War on talent: a reality

01 February 2016
Govert Hamers
 Content
Introduction to Vanderlande
• High Tech business in an international environment

Case 1: High tech complexity

Case 2: International services
Case 3: Commercial success
Concluding

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CV Govert Hamers
BACKGROUND AND EXPERIENCE
• 1980 – 1987 Fokker
Project Manager Fokker 100, Fokker Aircraft
• 1988 – 1989 ASM-Lithography
Manager Manufacturing Engineering
• 1989 – 1997 Fokker
1989 – 1992 Fokker 100 Program Manager, Fokker Aircraft
1992 – 1994 Director Manufacturing Lines, Final Assembly, Fokker Aircraft
1994 – 1997 President Fokker Aircraft Services
• 1997 – 2001 Europe Combined Terminals (ECT)
Member Board of Directors and
Managing Director ECT Delta Container Division
• 2001 – March 2005 Imtech Marine & Offshore
Managing Director of Imtech Marine & Offshore Division and
Member Board of Directors of Imtech NV
• March 2005 – September 2013 President & CEO IHC Merwede
• January 2014 – present President & CEO Vanderlande Industries

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CV Govert Hamers
KEY POSITIONS
• Member of Governmental Export Commission
• Member International Advisory Board Bureau Veritas
• Member of Advisory Board Brainport Industries
• Member of the Board Vereniging High Tech NL
• Chairman Commission Export Policy, VNO-NCW
• Member Supervisory Board EXA Holding
• Member of the Board Netherlands Council fot Trade Promotion
• Member of the Board Lucht- en Ruimtevaart Nederland

EDUCATION
• 1980 University of Amsterdam
PhD Experimental Physics (including Econometrics)
• 1983 Bachelor in Business Administration
• 1991 European Leadership Workshop, NAME
• 1993 Managing Corporate Resources, IMD Lausanne
• Additional miscellaneous courses

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 About Vanderlande: History Services, partnership and major customers

Currently one of the most important suppliers of automated material

handling systems in the world at this moment:
> 3,500 people employees
> present in more than 100 countries
> executing over 260 projects at the same time

1.000

800

Engineering and integrator

Europe +
> IT
600 > project management
Systems (equipment and engineering) > supply chain
Europe
More:
> focus on material handling in EU
> offices in FR, BE, ES, DE and EN (1964-77)
400

> Machinery and construction company

> The Netherlands
200 Founded 1949

0
1950 1975 1980 1985 1990 1995 2000 2005 2010 2015

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 About Vanderlande: Core business
Industry segments Geographic market
 Baggage handling (global market leader)  Worldwide
 Warehouse automation (leading supplier)  Focus on developed countries,
 Parcel and postal (global market leader) spin-off to developing countries

Automated material handling solutions

 Innovative systems  Intelligent software  Life-cycle services

Innovative systems Intelligent software Life-cycle services

 System and process scope  Complete and modular  Business partner
 Entire material handling systems  Low-level and high-level controls  Logistics partner
 Process inside and outside material handling  Self-developed  Service partner
system

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 About Vanderlande: Company profile

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 About Vanderlande: Market developments
Global trends
Technology
Demographics Globalisation Scarcity of resources Knowledge society Sustainability
and innovation

Impact on logistics
Big data and predictive The growth of
Urbanisation Value chain Relentless competition Robotics and automation
analytics e-commerce

Impact on logistics
Sensors and
Circular economy The changing workforce Humanising technology Mass personalisation
the internet of things

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 About Vanderlande: Market outlook
Europe North America Asia Pacific Market position

> Shift towards Asian major projects

Baggage handling    > Service opportunities NAM

 
> E-commerce and B2B increase of parcel transport
Parcel and postal  > Large players

> European retailers are leading in WA

Food retail   
> US is expected to follow

> E-commerce players and

Fashion    upcoming markets drive WA

> Worldwide optimisation in automotive and OEM

Parts & components  
> Small/mid-sized projects

> WA in APAC at the beginning of a tsunami?

Other WA   
> Currently semi- automated systems

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 About Vanderlande: Strategic priorities

We improve the competitiveness of our customers

through value-added material handling solutions

Growth Innovation Internationalisation Teamwork

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About Vanderlande : IT and new technologies become key in
our future solutions for all our market segments
Relatively new technologies most relevant for our business

Robotics Battery/ X-perience Big Data Algorithmic

energy

Transport solutions
Conveyors, sorters, tubs
Increasing role
IT • Exchangeable solutions over market segments
Storage solutions LLC, HLC, WMS, ERP • Key role for IT in optimizing the value chain
Ergonomics, Cranes, loads,
shuttles

Current solutions Future solutions

 About Vanderlande : By leading innovation in material handling, we
change from smart follower to innovator
Innovation is understanding the problem or challenge rightly, the solution is already there, ours to find
Our passion for Moore’s LAW  Stop thinking Linear
innovation Technology is not the issue, it exists. Finding the right application of use is nowadays the challenge
remains Innovation is the ability to see change as an opportunity - not a threat
If you're not failing every now and again, it's a sign you're not doing anything very innovative

Past Future
• Inhouse conceptual design – external • Market and/or technology
We change the 100% Inhouse detailed design and delivery watch and acquisition
way we innovate development • External contracted development • Use of supplier/partner network
• External development by • Follow and buy
partner/participation

Accelerate and • Now over 85% of budget is fixed by internal commitments and costs, by 2018 at least 30% of budget needs
to flexible within allocation
change budget
• Better portfolio management to improve responsiveness, returns and effectiveness – opportunity to adapt
and management • Build experience with using external knowledge centres and resource to decrease dependencies on
systems scarcity of knowledge and experience
About Vanderlande: Where do we need to interact?

MIT Amsterdam

Los Angeles
Fraunhofer
Robotics Institute , Institute Japan
Carnegie Mellon Robot Lab
University

RWTH Aachen
TUE/TUD Korea
China
UNSIT,LG
Google Plex
Mountain View

Bangalore
 About Vanderlande: Local and global presence

UK NL (HQ)

Norway Canada
Russia
South Korea
Poland USA China
Mexico Hong Kong
Switzerland Germany Malaysia
India
Italy Colombia United Arab Emirates Singapore
Brazil Oman Australia
Spain France Saudi Arabia
Chile Argentina
South Africa

Customer centres and offices

Software houses > Delivered in 105 countries
Manufacturing sites > Located in 23 countries

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 About Vanderlande: In a world of technology, a belief in people

System design/sales engineering

Other 5% Engineering
13%
28%
Software engineering
5%
4% R&D
> 4.062 employees
> Over 40 nationalities
> 55% with university degree 10%
Logistics/manufacturing
27% 8%
Maintenance/services
Project management

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 CASE 1: High Tech complexity

• Automated Case Picking (ACP) solution

• Order book > €400 Mio on multiple continents, delivery and go
live from now to 2018

• Multiple complex technologies combined into

one solution
• Mechatronics (automated de-palletizing and palletizing)
• Vision (product recognition and fingerprinting)
• Algorithmic (load forming logic software VIKTOR)
• Computational performance (optimize stack in seconds instead
of minutes)
• …..

• 100% automation = 100% operational availability

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High Tech complexity : Solution design and product development
Multi-disciplinary teams, multi-level architecture, robust and resilient solutions
Definition of Functional Architecture Definition of Functional Modules

Platform available
High Tech complexity – Way of working in project delivery
Major ACP project (total customer)

ACP Core Team Responsibility Project Responsibility

Delivery of ACP standard building blocks

Depalletize (Manual + Auto) URS PalletHandling

Func specs
Bulk2Tray PDB dotM
Lay-out typicals
AS/RS (HDS + microshuttle) MEQ SPO
Wheels
Integration in
Palletizer Area PLC libraries
the total pick@ease
CEQ
ACP Vision HLC + BPI HLC libraries
specials
iFAT, iCAT
P1DC indent flow
LFL Supply Chain
Spare parts Vision HLC
Maintenance
 Case 1: Besides technical skills and talent

• Communication
• Explain
• Convince
• Agree, disagree, resolve
• LISTENING

• Team working
• Building trust
• Collective learning
• Deal with being dependent

• Common sense and practicality

• Good is good enough

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 CASE 2: International Services – The world is watching .......

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 Case 2: Besides system knowledge and talent

• Empathy
• Multi cultural
• Interest to explore and learn

• Entrepreneurial
• Be challenged
• Learn to step outside your comfort zone
• Act and react
• Leadership

• Common sense and practicality

• Overview and insight

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 Case 3: Commercial success – Istanbul new airport

• Biggest single terminal airport (90 Mio PAX)

• Opening in 2018

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 Case 3: Besides baggage handling domain knowledge and talent

• Business sense and creativeness

• New business model approach to differentiate
• Risk and opportunity assessment and awareness

• Entrepreneurial and commercial

• Negotiation skills
• Self-confidence and self-reflection
• Influencing and convincing
• Non-verbal communication

• Common sense and practicality

• Persistency and relentless
• Smart merchant

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 Concluding: In a word of Technology a believe in People

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 Concluding: Our needs

Technical knowledge and analytic skills

Engineering methods and problem solving skills
Management and business science
Sales and commercial skills (listing, negotiation, etc.)
Leadership skills (convincing, inspiring, motivating, etc.)
Intercultural skills (empathy, behaviour flexibility, etc.)
Management skills (organising, effectiveness, etc.)
Interpersonal skills ((non-verbal) communication, etc.)
Entrepreneurial (business and financial smartness)
…….
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