WISeKey Trailblazers 2011 World Economic Forum

The information contained in this booklet is based on
first-hand interviews with chief executive officers of
Global Growth Companies.

The views expressed in this publication do not
necessarily reflect those of the World Economic Forum.

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Contents
1. Introduction and Background ..............................................................................................1

2. Index of Portrayed Global Growth Companies ...................................................................2

3. Global Growth Company Success Stories
Accretive Health ......................................................................................................................4
Banco Compartamos ..............................................................................................................6
Beijing Redbaby Info-Tech.......................................................................................................8
Better Place ..........................................................................................................................10
Celulosa Argentina ................................................................................................................12
du .........................................................................................................................................14
IDEO .....................................................................................................................................16
illycaffè ..................................................................................................................................18
Indika Energy ........................................................................................................................20
Karuturi Global ......................................................................................................................22
Kokusai Kogyo Group ...........................................................................................................24
KPIT Cummins Infosystems ..................................................................................................26
LCY Chemical Corp. .............................................................................................................28
Lynas Corporation Limited ....................................................................................................30
MB Holding Company ...........................................................................................................32
M+W Group ..........................................................................................................................34
ReachLocal ...........................................................................................................................36
Serum Institute of India .........................................................................................................38
TAK Agro ..............................................................................................................................40
TOTVS ..................................................................................................................................42
Trina Solar .............................................................................................................................44
Vingroup ...............................................................................................................................46
WISeKey ...............................................................................................................................48
Yida Group Co.Ltd ................................................................................................................50

4. Global Growth Company Partners and Industry Shapers ................................................53

5. Annexes
Global Growth Company Community Agenda .......................................................................54
Executive Summary – Redefining the Future of Growth: The New Sustainability Champions........55
Acknowledgements ..............................................................................................................57
Photo Credits ........................................................................................................................58

Introduction and Background

This year marks the fifth anniversary of the founding of the World Economic Forum’s
Community of Global Growth Companies (GGCs). During the past five years, we have
witnessed the emergence of a new generation of economic leaders.

Recognizing their importance, the Community engages those players that, in addition to
showing consistently high growth rates, act as disruptors of traditional industries through
their new technologies and innovative business models. GGC members come from both fast
growing emerging markets and established economies.

As of August 2011, the Community includes more than 310 members from 70 countries and
various regions. Membership is by invitation only, reviewed by a committee that applies strict
selection criteria, and limited to 50 new companies globally each year. Eligible companies
generally have a turnover between US$ 100 million and US$ 5 billion, and consistent annual
growth rates exceeding industry and regional averages. Importantly, GGC members are
building a global business beyond their traditional markets and are committed to having a
positive effect on the economies and societies in which they operate.

To illustrate the diversity, richness and best practices of the Community, we are delighted to
share the profiles of 24 Community members in the second edition of Trailblazers, Shapers and
Innovators.

The World Economic Forum is proud of the Global Growth Company Community. We are
confident that these new champions will fully leverage the platform that the Forum provides to
them, and that they will make a strong commitment to our mission to improve the state of the
world.

Jeremy Jurgens Jerry Yu
Senior Director Director
Centre for Business Engagement Centre for Global Growth Companies

Index of Portrayed Global Growth Companies

M+W Group (p34)
Stuttgart
Infrastructure & Urban Development
IDEO (p16)
Palo Alto Accretive Health (p4)
Professional Services Chicago
Healthcare
(Consulting/Market Research)
Better Place (p10)
Palo Alto
Automotive

WISeKey (p48)
Banco Compartamos (p6) Geneva
Mexico City Information Technology
Banking (Microcredit)

ReachLocal (p36)
Woodland Hills
Media, Entertainment & Information

TAK Agro (p40)
Lagos
Agriculture, Food & Beverage

TOTVS (p42)
São Paulo
Information Technology

Celulosa Argentina (p12)
Buenos Aires
Pulp and Paper

Beijing Redbaby Info-Tech (p8)
Beijing
Retail and Consumer Goods

illycaffè (p18) Yida Group Co. Ltd (p50)
Trieste Dalian
Agriculture, Food & Beverage Trina Solar (p44)
Infrastructure & Urban Development
Changzhou
Energy (Photovoltaic modules) (Real Estate)

KPIT Cummins Infosystems (p26)
du (p14) Pune
Dubai Information Technology (Automotive)
Telecommunications
Kokusai Kogyo
Group (KKG) (p24)
Tokyo
Infrastructure & Urban
Development
MB Holding Company (p32)
Muttrah
Energy (Oil) LCY Chemical Corp. (p28)
Vingroup (p46) Taipei
Hanoi Chemicals (Fertilizers)
Serum Institute of India (p38) Infrastructure & Urban Development
Pune
Healthcare

Karuturi Global (p22) Indika Energy (p20)
Bangalore Jakarta
Agriculture, Food & Beverage Energy

Lynas Corporation Limited (p30)
Sydney
Mining & Metals (Rare Earths)

Global Growth Company Success Stories

Accretive Health
Healing Healthcare

A
cross the US, up to 90% of As a result, many hospitals and primary care
hospitals collect only 85% of their centres are haemorrhaging double-digit
due. Insurance claims revenue.
are often delayed,
denied, lost or overlooked. As Instead of Since 2003, Chicago-based
for emergency room services, addressing only Accretive Health has been
in the vast majority of cases, “attacking this very significant
partial solutions
hospitals are mandated by hospital revenue leakage”, in the
law to carry the treatment of or focusing wholly words of Etienne Deffarges, the
the uninsured, often at their on cost reductions, company’s Vice-Chairman, and a
own expense. While hospital Accretive Health member of the company’s founding
executives have their hands full
focuses on the entire management team. The company’s
focusing on clinical care and focus is to bridge and patch the
quality, front-end administrators
revenue cycle of its losses and inefficiencies rampant
are often inadequately armed customers. across the healthcare field. A built-
to grapple with, much less for-purpose company, Accretive
entirely understand, one of the most arcane, Health brings its industry-changing expertise
complex payment systems administered by and unmatched technology to everything
any industry. from insurance and benefits verification,
to medical treatment documentation and
coding, authorizations and referrals,
and bill preparation and collections.
The result: significant, sustainable
improvements in medical quality and
hospital operating margins, not to
mention increased patient satisfaction.

Instead of addressing only partial
solutions or focusing wholly on
cost reductions, Accretive Health
focuses on the entire revenue cycle
of its customers – typically multi-
hospital systems, including faith-
based or community healthcare
systems, academic medical centres,
independent ambulatory clinics, and
physician practice groups. Through
its innovative technology and process
excellence, the company assumes
responsibility for the management and

4 I World Economic Forum I Global Growth Companies

cost of a customer’s revenue cycle operations. too. Thanks to the recent White House allocation
It supplements the client’s existing staff with of US$ 16 billion to switch the US over to
seasoned Accretive Health personnel, technology, digital medical records, medical billing systems
savvy and culture. Not least, it serves as an on- will be compelled to undergo massive annual
site operational partner. upgrades in the future. Many medical executive
are concerned about their capacity to cope with
Among Accretive Health’s most recent initiatives these new regulations – and will happily outsource
is a pioneering alliance with Minnesota-based this function if it means +4-6% annually to their
Fairview Health Services, which cash collections and improved results.
owns seven Midwestern hospitals
and 42 primary care clinics. This "For every Deffarges credits the company’s
partnership focuses on reducing 100 patients who highly productive partnership with
total cost of care while improving the Global Growth Companies
medical outcomes, with thus-
show up to be Community “with helping us explore
far promising early results. The admitted at a future markets, and gain a greater
company is also expanding its hospital we serve, understanding and connection in
reach by promoting its offerings we will find 85 certain markets, such as India, where
internationally. we already operate.” Accretive Heath
paying solutions
Chief Executive Officer Mary Tolan
Accretive Care does a lot of things through a variety of recently addressed the prestigious
in a unique way. Example: It may funds." World Health Congress, and, given
step up to find coverage solutions her past participation in Davos, will no
for the uninsured. It may uncover ways to doubt be a valuable contributor to future World
increase the yield on a co-payment. It may ensure Economic Forum events.
that no process breakdowns lead to an insurance
company denial – Did the hospital get the right Over the past five years, the publicly traded Accretive
authorization and/or the proper referral? Was X Health, which reported 2010 revenue of US$ 610
or Y truly a medical necessity? Accretive Health million, has had a compounded annual growth rate of
helps health providers recover lost or delayed 45%. Since 2005, the company has also increased
revenue, but it also helps countless patients pay revenues by +359%. Currently holding only 1% of
for healthcare they otherwise could not afford. US market share, Accretive’s high-level growth is
Says Deffarges: “For every 100 patients who highly sustainable. From the perspective
show up to be admitted at a hospital we serve, of the health industry, Accretive Health
we will find 85 paying solutions through a variety is a niche market with limitless potential
of funds – whether it’s through federal money, that will continue to shape
state money, private foundations or specialized the health revenue cycle
interest funds.” landscape in the US and
beyond in an innovative,
By digging up and navigating health laws and game-changing way.
regulations, Accretive Health is fundamentally
reshaping the landscape of revenue cycle
management. The healthcare industry is booming,

Accretive Health

Industry Sector: Healthcare
Location: Chicago, USA
www.accretivehealth.com

Mary A. Tolan
Founder and Chief Executive Officer

Global Growth Companies I World Economic Forum I 5


Banco Compartamos
Lending a Hand

A
cross Mexico, the beneficiaries range “The financial sector
from a small Oaxacan retailer to a in Mexico has been very
Tlaxcala-based glazier and a Coahuila successful attending to the
native who used her microloan to pay needs of the middle-class and up,”
off her electricity bill and put down a payment on says Executive Vice-President Carlos Danel,
a half-dozen computers needed to start her own “but it has historically not seen the base of the
small coffee shop. pyramid as potential clients.” One of Banco
Compartamos’ competitive advantages? Talking
These three individuals were among the to potential clients in the streets and in the
beneficiaries of the 2011 Banco Compartamos mercados about their goals and dreams – then
microentrepreneur awards, given to women figuring out the best ways to serve their financial
who demonstrate outstanding entrepreneurial needs.
spirit. Over the past two decades, thanks to
Banco Compartamos’ microfinance programme Founded in 1990 as a not-for-profit NGO and
that advances loans of roughly 1,000 pesos supported by aid from international donors, the
apiece to local citizen within the country’s bank recognized early on that the accelerated
lowest economic brackets, Mexico City-based population growth across Mexico and Latin
Banco Compartamos has become one of Latin America had surpassed available jobs. Then
America’s largest, most successful institutions. and now, its goal is to bring financial services to


the largest number of people in the shortest amount from Mexico, the United States, Europe and South
of time, in particular to rural, underserved female America. More to the point, Banco Compartamos’
entrepreneurs who historically lack access to working historic IPO is the culmination of an ongoing strategy
capital loans. The bank realized early on that the within microfinance to bring in the private sector, and
highest form of collateral in socially cohesive Mexico relays the message that social service and profits can
was, and still is, a person’s reputation. exist side by side.

Example: Under the bank’s “Becoming a publicly traded company is not
“Credito Mujer” programme, Banco the road for every microfinance organization,”
Banco Compartamos extends says Danel, adding that post-IPO, Banco
Compartamos’
loans from 1,500 to 27,000 pesos Compartamos has tripled in size and is able
to each member of a group of comparative to serve many more millions of underserved
anywhere from 10-50 women, all advantage? Taking households. “But it does make sense for
of whom are granted life insurance to potential clients some markets and institutions.”
at no additional cost. The group in the streets and
then guarantees the bank that Today, Banco Compartamos boasts a
they will repay the loan, even
in the mercados portfolio of US$ 11,621 million pesos
if one of its members defaults. about their goals that it lends to more than 2 million clients
Once clients have paid off the first and dreams – then spread across commerce, building,
loan, they qualify for additional figuring out the best services, agriculture, livestock farming and
loans. These microloans permit manufacturing – a figure that dwarfs non-
ways to serve their
low-income Mexicans to develop profit microfinance organizations in Latin
productive activities that help them financial needs. America. The bank boasts 391 service
pay off their bills, improve their offices located in 32 Mexican states,
living environments, or buy raw materials en route to employs more than 12,000 people. And for the past
creating their own “microenterprises”. seven years, it has provided its investors with an
average annual return on equity of roughly 47%.
In 2000, Banco Compartamos morphed into a
“SOFOL”, rendering the bank eligible for bank Founder José Ignacio Avalos Hernández coined the
loans, debt placements and development bank bank’s name, Compartamos, which means “Let’s
funding. In 2006, Mexican authorities gave Banco Share”. As the bank expands its operations to other
Compartamos its bank license. And a year later, regions of Latin America, in particular Peru and
Banco Compartamos did something that transformed Guatemala, this philosophy can only bring the bank
it into an industry to watch. By launching a 2007 IPO, and its customers additional dividends. Not least,
the bank effectively became an intermediary financial this Latin American bellwether is showing the rest of
agent between large investors and the lower income the industry what the possible future of microfinance
segments. Banco Compartamos’ IPO caused some holds.
controversy within the industry about the spirit
and meaning of microfinance, yet no one could
dispute the total proceeds of US$ 468 million, with
purchases by 5,920 institutional and retail investors

Banco Compartamos

Industry Sector: Banking (Microcredit)
Location: Mexico City, Mexico
www.compartamos.com

Carlos Labarthe Costas Fernando Alvarez Toca
Executive President Chief Executive Officer



Beijing Redbaby Info-Tech
Family Affair

W
hen pondering Beijing-based selling, among other things, baby food, furniture,
Redbaby Info-Tech, one can’t help nursing equipment and maternity clothing (China
but think of Amazon.com. The is the second-largest market for child-friendly
original Web-based bookseller products after the US). Today, with its dedicated
continues its restless evolution and today sells call centre, community sites, special channels,
consumers around the world everything from multiple platforms, distribution branches across
shoes to grilling equipment and iPod speakers eight Chinese provinces, and focus on customer
to power tools. Could Redbaby follow in its experience, Redbaby is a multi-channel retailer
footsteps? catering to the needs of the entire family, offering
roughly 6 million Chinese consumers convenient
A leading catalogue and online retailing shopping services 24/7.
company, and China’s largest multi-channel
direct sales retailer, Redbaby is clearly poised Led by Chief Executive Officer Xu Peixin, the
for continuing growth and success. Founded company broke even in its first year of funding,
in 2004, the company began its life as a B2C with 2007 revenue of US$ 86 million, and since
baby and maternal care product company 2004 has grown annually by 300%. Named


the number one e-commerce website of the top the first female integrated shopping website in China..
100 most valuable companies worth investing in, With its combined revenues of RMB 1.5 billion from
its shareholders include Northern its online and catalogue sales businesses
Night Venture Capital, New Enterprise in 2010 (with maternal care and childcare
Associates and KPCB China. Redbaby "Performance is products accounting for RMB 960 million,
understands that among the keys to not a competitive and non-maternal and childcare products
its success is the fruitful relationship accounting for RMB 540 million), experts
enterprise. The key
between the customer and the predict that the company’s new online
company. “Performance is not a is the customer, good shopping platform, Binggo.com, will pass
competitive enterprise,” Xu Peixin has customer service, its target of RMB 1 billion this year, while
been quoted as saying. “The key is good customer revenues from other businesses maintain
the customer, good customer service,
experiences and, parity with those of last year. According
good customer experiences and, to plans that the company revealed in
ultimately, trust.”
ultimately, trust." 2010, Redbaby will make its website the
core of its business while maintaining a
In addition to its various shopping websites, the dual catalogue/online business model.
company has opened a dozen branches covering
16 provinces and cities to handle, on average, “We are very honoured to become a member of
the 30,000 orders for 60,000 products that run the Global Growth Company Community,” says
through its system every day. Other B2C companies, Xu Peixin. “As the demand for the entire market
including Dangdang, and even Amazon in China, continues to expand, we expect our own growth to
outsource their logistics services. But by establishing continue, along with the continuous innovation we
its own logistics team, Redbaby has lowered costs have seen during the past seven years of industry
and improved its delivery systems, easily outpacing leadership.”
the competition.

Today, with operations in Beijing, Tianjin, Shanghai,
Shenyang, Nanjing, Wuhan, Dalian, Hangzhou and
half a dozen other cities and towns, Redbaby’s
growth is poised to continue alongside China’s rapid
development, especially after the company launching

Beijing Redbaby Info-Tech

Industry Sector: Retail and Consumer Goods
Location: Beijing, People’s Republic of China
www.redbaby.com.cn

Xu Peixin
Chief Executive Officer



Better Place
Electric Dreams

P
erhaps no company extant has more goal? To reduce worldwide reliance on oil with
direct links to the World Economic a market-based model and infrastructure that
Forum than Better could potentially spur widespread
Place, founded in Palo adoption of a new breed of electric
Alto, California. Founder and Chief Thanks to Better vehicles.
Executive Officer Shai Agassi has Six years after he first mulled
said that his company’s name
Place, consumers over Schwab’s challenge,
was inspired by a question Klaus have the same Agassi’s Better Place is on track
Schwab posed in Davos in 2005: freedom driving to becoming the first scalable,
“How do you make the world a electric cars as they sustainable personal transportation
better place by 2020?” system designed for the mass
enjoy today with
market, well beyond early adopters
Agassi took Schwab’s dictum their gas-powered or “greenies.”
not as a hypothesis, but as a vehicles.
thoughtful call to arms. After all, Why electric cars, and why
then as now, gas-powered vehicles continue to now? The reasons range from economic and
play a critical part in the high levels of carbon technological to environmental and health-related
emissions across the developed world, by as (with a dash of geopolitics thrown in), according
much as 50% in some European countries. This to John Proctor, Better Place’s Director, Global
is why former SAP-executive Agassi came up Communications, who points out: “With
with a plan to create a complete solution for Better Place, consumers gain affordability and
electric transportation. Better Place’s audacious convenience.” After all, if they don’t, they won’t
opt for electric at
the scale needed for
significant impact on oil
dependence.

Thanks to Better Place,
consumers have the
same freedom driving
electric cars as they
enjoy today with their
gas-powered vehicles.
Embedded software in
their cars’ dashboards
lets them know how
much energy remains
in the battery and, if
needed, guides them
to physical charge


spots and battery switch stations across a country Place announced a strategic agreement with China
or region. Replacing a nearly drained battery at Southern Power Grid Company, the world’s eighth
an automated switch station takes less time than largest utility, to further advance electric cars with
replenishing a car with gas at a fuel pump. Home- switchable batteries across China. The new alliance is
and workplace-based charge spots enable drivers rolling out a battery switch station and joint education
to top off their batteries easily and centre in Guangzhou by the end of 2011.
regularly. And thanks to advances in
the batteries, and the stable cost of Replacing a nearly John Proctor notes that Better Place
electricity relative to oil prices, the per- has created an ecosystem that extends
drained battery
kilometre cost of transportation in an far beyond a carmaker like Renault to
EV sedan is significantly lower than at an automated achieve its mission. The company’s range
that of a gas-powered one, even after switch station of alliances includes a fleet of owners in
consumers factor in the amortized takes less time than Israel, as well as the leading operators
cost of the battery.
replenishing a car of gas stations, Danish state railways,
global powerhouses like GE, automotive
But it’s not just consumers who with gas at a fuel clubs, HSBC and other financial backers,
would win big if electric vehicles with pump. and (in the largest deal of its kind) an
switchable batteries gain widespread electric utility in Australia that will power
traction. EVs offer governments the opportunity the company’s network with 100% renewable energy.
for energy independence and environmental More automobile manufacturers are expected to
sustainability. A collective movement towards sign on, too. Not least, governments and the public
electric-powered transport keeps funds otherwise sector can begin establishing a sustainable direction
spent to import oil within a nation’s borders, opens – and example – for future generations.
up new opportunities to use surfeits of electricity that
otherwise go to waste at off-peak times, and creates By the end of 2011, Renault will begin rolling out the
new markets for renewable energy from wind, solar, first of 100,000 switchable-battery vehicles already
geothermal and tidal sources. Moreover, the charge committed for Israel and Denmark, with Australia to
spots, battery switch stations, grid technologies follow in 2012. And CEO Agassi is proof positive that
and other infrastructure engender new (and hard- one person can be charged to help make the world a
to-outsource) jobs in construction, engineering and better, cleaner place. As the CEO himself said once,
management. “Sometimes people
have to remind you
In 2008, Israel became the first country and Renault to aim high.”
the first carmaker to embrace the Better Place model
of building a network to enable the mass adoption
of electric vehicles and offering a clean, competitive
alternative to gas-powered cars. Denmark and
Australia followed suit soon thereafter. This past
April, alongside officials from Guangzhou, Better

Better Place

Industry Sector: Automotive
Location: Palo Alto, USA
www.betterplace.com

Shai Agassi
Founder and Chief Executive Officer



Celulosa Argentina
Into the Woods

T
he 2008 International Book “For us, trees are a crop, like growing
Fair in Buenos Aires, Argentina, soybeans or corn,” says Chairman
had a not-altogether-expected Douglas Albrecht, remarking that
patron. The literary world may Argentina is one of the most efficient
have been migrating slowly towards places in the world to grow food and
Kindles, Nooks and e-books, but the forestry products. Celulosa Argentina’s
support of corporate sponsor Celulosa dedication to “sustainability” extends
Argentina reminded the publishers, across his business model and practice
authors, librarians and to how Albrecht manages
book sellers milling around his approximately 2,000
the largest book fair in the "For us, trees employees. “We take
Spanish-speaking world are like crop, like our carbon footprint very
that, well, paper matters. seriously.”
growing soybeans
Those two words might and corn." Celulosa Argentina also
well be among the owns and operates
dictums of Martinez, Argentina-based sawmills, paper mills and plywood mills
Celulosa Argentina and its shareholder, across Argentina, Uruguay and Chile –
Grupo Tapebicua, a leading player centres that specialize in growing and
in that country’s forest industry and processing eucalyptus and pinewood
renewable energy sectors. An integrated for the purposes of manufacturing and
regional corporation that links solid, distributing high-quality plywood, floors,
sustainable forest development with decks, tongue-and-groove boards,
the manufacturing, marketing and beams and moulding. The company
distribution of successful high value- also owns some 21,000 hectares of pine
added products, Celulosa Argentina has and eucalyptus forest in the northwest
resource and energy investments across Argentine province of Corrientes and in
Argentina and Uruguay that include pulp, Uruguay. Every year, Celulosa Argentina
paper and forestry products, as well as produces roughly 217,000 tons of pulp
bio-diesel and oil and gas exploration. and 205,000 tons of paper, including
Committed to the use of renewable packaging paper and coated and non-
resources, the company oversees its coated printing, writing and tissue paper
forests in accordance with the most (a fast-growing market in which Celulosa
stringent environmental guidelines and Argentina plans to expand its presence),
international criteria, with a chain of that it then distributes to both domestic
custody involving raw material derived and global markets. Not least, its affiliate
from forests certified under Forest company, Patagonia Bioenergia, is
Stewardship Council standards. one of the world’s largest independent
producers of soy biodiesel.


No less impressive than its holdings is the company’s the Community of Global Growth Companies
longstanding corporate responsibility. As the second (Celulosa Argentina has been a Member since
largest employer in Argentina’s Corrientes province, 2009), particularly during these volatile economic
Celulosa Argentina regularly donates wood for the and political times. In particular, he appreciates
construction of rural housing. The company also the knowledge he has gained – and can continue
works jointly with local health centres, conducting imparting – from his South American headquarters.
campaigns such as Dengue Prevention and for the “We do have a small but important niche in the global
prevention of other diseases, and is committed to community,” notes Albrecht. “In our wood products
providing its products to local fire brigades, hospitals business, for example, there is a growing demand
and schools. for inputs coming primarily for
Asia. Here, Asia talks to South
Celulosa Argentina’s growth strategy focuses on America without necessarily
value-added businesses, including tissue and talking to North America.
hygiene products, renewable energy and in food- From the perspective
related sectors. Optimally, the company will continue of global growth, I find
acquiring forestry assets, thereby reducing its it extremely valuable
dependence on third parties for its raw materials, to interact with a
including fibre and eucalyptus wood. community that can
share these issues
As an Argentina-based businessperson, Chairman together.”
Albrecht has found value in interacting with

Celulosa Argentina

Industry Sector: Pulp and Paper
Location: Buenos Aires, Argentina
www.celulosaargentina.com.ar

Douglas Albrecht
Chairman



du
The Ringing Sound of Success

T
he United Arab Emirates (UAE) has services to individuals, homes and businesses,
one of the most modern, sophisticated and carrier services to businesses. It has also
telecommunications sectors in the brought to the market new services including
world. It’s a fast-growing one, too. its Pay by the Second billing system, Mobile
According to the Global Information Technology TV, mobile payments, and du’s “Wow” recharge
Report published by the World Economic Forum card, which offers subscribers the choice among
in 2009, the UAE is the most wired among Arab “more credit”, “more international” and “more
nations, with soaring broadband subscriptions time”. Not least, du brings scalable media
accounting for more than half of all Internet technology platforms and telecommunication
connections. solutions to the broadcast community through
its world-class teleport (Samacon) and Master
With over 2,000 employees, a mobile subscriber Control Room (MCR) facilities.
base of over 4.7 million customers across the
United Arab Emirates and over 20% growth The company continues to innovate and
thus far in 2011, du is the second largest expand. In 2009, du and UK giant Vodafone
mobile operator in the UAE, as well as the Group signed an exclusive non-equity strategic
telecommunications operator of choice for a partnership to help both companies better
large majority of new subscribers. serve the needs of their respective customers
in the UAE. As a result, du now has exclusive
Consumers can buy the company’s products access to Vodafone’s range of products,
and services either online or through du’s devices and services in the UAE, and will be
retail network, to date including 41 shops able to draw on Vodafone’s experience in supply
and over 3000 authorized dealers, including chain management, technology development
the company’s Abu Dhabi and Dubai flagship and acquisition of enterprise customers from
stores. Among du’s offerings: fixed and mobile multinational companies, as well as improved
telephony; broadband connectivity; and IPTV inter-working between networks across the


67 countries where Vodafone operates. In return, copying machines. Not least, in a hot, sunny part
Vodafone’s customers will enjoy extensive coverage of the world, du has implemented its first-ever solar
across the UAE, and du’s state-of-the- power project on Sir Bu Nair Island,
art 3G network. In 2008, the company which will provide mobile coverage
also joined with Microsoft to organize Paralleling its for the entire island using zero fossil
the “Imagine Cup” competition for
fast growth, du is fuel energy – meaning zero carbon
UAE college and university students, a emissions. To improve its environmental
competition designed to spark students’
also a champion friendliness, the company plans to
creativity and innovation in developing of the environment implement additional power sites at
intelligent mobile apps on the themes dedicated to remote locations.
of social networking, lifestyle and reducing technology
environment to serve a social cause. Then there’s the Green du initiative,
waste across the aimed at improving the eco-friendliness
Paralleling its fast growth, du is also UAE. of du’s base transceiver stations. du
a champion of the environment. For has contracted with a leading German
the company, sustainability can be as elemental company to implement a hybrid power system in
as printing double-sided paper to reduce waste; their base transceiver sites. The new systems will
establishing a system-wide eco-friendly e-billing be fully implemented in over 100 sites by the end of
system; providing reusable coffee and tea mugs 2011, reducing company-wide fuel consumption by
for employees; or, partnering with Hewlett-Packard more than 50%.
to create the Planet Partners Program, dedicated
to reducing technology waste across the UAE by du isn’t just a telecommunications company, but an
recycling the toner cartridges used in printers and industry leader, whether locally or long-distance.

du

Industry Sector: Telecommunications
Location: Dubai, United Arab Emirates
www.du.ae

Osman Sultan



IDEO
Design for Living

“O
ne of the fascinating shared Founded in 1991, the Palo Alto,
challenges of being a California-based IDEO design firm is an
member of the Global Growth industry pioneer whose human-centred, design-
Company Community,” says based approach brings sustainable innovation to
IDEO Chief Executive Officer Tim Brown, “is the organizations, business, governments, healthcare
recognition that, while we may be strong in our providers and social sectors. Whether IDEO is
own countries, we are continually learning in working on new products in the medical industry,
new, different markets. And, not least, that we or working with healthcare giants like Mayo Clinic
also recognize that the era when companies or Kaiser Permanente, or alongside government
were internally focused and controlled their own agencies in Singapore and the US, the company
brands and services may be coming to an end.” believes that the power of design – and design
thinking, which combines technical possibility
The first mouse for Apple. The Palm V handheld with sound business strategy around human-
device. Crest’s no-squeeze, stand-up toothpaste centred needs – can help create new products,
tube. Bank of America’s Keep the Change shape human behaviour, solve problems and
account service. Air New Zealand’s redesigned create long-lasting, sustainable solutions. IDEO’s
economy class, not to mention the LifePort mission, says Brown, is threefold: to understand
Kidney Transporter. Without the industry-shaping what consumers really need; turn that need
innovations of design and consultancy firm into a compelling product or experience for the
IDEO, the world might still be pressing random, consumer and the company; and then learn
crooked buttons, or lugging around a clattering how to create and scale that same product or
50-pound digital calendar in a backpack. experience.


Whether it’s a retailer who seeks IDEO’s help IDEO is consistently ranked by industry experts as
in reaching a new demographic, a smartphone among the top 25 most innovative firms in the world.
manufacturer seeking to reinvent the gaming Today, its client list ranges from Hewlett Packard to
experience, a hospital eager to improve the overall AT&T, Vodafone, Samsung and BBVA, with more
quality of its patient care, or a government looking than half its overall revenue coming from European,
for ways to increase healthy eating Asian and overseas clients.
in children, IDEO assembles a
team made up of industry experts "More and more IDEO Chief Executive Officer Brown is
who observe and assess the global companies most excited by the potential of fostering
consumer experience. Business genuine social innovation by addressing
realize that
designers, industrial designers, such global issues as poverty, nutrition,
engineers, psychologists, social innovation is a health, water and sanitation, economic
scientists, marketers and other IDEO practical, scalable, empowerment, access to financial services,
multidisciplinary experts partner with sustainable way of and gender equity, in both the private and
clients to tackle systemic challenges,
doing business – and public sectors. How will medical device
ultimately formulating working companies, insurance companies, financial
models and working prototypes
in a volatile world, service providers and non-profits of the
using the methods and tools of they are making future tackle these concerns?
IDEO’s design-thinking approach. innovation a core
The result: new companies, competency." Brown reserves his greatest excitement for
business models, brands, products, the Asian markets, as he considers Asia
services, spaces and interactive experiences, as well the epicentre of exciting, innovative ideas, industries,
as newfound company-wide cultures and internal and markets. Even better, with its new locations in
systems and processes that allow for ongoing, Singapore, Tokyo and Mumbai as well as its office
sustainable innovation. in Shanghai, IDEO as poised for continuing success
and growth. Says Brown: “More and more global
By inspiring some of the biggest companies in the companies realize that innovation is a practical,
world to transform their organizations by focusing scalable, sustainable way of doing business – and
on consumers, IDEO has become far more than a in a volatile world, they are making innovation a core
design company. Today, along with design firms, it competency.”
competes with management consulting companies
such as McKinsey, The Boston Consulting Group In hindsight, you might say that industry-shaper IDEO
and Bain. IDEO invites its clients into the innovation led the way.
process by encouraging them to identify consumer
needs, use collaboration as a means to generate
growth, and bring new ideas to market.

IDEO

Industry Sector: Professional Services (Consulting/Market Research)
Location: Palo Alto, USA
www.ideo.com

Tim Brown



illycaffè
Dark Victory

i
llycaffè seeks nothing less than perfection. “illycaffè is a stakeholder company founded on
Founded in 1935 and headquartered ethics, whose goal is the improvement of quality
in Trieste, Italy, the food and beverage of life,” Andrea Illy says. This philosophy explains
corporation markets its signature why the company’s commitment to continuously
espresso blend in 140 countries worldwide, exceeding environmental, social and economic
employs 800 people, and serves more than sustainability standards on all rungs of the value
50,000 high-end restaurants and Italian-style chain has made illycaffè an industry-shaping
coffee bars on five continents. leader. “Coffee that is consumed
(Lest anyone forget, company mainly in the western countries comes
founder Francesco Illy invented By guaranteeing a from the south of the world, from
the “illetta”, the first coffee countries that often are poor and
profit to its growers
machine with automatic water underdeveloped,” says Anna Adriani,
dosing and a compressed air in every transaction, illycaffè’s Global Public Relations and
jet – which is the predecessor illycaffè has created Corporate Responsibility Director. “So
of today’s espresso machines). a full-fledged, it is important that the company deals
industry-leading with these countries in a sustainable,
Led by Chairman and Chief ethical way.”
Executive Officer, Andrea Illy,
system that instils a
a third-generation member of widespread culture illycaffè has long considered “quality”
the founding family, today’s of quality and and “sustainability” to be inseparable
illycaffè takes a holistic sustainability from – and contagious. Over the years, the
approach towards its industry, company has made huge investments
the boardroom to the in improving its environmental impact
focusing on all factors that go
into creating a singular cup plantation. management. Example: in 2003, its
of espresso: the production, central Trieste facility rolled out a new
the relationship with growers, the blend, the roasting unit, whose maximum fume emission
machines, the preparation, the training of rate was over 1/20th lower than the legal limit –
specialized bar staff, and even the design of the an initiative that significantly reduced its energy
bars and venues where consumers consumption and increased its production
enjoy a great cup of coffee. This capacity.
360-degree approach
works: in 2010,?the From the coffee farmers in South and Central
illycaffè group, with its America, India and Africa, all the way to the
11 direct and indirect espresso-sipping consumer, illycaffè’s tireless
subsidiaries, achieved search for quality creates a virtuous cycle that
consolidated sales of € 305 creates value for all its stakeholders. It buys
million with 3.5% net profits, with the highest-quality beans directly from farmers,
exports representing 56% of total paying them higher prices than international
sales. market standards in order to reward quality


products and foster ongoing improvement. In industry-leading system that instils a widespread
conjunction with the Oxford University Centre culture of quality and sustainability from the
for the Environment, illycaffè undertook in 2008 boardroom to the plantation. In short, everyone wins.
a three-year research project to develop a more
sustainable agricultural The food and beverage
production system, and industry has taken
identify a model that notice, too. While
could be extended to global authorities
other crop production have recognized and
systems. The result? honoured illycaffè
A series of pioneering over the years for
growing, production its sustainability (the
and processing company’s awards
techniques, including include the UNI EN
the ecologically-sound ISO 14001 standard,
“semi-washed” method certifying the company’s
that illycaffè suppliers environmental
use during post-harvest management system;
processing, which and the EMAS
preserves up to 90% certification strictly
of the water that other governing emissions,
methods consume, while energy consumption
also reducing potentially and waste recycling),
polluting waste water. few distinctions made
illycaffè prouder than
But producing one the distinction it
blend across the world received earlier this year.
means an increased In March 2011, illycaffè
investment in logistics. How does illycaffè offset the was the first-ever company to receive the rigorous
cost disadvantages, and balance short-term financial Det Norske Veritas (DNV) Responsible Supply Chain
goals with long-term green impact? “Again, for us, Process Certification, attesting to the company’s
quality without sustainability cannot exist,” says longstanding sustainable approach to production,
Adriana. “This is our business model, our mission, one that recognizes everyone from the board of
our passion, and our obsession. ‘Short-term’ is not directors to management and operational personnel.
part of illycaffè’s vocabulary. We are a stakeholder
company whose historic and long-term goal is to illycaffè’s long-term success shows that creating a
improve the quality of life of everyone with whom we business on a foundation of ethical environmental,
interact: customers, clients, employees, suppliers social and economic sustainability can create an
and communities.” enviable – and duplicable – model of caffeinated
growth, profits and pride.
By guaranteeing a profit to its growers in every
transaction, illycaffè has created a full-fledged,

illycaffè

Industry Sector: Agriculture, Food & Beverage
Location: Trieste, Italy
www.illy.com

Andrea Illy
Chairman and Chief Executive Officer



Indika Energy
Staying Power

I
t can be challenging for a business and construction services; mining contractor and
to succeed in Indonesia. Entrenched services; coal transport and logistics services;
and traditional, the largest economy and even a power generation project.
in South-East Asia is known for its
complicated regulations and occasionally long- One major coup was the 2009 acquisition of PT
winded bureaucratic processes. Moreover, the Petrosea Tbk, a multidisciplinary engineering,
republic was hit hard by the Asian construction and contract mining
financial crisis of the late 1990s, company with a high-achieving
when Indonesia’s economy shrank The main driver track record in Indonesia. The
by nearly 14%. But over the of Indika Energy’s purchase not only strengthened
past few years, according to M. Indika Energy’s leadership in mining
Arsjad Rasjid P. Mangkuningrat,
moves: Strong services, but also buttressed its
President Director and Co-Group integration along capacity to deliver total energy
Chief Executive Officer of Jakarta- the whole energy services, from acquiring mining
based PT Indika Energy Tbk, the supply chain. rights and feasibility studies, to
Indonesian business environment mining operations, processing,
has mounted a gradual, steady production and barging, and
economic recovery. Notes Mangkuningrat, a transhipment and offtake – which is another way
World Economic Forum Young Global Leader of of saying that the company, which currently has
2011: “The most important thing is that we are more than 6,000 employees, became a fully
moving in the right direction.” integrated entity with strategic synergies in place
to fuel its future growth, while leveraging Asia’s
Take the company currently led by rapidly growing demand for energy.
Mangkuningrat and his co-chief executive officer,
Wishnu Wardhana, as an example. Incorporated The main driver of Indika Energy’s moves: Strong
in 2000, with roots in the energy sector spanning integration along the whole energy supply
as far back as 1973, Indika chain. “We want to combine natural resources,
Energy is Indonesia’s services and infrastructure in a seamless way,”
leading integrated energy says Mangkuningrat, adding that, in the past,
company, providing its this has proven to result in group synergy and
customers total energy improved operating efficiency. Although coal is
solutions in the areas the core driver of Indika Energy, given the poor
of energy resources, state of infrastructure in Indonesia, logistics and
energy services and transportation are also vital components of the
energy infrastructure. It supply chain. Adds Mangkuningrat: “In mining,
accomplishes this through there are two main cost centres – mining services
strategic investments in the and logistics – and by having these businesses,
areas of coal production; we are converting our costs into revenue on a
engineering, procurement consolidated basis.”


Mangkuningrat believes that the company’s complete Driven by its goal to become an integrated world-
understanding of the supply chain has given it an class energy player, the company will continue
enormous advantage over other coal companies. leveraging Indonesia’s national resources, taking
Take Cirebon Electric Power as an example. Cirebon advantage of the increasing demand for energy,
not only buys the group’s low-calorific coal, but integrating its energy platforms with operational
also ensures steady income for the group whenever efficiency, maximizing production, and increasing
commodity prices fluctuate. Says Mangkuningrat: partnerships within the energy sector.
“This way, our financial risks are well-managed
and, on the aspirational side, we have synergy and Final words? “Of course, like every business, we face
security.” a lot of challenges,” says Mangkuningrat. “But good
corporate governance is transforming the Indonesian
Unlike most Asian companies, Indika Energy has business environment. Has it reached 100% yet? No,
a distinctive dual Chief Executive Officer structure. but we are getting there. The fundamental issues we
According to Mangkuningrat, it is among the factors face are those faced by corporations everywhere:
that makes the company unique, along with its globalization, competition and a pressing need for
strategy. “Indonesia has abundant natural resources, transparency. The best part is, we are increasingly
political stability, strong macroeconomic policy and primed to compete against ourselves.”
a demographic bonus of a large, young population.
Equally important, we have a young and very
dynamic leadership team too,” he emphasizes.

Indika Energy

Industry Sector: Energy
Location: Jakarta, Indonesia
www.indikaenergy.co.id

M. Arsjad Rasjid P. Wishnu Wardhana
Mangkuningrat Vice-President and Co-Chief
President Director, Co-Chief Executive Officer
Executive Officer



Karuturi Global
Stemming World Hunger

I
t sounds at first like a fever dream: roses, website, www.rosebazaar.
acres upon acres of them, growing in com, the only flower-auction portal
Ethiopian and Kenyan greenhouses, in India and South-East Asia, is the
against a backdrop of richly tilled land. culmination of Karuturi Global’s efforts to develop
It’s even more surprising to discover that an a real-time auction engine for agro commodities
Indian corporation, Karuturi Global, and other perishable goods. In
is responsible for the planting, addition, Karuturi Global’s highly
cultivation, storage, export, and Investing in profitable and fast-growing IT
distribution of roughly 555 million agriculture is business offers e-commerce
stems annually across Europe, the solutions to large MNCs and
among the best ways medium-sized companies around
US, the Middle East, Australia and
Japan. not just to keep a Bangalore dealing with perishable
reliable lid on supply goods and commodities, paper
Karuturi Global is the world leader shortages, but also industries, workflow automation
in the production of cut roses with and telecommunication, and
to boost African and
an 8% share of the floriculture it recently expanded into the
market that industry experts predict global agriculture. consumer broadband market.
will rise to 13% as the corporation
expands its African base of operations. But But Karuturi Global isn’t merely a multinational
that’s just one of its businesses. Back home in Indian agriculture products company. The
Bangalore, the company is engaged in the bulk company is a genuine change agent for global
processing, bottling, and export of gherkins and growth, prosperity, and cultural and economic
other vegetables. The company’s e-commerce transformation.


Among the company’s stated missions is to do is among the best ways not just to keep a reliable lid
whatever it can to help alleviate worldwide and on supply shortages, but also to boost African and
African food shortages. Towards this end, Karuturi global agriculture.
Global was among the very first foreign firms to
acquire land tracts from the Ethiopian and Kenyan Karuturi Global is also committed to sustainability.
governments – to date, more than 300,000 hectares The company uses indigenous greenhouses,
of land – to grow and produce maize, vegetables, rainwater harvesting, environmentally-friendly
grains, corn, palm oil and sugar cane. By April 2013, fertilizers, and hydroponic cultivation. Devoted to
Karuturi Global will have developed one-third of favourably influencing the lives of African workers and
its land-leased 300,000-hectare plot in Gambella, their families, Karuturi Global donates and distributes
Western Ethiopia, with the entire farm ready for clothing, has contributed US$ 75,000 towards one
planting by the spring of 2015. Even better, despite township’s drinking water supply, provides free food
water supplies being copious in Gambella, Karuturi and healthcare services to non-employed locals, as
Global plans to construct its own irrigation and well as infrastructure to local police departments, and
energy infrastructure, rather than depend on an even manages a Kenyan football club. Alongside its
overtaxed government. social welfare and community development initiatives,
the company has provided schools, housing and
The question remains: Why Africa? For agro-based transportation facilities to its 3,000-strong workforce
corporations, the continent is opportunity-rich. The across Kenya and Ethiopia.
political and macroeconomic systems are stable.
Land, labour and export prices are relatively low. And For the world and its fragile food supply, Karuturi
in a world facing present-day and future food crises, Global hopes that everything will ultimately come up
Karuturi Global believes that investing in agriculture roses.

Karuturi Global

Industry Sector: Agriculture, Food & Beverage
Location: Bangalore, India
www.karuturi.com

Sai Ramakrishna Karuturi
Managing Director



Kokusai Kogyo Group (KKG)
Behind Green Eyes and Green Vision

W
hat does Japan – and the rest of from its distinctive “perspective from the sky.”
the world – look like from above? But in response to the demands of an
Can an eagle-eyed environmental and energy age
perspective help accompanied by climate change, a
global society and governments spate of natural disasters and rapid
worldwide grow safe, secure,
KKG uses aerial IT evolution, KKG is pioneering a
community-oriented infrastructures photography and wholly new course. Using its cutting-
that put the environment, and high-resolution edge data capturing technologies to
human beings, first? satellite to adapt acquire a wide range of topological,
geological and oceanographic
its findings to help
One company strongly believes data, KKG has re-engineered
the answer is yes. Since 1947, prevent, or mitigate, its geographical and geospatial
publicly listed aerial-surveying future environmental information business into a “green
specialist Kokusai Kogyo Group emergencies across infrastructure” business, with the
(KKG) has been measuring
the globe. goal of creating a low-carbon,
everything from the continental disaster-resilient and, not least,
shelf to outer space. In the 60- people-friendly society.
plus years since its founding, KKG has come up
with a wide variety of solutions, serving areas Under the leadership of its dynamic Chief
ranging from city planning, disaster prevention Executive Officer, Sandra Wu, KKG has
and protection to environmental improvements, rededicated itself to developing and managing
green infrastructures on a
global scale, including solar
photovoltaic power plants
in Japan and Europe. “We
think it is the future,” says
Wu. KKG wants to do
more than simply maintain
and/or preserve the global
environment; it wants to
change it. Accordingly,
KKG has reorganized its
core businesses into three
synergistic segments. The
Geospatial Consulting
business uses cutting-edge
technologies to support
infrastructure development
and protect society from


natural disasters and environmental issues. From on disaster relief to the quake-hit area, KKG used
technical design to operation and management, the aerial photography and high-resolution satellite
second segment, Green Energy, leverages KKG’s images, tsunami disaster simulations, and analysis
expertise in renewable energy to develop, operate of geological surveys covering active faults and other
and manage solar photovoltaic power facilities, hazard sources. An equally essential company goal:
as well as to provide customized To adapt its findings to help prevent, or
renewable energy solutions to local mitigate, future environmental emergencies
communities. Finally, KKG’s Green "The private sector across the globe. This past spring, Wu
Property business is responsible joined more than 2,600 participants from
and our society rely
for private and public property and 168 countries in the United Nation’s Global
construction management with on each other – and Platform for Disaster Risk Reduction
solutions for energy preservation we know we have to in Geneva. As the only private sector
and promoting use of renewable build together with panellist among ministers and leaders of
energies, using its patented international NGOs, Wu drew widespread
the society."
geospatial technology and green attention and acclaim for arguing on
energy experience and expertise. behalf of what the private sector can bring
to national and local-level disaster risk reduction –
As it transitions to a future “Green Community”, namely expertise, experience and highly practical
KKG is today engaged in global environment-related solutions.
projects in more than 100 countries and developing
renewable energy power plants across the globe. Actively involved in the World Economic Forum, and
KKG plans on leveraging its track record in Europe one of the key players within the Forum’s Disaster
and Japan as a springboard for future expansion into Risk Partnership initiative, the experienced, Chinese-
Asia and other countries. “Our target has never been born Wu is one of the first Asian women to be named
just Japan,” says Wu. “Whatever we do, we can to the leadership of a Japanese company, a listed
introduce the Japanese experience to the rest of the one with more than 60 years history. While Wu avoids
world.” using words like “vision” or “mission,” she and her
company are both bursting with plans for the future.
KKG is also using its broad-based experience to help
the world avert future environmental disasters. In the “As far as renewable energy is concerned, this is an
wake of the Tohoku earthquake and tsunami, KKG important, even crucial, time for KKG,” says Wu. “We
set up an immediate response centre to provide up- want to make a contribution to society. The private
to-the-moment information to the central and local sector and our society rely on each other – and we
governments. Shouldering the cost, and focusing know we have to build together with the society.”

Kokusai Kogyo Group (KKG)

Industry Sector: Infrastructure & Urban Development
Location: Tokyo, Japan
www.kk-grp.jp

Sandra Wu Wen-Hsiu
President and Chief Executive Officer



KPIT Cummins Infosystems
Making a Difference 2.0

T
he most dynamic ideas sometimes by over 35% and reduces greenhouse gas
spring forth at the least opportune emissions by over 30%. Designed to operate
times. in everyday urban traffic, Revolo is the only
technology in the world that can transform a gas-
In 2008, a KPIT Cummins engineer found guzzling passenger car into an environmentally
himself trapped in Mumbai rush hour traffic. mindful, fuel-efficient, high-performance hybrid,
Gazing out the window of his car without interfering with the original
at the carbon emissions choking equipment manufacturer (OEM)
the skies, he wondered: Could "We believe that the transmission configuration.
KPIT Cummins Infosystems, world of automobiles
a leading product engineering None of which should come as any
is at a major
and IT consulting company with surprise to the industry-shaping
a longstanding focus on the paradigm shift. KPIT Cummins, which dubs itself
automotive, manufacturing and With the Revolo, an engineer of “a smart and green
energy & utilities industries, come we were focused future, who drives sustainable
up with an innovative solution to
on coming up evolution through co-innovation”.
reduce carbon emissions without With its technology and domain
drivers having to trade in their
with an affordable prowess and approximately 6,500
automobiles for a new hybrid? and retrofittable employees, and driven by its
solution." philosophy of “green growth”, KPIT
Two years later, in collaboration Cummins partners with over 150
with Bharat Forge, Pune, India-based KPIT global manufacturing corporations, including
Cummins announced Revolo, an industry- original equipment manufacturers and Tier
shaping plug-in parallel hybrid solution for 1 companies. Through its industry-shaping
automobiles. In only four to six hours (the time expertise in architecting simple, dependable,
it takes to install the technology), car owners futuristic engineering and enterprise solutions,
can add the Revolo system to their engines, at the company helps its customers bring advanced
around one-fifth the price of currently available products faster to their target markets. Today,
hybrid automotive options, no matter what the KPIT Cummins has offices in 11 countries,
age of the vehicle, thereby saving on gasoline including China, the United Kingdom, India,
and reducing CO2 emissions. So far, in pre- France, South Africa, Germany, Japan, South
compliance tests the company Korea and the US.
has conducted, KPIT
Cummins has The Revolo is only the latest innovation for
found that the company’s research and development
the Revolo arm, the Center for Research in Engineering
technology Sciences and Technology, or CREST for short.
improves KPIT Cummins’ CREST team focuses on
fuel efficiency building capabilities to enable KPIT Cummins


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