ESTIEM Magazine | Autumn 2014 | Business Analytics
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Transcript of ESTIEM Magazine | Autumn 2014 | Business Analytics
European Students of Industrial Engineering and ManagementIssue 47 2014/2 | ISSN 0874-5242 | Price 0 Euro | www.estiem.org
BUSINESSABOUT
ANALYTICS
EVERYTHING
ENGINEERSWITHOUTBORDERS
AN INTERVIEW WITH
THIJSPUTMAN
STUDYPORTALS FOUNDER
LINKED TO COMPANIESLINKED TO ESTIEM
PAGE 20
PAGE 36
PAGE 57
Where innovation starts
Pursue your Industrial Engineering Master’s Program in the Netherlands?
What about the masters Innovation Management or Operations Management & Logistics at Eindhoven University of Technology?
www.tue.nl/masterprograms/omlwww.tue.nl/masterprograms/im
IEM Foundation - a joint initiative of ESTIEM, ESTIEM Alumni and EPIEM to foster IEM caring.
3 ESTIEM Magazine | 47th issue - Business Analytics
Introduction4 Project Leader’s Speech
5 President’s Speech
6 Introduction to ESTIEM
Focus Topic: Business Analytics9 Extracting value from data
11 How can business analytics boost IEM
14 Analytics for Supply Chain
Management
16 Social Media Analysis - Data Mining
Scene20 Engineers without borders
22 Integral IEM as a possible trend in IEM
education in Bucharest
EPIEM26 IEM in Austria: Qualification profiles
and IEM related perspectives of IEM
professionals, IEM students and HR
managers
30 7th EPIEM conference, Graz 2014
Inside ESTIEM31 Board 2014 says Goodbye
36 From Student Guide to StudyPortals
40 Nice to Minsk you
42 Summer Entrepreneurship Training
44 Council Meeting Istanbul-Boğaziçi
46 Mentoring Programme
48 Meet the Baltics
50 The IEM care and its foundation
52 Summer Academy - New mentor’s
experience
54 Project, Committee and Initiative
updates
57 Linked to ESTIEM - Linked to
companies
60 Impressions from College 2014,
Porto
62 Two ESTIEMers, two leaders, two
friends
Explore Europe65 One semester abroad in London
66 Let’s change your life
68 Insights from MADrid
31 16
Table of contents
30 66
INTRODUCTION
4 ESTIEM Magazine | 47th issue - Business Analytics
Dear Reader,
Society is digitising and with the rise of social media
and the usage of smart devices it is therefore creating a
growing amount of data. This presents a huge potential
in retrieving useful information out of billions of data
pieces, referred to as ‘Big Data’. Business Analytics is
the science of continuous evaluation of past business
performance to gain insight and drive business planning.
Now and even more in the future, Big Data can be
used not only to improve processes, but customer
satisfaction, trading and healthcare as well, or simply
to recommend you a movie to watch tonight, just by
analysing the data we generate every day. Without
a doubt, it can change business as we know it today,
improve decision-making and ensure competitive
advantages. In this issue we will address the question
of how far we can go with this and how to harness this
potential.
Apart from that, you will get an insight into other
forward looking topics on Industrial Engineering and
Management (IEM). In the EPIEM (European Professors
of Industrial Engineering and Management) section you
can read about the outcomes of their last conference
in Graz, as well as about IEM Qualification Profiles in
Austria and perspectives from professionals within this
field. Also, in the Scene section you can discover how
general trends of the IEM specialisation are nowadays
affected by globalization and how the INTEGRAL IEM
system can help us move beyond narrow economic
thinking.
The newest partner of the Vision project, Stora Enso
will be introducing itself through an article about food
packaging and presenting exciting insights from an
ESTIEMer that has been working within the company.
These articles also serve as teasers for the upcoming
issue, which will synchronise its Focus Topic with the
Vision Project’s one: Food from soil to shelf.
Additionally, throughout the pages of this ESTIEM
Magazine, you can read about the last endeavours,
developments and plans of some of our Committees,
Projects and Initiatives, discover how it is to be one of
the leaders in ESTIEM and take an active role on the
central level.
We proudly present you the 47th issue of the ESTIEM
Magazine, which we hope you will enjoy reading!
In high ESTIEM,
Project Leader’s Speech
Mafalda Monteiro,
Magazine Project Leader 2014/2015
Imprint
Project LeaderMafalda Monteiro
DesignMarija MladenovićRéka SzabóYana ZhirnisStijn ZandersMafalda Monteiro
Editorial StaffKoen KoolenRéka SzabóAlaz Ata Şenol Stijn ZandersAnuar BaitulakovLaine ŠildereLydia BinekLassi UusitaloSorana Ioniță
Proof readersMladen LukićTeemu MetsolaPedro SchullerLassi UusitaloGuilherme FriasSiros BadlouSebastian HummelSorana Ioniță
Advertisement AcquisitionSorana IonițăMarija Turanjanin
Photographer Bart Van Eijden
With special thanks toTimothy Byrne, Larry Stapleton,Geert Letens, Esin Korel, Marios Apostolos Kiriakidis and Thijs Putman [email protected]
ESTIEM Permanent OfficePaviljoen B-6P.O.Box 5135600 MB EindhovenThe NetherlandsFax: 0031-(0)40 [email protected]
DisclaimerThe contents may not always reflect the opinion of the publisher. Any reproduction or copy is permitted only with the permission of the editors.
Our Partners
INTRODUCTION
5 ESTIEM Magazine | 47th issue - Business Analytics
President’s Speech
Dear Reader,
The focus topic of this issue of the ESTIEM Magazine
- Business Analytics - is one of the hottest topics in
the business world today. With the technological
advancements which allow us to draw more meaningful
information from big data, companies are developing
tools and practices in order to make data-driven
decisions which should allow for an increase in business
performance. The truth is that we, as Industrial
Engineering and Management (IEM) students, will hold
the responsibility of using the new tools to drive the
growth of Europe’s industry through innovation.
Several developments marked the year 2014 for ESTIEM
as we have seen our network reach new universities
and new countries in Europe, with a steady growth in
the number of international events we organised. There
was a focus on growing our connections with other
organisations, even outside of Europe in countries
such as South Africa, Brazil, Israel and USA. With these
connections, ESTIEM is positioning itself as the hub
for student development in the Industrial Engineering
and Management field. ESTIEM is also an organisation
where data analytics are used when possible in order to
improve decision making. During this year, our internal
operations have been improved by the work of the
30 ESTIEMers who led our international teams in the
respective Projects, Committees and Initiatives - all of
them students who had the opportunity to learn and
grow as leaders together.
Throughout the summer, we have started the
reviewing of the Vision, Mission and Core Values of
ESTIEM, taking this task with the highest feeling of
responsibility towards what our entire network stands
for, be it friendship, open-mindedness, professionalism
or equal opportunities. In this sense, 2014 was also an
important year thanks to the establishment of the IEM
Foundation, an organisation founded together with
ESTIEM Alumni which aims at being a lighthouse for
social projects related to IEM.
We are looking forward to what the future will bring
us. One could say that the multicultural, friendly and
open minded ESTIEM Spirit which is the backbone
of our organisational culture has spread all over
and inspired others to take action towards a more
sustainable world. ESTIEM will continue to play its role
in the development of European IEM students in this
increasingly interconnected world.
I invite you to take a look inside the 47th issue of the
ESTIEM Magazine and I hope you will enjoy reading it.
In high ESTIEM,
Nuno Carneiro,
President of ESTIEM 2014
INTRODUCTION
6 ESTIEM Magazine | 47th issue - Business Analytics
INTRODUCTION All over Europe...Back in 1990, students from five different countries founded an organisation, which they named ESTIEM: European Students of Industrial Engineering and Management. Its aim was and still is to establish and foster interrelations among European students of Industrial Engineering and Management (IEM) and support them in their personal and professional development.
6 ESTIEM Magazine | 47th issue - Business Analytics
After 24 years, it has grown into an organisation
bringing together over 60 000 students from 74
universities in 28 European countries, and it is still
growing. All these universities offer courses in IEM.
Based on this structure, ESTIEM forms links between
students, academia and companies in order to create
a European-wide, multi-level IEM network. ESTIEM
has continuously increased the number of its activities,
thus being able to offer a great variety of events to IEM
students and an opportunity to experience different
cultures, take part in international projects and become
friends with other ESTIEMers from all over Europe.
Naturally, the backbone of ESTIEM is the European IEM
student. The students involved in ESTIEM incorporate
both the skills required for modern business and an
open-minded approach towards other people and
cultural issues.
The decision-making body of ESTIEM is the Council,
which meets twice a year, in autumn and in spring. Each
university, represented by its so-called “Local Group”,
sends two student representatives. The six members
of the Board of ESTIEM are elected during the autumn
Council Meeting. The Board is responsible for the
management, coordination and administration of the
association.
Besides taking leadership positions in the Board and as
Project or Committee Leaders, ESTIEM members can
also take up responsibilities by working in one of the
Projects, Committees or Initiatives. With lots of teams
and tasks to choose from, there is a place for everyone.
For more detailed information about our organisation
and its activities, please visit our website at www.
estiem.org. ■
7 ESTIEM Magazine | 47th issue - Business Analytics
INTRODUCTION
ESTIEM is also a playground for great ideas developed by highly motivated students. If a student manages to convince ESTIEM’s Council of his idea, he can start his own international project. Currently, there are 10 projects running.
... Students involve themselves invarious international Projects....
The Tournament In Management and
Engineering Skills (TIMES) is the largest pan-
European case study competition for the students
of Industrial Engineering and Management. This
prestigious, highly acclaimed event is the flagship
project of ESTIEM. It has successfully been organised
since 1994 and attracts around 1000 top European
students every year. After Local Qualifications in 75
different universities and 8 Semi-Finals in selected cities,
the winning team of the Final is awarded the title of
Europe’s “IEM Students of the Year”.
Vision seminar series aims to improve the personal
skills and capabilities of the Industrial Engineering and
Management students in Europe. The seminars contain
a balanced mixture of academic lectures, workshops
and company visits, which are combined with cultural
and free-time activities of the organising city. Through
those activities, the participants of a Vision Seminar
develop themselves both personally and professionally.
Each year’s Vision seminar series focuses on one main
topic to which all Vision seminars are connected.
This year’s main topic is Customer Relationship
Management.
The goal of Academic Days is to share ESTIEM
universities’ knowledge with the network. It supports
the personal and professional development of students
across Europe willing to complete their curriculum. In
order to achieve this, each event provides participants
deep insights into a specific topic in which the organising
Local Group’s university has a high expertise.
Europe3D is a seminar series where participants
get a deeper insight of the hosting country in three
unique dimensions: politics, culture and economy.
An environment with a blend of different cultures
helps the participants get a better understanding of
the basic local parameters existing in the European
states. Lectures given by experts from these 3 fields,
combined with trainings about intercultural awareness,
provide participants a theoretical insight. With a high
level of interactive participation, Europe3D is a unique
opportunity to start changing your world.
Through the Summer Academy, ESTIEM recognises
the importance of and takes responsibility for providing
knowledge of ethics and sound leadership among
the future leaders of Europe. It was set up to bring
international students together during summer holidays
to engage in open discussions, group work, debate and
private study under a senior Academic Leader.
The ESTIEM Student Guide is ESTIEM’s guiding
service provided to any student who is interested in
studying Industrial Engineering and Management in
Europe or in travelling to any of the ESTIEM Local
Groups: an online database filled in by students, sharing
academic and practical information on universities,
cities and countries.
The official publication of ESTIEM provides the perfect
platform to reach a target group of approximately 60
000 students of Industrial Engineering and Management
at universities all over Europe. The ESTIEM Magazine
is published twice a year and distributed among IEM
students, graduates and also professors and companies
across Europe, through the ESTIEM network.
businessbooster aims at creating an environment
where all needed information, experience and support
to excel in your future professional endeavours can be
found. The goal of this unique environment is to boost
entrepreneurial spirit and engage ESTIEMers, Alumni
and companies to collaborate with each other.
BrainTrainer is designed to develop leadership,
presentation, business and social skills of participants
through professional trainings lasting one or two
days. Its aim is to coach and develop the participants
to become more professional and successful in their
organisation as well as in their own future career.
The ESTIEM Book project is aiming to create a
Book about ESTIEM’s past and present it for ESTIEM’s
25th anniversary in 2015. Besides presenting all of
our history, it will show all the Projects, Committees
and Initiatives of ESTIEM and present all of our Local
Groups. It will be published at ESTIEM’s 50th Council
Meeting in spring 2015. ■
8 ESTIEM Magazine | 47th issue - Business Analytics
INTRODUCTION
The committees support the Board in maintaining and developing the organisation ESTIEM further. Students from all over Europe engage themselves in various topics in one of our 8 committees.
... and Europe-wide Committee Work
Corporate Relations Committee
The Corporate Relations Committee coordinates the
relations between ESTIEM, companies and universities
jointly with the Board. The Committee’s work covers
a number of fields with the aim of improving and
simplifying ESTIEM’s relations with companies and
universities, such as updating co-operation proposals,
creating and gathering results for different surveys or
training people on how to approach companies and
universities. The Corporate Relations Committee
also plays an active role in supervising and supporting
Projects and other Committees with regards to
sponsors and academic supporters.
Financial and Legal Committee
The Financial and Legal Committee’s role is to ensure
ESTIEM’s compliance with all laws and regulations.
It supports the Board, other Committees, Projects
and Local Groups in all financial and legal matters.
On one hand, it consists of experienced ESTIEMers
and ESTIEM Alumni, who are motivated to provide
advice whenever requested. On the other hand, active
Committee members work on creating and updating
Best Practice Documents, trainings, templates, etc.
for all related topics, giving advice on event budgets
and proactively giving legal advice. Since many people
are unexperienced with finances and regulations, the
Financial and Legal Committee aims at helping them to
deal with them correctly.
Grants Committee
The Grants Committee supports ESTIEM’s applications
for EU Grants and aims to establish and develop
knowledge on public funding opportunities and
their application procedures. It also wants to share
the existing knowledge with as many ESTIEMers as
possible and to support more and more Local Groups
in applying for an EU Grant for their events.
Information Technology Committee
The IT Committee maintains the e-mail, intranet and
web servers of ESTIEM and coordinates all IT-related
development in the organisation such as the IT back-
end system (.NET framework & C#). To complement
the knowledge of ESTIEMers about ICT and IT systems,
it provides trainings in an open learning environment.
In addition, ITC offers troubleshooting services and
technical advice to all ESTIEMers.
Knowledge Management Committee
The Knowledge Management Committee does
two things. First, updating & creating Best Practice
Documents (BPDs) by documenting the collective
experiences of ESTIEMers throughout time - from
organising a Project to how to be a Leader. These BPDs
are available online on the ESTIEM Portal. Second,
managing the quality of ESTIEM events by collecting
feedback from the event participants in order to make
Event specific and Project Specific Reports, showing the
development of ESTIEM’s Projects and events.
Members Committee
The Members Committee supports the members of
ESTIEM and supports students interested in joining
ESTIEM by forming their own Local Group (LG). It
guides them through the whole process, starting from
establishing contact, via the Guest and Observer
period, all the way until their fully pledged membership.
It takes care of the LG Requirements, helps all LGs
via the Regional Coordinators, and supports LGs and
central ESTIEM in motivation and recruitment issues.
It fosters connections between LGs, tries to figure out
what they need locally and cooperates e.g. with the
Trainers on Tour concept to fulfil the needs for training
topics such as HR, PR, recruitment and fundraising.
Public Relations Committee
The aim of the Public Relations Committee is to take
care of ESTIEM’s outer appearance. The Committee
is responsible for communicating the brand of ESTIEM
and increasing the awareness both inside and outside
of ESTIEM. The PR Committee works with several
different tools to achieve this, for instance designing
PR material, creating design templates and guidelines,
as well as working on press and social media visibility.
Trainings Committee
Personal development is part of ESTIEM’s vision – and
it is what ESTIEM trainings are meant for! By passing on
knowledge, skills and attitude in their sessions, ESTIEM
trainers support ESTIEMers on their path in ESTIEM
and in life. The Training Committee provides training
support to all ESTIEM activities and Local Groups. It
also guides trainers and people who want to become
trainers with their career through ESTIEM, and gives
them personal support and feedback. ■
9 ESTIEM Magazine | 47th issue - Business Analytics
Extracting value from dataBusiness Analytics is a concept that is being heard more and more in companies and universities. But what does it exactly mean and what is its impact on businesses and consumers? Uzay Kaymak, professor at Eindhoven University of Technology explains.
Today’s society is digitizing and, with the rise of social
media, the usage of smartphones and the coming of
the Internet of Things, are generating an ever increasing
amount of data. This pile of data creates a huge potential
in getting useful information out of these billions of
pieces of data. “A company as Netflix has a business
model that relies on analysing your data. When you
watch something on Netflix they will recommend you
other videos based on the ones you’ve watched. For
this to be possible, the company needs to understand
the preferences of customers, which is closely related
to business analytics.”
Despite the term business analytics getting more
common there is no exact definition of what it is.
Kaymak: “Business analytics is for me understanding
the factors that influence your business. This is done
by focusing on the evidence that your data provides as
opposed to generating understanding based on mere
experience. What makes business analytics unique
is that you analyse much more frequently and you
integrate that in your processes.”
One example is a big retailer in the United States that
monitors its sales numbers, how much is being sold of
what product at what time etc. Within minutes after a
milk spill they spotted that the milk sales went down
and that there had to be a cause. This was even before
the employees were aware of this.
Human and computers
Thus business analytics is an analysis at almost real time
basis. This is mostly automated but for a final analysis
humans are always needed. Kaymak: “The amount of
data that is generated and the speed at which this is
done does not make it possible for humans to do an
‘old’ analysis. This is the reason tools, methods and
models are generated for computers to do the analysis
as well. So the human is more a supervisor that is
steering the process in the right direction. For instance,
getting a quote for your insurance happens mostly
automated. But humans are still the ones that made
up the questions, think of the products to be sold and
handle the difficult cases.”
So humans are still needed to perform tasks that
computers cannot do and make the final decisions
in analyses. However, computers are getting more
intelligent as well. What was perhaps human five years
ago was maybe already taken over by computers, but
then humans will get other tasks that computers at that
moment will not be able to do.
Business value
For businesses, this technology creates an opportunity
for competitive advantage. Kaymak: “If you can analyse
your business data in near real time means that you
understand your business environment, the market and
also your customers better. This brings the advantages
that the responsiveness of your company increases, so
you can react quicker to changes in your environment
and the interaction with your customers also becomes
better, which will lead to a higher customer satisfaction.”
Airlines for example use analytics with algorithms
that optimise the prices. These prices change usually
daily, but sometimes in other time intervals. This has
as consequence that no two seats in an airplane are
sold for the same price. Another sector in which the
analytics of big amounts of data is growing is the financial
sector. The traditional image of a trader is someone in
a suit being busy with looking at screens, shouting to
buy or sell stocks. But nowadays there are also people
that are not in a suit, but behind a computer improving
algorithms for trading. This means that an increasing
amount of transactions is automated, in 2006 around
50% and nowadays around 80% of the transactions. An
advantage of a computer is that it can act fast and a
millisecond gain can be worth millions of dollars.
Prof. D
r. Ir. Uzay K
aymak
Eindhoven University of Technology
FOCUS TOPIC
10 ESTIEM Magazine | 47th issue - Business Analytics
Kaymak thinks that analytics will be everywhere and
will be an integral part in operations of companies.
For customers this will mean that companies can offer
better services and better products. However this also
has a downside, says Kaymak: “In the future, but also
nowadays, we will be more and more confronted with
questions such as how much we want corporations to
interfere with our lives. For instance in the Netherlands
a card is used for the public transport that can detect
at an individual level which person from which station
departed at what time and where to. You can imagine
that this kind of information is useful for optimizing the
train schedules. But the question is if there is an added
value that this is being done on an individual level or if
it could be done in another way.”
Business Analytics in Healthcare
Kaymak is currently focusing on healthcare due to
his natural interest and because the digitization in
healthcare is coming. “Healthcare is currently going
through the process that the industry went through 20
to 25 years ago. A lot more information is becoming
available which on its turn can be analysed.”
An area that can create value in healthcare is the use
of mobile devices. Currently people first get ill before
they go to the doctor. Then a doctor does tests to see
if and how he can cure the disease. For this system,
people have to get ill first, notice it in time and go to
the doctor in time. In the future, this might be different:
“In the future, health services might offer constant
monitoring and automatically contact of your doctor
if certain values are out of range. Or, when you go to
the hospital, they do not collect information only when
you arrive, but access the information you already
accumulated until the moment of arrival. This might be
a first step to make better decisions. With information
about 100 or 1000 patients it might also be possible
to analyse patterns, so that for example patterns in
cardiovascular diseases might be discovered. So trough
analytical solutions integrated in healthcare the doctor
will not be the one who cures you, but the one that
coaches you to ream healthy.” ■
About Uzay Kaymak
Prof. Dr. Ir. Uzay Kaymak graduated from TU
Delft in computer engineering. His specialisation is
computational intelligence and he has worked on
decision making, improving business decisions and
data modelling. After his PhD in Delft he worked in
the industry for a number of years before joining the
Erasmus University in Rotterdam, The Netherlands.
Currently he is a professor at the Information Systems
Group of the School of Industrial Engineering of
Eindhoven University of Technology. He applies
techniques for business process intelligence in the
healthcare.
FOCUS TOPIC
11 ESTIEM Magazine | 47th issue - Business Analytics
Luis G
uimarães
INESC
TEC
, Faculdade de Engenharia
da Universidade do Porto
How can Business Analytics Boost Industrial Engineering and Management?In today’s hyper-competitive data-driven world,
business analytics drive business success. Analytics
is the “process of using data relationships and
computer models to drive business value, improve
decision-making and understand human relationships”
(Northwestern Engineering, 2014). The ability to make
sense of large and complex sets of information and
environments comes into play. All the recent business
trends in terms of cloud computing, mobility devices
and social media are both fuelling and feeding the use
of analytics. Notwithstanding, traditional businesses
also need analytic solutions to make smarter decisions
and improve key performance indicators (KPIs) – that
may ultimately lead to increased revenues and/or
lower capital expenditures (CAPEX) and operational
expenditures (OPEX).
The figure below plots the web search interest for
“business analytics” worldwide. Clearly, the interest in
this area is increasing significantly over the years. The
falling cost of gathering, storing and managing data is
leveraging the application of Business Intelligence (BI)
and analytics operations to a wider variety of situations
throughout the companies. Gartner (Gartner, 2013)
predicts that BI and analytics will remain top focus for
CIOs (Chief Information Officers) through 2017.
Advanced analytical methods have different objectives and
are employed in different settings, fostering:
• Better Information: Building on top of large sets of
data to obtain a clear picture of the past/present
(identification of patterns and trends);
• Better Predictions: Obtaining careful predictions
of outcomes and estimates of risk to illuminate
management issues and point toward managerial
problems;
• Better Decisions: Supporting complex decisions for
improving performance in multiple domains and
industries.
These three goals relate to different types of analytics that
are not mutually exclusive, but are collectively exhaustive,
namely descriptive analytics, predictive analytics and
prescriptive analytics (see Figure 2).
Descriptive Analytics use business intelligence and data-
mining. These approaches provide trending information
on past or current events, uncovering details and past
performance (IBM, 2013).
Example: Assessing cross-market reward
programs in retailing using time series analysis
IIn order to quantify the impact of a program run by a
grocery chain in which grocery purchases are rewarded
with a cross-market discount, a descriptive analytical model
to compare actual and predicted purchases, considering a
control group, may be employed. For example, time-series
analysis and statistical analysis could be conducted.
Predictive Analytics resort to algorithms and modelling
techniques (such as forecasting and simulation) to
understand potential future trends in the data. It helps
managers to anticipate likely scenarios, allowing for better
planning and more informed decision-making. However, it
does not recommend actions.
Example: Improving productivity in operation
rooms by surgery duration prediction system
In the process of scheduling surgeries, surgeons have to
estimate empirically how long the combination of surgical
procedures will take in order to book the operating room.
The accuracy of these estimations will define the quality
Figure 1 – Worldwide Web Search Interest for “Business Analytics”.About Luis Guimarães
Luis Guimarães is Master of Science and Doctor of Philosophy
in Industrial Engineering and Management by the University of
Porto. He is currently a post-doctoral researcher at the Center
for Industrial Engineering and Management from INESC TEC.
Specialist in models and quantitative methods for industrial
engineering and management problems. He has been a researcher/
consultant in several projects related to Operations Management
and supported by different types of entities aiming at designing
and developing decision support systems. Author of several
publications in international journals in the field of Operations
Research and Computer Science.
Pedro Am
orim
INESC
TEC
, Faculdade de Engenharia
da Universidade do Porto
FOCUS TOPIC
12 ESTIEM Magazine | 47th issue - Business Analytics
of the operating theatre schedule, since every deviation
from the estimates leads either to schedule disruptions
(surgeries exceeding their allocated time) or to unoccupied
time (surgeries finishing earlier than estimated). This wasted
time is valuable, not only for the hospital but to the patients
who see their health conditions and overall satisfaction
quickly deteriorating throughout time. Predictive analytics
allow for an automatic and effective mechanism to estimate
surgery duration, based on historical surgery records,
patient and surgeon information.
Finally, Prescriptive Analytics allow us to derive optimised
or smart recommendations and to simulate the future
outcomes of the decisions, based on descriptive and
predictive analyses of structured and unstructured
data. Through for instance mathematical programming
or heuristic algorithms, it allows for performance
improvement in several processes and across distinct
environments.
Figure 2 – Advanced Analytics: from Information driven to
Optimization driven.
Figure 3 – Sales volume time-series for rewarded customers (on the left) and for the control group (on the right).
About Bernardo Almada-Lobo
Bernardo Almada-Lobo is Doctor of Philosophy in Industrial Engineering and Management by
the University of Porto. He is associate professor at the Industrial Engineering and Management
Department – Faculty of Engineering / University of Porto. He is the coordinator of the Centre for
Industrial Engineering and Management, from the Associate Laboratory INESC TEC, and the Vice-
Academic Director of IBM Center for Advanced Studies Portugal. He is also the coordinator of the
Euro Working Group on Lotsizing. Almada-Lobo’s main area of activity is Management Science/
Operations Research. He develops and applies advanced analytical models and methods to help
make better decisions, solving managerial problems in various domains (manufacturing, health, retail
and mobility), with a special focus on Operations Management.
Example: Optimizing the Annual Distribution
Budget in the Beverage Industry
The beverage market is becoming increasingly
demanding. The results are an increasing variety of
stock-keeping units (SKUs) and the need for a flexible
distribution network to fulfil customer demands,
which in turn produces a very fragmented product
set (i.e., product basket). The combination of a large
portfolio of products, complex distribution networks,
and demanding customers gives rise to very intricate
supply chain planning problems. On a tactical level, the
managers may be faced with decisions about selecting
the right logistics providers, types of contracts to use,
which platforms to operate and their respective activity
levels. Prescriptive analytics allow for the optimisation
of tactical distribution planning decisions and for the
study of alternative scenarios for its supply strategies
and network configuration.
The value delivered from analytics to businesses usually
increases throughout this path from descriptive to
prescriptive analytics. However, this does not mean that
only prescriptive analytics should be applied. Actually,
the success of an analytical project/implementation
will depend on the maturity of the company, the need
of the business and, of course, on the experience of
the team.
All examples presented above can be fit in a common
solving process. Firstly, it is necessary to identify the
business problem to be tackled. The role of the business
analyst is then to translate the business problem into an
analytical model. It is in this step that is necessary to
identify what kind of advanced analytics is necessary:
descriptive, predictive and/or prescriptive. Using the
model and the data from the problem, solutions are
obtained that need to be converted into results. In
this last step, the role of the business expert comes
into play as it is necessary to align the results with the
problem and communicate them.
Bernardo A
lmada-L
obo,
INESC
TEC
, Faculdade de Engenharia
da Universidade do Porto
FOCUS TOPIC
13 ESTIEM Magazine | 47th issue - Business Analytics
Figure 4 – Comparison between the estimated duration of surgeries made by surgeons (on the left) and by predictive system
(on the right) and the real values. The diagonal lines show the desirable scenario where the estimated duration would be
always correct (C.Gomes et al, 2012).
Figure 5 – Outline of the two-phase solution strategy
(algorithm) for optimization of tactical distribution
planning decisions (L.Guimarães et al, 2014).
Prescriptive Analytics. New technological opportunities
will speed up the readiness of companies for this
movement.
Secondly, in order to succeed in highly complex
environments, any business analyst should complement
his/her intellectual power (related to depth and
breadth of knowledge, choices structuring, and strong
default positions) with a robust interconnectivity and
intuition powers. The so-called soft skills may make
or break a successful implementation of a project.
Communicating (both ways) not only the results,
but also the underlying methodology, aligning people
towards a purpose, building consensus and framing the
problems appropriately play key roles. ■
1. C. Gomes, B. Almada-Lobo, J. Borges, C. Soares. Integrating Data Mining and Optimization Techniques on Surgery Scheduling,
Advanced Data Mining and Applications, Series: Lecture Notes in Computer Science, Subseries: Lecture Notes in Artificial
Intelligence, vol.7713, pp.589-602, 2012
2. Gartner, Press Release 2013, http://www.gartner.com/newsroom/id/2637615, accessed in September 2014
3. IBM, White Paper on Descriptive, predictive, prescriptive: Transforming asset and facilities management with analytics, 2013
4. L. Guimarães, P. Amorim, F. Moreira, F. Sperandio, B. Almada-Lobo. Annual Distribution Budget in the Beverage Industry: A
Case Study, Interfaces, vol.44 (6), Special Issue: Operations Research in Freight Transportation and Logistics, 2014
5. Northwestern Engineering, http://www.analytics.northwestern.edu/program-overview/analytics-examples.html, accessed in
September 2014
6. T. H. Davenport, Analytics 3.0 Where Big Data and Traditional Analytics Meet, Informs Conference on Business Analytics &
Operations Research, 2014
About Pedro Amorim
Pedro Amorim is Master of Science and Doctor of Philosophy in Industrial Engineering
and Management by the University of Porto. He is assistant professor at the Industrial
Engineering and Management Department – Faculty of Engineering / University of Porto
and researcher at the Center for Industrial Engineering and Management from INESC TEC.
Specialist in supply chain planning with an emphasis on food products. Researcher/consultant
in several projects related to Operations Management and supported by different types of
entities. Pedro Amorim is the author of several publications in international journals in the
field of Operations Research (for example, International Journal of Production Economics
and Interfaces).
This double role (business analyst / business expert)
is critical and very suited for Industrial Engineers who
may be able to translate, model and communicate the
business problem.
We conclude with two important messages. Firstly, the
analytic maturity of the companies varies considerably,
concerning how capable an organisation is at using
data and advanced analytics to support key decision
making procedures. Companies are struggling to move
from Descriptive Analytics towards Predictive and
FOCUS TOPIC
14 ESTIEM Magazine | 47th issue - Business Analytics
Liam
Doyle
Waterford Institute of Technology,
Waterford, Ireland
FOCUS TOPIC
Organisations exist in increasingly dynamic environments and therefore managers face enormous challenges when managing the organisation. Organisations face a number of competitive pressures. Globalisation is seen in the emergence of large trade blocks and international trade agreements and the growth of large firms that operate on a global scale.
Analytics for Supply Chain Management
Rapid advances in technology lead to shorter product
development cycles but also shorter product lifecycles.
Convergence leads to blurring of industry boundaries.
Web-based competition leads to a reduction in
time and place barriers to trade. Economic and
political pressures create further uncertainty while
environmental issues are gaining increasing emphasis.
Regulatory requirements are becoming greater in areas
as diverse as finance, food handling, and transportation.
In addition, customer demands are rapidly changing.
Customers expect higher quality products, greater
levels of service. Customers expect availability of
a greater variety of products, updated on a regular
basis, including the facility for customisation and
personalisation. Organisations are therefore faced with
high levels of uncertainty and seek improved means of
making smarter decisions.
Products get into the hands of customers through
the collective efforts of firms that are linked in supply
chains. Supply chains extend from the point of origin
to the point of consumption and include all stages in
between. Raw materials are transformed into finished
products through the activities undertaken by supply
chain members. These activities include manufacturing,
inbound and outbound logistics, marketing and sales,
service, and new product development. Supply chain
processes extend across functional and organisational
boundaries and include activities in multiple
locations in order to meet the needs of customers.
These processes include order fulfilment, demand
management, managing relationships with customers
and with suppliers, procurement, and management
of transportation and manufacturing activities. Supply
chains can be characterised by the level of uncertainty
associated with the demand and supply. Demand
uncertainty depends upon the nature of the product
and the nature of demand for the product. Supply
uncertainty depends upon the availability of material
inputs and the capabilities of suppliers. Uncertainty
causes difficulties in supply chains and often results
in inefficiencies and reduced competitiveness. For
example, demand uncertainty can lead to distortion
of demand information which becomes amplified
as the information passes back through the supply
chain, leading to the bullwhip effect. Information
sharing between supply chain partners can help reduce
uncertainty, thereby improving the efficiency and
competitiveness of the supply chain.
A wide variety of information systems are used to
assist in the activities of the supply chain. These
include inventory control and production planning
systems, manufacturing execution systems (MES),
materials requirement planning (MRP), manufacturing
resource planning (MRP II), enterprise resource
planning (ERP), warehouse management systems
(WMS), transportation management systems (TMS),
distribution resource planning (DRP), customer
relationship management (CRM) systems, and
e-commerce applications. Applications such as these
help carry out the activities of the organisation and
provide information that can be used to aid in decision
making. Such information can assist in collaborative
approaches such as collaborative planning forecasting
and replenishment (CPFR), just-in-time ( JIT), efficient
consumer response (ECR). These collaborative
approaches depend upon the decision making based
on shared information.
Uncertainty exists due to various environmental factors
and also due to uncertainties that are internal to the
supply chain. Problems caused by uncertainty can be
addressed through the availability of information.
However, it is not the availability of data, but rather
the ability to make actionable decisions based upon an
analysis of the available data that provides the benefit
of possessing that data - the data that is captured in the
various supply chain information systems. Supply chain
management regards the supply chain in a systematic
15 ESTIEM Magazine | 47th issue - Business Analytics
FOCUS TOPICmanner whereby decisions and actions taken in one
part of the supply chain are seen to have an impact in
other parts of the supply chain. This bullwhip effect is
an example of a problem that can occur when decisions
are made without regard to information about other
parts of the supply chain.
Information visibility refers to the ability to share
information across the supply chain. Information velocity
refers to the speed at which such information can be
shared. In order to make good quality information-
based decisions about supply chain activities, it is
necessary to have high levels of information visibility
and velocity. While supply chains are designed to
enable the flow of materials from point of origin to
point of consumption, with matching flows of money
in the opposite direction, the flow of information
is required in both directions. An information flow
facility allows information to flow both upstream and
downstream in the supply chain, making information
visible to supply chain participants. Information
flow facility is implemented with various layers of
technology including communications, applications, and
data stores.
Supply chain decisions are made at all levels of the
organisation, i.e. operational, tactical, and strategic.
Decision making requires analysis of appropriate
data, the use of appropriate analytical tools, and an
understanding of the contextual factors affecting the
decision. Data comes from diverse sources which may
be internal or external to the organisation. Supply
chain partners are an important source of data for
supply chain decisions. Data comes from various
applications used to operate the business and often
exist in relational databases. However, the existence of
separate databases for different functional applications
acts as a barrier to the use of that data for decision
making. Data is therefore often brought together into
a data warehouse where related data from different
applications can be linked. Data warehouses differ
from operational databases as they are optimised for
querying and analytics purposes rather than for the
support of transaction processing. Data marts are
smaller versions of data warehouses and are often used
for more specific purposes that data warehouses.
Data warehouses provide the ability to store and
analyse large volumes of data. However, because the
data that populates the data warehouse comes from
a diverse range of internal and external sources, it is
necessary to process the data before it enters the data
warehouse. Data must be extracted from the original
source. Cleansing is a step that is used to eliminate
invalid or erroneous data. As different means may be
used to represent similar types of data, transformation
into the agreed common format must take place. Data
must be loaded into the data warehouse. This process is
known as extract, transform and load (ETL). Attention
must also be paid to the quality of data used including
comprehensiveness, accuracy, and timeliness. While
the relational database model may be used for many
supply chain applications which provide a vast quantity
of structured data for analysis, much more data exists
in unstructured formats. This data exists in sources such
as letters, faxes, contracts, business documents, emails,
texts, tweets, web pages, and web-logs. The handling
of these vast quantities of data requires an efficient and
effective approach to data management. Approaches
such as master data management and data governance
can help improve the availability of good quality data to
assist in decision making.
The purpose of analytics is to assist in decision making
by helping to direct, optimise, and automate decision
making. While analytics requires access to high quality
data, it also requires access to advanced analytic
techniques. Support for decision making progressed
from management information systems (MIS) that
provided standardised reports from transactional data.
The development of decision support systems (DSS)
allowed managers a greater level of control in defining
their own reports and manipulating the way in which
data was analysed. Online analytical processing (OLAP)
expanded on the power of DSS and provided greater
availability of analytic systems. Data-mining provides
a powerful means to extract valuable information
that is hidden within large data stores such as data
warehouses. Text-mining and web-mining provide
similar functionality for text and web-based data.
Visualisation tools allow the results of advanced
analysis to be displayed in a manner that effectively
communicates the results to the recipient.
Information technologies can be used to provide
advanced supply chain analytics capabilities so that
supply chain participants can gain competitive advantage
through improved decision making. These technologies
include functional applications, an information flow
facility, data management, advanced analytic techniques
and information visibility. ■
About Liam Doyle
Liam Doyle is a lecturer in Information Systems in the School of Science in
Waterford Institute of Technology, Waterford, Ireland. He coordinates the
M.Sc. in Information Systems Processes that examines the role of information
and information systems in improving the way in which organisations compete
in a dynamic environment and which emphasises the socio-technical nature of
information systems. His main research interests are in the area of business
process improvement, supply chain information systems, and information systems
strategy.
16 ESTIEM Magazine | 47th issue - Business Analytics
Social Media Analysis - Data Mining
Because it is not only your buying behaviour or your
bank details that generate data about you as a customer.
One of the biggest sources of data about your life
comes directly from your mind; it is the text you write:
E-mails to companies, replies on their surveys, reviews
on websites and lots of social media messages.
And while almost all modern companies are using social
media and the internet as a way to communicate with
their customers, it is still a big struggle to find a way to
use this data for other uses than just getting in touch
with people. This is where text mining comes into use.
Hanneke van K
eep
Underlined
Big Data - one of the buzzwords of today’s business. Everyone has heard of the examples of how a father finds out his daughter is pregnant, or how fraud in banking can be traced. But there are more sides to the story, examples that are close to your everyday life.
FOCUS TOPIC
17 ESTIEM Magazine | 47th issue - Business Analytics
In general, text mining is the process in which
unstructured raw text is structured step-by-step by
finding patterns. By using machine learning methods,
models can be developed that recognise positive and
negative messages, find the most important topics or
even predict the writer’s age, gender or social status.
Most of these models are not even new, but since
the amount of text data is growing rapidly and it is no
longer possible for human beings to keep up reading, it
becomes more important to find ways to use them to
benefit the company.
There is a reason the client is writing all this text. By
giving reviews, asking questions and answering your
questions, the client expects you to do something with
the information. In this article some of the techniques
to use this information as a data source will be shown
by discussing a case involving the ANWB, the biggest
Dutch travel association.
About a year ago, the CRM company Underlined and
the ANWB started a partnership to develop a way to
use the text to eventually replace a part of the surveys
used, it turned out to be a lot more interesting than
they expected.
The first big problem to overcome was the way in
which to analyse a sentiment. There are several tools
and methods available to measure a sentiment but by
testing them it became more and more clear that they
would not work for this cause. First of all, the most
traditional sentiment analyses that are used are rule-
based, meaning that they are based on language rules.
By using these rules, the place a word has in a sentence
and the surrounding types of words predict the type the
word belongs to. After the establishment of the word-
types, a sentiment word-list will decide if the word
is positive or negative. However, since the ANWB’s
biggest service is the road service, a lot of messages
looked like: “My car broke down :-( Let’s call the
ANWB!”. In this case, the sentence would be marked
negative, while it is actually positive for the ANWB to
be recognised as the ‘saver’. Another big problem is
the lack of grammar in social media messages. If the
grammar is all wrong, the types of words can never be
found, let alone the typos in the words itself. Moreover,
because this type of analysis is not that precise, it can
only be used for analysing trends in large datasets, it is
not reliable enough for single messages.
Therefore, a machine learning method was used to
‘train’ a model for sentiment analysis. For training this
model, a big database of real social media messages
was manually annotated as positive and negative. This
was still not 100% correct, since some messages are
hard to figure out, even by humans. By using a Naïve
Bayes model, which works similarly to the way spam
filters for e-mail work, a personalised sentiment analysis
could be made. By analysing the most important key
words for a sentiment, it became clear that this was
indeed more like it. For instance, the highest indicator
for positive messages turned out to be the Dutch word
“weer”. This word has two meanings; first of all it
was thought that the translation “weather” would be
the case. Maybe a lot of people were waiting in the
rain? But later on, it was found out that the translation
“again” was more appropriate. Most of these messages
spoke of “ANWB got me back on the road again”.
These personalised ‘word lists’ had the precision of the
sentiment analysis from a market standard of 60% to
around 70-75%. By having a more precise sentiment
analysis, it was now possible to analyse the messages
one by one, instead of having to rely on the law of big
numbers.
The next step was to match the messages with the
customers who wrote them. With the help of BI
consultant Nippur, a method was developed to match
social media profiles to customer data based on their
personal data. These customers were asked
About the company
Underlined is a company that specializes in putting the customer first. By creating
a customer centric strategy, Underlined can help companies to find out who their
customer is and what he really wants. Underlined works for serveral large companies
in the Netherlands and develops its methods in corporation with several Dutch
universities.
FOCUS TOPIC
18 ESTIEM Magazine | 47th issue - Business Analytics
About Hanneke van Keep
Hanneke van Keep graduated in Marketing Research at
Tilburg University by finding the relationship between
the NPS and actual behaviour regarding social media.
She is now working as a Customer Intelligence Analyst
for Underlined where she develops new methods to
use text as a data source for marketing research.
earlier to answer the question “how likely are you
to recommend this company to other people?” (also
known as the Net Promotor Score). By adding their
social media sentiments to these results, it was now
possible to analyse the correlation between what they
said they would do and what they really did. Since this
was the first time it could really be measured what
people said exactly without literally eavesdropping,
this data-matching made it possible to test the NPS for
the first time. In result, it turned out that, on the short
term, people actually do what they say they do.
The next question for ANWB and their peers is of
course: Now that we know the sentiment, what do
they actually talk about? At this moment Underlined is
developing models using class allocation to give more
insight in the important topics in the texts. So what is
the future of text mining? Where most companies used
to be scared of all the text data coming in, now that it
is possible for computers to recognise patterns that are
hard to find even by humans, the data becomes more
and more welcome. New questions are rising; how can
we generate even more text data? And how can we
develop a method to get the right amount of text data
from each of our customer groups? If the right amount
of data is found, it might replace all traditional ways of
measuring customer satisfaction.
Furthermore, is there a way to find the right synonyms
for each meaning of a word? This is the one thing that
still keeps computers from being able to recognise
the meaning of a word, just from reading the context.
If this hurdle is overcome, a big step can be made in
marketing intelligence. Where the need for quantitative
data is now always present, this might not be needed
anymore.
Maybe becoming even more important; how can we
use these methods to analyse visual data? In social
media, the new trend of not only posting text, but
also posting photos or even videos leads to the need
of new methods. It can already be established whether
a picture is showing a happy or a sad person, but just
as the sentiment analysis in text mining, this is just the
beginning. ■
In general, text mining is the process in which unstructured raw text is step-by-step structured by finding patterns.
“
FOCUS TOPIC
19 ESTIEM Magazine | 47th issue - Business Analytics
Cable cars and ski lifts carry thousands of people up to
the summits or back and forth between ski resorts day
in and day out, especially during the winter. Passenger
safety is a top priority. This is why the production of all
cable car parts depends on maximum precision down
to hundredths of a millimeter. The drive pulleys that
move the cable between the top and bottom stations
are huge, and the center part alone weighs just under
two tons.
This central piece is surrounded by four wing elements.
Absolute precision is mandatory when manufacturing
these parts so that the adapter plates of the wing
elements can be connected seamlessly to the center
part.
In the case of a pulley with a diameter of five to seven
meters, precision means that the working surfaces may
only deviate from the ideal shape by a maximum of
50 micrometers. If the distance between them is any
greater, the wing elements will no longer be able to
close.
These extremely low deviation tolerances demand
comprehensive and extremely reliable quality
assurance.
Cable car manufacturer Doppelmayr ensures the
quality of its systems by using a bridge-type coordinate
measuring machine from ZEISS that scans the center
part of the pulley in one complete CNC cycle. When
doing so, it compares actual and target states, thereby
detecting even the tiniest deviation. The results of
the measurement can be retrieved at the touch of a
button. This enables the quality assurance process to
be carried out much more quickly. In the past, quality
was literally inspected by hand: A specialist would use
a measuring arm to measure all relevant parts of each
individual component. With the measuring machine,
the process is not only shorter, but also four to five
times more precise. Thus, the cable car manufacturer
can guarantee the safety of his passengers – and they
can focus on enjoying the view of the mountain from
the cable car as they make their way to the summit. ■
ADVERTORIAL
…that 50 micrometers can make a crucial difference on the way to the summit?
Did you know…
Photo: Friedrich Böhringer
20 ESTIEM Magazine | 47th issue - Business Analytics
Engineers without bordersThe trend towards globalization affects engineering educators on three inter-related dimensions: a dramatically new landscape of world economy, the next generation of engineering jobs and the education of the ‘next gen’ engineer.
It is critical that the next generation of engineers be
globally competent. This is a broad outcome with
multiple nuances, implementation methodologies and
assessment metrics that will be detailed in the next few
paragraphs. Our mission is to enhance engineering
education by enabling the ‘next gen’ engineer to be
equally at ‘home’ in practicing engineering in Hubli,
Hannover, Hokkaido, Helsinki or Hackensack. This
aligns with Jack Welch (former Chairman and CEO of
General Electric) who believes that “Globalization has
changed us into a company that searches the world, not
just to sell or to source, but to find intellectual capital
- the world’s best talents and greatest ideas”. These
words by the visionary Jack Welch aptly summarize
the phenomenon of globalization that has swept over
the world. It has practically influenced every aspect
of human life - culture, politics and economy and
especially, engineering education.
The global economic phenomenon has led to a sea
of change in the nature of business and jobs. In big
corporations, global sourcing of products and people
has become the norm. Factors that have enabled this
remarkable growth in globalization include:
Ease of accessibility and collaboration: Today’s world
has become much smaller in the sense that airfares
have been stable in absolute terms over the past
two decades and actually plummeted in real terms.
Telecommunication costs have also dramatically
dropped, leading to cheaper and easier collaboration
between companies. But perhaps the most crucial
factor has been the rise of the Internet. This global
behemoth of interconnected computers has led to a
tremendous increase in the ease of communication and
information exchange. Helsinki and Hubli are just a click
away!
Government policies: Having realized the boost that
foreign investment can provide to their economy,
governments have started providing incentives to firms
that bring business to their country. These incentives
include faster and easier licensing, attractive tax rates
and allowing free currency flow.
International alliances: Regional alliances like the
European Union, NAFTA, Association of Southeast
Asian Nations (ASEAN) and Asia Pacific Economic
Cooperation Forum (APEC) help tremendously to
facilitate collaboration and interaction between their
member nations on various fronts like trade, culture
and technology by removing bottlenecks.
Talent pool in low wage countries: There is an abundance
of talented and highly educated engineers in the
emerging nations and beyond – in diverse countries
such as India, Brazil, China, Russia, Eastern Europe,
Middle East etc.
Bopaya B
idanda
Institute of Industtrial Engineers
Senior Vice President International
Stages of Globalization & the Global EconomyGlobalization has evolved tremendously over the ages. In his book, The Flat World, the journalist Thomas L. Friedman details the three stages of globalization as follows:
1) Globalization 1.0 (1492 to 1800) - In this period, countries began to recognize the importance of spreading their wings to outside their homeland and looking for opportunities abroad. These years were characterized by countries trying to globalize for resources and imperial conquest. This period laid the foundation for the much richer global exchange that was to happen in the forthcoming eras.
2) Globalization 2.0 (1800 -2000) - This was the era when globalization started to really mature. Unlike the earlier stage, where only some imperialistic countries were reaping the benefits, this stage provided opportunities for the corporate world to globalize. Multi-national companies grew and concepts such as global outsourcing and supply chains emerged.
3) Globalization 3.0 (2000 onwards) - Globalization now not only encompasses trade but also exchange of talent and knowledge. In today’s world, individuals are able to globalize. Companies search the entire world for talented engineers. This has led to the rise of what can be called a “global economy” where the economies of individual nations, companies and individuals are deeply interconnected. “ The global economic phenomenon
has led to a sea of change in the nature of business and jobs.
SCENE
21 ESTIEM Magazine | 47th issue - Business Analytics
Conclusion
The interplay of global factors will lead to significant changes in the structure, delivery mode, and content of engineering
education. Successful engineering institutions are the ones that will embrace these changes and allow them to produce
globally competent engineers. ■
Educating the Next Generation Engineer
In tomorrow’s engineering workplace, competent
technical skills are a necessary but not sufficient
condition. However, in addition to the above-stated
skills, it is necessary that an engineer possesses the
ability to work in the dynamic, multi-cultural teams that
are present in global corporations. Also it is necessary
to blend high level of technical skills with superior
communication skills. So today’s engineering curricula
must incorporate the following techniques to educate
tomorrows ‘next gen’ engineer:
References:
In: Proceedings of the international conference on transformations in engineering education. Dordrecht: Springer, 2014.
About the author
Bopaya Bidanda is currently the Ernest E. Roth Professor and Chairman of the Department of
Industrial Engineering at the University of Pittsburgh. He also serves as the Senior Vice-President of
the Institute of Industrial Engineers (International). His research focuses on Manufacturing Systems,
Reverse Engineering, Product Development and Project Management. He has published five books and
over 100 papers in international journals and conference proceedings. He has also given invited and
keynote talks in Asia, South America, Africa and Europe. He also helped initiate and institutionalize the
Engineering Program on the Semester at Sea voyage in 2004.
SCENE
“ In tomorrow’s engineering workplace, competent technical skills are a necessary but not
sufficient condition
Add new and relevant areas to the engineering curriculum relevant to the local workplace. Engineering curriculum (or at least, technical electives), must be evaluated and refined every two years.
Engage student in exciting, team-based, authentic experiences starting from the freshman year.
Establish interdisciplinary teams for projects. Academic institutions are among the few entities that divide engineers into silos by discipline. In the corporate workplace, every engineer irrespective of discipline is a problem solver.
Offer students opportunities for leadership in multiple areas.
Offer exposure to a cross-cultural working environment. Emphasize to students that it is a global marketplace today. Students must be offered opportunities to experience the international workplace while in college. Technical electives and humanities courses that focus on globalization, diversity and a cross-cultural environment must be offered to students.
Engineering courses must utilize global resources such as the Internet, educational modules, etc., as part of their curriculum.
22 ESTIEM Magazine | 47th issue - Business Analytics
Cristian M
ustață
University Politehnica,
Bucharest, Romania
SCENE Integral IEM as a possible trend in IEM education in BucharestThe need for sustainable development gained an
increased worldwide attention since the „United
Nations Conference on Environment and Development
(UNCED)” 1992 where 178 nations declared it one of
their goals. Important requirements are the equilibrium
between our generation and the generations of
tomorrow on the one hand and between business,
social and ecologic priorities on the other hand [1].
While protecting the social balance and the
environment, such official statements together with
a rising consciousness of managers and employees
towards the quality of life as a meaning to fulfill a higher
destiny on earth (Maslow`s level of Self-realization)
could influence enterprises to rethink their business
philosophy and to drive farther away from models
where profit maximization is the natural No. 1 goal [2].
As IEM education aims to prepare its students to
be the successful managers of tomorrow, it also
targets to make them think about the complex
relationship between business ethics, business
practice and sustainable development, because
we need sensitive managers and employees able
of decisions and actions that balance profits and
the well being of the society and the environment.
INTEGRAL IEM is such a model, that we try to establish
as a future trend in Bucharest, without any exclusive
claim. It is called INTEGRAL because it brings subjects
linked to sustainable development to the attention of
the academic world including professors and students.
These subjects include justice and fairness in stakeholder
relationship management, integrity and honesty of
managers, ecological sustainability of the planet, real
corporate social responsibility, a rising concern for
human and also animal rights, as well as the sustainable
development for a growing world population [3].
The name INTEGRAL also contains eight principles
regarding our attitudes in life, as employees,
managers and generally as human beings: Inspiration,
Nonconformism, Truthfulness, Effectiveness,
Goodness, Responsibility, Authenticity and Love [4].
Do we feel inspired by what we do while teaching or
studying in the case of professors and students? And
after graduation, do we feel inspired while doing our
job? If we feel inspired by the things we are doing, it
means we are at the right place in our lives, it means
we will try to perform better and leave our unique
mark, instead of getting quickly and superficial through
our tasks. Inspiration shows us if we have found our
vocation: our work as managers, professors, students
or employees should fill us with passion and joy.
Inspired human beings can enrich their environment,
either if we speak about a university or an enterprise.
Unfortunately inspiration cannot be taught, one has
to live and feel inspired in order to experience it.
Creative Nonconformism becomes important when
we need to overcome strong models and habits that
no longer suit our requirements. This is often the case
inside universities as well as enterprises. Our own
inertia as well as inertia in our society can be formidable
obstacles. It takes courage and inner strength to
overcome established thinking patterns when they no
longer bring a positive outcome in the context of an
enhanced awareness. Each great change is impossible
without it. Creative Nonconformism is a key ingredient
to each important change and is associated with
courage as a leading principle in the Castle-principles
of Secretan (2007) [5]. Thus we encourage our
students to be open to change in a positive way.
As each aspect of ethics is impossible without
truthfulness in thoughts, words and actions, it becomes
also important for INTEGRAL IEM. Sustainable
development is more likely to happen if important
decisions are made by people with a deep respect for
the truth: the truth of customers, employees or other
people around us, as well as for universal truths. It
ensures a foundation for good long term relationships.
Effectiveness – a principle also embraced by Secretan
(2007) -as the attitude enabling us to reach our
established goals is important in any field of action.
Goals for profit, personal evolution and social
contribution have a meaning if people stick to
reach those goals without giving up too easy. The
IEM students of today and potential managers of
tomorrow have to develop the inner motivation to
follow a task till all objectives related to it are achieved.
The change towards a better sustainable world will
INSPIRATIONNONCONFORMISMTRUTHFULNESSEFFECTIVENESSGOODNESSRESPONSABILITYAUTHENTICITYLOVE
23 ESTIEM Magazine | 47th issue - Business Analytics
SCENEbring many difficult situations and is impossible without
people preoccupied by the greater good, the well
being of the society. “Is there a natural “good” order
of the universe?” can become an important question.
Is it worth to try to do what is good? If the answer is
yes, it means we stick to the principle of Goodness.
Defining our Responsibility towards ourselves
and towards other around us is important. It
influences our performance as individuals, as team
members and inside the communities we live.
Authenticity as a deep connection with our own inner
nature and truth enhances our ability to connect with
universal principles an aspect of great importance
especially when facing tough decisions – a situation
that managers often have to face. Connecting to
the deep peace coming from inside can be a good
prerequisite in order to gain intuitive access to
the innovative solution that fits the situation in the
best manner. Authenticity also means to embrace
life as it is in all areas, to be present and full of life.
The principle of love escapes definitions as it envelops
all other principles. It is the best motivation to act and
if love for all that is affected by our business drives
our decisions, than they will be in harmony with all
consequences. Love as a joyful connection with nature
and all human beings and everything that surrounds
us can certainly make life better in a meaningful way.
Despite their value, the eight INTEGRAL principles
do not represent topics that can be included in IEM
curricula, because approaching them in theory would
not be very effective. But team projects, case studies
with ethical and environment-related components,
certain role playing games, transparency and fair grading
and result evaluation, a real friendly attitude in the
professor-student relationship, inspiring and updated
lecture recommendations and many other elements
could inspire the students towards seeking for their
own inspired future, towards new ways of living a good,
meaningful, responsible life, towards their own truth
and authenticity and maybe towards a life fulfilled by
love. Because such potential influence cannot be scaled
and measured. It is hard to tell if INTEGRAL IEM will
become a visible trend or not. But it is worth trying. ■
[1] Hauff von, M., Claus, K. (2012): Fair Trade. Ein Konzept nachhaltigen Handelns, UVK Verlagsgesellschaft mbH,
Konstanz/München 2012. pp. 51-56, 62-69.
[2] Mustata C. (2012), International Marketing in the 3rd Millennium – INTEGRAL Marketing, Estiems-Magazine Nr.
43/2012, pp. 40-42.
[3] Windsor D. (2008), Educating for responsible Management, in: Crane et al (Eds.): The Oxford Handbook of
Corporate Social Responsibility, Oxford University Press New York 2008, pp. 503-521.
[4] Mustata C. (2012), Integral management an answer to the need of change in the way of doing business in the 3rd
Millennium, will soon be published in the Proceedings Volume of: LeanTech ’12, 1st International Scientific Confer-
ence On Lean Technologies, Novi Sad, Serbia 13-14 September 2012.
[5] Secretan L. (2007), Ganz oder gar nicht!, J. Kamphausen Verlag & Distribution GmbH, Bielefeld 2007, pp. 67-68.
About Cristian Mustață
Cristian Mustață is an Associate Professor of Marketing and Human Resource Management at the University Politehnica of Bucharest in Romania. Dr. Mustață is interested in the fields of marketing & management ethics, change management, creativity and human resource development. He may be contacted at [email protected]
24 ESTIEM Magazine | 47th issue - Business Analytics
ADVERTORIAL
Food waste is one of the biggest global sustainability challenges. Close to 1/3 of earth’s farmland is cultivated for nothing. Appropriate packaging is part of the solution; at Stora Enso the engineers work every day to find new, innovative materials that are both protective and sustainable.
Sustainable packaging, one way to reduce food waste?
According to a UN report, the climate impact of food
thrown away each year is equivalent to 3.3 billion tons
of carbon dioxide. The report also indicates that food
is wasted in equally high amounts both in industrialized
and developing countries. In the latter, more than 40
percent of the food waste occurs during harvesting
or in the manufacturing process; but in industrialized
countries, the same amount is wasted at the retail and
consumption level. As food production consumes both
water and fossil fuels, waste late in the value chain is
especially problematic as more resources have been
used up. Beside the environmental issues, there’s also
an important ethical aspect of food waste. Today,
almost 1 billion people starve around the world.
About 25 percent of food wasted in the households is
related to packaging, where ‘too big packages’, ‘difficult
to empty’ and ‘best-before-date’ are some causes. In
the UK, 7 million tons of food and drink are thrown
away every year, of these 4.4 million tons could just
as well have been eaten. Studies from other countries
show the same pattern. Although great improvement
during the last years, every household in the UK
throws away six meals every week, worth an average
£700 a year.
Packaging that reduces food waste
Increased population and the demands on packed food
and drinks will grow. Packaging has the potential to help
reduce food waste. At Stora Enso, this is an important
incentive when developing new packaging materials.
“Packaging is an important part of the solution.
Without today’s advanced packages the waste
would be even larger”, says Kenneth Collander, VP
Environment at Stora Enso. “Sustainable packaging
builds upon innovative, renewable and recyclable
materials, partnership throughout the value chain and
understanding future needs, both our direct customers’
but not the least, the consumer’s needs.”
Traditionally, sustainability in the packaging industry
has been focused on recycling of the package after
usage. But nowadays the focus has changed to a
more holistic approach where the product inside the
package is included in the sustainability work. This
means it’s equally important to find materials that are
renewable and recyclable as it is to choose the right
material to protect the product inside, and to stress
resource efficiency. For example, waste related to too
big packages and difficulty to empty can be solved with
appropriate packaging.
“Smaller packages for single serve and on the go places
new demands on the material. We are developing
new materials and biobased barriers that will keep the
product safe and fresh for as long as possible”, says
Fredrik Werner, Segment Development Manager at
Stora Enso. “We always try to use a minimum amount
of material and at the same time increase the strength
and protection”.
It is also crucial to understand and respond to how
changing consumer needs will affect packaging.
“As a global company, we must be perceptive,
understand and meet the needs of brand owners in
different segments and markets with our renewable
materials. What will for example the growing
middle class in Asia want from packaging?” Fredrik
Werner continues.
Stora Enso is part of the global SAVE FOOD Initiative
organized by Messe Düsseldorf in alliance with the
FAO (Food and Agriculture Organization of the United
Nations). The initiative aims to encourage stakeholders
in the industry, politics and research to develop
solutions along the food value chain to save food.
Appropriate and correctly chosen packaging based on
renewable raw materials is one part of the solution.
“ ’Project Food Waste’ is the biggest sustainability
project on the globe. We need to work together
throughout the entire value chain and in cooperation
with researchers and politicians to create conditions
for sustainable packaging solutions that help minimize
the waste and solve important problems”, says
Kenneth Collander.
“It is also important to inform and educate the
consumer. In the Western world we have been chasing
25 ESTIEM Magazine | 47th issue - Business Analytics
ADVERTORIALthe cheapest food for a long time. But food is a valuable
resource”, he continues. “The package offers a great
opportunity to inform the consumer. Why not explain
the meaning of ‘best before date’ for example?”.
Stora Enso continuously looks for new talents. “We
need both the holistic perspective and expertise in
different areas. All competences need to work together
to really make a difference”, Kenneth Collander
explains. “We offer an alternating and international
environment with great opportunities for personal
growth, learning about new cultures, living and
working abroad”.
“You get to work in cross-disciplinary projects with
other actors along the value chain”, Fredrik Werner
adds. “Going for nine billion people on earth in 2050
we need to stop the food waste. Join our mission!” ■
About Stora Enso
Stora Enso is the global rethinker of the paper, biomaterials, wood
products and packaging industry. Our purpose is to Do good for the
People and Planet. The Group has some 29 000 employees in more
than 35 countries worldwide, and is a publicly traded company listed
in Helsinki and Stockholm. Our customers include publishers, printing
houses and paper merchants, as well as the packaging, joinery and
construction industries.
Fredrik Werner, Segment Development Manager at Stora Enso
Kenneth Collander, Vice President, Environment at Stora Enso
When using renewable packaging based wood fibres you get sustainable and recyclable solutions for good food packaging which can help reducing the food waste.
26 ESTIEM Magazine | 47th issue - Business Analytics
Christoph S
adei
Graz U
niversity of Technology
IEM in Austria: Qualification Profiles and IEM related Perspectives of IEM Professionals, IEM Students and HR Managers
Through the establishment of Universities of Applied
Sciences 1994 in Austria and the Bologna Process,
which started in 1999 a wide range of IEM degree
programs offered by Higher Education Institutions
(HEI) in Austria has emerged. As a result, it is becoming
increasingly difficult to distinguish between IEM degree
programs and their qualification profile. Therefore,
in October 2010 the Austrian Alumni Association
of IEM (WING) formulated together with its two
sister associations from Germany and Switzerland
a common declaration (“3-countries declaration”)
and job specification in order to secure defined IEM’s
qualification profiles across borders. This declaration
represents “the common will to ensure high quality
and the distinctive profile of IEM graduates”, which
means a certain ratio between subject categories. The
goal is to foster high employability of IEMs through the
establishment of a common brand [1]. The core of the
common brand is the following job specification [1]:
“IEMs are economically educated engineers with
an academic degree which holistically connect their
technical and economical competences in their
working activity”.
As a result of the job specification, the WING strongly
recommends a minimum of 50% technical subjects,
20% economics and 10% integration subjects [2] for
IEM degree programs on HEIs in Austria. Integration
subjects are subjects with interdisciplinary questions,
which have to be analyzed and solved with scientific
and methodic approaches through the combination
of different mindsets from different disciplines [3],
e.g. ethics, law subjects, ergonomics and job design,
communication and creativity techniques.
Due to the job specification and the recommended
qualification profile of IEM degree programs by the
WING, both students and enterprises will then be able
to rely on the acquirement of a certain qualification
profile through the degree programs. Supporting the
claims of the 3-countries declaration, the Austrian
Alumni Association of IEM conducts periodical
surveys in cooperation with the Institute of Business
Economics and Industrial Sociology at Graz University
of Technology to offer orientation and transparency
for stakeholders in higher education and industry.
“… Throughout Europe, IEM has many different names
– and many different faces” [4], therefore in this article
it is tried to show you the “face” of IEM in Austria after
the applied methodology is briefly explained.
(The methodology and results illustrated in this article are
an excerpt of the diploma thesis [5] and the paper [6].)
Methodology
In order to analyze the different degree programs of
Universities and Universities of Applied Sciences in
Austria, a multiple-step analysis approach (primary
and secondary analysis) was used (not displayed in this
article because of limited place, please see [6]).
In addition to the analysis of IEM degree programs,
two quantitative studies have been conducted in order
to perform a detailed analysis of specific IEM related
perspectives among (i) IEM professionals, IEM students
and (ii) HR managers.
Because of the size and complexity of the two
aforementioned target groups, which comprised (a)
all WING members, alumni and students of IEM
degree programs of both Graz and Vienna University
of Technology and (b) HR managers in Austria, it was
decided to use online surveys designed with the Lime
Survey tool and to invite the target groups via Email to
participate the inquiry.
The total sample size of the first quantitative survey
amounted to 5649 IEM professionals and IEM students.
EPIEM
Bernd M
. Zunk
Graz U
niversity of Technology
Christoph Sadei
Christoph Sadei is a Study Assistant at the Institute of Business Economics and Industrial Sociology at Graz University of
Technology. He wrote his diploma thesis at his current institute in collaboration with the Austrian Alumni Association of
Industrial Engineering and Management (WING). The thesis focused on IEM in Austria from the HR manager, WING,
Higher Education Institutions and IEM professionals perspective in order to gain a clear picture of IEM in Austria and
a direction in which IEM can be developed. He was the chairman of the local IEM Student Association in Graz, Local
Responsible for LG Graz and wants to support ESTIEM by becoming an ESTIEM Alumni.
27 ESTIEM Magazine | 47th issue - Business Analytics
From this sample 947 questionnaires were filled out
(805 fully and 142 partially filled out questionnaires),
thus representing an overall response rate of 16,76%.
The total sample size of the second quantitative survey
amounted to 9111 HR managers. From this sample 311
questionnaires were filled out (289 fully and 22 partially
filled out questionnaires), thus representing an overall
response rate of 3,41%.
Results
As already practiced in the methodology, the results
will also be separated into two parts. Firstly, the results
of the Austrian IEM degree program analysis will be
shown, secondly, some results of the conducted
surveys will be displayed and if the data allows, the
answers of the different target groups combined.
IEM degree programs on HEIs in Austria
Figure 1 shows the IEM degree programs on HEIs in
Austria. As highlighted in Figure 1, the IEM degree
programs qualification profiles of Universities of
Technology have a focus between 65% and 80% of
technical subjects though one University of Technology
offers one combined degree program with 51%
technical subjects, whereas Universities of Applied
Sciences are dispersed throughout the whole range
between 50% and 78% of technical subjects. The index
table lists the analyzed HEIs, the corresponding “OECD
revised field of science and technology” attributable
to the respective IEM degree program and the kind
of degree program (Bachelor (BA), Master (MA) or
combined (BA + MA)).
IEM related perspectives of IEM Professionals,
IEM Students and HR Managers
The ideal IEM qualification profile:
As Figure 1 shows the range of qualification profiles of
all IEM degree programs of HEIs in Austria and in order
to check if the offered IEM degree programs provide
the qualification profiles requested by the stakeholders
and if the WING recommended qualification profile is
still corresponding to market needs, IEM professionals,
IEM students and HR managers have been asked about
their recommended ideal IEM qualification profile.
468 IEM professionals answered the question as to
which ratio of technical- and economics- subjects
would have been ideal for their IEM degree program
from their professional perspective. The average
qualification profile resulted in 61,5% technical subjects
and 38,5% economics subjects, and can be interpreted
as the ideal qualification profile recommended by IEM
professionals based on their professional experience.
Figure 1: Comparison of Qualification Profiles of IEM degree programs on HEIs in Austria
EPIEM
Bernd M. Zunk
Bernd Markus Zunk is an Assistant Professor at the Institute of Business Economics and Industrial Sociology at Graz
University of Technology. As a teacher of business economics, his particular emphasis is on the areas of industrial
marketing, purchasing and supply management, marketing controlling, as well as marketing intelligence. His research and
his habilitation project focus on the “Preferred Customer Concept”. Bernd M. Zunk is an active member of the Austrian
Alumni Association of Industrial Engineering and Management (WING), of the Strategic Management Society (SMS) and
the International Purchasing and Supply Education and Research Association (IPSERA).
28 ESTIEM Magazine | 47th issue - Business Analytics
IEM students answered that their ideal ratio would be
63% technical subjects and 37% economics subjects and
HR managers stated that the ideal qualification profile
for an IEM graduate would be 62,2% technical subjects
and 37,8% economics subjects (see Figure 2). It needs
to be advised that under “economics subjects” the sum
of economic and integration subjects is understood.
Fields of operation of IEM professionals:
In the survey, IEM professionals were asked to indicate
how many jobs they have had until now with a
maximum of 10 jobs. On the left side of Figure 3, the
fields of operation (FOO) are listed, always indicating
two bars per FOO. The first bar corresponding to the
FOO shows how many people worked in that FOO
(displayed in percentage). The second bar attached
below, which always corresponds to the same FOO
without any percentage indicated, illustrates how many
people working in this FOO had a leading position. In
total 510 IEM professionals answered this question.
510 IEM professionals had 703 FOO in their first job.
This means that every third IEM had 2 FOOs. This
number stays the same in the second, third and fourth
job. In their first job, most IEM professionals start in
Engineering, R&D, Process - Production and Quality
Management, with only a few people starting directly
in an executive or strategic management position. In
their first job, 18,3% of the 510 IEM professionals had
a leading position.
This number rises dramatically in the second job where
46,5% of the 420 IEM professionals had a leading
position. It is noticeable that in their second job, the
number of IEM professionals working as an executive
or strategic manager, as book keeper and PR or product
manager increases, with a decreasing number of FOO
in R&D, Engineering and Process management.
Figure 3: Fields of operation per job of IEM professionals in Austria
EPIEM
Figure 2: Ideal ratio of Technical and Economics subjects for an IEM degree program
29 ESTIEM Magazine | 47th issue - Business Analytics
[1] BAUER, U.; FÜRST, A.; ZUNK, B. M. (2010): Ausbildungslandschaft, Berufsbild und Qualifikationsprofil von Wirtschaftsingenieuren, BWL Schriftenreihe Nr. 13 des Instituts für Betriebswirtschaftslehre und Betriebssoziologie der TU Graz.
[2] BAUER, U. (2010): Wissensbilanz 2010, Institut für Betriebswirtschaftslehre und Betriebssoziologie der TU Graz.
[3] BRETTEL, M.; DITTMANN, U.; ENGLBERGER, H.; VON HIRSCHHAUSEN, C.; LEIPNITZ-PONTO, Y.; OLSOWSKI, G.; SCHÄTTER, A.; SCHMAGER, B.; SCHUCHARDT, C. (2012): Qualifikationsrahmen Wirtschaftsingenieurwesen, Fakultäten- und Fachbereichstag Wirtschaftsingenieurwesen e. V., 1st Edition, Pforzheim.
[4] EUROPEAN STUDENTS OF INDUSTRIAL ENGINEERING AND MANAGEMENT: What is Industrial Engineering and Management (IEM)?, https://www.estiem.org/default.aspx?PageId=523, Online, Retrieved 06.06.2013.
[5] SADEI, C. (2014): Industrial Engineering and Management in Austria: Balancing Industry Requirements, Association Recommendations, Graduates Needs and offered Qualifiaction Profiles on Higher Education Institutions, Diploma thesis, Institute of Business Economics and Industrial Sociology, Graz University of Technology.
[6] BAUER, U.; SADEI, C.; SOOS, J.; ZUNK, B. M. (2014): Industrial Engineering and Management in Austria: Comparison of Qualification Profiles provided by Higher Education Institutions and Career Paths of Graduates, Proceedings of the 2014 Industrial and Systems Engineering Research Conference (ISERC), Montreal, p. 1-10.
[7] EHEA - EUROPEAN HIGHER EDUCATION AREA: Mobility strategy 2020 for the EHEA, http://www.ehea.info/Uploads/(1)/2012%20EHEA%20Mobility%20Strategy.pdf, retrieved 01.01.2014.
[8] MAUSER, H. (1990): Congress in Graz - a key-stone for a bright European future of generalistic education at technical universities?, Der Wirtschaftsingenieur, Graz, no. 3, p. 36.
In their third job, 70% of the 320 IEM professionals
already hold a leading position and FOO in executive
and strategic management rise to almost 17%. In their
fourth job, 74% of the 212 IEM professionals have a
leading position and along with the increase of jobs in
the executive and strategic management, an increase
in the entrepreneurship and in consulting can also be
seen. The average time spent in the first (4,7 years),
second (4,2 years), third (4 years) and fourth (4 years)
jobs are quite similar.
IEM student dynamics:
21,7% of 535 IEM professionals spent at least one
semester abroad for study reasons, which is already
higher than the goal of the EU who wants to achieve
that until 2020, 20% of all students in the EU have study
experiences abroad [7]. 13,28% of 369 IEM students
already spent one or more semesters abroad and 18%
of those students who did not until yet (n=320) have
a positive intention to spend one or more semesters
abroad for study reason.
Most needed foreign language skills “on the job”:
100% of IEM professionals (n=468) need English, 9%
French, 7% Spanish, 7% Italian and 2% Russian skills
in their job, whereat in the next 5-10 years following
foreign language skills are desired by HR managers in
Austria (n=127): English (96%), Russian (23%), Chinese
(22%), Spanish (17%), French (13%) and Slovenian (9%).
IEM graduates success factors for the first application
procedure
HR managers (n=124) mentioned that for IEM
graduates practical experiences and additional
experiences (e.g. computer programs and language
skills) are the most important success factors in the first
application process.
Conclusion and reflections
The founders of ESTIEM have recognized the fact
of different ratios of technical and economics
subjects among IEM degree programs throughout the
European countries already in 1990 in Linköping while
comparing their own degree programs, just before
ESTIEM was founded [8]. This attempt to draw a
European landscape of the different “faces” of IEM
somehow stopped.
Nowadays not only because of the dynamics in the
professional world within the EU, it would be a valuable
information for students, HEIs and HR managers across
Europe to have a clear picture of every “face” of IEM in
EU countries because every IEM degree program has a
different but beautiful “face”. The saying “same-same,
but different” ironically brings it down to the essence and
a “family picture” could light up this opaque situation. ■
EPIEM
30 ESTIEM Magazine | 47th issue - Business Analytics
EPIEM
41 professors and students from 17 European countries attended this international conference.
“
Linked to the network’s activities over the past months,
the emphasis of this conference was the concretization
of future activities, namely projects within the EPIEM
network. On the one hand there were lectures and
working groups in the field of IEM education. On the
other hand concrete projects were discussed, which
can now be accomplished on an international level by
IEM students.
Jim Platts (from the University of Cambridge, England)
and Gerald Jonker (from the University of Groningen,
The Netherlands) presented country-specific challenges
in IEM education and shared suggestions which were
discussed during the conference. Furthermore, the
“Industrial Engineering and Management survey 2014
in Austria - degree programs and opinions of IEM
professionals, IEM students and HR managers” was
introduced and discussed in working groups. The
professors led a workshop, comparing on a European
country-specific comparison in education with the
Industrial Engineering and Management survey 2014
in Austria. The survey received a positive international
response and provides a solid basis for further projects
in this area.
Afterwards, several projects have been developed
on an inter-university level in collaboration with the
professors and students. The challenge designing the
project was setting up goals that could be achieved by
ESTIEMers. The emphasis was on the added value for
students when working on a project as their master
thesis under a defined framework at another European
university. For instance, the designed projects are about:
the EPIEM formal network, curricula analysis of IEM
studies and in the area of supply chain management.
Important information was received by participants
through the Office of International Relations and
Mobility Programmes of Graz University of Technology,
which presented possible funding for students.
The professors expand the international IEM network
and use the country-specific experiences of different
fields of studies and degree programs in order to
strengthen the national education and to develop
common European activities. For more information on
the EPIEM Conference 2014, the EPIEM network and
the next conference dates, please visit www.epiem.org.
For now, we can say that the 8th EPIEM Conference
2015 will be held in Novi Sad in May. ■
The 7th European Professor of Industrial Engineering and Management (EPIEM) Conference, led in Graz, brought European IEM professors and students together. They focused on developing the IEM education and contribute to a common and prosperous Europe for youth.
7th EPIEM Conference, Graz 2014
Volker Koch
Volker Koch is a research and teaching assistant at the Institute of Business Economics
and Industrial Sociology at Graz University of Technology. His emphases as a teacher
are accounting, cost calculation and marketing management. As a researcher, he
is focusing on incentive systems. Volker Koch is an active member of the Austrian
Alumni Association of Industrial Engineering and Management (WING) and supports
the EPIEM community.
ESTIEM Magazine | 47th issue - Business Analytics
31 ESTIEM Magazine | 47th issue - Business Analytics
Board 2014 says GoodbyeOutcomes and milestones
INSIDE ESTIEM
Sorana: Learning exponentially more about people skills
and getting broader practical insights on organisational and
strategic management. Except broadening my knowledge, I
feel like I have also broadened my horizons when it comes
to knowing what I need to acquire to shape my future life
and career. Acknowledging the responsibility of shaping a
wholesome Europe together with ESTIEMers that have only
the best intentions was never more clear to me and being
part of the whole structure as one of the leaders of this
organisation represents my reached personal milestone.
Marija: I realise that in the past year I collected just a couple
of stones in the mosaic of my life.
Nuno: The most important milestone for me this year was
finding out that ESTIEMers have a real responsibility in the
development of a better future, in all aspects of our life.
Tibor: It is hard to evaluate soft goals. If it is the learned
self-management and working technique I learned in
presence of the workload or if it is the reactivation of the
IT Committee together with Alp Altinturk with tools like
the creation of the first ESTIEM IT School, I can’t tell.
Esin: Having a start into the year with a perfectionist/result-
oriented me, I learned to be more patient and value more
the processes (e.g. several hours of discussions, asking
people for input, growing yourself/others etc.) involved
in the pursuit of success instead of solely focusing on the
end results, since having the fruits of your effort takes its
time and everything does not go as desired every time.
Sometimes it takes a week, or a month, or even beyond
your board year, to see how much of a change your effort
will make in the organisation and regardless of how much
effort you put into something, it might not end up being as
perfect as you imagine it to be as you are depending a lot
on other people in your work.
Rade: I cannot really point to one thing in particular. I have
learned so much about Motivation, Communication, Time
Management, Strategic Planning and many more things…
However if I had to say one thing only, I would say it would
be learning how to handle communication with so many
different people I had the honour to be in contact with.
What was your biggest personal milestone that you reached this year?
Number of Board chats throughout the year
47chats
Total time spent in chats
192h 06´approximately
8 days
Average time spent in Board chats
4h 05´Shortest chat
1h 05´Longest chat
6h 15´
32 ESTIEM Magazine | 47th issue - Business Analytics
INSIDE ESTIEM
MAIL CORNER
1300 mails were directly received at [email protected] and additionally this address
was put in Cc 933 times
How much attention did our position related e-mail addresses get (like [email protected])? In average, only 46 e-mails were being sent,
while it was only put in Cc 6 times.
The most intensive part was covered by our personal e-mail addresses, of course. In the form of [email protected], these addresses got the attention 1682 times in average and they were Cc-ed 904 times
How many mails should a boardie expect to send throughout the year? In average: 1661
We enjoyed reading long e-mail threads, some of them having up to 50 replies from active ESTIEMers
BOARD 2014’s
Sorana: Setting up a stable ground for the future 3 to 5 years strategic
plan is definitely a first in the history of ESTIEM. If I would put all of
this in numbers on a timeline, I can say that it happened in the year
when the biggest CMs of ESTIEM took place so far (77 LGs present
in Istanbul & 76LGs present in Budapest), both reaching together a
100% presence rate of both members and observers.
Esin: With the increasing will from our side to vaccinate more long term
thinking spirit into the veins of the 25 years old organisation, creating
a strong base for a strategic plan for ESTIEM through having its SWOT
analysis done and focus areas defined is definitely a very big step taken
that will set a certain direction for the organisation to head towards.
Nuno: I believe one very important milestone we reached this year was
the implementation of a strategic perspective for the development of
ESTIEM.
Tibor: It was a pleasure for me to have been part of the organisation
of one of greatest events ever organised within ESTIEM, the Council
Meeting Istanbul-Boğaziçi. I think this event shows the potential of
ESTIEM that is soon proudly celebrating its 25th anniversary.
Rade: I think the steps that we took towards creating a real strategic
plan for the first time in the 25 years of ESTIEM history was a very big
step. I can see it pulling the organisation forward by giving the basics
for coordinated efforts between different Projects, Committees and
Initiatives of ESTIEM.
Marija: ESTIEM collected gemstones from all over Europe for the
mosaic of the future Europe.
What was the biggest milestone that ESTIEM reached this year in your opinion?
There are 29 countries currently present in our network. Some were visited by 100% of us, some only by 1/6.
The map shows how many of us were present in which countries throughout
the year.
All Boardies have attended 77 unique events in total and have visited 64 LGs
in 24 countries.
33 ESTIEM Magazine | 47th issue - Business Analytics
In my country and all over the world it was raining during the whole spring and rains were taking away roads, houses and hopes. While travelling from Belgrade to Istanbul, from Porto to Bad Dürkheim, I am drawing a strange pattern in the European sky. I’m not solely meeting cultures and people, but together we are creating a world; a world, which will become a better reality. The devotion shown by ESTIEMers creates a network of personal contacts, which gives me confidence that through our joint efforts, emerges coherence between people, that overcomes all natural, social and geopolitical boundaries. It is still raining as in Marquez’s Macondo, but I do have hope that we can get to grips with all the challenges we face nowadays. For this hope and this amazing and challenging year, which profoundly influenced my development, I thank – from the bottom of my heart – all the precious and devoted people whom I met and whom I had a chance to work with.
“
“
Sorana Ioniță
Marija Turanjanin
Being active for 4 years in this organisation, I can say that through my perspective, ESTIEM reached its highest peak when it comes to the activeness of its members in comparison to its current size.I have witnessed the development of the network and simultaneously my own personal development. From my first event to the first ESTIEM Magazine that I held in my hands after working for months on it as the ESTIEM Magazine project leader, to the very first Board meeting and Council Meeting viewed entirely from the stage perspective, I learned mostly about the feeling of belongingness. Never have I understood better what it means to be European and socially and culturally linked to 29 countries at once. Never have I felt more secure while being surrounded by strangers which I barely met a couple of times in my life, but I still consider them my true friends. Never have I wanted to give back more to the organisation that has helped me become a better person as a whole. I owe each and every person that I met at least once (virtually or live) a huge thank you for helping me strive for understanding empathy, friendship, teamwork, team-, process-, project-, strategic- and organisational management and much more. I can only be grateful to ESTIEM and the ESTIEM spirit for my personal development and giving me direction and the path to walk on for becoming a better human being.
Vice President of Public Relations
Vice President of Finance
34 ESTIEM Magazine | 47th issue - Business Analytics
When I was starting the year I knew there will be very big challenges coming up. Organizing the Council Meetings with its big number of share- and stakeholders, reactivating the ITC and CRC are just some of them. Those challenges are only manageable with a great team and I can call myself lucky to have had a great team. Here I want to say thank you to the greatest teammates I could have had: Nuno Carneiro for being a great leader and friend, Murat Yiğen and Emre Çetin for making the most incredible ESTIEM event ever, Israel Pohl and Alp Altinturk for their proven reliable responsiveness in case of emergency and excellence in their work, Esin Korel and Sorana Ioniţă for their professionalism and passion for ESTIEM while always making a nice team atmosphere, Zoltán Lugasi and Henrik Beck Olsen as the probably the most underrated project leaders of big ESTIEM events, Mark Smoliar for his always reliable and independent work motivation, Marija Turanjanin for keeping track of all the money and thoughtful input during Board chats, Marina Yermakova for her early and promising preparations and Rade Pantelić for showing me the trick that you can manage ESTIEM with 3 states: Working hard, playing hard and snoring hard. And here I also want to thank Martin Jankoski for his work. There are many more names that should be mentioned, but there is no place here to name all of them here. So I would like to shout a big “Thank you all, ESTIEM appreciates you!” to them.
“Tibor Weigel
Now that the best year of my life is coming to an end, it is time to move on and watch as a new generation of ESTIEMers take the lead in our organisation. I feel very lucky to have had the opportunity of contributing to the development of ESTIEM as a Board member. It has been a terrific experience, surpassing all my expectations!From all the experiences of this Board year, I would say that meeting ESTIEMers from all over Europe has been the drive of my motivation. Enjoying the company and solidarity of my co-Boardies and Leaders was also an indispensable motive to embrace new challenges with renewed energy.While writing these words in September, I’m sitting in a room full of ESTIEMers. I watch them working in groups for their assignment, some are good friends already, some others have just met yesterday, but that does not matter - they’re all learning as equals, sharing the experiences from their different Local Groups. This willingness to learn and mutual respect I observe could be the setting for any other ESTIEM event, making me strongly believe that the values practiced by ESTIEMers are the backbone of our network’s strength. For all your motivation, support and friendship, I would like to thank all ESTIEMers, active and alumni, who allowed me to have this unique opportunity. We will see each other somewhere in Europe!
“
Nuno Carneiro
Vice President of Administration
President
35 ESTIEM Magazine | 47th issue - Business Analytics
What I can undoubtedly call the best and the most intense year of my life, the year full of work, stress, commitment, a vast amount of experiences, challenges, and incredibly fun moments is almost behind. I remember myself being quite unsure about taking the risk and running for the board exactly a year ago. Now looking back, all I can say is that it was probably the best decision of my life and every second of being a board member was totally worth it! I feel very much privileged to be given the opportunity to lead our beloved organisation with its members striving for a better future, which meet and work together with amazing ESTIEMers like you! I learned a lot about myself and others, went out of my comfort zone and went over my limits. Being only 23 years old, I made countless personal and professional experiences thanks to ESTIEM which would not have been possible to make elsewhere. My source of motivation which has helped me cope with the days with too much work, too less sleep, conflicts and stress that this journey brought along with, has been meeting/working with ESTIEMers all over Europe and seeing them, us growing both as individuals and as an organisation.
I would like to thank all the ESTIEMers whom I crossed paths, had the pleasure to work with! YOU are the ones who made this year simply awesome!
“Esin Korel
22.9.2014. 9:15 AM, Frankfurt airport gate E4
Just a few minutes ago I had the honour of explaining to a German border officer why the hell am I after 10 days in Germany going to Turkey, back to Germany, onwards to Poland, back to Germany again, then to Romania with no ticket back home to Serbia after traveling for about one month straight with only a backpack. I was unable to do much better than to say “I am an ESTIEMer”.After this year, I definitely have something to tell my grandchildren about. This was by far the biggest challenge of my life - Standing on the helm of an organisation counting 8000 members in 29 European countries in a team with five people that I barely used to know… all of that while being only 23 years old.Dear ESTIEMers, colleagues and friends, it was a real honour working hard and playing hard with you. It was like a rollercoaster ride, full of ups and downs but always exciting and I hope you have enjoyed this crazy adventure as much as I did.
“
Rade Pantelić
Vice President of Education
Vice President of Activities
36 ESTIEM Magazine | 47th issue - Business Analytics36 ESTIEM Magazine | 47th issue - Business Analytics
Don’t be afraid to share your ideas with others“
Thijs PutmanESTIEM Information Technology Committee Leader
April 2005 - April 2007
37 ESTIEM Magazine | 47th issue - Business Analytics
INSIDE ESTIEM
Almost five years have passed since StudyPortals was founded and the difference between then and now is staggering. It started out with a handful of people working from a small room in an apartment in Tilburg. Right now, over fifty people work there, a large part of which still work from Eindhoven, also have from offices in the UK, Sweden, Turkey, Romania, Poland, the US and Australia.
From Student Guide to StudyPortals
Thijs Putman is co-founder of this enterprise together
with several other ESTIEMers. He started in 2002 in
Eindhoven to study Industrial Engineering. He tells:
“When I came to Eindhoven I was determined to
become an “active” student, I although could have
never imagined I would end up travelling all over
Europe, meeting so many diverse and interesting
people and end up staring my own company before I
even graduated…”
When asking about his experiences ESTIEM he recalls
his first event, the Vision in Ilmenau. “About three
months after I started studying, experienced members
took me to my very first ESTIEM experience. We
drove an ill-maintained (there were literally holes in
the bottom) rented van to Ilmenau, participated in
the VISION and did some “less academic activities”
after the VISION. On our way back we managed to
drive the wrong direction only realising our mistake
by the time we reached the Polish border… “. After
this a rollercoaster of events came, among these 9
Council Meetings as soon as the “CM Bug” was caught
in Sofia. It was also at a Council Meeting that a first
introduction to the idea was discussed: “The idea
behind StudyPortals was conceived by Edwin as part
of his work on the Student Guide project in ESTIEM.
Edwin convinced Magnus of the enormous potential
of his idea and then both of them convinced me to
join to help them realise the dream of helping (at that
time) students in Europe to choose the best possible
Master’s programme. My first introduction to the idea
behind what would become StudyPortals was when
Magnus Ollsen and Edwin van Rest talked to me about
it at the end of Council Meeting Ankara (autumn 2006).
From that point onward things went rather quickly and
a first version of the MastersPortal.eu website was
launched in April of 2007. The first two years were
spend building out the MastersPortal.eu website from
Edwin’s guest room annex office in his apartment in
Tilburg. During 2008 we realised our idea had even
more potential than we initially thought, but that we
needed more focus and additional funding (to be able
to increase our rate of growth) and thus decided to
look for an outside investor. Winning the New Venture
business plan competition made the Studyportals team
come in contact with many investors. At the end of
2009, StudyPortals B.V. was founded and we were
ready to start picking up the pace.
By now, StudyPortals has left the start-up phase and
has reached a more stable phase. There are rules and
procedures and even some “big company” problems,
but at the same time we have managed to keep our
original spirit and culture alive. Thijs mentions this as
a very important element of what sets StudyPortals
apart from other companies and it is probably one of
the most important drivers of the success.
IEM and ESTIEM helped Thijs gaining the skills that are
of great help shaping StudyPortals’ operations. The big
difference between then and now is that this time it’s
for “real”, so many situations are less forgiving than
when they used to be in ESTIEM… ESTIEM also helped
Thijs to get in touch with his current business partners.
Furthermore, ESTIEM proved to be a good pool for
StudyPortals to find employees. Many of the employees
came (and still come) from within ESTIEM.
An important aspect of ESTIEM is the European/
international focus it instils in its members. Students
who have been active in ESTIEM find it normal to
work with groups of people from diverse cultural
and linguistic backgrounds. They are able to cope
with cultural differences without even noticing them
consciously. In today’s ever more globalising world this
is an important skill to have.
“What I always found interesting is that within ESTIEM
native English speakers seem to have a (relatively) hard
time fitting in. The “continental” ESTIEM’ers (c.q. the
non-native speakers) have developed their own unique
blend of English, incorporating elements from various
other languages. For native English speakers this is quite
difficult as they are not used to adapt their language in
Koen K
oolen
Local Group Eindhoven
Students who have been active in ESTIEM find it normal to work with groups of people from diverse cultural and linguistic backgrounds.
“
38 ESTIEM Magazine | 47th issue - Business Analytics
such a way. This “ease of adaptation”, which applies in
broader sense than just for language, is an important
skill you learn within ESTIEM (and you learn it mostly
without noticing it).”
Lastly, Thijs was asked to give some advice to ESTIEMers
on how they could use their ESTIEM experience in their
career. Thijs: “Your ESTIEM experience gives you a
unique international perspective which is something not
many people have from the get-go. This is something
you can definitely place emphasis on when you start
your career. Don’t be afraid to highlight this fact (in for
example your CV) as it sets you apart from most of the
other candidates.
Furthermore, ESTIEM provides you with a big
international network, which is something you can also
get a lot of benefit from (just as we did by recruiting
ESTIEM’ers into StudyPortals). There is, for example, a
lot of local knowledge in ESTIEM that would be hard to
get by if you didn’t know all these people.”
“I think the combination of the previous two facts
puts ESTIEM’ers in an ideal position to start their own
“online” company. The Internet is causing a lot of
physical borders to disappear; by using your ESTIEM
knowledge you can do the same with the “mental”
borders. If you have a good idea you are in a great
position to roll it out globally due to your inherent
international focus!”
“When it comes to starting your own company,
the most important thing is to assemble the best
possible team of people around you. Coincidentally
this is also the most difficult thing about starting your
own company...”
“If you have this team and you do run into problems
you can always “pivot” and start a new direction. Many
successful companies in the past decade started out
doing something completely different from what their
current success is based on. They realised their idea
didn’t work (but in doing so discovered something else
that did) and pivoted. The fact that they had a great
team (and lots of commitment) was the key.”
“Finally: Don’t be afraid to share your ideas with others
as much (and as early on) as you can. It’s unlikely
anybody will steal them. Most companies (especially
other start-ups) already have many more ideas than
they can realistically execute, even without having to
worry about yours.”..
“Getting lots of feedback is much more important than
the off change someone will get away with your idea,
especially when you can get this feedback from fellow
entrepreneurs. And even if somebody should run off
with your idea, a bit of healthy competition will only
inspire you to do better yourself !” ■
INSIDE ESTIEM
About the author
Thijs Putman, 30 years old, is one of the founders of
StudyPortals. At StudyPortals he fulfils the role of CTO and is
thus responsible for running the technical side of the company:
Leading the eight-person development team that builds the
products and at the same time trying to plot, together with
the other founders on the management team, StudyPortals’
course for the coming years.
Apart from the technical side, Thijs is involved in managing,
planning and shaping the (daily) operations at StudyPortals.
Thijs is originally from Tolkamer, a small village on the river
Rhine a couple kilometres from the German border and lives
since his student time in Eindhoven.
Founders of StudyPortals.eu - Thijs Putman, Edwin van Rest and Magnus Olsson (left to right)
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40 ESTIEM Magazine | 47th issue - Business Analytics
Nina G
orshkova
Local Group M
insk
Nice to Minsk you
Belarus? Where is it? You may say “somewhere in
Europe” but if you want to be precise, Belarus shares
borders with Poland, Lithuania, Ukraine, Latvia and
Russia. The territory of modern Belarus was part
of such countries as the Grand Duchy of Lithuania,
the Russian Empire and USSR. Despite this fact,
Belarusians retained their customs, traditions and
style of dress. Thanks to its location in the centre of
Eastern Europe our country contains different types of
ancient architecture.
Belarus is known for its nature: lakes, forests, rivers and
chalk quarry. I suppose the best time for visiting our
county is in the summer, because you can catch many
glimpses of the wonderful and beautiful nature while
sightseeing, but at the same time, the nightlife is not
to be neglected.
Like every nation, we have a most popular national
dish – ours is called draniki. It consists out of potato
pancakes with meat and sour cream.
One of the hallmarks of the Belarusian is tolerance,
hospitality and willingness to help. If you appear to
be in trouble, in Belarus you never need to worry ...
Belarusians will do their best to help you. We never
calm down until our guests feel fine.
Another special feature of our people is our love of
sports, especially ice hockey. We love to play ice
hockey and, as you may know, Ice Hockey World
Championship 2014 took place in Minsk, event
which gathered a record number of guests and
viewers in the whole history of the championship.
Some interesting facts about our capital: The main
square, which is called the Square of Independence,
is one of the longest in Europe (15 km). Also,
interestingly enough, the Minsk Botanical Gardens are
the third largest in Europe after London and Madrid
(96 hectares). And last, but not least, the monument of
Lenin placed on the Square of Independence is one of
the highest in the post-Soviet space.
INSIDE ESTIEM
On behalf of LG Minsk I would like to sincerely share our home with you, our soul, our history and everything that we love. Let’s start!
40 ESTIEM Magazine | 47th issue - Business Analytics
41 ESTIEM Magazine | 47th issue - Business Analytics
INSIDE ESTIEM
In regards to its connectivity and how easily it is to
reach, except direct flights, it is worth mentioning that
the best connections (costs and frequency wise) can
be found within only a 3 hour reach in Vilnius, whereas
other connections from Ukraine, Poland or Russia can
take up to 8-10 hours.
Moving on to writing about our university and us as an
ESTIEM Local Group:
The Belarusian State University of Informatics and
Radioelectronics (BSUIR) plays a leading role in
the preparation of engineering and scientific staff
in the fields of computer science, radioelectronics
and telecommunications in the national system of
education of Belarus.
The history of ESTIEM Local Group Minsk starts in
April of 2011. It all began with a friendly and cheerful
evening with enthusiastic students of our university and
awesome ESTIEMers Alex Peters, Andreas Flödstrom
and Julia Aksenova, who presented ESTIEM in Belarus
for the first time. And the story began: The first CMs,
Visions, Europe3Ds, Exchanges and so on. We grew and
developed as a Local Group, but not everything went
smoothly. Unfortunately, the end of 2013 was the most
difficult in the history of the group in terms of relations
with the leaders of the University. As a result of long
discussion, the local group was forced to return to the
Guest status, which was announced at the Council
Meeting in November 2013 in Aveiro. Since that time,
the main activity of LG Minsk was focused on getting
the official status at the University and returning the
Observership status, which happened at the Council
Meeting Istanbul-Boğaziçi in April 2014. And after that,
we became stronger, not only as a team but as friends.
Also this year ESTIEMers from our group took part in
the TIMES Semi-Final in Moscow for the first time.
Local Group Minsk is always open for ESTIEM and
willing to organise projects at various levels and it has
something to offer to ESTIEMers all over Europe. ■
42 ESTIEM Magazine | 47th issue - Business Analytics
Felix Lim
per
Local Group Paderborn
INSIDE ESTIEM Summer Entrepreneurship Training A pilot event organised by businessboosterThe outcome of the event was quite different than
what we had foreseen on paper. The plan was to have
a 5 weeks long event with 30 participants, happening
in 3 different locations across Europe, accommodation
in 5 star hotels without any participation fee. It should
be a highly academic, elite event with a budget of
500.000€, just for ESTIEMers. In the end, the most
important thing was to be able to organise it and to pull
off a first edition. In order to reach this, we changed
the programme to 3 weeks with 20 participants, in 3
locations, with a participation fee as low as possible and
open to all European students.
We started the planning of this event with a huge
university research. After looking for more than 80
universities, checking their availability and the feasibility
to organise the event, we decided that we would like to
have the event in Budapest in Hungary, Catania in Italy
and Lappeenranta in Finland from the 26th of July till
the 17th of August. Going through different options for
grants applications together with the ESTIEM Grants
Committee, we decided to apply for the European
Youth Foundation Grant. A team of five people was
working on that grant from then on. The application
was finalized with big help from the Grants Committee
at their Coordination Meeting in Enschede and we
were able to send a high quality application right at the
day of the deadline, October 1st. With this grant we
were aiming to get up to 20.000€.
At the Coordination Meeting in Bremen, October 2013,
as well as one month later in November 2013, at the
Council Meeting Portugal in Aveiro, we were working
on fundraising, the agenda and the participation fee. In
the end we were not sure how high it can be if we still
want to have enough participants to fill all spots. The
biggest success during these working sessions, though,
was recruiting new members for our team.
Then, in the middle of December, the frustrating
part came: The grant was denied. The answer of the
European Youth Foundation came in and disappointed
us all a lot. Standing up again and getting back the
motivation we had before was only possible as a team.
Everyone felt the same way, but we all knew that this
was something we had to get along with and that we still
had enough time until the event to find some money.
In January 2014, at the businessbooster ESTIEMers
& Alumni get2gether in Paderborn, Yann Girard, an
entrepreneur from Munich was holding a little talk about
entrepreneurship and got to know businessbooster
and ESTIEM. He offered his help in contacting some
companies by introducing us to his friends. One
of these companies was hub:raum, an accelerator
from Telekom located in Berlin. It was really easy to
communicate with them and we could schedule some
phone calls with our contact there. Understanding each
other’s situation and discussing opportunities, it was
possible to sign a partnership agreement for SET. One
part of the contract was that we got online mentoring
for one team during SET.
Martin Jankoski provided us with an idea that made a
big difference: We could contact U.S. universities and
try to find a partner university there, since they are
interested in these kind of events. Thanks to Boutros
Lama’s contact to the University of Miami, we were
able to talk with Dr. Shihab Asfour, the dean of the
IEM faculty. He was very interested in the programme
and wanted to know more. Afterwards, we created a
brochure with a pricing system that depended on how
many students the partner university wants to send.
With this brochure it was possible to convince the
responsible people about our programme and some of
them even got really passionate about it. At this point
we signed a cooperation agreement with the University
of Miami.
One session at the spring Coordination Meeting in
Krakow, March 2014, and one Working Group at
Council Meeting Istanbul-Boğaziçi, April of the same
year, we were again dedicated to SET in order to set
some milestones and to work on the promotion of the
event. We were also able to recruit more members for
the businessbooster team.
Soon the application period started and we promoted
the event everywhere with posters, videos, pictures and
posts about fact of the event locations. At the Council
Meeting in Istanbul I was elected to be the new project
leader of businessbooster and in the following time
period, Natalia, the first project leader of SET and the
former businessbooster project leader, took over the
organisation of the event. When the application period
was over, we met with three people, Nurdidar, Natalia
and me, in Groningen to evaluate them all. After two
43 ESTIEM Magazine | 47th issue - Business Analytics
INSIDE ESTIEMstages of the evaluation, first with evaluation sheets,
secondly with Skype calls to support our previous
impressions, we chose the final participants. At that
point we still had to assume that the participation fee
of the event would be up to 700€ (flights during the
event included), which unfortunately was the reason
for some cancellations.
The final preparations were very time consuming and
stressful. Flight tickets between the event locations had
to be booked, nametags, certificates and t-shirt to be
designed and information from the participants to be
gathered. Also the budget had to be discussed quite
a lot, the organising Local Groups were finalizing their
plans and had to state how much money they need, at
the same time as we had to collect the money from the
participants in order to ensure their participation and
be able to book flights on their names.
Then the 26th of July came: The first day of the event and
thus a very special day for each organiser and participant.
The following three weeks were full of work and fun,
the teams were growing together more and more and
working a lot on their ideas. After the second week
all the participants knew each other already really well
and it seemed like they were one big team. During the
last module in Lappeenranta, they could develop their
ideas even more, pitch in front of a jury, get feedback
and work again on the points of improvement. Then
the last day of the event came and the teams could
present their final business models in front of an online
jury. The interested audience asked a lot of questions
and also commented on the ideas. All in all this was
a great ending for the work of these three weeks
and we are all looking forward to see further results
now, after the event has ended and the teams possibly
go out into the world to start-up their businesses. ■
SET was hands down the most amazing ESTIEM event I have ever attended. I can strongly recommend it to anyone who is considering applying to the next edition.
Yannick van Looy, SET 2014 participant
“
44 ESTIEM Magazine | 47th issue - Business Analytics
Council Meeting Istanbul-Boğaziçi A dream that came true...
It always made us laugh because no one was thinking
about doing it. We knew that we were not ready for
a CM. When I was selected as the vice president in
our mother organisation, BÜYAK, I remember that
at our very first board meeting we were talking about
our targets to achieve in 2012. After many discussions,
the idea of organising a CM came up to our minds. I
don’t remember who said it the first but the reason
was “2013 is the 15th year anniversary of LG Istanbul-
Boğaziçi as a member of ESTIEM. We should apply for
CM!” During this meeting, me and our treasurer, we
were assigned for researching the necessary budget
and infrastructure to organise a CM. It was very exciting
actually. I was wondering with which data we should
come back to convince BÜYAK to organise it. We had
worked for 3-4 months and at first, the budget was
quite high and a big work load was needed. We knew
that it was too much of a risk for our LG since after
our board year, the new people would come and had
to continue the work for the CM. The question was
“Can they really do it?” We did not want to take up
the responsibility and then give all the work to the next
board and members. In February 2013, there was just
one and a half months left for CM Eindhoven, and we
were still not sure whether to apply for organising this
big event or not. I remember the meeting where we
finally had to make the decision. Our motivation was
not high because we were not sure whether we could
do it or not. During that meeting, our treasurer said
“Ok. This meeting is going nowhere. We worked for it
a lot until now. Yes, the budget is high and there is too
much work to do. But if we really want to do it, then
let’s go for it. We can handle it.” It was this meeting
when we decided that the president of BÜYAK and me
would work only for the CM application during the last
one and half months. I guess I can’t accurately describe
how this time was: full of work with the logo, motto,
Facebook page, budget, meeting with EU Minister of
Turkey, promotion materials, other companies etc.
Those were exciting times. I still remember when we
went to the meeting with our rector, how she was
helpful and encouraging us by saying “I believe in you
and you can make it. Of course our university will
support you with such a good event.” She even didn’t
think twice before saying so. After all the work and
preparations, we announced our application on the
ESTIEM portal on the 1st of April 2013. Our motto
was “Heart of Eurasia, Beating for ESTIEM!” We really
meant it. Everyone was so excited. Even while I was
lying on the bed at nights, I was thinking about the CM.
In Eindhoven, when we were doing our application’s
presentation, we knew that there were 30-40 people
watching us in Istanbul full of excitement, just about
as much as we had at that moment. I think that was
the most important thing: being a team. If you can feel
the same thing and have the same target, then you can
Murat Y
iğen
Project Leader
Council M
eeting Istanbul-Boğaziçi
It was all about a dream. Yes! If you would ask how the story of Council Meeting (CM) Istanbul-Boğaziçi began, I can easily say that it had already been the dream of our Local Group for a very long time. It had become the tradition of our local general assembly to ask the question “When will we organise the CM?” by our alumni.
INSIDE ESTIEM
45 ESTIEM Magazine | 47th issue - Business Analytics
make a great team. I went back home from Eindhoven
and was welcomed with a surprise party at my place. It
was one of the greatest moments in my life.
Now it was time to start the preparations. The first
thing was the team of course. Everybody was accepting
what they were assigned for. We prepared our
structure, materials, to do lists, but most importantly
we tried to figure out how the CM should be. Even
though it was our first CM, we wanted to make
something different. But it was not easy at all. Firstly,
the Taksim incident happened in June 2013. It was big
chaos not only for Turkey but also for us. Why? All
companies, hotels, institutions cut their PR budget
because of the depressed economy in Turkey. And it
lasted all summer unfortunately. We had such strange
meetings. One of them was in Taksim with a 5 stars
hotel general manager in the lobby. I could look to
the outside and see where there were gas bombs,
running people and the police, all of them happening
at the same time. Another one was with one of the
richest people in Turkey. It was funny that he told us
he didn’t have money at all. Afterwards, the summer
was going so bad. Euro currency ratio was going up,
we didn’t have enough money, we didn’t even have any
hotel. Our PR was the only thing going well actually.
In September, our motivation levels were high due to
the new members of BÜYAK. Our teams got bigger
and stronger and I must admit that they were working
a lot. I think we called more than 200 companies. We
got lots of rejections, of course, but this is the nature
of Corporate Relations. We were finding sponsors but
not any big names. The ones we got were covering only
some small needs of the event. In December 2013,
another scandal happened in Turkey and the Euro
currency got crazy and went up and at the same time,
our EU Minister was removed from his position. All the
motivation of our team went down. We even laughed
at the bizarre situation we were in. At the beginning
of the New Year, January 2014, we got an e-mail from
one of our Alumnus. He wished us a happy new year
and said that he deposited the required sum of money
we asked for into our account as a new year’s gift. It
was the second biggest sponsorship of our CM. Our
treasurer and I were dancing in the middle of our
campus. People were looking at us but we did not care!
We still didn’t have a hotel, though. I was having an
online conference with the current Vice President of
Activities and told him “Tibor, I guess we can’t make
it to a 5 stars hotel because of the euro currency.
Expenses are too high.” But meanwhile, I got in touch
with one location and kept calling them every single day
(It lasted 2 months). Even the secretary was telling me
“Oh, Murat you are calling again, I was wondering when
you would call today.” One Saturday morning, the hotel
called me and accepted our offer. It worked eventually.
After the hotel arrangement, we had started to have
meetings revolving around this point as well. We tried
to think about each single detail, but of course there
were mistakes but in the end we achieved what we
wanted to do.
As I said, in the beginning it was all about a dream.
We had the dream of organising the best CM. We
placed our target at the highest point. We faced many
difficulties and they caused our motivation to go down.
But at the end of each team meeting, we were leaving
the room with one thought: “YES! We can do it!” The
most important thing was that we were a great team
whose members always supported one another and as
we always say, we are a family in which each individual
has the same aim. In the end, I don’t know whether it
had been the best CM so far or not. But I know that
we did our best for ESTIEMers to have one of the best
weeks of their lives. I hope they enjoyed it, since we
did - a lot!
I would like to end this story with one of the quotes of
Victor Hugo which also reflects one of my life’s ideals:
“There is nothing like a dream to create the future.” ■
INSIDE ESTIEM
46 ESTIEM Magazine | 47th issue - Business Analytics
Bart Jutte
ESTIEM
Alum
nus,
former Local G
roup Eindhoven
INSIDE ESTIEM
The main idea behind the concept was to provide support for ESTIEMers who are seeking advice in order to make the best choices for their future career, while strengthening the bonds between current and former members of our network. The mentoring programme can channel the knowledge and know-how of experienced alumni and transfer it to ambitious ESTIEMers.
Mentoring programme
How did you come up with the idea?
During the first cooperation call between ESTIEM and
ESTIEM Alumni in January and the Advisory Board
Meeting in the beginning of 2013 in Bad Dürkheim,
Bart Jutte and Csaba Hartmann talked about the
potential in the concept and decided to give it a try.
We both realised the need for such an initiative in
ESTIEM to offer growth opportunities for students and
alumni as well.
When was it introduced?
The first presentation about the programme was held
at Council Meeting Eindhoven (2013 Spring), whereas
the launch of the first edition was in September in the
same year.
How many mentored ESTIEMers do you have in the
program now?
In the 2013 edition we accepted applications from 23
students and 23 alumni.
How do the participants experience the programs?
The mentees who established a good working
relationship with their mentors all experienced personal
growth in one way or another. Some outcomes that
mentees reported are that they are not afraid to take
responsibilities or creating a clearer perspective of their
future and changing their attitude towards people in
daily life. The mentors also experienced the programme
positively. In many cases the mentees provided a great
insight about student life and current opportunities to
them and also they gave each other feedback which
helped the mutual further development of themselves.
What difficulties have you faced in the programme?
The biggest challenge in the beginning was the
promotion of the programme to make the intent
of the programme clear and attract sufficient active
ESTIEMers that are close to graduation. Besides that,
we had to solve the puzzle how to do the matchmaking
and connect the right ESTIEMer with the right alumnus.
Besides that, we needed to create some practical guides
for all participants to share a common understanding of
the focus of the mentoring and provide some practical
tips to get started. We have carried out an intermediate
survey in May 2014 and found out that mentoring teams
find it difficult to keep a rhythm of regular calls, and
also that not meeting in person due to large distances
is causing problems to get the right trust level needed
for a mentoring relationship. Some relationships didn’t
even take off due to that fact and because of the busy
life that most alumni and ESTIEMers have.
How do you want to solve the existing problems?
A so-called “kick off ” meeting between the mentor
and mentee should be a highly recommended before
getting started with the mentoring (Meet your match:
offer an opportunity for mentees and mentors to meet
each other at the start of the mentoring period). We
also plan to organise online chats about common topics
for students, such as how to find your first job, what
is required to be successful in your first job interview
and how to find the way to discover the intent
of your career.
What do current mentees say about their participation?
They are very positive in general. In some cases
the relationship worked out extremely well (real
friendships have been developed and both sides
benefited very well from it), however in some cases
the expectations did not meet reality. The so-called
“Mentoring Agreement” helped a lot to align the goals
of the teams and support them to stay on track during
the year. Those who managed to work well according
to what they agreed upon were quite satisfied at the
end of the course.
Which are your plans for the second edition of Growing
Together?
We plan to have 25 places available for mentees and
further increase the quality of the mentors by attracting
even more experienced alumni and providing more
online discussions and workshops to enhance their
skills. For the students we would also like to offer more
online information sessions. We willbe stricter on the
mentoring agreement as well: teams that don’t prepare
it on time are dissolved, because without any shared
common goals, the mentoring is bound to fail.
Csaba H
artmann
ESTIEM
President 2013
Local Group Budapest
47 ESTIEM Magazine | 47th issue - Business Analytics
INSIDE ESTIEM
How can I apply for the mentoring programme?
You need to fill out the online questionnaire that is sent
to ESTIEMers by the President of the organisation. After
that, your application will be evaluated according to our
internal guidelines. Once your score is determined, you
will be ranked together with other mentees and the
first 20 will be admitted to the programme.
According to your plans the Growing Together ends after
the one year mentoring period. What do the mentees and
mentors think about continuing their partnership?
Most of them will of course stay in touch and care to
maintain their friendship (it can even be for a lifetime).
Some decided to continue the mentoring activity
informally even after the official end of term, whereas
some others agreed to end the activity but stay friends.
The opinions are very diverse when it comes to this.
Can you share some real success stories (without names
and Local Groups) that describe how did the mentoring
programme help the development of both participants?
We had one student who could not decide which
industry to target as a start for his career. During the
developmental partnership he managed to identify his
key competencies and strengths and having discussed
this with his mentor they outlined a clear path for him
to accomplish his goals. In another case the mentee
updated the mentor on a couple of technological
innovations and IT tools, that the mentor considered
as a value added element to his company and thus they
started using the tool afterwards.
What was the biggest lesson learned in organising the
programme?
Even though a Mentoring Programme seems to be a less
formal system, one still has to track the relationships
regularly and ask for updates from the members.
Having discovered problems earlier could have helped
to assist those pairs where the mentoring relationship
did not work out very well.
Final words:
Overall, 100% of the participating ESTIEMers and
alumni recommend Growing Together to others.
Therefore, we are looking forward to a great second
edition of the mentoring programme. ■
GrowingTogether
48 ESTIEM Magazine | 47th issue - Business Analytics
Alyona V
ikhareva
Local Group St. Petersburg
INSIDE ESTIEM
The Baltic region is an amazing place to go. Clean streets, amazing traditions that have been around since the Middle Ages, heart-breaking songs and a variety of homemade and ecological food. The beautiful people with the bluest eyes and blondest hair have a good taste in fashion; amazing nature views during spring, summer, autumn or winter cannot leave one indifferent. Unmatched architecture, great history, the beautiful Baltic Sea and the lovely smell of pine trees make this place truly unforgettable.
Meet the Baltics
The Baltic region is the youngest region in ESTIEM.
Currently, there are eight Local Groups from five
countries in the Baltic region. You can easily spot them
on our dotted map: Riga, Tallinn, Vilnius, Kaunas, Kiev,
Minsk, Saint Petersburg and Moscow. The Baltics have
organised a lot of events and hundreds of ESTIEMers
have visited the cities in the region, experienced things
they had never imagined before and seen something
they could not have dreamt about. Next April between
the 15th and the 20th, the Baltic region will gather more
than 250 European students of Industrial Engineering
and Management to work on the future of the network
at ESTIEM’s 50th Council Meeting in Riga.
The first Council Meeting organised by the Baltics was
held in Saint Petersburg in 1997. 17 years have passed
since then and many things have changed. How has
ESTIEM changed since then? At that time, only a few
countries were in the network and only approximately
80 ESTIEMers participated in Council Meetings. The
network has been growing ever since, attracting more
and more highly motivated and skilled students from
the best technical universities from all over the Europe.
How did the process for the latest Council Meeting in
the Baltics go? The best ideas arise suddenly and that
is the case here as well. Gregor Herr, Vice President
of Activities in 2012, initially fired up the idea about a
Council Meeting in the Baltics. After the open call for
organising a Council Meeting was sent out in spring
2014, the Baltic Regional Coordinator Laine Šildere
sent an e-mail to all Local Groups asking for their
support for applying. Almost everyone thought the idea
was insane (and there still are people that think so), but
during numerous chats that were held in preparation,
the decision was to go for it.
At the end of August 2014, 30 members from Baltic
Local Groups gathered together in Riga to work on
the upcoming Council Meeting. A lot of work has been
done; a lot of workshops and brainstorming sessions
have been held. Almost half a year has passed since the
Baltics applied for the Council Meeting, but most of the
work is just up ahead. ■
49 ESTIEM Magazine | 47th issue - Business Analytics
Eleonora N
azander (née Ivanova)
Local Group St. Petersburg
ADVERTORIAL
Stora Enso is not only a sustainable company, but also a great place to work according to ESTIEM alumna Eleonora Nazander (née Ivanova)from LG St. Petersburg who began her career as Business Intelligence Analyst and Global Leadership Trainee at Stora Enso Helsinki office one year ago. We asked Eleonora about her experience so far.
Ever wondered what it is like working for Stora Enso
How did it happen that you moved from St. Petersburg to
Helsinki and started your career abroad?
Believe it or not, but I largely owe ESTIEM for this
change in my life. Almost 6 years ago I took part in
Vision Helsinki-Tampere, which was my first trip
abroad. It was that ESTIEM event where I met with
my future husband who is an ESTIEMer too. Two
years later I finished my Bachelor’s degree in Russia
and moved to Finland to do Master’s studies at Aalto
University. After finishing the studies, I found a job in
Helsinki and married that ESTIEMer.
Why did you choose Stora Enso?
One reason is that I always wanted to work for an
international company to be able to travel and work with
people of various backgrounds. Also, I was attracted by
the manufacturing industry as it is very interesting for
me to learn about production, as I believe it is for many
other ESTIEMers, too. And of course the job itself was
a very important factor. But maybe the main reason I
chose Stora Enso was the Global Leadership Trainee
program that they asked me to participate in.
What is the trainee program about?
In the program, we are 22 trainees in different locations
across the world and with diverse backgrounds in
business and engineering. We all have normal job
responsibilities in one of many Stora Enso offices and
production sites, but for the first 16 months 30% our
time is dedicated to the trainee program.
The program consisted of six modules: meeting
senior leaders of the company and learning about the
strategy of the company in Finland, leadership training
and learning how to do business in China with IMD
business school, volunteering work in China, 3-month
international assignment and the final meeting in
Sweden. Also, we have mentors to support us.
What was the highlight of the program for you?
It was my 3-month international assignment in Brazil.
When you are thrown to another country to work on
something completely new, you learn a lot about the
culture, but you also learn to adapt to new circumstances
and working style, to work independently and be brave.
What would you call your main learning from the program?
There were really many, but maybe I can mention two
that where important for me: Firstly, it was team work:
you have to be a good listener and sometimes suppress
your ego for your team to be successful and, secondly,
you should never be afraid to raise a question and
challenge the way things are because the newcomers
are the ones able to see things with fresh eyes. ■
50 ESTIEM Magazine | 47th issue - Business Analytics
Natalie G
yárfás
IEM Foundation Board
INSIDE ESTIEM
In June 2014, the IEM Foundation was established by three organisations: ESTIEM, ESTIEM Alumni and EPIEM, with the aim of fostering IEM care. To understand what this aim means, we should look into the history of ESTIEM, since it all started many years ago, when the idea of ESTIEM was born.
The IEM Care and its Foundation
25 years ago everything was geared towards a united
Europe. In this spirit we, students of IEM, felt a drive
to develop international relations and joined forces
to start ESTIEM. No-one on the founding team of
ESTIEM could have imagined that it would grow
up so wonderfully and impact so many people’s
lives. Throughout the years, together, we have
developed three great networks, connecting students,
professionals and professors within the IEM field across
all of Europe. Somehow we managed to create a sense
of a family, which is enhancing amazing interrelations
across countries and age groups. What could be next?
Is it possible that emerging from this valuable triangle
we could have even more impact on our society?
The idea of a foundation came up in the beginning of
2013 while trying to figure out ways to create equal
opportunities for IEM students. After having met
ESTIEMers, Alumni and professors from all corners of
Europe, we knew that there are still lots of opportunities
in the network that are waiting to be discovered.
During the summer of 2013, Natalie took the
initiative for a foundation as a means to impact our
future. At the Summer Academy Alumni event 2013,
thoughts were shared on how we would like to
impact our societies. Alumni at the Council Meeting
Istanbul Boğaziçi in April 2014 indicated a wish to
be ambitious and have an impact beyond just being
a financial vehicle for ESTIEM. Many ideas that seem
to have broad support are in the area of bridging
financial inequality and fostering ethical leadership.
The founding Board, consisting of three students
and three Alumni, drafted statutes and by-laws for
the Foundation in order to have a structure to get
started. The triangle of the founding partners is
represented in the Advisory Council: Nuno Carneiro
from the ESTIEM Board, Bahar Akıncı from the ESTIEM
Alumni Board and Jim Platts for EPIEM. Through the
“Friends of the Foundation”, people and organisations
who support the Foundation’s work by contributing
with their time/experience and financially, stay
connected to the Foundation and are kept informed
about the way the Foundation is reaching its aims.
The first meeting of the Founding Board in Istanbul April 2014. From left to right: Marlies van Laarhoven, Bart van Eijden, Natalie Gyárfás, Joris Hoogerdijk, Martin Schönbeck, Elias Faethe
Marlies van L
aarhoven
IEM Foundation Board
51 ESTIEM Magazine | 47th issue - Business Analytics
INSIDE ESTIEM
Slowly, it became clear that it is the three organisations
where the ideas are born, where the action happens and
where the accomplishments take place. The role of the
Foundation is to attract the organisations towards caring
behaviour and to foster the interrelations between
them, as well as to support the actions financially. This
is how we would like to foster this so called IEM Care in
order to further grow our IEM family and its members.
In June 2014, at the Alumni Meeting in Budapest, the
idea was raised to embrace an inspiring lighthouse
project. In a big circle of alumni covering 25
generations of ESTIEMers, a letter of intent was
signed to mark the collaboration of the founding
partners - ESTIEM, ESTIEM Alumni, EPIEM and the
Foundation Team - to create the Foundation. The
Foundation was formalised at the notary and we gave
it a general name and a general aim, which gives space
for a broad range of possible lighthouse projects.
Now what should this lighthouse project be? What is it
that wants to emerge from our networks? What gives
us energy to support ways to make this impact happen?
What would make us really proud? These are the
questions that we would like to find answers until CM Riga.
During the summer of 2014, we were setting up a
bigger team, a mix of students, alumni and professors
in order to shape the Foundation together. We
would like to let the lighthouse project emerge from
our networks through an essay competition. Jim
Platts is our first “donor” to support this financially.
Keep an eye on the ESTIEM Portal and emails to
notice how you can contribute with your dreams and
ideas for the Foundation in the essay competition.
At the 50th Council Meeting in Riga next spring, we
would like to launch the inspiring lighthouse project
that emerged from the essay competition and name the
Foundation after this lighthouse idea. When this is done,
the current founding Board will make place for an elected
Foundation Board, who will take this into the future.
As you can see, we are shaping the Foundation. Just
as 25 years ago the founders of ESTIEM did, we are
working on the Foundation without knowing its impact.
What the Foundation beholds, will step by step evolve.
And you are part of this. Feel free to contact us with
your ideas, to share with us your IEM Care initiative or
to join the team: [email protected].
Working Group about the Foundation with the Alumni participants of CM Istanbul, April 2014
Letter of intent signed by Nuno Carneiro, Terhi Marttila, Jim Platts and Natalie Gyárfás
52 ESTIEM Magazine | 47th issue - Business Analytics
Larry S
tapleton
Waterford Institute of Technology,
Waterford, Ireland
INSIDE ESTIEM
At Summer Academy Novi Sad in 2014, participants were invited to understand their unique potential as industrial engineering leaders. Our academy focused upon deep aspects of organisational culture and leadership which inform truly great industrial engineering management. We explored this complex universe in which we find ourselves and all that it means for an understanding of excellent organisational systems and leadership.
Summer Academy - New mentor’s experience
The Arrival
I arrived into a balmy Novi Sad on a late Saturday
evening and made my way through cheering crowds to
the hotel my local contacts had arranged for me. No,
the people of Novi Sad had not turned out en masse to
celebrate my arrival! There was a great cultural festival
involving music and dance. Celebrating is a way of life
in this part of the world and this was one of a stream
of summer festivals which were an excuse to enjoy
beautiful Novi Sad by night.
The Programs
The next day, the local ESTIEM group whisked us off
to the beautiful village of Vrdnic, nestled into the lush
mountains of a vast national park under the shadow
of an ancient Orthodox monastery. We stayed with
the Avromic family who warmly welcomed us and
immediately provided us with a hearty dinner. My
ESTIEMers made it very clear to me that it is the
“ESTIEM way” to enthusiastically engage in local
traditions. We enthusiastically participated in a
local village festival (and had the best goulash I have
ever tasted).
The Local Group also brought us on a long hike into the
mountains, uncovering hidden gems such as an ancient
monastery nestled in a valley.
The SAC participants were from all across Europe:
Bulgaria, Germany, Lithuania, Turkey and of course
Ireland and we drew on what each of us had to bring
from our own cultures in order to come to a deeper
understanding of what Europe is all about and to craft
some sense of a shared European future, a future
to which ESTIEMers will make a transformational
leadership contribution. We worked hard and, as a
consequence, explored so many aspects of industrial
engineering management excellence: excellent human
and engineering systems design, personal excellence
and leadership excellence amongst others. As we
celebrated the wonderful diversity of our small group, I
soon discovered a special energy that you rarely find in
any other education or training setting. Each participant
took time to both listen to others and share what they
had to offer, whether it was a deeply considered insight
or a regional delicacy from home. We participated in
Turkish dancing and singing, we experienced Bulgarian
folk traditions, enjoyed Lithuanian cuisine (you really
have to try cold beetroot soup) whilst being treated to
distinct German humour.
Our sessions continued for ten days. Our group
reviewed formal materials which we could use for
important ideas on our journey together, and created
space for quiet reflection together. We redecorated
the back garden, the barbecue area, the house and
just about everything else. We got our hands on with
posters, designs and plans for transforming European
organisational and cultural life. We publically published
(on the Avromic washing line) a vision for a new trans-
European university, building upon all that is good
about European engineering education, but adding our
own improvements which drove our design towards
systematic excellence.
My last day was hard as I shared difficult goodbyes
with fellow-Europeans who, in a few short days, had
morphed from photos on resumes into people I am
honoured to call friends. I also took away with me
something of the place of Vrdnik, the Local Group and
our host family who, again and again, ensured that we
were always cared for without intruding in the work we
had come to accomplish. And, for me at least, we did
accomplish all goals we set for ourselves, and perhaps
even more than that.
My deepest gratitude to each participant for all they
gave of themselves to make the 2014 Novi Sad
academy a special time! ■
53 ESTIEM Magazine | 47th issue - Business Analytics
M.Sc. in Industrial Engineering and Management at Tampere University of Technology
Thinking About a Master’s Degree Somewhere Else in Europe?
Are you interested in business development in global business-to-business markets? How about studying in Tampere University of Technology, in the heart of Finland? The Master’s Programme in Industrial Engineering and Management is a 2-year program focused on industrial marketing, business development and global sourcing strategies. The programme is aimed at students who already have BSc degree in engineering or technology, and taught completely in English. An engineering degree combined with analytical thinking, problem solving, intercultural mindset and understanding of new technologies provide our graduates great career prospects in industrial marketing, sales, supply chain management, technology sourcing, business development and consulting.
Studying in TUT is not only theoretical, but it also includes projects with local industries that enable students to gain practical experience in the development of global sales and sourcing processes. The contact between managers, teachers and students to solve real-life management problems gives our students invaluable learning opportunities, as well as beneficial connections to the companies. The global world faces an increasing demand for internationally oriented graduates that have a broad perspective in business development. The intercultural mindset the programme provides is a gateway to multicultural companies as well as smaller companies that are expanding abroad. Many of our students have started their management careers in business development projects related to global sales and sourcing. Finland is a northern country, renowned for its high standard of education and technological know-how. Tampere is the third largest city in Finland and centrally
located in the country, making it easily reachable from every direction. It’s situated between two large lakes and has various outdoor opportunities. Being the industrial pioneer of Finland, Tampere is a hub for leading-edge technology, research, education, culture, sports and business. It’s a lively city with a rich student culture that ensures you won’t get bored in your free time. As a student of TUT, you have the right to take courses also outside the programme from other faculties or from the University of Tampere. “I chose TUT because I have always been interested in Scandinavian countries. Finnish way of making business is straight forward, well organized and based on human relations. The program is focused on intercultural way of making business which is highly useful in today’s world. Moreover the program is well build for a student who has a technical background. The most exciting part of the program for me was interaction with Finnish companies during courses and while writing our theses. This way of teaching gives more opportunities for a student in learning by doing. Finally, the best part of being a student in TUT is a student life. It is an experience you are going to tell to your grandchildren. All in all, studying in TUT is a perfect combination of an interesting and hard work and exciting student lifestyle. The slogan of this program should be “Work hard – Play hard” so why don’t you come and live this 2-year of a lifetime experience.” Maria Morenko - Ukraine The application period is between 2nd of December and 6th of February. You can find detailed instructions and the application at http://www.tut.fi/admissions. For any further information please contact the Educational Coordinator Minna Baggström at [email protected] ■
ADVERTORIAL
Why apply to our programme? • Top quality teaching, well structured programme• Participating in projects with local companies • Acquiring expertise in professional English • Learning multi-cultural team skills • Active student life and networking
54 ESTIEM Magazine | 47th issue - Business Analytics
INSIDE ESTIEM
Academic Days
During the past year, the Academic Days Project had
organised two successful events: Business Intelligence
Logistics Days in Eindhoven in May and Total Lean
Days in Porto in October. The highest quality of the
event in Eindhoven was approved by the Knowledge
Management Committee, by awarding Academic Days
and Local Group Eindhoven the Event of the season
Award. Academic Days is still a relatively new Project
and each event we organise enables us to get more
organisational experience and to learn the best ways to
implement our concept. We are constantly working on
supplementing and updating best practice documents
which help local organisers to understand the concept
of Academic Days better and use it for its’ full potential.
Looking in the future we will have 2 Academic Days
events in spring semester of 2015 with the following
topics: Product Life Cycle in Paderborn and Innovation
Management in Renewable Energies in Bremen,
which will expand the maximum of 2 events per year
we had before.
Project, Committee and Initiative updates
businesbooster
During the last six months businessbooster faced
a new challenge in organising a big training event
for students with an entrepreneurial approach: The
Summer Entrepreneurship Training (SET). All in all,
fourteen students from all over Europe had the chance
to participate in the first edition of this unique new
event. Moreover, businessbooster developed its team
structure further so that it can engage more members
to take actions. Through the cooperation with the
ESTIEM Alumni network it was possible to improve
the events and the project itself. The link between
the different events organised by businessbooster was
established, thus participants can find themselves in an
accelerating flow.
Europe3D
Since the last Council Meeting, the Europe3D Family
was working hard to bring the project to the next level.
We have two successful events in the second half of
2014 behind us and the discussions with the organisers
of 2015 have already begun.
During the Coordination Meeting in Skopje, the
Europe3D Team recorded a new general promotion
video and laid the foundations of a new webpage
outline. By updating the Best Practice Documents,
developing a continuous timeline for the organising
process, improving the knowledge management
system and automatising the non-ESTIEMer application
confirmation, we made the job of the future Europe3D
organisers much smoother. Last, but not least, there
has been some progress concerning potential sponsors
for Europe3D as well.
TIMES
Since the last Council Meeting Istanbul-Boğaziçi,
TIMES had a Coordination Meeting (CoM), which was
organised by Local Group Istanbul-ITU during July and
the next TIMES Semi-Final organisers were chosen.
During the CoM, various other topics regarding
the future of TIMES were discussed, including the
elimination process of the Local Qualification (LQ)
teams in case there are more of them than the
organisers expect, the growth strategy of TIMES, and
whether external participants, for instance from USA,
should be accepted or not. The team has been working
on being well-prepared for the next year since the last
CoM. Responsible persons are keeping in touch with
every Local Group and additionally with Semi-Finals/
Final organisers. A lot of documents including the
Info Brochure 2014/15, most of BPDs were updated.
Lastly, TIMES LQ Poster 2015 is ready and waiting to be
distributed in Budapest at the Council Meeting.
Financial and Legal Committee
Since the previous Magazine issue the Financial and
Legal Committee (Also known as the FLC) has not
been standing still. The members of the FLC have
been working on various things, a lot of which are
still in the pipeline. The work that the FLC has done
in the past months consists, in addition to other tasks,
of advising Local Groups on budgets of events, going
through the entire Internal Regulations and gathering a
motivated team.
At our highly productive Coordination Meeting in
Kaiserslautern, members of the Financial and Legal
Committee have defined the scope and work of the
Committee and long term goals for the committee
have been set.
Language Program Initiative
During these last months we have been creating a
whole new team structure to increase our efficiency.
We are growing and expanding our collaborations.
So far, we have been working on projects together
with TurkishWIN, a Chinese University for German-
speaking pen-paling activity and, of course, CoffeeStrap.
Besides, we are developing a toolkit in collaboration
with the StudentGuide project including all ESTIEM
network’s languages (27 in total). We already created
our two first BPDs about “How to organize a language
course” and a report template for those language
activities. We finally set a solid plan and a clear strategy
for approaching events to implement and promote
language courses within ESTIEM, together with a
brand-new reports and feedback system.
55 ESTIEM Magazine | 47th issue - Business Analytics
INSIDE ESTIEM
Summer Academy
A very unique summer, but after so many years,
this summer was different. We had 2 new inspiring
academic leaders: Larry Stapleton in the small village
of Vrdnik, Serbia was guiding ESTIEMers through the
path of experience, sharing life stories and insights into
achieving excellence in their lives. Gregory H. Watson
in the outskirts of Helsinki, in the middle of the forest
was nurturing and leading a colourful group which were
representing 10 different countries. He was sharing and
passing wisdom gained throughout long years for the
younger generation of ESTIEMers which will the future
leaders in the IEM field.
Dietrich Brandt was building the foundation of values
in the Summer Academy in Lisbon. The group itself
was building friendships and shaping mentalities full of
virtues for the summers to come.
The summer has passed on, but the true challenges,
obstacles and opportunities to show what Summer
Academy generation 2014 learned during this unique
summer is yet to come.
Social and Environmental Responsible Initiative
In these past months, SERI has been working on
developing the social activities. We are currently
working on an idea of organising a SERI event which
would include some volunteering actions, so we
are also trying to connect with some volunteering
organisations. We are looking forward to the upcoming
Coordination Meeting where we will elaborate more
on this topic.
The Green Event Consulting Team has also been
working in the past months - it has contacted organisers
of several events in order to encourage them to reduce
their event’s ecological footprint and to include more
social activities. GECT is also progressing and we
are working on new ideas. Thanks to our great team
and motivated people we will continue working hard
hoping to bring SERI to the highest level.
Informational Technology Committee
The IT Committee, with all its Benefactors and nerds,
had a great start after the Council Meeting (CM)
Istanbul-Boğaziçi. You need to realise how deeply
you are involved with the IT systems in general, from
early school years to the end of your professional life.
The CM was the time when people realised that they
have a lifelong relation with IT. And many of them
showed interest in ITC, hence the committee gained a
considerable number of members after this event.
To run the portal, we set up a new server which works
at light-speed. We then started to improve the portal
code and interface to speed things up and make the
user experience smoother.
We use the newest softwares and market-standard
technologies within our systems now. The current work
is to replace our old backup & storage server and get
it working perfectly. On the portal, many new features
and improvements are done and many others are
currently in progress.
Lastly, we initiated a movement for the development
of ESTIEMers in terms of IT. We are going to have
the IT School immediately after the CM in Budapest,
but we are planning to repeat the event and support it
with more local and focused versions according to the
feedback that we will gather.
Vision
Since May, the beginning of Food from soil to shelf
series, the Vision Project has reached a long way. The
structure of the project was rebuilt, team members
were gathered for all the teams and the hard work
has started. The future of the project and its SMART
goals for the months to come were set at the first
Coordination Meeting(CoM) in Braunschweig and,
after that, at the Organisers CoM in Karlsruhe, the
organisers met and shared with each other best
practices in order to provide high quality events
to the students.
Regarding the events, 11 are scheduled, including a Final
Conference in Istanbul ITU and 2 joint events with the
businessbooster project. The team has had more than
15 chats already, from team chats, family chats and also
organisers’ chats. The result is that the team managed
to keep a very close communication and came up with
outstanding new ideas such as the AdVision system.
BrainTrainer
2014 was a really awesome year for the BrainTrainer
project. Two events were organised so far: BrainTrainer
Kranj and BrainTrainer Groningen with one more still
ahead of us - BrainTrainer Ansbach - which will be a
joint event with VWI, one of the partner organisations
of ESTIEM. We also managed to build up a strong
core team and with the help of this team we updated
the BrainTrainer Best Practice Documents, created a
company brochure for local organisers, refreshed the
BrainTrainer image and strengthened the external
relationship with other NGOs.
We already have 2 upcoming events set for 2015:
BrainTrainer Ilmenau and BrainTrainer Skopje, and we
are looking forward to having our next joint event with
EESTEC. Moreover, we are already preparing a special
celebration for 2015, since it will be the next milestone
within the life-span of the BrainTrainer project - it will
celebrate its 5th birthday.
56 ESTIEM Magazine | 47th issue - Business Analytics
INSIDE ESTIEM
Knowledge Management Committee
The past 6 months after the previous ESTIEM Council
Meeting in Istanbul have been very busy for the
Knowledge Management Committee (KMC). Apart
from handling daily operational work in both the
Feedback System and best Practice Documents Task
Group, we have had the opportunity to implement many
new concepts and ideas into the ESTIEM network.
One of the new concepts introduced is the Event
of the Season award in which the KMC highlights the
best ESTIEM event of a given yearly season based on
the feedback scores it has received from participants.
We are currently also working on defining the benefits
of having a software or tool to help process feedback
data we gather from ESTIEM events. Some concepts
have already been made to create such a Feedback tool
together with the IT Committee.
The KMC has also taken an active role in supporting
ESTIEM Local Groups with the experience and services
we have to offer. To support this initiative further, the
KMC has finalised the concept and goals of a new Task
Group which is also responsible for coordinating the
documentation, storage and distribution of academic
knowledge in ESTIEM. The Task Group will be fully
launched at the end of this year, a year which has proven
to be very productive for the KMC.
Members Committee
After Council Meeting Istanbul-Boğaziçi, the
Members Committee has mainly been focusing on
the Growth Strategy and improving the Guest and
Observer status by including more information in the
Internal Regulatıons.
So far we have one new Guest Group since Council
Meeting Istanbul- Boğaziçi, we are happy to welcome
back Tallinn, since this text was written there might
have been more new Guest Groups. Furthermore,
in the Approaching team we have, thanks to a LG
Requirement email, created a data base with potential
future LGs, this will help us in our future approaching.
The Human Resources Task Group has completed
several short Get Active videos, which we hope you
are all enjoying. Furthermore they are also working on
new tasks like posting event reports and sharing videos
with recruitment tips on Facebook.
Because we care!
Public Relations Committee
During the second half of 2014, the Public Relations
Committee has made multiple improvements in its
operating tasks. The Online PR Team raised the quality
of ESTIEM’s Facebook and Twitter content to a very
high degree by constantly creating content twice per
day for it. The same team also designed a LinkedIn
Growth Strategy for ESTIEM, promoting the usage of
LinkedIn within ESTIEM and formalising our network in
a very professional way.
The Design Team created all T-shirts and Posters which
are to be distributed at Council Meeting Budapest.
While also assisting Local Groups, Projects and
Committees with a variety of other designs (stickers,
roll-ups, nametags, flyers). Besides transferring the
Design knowledge to the next ESTIEM generation, we
are trying to ensure the continuity of our published
materials. We introduced a new adjustment that will
help develop a consistent and united image of our
Network on Facebook, by creating a very profound
Online Image. From now and onwards, all ESTIEM
events on Facebook will be branched under the official
ESTIEM Facebook Page.
Nonetheless, the team won’t stop here. Our goal
is to create and maintain a professional and widely
recognized brand for ESTIEM.
Training Committee
The symbol of ESTIEM Training Committee is a
loveleaf: four red hearts connected together just as a
lucky clover. It means that through trainings and training
events hot and inspiring hearts of trainers connect all
the hungry for knowledge ESTIEMers in one. Only
being united as one we can learn, share and grow
together! The main new thing for ESTIEM Training
Committee today would be the amount of newly
appointed coordinators and responsibles. At this very
moment there are 12 amazing responsibles in Training
Committee, who are working very hard and doing
magic to ensure that this magic is conveyed through
trainings to every ESTIEMer. Trainers on Tour (ToT)
have reached Poland, Russia, Belarus, France, Turkey
and Greece this year. The Local Responsible Forum (LR
Forum) held in Bremen was a huge success and now the
next event is already in progress. Thanks to winning Ad
Fundum Award at Council Meeting Istanbul-Bogazici,
ESTIEM Training Committee will soon launch the very
first Regional Benchmark Forum event. Last but not
least, the Training New Trainers event, taking place in
Belgrade in December, will be organised together with
EPSA (European Pharmaceutical Students Association).
Other than that, the ESTIEM Training Committee
has updated several BPDs, Training Framework
Documents, created the ESTIEM Trainers Database
and the Trainings Calendar.
57 ESTIEM Magazine | 47th issue - Business Analytics
Linked to ESTIEM - Linked to companiesHow LinkedIn will benefit you and ESTIEMLinkedIn is the world’s largest and most powerful professional social network with 300 million members in over 200 countries and territories around the globe. It is growing tremendously and has become an exceptional platform for finding a job or an employee. Its mission is very simple: connect the world’s professionals to make them more productive and successful. After joining LinkedIn, one gets access to people, jobs, news, updates and insights that help anyone be great at what they do.
A LinkedIn profile is basically an online resume, but
it’s even better. One may ask: “Why?” Because it’s a
dynamical resume, supported by other people with
whom a person is connected to on this network.
These people can provide confirmations of skills and
expertise by recommending and endorsing.
If the question still remains: “Why is this network so
important for the future?”, then let me introduce some
statistics: 43% of employers use social media to recruit
and 88% of them use LinkedIn. It may seem that as
a student there is no need to have a LinkedIn profile
since students are normally not yet looking for a job.
So what are the benefits then for students? According
to LinkedIn, approximately 200.000 university students
join the network every month, encouraging companies
to use this platform to recruit internships and entry-
level positions. Those opportunities should not be
missed by not having a profile. One of the biggest
benefits that LinkedIn offers university students and
jobseekers is that they can check out the pages of
their targeted employers. By visiting company pages,
researches about the whereabouts of the company can
be conducted, but also about the hiring process and
what people have to say about that organisation.
Another important notice that should be pointed
out is that in the digital world, LinkedIn is a powerful
networking tool. The network needs to be built before
it is being needed. Using LinkedIn won’t guarantee a
job right away, still. LinkedIn even has a student portal.
E-mail alerts can be sent to receive notifications of
recommended jobs based on education and interests.
Investing time and effort in the network should be done in the present, so that when embarking on the career path seems right, there will already be a network of peers to reach out to.
“ Ivana Drecun
Local Group Belgrade
Marios K
iriakidis
PRC Leader 2014
Local Group X
anthi
INSIDE ESTIEM
58 ESTIEM Magazine | 47th issue - Business Analytics
LINKED TO ESTIEMLINKED TO COMPANIES
LinkedIn is the world’s largest and most powerful
network of professionals
300k
This business-oriented network is growing tremendously, currently it has over 300 Million registered users and over 3 Million Company
Pages.
100% 94%
LinkedIn counts executives from all 2013 Fortune - 500 companies as members, its corporate talent solutions are used by 94 of the Fortune - 100 companies.
According to LinkedIn approximately 200.000 college students join the
network every month.
The use of Endorsements and Recommendations
greatly affects your profile, expanding your
professional opportunities
Creating ESTIEM Projects in LinkedIn
greatly reinforces our Image’s consistency
while it also enhances individual profiles
By adding ESTIEM as an organisation in
which you are working at, you can justify the
perception that you are better prepared for the professional world than
other students
Together we can achieve a very professional and
consistent Image for ESTIEM, which will lead to more
Brand recognision - while also preparing individually for our
future job
ESTIEM is not well known in the professional world, even though it is the sole European organisation for IEM Students that do an amazing job on an international scale.
“As an ESTIEMer, the interest in landing an international
job might be quite high. There is no better way
than using LinkedIn and connecting with all the
major international employers and finding jobs in
foreign countries.
However, there are more visible benefits of using
the network. By having a LinkedIn profile and
maintaining it, ESTIEM as an organisation can also be
helped tremendously.
Well, first of all, the following fact needs to be
made clear: ESTIEM has a company page with basic
information about the organisation. This is where
externals get informed on what we do and who we
are. But this is not enough, since it only contains
basic information.
The real insight on ESTIEM’s work is the very own
ESTIEMer’s profile.
To make the ESTIEM Brand well known in the
professional world and provide a clear image of how
much it is being achieved, this has been the ESTIEM
Public Relations Committee’s goal all along and
LinkedIn is an important milestone in order for ESTIEM
to achieve that.
When you join LinkedIn, you get access to people, jobs, news, updates and insights that help you be great at what you do.
“
INSIDE ESTIEM
59 ESTIEM Magazine | 47th issue - Business Analytics
LinkedIn is the world’s largest and most powerful network of
professionals
300k
This business-oriented network is growing tremendously, currently it has over 300 Million registered users and over 3 Million Company
Pages.
100% 94%
LinkedIn counts executives from all 2013 Fortune - 500 companies as members, its corporate talent solutions are used by 94 of the Fortune - 100 companies.
According to LinkedIn approximately 200.000 college students join the network every month.
ESTIEM’s visibility can benefit among the professionals
on a high degree through only a couple of small things
that could be done individually by ESTIEMers:
1. Adding ESTIEM as an organisation where one is
working at. Going even further into explaining what the
tasks and activities are, what were the specific (team)
roles for a project and the most important aspect,
what kind of benefits could be drawn from working
for the network - which skills and expertise has been
acquired. This is how the perception is then justified,
that ESTIEMers are more prepared for the professional
world than other students.
2. Creating ESTIEM projects on LinkedIn. This is the
most useful tool for the organisation, since ESTIEM is a
project oriented association. Any project can be simply
created, a description of the goals can be added, as
well as the purpose of the project and details about
the (team) roles and positions. Team members can
also be added to the same project, connecting then
further with other fellow ESTIEMers and showing to
the world what has been achieved together, creating a
very professional and consistent Image for ESTIEM and
the respective ESTIEMers.
3. Recommending and endorsing people is a very crucial
part of this story. Recruiters and hiring managers may not
care much about endorsements since recommendations
carry much more weight at this point, but it’s easy to
imagine a time when they will. During an application for a
job, for instance, while most competitors have between
50-100 endorsements from clients and colleagues, in
case this will be compared with an account that has zero
endorsements, this could hurt the chances of the later
on. Potential employers will see them when viewing such
a profile. They will know that the person who’s account
they are viewing is a hard-working and trustworthy
person, a desirable candidate for any open position.
This is something LinkedIn is most recognised for and is
also the reason why endorsing should be done actively,
as well as the recommendations to people to get them
back, not only from fellow ESTIEMers.
Being recognised by companies and preparing
ESTIEMers for their future jobs is our primary goal,
which can be achieved by creating and developing
a philosophy that encourages ESTIEMers to
use LinkedIn. All while increasing our Image’s
professional consistency.
Get started with your LinkedIn experience!
43% of employers use social media to recruit and 88% of them use LinkedIn
INSIDE ESTIEM
60 ESTIEM Magazine | 47th issue - Business Analytics
Tim
Byrne
Executive Director - Institute of
Industrial Engineers Ireland
INSIDE ESTIEM Impressions from College 2014, PortoFrom the Sunday 3rd until the Thursday 7th August
I attended the ESTIEM College meeting in Porto.
This College was devoted to Strategic Planning for
ESTIEM. I was honoured to be asked to facilitate this
important meeting. With my boss/wife I arrived on
Sunday evening and was immediately impressed with
the beautiful venue for the college. We were made feel
very welcome and I looked forward to the beginning of
the meeting proper on the Monday morning.
As facilitator I needed to remain neutral and I had
concerns for my ability to do so. I have been involved
in a number of ESTIEM events and had some
preconceived impressions and idea’s regarding the
ESTIEM organisation. Thankfully I think I succeeded
fairly well in remaining neutral.
With approximately 24 attendees at the meeting I
expected a lot of discussion and many and varied
viewpoints, I was not disappointed. The agenda
was quite long and very challenging and the first day
we spent on getting stuck in to the topics on hand. I
consider that this day was really about getting a feel for
the topics and the thought process of all the attendees.
Day 1 seemed to lack the passion I would normally
associate with my experience of ESTIEM events. The
rest of the week certainly made up for this with a very
obvious high level of passion for the topic in hand.
Some frustrations were noted, this is normal when such
a large group get together to discuss a serious subject.
I liked the fact these frustrations were translated into
positive energy. At the end of a hard week (for the
attendees, not me) we had reached our objectives
for the event.
I was very impressed by the contribution and hard
work of all the attendees and their commitment to
achieving something real and tangible for ESTIEM going
forward. Last but not least everybody lived up the
motto, “Work Hard Play Hard”.
All in all a very enjoyable experience! ■
While opening my inbox one day, I got this email
where BEST was looking for someone to represent the
organisation in an event organised by our most recent
but most similar partner. After hearing so much about
them, I decided to go to this meeting without really
expecting it to be such a rewarding experience.
ESTIEM College 2014 was a learning opportunity where
I got to increase my knowledge of ESTIEM but also of
BEST. Nothing like leaving home to better understand
it, so they say. During this event, we were asked to
question the basics of ESTIEM, from the mission and
vision, to the core values. What was important was
to let go of preconcepted definitions and think about
what being part of ESTIEM really means and what it
should say in the upcoming years. The goal was to start
a strategic plan and so we did.
As a member of BEST where we are now approaching
the end of our first long term strategic plan, joining
this process cleared some preconceptions of mine.
Questioning what you assume everyday is hard but
that’s what leads to change and to improve.
With this relaxing atmosphere that we were in, we’ve
got to want it, to dream it and to create it but also
to enjoy each others. I have had the chance to meet
some wonderful people full of what they call ESTIEM
spirit, people with an incredible amount of knowledge
and experience. There were so many stories to tell
that we could stay there for days. Work hard and play
hard, right?
Overall, I’ve made some good friends, I’ve learned and
I’ve had a remarkable experience, and now, they call
me BESTIEMer. What does that say? ■
Ana R
ita Medeiros
Board of European Students of
Technology
ESTIEM College, Porto 2014
61 ESTIEM Magazine | 47th issue - Business Analytics
AD
62 ESTIEM Magazine | 47th issue - Business Analytics
INSIDE ESTIEM
I talked with two former ESTIEM project leaders, Torben Schäfer for Vision and Yusuf Tasli for Europe3D, on a warm Saturday evening full of laughter. Get your spirit from them and do not be afraid of making mistakes. Sounds interesting? Enjoy, such an interview with two leaders does not happen every day!
Two ESTIEMers, two leaders, two friends
Can you introduce each other to all ESTIEMers?
Torben: Yusuf, you can start!
Yusuf: Haha, this is actually how I can introduce Torben–
he is a really thoughtful person and always acts so kind
to everyone, which gives them room for development.
Thanks for letting me go first. We met four years
ago at an ESTIEM event in Cyprus and from the first
impression you could say that he has so much energy
that people around him were inevitably exposed to this
and got a motivation boost. He is very dedicated and
passionate about what he is doing, understands what
is going on and always wants to improve it as much
as possible while having a lot of fun. People around
Torben are lucky to improve themselves and ESTIEM
even more. He contributed to ESTIEM a lot, especially
with Vision, having a big impact on the network.
T.: So there I got to know Yusuf and he was very
energetic and that catches on to people, so that is one
of the things which I have always seen in Yusuf, also
in the leadership position of the Europe3D project.
He always inspired people so they were motivated.
Wherever Yusuf was, there was fun, he is a unique guy
and having loads of energy is always important in the
group.
Tell us a bit about the project you were the leader of !
Y.: My leadership term was one and a half year ago,
but I still follow everything that is happening there. I
would say Europe3D is much more than a project; it is
something that connects ESTIEM to the external world
as well. This unique week, with more than 30 people
all around the world with many different backgrounds,
is about becoming a citizen of the hosting country. To
be able to understand how the locals live, think and
perceive what has been going on. “Politics, culture and
economy” is just the framework to facilitate learning by
doing. In the end, this whole experience has a very big
impact on your life.
T.: My Vision project leadership started two years ago
and it was the Vision Green Supply Chain seminar
series. Everybody always says that their project is
the best one, but I particularly liked that Vision was
the perfect mixture of what appealed to me – 50%
fun, 50% academic and that is more or less how
I like to work. Learning about a topic throughout
ten seminars and getting different perspectives
on different subtopics is unique in my opinion.
Okay guys, but why did you want to become a leader in
ESTIEM?
Y.: Well, it all started with joining the Local Group
and going to my first event, Europe3D Finland. After
that, I became the Local Responsible. Those days,
I had a huge motivation boost because I realised we
could change lives of people with our network and let
them discover themselves and their potential to drive
change in their societies through a global mindset. If
people believed in what we all believed then we could
make a big impact on the societies. Then I said: “Since
Europe3D and ESTIEM made me who I am right now,
I will be more than glad to take it one step further and
give something back.”
T.: Yeah, I think my journey was a little bit different
from Yusuf ’s, because I was not even that active on a
local level. I went to my first event in Famagusta, I just
got so much ESTIEM spirit that I just really felt that this
was an opportunity for me to develop my personality
further and have the opportunity to discover Europe
in a whole new perspective. Also, I felt like this is such
a great network that I want to give something back in
return.
Did you have these moments when everything is breaking
down during your leadership?
Y.: Yeah, I did. There was one Europe3D event where
the project leaders had to change four months before
Laine Š
ildere
Local Group R
iga & Local G
roup Helsinki
63 ESTIEM Magazine | 47th issue - Business Analytics
INSIDE ESTIEM
the event and the new ones were just to substitute
them and they had little motivation. You can imagine
that a Europe3D event, which is quite huge, needs a
lot of work and then you have no one actually being
responsible, nobody replying to emails. I was even
calling them from my personal phone – no answer. A
lot of discussions were going on about canceling the
event. You have to understand that as a central project
leader I do not see anything local happening but we still
decided to make it happen since I had the feeling that
in the end it was going to be alright. That was due to
the trust we have in the network. Those were really
stressful moments and shortly before the event we
boosted all the efforts and in the end the event was
very successful. I really learned a lot during this process,
it also led me to trust ESTIEMers even more, that we
are capable of making everything happen.
T.: The most difficult experience actually was when we
had to decide which Local Groups are going to organise
the Vision seminars. We changed that four events were
chosen strategically and for the rest of them, we had
the participants of the Coordination Meeting that voted
and took the decision. There were people disagreeing
about this approach, but I wanted to push this through
and I am still confident that it was the right call. It was
not the worst, but probably the very first challenge that
I had in this project.
What was the highlight of your leadership year?
Y.: We always had a lot of fun during the whole year
but I think Council Meeting Portugal made me smile
the most, sitting in the audience after my presentation,
seeing the project team and especially the three
awesome applicants, being proud of everybody who
has contributed to this organisation. This big family
feeling being all together was the best feeling ever.
T.: I guess it was the moment at the gala dinner of
the Vision in Hamburg which was mind blowing and
amazing. We had a live band playing so the biggest
highlight was standing there at that moment and
realising: I am together with my team, we achieved this.
How has ESTIEM helped you to develop yourself ?
Y.: ESTIEM has played a key role in becoming who I
am right now. Especially after spending six months in
Hamburg, working in a very professional corporate
environment and now working in the USA, where the
business environment is very different from Europe’s,
I realise even more how this amazing network has
helped me to understand my skills and how I want to
live my whole life. I feel like I have years of experience
in working with multicultural teams and adapting to
different business environments. Unbelievable as it is,
our network has a more structured approach to have
an outcome than some of the companies I worked
for, we are doing some really professional work here
combined with loads of fun.
T.: Yeah, I can just definitely agree with Yusuf. From
my personal point of view both internships were also
heavily influenced through experiences that I gained
with ESTIEM. We got all the basics covered, thanks to
ESTIEM. When I was in interviews for those internships
I could fill half an hour of interview and tell them how
awesome the experience was for me in ESTIEM and
how many skills I was able to develop further.
64 ESTIEM Magazine | 47th issue - Business Analytics
INSIDE ESTIEMY.: One more thing that I can add is the entrepreneurial
spirit I got from ESTIEM. We always say it is a
playground and if you work for corporate companies
then you do not have that many chances to influence
big decisions and drive change. However, having this
continuous improvement mentality and motivation is a
very big asset and a game changer skill that you gain.
T.: To everyone out there now reading this I do have to
say: “Never be scared to take on the responsibility in
ESTIEM. It is a responsibility, but it gives back so much,
you get to learn so much and it will help you in your
future life, so just do it. Me and Yusuf are very good
examples of how far this network can bring you.
Is there any other advice you would like to give to
younger ESTIEMers?
Y.: II would say: “Use this chance to make as many
mistakes as possible on different levels of ESTIEM and
celebrate what you have learned! Get out of your
comfort zone, travel, take responsibility, realise how
big of an impact it can make on your life and on others
around you. Make mistakes, meet hundreds of amazing
people, and try to understand everything around you
so that you can discover yourself. This network is the
best tool for gaining a global mindset.”
T.: I would say: “Use this chance to make as many
mistakes as possible on different levels of ESTIEM and
celebrate what you have learned! Get out of your
comfort zone, travel, take responsibility, realise how
big of an impact it can make on your life and on others
around you. Make mistakes, meet hundreds of amazing
people, and try to understand everything around you
so that you can discover yourself. This network is the
best tool for gaining a global mindset.”
Yusuf, what did you want to become when you where a
child?
Y.: Well, I have always imagined myself in a suit with
a suitcase going somewhere, flying, always travelling.
ESTIEM really enabled me to do this on the highest
scale. As Torben mentioned, besides the ESTIEM
events, I met my future colleagues from Germany
during a Vision event, then I arranged my volunteer
experience in Russia, and finally I got an internship in
the USA. Everything is linked to ESTIEM. This is actually
the materialised version of my childhood dreams.
And how about your dream profession in childhood, Torben?
T.: Of course when I was very young, I wanted to
become an astronaut. That changed after a while though
and I can definitely say that through the experiences in
ESTIEM I was able to live the life that I can imagine for
myself in the future.
As we saw, you two are still good friends, how do you keep
the connection alive? How was your last meeting in the USA?
T.: There are always friends you talk with and say –
yeah, let us do this and this and it never happens, but
something that I really like about Yusuf is that it always
happens – we got to meet up in Boston, went to a
baseball game. We still keep in touch and that is the
beauty of this network.
Y.: Yes, I can definitely agree with Torben, we had a
great time together during events, Hamburg and the
USA. Besides being ESTIEMers, we have become
good friends and we shared a lot of stories together.
Since you share this background together you do not
really have to talk and meet every day, your friendship
stays there because you know each other well. That
is something really unique in ESTIEM and that gives
you the network, you will always have good friends all
around the world. ■
65 ESTIEM Magazine | 47th issue - Business Analytics
Lydia Binek
Local Group Brem
enStudying in London, a city where everything is possible. It all began in January and ended in June. After a short exam period in Germany, I had only one day to pack my things. It began with the desperation of exceeding the packaging limits. But bearing in mind the expectation that in London you can buy everything, it ended up being ok.
One semester abroad in London EXPLORE EUROPE
After a flight of one hour I arrived in another world on
a crazy island, where people drive left, eat bacon, beans
and scrambled eggs for breakfast and nannies come
from the sky like Mary Poppins. My first impression was
that the prejudice that it is always raining in London was
not true. Five out of seven days per week, the sun was
shining, this being exactly in the middle of my study
period. That is typically more than in any other place
in Germany.
My university, “London South Bank University” was
in the heart of the city on the south side of the river
“Themse”. Studying in the UK was much more different
than in Germany, but the general impression was a
good one. I was used to attending lectures, where, out
of 200 students, 60 percent did not pass the exam.
You will never expect something like this in England.
The main barrier to studying is in fact the fees and if
you passed this barrier, you can start looking forward
to a nice not-crowded learning atmosphere with not
more than 15 people per lecture. Of course, every
professor knew your name and was interested in
your career after having studying at the university. All
in all, I did not gain significant knowledge in London in
comparison to the German lectures, but the learning
effect with a lot of trainings and simulations was by far
more efficient. Only studying finance and accounting
was approximately as in Germany when it comes to
the intensity of the learning process.
It was a strange feeling to know that only your flat didn´t
have security cameras. Every step and movement was
recorded. It was very difficult to find excuses after
staying in bed during a fire alarm test in the student
residence. Opposite to that fact, there was a general
feeling of safety that existed in every dark corner of
the city. Accustoming to the environment happened
very fast in my case, as well as the acknowledgement of
living in one of the most expensive cities of the world,
which didn´t exclude the awesome shopping feeling of
London.
On St. Patricksday a huge parade was moving to
the most important places in London. Of course it
was ending at “Trafalgar Square”, a place in front of
the “National Gallery”, where people assembled to
express their political feelings and statements. In the
evening, I was celebrating the public holiday of Ireland
with friends and Irish flat mates. As a fun aspect, they
all tried imitating the Irish accent, but we, as German
people, we were keen on adopting more and more
the English or London accent. After such an evening
we were visiting the many markets in London on the
next day.
Every part of the city has its own typical market. Only
12 minutes by foot and I could reach the “Borrow
market” from my student residence, where farmers
were selling their own fruits, vegetables and a lot
more other delightful products. In contrary to that,
the “Covent Garden” is famous about his street
arts, “Notting Hill” with the “Portobello market” for
their antiques and the “Camden market” for every
extraordinary, international or retro food and clothes.
In conclusion I can speak about an awesome time,
which I experienced with great people. ■
66 ESTIEM Magazine | 47th issue - Business Analytics
Marina Yerm
akova
Local Group R
iga
Let’s change your life
I am from Riga, Latvia and I am a student of Riga
Technical University. Latvia is a green country in the
northern part of Europe, but in February, my country
of residence changed to the warm and sunny city of
Izmir, which is in Turkey. For the last spring semester,
which was my 4th, I was an exchange student at the
Dokuz Eylül University in the Business Faculty.
What could be better for an ERASMUS exchange, than
to escape from the coldness to a city where there is no
winter at all?
When you arrive in the city where you are planning to
spend half a year, you have chaos in your head - you
have to prepare so many documents and mostly, you
have no any idea how and where you can and should
do any of this. In the first week we had an “Orientation
Week” organised by the student organisation Erasmus
Student Network (ESN).
During this week we learned about Turkish history,
Turkish cuisine, we explored Izmir, prepared all the
documents we had to have and got to know each
other. After that, we thought that we were ready for
our exchange semester.
I think that my exchange was totally Turkish, because
I was living in the flat with one more Turkish girl. It
is common for Dokuz Eylül University that exchange
students live with local students, because they can
practice English and can easily help you in different
situations. ESN of DEU does not recommend exchange
students to live in the university dormitories, because
the staff does not speak English and there are time
rules, like you cannot come there at five in the morning
and so on. And it was the first thing that one should
know before going to study in Turkey - most Turkish
people do not speak English. You should learn Turkish.
University life was different, starting from the lecture
time - it was too long. Standard time at Riga Technical
University is 1 hour and 35 minutes, but in Dokuz Eylül
University it is 2 hours and 35 minutes. Also, we got no
more than 3 lectures per day. At my home university
we have 4 or even 5 different lectures per day. It was
unusual for me to have only lectures and no practical
or laboratory work, as I was used to. I like it when
you listen to theory first and later do everything on
your own. But the biggest difference was that Turkish
students have 2 exam sessions, one is in the middle of
the semester and it is called mid-term exams, while the
other one is at the end of the semester - final exams.
In my home university we have only 2 exam sessions at
the end of each semester. Exams make studies more
stressful. Now it has been proven.
Exchange students are studying together with local
students and sometimes you have the possibility to
EXPLORE EUROPE
All the time I was thinking that I would like to escape from my normal daily life and try to live in a city, which is far away from my home town. The ERASMUS exchange made my dream come true.
67 ESTIEM Magazine | 47th issue - Business Analytics
EXPLORE EUROPElisten to one topic in both languages- Turkish and
English. For those who are able to understand Turkish,
it was the best way to improve it, but for those who
knew only basic phrases it was really inconvenient.
Also, studying with local students is a great way to learn
mentality differences. Turkish students are scared of
straight questions and will not answer them if they do
not like it. After the presentation that I gave, I received
one remark, that it is a bad idea to ask the Turkish
auditorium questions during my speech, since students
are there to listen to you, not to talk. But for me it was
different, in our culture it is so that people like to ask
questions and also like to answer them.
Turkish people are famous for their hospitality. Of
course, during 5 months, I encountered a lot of
different situations. Once I missed my last bus and
two Turkish guys tried to help me to get home, they
were even trying hard to speak in English, mixing it with
German words.
Northern people are more closed with people and we
respect personal space and we feel strange if someone
is coming and starts to speak with you. For Turkey it is
nothing special. I guess, almost every day I was speaking
with people I don’t know and will never meet again.
In the end, to summarise -Turkish people love to talk.
Daily life was not the same as at home. Just in Izmir
there are two times more people than in all of
Latvia. It means that I spend a lot of time using public
transportation and spend a lot of time in traffic jams.
An important role in Turkey is religion. This aspect
makes life more different from my country. If we are
religious, you cannot see it from our look, but there,
you can see more personal and religious things without
even having a talk.
To sum up everything, I could say that if you would
like to go to ERASMUS with the aim to explore cultural
differences, to see a non-European country, Turkey
is the best choice. The country has its own charm
because of its nature, because of its sea, traditions and
because of food. It is impossible to forget.
And in the end I would quote my best friend from
ERASMUS: “Before coming, I truly believed, that
ERASMUS will change my life. That something will
definitely happen, something what will make me
different. And it happened. It changed me.” I can say
the same, ERASMUS changed a lot in my life. I have
become more open-minded and educated in cultural
differences, I learned new traditions, I explored a new
mentality and a totally different way of life. Do not
be scared, use your opportunities and choose your
new city. ■
What could be better for an ERASMUS exchange, than to escape from the coldness to a city where there is no winter at all?
“
68 ESTIEM Magazine | 47th issue - Business Analytics
Lassi U
usitalo
Local Group Lappeenranta
Insights from MADridI will start out by telling a story my mother told me
a few years ago. It is a story about a caterpillar who
was living in a lake with his caterpillar friends. Let’s call
him Karl. Karl is hanging out with his friends when the
sunlight from above the water strikes his eyes. He asks:
”What is this light? I have never seen it before.” So Karl
decides to explore and swims to the surface. Above
the surface, he takes a closer look, feels the warmth
of the sun and falls in love with it right away. He
notices the grass and the trees, something that do not
exist underwater.
Curious, he takes a closer look. The grass tastes really
sweet and he really munches on it until he is full. He
decides to climb up a branch and becomes a cocoon.
Not too long after that, he hatches out as a beautiful
butterfly full of colour and flies above the trees to see
more. He sees the fields close by and realises: “I have
to tell my friends about this!” He tries to dive back into
the water to tell his friends but he can’t because his
wings are stopping him. No matter how hard he tries
to enter the water, he just cannot, so he shouts to his
friends: “Guys! Guys! You have to see this new world
above the surface! It is awesome!” His friends reply: “It
looks scary, we are not interested. Besides, Karl, you
have changed.”
Saddened by the fact that Karl was not able to convince
his friends and that there is no turning back, he flies
back up to look around again. He notices the fields and
thinks to himself: “Hey, I wonder what is over there!”
and flies away to explore more.
As I am writing this article on my bed, looking out the
window, I cannot help but wonder where did these
months go? After spending eleven months in Madrid
tomorrow morning’s flight feels like it is only a finger
snap away. And especially considering that the original
idea to come to Madrid for Erasmus came to my mind
already back in fall 2011 when Lappeenranta and
Madrid had one of the first Local Group Exchanges
ever in ESTIEM. I fell in love with the city already back
then and going for an Erasmus here was a no-brainer
for me. But the more time I spent in Madrid the more
I realised that the Local Group Exchange I attended
years ago was just a scratch on the surface of what
Madrid has to offer.
EXPLORE EUROPE
69 ESTIEM Magazine | 47th issue - Business Analytics
EXPLORE EUROPEWhere do I start? Food with every beer you buy,
really convenient metro system, the sun pretty much
all year round, friendly people, clubs open until 6-7 in
the morning, cheap food and drinks. These are things
everyone already knows and to which I have grown
accustomed to, but there are some things you get to
know about only if you have lived here. For example,
near Puerta del Sol, the central square, there is a wok
restaurant called LemonGrass where you can buy a 3
litre tower of beer for just 10 euros. It has a tap on the
bottom which makes it easy to share with friends while
eating. And I can guarantee you that you are not left
hungry with the wok portions they serve.
If you are hungry for classic Spanish ham filled mushroom
tops I can recommend you a place just down the street
from Mercado de San Miguel, the world famous food
market also located in the city centre. And you have
never really experienced Madrid if you have not visited
a Museo del Jamón for their excellent variety of hams
or 100 Montaditos to eat small sandwiches and drink
beer or Tinto de Verano for just one euro each every
Wednesday and Sunday.
Madrid is a vivid international city that never sleeps
and where you can find anything your heart desires
at any time of the week. Statistically speaking, Madrid
has most bars and restaurants per square kilometre
in all of Europe so if you want to explore and go on
an adventure, then just grab a metro and hop off at a
random station. You are guaranteed to find something
interesting and new. This was something really odd to
someone who before coming to Madrid had for past 3
years lived in a city with a population of mere 70 000
people. My best experience on this was when I visited
the international “Tapa pies” festival with some friends
where local restaurants made their own variations
of Spanish tapas with the touch of their country of
origin. I got to try Indian tapas, Chinese tapas and even
Japanese tapas, which were delicious.
One thing that really stands out in a metropolitan
city like Madrid is how whenever there is an event
which really touches the hearts of Spanish people, the
gatherings at the biggest squares are huge. I was there
when Spaniards were biting their nails on the decision
of the 2020 Summer Olympics location. There was live
music and everyone was in a good mood. When the
news about the Olympics going to Tokyo came, the
collective mood crumbled from euphoria to depression.
When Atlético Madrid won La Liga there were huge
celebrations. When Real Madrid won the Champions
League there were huge celebrations. I just love how
passionate Spanish people are when it comes to sports.
I felt excited to watch the World Cup in the country of
reigning champions as the celebrations would be really
big, but well, let’s say that no one spoke about football
after the first match against the Netherlands.
As much as I enjoyed staying in Madrid, devouring on
its rich night life and generally laid-back lifestyle, what
really changed my life this year was the amount of
travelling I did. Seeing places I have never seen before,
meeting amazing people from all around the world and
experiencing traditions I had never heard of before. In
Spain I visited “the cider province” Asturias, Barcelona,
Salamanca, Pamplona and Ibiza. It is truly a once in a
lifetime experience and in my humble opinion every
single person should visit it at least once before settling
down, starting a family, career and whatnot. There
is some freedom in being young and spending all day
at the beach. Salamanca’s New Year’s celebration
“Nochevieja”, Pamplona’s bull running and absolutely
beautiful Barcelona are just some of the things I want
to experience once more. Outside of Spain, I visited
Portugal, Poland, Latvia, Sweden, Italy twice and Turkey.
Many of these countries I had never visited before in
my life which made these trips very special for me.
It all started out with curiosity which lead to being
integrated in the Spanish lifestyle and then exploring
other cultures across Europe and making loads of
lifetime friends on the way. All in all, this experience I
have had has changed me forever and has left me with
an addiction to explore new parts of the world and to
learn more about different lifestyles. Just like Karl the
butterfly is now exploring new fields in the distance. ■
70 ESTIEM Magazine | 47th issue - Business Analytics
See you somewhere in Europe!Event calendar
November 2014
■ 11th-17th IT School, Istanbul-Boğaziçi
■ 12th-18th Vision Space Food, Moscow
■ 13th-18th Minsk visits Stockholm, Stockholm
■ 16th-20th Ankara-METU visits Novi Sad, Novi Sad
■ 20th-24th Eindhoven visits Linköping, Linköping
■ 20th-24th Baltics visits Berlin, Berlin
■ 21st-25th Istanbul-ITU visits Xanthi, Xanthi
■ 27th-30th Summer Academy Alumni Meeting 2014,
Paderborn
■ 30th-7th December Vision Food Policy , Grenoble & Lyon
December 2014
■ 03th-07th VWI-ESTIEM BrainTrainer, Ansbach
■ 03th-07th Stockholm visits Warsaw, Warsaw
■ 04th-09th Language Programme Initiative CoM, Madrid
■ 13th-17th Gothenburg visits Ankara-METU, Ankara
■ 13th-19th ESTIEM-EPSA Training New Trainers, Belgrade
■ 13th-19th Rocking the Alps VII, Saalbach-Hinterglem
■ 15th-20th ESTIEM 360, Eindhoven
■ 15th-20th Logistics Training Camp, Istanbul-Yildiz
January 2015
■ 05th-09th Thinking differently, Cambridge
■ 07th-11th TIMES Semi-Final, Ilmenau
■ 11th-17th The future of food, Karlsruhe
■ 14th-18th TIMES Semi-Final, Dresden
■ 20th-24th TIMES Semi-Final, Novi Sad
■ 27th-02nd February Vision Fish Industry, Trondheim
■ 30th-03rd February TIMES Semi-Final, Istanbul-Boğaziçi
February 2015
■ 02nd-06th TIMES Semi-Final, Madrid
■ 02nd-08th Europe3D Lisbon, Lisbon
■ 09th-15th Vision Farming, Helsinki & Tampere
■ 13th-17th TIMES Semi-Final, Kiev
■ 20th-24th TIMES Semi-Final, Ankara-Bilkent
■ 21th-27th BrainTrainer, Skopje
■ 25th-01st March TIMES Semi-Final, Saint Petersburg
March 2015
■ 02nd-08th Vision Food City Logistics, Istanbul Yildiz &
Ankara METU
■ 19th-25th Vision Food Production, Xanthi
■ 21st-25th Ankara-METU visits Gothenburg, Gothenburg
■ 23th-28th TIMES Final, Darmtstadt
■ 26th-01st April Vision Maritime Food Logitics, Hamburg
April 2015
■ 26th-01st May Product Life Cycle Days, Paderborn
May 2015
■ 05th-11th Vision More than Energy, Seville
■ 10th-16th BrainTrainer, Ilmenau
■ 28th-02nd June Vision Final Conference, Istanbul ITU
June 2015
■ 07th-13th Innovation Management in Renewable Energies
Days, Bremen
■ 14th-20th Europe3D Germany, Karlsruhe
Want to study in a creative and innovative environment where academy, public organisations, industry and entrepreneurs come together?
In Gothenburg, situated in one of the most innovative areas in the world, we have created a learning environment where students are allowed and encouraged to try their ideas in reality. In addition to providing a cutting edge academic education, we provide our students with the possibility to work closely with both academic researchers, public organisations, innovators and industry and to try their wings in both established companies and as startup entrepreneurs.
Our four master’s programs within Technology Management and Economics offers a combination of solid theoretic frameworks, applied projects and strong connection to business and industry – a combination that ensures a rapid learning curve and exciting job opportunities after graduation.
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The education at Chalmers was ranked first in Europe in the International Student Barometer 2012 where 160 000 students from all over the world voiced their opinions.
Visit our website for more information about our education and how to apply: www.chalmers.se/en/education
Annons ESTIEM höst.indd 1 2013-10-03 13:57:02
Carl Zeiss AG
Corporate Human Resources
73446 Oberkochen, Germany
www.zeiss.de/career
The moment you see your future in a company where the world is at your fi ngertips.This is the moment we work for.
// FUTURE MADE BY ZEISS
As a leading player in the fields of optics and optoelectronics, ZEISS and its various business groups offer numerous exciting challenges for you.
At ZEISS you will help create technologically pioneering products and witness for yourself how seriously the company takes its responsibility toward
its employees.
Find us on:
Who are we looking for?
Physicists (m/f)
In the business groups and central research division at ZEISS a large
number of physicists work on pioneering developments and push the
boundaries of physics every day.
Scientists (m/f)
Whether you work as a biologist in the field of microscopy or a research
scientist or developer in the central research division, ZEISS offers you
possibilities you have probably never even dreamed of.
Engineers (m/f)
Over 300 ZEISS patents a year: the extensive development and broad
portfolio of high-tech products ensure that engineers are constantly faced
with exciting, new challenges in their work.
Industrial engineers (m/f)
Anyone who feels equally at home in the fields of business and
technology will enjoy the fascinating, future-oriented perspectives
we offer in marketing, sales, service etc.
Economists (m/f)
In your role of an economist at ZEISS, you will work for a successful
global player and experience a degree of respect and appreciation that
say much more about the company than any figures.
Information engineers (m/f)
ZEISS offers exciting challenges for IT experts in the field of software
development. However, IT is also one of the strategic foundations of
the global success of ZEISS.