Future-Proofing Global Value Chains: Country Preparedness and Beyond

Case studies

Total number of case studies

299

Sectors

21

Locations

59

Topics

9

End-to-end at scale transformation with clear Digital roadmap Strong focus on providing AA as new tool to the organisation to improve EBITDA. Transformation supported by enabling programs like capability building program (225 people trained and 130 people certified), data& IT infra and ecosystem development programs
Netherlands | Mining & Metals
Tata Steel - Ijmuiden
Transformation driven by changing demand in product mix and desire to remain operational for the next 140 years
Czech Republic | Chemicals
Procter & Gamble - Rakona
Di
Italy | Other
ROLD - Cerro Maggiore
Sandvik Coromant in Gimo produces large volumes of cutting tools at very competitive cost. This is only possible through continuous improvement and smart automation.
Sweden | Other
Sandvik Coromant - Gimo
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USA | Supply Chain & Transportation
UPS / Sybridge - Chicago
Factory faced increased demand and relatively variable OEE with little visibility into performance root causes. Implemented focused transformation for specific use cases with dedicated support
Italy | Health
Bayer - Garbagnate
From operational excellence and lean manufacturing to the leading role in implementing Industry 4.0 in the BMW production systemFrom operational excellence andlean manufacturing to the leadingrole in implementing Industry 4.0in the BMW production system
Germany | Automotive
BMW - Regensburg
Plant successfully conquered demand blast challenge (+200% from 2015 to 2017 due to market growth and government emission policy) substantially supported by ~30 4IR use cases
People's Republic of China | Automotive
Bosch Automotive - Wuxi
Consistently drive quality improvement and cost reduction to meet customer expectations, resulting in world class quality performance
People's Republic of China | Other
Danfoss - Tianjin
The whole organization is transformation from traditional EMS company to industrial internet company, pilot from own plants then roll out quickly
People's Republic of China | Technology
Foxconn - Shenzen
Unique mass customization production site, digital thread across value chains, best smart manufacturing plant within Haier group, Industry 4.0 landmark in China with more than 40K visitorsU
People's Republic of China | Other
Haier - Qingdao / Air conditioners
Site is of strategic importance from Global Orthopedics perspective, has a Global Innovation Centre focused on Material Science & Technology Innovation
Ireland | Health
Johnson & Johnson MedTec - Cork
The challengeUnilever is one of the world's leading suppliers of food, home care, personal care and refreshment products, with over 400 brands and sales in over 190 countries reaching 3,4 billion consumers a day. Over half of the company's footprint is in developing and emerging markets. Unilever has a long and proud history of driving social change and acts across all aspects of The Good Work Alliance’s Framework. One of the most impactful actions they have taken is on living wages. In 2014, Unilever launched its Framework for Fair Compensation with a commitment for it’s own workforce to earn at least a living wage meaning enough to afford a decent standard of living including food, water, housing, education, healthcare, transportation, clothing and other essential needs including provision for unexpected events. They’ve achieved this since 2020. In 2021, as part of Unilever’s commitment to raising living standards in the company’s value chain, Unilever stepped up its living wage ambitions to ensure everyone who directly provides goods and services to the company will earn at least a living wage or living income by 2030. Following some tumultuous years in which war has returned to Europe and triggered a domino effect on food and energy prices around the world, the business case for investing in living wages has never felt more relevant. Below are some of the biggest barriers to success for organizations looking to make living wages a reality in their value chains.Demonstrating the Business ImperativeBusinesses often perceive living wages as just a cost, adding to the challenges of pursuing and implementing living wage practices. Accessible, transparent, and credible dataLack of free, accessible data as much of the data is behind a paywall and not all benchmarks have global coverage.Lack of alignment on minimum requirements of a living wage. Lack of transparency in the methodology used, making it difficult to compare benchmarks and impacting the credibility of the data.Accelerated adoption of commitmentsOver the last years, momentum has been growing. Rankings and ratings such as World Benchmark Alliance and the Dow Jones Sustainability Index are increasingly demanding corporate disclosure on living wage. Yet, only 4% of companies have a commitment to pay a living wage. The action takenUnilever recognizes the scale of the challenge, as it requires an immense shift in the way that business is done, hence they set their 2030 target to ensure a step-by-step approach is taken as it cannot be achieved overnight. To achieve the company’s commitment, a phased roadmap is being implemented, starting with what is closest to Unilever’s own operations such as collaborative manufacturing (CM) and contingent workforce, and then working on its way outwards.Unilever has also started with local baseline assessments and activation in priority markets where the gap between legal minimum wage and living wage is the biggest, the social safety net is the weakest, and Unilever has leverage through its spend.To demonstrate the business imperative, Unilever commissioned a report with Business Fights Poverty, Shift and University of Cambridge showcasing the business benefits for taking action on living wage. The report found that there are clear commercial benefits including better risk management, securing long term consistent supply of raw materials, productivity gains, attracting and retaining talent, maintaining reputation, and growing consumer markets. A Canadian study found that a 1 percent increase in minimum wages translates into a 0.5 percent increase in real retail sales.To address the challenge of accessible, transparent, and credible data, Unilever is working closely with other companies and organizations to support the public release of living wage data for countries across the world. The data would reflect, as closely as possible, the amount needed to afford a decent standard of living in a certain region within a country. Furthermore, Unilever is advocating for the creation of a reference framework by an independent, credible organization to ensure the methodologies used by benchmarks are aligned and that the data is given global legitimacy and credibility.   Learn more about Unilever’s approach on their website. And if you’re a Unilever partner and feel inspired to join Unilever in its journey to a living wage, sign their Living Wage Partner Promise. To support organizations in applying good work practices, Unilever has partnered to create tools and solutions which will enable a step-by-step approach and help simplify implementation such as: IDH: Business Roadmap on living wages and the salary-matrix tool to calculate living wage gaps. Aim Progress: Living Wage Playbook defining the ‘how-to’ on implementation.UNGC: Self-assessment tool (launching in 2023)In 2023, Unilever is launching an impact study which will shed light on the impact on workers, employers and the economy of paying a living wage.The learningsUnilever understands that this commitment cannot be achieved alone and all stakeholders must play a role to create systemic change. Unilever recognizes that creating systemic change towards ethical and sustainable practices requires the participation of all stakeholders. That is why Unilever are coordinating a robust advocacy program including business, government, investors and NGO’s, aimed at:•Leveraging global moments like WEF and UNGA to raise awareness and urgency and bring others onboard.•Advancing living wage as a priority in key multi-stakeholder and business coalitions, for example by endorsing the UN Global Compact’s Call to Action on Living Wage, calling on UNGC’s 16000 members to start closing the gap in their own operations and supply chains. •Supporting EU legislation on Corporate Sustainability Due Diligence through a joint, private sector letter to the EU. •Bringing living wage up business and political agendas in key, local markets.Governments have a crucial role to play to level the playing field and incentivize private sector action on wages by ensuring minimum wages are set to at least a living wage. It is time to rewrite the narrative: living wages are not a cost to businesses, they are a measurable and tangible contributor to business success.” - Reginaldo Ecclissato, Unilever's Chief Supply Chain and Business Operations OfficerThe outcomeThese efforts have led to nearly 20% of Unilever’s top 450 strategic suppliers to sign the Living Wage Partner Promise so far, effectively joining Unilever in its commitment to pay workers a living wage.
Unilever: Raising Living Standards Through Living Wages
“This is the best HR project in 30 years. It truly brings value for our people and organization.” -Business Unit CEOThe challengeSiemens is a global technology powerhouse that has stood for engineering excellence, innovation, quality, reliability, and internationality for more than 170 years. Active around the world, Siemens employs more than 300 000 employees across more than 190 countries. The company focuses on intelligent infrastructure for buildings and distributed energy systems, mobility, and on automation and digitalization in the process and manufacturing industries. The fact that the mega-trends of digitization, automation and demographic change are having and will continue to have an impact on labor markets, workforces and jobs is widely discussed and well-known. Nevertheless, there are still some unresolved questions: What are the concrete consequences for individuals, their jobs and skills?What specific measures are needed to ensure future employability?How do we make this more concrete and tangible? “We all know THAT we have to do something, but most of us struggle with WHAT IN CONCRETE.” - Siemens Executive VP, HR. The action takenTo offer clear and actionable insights on the impact of digital transformation on Siemens and its employees, Siemens developed #Nextwork - a five-step methodology that identifies concrete fields of action and defines specific, implementable measures, taking into account quantitative (needs) as well as qualitative (competencies) effects. In short, the five steps include:Analyze the status quo Assess the impact of future trends and business strategy on jobs, tasks, and skill requirements. Define the future state for jobs, tasks, and headcountsIdentify the need or actionCreate business roadmapsTo empower the business/regional/functional leaders in the execution of #NextWork, the offering includes a broad set of enablement tools. These include:A playbook as a step-by-step guide with many templates and best practices for implementation.A digital portal with further information for sharing.A tool for documenting and analyzing the results, operational support at kick-off and during implementation.Operational support at kick-off and during implementation via a dedicated Booster team. “This has been a true GAMECHANGER in our workforce transformation efforts.” – Business Unit CEOThe impact #NextWork has triggered an iterative people development culture, already scaled through 120+ workstreams across 30+ countries using a combination of bottom-up, pull (demand-driven), and targeted (top-down) approaches.The success and impact of #NextWork are evident in the successfully implemented workstreams where #NextWork was applied. The outcomes include concrete roadmaps with actionable measures as indicated in the transformation matrix and the exemplary development path below:Two specific examples from Siemens' industrial service and manufacturing facilities demonstrate how #NextWork translates business strategy and structural change into concrete actions: Industrial service:Due to the inevitable structural changes in the industrial service business unit, there will be a greater emphasis on digital services and retrofits, and a significant decrease in traditional on-site services. . As a result, by 2025, there will be a need for substantially different skills to accommodate these new requirements.  By applying the #Nextwork methodology in one of Siemens’ German Service Units employing 703 employees, the following outcomes were achieved:Skills requirements identified:To keep up with changes in the industry, employees must possess a thorough understanding of complex IT systems, be skilled in customer-integrative sales approaches, and be prepared for new business models.They should also be familiar with agile methods and have a new understanding of leadership that addresses lean and agile principles.Solutions created:The skills requirements were subsequently translated into individual training courses developed internally by the SiTecSkills Academy, which is driven by Siemens Professional Education. Additionally, a scalable three-month development path was established with the aim of empowering employees to provide digital transformation advice to clients and assist them in streamlining processes.Manufacturing:In a manufacturing facility located in Bad Neustadt, tailored development paths were determined for 550 individuals, taking into account trend influences like robotics and data analytics. . In this case, 20% will be reskilled, the majority, i.e. 52%, will be upskilled and for 28% minor measures were identified (natural fluctuation, one-time trainings, etc.). The results emphasize one of the most significant benefits of #NextWork; allowing businesses to proactively tackle workforce transformation instead of having to reactively respond to it. In this specific example it meant that instead of restructuring 550 people in a worst-case scenario, people are integrated in the transformation and thus 72% will be re- or upskilled.On the ground impact and a personal story: Bianca, employed at the Siemens cafeteria for over 10 years, just started working in special machine construction after a 2.5-year retraining program to become a mechatronics technician with an Chamber of Industry and Commerce degree.The learningsThere is no one-size-fits-all solution. Every business has its own conditions and challenges and hence requires an individualized approach.Therefore, Siemens developed #NexWork as a modular kit including adaptable tools that can be tailored to the respective business needs and challenges. This approach was implemented globally and differentiates from previous methods through 5 distinguishing key success factors:Future-oriented - The analysis considers the qualitative and quantitative impact of external trends and strategic business decisions.Actionable - Concrete action requirements are identified, including in the areas of Win, Grow as well as Bond, and concrete measures for implementation are defined for these.Specific - The concrete measures allow for specific breakdowns to job profiles, business units or regions.Flexible - The modular methodology uses existing structures and adapts to specific business requirements.Sustainable - An iterative approach achieves continuous improvement, contributing to long-term organizational adaptability.To ensure sustainable implementation in the future, #NextWork® is currently being embedded in the HR Landscape, for example in the Siemens Learning Ecosystem. This is supported by the translation of organizational roadmaps to the individual level.
Siemens: Navigating the People Implications of Digital Transformation
The challengeOur leadership needs to be representative of KPMG people and the communities that we live and work in. As a signatory to the UN Women’s Empowerment Principles (WEPs), it is even more important for us to make commitments on global gender diversity – commitments we’ve shared publicly in the KPMG: Our Impact Plan report. In order to uphold our credibility with our people, clients and stakeholders, KPMG member firms need to ensure consistent measurement of progress across the globe and lead in the way we report and talk about our IDE and gender goals and targets. To help facilitate this effort on a global scale, we have set up a global goal of achieving 33 percent representation of women in leadership1 level roles by 2025. *Leadership is defined as our Partner and Director level gradesThe action takenKPMG firms operate in 144 countries and territories around the world and gender diversity at the leadership level varies considerably depending on location, culture, accessibility, and pipeline of women talent. Many member firms set gender goals at the local level, however setting a global goal is more challenging because of nuances both between and within countries and territories and requires a coordinated global effort. To begin, we received senior level support for the idea of consistent global metrics through our Inclusion Diversion and Equity (IDE) and People governance bodies. This support not only gave us the mandate to review current gender data across KPMG, but also to collect an expanded set of metrics. Next, we collected existing data from the Global Board countries and conducted a detailed analysis to ensure our collective goal would be ambitious, yet achievable. Our historical assessment showed an average increase of 1.1 percent in women leaders year-over-year. Next, we determined what additional progress KPMG member firms would need to make to deliver on our goal. As a final step, we researched goals in external markets to ensure that as a global organization, we are in line. Coming out of the analysis, we worked with our Global IDE Council to agree on baselines and develop our shared goal. Then, we worked with our data team, the IDE Council, the Global People Steering Group and our International Office of General Counsel to develop our collective goal, aligned to country and territory growth plans, which was reviewed and approved by our Global Management Team and the KPMG International Global Board.  To ensure KPMG member firms are accountable to our collective goal, transparency, measurement and reporting are key. Therefore progress is publicly reported in Our Impact Plan annually. We are also carefully tracking progress at a member firm level and, now that we have data on our first year, we are meeting with member firms to discuss how we can continue to track and progress towards our global goal. The KPMG Global Women in Leadership Goal is encouraging member firms to take concrete action on gender diversity in our leadership ranks. Our tools for measuring and reporting on progress will ensure the actions result in real, long-term impact on gender diversity at KPMG. “At the core of our Values, and vital to our Purpose, is KPMG’s commitment to gender equality, this includes the advancement of women and representation in leadership roles. Inclusion, Diversity and Equity is core to KPMG - building teams with diverse views that represent the world we live in plays a key role in unlocking our full potential.”Kristine Remedios, Head of Global Inclusion, Diversity & EquityThe outcomesGlobal agreementWe received agreement from across the global network to work towards our first global gender goal. Rather than simply mandating a target and pushing it down to member firms, we created our Global Women in Leadership Goal from the bottom up – building engagement, commitment, and realistic goals at a member firm level. Increased data visibilitySetting this goal challenged Global Board member firms to examine their gender data. For some, this was the first time they reviewed this data in detail. This in-country review catalyzed member firm leadership into having serious and transparent discussions about their current hiring, development, and retention activities. Better measurement and transparency We developed valuable tools to support member firms in their goal setting and progress. The Global Gender Diversity Dashboard, for example, allows member firms to measure employee headcount, new hires and turnover by gender, function, and level to provide a powerful benchmark for progress. Stronger networks Our goal setting activities also led to a broader review of how KPMG supports and encourages women in the global organization, which led to the launch of the Global KPMG Network of Women (KNOW) led by four Global Co-Chairs representing EMA, ASPAC, Latin America and North America who support local KNOW Leads from countries and territories around the world. Healthy ambitionUltimately, the real success of our ambition will be measured in 2025. We are confident KPMG member firms will reach our Global Women in Leadership Goal. 
KPMG: Building a Global Women Leadership Objective from the Bottom Up
The challengeSwiss Re is one of the world's leading providers of reinsurance, insurance, and other forms of insurance-based risk transfer, working to make the world more resilient. The aim of the Swiss Re Group is to enable society to thrive and progress, creating new opportunities and solutions for its clients.Headquartered in Zurich, Switzerland, where it was founded in 1863, the Swiss Re Group operates through a network of around 80 offices globally. Our 14,744 employees represent 122 nationalities and provide a wide range of technical expertise, enabling us to develop unique solutions and drive growth.Swiss Re has been at the forefront of working flexibly, having launched the "Own The Way You Work" (OTWYW) programme more than five years ago. However, the COVID-19 pandemic pushed this kind of flexibility to the front of the agenda.Swiss Re recognised that people have different needs and preferences when it comes to managing their workday and were committed to providing flexible working arrangements. OTWYW enabled Swiss Re employees to easily switch from working in the office to working from home when the pandemic hit. The OTWYW programme while considering individual, client and team needs and in compliance with local laws and regulations, motivates and engages employees through the freedom to decide how, when and where to carry out their tasks - leading to a better work life balance. The action takenEmpowering employees. Enabling teams.Evolving social trends and challenging market conditions means that companies must align working environments and approaches to meet the new demands. Yet to address the shifting talent dynamics there is more to agile working than having flexible hours. Swiss Re enriched its vision for the future way of working with cutting-edge technology and flexible workplace solutions. These shape an ambitious and creative company culture, where everyone should find an environment that enables them to perform at their best. The evolution of Own The Way You WorkTMWhen our trademarked OTWYW programme was introduced, the primary focus was to promote flexible working. When the COVID-19 pandemic struck, OTWYW enabled Swiss Re employees to work remotely easily. At the same time, we had to think about what our new 'normal' would look like. It was clear that the future of work would be hybrid and required cutting-edge technology combined with flexible workplace solutions. As our OTWYW approach worked well, the principles were updated to foster even greater trust and transparency, deliver real choice and flexibility when it comes to where and how our employees work, and support an ambitious and creative company culture. The revised principles recognise that the physical office is an important part of the Swiss Re hybrid working model and the modern workplaces will enable co-creation, innovation and build team comradery.Our office. A place to collaborate. With the hybrid working option, we’re also clear on the importance of the physical office. To be active participants in our culture, employees need to experience it – to interact with one another and leverage each other's unique talents – physically. Only through in person interaction can we really foster the right culture.No one size fits all. From our colleagues in Asia, we've learned it’s uncommon to have dedicated working space at home, so they like coming into the office. That's why we leave it to country managers to find the best local solutions with their teams. As liberating as flexible working has been in some respects, it has also pushed the limits of employees’ well-being and work-life balance. Over the years of the COVID-19 pandemic, many people also missed the structure and clarity of getting up in the morning and going to the office every day, then saying, “My workday is over – I’m going home now” -- and in fact departing for homeThe impactEmpowering our people to work smarter and be more engaged.OTWYW gives employees the flexibility to manage their day while recognizing team and client needs and complying with local regulations. Swiss Re's work culture is trust-based and results-driven. Our people are working smarter and are engaged:Feedback from our employees shows the hybrid approach has not hampered effective collaboration (87% agree) and Swiss Re has been able to maintain a strong team culture (72% agree)Our digital workplace is rated as highly fit for purpose by our employees (90% agree).Interestingly, Swiss Re's employee experience survey shows that employees working the majority of their time from the office have more favourable perceptions on: Employee Engagement, Performance, Culture, Oneness, Enablement and Well-being compared to people working the majority of their time from home.Offering our people flexibility while aligning with their team has proven to be a good approach to balance our company’s and people’s needs. ''Gone are the days when ‘facetime’ in the office counted more than business results. The main thing is getting the job done successfully. Of course, when I have to present at a board meeting, flexibility has its limits. But if I need to take my daughter to the doctor in the afternoon, I can manage my diary accordingly. To make this work, my team and I quickly touch base each morning and I trust them to own their schedules, too.” Senior executive, Zurich, Switzerland
Swiss Re's flexible working approach: Own The Way You Work
Culture Amp is a global platform leader for employee experience, serving over 25 million employees across 6,600+ companies across the world. Culture Amp empowers companies of all sizes and industries to transform employee engagement, develop high-performing teams, and retain talent via cutting-edge research, powerful technology, and the largest employee dataset in the world. The challengeAs an organization, Culture Amp has always been committed to pushing the envelope on what it means to be an intentionally diverse, equitable, and inclusive workplace. With over 900 employees distributed across the globe, we recognized the critical role that employee resource groups (ERGs) play in fostering belonging and inclusion – especially for employees from historically underrepresented backgrounds. In 2016, Culture Amp’s first ERGs were formed as a result of grassroots efforts by employees. However, ERG groups at that time were entirely volunteer-run and employee-driven, meaning they lacked organizational support and executive buy-in, which dampened much of their potential impact. Like ERG members at many other companies, participants poured hours into recruiting members, hosting meetings, designing programming, and more – all for free and often without recognition. Moreover, they did all this while balancing ERG responsibilities with their day-to-day job demands. Our Equitable Design & Impact (EDI) team recognized the irony of this situation. ERGs were designed to benefit members of historically marginalized groups, yet the way many organizations (including Culture Amp) traditionally designed ERGs burdens members with unpaid additional work. In order for Culture Amp to genuinely deliver on its DEI commitment, our EDI team realized that our ERG strategy needed to compensate ERG leaders for their labor. The EDI team began the process of formalizing ERGs, including an ERG compensation program, in March 2021.The actions takenWe found that while grassroots organization helped harness the passion many employees felt, many leaders hadn’t yet had formal leadership experience and struggled to understand their role and responsibilities, or how to drive impact for their communities. We began by creating a formal structure for our ERG program. This included:Defining a leadership structure for each ERG: 1 chair and 4 board membersAdding additional roles (1 Executive Sponsor at the VP level, other Advisors at the Director level)Setting up an ERG Council made up of Chairs, Exec Sponsor, and the EDI Lead who oversees the programCreating a job description for each roleDeveloping a recruiting and selection process for each role  Once we were clear on what structure should be put in place, we were able to determine not only the specific value of this ERG structure to Culture Amp but also the value that taking an ERG leadership role could hold for employees. We also recognized that because there are many ways that ERG leaders provide value, we wanted to recognize that within our compensation model. We were also conscious that often, ERG leadership comes with implicit and explicit “career penalties.” Employees are either seen as distracted from their core role or burn themselves out with their ERG responsibilities. In order to address these concerns, our EDI team built out a three-pillar compensation structure for ERG leaders, designed around:Access - ERG leaders have increased access to opportunities to work with senior leaders as a part of their role.Professional development - ERG leaders have accelerated access to global and ERG leader-specific training and stretch assignments during their tenureAllowance - We provide an allowance in the form of financial compensation to recognize the work of ERG leaders and how they go above and beyond their core role to amplify DEI at Culture Amp Once we’d defined what compensation should look like, the EDI team spent months answering the operational questions required to put the compensation model into practice. There’s a lot of financial and legal red tape involved and not much precedent to follow. Some of the questions we had to consider included:What should compensation consist of? As a global company, which currencies should employees be paid in?How will compensation be delivered?Do contracts need to be updated to reflect this new role?What is the process for notifying the EDI team if the employee is underperformingHow does ERG work fit into the larger performance process? Culture Amp now provides $3,000 in compensation for up to 4 leads per ERG and $6,000 for 1 Chair per group over a 1-year period. -> Learn more about how Culture Amp went through the process of implementing an ERG compensation program. The impact As a result of this initiative, Culture Amp can more effectively and meaningfully deliver on its commitment to enabling an inclusive culture that drives equal pay and equitable conditions. Specifically, we observed the following benefits:Stronger alignment with our values and ethics - Members of marginalized groups are no longer asked to advocate for their communities on a volunteer/unpaid basis.Greater visibility - Involving leadership means ERGs are more visible across the organization, and their value is better understood.More opportunities for equitable development - In addition to general development pathways, employees from marginalized backgrounds are able to access a unique opportunity to gain leadership skills. As a result, we have seen many of our ERG Leads promoted to management positions.Improved ERG experience: The quality and number of ERG events and initiatives have increased. ERG members are more engaged and more likely to participate in the community.  “Rebuilding our ERG program to be one that was designed to contribute to equitable systemic outcomes wasn’t easy, but it was necessary in order to achieve our company’s mission and to live the commitments to anti-racism that we made in 2020.” “We recognize that not all companies take this intentional approach, but are grateful to be able to share what we’ve learned in building an ERG program that actually brings the values of equity & inclusion to life so that the pathway is a bit clearer for our customers, partners, and the broader business community.” - Audrey Blanche, Senior Director of People Operations and Strategic Programs, Culture Amp 
Culture Amp: Driving equity through intentional ERG programming
To maintain a competitive edge as one of the leading suppliers of fuels while minimizing its carbon footprint, this 1970s Aramco refinery underwent a five-year strategic Fourth Industrial Revolution transformation, implementing and integrating use cases at scale including an AI-based clean fuels optimizer, an AI-powered operation decision system and a digital twin dynamic model. As a result, on-spec fuel production has reached 99%, greenhouse gas (GHG) emissions have been reduced by 23% and operational availability has improved by 17%.
Saudi Arabia | Oil & Gas
Aramco - Yanbu
The challengeGainwell is a leading provider of cloud technology solutions vital to the administration and operations of health and human services programs. It has about 11,000 employees, and engages with about 3 million providers annually, involving about 56 million Medicaid members.Gainwell needs to move people from project to project fairly quickly as it gets new contracts with states or private companies.It wants to improve both recruiting and retention, so better internal mobility and a skills-driven culture is a must.It needs to know who in its workforce knows what, who can do what work, and who has what capabilities. This led to the implementation of SkyHive’s Human Capital Operating System (TM).The action takenIn early 2022, Gainwell began addressing the talent challenges spelled out above. The company had 1,250 open roles, according to Julie Moore, Principal, Talent & Development.It implemented the SkyHive Human Capital Operating System to learn the skills of the entire Gainwell workforce, and examine the skills needed in each role. From there, Gainwell can see the skills each employee needs to learn to bridge the gap between what they know and what they need to know to progress in their careers.The implementation involved:Integration: Gainwell integrated SkyHive with its HR system, SuccessFactors. Skill intelligence can be used alongside system of record data within this SuccessFactors HR system.Leadership buy-in: Gainwell first held a training session to encourage company leaders to build out their career paths. Then it held and recorded a similar session for the rest of the employee population.Ensuring employee adoption: The launch was in March 2022. Internally, Gainwell called the innovative skills inventory system “G>Force.” Gainwell encouraged employees to get the most out of G>Force, and in July the company launched the training, career pathing, and mentoring modules. This means employees indicate their desired career path. From there, employees can find mentors, courses, projects, and new internal jobs all based on the skills they want and need to add.In August of 2022, Moore’s team sponsored Career Growth month. It had a lineup of different types of sessions showcasing its career development tools, including G>Force. For example, it partnered with SkyHive to help develop a session for Career Growth month in which it focused on some high-priority roles where it’s hoping to develop internal talent. It demonstrated, for example, how a call-center agent could create a career path to a business analyst role.The learningsTypically, when you ask someone how many skills they have, the average person can come up with about 11.Gainwell found that on average, the 10,600 employees who completed a profile averaged 22 skills per profile. Those 22 skills include many that Gainwell employees didn’t realize they possessed, in some cases because skills employees use can be second nature.The AI technology helped prompt employees with skills they are likely to have, based on their past roles and experiences, as well as when and where they had that experience.The outcomeNow, Gainwell:• Can identify internal employees to fill open positions and promote from within• Is improving recruiting and retention by providing a culture of growth and opportunity• Uses employees’ expertise on critical projects; it now knows who has skills such as AWS or AgileGainwell’s goal was to have 80 percent of employees complete a skills profile listing at least 10 skills. By the end of 2022, 83 percent of Gainwell had a skills profile. (The skills profiles were put to use. An initial 645 courses were completed as employees worked toward their career paths.)
Skyhive: Improving Recruitment, Retention and Internal Mobility

Future-Proofing Global Value Chains: Country Preparedness and Beyond

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