May 19, 2020

SABMiller's Mwanza Brewery in Tanzania is model for sustainable malting

Sustainability
SABMiller
Carbon Footprint
Fossil fuels
mahlokoane percy ngwato
2 min
SABMiller's Mwanza Brewery in Tanzania is model for sustainable malting

Internationally-renowned brewer and beverage producer SABMiller has announced that it has changed how its brewing ingredients are prepared and has subsequently made a significant stride towards reducing its carbon footprint.

Using ‘dry de-husking’ (DDH) a new technique whereby the outer husk from malted barley grains is removed before the first stage of the brewing process, known as mashing, and involves soaking the barley in hot water to extract sugars.

Our sister publication, Supply Chain Digital, originally covered this story.

DDH requires less energy to be used during mashing, since less hot water is required to penetrate the grains; discarded husks can be collected and used as biofuel for the brewery’s boiler, decreasing the use of fossil fuels.

RELATED: SABMiller sister company to expand production in Zambia

SABMiller developed DDH as part of a partnership with German brewing innovator Dillenburger & Hertel GmbH. After a successful pilot at its Mwanza Brewery in Tanzania the company is now looking to apply the technology to more facilities around the world.

Thomas Brewer, Engineering Manager at SABMiller, explained: “By using DDH in Mwanza Brewery we have made a significant improvement in energy efficiency and emissions, with no impact on our traditional brewing techniques or the quality and taste of the beers that we brew there.

“Dry de-husking helps brewing move a step closer to being a truly circular process which generates no waste: barley is harvested, malted and milled, we harness the energy of the husks and can even make use of the ash that is left behind, as this can be used as fertiliser for the fields in which the barley is grown.”

RELATED: SABMiller Pushes UN to Tackle Climate Change Effects in Latin America

DDH is an important part of the company’s commitment reduce waste and operate as cleanly as possible; its breweries already reuse or recycle nearly 90 percent of their general waste, while 99 percent of spent grains are reused by farmers as animal feed or to generate renewable energy. SABMiller is confident that it is on track to achieve a 50 percent reduction in on-site greenhouse gas emissions from its breweries by 2020.

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SOURCE: [SABMiller; Supply Chain Digital

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May 28, 2021

Automation of repetitive tasks leads to higher value work

Automation
UiPath
technology
repetitivetasks
Kate Birch
4 min
As a new report reveals most office workers are crushed by repetitive tasks, we talk the value of automation with UiPath’s MD of Northern Europe, Gavin Mee

Two-thirds of global office workers feel they are constantly doing the same tasks over and over again. That’s according to a new study (2021 Office Worker Survey) from automation software company UiPath.

Whether emailing, inputting data, or scheduling calls and meetings, the majority of those surveyed said they waste on average four and a half hours a week on time-consuming tasks that they think could be automated.

Not only is the undertaking of such repetitious and mundane tasks a waste of time for employees, and therefore for businesses, but it can also have a negative impact on employees’ motivation and productivity. And the research backs this up with more than half (58%) of those surveyed saying that undertaking such repetitive tasks doesn’t allow them to be as creative as they’d like to be.

When repetitive, unrewarding tasks are handled by people, it takes time and this can cause delays and reduce both employee and customer satisfaction,” Gavin Mee, Managing Director of UiPath Northern Europe tells Business Chief. “Repetitive tasks can also be tedious, which often leads to stress and an increased likelihood to leave a job.”

And these tasks exist at all levels within an organisation, right up to executive level, where there are “small daily tasks that can be automated, such as scheduling, logging onto systems and creating reports”, adds Mee.

Automation can free employees to focus on higher value work

By automating some or all of these repetitive tasks, employees at whatever level of the organisation are freed up to focus on meaningful work that is creative, collaborative and strategic, something that will not only help them feel more engaged, but also benefit the organisation.

“Automation can free people to do more engaging, rewarding and higher value work,” says Mee, highlighting that 68% of global workers believe automation will make them more productive and 60% of executives agree that automation will enable people to focus on more strategic work. “Importantly, 57% of executives also say that automation increases employee engagement, all important factors to achieving business objectives.”

These aren’t the only benefits, however. One of the problems with employees doing some of these repetitive tasks manually is that “people are fallible and make mistakes”, says Mee, whereas automation boosts accuracy and reduces manual errors by 57%, according to Forrester Research. Compliance is also improved, according to 92% of global organisations.

Repetitive tasks that can be automated

Any repetitive process can be automated, Mee explains, from paying invoices to dealing with enquiries, or authorising documents and managing insurance claims. “The process will vary from business to business, but office workers have identified and created software robots to assist with thousands of common tasks they want automated.”

These include inputting data or creating data sets, a time-consuming task that 59% of those surveyed globally said was the task they would most like to automate, with scheduling of calls and meetings (57%) and sending template or reminder emails (60%) also top of the automation list. Far fewer believed, however, that tasks such as liaising with their team or customers could be automated, illustrating the higher value of such tasks.

“By employing software robots to undertake such tasks, they can be handled much more quickly,” adds Mee pointing to OTP Bank Romania, which during the pandemic used an automation to process requests to postpone bank loan instalments. “This reduced the processing time of a single request from 10 minutes to 20 seconds, allowing the bank to cope with a 125% increase in the number of calls received by call centre agents.”

Mee says: “Automation accelerates digital transformation, according to 63% of global executives. It also drives major cost savings and improves business metrics, and because software robots can ramp-up quickly to meet spikes in demand, it improves resilience.

Five business areas that can be automated

Mee outlines five business areas where automation can really make a difference.

  1. Contact centres Whether a customer seeks help online, in-store or with an agent, the entire customer service journey can be automated – from initial interaction to reaching a satisfying outcome
  2. Finance and accounting Automation enables firms to manage tasks such as invoice processing, ensuring accuracy and preventing mistakes
  3. Human resources Automations can be used across the HR team to manage things like payroll, assessing job candidates, and on-boarding
  4. IT IT teams are often swamped in daily activity like on-boarding or off-boarding employees. Deploying virtual machines, provisioning, configuring, and maintaining infrastructure. These tasks are ideal for automation
  5. Legal There are many important administrative tasks undertaken by legal teams that can be automated. Often, legal professionals are creating their own robots to help them manage this work. In legal and compliance processes, that means attorneys and paralegals can respond more quickly to increasing demands from clients and internal stakeholders. Robots don’t store data, and the data they use is encrypted in transit and at rest, which improves risk profiling and compliance.

“To embark on an automation journey, organisations need to create a Centre of Excellence in which technical expertise is fostered,” explains Mee. “This group of experts can begin automating processes quickly to show return on investment and gain buy-in. This effort leads to greater interest from within the organisation, which often kick-starts a strategic focus on embedding automation.”

 

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