Código 560 - #24 (English)

IN FOCUSGS1® PORTUGAL CONGRESS: “BRANDS NEED TO CREATE MEMORABLE EXPERIENCES FOR THE CONSUMER” Page 6

GS1 ® IN PORTUGAL• CONSUMERS DEFENSE ASSOCIATION: “NUTRITIONAL INFORMATION, A BATTLE WE MUST WIN”• CENTRE FOR INNOVATION AND COMPETETIVENESS “A NEW TECHNOLOGICAL CENTER IS EMERGING IN LISBON”Page 22

CHRONICLEMARCELO REBELO DE SOUSA: “CODING, CHANGE AND THE GS1® REMARKABLE SPIRIT …OF COLLABORATION”Page 50

GS1® PORTUGALCodipor – Portuguese Association for the Identification and Coding of Products

PEDRO SOARES DOS SANTOSIn the last 18 years, the presence of Jerónimo Martins has grown in Central Europe and South America, bringing with it that value of proximity which the company has given to the Portuguese food distribution. The Managing Director and Chairman of the Administration Board says “it’s crucial to keep the connection with the essence of what we do”.

N.O 24 | 1ST SEMESTER 2015 | FREE DISTRIBUTION

A SUA EMPRESASINCRONIZADACOM O MUNDO

A adesão e a utilização da plataforma são gratuitas até ao final de 2015.Saiba mais em www.gs1pt.org / 21 752 07 40

Dê mais eficiência ao seu negócio com a SYNC PT®:a solução global para transacionar informaçãocomercial de qualidade, do produtor ao consumidor,em conformidade com a legislação europeia.

• Reduza o esforço de gestãode dados até 30%

• Melhore a gestão de encomendase de artigos até 50%

• Reduza entre 2 a 6 semanaso tempo de introdução de um produtono mercado (time-to-shelf)

• Cumpra a 100% as novas regraseuropeias de venda onlinede produtos alimentares

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SyncPT_Codigo_24.indd 1 19-12-2014 12:14:40

Código 560 | GS1® Portugal1st semester 2015 3

This new GS1 center, by Architect Pedro Appleton and Atelier Promontório, is inspired on Germany, Spain and Sweden cases, and is expected to be operational during the first semester of 2016. Among the pillars that support this ambitious project – which is a reconstruction of a preexistent structure –we

can mention the GS1® mission – now “live” – for over 40 years: granting businesses visibility and efficiency through corporate data identification, gathering and sharing and also through the five billions daily beeps (and transactions) worldwide.

To keep their reputation and credibility among costumers, the brands will have to digitally replicate the security and reliability of the physical points of sales. On the other hand, this is one of the great legacies the Consumer Goods sector has left to various other sectors, and is the key conclusion of the II GS1®National Congress: “(de) coding the future together”. Last October, the congress gathered, at the “Museu do Oriente”, over 430 representatives of FMCG, but also sectors such as Transport & Logistics and Healthcare. In fact, as the Inspiring Speaker, Robert Beideman, has stressed, “the 4 decades experience on retail at points of sales has to be valued and boosted. Amazon’s reverse path, from the digital to the physical world, is, in this sense, paradigmatic”. Beideman’s speech main ideas can be read in the pages that follow.

This relevant statement, that forms part of a broader and holistic vision about the value chain’s progressive integration, leads us to a priority theme at the beginning of this year and on which we come back to in this edition: the benefits of joining SYNC PT, a unique way onto the digital world that responds to the challenges food brands face since the entry into force of Regulation n.1169/2011/UE (like nutritional labelling at online and mobile shops)

To conclude, we praise, once again, our congress Key Note Speaker Professor Marcelo Rebelo de Sousa, for saying that our “spirit of cooperation and sharing”, was “remarkable”. Following the idea of the distinguished scholar, we hope our group of partners “keeps on growing and expands to new sectors, such as Finance and the community at large”– similar to what seems to be global standards in Healthcare (prosperous) future.

In the name of the GS1 team – particularly of everyone who worked on this edition of Código 560 – I want to thank, in a united voice, the enthusiasm of our associates, partners, collaborators and board. We wish you a great 2015, a “Future Together”, and, above all, good readings!

THIRTY YEARS LATER, THE “LIVE” NEW FUTURE OF GLOBAL STANDARDSThe first stone for the new Centre for Innovation and Competetiveness, an infrastructure totally dedicated to the GS1® System is soon to be set. This is the main plan of the current GS1® leadership and we are deeply proud that in this “Código 560” 24th edition we will unveil the details of this exclusive, disruptive and both bold and frugal space. Plus, the project will be launched at the beginning of 2015, the year of the 30th birthday of the the Portuguese neutral and multi sectorial public body that runs the most used standard system in the world

JOÃO DE CASTRO GUIMARÃES Executive Director at GS1® Portugal

A UNITED VOICE

Código 560 | GS1® Portugal1st semester 20154

In Focus 06Over 430 supply chain professionals and 21 speakers. Together, (de)coding the future of businesses. The GS1® Portugal Congress took place in October 23rd at Museu do Oriente, in Lisbon. Digital revolution was one of the main subjects of the conference, along with collaboration..

IntervIew 12Pedro Soares dos Santos, Managing Director and Chairman of the Administration Board at Jerónimo Martins Group

our members 32The future is closer than we think. RFID is the star technology among our members good practices. Checkpoint Systems has the leading role.

standards In actIon 34What are the best practices in hospital logistics management? In Galiza, Spain, the use of global standards to manage and trace health products and increase patient security is a case of success

PersPectIve 36We traveled through three decades of modern distribution in Portugal. From bar codes to reliable data on digital channels, GS1® keeps faithful to its mission: support companies in gaining efficiency, visibility and competitiveness in their businesses

Gs1® unIverse 38Pierre Georget, CEO at GS1® France for over 10 years, reveals the organization’s main projects and speaks about the leadership challenges of current times.

dna 42The access to digital economy is on the agenda. In Portugal, a main goal is to make micro, small and medium enterprises (SME) a part of this economy. With that purpose a program that enables the access to digital tools and online businesses management technological solutions was created.

the other sIde oF… 44Manuela Pessoa, human resources and training assistant at GS1® Portugal.

taste & well-beInG 46Nutritionist Ana Leonor Perdigão reflects on the impact of salt in health and well-being. Chef Marta Bártolo presents a delicious recipe.

Pedro Soares dos Santos, Jerónimo Martins Group

in This ediTion


Board

PresidentPaulo Gomes

Vice-PresidentLuís Moutinho

diretorAmérico Ribeiro

diretorManuel Sousa Pinto

Executive diretorJoão de Castro Guimarães

Editorial ComiteeBeatriz ÁguasFilipa PeixotoLuís Peixoto

Nuno MirandaPatrícia Tavares

Pedro LopesPedro Salazar

Marketing and Corporate relationsBeatriz Águas

Editorial Co-ordinationPatrícia Tavares

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“GS1 is a GS1 AISLB trade mark”

Código 560 magazine is a biannual publication directed by GS1 Portugal and distributed free

of charge to our associates, partners and to the business community. The signed articles are the responsibility of the writers and do not represent

the association’s opinion.

22 GS1® in PortuGalThere are new rules on

the information delivered to the consumers in the

food sector in all European Union. In Portugal, over

750 companies have insert their products data on SYNC PT® to facilitate

the share of information with suppliers, clients and,

of course, to ensure sails on websites and mobile

applications.

newS 48First facts and numbers about the impact of global standards in Healthcare, in Portugal. In Italy, there’s a new sector at the front row to cooperate with GS1®: Public Administration. We reveal some news at the GS1 world

ChroniCle 50The change of minds, behaviors and community life Professor Marcelo Rebelo de Sousa is responsible for this edition’s chronicle with a strong message of change and cooperation: “we need to decode to change, in order to step out of the crisis and get to a threshold fearless of other crisis”.

Código 560 | GS1® Portugal1.o semestre 20156

GS1® Portugal National Congress

A More CollAborAtive Future For businessesIn the context of value chains high complexity, the future seems more simple and promising when it’s planned together. This was the focus of discussion at GS1® Congress that brought together, at Museu do Oriente, national market leaders and CEOs who spoke about cooperation and unveiling the right path to the digital era.

In Focus


Understanding the challenges, identifying opportunities and “(de)Coding The Future Together”. GS1® Portugal presented the challenge to its members in Abril and in

October it reached its peak: over four hundred professionals and specialists in value chains came to Lisbon for the second edition of the biggest national debate on business processes, consumer trends and the future of collaboration within the value chains. The result: an atmosphere of enthusiasm and confidence in the future in a filled Museu do Oriente.The cooperation was the center - and the challenge - of the meeting, therefore it was on the agenda. “Together we make the value chain more efficient”, said Paulo Gomes, GS1® Portugal President, at the beginning of the conference. But this wasn´t the only theme in focus. Efficiency, safety, data quality and digital also enriched the discussion, which turned out to be not only innovative but also multi-sectorial. The GS1® Portugal conference participants – 436, in total - represent over 260 companies in multiple areas, such as production, retail, health, transports and logistics and also academia.On stage were leaders and professionals of multiple areas of expertise and different sectors of activity who shared their vision, knowledge and experience in management and leadership. To challenge, to enlighten, to inspire the participants and, above all, to promote alignment in the future of businesses were the major goals of all the speakers, in a time the value chains seem, in a time chains of value seem increasingly complex and hard to unveil.At the opening of the event, Graça Fonseca, town councilor of Lisbon responsible for Economy and Innovation, anticipated the importance of this meetings, focused in interaction and dialogue between companies. As Mrs. Fonseca said, they’re “key to putting Lisbon in the world map and to change the perception of both the city and the country”..

The GS1® Portugal Congress participants represent over 260 companies in multiple areas, from Production to Retail, from Healthcare to Transports & Logistics, and also Universities



in Focus

The SeSSionS, ThemeS and SpeakerS ThaT made The debaTeDebate Panel: (de)coding the future togetherIntermarché, Nestlé, Sonae, Sociedade Central de Cervejas and Sogrape. This were the five companies represented in the debate panel: “(de)Coding the future together” that vitalized the morning of the GS1® Portugal debate, moderated by André Macedo, editor of the newspaper Diário de Notícias.Collaboration and digital were the main themes of the conversation. The journalist stressed the role of GS1® in business efficiency and innovation, underlining that “the bar code does much more than just identifying products. With the standardised data management it tells us the story of the product through the supply chain”.Centered in the digital challenges imposed to production and retail and in the “practical” consequences of the entering into effect of the new rules on food products information (regulation n. 1169/2011/UE), the debate also addressed the Fast Moving Consumer Goods tendency, in five years, and the importance of physical stores today and in the future.

In spite of the two digit grow on online and mobile sales, above all, as stressed by Luís Moutinho, CEO at SONAE Modelo-Continente, “the smell and touch of the product will prevent internet from killing physical stores”. To that effect, Amazon, who just opened a store at Fifth Avenue, in New York, was mentioned as a typical case of the importance of a physical point of sales and how ”experience in traceability in over 40 years in retail” can influence the digital route of brands.

Traveling through the supply chainImmersing into the supply chain… in only 450m2. There´s a new technological center coming to life in Lisbon where it will be

possible to travel through the supply chain, watch it work and observe its commercial processes. It´s called Centre for Inovation and Competitiveness (CIC), it´s signed by GS1® Portugal and it was presented, first hand, at the association’s congress. João Castro Guimarães went on stage to unveil some of the features of the center, which will be opened to companies in the beginning of 2016. “The CIC will be a unique experience of immersion into the supply chain”, said the CEO at GS1® Portugal. Adding, “Following the Stanford University model CANVAS, the goal is to have a training academy and allow to showcase the partner’s technology with the opportunity to experience and interact, becoming a platform

ConferenCe in numbersParticiPants: 436.comPanies rePresented: 260.sPeakers: 21.discussed themes: 17, including cooperation, efficiency and digital.sPonsors: 19.

“Decode to change”. The words of marcelo rebelo de sousa are a reflection of the feeling of enthusiasm and “ trust in the future” that marked the second edition of Gs1@ Portugal national Conference.


for decision-makers”.Basically it will be like a long journey through the supply chain, stopping at the various links connecting the farm (raw material) to the plate (final consumer). The difference is that it all happens inside the walls of a showroom with less than 500m2.

Collaborative best-praCtiCesWhat is the importance of collaboration in optimizing the levels of logistic efficiency throughout the supply chain? Guided by this question, the afternoon parallel session dedicated to “Collaborative Best-Practices and Value Chains Efficiency” tackled subjects such as data and merchandise management, the bar code reading reliability in store and sharing commercial information between business partners, from the moment the product is expedited by the manufacturer until it checks out the store or is bought online.Moderated by João Tendim, Microsoft Portugal, this session focused on the multiple agents operating on Fast Moving Consumer Goods (FMGG) value chain, from manufacturers to logistics operators and from distributors to consumers. The speakers agreed the complexity of value chains is increasing, forcing companies to adopt new proceedings and methods to keep products and information flows.Therefore, the speakers concluded that global standards are the anchor for transparent, efficient and safe value chains.

HealtHCare: normalization, eConomy and patient safetyIn a parallel session the “Impact of Global Standards in Healthcare” was discussed. At this session, aimed at healthcare professionals, the study from Augusto Mateus & Associados for GS1 Portugal was presented. A study about the role of standards in optimizing the healthcare efficiency and safety. It concludes there is a safety and savings potential in 10 years for the Portuguese economy between 664 million dollars (encoding product data without serial number) and 936 million dollars (encoding all relevant product data, including serial number). Moderated by GS1 Portugal’s Silvério Paixão, the session

Professor Marcelo stresses the changeThree years ago the Professor gave the audience an insightful intervention focused on “change” and what has to be done. In 2014 Marcelo Rebelo de Sousa comes back to GS1® Portugal Conference with a strong message of “hope” and a challenge: decode to change.“Decode to change, in order to step out of the crisis and get to a threshold fearless of other crisis” sad the professor and political analyst. On top of that challenge, the professor defended “four main ideas” for Portugal that have to be acknowledge in order for change to be possible: “understanding it´s dimension and position in the post-imperial era; perceiving the end of the crisis as an opportunity; reflect about the fact that there’s an ageing population and at the same time a very young generation wanting to leave the country, and rethink the democracy both so young and so old”.

had the participation of INFARMED (Medicine and Health Products Authority), the ANF (Pharmacies Association), the APORMED (Medical Devices Companies Association) and APIFARMA (Pharmaceutical Industry Association).

“you Have to leave tHe island in order to see tHe island”?At the end of the meeting, Robert Beideman, senior director of GS1 Global Omni-Channel Transformation, and Inspiring Speaker at GS1® Portugal congress, took the floor to speak about the importance of brands understanding themselves and being able to “adapt to the new technologies”. To explain his idea he quoted José Saramago’s The Tale of the Unknown Island: “Do you have to leave the island in order to see the island?” The digital expert answers: yes, you do. “We can’t see ourselves if we don’t leave ourselves. We need to look at things in a different perspective. Leaving, in fact, the island in order to see the island, he said. The “island” is the consumer’s new profile, triggered by the digital era, which is increasingly expecting and demanding more from the supply chain, is always online, interacting with brands, looking for experiences and making those interactions personal. “The place in the chain doesn´t matter. The consumer must be in the center at all times”, underlined Robert Beideman. Offline, online and mobile are one to these consumers, therefore, companies have to be able to answer them through Omni-Channel strategies – offering byers the same experience in all channels. “The quality of information is the basis for the future of omni-channel commerce”, added Beideman. “It´s mandatory to rethink the value chain in light of the new consumption trends and values”

Panel of speakers at the session about collaborative best-practices

Speakers attending the session about adopting standards in Healthcare


in Focus

How do you picture retail in 2020? Will physical stores disappear or will businesses be defined more and more by omni-channel?It’s interesting to look at how technology has accelerated

over just the last ten years. Ten years ago, in 2004, Facebook had just launched. The most popular brand on the web was Microsoft’s MSN, and “blog” was the Word of the Year. Since 2004, we’ve seen the introduction of the iPhone, the invention of the tablet computer, and the creation of Google Maps. Technology has certainly altered the world around us—and the rate of change is still increasing. All of this change has had a profound impact on the way that people shop, and on the way that the retail industry takes products to market and connects with consumers.Looking ahead to 2020, I’m confident that physical stores will continue to play a large role in a consumer’s shopping “journey,” but I believe we’ll see some areas of retail going completely “digital,” as we have witnessed with the music and book sectors. I expect that the world of retail will rely more heavily on the creation and exchange of high-quality data, both across enterprises and with customers

Omni-channel

Brands need to create memoraBle experiences for the consumerOmni-channel? Shopping Experiences? Digital Consumer? To Código 560, Robert Beidemen, senior director, Omni-channel Transformation at GS1® Global Office, answered to the question on the agenda: are companies ready for digital?

and that personalised consumer experiences—driven by analytics and business intelligence —will become much more commonplace.

What are the key behaviours that companies must adopt in order to not miss the digital “train”?Retailers and brand owners need to deliver on basic elements of customer satisfaction that have been around for a long time, but that have taken on a new importance as digital paths to purchase go mainstream. These areas of focus include improving inventory visibility, ensuring that consumer-facing data is high quality, and developing fulfilment models that serve the needs of target customers Focusing on these topics will offer retailers and manufacturers a chance to communicate the value of their products and their brand more completely in the eyes of consumers across physical and digital paths to purchase—and are foundational elements of a successful strategy for omni-channel transformation.

Do you think that companies are completely aware and prepared to respond to the new shopping trends?During the GS1 Portugal Congresso, I had the opportunity to speak to opinion and industry

digital consumersFor them, the borders between in-store and online shopping are quickly disappearing. Their reliance onmobile devices and social media to learn aboutproducts, to evaluate alternatives, and even topurchase products is quickly on the rise.


leaders, and technology experts from many different sectors. There was a common, global awareness of how quickly the shopping experience is changing as the traditional consumer embraces new technologies.But awareness and preparation are two different things. Industry leaders now have the opportunity to develop actionable plans to harmonise their “brand” in the eyes of the consumer and take a fresh look at how they share data within—and across—their enterprise, so that they can maximise the value of unique identification and accurate product information for their business.

Companies must rethink the value chain, you said during our national conference, in last October. How can GS1 help them in this task?Industry is poised to leverage the investments they’ve made in the GS1 system over the past 40 years—and to develop the standards, solutions, and services that help maximise the value of unique identification and accurate product information within businesses and across the physical and digital worlds of customer engagement. For example, businesses are leveraging high-quality data about their products in ways that improve online search,

optimise inventory management, enable smarter analytics, and reduce the risk of counterfeit goods.What is the role of standards in all of this? To be part of the “connective tissue” that helps businesses share data across an organisation, amongst trading partners, and with consumers. The best way is to start the omni-channel transformation “journey” is a conversation with the team at GS1 Portugal, to learn how standards-based business processes translate to sustainable operational efficiencies.

What is his role in the supply chain nowadays?Today’s consumers are creating their own personal supply chains, and the retail industry (as well as the transport & logistics sector) is working to adapt to this increased complexity. Whether you’re a manufacturer, retailer, or distributor, the consumer is now in the centre of your focus AND in the center of your new supply chain. The traditional supply chain now reaches upstream of the manufacturer – driven by consumer need for information about provenance and origin. It also reaches farther downstream –well beyond the traditional point-of-sale to include customer needs for return, and use of products that they’ve purchased. As a result, consumers are engaging with the retail industry for a larger variety of reasons and for a potentially longer period of time.

What does he expect from the companies and brands with which he contacts/ interacts in a daily basis?Customers want simplicity and ease of interaction. They want accurate product information, images and reviews—and lots of it. They expect answers more quickly than ever before. Customers are more digitally-savvy than they have ever been at any point in history. They’re fast to adapt to new technologies, and they’re increasingly global in their interactions.This means that businesses need to deliver on those high customer expectations by getting product data, and inventory/ delivery models right. It means that now, more than ever, we need to make promises to customers that we can keep and we need to create experiences for customers that are memorable.

More than ever, we need to make promises to customers that we can keep

During our national congress, Robert Beideman said that the consumer must be - always - in the center of the supply chain.

IntervIew

Pedro Soares dos SantosA stAte of restlessness must be nurtured in leAdershipsFirst Poland, then Colombia. During the last 18 years, the presence of Jerónimo Martin Group has grown up to Central Europe and South America, carrying with it the value of proximity that the organization has inserted into the Portuguese food distribution sector. To Código 560, the Chairman of the Administration Board and managing director says that: “it is fundamental to keep connected to the essence of what we do”. But with a strong attitude of social responsibility, pioneer action and permanent dissatisfaction.


Pedro Soares dos SantosA stAte of restlessness must be nurtured in leAderships


knowledge and effort in the continuous search on new and always better solutions to respond to the needs and expectations of our stakeholders, namely the consumers. The motivation for innovation and the love of pioneer action are an important basis of our management culture, defined by a permanent dissatisfaction and non-accommodation.

Despite its 2 centuries of history, Jerónimo Martins Group keeps a family-based structure. What values have informed the placement of the company and what was their role in the across-boarders expansion?The companies owned mostly by a family tend to be organizations with a stronger culture and where there is, inevitably, a transfer of the family values to the company. In our case, humanity, merit, entrepreneurship and citizenship are the values that I consider very much ours and they have been present at Jerónimo Martins Group over the centuries.

Internationalization started in 1997, with the launching of the 1st “proximity” shop in Poland, under the badge Biedronka. More recently, in 2013, the Group launched ARA, in Colombia. What are the main challenges of these successful internationalizations and how are they overcome?Jerónimo Martins (JM) Group internationalization is not about replicating models. Therefore, our main challenge is about understanding the markets, the customers’ eating habits and their shopping patterns. That enables us to then apply this knowledge to the tuning of a really value-relevant and differential proposal. But it is also the time to capitalize on the accumulated experience and on the developed know-how, in order to shorten the learning curves. As a manager, my greatest

he brand “Jerónimo Martins” was born over 2 centuries ago, at a small shop in Chiado, Lisbon. It currently operates in the Distribution, Industry and Service sectors and has an international presence. Which were the great innovation milestones during the lifetime of the Group and what is the value proposal that defines Jerónimo Martins nowadays?The Group’s innovation strategy is deeply connected to the sustainability issues, in its multiple dimensions: social, economic, environmental. Any innovation strategy must contribute to a profitable yet responsible growth. For instance, because we are a company of the food distribution sector, we believe that the products we make available through our own brands must contribute to the promotion of the consumer’s health and therefore we have nutritional reformulations’ programs that try to progressively minimize the presence of the most harmful ingredients in food (like salt and sugar), without damaging its flavors. Another completely different example can be found in a support program for our shops and distribution center’s staff. This program has focused on paying the majority of the costs involved in oral health projects and had an enormous positive impact. In the same way, when we decided to invest in a country like Colombia, with a concept of food shop aimed at the population sectors with lower incomes, and to start on the zone with the greatest unemployment rates, this was indeed to choose the less tested path. And it means a commitment to a long term vision that is inherent to sustainability. We very much value the

TIntervIew

During over 30 years in this business, i learneD that it is funDamental to keep connecteD to the essence of what we Do


Our reason for being exists as long as our consumers like to buy in our shops and prefer our products

priority is to pay attention to societal evolution and to assure that the companies manage to adapt to and anticipate our clients’ needs. In distribution, this is a golden rule. Any business that can adapt quickly, has a future.

In terms of management, what has changed with the move to these new markets?The dilution of JMGroup’s identity and, in some way, the loss of the company culture’s strength, as a result of the growing gain on international dimension, are risks to be managed and contoured. Besides, we need to be more and more efficient and grant the group the necessary tools, in order to shorten distances and keep the quality and strict patterns, regardless of the geography where we operate.

JMGroup has reached the leader position of the food distribution sector, not only in Portugal, but also in Poland. How would you describe the group’s commitment to growth? Does the strategy for the future take into account the sustainable growth in other countries?We know that our leading positions in Portugal and Poland bring along a greater responsibility. But we deeply believe that the way we live this responsibility is also one of the pillars of today’s entrepreneurial competitiveness. The ability to listen to, to respond to and to surprise the consumer, the competence on “doing” and the excellence of the operational and financial performances, as well as the relations with the different stakeholders of an organization, are decisive to its competitiveness and success on the long term.

According to a recent study by ACEPI/IDC, in 2020 50% of the Portuguese internet users will be online buyers. Do you think that electronic commerce will be structural in the future of the food distribution sector? Where does JMGroup stand on this field?It is a reality we monitor with careful attention.

In the Industry sector, the Group is proud of the joint-venture, of more than half a century, with Unilever in Portugal. How important is this partnership to JMGroup?The joint-venture with Unilever, set in 1949, marks the great moment of the Group’s expansion in industry, activity that had started in the late 30’s of the 20th century. This important partnership was reinforced in 2007, by the fusion of FirmaVD, Bestfoods, LeverElida and IgloOlá in one single company,

PersonalPedro Soares dos Santos, Chairman of the Administration Board and Managing Director at Jerónimo Martins Group

Where Were you Born?LisbonAre you MArrieD? Do you hAve ChilDren?Yes, and I have 5 children WhAt WAS the MoSt reMArkABle MoMent of your life?When I became a father.WhAt DoeS fAMily MeAn to you?EverythingWhAt iS your MAin SourCe of inSPirAtion for the everyDAy life?What inspires me the most is to think that the business we are in – food distribution – can help people in need and create social and economic development in society.hoW Do like SPenD you free tiMe?I enjoy travelling, reading biographies and historical books. I also like shooting discs with my group of friends from Vila Real.


called Unilever Jerónimo Martins and owned in 45% by the JMGroup.

One year after your nomination as the Chair of the Administration Board how do you see your leadership at JMGroup?The managing director of a food distribution group – which is what I do since April 2010 – must have a deep knowledge of the business and its operations. During more than 30 years in this business, I learned that it is fundamental to keep in connection with the essence of what we do and realized that our reason for being exists as long as our consumers like to buy in our shops and prefer our products. Since December 2013 I am also the Chair of the Administration Board. It was actually an enlargement of the function, which calls for a greater distance in regard to certain themes and a closer on, in regard to others. But I have managed to keep my proximity to the operations, which are the core of the retail business.

vanity, from which stems arrogance and the incapacity of hearing people around us, of listening to the consumers and of reading the market.

How do you value the collaboration relationships in modern value chains?Working together with our suppliers is crucial. Sharing knowledge allow us to develop projects that are innovative under different viewpoints. It is interesting to understand that we act as well as a stimulus for innovation by our suppliers, namely the national production level. In general, this being a business in continuous evolution, our partners seek to present innovative solutions that respond to our needs of competitive differentiation.

GS1® Portugal will celebrate, in November 2015, 30 years old, which symbolize the introduction of the bar code in the national retail sector and the start-up of a collaborative platform between producers and distributors. How do you see the role of our organization on the Portuguese entrepreneurial universe?The introduction of the bar code meant a revolution on the managing of stocks and inventory and brought speed to the act of shopping. Although it looks like a very simple technology it is, indeed, very sophisticated, in the sense that it contains a lot of information and allows for data communication between the reader of the bar code and the data base that contains the relevant information about the product. Although only 30 years old, we can’t imagine any shop operating nowadays without this technology. Congratulations to GS1® Portugal and my best wishes of further success.

What message would you like to leave to the leaders of the over 7300 affiliated companies of GS1® Portugal?In my opinion, we must never forget that companies have the responsibility to engage on the social, economic and environmental development of the region where they perform their activity. Portugal has been living very difficult moments, namely because of the unemployment growth and the citizens’ breach of trust on institutions. These are times where we demand, we must demand, more responsibility of the companies.

IntervIew

What are the skills and values that a good leader must maximize when managing a company and his/her teams?The main concern of any private or public company leader must be the development of strong, balanced and responsibly ambitious teams. Regarding him/herself, a good leader must know how to gather talented, honest and loyal managers around him/her. For me, the main weak point or trap that a good leader must avoid at any cost is the accommodation when things go well. I believe that a state of restlessness must be nurtured in leaderships, in order to avoid fake confidence and

The moTivaTion for innovaTion and The love for pioneer acTion are an inTegral parT of our managemenT culTure

GS1_Codigo_22.indd 1 20-12-2013 12:44:30Invoice_Codigo_23.indd 1 24-06-2014 12:22:48


gs1® in portugal

consumer through a large group of logistic and operational bodies, until it gets to the consumer, with due comfort. Everywhere, in the same way, with the same code. And, of course, in a completely safe way.With its experience of over 40 years on the development of standardized solutions for the identification and coding of goods, namely at product level, logistic processes and inventory, GS1® is world leader in the setting of standards that make transactions and businesses more and more efficient. Through bar codes, QR-Codes and RFID labels, GS1® has set a system for monitoring and managing stocks that are completely new. The time has come to tell our secret and share how the international standardization is the most efficient way of improving the transactions’ communication

Today, when we will come to the end of the day, 6 billion (yes, billion!) beeps will have sound in more than 1 million companies,

all over the world. Exactly! Beeps like the ones you hear at the supermarket cashier, at a drugstore or at our favorite perfume shop. Beeps we are used to hear wherever we purchase your products. Beeps when we come in or out of a shop, beeps when we validate our train ticket, beeps when we have an appointment at the hospital. Beep, beep and more beep. Nice to meet you!A beep is a sign of the business efficiency. It is the way to validate that something goes from one place to another safely, quickly and efficiently. It identifies the continuity flow of a complex chain that goes from the producer to the

Centre for Innovation and Competitiveness

A live And interActive technologicAl centre is About to born in lisbon We want to share with you our accumulated knowledge about efficient value chains, through experiences of immersion and interacting at the most innovative site of technological demonstration: the Centre for Innovation and Competitiveness of GS1® Portugal.

GONÇALO NUNES RODRIGUESGS1® Portugal, Project Manager


and monitoring, allowing for the businesses to become safer, quicker and, objectively, more profitable.For this reason, GS1® Portugal is implementing a knowledge Centre for the demonstration of efficient businesses. We will call it Centre for Innovation and Competitiveness. This building project aims at promoting a modular and multipurpose creative module that incorporates a Main Corporate Building, a showroom, a Centre for Knowledge and

Training, an Exhibition Unit and a Technological Laboratory, for the research and development of products and solutions centered on the feasibility of the value chain efficiency or, in a more ambitious way, value networks. We intend to do this through the demonstration and sharing of the tools promoted by GS1® and made available to the community. These tools aim at assuring the trust and safety in all processes that enable the efficiency of businesses. We want to share with you – producer, distributor, consumer, researcher, entrepreneur, etc. – the knowledge we have been accumulating for over 40 years, at the most innovative place of technological demonstration in Portugal, where experience and interactivity are key elements.During the last two months we had the opportunity to call for competition in order to select the partner who will design the architectural project. The unanimous choice was Promontório, a company that has made a difference through a set of conceptual and functional approaches that echoed GS1® Portugal motivations in regard to this building project of around 2000 square meters. A quarter of this space is meant for the exhibition and laboratorial area.We are taking this challenge with strictness and frugality, aiming at giving the members and the community at large a live and creative site, mostly for those who, like us, are focused on the development and implementation of solutions that make everyone’s lives better, every day, worldwide. Beep!

Multimedia presentation at the Innovation and Competitiveness Center. The building project will have around 2000m2. A quarter of this space is meant for the exhibitions and laboratorial area.

We Want this technological center to be live and creative, focused on developing and performing solutions that make everybody´s life easier

Código 560 | GS1® Portugal1st semestre 201538

gs1® Universe

The CEO of GS1® France believes that only a proper digitalization of the information creates visibility throughout the supply chain.

Pierre Georget

A CEO first ChAllEngE is tO AttrACt thE right pEOplELeading GS1® France since 2004, Pierre Georget’s primary goal was to digitalise the exchanges within the supply chain. To Código 560, the CEO spoke about leadership, management and the usage of GS1® Standards in the country «des Beaux-Arts».

The needs, as we see them, can be summarized as “providing visibility along the extended supply chain, from producers to consumers with standardized technologies”.

Which are the main projects in course during your leadership? Can you describe them a little bit?Over all my primary goal was to digitalise the exchanges within the supply chain. I am convinced that there is no possibility of creating visibility along the supply chain without proper digitalisation of the information. That is why we have spent the last 10 years creating the foundation of a digitalised supply chain through three main projects:- Order to cash digitalisation- Electronic catalogues- Logistic unit identificationOn these three topics we passed the inflexion point of more than 70% of transaction volume

For how long have you been leading GS1® France?Eleven years this January. But I was already deeply involved in the strategy of GS1® France since 2000, when I became the Deputy

CEO. Before that time I was more entrenched in technical matters as EDI and electronic catalogues.

What are the key aspects and values that characterize GS1 France as an organization?Our values are very much of public service, meaning serving the needs of our members at the right cost and with neutrality. Neutrality is a key value, and also a key asset, it creates the conditions for being a standardisation platform where all the stakeholders, actors of the supply chain, regulatory authorities and solution providers, feel confident enough to dialogue and find solutions to progress together.

Código 560 | GS1® Portugal1st semestre 2015 39

Código 560 | GS1® Portugal1st semestre 201540

gs1® Universe

digitalized, which is the classical point of no return and when the 100% accomplishment become more a question of time than resources.

And what are its impact the supply chains?What are the benefits for the supply chain? Obviously less cost and better quality. In terms of saving, our estimate is more than 1.5 billions for suppliers and retailers each year. And more, the digitalisation increases more the savings grow, we expect to reach 2 billions savings a year by 2018.These digitalization has improved the quality in two directions, less litigations in the handling of invoices, but more important a true traceability from the manufacturing site down to the store.

And the consumer – did he become a central element in GS1 France’s approach to business?First of all, it’s crucial to remember that the consumer is not member of GS1® France, and cannot be. Our mission is to serve our members, actors of the supply chain. The Board of GS1® France has always make clear that the link with the consumer is the privilege of the brand owners and retailers. This being said, the use of our solution by our members increases the quality of their relation with the consumer, better traceability, less out-of-stock, less cost, better information, and more than anything, and sometimes we forgot about it, quicker checkout process. The quality of barcode on consumer unit and everything we can do to improve the shopping experience of the consumer benefits to our members. In that perspective, GDSN and all our efforts to improve the quality of consumer information is first serving our members to better help them to satisfy the consumer.In short and in risk to be iconoclastic, the consumer is not central, our members are, and it’s because they are bringing consumer perspectives inside the standardization discussion that the consumer become important in our work.

On a bigger scale, how do you perspective the future of GS1 in Europe in the framework of GS1® Global Community, with all its trade-offs and

contrasts among its members (small and big MO’s)?When we set up GS1 in Europe, some 15 years ago, the objectives were to improve the coordination of the MOs to harmonize the implementation of GS1® Standard in the European Union and with all the countries directly impacted by the European market. In this objective of harmonization the question of aligning small and big MOs on the same level of services is key. For having visited number of MOs in Europe, I can tell that a lot of progress have been made thanks to the MO CEOs, specially the smallest ones, in order to bring all the GS1® associates in Europe at a very high level of competences. Moreover the information sharing between the MOs has increase a lot in order to share best practices and also about initiatives taken by the major stakeholders on the European market.The future of GS1® in Europe is for the next 10 years in its capacity of developing solutions or services involving several MOs together, in the spirit of project like GEPIR, or Intelligent GTIN.

How is it to manage an organization like GS1® France? I don’t think that GS1® France is actually different from the other MOs, or from any other type of company. The true boss is the Board. Having a strong board made of leaders of the industry will make the MO successful. The CEO first challenge is to attract the right people who can play the role of champion for the GS1® standards in their company and in their industry, and to serve as soundboard for developing a vision for the organization.

To be a good leader in The gS1® world iS To be a good poliTician in The poSiTive SenSe of iT Pierre GeorGet

Código 560 | GS1® Portugal1st semestre 2015 41

The quality of bar codes on consumer unit and everything we can do to improve the shopping experience of the consumer benefits to our members.

The second challenge of the CEO is to attract people in the staff with the appropriate knowledge and passion for the type of work we are doing. Selling an idea is sometimes more more difficult than products.

In your opinion, what are the key competences and attributes that make a good leader in a B2B business company like GS1®?You are right GS1® is a B2B company, but a non for profit one, serving a community of members who strongly claim the ownership of the organization. So to be a good leader in the GS1® world, is to be a good politician in the positive sense of it, this means guiding, non only the company, but the all community in a direction which is beneficial for all the members and sustainable too. This require a vision and the charisma to get the buy-in of the stakeholders and of the staff.

What have been your best moments in GS1® France?The best moments were always the ones when the GS1® France community was aligned towards the same goal. The launch of our GDSN project with all the retailers on stage to support the project, for example.

For you, GS1® is …a global critical infrastructure of the global economy, this means a global assets without which the global economy cannot work. GS1® is providing two key tools, a global unique identification of trade item and an electronic language to know about these item. The future of GS1® is in the maintenance and expansion of these infrastructure.

Facts & Figures about gs1® FranceFigures…MeMbers: 35 000staFF: 80board: 24 membersFacts…3 Main Industries Sectors: FMCG, Wine, Healthcare Key Projects in course: INCO 1169, logistic excellence, Robotic

Código 560 | GS1® Portugal2.o semestre 2013 47

A recipe by Marta Bártolo, a finalist for the 1sr edition of Masterchef

Portugal culinary TV Show, RTP, 2011

Recipe

ORANGE BOWLFUL Ingredients200gr caster sugar1 tsp cornstarch1 tsp butter 4 eggsJuice and zest of 4 oranges1 cinnamon stickCinnamon powder


PreparationIn a bowl, mix together, whisking just a little, the orange zests and juice, the sugar, the cornstarch, the eggs, the cinnamon stick and the butter, at room temperature. Transfer the mixture on to a buttered oven-proof dish, sprinkled with cinnamon powder.Put it on a pre-heated oven (180ºC/200ºC), about 15-25m or until cooked.Unmold and serve at room temperature, garnished with some red fruits and a few mint leaves.

Phot

o: Jo

ão A

mar

al


Change of mentalities, behaviors and pat-terns of community interaction. Three years ago, when GS1® Portugal challenged me, before an audience of distinguished leaders and managers of the consumer goods sector, to reflect on and speak about the benefits,

for enterprises and consumers, of a single code system, compatible with global standards, I said that “other times of change would come, more peaceful and promi-sing, that would allow a ground for hope”. Portugal was facing a crisis like it had never faced before and I felt that many of those who were listening looked at me as one more prophet of distant paradises or utopic projects.Three years later, asked again by GS1® Portugal to speak about efficiency, standardi-zation and the role of the digital on the economy field, I was happy to hear, last October, at the Museu do Oriente, the majority of the enterprises – not only the big ones, but also the small and medium enterprises – assu-ming this renewed hope, as well as the vital importance, for their businesses, of trans-parency, effectiveness, quick information and decision, thus confirming how much the world, Europe and Portugal have changed.The world is now more global, speedy and demanding in regard to information and decision. Yet, at the same time when Europe keeps facing serious difficulties in taking off economically, in Portugal, these last three years, deficits have reversed their tendency, but not the debt; the greatest private bank vanished and, at the same time the country decided to bet on the attraction of European and non-European investors for the control of basic economic sectors. We must assume this new reality without complexes, betting increasingly in human capital – without looking back, or with Empire nostalgia or illusions about models

that work no more. We are “lusófonos”, fathers of “lu-sofonia” (the Portuguese speaking countries) but we are no longer their cultural and economic leaders. There are, in fact, measures that, by action or omission, urge to be taken, namely in regards to the conceptualization of the political system (for instance, about the proxi-mity and responsibility between the elected and the elector), to the management model of Public Adminis-tration (in sectors such as Justice, Education, Health and Welfare) or to the adaptation of democracy itself to the digital (demography and emigration are factors that promote/inhibit digital inclusion). The challenges

we face are numerous and the time is short, but the truth is that the Portuguese are great on working under pressure, on facing adversi-ties and overcoming them. Let us think, namely, about the democratization and decolonization, started and finished in two years, under a revolution.We know that the economic and social invoice always come later, but there was no civil war, we stood firmly and integrated over 700 thousand countrymen from

the old Empire. The spirit of co-operation and sharing of the GS1 is remarkable and we can indeed say that “the bar code changed the world”. As a unique un-derstanding platform with more than 7350 enterprises, it keeps on growing and gathering followers in new sectors, like the Financial sector, and hopefully the customers at large (for instance, through the coding of Health and Welfare purchases), keeping alive its foun-ding premise: to help implementing and consolidating, in Portugal and the world, new and efficient ways of doing businesses. In this way, I proudly state that we need to “decode to change, in order to step out of the crisis and get to a threshold fearless of other crisis”

CODING, CHANGE AND THE GS1® REMARKABLE SPIRIT… OF COLLABORATIONA unique understanding platform, with about 7350 enterprises, that keeps on growing and gather followers in new sectors such as the Financial Sector and, hopefully, the community at large. Main goal: to help Portugal and the world to implement and consolidate new business forms.

CHRONICLEMARCELO REBELO DE SOUSA, University Professor

Documents

Código 560 - #24 (English)