Air Liquide’s digital transformation relies on the ACE strategy that aims at transforming the way that Air Liquide:
By defining a common framework for all its business activities, Air Liquide is leveraging the power of digital to achieve the goals set in the NEOS Company Program, and to offer its customers and patients a best-in-industry experience.
Digital transformation is more than deploying new technologies, it is centered on improving and simplifying the experience of our customers, patients and our employees. And it is achieved by unleashing collaboration between Digital teams, IT, WBL and Operations to make an even more networked and agile organization.?
In this respect, the organization of key teams in the Digital Fabs embodies this ambition: those cross functional teams drive the Digital transformation journey of a dedicated business line or corporate function.
Digital & IT teams support Air Liquide digital transformation strategy based on Assets-Customers-Ecosystems (ACE). As part of Air Liquide innovation teams, they continuously integrate the new digital technologies & methods, in order to provide and run solutions and services.?
Digital & IT teams design, develop, implement and run Digital & IT solutions and services for Air Liquide’s employees, customers and patients.
Integrating the latest digital solutions within its Large Industries business line gives Air Liquide the ability to extract and analyze operational data directly from its production sites. This data allows us to anticipate incidents, optimize equipment maintenance and facilitate decision-making to continue improving our performance in supplying industrial gases to our customers.
By automating and centralizing its operations, the Group can also optimize plant performance, especially in terms of energy consumption - to deliver higher efficiency and to reduce its environmental footprint (in terms of indirect CO2 emissions avoided).
The creation of the?Digital Fab LI?as a multidisciplinary team of experts ( from the Large Industries business line, IT, Digital Transformation and R&D) contributes to accelerating the rollout of the production unit optimization program “Smart Innovative Operations” (SIO). Our digital predictive maintenance tools have already been rolled out in a multitude of Group sites around the world. This program adds a new level of richness to the experience of our customers by providing them with a service that is more tailored, more reliable, more flexible and more responsive.
Beyond technological competencies, operational excellence and efficiency, customers expect consistent offers from the Group, regardless of the channel through which they choose to make their purchases, as well as transparent access to data and an efficient response to their requests.
The multichannel model demands detailed knowledge of the customer journey. That is why Air Liquide has introduced and rolled out its program “Voice of Customer” which provides real-time gathering and analysis of customer experience feedback.
Airgas has also contributed its expertise on customer journey implementation through its multichannel model, which includes distributors, telesales, local stores and an e-commerce gateway for online sales of gases and equipment.
As part of its open innovation approach, Air Liquide continues to develop its external partnerships, particularly with startups, to accelerate innovation and the digital transformation for the benefit of ?the customer experience.
Air Liquide first Data Summit held in 2019 revolved around the "Assets, Customers, Ecosystems" topic. The event gathered more than 150 guests: a wide range of business leaders, managers and IT experts from the Group as well as Air Liquide partners and clients. The Summit became an opportunity to exchange on the role of data in value creation for the industry.?Find the key insights of our data summit in the white paper below.
In 2017, Air Liquide became a founding partner of the Techstars Paris startup accelerator. Collaboration with Techstars startups brings Air Liquide a great value in terms of usages, new practices and technologies. In 2 years, more than 70 internal mentors from Air Liquide have helped accelerate startups. But this collaboration doesn’t stop after the three months acceleration program, as reflected for example by the successful partnership with the startup Wakeo, recognised by the “King of the Supply Chain Innovation Award”.
Facilitating the development of an even more agile organization also depends on improving the experience of our internal communities. Designed for and with employees, new ways of working (collaborative tools and agile methods) are therefore tested and developed within the Group. For example, real-life video tutorials have been produced in conjunction with the startup SpeachMe to provide easier access to technical procedures and help technicians during breakdowns and/or routine repairs.
Open innovation is at the heart of the Group’s strategy. ?By connecting to innovation ecosystems around the world, we are able to identify relevant technologies and reduce development time that will benefit our customers and patients.