people work
16:37
at different times. On the global nature of the business, it is very
16:41
important to monitor, i would say, the experiences that employees having right and
16:48
at this point of a stage when completely global economy is a very i would
16:52
say very at a juncture where it is very difficult to hold the assets right
16:56
and the major asset for any of the company is the employees, So it
17:00
is very important to invest into how you can give the better experiences to the
17:04
employees nowadays. So I would say that decks, which used to be just
17:10
the want thing now previously, has become a new normal for all of us,
17:15
where it is very imperative to monitor the employee experiences, take proactive action,
17:21
take corrective actions so that you can suggest better ways of working or suggest
17:26
better means of technology to different employees that are there. Another important aspect that
17:30
we have seen is the emergence of personas previously to are just the office workers
17:36
that are there. Nowadays people are not only office worker. People are working
17:40
on the go that there are multiple people. There is different form factor that
17:44
has come up. Previously, we used to working on our desk most of
17:47
the time. Now people are working or using their mobile devices, taking the
17:49
team's caller zoom call from their mobile devices. Or sometimes we're working from home
17:55
where we are working from our home network, where kids are also using the
17:59
same network. There's a problem of banquid another thing as well. So we
18:02
need to think of all these aspects when we are designing a workplace for our
18:07
customers and how we can ensure that we are providing the right experiences to each
18:11
and every persona that are there. So this is the thing that we have
18:15
seen in across the customer that how the things are changing. Plus nowadays it
18:22
is not only limited to the visibility aspect. I guess everyone every leader required
18:27
the visibility of their I estate so that they can take informed and based data
18:32
based decision. But it is equally important that how they can reduce the load
18:37
that is coming at the desk level in that scenario. And in a way,
18:41
these kind of tools and technologies helping a lot to our customers to reduce
18:45
that load that is coming in forms of tickets and incidents. Fascinating And I
18:51
might put in an extra question for you, Sarah, So when you hear
18:53
about that kind of the utility of decks today, thinking about tally next Think
19:00
technology which you to work together on facilitating and using at GSK, what stands
19:08
out to you specifically if I could ask Thereah about next Think technology in particular
19:12
or specific products or functionalities which have been kind of quite eye opening or significant
19:18
in helping you to meet various aims and strategies. Yeah, it's a really
19:25
good question. I mean that we used a different tool previously and we obviously
19:32
moved to next Think at the middle of last year, and I talked about
19:36
this at the oh gosh, what's the name of it, the Experience Experience
19:41
Yeah, Experience Anywhere conference last year. I talked about it there and essentially
19:48
we used a previous tool which was really difficult to see the insights through.
19:52
And actually, I think where next Think excels as a market leader is the
19:57
user interface and the ability to interrogate data really easily. So even you know,
20:03
for me, as been a less technical person than my teams are,
20:07
I'm able to go into the tour and I'm able to find my way around.
20:11
I'm able to look at all different types of data points really easily and
20:15
dig in where I need to. So it's the ability to see everything at
20:18
a holistic level, but the ability to be able to drill down where I
20:22
need to and I can do that really easily, and I think that's where
20:26
you know, it's really really effective. There are also an abundance of data
20:32
points, right, I mean, more data points than I could ever become
20:33
an expert of. And I'm learning new things all of the time, you
20:37
know, with updates that come from the Infinity platform. But you know,
20:41
essentially there are so many different insights that we're gaining, we almost now have
20:47
to compartmentalize them around Okay, how much of this data is useful and what
20:52
are we going to do with those insights? Because it's great to have all
20:56
of this data, but we want to make actionable tasks from it, and
21:00
that's something that we're working around. So you know, we're looking at dashboards
21:03
for our executive clients, for example, because we want to make sure that
21:07
their meet their devices are healthy at all times. But equally, you know,
21:11
they're involved in very senior you know, external meetings and they have town
21:18
hall and and you know investa relations type sessions, and we want to make
21:21
sure that when they're joining wherever they're joining from, you know, whether it
21:25
be home or the office, and whichever type of technology they're having to connect
21:30
through and which device is that we know that actually from a health perspective,
21:33
their device is optimal. You know, we're setting them up for success,
21:37
so you know, different lenses for different things. We've got Windows eleven program
21:41
that's just kicking off this year, and we're looking now at optimization of devices
21:45
where do we need to performance refresh, you know, which devices are able
21:48
to run Windows eleven on which ones are not and actually looking at performance based
21:53
refresh is something that we're going to continue to do using the next link data.
21:57
So you know, there are lots of different programs within GSK that we're
22:02
actually looking at using the next think tool. We have a y fixed program
22:06
that we're looking at around you know, Wi Fi experiences something that we can't
22:11
fix in homes, but we can educate people around how to have the best
22:14
experiences. Using the right headsets is a really important one. People use all
22:18
different types of headsets and get a really terrible experience, but there's you know,
22:22
the experience is typically because of the device that they're choosing to personally use
22:26
and the compatibility of it. So we can see that through next Think and
22:29
that's a really interesting piece for us because we can then educate our users to
22:33
use different types of devices for better connectivity. So, you know, just
22:38
a handful of the things that we're using it for, but there are thousands
22:44
of use cases that we're looking at right now. Yeah, that's really well
22:47
said, and I think it was at Experience I heard you use the phrase
22:52
the best ticket is one that's never created created, which I think is a
22:56
great way of putting it, and I think that speaks to overall aim you
23:00
have, right, which is driving towards true proactivity. Wondering what the focus
23:07
is this year in accelerating towards that goal, and if there any specific metrics
23:12
you're aiming for in order to sort of demonstrate progress around it. Yeah,
23:18
yeah, it's a really good question. So, yeah, a couple of
23:21
specific metrics. So we are looking I mean, we're including automation this year,
23:26
so service now web hoooks, so we're going to connect next thing with
23:30
service now, so we'll be able to look at data for our applications,
23:36
for our device health, for security, posture, all of those different data
23:41
points. And then essentially the web hooks within service now will allow us to
23:44
create automated incidents and problems directly into our systems. That's really going to be
23:49
game changing for us because we're not reliant upon an end user contact in our
23:56
services to tell us that there's a problem, because we know there's already ancident
24:00
or a problem in the system, right, So having those alerts and it
24:03
takes time to build that up. So you know, we talked previously and
24:07
I've shared you know, my mantra which is around thinking big, starting small,
24:11
and scaling fast. So you know, we started small with next Think
24:14
and we are now scaling fast. So we're looking at which applications we want
24:18
to set up within the web hooks. We want to get those up and
24:21
running. We're testing them, We're making sure that everything is kind of running
24:25
methodically as it needs to, and then we'll start to get faster with bringing
24:27
other applications on. And what that's really going to help with is our digital
24:32
and Tech command center within GSK essentially run all of our major incidents and observability
24:37
for us is critical. So having the next Think tool to help us with
24:44
proactivity, so telling us that there's a problem creating those major incident you know,
24:48
problems directly, it is helpful for us because we're not waiting for somebody
24:52
on a manufacturing line to pick up the phone and tell us, hey,
24:56
our manufacturing plants just you know, stopped because this application is failed. We
25:00
already know, right, So that's where we want to get to, and
25:03
I mean hopefully if we are you know, on point with where we want
25:07
to get to, we could potentially reduce our incidents. And I'm talking about
25:12
the actual reactive ones, right, so reactive incidents and problems by about twenty
25:17
percent end of year. That's what we're striving for. Whether we get there
25:19
or not, who knows. But what we do expect to see is a
25:23
steady decline in the reactive connection, so through the service desk, through the
25:29
tech tech lounges, and the hubs that we have within GSK where you can
25:33
walk up, so those incident numbers should come down. And then what we
25:36
should actually see is an increase in the right trajectory of the automated ones,
25:40
so the ones that are created by next Think and ones that are managed then
25:44
directly by the application owners and the product owners because they've received those through alerts
25:49
through the next Think tool, So you know that they're the trends that we
25:52
expect to see. So the incidents are not necessarily going to go down,
25:56
but the reactive ones will go down, and they're the ones that we want
25:59
to reduce. Makes a lot of sense. And you've already mentioned the sort
26:03
of sustainability goals around the new HQ, which sound quite pointed more broadly at
26:10
GSK. How is it increasingly involved in strategic sustainable aims and goals? What
26:18
difference are you making in this area. Yeah, I mean, obviously the
26:22
new HQ is key towards our sustainability goals, and we are as a company
26:26
looking you know, I have colleagues globally that are all contributing towards our ESG
26:32
targets. So you know, we're looking at making medicines industrial at greener by
26:36
using the fewest raw materials and the lowest energy possible. We have colleagues that
26:40
are working on innovations like a new inhaler propellant so that will reduce carbon footprint
26:45
by more than ninety percent. So you know, we're all doing our bit
26:48
to contribute, and that's exactly what we need, you know, that collective
26:52
innovative mindset to get ahead of disease together. So that's you know, our
26:55
mantra. But from a tech perspective, you know, we are looking at
26:59
making in data driven decisions. So we're looking at data to understand usage of
27:04
electricity. That's a key one for us. You know, we've got the
27:07
devices that we have sitting on the pieces that are sitting on the desk and
27:14
essentially we want to make sure that they're switched off at night, because if
27:17
you leave them charging overnight, even though they're on standby, they're still using
27:22
as much power as a mobile phone that would be charging a smartphone. You
27:25
know, So when you start to educate people around the consumption of energy and
27:30
you put people in a position to make decisions that are good for the company,
27:33
then collectively, I think, you know, we can all contribute.
27:37
So that's where we're going to use the technology that we have to make.
27:38
Education a key part, So telling people to switch off their machines, looking
27:45
at the devices themselves and making sure that they're performing optimally and that they're not
27:51
over utilizing batteries and those types of things. And then we're looking at the
27:55
devices itself, so you know, when we are making decisions about refreshes,
28:00
what types of devices are we refreshing with and is there an opportunity for us
28:03
to use re manufactured devices. And then when we get to the end of
28:07
the life of those devices, well, what do we do with them then?
28:11
So we're creating sustainability dashboards at the moment that give us insight around the
28:15
devices that are then decommissioned and when they go back to our recycling partners,
28:21
how they're actually recycled and reused and disposed so there'll be elements of the components
28:26
that are recycled, there'll be elements that are reused, and actually we're bringing
28:32
all of that into dashboards and trying to use a single ETAD partner globally so
28:37
that we can have that for every country. I mean, we've got about
28:40
eighty five countries in GSK that we're working in currently. So our aim is
28:44
to get a single partner with a single pane of glass with all of those
28:47
sustainability data points, because that's really going to help us as a company to
28:52
be transparent about our ESG contributions. From a tech perspective, makes sense.
29:00
Great work. Come onl Is it something you're finding in a lot of customers
29:03
at the moment, this kind of pointed interest in integrating it and sustainability.
29:07
How do you see this status? Yes, it is. It is like
29:11
there has been a lot of focus because every organizer now have a goal to
29:15
reach net zero by a particular ear that they have decided they will be right.
29:19
And when you look at the footprint of IT industry when it comes to
29:22
carbon emission, it is quite large. When you look at devices, every
29:26
employee they have one device, some employees have multiple devices as well, So
29:30
multiple are of our customers. Specifically, I would say in the Emia region,
29:34
the Europe region, they have a lot of focus because there are many
29:37
countries who has now new laws specifically around green eighty disposal and other aspects of
29:42
it. So with the same tool or technology that they're using for digital experience
29:48
monitoring, if we are able to monitor the carbon emission as well, right,
29:52
it certainly give them an advantage and they can monitor the carbon emission of
29:56
their devices, the power consumption that is happening, how many devices, how
30:00
many time a device is running when people are not shutting down those devices,
30:03
and it is very important the way the Sarah explained right that when you give
30:07
power to the employees or tell them that what they can do to reduce the
30:11
carbon emission, they actually do that. So having the ability to change the
30:15
behavior of employees, it is actually a very powerful tool telling them that what
30:19
they can do to improve the environment or to reduce the carbon emission that we
30:23
are doing. And it's been an increased focus nowadays from our customer. They're
30:29
asking us strategies not only limited in to monitoring aspect of it, but how
30:33
we can reduce it, Like in terms of support as well. Let's suppose
30:37
I take example of field support services. What if if a device is broken
30:41
in that kind of a scen now you need to send a person to replace
30:45
that device. What tools and technology can be done that remotely? It can
30:48
be done and we can save on the travel emissions. Similarly, a single
30:52
device, if let's suppose creates around one hundred CAG of carbon in three years,
30:56
rather than doing a three year of fresh cycle, customers are more to
31:00
performance based refresh cycle like where they check that what is the score help score
31:03
of that device, how it is performing, and then take a decision that
31:07
whether they want to refresh that device or whether they would like to extend it
31:11
for one or more years. So we are looking into these kinds of strategies
31:15
as well, and a lot of customers are taking an approach which we are
31:18
calling as remanufacturing as service. Like at the end of a life cycle,
31:22
every customer had to spend some dollars to dispose that asset off because of those
31:26
all new Green eighty policies that has come up in multiple countries. So rather
31:32
than paying money for disposal, they have an option to get the same device
31:37
which they have been using a second life like remanufacture the same device, bring
31:41
it back into ecosystem and extend it life for two to three years. And
31:45
it doesn't work like a secondhand device that you don't have any warranty or something.
31:48
But these devices come up with warranty as well, so if you're facing
31:52
any problem, you will have someone to support for those devices. So these
31:56
kind of technologies are now available that can support their sustainable itity goals for the
32:00
customers. And so another IT team seeking to sort of lead around sustainability,
32:09
Well, who else should be getting in touch with you and talking to your
32:14
bad experience and how can you help PERM achieve their aims and how should they
32:17
go about getting getting in contact. So if you look at the profile of
32:23
ETEL technology specifically I come from the background digital workplace. You pick up any
32:29
of these leading Analyst report be like Gartner for Ester's and another, you will
32:32
find ETEL Technologies in the leading quadrant for providing the digital workplace services. And
32:37
when you look at the current workplace right it is going through a disruption and
32:42
thanks to the pace of technological progress, new patterns of work and dynamic label
32:47
market to evolve with this kind of a change. Enterprise need to focus more
32:52
on the employee well being and they need to create equitable experiences for desk,
32:57
remote and frontline workers so that they can embrace is the hybrid workplace model that
33:01
not only promotes sustainability but also look into inclusivity, engagement and learning. So
33:07
as it's cel tech, we become the provider for our customer which can help
33:10
them provide a hyper personalized, emphathetic, an adaptive workplace for their for their
33:15
employees, we we not only bring the technologies, but we also bring people
33:21
and process together so that we can create workplace that foster collaboration and productivity for
33:28
them. And we establish a culture that is transparent and open to deliver a
33:31
seamless experience to their employees anytime, anywhere and on any device. So our
33:37
main focus area or our main goal for any of our customer whosoever like if
33:42
you have seen our new branding or the tagl and supercharging progress, if some
33:45
any of our customers looking for the supercharging the digital workplace, we are the
33:49
organization to comefort fantastic. And Sarah mentioned earlier in the discussion her parents experience
33:58
everywhere in London last year. Anybody who wants to hear more about GSK and
34:04
any DHL then your sort of collective aims and collaboration. I will put a
34:08
link to that to that video in the show notes. Just remains for me
34:14
to thank you both so much. Absolutely fascinating discussion, some really really interesting
34:20
kind of stories within it, and I thank you both so much, and
34:23
Sarah best to luck with this move. Honestly, I'll be keeping my fingers
34:27
crossed for the whole company and particularly for it, I think so much.
34:30
Thanks for having me o pleasure. Thank you, thank you for having me.
34:35
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34:52
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