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BusinessExcellence Weekly

ISSUE No. 43 | www.bus-ex.com

CAE MINING:

Training the next generation How CAE Mining is building further upon CAE’s legacy in simulation and training nkomati mining:

DHL Global Forwarding Sub Saharan Africa:

rural netco ltd:

Included The BE Mining Directory showcases leading mining organisations from across the world, ranging from big corporations to junior mines and their supply chains.

Be seen throughout our portfolio of magazines: •BE Mining Directory •BE Mining •BE Weekly •BE Monthly •

Go to page 70 to see this week’s listing To find out how to get involved contact: vincent@bus-ex.com

business excellence Design Matt Johnson Art Director mjohnson@bus-ex.com Louise Culling Production Designer lculling@bus-ex.com

business Richard Turner Director of sales rturner@bus-ex.com Vince Kielty Director of Editorial Research vkielty@bus-ex.com Sharon Rooke Administration & Operations srooke@bus-ex.com Matt Day Head of technology mday@bus-ex.com Andy Turner Chief Executive aturner@bus-ex.com

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info@bus-ex.com Infinity Business Media Ltd

editorial Martin Ashcroft Editor In Chief

Martin has edited business magazines for 15 years and has been editor-in-chief since Business Excellence began in 2006. mashcroft@bus-ex.com

Will Daynes Editor

Will has been a business writer for three years. He joined the Business Excellence team in September 2012. wdaynes@bus-ex.com

John O’Hanlon Editor

John has contributed to Business Excellence since its inception: he joined the in-house editorial team in February 2013. johanlon@bus-ex.com

CONTRIBUTORS Phil Brown

Director of The Channel Partnership, with 15 years’ experience creating go-tomarket programmes in the technology, telecoms and online sectors.

Mark Forrest

General manager of Trimble’s Field Service Management Division, which provides visibility into field and fleet operations.

Suite 22, St Francis House, Queens Road, Norwich, NR1 3PN Tel: +44 (0) 203 137 7100 Fax: +44 (0) 1603 666466

www.bus-ex.com The content of this magazine is copyright of Infinity Business Media Ltd. Redistribution or reproduction of any content is prohibited.

Tell us your stor y If your company has something to talk about then get in touch and find out how to BE seen. vincent@bus-ex.com

© Copyright 2013 Infinity Business Media Ltd.

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issue No.43 6 Sales and marketing

Best of enemies or sworn friends?

The ‘on/off’ relationship between sales and marketing functions persists across organisations of all sizes and is threatening business success.

6

12 Operations

More with less

How detailed information and modest behavioural changes can help to achieve field service excellence with fewer resources.

20

20 cae mining

Training the next generation CAE President, Damian McKay, discusses how CAE Mining is building further upon CAE’s legacy in simulation and training.

28 Nkomati Mining Reaping the rewards

Mining manager Trevor Visagie explains how the rapid development of the Nkomati mine continues to reward not only its employees, but the local community as well.

28

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contents 40 DHL Global Forwarding – Sub Saharan Africa Always moving forward

How the business is striving to become the first choice solutions provider for its customers and the wealth of opportunities Africa has to offer.

40

48 Rural NetCo Ltd. Connecting the dots

The shared mobile broadband network concept that will not only benefit thousands of people in Tanzania, but potentially millions across Africa.

56 Harvest FM

Change is in the air

48

How Harvest FM has helped achieve social freedom by exposing corruption, forging a strong working relationship with the incoming government and fighting for local communities.

62 Curves Africa Ahead of the curve

From the day its first Franchise opened in South Africa, Curves Africa has gone from strength to strength.

Discover the reasons behind this success and what the future holds for the brand.

BE Directory

62

70 adrok

Pioneering Geophysical services

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Best of enemie or sworn frien The ‘on/off’ relationship between sales and marketing functions persists across organisations of all sizes and is threatening business success.

New research signals that sales and marketing need to bury the hatchet

written by: Phil Brown

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Sales and marketing

es nds?

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E

arlier this year, The Channel Partnership under took r e sea r c h in partnership with The Leadership Foundation to examine the relationships between sales and marketing professionals in businesses.

A thousand sales and marketing professionals were interviewed to understand why disconnects and communication breakdowns are so common between sales and marketing teams.

Our report, Sales and Marketing: Best of enemies or sworn friends? found that although sales and marketing teams both value marketing, tensions, misunderstanding and a lack of communication between the divisions is putting their business success at risk.

Fifty seven percent of respondents reported that a lack of a cohesive strategy

was a source of problems with their organisation’s go-to-market approach.

They claimed less than twothirds of marketing activity was part of a long-term plan, and that more than a third is unplanned and reactive.

Almost a third felt that marketing activities were too driven by short term goals and admitted that around a third of planned marketing activity doesn’t ever get implemented – so ends up being a waste of time and money.

Two thirds of respondents said the divide between marketing and sales teams is driven by the fact that the teams are set different targets and objectives. In addition, nearly two-thirds felt that political conflict between senior managers was a cause of disconnect between the teams. Poor communication between departments, a failure to value each other’s contribution to the business,

“the divide is driven by the fact that the teams are set different targets and objectives” 8 | Be weekly

Sales and marketing and lack of understanding of each other’s roles were also highlighted as issues by more than half of respondents.

Another major bugbear for 59 percent of sales executives is that marketers don’t spend enough time talking to customers and so don’t understand how their products or services create value for them. Over half of sales executives also said that marketers lack understanding of the sales role and equally, over half think the marketing team don’t understand what the sales team needs to be successful. Forty eight percent claimed that marketers lack commercial awareness.

It would also appear that many businesses are failing to get their sales and marketing managers to work from a common set of objectives and targets, and to fully understand each other’s role and value.

These misunderstandings are ultimately leading to a lack of alignment in organisations which will impact business success. Only 16 percent of marketers felt that all of their go-to-market activities were fully aligned today. A range of factors were highlighted

59% Amount of surveyed sales people who believe marketers don’t spend enough time talking to customers that limit their ability to build fully integrated plans. Lack of budget was identified by 27 percent of marketing people as a very significant obstacle, as well as a lack of direction from senior management (26 percent) and lack of time (24 percent).

Disconnects are no good for any business, because each team has a crucial role to play in the go-to-market strategy of the organisation.

Any conflict will naturally result in a less than cohesive approac h, u lt i mately undermining the ability to drive sales revenues.

All these issues culminate in sales and marketing executives both claiming the other doesn’t understand their needs and the contribution they make to the business. The fact that marketing is perceived as

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not understanding the needs of salespeople ref lects another common issue, which is the perception that marketing fails to take responsibility for the end-toend go-to-market process.

On a more positive note, sales people do value many marketing activities. A wide range of marketing activities were rated as ‘valuable’ by at least two-thirds of salespeople, including building brand awareness (83 percent), generating sales leads (83 percent),

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developing compelling propositions (81 percent), and providing market insight (81 percent), which suggests the commonly held view that sales people don’t value marketing is overstated.

While they may value these

81% Number of surveyed sales people which value marketing activities

activities, however, there are clearly deep rooted issues that need to be addressed between sales and marketing teams in many companies.

One solution is for these organisations to improve go-to-market planning, driving better alignment between marketing and sales activities and breaking down communication barriers within their businesses. If both teams are involved at the start of the planning process and share business objectives and goals, a go-to-market

Sales and marketing

“It might not always seem like it, and our research clearly suggests there are conflicts to resolve, but ultimately sales and marketing are on the same side” strategy is much more likely to have the desired result.

Very often B2B sales and marketing teams are selling complex solutions with long sales cycles. It’s rarely a straightforward process and usually requires a multifaceted approach whereby

every element works together to deliver a clear and compelling message.

It might not always seem like it and our research clearly suggests there are major conflicts to resolve, but ultimately sales and marketing are on the same side. The UK still teeters on the brink of recession and the rest of Europe continues to struggle. There is limited economic growth predicted for 2013 and all forecasts point to the fact that companies will have to work harder than ever to ensure they survive. This leaves a very important role for sales and marketing teams to play.

Poorly aligned and disconnected sales and

marketing teams can fundamentally undermine the go-to-market efforts of any B2B organisation and must be improved within any business looking to thrive this year. Companies need to build integrated go-tomarket plans, which are jointly developed and owned by both sales and marketing.

Senior leadership therefore has an obligation to ensure they are working as an effective single team if they’re to maximise their chances of success. In the end, those organisations able to deliver a fully aligned go-to-market approach will have the best chances of driving profitable growth, regardless of a gloomy economic outlook.

Phil Brown is a director of The Channel Partnership, a B2B marketing agency. With 15 years’ experience creating go-tomarket programmes in the technology, telecoms and online sectors, Phil is the partnership’s strategy expert. www.thechannelpartnership.com

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More with

How detailed information and modest behavioural cha help to achieve field service excellence with fewer resou

written by: Mark Forrest

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Operations

less

anges can urces

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Operations

A

gainst a bac kg round of r isi ng fuel prices, restricted budgets, a changing regulatory landscape and spiralling customer expectations, field service businesses have endured a tumultuous environment over the last few years. The ability to meet customer demands and achieve cost goals has become a more difficult balance, leading many struggling to achieve more with less in the battle to deliver field service excellence.

Trimble recently carried out an independent study entitled, The Road Ahead: The Future of Field Service Delivery among directors and senior managers operating large field-based work forces in the UK, and found that businesses are struggling to fully deliver on their vision for field service excellence due to economic restraints putting pressure on internal resources; just 48 per cent of respondents were on target to achieving their annual business goals.

Field service management systems have come to the fore as enablers to help streamline

business processes to improve workforce productivity and customer satisfaction, without the need to increase the size of a field-based workforce. However, there is often a lack of understanding of the capabilities and huge cost savings these technologies can deliver.

According to AberdeenGroup surveys, investment in field

48% Number of respondents who where on target to achieving annual goals service management tools provides far reaching benefits including: • 32% improvement in fleet utilisation • 31% reduction in daily mileage • 25% reduction in idle times • 22% reduction in fuel consumption • 21% reduction in vehicle and operating costs • 11% increase in service revenue • 9 % improvement in workforce productivity

Tackling the budget black cloud The availability of budget emerged as being a major barrier to achieving field service excellence for around one quarter of the Road Ahead report respondents: 27 percent said the board is fully committed, but lack of budget meant they could not follow through on their planned vision; while a small minority (11 percent) felt that the board only paid lip service to field operations.

Indeed, only 18 percent of those surveyed currently possess fully automated scheduling, dispatch and mobility tools. The majority are operating partly-manual, partly-automated systems, integrating a diverse mix of often incompatible legacy systems.

However, by producing a detailed business case, it is feasible to demonstrate that investing more now can significantly reduce costs in the long run. Field Service Management solutions including the likes of Fleet Management and Work Management technologies have emerged as being powerful management

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“the fleet management technology typically includes the vehicle location, speed and time” tools and provide new levels of field service and vehicle fleet performance.

Interestingly, those field service organisations that operate fleet management, for example, say they recoup the benefits, with a more efficient workforce, reduced insurance costs and improved working practices, all factors which can lead to a rapid ROI. Given that doing more with less is a concern for 60 percent of respondents, investment in such technologies is recommended in order to improve efficiency in a short timescale.

The capabilities of modern field service management solutions can improve a company’s productivity and level of service by enabling every aspect of a mobile operation to be identified, measured, and analysed.

Efficiency can be increased by completing more tasks per day with the same

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workforce and a boost in customer satisfaction and retention can be achieved through greater appointment flexibility. The technology also helps boost customer satisfaction by enabling better communication, answering more customer service calls per day and mitigating return visits by getting the right worker to the right job at the right time.

In addit ion, t he information provided by the fleet management technology typically includes the vehicle location, speed and time, but also may include work order information, driver behaviour and vehicle diagnostics data such as mpg, fuel use or vehicle faults.

As a result of the insight delivered, businesses can start to reduce direct expenses such as fuel costs by optimising route planning, improving operational efficiencies and driving

£$€

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Operations revenue generation through top quality customer service and maximum flexibility.

With the knowledge of where resources are, their status and time on site, businesses can make the real-time decisions required to keep their operations running as smoothly and as cost effectively as possible.

Minimise the impact of fuel price hikes The Road Ahead report revealed that rising fuel prices have become the number one concern in meeting field service priorities, and as vehicle utilisation is a daily necessity for field services, it is a major contributor to budgetary concerns.

However, although fuel costs may be beyond the control of fleet managers, consumption is not. Once deployed, fleet management technology can decrease a business’s fuel costs by

reducing unauthorised vehicle use, curbing excessive speeding as well as lowering vehicle idling times by 50-90 per cent. By improving ve h ic le ma i ntena nce scheduling and monitoring a vehicle’s performance fleet management solutions can also help businesses reduce the amount of fuel used by their fleet, and increase the amount of time vehicles are in productive use. This increased asset utilisation reduces vehicle component wear and tear, which lowers the risk of mechanical failure, increasing a company’s profits further.

However, it is worth noting that fuel utilisation can vary significantly between drivers due to driving style and also the health of the vehicle. You cannot manage what you cannot measure. It is for this reason that fuel data use per individual vehicle can be of significant value to managers,

“fuel prices have become the number one concern in meeting field service priorities” Be weekly | 17

“Simple policies to improve driver efficiency can also play an important role in containing fuel costs.” rather than the overall fuel use of a fleet.

Simple policies to improve driver efficiency can also play an important role in containing fuel costs. This could be as ‘low tech’ as introducing ‘how is my driving?’ stickers which are proven to improve safe driving (and therefore fuel consumption), or look at a driver training programme that teaches more efficient driving. Small changes in driver behaviour, vehicle condition and intelligent routing all make a significant difference to fuel use and can be controllable through driver education, better work scheduling and regular maintenance, servicing and even tyre pressure checks to minimise fuel wastage.

The Energy Saving Trust (EST), for example, provides training for fleet drivers through its Smarter Driving training programme that

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Operations focuses on more fuel efficient driving which goes handin-hand with safer driving.

However good drivers may think they are, the practical vehicle-based course shows drivers what is possible and how differently an individual can actually drive. The course, which has trained over 30,000 fleet drivers, is about changing driver behaviour through showing people how to think differently and increase their awareness on the road. The course typically shows a 15 percent improvement in fuel saving.

Address customer service priorities while boosting productivity Trimble’s Road Ahead report revealed that, above all, achieving customer satisfaction is the number one priority for field services and 60 percent felt that this will need to be achieved with fewer resources. The vast majority of respondents (80 percent) find that customers are more demanding than five years ago, and in terms of deliverables, meeting those challenging consumer expectations is an area businesses must concentrate on to truly excel.

80% Believe customers are more demanding than five years ago Effective delivery is critical to a positive service experience. Tardy arrivals, missing deliveries and the inability to specify a time and date for arrival are the key contributors which have left consumers feeling let down by field service deliveries.

It is no longer acceptable to say anytime during the day and a staggering 81 percent of respondents placed a high priority on offering acceptable appointment slots, as they recognise the busy consumers of today want more certainty from their suppliers.

Building a relationship with a customer, making a promise and delivering on it will allow for a happier

customer base but achieving this can exponentially affect costs in terms of resource allocation, something many businesses are struggling to control. Managers can tackle this by optimising scheduling to ensure customers are offered acceptable appointment slots, which are met and attended to by qualified and prepared staff.

Recent consumer research commissioned by Trimble found that customers are willing to pay for next day delivery, allowing organisations to charge a premium price for a premium service, as well as improving workforce utilisation and avoiding the financial and environmental costs of repeat appointments.

Ultimately, getting it right the first time round will utilise your resources in the most efficient way whilst keeping the customer happy and brand reputation intact.

Mark Forrest is general manager of Trimble’s Field Service Management Division, which provides visibility into field and fleet operations so businesses can streamline efficiency and increase productivity. www.trimble.com/fsm

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Training the next generation CAE President, Damian McKay, discusses how CAE Mining is building further upon CAE’s legacy in simulation and training

written by: Will Daynes research by: Paul Bradley

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CAE Mining

The CAE Terra Mining simulator is the latest evolution of CAE’s leading-edge training solutions

CAE Mining

W

herever life may take us, we are all born with the same basic skill set. However it is from this point onwards that we each develop and progress as human beings in hugely different ways from one another. Nevertheless, the vast majority of us will one day find ourselves in a similar position to when we were young in that we will require training to embark on our future career paths. Indeed, whether the person you meet on the street is a call centre worker, a surgeon or a mine operator they will all share in common the fact that they had to undertake the necessary training in order to excel at what they do.

Throughout the world there are countless bodies, organisations and institutions that cater for the training needs of people entering all manner of professions, yet it takes something special to be recognised as a global leader in your field when you exist in such a populous market. One such company is CAE, a foremost provider of modelling, simulation and training for civil aviation and defence, employing approximately 8,000 people at more than 100 sites and training locations in 30 countries.

Founded in 1947, CAE today boasts a highly diversified business, ranging from the sale of simulation products to providing comprehensive services such as training and aviation services, integrated enterprise solutions, in-service support and crew sourcing.

The company applies simulation expertise and operational experience to help customers enhance safety, improve efficiency, maintain readiness and solve challenging problems.

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It is these simulation capabilities that CAE is now leveraging in new markets such as healthcare and mining. From exploration to resource modelling, optimisation, mine design, scheduling and financial modelling, CAE Mining offers cutting edge software solutions that enable users to rapidly generate robust scenarios in a secure governance framework. These software solutions are integrated with adjacent offerings in

consulting and training to ensure that CAE Mining offers the best support in the industry, maximizing the potential of mining assets.

“There are two key points of heritage that we have leveraged in order to develop into the business that we are today,” explains president, Damian McKay. “The first is the fact that CAE is recognised for training over 100,000 people a year to the highest regulatory standards. The second comes from

“Since the acquisition of The Datamine Group, CAE Mining has continued to invest significant capital into expanding its software portfolio”

CAE Terra Mining simulator in an underground vehicle

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CAE Mining

Mining simulator in container design for portability on site

the 25-plus years of history that we acquired through the purchase of The Datamine Group, a leading geological mine planning package that really led the field in terms if geology software, in April 2010.”

Since the acquisition of The Datamine Group, CAE Mining has continued to invest significant capital into expanding its software portfolio. In doing so it has strived to focus on the core themes of safety and productivity, looking at how it can help mines become smarter in regards to having better trained operators, a safer working environment and achieving higher productivity from existing asset bases. Meanwhile, from a geology perspective the focus is on helping clients discover what is actually under the earth, before identifying how best to execute

work on a deposit by utilising CAE Mining’s consultant services and software tools.

“All across the mining industry,” McKay continues, “the primary message today is safety first. This is being driven by several factors, not least of all the hugely different levels of experience that exists in developing countries and the unique nature of the training environments themselves. What we are also witnessing within the mining sector is an increasing client focus on costs and productivity, and on getting the most out of all of their operators.”

As operations have spread across the world so too has a wealth of new technologies and approaches to mining. With each new industry development or innovation comes the need to provide fresh training of those

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CAE Terra Mining simulator-revolutionary classroom design

““One sure-fire way to bring any project to its knees,is to have untrained operators using multi-million dollar equipment in the wrong way” workforces impacted by the changing landscape of the sector. “One sure-fire way to bring any project to its knees,” McKay stresses, “is to have untrained operators using multi-million dollar equipment in the wrong way. Therefore, being able to take people and using simulation to bring them up to speed with the latest techniques and methods has never been more essential.”

One of the most important and successful

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ways that CAE Mining offers high-quality training is through its CAE Terra Mining simulators. By building on CAE’s near 65 year history of perfecting the science of simulation, the company has been able to develop the next generation of fully-integrated simulation products for the mining industry, ranging from desktop trainers and e-learning to parttask trainers and high-fidelity simulators, all running on the same high-fidelity software.

CAE Mining

Ergonomic instructor station

The CAE Terra Mining simulators are the latest evolution of CAE’s leading-edge training solutions. The mining simulators cover a range of mining equipment and provide unparalleled realism with the most authentic experience, faithfully and fully replicating the equipment’s performance in normal and abnormal operations.

Backed up by the financial resources and added levels of diligence and oversight that you would expect to come from being part of a $1.8 billion global enterprise, CAE Mining continues to be greeted with a high level of excitement from mining companies of all sizes that it received when first entering the market. Understandably, it is this excitement that the company remains committed to building upon in the months ahead.

Six degrees of motion

“We have experience some strong levels of growth in our different solution segments,” McKay concludes, “and we fully expect this to remain the case going forward. In an environment where we envision that the cost of bad decisions and poor training will increase in the years to come, we feel it is inevitable that the type of services that we provide will only gain in popularity. As such we will continue to expand the size of our team and our global reach, while at the same time investing in the research and development that will allow us to build upon our existing range of products.”

For more information about CAE Mining visit: www.cae.com/mining

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Reaping the rewards

28 | be weekly

Nkomati Mining

Mining manager Trevor Visagie explains how the rapid development of the Nkomati mine continues to reward not only its employees, but the local community as well

written by: Will Daynes research by: Jon Bradley

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The plant complex

Nkomati Mining

L

ocated in eastern South Africa and sharing borders with Swaziland and Mozambique, the province of Mpumalanga constitutes approximately 6.5 percent of the country’s total land mass. A popular tourist destination, with visitors being particularly drawn to Kruger National Park, Mpumalanga is also home to a number of extensive mining operations.

It is about 40 kilometres to the south east of the small town of Machadodorp, also known by its official name of eNtokozweni, that one will find the Nkomati Nickel Mine.

One of three mines that comprise the African Rainbow Minerals (ARM) Platinum division, Nkomati is a small to medium-size base-metal operation, exploiting a complex, high-grade nickel, copper, cobalt and platinum-group metal deposit. The mine itself comprises both an open pit and an underground operation.

Accessing the deposit by means of two vertical shafts, this highly-mechanised operation exploits two large low grade Ni-sulphide ore bodies by means of trackless equipment.

Expected to eventually reach 2.5 kilometres in length, 800 metres in width and with a depth of 240 metres, the open pit will one day be one of the largest of its kind in South Africa.

A relatively young development, Nkomati mine was established in 1997 and operates as a joint venture between ARM and Norilsk Nickel. At present the mine provides work for 833 employees and 2404 contractors. One of these employees is mining manager, Trevor Visagie, who joined Nkomati in July 2010, bringing with him an extensive background in mine engineering.

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Power Plant Electrical Technologies (PPE Technologies) is an integrated electrical

engineering organisation situated in Nelspruit, Mbombela South Africa.

Our services cover a range of industries including Mining, Pulp and Paper, Timber, Sugar, Metals industries, Municipal and Utility infrastructure, extending throughout South Africa, Southern Africa and selected Western and Central African Countries.

We provide high voltage, medium voltage and low voltage electrical equipment & infrastructure, control and protection systems and solutions.

Our specialist services provide commissioned solutions and maintenance support services on electrical reticulation networks, generator plants and plant control systems.

Our Products include new HV and MV switchgear and protection, upgrades and retrofits to existing HV and MV switchgear and protection, Bus Bar Manipulations, LV Switchboards and Motor Control Centres and motor starters, PLC Panel, Power Factor

Correction Solutions, Relay Panels, Synchronization Panels and Variable Frequency Drives.

We provide load measurement, load profiling, load flow studies, fault level studies, electrical network studies, power quality studies and modelling and electrical protection system design. We also provide lightning protection solutions, earthing system solutions and assessments of existing installations. Our years of engineering support to manufacturing plant enables us to rapidly identify and solve post commissioning problems, which adversely affect operational plants.

We therefore pride our-selves as a multifaceted electrical engineering company working beyond the normal electrical project installation, with insight into what really works and what really causes problems for electrical networks, PLC and DCS control systems and associated electrical infrastructure.

www.ppetech.co.za

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PPE TECHNOLOGIES The PPE Technologies team has a long term view on its customer relationships.

The majority of our customers are introduced to us through “word of mouth” references when electrical equipment reliability challenges arise.

We use these opportunities to engineer practical solutions that work! In each case these introductions lead to the development of a continued business relationship, built on our trusted reliable service.

In the case of ARM, PPE services the Nkomati, Modikwa and Two Rivers Mines.

At Nkomati, PPE has actively integrated its services to a large degree and has worked hard with mine engineers to overcome a number of reliability challenges. PPE has been trusted to implement several solutions which have seen the mine’s reliability and operational uptime improve markedly.

These solutions include the maintenance and testing of medium voltage systems

allowing the identification and rectification of numerous problems. This also includes the review of the protection schemes and implementation of improvements, achieving direct results. Also of note is the implementation of plant equipment earthing solutions which were seen to reduce control equipment failures and maintenance interventions on the overhead line equipment and auto-reclosers, again with immediate noticeable improvements.

As PPE Technologies offers project solutions based on years of experience in an operational environment, we believe that our engineering insight and expertise, with our simple and practical approach, really does work to the customer’s long term benefit. We look forward to growing our service relationship with Nkomati and African Rainbow Minerals into future projects throughout the group. www.ppetech.co.za

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YOUR BEE POWER TRANSMISSION SUPPLIER www.vitalpt.co.za Vital Power Transmission specialises in the power transmission industry and in maintenance free power transmission products and we are proud to have achieved the following agencies and provide and supply the following products and services: AGENCIES • MagnaDrive • Autogard • Pembril • Maina • Sime – Stromag • Tru-line • Vulkan Drive Tech • Cable Reel Engineering • Drumotech – motorized pulleys Specialized Products: Suppliers, Repairs and Services Vital Power Transmission specializes in maintenance-free power transmission products and they are proud to supply the following products.

PRODUCTS • Permanent magnet Couplings • Drum & disc Brakes • Speedswitches • High and Low Speed Backstops • Rigid Flange Couplings and Locking Elements • Various Transmission Couplings • Samiflex Elastomeric • Din Std Gear Couplings • Agma std Grid & Gear Couplings • Fluid Couplings • Torque Limiters and Clutches • Cardan Shafts • Cable Reeling Systems and Magnetic

REPAIRS Vital Power Transmission specializes in repairs of: • Gearboxes • Fluid Couplings • Holdbacks • Brakes and Thrusters • Complete Drive Packs SERVICES Vital Power Transmission specializes in the service of: • Laser Alignment (shaft to shaft) • On-site Installations and Repairs • Plant Drive Surveys

VITAL POWER TRANSMISSION Lets Trade 1289 CC t/a Vital Power Transmission was established in 2001.

The corporation’s leadership and staff have many collective years of experience in the field of power transmission, specialising in drive solutions and improvements, maintenance-free power transmission products, client acquisitions,

and product consultancy in the industries of mining, power generation, fuel and steel.

Vital Power Transmission feels there is a shortage in the power transmission field pertaining to support, maintenance and environmental impact issues and we at Vital Power Transmission are striving to fill that shortage and provide the ultimate service and supply to its customers.

The company is operated and managed adhering to strict guidelines and standards compliant with system implementation.

E.matthew@vitalpt.co.za www.vitalpt.co.za

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Nkomati Mining

Excation work on the open pit mine

sinking of a ventilation shaft that will enable is of vital importance to Nkomati Mining. the operator to carry out future underground “What we strive to do,” Visagie enthuses, “is expansion projects. provide direct benefits to local communities, “Significant capital injections are continuing predominantly in the form of employment to be made across the site with the purpose and by providing skills and opportunities that of not only sustaining the operation, but can lead to the establishing of local businesses expanding it as required,” Visagie continues. and enterprises. These businesses then find “Essentially the mine has evolved beyond themselves benefitting from the preferential treatment we strive to give what could be described as those that exist within a its growth phase and now 50 kilometre radius of the finds itself entering its mine when it comes to equally as important sustainability phase.” acquiring services.”

Being situated in such a As Visagie goes on to Employees and remote part of the world, highlight, what the mine contractors employed the contributions made by takes just as seriously to work at the mine and to local communities as its commitment to

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WPH is a Material Handling, Crushing and Screening company based in Mpumalanga South Africa Tel (+27 13) 764 2623\4 /+27 825682252 /+27 824984821 Email: office@wimsplanthire.co.za

CYCLONE PROJECTS & CONSULTING cc CYCLONE ENGINEERING PROJECTS (Pty) Ltd P O BOX 22000, HELDERKRUIN 1733 REPUBLIC OF SOUTH AFRICA TEL: +27 (11) 662 2916 FAX: +27 (86) 632 9646 EMAIL: info@cyclones.zo.za WEB: www.cyclones.co.za Both Cyclone Projects & Consulting and Cyclone Engineering Projects thrive to deliver the most professional service to our client base in the consulting and construction/ management of Tailings Storage Facilities (TSFs). This is achieved by an open policy where honesty and trust are the keywords between us and the Client. A professional and supportive management and labour force contributing to our goals, mission and vision.

Nkomati Mining social responsibility is its Wims Plant Hire consideration for the natural Situated in Mpumalanga, South Africa, WPH has been environment. “We operate servicing the mining industry for the past 10 years, in a very beautiful, pristine specialising in material handling, screening and crushing. environment, highlighted During this time we have built up a good relationship with by several natural water various mines. systems that run next to office@wimsplanthire.co.za the mine complex. This water is actually used by those communities living downstream of Nkomati. We maintain extremely stringent controls on any aspect of the operation that could affect the community. This relates to things like blast vibrations and dust creation in order to comply with the strictest of international standards.”

The entire environmental ethos of the business appears to revolve around the idea of capturing and utilising the resources provided by what is a fairly undulating area, while striving to avoid causing any long-term detrimental effects. An example of this philosophy can be seen in action with the on-going construction of a storage dam. The aim of this endeavour is to provide the site with the means to accumulate and store water during the rainy seasons for use in drier times. This will minimise the abstraction of water from the surrounding rivers and will allow all dirty water on the Underground at the mine

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Nkomati Mining mine to be re-used rather than discharged.

With Nkomati undergoing rapid expansion over the last couple of years, the main challenge it continues to face is avoiding having an excess turnover in terms of staff.

The retention of top talent is key to the success of the business and as such Nkomati Mining offers its employees competitive salaries and attractive retention incentive bonuses.

Further to the financial benefits, the fact that the company is only now starting to realise the vast potential of Nkomati is something that is proving increasingly exciting for each and every one of its employees.

The results of all the hard work that has gone into making Nkomati a success are truly starting to show, with both plants breaking their individual milling records in October 2012, producing record nickel units.

“The team here,” Visagie says, “are now beginning to taste the success of their own work and, as the old saying goes, success breeds success and that is what we see happening. This reemphasises the fact that we view the future as being very bright indeed for Nkomati. When you look at the resources and assets we have in the ground it equates into what we predict will be a long, rich life of mining ahead. If we can continue along the same path, while containing our operational costs, there is no reason why we cannot be a successful business for many years to come.”

For more information about Nkomati Mining visit: www.arm.co.za MMZ plant

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DHL Global Forwarding - Sub Saharan Africa

Always moving forward

CEO of DHL Global Forwarding – Sub Saharan Africa, Roger Olsson, discusses the wealth of opportunities Africa has to offer and how the business is striving to become the first choice solutions provider for its customers

written by: Will Daynes research by: Paul Bradley

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H

eadquartered in Bonn, Germany, and today employing in excess of 470,000 people in over 220 countries and territories worldwide, Deutsche Post DHL has become a name synonymous with couriering and logistics. The world’s leading mail and logistics group, it generated revenues of €55.5 billion during 2012, representing an increase of 5.1 percent comparing to previous year. This increase mainly reflects the exceptional market position that DHL maintains in the world’s growth regions, such as Asia and Africa When it comes to Global Forwarding, DHL is the world leader in air freight services and one of the biggest providers of ocean freight services. Through the work of its 30,000 employees, DHL Global Forwarding (DGF) helps ensure the transport of all manner of goods by air or sea on a daily basis.

“At the beginning of 2012,” states Roger Olsson, CEO of DHL Global Forwarding – Sub Saharan Africa, “DGF merged three previously separate regions, Europe, the Middle East and Africa into a single EMEA region. This consolidation allowed DGF to better coordinate its commercial activities and improve operational efficiencies between countries.”

Meanwhile, this event also brought about the establishment of some sub-regional offices, one of which would open in Johannesburg, South Africa. “From this office,” Olsson continues, “we have a regional team committed to improving the group’s activities in the Sub-Saharan Africa region. It also means that for the very first time, DHL is now running its African operations from within the continent itself.”

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DHL Global Forwarding container ship

DHL Global Forwarding - Sub Saharan Africa

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DHL Global Forwarding - Sub Saharan Africa

DHL support global volunteer day

Sub-Saharan Africa is made up of no fewer success as its global coverage. “We have than 48 different countries, with DHL today dedicated people throughout the business boasting offices and capabilities in 41 of these. who know better than anyone else how The remaining seven are covered through the to expertly deliver the type of services groups’ work with credible local partners. we provide. At the end of the day you can “When it comes to DGF’s operation in have the largest network in the world, but Africa,” Olsson explains, “having the biggest without the right people on hand to make overall coverage of any other logistics it work you will never get very far.”

With its GDP growth provider is understandably vital. In addition, we are also outlook estimated to remain able to leverage our global around 5.5 percent over presence to cater for the vast the next three years, Subnumber of businesses that are Saharan Africa is expected working to bring cargo into to remain the region with and out of the continent.” the second highest growth Olsson also shares the rates worldwide, after belief held throughout DHL Asia for the foreseeable Revenue generated that the people that make future. Some of the more

by Deutsche Post up its workforce are just tangible opportunities for a DHL in 2012 as vital a component to its multinational logistics player

€55.5 Billion

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like DHL are the recent oil & gas discoveries in Eastern Africa, and the immense natural and mining resources found throughout the region. It is however important not to ignore the more traditional logistics sectors that DHL serves, namely engineering, automotive and the consumer-sector.

“The oil and gas industry,” Olsson reveals, “accounts for roughly half of our entire business today in the Sub-Saharan space. It is for this very reason alone that we continue to invest more and more in this area of our operations as the opportunities available to us are simply unbelievable, particularly as major oil and gas undertakings further help put countries like Kenya, Mozambique, Tanzania and Uganda on the map. Following just behind in terms of importance is the mining sector where we also have a special focus, leveraging our global expertise when it comes to the industry to assist in the development of business across Sub-Saharan Africa.”

As an organisation, the work of DHL goes beyond simply doing business with its customers. One of the achievements it is most proud of has been the development of a comprehensive strategy to fulfil its Corporate Social Responsibility requirements. In Africa it has helped spearhead the “Go Teach” programme. Sustained through an

existing partnership with SOS Children’s Villages, the programme aims to provide disadvantaged youths with the confidence, knowledge and skills needed to enter the world of employment. Furthermore, DHL supports Global Volunteers Day, an annual event that sees thousands of its employees

“DGF plans to deliver the same kind of door-to-door service in Africa that it currently does elsewhere in the world” 46 | be weekly

DHL Global Forwarding - Sub Saharan Africa

Warehouse office in Gabon

volunteer to carry out environmental and community related activities.

As DGF makes plans for the future its focus looks set to revolve around increasing its service offerings and capabilities in such a way that it will be able to deliver the same kind of door-to-door service in Africa that it currently does elsewhere in the world.

“Achieving this goal,” Olsson concludes, “will no doubt bring with it challenges of its own. Nevertheless we see it as absolutely fundamental to our business that we are able to deliver ever-improving service levels and product offerings that allow us to service the entire logistics chain here in Africa, from

origin to final destination. What we benefit from is having a clear strategy and vision for the future, one that we hope will result in DGF being the first choice solutions provider for its customers in Sub-Saharan Africa, growing up our market share in the process. This will be accomplished by expanding into sectors with a seamless end-to-end service offering and a broad product portfolio, by developing bestin-class operational capabilities.”

For more information about DHL Global Forwarding - Sub Saharan Africa visit: www.dhl.co.za

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written by: Will Daynes research by: James Boyle

Connecting

the dots

The mobile broadband network that will not only benefit thousands of people in Tanzania, but potentially millions across Africa

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Rural NetCo Ltd.

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Rural NetCo Ltd.

T

echnology today moves at such a fast pace that it is easy for us to sometimes take for granted what we have now compared to what we had only a few years ago.

Take for instance the fact, in a world where one can download a whole movie in a matter of minutes, that before the first cable modem was introduced in 1997 it would have taken the average computer user over 28 hours to download the same sized file using a dial-up internet connection.

As with most new technologies, mobile broadband was initially something of a luxury item, yet within a matter of years prices had stabilised to make it affordable to the masses in developed economies throughout the world.

Nevertheless, while people in these economies have grown to accept super-fast internet speeds as the norm, significant work continues to be undertaken to bring this technology to rural, and underserviced, areas and their populations.

Rural NetCo is a Tanzanian based communications company, working to implement a high speed mobile broadband access network, on which the other mobile operators in the country can connect in order to provide and affordable end-to-end service in areas that thus far have not been covered by such service.

The Rural NetCo business model can be best described with the word “wholesaler�.

This is because the company is only selling the capacity of its network to the other mobile operators who will be responsible for providing the service to their customers as they do today.

This is a new business model, which in all likelihood will go on to attract considerable

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demand from other African countries looking to enable future ICT development in rural and underserviced areas.

“While such a concept does exist in several developed nations across the world,” explains managing director, Frode Dyrdal, “the idea of a shared broadband network represents a completely new way of doing business in Africa, and one that has taken a great amount of time and effort to conceive and establish.

It is through this hard work and commitment that we are now in a position where we believe we have a business model and a solution that will enable operators to extend the reach of their internet offering much further than had previously been possible on a purely commercial basis.”

This hard work has allowed Rural NetCo to successfully negotiate the regulatory environment of Tanzania. “From the authority’s point of view,” states chairman, Pekka Kokko, “this is truly a fantastic concept in the sense that by utilising shared infrastructure it will reduce the cost base, both in terms of capital expenditure and operational cost, encountered by the operators and provide them with a more efficient way of doing business. From an operator’s perspective, it will allow them to refocus more of their efforts on their core business

which is providing added value services to their customers, instead of building and managing their own infrastructure in the underserviced areas. This concept is also environmentally friendly because by sharing and/or re-using towers the impact on the environment is significantly reduced.”

In bringing this concept to life the company has received a great deal of assistance and support from the Tanzania Communications

“The idea of a shared broadband network represents a completely new way of doing business in Africa” 52 | be weekly

Rural NetCo Ltd.

Reg ulator y Aut hor it y Vodacom, the largest in the country. Rural NetCo is very (TCRA). “TCRA has been satisfied with the current very forward looking by strongly supporting the idea volume of traffic that is of sharing for many years passing through the network Regions in rural Tanzania and the management of the now,” Kokko says, “and we that Rural NetCo now are proud that we are able to company is confident that provides coverage to business continues to develop help bring it to fruition.”

Kokko is equally keen to well. Since the plan is for this praise the assistance provided to be a shared network the

by Ericsson. “They are very much the know- company is now embarking on a mission to how partner, in that they initially conceived get other operators on board. Negotiations the concept and supplied the technology that are currently at an advanced stage to the makes the network possible. Their assistance extent that the company has been carrying throughout our existence has been nothing out a series of interconnection tests while also short of invaluable.” discussing various commercial agreements.

Thus far the company has launched “From a technical point of view,” Dyrdal commercially with one operator, that being continues, “what we are focusing on is

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Rural NetCo Ltd. providing consistently high quality broadband coverage in order to create the best possible end user experience. By utilising shared, existing infrastructure between operators we hope to provide coverage to people based in locations where it would previously have been unobtainable or uneconomical. That is the core objective of our work, generating greater levels of service that what currently exists in these rural or underserviced areas.”

The short-term target for Rural NetCo, particularly over the course of the next 12 months, is to roll out, and in some cases tighten up, its shared broadband network concept throughout the regions of Tanzania in which it is present. In doing so it aims to double its network in terms of size in order to provide more service opportunities for the operators, which will inevitably result in greater broadband access to subscribers.

“Rather than being exclusively tailored for use within Tanzania,” Kokko concludes, “we view this as being very much a universally applicable concept and one that will hopefully go on to fit into a number of different countries throughout Africa that possess similar geographical and demographic features, or indeed shortcomings that need to be remedied.

It is an idea that has continued to meet our initial goals and that means having the ability to save everybody money in the long run and ultimately provide cheaper internet access, and more value added services, to the masses.”

For more information about Rural NetCo Ltd. visit: www.ruralnetco.com

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Change is in the air

Malichaba Lekhoaba explains how Harvest FM has helped achieve social freedom by exposing corruption, forging a strong working relationship with the incoming government and fighting for local communities

written by: gay sutton research by: james boyle

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Harvest FM

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Malichaba Lekhoaba broadcasting to the nation

Harvest FM

H

arvest FM has been broadcasting understanding that not only would the topical to the citizens of Lesotho content attract increased advertising revenue since May 2003. Registered in but that the station could have an important November 2002 as a charity by role to play in bringing political and social the current station manager issues to the public, and informing them.

Malichaba Lekhoaba, Harvest broadcasts It was a brave move, and one that has had 24 hours a day producing a mixture of a formative effect on the country’s political spiritual and current affairs programmes landscape. At the time, Lesotho was going that rigorously tackle the nation’s leading through a period of what Lekhoaba describes social and political issues. Since 2007 as political instability. “We had really hard Harvest has earned international respect talk on some of these programmes, much of for its courage in daring to highlight and it about political corruption,” she explained. eradicate corruption in all its forms, and has As a result of this new content the received the prestigious PMR Africa award listenership increased dramatically and for best radio station three advertising revenue rose years running. correspondingly, but the “We have based the radio relationship with Government station on Christian principles,” and the national regulator, Lekhoaba explained, “and our Lesotho Communications Authority (LCA), deteriorated vision for Harvest is to inform Year Harvest FM people about the Christian rapidly. “The ruling party at began broadcasting that time was not comfortable faith, and their rights as citizens of this country.” with what we said about The station currently employs 19 salaried them, and they complained to the LCA.” staff, a mixture of journalists, presenters and The station was repeatedly shut down for a administrative workers. However, the road to few days in 2007, and then in 2008 Harvest such stability and success has not been easy. was suspended for a 12 month period. It was “We have been through some very difficult a catastrophic event. Advertising revenue, periods,” Lekhoaba continued. Launching the the station’s only source of income, ceased station was a triumph of determination and abruptly. Staff had to be sent home without dedication in itself. With no funding to cover pay. However the suspension was reduced expenses, she had to rely on the services of to 3 months on the understanding that the a group of volunteers to run the station, and station would not commit similar ‘offences’ worked to build up a portfolio of advertisers within the 12 month period.

“Effectively we were closed for three to cover running costs.

In 2007, following a review of the station’s months and during that time we lost our financial performance, she began to introduce listeners and advertisers. But that didn’t stop a series of current affairs programmes, us,” Lekhoaba asserted. “When we came

2003

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back on air we worked very hard to win back our listenership and our advertisers, and we made it through.”

Between 2009 and early this year Harvest has had a difficult tightrope to walk, bringing out programmes that highlighted and discussed important social and political issues, and yet did so in such a way that did not incur suspension. The station’s editorial policy demands that all stories are balanced, and yet there was such a climate of fear that the public were afraid to express opinions about Government, and the ruling party refused to provide information to journalists or the public.

Throughout this period the Government consistently refused permission for Harvest

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to place its transmitters in the national network of transmission towers and as a result the programmes only reached people in the capital and a few outlying areas. However, the impact of those hard hitting programmes has been enormous. In the general election in early 2012 the old government was overturned. “And it was in the capital, where people were informed about the corruption, that the ruling party lost the election,” she said. In the regions – outside Harvest’s transmission footprint the ruling party continued to receive high numbers of votes.

Today, the old regime has been replaced by a new one that is not only more media savvy but is running the country differently. Much

Harvest FM

“Today, the old regime has been replaced by a new one that is not only more media savvy but is running the country differently” has changed for Harvest. “We are able to talk freely about Government officials, and when we find evidence of corruption their doors are open for discussion,” Lekhoaba said. A great example of this is Harvest’s outreach programme, where journalists and presenters meet with communities and interview the public on local issues. “We tried this under the previous Government but people were too scared to talk. Now they are free to say what they want. And in many cases Government officials listen to the programme, respond on air and take action.”

The relationship with LCA, which is no longer under political pressure to restrain Harvest, has also improved dramatically and is now fair and positive. “We do get complaints,” Lekhoaba admitted, although this is bound to happen with any media organisation that sets out to challenge the standards and performance of those in power. “But the complaints no longer come from LCA, they come through lawyers.”

One of Harvest’s big challenges now is to extend its transmission footprint across the entire country, and it is currently in talks with Government to use the national transmission network. Lekhoaba also aims to establish an independent Harvest TV station and is in the process of applying for a licence.

The organisation continues to be run as a charity and all profits are reinvested into the community. Harvest has a range of ongoing community support programmes including sponsoring vulnerable children and orphans through high school. The latest community campaign has been to examine the management and financing of orphanages, to root out corruption and the misuse of funds. “We don’t want government to close these homes,” she pointed out. “We want to encourage them to run the homes properly and fairly. At the moment, it’s the children who are suffering.”

Much has changed this year for Harvest.

Journalists can now do their job freely, the relationship with Government and LCA is very good, and the station is no longer under threat. But Lekhoaba is aware that with this freedom comes great responsibility. “Now we have the freedom, we must ensure that we are always improving the way we work. We must continue doing our job without favour, and support the people of this country according to our Christian principles.”

For more information about Harvest FM contact: mlekhoaba@harvestfm.co.ls

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Ahead of the curve From the day its first Franchise opened in South Africa, Curves Africa has gone from strength to strength. Master Franchisee senior representative, Clive Robinson, discusses the reasons behind this success and what the future holds for the brand

written by: Will Daynes research by: Candice Nice

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Curves Africa

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Coaching is part of the Curves complete program

Curves Africa

I

t was in 2006,” explains Clive Robinson, “that Curves first came to South Africa with a mission to launch the brand amongst the female population as an alternative to existing gyms and weight loss programmes. In 2007, the first Curves opened in Pietermaritzburg and within three years it had expanded to more than 100 franchises across the country, and ten franchises outside the borders of South Africa.”

The growth in the first three years of what was the first woman’s only exercise provider was nothing short of phenomenal and led to Curves Africa immediately embarking on a strategy to create a vast network of gyms across South Africa, targeting the core middle-aged female market. In doing so successfully, the company went from zero to 35,000 members within its first three years.

“Long before entering South Africa,” Robinson continues, “Curves was already a tried and tested global entity, present in more than 80 markets with over 10,000 outlets throughout the world. What this allowed us to do is take a proven business model and replicate it, with very few adjustments required, in a country where the market had been crying out for an alternative.”

Curves Africa today remains the largest fitness business in South Africa by number of outlets, a fact that Robinson and other franchisees attribute to the several core pillars that Curves has built itself around. The first of these is the original, exercise-focused 30-minute workout programme that the company launched upon entering the country.

While still a favourite amongst the vast majority of Curves Africa’s members, recent

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2007 The year the first Curves branch opened in South Africa

years have given rise to a mind-set in society that revolves much more around the concept of instant gratification. This in turn has resulted in the appearance of fresh market competition in the form of quick-fix instant weight loss and diet programmes. In response to this, Curves Africa decided to introduce an eating plan to run alongside its 30-minute workout programme.

“Through a programmes called Curves Complete,” Robinson enthuses, “what we have done is combine the core elements of our exercise plan with a meal plan that can be personalised and individually tailored to suit each member’s own objectives, and is delivered through one platform, that being the member’s local Curves branch and the Curves Complete web site. In doing so we have opened up a whole new market for ourselves by attracting not only members who want to be fit and healthy, but also those who want to lose weight.”

Another pillar of Curves Africa’s success is its commitment to providing the motivation that its members require in order to stick to their own programmes. To achieve this Curves Africa has adopted a philosophy that really holds its members accountable through the work of a trained Curves Complete Coach,

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Curves Africa

who meets with members on a weekly basis to provide the motivation needed for those individuals to stick to their respective programmes. When combined, these three pillars allow for the providing of a complete exercise and weight loss programme, delivered under one roof.

“Curves,” Robinson highlights, “was developed primarily to be a community based business, positioned at the forefront of women’s health issues, driving home the positive benefits of its 30-minute workout and

how its use can combat certain health issues.”

However, as Robinson goes on to state, that is not the only reason for its success. “I think what makes the brand so different is the fact that we recognise that not every woman in the world who goes to a gym is doing so because they wish to look like a supermodel.

On the contrary, the vast majority actually most want to be healthy within the body that they are in. That is the very essence of what Curves is all about and why it has been so well received in all of the markets in which

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“Africa is very much where the focus of Curves as a brand will be centred over the next decade�

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Curves Africa it has entered.”

Over the last couple of years, under Robinson’s leadership, the primary focus of the company has been to ensure that existing Curves Africa franchisees have remained happy, profitable and able to deliver on their propositions properly. While it has made a concentred effort not to have a situation where there is a Curves branch on every street corner, this by no means is to say that further expansion is not on the horizon.

“If you take a look at the statistics surrounding obesity, specifically when it comes to women in Africa,” Robinson says, “there is no doubt that in the years to come there will be an even greater focus from all sorts of brands to come up with solutions and programmes designed to address related health concerns. While we fully expect activity to increase in our market sector, we believe that the key to our continued prosperity will be to retain the community-based atmosphere that Curves has become synonymous with.

We believe that weight loss and exercise should not be impersonal things, and as such we will continue to promote the fact that we build relationships with all of our members.

This allows these individuals to embark on one of our programmes and ultimately come up better educated and informed about how to manage their own health.”

Africa is very much where the focus of

Curves as a brand will be centred over the next decade. “The excellent growth of our business, not only in South Africa but also in countries such as Nigeria, Kenya and Zambia, gives us great belief that there are many growth opportunities for Curves all across the continent,” Robinson concludes.

“Rather than rushing in, we will do what we have done in the past and that is lay the right amount of ground work and identify the right people to work with, however I don’t believe it is inconceivable that within the next five years or so we will have helped make Africa the leading market in the field of women’s health.”

For more information about Curves Africa visit: www.curvesafrica.com

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Pioneering geophysical services Introducing a quiet revolution in subsurface exploration

T

he Adrok scanner uses electromagnetic technology to help identify and map minerals up to a depth of 4KM. These virtual boreholes are deeper, cleaner, faster, more accurate and more cost effective than traditional seismic methods.

Anytime. Anyplace. Anywhere.

The Adrok scanner is the ultimate

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in portability – readings can be taken on automobiles, planes or boats, on mountains or in desert.

There are no limits.

Our game-changing technology sends a narrow light beam of energy in to the ground using micro and radio waves. We call it Atomic Dielectric Resonance, or ADR. The beam reflected back has a unique code that helps positively identifies and maps any mineral in the ground.

Adrok offers geophysical survey services, usually for a pre-agreed fixedprice during our client’s Exploration and/or Appraisal activities as a complementary survey to Seismic or as a cost-effective alternative. We

Adrok

typically aim to save our clients up to 90% of the cost of physically drilling the ground using a borehole.

We have an excellent team of expert geologists and technicians based at our HQ in Edinburgh, UK analysing the data we obtain in the field and providing customers with measurements of subsurface natural resources, rock types and rock sequences before drilling. We also have bases in Houston, Texas and Perth, Australia to ensure we can service our global clients in the best way possible.

We challenge the old ways.

We believe we are better.

We know we are the future.

Adrok (Head Office) 49-1 West Bowling Green Street Edinburgh EH6 5NX Gordon Stove, MD T +44 131 555 6662 gstove@adrokgroup.com Adrok (North America) 2500 CityWest Blvd, Suite 300 Houston, Texas 77042-3033 Stuart Goldstein, VP for Business Development North America sgoldstein@adrokgroup.com T +1-713-267-2283 | M +1-713-816-1415 www.adrokgroup.com

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Included The BE Mining Directory showcases leading mining organisations from across the world, ranging from big corporations to junior mines and their supply chains.

Be seen throughout our portfolio of magazines: •BE Mining Directory •BE Mining •BE Weekly •BE Monthly •

To find out how to get involved contact: vincent@bus-ex.com